It takes a balance of strengthening the fundamental, proven workflows while leaving room for innovation and creativity as you continue to grow.
The lens that systems-thinking provides is invaluable, especially if you are leading a firm or a team. With this perspective’s aid, you can evolve to become the caretaker of a complex system and work on making it more resilient and creative.
Other times, however, the opportunity is too great to miss out on, and after analyzing it carefully, you will know it is the right choice for you; you’ll then feel confident to invest time and money on it.
Rituals come naturally to us, and they work – magically. We can nurture old ones and create new ones that we then sprinkle throughout our day to generate athlete-level performance in the different areas of our lives.
I never imagined we would be facing a global pandemic the following year, it has only come to underline the importance of thinking about resilience as we work with our companies.
Where there is growth, bottlenecks will crop up. What is essential is to identify the problem and to keep trying to find ways to address it so that the company can move forward and keep growing.
In The Great Mental Models Vol. 1 (public library), Shane Parrish and Rhiannon Beaubien give us an introduction to mental models and their applicability to our work and our lives. Mental models are fundamental principles from different disciplines, such as engineering, biology, and physics, which can all work together, interlaced to help us think. The concept has become widely known in part through Charlie Munger, Vice Chairman at Berkshire Hathaway. He uses what he describes as a “latticework of mental models” to improve his thinking and decision-making.
Being a parent during this pandemic has been quite challenging. In many cases, we have lost our main pillars of child support, such as school, afterschool activities, and childcare. We have had to adapt to find ways to keep working while managing all our other responsibilities. Because we were not prepared, we had to adjust seemingly overnight to a new and difficult reality.
Dropping everything during the first ten weeks to homeschool my three young girls was the biggest challenge I faced as a working mom during the pandemic. I have never been a teacher, and my daughters were not used to having that relationship with me. So, I had to change and learn. On Sunday nights, I would prepare for the following week. Every morning, I developed a routine: I would put on classical music, and we would start our version of ballet dancing all over the room before beginning the classes for the day. Not every day was perfect, but somehow, we got through it by making it fun.
Implementing new ideas is not always easy. Sometimes we arrive with the best intentions at a new company and want to introduce many innovations, but we may come face-to-face with entrenched patterns within an organization. Even in organizations that we have led for some time, we might find resistance when we try to institute new practices.
Whether you wish to implement a company intranet, a new business process management system, or the use of objectives and key results in your company, you may face friction. This occurrence is normal, especially if it is not a solution to an existing problem but rather improvement. Having to learn a new tool or information system takes additional time on top of daily procedures.