The key question for all of us, no matter what business we’re in, is who do we want to be to whom? When we lose sight of who we’re in business to serve, and why we lose more than our competitive advantage. We lose the heart and soul of our business.

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One of my first jobs was in the hospitality industry. We worked long hours, weekends and holidays for average pay. Staff turnover was high. It was hard for managers to motivate people. One of our best managers didn’t bark orders about smiling at customers or showing up on time. She led by example. The first…

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Our expectations about the quality of products have increased exponentially with our ability to perfect the things we produce. When quality improves our tolerance for mistakes plummets. Interestingly, the same isn’t true for human interactions. Even though digital technology has enabled degrees of efficiency beyond our wildest dreams our expectations about how people will use…

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Our decisions are rarely based on objective information. And even when we do have ‘good data’, it’s coloured by why, who and how it’s collected. Often our decisions are based on assumptions. We accept something as true, without proof.  We make many of these assumptions with a scarcity mindset. We kill good ideas too soon…

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An aircraft must reach sufficient speed to take off. The pilot needs enough runway to achieve that optimum speed. The same is true of our projects and ideas. Velocity alone is not enough to make an idea fly. Ideas also need time. We often focus our energy on gathering speed and creating momentum, while forgetting…

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