Tag: decision making

Professionals versus Amateurs

Professionals versus Amateurs

When I was young, I used to play competitive chess. I vividly remember that at a certain point I got stuck: In order to win, I relied heavily on mistakes made by my opponents. Since I encountered increasingly better opponents, who made fewer and fewer mistakes, my strategy of trying not to lose, became less and less effective. Only when I…

The Momentum Fallacy

The Momentum Fallacy

Newton’s first law of motion states that an object either remains at rest or continues to move at a constant velocity, unless acted upon by a force. This law is applicable to organizations as well and is called the momentum fallacy. Quitting an organizational habit—such as fixed meeting schedules or rigid reporting structures—is a deliberate and conscious activity that doesn’t come naturally . Once an…

Agreements, Expectations, and Hope

Agreements, Expectations, and Hope

An essential part of leadership is to set, communicate, and monitor behavior standards. In my work with high performance organizations, I have found that one of the quickest ways to improve project and strategy execution, is to focus on new behavior standards around agreements. A good agreement has four parts: All parties involved acknowledge the agreement. For example: “It should have been done;…

Turbulent Times

Turbulent Times

In turbulent times it’s important to stay close to your clients, colleague’s, and bosses. A good way to provide practical support is to help them systematically think through and develop options.   Here is a simple and proven framework to have this conversation: What’s the issue? It describes what exactly the issue is, and also specifies what it isn’t. Example: We need…

Five High Performance Trends

Five High Performance Trends

People will increasingly move to a place where other people love their work. Talent retention will therefore shift to recognizing, building, and expanding strengths of individual high performers. What are you doing to shift your focus from compensating weaknesses, to rapidly recognize and develop your own strengths and the strengths of your best people? Exponential value will be created by just a…

Excessive Ahabism

Excessive Ahabism

The downfall of Captain Ahab, the protagonist of Moby Dick, became his obsession with catching the white whale. There is a fine line between admirable persistence and block-headed tenacity. If you’re the only one left on the barricades, it’s probably time to leave and focus your energy on something else. We all recognize moments when we were so obsessed with achieving a goal,…

Making Better Decisions

Making Better Decisions

Most decisions in life don’t matter much, for example what’s for dinner, what to wear, what to watch, music to listen to, etc. These decisions should be made on the spot, and don’t require spending a huge amount of mental energy. However, some decisions matter a lot. For example, your choice of long-term goals will have a huge impact on…

Dominant Thought

Dominant Thought

According to Greek mythology, the goddess Pallas Athena was ‘birthed’ from the head of Zeus. Not only that, but she skipped childhood and became a powerful and mature goddess from day one. Wouldn’t it be nice if our decisions to do things differently jump out of our head—fully formed like Athena exiting Zeus’ head—ready to act upon? Alas, in reality,…

Advanced Decision Making

Advanced Decision Making

Sometimes we face a decision to let go of a comfortable status quo, in order to achieve an even better future. Think of the decision to leave a well-paid and interesting corporate job and start an uncertain, but more exiting business. This type of decisions can be paralyzing.  A powerful and practical approach to make better decisions is to create…

Meaningful Goals

Meaningful Goals

The worst use of your time is not to be inefficient, but to become excellent at something irrelevant. How do you know you invest your precious time working on meaningful goals? With every goal, you only need to ask yourself six questions: Clarity: What’s the issue exactly?  Impact: Why is this issue significant?  Ownership: What’s the solution? Practicality: How is the solution attainable? Validity: How is the solution…