We Are Failing At Failing! (Forbes)

We don’t fail enough; we need to fail faster, fail bigger, fail more often; convince our leaders that failure is acceptable. It’s almost as if we are saying that: “if only we were more accomplished failers, we could create miracles!” Read more

Smart People Leading Smarter People

At a time when the world economy keeps flirting with limits to growth over the continued depletion of seemingly finite resources, the one infinite resource that undoubtedly holds the potential breakthroughs for greater global growth -- human talent -- remains significantly undervalued and relatively underexploited [in the best sense of the term]. [1] The real energy crisis today is in ideas and creativity, rather than petroleum, and yet we steadfastly continue to ensnare talented people, and their ideas, in organizational cages that were built in periods of capital- and labor-intensity, and which were designed for command and control, rather than liberation and excellence. The results, worldwide: great people achieving mediocre results. What an extraordinary waste!

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Let's Put An End to Training!

Dog in Training

Have you been "trained" lately? Maybe you are a trainer? Seen a trainer? Sent people off to do training? Visited a "training centre? If any of these things apply: shame on you!! Training is the very last thing you, I, or we, need at this stage of our economic development.

Unless you work with lions in a cage, are a mime at a tourist site, aspire to be a professional dog-handler, or merely going out for a run, training is not for you. Training is for short-cycle, highly-repetitive, learnable skills that tend to be invariant in their application. You "train" someone to answer the phone, for example; or to fold a napkin. This is all about variance reduction; which is not to say that it is not important. We are all the beneficiaries of the Industrial Revolution; 200+ years of determined variance reduction. Not a bad track-record for "training", since much of what the Industrial Revolution was built upon were short-cycle, highly-repetitive tasks; think: assembly line work.

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Three Things They Don't Teach You About Change Leadership (Forbes)

Often it is not so much that the planning for change is incorrect, as it is that the impetus for change is slowed, either by forces that resist change or are indifferent to an initiative, or by an insufficient motive force inside the leadership team to push the initiative forward in the face of hesitation. This is leadership failure, not management failure, and is often associated with three leadership requirements that we frequently see missing in discussions of big change efforts:

  1. You need to be immodest
  2. You need to be impolite
  3. You need to be unreasonable.

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