Like many others, I have to confess to being one of those people who wants to be really good at everything I turn my attention to. I have driven myself (and probably many others) crazy with this perfectionist streak. Over time, I have learnt to manage it more effectively – and you can too.
As life becomes increasingly more complicated, being a perfectionist can have dangerous side effects. When it is just you in the world, it is easier to indulge your perfectionist streak. However, throw in responsibilities for a team, for a family, for a relationship and for some furry friends – well it becomes an increasingly complex juggling act.
Once upon a time, things were a bit more straight forward when it came to manners and the workplace. The manners that our parents instilled in us prevailed, and we learnt to take our cues at work from the senior and the successful. We learnt about a term called “professionalism”, and generally it was applied and understood by all in a corporate environment. Things were simpler then.
However, the waters have become muddied in the digital world and suddenly etiquette, manners and professionalism seem to be progressively optional. Well, for some. Not for all. And the separation between those who apply etiquette and those who don’t often strongly correlates with long term success and reputation. Without exception, in my experience the most impressive and successful executives, board members and thought leaders that I have met have been humble, gracious and polite. Coincidence? I think not.
Most organisations will have a set of core values. These will usually be proudly displayed on the wall and may even make it as far as the annual review or company website. But how often do they truly mirror the organisational culture? Too often the values are not in sync with how an organisation really operates. Here I outline some of the tell-tale signs to look for when the values have no bearing on reality.
Culture is an interesting topic and one that is often an important focus for prospective employees, clients, partners and share-holders. The core values are seen as the beacon of what the organisation aspires to in terms of culture. While a vision articulates a company’s purpose, the values offer a set of guidelines on the behaviours and mindsets needed to achieve that vision.
What exactly is “flow” and how does it impact your life at work and beyond? How and why does flow create a meaningful existence for both you and your team? How do you harness the creativity and innovation that comes from weaving flow into your daily existence?
The other day, my 11 year old daughter asked me over breakfast about the meaning of life. She noted, quite logically I might add, that it seemed that life was a progression of milestones. She explained that she would finish primary school, then high school, then university and then find a job. This was followed by getting married and maybe having kids. And she finished off with a simple “Is that it?”