Categories
hybrid office Leadership

The Future of Work – Is The Forced Return To The Office (3+ Days Per Week) A Modern Day Loyalty Test? 

Apple’s three day return to the office recently came under scrutiny when their Machine Learning lead Ian Goodfellow announced he was leaving Apple stating
“I believe strongly that more flexibility would have been the best policy for my team.”

The question many are not asking is, is this part of the company’s strategy to add control back or is it a test to work out whether hybrid can work?
Or is this part of a company-wide strategy to add more guardrails (less chance of interviewing, harder to organise interviews etc) to control the great resignation from impacting their business?

Apple is a notorious company for keeping projects secret and it is well documented their internal secrecy around new projects. Brand and products are a huge competitive advantage for Apple.

Is this really the reason for Apple’s non-flexible stance? Unlikely. 

There is often an argument and firm belief that the best talent leaves first, especially in a market that is weighted towards candidates. 

To be clear, this is not the first or last example of talented individuals leaving however it is the first that publicly suggested working styles and returning to the office is the main factor. 

We will see many more high calibre individuals leave for the same reason, whether they are in the same position to make this statement we will have to see. 

Loyalty Doesn’t Work Both Ways?  

Is this today’s CEO loyalty test, is it suggesting to employees this is the way you show your loyalty to the company by working within the office environment? 

Most likely yes, however, only certain companies would be brave enough to try this approach, Apple, Google and very few others have the brand equity, stock options and base salary to do this. 

Especially in a market where Uber, Meta and other previous powerhouses have hiring freezes and only backfilling essentials. 

With high wages being paid by cash-rich companies and from the web3 space, we are seeing a systemic shift towards flexible work and companies that understands the demands of modern work. 

Many businesses are allowing managers to set their own working schedules with their teams and in some rare situations at individual basis, this always comes under scrutiny, however, with most large businesses setting the tone for other businesses who blindly copy, the one rule of returning to the office three days per week, is likely causing cracks and creating sub cultures within your business. 

Google’s it’s ok manifesto received huge support across LinkedIn in 2021, however, Google has been clear about the move back to the office and its continued investment into the likes of London Kings Cross is clear their long term future is in person first. 

Rename Home To Workplace

Right now the best thing any business can do is rename home to workplace, remove the conditioned work that happens in the office and remove the pandemic PTSD around forced work from home is the same as working from home in a more open work world. 

The questions many are not answering: 

  • Is three days the right amount?
  • Why do we need teams in the office? 
  • How do we adapt our office for hybrid working?
  • Does collaboration actually happen effectively in person? 
  • When most work is in real-time (in meetings) and over zoom is being in the office offering the best work experience? 
  • How do we improve our hybrid tools
  • What is the best possible hybrid work experience? 

The other issue many are encountering has allowed poor management practices like internal policing from bad and middle management. Proximity bias is slowly killing companies inside out.   

Think Differently: 

Digital First & Work From Anywhere Movement

Airbnb has been bold to suggest in the US you can work from anywhere and your salary won’t be affected, is this a PR play or does the Airbnb management team truly believe they learnt enough and listened to feedback to suggest this is the best way to keep talent happy and attract talent. 

The answer is both, it is a PR play and it is a move the management team back, so the winners are those who want flexibility and those who believe in their vision of the future of work. 

In a recent Forbes interview, CEO Brian Chesky suggested Airbnb had over 800000 visitors to the career pages. Airbnb famously went over and above in 2020 for the teams they had to lay off and opened up their careers hub to help their employees find new work.   

Slack’s digital first approach is winning over many, it centre’s around enabling a change of thinking around what identity is within a business and in person is the old way of working. 

Twilio announced they are approaching work as a remote first company, potentially this way you can improve the way people interact and consider working from different workplaces like “home” and other offices.

Slack’s parent company Salesforce is now listing job roles by timezone, not by location emphasising the importance of flexible approaches. 

Dropbox has redesigned its offices and rethinking what in-person work looks like is a good reminder of what smaller companies are doing to improve work and stay competitive. 

Easy Question: Simply ask your teams why they used to work from home in 2018/2019/early 2020? 

It is most likely they worked from home to get their heads down and get their work done. 

If you couldn’t make the office environment work before 2020, you will struggle to make the office work in 2022 and beyond. 

It is time to rethink, reshape and rebalance the office/work environments. 

Other ways to consider reshaping work are to: consider satellite offices, hiring workspaces based on the commute of your employees, hiring workspaces based on the projects they are working on and moving to asynchronous work versus real-time work. 

Will 4 Days Per Week Work Better?

In the next hotly debated topic will a move to four day work weeks help? Unlikely, however, smart companies like front have tested and rethought what 4 days per week might look like and why flexible Fridays at Front are working.

4 days per week only work if you can work in a new constraint and have rethought what work works like and what success looks like in 4 days, not 5. 

Consider, is it 40 hours of work per week you can rethink rather than working a set 4 day week (like Wednesday are non-work days), as logistically this will be a much harder shift in mentality. 

The Future Of Work Is…

It is clear the future of work has evolved past even the smartest business operators and past the way many conditioned leaders can envision the future. The future of work is what we make of it, so make it better, make it flexible and create environments where output is valued more than location and hours worked. 

Supporting Resources To Help Make Smarter Decisions 

The A-Z Of Leadership in 2022

The importance of DNA documents and agreed principles

5 smart ways to rethink the work week 

Will a strict return to the office help my team get back together?  

How to handle back to back meetings?

How to rethink perks in hybrid work?

Categories
Leadership

A-Z Of Leadership In 2022

Leadership has never been so challenging and often it feels like you are fighting to understand what are the traits of the best leaders and leadership.

Here are the 26 leadership traits you want to have, work on and develop within your teams.

A – Attitude

How do you handle attitude and how your attitude is perceived within the business?

B – Balance

How much balance do you have and what work/life balance are you and your business offering?

C- Company Culture

How seriously are you taking, designing and improving the company culture within your business? Does the team know the principles that make up your company culture? If something goes wrong does your company culture bounce back or are fingers pointed by individuals?

D – Delegation

How do you delegate and how well are you supporting those you delegate to?

E – Emotional Intelligence (EQ)

How emotionally smart are you? How are you promoting EQ as well as IQ and how do you reward those who apply EQ to their management styles and throughout the business?

F – Formidable

How formidable are you and your business? Is this something you work on? How formidable can you be to influence your competitors?

G – Growth Mindset

Do you have a growth mindset? Are you ensuring there is personal and professional growth throughout your organisation? Do you encourage growth? 

H – Hybrid

How are you approaching hybrid work and enabling hybrid work to thrive within your business?

I – Intelligence

Do you show intelligence? Do you offer to share your intelligence and do you understand that IQ only works with EQ and PQ (political intelligence)?

J – Jobs To Be Done

Do you prioritise the right jobs to help your customers become successful? Do you understand how to build the right jobs to be done mindset?

K – Kind

Are you kind to those around you? Do you build out kindness and respect within your business?

L – Learning

Are you always learning? Do you consider how you learn from failure and teach from these moments?

M – Mental Strength

Do you have the right mental strength and allow those around you to demonstrate their mental toughness and their exercise their mental strength?

N – North Star

Do you know what makes your company ultimately successful? Have you set the right north star? Does the company have the right compass to be successful? Do you repeat the north star as often as possible? Does your strategy roll up to your north star?

O – Operational Excellence

Do you understand what operational excellence looks like? Can you explain what “excellent” looks like across your organisation and how are you teaching excellence daily?

P – Prioritisation

Are you prioritising the right work? Prioritising the right hiring? Prioritising the right spending? Ultimately are you creating focus?

Q – Quality Of Work

Do you know what good work looks like internally? Do you proactively reward high-quality work? Do you reward good quality work overwork just hitting deadlines?

R – Relationships

Are you building relationships across the business, vertical and ensuring you keep relationships strong?

S – Security

Are you offering security to your teams? Are you secure with your operations?

T – Trust

Do your team trust you? Do you show you trust your team? Do you ensure trust is earned and rewarded?

U – Unity

Is your business showing unity? Do you operate as one unit versus numerous teams within departments?

V – Vision

Do you have vision? Are you painting the right vision for your company to follow and believe in? When people lose their way, does your vision set them back on the right path?

W – Wellness

Are you putting your wellness and wellbeing first? Do you support mental wellness and have you put in the right support levels to ensure wellness is a priority?

X – X-Factor

Do you have the x-factor? Do your team(s) strive for the x-factor?

Y – Yare (Speed and agility)

Does your teamwork with yare? Do they know that speed and agility are vitally important alongside just hitting deadlines?

Z – Z-A Starting At The End

Can you start at the end and ensure you and the team lay out the steps to be successful? Ensuring you know what success is and the milestones to hit?

Want weekly help?
Subscribe to our weekly leadership newsletter.

Essential Reading

Need a glossary of some of these terms? The focus glossary will help

Categories
Leaders Letter Newsletter

Leaders Letter 100 – 10 Lessons From 100 Leaders’ Letters

Dear leaders, it is the 100th leadership newsletter I am sending out, it is the 100-week streak, where I share lessons on company culture, ideas on leadership and frameworks to help improve your people and performance leadership. 

Today I wanted to share 10 lessons your feedback, questions and requests to collaborate. Here are the ten most popular alongside supporting content to help you make a difference to your career and those around you. 

  1. Leadership is getting harder 
    1. 7 great leadership traits 
    2. 21 leadership lessons
    3. Write your team a handwritten letter
  2. Management is getting harder but getting more rewarding 
    1. Record micro-moments to celebrate as a team
    2. Questions to ask to improve people’s performance 
    3. Three ways to connect with your department
  3. Many leaders were not taught the difference between strategy and tactics 
    1. Strategy is like baking a cake
    2. Strategy cheatsheet
    3. What mission, vision, strategy and tactics actually are
  4. Creating a long term vision is hard 
    1. What is company vision
    2. Why some people have vision and others don’t
    3. The future of business is community 
  5. Hybrid is hard work and many are unprepared 
    1. Hybrid work guide 
    2. Google’s Hybrid Manifesto – its ok manifesto 
    3. How to remove proximity bias (how to beat the managing in person is best)
  6. The great resignation is the great awaking for many middle to senior leaders 
    1. The 3p’s keys to winning business in 2022 and beyond 
    2. The 3 stages of your business, what it was, what it is and what it is going to be 
    3. Have you stepped too far away from your customer’s problems?
    4. Why it is ok to be on the fence for your company
  7. Meetings are taking over 60% of managements time 
    1. 25 proven recommendations to improve meetings 
    2. Would a Bill Gates get away week work for you
    3. Time to audit your calendar
  8. Communication is hard to gain any traction 
    1. Andy Jassy’s communication masterclass
    2. The first and last ten seconds is vital to winning communications
    3. How to kill constant internal noise and gain cut through
  9. Company culture is not given enough of a focus and is only ever an agenda item 
    1. Improve company culture with department principles 
    2. The 4f framework – Feel, Fascinate, Future, Flourish  
    3. Create management pods to connect leaders to company culture
  10. Team management is a struggle, especially in Hybrid or remote-first companies 
  1. Always re-onboard your teams to the office
  2. A simple game to connect with your team
  3. The hand over and hand back process

Have a great week and you can get in contact at any point by emailing me directly. 

Thanks,

Danny Denhard

BTW I am taking on a limited number of clients, do you need a coach? 

Other great helpful resources 

Be Inspired By Others 

Jeff Bezos’s business lessons 

7 business rules from Elon Musk

Stripe’s communication masterclass

Think Differently 

Time for a performance panel

Annual strategy playbook template

Two up two across framework for career development

Categories
Leaders Letter Newsletter

Leaders Letter 97 – Your Infected Moat Is An Internal Disease

Dear Leaders, Over the last decade, a moat (business moat / economic moat) is what every business has been searching for and attempting to build. Believe it or not, it is a lot harder than most executives think. 

“A company's moat refers to its ability to maintain the competitive advantages that are expected to help it fend off competition and maintain profitability into the future.” - Source

As someone who has been an operator on the Product, Marketing and Growth sides, I have heard and used moat hundreds of times. 

In a recent coffee catch up, a couple of industry friends and I discussed an important area that goes unspoken, and what I dubbed “the infected moat”.

When the believed competitive advantage blinds your company-wide strategy, it infects your internal messaging and affects your company so much it starts to hinder the business performance and your company culture

Misleading and blinding your people is one of the most damaging aspects of company culture and can cause decay to the foundation of the business. 

You stop building, you rely on optimising the final steps of the funnel and you reduce your budgets and hiring based on infected beliefs and data. 

One of the most common infected moats is believing you have network size or quality of data which means you have the best product in the market. 

You rely too heavily on your data, you rely too heavily on the algorithms and you become a Blackberry (vs Apple), Yahoo (vs Google) and most recently an Instagram (vs TikTok).  

This comes down to the management of the company, the misunderstanding of the influence of the brand, the power of the product and the state of the market or a blind obsession with competitors versus being informed by your customers and competitors. 

Something I recommended is to audit your business, audit your product, audit your marketing, audit your growth activities and go deeper than reviewing just top-level insights and competitors’ actions. 

Don’t allow your moat to become infected, impact your people and performance and don’t develop a blind spot that is of your own doing. 

This week focus on reviewing your moat, auditing it and planning to evolve. 

Thanks and have a great week,

Danny Denhard

Essential Strategy Reading

Categories
Leadership Strategy

Can the Stripe community letter create guidance for you and your company?

Stripe released a brilliant and smart seven-page letter for their community, it was an update on the company, what they drove In 2021 and where their next steps are and where they see opportunity. 

At first glance, you can tell this has taken a number of iterations but the most impressive element of the letter is how detailed and directive it is, not just for Stripe (taking a leaf from Bob Iger’s book: lead from press release), its partners and those wanting to be in the fintech community but for the industry as a whole. 

A letter is a format I have written about before, the letter of writing a letter is personal, intentional and provides a map for those who struggle to see a vision through presentations and videos. 

Everyone can create a presentation or a deck with aesthetically pleasing graphs and numerous words but a letter is a statement of intent, a way to appeal to many without death by PowerPoint and donning their caps to the likes of Jeff Bezos who mastered the art of the shareholder letter and Warren Buffett’s excellent shareholder letters, read the four giants section from 2021 letter

What can you take inspiration from for your letter? 

Impact

A brief look back at what you achieved, the product solutions shipped with mentions of partners you are proud of and the impact you’re having. 

Stripe 2022 shareholder letter

Direction

Setting clear product and industry direction is vital for any letter, internal or external. Stripe sets a direction for the industry who have built on its piping and for those wanting to grow moving forward.

Reduce the fears

Cybersecurity and hacking are areas many have unfortunately experienced issues in and are a fear every online business has. Acknowledging the problem and highlighting how you are working on this briefly shows you know your customer and offer peace of mind for your partners. 

Show you understand the future

The creator economy is something many businesses are desperately attempting to be part of and Stripe is part of the foundational layer, be inspired by how they reference and show their part of the largest subscription shift in history. 

Ability to focus

Despite being one of the only companies in the world that can be the partner, the piping and the platform, Stripe has an ability to connect the dots like very few and focus their community on their two core business sides the consumer and the businesses playing their space. The way they word their letter is something to analyse and implement in your writings. 

Reference what people know

Unlike many, the Collison brothers are self-aware and reference what others know and discuss and are an important anchor point for many other founders and leaders to leverage. Turn a perceived negative into a positive. 

Stripes mission

Mission

Stripe’s mission is to grow the GDP of the internet. That means both helping existing economic activity migrate to the internet an$ enabling completely new undertakings that couldn’t exist in an offline world.” Stripe’s mission is aligned with business growth and making everyone successful, if you are a marketplace or offer products with solutions for the customer this is something you will want to borrow and drive people towards. 

Moving forward be inspired to get into a room or shared document and write your thoughts, reference the past, highlight the future and showcase your work while celebrating other successes. If you cannot show your mission and vision know you are going to be looking in the rear mirror and the likelihood is you will struggle to bring the company and potential partners into the future with you. 

The TLDR: Inspire the internal and external customer by writing a brilliant letter showcasing your achievements, your past and the provide a bright future for you and your ecosystem.

Read the full letter below

Read other essential leadership lessons

The-focus-corporate-buzzword-bingo-card-2022
Read the buzzword bingo card
Categories
Leaders Letter Newsletter

Leaders Letter 96 – Remove Constant Content & Content Noise!

Dear leaders, are you an inbox zero or 100s of unread notifications person? 

It appears we fall into these two camps, the one common theme is the constant stream of noise, notifications and content. 

With the constant noise and demand for our attention, how do you cut through with essential information? 

Many businesses have adopted more = better. 

More slacks, more calls, more meetings, more decks, more…more…more. 

A quick why: I believe this has happened:
(1) the chat-ification of work happened and we have been conditioned to message more and
(2) we are hit with more noise and more notifications as we live in a feeds driven world and we believe what most companies and departments are doing – sending more. 

More doesn’t mean better. 

More comms is more noise and means your message won’t land. 

Like the person in meetings who just talks without saying anything and constantly has to add their opinion, not their feedback. 

Let’s commit, to being better, not more. 

Focus on sending better communications, get everyone together and has rules on what is important communications, where you send them and what communications you will have to read. 

Gone are the days every email is read from the big boss, from your own boss and not every important document with essential information is read, therefore, create a process that everyone understands. 

Deliver the most important message with fewer comms, not more. 

Use a blend of storytelling techniques; audio, video and written numbers to hit the right message. 

Ask for confirmation of reading/viewing and ask for feedback, not opinion. 

In the very near future, less is more. Especially in the world where asynchronous work and hybrid work are what many demands and few are really delivering. 

This week commit to communicating more effectively, improving performance and culture by improving your internal communication.

Thanks,

Danny Denhard

Be inspired by the stripe letter

Essential Reads This Week

Cultural Reads

Categories
Leaders Letter Newsletter

Leaders Letter 95 – Time For A Performance Panel

Good morning leaders, a quick pondering for you today. 

After speaking at a conference pre-pandemic, I was asked if I could join a panel discussion around how to improve business performance. My “role” was from a Growth perspective as there was already a CEO and a COO on the panel and the original panellist couldn’t make the event. 

A theme of questions arose from the attendees, what do you do to improve performance or receive fresh ideas and perspectives when performance maybe stagnates. 

The others on the panel provided good answers and offered ways to trust internal staff and double down on what got them there. 

I recommended something different.

A performance panel

The panel is not too dissimilar to what you likely have internally, a group of people who analyse and discuss performance, review the data and make recommendations on the next set of actions. 

My difference, you introduce formal external advisors to your panel. 

Why? 

  • Not stuck to doing it way its always done 
  • Not restricted by knowing details of the roadmap constraints
  • Help with getting out of the weeds 
  • External intel, often knowing what others are struggling with and if there are changes your internal team are unfamiliar with 
  • Less panic = less stress. Calmer environment to review and attack potential issues 
  • New ideas – fresh approaches often help 
  • If you are a department lead you spend too much fighting on behalf of your team, external assistance and expertise will greatly help support or guide 

This can work across the board, it can work from adding Operations, Marketing, Growth, Product, Technical, HR and company culture representatives.  

You will have to onboard the panellists, you will have to brief them well and allow access, the formal agreements can work like non-executive directors and can be formalised to a few days per month. 

For the existing department leads, ensure they are prepared to share insights, they are comfortable in asking for help, curious about what is recommended, and take some time to build the connection and trust, this will be key when they look to roll out the recommendations of your panellists. 

This week consider how you could improve not only performance when there is a dip but company-wide performance when there are opportunities to grow, hire smarter and develop departmental plans and your company-wide strategy with external advisors. 

Thanks,

Danny Denhard

Categories
Strategy

The Mission, Vision, 5x Principles, Strategy, Departmental Plans, Tactics Cheatsheet  

The one word that confuses so many companies is strategy, what strategy is and is not and who sets strategy, plans and tactics.

In one of the most popular and most shared leaders newsletter, WTF is strategy we shared how you build strategy, simply: you have one company-wide strategy, departmental plans rolling up into the strategy and then tactical layers underneath.

Simple right?

Well, it should be, however, with so many demands to have longer plans and missions to complete, here is a free breakdown and cheatsheet to build the right framework for your company’s strategy journey.

The Mission, Vision, 5x Principles, Strategy, Departmental Plans, Tactics Cheatsheet  

Mission

The incompletable mission your company is on. The biggest of achievements.

Missions can be revisited every five to ten years or in big times of world change.
Set by leadership (founder + board)

Vision

The ten-year vision for the company, vision is what you will strive to become.

Vision is to be revisited every 3 years. 
Set by leadership and supporting panel

5x Principles

The guiding principles to make decisions. If there is confusion or your strategy is going off course, your principles make decisions easier and guide you into the vision and the mission.

These principles should be re-visited each year but stay the majority the same to keep the company on track
Set by leadership and supporting panel

Annual Strategy

The annual company-wide strategy, the things you are going to do and the things you definitely will not be doing. It should fit on one page and everyone in the business should be able to tell you what it is and what success looks like.

The annual strategy should be re-visited but rarely ever change significantly.
Set by leadership

Departmental Plan

No company should have departmental strategies, your department plans have to roll into the annual strategy. Your plans have to be cross-functional and understand the overlap and how you work together with other departments to make the company successful. If there are no cross-functional elements to part of the plan, you have to revisit.

Departmental plans can evolve and change but when they do it has to be known across the business.
Revisit the plans every month, these unlikely should significantly change quarterly
Set by the department (lead+) and their panel    

Tactics

These are the number of activities you will take, including the channels and the levers the teams are going to pull to roll up into the plan, that rolls up into the annual company-wide strategy.

Tactics can change regularly, fortnightly/bi-weekly to quarterly. The more you change, the more you will struggle to keep everyone updated and believe in long terms plans.
Set by tactical discipline team

Supporting Resources

Categories
Leaders Letter Newsletter

Leaders Letter 93 – The Role Of The Translator

Dear leaders, today’s letter will introduce you to the most important unofficial role on the leadership team.

In the 21st year of my career, I have seen the landscape move tremendously, the shift to tools and different ways of operating has impacted how successful companies are and be. 

For instance, when you sit in a leadership meeting, you very often as a department lead sit there with your department hat on and advocate for your teams and you will use many abbreviations, industry language and your own lingo. Very rarely do you stop to think about how you make these nuances apply across the board. 

Defend: As the department lead you will often spend much of your time defending your team’s performance, much of the backlog and delays on external factors and go to great lengths to explain why but in the language of your own discipline. 

You will also go to a war of words with other department leads who have negatively impacted your teams’ performance. Alliances are created and battle lines are drawn. 

Adapt For The Room? Very rarely do you consciously change your language to make it land with the other members around the table (Zoom etc) and some deliberately do this as an ‘I know most’ tactic. 

I remember sitting in twice-weekly meetings where Product and Dev would almost deliberately go into the full technical mode to try and go over the room’s head to say they were late due to many technical reasons we may not understand.
The TLDR (too long didn’t read) was there were too many moving parts on old technology formats and needed more time. 

Sales would regularly blame ARR goals being missed and sales targets being impacted by Marketing’s failure to drive MQL’s (marketing qualified leads) and Product not releasing on time – all with adding how great their team were doing with a tiny headcount. I am sure you have been there and as it was this way when you were coming up, you likely continued the trend. 

Enter The Translator: 

There is a role within many functioning and highly functional management teams that is the unofficial role of the translator, someone who can and proactively does cut through the buzzwords and technical speak and explain what Product is suggesting or what the Finance team to trying to get across.

The translator often can be seen as the person breaking up fights and attempting to apply logic and bring teams together by positioning arguments differently and cutting through the noise and letting the right hand know what the left hand is doing. 

Do you have a translator? 

Do they step constantly and put the team’s performance ahead of their own team’s performance to ensure there is understanding and consensus?  

Does the business understand that this person exists and takes on numerous issues and enables the business to progress? 

If you have a translator, consider how you can support the translator in their unofficial and under-appreciated role and how you help them move the business forward. 

Have a great week and if you are the translator, congrats for being the unofficial leader of your business.

Danny Denhard 


The Other Unofficial Essential Business Roles

Categories
Leadership Podcast

Leadership Masterclass Podcast

It is rare that you find a priceless podcast on leadership that you should pay for. This is one of those you feel you should have paid for.

This podcast with General Stanley McChrystal on the Knowledge Project podcast (I highly recommend signing up for their newsletter) with Shane Parrish.

Watch Or Listen Below

Quote of the podcast:

“When I was a brand-new lieutenant, I asked my father, “How would I know if somebody that I worked for or worked for me was going to be a good commander in combat? … How would you tell in peacetime?” He says, “You won’t. You won’t know because people have capabilities or coping mechanisms that in peacetime look fine, that doesn’t play well in war.”

Then I asked him, “Okay, when you’re in combat, how do you know?” He said, “Some people keep asking for more information and what they’re trying to do is drive uncertainty to zero so that there’s really not a question on the right course of action because you know everything.” But you can’t do that. It’s not achievable. So they become hesitant.

They become tentative, and they become focused on getting more and more information to ratchet the uncertainty out of the situation and they don’t act.”

General Stanley McChrystal & Shane Parrish

Why listen to this masterclass with General Stanley McChrystal:

  • Commander’s intent
  • Threats vs. vulnerabilities framework and maths
  • Detecting and avoiding threats
  • Decision making framework
  • Why tiredness is making us more risk averse in 2022
  • How to make decision’s in moral dilemma’s
  • Why money and bonuses hurts the cilivan leadership and workplace (and helps in the military)
  • Why person and organisational values need to work together and the who they are is so important to perform
  • Training Matters: Military takes average talents and drive way above average results
  • War time decisions are big time decisions but is rarely needed in peace time (due to laws and rules)
  • Why history will help
  • Why stress management is personal but there are guides you can follow
  • How to develop mental toughness
  • How to teach self discipline

Like This?

Listen to the fixing the broken world of work podcast.

Fixing The Broken World Of Work With Briony Gunson 🧘‍♀️ – Focus Podcast With Danny Denhard Fixing The Broken World Of Work Podcast

This episodes guest Briony Gunson (https://brionygunson.com/) is a business + mindset coach, meditation teacher + trauma-informed breathwork trainer, Briony helps individuals and businesses to improve.  Follow Briony across social – LinkedIn, Instagram, YouTube.  The Links:  Briony's Introduction Video On YouTube Podcast: Aubrey Marcus – not about the world of work but psychology, spirituality, human potential + behaviour Book: Breath: The New Science of a Lost Art  by James Nestor Newsletter: Brain pickings AKA The Marginalian has a free Sunday digest of the week’s most mind-broadening and hear Sign up to Briony's Friday Feels newsletter: https://bit.ly/3AiEOv9 – Briony archives them on her blog.  Listen to Briony's guided meditations on Insight Timer, e.g. this is a popular one: https://insighttimer.com/brionyg/guided-meditations/letting-go-meditation-12-minutes Briony also recommended Kirsty Hulse's work (Kirsty is great and gets my co-approval) Briony takes us on a journey of: Mental health and why it is so important to be aware of How mental health is evolving How your mental health can help to transform physical health Why early morning open-air swims have been so important Therapy and therapists role in peoples lives Why breathwork is so important Why our bodies are driven by our breath and controlling our breath Why Yoga is vital to so many of us Personal development starts with you Everyone is facing similar challenges – it's how you find the best course of action Why retreats are going to so popular and a necessary part of life and work You are the expert of yourself – why starting to listen to yourself and your body is so important
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