I get my best ideas from listening to people. Fortunately, that’s my job. I like to say that people are my library, and my daily writing practice is a way to discover what’s in it: new ideas, inspiration, wisdom, and a little whimsy for good measure, all centred around the ideas of #OpenLeadership. Enjoy…
A spiral of openness and trust spiral, where both elements feed each other to higher and higher heights.
Trust is at the core of all relationships.
My underlying theme on this site I call #OpenLeadership, as being Open is at the heart of what I see as the new paradigm of Leadership, one of four core attributes detailed on the #BeMoreYou page.
I also love “Virtuous Circles”, my favourite being the one below from Gaping Void and that was the first of many framed prints from Hugh McLeod that filled the walls of our business in Cayman.
So, I love the image above of an Openness and Trust spiral, as a virtuous circle is really a 2D representation of a 3D upwards spiral, where both elements feed each other to higher and higher heights. Trust builds Openness, which builds more Trust, which builds even further Openness etc.
I close with another virtuous circle, that of the “Scale for Impact” model, or “new triple bottom line” where Purpose+People+Planet leads to Profit, which can then be reinvested for Scale to create ever more Impact through that focus on Purpose+People+Planet and so on.
Horizontal Leadership is leading in an inclusive, empowered and trusting way.
Sometime over this summer, I will collate some key blog posts and models under a header of #OpenLeadership as a tab on this site. Open Leadership is a move beyond command and control, a move beyond hierarchy.
It is not new, however, it is simply about leading in an inclusive, empowered and trusting way. As an example, a while ago Chip Conley had told me a story of getting together a group of fellow students when he was starting university some nearly 40 years ago.
This week one of those students, a certain Seth Godin, wrote about that moment. He called it Horizontal Leadership.
In his article, Mike compares Risk and Uncertainty, also giving incisive commentary as to why professionals in the Private Equity business cannot possibly understand what it feels like to be an Entrepreneur and visa versa.
I’m in Grenada on holiday right now. In 2004 they were smashed by the same Hurricane (Ivan) that went on to hit Cayman. Due to natural disasters as well as global geopolitics a key industry (agriculture) took a devastating hit and is still, fifteen years later, recovering.
By first world standards, it is so easy to look at an island nation like this and only see challenges. However, the entrepreneur in me is reminded of a phrase I heard once that inspired me:
I don’t see challenges, I see opportunities
My own twist on a direct translation from the French of the word Entrepreneur is someone who takes an opening.
I see so many openings one can take in Grenada, so a few thoughts today around that to illustrate entrepreneurial mindset. (more…)
It is 45km (28 miles) from the airport in Grenada to the remote and beautiful Petite Anse hotel.There are 53 speed bumps.
How long would you figure it would take to drive there on the main road around the Caribbean side of this island of 100,000 people?
Perhaps you’d figure there is a highway, so it might take about 45 minutes, as it would do for a similar distance from the airport to the Reef Resort at the far tip of a similarly sized island, Grand Cayman.
No, in Grenada it takes about one and a half hours.
David Epstein’s “Range” shows how a generalist can triumph in a world full of specialists. Succeed in any field by developing broad interests and skills.
Summer is upon us in the Northern Hemisphere, so many will be looking for books to read. So, I just found out that David Epstein, author of “The Sports Gene”, which spun the “10,000 hours” theory on its head, has now come out with a brand new book:
I haven’t read it as yet, but am clear that I still recommend this book because:
If it by David Epstein it will be valuable to read
I’m definitely a generalist, so I’m biased!
For years I used to say “my specialism is that I’m a generalist”, so I’m intrigued by what Epstein has come up with.
I also seem to have developed a niche in developing senior leaders in central government. Civil Servants are indeed specialists at being generalists, so I hope to pick up some great new learnings to support such clients in the future.
I struggled to write anything at all today, as right now I feel a sense of true sensory overload.
I’m typically able to hold many thoughts at once as well as process multiple emotions, both as a natural ability and through many years of training and experience as a coach, not to mention being a father of three.
However, sometimes we have these moments where it is all too much to process, so we can go into a kind of “lockdown”, certainly one that can stop me getting into a writing “zone”.
Today then, my apologies, but I can’t write much.
So, what happened to tip me into this sensory overload?
Was it the video of an elected government minister assaulting a woman protester, grabbing her by the throat and marching her out of a black-tie dinner?
Was it that the entire audience simply sat there and said and did nothing at all?
Was it that a large portion of the public and journalists then looked to justify his actions?
Managing your energy is as important as managing your time and money.
So, I sit here at 7pm on Thursday to write the daily blog for Friday at 8am, feeling quite tired after a really active day full of a variety of meetings.
As I am about to write, I get an email reply from someone I’d messaged about a meeting with them for next week that I thought I had confirmed but didn’t see in my diary. They had replied to say that my wonderful EA, Katie, had noted to them that my diary was a little packed that day and that, as it was the day before I go away on a trip, they agreed together to move the call to after that trip.
Perfect timing as a reminder to manage my energy.
If Katie had only focussed on managing my time, she would have put that meeting in the diary, but as she has a higher context of managing my energy, not my time, she didn’t.
Katie’s key role for me is to manage my diary. With that context of managing energy and not time, we took time from the outset and on an ongoing basis for her to understand what works for me in terms of when what and how many meetings to book for me so that I can always have the energy and the right kind of energy for the people I am meeting and talking to.
Hey, I often coach leaders on managing their own energy for their optimum performance and wellbeing, so I do always do the same for myself.
So, today I give thanks to Katie for managing my energy through her awareness and understanding, also for bringing me a reminder that sometimes we don’t know what we need, we need other to see it for us. We can’t see the goldfish bowl we are swimming in!
With all of this pointed out to me, and with it being 7pm at night as I write this, that’s it for today’s post, I’m tired, I need to recharge for tomorrow.
This week I met with someone leading a fast-growing network designed to connect scaling companies to people internationally who can help them with introductions, mentoring and more. They have a huge demand from people looking to pay to be in their network to both meet each other and to attend events where businesses come to ask for support in scaling to the next level in whatever city or region the particular event for that network is being held in.
However, it turns out their biggest constraint to growing their network is a lack of scaling businesses asking for support.
This conversation led me to a simple epiphany as to why that is the case.