Monday, February 15, 2016

a huge bowl of candy

One former Fortune 100 CEO was known for keeping a huge bowl of candy and chocolates on his desk for employees. They were told to come in as often as they wanted to grab as much candy as they wanted. That proved to be a very effective way to get people to stop by his office so he could simply ask, “How are things going?” That often led to far lengthier conversations that helped both the CEO and the employee to learn things neither knew before – and helped the leader engage the employee in a meaningful dialogue.


Saturday, February 13, 2016

a noble vocation

Business is a vocation, and a noble vocation, provided that those engaged in it see themselves challenged by a greater meaning in life; this will enable them truly to serve the common good by striving to increase the goods of this world and to make them more accessible to all…. I am convinced of one thing: the great changes in history were realized when reality was seen not from the center but rather from the periphery.



Friday, February 12, 2016

actively noticing new things

Mindfulness is the process of actively noticing new things. When you do that, it puts you in the present. It makes you more sensitive to context and perspective. It’s the essence of engagement. And it’s energy-begetting, not energy-consuming. The mistake most people make is to assume it’s stressful and exhausting—all this thinking. But what’s stressful is all the mindless negative evaluations we make and the worry that we’ll find problems and not be able to solve them.

We all seek stability. We want to hold things still, thinking that if we do, we can control them. But since everything is always changing, that doesn’t work. Actually, it causes you to lose control.

Take work processes. When people say, “This is the way to do it,” that’s not true. There are always many ways, and the way you choose should depend on the current context. You can’t solve today’s problems with yesterday’s solutions. So when someone says, “Learn this so it’s second nature,” let a bell go off in your head, because that means mindlessness. The rules you were given were the rules that worked for the person who created them, and the more different you are from that person, the worse they’re going to work for you. When you’re mindful, rules, routines, and goals guide you; they don’t govern you.


Ellen Langer
"Mindfulness in the Age of Complexity." Harvard Business Review. March 2014.

Thursday, February 11, 2016

character increases bottom-line results

Tom Fox: What are the traits of leaders who have high character?

Fred Kiel: The leaders who attained the greatest financial bottom-line results had strong character habits that involve four basic principles: integrity, responsibility, forgiveness and compassion. They almost always tell the truth, keep their promises, are willing to own up to their mistakes and take responsibility for their choices. They are very forgiving of others. They are all about learning from mistakes rather than punishing. And finally, they care about people.

When employees say that leaders show these character habits, in contrast to those who show them about half the time, there was an amazing difference in bottom-line financial results—almost five times more.


"Good people make good leaders." The Washington Post. 9/21/2015