Strategic Monday, Celebration Friday
March 10th, 2011 § Leave a Comment
“How’s the team, George?”
“Hi Coach,” he said. “I tried doing the activities you mentioned last week.”
“Strategic Monday? Celebration Friday?” I asked to confirm.
“Yes, both.”
“How was it?”
“They were not too comfortable at first when we did the strategic Monday,” George said.
“In what way?”
“Strategic Monday is to critique what we have been doing,” he said, “and to make sure that all we do is aligned to our strategic direction.”
“Yes, that is right.”
“Not everyone was ready to speak out,” he said “perhaps they were not ready to give feedback or they are not ready to receive feedback.”
“What did you do then?” I asked.
“As we discussed earlier,” he said, “I pointed out where I realized my misalignment was.”
“Good, you started to critique yourself,” I mentioned, “before you critiqued others.”
“That is all I did last Monday.”
“That is a good start,” I said. “You modeled it. I am sure that they will follow.”
“Celebration Friday is a different story.”
“Let’s hear it.”
“Everyone was so happy to share what they accomplished for the week,” he said. “They were enthusiastic.”
“Good to hear that.”
“Jake shared the positive feedback from his client,” he began. “Andrew told us about a lesson he learned from our competitor. James closed his first deal. Maria explored new opportunities.”
“So the atmosphere was positive?”
“Oh yeah! It was,” he said. “We were clapping our hands after every statement.”
“Continue both Strategic Monday and Celebration Friday.”
“Yes Coach, I will,” he said. “But will it be embarrassing if we critique one-another on Strategic Monday?”
“Critique the team as a whole, not individuals,” I explained. “Do the individual corrections on your one-on-one coaching.”
“What is the best schedule for that?” he asked.
“Monday, after the team meeting,” I said, “or, Wed, in the middle of the week.”
“Okay,” he said, “I’ll try the Wed.”
“All your comments must be constructive either to affirm or correct,” I reminded.
“Yes Coach,” he said. “I will use the sandwich.”
“Sandwich?”
“At first I will appreciate what positive things they’ve done,” he said, “and then I will give my comments on where they should improve, and to end on a positive note, I affirm my belief in their capabilities.”
“That’s great,” I said, “where did you learn that?”
“Coach, I also read books and attend seminars,” he said, “so I know a thing or two.”
“I did not mean to offend.”
“None taken,” he said, “I was just mentioning.”
“Good,” I said. “I was just asking.”
“Strategic Monday will work,” I said, “just keep doing it.”
“The atmosphere in the office is more positive now,” he said. “I hope it translates to the bottom line goals.”
“It will,” I assured. “But it needs patience.”
“I agree,” he said. “Thanks for the session coach.”
“I’ll see you next week.”
Draw Your Ideas
February 9th, 2011 § Leave a Comment
“Hi George.” I welcomed him as he sat on the coach. “How’s the Leadership Journal?”
“It was fun,” George replied. “I couldn’t get to write anything at first. I was staring at a blank page with nothing on my mind. But when I began, it just flowed. I couldn’t stop. My wife had to call me three times when dinner time came.”
“That is good to hear,” I said. “You really got into it.”
“Yes,” he said. “I have been writing everyday since.”
“What did you discover?”
“I wrote the obstacles that my company was facing,” he said. “Then I wrote the solutions that we were applying, but suddenly I kept writing other possible solutions. It just came to me that there were better options to some of the problems.”
“Have you tried drawing the solutions?”
“No,” George said. “Is that better?”
“It depends on you, but give it a try,” I said. “For some, drawing mind maps help unleash their creativity.”
“Was that your experience?” he asked.
“The drawing gives me a visual representation of the idea,” I said. “It also helps me expand the details. I think some of the best ideas that I got were from drawing maps.”
“I should practice that more often,” he said.
“Why not draw a map for every member of your team,” I said. “Aside from just giving them tasks, show them how the specific tasks fits in the whole plan.”
“Another use I am seeing is to draw the career path of each one of them,” he said.
“I assume that you will involve them in the process.”
“Yes, they should be,” he said. “It will strengthen ownership.”
“It also strengthens respect,” I replied.
“Respect?”
“They will respect you more for involving them,” I said, “or just hearing them out.”
“I agree,” he said. “After all it is their career.”
“Try to draw how their career path and your company’s interest intersect,” I said.
“That makes sense,” George said. “It would be advantageous to show the alignment of an employee’s career growth and the company’s growth.”
“Map how your company will grow in the next 2 years,” I suggested.
“I already have a plan in place,” he replied.
“Draw it,” I said, “but do not hesitate to draw branches.”
“You mean the different ways that I can execute each branch?” he said.
“You might generate better strategies and options when you draw your plan.”
“Okay,” George said. “I’ll do that.”
“That will be you assignment.”
“See you next week, Coach.”
Entrepreneur Coach
January 16th, 2011 § Leave a Comment
“Good morning,” the visitor said. “You must be the business coach.”
“Welcome Mr. Rivero,” I said. “Yes I am a business coach but I prefer, Entrepreneur Coach.”
“Is there a difference?” Mr. Rivero asked.
“A little.”
“Care to shed some light on that?” he said.
“A business coach is focused on coaching the business owner achieve their business goals,” I said, “while and entrepreneur coach, like the business coach, helps the business owners achieve their goals but is not limited to them. The entrepreneur coach also helps people become ‘entrepreneurial’ in their mindset even if they do not own a business.”
“You mean that even if they are employees, they can be entrepreneurial?” the visitor asked.
“That is right Mr. Rivero,” I said.
“Call me George.”
“There is even a name for the entrepreneurial employee…” I said.
“I think they call them ‘intra-preneur,’” George interrupted.
“Yes,” I said. “The intra-preneur has a sense of ownership in the vision and the progress of the enterprise as a whole. His concern is similar to that of the business owner, sometimes more.”
“Jake told me much about you, coach,” he said.
“How is he doing?” I asked.
“That is why I am here,” George said. “I am impressed.”
“Glad that he found a place where he can shine,” I said.
“I am here because I am curious,” George said.
“Curious?”
“Jake told me about how he experienced slow, but steady transformation,” George said. “He claims that he could not have done it without you.”
“I help people and organizations reach their goals,” I said, “I guide. I catalyze. But the real work belongs to the one who has the goal.”
“I understand, “George said. “You are going to say that it was really Jake who worked hard at his improvement. But I do believe him when he said that having an effective entrepreneur coach is very beneficial.”
“So, how may I help you, George,” I asked.
“Coach me,” he said.
“In what area?”
“In leading and managing my company.”
“You are into service, right?” I asked.
“Consulting,” George said. “We are into business consulting.”
“Jake told me that much,” I said. “Aren’t you also into training?”
“Yes we are,” he said. “I started in training but the consulting is the bigger business now.”
“What is the focus?”
“For training, we are focused on the middle managers,” he said. “For consulting, we focus on marketing.”
“How many people? How many managers?”
“Twenty-nine people,” he said. “Four managers.”
“What would be the goal of our coaching?” I asked.
“Help me grow the business.”
“Yes I can do that,” I said, “but that sounds broad.”
“Like I said, leadership and management,” George said.
“That is still broad.”
“Coach me to become a better team leader. And give me direct feedback on my strategies.”
“I see.”
“Help me duplicate myself in others,” George said.
“Let us start with team leadership to make it more focused,” I said. “But we will also discuss strategy.”
“Great. How much for a weekly session?”
“I will email the quotation to you.”
“Will I be surprised?”
“You believe in value for money, right?”
“Yes.”
“Then you will not be surprised.”
“Can you give me a range?”
“If I help double your company, no, if I help quadruple it, how much are you willing to pay?” I asked.
George was silent.
“My fees will be fair and proportional. I will need more info on your company and its performance for the past three years. I will then email a proposal with regard to the fees,” I said.
“When may I start?” he asked.
“If you sign the proposal this week, then we can start on Monday, 4pm” I said.
“I’ll see you Monday.”
“Thanks for the visit George.”
Gaps
January 9th, 2011 § Leave a Comment
“Hi Coach, it’s me again,” Jake said. “I started working in this new company. The arrangement is great.”
“Good to know that,” I said. “What is the arrangement?”
“The president treats all of his employees as partners,” Jake said. “I mean, we really feel that we are partners. He is quite firm but he respects everyone.”
“Good, the atmosphere in work is positive,” I said. “Plus I guess you were offered regular salary with profit-share.”
“Yes,” Jake said.
“So Jake, why are you here?” I asked. “How may I help you?”
“I came to ask help for our company,” Jake said.
“Let me hear it.”
“Well, we are in the planning phase for the next year,” Jake said. “And, the core group seems to be running out of ideas.”
“Ideas on what?”
“Expanding the business,” Jake replied.
“Gaps!” I said.
“Gaps?”
“Yes gaps,” I said. “Find gaps in the market that your group can fill. It should be aligned to your company’s strengths.”
“How do you find the gaps?” Jake asked.
“By listening to the market,” I said. “Find their frustrations or needs or preferences.”
“Do we set up interviews with company leaders?” Jake asked.
“That’s a good idea,” I said. “Why not treat them to a good restaurant and listen to them?”
“To find the gaps, we ask questions and listen, right?” Jake said.
“You can also observe,” I said. “Observe the frustrations of your target market.”
“What if we cannot find anything?” Jake asked.
“Then you are not listening,” I said. “Times change. New tech is introduced regularly. A new generation fills the workforce every few years.”
“I get it,” Jake interrupted. “There are always gaps when change happens.”
“Right! And change is bound to happen,” I said. “Expand your business by filling these gaps.”
“Are there other ways to find the gaps?” Jake asked.
“Create them,” I said. “Innovate then make the market feel that they need it.”
“I see,” Jake said. “Like all these electronic gadgets.”
“Does this apply to personal career?” Jake asked.
“What do you think?”
“My senior partner said that he invited me in because I communicate well and I have an established connection with the schools,” Jake said.
“Oh yes, you gave a lot of free talks for the universities in three cities,” I said. “You filled that gap for your senior partner.”
“If I stretch this lesson further coach,” Jake said. “A person can also position himself to fill gaps for companies. That person will be in demand if there are only few who can fill a certain gap.”
“Right Jake,” I said. “It is still about developing your skills and about being differentiated from everybody else.”
“Yes, that makes a person stand out,” I said.
“Hey coach, I hope you don’t mind,” Jake said. “I told my boss about you. He requests to meet you. Is it okay to set an appointment for him?”
“Of course,” I said. “What does he want to talk about?”
“His business,” Jake said, “and his life.”
“What’s his name?” I asked.
“George Rivero.”
“I’ll see him next week,” I said.
“Thanks for the session Coach, bye.”
© Eduardo R. Pilapil Jr. 2011
Make Your Move
January 2nd, 2011 § Leave a Comment
“Hi Jake, what brings you here?” I asked.
“The usual coach,” Jake said. “I need your opinion.”
“On what?”
“I’m at a fork in my journey,” Jake said.
“Oh, you need to make a major decision,” I replied.
“Yes,” Jake said. “I have three choices. First, stay put as you advised when we first met, but things have changed. Second, accept an invitation from another company which is aligned to my best skills and passion. Third, launch my own company.”
“Alright Jake,” I said. “You are correct with the first statement. My advise earlier does not count anymore. Things have changed. You have grown in knowledge, skill and exposure.”
“Yes Coach.”
“The second sounds interesting,” I said. “Is it a learning company?”
“Yes coach,” Jake said. “I will be speaking in corporate seminars. They will also promote me in different parts of the country.”
“Sounds good,” I replied. “How will they pay you?”
“A regular salary plus profit share,” Jake said.
“Wow,” I said. “They offered you that? It means they see value.”
“I think they do,” Jake said with confidence.
“Now, the third one. You want to start your own corporate training company?” I inquired.
“What do you think, Coach?” Jake raised his shoulders.
“Have you made a business plan?” I asked.
“Yes coach,” Jake said, “here.”
“Have you done your risk analysis?”
“Not yet that thorough,” Jake replied.
“Where do you plan to get your financing?” I asked.
“I have a few options. I do not need much anyway.”
“You need to be sustained for at least a year,” I said. “One major difference when you launch on your own is the pay check. It does not come regularly.”
“The business plan I made can sustain me for 4 months but not one year,” Jake said.
“One year is better. Things can go wrong. Unseen and uncontrollable factors might become factors.”
“I see,” Jake said.
“It is good that you feel this fork in the road,” I said. “I believe the first option is the safest, stay put. But staying there may mean not making any progress.”
“That is exactly how I feel coach.”
“The offer from the training company sounds good,” I said. “You have a regular salary plus profit-share, which means you can be an intra-preneur.”
“Intra-preneur?”
“Yes,” I said. “An employee that has regular salary but behaves like an entrepreneur.”
“I understand,” Jake said. “The opportunity can become a half-way to my being an entrepreneur.”
“Yes it can be half-way,” I said. “Or, it can be your model.”
“What do you mean?”
“My desire is for people to be entrepreneurial in attitude,” I said. “That can be expressed by starting your own business or joining another company that gives similar opportunities.
“You mean some people are never meant to own their own business,” Jake said. “But they can be entrepreneurial in mindset and attitude if they are given the opportunity.”
“Yes.”
“What do you think about me?”
“You can be either,” I said “and you will succeed. But expect some unpleasant surprises when you choose to launch your own business. You were briefed how it is.”
“I am inclined to choose the second option anyway,” Jake said.
“If you can build your personal brand in the second option,” I said. “Go for it. But, if you are more daring, choose to start your own. Find good investors.”
“That is easier said than done,” Jake replied.
“Yup,” I said, “One thing is sure. Do not stay where you are. There is a ceiling there. Your career path is unclear. Your passion and skill is not in play.”
“So, you agree that it is time then,” Jake said firmly.
“Right Jake, it is time,” I said. “Make your move.”
“Second option,” Jake said.
“Like I said, make your move!”
© Eduardo R. Pilapil Jr. 2011
Hollow and Empty
December 27th, 2010 § Leave a Comment
“Hi Coach, it has been a while,” Jake said.
“Hello Jake,” I replied. “What brings you here?”
“Just want to reconnect,” Jake said. “And to tell you a story then ask a question.”
“Let’s hear it.”
“I went around learning on my own as you said I should,” Jake said. “However, there are some things that bothered me.”
“Go on.”
“I listened to some speakers and attended events like product launches, opening ceremonies,” Jake said. “You know, events that tell people of the next big thing.”
“So?”
“I felt like a lot of them were crap,” Jake said.
“Are you sure that you are not just being sarcastic or too critical,” I asked.
“No,” Jake replied, ” I gave an open mind. I was even excited about most of the events.”
“But?”
“But it felt empty or hallow,” Jake said. “There was nothing there.”
“There was nothing there?”
“Is there something wrong with me, coach?” Jake asked.
“Maybe,” I said, “or maybe not.”
“Say something coach.”
“Organizers of such events find ways to induce or ballyhoo the product or event,” I said.
“I’m still listening,” Jake beckoned me to continue.
“The marketers, the performers, the speakers, the stage managers, the players, the producers, the manufacturers, have all seen its power,” I said. “That is why they keep using it.”
“And why do some focus so much on how good their company is like it matters to us?” Jake said.
“It does matter,” I corrected him.
“But shouldn’t the focus be more on the customer value?”
“Yes,” I said. “It is an old marketing strategy to announce yourself as number one. Or, to emphasize what good things are happening to them.”
“Like you said, it is an old strategy that may not be so good now,” Jake replied.
“Some companies wake up and begin to focus on real value,” I said. “But others continue to hype what is not really there.”
“But not everyone is naive,” Jake replied. “The deep thinkers, the sound, the ones who take a step back and observe, those who look for value, will always feel hollow and empty.”
“You may no longer be as naive, Jake. For that, I am happy,” I said. “But liars thrive because, as they say, a sucker is born everyday.”
“What?”
“There are people who are gullible as long as it feeds their emotion,” I said.
“This is troubling.”
“But,” I said, “people grow smart. They grow up. They stop sucking everything up and start thinking at a higher plane.”
“Does that include me?” Jake asked.
“Be a good critique of others, even me, and even you,” I said. “But the real lesson for you here is, never hype what is not there. Only excite people with the value that is really there, the one that benefits them.”
“Yes coach,” Jake said. “Do I see you next week?”
“No,” I said, “keep learning on your own.”
© Eduardo R. Pilapil Jr. 2010-2011
When Mentors are Unnecessary
December 21st, 2010 § 4 Comments
“Hi Coach, what’s our topic for today?” Jake asked.
“The topic would be, When Mentors are Unnecessary,” I replied.
“This seems to be a different thought,” Jake said.
“Before I start, I want to make sure that you do not misunderstand the concept,” I said.
“Alright.”
“We all need teachers, mentors, instructors, coaches, disciplers and the like,” I said. “But there are times when it is best not to have them.”
“Let me get this right,” Jake said, “you are not negating their importance nor their necessity in learning, but you are saying that there are exceptions.”
“Having mentors speed up the process for learning,” I said. “It gives us a sense that we are not alone in our learning, our decisions and our life.”
“However?” Jake asked in anticipation.
“There are times when mentors, teachers, coaches, pastors, priests, fathers, and the like become the limits that will hold our full potential,” I said. “They can become the boxes that trap our out-of-the-box thinking. It is possible that you unknowingly operate in a mental framework, which works yet limits.”
“It is ironic for you to say that because you are a mentor yourself,” Jake said, “but I see your point.”
“It is precisely why I am saying it to you,” I said. “I am a mentor, coach, father and pastor. Yet I can be unconsciously a limit to you and all who might admire or follow me.”
“But I have learned a lot from you and I still keep learning,” Jake said.
“I am not stopping you from that,” I said. “You may still keep learning from me if you see it beneficial. I still have a lot to impart to you.”
“Thank goodness,” Jake said. “I thought you were firing me as a client.”
“No, but I want to release you for a while,” I said.
“You mean we will no longer meet?” Jake asked.
“I am always here,” I said. “We’ll just stop the regular meeting.”
“As long as I can still meet you,” Jake said.
“I am just a phone call away,” I said. “Let me give you some reasons why there are times it is best to be free of us.”
“Okay coach. let me hear it,” Jake said “but this feels so strange to me.”
“One. You must learn on your own. Process your ideas without much interference,” I said, “even from a coach.”
“But coach, you taught me to process ideas with others,” Jake said. “Doesn’t that contradict it.”
“No,” I said. “You must consult your ideas to others especially mentors, but this time, I want you to generate ideas that perhaps, few or no one has thought about even your mentors. Ideas that might polarize people to love it or the opposite.”
“No middle ground?” Jake said.
“Staying in the middle means trying to please as many as you can,” I said, “which is not really bad except that you will never excel or standout.”
“You mean to tell me that I must try to conceptualize ideas that even mentors have not thought about?” Jake asked, “not to mention polarize them.”
“Yes. Remember that success is not trying to make everyone like you but creating fans or advocates of a segment,” I explained, “but the other segments may dislike you. If everyone likes your idea then that is middle ground. And middle ground is not striking enough.”
“I think I learned that from my studies,” Jake said. “And I agree. What’s the other reason when mentors are unnecessary?”
“To be incomparable!” I said. “When it is time to let your uniqueness come out.”
“What do you mean?”
“Birds of the same feather flock together, right?” I asked.
“Oh, you are bringing up a past lesson,” Jake said. “But even your past lesson says that I must join a company of eagles, those who think are a cut above the rest.”
“Hold on,” I said. “Do not get excited.”
“Sorry.”
“It is good to be part of a company of eagles. But each eagle must depart from his family in order to gain his territory,” I said. “A mature eagle will still be alone.”
“Help me integrate it coach.”
“Look beyond your mentors,” I said. “Allow your uniqueness to come out.”
“I am somehow getting it now,” Jake said. “Though I am inspired by role models or mentors, I must one day be the mentor and role model, but that is not all. I must be free to create or evolve into something I have not seen from them. I must be free to be uniquely me – what I was meant to be.”
“At some point you must stop benchmarking,” I said. “Be inspired by us, cherish the lessons, but dream beyond us. You are not me, you were not meant to be like me even if you learned much from me, nor should you remain to be in the shadow of anyone. Step out in faith. Mount the wind. Free your mind.”
“I am getting it,” Jake said. “If I innovate, or start a new category in business, or start a new kind of profession, if it is so new, then no one is an expert yet. No one would be able to mentor me. Most, if not all, will fail to grasp it at first.”
“If other mentors grasp it quickly,” I said, “maybe it is not really new.”
“I get it coach,” Jake said. “May I call you, should I have more questions regarding this topic?”
“Of course,” I said. “But another thing before you go. You are coaching and mentoring some people right?”
“Yes.”
“Let them learn from you but do not become their limit. They are not you. Encourage their different-ness to come out. And advise them not to make any other person they admire to be their ceiling or limit,” I advised. “Their minds should be free to soar.”
“Got it.”
“Bye Jake.”
© Eduardo R. Pilapil Jr. 2010
When Engaging Others
December 17th, 2010 § 2 Comments
“Hi Jake, today we will discuss the ability to engage and make connections,” I said.
“Alright,” Jake said. “I am sure this is significant but would it be alright for you to tell me why you think so?”
“The ability to engage people is crucial to your advancement,” I said. “Mostly in indirect ways.”
“My school did not teach me that,” Jake exclaimed.
“Some schools do,” I said. “But they do not emphasize it much. Most schools emphasize the accumulation and integration of knowledge.”
“People skills are not their priority,” Jake said.
“Like I said, not all,” I mentioned. “Some are very balanced. Let us get back to the discussion.”
“I think we covered part of today’s topic in a previous session,” Jake recalled.
“Yes,” I said. “The ability to listen, to ask questions and to appreciate.”
“The earlier session was about learning from the masters or other successful people,” Jake said.
“Yes,” I affirmed. “But this time it is not just about bringing out lessons from mentors. It is about bringing to light the positive in everyone that you engage.”
“Everyone?
“Yes,” I said.
“Coach, I am already very conversant,” Jake said. “How can I still improve?”
“Let us borrow a few pages from Carnegie,” I said. “When you engage people especially when you are meeting them for the first time, say something good about them.”
“You mean appreciation,” Jake said.
“Admiration,” I said. “Admire, if you will, their career, their business, their brand, their country.”
“I am not so much of an admiring person,” Jake said.
“Do not short change yourself,” I said. “I have heard you admire celebrities. You just have to admire the less popular.”
“I will have to make some adjustments in my perspective,” Jake said. “How again can this help me?”
“Success is not only what you know or it is not just about your expertise,” I said. “It is also about who you know, your network. But there is a third one.”
“What?”
“Who remembers you,” I said. “You may be excellent at what you do. You may know a lot of people. But if those you know cannot remember you easily then they cannot also easily recommend you to others.”
“Great. I get it now,” Jake said. “It is like branding, I should become their top of mind.”
“But you have to be careful,” I said. “Because you want to be top of mind, you might end up sounding like a door-to-door salesman.”
“Meaning?”
“You only talk about yourself and your service,” I said, “which is the opposite of positive engagement.”
“But they must know who I am or what I do,” Jake reacted.
“Yes especially when they ask,” I replied. “But do not overdo it.”
“What should I do then?” Jake asked.
“When you engage people,” I explained, “show your sincere interest in them. Focus the discussion on them. Make them feel good at who they are and what they do or where they come from.”
“Please continue,” Jake said.
“If you make the engagement about them instead of you,” I said. “There is a higher chance that you will be remembered in appreciation rather than be remembered as a proud jerk.”
“Do I sound like a proud jerk?” Jake asked.
“Sometimes.”
“Ouch.”
“If they feel good about engaging you,” I said, “they won’t mind engaging you again. They might even look you up. Better have that website ready.”
“Which of course means,” Jake said, “that they might get my services or recommend me to others.”
“Remember that it is not about you. Do not even think of getting more clients, allow it to be a natural result. By engaging others well, you might open doors other than business,” I said. “Doors to friendship might open up.”
“This session has changed my mind,” Jake said.
“I hope that is not all that will change,” I said.
“Yes, coach,” Jake said. “I will be proactive in engaging others and showing genuine interest, make them feel good about themselves. I’ll make it about them.”
“You got it. See you next week, Jake.”
© Eduardo R. Pilapil Jr. 2010
The How of Habits
December 16th, 2010 § 2 Comments
“Hi Coach, I recalled that in one of our previous discussions, you mentioned that my lifestyle should develop my expertise,” Jake said.
“Yes I did.”
“And that I should focus on building habits that contribute to that,” Jake said. “My question is, how do I build those habits?”
“Have you identified the habits that can help you become one of the best at what you do?” I asked.
“Well I thought I should develop different habits such as reading, listening, studying, writing, speaking, saving, investing, sleeping well, and more,” Jake said. “But I learned that there are bad habits that I had to change like watching too much TV and eating a lot of junk food.”
“Do not get so frustrated,” I said. “It is a good step that you know what must be changed. And that you are willing.”
“I am not sure,” Jake said. “If I were willing I should have made significant changes already.”
“Do not be too hard on yourself,” I said. “Compared to others, you are better off. Some do not even care.”
“Okay, I’ll be calm,” Jake said. “But how do I develop good habits and get rid of bad ones.”
“Jake, how do you eat an elephant?” I asked.
“I can’t eat an elephant. What do you mean?” Jake asked.
“It’s a hypothetical question. Answer it.”
“It’s too big!” Jake replied.
“Precisely,” I said. “You cannot eat it all at once because it is too big. So how do you eat it?”
“Piece by piece.” He said as he gently went back to sit.
“You cannot change all the bad habits at one time,” I said. “Replace bad habits by new ones. One at a time.”
“One at a time,” he repeated.
“How long does it take to develop a habit?” I asked.
“I read somewhere that it is around 21 days,” Jake said.
“Yes, 3 weeks seems to be the accepted number,” I said. “But that number is not the same for all individuals so do not get frustrated. Just keep it up.”
“Alright. What do you suggest I do next?”
“One at a time,” I said. “Cut your cable to save time and money.”
“What?”
“I thought you wanted some changes,” I said. “By doing one thing, you can affect change on other things.”
“Okay, I’ll do it,” Jake said. “And I will use the freed up time to read and write more.”
“The few extra hours everyday channeled to developing your skills will be a major factor for your growth,” I said. “Give me your word that you will not revive your cable TV subscription within one month.”
“You have my word.”
“Good,” I said. “What will you write about?”
“Maybe make notes on speech styles or lecture styles,” Jake said.
“Good. Get out of the house at night and look for evening seminars or classes,” I said. “Commit to blog about it daily so you are forced to write.”
“Thanks for the session coach,” Jake said. “I needed that extra push. I’ll do what you say.”
“See you next week Jake,” I said. “I expect some changes.”
“Yup, I’ll stop the cable TV subscription.” Jake smiled as he left.
© Eduardo R. Pilapil Jr. 2010
Be Decisive in Times of Crisis
December 14th, 2010 § 3 Comments
“Hi Coach, how was your week?” Jake asked as he sat on the sofa.
“Tough week due to the number of decisions I had to make,” I replied.
“Can we discuss that today?” Jake asked.
“Which one?”
“Decision-making.”
“Alright,” I said. “But let me cite the value then we will discuss the process.”
“The value would be decisiveness,” Jake said.
“Right, let me define it,” I said. “It is the ability to make sound decisions especially during critical moments.”
“By critical moment you mean in times of crisis?” Jake asked.
“Yes,” I said. “Leaders and entrepreneurs are forced to make decisions regularly. The toughest times are when they have to make sacrifices. Or, if the decision is unpopular.”
“What else makes decision-making hard?” Jake asked.
“Well, you have to live with the consequence should it be the wrong decision,” I said. “And your popularity will be at risk.”
“What is the opposite of decisiveness?” Jake asked.
“We can say, avoidance or fear,” I said, “or maybe procrastination.”
“But not making a decision is a decision in itself, right?” Jake said.
“If you want to play with the meaning, then yes.”
“Have you had those times, coach?” Jake asked.
“As an entrepreneur, of course. As a leader, of course. As an Entrepreneur Coach, of course,” I said.
“How did it feel especially during crisis times?” Jake asked.
“Stressful!” I said. “Though there were cases where decisions had to be quick and there were cases where decisions had to be delayed. Knowing when was important.”
“But the decisions still had to be made, right?” Jake said.
“Yes, there is no way around it,” I said. “Like you said, an indecision is a form of decision. An indecision is a decision to surrender to the forces of circumstance. It is to give up control.”
“When should a decision be delayed?” Jake asked.
“When you need more consultation,” I said, “and when you have the luxury to delay it a little bit more. It is circumstantial.”
“I hope I can learn to be a good decision-maker,” Jake said.
“It takes practice,” I said. “But let me assure you that you will make wrong decisions. No one is perfect. Every seasoned leader knows that.”
“That is reassuring,” Jake replied with a bit of sarcasm. “How do you cope up with the wrong decisions?”
“I learn from it,” I said, “and I move on. Feeling bad about it does not help.”
“You mentioned earlier about a decision-making process,” Jake said.
“If it is a crisis, the first is to identify the problem, second is to search for the root causes,” I said. “Please note that there can be more than one cause.”
“I see.”
“Third is list down short-term, mid-term and long-term solutions,” I continued. “Fourth, is to get third party perspective. Fifth, prepare resources. Sixth, assemble the team who will implement the solutions, and seventh, tell the team to just do it.”
“What else should I know aside from this process,” Jake asked.
“Balance facts and gut,” I said.
“By gut you mean, intuition,” Jake said.
“Yes.”
“How do you do it?” Jake asked.
“After reviewing all the data, I set it all aside. I calm my mind and heart. I reflect. Then I decide,” I said.
“Isn’t the data good enough?” Jake asked. “Why use the gut?”
“There is no such thing as a complete data,” I said. “The time of quietness and reflection should help you integrate the forces that are unseen.”
“Unseen?” Jake wondered.
“Five years ago, did you foresee the global financial crisis?” I asked.
“No.”
“Ten years ago, did you foresee that there would be a 9/11 incident?” I asked.
“No.”
“Twenty years ago, did you foresee how the internet would affect our lives today?” I asked.
“No.”
“But some foresaw,” I said. “With a bit of uncertainty, a combination of facts and gut, they made their decisions. And they got breakthroughs.”
“Wow,” Jake said.
“But the opposite can be true,” I said. “You can also lose big time like the internet and real estate bubbles that blew up.”
“So decision-making is not a perfect science,” Jake said.
“No it is not,” I said. “In fact, I think it is more of an art.”
“That’s another thought-provoker,” Jake said.
“There is much to say but that is all for now Jake. See you next week.”
© Eduardo R. Pilapil Jr. 2010
