Friday, July 14, 2017

John Robinson, Founder of Backup CEO on The MECE Muse Unplugged

What happens when an individual stays in a job, career, or with a company that may not be fulfilling, but they are addicted to the influence, credibility, and prestige that being associated with a particular company or role provides? 

Or...sometimes people stay stagnant based on sunk costs (i.e., “I’ve already spent so many years doing X or working at X, it would be a big risk to do something different or take too much time to build back up.”) 

Many individuals hold onto name brands, titles, or “logos” instead of seeking a career path that is truly meaningful to them or working at a company that aligns with their personal values. 

Fear of the unknown keeps them stuck, guilt keeps them feeling shameful. It’s a vicious, paralyzing cycle. And it's rarely discussed. 

How can you detach from the titles or logos and focus on what really matters for your life? Set yourself free. 

Life is not a dress rehearsal...this is it. 

You have one shot with an unknown end date. 

While it might be scary to let go, sometimes it takes a life detox to unlock your potential and find your true journey to greatness. 

John Robinson, Founder of BackUp CEO, a CEO leadership coaching service, weighs in and shares his own personal experiences in episode 7 of The MECE Muse Unplugged podcast show.

Check out the podcast website for more information and contact information for John. 

Sunday, June 25, 2017

7 best articles, posts, clippings, and musings I’ve read so far in 2017

If you are like me, you are probably scratching your head wondering where the first half of 2017 went. Most of us have already begun discussing holiday plans and planning for 2018! Over the last six months I have bookmarked, forwarded, and referred people the following articles because of the insights they provide. I hope you find value in them as much as I did.

What in the World Is Causing the Retail Meltdown of 2017?  And  Mary Meeker’s 2017 internet trends report

Why this is valuable:  Disruptive technology continues to transform the world as we know it right in front of our very eyes. The rise of artificial intelligence will force us to be in a constant state of accelerated adaptation. Follow trends, connect dots, and learn how to take advantage of the unprecedented opportunities that await.

Why this is valuable: The title of the article says it all. If you are constantly the hardest working or smartest person in the room, do not stay stagnant and mute yourself to accommodate your current surroundings. Take that leap and find other rooms in order to continue growing to fulfill your true potential.   

Why this is valuable:  Nick Crocker shares a good reminder of what really matters in life with this unforgettable, mic drop worthy 5 minute read. Excerpt from article: “1. Remember you will die. Maybe even today. Don’t forget that. Don’t forget to be thankful for your health. For the ability to walk. For the time you get to spend with the person you love. For your siblings. For whatever it is that you have today. It’s not yours, it can be stolen away at any moment. So while you have it on loan, cherish it.”    Enough said.  

Why this is valuable: Beliefs in the simplest form are reasons we justify how we view the world based on our human experience. Beliefs are very powerful. People make every single life decision based on them and are willing to sacrifice everything to uphold their existence. The amazing thing about beliefs is that despite the death grip they have on us, we have the power to change and course correct them as needed. 

Why this is valuable: The commodity more valuable than any currency, gem, or stock is time. Regardless of socioeconomic status, gender, or ethnicity, each person is given the same allotment per day, a system that dates back to Egyptian sundials. The difference between most people is the net result of what we each do with the collective time we have. This is no different when you think about how you spend your time in the office. Grogan does a nice job of highlighting this by providing a great time hack for meetings.

Why this is valuable: A beautiful open letter penned by senior executive Liz Tinkham to her younger self.  She shares career lessons learned and guidance that women of all ages in any profession should consider reading on how to balance life, career, and family.

Wednesday, June 21, 2017

REWIND: 30 days of making a ruckus: lessons from Seth Godin’s altMBA

I had a blast sharing my altMBA journey recently - check it out!

You're Invited: The MECE Muse Unplugged Podcast Show Virtual Launch Party, June 28 at 6:30pm ET!

Stop by and celebrate the launch of The MECE Muse Unplugged, a pop-up bi-weekly podcast variety show helping consultants unlock their journey to greatness.   This pop-up podcast is based on the concepts shared in the upcoming book, The MECE Muse: 100+ selected practices, unwritten rules, and habits of great consultants.

Feel free to drop in at anytime during the hour long celebration during this informal meetup.
We will have a virtual toast, share information about the podcast pilot show, upcoming book release, and how you can be part of the MECE Muse community.  BYOD!

Tuesday, May 30, 2017

Woohoo! My first podcast interview!

I had a blast with Lee Kantor last week in my first podcast interview on High Velocity Radio of the BusinessX Radio Network. In the interview, I discuss reasons why I wrote MECE Muse, what I learned in that journey, and share a special announcement. Check it out!


Monday, May 1, 2017

Announcement - New board member of YMCA Training, Inc.!

I am excited to announce my recent appointment as a board member of the YMCA Training, Inc. Looking forward to helping shape & advance their amazing mission focused on workforce development of the future. 

The YMCA Training, Inc. program is an intensive 20-week, full-time (600 hours) computerized office skills training and employment program.  Designed to replicate the expectations of a professional office environment, the training prepares participants with both the technical and job readiness skills to succeed.

Training, Inc. is an intensive, hands-on, innovative technical training in a simulated business environment and engage lasting, deep commitment of major employers in Greater Boston. The program is constantly reviewed and informed by industry partners, ensuring that participants are receiving the most relevant, hands-on training to gain career-building employment in the Greater Boston area.

To learn more about this great organization and how you can donate to this great cause, click here

Monday, April 17, 2017

The dark side of leading change that no one talks about

Change, innovation, or disruption are typically discussed and viewed in most circles as a linear journey that when executed correctly, can bring about a fundamental shift in the way a business operates, how an industry can be reinvented, or how the world can be better for it.  

It sounds so neatly packaged when change rarely is anything but neat. 

Change is messy. 
Change is tough.
Change is ambiguous.

What is rarely discussed is the underbelly or the dark side of the journey of a change agent:   

  • Loneliness and/or alienation for your beliefs.  Accept the fact that depending how radical your beliefs are, you will not be popular. The very people your efforts will directly benefit will doubt or resist.   In fact, it is in times of change you find out who your true friends and allies are.

  • The valley of failure.  For every milestone of accomplishment, you will face several milestones of failure.  You will have rough days and you will get tired. While failures are actually a good thing because it leads you closer towards an innovation, it can be tough to live through particularly when the failure streak appears to be longer than the winning streak.

  • Persecution from likely and unlikely sources.  While a lot of people complain about status quo, many rarely ever want to truly change. “This is the way we have always done things” is commonly stated.  It is deemed too much work and your efforts have the possibility for resistance and at worst, sabotage sometimes from surprising sources.

  • The possibility of never being recognized for your efforts. The commonly known person in history that may have been recognized for a change was most likely not the person that first attempted the change.  In some instances, they may not have even been the 100th.  For example, Christopher Columbus is commonly taught in western schools as having “discovered” America when in fact we know has been found to be untrue.   

  • The personal sacrifice. You have to truly believe in a purpose larger than your own personal agenda and be willing to personally sacrifice.  Most change agents are motivated and so passionate about their beliefs that they are willing to make sacrifices to continue to push the envelope.  Some change agents have paid the ultimate sacrifice of their own lives (or lives of loved ones) to help bring about a change.

Is it worth it?  Only you know the answer to that question.  Real change is not for the faint of heart – it’s a “go hard or go home” type of effort.  Change agents should always live by a key principle: change is not about you.   The moment you make the change about you (i.e., how it will make you look, what you can benefit from the change, etc.) is the moment you have lost the battle.  

Believe in the change with an unshakeable, ironclad conviction to live through the peaks and valleys. Allow your genuine conviction to infect those around you. The right energy and conviction of your change will attract allies and support at seemingly impossible times.  Collective wins (big or small) give you the momentum to continue on our change journey.  The certainty of your beliefs will overcome any obstacles placed in your way.  

Monday, April 3, 2017

12 ideas, suggestions, and ways to identify mentors when they are simply not around

I spent the earlier part of my career without mentors. In my mind at that time, I envisioned mentor relationships as me (young and inexperienced) being paired with an older, more experienced version of myself. Then after years of being groomed with said mentor, I would magically become a successful professional and be eternally grateful to my mentor for believing me.

Years went by. And my definition of a “mentor” just never showed up.

At first, I created all sorts of stories of why I didn't have mentors, because I didn’t quite truly understand why. The way I thought to solve the mentor problem was to work harder in hopes of my "mentor" noticing and taking an interest in me.

More years went by...and still, no magical mentor showed up.

By that time I realized that working harder wasn't the answer either to finding mentors. But where were mentors hiding?

I kept asking and seeking answers, which eventually brought me back to the person in the mirror.

In hindsight, I didn't have the right mindset to create a network of mentors around me.

Once I made that decision, everything changed.  I realized that I did have access to mentors - I just needed to change my approach.   

Today, I am thankful because I am surrounded by literally hundreds of mentors. And you can too.

Here are some ideas, suggestions, and ways that you can identify mentors in your life when they are simply not around.

Redefine what mentorship means

  • Refrain from unrealistic expectations of what mentor is supposed to do for you.  This means to stop having expectations of people around you and begin being thankful for a moment, a season, or lifetime of support.    Earlier on I had unrealistic expectations of what a mentor was supposed to do for me or how long they had to be around in my life.  People come in and out of our lives for a reason, a season, or a lifetime; mentors are no different.  
  • Lower your expectations of formal mentoring relationships.  While formal mentors can be a great starting point to help you identify/create a pivot, I have found the best mentorship relationships were informal, unlikely, and at best, accidental.
  • Stop thinking that you need to actually have met or spent time with a mentor…or that a mentor is even a living person.   Another decision I made was to think that a mentor had to be someone that I met with for a monthly coffee meetup or quarterly lunches.   I have never met some of the life altering mentors that I have.  I identify specific experiences or skills that I emulate in an individual and mentally decide to make that person my mentor.  I learn from the best in the world by following their lives online, reading their books, or attending their seminars/speaking engagements.
  • Redefine what “quality” time with mentors mean for you.  I initially thought effective mentor relationships meant I would have constant face to face time.  While that is nice for those that could make frequent high touch contact work, it’s unrealistic.   I have a handful of mentors I speak to over the phone a 1-2 times a year or see them in person once a year but I email and text with them several times a week.    With one mentor we regularly send each other affirmations throughout the week via Instagram and then meet monthly to discuss. You figure out what mutually works for the relationship. Don’t be afraid to get creative or change dynamics to meet evolving schedules and needs. Life is not static and neither should your mentor relationships.
  • Know what you are seeking in developmental relationships – and what you can offer in return.  I remember the first time I decided that I needed to find a mentor.  I didn’t really know what I was expecting of one or what I had to offer.  Know your why.   

Redefine who a mentor is

  • Understand that mentors are human and to be human is to err.  Just like I have personal life triumphs and challenges, mentors do as well.  Earlier in my life, I used to think that someone who is a mentor is a perfect individual with all of the answers to my life questions.  Sometimes the best mentors in life are those that have made grave mistakes you can learn from. 
  • Seek out diverse mentors.  Some of my best mentors were individuals –both men and women – that have a radically different personality, ethnicity, upbringing, or religious/political world point of view than I do.  Diverse mentors have helped me tremendously, giving me an anchor of multi-dimensional perspectives that I would have never had otherwise.   
  • Informal mentors can be used for any part of your life.  Mentorship doesn’t only have to be someone for your career.  You can also have mentors that will help you become a better spouse, parent, gardener, sibling, community organizer, or spiritual leader.   The need for mentorship is vast and limitless. 

Identify mentors you may not realize that you have access to

  • Mentees can also be mentors.  I have numerous, very impressive mentees over the course of my career that at some point have also become a mentor for me.   I learn more from being a mentor than anything else!
  • Activate a distant role model.  You may see or indirectly work with someone who is a vision of success locally in your building or office.   I remember having a number of individuals that I didn’t speak to but I admired from afar.  Take that admiration one step further and initiate conversations regularly without any expectations. Get to know them personally instead of putting them on a pedestal; you may be surprised about what you learn about them...and yourself.
  • Pay for professional mentors through the use of life coaches.  Sometimes you need a professional opinion with an entirely different perspective for a specified time and need.   Seek out professional mentor relationships with the use of life coaches that you personally pay for.  For some, the peace of mind of being able to run ideas by an objective individual without an agenda or judgment that can also be an accountability partner can be quite effective.   
  • Informal mentors can come from any part of your life.  I have found mentors through college friends, distant relatives, professional associates, and even former college professors. A colleague with 4 kids jokes regularly that her kids have become her personal board of directors.