You’re too nice – and that’s a problem


Develop a habit of shooting projects and ideas in the head not in the foot.

It is not my job to be nice – it is my job to make good, clear decisions that further the interests of the business – yet so often I can be tempted with laziness and fear of failure dressed up as compassion or fair play or worst of all incubation innovation. When I do this, I shot something in the foot since I was unprepared to invest resource as a priority when really, I should have shot it in the head.

If I am not going to commit to the success (and I mean commit resources) of a project, make certain that no-one else is either. That means targeting the wounded, unsupported projects that limp about the campus dragging their bloody stumps of project plans and milestones with them – and terminating them.

There have been mammoth Darwinian contests between equal teams that result in spectacular innovation and rate of progress, and I am not talking about those since their success involves at some point the ingestion of the rival or it’s natural demise – no, I’m talking about the hubris programs, the vanity projects that simply should not be drawing a single bean of resource from shareholders and staff alike.

My job is to be rigorous, apply the rules fairly and consistently and develop a habit of killing off stone dead an idea or plan whose time has not come or that I cannot provide adequate resources for given my current priority.

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how people and leaders embrace corporate change (or not)


change = opportunity; If you are not willing to fail, you won’t get very far.

All very easy to say but so much harder to do. I like to differentiate my blog as practical tools and coaching for leadership, so here are some thoughts on how people deal with change.

In my experience there is a 3 stage process that folks typically go through
1) can I simply ignore this?
2) who won, who lost?
3) what now (for me)?

1) in figuring out if this is something that can safely be ignored, the organization is viewed in hierarchy terms – did we shift the chairs on the deck of the Titanic? Are we addressing something fundamental and acknowledging a revolutionary change in direction? are we dressing up ‘status quo’ as change? At it’s most basic “so what?” needs an authentically compelling answer.

As leaders driving change – answer these questions with integrity, and perhaps revise your change plans accordingly! the default for all our staff is to find a way to safely ignore the change. Just because you sent email, held all-hands etc. Do not fall into the trap of thinking you have communicated change – you merely broadcast it.

2) Who won? Who lost? I’ll leave it to qualified analysts to explain the Psychology but I know for sure this is the most vigorously debated around the water cooler and between the thought leaders in your teams. Don’t shy from this fact. Folks make accurate judgements about leaders who pretend a loser won. Thank someone for their hard work, dedication etc if that is true – but anything more is nauseating and will mark you down from potential followers perspective.

Mine for opinion here, you might find an opportunity to correct miss-perceptions or amplify correct assumptions. The bottom line here is that the decisions the organization makes are a clear indication of prevailing culture and intent. For better or worse, pay attention to that fact.

We are often too squeamish to call out the winners – yet, our tribes like to be on the winning side – I mean, who doesn’t? so set up your new leads or strategy guardians for immediate success by identifying their wins and successes in recent work and influence. Help establish their constituency.

3) What now? Critical question, but be prepared to answer “what’s in it for me?” at a micro level. Yes, as a leader you need to be able to talk at a macro level, say “share holder value” for example, but truly great leaders will personalise the message so that every single individual feels like they are on the vital mission of the corporation. Impossible to over invest in the importance of this last piece and it takes a lot of energy from the teams managing the change – but, if you can tell the story of “what’s in it for me?” at the most atomic – your changes will be compelling and sticky.

When you fail to properly tackle any of the above you invite folks to ignore the change you hoped to drive, worse, you reinforce their ability to do so with weak or low authenticity messages.

A more general observation here would be to avoid grand sweeping statements of change if for the audience you are addressing, not much in their day job changes. Again, you must bring rigor to your change in clearly identifying who there is going to be a change for and not get carried away in your own importance by implying that shuffling the pack will create a new suit or extra picture cards etc etc.

Finally, most change is long overdue – so all the above not withstanding, go! start now.

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