Big Hairy Audacious Goals

A awesome note to start the day & week from Measure What Matters:

“If companies “don’t continue to innovate, they’re going to die—and I didn’t say iterate, I said innovate.” Conservative goal setting stymies innovation. And innovation is like oxygen: You cannot win without it.”

Conservative goals vs Big Hairy Audacious Goals.
Iterate vs Innovate.

And a hat tip & best wishes to a mate – Narasimha / DNP / Nampy – of mine starting his own gig. Reach out to him, if you or your team believe a coach can help.

Noetic_Step_–_DN_Prasad

Some fun visuals of awesome people going after audacious feats can only help:

Philosophy Behind A Great Work Place

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Reading an article about Google’s people practices yesterday, I was amazed by the amount of analytical vigor that goes into it’s people decisions. Impressive as it might be, the decision making process did sound cold. Colder yet when you read about SAS & their philosophy of managing people.

Mark Crowley lists the four unique leadership values that have helped SAS deliver amazing results consistently over a long time. 37 consecutive years of increased earnings. You can’t argue if they have withstood the test of time. 

  • Value People Above All Else
  • To Give Is To Get: pamper your employees, so that they will treat your business & your customers in the same way; “people want a life with money, not money without a life.”
  • Trust Above All Things: trust is demonstrated via open communication, respect from fellow employees, transparency into career-paths, and being treated as a human being; manager’s primary responsibility is to ensure the success of others.
  • Ensure Employees Understand The Significance Of Their Work: help your employees find fulfillment & meaning from their work.

There are few people, let alone the hardened souls of the stock analyst kinds, who believe in such warm & fuzzy good guy values. And this is precisely what makes such successes even more precious.

Good Guys Do Win.

Chip Conley: Count what really matters?

Below are some interesting quotes from this talk:

    • And one of the simplest facts in business is something that we often neglect. And that is that we’re all human. And each of us, no matter what our role is in business, actually has some hierarchy of needs in the workplace.
    • And what we can measure is that tangible stuff at the bottom of the pyramid. They didn’t even see the intangible stuff higher up the pyramid. So I started asking myself the question: How can we get leaders to start valuing the intangible? If we’re taught as leaders to just manage what we can measure, and all we can measure is the tangible in life, we’re missing a whole lot of things at the top of the pyramid.
    • “Not everything that can be counted counts, and not everything that counts can be counted.”
    • I asked him (Bhutan Prime Minister), “How can you create and measure something which evaporates, in other words, happiness?” And he’s a very wise man, and he said, “Listen, Bhutan’s goal is not to create happiness. We create the conditions for happiness to occur. In other words, we create a habitat of happiness.”
    • GDP counts everything from air pollution to the destruction of our redwoods. But it actually doesn’t count the health of our children or the integrity of our public officials. As you look at these two columns here, doesn’t it make you feel like it’s time for us to start figuring out a new way to count, a new way to actually imagine what’s important to us in life?