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.
There’s a tendency to gather information, and more information, and more information, indefinitely if a decision is important.
Your next 40 years will be determined by your next ten years.
A mantra I live by in business is, ‘tolerance is the enemy of excellence.’
Functional fixes are not solutions for existential misalignments.
If you’re buying your lunch from someone, what happens if he’s 20cms shorter than you?
It’s almost certain that what’s being agreed isn’t fully understood.
Don’t be a dick.
Five hundred years ago, Michel de Montaigne said: “My life has been filled with terrible misfortune; most of which never happened.”
In tennis, the majority of the game is spent volleying.
I own a wealth management company called MedCapital