In the last post, I illustrated the value of asking the question, “How does this place make money?” But exactly how can you do that without breaking the bank or disrupting normal business function? The strategies I’m going to recommend are remarkably simple and can be accomplished with a smart-phone and a bit of money spent on editing and design.
That’s the question I have challenged employers to ask their people for years. Sadly, most people can’t provide an answer that demonstrates they really understand the business model of the firm for which they work. Generally, they’ll say something like, “We sell software,” or “We deliver stuff to restaurants.” If you ask them to drill down on that and provide
“Often, I lie in wait in meetings, like a hunter looking for his prey, ready to spring out at the first moment of silence. My gun is loaded with preestablished thoughts. I take aim and fire, the context irrelevant, my bullet and its release are all that matter to me.” William Isaacs, Dialogue and the Art of Thinking Together –
Like most people, I have been known to act without thinking. But there are consequences. As the saying goes, good judgment comes from experience. Experience comes from bad judgment. What the best decision makers discover over time is that there is an essential collection of strategies enabling us to act with more clarity and confidence, resulting in better outcomes. One
As part of my research in preparing to work with an employer, I will sometimes walk up to random employees and ask, “How does this place make money?” Most times, I get a mixture of confusion or some general statement like, “We sell widgets.” When I ask how much the company makes, most will say, “A lot!” The truth is
A woman cut me off in traffic the other day. When we ended up side-by-side, as inevitably happens, she looked over mouthed “Sorry.” I guess that was better than flipping me the bird. But it didn’t excuse the poor decision she had made and she knew it. I’m not one for preaching and moralizing. But, sadly, this kind of behavior
Years ago, when I worked as a college career counselor, I recommended one of my top students to Walt, a recruiter for local employer. When I called him, Walt and I agreed that she’d be a great match for his organization. On the day of the interview, the young lady showed up in my office in tears. It seemed she
I was in a meeting this past week that devolved into a rather heated discussion about which way to resolve a problem. People made reasonable arguments on both sides of the issue. In fact, any one of the approaches we discussed would have worked, just in different ways. Yet a couple of people insisted that theirs was the only solution.
Money guru, Dave Ramsey, is famous for saying that people buy things they don’t need, with money they don’t have, to impress people they don’t know. If I’m being honest, I have been guilty of doing this a few times myself. We all want to appear successful, cool, or the top dog in the room. But sometimes it doesn’t go
The debate about whether multitasking improves performance has been going on for more than a decade. Those on one side, maintain that their ability to do two, three, or even four things at once gives them an edge on the day. Those on the other side, argue that focusing on one task at a time produces a better outcome for