IDEA NO 1: Keep probing to understand the real issues in any exchange or undertaking.

Try to link what you say to the larger objectives of the organisation, your business unit, function or team. That way
everyone understands what’s “behind” the stances you  take. Talk purposes, not tactics. The first
needs alignment, the second can and should be co‐created and recalibrated. And when anyone says,
“Well why don’t we do ‘x”?, don’t react, ask “tell me why you think we should”? And keep asking
until you hit an aim that you share with this person and then evaluate the recommendation on that
basis. Never debate the suggestion until you’ve unearthed the best motive for it. We can all assume
the worst motive, but find the positive intent. That’s the lever you can use to move people, their
world, or your own.

IDEA NO 2: Be direct. Be respectful. But be clear. Use questions in a Socratic rather than
prosecutorial mode. Too many corporate leaders dance around what they wish to say. Or else they say
little, except via ironic emails, or to cronies or cohorts, thereby undermining the culture of the
organisation. Make it clear what you are seeking to convey. But as the transactional analysis
experts tell us, make it an adult to adult exchange. Don’t whine (child to parent), or chide
(parent to child), or accuse (child to child), or project (parent to parent)… follow with emotion
as appropriate and if necessary, but only after you’ve made the point, as a point, to a peer. “I
believe we have to get the service delivery improved here. Do you agree? Help me understand what
the issues are so we can support you here.” Said in the spirit of genuine exploration, without
other insinuation, with an implication that we may have to help, or operate differently as well,
and a dialogue ensues, rather than friction‐filled invective and finger pointing.

IDEA NO 3: As you engage clients and the market,
remember resources can be created for an idea that’s valuable enough, and money will flow when the
impact is distinctive enough and palpable enough. You have to create enough priority and urgency in
the mind of the market and the mind of your customers for them to enthusiastically want you and
your vision to succeed ‐‐ because it improves their lives and outcomes. Become a niche. As
Dan Sullivan of The Strategic Coach puts it: “The smaller the niche, the larger the market.” Yes,
as long as you define it in value terms and engage with it accordingly.

IDEA NO 4: In every interaction, get clarity of next steps. Never accept fuzzy static like, “Let’s
think about it” or “We’ll get back to you.” Instead ask, “What precisely will we be thinking about?
Therefore when shall we next connect to explore this thinking or build on this idea?” Or, “Glad
you’ll be getting back to us. Given the need to move this along that we’ve both affirmed, when’s a
good date to be in touch to hear how you want to take this forward?” If people then balk, you know
you don’t have agreement, or rapport, or trust, or buy‐in. Use specificity and “measured urgency”
to elicit real motives, current comfort and to shape perceptions as to what’s being agreed and what
next needs to be done.

IDEA NO 5: Improving performance, as Timothy Gallwey taught us through his “inner game” approach,
is not a “knowledge challenge”. Rather it is the creating  and  focusing  attention  on  key
things  that
drive performance and remove interference!

You identify learnable skills that you work on with deliberate practice (practice that isolates and
focuses on a key component of performance, like the right amount of ‘edge’ needed when downhill
skiing, the ability to bridge from exploratory questions in sales, or for singers to use breath
rather than pushing out through the vocal chords). And you set to improve iteratively through
deliberate practice, removing three types of interference whenever possible.

The first, our own self‐destructive internal commentary. The best technique is not to debate it,
but just shift attention back to the performance. The second, other people’s well intentioned
coaching, which is often a commentary on what works for them, not necessarily you. Request they
focus on the outcome in broad terms, not minute details as to how to produce it. For example, ski
coaches do much better when they say, “Focus on and practice standing up at the end of a turn,”
rather than, “Look up, straighten your legs, shift weight between skis, face downward…” Who can
possibly keep that straight and NOT look like a marionette? Third, the “interference” of
dysfunctional processes, equipment, infrastructure, or lack of relevant insight. So if you don’t
understand the sales cycle, have poor material, and haven’t seen your product or service in action,
all the “questioning” and “bridging” will seem artificial.

Locate the source of the “interference” that prevents great performance, identify the improvable
most relevant skills, and put awareness into deliberate practice. Breakthroughs will occur!

IDEA NO 6: Whatever you are currently working on is both today’s challenge and tomorrow’s recommen‐
dation. We have to manage the both/and duality of improving performance, while also creating the
future. If we take our eye off either, we sacrifice what we can deliver. Imagine a project where we
sweat the details of execution to the nth degree, lose sight of the market insight that launched
the  project at the beginning and fail to “stress test” our tactics against the original consumer
“wow‐say” the project was initiated to deliver. We can all too easily get lost in the fog of
activity and forget to focus on what really matters. Show me the leader who knows the few vital
things in a project to never forget and to always further, and I’ll show you someone who will drive
success. Never major in minors, and always sift the essential from the incidental.

IDEA NO 7: Careers and key business relationships both work by dint of natural progression.  They
advance via milestones and by goal posts that are continually moving. Instead of seeing how much
competence you can radiate (if you have it, the radiating will be natural), look instead to the
following and your career will flourish and your relationships will blossom:

 In  what  ways  can  I  make  other  people   more confident in what we are progressing?
 How can I make my boss and team‐mates smarter because I’m on their team?
 How  can  I  help  my  team  and  its  members  to succeed?
 How can I create excitement about the things I’m working on?
 How can I become impeccable in  commitments and follow‐through?
 How  can  I  improve  the  art  of  speaking   with passion (as if I were right)  and  listening
with humility (as if I could be wrong)?

IDEA NO 8: Never be cowed by position. Insist on having value‐ for‐value exchanges. When clients
don’t return calls, I’ll check back, but will release dates  they  refused  to  confirm
(much to their chagrin when they wake up one day and decide they MUST  have  that  date!).  I  have
no diffidence in asking  people to honor  their commitments. Not to do so, respectfully but firmly,
relegates you to stooge‐status. We all know things can intrude, and should be reasonably
forbearing. But we also have to remind people that partnership (which is all professionals offer,
in companies or between businesses) is a two‐way street paved with mutual accountability and trust.

Don’t train people to treat you as an accessory, an afterthought or a replaceable piston rod.
Equally don’t preen, don’t strut and don’t perpetually blow  your own horn. Let your actions speak
and be proud to showcase those, but as Mark Twain observed, “Noise proves nothing; often a hen that
has merely laid an egg cackles as if she had discovered an asteroid.” Be gracious, be flexible and
pick your battles and be magnanimous with the rest. You’ll create a justifiable well of good will
you can draw on when you need to.

IDEA NO 9: Imagine if our operating paradigm was to
try to make situations and opportunities better. The field is wide open if that’s your operating
framework, template and orientation. Last night we were to fly to Singapore. The latest East Coast
snowstorm was to hit from 7 pm to midnight, and then taper off. So Singapore Airlines moved their
flight time to 1  am from 11 pm. However, the storm was less than fastidious with timing. It flared
up at 9 and intensified at 1. At 2 o’clock the airport was closed and that meant we weren’t making
it out. Now, a number of things happened.

We discovered that the business class lounge in which 35 people were huddled was about to be shut,
there weren’t enough hotel rooms in the immediate vicinity and roads were impassable and no one
could get to New York.

After being challenged, the staff rallied, persuaded SAS (whose lounge Singapore Airlines uses at
Newark) to keep the lounge open, volunteered as servers (the actual servers clocked out at 2 pm),
got pillows and
blankets from the plane, got as many people off to
hotel rooms as they could, and even rescued our bags from the plane.

Not a great situation, but they did what they could to step out of script and step forward.

Opting to head home, I called a gentleman who often drives us. While no car services were running,
he graciously spent 45 minutes digging himself out, got in his SUV, drove to the airport and took
us back home. It was 5 am when we arrived. I’m in his debt and will remember the smiling, gracious
way he came to help us while larger transportation services were closed.

Not every moment requires such dramatic action. And in those that may, many do acquit themselves
well ‐‐‐ we almost sense the occasion demands it, and so we rise to meet it. But if we could
remember that, every day, there are so many such moments, when we can choose to step up and make
things better, there may be no greater act of sustained heroism than to come through in this way
for all those who count on us, or wish they could.


So take these ideas forward. Make them vivid in your life, business and otherwise. And remember the
most challenging thing of all, and the most rewarding, is to realise that if our organisation
matters, we who animate it matter, others who are served by it or who participate in it matter. And
we have to make that matter how we act and interact, communicate and connect, deliver and execute,
for our businesses to meaningfully   succeed.   When   we   genuinely   treat
others as if they matter, we ensure we do too!