What we focus on expands. Therefore it makes sense to focus on what we want more of (than what we want less of).
Touted as one of the corner stones of laws of attraction, this universal law plays up significantly in our daily life — In our business, profession, people, relationships…
‘Don’t look at the wall, your car goes where your eyes go’ — said race car legend Mario Andretti as the key to winning races without crashing.
‘When I get to the middle I look for the gaps, not the fielders’ — said famous cricketer Ricky Ponting.
As a leader it’s essential that we stay focused on the right areas, for what we focus on expands.
#ceo #leadership #scaleup
Leading the team and business to optimal performance is a continuing challenge to CEOs and Business Leaders — especially in these VUCA times.
The good news is that today we have multiple support systems available to create, build, and enhance our leadership skills that are appropriate to face the respective challenges — including one-on-one leadership coaching with the help of a Business Leadership Coach.
Leadership Coaching helps leaders enhance their leadership presence, and helps them gain clarity to do what’s needed.
6 leadership coaching tips from my experience of working with CEOs and Business Leaders over the last 17+ years are shared here. …
Intangibles account for 87% of the business valuation in S&P 500 as per a study done in 2015. In 1975, it was 17%.
Building and enhancing Intangibles in businesses are therefore essential to create long-term value.
How do businesses do that, in a conscious way?
First and foremost, it requires thinking beyond ROI for every decision that we make. It requires planning and strategising beyond the quarter, the year.
Second, it requires investment in people, nurturing talent — in leaders, teams within the business.
Third is building a Brand, backed by values, culture, reputation and recall.
Fourth is to build and nurture positive relationships, consciously, at all levels — employees, customers, vendors, service providers…
Anything you do will attract criticism — Anonymous.
To avoid criticism, say nothing, do nothing, be nothing — Aristotle.
We don’t build monuments to trolls — Tim Cook.
Anything we do, critics, trolls and naysayers seem to appear from nowhere!
So be it. Successful people focus on making a positive impact, doing some credible stuff — than letting trolls and naysayers impact them.
Does it mean we turn a blind-eye to critics? Not really.
As per researchers, we are four times more likely to remember criticism than praise; And it takes five positive events to neutralize psychological impact of one negative event! …
Best outcomes happen when we put our ‘best versions’ to work, when we strive to be our ‘best versions’ while making the attempt, through the process.
A leader’s priority therefore is to get the ‘best version’ of every team member, every day.
How do we get there?
One way is to ‘be the best version’ of one-self. That way, one could significantly increase the chances of getting ‘the best versions’ of team members, people around.
Another is to be an ‘inspired being’ one-self — about the purpose (of the business), the goals that we set for ourselves, the journey that we’ve embarked upon. …
As leaders, we need to simplify. When we simplify, things get done.
Complexity clouds visibility; thrashes initiative; impairs motivation. Complexity stymies action.
As a leader therefore, it’s essential to simplify; so that visibility improves, initiatives thrive and motivation sustains. When we simplify, appropriate action happens, things get done.
Simple can be harder than complex. You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end, because once you get there you can move mountains — said Steve Jobs.
When we simplify, we gain clarity (to ourselves). When we have clarity, we have a possibility of providing clarity to the team(s). …
My interest is in the future because I am going to spend the rest of my life there — Anonymous.
By and large the future shapes up based on what we think and do today. We have the power to make choices — as to what to do, what not to do — that goes-on to shape our future to a large extent.
As beings, we are empowered to make our choices. In that sense, ability to shape our future is largely in our hands.
Even in business this holds true! The future of business depends on the choices that we make today, what we think and do today. …
What we focus on, expands…
Whatever we focus on, expands. Therefore it’s important what we focus on.
For example if we focus on challenges, they seem expanding. If we focus on solutions, solutions keep emerging!
If we focus on day-to-day aspects of business, they keep expanding to fill our days. If we focus on short-term aspects of business, they keep getting addressed. When we focus on long-term aspects of business, they get strategised, planned and executed!
As a leader, what should I focus on?
There may not exist a single-answer-fits-all for this question. For all times. Yet, the awareness that ‘what we focus on, expands’ could lead us to focus on the right areas, based on our priorities from time to time. …
Comfort zones make it difficult for one to forego the (false) sense of safety -though we know extra-ordinary things happen outside our comfort zones.
A ship in the harbour is safe, but that is not what ships are built for — said John A. Shedd.
What would move us from our comfort zone?
Sometimes external forces do that — where we get pushed out of comfort zone by (external) circumstances. Many success stories, extra-ordinary things have evolved out of such situations.
Alternatively, we could choose to play outside our comfort zone on our own, going beyond logical and rational limits; gathering strong emotional urge, wanting to do it surpassing, over-powering the fear of failure; moving beyond the logical limits and boundaries that we put on ourselves. …
As leaders we have different ways of looking at people when it comes to their roles and responsibilities — One way is to look at them based on what they’ve done so far. Another is to look at them based on what they’re capable of. These two could be different — at times, vastly different.
The latter approach has helped me immensely over the years — even today it continues yielding highly positive outcomes!
When we are looking at people and their roles, what one has done so far is relatively easier to see, feel and figure out. A vast majority of decisions therefore are made on that basis. One can’t really find an issue with that approach though, as the leader weighs the risks, and knows that he / she is responsible for the decisions that they take. …