IS IT “GOOD ENOUGH” FOR NOW? THE QUESTION YOU NEED TO ASK AFTER “GUTTING IT OUT”

In my later years as a serial CEO, and currently today in my coaching practise, I have found myself saying “GOOD ENOUGH” a lot. Like EVERYDAY! This was not always the case. As a recovering perfectionist, those words used to keep me up at night. I never thought that one day, something being “Good Enough” would actually be a key to my companies and clients success!

 

 

Being “Good Enough” actually meant getting over being wrong, and as a CEO, being wrong is very scary. It means you might be leading your team in the “wrong” direction, letting them down, letting their families down, or over all failure. But in order to move forward, you HAVE to not be scared of being wrong! You have to accept things when they are “Good Enough”.

I had to get used to working with my teams to “Gut Out the Answers” and ask ourselves, “ Is it GOOD ENOUGH for now?”.  

It always was.

We...

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SO YOU’RE SETTING GOALS, BUT ARE YOU “GUTTING IT OUT” ENOUGH? THE 14 QUESTIONS YOU NEED TO ANSWER TODAY, TO REACH YOUR GOALS IN BUSINESS AND LIFE.

We are taught at a young age that goal setting is very valuable for achieving our dreams and aspirations. We are also taught that writing down those goals increases our likelihood of achieving them. These things have not changed one bit, for anyone. But even after we write down those goals, why do some people achieve goals more successfully and efficiently than others? The burning question for both business and life.

 

 

Let me start by sharing some of my own experience.

When building my first company, we had big dreams! And like many new and growing companies, we also made [big] mistakes. Our first mistake was not setting goals that connected to those big dreams. Yes I know, this seems like a silly mistake seeing how we have all been told since our youth to write down our goals.  Well, hindsight is always 20-20.  

When we finally discovered this mistake, we were four years into our first company, having raised lots of venture capital and trying to...

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MY FAVOURITE QUESTION AS A CEO AND HOW IT LED MY COMPANIES TO SUCCESS – I HOPE IT BECOMES YOURS TOO!

When I was CEO of two high growth companies, I was asked questions constantly. It felt like the main responsibility of my role – being the question master. I got asked questions from practically everyone, every day, all day. One of my biggest mistake in my FIRST company was trying to answer them ALL. As leaders, we think we need to answer everyone’s questions.  But why?  Do we correlate this directly to the success of our leadership? Our company?

 

 

Often CEO’s and other leaders are in their role because they were/are experts in that field.  This was true in my case as CEO for my companies. As a result, I thought that if I did not answer every question fired at me I would not be viewed as the expert I was. I thought my team would lose confidence in me. I feared that if I declined to answer these questions, my team would head in the wrong direction and I would be to blame. Was I ever wrong!

 

Interestingly enough, the less time...

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YOU CAN’T GROW YOUR COMPANY WITHOUT GROWING YOUR PEOPLE. THE 3 KEY SYSTEMS THAT HIGH GROWTH COMPANIES NEED TO WIN

When I was building my first company, the words of Jim Collins, “right people, in the right seats, doing the right things” were imprinted in my brain. I was reminded daily, in everything I was reading and being told, that in order to grow my business I had to have these three human-pieces in place.  “Find the RIGHT people,  ensure they are in the RIGHT role, and are doing the RIGHT tasks” – MUCH easier said than done!

After learning the hard way with many “people” problems, my leadership team and I agreed that we needed to find a way to bring Collin’s mastery advice to life within our company. This was a really challenging task – not just for our business, but for every company in every industry – making it clear that until we had our “people” systems functioning optimally, our company would not grow as fast as we wanted.

We had to think differently at how we would solve this! Lots of...

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12 STEPS TO ACHIEVE PREDICTABLE PROFIT THROUGH DISRUPTION

 Last week, I was the Keynote Speaker the Saint Mary’s University 43rd Annual Business School Dinner.  What a great honour this was!  The organizers of the event asked if I would speak about disruption in a marketplace and my experience disrupting marketplaces.  I saw this as a perfect way to help educate others through my personal trials and tribulations, so I jumped at the opportunity!

 

y experience of disrupting markets first started with being an innovator.  We were solving problems in markets with innovative solutions but not immediately disrupting these markets.  It was simple to us: we solved problems!  What I soon learned, was that we were actually doing a lot more than problem solving and innovating: we were disrupting!   

 

When you disrupt you take an innovative solution and marry it with some other key differentiating activities, to position the product and company in a very relevant place....

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IS SETTING ‘WILD ASS’ STRETCH GOALS MOTIVATING YOUR TEAM OR IMPEDING THEM FROM HITTING THEIR MARKS? CAN DREAMING BIG GET TOO BIG? 5 STEPS TO MAKING THOSE DREAMS ACHIEVABLE

I work with many leadership teams, supporting and coaching the team to be clear and succinct on their company goals. In business, these goals can be classified as long term goals (10-30 years), near term goals (3HAG – The 3 Year Highly Achievable Goal) and short term goals (1 year and 90 days). When setting metrics around these goals, the biggest question and discussion we have is “should these goals be stretch or achievable?”  

 

 

I find this question (sometimes dilemma) interesting.  Before a plan is put into action, everyone is dreaming big and wants stretch goals. But once the plan is in play, they want very achievable goals.  Teams find themselves so far off their stretch goals that they becomes unmotivated and are requently replanning. This is a reactive behaviour and when you are in this state, it feels awful!

 

Where does this mindset come from?  We don’t want to set goals that we know we can easily...

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IF YOU REGISTERED FOR A MARATHON, YOU WOULD TRAIN FOR IT. SO WHY ARE YOU SETTING 10-30YEAR GOALS AND NOT TRAINING TO REACH THEM?

As an athlete, I have had a lot of experience in physical training and growth. In order to be successful in any game or race, disciplined training is essential. Whether you are an Olympic runner, or a casual jogger, you are only going to get better and improve if you train. A big element of any training is creating the schedule or map with daily/weekly/monthly targets and goals. In business, this is what we call forecasting. We forecast goals as a way to track our companies progress. Makes sense, right?

 

 

What if you registered for a marathon, but only tracked the amount of days you ran, and not the distance or time? You would most likely not complete your marathon and end up injured and disappointed. Relating back to business, what if you made this same mistake by creating forecasting goals that didn’t align with your big end goal? 

 

As a CEO and leadership team coach, I see this all the time! I start working with companies that have...

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3 LESSONS I HAVE LEARNT AS A FEMALE FOUNDER

It wasn’t until the success of my the first company, where I was a co-founder and CEO, did I realize that people regarded female founders and CEOs as different.  When I co-founded my second business I realized this was very special and naturally, leveraged it!  Now having founded my third tech company I can identify these three most important lessons I have learnt that have lead all three companies to success, regardless of what other people think.

 

FOCUS

Staying focused on the BHAG, 3HAG and 1HAG is key. Know where you are going! Make sure you know with clarity what your core values and core purpose are, know and believe in your 10-30 year goal, your 3 year Highly Achievable Goal, know where you want to be in 1 year and know where you need to be in 90 days.  I always had a 10-30 year goal for my companies, 1 year goal for my companies, a 90 day plan BUT what really brought this all together was being absolutely laser focused on the 3...

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AS A CEO, WHY ARE YOU STILL LEADING SALES? 6 STEPS TO FIND AN ACCOUNTABLE SALES LEADER AND BE A FULL TIME CEO

As a CEO/Leadership team coach, I work with many companies that have gross sales both above and below $10 Million. I call out the value of $10M here, as I often see a common issue with those falling below this value. In my experience, the majority of companies with a topline under $10M have a CEO that is also leading sales! I know that this is a common practice of a new and growing company due to small start-up teams and rapid growth, but why is it still so common in established companies that fall under the $10M mark? Are you a CEO in an established company that is guilty of this? If you are, it’s likely the key reason you can’t break a $10M topline. But whats your excuse and how can you correct it?

 

 

Excuses, excuses! I have heard and said them all myself. The biggest one, “HIRING A SALES LEAD IS HARD!”.  When a CEO is ready to make this leap to hire a sales leader, they are often in a state of desperation. This desperate state leads to...

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THE KEY DIFFERENCE BETWEEN DREAMERS AND DOERS: THE COURAGE TO PREDICT

Predicting. We all know this word and what it means, and is something we are doing everyday without ever really knowing it. Whether its telling someone what time you will arrive to pick them up, how your lunch might taste and make you feel, how many cups of coffee you will drink, what time you will actually get to sleep. These are little predictions we make to ourselves everyday.

In business, it seems no one ever wants to predict!  Most CEOs and leaders are comfortable setting a goal 10+ years away.  Why does no one want to predict where they will be in 3 years? Why is  the 3 year goal the least confident goal of all?  Some leadership teams will even set a goal 5 years away as a way to avoid setting a 3 year goal. But what is the real reason why?  The fear of being wrong!   When we predict something we have a chance of being wrong.  No one wants to be wrong – who does?  In order to be clear on where we want to be in 3 years time...

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