Classical physics invites us to measure matter and energy through observable human experience, analyzing the separate parts, and this is largely the way we explain science and technology today. Newtonian Mechanics, electrodynamics, thermodynamics and the laws of special and general relativity form the toolbox of scientists practicing classical physics. This way of seeing things works well with physical objects ranging from the level of atoms, molecules and larger, but at the atomic level and below, these tools and laws become ineffective, failing to provide a correct description of life. Using these crude tools, we mistakenly believe that all observable objects are separate from each other. So we see competitors, colleagues, vendors, customers, media, unions, regulators and shareholders as separate entities and as separate from us. Continue reading
Business leaders are crying the blues about the so called, “shortage of talent”.
Tomas Chamorro-Premuzic, a Professor of Psychology at Columbia University, where he teaches MBA students, says that when he began teaching MBA students they all wanted to work for corporate giants like Goldman Sachs, IBM, and Unilever. A decade later, those names were more likely to be Google, Facebook, Apple and Amazon. But today, he says, MBA students no longer want anything to do with the corporate world at all. Continue reading
A client recently asked me to support them in enhancing their culture and raising the performance of their team.
Following our discussion they told me that they wanted to focus on “more technical and practical things” first— like, improved writing skills, better time management, and stronger sales and customer service skills. After focusing on these items, they said, they would ask us to help them strengthen their corporate culture and leadership capabilities.
Isn’t this exactly how we repeatedly get things upside down? If I don’t get along with my boss, or if I don’t enjoy my work, or if I’m not inspired, or if I don’t feel appreciated—you can teach me better writing skills until you are blue in the face, but it won’t have much impact, because I am not inspired enough to learn and grow. We continue to get our priorities mixed up this way.
Would you rather live and work in a world where we are inspiring each other — or one where we are focused on the process and mechanics of things? Read why and how the 21st Century is calling on all of us to make this leadership in our interview with Lance Secretan.
Lance is Founder and CEO of The Secretan Center, a former Fortune 100 company CEO and is a pioneering philosopher whose bestselling books, inspirational talks, and life-changing retreats have touched the hearts and minds of hundreds of thousands of people worldwide, and author of 22 books about leadership, inspiration, corporate culture and entrepreneurship.
The purpose of any organization is to provide maximum value to customers and/or other stakeholders. The people who do that are employees. If we need to prioritize at all, we might put the employee as the top priority, because if we inspire employees, they will inspire customers—and, of course, everyone else.
Therefore, the employee is the new customer. This is how Virgin, Southwest Airlines, Starbucks, The Boston Beer Company, The Container Store, EllisDon, HCLTechnologies, New Belgium Brewing and others, have become extraordinarily successful. Southwest Airlines even extends this ranking: employees first, customers second, shareholders third. Ritz-Carlton refers to its employees as “Ladies and Gentlemen” and the company’s motto is “We are Ladies and Gentlemen serving Ladies and Gentlemen.” Continue reading
In a conversation I had recently with a prospective coaching client, they explained that they were not yet ready to move forward because “of other priorities”.
Are there any priorities higher than effective and inspiring leadership?
The way I see things, every problem we are suffering from in the world is a leadership problem. And every triumph and success we are achieving in the world is a triumph for excellent leadership. The bigger the challenges, the larger the dreams, and the greater the scale of influence—then the greater the importance of outstanding leadership.
Therefore, are there any priorities higher than becoming a better, more successful and more inspiring leader?