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Sometimes the act of creation is just as important as what is created. This is certainly true when it comes to creating value, vision, and mission statements. You can't outsource it to consultants, or hand it off to someone on your team. In the process of setting the course for your company, you yourself are forged into something new.
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When asked to give feedback or evaluate a project, it is best not to think of yourself as a judge, offering irrefutable sentences, or a prosecutor, trying to build a foolproof argument, or even a defendant, who backs up every statement with graphs and charts. Instead, think of yourself as a witness, giving a "clear, specific picture" of what you observe (adapted from Peter Block).
Speaking as an observant witness rather than playing one of these other roles is challenging at first, but when you have mastered this discipline, you will find listening ears where before you encountered resistance. Books I am currently reading, in no particular order:
Don't get caught up in your weaknesses. Instead, let them be the source of your strength.
Take Japan, for example (where I spent two weeks this summer). An island nation, they have few natural resources and limited space. Instead of floundering, they pioneered just-in-time production so they wouldn't have to use costly warehouse to hold goods until they were needed. The result? They leapfrogged the competition. So what are your weaknesses, and how are you leveraging them into strengths? |
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