The good idea fairy is insidious. Sure, he comes on meaning well and espouses great outcomes and high returns. But he shows up in the eleventh hour just when the moment of execution is about to arrive, just when the moment of truth is upon you. ...
As a leader, your job is to make good decisions, use resources wisely, and take care of your people by, among other things, not wasting their time. Running down your “good ideas”, which aren’t founded on good logic, doesn’t play into the equation. Work for someone who’s prone to visits from the good idea fairy? Then respectively question the rationale. Doing so controls the good idea fairy and strengthens your leadership.
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John Michel's insight:
If we want to find happiness in the workplace we have to give each other the benefit of the doubt. We have to give coworkers and managers and clients and vendors the benefit of the doubt. We have to try and see the world through a positive interpretation of what is going wrong that day.
Our words are more powerful than anything. We can choose words that develop or destroy a person. When we build up one another, we reward ourselves with stronger relationships. The next time you need to correct another’s actions, remember to be careful with those words.
"Let’s call him Frank.He seemed so sincere, so talented, so driven. When I met him on a business trip—my former CEO and I—I liked him right away. ...Seemed like a great fit."
The CEO and I didn’t listen to our subject matter experts. We thought we knew better.
Frank was a disaster. He one of the most self-absorbed and devious people I’ve ever worked with. Because of the benevolent nature of our organization I was working for at the time, it took us years to untangle the mess we had gotten into, and by then he’d done serious damage to our team’s reputation—not to mention motivation and productivity.
Business bloggers at Harvard Business Review discuss a variety of business topics including managing people, innovation, leadership, and more.
John Michel's insight:
Remember that compassion doesn’t mean taking responsibility for solving other people’s problems or pitying them. Compassion does rely on three things: noticing others’ suffering, connecting with them cognitively and emotionally, and responding to them. By being compassionate you help others, you help your organization, and you help yourself.
As adults we somehow grow into the belief that we need everything to be a certain way in order to find and appreciate moments of happiness. But the truth is, to be happy we need much less than we think we need. In fact, I believe one of the best feelings comes when you realize that you can be perfectly OK and happy without the things you once thought you needed. And that’s precisely what this short article is about – the things you do NOT need to be happy
Mentoring is also a more significant part of the economy today than since, perhaps, apprentorship in the craftsman age. Why? The rise of entrepreneurship and the freelance economy is similar to the craftsman age since as ...
Moody, erratic, eccentric, and arrogant? Perhaps — but you can’t just get rid of them. In fact, unless you learn to get the best out of your creative employees, you will sooner or later end up filing for bankruptcy.
Although every organization claims to care about innovation, very few are willing to do what it takes to keep their creative people happy, or at least, productive. So what are the keys to engaging and retaining creative employees?
You’ve probably had this feeling at some point: One minute you’re thinking logically and rationally, then when you’re asked to perform a task, some mystery switch flips on, leaving you in a state of suspension. Suddenly, you're stuck, unable to take the first step toward achieving that goal.
Forget searching for that elusive, perfect, impossible-to-locate top performer. You need to go back before the recruitment, before the hire, to the culture, policies, and practices within your four walls.