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Ideation Space

February 28, 2015

Ideation Space

The optimal environment where you form ideas or thoughts, where dreams crystalize, desires are birthed, problems are solved, and creativity blossoms. A place where your senses are heightened as you connect deeply with your inner motivations and interests, and block out external distractions. Purposefully spending time in this space requires disconnecting from the daily demands of the urgent and immediate, to connect with the important and meaningful. It involves moving from the emotions of the moment, to reflecting on the underlying values and beliefs that govern your life. Time spent in your ideation space can rejuvenate you to become more productive, focused, and innovative. (more…)

Find a Strength

February 1, 2015

Priscilla Archangel

Capability

Find A Strength

Palmer is very luckey. Really. His last name is Luckey. At the age of 22, he’s also one of Forbes Magazine’s 30 Under 30, and founder of Oculus VR. His company is developing virtual reality technology and was recently purchased by Facebook for $2 billion, even though the product is still in prototype stage and not making any money yet. Luckey’s goal is to make virtual reality affordable for mass market consumption and to integrate it into our everyday lives. Mark Zuckerberg is obviously a believer and thinks it will become a mode of communication with a magnitude similar to television or telephones. With a net worth of $500 million Palmer is the youngest self-made multi-millionaire. (more…)

Insanity Check

December 31, 2014

Priscilla Archangel

Accountability, Priorities

Insanity Check

“The definition of insanity is doing the same thing over and over and expecting different results.” This often quoted statement has been attributed to a variety of people (including Albert Einstein), but it provides a good motivation to begin your new year.

With the beginning of 2015 many people are thinking about New Year’s resolutions. What do they want to accomplish this year? What do they want to do differently? Even for those who swear off such annual declarations (many of which are only kept for a month or two), most people still take the time to pause and consider what they want to experience in the New Year. Whether or not you advocate setting resolutions, it is important to periodically assess your activities to make sure they’re properly focused to support accomplishing your objectives.

So take an insanity check. This is the time to evaluate your personal, professional and organizational strategies and make the necessary adjustments to ensure not only progress, but attainment of your goals. In what areas are you sticking to the same plan, but expecting different results? What isn’t working…yet? Where are you or your organization struggling? Where are you and others frustrated? Here are several keys to your insanity check.

Build Momentum

The change initiatives you have started may take time to build momentum until you actually see visible progress. You’re laying the groundwork for improvement, building a foundation, and driving beliefs and values that will spill over into behavioral changes. You may be personally impatient, or stakeholders may be pushing you for quick results. But make sure your plan is solid and that you’re on track in following it. Stopping or pausing will undermine your momentum and you’ll almost literally have to start over. So keep pushing, and build momentum, your goal is in sight.

Pull The Lever

Identify the critical lever for change and focus on it. This critical lever is at the center of the problem, and supports and reinforces what is not working. Like a house of cards, if you pull it, everything that it supports will collapse, and that may be a good thing. Pulling the lever may require repositioning your team, changing your structure, developing a different strategy, or shifting your own leadership style.

Manage Time

Time is one of the most valuable resources you have, so use it wisely. Rather than succumb to the many demands on your time, control how you spend it by prioritizing those activities that add value to what you’re trying to accomplish. I admit that I can get caught up reading business books and articles that are really interesting, aren’t necessarily relevant to the project that I’m working on. , so I have to refocus myself as well. Determine what activities add the most value; find the ones that are really drivers of significant change, and adjust your time accordingly.

Decide Now

Deeply embedded problems require tough decisions. You must be willing to let go of people, processes, or products that you previously invested in, but now are not providing sufficient return. Further delaying these decisions means that you’re expending and wasting valuable time in areas that won’t payoff. You likely know what you have to do, but you’re avoiding the unpleasantness of doing it. Instead of focusing on the negative, focus on the positive outcomes.

Move your people to positions where they can add more value, or provide a bridge for them to transition outside the organization where they can find a better suited opportunity. If they’re not delivering, they typically know it and are feeling some level of stress related to that. Avoiding the obvious issue only makes the pain worse over time.

Your team or customers will tell you the processes that aren’t working (if you don’t already know it). Set an aggressive and almost impossibly quick timetable by which they need to be fixed or eliminated. Others will thank you for it and be relieved that you finally addressed the problem.

Unprofitable products or services draw resources from the rest of the organization and literally pull others down with it. Think of a rose bush that through careful pruning of dead or unfruitful branches enables the remainder of the bush to receive the necessary nutrients to bloom beautifully. Such products and services may have a legacy with the organization, or be a favorite of some leader, but culling them quickly will add value to the remainder of the organization.

Remember…working harder on a bad plan doesn’t make the plan good. Doing the right thing at the wrong time won’t achieve the desired results. Smart moves at the right time are key to getting what you want.

Picture courtesy of Google Images

An Abundance Mindset

November 30, 2014

Priscilla Archangel

Accountability, Character

An Abundance Mindset

In Peter Diamandis’ book, Abundance, he tells the story of the discovery of aluminum. According to the tale, around 2,000 years ago, a goldsmith brought an unusual dinner plate to the court of the Emperor Tiberius. It was made from a shiny, lightweight, bright new metal that was the color of silver. The goldsmith said that he had used a secret formula to extract this new metal from clay. Tiberius was very interested in it because he had a massive amount of gold and silver as a result of his many conquests across Europe. He believed that if this goldsmith helped others to extract this rare new metal from mere clay, it could substantially decrease the value of his fortune. Rather than risk that happening, he had the goldsmith beheaded.

Aluminum did not reappear until around 1825 when once again, a complex process for extracting the metal was discovered. Since then, technology has improved the process so much that the price has been drastically reduced and it is easily available. You see, aluminum itself isn’t rare; it’s the third most plentiful element on earth and represents 8.3% of the weight of the world. There’s an abundance of aluminum, but it was initially scarce due to the difficulty in accessing it.

Abundance Vs. Scarcity

The Emperor Tiberius had a scarcity mindset. He feared loss of position and power from this precious new metal that he knew little about. Individuals with a scarcity mindset focus on lack and insufficiency and therefore make decisions based on what’s best for themselves, even at the expense of others.

Had he known the abundance of aluminum as compared to gold (all the gold that has ever been mined would only fill about one-third of the Washington Monument), he might have made a different decision, and somehow harnessed the power of aluminum for his benefit. Individuals with an abundance mindset focus on having an extremely plentiful supply, more than enough to go around.

This mindset of abundance versus scarcity plays out in other ways in our lives. As we face challenges and opportunities in our work, our mindset will dictate the approach we take and impact the results we achieve. It will dictate whether we are inclusive in our approach to problems in a way that invites cross-functional perspectives, and solicits inputs from others who may not normally be involved in particular issues. Abundance thinking invites new ideas and possibilities. It provides a foundation for innovation and creativity based on a positive outlook for the future; and is the basis for solving many of the difficulties we face today. This mindset drives our behaviors.

WeWork

A modern day example of behaviors that support an abundance mindset is WeWork, a four year old company that provides co-working office space, primarily targeted at startups and younger companies who want (and need) heavy interaction. They lease large blocks of office space and subdivide it into smaller parcels; then charge monthly memberships to businesses who want to work, network and share ideas in a collaborative environment. All office services are provided and planned activities enable them to pitch ideas, gain business from one another, and share advice. The founders, Adam Neumann and Miguel McKelvey, each grew up in communal living (in Israel and Eugene, OR respectively) and thus saw the value of a shared and collaborative environment.

With 31 locations, 15,000+ members and estimated gross earnings of $150 million this year, they have a current valuation of $1.5 billion, with plans to grow 3 to 4 times that size over the next year. In short, there’s a heavy demand (and a waiting list) for this type of working environment. And the companies that rent this space recognize that collaborating and sharing increases their value.

Your Abundance

As we consider our U.S. Thanksgiving celebrations over the past week, hopefully this has been a time of reflecting on the abundance in our lives. It also provides an opportunity to enhance our perspective on where we exhibit abundance or scarcity in our mindset and behaviors. It’s not simply about accumulation of financial reserves, friends, or material goods. It’s the way we approach life and behave.

Abundance is driven by a mindset of considering future possibilities.

Scarcity is driven by mindset of complacency with the current state.

Abundance suggests sharing because there will always be enough to go around.

Scarcity suggests hoarding what you have.

Abundance mindsets look for creative opportunities to integrate with the work of others.

Scarcity mindsets believe there is little opportunity for improvement on their work.

Abundance thinkers focus on adding value to others first, and thus add value to themselves.

Scarcity thinkers focus on promoting oneself first, and thus overlook the value of others.

So be abundant in your mindset.

References:

Abundance: The Future is Better Than You Think by Peter Diamandis and Steven Kotler. www.Abundancethebook.com

Read the story of WeWork in Forbes Magazine here.

Shift: Strategic Reinvention

October 31, 2014

Priscilla Archangel

Capability, Priorities

Shift: Strategic Reinvention

Steve Ballmer has a new lease on life. After more than three decades at Microsoft as employee number 30, he retired as CEO in February 2014 and is looking toward the future. He’s also number 18 on Forbes’ list of wealthiest Americans with $22.5 billion, so he discussed his plans for the future with George Anders for that magazine’s recent issue.

First, Ballmer’s purchase of the Los Angeles Clippers earlier this year will take a large chunk of his time. This was the third time he tried to purchase an NBA team. Many believe he overpaid for the opportunity, but it aligns well with his love of the sport, and focuses him in an entirely different direction. Second, though he’s no longer involved with the company, as the largest individual Microsoft shareholder (333 million shares!), he will continue to closely monitor his investment. He’s also using his vast experience to teach MBA students at the Stanford Graduate School of Business. This is part of evaluating his legacy as they analyze the successes and failures of his former company.

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Passion: Blinded or Balanced

September 30, 2014

Priscilla Archangel

Capability

Passion: Blinded or Balanced?

Ann Marie Sastry has a big idea. With over 70 patents and 80 scientific publications to her credit, she describes herself as a “happy warrior who’s driven by doing the next new thing.” That drive leads her to put in 100 hour work weeks and spend over two decades in pursuit of developing new battery technology application for use in electric vehicles. She’s scrapped the traditional chemical lithium technology to rethink the basics of energy, power, mass, volume, cost and safety, all in search of a new approach. She’s also raised $30 million from a variety of backers in support of her grand idea.

Sastry has an entrepreneurial zeal for her product that compels her to pursue any and every approach and perspective to accomplish her goal. She has a passion and optimism for success that propels her forward, and expects that within a year or two her product will be in full production. But for every successful entrepreneur, there are many more whose dreams never turn into reality. That’s because the same passion that propels her forward with a clear focus on success, can be blinding to others and cause them to miss the obvious cues that unfortunately their grand idea won’t get off the ground.

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The Mighty Ones

August 31, 2014

Priscilla Archangel

Capability, Results

The Mighty Ones

The applause was deafening. The congratulations overwhelmed your email box. The press clippings were glowing. Everyone was buzzing, because your recent product launch was successful. Last quarter’s earnings beat even the analysts’ predictions. The company’s stock price was up 15%. Operating costs were down, and sales volumes were number one in the industry.

So how do you follow that act? All of this excitement doesn’t build a platform upon which to rest. Instead it forms a bar, higher than the last one, over which you must hurdle. After all, the stockholders expect more earnings. Customers expect better products. Employees expect more career opportunity. And so it goes. How do you manage all of these expectations for continuous improvement against the best strategy for the company’s growth? How do you compete for market dominance without succumbing to market vulnerabilities?

This is the pivotal point. The choices you make will become either a stepping stone to greater success, or the rock that trips up your company, your team, or your own leadership success. Companies and people don’t automatically enter a “safe” zone when they reach a measure of accomplishment. But in some cases, their behavior suggests that they think their momentum can’t be stopped.

You’ve heard the saying, “the higher you climb, the harder you fall.” While that doesn’t necessarily have to be the case, in the midst of success, it’s important to remain grounded; like holding onto a guardrail.

Jim Collins, author of the best-selling books Good to Great and Built to Last, provides an explanation on how once-mighty companies fall. He highlights five stages in his book How the Mighty Fall: And Why Some Companies Never Give In.

Hubris born of success. Here an organization or team exhibits extreme pride and arrogance based on past accomplishments.
Undisciplined pursuit of more. Companies in this stage overreach, become obsessed with growth, and fail to manage the process and pace effectively, ultimately undermining their long-term value.
Denial of risk and peril. By this stage, companies are so caught up in successes that they become blind to the possibilities of failure.
Grasping for salvation. This is the moment where the company’s decisions lead to new life or certain death.
Capitulation to irrelevance or death. At this point organizations are spiraling out of control and either give in to certain death, or shrink into irrelevance.

So how does one avoid this death spiral, whether within your team, your organization or for your own leadership abilities? Here are a few tips from my playbook.

Build a culture of humility. Keep the focus on the value you provide to your customers; and the “why” of your organization. What’s the impact if you cease to exist? It’s really not all about your company. It’s about the value you provide to others. This is a giving mentality, where long term relationships, integrity and quality products or services are most important; instead of a getting mentality, where there’s constant pressure on the customer to buy.
Find your truth teller. Unfortunately, some leaders surround themselves with other leaders who will tell them what they want to hear. Or they don’t create a culture where their team feels comfortable fully informing them about business issues. Make sure you surround yourself with people who are encouraged and willing to speak up and say the difficult things or raise questions that may be contrary to the prevailing direction.
Strike your balance. If you try to be all things to all customers; if you overreach in too many different directions, you lose your balance and end up grasping for a lifeline. A tightrope walker is constantly shifting his weight to keep his center of mass above his feet. This alignment is critical in your organization or team to ensure stability between competing priorities.
Exhibit learning leadership. Only when the leader of the team demonstrates a continual desire to learn, to admit faults and deficiencies, and to seek input from the entire team and others outside the company, will others in the organization follow suit.
Master discipline. Establish a system that produces results, and keep repeating it. Measure the right factors. Ensure team members are learning agile and will support the culture. Focus on a consistent vision. Stick to what works.

Note that these recommendations have nothing to do with functional or technical skills. You can hire individuals on your team to fulfill those roles. This has everything to do with pure leadership; influencing others to move forward in the right direction, based on the right decisions. These are important steps in building a “mighty” organization. So, are you a “mighty” leader?

What’s in Your Portfolio

August 1, 2014

Priscilla Archangel

Capability, Leadership

What’s In Your Portfolio?

A portfolio is generally understood as a collection of valuables; whether artistic drawings, important papers, or financial investments. It reflects the talents and treasures of the owner, and is generally carefully cultivated and added to over a period of time. But to increase the treasures in your portfolio, you must first focus on increasing your talents.

A recent issue of Forbes Magazine featured The Best Investment Advice of All Time, which profiled insider tips from some of the financial industry’s best known thought leaders. These were financial gurus such as T. Rowe Price, Jr., George Soros, Sir John Templeton, David Tepper, Sam Zell and Warren Buffett who built their professional expertise and personal portfolios based on their intellect and abilities. They had to invest in their talent before building their treasure.

These talents or skillsets include knowledge, wisdom, abilities, experiences and interests. And most of all they include your innate gifts, those characteristics endowed upon you from birth that attract you and compel your learning decisions. Properly applied they develop and produce treasures.

Your Talents Form A Foundation For Your Treasures

Building and investing in a portfolio of talents is equally important as your portfolio of treasures. Here are several great examples.

Jeff Maggioncalda – courtesy of www.FinancialEngines.com

Several decades ago when Jeff Maggioncalda was newly married, he created a simulation engine to model the results of one million Monopoly games to generate the probabilities and payoffs for its various properties, and used this as a cheat sheet to beat his wife at the game. Later, Jeff used his ability to develop simulations to found Financial Engines, a company which provides financial advice to almost 800,000 employees at 553 large employers. Because Jeff invested in himself first he was able to transform his ideas and skills into a lucrative business, and build his portfolio.

Floyd Mayweather, Jr. courtesy of Wikipedia

Floyd Mayweather, Jr. is the world’s highest paid athlete with $105 million earned in the boxing ring over the past year. According to Wikipedia, he is currently undefeated as a professional and is a five-division world champion, having won ten world titles and the lineal championship in four different weight classes. His father, a boxer and trainer, started taking him to the gym as soon as he could walk, and fitted him for his first pair of boxing gloves at the age of seven. Floyd developed his skill by investing years of practice in the gym, but it was fueled by an innate love for the sport. This propelled him to his current position atop the list of highest paid athletes, with a portfolio to match.

Sarah Ketterer courtesy of Columbia Business School

Sarah Ketterer was born into the investment world. Her father, John Hotchkis, founded several successful asset management companies where she worked during the summers; but she didn’t initially pursue a career there. After several educational and professional shifts, Sarah eventually became interested in understanding and organizing the data used to make investment decisions, and joined her father’s firm to start a new international equity arm. From there, she and a partner developed a new model of money management, and in 2001 started their own international asset management business. Their unique approach which combines quantitative computer program probability predictions with fundamental analysis of stocks has paid off, and in the past 18 months their assets have more than doubled to $33 billion.

Leave a Legacy

The typical result of building a successful portfolio of treasures is to bestow it upon your heirs, or to donate it to a worthy cause. Some have amassed family fortunes in a trust for generations to come. Others have joined Bill Gates’ and Warren Buffett’s Giving Pledge, a commitment by the world’s wealthiest individuals and families to dedicate the majority of their wealth to philanthropy. Whether your portfolio is valued at $10,000 or $10 million or $10 billion, if properly managed its value may outlive you.

Similarly, a successful portfolio of talents can add value to others and provide benefits for those around you and for future generations. Inventors and innovators like Steve Jobs, George Washington Carver, and Thomas Edison have proven this already.

So what’s in your portfolio of talents, and how will that transfer to your portfolio of treasures? What assets do you have in terms of your skillsets, abilities, interests, and experiences? Whether you’re just holding a job, or in the midst of a successful career, it’s important to hone in on those elements upon which your success has been or can be built. Doing so will not only drive the right decisions to maximize your future personal development and professional career choices, but will enable you to provide lasting benefit to others in their growth and development.

Read Forbes Magazine’s June 30, 2014 issue for more information on Maggioncalda, Mayweather and Ketterer. Learn more about Mayweather’s early years here.

From Irritation to Innovation

June 30, 2014

Priscilla Archangel

Inspiration, Leadership, Results

From Irritation to Innovation

Elizabeth Holmes hates needles. To her, the idea of being poked by a needle and withdrawing blood is more than just unpleasant. When she knows that she has to give blood, she becomes consumed and overcome with the thought until it’s finally over.

So it should be no surprise that at age 19 she founded Theranos, a ground-breaking blood diagnostics company that 11 years later is worth more than $9 billion. The company has patented its secret technology of performing 200 different blood tests (soon growing to over 1,000 different tests) without using a syringe. They use a few drops of blood drawn using a finger stick to minimize discomfort, and collected in a “nanotainer”; a container the size of an electric fuse. Her board is stocked with powerful blue chip members including former cabinet secretaries, former U.S. senators and former military brass. Theranos’ innovative technology is poised to transform health care technology at no more than half the cost of similar tests using current technology.

Holmes leveraged a process that irritated her to innovate a new method of getting it done.

Productive Dissatisfaction

Tony Fadell was building a vacation home for his family. One of the seemingly mundane decisions was selecting thermostats, but he wasn’t satisfied with his choices. So he developed the Nest Learning Thermostat, a digital and WiFi enabled device that conserves energy by learning its owners’ habits. He also designed the Nest Protect which uses new technology to detect smoke and carbon monoxide.

Fadell’s real goal is to use technology to redesign and control all technology in the home. He was successful in raising startup capital as a result of his Apple pedigree, and extensive connections in Silicon Valley. He previously led the team that created the iPod, thereby rejuvenating Apple and transforming the music industry (yes, I love iTunes), and assisted in the development of the iPhone. Fadell left Apple in 2008 (along with his wife who was an HR executive there) and his thermostat irritation became the epiphany to innovate his next career move. As evidence of his success, Nest was purchased by Google earlier this year for $3.2 billion.

Innovation Mindset

Holmes and Fadell were irritated by processes and technology that others accepted as status quo. Obviously this wasn’t just a minor irritation either. Most of us would have dismissed it, avoided it, complained a bit while it was on our minds, then moved on to what we believed were more important things. We would think that change wasn’t needed, or that technology couldn’t effectively be applied to it and scaled for use. Instead, they saw it as a challenge and took the opportunity to do something about it. They had a mindset for innovation that they applied to their environment.

At the time, Holmes was a sophomore at Stanford, and according to her chemical engineering professor, viewed complex technical problems differently than other students. She dropped out shortly thereafter and persuaded her parents to invest her education fund into the business start-up.

Fadell’s tenure at Apple was distinguished by asking lots of questions, challenging Steve Jobs, and building his network in the “valley” outside the company; something normally reserved for Jobs himself. He didn’t conform to the typical concept of the Apple executive.

The Key to Innovation

So what is the key to your innovation? What is it that irritates you, but you find it difficult to simply walk away or ignore it. Instead, you keep trying to figure it out. This may be your opportunity to move from irritation to innovation; to find new approaches to address old ways of doing things. Though Holmes and Fadell applied innovation on a large scale, you can easily do this within a smaller sphere of influence; in your work team, organization, community group or family. Here are a few simple steps.

Tap into what’s irritating you. What problem needs to be solved? Chances are it’s right in front of you.
Find the benefit. Who will it add value to? Identifying your stakeholders will help you to target what action to take, and encourage you to stick with it for their benefit.
Ignore the naysayers. What do you believe is possible? If you don’t have faith in yourself, no one else will either.
Identify all the assumptions associated with the status quo. Why do people do it this way? Calling them out individually helps to break the innovation opportunity down into workable sizes for better analysis.
Methodically challenge each assumption. Why? Why? Why? Why? Why? By the time you’ve asked “why” five times, you’ll uncover some suppositions that really don’t have a strong foundation.
Think of a new approach. What if we did it this way instead? Then think of another different approach. This practice gets you into the mode of change.

If you’re really irritated, true innovation will typically involve transformation, not evolution. It will yield a totally unexpected outcome that represents a leap ahead, not just a step forward. So embrace that impatience and exasperation with the current situation, and press forward to a new mindset of innovation.

Read the articles on Elizabeth Holmes and Tony Fadell in the June 12, 2014 issue of Fortune.

Photo courtesy of iStockphoto

Lead with Your Why

May 31, 2014

Priscilla Archangel

Leadership, Purpose

Lead With Your Why

In his book Start With Why: How Great Leaders Inspire Everyone To Take Action, Simon Sinek describes our why as “our driving purpose, cause or belief”. This why never changes, no matter what we do. A critical role of leaders is to define and communicate the why of their organization in a way that unites the leadership team and all employees around it. A shared why among the leadership team translates into alignment and consistency in decision making regarding the company’s products and services. It drives brand marketing; financial and legal matters; and treatment of employees, customers and shareholders. A shared why will also keep the organization focused on what they’re doing and how they’re doing it. This becomes a standard or benchmark against which all strategies are measured to ensure they deliver on the brand promise.

Start With Your Why

When Bill and Melinda Gates we seeking a new CEO to lead their $40 billion foundation, they led with their why when they enticed Susan Desmond-Hellmann to accept the position. At the time she was passionate about her role as chancellor of the University of California at San Francisco, thus wasn’t initially interested. But after two months of conversations, she decided to accept the role because their vision, mission and plans gave her an opportunity to be a part of a team that could change the world. The interview process between the Gates and Desmond-Hellmann cinched the deal because it brought out the shared why that motivated each of them to action. While it was possible for the Gates to find someone capable of performing the role as CEO of the world’s second largest foundation, it was even more important to find one who shared their why, who shared their passion for improving the lives of women and girls in developing countries, and eradicating disease. And sharing that why made all the difference.

Rapper and music producer Dr. Dre (Andre Young) champions the why for the Beats by Dre brand, and Beats Electronics, which was co-founded by he and music mogul Jimmy Iovine. They produce the high-priced Beats headphones and provide a streaming music service. Dr. Dre maintains a focus on what’s “cool” by ensuring they have the best quality sound, and overseeing marketing strategies in minute detail. He’s known as a perfectionist, a workaholic, and eschews market research in favor of his gut instinct, which has paid off handsomely for him in past music endeavors. This was reinforced when Apple recently purchased Beats Electronics for $3.2 billion.

Steve Jobs was similarly known for avoiding market research because in his opinion, the customer doesn’t know what they want until someone shows it to them (yes, I didn’t know how much I needed my iPad until I got one). Jobs was famous for his product launches where he educated customers on the capabilities of new products and how it would help them. He spoke from the passion of his why instead of using a hard sell mode.

Know Your Why

The leadership of the Gates, Dr. Dre and Steve Jobs to define and communicate their company’s why attracts others who share the same why, and want to help them bring it to life. The why attracts customers to products and employees to positions. We identify with companies and brands that share beliefs similar to ours, that support causes we believe are worthy, and that provide services we feel are valuable. It takes focus for leaders to be clear about their why and to continuously steer their organizations in that direction, avoiding distractions and seemingly logical arguments to veer off track. It requires a deep-rooted understanding of what you want to accomplish, and a personal belief in your ability to do so. It requires the ability to block out the glittering lights of other leaders’ why, that may look cool, but doesn’t match your passion and motivation.

The driving cause or belief of your organization should evoke emotion and passion. It should be motivational. Sinek says that making money is the result, not the cause, and companies should think, act and communicate starting with their why. It engages employees and customers. So though you may think is obvious to all your stakeholders, take a moment to query those around you. If you’re not hearing consistent responses there’s an opportunity to provide clarity to your team and begin to drive that through all their decisions.

So know your why. Show your why. Grow your why.

Photo courtesy of iStockphoto.

Read about Dr. Dre and Apple here.

Read the interview with Melinda Gates and Susan Desmond-Hellmann in Fortune here.

Ideation Space

Find A Strength

Insanity Check

An Abundance Mindset

Shift: Strategic Reinvention

Passion: Blinded or Balanced?

The Mighty Ones

What’s In Your Portfolio?

From Irritation to Innovation

Lead With Your Why

Leadership Tips