How did full-fledged members of the “active for life” club get there?
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The default working arrangements of today have crept up on us over many decades and are the result of a certain philosophy of business management.
Whether it be a debate or an argument, or a company, how you look at the world can’t help but shape how you feel, act and behave.
A team that learns is a team that grows. Very often, the best way to support this is to create the right conditions and then get out of the way.
Individual people—you, me, others—are not that great at making sound, evidence-based decisions. We also tend to be suspicious of decisions, made by others, that have the potential to affect us. But there are ways to foster better, more legitimate outcomes and it all starts with vigorous debate.
Throughout history, societies have often glorified pursuits and behaviors that can be expected to shave many years off your natural life expectancy.
For some, formal reviews are a time to step back, reflect on the previous months and get ready for the stretch that lies ahead. For others, documenting their mid-year is one more thing on their plate, a mildly annoying time gobbler that just crowds out other priorities. And for leaders with large teams, it’s a time-consuming task that can easily turn into a low-value box-checking exercise.
If you hold a leadership role of any type (and you probably do — whether at home, in school, at work or in the community more broadly), it’s good practice to pause once in a while and reflect on how well you’re doing on that front. But what’s the relevant frame of reference against which to assess yourself?
At what point in your life will you peak? When you’re at the top of your athletic capabilities or physical attractiveness? When you’re in your best earning years? When you hold the most power and influence?
We all know people – friends, colleagues, coaches, mentors, leaders – who are simply great at helping others be the best that they can be. You may well be one of them.