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As I reflect and learn from various leadership, personal, and business experiences, certain lessons have become key phrases I’ve used and shared over the years. They help me more easily remember and apply the learning - sharing a running list here.
Just because things are good (and could be worse), doesn’t mean you don’t have right (and sometimes the responsibility) to go for more or work to make them better. Survivors and Leader's guilt is a thing - don't hold yourself back just because things are good enough/not "bad".
FAIL I reframe the traditional definition as an acronym: First Attempt In Learning - no one is great at something, consistently, in the early days of it. Mistakes are part of learning - recover, improve, share the lesson and teach others.
"I would be failing you if"… this is about framing (or reframing) my role and not getting lost in fear of conflict when addressing what could otherwise be viewed as a sensitive issue.
Be like water - when building a plan and running a business, find the cracks that others might miss - sometimes the best path is to expand in that space and create new paths and opportunities that others view as too small, not worth it, or that they may not see at all.
"If we don’t, the competition will". This is about fire in the belly, willingness to do what customers and employees are telling you they want or need & understanding the market landscape, and making any decision acknowledging that inaction is a choice in the marketplace.
…but on the other side of that thought: “Just because we can do something does not mean we should”. This is about fiduciary responsibility, respect for limited resources, understanding of opportunity costs. These two phrases are like bumpers in a growth bowling alley.
Just because we have the right to do something doesn’t mean it’s right to do.
The people who are closest to the action (employees, call center, customers) know what the right thing to do is long before the leader makes a decision. This is evident after you make a change or decision, and someone says “finally”, “about time” or “what took you so long”.
But...people who are close to the action often lack two things (that the leader has) 1) ability to articulate the scaled problem, opportunity or exact solution 2) the authority to do something about it (systemically/at scale). Leader must listen, learn and act on their feedback
During periods of high growth, it’s ok for the wheels to shake (be uncomfortable), but they shouldn't totally come off. People should be challenged, but not feeling unsafe. This applies to so many things: hires, communication, culture, leadership, spending, and more
Sometimes the thing that will save a legacy business is an innovation business. Sometimes (less often) the thing that hurts legacy business is a distraction that pulls resources away from an unstable core. Know which camp you are in at any given time and resource accordingly.
I give myself permission to change and a challenge to continually grow. I support that room to change to all others as well. We are all on a journey. Our past is our truth and our roots, but it is not our jail.
Be obsessed with the experience and needs of customers and employees as it is today. It changes, so I have to keep unlearning, asking and re-asking more often than seems logical.
If someone criticizes me, I assume first they are correct (even if only in part). That exercise keeps me from putting my foot in my mouth if there is a seed of truth, and if not, allows me to focus on why instead of debating ‘what’.
If not me who, if now now when? (this served my mom decades ago). It is an often modified & repeated phrase. Some say it has roots in an a Jewish proverb (if I am not for myself, who will be for me). This question is powerful if seriously asked, answered, and acted on regularly.
"Check in" regularly in many ways: with yourself and your values, with others who care about you, with your customers and team, with the imagination of what others might do in your scenario. It's a type of self coaching and perspective that is often beneficial.
Many people’s cups runneth over. Some have tiny cups that run over easily and others can handle more, but the outcome is the same - stress and more below the surface than some can see. Bringing grace to a situation will often lead to better outcomes and less stress.
Help people think through career paths/work journeys in a framework of 3 buckets: 1) Money 2)Ego/Optics/Affiliations 3) Capabilities to put to work and to learn/build.
Discuss them in silos, then blend together to workshop potential paths and decisions.
Discuss them in silos, then blend together to workshop potential paths and decisions.
Sometimes the only way out of a big feeling or situation is directly through it - listen, share, learn, evolve, move on - this applies to ourselves and supporting others.
The big 4 mindsets for optimal outcomes: Humility, Curiosity, Courage, Confidence. Build strong command of these and ability to harmonize and blend them given various scenarios. Some examples of questions to bring these mindsets forward: https://katcole.substack.com/p/questions-to-ask-to-accelerate-growth
Some people get bigger when put into more complex situations, others don’t. When you find the ones who do…keep giving them more space and broader challenges, don't hesitate. When you find the ones that don’t, help them double down on their specializations.
Some feel the world is out to get them, possibly in some ways it has been - instead of diminishing that or belittling them, prove them wrong with belief, support and kindness (re: my chicken wing story in @patrick_oshag ’s podcast)
Most people are capable of more than they know. Apply a "possibility filter", knowing the tax you will pay is occasional disappointment, but the benefit is well worth it.
the Hot Shot Rule: Imagine someone you admire in your role. Ask, "What's one thing they would do immediately to make a positive difference in your scenario. Answer it. Why can't that be you? Act. Share the mini-improvement you made with others. Repeat.
