3 Simple Questions for Success
One of the simple yet most profound tools that I learned in my tenure at Procter and Gamble almost 30 years ago was the Start, Stop, Continue model. Or as I like to use it, the Continue, Stop and then Start model.
One of the simple yet most profound tools that I learned in my tenure at Procter and Gamble almost 30 years ago was the Start, Stop, Continue model. Or as I like to use it, the Continue, Stop and then Start model.
Great execution takes a lot of discipline but if you’ve got the right tool kit to leverage, getting things done – including your plan and your priorities - can be a lot less frustrating and significantly more rewarding. Duct tape aside, here’s 4 essential tools to add to your kit.
Why do businesses underperform? HINT: It’s not about having the right Strategy OR the right Plan. The secret, according to the study, lies in engagement and communication. And, even though the study was published almost a decade ago, the reality hasn’t changed very much, if at all.
When I was a young engineer at Procter and Gamble, Jack Stack was already becoming a legend in the business world for what he was able to do with a traditional, blue-collar workforce.
What’s wrong with having a conversation? For starters, conversations take place in real time and we can’t always control what we’re going to say. Some can be difficult to have and can get loud and unpleasant. Texts, emails, postings let us present the self as we want to be. They allow us to delete and edit. Our technology gives us control.
Creative genius is a myth. And great flashes of inspiration are never the work of just one person, even if one person gets all the credit. So argues author Kevin Ashton, technology pioneer and entrepreneur in his best-selling book, “How to Fly a Horse: The Secret History of Creation, Invention and Discovery”.