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I learned a lot about humans from studying pigeons. It was 1985 and I worked at Professor Israel Goldiamond’s behaviorism lab at the University of Chicago. (And yes, pigeons are a lot different from people.) The biggest thing Professor G. taught me was, “the organism is always right.”
When is anger okay in the work place? Never.
Leaders shouldn’t be “thick skinned” — not if that means shrugging off negative feedback that might actually be correct. Leaders need to be emotionally resilient, unattached to outcomes, and assume positive intent.
When I work with senior teams, they share a common bias across firms and industries — they over-value the uniqueness of their industry, firm, or niche, and they over-value innovative changes in their self-identified Core Business. And they fail to put appropriate focus on off-the-shelf innovations available in the non-core processes.
The hardest part of starting to track your performance is to just start. So, just start quick and dirty. It’s worth it — you’ll dramatically boost your odds of achieving your goals by spending 5 minutes setting up benchmarks.
Want more real breakthroughs faster in your firm or department? Here’s an easy way: stop “innovating” so much.
Should small business owners consider blogging and social media to promote their businesses? Yes—and maybe, provided you do it right. 
What can a private company do, to harness the kind of intellectual firepower that most of us can’t even access in our wildest dreams? Recruit an Advisory Board.
For 10 years, Jill struggled to make a profit. At over $8 million in sales, her specialty call center should have been providing her with annual profits of 8-12% or between $640,000 and a million dollars. Instead she paid herself a “good-enough” salary and saw profits trickle in at 1/2% — just $50,000. She didn’t own a business, she owned a job. Jill had done strategic planning of the “blue sky” variety many times. That kind of planning is worthless, says leadership expert Tom Cox.From the Wires
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