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
A Higher Purpose
December 13th, 2010 § Leave a Comment
“Hi Coach, I’m ready with the assignment,” Jake said.
“Good.” I set aside my pen and paper. “Let us hear your definition of determination.”
“It means,” Jake said, “strength of character, intent of purpose , persistence, courage and tenacity.”
“And what would be the opposite of determination?” I asked.
“Weak resolve,” Jake said, “fear of failure, and quick to surrender.”
“The definition seems to be familiar to all,” I said. “The word is not hard to understand. It is just hard to live out as do many of the values.”
“Why is it that way coach?” Jake asked.
“You mentioned it all,” I said. “But mainly fear and a lack of purpose.”
“I think everyone can relate to the fear of failure,” Jake said.
“People are afraid to make mistakes,” I said, “even minor ones. The emotions of many are weak to handle criticism.”
“But coach,” Jake said, “we must avoid mistakes, right?”
“Right,” I said. “I do believe that we should make as few mistakes as possible, however…”
“However?” Jake interrupted.
“Those we know who succeeded in significant ways dared to fail,” I said. “And they did fail, some many times, until they got it.”
“It sounds like learning by doing,” Jake said. “But I am sure that they asked helped from others.”
“Of course,” I said. “No one knows everything.”
“You mentioned that the lack of determination is also brought about by lack of purpose,” Jake commented.
“If you look at the people who influenced history, those who dared to dream, and acted upon their dreams, are those who had a sense of purpose that is much bigger than themselves,” I said.
“I see. You are saying that if my heart is consumed by a purpose, a cause that is bigger than my needs, bigger than myself then I will develop a strong sense of determination,” Jake said.
“Fighting for a higher purpose without neglecting your needs,” I said, “is better than fighting for selfish interests.”
“I get it coach,” Jake said.
“Jake, whatever you do in your career or new enterprise,” I said, “align it to a much higher purpose. You will be amazed at what you can do.”
“You mean it will bring out my determination?” Jake asked.
“It will bring out the best in you,” I said. “And all the obstacles you will face will seem small compared to your purpose.”
“That is why some people just never give up!” Jake mentioned.
“For some, the sense of purpose grows to become a sense of responsibility,” I said.
“I see,” Jake said. “They feel the responsibility to keep trying.”
“For them, life is no longer complete if they do not live out their purpose,” I said. “They take responsibility with what they think, do, spend on, plan, and all.”
“This is strong stuff coach,” Jake said. “I will definitely reflect on this.”
“Yup, this is not for babies,” I said. “This is meat to chew upon and think over.”
“I am speechless,” Jake said.
“See you next week, Jake.”
© Eduardo R. Pilapil Jr. 2010
Do Not Lie to Your Customers
December 11th, 2010 § 2 Comments
“Hi Coach, what is our next lesson on values?” Jake asked.
“Honesty,” I said. “Never lie to your customers.”
“That seems obvious,” Jake said.
“Yes, however, it is not as easy to keep,” I said.
“What do you mean?” Jake asked.
“One way a person’s character is revealed is when he is desperate,” I said. “Need or desperation can tempt us to lie.”
“So that we get what we want?” Jake said.
“The problem is, that is a form of manipulation,” I said. “Manipulators are first liars.”
“How else do people lie to customers aside from desperation,” Jake asked.
“Obsession,” I said
“You mean greed,” Jake said.
“And that is not only true for individuals,” I said. “It is also true for corporations.”
“Well, that is what the global crisis is about…” Jake said. “Unhealthy competition and outright greed.”
“Never lie to your customers Jake,” I said. “If you do, you lose them faster than a free fall. And the hope for recover is bleak.”
“I understand the gravity,” Jake said.
“Customers include your internal customers,” I said.
“You mean the people I work with,” Jake replied, “the other departments in my corporation.”
“Yes,” I said. “Deal with them with honesty and integrity.”
“Of course,” Jake said. “Otherwise, it would be hard to live with it. I would not be able to sleep.”
“You’ll be surprised,” I said, “that some can sleep soundly despite betraying their own words.”
“I guess there are people like that, huh,” Jake said.
“If your customers trust you,” I said, “then you are in a good position. Keep that trust.”
“I think that can be applied even in government,” Jake said.
“Absolutely.”
“And products we offer the market, food, medicine, construction, homes…” Jake said.
“Absolutely.”
“But I am sure some get away with lying,” Jake said.
“Yes they do,” I said. “But I believe in the law of the farm. What you sow, you reap. If you do not reap the consequences now, you will, later.”
“You are saying, if you fool others now, someday it will catch up with you,” Jake said.
“Right,” I said “If you sow bad, one day it will return to you a hundred-fold.”
“Of course, the opposite is true,” Jake said. “If you sow goodwill to others, you will reap goodwill.”
“Yes but the source of the return is not always directly where you sowed,” I said. “It may behave like a vine.”
“Meaning?” Jake asked.
“You may have made a customer happy and he has reciprocated by being loyal,” I said. “But, he may share a good word to others about you…”
“And you reap the blessings from these new sources,” Jake said.
“Everyone is tempted to compromise integrity for convenience, greed, competition, need,” I said. “But remember that the consequence of lying to your customers is more fatal than you think.”
“I got it coach. If they found out you lied, you can lose them for good,” Jake said. “Thanks for the reminder.”
“See you next week Jake.”
© Eduardo R. Pilapil Jr. 2010
Be Creative
December 9th, 2010 § Leave a Comment
“Hi Coach, may we discuss creativity as a value?” Jake requested.
“Sure,” I said. “You may begin the discussion by defining it in the context of career and business.”
“Creativity is approaching a situation or problem from a fresh perspective,” Jake said.
“That is a good definition Jake,” I said. “What would be the opposite of creativity?”
“I would say, underachievement or being one-dimensional,” Jake said. “If one does not approach a situation or problem in a fresh perspective then there will be no improvement. One will only see the limitations, not the possibilities.”
“And how does one improve ones creativity?” I asked.
“One can begin asking the right questions,” Jake answered.
“Please give examples Jake,” I said.
“If this is the problem, what are the limitations?” Jake said. “How can we hurdle these limitations?”
“Go on…” I urged.
“Another question would be, are there angles that I am overlooking?” Jake said. “Or, is there another cause for the problem?”
“That is good Jake,” I commended. “You described creativity in problem-solving. But you can define creativity further.”
“Please explain,” Jake replied.
“Creativity has the root word to create,” I said. “Therefore, we can say that being creative is using our ability to imagine or create something new or create a new derivation of something great.”
“An opposite of creativity then could be, unimaginative,” Jake said.
“Or lazy-mind,” I added.
“How is it applied?” Jake asked.
“Creativity may be applied in business processes,” I said. “It may also be applied by thinking of new ways to delight the customers. Coming up with ideas for new products or services that the customers do not even know exists.”
“How about creativity in communicating?” Jake added. “Or, creativity in balancing schedule or time.”
“Jake, each person has some creativity in them,” I said. “But many are not using their God-given creativity because they created limitations in their own mind.”
“I understand,” Jake said. “I have been guilty myself of making excuses instead of thinking of creative solutions.”
“But be warned,” I said. “Creativity is a great value but not all companies are welcoming of new ideas to improve.”
“Yeah, some treasure the way they do things,” Jake replied.
“There is nothing wrong with protecting what works,” I said. “But history has proven that only good values should last, not processes, not technology, not products, and not services. Everything must change for the better.”
“Again, we should ask another question, how can I further improve what’s great to what can become a legend?” Jake said.
“That would be a good question Jake,” I laughed. “One for the books.”
“I am beginning to appreciate creativity more,” Jake said.
“Creative ideas changed the world,” I said. “Creativity means progress. Creativity means growth.”
“What if a person’s company is not open to new ideas?” Jake said.
“That is why some people transferred,” I said. “And some became entrepreneurs. Creativity mixed with passion is very hard to ignore.”
“Thanks for the session Coach,” Jake said as he got up to leave.
“Do not be afraid to try out what you have imagined,” I adviced.
“Yeah, that’s what I want to do now. Some might actually work,” Jake said.
“Right. See you next week Jake,” I said.
© Eduardo R. Pilapil Jr. 2010
Be Available
December 8th, 2010 § 2 Comments
“Hi Jake, let us discuss your research on availability,” I said. “What is being available?”
He let his fingers run through his digital pad. Here it is, “Availability for the context of our discussion would be, accessible and reachable.”
“How does it work?” I probed.
“As an employee, I should be accessible should my boss have any questions with my work,” Jake said. “Or if he has any concerns related to our project. As a manager, I should be accessible to my team should they want to clarify anything.”
“How does this apply to you as an entrepreneur?” I asked.
“My clients should know where to reach us. A phone number or an email should be attainable in my web site,” Jake answered. “And of course, we should reply to their calls, voice mails or emails.”
“What if you are not immediately available to speak to your boss or your client?” I asked.
“I’ll make sure that I set another schedule as soon as possible,” Jake replied. “But I will try my best to call or meet them immediately.”
“Isn’t it sometimes a bother to respond to all these, interruptions?” I asked.
“We should not think of them as interruptions. I think that if what I deliver is good quality, then they would seldom contact me for adjustments,” Jake replied. “But if they do, I should be cheerful in my service to them. It just means that they find value in me.”
“That is good insight Jake,” I said. “But just an important note, consider the importance, the urgency, the timing, in short, prioritize before rushing out.”
“Right,” Jake said. “I may be doing something of higher priority so I should take a step back and analyze, formulate a strategy, then approach it cautiously or wisely.”
“Jake, remember that availability applied properly is wise flexibility and wise communication,” I said.
“I can easily adjust to communication,” Jake said. “I will communicate in a respectful way to make my clients or boss feel that I am on to their concern, but being flexible is a challenge.”
“Why?” I asked.
“My schedule is always tight,” Jake replied.
“If your schedule is always tight,” I said, “then it is best to let go of the minor stuff.”
“What do you mean?” Jake asked.
“Immediate family, a few close friends, job-related stuff, and clients, this can be your priority group,” I said. “Minimize taking on major roles outside. For social occasions, avoid promising that you will go.”
“Got it. Put enough space in between tasks and appointments,” Jake replied. “That is a good one coach.”
“It is applying foresight,” I said. “If there are possibilities of being called upon, then factor that in.”
“That is my problem. I have so many friends, I keep saying yes to all the invitations,” Jake said.
“Like I said, just do not promise,” I said. “But hey, a few dedicated friends are better than a thousand acquaintances. Learn to say, No.”
“I agree,” Jake said.
“What happens to an employee or a business that is not available for boss, clients or customers?” I asked.
“You mean, boss and customers cannot access or reach them, or they avoid responsibilities,” Jake said, “they will not be valued by employer nor customers.”
“So many lose career advancement or entrepreneurial success, even if they are competent, because they do not have good values,” I said. “But good values show that you value your customers, internal or external, and they will value you in return.”
“This is good foundation for me Coach,” Jake said.
“See you next week.”
© Eduardo R. Pilapil Jr. 2010
