The problem with good advice

Part 1: The problem with good advice

We are faced with decisions each and every day in our work and personal lives. Often we seek advice from other people, the problem with this 'good advice' is that it is good for the person that is giving it and not necessarily for you.

It is good for them in the context of their situation, their relationships, their work situation, the family support they have (or lack of), their financial situation, their beliefs, values and personality, and even sometimes good for the era they grew up in. The truth is that your context is completely different for all the above reasons.

By all means when you are at the stage of making decisions scope for resources, gather information, seek out tools to help you get clear. Absolutely ask people's advice, it makes sense.  

Although when you do always check if this advice works for you within your context. Fundamentally human beings want to know they have made the best decision possible given the circumstances. But what is a good decision for someone else may be a poor decision for you. 

The number one best piece of advice that I have ever heard is this: 

‘Listen, ask, enquiry and be curious about everything that is available to 

help with  your decision. And then only choose to take on board the stuff that fits with you, the  ideas that match where you want to go. Let the rest just blow away.’

Beautiful advice.

It is the type of good advice that is useful in any situation. 

Remember that the problem with good advice is that it is not always good for you.

Next week we will talk about how to make sure that your advice is relevant for your staff and your customers. 

Darren and Alison

P.S. Leave a comment below as we'd love to hear what is the best piece of advice you have ever received.

Roundabouts and traffic lights

Have you ever noticed how much traffic flow and work flow have in common?

When it comes to intersections when driving your car, the two main ways road authorities handle congestion is using either a roundabout or a set of traffic lights.  Both serve their purpose, well given the right conditions.

The roundabout keeps traffic moving, and seems like a perfect answer, yet have you noticed how many near misses occur at a roundabout? It is close to chaos and it just seems to work, most of the time.  

The traffic lights are much more rigid.  You stop.  You go.  The only real way an accident occurs if someone fragrantly disobeys the rules (runs the red light).  The main issue for traffic lights is if the process interrupts the flow, and in some cases, causes big delays.

When it comes to the intersections of process, strategy and planning in your work team, do you tend to go with the roundabouts or the traffic lights?  Do you keep the flow moving, but risk the occasional near miss or even crash for the sake of fluidity?  Or do you go for the easily understandable, if not a little regimented simplicity of green light, red light? 

Both roundabouts and traffic lights work brilliantly well given a certain situation.  The general rule of thumb when using these;

1. Use a roundabout process in high output and productivity areas.  You will need to be OK with a few near misses and crashes, and take out insurance to cover yourself.  This insurance isn’t a third party policy as such, but rather regular debriefs and strategy sessions.
2. Use the traffic lights around the high risk regions.  Be clear about what constitutes a stop and a go.  Also be prepared that it will interrupt flow and back things up in times of high traffic.

Driving better thinking your way,

Darren and Alison

Mum was right...again.

Mum was right...again.

Remember back to the days when the most powerful reinforcer that drove your life was a few carefully chosen words of wisdom from Mum?

You’re special. You’re unique. You’re the best little girl/boy in the whole world.

Those few words made you feel great didn’t they?

Well it seems that Mum’s words of wisdom were exactly that. Words of a futurist, prophet and professor all rolled into one. In today’s world of unlimited choice, the counter trend in all levels of business and society is to specialise, niche or stand out from the crowd.

It’s where outstanding and extraordinary success lies.

Yet we can tend to reject outstanding and extraordinary in favour of conformity. We tend to try and walk, talk, think and act the same. Because it’s safer; it is also mediocre.

This isn’t exclusive to individuals, it also applies to teams. If you’re in a big organisation, the successful teams aren’t the same-same teams, they are unique and are celebrated for it. Think about it, you’ve never heard someone say:

“The HR team at ABC organisation have a great reputation...they are exactly the same as everyone else.”

What we actually say is, “They are outstanding”,“They do things so different over there”.

The most influential writers and bloggers in the world such as Seth Godin, Chris Brogan, Gary Vaynerchuk and the legend Kevin Kelly (if you haven’t read What Technology Wants yet, you are missing out!) see what Mum saw all those years ago. Unique is actually a currency, and a very valuable one at present; specialists are needed now more than ever before.

How are you living up to what Mum told you? How are you being unique and special?

Have a special day (and tell Mum you love her),

Darren and Alison 

THE GIFT: Dream Stealers, Dream Killers, Dream Builder, Dream Givers

This week's gift is an E-book by Rowdy Mclean. Rowdy is a motivation expert with over 25 years experience and proven results.  His E-book discusses Dream Stealers - the people who subtly cause you to doubt yourself, Dream Killers - the people who influence you until you give up, Dream Builders - the people that support and encourage you and finally, the Dream Givers - the special people that inspire you to dream & enourage you to reach your full potential.