A recent incident in my company reminded of a really important maxim for effectively managing people; be hard on the problem, not on the person. If you have the right people getting hard on the problem it can help drive the desired behaviour that you want and need.
But getting hard on the people can be demoralising and in fact drive behaviours you don’t want.
Getting hard on the person, making it personal, can feel like an attack, and no one likes that.
Getting hard on the problem, while showing you believe in the person, allows the person to step up and be great.
Recently I had an interaction with someone in a business I own.
Recently we were making a major decision in MedRecruit for a very important leadership role in the recruitment team.
If you go to almost any personal development or business seminar, the presenters will share stories of failure leading to triumph.
It’s not a shop, it’s not online, it’s not Amazon or eBay or Trademe.
Survival isn’t necessary.
Is it meeting specification?
“You don’t choose the life of being an entrepreneur, it chooses you,” is something I found myself saying to a young entrepreneur the other day.
Dissatisfaction is a common state for entrepreneurs.
Fear of failure is a common reason many people don’t start things.
Failure is inevitable.