January 21, 2018

Life’s too short…

Maze…to have such a long process.

Sometimes, we get carried away with the thoroughness of the process we put in place. Yes, we need to do a diligent job, but good enough is good enough.

Arguably, that’s one lesson of Apple’s success—implementing enough features but not every possible feature. Sometimes it’s frustrating not to have a certain option, but overall the system is more useful and more useable. Less is often more.


Where might you shorten your process?

Have you really got enough time to keep it complicated?


My new book “The Mastery of Leadership” is now available on Amazon – “incredibly relevant and thought-provoking.”

Are you holding process or outcome?

Audience of professional peopleIt’s worth being clear…

With a group of people engaged in change, is your commitment to a process or to a specific outcome?

If you feel you need to achieve a certain outcome, then fair enough, go for it to the best of your ability: Make your best case; listen well; trade off to get a result you can work with.

If, on the other hand…

You want to see a result emerge, but you’re not wedded to any particular one (within reason, let’s say), then commit to run a process; to hold space for something to emerge.

The outcome may then surprise everybody, including you.

And there may be more chance of it actually being implemented.


Process or outcome? Which are you holding?

The head or the heart, where do you start?

Three people in a meeting, two shaking handsProgress on anything challenging typically needs a balance of head and heart perspectives; some emotional intelligence alongside the logic and rationale of the numbers and the processes. Neither on their own will be sufficient.

But where to start? Where to meet the other people involved?

With the head stuff, or the heart stuff?

With professional and business people brought up to “use their heads,” it often seems to make sense to meet them in that left-brain place that is so familiar, and then lead them to an emotional perspective once a level of trust is established.

With other individuals, less conditioned to be “professional”, beginning right from the heart might well work better. Or maybe that’s better in every case.

Does it depend on the context? The same individual in different circumstances might respond differently.

Perhaps the key is to connect with the person, one way or another, starting where they’re most comfortable, and then lead them to the other.

What do you think? Where do you begin—in your head or in your heart? It makes a difference.