Over on the Inc blog there is an article titled 20 Executives Share Lessons They Wish They Could Have Told Their Younger Selves.  I share my top 4 from the full list, in the order that I think they are important.

The most relevant for me was number 9, not for the “decide issues quickly” but for “figure out what typically slows down your decision making and find ways to work around it”.  I took some time to reflect…

What slows down my own (business) decision making?

…this is a brain dump of thoughts that come to me now…

  1. Fear of being wrong
  2. Fear of a better idea coming up tomorrow when we have already committed to this course
  3. Feeling like I have to figure out all the implementation details now rather than allow them to be decided when they become necessary.
  4. Feeling like I need to have a really good explanation of my decision that will impress others and have them see me as a “decisive visionary leader”
  5. Feeling like I have to be 100% sure
  6. Feeling like I should speak to a few more people and get their inputs first
  7. Worrying that I have messed up similar decisions in the past (particularly people decisions)
  8. Not seeing the costs of delaying the decision (both financial, and that it then hangs on my mind while I wait to actually commit to a decision)
  9. Not being systematic about the approach to taking decisions
  10. Not distinguishing between small decisions and big decisions and having a clearly different process for each
  11. Not trusting myself to figure out how to make it work down the road
  12. Not stopping to clarify exactly why the decision is important and how it relates to my vision and purpose

What slows down your decision making?

Here’s the four lessons from the article that I found most valuable and important to me right now.  Numbers are from the Inc Article, Bold text is my own addition…

9. Maximize your time.

“The fastest way to maximize your time is to decide issues quickly. If you need to speed up your decision making, figure out what typically slows down your decision making and find ways to work around it. Pass responsibilities down as far as your people are comfortable. This is another way of speeding up your decision making, by giving others power to decide. You’ll often find that this motivates your employees, building their confidence and enthusiasm, and over time they will gradually accept more responsibility. Clarify your company’s vision, so everyone on the team intuitively understands when projects should be prioritized.”

Jesse Robbins, founder and CEO of Orion Labs, an enterprise voice platform which secured $18.25 million last fall to expand its next-generation of services to the broader speech and voice recognition market, on track to be worth $18.3 billion by 2023

If you want to explore more about taking better decisions quickly, you could continue reading How to Choose in Life Decisions and Agonizing over Decisions.

1. You don’t have to be strong all the time.

“It’s OK to be vulnerable. In high school and college, I spent a lot of time learning to be mentally strong, which can be a good thing, since resilience will wear down mountains given time. However, you don’t have to be strong all the time. Tell people when you don’t know, and when you’re worried. You’d be amazing how much help you’ll get, and how much of a connection that creates.”

Mike Tuchen, CEO of Talend, a provider of cloud and big data integration solutions which saw its stock rise nearly 60 percent over the past year

If you want to explore more about leading as a real human being, you could continue reading Freedom is not Fun and 17 Personal Habits for a Fulfilling Life.

3. You need people who question your beliefs.

“CEOs need people around them who are going to question their fundamental beliefs. These people should test and push, so CEOs are forced to question the decisions that they’re making and plan for the inevitable ups and downs that building a company will bring. If you surround yourself with coaches, prodders, and different thinkers, you will create a feedback loop that will fundamentally change your view of the world and make you a better leader.”

Gordon Ritter, founder and general partner of Emergence Capital, an enterprise cloud venture firm which was recently named Venture Capital Firm of the Year by the National Venture Capital Association

If you want to explore more about getting good feedback for your growth, you could continue reading Accepting Feedback and Managing Oneself.  

You should also check out Entrepreneurs Organisation, Young Presidents Organisation or Vistage as these organisations will help you find a group of peers who can challenge your beliefs and inspire you to be the best that you can.

18. Speak up.

“The one thing I wish my younger self knew was how to find a balance between acting smart and expressing achievements without hesitation. Stereotypes of women’s behavior can dominate perceptions, and as a woman in a male-dominated, STEM-related field, I’ve learned how to take a seat at the table and deliver my message so that it’s heard and respected.”

Chris Mackey, CEO of MackeyRMS, a research management platform for investment professionals that has taken no outside capital/funding, with clients on its platform managing over $1 trillion in assets

If you want to explore more about speaking up, you could continue begin my free 10 week program Speaking as a Leader and Five and a half reasons why you should start a blog today.

This video is about Leadership development. I find that leaders worry about the training for those around them… but who worries about the training for the leaders?

What should Leaders be Learning?

The 7 Key Skills of a Successful Business Leader

At Vistage, we believe there are 8 major areas that Leaders need to be working on:

  1. Inspiring a Shared Vision
  2. Leading and Letting Others Manage
  3. Knowing your Numbers
  4. Attracting and Retaining the Right People
  5. Creating and Retaining Customer Loyalty
  6. Watching Emerging Trends, Risks and Opportunities
  7. Taking Care of Yourself

Where can you Find Inspiring Leaders in Continuing Development?

If you are reading this via email, watch the video on the blog: Setting Goals for 2017

Each year I decide on a few words that set the theme for the year.  Last year was Connect, Create, Complete.  This year I have set Unconditional Peace of Mind as the theme.

I will explain more on what these words mean over the course of the year. Meanwhile there are two specific areas that I will be working to master in 2017.  I explain in the video above.

Scroll down, leave a comment, and tell me what you think.

PS The idea of setting 3 words as your theme for the year came from Chris Brogan.

They lie, they manipulate and they pick fights: Some colleagues are ruthless, especially when it comes to their own professional advancement.

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Avoiding a toxic employee can save a company more than twice as much as bringing on a star performer.  The trouble with Toxics is that they are difficult to detect. Often, Toxics are popular with colleagues, seen as friendly and interested. It’s only after a while that co-workers begin to notice that the Toxic is sucking the joy and engagement of an entire workplace.  Poor leadership creates the perfect breeding ground for Toxics.

Who is likely to be toxic?

Overconfidence and narcissism are toxic.  I know these traits…  because myself, Conor Neill, at age 35 was massively overconfident and pretty narcissistic.

Overconfidence:

What it takes to get the job is not just different from, but often the reverse of what it takes to do the job well.

The main reason for the uneven management sex ratio is our inability to discern between confidence and competence.  Men are more apt to show confidence, women tend to hold themselves back from overconfidence.

Unstructured interviews are a terrible method to evaluate a person for a job – they reward self confident individuals and fail to analyse real competence.

Narcissism:  

High-flying leaders dream of their faces appearing on the front of Time, Business Week and the Economist.  Not their brand, not their team, not their investors…  their own face.  (That was my dream when I was 35 – fame for me).  This is narcism.

Freud told us that there is a dark side to narcissism. Narcissists are emotionally isolated and highly distrustful. Perceived threats trigger rage. Achievements feed feelings of personal grandiosity. Freud thought narcissists were the hardest personality types to analyze.

Narcissistic CEO Larry Ellison was described thus by a subordinate: “The difference between God and Larry is that God does not believe he is Larry.”

The 4 Apocalyptic Qualities of Poisoned People

Harvard Research showed that employees who showed the following characteristics were more likely to be toxic workers:

  1. Overconfident – as described
  2. Self centred – narcism
  3. Productive – individually highly productive in visible areas; note: this is individual rather than team focus on productivity
  4. Rule-following – a stickler for the formal rules

A self-centred, overconfident productive and rule following person will poison their team – taking all the credit, ruining the spirit, enjoying and promoting the failures of those around them.

How to be Un-Toxic?

What can you personally do to be less toxic?  What can you look for in others to ensure that they are competent and serve others?

Jim Collins identifies the 4 characteristics common to Level 5 leaders:

  • Humility
  • Will
  • Ferocious resolve
  • Responsibility: Give credit to others while taking blame upon themselves

How do you achieve humility combined with ferocious resolve?  How do you stay responsible even as you do start to achieve more and more?  I believe there is only one way to keep our feet on the ground:

Feedback from Trusted Peers

You must be surrounded by a group of people who can keep your feet on the ground, but believe deeply in your capacity to be a powerful, positive, valued leader.  There is no way to keep this journey going alone.  We need others to regularly see something in ourselves that we become blind to when left alone.  As the story goes, we are 2 wolves…  alone we feed the bad wolf, supported by peers, mentors, coaches and inspiring people…  we feed the good wolf.

Watch people – do they seek feedback from trusted peers?  If not, they are likely Toxic.

Robert Fritz says that we each have two limiting beliefs: powerlessness and unworthiness.  We don’t have to pretend to be better than we are.  We don’t have to pretend that we don’t do shameful things that all humans do.  The only cure?  Allowing trusted peers to really know us, and let us see what they see in us.

Benjamin Franklin brought together a peer group of 12 friends who would be fully open about their lives, challenges and opportunities.  A group who aspired to live bigger lives, and who worried about the dangers of self-delusion.

I have been part of a peer group forum for 8 years.  Each meeting we push each other to share the real person, not the one we have created to impress others.  I have found over these years that each time I share something that I am ashamed of, it loses its power over me.  Each time I share my real me, the others respond in a more positive way than when I share the carefully crafted impressive version of myself.

For 2016, Get Trustworthy Feedback

In 2016, be sure to surround yourself with people who believe in you, and in turn, make every effort to give them the same gift.

Do you have a trusted group of peers?  If yes, let me know how you found this group.  If no, I’d love to hear from you – I can share some tools to help you get started.  


 

More on Toxic Employees:

More On Peer Feedback Groups