I write a lot. That is an unavoidable truth. I’ve been putting my thoughts on this site on a mostly-weekly basis for several years now. While having an audience is valuable—and I’m grateful for the feedback that I do receive from readers—in many ways the person that I am most writing for is myself. I write to think, and I think to learn. Sometimes what I have to say surprises me as much as it might stimulate thought for someone else. And that is entirely the point.
Startup culture is rooted in principles of failing fast and often, and pivoting on to the next thing. And I absolutely understand the value of adaptation and evolution. But we forget that principles are not hard bound rules. And what works for startups does not necessarily work for their customers.
Look out! Be careful! That’s dangerous! Should you really be doing that?! Risk has become quite the four-letter-word. It is, in certain circles, the new fetish to obsess about. In corporate corridors, over boardroom tables and in workshops and meetings (especially in workshops and meetings) risk management is a topic of seemingly endless discussion.
I speak. In fact, I speak fairly regularly. I’ve been speaking for nearly 20 years now, and I like to think I’m reasonably good at it. At least once a month, and quite often more, I find myself in front of an audience who wants to know what I have to say.
As children, we embrace learning new skills and abilities with a vengeance. In that we start life with no skills, and pretty much everything around us is fascinating and interesting, and we want to be able to do things that others already understand, we eagerly embrace the unknown. What is fascinating at this age, however, […]
You don’t realize how comfortable and familiar that routines are until you try to change them. Take something as simple as the newspaper. For years, it has (mostly) reliably shown up on my doorstep, and I have pretty much made a point of reading it every day.