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Category: Management

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Leadership Management

My Proven Process of Interactive Coaching

by Evan Hackel

A key concept from my book Ingaging Leadership: The Ultimate Edition

 

 

I would like to recommend that you use the following methodology of coaching in your coaching relationships. I have used it with younger workers, with workers who are my own age, with workers who are older than I am. And I can tell you, it works.

Please bear in mind that the process I am about to explain is flexible. You are welcome to adapt and change it as you refine it and use it to produce great coaching results with a wide variety of the people you supervise in your organization.

The process usually starts where the person being coached has an issue or problem that they need dealt with. I would recommend taking the following steps.

Step One: Start by defining the issue . . .

Define the largest issue you will be addressing in your coaching. What exactly is it?

Start by having the learner state what the problem is. As the coach, make sure they clearly delineate the difference between fact and opinion in the issue they define. Keep asking them good questions until the person you are coaching has clearly identified the issue. Good questions to ask after they’ve stated the initial problem are:

  • Can you tell me more about the situation?
  • Why do you think this is happening?

 Step Two: Decide why the issue matters . . .

Have the learner explain and share why the issue you will work on is important. Then take your exploration one step further by explaining why it is important from the perspective of different parties that are invested or impacted on by the issue. And discuss its value to your organization too.

Step Three: Decide what is possible . . .

Encourage the learner to brainstorm all the possible solutions to the issue that is under discussion. Then have them choose several solutions that you will explore. After exploring, have the person you are coaching choose what they believe to be the best option. It’s especially important you do not do this for them.

Step Four: Decide what steps to take next . . .

Have the person being coached find the next steps and have them commit to the process that they’re going to move forward with.

This process is designed to enable the learner to self-discover the answers. It is important that you, the coach, avoid the temptation to answer the questions. You are facilitating discoveries, not making them yourself.

This process assumes, however, that the Person being coached has the knowledge to define a problem, answer the questions that surround it, and identify reality-based solutions that address it. If the learner does not bring that level of knowledge to the process, the coach should step in and assume a mentoring role that helps the learner acquire new knowledge and move ahead with finding and implementing solutions.

 

Categories
Culture Growth Management

Love Has Its Own Internal Logic

Love Has Its Own Internal Logic

Love is a force both timeless and universal, yet it defies the conventional logic that governs much of our daily lives. To those who attempt to measure it in linear terms, love seems chaotic, even irrational. However, to dismiss it as mere emotion or whim would be to overlook its profound intricacies. Love operates by its internal logic—a framework as compelling and coherent as any scientific theorem, but one that follows a language all its own.

The Paradox of Love’s Logic

Love’s internal logic begins with its paradoxical nature. It is both selfless and self-fulfilling, requiring the lover to give without expectation while simultaneously providing immense personal satisfaction. This paradox reflects a deep truth: love grows not by hoarding, but by giving. It is the one resource that expands the more it is shared, defying the laws of scarcity that govern material possessions.

Consider the parent who sacrifices sleep, comfort, and personal freedom for their child. Rational economics might label this behavior as inefficient, yet the parent sees it as the highest form of investment. In love, fulfillment does not come from self-preservation, but from self-expansion. The more we love, the more we find ourselves enriched, transformed, and connected.

The Nonlinear Path of Love

Unlike transactional relationships, love does not progress in a straight line. It is nonlinear, marked by moments of intense joy, periods of trial, and times of quiet perseverance. Love thrives in contradictions: it is patient yet urgent, enduring yet fragile, and simple yet infinitely complex.

This nonlinear nature mirrors life itself. Just as the beauty of a river lies in its twists and turns, the richness of love is found in its unpredictability. To those willing to navigate its currents, love offers a depth of experience that transcends the mundane. It teaches us that life’s most meaningful journeys are not always the most direct.

Love’s Logic of Reciprocity

At its core, love operates on a logic of reciprocity, though not in the conventional sense. This is not a tit-for-tat exchange but a mutual flow of giving and receiving. The strength of this flow lies in its vulnerability—true love demands openness, risking rejection in pursuit of connection.

When love is reciprocated, the bond created is unbreakable, for it is built on mutual understanding and acceptance. Even when it is unrequited, the act of loving is transformative. To love deeply is to see the world through another’s eyes, broadening our perspective and deepening our capacity for empathy.

The Transformative Power of Love’s Logic

Love’s internal logic is ultimately transformative. It does not merely exist; it changes the lover and the beloved alike. In its presence, we become more patient, more forgiving, and more courageous. Love compels us to grow beyond our limitations, to embrace the fullness of our humanity.

Take, for example, the love that fuels acts of service and sacrifice. The firefighter who rushes into a burning building, the teacher who pours endless hours into a struggling student, and the friend who offers a shoulder in times of grief—all embody the transformative logic of love. These acts are not calculated; they arise from a place of deep connection and purpose.

Love’s Logic in the Modern World

In a world driven by efficiency, data, and pragmatism, love’s logic often seems out of place. We are conditioned to measure success by tangible outcomes, yet love resists such quantification. It cannot be dissected, predicted, or controlled. To truly embrace love is to accept its mystery, to trust in its process even when its outcomes are unclear.

Yet, this does not mean love is impractical. On the contrary, it is the foundation of the most enduring human achievements—families, communities, movements, and legacies. The logic of love reminds us that the greatest successes are not those measured in profits or accolades, but in lives touched and hearts changed.

Conclusion: Embracing Love’s Logic

To understand love’s internal logic is to accept that not all truths are bound by reason alone. Love teaches us to embrace complexity, value connection over perfection, and find strength in vulnerability. It is a logic that transcends the intellect, speaking directly to the heart and soul.

In the end, love’s greatest lesson is that its logic cannot be fully grasped until it is lived. It invites us to step beyond the familiar boundaries of rationality and into the boundless expanse of human connection. In doing so, we discover that love, in all its mystery and complexity, is not illogical at all. It is the deepest truth we will ever know.

Categories
Geopolitics Geopolitics and History Management

“Aid in Orgs in Meltdown – Stop Blaming the U.S.”

“Aid in Orgs in Meltdown – Stop Blaming the U.S.”

The real crisis isn’t the aid freeze—it’s decades of financial mismanagement finally catching up.

The crocodile tears are flowing, disgruntled fingers are wagging, angry voices are rebuking, and the world is supposed to sympathize with the humanitarian organizations now scrambling, floundering, and collapsing under the weight of their own incompetence. It’s natural to anguish, feel highly emotional pain, and be distraught for the poor souls caught up in conflict, abuse, abysmal refugee camps, and starving victims of war. I get that and feel it, too.

There IS a vital need for assistance. But that’s not this story’s topic.

It’s about those who “lead” these outfits I have a big beef with.

The U.S. turns off the aid faucet, and suddenly, there’s a full-blown crisis. Refugee programs are gutted. Food aid is stalled. Medical supplies are in limbo. Staff are laid off in droves. But let’s ask the hard question: Why?

Because these organizations built their entire existence on a single revenue source, they had no control over U.S. foreign aid. Instead of ensuring financial sustainability, they hijacked U.S. taxpayer money while making little effort to diversify, innovate, or prepare for the inevitable. And now? They’re blaming the donor instead of themselves.

Failures of Leadership, Failures of Planning, and Utter Dependence

Let’s look at the wreckage:

  • Texas’s Largest Immigrant Legal Aid Group Collapses Overnight – RAICES, Texas’s biggest immigration legal aid organization, just laid off 63 employees because the federal aid faucet was turned off.
    • Their business model? Total reliance on government money.
    • Their plan B? Nonexistent.
    • So, instead of being proactive, they’re slashing jobs and playing the victim.
  • International Aid Groups Cry Wolf After Failing to Budget Responsibly – Organizations like the International Rescue Committee (IRC), Catholic Relief Services, and the Danish Refugee Council are slashing thousands of jobs. But let’s be clear: These are multi-million-dollar nonprofits that have existed for decades. They had every opportunity to build endowments, create alternative funding streams, and implement self-sustaining models. Instead, they gambled their entire workforce on continued U.S. handouts. Now, their people pay the price.
  • Orphanages Running Out of Medicine- Because They Put All Their Faith in a Single Donor – In Kenya, the Nyumbani Children’s Home is running out of antiretroviral medicine for HIV-positive orphans because USAID funding was halted. This is tragic, but it’s also a colossal failure of leadership. How does a facility responsible for vulnerable children fail to secure diverse, sustainable funding for life-saving medicine? The only reason they are in this situation is that they chose dependency over financial stability.
  • Ethiopia’s Aid Sector ‘Shocked’– Despite Decades to Prepare – USAID funding has been a cornerstone of Ethiopia’s humanitarian efforts for years. But instead of using that time to build resilience, engage new donors, and develop alternative revenue sources, aid agencies let themselves become 100% reliant on a foreign government’s budget choices. Now that the money’s stopped, they’re acting surprised. Shocked. Unprepared. And utterly lost.
  • NGOs in Somalia Blaming the S. Instead of Themselves – The U.S. aid freeze has immobilized NGOs in Somalia that serve internally displaced persons. The media will say it’s a tragedy. But let’s ask the real question: What were these organizations doing to diversify funding while they had years of financial stability? Were they actively building a donor network? Creating community partnerships? Monetizing services where possible? Or were they just waiting for the next round of aid checks?

The same stories are playing out again and again. Entire organizations crumbling overnight because their executives–who many, many are paid six and seven-figure salaries to lead­ did nothing to ensure long-term viability.

The Real Crisis Is a Lack of Leadership

The issue here isn’t the aid freeze-it’s the sheer negligence and financial irresponsibility of these organizations.

If you are running a nonprofit, an NGO, or a humanitarian organization and your survival hinges entirely on whether or not U.S. aid money keeps coming in, you are not leading-you are just waiting for the next handout. And waiting is not a strategy.

The worst part? These failures were completely avoidable.

Eight Essential Revenue Streams for Survival & Growth

If these organizations had any sense of financial stewardship, they would have developed multiple income sources years ago. Here’s what every NGO should be focusing on Ten:

  1. Individual, One-Time Donors – These are most widely dependent upon small, local, or regional donors and are often the primary source of funding for startups but should never be ignored.
  2. Major Donors & Private Philanthropy- High-net-worth individuals, corporations, and impact investors should be a core part of any nonprofit’s funding strategy. Instead of whining about lost government aid, why weren’t these organizations actively courting sustainable private donors?
  3. Monthly Recurring Giving Programs – Organizations that rely on government money often ignore direct community support. Monthly giving programs create a predictable revenue stream. Where were the donor retention efforts? Where was the digital engagement?
  4. Grants from Diverse Sources (Not Just the U.S. Government) – These organizations acted as though USAID was the only grant funding available. What about corporate grants? European Union humanitarian grants? International development foundations?
  5. Earned Income & Social Enterprises – Every major NGO should have some revenue-generating activities. Whether it’s selling ethical products, running a skills­ training program with paid tuition, or licensing intellectual property, revenue should not be 100% dependent on donations.
  6. Corporate Partnerships & Sponsorships – Businesses are looking for meaningful CSR (corporate social responsibility). Why weren’t these NGOs partnering with brands that align with their missions?
  7. Investment & Endowment Strategies – Any serious nonprofit should have a financial cushion through investment funds and endowments. Where did all their previous years of funding go? Where’s the reserve? Where’s the financial planning?
  8. Crowdfunding & Digital Fundraising Campaigns – In the age of the internet, digital fundraising should be a primary year-round strategy, not an afterthought. If an organization can’t rally global grassroots donors before a crisis hits, that’s a failure of planning.

This Isn’t a U.S. Problem- It’s an Accountability Problem

Enough with the sob stories. Enough with the woe-is-me headlines. Enough with the blame game.

The U.S. is not responsible for the survival of these organizations. They were responsible for themselves. And they failed.

The organizations that collapse due to this aid freeze are not victims of injustice. They are victims of their financial incompetence.

The lesson here is simple: If you are in charge of a nonprofit, humanitarian group, or faith­ based organization, and you’re still betting your survival on the hope that government funding will continue indefinitely, you are committing professional malpractice.

And when your organization collapses under the weight of your mismanagement, don’t blame the donor. Blame yourself.

AUTHOR’S NOTE

 I have been involved with the nonprofit, foundation, humanitarian, and ministry sectors for decades. I have lived in numerous places in the US, England, Greenland, France, Germany, Japan, South Korea, Ecuador, and Uganda. Some of that time, I was in military service, but all of my life, I have been a person of service to others.

That is why I am so outraged at the world’s talking heads fixing the blame on this country that has been the majority source of humanitarian aid than any other country in the history of the world.

Now that we are getting right with the internal affairs of corruption, greed, malfeasance, mismanagement, and lack of accountability, the open hands are up in arms. Well, I say, Shame on You; DOUBLE SHAME ON YOU!

Get your houses in order, and do something about abhorent mismanagement, loss, malfeasance, and waste in your houses, and maybe, just maybe, some good can come out of this.

Categories
Human Resources Leadership Management

Hiring with One Foot Out the Door: The Problem with Probationary Periods

Let’s talk about probationary periods. You know, that arbitrary timeframe companies slap onto new hires to “evaluate” them before fully committing. As if the months of recruiting, interviewing, and vetting weren’t enough. Because clearly, after all that, we’re still not sure about them?  Yet, we are immediately expecting their commitment and loyalty.

Seriously, if you’re hiring people you don’t trust from day one, what does that say about your hiring process? Either you don’t know how to hire, or you’re hedging your bets like a gambler at a Vegas roulette table. And let’s be real, neither of those are a good look.

Probation = We Don’t Fully Trust You

Nothing says, “welcome to the team” quite like, “Hey, you’re on probation, so don’t screw up!” That’s the message companies send, whether they realize it or not. Instead of empowering new employees and setting them up for success, probationary periods create an immediate sense of insecurity and maybe even paranoia in today’s world.

And let’s talk about that word: probation. The only other people in society on probation are criminals. Think about that for a second. We’re lumping new hires—talented, eager responsible adults—into the same category as individuals who have literally broken the law. What kind of message is that? You’re telling new employees from the get-go that they are not trusted, that they must “prove” their worth, and that they can be easily discarded. That’s a ridiculous way to build loyalty, commitment, and high performance.

It’s a Cop-Out for Leaders

Probationary periods give managers an easy out. Instead of actively coaching, guiding, and integrating new employees, leaders can just sit back and think, “Well, let’s see if they make it through probation.” That’s not leadership. That’s avoidance.

A leader’s job is to develop people, not wait for them to magically prove their worth. If a new employee is struggling, the right response is mentorship—not crossing your arms and waiting to see if they “sink or swim” because you can use the probationary period as an easy out.

It Undermines Culture and Performance

You can’t build a high-performing culture when people feel like they’re on shaky ground from day one. The best companies create an environment where employees feel valued, supported, and confident in their contributions. Probationary periods achieve the exact opposite—they breed hesitation, risk aversion, and a reluctance to take initiative.

Want innovation? Want accountability? Want high performance? Then start by treating people like trusted adults from the moment they walk through the door. It’s not that hard.

Real-World Consequences

At HPWP Group (High Performance Work Place), we’ve been advocating for the elimination of probationary periods for 30 years.  But now, there are real world consequences.

Look no further than recent headlines to see the damage probationary periods can inflict. The Trump administration, in a misguided attempt to “streamline” government operations, has been on a firing spree, targeting probationary employees across various federal agencies. Thousands of dedicated workers have been shown the door, often without legitimate cause, simply because their probationary status makes them easy targets.

At the National Park Service, for instance, nearly 2,000 job offers for seasonal workers were rescinded, and many recently hired probationary employees were terminated. This has led to severe understaffing, threatening the maintenance and operation of our cherished national parks.

These aren’t just statistics; they’re real people whose livelihoods have been upended. The misuse of probationary periods as a tool for indiscriminate layoffs not only devastates employees but also cripples the very institutions they’re meant to serve.

Stop the Nonsense

Here’s a radical idea: If you don’t trust someone enough to hire them outright, don’t hire them. But if you do hire them, treat them like a full-fledged, capable member of your team—because that’s exactly what they are. Ditch the probationary periods and start leading like you mean it.

Rant over.

Categories
Best Practices Management Strategy

Preparing for the Unexpected – The Profit Impact matrix

Congratulations. Your business is stable, you’re making decent money.. it’s going great.
Until it’s not.
A key client leaves. Sales drop off and growth flattens. Your costs go up or your supply chain is disrupted by a trade-war.

Suddenly you have to fill a big hole in your profits.

You have to change something. You have to raise revenue, cut costs – perhaps you need to do both. Almost every business leader and executive team is faced by some variation on this scenario. It’s part of business but the problem can become a whole lot worse if you make the wrong decisions. Cutting costs in the wrong place can happen very easily, particularly if you cut costs in an area that (directly or indirectly) impacts your customers.
Most business leaders take a functional or line item approach to running their business. Their executive team is made up of functional leads who are experts in what they do. Decisions are made with a functional perspective.
The problem with a functional approach is that financial and customer outcomes are achieved through processes that cut across functions. The actions of one function may impact another function “down the line” with less than optimal outcomes to customer or the bottom line.
All businesses need a clear understanding of what I call the “profit impact matrix”. This goes beyond an understanding of the P&L. The profit impact matrix defines desired outcomes (customer and financial), maps the end-to-end processes that deliver those outcomes and identifies the functional touch-points during each process. The profit impact matrix also identifies the key process performance indicators and outputs of each functional engagement with the process.
The profit impact matrix gives business leaders a cross-functional framework for making business decisions that are informed by a clear understanding of impact on outcomes. Understanding how processes work and deliver outcomes gives leaders an opportunity to optimize processes and evaluate functional trade-offs in the context of business and customer outcomes. The profit imact matrix provides a framework for cross-functional understanding and optimal collaboration at every level of the organization.
In summary, the profit impact matrix gives business leaders a new tool to maximize the value of their business .. and a framework against which to evaluate these hard decisions that sometimes need to be made.
Categories
Human Resources Leadership Management

Meta, Doge, and the Cold Truth of Corporate Layoffs

Meta, Doge, and the Cold Truth of Corporate Layoffs

It’s infuriating (yes, I said it) to watch companies treat layoffs like a numbers game, tossing around corporate speak and touting shareholder value while completely disregarding the human impact. Giants like Meta—and yes, even the so-called innovators at DOGE—have shown an astonishing lack of care or empathy when it comes to letting go of employees.

A Cold, Calculated Business Decision

Every time a company announces a round of layoffs, it’s a brutal reminder of how little they value the people who helped build their success. Meta’s recent approach to downsizing wasn’t just a business decision; it was a master class in corporate coldness.  Despite the fact that share price is up 47% over the past year and revenue is up 21% in the last quarter, it’s CEO says they are preparing for an “intense year” and a reduction of more than 3,000 people is necessary.

Employees found themselves in the lurch with little warning. And if that wasn’t enough, just one week after announcing the layoffs, Meta revised the bonus payout for its executives – up to 200% from 75%. I guess the good news is at least they value some people.

Meanwhile, DOGE isn’t far behind in this mismanagement marathon—poor planning and impersonal communications, contribute to a process that reeks of corporate callousness.  Musk had the Office of Personnel Management issue an email (on Saturday) asking “What did you do last week?”.  The expectation was that people would respond with five bullet points by Monday. Apparently, this was a true test to see if people would check their emails on the weekend.  Musk defended the email demand saying it was “basically a check to see if the employee had a pulse and was capable of replying to an email,” adding “Lot of people in for a rude awakening and a strong dose of reality.  They don’t get it yet, but they will.”  Nice, right?  It’s no surprise the back pedaling has started.

The Lasting Impact

Poorly handled layoffs—like those witnessed at Meta and Doge—wreak havoc on both individuals and the business as a whole. Instead of a respectful and transparent process, these companies opted for a cold, impersonal approach that leaves employees feeling abandoned and betrayed, with their livelihoods and self-worth trampled in the name of cost-cutting.

What gets lost in all the headlines is the real impact of these layoffs. It’s not just about severance packages and exit interviews—it’s the emotional, financial, and social toll on individuals who dedicated themselves to their work. When leaders view layoffs merely as a cost-cutting exercise, they’re ignoring the long-term damage to their brand and, more importantly, the trust and morale of their remaining employees. This isn’t just an HR issue; it’s a fundamental failure in leadership and accountability.

It Doesn’t Have to be This Way

Why are we waiting until the situation is dire or urgent before we address it?  We can be more proactive and involve our team in driving innovation to grow our business, streamlining processes and improving efficiencies (minimizing the need for layoffs).  Check out our article Navigating Layoffs: The True Cost to Business published in HR Director for more insights.

Categories
Best Practices Management Strategy

Keeping the Revenue Bucket Full Through Retention

Keeping the Revenue Bucket Full Through Retention

I remember the days when I was a club manager, and the acquisition of new Members was my main priority. Or so I thought it was my number one responsibility. In my world, Members are customers who not only pay for the right to walk in the door, but if you make a mistake, they still come back the next day. In the rest of the world, distraught customers never return but speak ill of you and your organization across town.

Maintaining a full Member Roster is paramount for a club to not only survive but thrive. Focusing on new ones is counter-productive to growth if you are continually having to replace those who quit.

It’s the same in every business, including nonprofits. Growth and sustainability go hand in hand with retention1. Keeping those involved with your organization is paramount to long-term sustainability and capacity building. To think otherwise is naïve.

Naïve is how you could describe me in my early club management days. My knowledge was limited at the time because I looked at the new initiation fees and growth in the dues, but I ignored a simple truth. Keeping those happy who are already contributing to our profitability cost very little, while acquisition was ten times more expensive. Once I got my thinking straight (I pulled my head out of…)and developed a comprehensive Member retention process, the club prospered.

But that was then, this is now. Generating leads and performing online donor acquisition is how business is performed in the digital age. Everyone with a smartphone or computer searches for goods and services online. They can search by brand, item, cost, you name it. What is being said about the company or the brand online on social media? How is XYZ Company doing against its competitors?

These are the types of evaluations going on routinely, and if businesses wish to stay atop their positions on social media, they had better respond to every comment, good or bad.

But nonprofits might be a bit different than the typical small business. Sure, social media is a valuable tool and should be maximized. New interested parties might seek you out after seeing your postings online frequently and consistently. If there are negative reviews posted, it’s not the end of the world. Responding sincerely to every comment can mitigate negative reviews.

The Revenue Bucket

Like the image above, it doesn’t matter how much revenue you bring in, if it is draining out of your business, what’s the point? The holes in your customer retention program need equal attention, lest you run empty. Should your new acquisition revenues not exceed the losses of inefficiency or poor retention, you will not sustain.

We all know that the value of a customer (or donor, patient, or client) far exceeds that of a new acquisition. If a customer remains loyal for an extended period of time, it is easy to calculate Customer LifeTime Value (CLTV). CLTV equals the length of the average donor, times the average dollar contributions over time, minus the cost of acquisition and fulfillment. This is a simplified version of the formula. You can learn quite a bit more here.

Customer Satisfaction

Service is typically the area of focus for a company to ensure the satisfaction of its stakeholders. We also know that leaving it up to only a single department is nowhere near correct. According to Business Insider3, more than 20% of online reviews are fake. While it is hard to control what a disgruntled employee, hacker, or even a real customer might espouse, a solution is far from out of your control.

Everyone on the team should be involved with good customer satisfaction. Of course that is easy to state, it’s not so easy to initiate and control.

Online Reviews and Your Online Presence

In this digital age, customer retention is built by online reviews. Those critiques shape the opinions of researchers as well as referrals from friends. According to Myles Anderson of BrightLocal on the SearchEngineLand Blog, as many as 88% of customers trust online reviews.

Conversely, the same holds. Negative reviews can kill sales, sales momentum, and productivity of a company, eventually wearing down its customer base by having to trim expenses to meet revenues. It’s a downward spiral to the bottom.

Reviews Tied to Individual Performance

Each time an employer is performing an evaluation with an employee, there are chances that the most recent actions influence the report. It’s human nature, almost unavoidable unless there are excellent records of employees interacting with customers, etc.

Now there is. Customer satisfaction reviews, and online surveys that are aligned with the business and those operating it can be tied directly to individual performance. This is a terrific tool by which to evaluate periods when you do not oversee employee actions, but from the customer’s perspective, the review says it all.

 

The Author

David J Dunworth is an international best-selling author, speaker, and direct response marketing, copywriter. He has been a consistent supporter of servant leadership dating back to 1970, having managed Officer’s and Non-Commissioned Officer’s Clubs internationally for eight years.

Dunworth has served on many boards of nonprofits, including Chambers of Commerce, Restaurant Associations, Mental Health Centers, and the current Board of Directors Chair for SynerVision.

 

Keywords: Customer Retention, Loyalty programs, revenue bucket, online reviews

Links:

1 https://se-partners.com/customer-loyalty-problem-solving/

2 https://blog.hubspot.com/service/how-to-calculate-customer-lifetime-value

3 https://www.businessinsider.com/20-percent-of-yelp-reviews-fake-2013-9

4 https://searchengineland.com/88-consumers-trust-online-reviews-much-personal-recommendations-195803

 

Categories
Entrepreneurship Leadership Management

The Art of Timing in Decision-Making

The Art of Timing in Decision-Making

In the world of leadership, where every decision can alter the course of an organization, timing is the maestro that orchestrates success. Imagine a grand symphony, where each decision is like a musical note, and the leader is the conductor. The melody of success doesn’t just depend on the notes themselves but on the precise moment they are played. This metaphor encapsulates the essence of decision-making: it’s not just about what decision is made, but when it’s made that determines whether the outcome will be harmonious or dissonant.

Every decision carries within it an invisible clock, ticking away the potential benefits as time progresses. Leaders are often faced with this hidden clock, a constant reminder that the window for optimal impact is finite. There exists a golden period—a fleeting moment—when the decision can produce its maximum positive effect. This is when the timing of the decision aligns perfectly with the surrounding circumstances, turning a choice into a masterstroke of leadership.

However, the art of timing is not about making hasty decisions to avoid missing the window. It is a careful dance between seizing the moment and not acting prematurely. Just as a conductor knows when to cue the orchestra to create a crescendo, leaders must discern when the conditions are ripe for action. Acting too early can be as detrimental as acting too late; the key lies in recognizing the precise moment when a decision will have the most profound impact.

The mastery of timing in decision-making also involves anticipating the future. A leader who acts too soon may find that they have missed critical information that could have altered their course. Conversely, waiting too long can lead to missed opportunities, where the chance to act has passed, leaving the leader with only regrets. The most skilled leaders have developed an instinct for timing, and a keen sense of when to move forward and when to hold back. This instinct is honed through experience, an understanding of the market’s ebb and flow, and a deep awareness of the organization’s needs.

Much like a seasoned conductor, leaders must be in tune with the various elements that influence their decisions. They must understand the rhythms of the marketplace, the dynamics within their teams, and the strategic goals of the organization. This holistic view allows them to make decisions that are not only timely but also in harmony with the broader context. The ability to sync these elements is what separates great leaders from good ones; it is the difference between a decision that merely solves a problem and one that propels an organization forward.

Timing in decision-making is not a static skill but a dynamic one, constantly evolving as leaders grow and encounter new challenges. It requires a blend of intuition and analysis, a willingness to take calculated risks, and the wisdom to know when to act. Leaders who master this art can navigate the complexities of their roles with grace, ensuring that their decisions resonate with the greatest possible impact.

In conclusion, the art of timing in decision-making is a fundamental skill for any leader. It requires an acute awareness of the hidden clock within each decision, the ability to anticipate future developments, and the instinct to act at the right moment. Like a conductor guiding an orchestra, a leader must orchestrate their decisions to create harmony within their organization. When done correctly, this timing turns ordinary decisions into powerful catalysts for success, ensuring that every note played contributes to a symphony of achievement.

Categories
Entrepreneurship Leadership Management

Flex or Pivot – The Power of Possibility

The Power of Flexibility: Thriving When the Path Shifts

Flexibility is the unsung hero of success. While strategy and planning set the course, it’s adaptability—the ability to pivot with precision—that ensures survival and growth when obstacles arise. In business, relationships, or personal endeavors, rigidity can be the Achilles’ heel, but flexibility transforms disruptions into opportunities.

Life is unpredictable. Even the best-laid plans can veer off course due to unforeseen challenges: market shifts, unexpected costs, or even a global crisis. The ability to adapt begins with mindset. Rather than clinging to the original plan, flexible thinkers ask, “What’s the next best step?” This approach doesn’t abandon the goal but reframes setbacks as part of the journey.

Flexibility in action often involves recalibrating priorities. Consider a team that encounters a supply chain disruption. While a rigid leader might struggle to recover, an adaptable leader quickly evaluates alternatives, collaborates for creative solutions, and minimizes impact. This agility not only preserves progress but often uncovers efficiencies or innovations that wouldn’t have been explored otherwise.

The key to mastering flexibility lies in balancing steadfast focus on objectives with openness to change. Clarity of purpose acts as an anchor, preventing aimless wandering when shifting gears. Meanwhile, the ability to embrace new information, experiment with alternatives, and adjust tactics fosters resilience. It’s a dynamic dance: staying rooted in what matters while fluidly navigating the unexpected.

For individuals and organizations alike, the benefits of flexibility are profound. Teams that adapt quickly maintain momentum and morale. Leaders who model agility inspire confidence and creativity. Ultimately, flexibility fosters a growth mindset, equipping us to not only weather storms but also thrive amid uncertainty.

When matters deter from the primary objective, flexibility isn’t about abandoning the goal—it’s about finding new ways to achieve it. Success belongs to those who are willing to pivot, adapt, and forge ahead with purpose. In a world of constant change, flexibility isn’t just an asset; it’s a necessity.

Flexibility demands a willingness to pivot when necessary. Leaders who cling too rigidly to a preconceived plan risk missing out on emerging opportunities or failing to recognize when a once-viable decision has become obsolete. The marketplace is in constant flux, with shifts in consumer behavior, technological advancements, and competitive dynamics continually altering the landscape. A flexible leader remains attuned to these changes, ready to adjust their strategy to better align with the current situation. This ability to pivot is not a sign of indecision but rather a hallmark of strategic adaptability—a recognition that the best-laid plans often require adjustment in the face of new realities.

The metaphor of a poker game vividly illustrates the critical importance of flexibility in decision-making. Just as a seasoned poker player evaluates the strength of their hand while considering the potential moves of their opponents, leaders must weigh their options in the context of both internal and external factors. A poker player who knows when to hold back and when to go all-in mirrors the leadership trait of knowing when to keep options open and when to decisively move forward. In both cases, success hinges not just on the cards you’re dealt, but on how skillfully you play them.

This metaphor extends further into the realm of strategic decision-making. Just as in poker, where the unknown elements—such as the cards your opponents hold—add layers of complexity, leaders must navigate uncertainties and unknowns in their decision-making processes. An overly rigid leader might force a decision based on incomplete information, potentially leading to suboptimal outcomes. In contrast, a leader who remains flexible and open to new information can adjust their strategy as more data becomes available, thereby increasing the likelihood of making a successful decision.

Flexibility also involves a continuous reassessment of the decision-making environment. Leaders must be vigilant, constantly scanning the horizon for new threats and opportunities. This dynamic approach ensures that their strategy remains relevant and effective, even as circumstances change. For instance, a strategic initiative that seemed promising at the outset might become less viable as market conditions evolve. A flexible leader is willing to reevaluate and, if necessary, change course to avoid potential pitfalls or capitalize on new opportunities.

Moreover, flexibility and optionality foster a culture of innovation within an organization. When leaders keep options open, they encourage their teams to explore different ideas and approaches, knowing that they are not locked into a single path. This openness to diverse perspectives can lead to creative solutions that might not have been considered in a more rigid decision-making framework. It also empowers employees to take calculated risks, secure in the knowledge that the organization values adaptability, and is prepared to adjust its course as needed.

In sum, flexibility and optionality are the power behind effective decision-making. Like a skilled poker player who knows how to manage their hand, a leader who masters these qualities can navigate the uncertainties of leadership with confidence. By keeping options open, remaining adaptable, and being prepared to pivot when necessary, leaders ensure that they are always in a position to seize opportunities and avoid potential pitfalls. In the ever-changing landscape of leadership, flexibility is not just a tool—it is the key to unlocking the full potential of possibility.

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Growth Management Strategy

Breaking Free from the Growth Cycle Paradox

Breaking Free from the Growth Cycle Paradox

Everything seems to run in a cycle, from the seasons, holidays, work weeks, school semesters, nearly everything. Sometimes in business growth cycles, we can fall into a rut that isn’t immediately realized. This can be frustrating for leadership, but teams notice sooner in most cases. Because they’re on the front lines, it can feel repetitive or “IF-THEN, IF-THEN, a repeating cycle.

The Catch-22 of Growth and Innovation

Innovation is the lifeblood of any successful organization. It drives growth, creates competitive advantages, and ensures relevance in an ever-changing marketplace. Yet, many businesses find themselves ensnared in a paradox: the Catch-22 of growth and innovation. They need resources—time, money, and talent—to innovate, but they often cannot secure those resources without demonstrating prior growth. This cyclical dilemma leaves many leaders immobilized, torn between cautious conservatism and bold risk-taking. Understanding and addressing this paradox is crucial for businesses seeking sustainable success.

The Paradox of Resource Allocation

At its core, the Catch-22 of growth and innovation stems from resource dependency. For startups, innovation often requires funding that is difficult to secure without proven market traction. Established firms face their version of the paradox: while they may generate profits, those profits are often consumed by maintaining existing operations, leaving little room for experimentation or transformation. The law of diminishing returns compounds the issue, as incremental gains from existing business models eventually plateau, forcing organizations to either evolve or face decline.

This dynamic creates a vicious cycle. Without innovation, businesses cannot unlock new revenue streams or differentiate themselves in crowded markets. Yet, without growth, they lack the resources to invest in the very innovations needed to fuel that growth. The result? A stagnation that leaves firms vulnerable to disruption and obsolescence.

The Cost of Inaction

For many leaders, the fear of failure prevents action. Allocating limited resources to unproven ideas can feel like a gamble, especially when the current model seems to be working. However, history demonstrates that the cost of inaction often outweighs the risks of innovation. Consider Kodak, a once-dominant player in photography who hesitated to embrace digital technology despite having the resources to pioneer the field. Their failure to innovate cost them their market leadership and ultimately their survival.

Similarly, smaller firms that delay innovation until financial pressures mount often find themselves too constrained to act effectively. Waiting until a crisis forces change leaves little room for strategic decision-making. Employees are overburdened, morale plummets, and resources are stretched thin. This reactive approach not only undermines innovation but also jeopardizes the long-term viability of the organization.

The Role of Risk and Faith in Breaking the Cycle

Breaking free from the Catch-22 requires leaders to embrace both risk and faith. Risk-taking in this context is not reckless; it is calculated and strategic. Leaders must evaluate the potential return on investment for innovation while recognizing that no outcome is guaranteed. This mindset parallels the definition of faith in Hebrews 11:1: “the assurance of things hoped for, the conviction of things not seen.” For businesses, faith is the confidence that strategic innovation, grounded in research and informed by market trends, will yield future rewards.

Practical steps include:

  1. Allocating Seed Resources: Setting aside a portion of profits or securing external funding specifically for innovation ensures that the pursuit of growth does not rely solely on immediate financial returns.
  2. Embracing Iterative Innovation: Small, incremental changes can provide proof of concept and build momentum without requiring massive upfront investments.
  3. Cultivating a Culture of Experimentation: Encouraging teams to test new ideas, even if they fail, fosters creativity and positions the organization to pivot quickly when opportunities arise.

Timing Is Everything

One of the most critical factors in overcoming this paradox is timing. The Sigmoid Curve, a model often used to describe organizational life cycles, provides valuable insight. Businesses experience periods of growth, plateau, and decline. The ideal time to innovate is during the growth phase, when resources are plentiful, and the organization’s momentum is strong. However, this is also the moment when the need for change feels least urgent—a reality that often breeds complacency.

Leaders must resist the temptation to ride the wave of success indefinitely. Instead, they should act proactively, using the organization’s current strengths to subsidize the cost of future innovation. This approach not only extends the growth phase but also positions the business to capitalize on emerging opportunities before competitors can react.

Transforming Risk into Opportunity

Overcoming the Catch-22 of growth and innovation is not simply about taking risks; it is about transforming risk into opportunity. Companies like Amazon provide powerful examples of this principle in action. Amazon consistently reinvests profits into new ventures, from cloud computing to artificial intelligence, ensuring that its growth engine remains robust. This willingness to take calculated risks, even at the expense of short-term profitability, has solidified its status as a global leader.

For smaller firms, the lessons are equally applicable. Leaders must identify areas where innovation can yield high-impact results, whether through new product development, operational efficiencies, or market expansion. By prioritizing initiatives that align with the company’s strengths and long-term vision, they can maximize the odds of success while mitigating unnecessary risks.

The Call to Lead Boldly

Breaking free from the Catch-22 of growth and innovation requires bold, visionary leadership. Leaders must navigate the tension between preserving existing operations and pursuing transformative change. This is no small task, as it demands a willingness to challenge conventional wisdom, inspire stakeholders, and endure the criticism that often accompanies proactive decisions.

The reward, however, is worth the effort. Organizations that escape this paradox gain a competitive edge, sustained growth, and the resilience to weather future challenges. More importantly, they fulfill their potential to create lasting value for their customers, employees, and communities.

 

Taking the Leap

The Catch-22 of growth and innovation is a formidable challenge, but it is not insurmountable. By embracing risk, acting strategically, and prioritizing innovation during periods of success, leaders can break the cycle and position their organizations for long-term success. The choice is clear: remain trapped by the limitations of the present or take the leap of faith required to build a brighter future. Let’s get to work.