Purpose is the game of champions, and subservience to purpose is a proven path to success

Where organisations are struggling to succeed, or survive, or just to run harmoniously, there is often an absence of purpose.

Most of these organisations have a great vision, mission and strategic plan, but lack the spark to pull it all together.

In his book, Purpose: The Starting Point of Great Companies, Nikos Mourkogiannis records that “…purpose – not money, not status – is what people most want from work. Make no mistake: they want compensation; some want an ego- affirming title. Even more, though, they want their lives to mean something, they want their lives to have a reason”.

You can’t find much fault with that!

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Do we take our organisations too seriously? A Company as a Carnival – vintage Tom Peters

Today I was wandering through an old note book reflecting on business post-Covid. I “found”this 1992. I have always found it delightful and fun to try and think in metaphorn and this from Tom Peter – well it’s vintage Peters – fun and vibrant! And was probably before it’s time!! Or perhaps still ahead. Enjoy

Add up fickle and fashion, the need for bonkers “organisations,” lots of tries and the matchless power of markets, and what do you have?  Among other things, a clarion call for a new imagery.

In short, today’s organisational images stink.  Not just those that derive from the military (“Kick ass and take names”) and “pyramids” (heavy, steep, immobile), but even the new “network,” “spiderweb,” “Calder mobile.”  These modern notions are a mighty step forward, but they still miss the core idea of tomorrow’s surviving corporation:  dynamism.

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The 100% rule for business success

you miss 100% of the shots you don’t take. Ideas only having power if you use them or share them. 

Inc. Magazine has a nice article entitled why “idea” should be a verb written by Jeff Haden.

He says: Every day, would-be entrepreneurs let hesitation and uncertainty stop them from acting on an idea. Fear of the unknown and fear of failure are what stopped me, and may be what stops you, too.To which I would add, it’s not just the entrepreneurs.

The final sentence in the article says it all:  You certainly won’t get it right all the time, but if you let “idea” stay a noun, you will always get it wrong.

It reminds me of Wayne Gretzky reflecting on why he was so successful as an ice hockey player:  you miss 100% of the shots you don’t take.

Haden’s advice:  try trusting your analysis, your judgement, and even your instincts a little more.

And then – take the shot!

If you’re a little bit down it may help you make better decisions: depression and leadership

Winston Churchill struggled with depression, and that may have made him a better leader.

Mildly depressed people tend to see the world more clearly.

Referring to Churchill, Nassir Ghaemi, professor of psychiatry in Tufts University School of Medicine, states: “The depressive leader saw the event of his day with a clarity and realism lacking in saner, more stable men.” (see Johansen, 2012, p.50)

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