When I started my business, MedRecruit, I set a standard for the results I wanted to achieve and the impact I wanted to have in the industry. To do this I worked 12-14 hours a day, seven days a week, for years. We became the fastest growing service business in the country and outgrew all our competitors by many multiples.
A standard means that it’s a must, that in the end if you haven’t achieved it then it’s not the end.
When we got pregnant with our first daughter Zara I realised that I didn’t want to be a father who was always at the office, so in the nine months Claire was carrying Zara I hired a management team and built systems so that we could continue to achieve the results I wanted, and this could happen without me working all waking hours.
Essentially at the start I set a standard for outcomes, then I added in a standard for input.
And I think this is the right order. Too often I talk with business owners just getting started, or established owners going through a major crisis that threatens the existence of their business, who are talking about work-life balance.
Forget about it. When you’re in the traction phase or fighting for your survival you need a standard for outcomes, whatever the input required.
But, once you are getting the results you want I do believe that it’s critical to add a standard for input, because otherwise you are likely to burn out and forget why you’re doing it in the first place.
The key is to be conscious about it and get the timing right.
I run a course called Board of Directors. Business owners join me for two days every three months and we go deep on their businesses, and their own personal psychology.
Recently we got some HR people in to help us improve our professional development program at MedRecruit.
People often talk about the impact they want to have… In the future.
After a crisis, most people aim to get back to the state they were in before the crisis.
Recently the World Medical Association ratified a change to the Declaration of Geneva, the modern-day Hippocratic Oath, the value-set of doctors worldwide, to include the health and wellbeing of doctors.
I was recently speaking to a group of corporates.
And I had to smile.
I speak to a lot of groups of people AND Purpose is something that I’m big on, and it invariably leads to someone asking the question, “I don’t know what I want to do. What should I do?”
“When is it giving up, and when is it changing direction?” is a question I get asked a lot.
Some people like beer.
Some people like wine.
Recently I was fortunate to attend a good friend of mine’s wedding in Bali. He’s a partner at a well-known law firm in Singapore, and many of the attendees were merchant bankers, venture capitalists and other people in the finance space.