Colleagues,

Some challenges are fleeting and will pass on their own. 
 
Other challenges are enduring and persistent. 
 
These fleeting challenges often feel urgent, so we act, even if not acting is a viable alternative.
 
When we focus on fleeting problems, we aren’t able to invest in solving the persistent ones.
 
Knowing when to invest your time into which kind of problem is wisdom.
 
Do good and be well,
 
Frederick

Colleagues,

In my strategic action workshops, I ask participants to identify the advantages a skateboard has over a Cadillac. 
 
I get answers like this:

• Cheaper
• Easier to repair
• Can go more places
• Can carry it
• No gas needed
• No insurance

 
These advantages all speak to the four principles of leverage.
 
A skateboard addresses a root problem regarding efficient transportation. A skateboard is great for short distances, for getting from A-B. It is simple, like an MVP (minimally viable product). The effort needed to get a skateboard is minimal, yet the improvement over your ability to travel is significant and immediate. Immediate value with small effort means high motivation, or M=V/e.
 
Of course, it is not a perfect analogy, but it is a great reminder that the simplest solution can be the most elegant. Even more elegant than a Cadillac.
 
Do good and be well,
 
Frederick

Colleagues,

I wrapped up a coaching session with a client last week and he emailed me later saying that he got a lift from our session and that he really needed it that day.
 
Two things…
 
First, I needed the lift also! When we help others, we are also doing good for ourselves.
 
Second, people need uplifting right now. For many of us, there is a numbness or emptiness that makes it hard to be at our best. We all put on brave faces, but the fact is that people need uplifting.
 
Let’s put this into action. 
 
Right now, make a list of 2-5 people to touch base with. Not for any specific reason, but just to check in and let them know that you care. Just a quick call that goes something like this:
 
“Hey, I just have a few minutes, but I wanted to check in and see how you are doing. I really appreciate xxx [affirmation about a specific behavior, skill, or outcome]. I know it is a difficult time for many of us and I just want you to know I am thinking about you and I’m here if you need anything.” Then let them talk.
 
Do good and be well,
 
Frederick

Colleagues,

​It seems like I usually underestimate the time it takes to complete a substantial project.
 
You may recall way back in October-November that I had new floors installed. Following that, we decided we needed new doors to go with the floors. It took me a month to finally get the doors ordered and another month for them to arrive. After that, I needed to get them stained and finished, which took another couple of weeks. 
 
Friday, 13 doors were delivered to my house. I will be doing the install, so I’m sure this will drag out for another couple of weeks.
 
Back in early January, I almost ordered all of the wood for the door, window, and baseboard trim. If I had, all of that wood would be sitting in my shop taking up valuable space.
 
Thankfully, I delayed. Now I can fully focus on the doors without being distracted by or having to work around the wood for the trim.
 
How does this apply to strategic leadership?
 
If your organization is hanging new doors, does it make sense to also start the trim work? If it is being done by different people, then maybe. If the same people are doing both, then why would you do that to them?
 
Do good and be well,
 
Frederick