We always believe that thinking is something as simple and natural as breathing, speaking or walking. However, things are not so simple. To think, in the strict sense requires method, discipline and above all courage. The great Nicholas Bate has 14 unmissable tips on this subject. An excerpt:
- A skill
- Become rock star good at it
- Proactive: what do I need to anticipate?
- Critical: what do I need to do better?
- Lateral: what do I need to do differently?
Read it now!
Instant wisdom by Nicholas Bate:
- “What The Beatles had to put up with in Hamburg on their long path to becoming world leaders in their chosen field.
- How many chairs Crick and Watson stood upon and models they built before they cracked the molecular structure of life: DNA”.
Read the entire list in You’ll Never Believe 7
Good read from Marci Harris, founder and CEO at POPVOX, Inc. An Excerpt:
Age 22 brings a powerful blend of ambition, confidence, energy — and for many, a less-than-exact idea of where to focus that energy beyond a vague aim to do “something awesome.” That “something awesome” is never easy and always sits just outside your comfort zone.
It turns out that venturing to the edge of your comfort zone (and beyond) is not a haphazard thing. It is a cycle. There is a process. You can get good at it. You can start to feel “comfortable” outside of the comfort zone. But, at 22, sometimes it’s hard to know when to speak and when to listen; when to color in the lines and when to paint on the walls.
Here´s the link for the entire article. A must read!
According to the Oxford English Dictionary, Perspective is “a particular attitude towards something; a way to think about something”. I think in perspective as a matter of location between the observer and the observed object. When we change the position of the observer or the object, the perspective about it also changes automatically.
Applied to the business world this definition also brings great advantages to the project manager and leaders in general. It helps us to gain a new vision about the projects and problems we face daily and is also a good tool to stimulate our creativity and critical thinking.
Cinda Voegtli wrote a great article about this subject. An excerpt:
By looking at things through multiple lenses, I reduce the chance that I’ll miss something and am able to head lots of problems off at the pass. And you’ll see below that the answers I get from the different lenses often involve overlap – different lenses will identify some of the same risks, or planning items, or communication needs. But that’s a good thing, because it raises my confidence that I really am looking thoroughly at the whole picture, even though I’m moving fast.
One of the best ways to practice the change of perspective is to engage in the “what-if” game. For example, “If we do this, how will our customers respond? What will our superiors think? What impact will this have on our projects? What if there is something we have not considered?” This exercise will help to demonstrate the viability of your strategic decisions and should always be performed before you move then forward. Try to do it sometimes!
Good question from four-star General Stanley McChrystal, the former commander of U.S. and international forces in Afganistan:
…we had a sense that…it was important to keep information in the silos within the organization, particularly only give information to people who had a demonstrated need to know. But the question often came, who needed to know? Who needed, who had to have the information so that they could do the important parts of the job that you needed?”
You can find more at Diane Berry´s interesting article Want More Power at Work? Share Intelligence Like the (New) Military
My new article at GeneralManagers.org:
There is a cliché in the business culture that tend to recognizes the strategic leader as one who has great ideas, talk a lot, is charismatic But in the end reaches very few practical results. To gather respect as a true strategic leader you need to work in conducts that accomplish the tension between achieve the routine daily tasks and the success in the long term. You must facilitate other’s strategic activities, too, by providing an equilibrium of management and independence, of learning from actions and rewarding appropriate risk-taking.
Read more here!
From my article, on LinkedIn:
Instead of meat, corporate zombies have an insatiable appetite for power and influence. They usually gravitate their leaders and managers with an almost canine loyalty. In general, they accomplish their daily tasks with great speed and efficiency, essential requirement in order to remain active. Do not be fooled thinking that corporate zombies are only young professionals. You can find them at all levels and divisions. They are project manager, seniors VPs, CEOs, HR department people, team managers and are often aims to hire other corporate zombies to increase their army. This description did you remember some people, isn´t it?
Read more here!