Minimalist Manager Challenge Part 3: Leftie Day

For today’s #MinimalistManager Challenge, my task was to spend an entire day using my non-dominant hand.

Which, since my natural preference is right-handedness, means that it is…

Leftie Day.

Find out how it went, what I learned, and a few insights I was not expecting.

Continue reading “Minimalist Manager Challenge Part 3: Leftie Day”

Minimalist Manager Challenge Part 2: Vision Board

The second task in my #MinimalistManager Challenge is to create a Vision Board.

Follow along to hear how it went, what went wrong, and why I decided to revise my old goals.

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Minimalist Manager Challenge Part 1: No Sugar

I’ve just started a #minimalistmanager challenge.

For 15 days, I will be trying a variety of tasks that will stretch me… and also allow me to move past barriers and toward my strategic business goals.

My first task is to consume No Sugar for 24 Hours.

Continue reading “Minimalist Manager Challenge Part 1: No Sugar”

I’m Starting a New Minimalist Manager Challenge

Autumn is here, and as part of the changing seasons I have decided to restart a #minimalistmanager challenge.

Read on for a summary of what it’s all about, why my first attempt failed, and how to overcome stress as a manager.

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Understanding the Culture of a Company, Part 2: Deeper Culture

Some aspects of a company are easy to see from the outside. These “surface” elements include things like the logo, building, language, and communication style.

But there is also a foundational layer that are an extension of the owner’s beliefs and values.

Let’s explore the mysteries that lie under the surface of a company… the Deeper Culture.

Continue reading “Understanding the Culture of a Company, Part 2: Deeper Culture”

Understanding the Culture of a Company, Part 1: Surface Culture

A company’s culture goes far beyond what we see on the outside. In this article, I’ll be examining what culture is, how it matters in achieving goals, and which aspects we can see on the “surface.”

Continue reading “Understanding the Culture of a Company, Part 1: Surface Culture”

5 Painful Discussions That No Organization Should Ignore

This is the final in a 3-part series about Pain and Decision-Making.

Part 1 | Part 2 | Part 3

In previous posts, I described ways to see pain objectively, and how to identify pain points, and ways to fix them. In this article, we’ll be examining some difficult topics that most leaders tend to avoid.

Continue reading “5 Painful Discussions That No Organization Should Ignore”

“Employee For a Day”: How to Start

Are your staff afraid to share what is going wrong in your company? Do problems keep happening, and you don’t know why?

A great solution is to step into the roles of your staff and see the situation first-hand.

One fantastic technique is what I call “Employee For a Day.” It is a simple, hands-on activity where an executive leader leaves their role, and she or he sits in the seat of employees to see the organization from their point of view.

In my previous post, I describe what happened when I entered the day-to-day world of my staff. It humbled me, challenged me, and ultimately led to several changes in the organization.

There were a few drawbacks as well. Here are all the dirty details of how to get started.

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What Happens When We Avoid Pain in Decision-Making?

Pain isn’t something most of us want to experience. We are hard-wired to avoid unpleasant conversations, experiences, and memories. And most of the time, this instinct serves us well.

But when it comes to recognizing risks — vulnerabilities and threats that could cause harm — avoiding pain is dangerous.

This is the first in a 3-part series about Pain and Decision-Making.

Part 1 | Part 2 | Part 3

In this post, I will review the basics of pain, our unique thresholds, corresponding fears, and how to evaluate and properly both pain and managing risk. Continue reading “What Happens When We Avoid Pain in Decision-Making?”

Yin and Yang and the 5 Risk Roles of Executive Leaders

Diversity, transparency, empathy.

When organizations welcome these qualities while maintaining structure and stability, they’re ahead of the game.

It is often difficult to find the right balance between an aggressive approach and a passive one when managing a business. In this article, I will describe the 5 types of risk, the 5 risk roles of executive leaders, and how these apply to balancing the Yin and Yang of Management.

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