Archives: Leadership

5 Books that will make you a better entrepreneur

5 Books that will make you a better entrepreneur

Before I get to the list of books about entrepreneurship, let me be very clear about what a startup is. I’m stealing this definition directly from The Lean Startup by Eric Reis (one of the books I’m going to recommend you read).

A startup is an organization dedicated to creating something new under conditions of extreme uncertainty. This is just as true for one person in a garage or a group of seasoned professionals in a Fortune 500 boardroom.

Therefore, whether you are starting a new organization or working within an organization, you can be an entrepreneur. Companies such as Intuit (market cap of $19.2B) consider themselves start-ups and actively endeavor to create entrepreneurs throughout the organization.

If you are seeking to be an entrepreneur, intrapreneur, change agent, etc, then this is a must read list for you.

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Don’t let a label define you, what I learned from my three year old

Don’t let a label define you, what I learned from my three year old

My three-year old does not like to be labeled, at all. If I call her anything but her name, she promptly replies, “No I’m not [insert descriptor here]. I’m just Anya.”

She does not like to be defined as anything other than just herself.

At first, I thought it was a little curious. I was then a bit concerned (she at times doesn’t like to be called “pretty” rather “just Anya”). But then I realized really how powerful her perspective is.

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Pie for Everyone: Building organizations around abundant thinkers

Pie for Everyone: Building organizations around abundant thinkers

Think for a moment about the people or organizations in your life that have rubbed you the wrong way. Maybe they didn’t treat you right or you were completely ripped off. Or maybe a company’s actions seemed only self-serving without giving anything back.

We’ve all been there.

Today’s post drives at one core motivation in humans and organizations: how we see our access and relationship to resources.

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Conflict Resolution: I’m not evil and neither are you

The toughest and most common problem in business is often managing interpersonal relationships and resolving conflict. How many co-workers, supervisors or subordinates do you work with that frustrate you? That make you feel as if every encounter is a personal attack?

In my last job, several members of the executive team frequently had strong and heated conflicts with department heads. So much so that morale was often depressed throughout the company (trickle down effect).

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Realize your Purpose, define your Strategy and get to Work

Realize your Purpose, define your Strategy and get to Work

While recently reading an article from Baekdal.com (a favorite blog of mine – check it out), I discovered a gem. Thomas, the author, was writing about an issue facing publications, editors and journalists. Near the end, he penned:

As Simon Sinek says, “do you believe in what you believe?” Do you believe in what the company you work for believes?┬áSimon talks about the Golden Circle. It starts with ‘Why’, the purpose of the publication. ‘How’, the strategy of the publication. And the ‘What’, the actual work of the journalists (in that order).

Using that template, let’s talk about your vision and how it is or isn’t engineered into your company’s culture.

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What does it take to fail?

What does it take to fail?

To be honest, I’m not built to fail.

I don’t like it.

I don’t like how I feel when I walk away from something without accomplishing my objective.

I recently failed.

I tried to do something that I thought I could do. I knew it would be hard, but it proved to be much harder than I thought.

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4 Must have traits of effective leaders

4 Must have traits of effective leaders

In one of his must read books, author and researcher Jim Collins was determined to find the key factors that made companies transition from Good to Great. At the onset of the research, Jim refused to believe that leadership played a role in becoming great.

After months of research and analysis, Collins’ team called him into a room, locked hands and confronted him. The research team found that there was “something consistently unusual” about the executives at great companies.

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