The Folklore’s Post

Why your projects are over budget and your employees are frustrated: 1. You didn't spend enough time clarifying your vision to a granular level 2. You didn't organize the workflows that would free up energy for innovation And it's not your fault. Between putting out fires and being forces to prioritize the urgent over the important, there's little time or mental energy. What if you could have someone do both without needing to plan, creatively direct, or add to your workload? Now you can. Book an intro call today, and we'll run through a free workshop where we guarantee you'll walk away with more clarity than you walked in with.

Book of the Day: Built to Sell by @JohnWarrillow [[ Key Takeaways: Design & structure your business so it can grow rapidly without requiring excess founder involvement Implement systems, processes, training programs, & hire team members so that it does not rely solely on you being there. Focus on building proprietary products, systems, processes, & intellectual property that deliver recurring revenue streams & core value that stays with the company even when you leave. Seek high retention customers with potential for increased lifetime value Attract, develop, & retain A-player talent who buy into your vision & complement your strengths DO NOT cling to average or problematic performers Systematize as much as possible! ]] Ultimately its all about scaling beyond you ( the founder ) & creating a structured system that can run like a well oiled machine.

Do you know how to shed the work that doesn't matter? It's a lot easier when you know what it is you want to be known for. This GREAT piece in the The Wall Street Journal today by Rachel Feintzeig cites that working smarter is a result of slowing down and making time for professional mastery. Outcomes from the practice include and are not limited to: ➢ Be the one to TRUST. ➢ Make time for yourself and dial is back. ➢ Come into your power. Coming into your power perfectly describes what I call your Devotion Factor. When you focus on what's important to you, you improve. Exploring and heightening that is worth your devotion. The piece is based on an interview with #CalNewport about his latest book #SlowProductivity. The most powerful thing the most powerful among us can do is embrace this notion that slowing down is actually going to increase our value. How you feel matters. When you can trust your own process, you're less distracted by tasks and topics that are outside of what you know to be true about your talent and future. Let's get to some shedding! #LeadershipAdvisor #CollaborationSpecialist #TheDevotionFactor

When it comes to business, I've always believed in an open-book approach. Why keep knowledge to ourselves? My rule is simple: share freely, execute brilliantly. The real value doesn't reside in the information itself; it's in how we bring that information to life. That's why I don't shy away from offering value upfront: insights, strategies, my opinion, etc. The concern that a potential client might walk away with all that intel and say "No" doesn't hold me back. I see it as an opportunity to showcase the real value of partnering with me: a growth partnership where transparency is the foundation. That's the journey I invite my clients on. Let's shift focus to celebrating the execution that turns ideas into reality. Because in the end, it's not just about the information; it's about the impact we create together. 🤝 #executionexcellence #partnershipsuccess #businessgrowth

The principles of Organization Design as framed by JustOrg Design are some of my favorite writing in the last year (re: https://lnkd.in/gT_Pf8gk) I adapted them as a series of relationships to sound OD theory and knowledge, and to one another. Emphasis on purpose and capabilities (as expressed by strategy) enhance Organization Development practices, create sound management design and interfaces, and serve a just, people-focused organization. I like how this picture really brings out the strengths of JustOrg's principles, and how the further you get into people and operating models, the more complexity increases!

I want to talk about the power of what I call “grace notes” in business. If you’ve worked with my team you know it’s something we do often and with great care. Last week I got these flowers from Reese (Witherspoon) and her awe inspiring crew after speaking. I once had a boss who’d write 3 handwritten notes a day. Sometimes just a one liner. In a world that moves at the speed of sound, this slowing down, this saying I thought of you, I see you…well it matters. In business getting out of the digital into the analog realm is one of the easiest, but most overlooked ways to stand out. And the best part? If you get creative it can be absolutely free. What’s something you'll never forgot giving or receiving?

Adam Forbes and I met during our corporate life, which I left in 2017 after 19 years. We both never looked back (much) and now he’s written a brilliant book about “the great escape” from big corporate machines. The subtitle to “Corporate Escapology” is “A practical guide to breaking free and moving on” and that’s exactly what Adam delivers. A down to earth handbook of how to get from thinking about exiting a corporate to finally pulling the trigger. The reader is taken by the hand and guided through a sensible step-by-step process which is easy to follow, supported by examples and helpful exercises. Additionally, and maybe more importantly, Adam is sitting next to you on the emotional roller coaster exit ride offering his authenticity, empathy, encouragement and care. So there’s plenty of space in his book for both the head and the heart (and actually hara too). Leaving a corporate can be hard but Adam’s book offers a method and a perspective for the life after PowerPoint. He writes for people who want to get out and either don’t know how to or are too afraid to leave. His book is a catalyst for those readers and I highly recommend it. https://lnkd.in/e7Vha_2m https://lnkd.in/eWvfuPiE

Just finished the course “Organization Design” by Amy Kates! As someone focused on Start-up design and function I found this worthwhile and thoughtful content.  Check it out: https://lnkd.in/e9PMEY_t #organizationaldesign.

Anybody else does this? I have different notebooks for different parts of my business. One for discovery calls. Another notebook for ‘to do’/get stuff done lists 3rd one for business itself, thoughts on business model, KPIs, service offers And last one for thought leadership and content writing. Pretty notebooks are for my mindset work and my side hobby (families looking to move to Mexico, coming soon!) Physically switching notebooks helps me shift to that part of identity and focus. Ex, I am moving from a salesperson to an account manager, to a business owner, with the physical swap of notebooks. I will not give up my pen and paper until I die. There is no digital substitute of magic between pen, paper, and movement of your hand writing things down.

"Components of a modern, effective Board" / "Bringing broad-based skills." The article "Components of a modern, effective Board" by KPMG draws attention to several important questions related to Board composition and directly impacting its effectiveness: 1. "Bringing broad-based skills." 2. "Leave at the CV at the door." 3. "Embrace equality of discussion." 4. "Reaching the best possible decision." 5. "Continuous improvement." let's dive into each question. Today we consider question 1 - "Bringing broad-based skills." As of to date, I have created 4 Boards, and I was invited to participate in two others at early stage of their implementation. Each time, the question arose about narrow or broad business and functional experience of potential Board members. It is quite a typical situation when, for example, a company has a weak sales, HR, or finance function. And the owner of this company proposes to take a corresponding narrow specialist into the Board, who has deep expertise in a specific direction but very limited business experience. The question arises - should this specialist be taken on the Board? Or, perhaps, it is better to take this specialist on the role of CxO? Or on the role of a consultant? The same story with industry experience among Board members. It is desirable that the Board has industry experience. Should all Board members have this experience? If not, what is the minimum number or percentage of Board members that should have industry experience? The author of the article gives his opinion on these questions. Subscribe to "Boardroom with Sergiy Bulavin (UA)" channel:  Whatsapp: https://lnkd.in/dc-nNqqU Viber: https://lnkd.in/d2YXYJzU Telegram: https://lnkd.in/dHVXUyJs https://lnkd.in/dkFzsVYr