What will happen today? Tomorrow? This year?
We cannot know what will happen.
We cannot control what will happen.
The only thing that we can choose is our perception and our response.
Viktor Frankl, in the must-read Man's Search for Meaning reminds us:
Everything can be taken from a man . . .
Doing good work has a lot to do with managing our time, focus, and energy.
Wasting our time, focus, and energy by being unproductive does not feel good.
Yet we all do it!
One of the main reasons this happens is because we insist on scheduling ourselves, our employees, and others in ways which . . .
Information Asymmetry and Adding Value
The other morning I was talking to my cousin Nick, who works in the finance industry. We were discussing how a lot of jobs (including in finance) are based on information asymmetry between the "professional" and the layperson.
To maintain this advantage, entire industries (like finance) develop and overuse technical jargon . . .
The Wall Street Journal recently posted this article titled Use Stress to Your Advantage.
Imagine that you work for an organization with hundreds of employees and you’re about to give a presentation to the entire group. The CEO and all the board members are in the audience. You’ve been anxious about this talk all week, and now . . .
Building a sustainable organization of one.
We are all familiar with financial debt.
Engineers and programmers are familiar with technical debt, which tech startups often incur in the early days when they are building fast. The code works fine for the moment, but it is not structured in a sound way, and ultimately as the company grows and gains more users they must spend a . . .
a quick take on exclusivity clauses, differentiation, etc.
Recently at Green Zebra we've been in negotiation with two different companies with whom we are exploring partnerships.
They each wanted exclusivity clauses. We said no.
We asked them to ignore the competition, and try to do what we do every single day: serve and delight our customers with quality, care, and consistency. . . .
Adding value is not about what you can do, it's about how you do it.
Your skills don't matter.
It doesn't matter if you're an amazing financial analyst, metalsmith, fundraiser, photographer, writer, or graphic designer.
Your skills are the means. But for your customers, colleagues, and clients, it's all about the ends.
The marketing director does not need a great . . .