Keep it simple

“The correct explanation for any phenomena or the solution to any problem, is usually the one with the fewest steps.”  

                                          – Aristotle

Have you made your business too complicated for employees, customers or you?

Emotions distort valuations

If you love it, want it, have to have it, desire it, crave it, want the feeling of owning it – you’ll overlook problems, you’ll pay and even overpay.

If your customers want it, love it, and crave what you have, they will too.

How have you and your customers been affected by emotions (or lack thereof) in the marketplace?

Fanaticism

“Re-doubling your efforts once your aim has been forgotten” – Brian Tracy

What did you set out to do?

"Auckam's Razor"

“In solving any problem or explaining any situation, the simplest solution is probably the correct one.”

-William of Auckam, 1240 AD

Be heroic

Here’s an alternative to trying to be the know-it-all and (not fooling anybody) tough leader – 

Be vulnerable and authentic, and strive anyway.  

It’s a combination that is easy, and people find it heroic.

Chances of survival

The chances of a businesses survival and success is in large measure dependent on the owners will to succeed.  That’s why many businesses go under upon the owners sickness, death or giving up.

How strong is your will to succeed?

Without a target, you'll miss it every time.

What is your target?  

This week? This month? This year?

Peaches and rainbows

“Nobody, as long as he moves about among the chaotic currents of life, is without struggle.” – Carl Jung

People in the business community say I am very successful, and some think it’s easy for me. People outside of the business community often look at the results we have achieved and some think it’s all peaches and rainbows for me.

But here’s the reality – Because I haven’t and will not coast, and I continue to strive to make a greater difference in the world, I struggle like you do.  I have dark, frustrating moments nearly everyday.  I work to stay focused on priorities, manage my time well, and deal with the myriad of issues that come my way despite my successful efforts to build a great team and delegate.  Finding the right balance takes daily course corrections.

Life is good for you and me, yes, but not perfect.  And it’s only good if we control our thoughts and work to make it good.

The rudder in your hand

You have a team that comes to work each day and does stuff. Whether they are getting better at doing that stuff, or doing the right stuff, or producing the results you need is up to you.  

The questions you ask, the training and processes you expose them to and make them use, and what you measure and celebrate will determine what your team pays attention to.

You get to steer the team’s attention.  Are you steering them in the right direction?

Who is creating your culture?

The owner or CEO may have one attitude/”way”/voice with his/her employees, but what about department managers?  

The problem comes when managers run their departments and deal with their employees “as they see fit”. They may be better at it than the person at the top, which is great.  But what if they aren’t?  What if they yell at people?  What if they make people hate their jobs?  What if they chase away talent?  What if they impose punishments that are not authorized by anyone else?  What if they gossip about and ostracize their own employees?

It’s not a question of whether the manager cares or not.  They may care deeply and that’s WHY they mistreat people – chasing good people out of their department and winding up with new people or those who have to put up with it because they can’t find any other job.

Be aware.  Tell your managers how to treat people.  You set the culture from the top, and only accept improvements; not managers making it worse.