Practice This

How do you know what to improve? How do you know you actually improved?
Simple answer – beg for feedback.
I learn from everybody. Everybody is invaluable source for insights and new angles on what I do and how I can improve it. The trick is to identify most valuable feedback providers. I manage simple list of my life projects – family, work, social life, and few more. To improve in each project I treat everybody involved as a customer. My customers, managers, family members, colleagues, and reports are all customers for …

Do you like surprises?
I do not like surprises – of any kind. The only effective way I found to avoid getting surprised is planning ahead. When not planning ahead expect surprises. Then plan to handle the surprises.
I In “The 21 irrefutable laws of leadership” John C. Maxwell outlines how to plan ahead:

Adopting and adapting this technique helped me achieve better results in each life project I care.
Results – myself
I invest my efforts in developing self control, blogging, and body. My goal’s to control my emotions, post 2 times a …

The Leadership Pill book helped me answer this question. Just count to three.

One for Integrity. If your manager walks his talk. If your manager backs you up. If your managers shares his values with you and sticks to it. If your manager really mad at you when you break the rules you both agreed on. This manager is for you.
Two for partnership. If your manager pulls you up. If your manager is keen to hear bad news. If your managers mentors you. If your manager treats you not just like …

Business growth is a daily mantra in management circles. At least this is what I’ve noticed. But what growth means is different to different people. For some it is more customers base, for others more revenue.
This is what growth means to me:
Grow expertise. I strongly believe that being the best is a key to success. A colleague of mine told me today that being the only one is even better. Constant learning and research build expertise. Constant trial and error approach builds even more expertise. Then back to learning and …

How many times you participated in a meeting where everything is absolutely clear – tasks, outcomes, schedules, how-to’s – everything but clear deliverable’s owner? Like “John brings beers tomorrow” or “Mary gets tickets by Tuesday”. Instead I witness things like “It is our common responsibility”, “Beers must be bought”, “We need to invite him to give a keynote speak”. The result? Everyone agrees but the task has no owner and it dies before it is even started.
Why it happens? May be because we assume too much? May be we really …