Monday, 26 February 2018

The remarkable value of virtuous circles/cycles

My trusty dictionary.com says virtuous circle is a noun meaning "beneficial cycle of events or incidents, each having a positive effect on the next."

It also says that the concept is sometimes called 'virtuous cycle'.

Either way it's a verb too I reckon. And it embraces my key principle for success of 'who before do.'

In my work with my clients embracing the following virtuous circle/cycle, in their own best way, is paramount to their success.

The key to success of this circle/cycle is quantum leaps


Do you have such a circle/cycle?

I call mine a change process. Each step builds on the other and leads to continuous leadership effectiveness and thriving on the challenges of change.

Who will you become?

What will you do next?

Be remarkable.
Ian

Friday, 23 February 2018

Life is so much simpler (and profound) when we see ideologies as operating systems

I love this 5 minute TED talk.


I believe life is so much simpler (and profound) when we see all ideologies (not just capitalism) as operating systems.

Who will you become?

What will you do next?

Be remarkable.
Ian

Wednesday, 21 February 2018

The first two steps up from ugly, bad, good or great, to remarkable

Many of my clients have found the two self-explanatory exercises pictured below highly valuable.

You can download the above here.

You can download the above here.

The two steps above begin a continuous change process.

Remarkable is the new normal.

Who will you become?

What will you do next?

Three actions I highly recommend:

1) Undertake the Appreciating What Is exercise above.

2) Follow it up with the shifting from what is to what can be exercise.

3) Undertake the remarkable is the new normal online course here.

Be remarkable.
Ian

Monday, 19 February 2018

Friday, 16 February 2018

The 3 pillars of the new world of work

More on who before do here.

More on purpose before profit here.

More on less but better here.

Excelling at these 3 pillars are significant ways to ensure you're both leading and thriving. I always explore all 3 in my public master-classes held every month (March - December) in Ballarat, Geelong and Melbourne (learn more here), and in private work with clients. Learn more about working together privately here.

Who will you become? What will you do next?

A great place to start is to complete the diagnostic at the top of the page and take action.

Be remarkable.
Ian

Wednesday, 14 February 2018

An agile mindset is integral to success in the new world of work

The chart below is from The Appreciative Leader handbook. What is doesn't show are principles that you can apply in your own best way to shift from old to new. There are such principles inside the handbook.

One such principle not in the handbook is known as the 'Agile Mindset'. (I do refer to this mindset in the handbook yet in different language as my aim is not be bound by suggesting that one way or that is the only way.)

This book is the best I've read so far about this principle.

You can read my Amazon review here.

The key facets of Agile - small teams, networks and customer focus are very well laid out in this book.

The author also dispels many of the myths and mistakes of modern management and how to shift away from them.

This is a must read book for anyone serious about thriving in the new world of work which I describe in the picture below.

Who will you become? 

What will you do next?

Be remarkable.
Ian


Monday, 12 February 2018

Failure of execution is different to the failure of an invention

HT to Jeff Bezos in this video for the headline of this post.


To guarantee execution help your people to capture their piece of the execution plan on a page. Below is mine to show you what one looks like. It was developed in the context of the new world of work (see also pictured below).

I was a pioneer in the creation of these kind of plans 27 years ago. When such plans are used as focusing tools for candid and convivial conversations about performance it's never long in my experience before performance gets better.




When anybody invents anything that doesn't succeed learn from what happened and what didn't, and then move on. Failing at inventing is essential.

There's no excuse for failing at execution. Such failure means people haven't yet bought into your strategy, they don't fully have their piece of the execution plan, or their plan doesn't enable them to be remarkable and to do work that's meaningful to them and highly valuable to others.

Who will you become? What will you do next?

Be remarkable.
Ian