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Tuesday, November 24, 2015

What’s More Important Than Knowledge?

"Imagination is more important than knowledge" – Albert Einstein

Why would one of the smartest people in history say something so counterintuitive? We are taught to depend on knowledge; that it is power.  Furthermore, we are taught to depend on knowledge that was created by others.  We spend countless hours studying and memorizing knowledge others conjured up in their imagination.  After memorizing what we studied, our intelligence is assessed.  If we retained most of the knowledge created by others, we are deemed intelligent. 

However, knowledge is from

Tuesday, October 27, 2015

If It’s Not Maximizing Shareholder Value, What Is the CEO’s First Priority?

In recent years, Apple Inc. was announced the most valuable stock to ever be traded, reaching a peak market cap of $620 billion. Since the departure of founder and CEO, Steve Jobs, company shares have continued to grow. From debut through the present, Apple has been a driving force outside its original core competencies and a poster child for innovation.

Apple’s performance is

Tuesday, October 6, 2015

3 Things CEOs Should Know Before Changing Corporate Culture

There is a common belief amongst most corporate executives: “changing corporate culture is one of the most difficult things to do.” Perhaps it’s so difficult because it involves human beings. People are not as simple as changing the oil in your car or the software in your computer. While transforming culture may appear analogous to changing computer software, there are complexities that make them enormously different. With that said, here are 3 aspects that outline some of those differences. Every CEO should consider them before initiating change initiatives.

People come with baggage: Unlike software in a computer, people have been

Tuesday, September 22, 2015

The Road to High Performance

“If you pay in peanuts, you get monkeys.” – Anonymous

In a high performing culture, which comes first – money or performance?

Doling out a salary of peanuts to your employees may very well turn them into monkeys.  At the same time, you don’t want to overpay them either. Before you get caught up in a chicken-egg paradox, you must realize that money alone will not increase employees’ value proposition to the company.

After speaking with many retired CEOs, they have all commented that it is

Tuesday, August 25, 2015

Here’s Why Some People Will Never Be Emotionally Resilient

Emotions have nothing to do with emotional resilience. What’s called emotional resilience has everything to do with the conversations you have with yourself. Before there is an emotion, there is a thought. That thought dictates whether or not you have an emotion and what it will be. Therefore, it is the

Tuesday, July 28, 2015

Tuesday, July 21, 2015

Are Perfect Relationships Possible?

Thus far, we’ve established that nature is perfect. We’ve also established that human beings are nature. Therefore, people are perfect. If we observe nature, it seems she does not make mistakes, even if we don’t fully comprehend her plan. With that said, how is it that two people who are essentially perfect come together in a relationship that falls apart? In the US, more than 50% of marriages end in divorce. Nature does not divorce herself from us. She operates in cycles. She wastes nothing and has an intention for every event, whether it’s

Tuesday, July 14, 2015

Build the Perfect Corporation

In nature, you find perfection. And everything functions according to its design. You don’t find fish climbing trees nor do you see hawks running around on the ground chasing its prey. The fish swim in water with precision and alacrity. The hawk uses flight for surveillance of the land then swoops down on its prey and carries it away. In nature, you see the fish and other animals operate with optimal performance as they function in the capacity they were designed to do. In corporations, it’s possible to elicit optimal performance from employees. However, if you squander talent in an organization, you will find less than optimal performance. Squandering talent is

Tuesday, July 7, 2015

Is It True That No One Is Perfect?

Before you respond to the title, consider the following.  If you observe the universe, it’s perfect.  The same is true for nature on our planet.  The collaboration between the celestial planets and stars allows life to thrive in great abundance.  With that said, if you look at human beings, we are part of nature.  In fact, it could be said we are, like all animals, nature.  If nature is perfect, that makes people perfect.  But…..

We have been

Tuesday, June 9, 2015

Catching Unicorns

In mythology, the unicorn was described as a wild and beastly horse-like animal with one horn. Its horn was said to have the power to make poisoned water drinkable and heal sickness. However, legends said the animal would rather die than be caught. If you wanted to catch it, you needed a virgin. Leonardo da Vinci once wrote in his note book, “the unicorn, through its intemperance and not knowing how to control itself, for the love it bears to fair maidens forgets its ferocity and wildness; and laying aside all fear it will go up to a seated damsel and go to sleep in her lap, and thus the hunters take it.” 

Since the unicorn is a rare breed of animal with magnificent powers, it is the perfect analogy for people who are considered

Tuesday, June 2, 2015

Why Is It Difficult to Think Like A CEO?

From the outside, it appears CEOs have it made. In fact, some believe their job is to fire and hire whomever they want. One CEO I know told his daughter that he does not like to fire people. He cautioned her that if she ever works for a company where the CEO likes to fire people, she should run. If the job of a CEO is not about hiring and firing, what is it about? Do they possess special talents that most do not?

Tuesday, May 26, 2015

Words Managers Are Afraid to Say

There is a huge impact on the organization when the managers are not having the right conversations with employees.  If critical conversations are avoided because management feels they lack sufficient knowledge in that area, the company could be operating with blind spots. So the notion of being afraid to tell your people you don’t know, you were wrong, or ask them, “what do you think?” or “what would you do?” is a formula for a struggling organization.

I have seen smart managers come up with all the answers.  In the end, his employees became