In this episode, I will take you through step-by-step how you can go about creating an awesome company culture for your group or team. The first thing that you need to do is define your why. What is this culture trying to achieve? When I was building up a Mexican restaurant chain called Chilango, we said we existed to make the world a more vibrant place. The one-word distillation of the brand was “vibrancy”, and it shows in everything that we did as a company culture, from menu development to restaurant interiors.
Number two, you need to define what is it that you as a group value. To determine why you exist as well as your company values, I would highly encourage you to try to do this as a facilitated session, so you can actually do both of those. Determining your values could be influenced by external things going on in the market, but also just the result of who the people are. In Chilango, our values were being principled, offbeat, fun...
In this episode I'm going to take you through five differences between leaders and managers. Number one, I like to think of leadership as more of a why activity and management as more of a how activity. Leaders think about why we should be doing something, while managers think about how we should do that.
Number two relates to vision. A leader will be deciding, what's the direction for the company? What's the vision for the company? What is it that we're trying to achieve? What are we moving towards? On the management side, when it comes to vision, vision is more about, well, how are we going to execute against that vision? How are we actually going to achieve it? How are we going to organize ourselves to make that happen? And how are we going to break whatever that vision is down into goals, chunk further down into actionable items that teams can work against?
Number three. On the subject of teams, leaders are more about building teams, putting the teams...
Creating positive habits is not as hard as you think. It's not a personal flaw, but rather a design flaw. The way you approach it isn't right. First of all, we have to understand how habits are formed. Habits essentially have three components, which Professor BJ Fogg, who runs Stanford University's Behavior Design Lab, calls the ABC. There's the Anchor, or the trigger; the Behavior, the actual habit or whatever it is that you're doing; and Celebration, the reward. Anchor, Behavior, Celebration.
To build a better habit, we want to start super small. For example, if you wanted to start a reading habit, what's the smallest version of that habit that you could do without failing on a daily basis, ideally? It might be, I'm going to read one sentence.
We then want to develop a celebration. We need to celebrate because when we receive positive emotions associated with doing a particular thing, it becomes ingrained. We can hack this by celebrating in our head the...
In this episode we’re diving into some powerful coaching questions that you can use to help someone elevate their game or break through their barriers.
First, self-ratings. They're powerful, easy, and I use them often in my very first conversations. For example, I would ask someone to self-rate in three critical areas, maybe health, work, and home. With self-rating, you're getting them to develop self-awareness in these critical areas, making them think of things to improve on, and eventually help them determine corrective action.
The second question I like to ask is about their dreams. The way I phrase this question is: in three years’ time, if you were to say that they had been the best three years of your life, what would you be telling me? This really gets them thinking multidimensionally. I want them to get that spirit going, that vision for what that better future could be, so I can help them rally then to that future.
In this episode, I present five simple ways you can get better at overcoming and bouncing back from those inevitable setbacks that we all experience in our business and life.
Number one, the first thing that we need to do is to reframe setbacks entirely. Setbacks are not a bad thing and are to be expected. It's like going to the gym. When we go to the gym, we're going to stress our body, and then a little bit of recovery is going to lead to growth. Same thing with setbacks. They're going to occur in business, in our daily life at home, with our health. But it's all about bouncing back.
Number two is learning to collect data. When we get a setback, rather than sitting there and emotionally getting all drained, we need to accept that this has happened and now we need to move on. Now we can collect data by asking the question, what can we learn from this?
Number three is to ask others, because we all have blind spots. It's another way of collecting data. Ask...
Did you know that those who have incredible reliability are 15 times more likely to be high-performing? This is research that comes from the book, The CEO Next Door, which is a fantastic book on leadership and the key behaviors that create world-class leaders, all of which are learnable. In this episode, we're going to do a deep dive on how to become more reliable.
Number one is all about setting realistic expectations. You do not want to be setting yourself up for failure right from the start. There's a degree of discomfort, of course, that we need to push into. We have to make sure that our expectations are realistic, and that occurs right from the start.
Number two: be on time for your meetings and calls. When you're not on time for other people, for meetings or calls, it sends a message to them that you can't be fully depended on. That will have a ricochet effect on their perception of other things that you're doing.
In this episode I'll teach you seven things that will help you overcome perfectionism, so that you can finally break free of not feeling good enough and make progress in both your business and life.
The first thing to do is to understand the 80/20 principle. If you break down whatever it is that you're doing in your business or life, you’d be able to identify the 20% of things that you could be doing that would generate at least 80% of the benefit.
Number two, is what I call the 96% solution. If you work on first creating the 80% solution, then ask who could I delegate this to, such that they could produce an 80% improvement? I call it the 96% solution because if I'm doing 20% to yield the 80%, and then if someone else is going to take it 80% further, then together that's 96% of the way there. For most things, that's good enough.
Number three, I really like to ask this question: “How would you improve upon this?” I love asking this...
About 10 years ago, I almost died while on a return flight to London from a near heart attack thirty-five thousand feet up in the air. At the time I was obsessed about “peak performance”, but I was approaching it in all the wrong ways, and my health paid for it. I knew then there had to be a way to perform at a super-high level and achieve my full potential, but without sacrificing my health and relationships. In this episode, I want to share some things that you can do to achieve peak performance without burning out.
The number one thing I want to share is this equation for peak performance: stress plus recovery equals growth. Back then I was just focused on the stress piece and not the recovery piece. And so, I wasn't getting true growth. We can't just keep revving the engine at the highest level possible, or we're going to blow a tire. The car is going to flip.
The number two thing is, how do we train in that recovery? Because we're very good at...
For this episode I’ll be sharing seven ways on how to delegate much more effectively with your team. Everyone knows the importance of delegation, but very few people know how to actually delegate effectively. What ends up happening is that they feel overburdened by their work, disappointed with their team's result, and even get burned out.
Number one, instead of delegating tasks you should be delegating outcomes. What is the result that you want? Design your delegation with that end goal in mind. For example, instead of saying, “Please put together a marketing plan for our summer campaign,” say, “Please present to me a marketing campaign that you think will deliver a 5% uplift in sales.” This is going to get the person thinking more fully, and taking more ownership with the delegated work.
Number two, be prepared to coach people through difficulties. As they start on whatever it is that you've delegated to them, they will run into...
If you're able to accommodate remote working, you should clearly do it. And there's five very strong reasons behind that. In today's episode, we’ll go through each of those five benefits.
The first benefit is an improvement in focus. Working remotely from home, there are no distractions. You can go very deep on whatever it is that you're working on, on a project or a task, and you don't have to worry about interruptions that typically happen in an office space.
The second reason is autonomy. By allowing people to choose the possibility of working remotely, you feed into their autonomy. This is an incredibly powerful motivation factor. Daniel Pink wrote in his book, Drive, that when we feel that we have a sense of autonomy, we have some control in our own destiny. Giving people the ability to choose remote working, to not only work in the office, can really light up their sense of freedom.
The third benefit for working remotely comes down to health....