The Freak Advantage shared how your strengths even to an extreme provide an advantage for you an often to your business.Read More
Strategic Discipline Blog
Explosive! That’s the impact the Collective Intelligence segment of your Gazelles/Rockefeller Habits weekly meeting rhythm can be for your business.Read More
The most productive and valuable piece of the weekly meeting is Collective Intelligence. Collective Intelligence is a benchmark in every weekly meeting to solve bottlenecks using the collective genius of the team. CI is perhaps the greatest value of the weekly meeting rhythm.Read More
A lawyer and politician from Illinois, Sampson strived to be the next Clinton. In his quest to win political office he failed repeatedly. At one point Sampson withdrew from the senate race while leading several opponents to help another candidate with less backing but very loyal supporters win a competing candidate wouldn’t. As a lawyer he turned down lucrative cases with defendants he didn’t believe were innocent. It was a classic case of giving without concern for self, in hopes of the greater good.
What makes people hate their jobs? What makes them non-productive, complaint-happy zombies?
If you don’t believe cash is king take a look at some of the companies who have the largest cash reserves. Topping the list is Cisco with almost $40 billion in cash. Microsoft has nearly $37 billion, Pfizer $27 Billion, and Apple stands at $25.6 Billion.
Monday morning during the Collective Intelligence portion of one of my customers weekly meetings we engaged in asking the team specific questions from the Q12 Gallup Employee Engagement Processto help solve a specific issue on this company’s top priority for 2013.
What inhibits you from speaking out?
It’s the oddest thing. I feel fine, even great most of the time, yet the doctors, the numbers my blood work provide, the mask I have to wear when I go outside or when I’m around people, all say I’m sick!
You've heard the story of the boss who has two rules: Rule #1 The Boss is Always Right. Rule #2 When the boss is wrong, refer to Rule #1.
In many companies this time of year for annual planning revolves around one person making plans, usually the president or owner(s). The reason this occurs is often multiple. First the business owner started the business and in order for the business to grow it’s always been dependent upon him/her to make the plans. Another reason is that getting input from others takes time, precious time that many owners and company presidents don’t have or don’t care to take. Habits are hard to break. Setting directives and being in a commanding if not dominate position has worked in the past. It’s decisive, impactful, quick, and if it’s gotten results in the past there’s no reason to change.
As your business grows however the problem with this one person or small group making all the decisions on direction, objectives, and priorities is its limited ability to take into account all the obstacles and challenges that your priorities might face.