Strategy – Page 5 – Luke McMeeken-Ruscoe

To Be, Or Not To Be, Important

It is stroking your ego when you want your team to make you feel important.

A good leader makes their team feel important by highlighting their successes and contributions.

Authority is a title; expertise is a skill.

Experts are always learning. They’re open to feedback, new ideas, and different perspectives.

Look for the person with the deepest understanding of the problem you’re trying to solve not the best office.

Running is running right?

But running towards something is completely different from running away from something.

Play and fear are motivators but they generate different processes.

What are you leading lead you?

The narrative of competition is always external. Outside forces wanting to stop you.

The truth is they are obstacles and impediments, the real competition is yourself.

Being better than you were yesterday and being ready if and when the opportunity strikes.

Curiosity isn’t just for kids to marvel and wonder at the world they are experiencing for the first time.

It is a super power for all of us to continuously learn and grow. The world keeps changing and so should we.

Everything in moderation.

Too little information slows learning and improvement.

Too much information overwhelms and shuts down learning and processing.

Balance is key to creating progress and limiting confusion.

Doing more things is seen as important but it bulks you up and slows you down.

Doing less things better slims you down and speeds you up.

More is less, less is more.

Leadership is not about being the best.

It is about painting a picture of what the future could be and supporting others to be the best versions of themselves.

True leadership is getting out of the way and letting your team be awesome.

Having a metric is designed to be a target, more good, less bad.

If only this were true. A metric is just a guide for direction.

Unpacking the nuances around the metrics is going to be the only way to reveal if your team is performing or not.

From average to good requires fundamental, structural improvements. It is a huge jump.

From good to great requires tiny improvements and consistently not making mistakes.

It is less of what you do do, and more of what you don’t.