Thoughts on people, teams, organizations, communities, effectiveness and success
Last Friday the 13th (somehow fitting) was “sorry” day at Back West’s world headquarters; three occasions that someone said to me “I’m sorry.”
How effectively those apologies were tells you the things that make a sorry work, and how saying you’re sorry can also make the situation even worse.
Here’s the three:
I’m guilty.
In the land of do as I say and do as I do, I’m buckling on the latter and hoping you do the former.
It happens.
Despite best intentions to behave true to my own advice I slipped into behaviors that others rely on me to avoid modeling. It happens. Welcome to being human.
I have a conflict with someone on a board on which we both sit and rather than address it early, it’s gone from a minor annoyance to major avoidance.… Read the rest
Recusal – one of my favorite 50¢ words – is the act of a judge (or anyone else) removing themselves from a process as a participant because of a conflict of interest.
While there’s no bright line, there is still a line; step over it and you’re conflicted, stay on the “right” side and you’re ethical. And when you’re conflicted, recusal is the smart and right thing to do if you’re able.… Read the rest
Distraction is the enemy of focus and accomplishment. The important task you set out to nail gets buried under the five to ten minor issues that snaked up during the day and grabbed your time and attention.
As Rodan of Alexandria noted, “It’s not the mountain ahead of you that wears you out; it’s the grain of sand in your shoe.… Read the rest
My colleague John Rehm – fresh from a tour of duty in Asia with IDEO leading innovation projects – flagged a post at HBR.com by Campbell Soup Company CEO and President Doug Conant titled Five Steps to Building Your Network.
If you’ve read Conant’s book with Nette Norgaard, Touchpoints: Creating Powerful Leadership Connections in the Smallest of Moments, you know that his candor and personal openness is unusual (unfortunately) for most senior executives.… Read the rest
I’m having lunch and a close-out conversation with an exec coaching client in Silicon Valley today. She has made obtained great results with small changes; her boss thinks she’s doing great and frankly so do I.
And she’s got a lesson or two that you can use.
One of the things she’s done is slowed down and let her direct reports (and a colleague or two) lead part of the conversation.… Read the rest