Day One Archives -

Stop Treating Meetings As Discrete Events. Build Relationships Instead

Almost every large organization has too many meetings. Some organizations try to fix the problem by adopting meeting management protocols. They’re missing the forest for the trees. Meetings don’t stand alone. They are tools to help people move projects, programs, and...

Everything Communicates

Communication Basics, Leadership Skills

Everything communicates – everything you say and do and don’t say and don’t do. We all know this. And we all take it for granted and either don’t remember it or don’t pay enough attention sometimes. Just this past week we saw people all the way up to the...

How To Work Differently With Investors, Operators And Advisors

Leadership Skills, Relationships

Last week, I wrote about building the different strengths required to be good at investing, operating and advising. It’s worth some time digging into how to work differently with them. In a nutshell, play to their strengths. With investors the more data you can muster...

Building Differential Strengths As Investor, Operator Or Advisor

Leadership Skills, Relationships

The key is the word “differential” and understanding that investors, operators and advisors need different strengths. The best investors can almost see into the future. The best operators build cultures that make things work like well-rehearsed orchestras. The best...

How To Manage The New Hierarchy Of Meeting Engagement

Communication Basics, Leadership Skills

Meeting engagement getty There’s a whole new hierarchy of meeting engagement. Be aware of the different levels and your options for managing them. Those engaged and in-person at meetings are better able to learn, contribute and decide than those either just paying...

How To Help Those Lacking The Confidence To Be Open To Help

Leadership Skills, Relationships

Don’t. You cannot help those lacking the confidence to be open to help. Instead, find another person or another way to help them or walk away. Earlier, I wrote about why you should hire people with enough confidence to be open to input. It built on ex-Stanford...