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Who’s in charge and who’s tested?
We’ve all been there, the pressure cooker of a management meeting. But what if I told you these meetings aren’t just about grilling the employees? They’re also a prime opportunity to assess the leadership mettle of your managers themselves.
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Don’t be blinded by the benchmark shine
A lot of organisations fall prey to the allure of the benchmark. They see a company achieving stellar results and think, “That’s what we need to do!” But hold on a minute, there’s more to the story. Here’s why relying solely on benchmarks can be a recipe for disaster.
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Gestalt cycle and progress
Sometimes things just simply don’t happen. Things that could take you where you want to be. Impediments, in many cases, have a psychological reason. Knowing it can help you address the problem.
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The under usage of customer experience
When you have some savings and you keep it in your bank account, your money cannot work for you. Many studies proved the importance of customer experience, yet we let the learnings remain in the drawer.
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We know it’s wrong and we like it
Addiction is defined as not having control over doing, taking or using something to the point where it could be harmful to you. In business, many are used to doing things not realising that they become harmful.
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Competition overrated
Parents sometimes try to heat up the spirit of competition in their children and when the children get a bad grade in school they are asked how their neighbours’ child has got a better one. Who cares?
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Insights at hand in product development
You are looking for your keys. You need them, but you cannot find them. You look into every corner, even the unusual ones and you ask for help. And then you find them in your pocket. You also have more customer information at your disposal than you would think.
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Why compromise is bad
The opposite of disagreement is not agreement. It is the consensus. If we only look for a possible intersection (probably out of more than one), we will not certainly find the ideal one.
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Missing the train of change
He wanted to change. But he could not change. Because he had no time to change, he said. Which is fundamentally wrong.
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Three phases of alignment
Teams with real bonds tend to perform better, so employees of big companies are told to have fellowship. But they don’t, actually.