The Fallacy of the Second Meeting
In successful projects I've had among the Fortune 1000, I estimate that I was able to get approval for the buyer to receive my proposal by the end of the first meeting about 85% or more of the time, The
Sniff
I caught what turned out to be one of those season-changing brief colds and could barely breathe. I went to the local CVS and visited the "consult" area. I told the pharmacist my problem, and he said, "Follow me," going
It’s Not Usually “Why” but “How”
Most organizations don't really need help with strategy. They know why they're there. But they have trouble with implementation, accountability, and metrics of success.
Time Trap
Calculate (use a daily journal over two weeks) how much time you're spending on which of your offerings: marketing, creating new IP, delivering, etc. Then calculate the percentage of your income each of those offerings represents. I often find that people
Have You Found It, Yet?
H.L. Mencken characterized philosophy as "A blind man in a dark room looking for a black cat that isn't there." That's what I think of every complex consulting approach I've ever encountered. The value of what we do is speed and
Whose Fault Is This, Anyway?
The Red Sox fired their manager—who has won three leagues championships and a world series—because they lost in the playoffs this year. They lost because their players didn't perform well, not because of horrible moves by the manager. Yet, the
Squirrels
Our prior white German Shepherd, Koufax, caught his first squirrel at the age of two. He went on to make 16 kills in 6 species that we confirmed. I'd estimate the true total was three times that. He was a
Keeping Your Head Above Water
I'm watching the ocean from our suite. If you're standing in the surf you remain in control and can make intelligent decisions about how to handle the waves and the undertow. However, if you're just a few hundred yards farther
Doom Loop
When I was speaking regularly—two or three keynotes a month—I found a slew of human resources and learning and development people who were fanatic about using questionnaires ("smile sheets") to assess whether the audiences liked the speaker. I remember I