We deliver a real, human, emotional, immersive connection to work, by designing a more meaningful culture.
Miami Beach, FL
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Next time you see a crazy guy online who seems to spend far too much time buried in his Legos, yeah, sure, he may be more obsessive than the average Joe, but don’t think what he’s doing is on the fringe of human affairs. It’s actually at the very center of it. bit.ly/4hMYCPl
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Here’s the final challenge in one of the most extraordinary careers in business history: whether the principles @WarrenBuffett spent six decades building into Berkshire Hathaway have become strong enough to outlive his tenure. bit.ly/4jiuX1B
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CEOs have a lot in common with parents.
Do your kid’s homework for them and they’ll get an A. But they won’t learn a damn thing.
Stop confusing rescuing people with developing them.
As a leader, you may one day find yourself in the sticky predicament of inheriting an underperforming employee that you can’t get rid of.
Whether it’s due to tenure, the inability to onboard someone new, the individual’s political capital, or any number of other reasons, this incapacity to remove the team member leaves you responsible for results without the authority to address the problem.
But you can limit the damage.
Learn how to work around an “untouchable” team member and prevent this one exception from weakening accountability across your entire team: s.hbr.org/4ridE2T
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The real challenge for Berkshire Hathaway now becomes figuring out how to maintain the Buffett culture when it eventually runs out of Buffetts.
Warren Buffett is stepping down as Berkshire Chairman at 96 years old.
In his goodbye letter, he says that “Father Time always wins. He has, however, been generous with me.”
His son Howard will take his place (“Howard has been a Berkshire Director for 33 years. That’s a longer apprenticeship than I served before taking the reins at the age of 34. Greg [Abel] runs the company. Howard will guard its culture and values.”)
Incredible 60+ year run. 🐐
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Gapingvoid Culture Design Group retweeted
Dangerous charisma makes leaders magnetic. Healthy charisma makes the mission magnetic.
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Gapingvoid Culture Design Group retweeted
Every player I ever coached was asking me the same 3 questions.
They just never said them out loud.
It didn't matter what the lineup looked like. It didn't matter what the scoreboard said. They just needed to know 3 things.
And every leader, every coach, every parent is being asked the same ones.
Question #1: Can I trust you?
Trust isn't given. It's earned. You earn it through transparency and honesty, not when things are going well, but when things are hard.
Do what you say you're going to do. Tell them what they need to hear, not what they want to hear. Show up the same way whether you're winning or losing.
You lose trust fast. You build it slow.
Question #2: Can you make me better?
This one is on you as a leader. They're not just asking about their swing or their stats. They're asking: do you see me clearly enough to help me grow?
Question #3: Do you care about me?
This is the most important one. And you can't fake it. You can't lead anybody if they don't believe you care about them beyond what they produce on the field.
Three questions. No stat tracks them. But they determine everything.
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You can’t hold belonging in your hands. But you can hold something that encapsulates it. Our latest piece breaks down how Walmart recently did this with rotisserie chicken. bit.ly/4yUuasy
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Gapingvoid Culture Design Group retweeted
This aged well. Sharing a statement of art @Gapingvoid Culture Design Group and I created in 2014 in an ebook that explored, in a creative, fun, (and witty) way, the importance of "people" and "relationships" in the digital era. The same is true, more so, in an era of AI.
"In a world of machines, humanity is the killer app."
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Next time your competitor does something awesome, are you going to get bitter or get better?
bit.ly/4rgL3L7
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The hard part of coaching is getting your team to find joy in the hard part. Our latest blog takes a page out of Coach Edwards’ book: bit.ly/3VzIp7m
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Fear isn't inherently bad.
Fear of losing a customer can inspire better service.
Fear of falling behind can inspire innovation.
Fear of failing a mission can bring a team together to do extraordinary things.
But fear of your boss?
Fear of losing your job for speaking up?
Fear of being punished for an honest mistake?
That teaches people to protect themselves instead of the mission.
The art of leadership is knowing how to harness fear without exploiting it.
Leaders weaponize fear for short term production.
"If you don't hit these numbers…"
That's not how I see the world, and I think it's a massive vulnerability of corporations and the biggest thing I look for when I invest in companies ... I'm trying to audit the humanity elements within an organization because they've been a remarkable indicator to financial success in my 30-year-career
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Gapingvoid Culture Design Group retweeted
Are You Responding or Reacting To Life?
Recently, I had one of the most difficult times that caused me a lot of grief. It was mentally, emotionally, and even physically painful. I've done a lot of work on myself, but I couldn't shake the pain.
So, I hired a yoga instructor and started private sessions with her. She made this statement to me while we were in a session:
If you do yoga three times a week, it will change your body. If you do it every day, it will change your life.
I'd never done yoga every single day, and I wondered how I would feel if I did yoga for thirty days straight. I made a commitment to myself that I would do it.
After about 2 weeks, the pain started subsiding. It started to help me increase the space between reacting to life and responding to life. When you're busy and overwhelmed fighting fires, dealing with a million emails, trying to run a company and more… you can sometimes get into a chronic reactive state.
Any little thing you do that will help you increase the space between reacting and responding… and allow you to pause and think… will benefit you.
When you're in a hurt state and you're filled with intense negative emotions because someone dies… or you split up in a relationship… or you break a leg… or something happens in your child's life… or you lose business, whatever the circumstances, the thing to remember is this:
How you respond to your emotions dictates your happiness.
Go do yoga or move your body.
Really, do it now!
Go to JoesFreeBook.com to download my book Life Gives To The Giver Illustrations by @gapingvoid
#JoePolish #Mindfulness #Wellness #Mindset #Entrepreneurs
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Gapingvoid Culture Design Group retweeted
I am pleased Pieter learned something at Business School. He´s right about this. The starting point for any company via @gapingvoid is that Nobody Cares.
"That's kinda sad honestly"
One thing I learnt in business school is that the market doesn't care about your feelings
A famous Austrian economist Schumpeter called it creative destruction
"Creative destruction is a process in which new innovations replace and make older innovations obsolete"
You have to be constantly changing and adapting to survive creative destruction and many do not, you're just wiped out
I think we're in the middle of the biggest economic transition since the Industrial Revolution of 250 years ago
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People can respect authority. They can respect talent. They can respect someone having more money and more recognition. What they struggle to respect is someone demanding excellence from below while exempting themselves from it above.
More on the Iron Law of Excellence in our new blog: bit.ly/4gU1kSX
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Gapingvoid Culture Design Group retweeted
Every single printer I have owned announces that the "printer is out of paper". Not "you're down to the last 15 pages.... you might like to think of restocking the printer."
Suggesting that the people who work for HP and Brother are a bigger bunch of stoners than the people who make Rizzla cigarette papers.
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Imagine telling a lifelong Celtics fan that “Boston” has been removed from the name because leadership wants the organization to feel “more globally inclusive.” Good luck with that.
bit.ly/4r5I73Y
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We all know what a mascot is. @KelloggsUS's Tony The Tiger, @RonaldMcDollas, and that adorable little @GEICO gecko need no introduction.
We could go all fancy-pants and start talking about them in terms of being "anthropomorphic metaphors of brand values” or what have you, but do we really need to? You know what they’re for.
In general, they work very well. Except when they don’t. They’re also very boring, cliche, and ineffective. Except when they aren’t.
More in our latest piece. bit.ly/3VkOxAi
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This transition will be a fascinating culture case study to watch.
When Steve Jobs handed Apple to Tim Cook, Apple didn’t suddenly stop being Apple. But the company started seeing the world through a different set of eyes.
Leaders teach people how to think before they explicitly tell them how to behave. Teams watch what the boss notices. What questions they ask. Which problems fascinate them. What they obsess over.
Then they start copying it. Do that across thousands of interactions and you get culture.
Cook came up through operations and sales. @johnternus is an electrical engineer.
What does an engineer notice that a salesman might not? How does he share those insights with his team? How will that influence Apple’s culture?
We're excited to find out…
Sending lots of love to the Apple community on my last day as CEO. My title changes tomorrow, but the love I have for the Apple community never will. Thank you for being a constant source of inspiration. My gratitude is endless, and I’m excited for the next chapter!
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