We don't say breakthroughs in science are disruptions to the diagnosis and treatment of terminal illnesses, so why call revolutions in the operation, products and services of organisations and their industries, disruptions?
Cutting corners is nothing new, yet many companies continue to try and save money at any cost, without really considering the risk.
When it's white, windy and cold outside what do you do? I think it’s a great time to S.O.U.R.C.E for top-talent. Here are some of my quick-tips:
S - Simplify your approach & your in-mails. Lead your email with, “It’s cold out today, but this opportunity it Hot! Let's chat!”
O - Open your mind to other ways, tools, and means to reach your talent pool. “Have you thought of everything?” #twitter #googlesearch #coldcall #instagram
I have previously written about personal productivity pointing out that not everything on the ‘to-do list’ has equal impact. I also wrote about planning using your energy levels and briefly touched upon the concept of ‘deep work’.
I think that most people know about these concepts but if knowledge was the only thing we needed, the advice on the internet would have made us all billionaires!
Balcroft has provided operational consulting support to numerous companies across a multitude of sectors and organisations. Whilst we have been extremely successful in achieving the needs of our clients, we have always been faced with a recurring problem within each project. The common theme is the presence of at least one assassin within the organisation.
Delegation is a core leadership skill.
If you can’t effectively delegate, you will hit a point where you become totally overloaded and you’ll become ineffective.
But few companies teach people how to effectively delegate. It’s one of those things that everyone assumes you pick up as you gather experience. The problem with this approach is that you’re basically using trial and error until you get it right – if you get it right.
There are two elements to effective delegation.
It’s a well-worn phrase from Heraclitus:
“Everything changes and nothing stands still”
or otherwise translated: the only constant is change.
If that’s the case, change should be no surprise to anyone. It’s an everyday, ordinary thing – one could go so far as to say it’s the nature of life - so why do so many teams (and entire organisations) struggle to implement change smoothly?