Category Archives: Thoughts
Some social media aficionados are turning their penchant for pics into full or part-time professions, earning up to $ 350 a pop for posting a flattering image of a product or meal. Others have parlayed their posting savvy into public relations positions (or at least a regular supply of free meals).
Forbes – Leadership
Your big break might be a break, but in the long run, it’s certainly not big.
Breaks give us a chance to do more work, to continue showing up, to move a bit further down the road.
Perhaps it would be more accurate to call it, “your big new start.”
The most important lesson is this: If you spend too much time looking for your next big break, you’ll be stealing your opportunity to do your best work. Which is the the most important break of all.
One way to make something is to pre-process all the inputs. Make sure that you’ve worked the supply chain so that the raw materials are precisely the same every time. Guarantee that the working conditions are identical. Isolate all your processes from the outside world, so they’re reliable and predictable.
The other way is to use natural light. Take what you get. Make the variability in your inputs part of what you create.
If you need to control your conditions, by all means, control them. Own that. It costs a lot and you need to make it worth it. It’s foolish to expect that you can regularly wrestle variation into perfection without tools and effort. This is how modern surgery is done, and it’s a good thing. Hospitals don’t hesitate to invest time and money in controlling every element they can control.
“Ask chief executives why their companies are performing so well, and they’ll typically credit a brilliant strategy coupled with hard-nosed, diligent execution. When you ask Lars Sørensen of Novo Nordisk what forces propelled him to the top of HBR’s 2015 ranking of the best-performing CEOs in the world, he cites something very different: luck.”
So begins our recent profile of the best performing CEO of 2015. Sørensen’s modesty is refreshing, but is it accurate?
A series of recent papers help answer that question, by quantifying the roles of luck, ability, and experience in CEOs’ success. Together they suggest two conclusions: first, no single trait or skill seems to explain CEO performance; and second, luck plays a very large role.