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Create a World of Possibility for Your Team and Yourself

Posted by Cliff Locks On January 26, 2022 at 10:30 am / In: Uncategorized

Create a World of Possibility for Your Team and Yourself

Creating a world of abundance isn’t about creating a world of luxury—it’s about creating a world of possibility.

But how exactly do we create such a world?

Today we’ll explore a powerful concept called “the adjacent possible.”

This is theoretical biologist Stuart Kauffman’s wonderful term for all the myriad paths unlocked by every novel discovery—the multitude of universes hidden inside something as simple as an idea.

Abundance is one of those simple ideas.

And its time has come.

It is up to bold, exponential entrepreneurs around the world to unlock this adjacent possibility and help humanity live up to its full potential.

In today’s blog, I’ll discuss what the adjacent possible is, why it’s more relevant than ever, and how it can help us fulfill the promise of a truly abundant future—for everyone.

Let’s dive in…

WHAT EXACTLY IS THE ADJACENT POSSIBLE?

Before the invention of the wheel… the cart, the carriage, the automobile, the wheelbarrow, the roller skate, and a million other offshoots of circularity were not imaginable.

They existed in a realm that was off-limits until the wheel was discovered.

But once discovered, these pathways became clear.

This is the adjacent possible.

It’s the long list of first-order possibilities that opens up whenever a new discovery is made.

And our path of adjacent “possibles” has led us to a unique moment in time. We have wandered into a world where the expansive nature of technology has begun to connect with our inner desires.

As technologist Kevin Kelly explains it:

“For most of history, the unique mix of talents, skills, insights, and experiences of each person had no outlet. If your dad was a baker, you were a baker. As technology expands the possibility space, it expands the chance that someone can find an outlet for their personal traits . . . When we enlarge the variety and reach of technology, we increase options, not just for ourselves and not for others living, but for all generations to come.”

Over 50 years ago, Abraham Maslow pointed out that people whose basic needs were not being met had little time to spend on self-fulfillment.

If you’re trying to feed yourself or find medications for your children or survive other, similar threats, then living a life of possibility is not much of a probability.

But this is exactly, as economist Daniel Kahneman figured out, where the adjacent possible meets the road to abundance and produces some spectacular leverage.

THE ADJACENT POSSIBLE & THE PURSUIT OF HAPPINESS

Several years ago, Kahneman set aside the question of cognitive biases and turned his attention to the relationship between income level and well-being.

By analyzing the results of the Gallup-Healthways Well-Being Index, which asked some 450,000 Americans what brings them joy, he discovered, as the New York Times aptly put it, “Maybe money does buy you happiness after all.”

The operative word here is maybe.

What the data show is that one’s emotional satisfaction moves in lockstep with one’s income—as income rises, well-being rises—but only to a point. Before the average American earns $75,000 a year, there is a direct correlation between money and happiness.

Above that number, the correlation disappears.

This tells us something interesting: that in the United States, the freedom to flourish—to truly enjoy a life of possibility—costs roughly $75,000 a year (in 2008 dollars).

But what’s really important is what that money buys.

The typical American spending breakdown shows that 70% to 80% percent of the money we earn goes to meet basic needs such as water, food, clothing, shelter, health care, and education.

That figure rises to over 90% in many developing countries.

But in our abundant future, the dollar goes further. So does the yen, the peso, the euro, and so forth.

This happens because of dematerialization and demonetization, saved time, and a thousand other reasons.

So, you have to wonder: what does it take to make a real difference?

Not much, it turns out.

Daniel Kahneman’s calculation has since been extended to the rest of the planet. On average, across the globe, the point where well-being and money diverge is roughly $10,000.

That’s how much the average global citizen needs to earn to fulfill his or her basic needs and gain a toehold toward much greater possibility.

There is no debate that life has gotten considerably better at the bottom over the last 5 decades.

The developing world has seen longer life expectancies, lower infant mortality rates, better access to information, communication, education, potential avenues out of poverty, quality health care, political freedoms, economic freedoms, human rights, and saved time.

WHICH WAY NEXT?

But that $10,000 tells us that we’ve actually come even further.

Thirty years ago, most well-off US citizens owned a camera, a CD player, a stereo, a video game console, a cell phone, a watch, and a whole bunch of other assets that easily add up to more than $10,000.

All these now come standard on today’s smartphones.

In our exponentially enabled work, that’s how quickly $10,000 worth of expenses can vanish.

And importantly, they can vanish without much outside intervention.

No one set out to zero the costs of two dozen products.

Instead, inventors set out to make better cell phones—the path of the adjacent possible did the rest.

This time around, we can squeeze a bit of randomness out of the equation.

We don’t have to wait for history to help our cause—we can help it ourselves. We know which technologies need further development, and we know how to go from A to B much faster than before.

Unlike earlier eras, we don’t have to wait for corporations to get interested in solutions, or for governments to get around to our problems.

We can take matters into our own hands.

Meanwhile, the one-quarter of humanity that has forever been on the sidelines—the rising billion—has finally gotten into the game.

Most importantly, the game itself is no longer zero-sum.

For the first time in forever, we don’t need to figure out how to divide our pie into more slices, because we now know how to bake more pies.

Everyone can win.

FINAL THOUGHTS

Proverbs 29:18 tells us: “Where there is no vision, the people will perish.”

Perhaps that’s true, but it’s also myopic.

Abundance is both a plan and a Mindset.

This second bit is key. After all, our perspective shapes our reality.

So, while the Bible offers a warning, it’s helpful to remember that the inverse is also true: where there is vision, the people flourish.

The impossible becomes possible.

And abundance for all becomes imagine what’s next.

Let’s work together and help you move towards your vision of success faster; schedule a call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: Getting Comfortable with Failure — Fear of Failure is Actually Fear of Change — and Therefore Fear of Innovation

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

  • Ready To Engage? Fill Out This Form To Contact ICG
  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

Resolutions to help you thrive in 2022 (Top 10 List)

Posted by Cliff Locks On January 19, 2022 at 10:30 am / In: Uncategorized

Resolutions to help you thrive in 2022 (Top 10 List)

Nothing is more important than your Mindset in the new year…

Let’s dive in…

  1. Create a Daily Gratitude Practice: Every morning during my 10-minute meditation, I focus on gratitude and how I can be 30% more joyful throughout the day. In the evening, when I’m going to sleep before I drift off, I recall the 3 things I am most grateful for from that day.
  2. Let the Most Important People in Your Life Know How Much You Value Them: Who are the people you’re most grateful for? Tell them how much you appreciate them! After all, “life is who you go through life with.”
  3. Double-down on Your Passion: Your personal passion is your highest calling… the challenge you’re in love with, and the vision you have for yourself. It’s also the emotional fuel you need to keep you going in the face of inevitable hardships.
  4. Develop Your Massive Transformative Purpose (MTP): An MTP is a clear, succinct statement that guides you, empowers you, and helps you decide what to do—as well as what not to do. My MTP is… “To inspire and guide entrepreneurs to create a hopeful, compelling, and abundant future for humanity.”
  5. Resolve to No Longer Resent Missed Opportunities: In a world of ever-increasing abundance, the future holds much more exciting, fulfilling, and profitable opportunities for you to pursue. Don’t regret the past. Live for your abundant future.
  6. Go on a “Media-Diet”: Stop watching CNN, FOX, TikTok… Stop watching the dystopian news and wasting time on social media. This one step can boost your mood 10X.
  7. Consume Optimistic / Future-Positive Content: There are a TON of incredible breakthroughs helping to create a world of abundance happening all the time. But you would never know this from the constant stream of negativity from most news outlets. Consider finding media sources that deliver you positive and optimistic insights.
  8. Embrace Data-Driven Experimentation: Exponential entrepreneurs use rapid iteration and data-driven experimentation to foster creative solutions to previously unsolvable problems. What experiments can you run in 2022 to improve your business?
  9. Digitize Everything You Can: Once you digitize a product or service, it jumps on the 6 Ds exponential roadmap and begins a journey towards becoming dematerialized, demonetized, and democratized. What parts of your business can you successfully digitize?
  10. Identify and Pursue a Moonshot: Where can you go 10X bigger or better in your business while your competitors are pursuing incremental change? A Moonshot can fuel your life and make every day worth living to the fullest.

What other New Year Resolutions have you made? Email me at: [email protected]

Let’s work together and help you move towards your vision of success faster; schedule a call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: The Amazing Treasure of Providing a Helping Hand to our Family, Team Members, Colleagues, and Clients

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

  • Ready To Engage? Fill Out This Form To Contact ICG
  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

Benefits of Being Grateful in 2022

Posted by Cliff Locks On January 12, 2022 at 10:30 am / In: Uncategorized

Benefits of Being Grateful in 2022

When was the last time you felt grateful?

I mean truly grateful for all you have: your health, loved ones, the Moonshots you’re pursuing, the sunrise, and the extraordinary planet we inhabit.

In a world with an increasing abundance of opportunities and a dizzying rate of technological progress, we tend to live in a pervasive sense of “overwhelm.”

Overwhelm that can blind us to many of life’s simple joys.

What was once a technological miracle we now take for granted?

In part, this is because technology allows us to do so much more, so much faster, and so much cheaper and easier than ever before. We can fill every second of every day with increased productivity.

But it wasn’t always this way.

As a species, we used to work 80+ hours per week just to survive. To get access to basic food, water, and shelter. Life a hundred years ago was brutal, short, and filled with difficult choices.

Today’s exponential revolution has given many of us (though not everyone yet) a vacation from basic survival.

Being grateful means feeling and expressing appreciation and thankfulness for just how far we’ve come, and for what we have.

From a basic “standard of living standpoint,” each of us now has access to more fresh food, clean water, educational content, and medicines than kings and queens had just a century ago.

From an “entrepreneurial standpoint,” each of us has access to more communication capability, more knowledge, and more computational power than the heads of Fortune 100 companies just a few decades ago.

From an “impact standpoint,” each of us now has the privilege to work on a Massive Transformative Purpose. Taking on some of the world’s biggest problems is a luxury previously reserved for only the wealthiest philanthropists.

Problem-solving itself has been democratized, and we’re all better off because of it.

We should be grateful.

Being grateful involves regularly making the shift from expectation to appreciation, and from overwhelm to thankfulness.

It means constantly recognizing that we’re living in the most extraordinary time in history—that today is better than yesterday, and that tomorrow will be better still.

I believe that being grateful is especially important for entrepreneurs.

We have so many expectations for the future, and our role in creating it, that we often get impatient… why isn’t it here yet?!

5 BENEFITS OF GRATITUDE

Every morning, I try to get in at least a 10-minute meditation.

I’ll play a “100 Hz Binaural Beats” soundtrack on YouTube as background music (or the daily meditation from Sam Harris’ Waking Up course) and focus on gratitude.

It is an amazing way to start the day!

So, why should you focus on being grateful?

Here are 5 of my favorite reasons:

(1) You feel better! Expressing gratitude causes our brain to release dopamine and serotonin: the two crucial neurotransmitters responsible for our emotions.

(2) You make everyone else around you feel better as well! When you are in gratitude, you’re burning 30% brighter, 30% happier, and your mood influences everyone you encounter. You take the time to feel and express appreciation and thankfulness.

(3) As a leader, when you are grateful, it’s much easier to encourage your team to be grateful—which improves the relational well-being both for individuals and the group. 

(4) When you’re “in gratitude” you invest in relationships. Ultimately, “who you go through life with” is everything… Relationships bring joy, meaning, and love. And in your leadership role, you focus on what positive results you can create for others.

(5) You are more optimistic, more inspired, and healthier. And this attracts the most incredible talent and individuals into your orbit.

There is NO downside to gratitude, ONLY UPSIDE.

A SIMPLE PRACTICE

I will close with 2 simple gratitude practices that I use.

In the morning, during my meditation, I think about what it would be like for me to be 30% more grateful and 30% happier today. I imagine what impact this would have on those around me. And then I set that as a goal for myself.

In the evening, when I’m going to sleep before I drift off, I recall the 3 things I am most grateful for from that day. Amazingly, they rarely have to do with work or technology. They are most frequently about my boys, family, and friends. It keeps me grounded and helps me remember what matters most.

So, how would your life change if you were more grateful?

What are the 3 things you’re most grateful for in your personal life? In your work life?

Let’s work together and help you move towards your vision of success faster; schedule a call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: Enhance your Leadership with these Attributes — Grace, Gratitude, Resilience, Aspiration, Courage, and Empathy

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

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How do Great Ideas Evolve? How to Embrace Innovation “The day before something is a breakthrough, it’s a crazy idea.”

Posted by Cliff Locks On January 5, 2022 at 10:30 am / In: Uncategorized

How do Great Ideas Evolve? How to Embrace Innovation “The day before something is a breakthrough, it’s a crazy idea.”

Are you afraid of failure? Most people are. Do you know why?

I truly believe this and it’s one of Peter’s Laws, but how do we know that it’s true?

It turns out that there’s a predictable process for the evolution of great and breakthrough ideas. Ideas that are revolutionary.

I learned about this process from Sir Arthur C. Clarke, inventor of the geostationary communication satellite and author of dozens of best-selling science-fiction books, including 2001: A Space Odyssey.

In the 1980’s and 1990’s I had the great honor to know Arthur C. Clarke, he was “Uncle Arthur” to me, Bob Richards, and Todd Hawley: the three co-Founders of International Space University.

Clarke described three phases of a great idea:

  1. In the beginning, people will tell you that the idea is “crazy”—that it will never work.
  2. Next, people will say: “Well, it might work but it’s not worth doing.”
  3. Finally, they’ll say: “I told you that it was a great idea all along!”

In today’s blog, I’ll share a story that perfectly exemplifies this evolution: NASA project manager Tony Spear’s efforts to land an unmanned rover on Mars in the 1990s.

It’s a story about steadfast belief in a breakthrough idea and having the passion and persistence to pursue that idea—even in the face of risk and opposition from experts.

In short, it’s a story about entrepreneurship.

Let’s dive in… 

PHASE 1: BIRTH OF A “CRAZY” IDEA

When Tony Spear was given the job of landing an unmanned rover on the Martian surface, he had no idea that Clarke’s three stages would be precisely his experience.

A jovial, white-haired cross between Albert Einstein and Archie Bunker, Spear started his career at NASA’s Jet Propulsion Laboratory (JPL) in 1962.

Over the next four decades, he worked on Missions from Mariner to Viking, but it was his final assignment, as project manager for the Mars Pathfinder, that he describes as his “greatest mission challenge ever.”

The year was 1997, and the United States had not landed a probe on Mars since July 1976. That was Viking, a complex and expensive mission, costing some $3.5 billion (in 1997 dollars).

Spear’s assignment was to find a way to do everything that the previous mission had done, just faster, better, and cheaper.

And when I say cheaper, I mean a whole lot cheaper: fifteen times cheaper to be exact, for a fixed and total development cost of only $150 million.

That meant all the expensive, traditional, and proven stuff was out the window—including the types of retrorockets for landing that worked on the Viking Mission.

To pull this off under these seemingly impossible constraints, Spear and his team had to do everything differently: from how he managed the mission to how they landed.

As Spear recounts the story of those early days, “That really scared people. At NASA headquarters, I was assigned six different managers in rapid sequence—each of the first five found a different excuse to quit from the project. Finally, I was assigned someone about to retire who didn’t mind sticking with me at the end of his career. Even the NASA administrator, Daniel Goldin, nearly flipped out when he received his initial mission briefing—he couldn’t get past how many new things we were trying out.”

PHASE 2: “WELL, IT MIGHT WORK BUT IT’S NOT WORTH DOING”

Among the many things Spear tried out, nothing struck people as zanier than using airbags to cushion the initial impact, helping the craft bounce around like a beach ball on the Martian surface, before settling down into a safe landing spot.

But airbags were cheap, they wouldn’t contaminate their landing site with foreign chemicals, and Spear was certain that they would work.

The early tests, however, were a disaster, so the experts were summoned. The experts had a pair of opinions.

The first was: “Don’t use airbags.”

The second was: “No, we’re totally serious, don’t even consider using airbags.”

“Two of them,” recounts Spear, “told me flat out that I was wasting government money and should cancel the project. Finally, when they realized I wasn’t going to give up, they decided to dig in and help me.” 

PHASE 3: “I TOLD YOU IT WAS A GREAT IDEA ALL ALONG!”

Together they tested more than a dozen designs, skidding them along a faux rocky Martian surface to see which would survive without shredding to pieces.

Finally, just eight months prior to launch, Spear and his team completed qualification testing of a design composed of twenty-four interconnected spheres, loaded it aboard the Pathfinder Mission, and launched it into space.

But the anxiety didn’t end there.

The trip to Mars took eight months, during which there was plenty of time to worry about the fate of the mission.

Spear recalls:

“In the weeks just prior to landing, everyone was very nervous, speculating whether we’d have a big splat when we arrived. Goldin himself was wondering what to do: Should he come to the JPL control room for the landing or not? Just a few days before our July 4th descent to the surface, the administrator took a bold tack, holding a press conference and proclaiming, ‘The Pathfinder Mission demonstrates a new way of doing business at NASA, and is a success whether or not we survive the landing.’ ”

The landing went exactly as planned.

They had spent one-fifteenth the cost of the Viking Mission, and everything worked perfectly—especially the airbags.

Spear was a hero.

Goldin was so impressed that he insisted airbags be used to land the next few Mars missions and was quoted as saying, “Tony Spear was a legendary project manager at JPL and helped make Mars Pathfinder the riveting success that it was.” 

FINAL THOUGHTS

Arthur C. Clarke was a close friend and a mentor of mine.

And he was right: demonstrating great ideas involves a considerable amount of risk.

There will always be naysayers.

People will resist breakthrough ideas until the moment they’re accepted as the new norm.

Every breakthrough idea I’ve worked on, from the International Space University (ISU) to the $10M Ansari XPRIZE, has gone through these three phases where people ridiculed us and stood by the sidelines, only to eventually celebrate the successes.

Since the road to abundance requires significant innovation (and revolution), it also requires significant tolerance for risk and failure and tolerance for ideas that strike most people as absolute nonsense.

Peter’s dear friend Burt Rutan, who designed and built SpaceShipOne, the brilliant vehicle that won the $10 million Ansari XPRIZE, put it best:

“Revolutionary ideas come from nonsense. If an idea is truly a breakthrough, then the day before it was discovered, it must have been considered crazy or nonsense or both—otherwise it wouldn’t be a breakthrough.”

What crazy ideas and Moonshots are you pursuing?

Let’s work together and build your Moonshot innovation, schedule a call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: The Future is Faster Than You Think

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

  • Ready To Engage? Fill Out This Form To Contact ICG
  • Please enter your complete job title. For example "Executive VP of Business Development."
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Enhance your Leadership with these Attributes — Grace, Gratitude, Resilience, Aspiration, Courage, and Empathy

Posted by Cliff Locks On December 29, 2021 at 10:30 am / In: Uncategorized

Enhance your Leadership with these Attributes — Grace, Gratitude, Resilience, Aspiration, Courage, and Empathy

Like truth, art, or love—grace is often hard to define. But we know it when we see it, and when we experience it.

I’ll never forget—it was early in my days as a CEO. A member of our board, who was mentoring me, looked me in the eye and said, “I don’t just want you to be successful—I am going to ensure that you are successful.”

I was so moved by his words, which told me that he was invested in me. Looking back now, I see it as a gift of grace.

Unearned and unmerited, grace is the goodwill of human nature predisposed to helping others. And now, as we approach year-end and a time of reflection, we are reminded of the immutable power of grace.

Our colleague Dan, a global account leader in our firm’s Chicago office, told me just the other day about the recent passing of his older brother, Jeff, after years of battling type 2 diabetes, renal failure, and other medical conditions. Dan recalled how his brother, 12 ½ years older, had occupied a special place in his life—“part older brother, part trailblazer, who would show me the ropes of adulthood.”

As he prepared for the funeral, Dan confided that he wondered if Jeff knew how grateful he was for him: “Did he know the kind of influence he had on my life? Was he aware, as a pharmacist, pharmacology professor, and musician, of the impact he had on others’ lives? I think so, but you never know for sure.”

Yet even amid such grief, there was also grace, as Dan also shared: “In a true ‘circle of life moment,’ my niece (on my sister’s side) gave birth—just one day after Jeff’s passing—to a healthy baby boy. Another opportunity for gratitude.”

As we all strive to become our better selves, we can find inspiration in the five graces—gratitude, resilience, aspiration, courage, and empathy. Each captures an invaluable human trait, and together they literally compose the word “grace.” Here are some thoughts:

  • Gratitude On the corner of my home office desk is a scrapbook: a celebration of the past 50 years of our firm. Whenever I need perspective the most, I turn to those pages and see the mosaic of colleagues’ past and present—the heart and soul of our firm—and I know why I am here. I see smiles and laughter and celebrations. I think of the stories people have shared—struggles, successes, and milestones along the way. We’ve congratulated each other on weddings and the births of children, we’ve comforted each other in times of illness, and we’ve expressed condolences on the loss of loved ones. Because when family and friends are deeply connected, that’s what they do. And for this we are grateful.
  • Resilience. Over the years, and especially at holiday time, our parents, grandparents, and other relatives tell stories about their lives. These stories have a lasting impact, reminding us that there is always a way. I’ll never forget the story shared with me earlier this year by an executive about his mother who, when she was in her late 90s, contracted a serious infection that required hospitalization. As her condition worsened, the doctor gave the sad prognosis that she wasn’t going to make it. The time had come for the family to arrange hospice for her. Thinking that his mother was sleeping, the executive quietly approached the hospital bed and called out gently to her. Suddenly, this woman, who had seemed near death a few minutes before, snapped her eyes open and replied in a heavy Italian accent, “I heard what you and the doctors were talking about. I am not going anywhere.” Two weeks later, she was well enough to be discharged from hospice. Ever resilient, she lived another two years—nearly reaching 100 years of age! Moral of the story: never underestimate the indomitable human spirit. That’s the resilience that propels us forward.
  • Aspiration. Hope, desire, longing, yearning, wish, aim… Each of these words speaks to an aspect of aspiration, but it is far more than all of them. Aspiration has nothing to do with those momentary wants—the kind of dreams that captured us as children. So many of us can remember sitting down with that thick Sears catalog and turning its pages full of pictures as we made our holiday lists. (One year, all I wanted was a Green Bay Packers jersey, helmet, and pads.) Aspiration, though, is far more than a passing fad or fancy. It is a vision—a goal—capturing no less than who we are and what we want to become. As we raise our sights, we elevate others.
  • Courage. During these times of rapid change, things can get really uncomfortable. We’re in constant transition—like trapeze artists flying through the air. We can’t make the next trapeze appear automatically— we must wait for it. Then, as it approaches, we let go of the old trapeze so we can reach for the new one. At that moment—completely ungrounded—we need courage. Courage is not about having “no fear,” but rather to “know fear.” How else can we progress? By following our values and drawing from past experiences, we find a way forward—“knowing what to do when we don’t know what to do.”
  • Empathy. We see people for who they really are, as we meet them wherever they are. This is the power of empathy—we can literally see it at work in our brains. As our Korn Ferry Institute explains, brain imaging shows us how different aspects of empathy engage our minds and emotions. First is cognitive empathy, which allows us to understand others’ emotional experiences while maintaining a healthy detachment. This is how we intellectually walk in someone else’s shoes. The second is sympathy—or emotional empathy—that allows us to feel what another person is experiencing. Too much sympathy, though, can make us feel pain as if it were our own. When suffering becomes too intense, we are prone to protect ourselves by putting up barriers. The third is compassion, or empathetic care, which we experience as concern for others. This form of empathy allows us to set aside our own concerns and reach out to help. Empathy is not just something we talk about—it must be felt by others.

Life and leadership are all about the journey and the grace-filled moments along the way. Indeed, that’s what truly matters—that’s what people remember the most. After all, grace is not defined by what we say, rather it is found in what others feel.

Let’s work together,  schedule a call: www.calendly.com/clifflocks

Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: The latest ways to build up your leadership skills; it’s easier than you think!

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

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  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

Getting Comfortable with Failure — Fear of Failure is Actually Fear of Change — and Therefore Fear of Innovation

Posted by Cliff Locks On December 22, 2021 at 10:30 am / In: Uncategorized

Getting Comfortable with Failure — Fear of Failure is Actually Fear of Change — and Therefore Fear of Innovation

Are you afraid of failure? Most people are. Do you know why?

Do you know why?

Whenever I ask people what they fear most about failure, I hear three consistent answers:

  1. Fear of negatively impacting your reputation: “If I fail, I won’t get the promotion.”
  2. Fear of wasting time: “I’ve invested two years of my life—we can’t fail now!”
  3. Fear of wasting money: “I’ve invested way too much money—we can’t fail now!”

Why does this matter?

Because whatever the reason, fear of failure is actually fear of change—and therefore fear of innovation.

For an entrepreneur, fear of failure can be crippling—paralyzing your creativity and risk-taking, and ultimately lowering your odds of success.

So, how do you minimize the fear of failure in yourself and your team?

It starts with shifting your perspective about failure–and that’s what today’s blog is all about.

Let’s dive in…

SOME PEOPLE ARE NATURALLY MORE COMFORTABLE WITH RISK

Failure is not necessarily the disaster that everyone assumes.

Stanford Business School Professor Baba Shiv explains it this way:

“Failure is a dreaded concept for most businesspeople. But failure can actually be a huge engine of innovation. The trick lies in approaching it with the right attitude and harnessing it as a blessing, not a curse.”

Shiv studies the role that the brain’s liking and wanting systems to play in shaping our decisions: a field known as Neuroeconomics.

When it comes to risk, he divides the world into two mindsets:

Type 1 people are fearful of making mistakes.

For them, failure is shameful and disastrous. As a result, they are risk-averse, and whatever progress they make is incremental at best.

On the other hand, Type 2 people are fearful of losing out on opportunities.

Places like Silicon Valley are full of Type 2 entrepreneurs. As Shiv puts it, “What is shameful to these people is sitting on the sidelines while someone else runs away with a great idea. Failure is not bad; it can actually be exciting.”

From the Type 2 perspective, failure is not bad.

In fact, Shiv says, “From so-called failures emerge those valuable gold nuggets—the ‘ah-ha!’ moments of insight that guide you toward your next innovation.”

HOW CAN YOU BECOME MORE COMFORTABLE WITH RISK?

Since using exponential technologies to create a world of abundance requires taking risks, figuring out how to convert Type 1, or “riskphobic,” people into Type 2 “riskphilic” players is vital to this effort.

One way that companies have begun strengthening their fearlessness muscles is rapid prototyping: the process of brainstorming wild new ideas, then quickly developing a physical model or mockup of the solution.

As Shiv points out, “This process allows people to move quickly from the abstract to the concrete and lets them visualize the outcome of their ideas. Because not all prototypes end up as the best or final solution, rapid prototyping also teaches that failure is actually a necessary part of the process.”

Over a decade ago, Michael Schrage, a Research Fellow at MIT’s Sloan School, shared his “5-5-5 Rapid Innovation Method” with me.

It’s a concrete way of putting Shiv’s notion into practice and making your company’s environment more riskphilic and tolerant of failure.

Below is my variation on Schrage’s 5-5-5 concept in three steps:

Step 1: Teams of 5

First, break your company or group into teams of five people. Try to maximize diversity in the group (e.g., age, expertise).

Why 5 people?

Because there’s no need for a “CEO,” or an org chart, or a communication plan. Information flows freely and there’s the diversity of ideas. This is similar to Jeff Bezos’ “two-pizza rule” for ideal working team size.

Step 2: Allocate Budget ($500 or $5,000)

Your next step is to allocate a budget for each of the teams. Choose something on the order of $500 to $5,000.

This is the amount of money each team will spend during the 5-5-5 program: enough money for the team to try a few experiments without breaking the bank.

Step 3: Allocate Time (5 Days for 5 Weeks)

Finally, give the teams a fixed and short amount of time to run a number of experiments to see if their idea has merit and gets traction.

The amount of time should be short enough so that there are no negative consequences if nothing useful materializes.

CREATING A “RISKPHILIC” ENVIRONMENT

If Schrage’s methodology is used in a friendly, riskphilic environment—in which everyone understands that most ideas will fail—participants will not fear ramifications to their reputations.

Under these circumstances, there’s no downside to having a crazy idea, and a tremendous upside if that crazy idea turns out to be revolutionary, so people are much more willing to take risks.

And because each idea takes limited time and money to implement, no one worries too much about significant losses.

Will this process always lead to breakthroughs?

Doubtful.

But it does create a safe environment where people can practice stretching their imaginations, taking bigger risks, and learning to see failure as a building block of innovation rather than its anathema.

FINAL THOUGHTS

The road to success as an entrepreneur (and entrepreneurial company) is paved with failure.

You must have a strategy in place to encourage risk-taking, manage that risk, and learn from the inevitable mistakes.

A risk-accepting mentality is key to rapid iteration, failing forward, and ultimately entrepreneurship.

It means not being afraid to fail—because you will fail. And that’s OK!

It’s part of the journey.

Let’s work together and build a culture of innovation, schedule a call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: The Large Benefits of Spring Cleaning your Thinking Process

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

  • Ready To Engage? Fill Out This Form To Contact ICG
  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

How Do You Build a Thriving Exponential Technology Community (Part 2)

Posted by Cliff Locks On December 15, 2021 at 10:30 am / In: Uncategorized

How Do You Build a Thriving Exponential Technology Community (Part 2)

Curating your community is one of the most important investments you can make as an executive or an entrepreneur.

Your communities shape your mindsets, passions, hobbies, and ultimately your success.

For example, if you want to think big and change the world, hang out with people who have a Massive Transformative Purpose (MTP) and Moonshots.

I consider myself extremely lucky to have thriving communities in my life—from Abundance and Singularity University to XPRIZE and Fountain Life.

They inspire me, challenge my thinking, and keep me focused on my MTP and Moonshots.

But what if you don’t have such a community in your life?

One option is to create it yourself.

In today’s blog, Part 2 of a series on how to build a community, I’ll discuss the remaining five stages for creating a thriving community that revolves around your interests and passions.

Let’s dive in… 

In Part 1 (on community), we discussed the first three stages of building a thriving community: Establishing Your Identity, Designing Your Community’s Portal, and the Early Days of Building Your Community.

Here are the remaining five stages:

STAGE 4: CREATING COMMUNITY CONTENT

Below is a list of the five basic content categories you can draw upon:

  1. Content about the Future. For example, you can preview an upcoming event or product launch. Or you can make predictions about the year ahead. Previews keep members informed, while predictions spark debate.
  2. The News. This can be a news roundup, or breaking news, or news about just-released products. But be sure to make your news new. Give it an edge. Be funny. More critically, be sure to do a member news section.
  3. The Interview. Choose a “member of the month” and interview him or her. Choose your oldest member and interview them. Equally important, do VIP interviews.
  4. Advice. This can include advice from you as the founder. But you can also solicit advice from members themselves and then do a roundup of general advice from the community.
  5. The Guest. Whether we’re talking about op-ed pieces or guest blogs from experts, giving outsiders a forum to communicate with your community can help serve the core and enlarge membership.

STAGE 5: ENGAGEMENT STRATEGIES

There are two types of engagement that matter most:

First, low-friction engagement, such as a Facebook like or a re-Tweet. This type of cosmetic engagement matters because many newcomers want social proof that the community they’ve stumbled upon is the real deal.

But you also want deep engagement: building living bridges between members of your community. People join communities for the ideas—they stay for the emotions.

Below are five of the most powerful engagement strategies:

  1. Reputation. A leaderboard or ranking system can add a gamification layer to your community. Publicly holding people accountable for their performance creates interesting social dynamics.
  2. The Meetup. The goal is to generate real emotions, and nothing works better than live bodies in a room together. Of course, if you can’t get everybody together physically, get them together virtually, though don’t be afraid of hosting a structured discussion.
  3. The Challenge. Whether it’s a group project or an incentive prize, challenging the community can be a great way to foster cohesion.
  4. Visuals. Whether it’s how-to videos generated by you as the community’s founder, user-generated photos, or a simple SlideShare, ignoring the fact that the web is a visual medium will only hurt you.
  5. Be a Connector. One of the best ways to engage them is to introduce like-minded members to each other. Make the introduction, suggest that they meet, and give them a topic or agenda to fuel the conversation.

STAGE 6: MANAGING YOUR COMMUNITY

Communities are messy places.

Yet you need to steer the ship no matter how turbulent the storm.

Here are the five lessons for managing a community that matter most.

  1. Benign Dictators. The best communities are run by benevolent tyrants. You can do this by establishing parameters and then let your members make suggestions. The key is to be transparent about the process.
  2. Stay Calm. Let the kids play. Will it get loud occasionally? Of course. But a little fighting is a good thing. So is a little meandering.
  3. No Panhandling. Stop trying to market things to your community. The marketplace emerges organically, from the conversation, and not the other way around.
  4. Retention Matters. Too many community leaders spend all their time chasing new members. Remember: bigger isn’t always better. Making sure your current members are happily engaged is far more important.
  5. Delegate. Distributed leadership is key. Let community leaders emerge, and be sure to spread power around. You’re the benevolent dictator, so establish guidelines and clear responsibilities, provide training when needed, and create perks to reward all this participation.

STAGE 7: DRIVING GROWTH

Remember, you don’t need to be huge to be effective.

But if you’re looking to grow, the best place to start is with the basics. People like talking to one another, so do what you can to connect them.

With these basics in place, here are seven effective strategies for expansion.

  1. Evangelism. Word of mouth is still the most effective way to grow a community. Get your members talking about your efforts.
  2. Play-Well with Others. Partner with neighboring organizations. You can do this in the real world and online.
  3. Competition. People love to compete. Leaderboards, rating systems, incentive prizes, whatever—give people a way to square off against one another and they will show up.
  4. Pick a Fight. One of the best ways to strengthen a community is to go into battle against a common rival. Find an enemy. Take a stand.
  5. Buzz Marketing. Edgy demonstrations of new tech, products, and ideas spark buzz and attract followers.
  6. Host Events. It’s worth repeating: nothing brings people together like, well, actually bringing people together.
  7. Technical Optimization. If you want a larger online presence, don’t forget the tried and true: search engine optimization tactics, advertising, etc.

STAGE 8: MONETIZATION

Monetizing your community can be more art than science, but there are several hard and fast rules worth remembering:

  1. Transparency and Authenticity. If you plan on making money from your community, don’t hide this fact. And there’s a good chance your community is also looking for ways to make money from their passion, so drive engagement by making monetization a topic for discussion.
  2. Sell What the Community Builds. The easiest way to make money without alienating members is to help those members make money too.
  3. Cater to the Core. Give the people what they want. Sell products that are authentic and do so after you have an established reputation.
  4. All the Typical Stuff. You can, of course, sell ads to outsiders and premium membership to insiders—these are typical approaches. But again, remember to cater to the core. For instance, make sure your advertisers are selling things the community really wants.

FINAL THOUGHTS

Communities are now empowered to tackle jobs far larger in scope and size than anything previously possible.

And as entrepreneurs, we have access to more capital, knowledge, and computational power than ever before.

This means that we now have the power to attack and make a dent in billion-person problems, such as hunger or poverty. This was unthinkable just a few decades ago.

Which of those grand challenges will you and your community take on?

Let’s work together and build your tribe, schedule a call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: Making Inspiration Our Aspiration

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

  • Ready To Engage? Fill Out This Form To Contact ICG
  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

How Do You Build a Thriving Exponential Technology Community (Part 1)

Posted by Cliff Locks On December 9, 2021 at 10:30 am / In: Uncategorized

How Do You Build a Thriving Exponential Technology Community (Part 1)

When you come up with a crazy idea or talk about exponential technologies or brainstorm solutions to humanity’s grand challenges, do you have a support network that inspires and supports your big thinking? Or do friends shut you down and tell you that you’re a little crazy?

To be inventive, to make a difference in the world, an entrepreneur needs a safe and supportive network that will allow you to embrace and explore crazy ideas.

Your community shapes what you do.

But what if the community you need to pursue your passion and Moonshot doesn’t exist?

In true entrepreneurial spirit, create your own!

It turns out that there are eight stages to building a successful community.

In today’s blog, Part 1 of a two-part series I’ll discuss who should (and should not) create a community and the first three of those stages, including forming your community’s identity and practical steps you can take in the early days.

Let’s dive in!

FIND YOUR TRIBE

The ego-belittling truth the internet makes visible is that none of us is as unique as we’d like to believe. This is good news!

It means that if you are passionate about something, there’s a pretty good chance others share that passion.

Here are the first three stages you need to go through to build a thriving community. 

STAGE 1: ESTABLISH YOUR IDENTITY

It’s important to remember that people join communities because it reinforces their sense of identity.

So, start by finding your people.

What is your Massive Transformative Purpose (MTP)? Who is in your tribe?

Be as specific as possible. Write up a mission statement, post it in a visible place on your website, then live by that statement.

This is also why it’s important to tell your story.

A mission statement is nice, but unless you’re already a public figure, then people need to know who you are and why you’re doing what you’re doing.

This could be in written form, but even better: record a short video.

Let your passion shine through. 

STAGE 2: DESIGN YOUR COMMUNITY’S PORTAL

There are six basics regarding designing the look, feel, and engagement of your community portal:

  1. Just Get Started and Design Something Authentic. Find inspiration in Reid Hoffman’s famous statement: “If an entrepreneur isn’t embarrassed by the first release of their product offering, then they launched it too late.”

The same applies to communities.

You want to start by starting. Don’t spend years designing the right portal, and don’t blow your bank either.

Authenticity matters. And having a personality is key, so people can quickly figure out if they belong in your tribe.

But giving people a place to have a conversation is more important.

You can always add better window treatments later.

  1. Navigation. People need to know how to move around easily.

They want to know where to go and what they’ll find there, and if you can’t tell them this information quickly and clearly, there are plenty of other places to visit online.

The navigation bar is not the place to get creative.

  1. Simple Registration. If it takes more than 30 seconds to become a member of your community, you’re not going to have many members.

Similarly, if you want much more than my email address, then I suspect you’re secretly planning to make money selling my personal information and I’m not interested.

Ask for my email. Tell me exactly what I’m getting in return. Promise me that you’re not going to resell my data.

And give me an easy way to invite my friends to join as well.

  1. The Information. What to post on your platform is a matter of personal preference, but it’s helpful to remember that people join online communities for four main reasons:
  • a sense of belonging
  • a support network
  • greater influence
  • a way to satisfy curiosity/explore new ideas

Most everything you choose to put on the site should be designed to meet these needs.

  1. Recognition. Whether you create a leaderboard/rating system, or you make your blog or message board open (so that anyone can post), be sure to highlight popular content.

Specifically, a short description of the post and, more important, a larger picture of the person posting.

Remember: people want to be celebrated for their contributions.

  1. Scalability. Sure, you might think you want a gargantuan membership, but understand that good communities are messy places.

This is key.

You want some of this mess because it will generate more new ideas and help accelerate the rate of innovation and make those members who hate top-down authority feel more comfortable.

But you also need to be able to steer (not control) the mess. This means that you have to give members a way to break into smaller groups.

STAGE 3: EARLY DAYS OF BUILDING YOUR COMMUNITY

There’s no way around it, getting out of the gate is always tough.

But you don’t need many members to have an impact. In fact, the bigger a given community gets, the fewer people actively participate. This creates waste and it makes it harder for you to identify and work with the top members.

It’s better to extract 1 hour a day from 100 committed members than to have 50,000 mostly inactive lurkers.

So how many members do you actually need?

Most experts recommend handpicking your first 10 to 15 members so that when visitors drop by there’s something interesting going on. And for many communities, once they reach around 150 members, the community itself starts to carry the conversation.

Here’s how to get started:

  • Be the First Mover. It seems obvious, but being the first one into any space gives you considerable leverage. If people want to have a conversation and your community is the only place to have it, you’re already winning. If you can’t be first mover in a space, then the problem you’re tackling (your MTP) better be significantly different and arguably more visionary than the competition’s.
  • Handpick Early Members. Research suggests that your early adopters tend to become your most ardent supporters. Get the ball rolling by personally handpicking your first 10 to 15 members. Be sure to engage these folks in the community-building process. Ask for their advice. Integrate their input. And don’t waste your time going after big names. As a rule, these folks are busy with their own communities.
  • Establish a Newcomer’s Ritual. You want to give members a way to feel like they belong—but they must earn it. Create a ritual and tie it to a specific membership milestone.
  • Listen. No matter what your core vision is, you can’t get anywhere without your members. So, pay attention to what they have to say and be prepared to change direction when necessary. 

FINAL THOUGHTS

We forget how recently it was that our birthplace and the language we speak shaped our destiny, influencing our identity and potential.

This is no longer the case.

Today, each of us can search the world and find our tribe, wherever they happen to live in the world.

Your goal should be to find those who dream the same big dreams and believe in a better, more abundant world.

Let’s work together and build your tribe, schedule a call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: Making Inspiration Our Aspiration

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

  • Ready To Engage? Fill Out This Form To Contact ICG
  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

The Amazing Treasure of Providing a Helping Hand to our Family, Team Members, Colleagues, and Clients

Posted by Cliff Locks On December 1, 2021 at 10:30 am / In: Uncategorized

The Amazing Treasure of Providing a Helping Hand to our Family, Team Members, Colleagues, and Clients

As we look back over years past, we see what matters most and what makes us truly grateful. Indeed, Thanksgiving can really help put things in perspective.

It was all about relationships and just being together—that was our real abundance.

I received a call this week from a friend. Despite our lighthearted conversation and laughs, as my friend spoke, I just knew something was off. I could hear it in his voice. “We’ve been friends for too long. What’s really going on?”

My friend paused, then let out a sigh. What followed was the same litany we’re all hearing these days: disconnected, isolated, long days that feel the same, and restlessness.

For many people, the connective tissue is fraying. Some lack the relationships they yearn for, others long for a listening ear. And for some, it’s simply about having that shoulder to lean on.

It’s what we all need to have—and who we strive to be for each other. And that’s our saving grace. It really does come down to gratitude for the people in our lives. Their inspiration should be our aspiration!

People want and deserve to be gratified by their work. They want to know that others notice and are grateful for them.

And so, as we start to look back on this year, even with continuous change and challenge, there is much to be grateful for—as long as we have the grace to recognize and appreciate it. Here are some thoughts for our gratitude list:

  • Have we told everyone how great they are? Gratitude is timeless and has no expiration date. I’ll never forget the story an executive shared with me a few months ago—about her 92-year-old grandfather who made it a habit to deliver a heartfelt message to everyone who made a difference in his life. Whether he was speaking to family members and friends, or someone who served him at the local diner, he always said, “Did anyone tell you how great you are today?” Reflecting on her grandfather’s words, which she’d heard thousands of times, the executive told me, “It still snaps me out of whatever mindset I am in and humbles me into a simpler state of mind—of being loved and seen.” It’s the secret to sustainable success: when people are recognized, they’re happy; and when they’re happy, they’re motivated. And if they’re motivated, they’re more likely to feel part of something bigger than themselves. Indeed, gratitude makes all the difference.
  • Our helping hands. I was sitting on a curb along a highway in Oklahoma not long ago. It was one of just a few trips I’ve taken in almost a year and a half, and I was driving a rental car along an unfamiliar road. Cell phone reception was sketchy, so with a conference call coming up, I pulled to the shoulder and found a place where the signal was strong. That’s when another vehicle pulled up. “Do you need help?” the driver and passenger asked me. With sincere thanks, I assured them I was fine. The whole interaction took only a few minutes, but I will never forget it. Even now, looking back, I feel so much gratitude for two strangers who selflessly reached out—with a helping hand. And this is what we constantly need to offer others—wherever, however, and anywhere we can.
  • The true treasure. An attitude of gratitude starts with two small but extremely powerful words that translate in every language: thank you. It’s a gift that goes both ways. As we express our thanks, we are uplifted—often as much as the person being appreciated. We can never say “I believe in you” too often. I see you. I value you. You matter. You make a difference…. When people are told, “We couldn’t have done this without you,” the message delivered is, “You are loved.” It’s like a spark that ignites as others respond. Moods shift and positivity elevates everyone. At a time when we need to lead with heart, what more is there to say? Indeed, genuine gratitude is one of life’s most precious treasures.
  • Love home. Love and leadership aren’t normally put together in the same sentence (for obvious reasons). But leading others really is a matter of the heart—whether we lead five people or 5,000 or even 50,000, or only ourselves. I was reminded of this earlier this year by one of our longest-tenured colleagues, who often ends his conversations with “Love home.” It’s his unique shorthand for good wishes to the person and their family or loved ones. When asked about this tagline, our colleague responded, “It’s endemic to my soul. It feels more natural to say instead of just ‘good-bye.’” It makes perfect sense while so many of us have been working at home—bringing our families, our partners, and our loved ones along with us. They are a bigger part of what we do than ever before.
  • A recipe for gratitude. At Thanksgiving, as the year-end approaches, let’s strive to help others raise their sights. There is much that we all can do. It starts with reflecting on who we are and who we want to be.
    • Do I spend the time making sure someone feels better after an interaction with me versus how they felt before?
    • Is there daylight between my words and my actions?
    • How do I provide meaning to others?
    • Do I just assume people know I appreciate them or do I actually take the time to tell them?

Two of the most powerful words anyone can say are, “Thank you.” So easy to say, but so often overlooked. To all our colleagues, clients, friends, and those we are meeting along the way, I wish you an abundance of joy, love, and grace. And to those of you in the U.S., an early and heartfelt Happy Thanksgiving. May we each have the grace to be grateful—for others..

Let’s work together, schedule a call: www.calendly.com/clifflocks

Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: Zooming remote or back to the office – Solid solutions for you and your team

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

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  • Please enter your complete job title. For example "Executive VP of Business Development."
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Ask Yourself What Do You Need to Provide To Your Team Members Feedback Or Feed-Forward – Become An Expert Of Knowing The Important Difference

Posted by Cliff Locks On November 24, 2021 at 10:06 am / In: Uncategorized

Ask Yourself What Do You Need to Provide To Your Team Members Feedback Or Feed-Forward – Become An Expert Of Knowing The Important Difference

There’s a tug-of-war going on in my house. I like it warm, but my daughter likes it cool. Whenever I walk by the kitchen where she’s studying, her, head snaps up. And if I dare touch that thermostat, she’s right there to change back the setting.

A thermostat runs entirely on a feedback loop, without anyone thinking about it—constantly responding to the climate, internal and external. And that’s what we need to do, as well: continuously meet others where they are—not where we are—and then transport all of us forward, together.

It’s not simply “feedback”—more importantly, it’s “feed-forward.” This is 2021, after all. We are just trying to help people get through, one day to the next—to see the blue sky through that tiny opening in the clouds.

One-and-done annual performance reviews conjure up images of sitting across a desk with a boss who is reading a list of all the areas where someone needs to improve. Let’s be honest: when anyone says, “Can I give you feedback?” what’s the likely reaction? People grip the arms of the chair and brace for impact—because what’s coming probably isn’t “great job.”

Today, more than ever, we need to engage others with intentionality, as Ann Powell, CHRO for Bristol Myers Squibb, told me. She recalled receiving so much constant feedback from a manager early in her career that it was uncomfortable. When she asked why, the response was immediate: “I push because I see your potential… because I care.” Once Ann understood the manager’s intention, it clicked immediately. That’s exactly how we move forward—with the intentionality of making tomorrow better than today, for all of us.

Just as we say to loved ones, “I’m only telling you this because I love you,” we need to let others know that we care. We want them to succeed—indeed, we want to help ensure they succeed. As Shelie Gustafson, CHRO of Jacobs, shared with me this week, feedback “isn’t about right/wrong, good/bad.” Rather, it’s about “being a source of information (data, observations, considerations) to give people what they need to ‘adjust their sails’ to navigate” at the moment.

With intentionality and a true connection, we can make explicit what used to be implicit when we were in the same room together. People learn the most from what they don’t expect to hear—and probably don’t want to receive. As one executive shared with me the other day, “My favorite phrase is ‘feedback is a gift.’”

That’s true, even when it doesn’t feel like much of a gift. My daughter Emily, who is a junior in college, was a finalist for an internship, the kind of competitive position where hundreds apply and only a few make it. Despite all the hours of preparation, and then waiting on pins and needles, Emily found out last week that she was not selected.

Amazingly, that news came in a phone call from a manager, who took the time to offer Emily some feedback that will help her in the future. It really was feed-forward. Who does that anymore—especially during a pandemic? I happened to be with Emily when she received the call. Afterward, I told her, “First of all, I want you to know how proud I am of you.” Then I gave her some perspective: “You will not appreciate it now, but calling you was a very classy thing for that firm to do. Trust me, that call was harder for them to make than it was for you to receive. You’ll understand one day when you’re the one who has to make that call.”

To feed-forward, we connect first, understand second, contextualize third, and provide input fourth. Here are some thoughts:

  • Listen twice as much as you speak. First and foremost, our role is to listen. When a genuine connection exists, people are more willing to share the story behind the story. They may be struggling professionally or personally. When we’re the listener, we may hear things that we are not equipped to solve in the moment—and that’s okay. It’s not about what we have to say. It’s all about how we demonstrate that we care—listening with empathy, compassion, and a genuine desire to understand.
  • Handle with ‘CARE.’ Performance isn’t a once-a-year task—so neither should giving feedback. That’s why, when offering career advice, I tell people not to wait for a summit meeting with their boss. As Lesley Uren, a member of our Consulting team based in London, told me, “If the rhythm of their work isn’t yearly, why should their review be annual?” It’s all about providing guidance and support at the point of performance. Michelle Stuntz, a Consulting team member in Washington, D.C., further emphasized the importance of focusing on today’s reality: “It’s absolutely feed-forward: this day, this week, this month, this quarter…” In these real-time conversations, the approach should be to “CARE” for others: Candid conversations, Asking people how they are doing, Reviewing how things are going, and Engaging them.
  • ‘Keep it coming.’ Those were three of the most encouraging words I heard this week. It started with a conversation I had with a colleague in which I gave some direct feedback. Afterwards, though, I wasn’t sure this colleague felt any better. So, I made a second call to continue the conversation—to contextualize: “What you have done for us is unbelievable.” I tried to channel my best feed-forward so that, together, tomorrow would be better than today. Afterwards my colleague emailed me: “It doesn’t matter if it is positive feedback or critical feedback. Someone took the time… When people retreat from you, turn quiet, turn off, grow indifferent—that’s when it’s time to worry. Indifference is the enemy. So, keep it coming.”
  • Trusting our radar. When she was seven years old, Linda Hyman, our firm’s Executive Vice President, Global Human Resources, used to tag along with her father, a radar specialist, when he went into the field to fix equipment. When she asked her father about his job, he explained that he fixed guidance systems: “They help keep people safe. It’s like what your mom and I do when we see your shoe is untied or you should wear a heavier coat because it’s cold outside.” At that moment, Linda told me in our conversation this week, she grasped the importance of guidance—with a loving intention. “That’s a huge shift in a relationship—and probably the most important part of establishing trust so that, together, we can move forward,” Linda said.

Indeed, feedback is a gift. It requires care on the part of the person providing it and courage for the person receiving it—and a relationship that connects them both.

Let’s work together,  schedule a call: www.calendly.com/clifflocks

Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: Today’s Hiring Environment: Candidates are asking – What’s the culture like? What is it like to work there? What are the people like?

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

  • Ready To Engage? Fill Out This Form To Contact ICG
  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

The Importance of Having an Abundance Mindset

Posted by Cliff Locks On November 17, 2021 at 10:05 am / In: Uncategorized

The Importance of Having an Abundance Mindset

Do you have an abundance mindset? What the heck is an abundance mindset? And what’s the advantage of having an abundance mindset?

Do you have an abundance mindset? What the heck is an abundance mindset? And what’s the advantage of having an abundance mindset?

That’s our conversation today…

In the middle of a pandemic, it’s hard to think about abundance… especially when people are losing their jobs or wondering if and when they will get access to a vaccine.

Nonetheless, the world is heading rapidly towards abundance, and understanding this could transform your life and your business.

Exponential tech like computation, AI, 3-D printing, robotics, VR are rapidly dematerializing, demonetizing, and democratizing products and services. What used to only be available to the richest and most elite, is now available to almost anyone on the planet. A child in the middle of Zimbabwe can Google any information or video conference for free with someone on the other side of the world.

Many things we paid millions of dollars for just two decades ago are now available for free on your smartphone.

The challenge is that our minds evolved during a world of absolute scarcity, and most people are trapped in an unhealthy “Scarcity Mindset”.

In a world of scarcity, there is a limited pie. If your neighbor gets a slice, that means you get a smaller slice. It’s a world of limited resources and fierce competition.

With an Abundance Mindset, rather than slicing the pie into thinner and thinner pieces, we just bake more pies… millions of more pies. This is the future that exponential tech enables. And this is true across almost every sector whether or not people see it or recognize it yet.

Creating a world of abundance isn’t about creating a world of luxury, it’s about creating a world of possibility.

In next week’s blog, I’ll focus on what I call “Proof of Abundance” and show you the data…  how we are driving abundance in almost every sector relevant to humans. It can be hard to believe given our innate scarcity-focused neural wiring, but the data doesn’t lie.

I believe that an Abundance Mindset is 1 of the 6 critical Mindsets for a leader and an entrepreneur to actively develop and firmly command.

So, what are the benefits of an Abundance Mindset? And how do you develop one?

Here is a summary of WHY you should desire and develop an abundance mindset:

With an Abundance Mindset…

  1. You understand that the world is becoming more abundant, and this allows you to maintain a hopeful and compelling vision for the future. (Note: supporting data and evidence will be presented in next Sunday’s blog.) This positive mindset sets you apart from others and attracts the best team to your mission.
  2. You don’t resent missed opportunities because you understand that you are living in a world of ever-increasing opportunities. The future holds many more exciting, fulfilling and profitable opportunities for you to pursue.
  3. You don’t fear the future. Instead, you embrace it and are excited to learn all you can to create the future you and your business desire.
  4. You view competitors as potential collaborators in a world of ever-increasing business opportunities. Why worry unnecessarily about your competitors when you can create another, larger pie? You focus your time, attention, and resources on pursuing Moonshots that are 10x (1000%), versus fighting in the trenches for 10% improvements.
  5. You are reinventing your business through a digital lens — constantly dematerializing, demonetizing, and democratizing your products and services, making them available to a larger and larger customer base at a lower and lower cost.
  6. As a leader, you convey a hopeful and compelling future that inspires and guides your employees and customers. People inherently want good news: *data-driven optimism* rather than a continuous dribble of negative, crisis-oriented, amygdala-energizing banter.

How would your life change if you had an Abundance Mindset?

What would crafting and mastering an Abundance Mindset mean for your business?

Let’s work together,  schedule a call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: 10 Metatrends Shaping the Next Decade That You Need To Know About

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

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Elon Musk’s Important Advice on Criticism

Posted by Cliff Locks On November 10, 2021 at 10:06 am / In: Uncategorized

Elon Musk’s Important Advice on Criticism

Our brains are composed of 100 billion neurons and 100 trillion synaptic connections.

But despite this vast processing power, we are unable to process all the data entering through our senses.

Because of that, our brains take shortcuts called “heuristics” that unfortunately introduce a number of (sometimes dangerous) cognitive biases.

These cognitive biases can sometimes warp our decision-making process and lead us to incorrect conclusions.

A key step to overcoming these biases is to first acknowledge them.

In today’s blog, I’ll discuss what cognitive biases are, how they affect our view of the world and our Abundance Mindset, and what this means for you as an entrepreneur.

WHAT EXACTLY ARE COGNITIVE BIASES?

Cognitive biases come in all flavors. They are the result of time-saving and energy-saving shortcuts our brain takes in analyzing the flood of data coming in through our senses.

Here are a few examples:

  1. Negative Biases our tendency to give more weight to negative information and experiences than positive ones.

This tendency has roots in our evolution.

Every second of every day, our senses (eyes, ears, touch) bring in way too much data—more than we can possibly process in our brains. And because nothing is more important to us than survival, the first stop for all of that data is an ancient sliver of the temporal lobe called the amygdala.

Our amygdala is our “early warning system.” It sorts and scours through all our senses looking for anything in the environment that might harm us.

…and when our brain senses danger, it puts us on *red alert.*

As a result, we pay 10 times more attention to negative news than positive news!

It’s for this same reason that the nightly news and the New York Times (pick your favorite rags, I don’t read any of them) have a 10-to-1 ratio of negative news stories to positive ones.

  1. Anchoring Bias: An anchoring bias is the tendency to be overly influenced by the first piece of information that we hear. For example, the first number voiced during a price negotiation typically becomes the anchoring point from which all further negotiations are based.
  2. Familiarity Bias: Simply put, this is your brain’s tendency to give greater credence to conversations and information from people who look like you, dress like you, and are in a similar socioeconomic and cultural bracket to you.

This is the shortcut the brain uses as it judges who is a “trusted source” of information.

  1. Recency Bias: Imagine you’ve listened to a public debate. Your brain will give greater weight to the data presented at the end of the debate, versus what you received at the beginning. Why? It’s simply the human brain saving on energy and time—remembering the data that you received most recently.
  2. Self-Serving Bias: The self-serving bias is the tendency for people to give themselves credit for successes but blame others for their failures. When you do well on a project, you probably assume that it’s because you worked hard. But when things turn out badly, you’ll call it bad luck.

CONFIRMATION BIAS – CRITICAL FOR ENTREPRENEURS!

The most important cognitive bias to be self-aware of is Confirmation Bias.

This is the tendency to listen more often to data that confirms our pre-existing beliefs. Through this bias, people tend to favor information that reinforces the things they already believe.

This is the one that we as entrepreneurs must carefully avoid.

If you go out of your way to surround yourself with advisors and employees who only compliment your work and never criticize you, you’ll rapidly get yourself into trouble.

In one of Peter Diamandis’s conversations with Elon Musk, he imparted some wisdom we should never forget: “My friends tell me how great all my products are, but my BEST friends are the ones who give me the most brutal criticism.”

Elon Musk

Your ability to recognize and not fall prey to Confirmation Bias, the ability to really hear everybody’s thoughts (including the negative ones), and then weigh and balance these beliefs, is vital to an entrepreneur.

Question your core beliefs and surround yourself with people who think differently from you.

Turn intent into impact.

Let’s talk about working together,  schedule a call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: Successful leadership depends on how we manage paradoxes

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

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  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

Learn about the 5 factors to ensure a successful ESG and sustainability strategy

Posted by Cliff Locks On November 3, 2021 at 10:05 am / In: Uncategorized

Learn about the 5 factors to ensure a successful ESG and sustainability strategy

ESG and sustainability can easily be added to the top of your agenda.

But how are you going to ensure you have the right strategy for success?

Our latest paper unpacks five factors to consider for building a sound ESG and sustainability strategy that will help you harness the collective ingenuity, energy, and commitment of your people to enable you to achieve your ESG goals.

Turn intent into impact. Report

Let’s talk about working together,  schedule a call: www.calendly.com/clifflocks

Contributor: Clive Smit, Rajen Makhijani, Camelia Ram, Enrique Lindeberg at Korn Ferry. Reviewed: Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: How to Disrupt Yourself (Before Someone Surely Does)

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

  • Ready To Engage? Fill Out This Form To Contact ICG
  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

How to Disrupt Yourself (Before Someone Surely Does)

Posted by Cliff Locks On October 27, 2021 at 10:06 am / In: Uncategorized

How to Disrupt Yourself (Before Someone Surely Does)

IT ALL STARTED DURING WORLD WAR II…

In 1943, the US Defense Department called Kelly Johnson, the Head of Engineering at Lockheed, with an impossible task.

German fighter jets had just appeared in the skies over Europe, and America desperately needed a counterpunch.

Johnson accepted the critical mission and designed, tested, and delivered America’s first jet fighter, the P-80, in a record 143 days.

Think about that: you can rarely negotiate a contract in 143—let alone deliver a final product!

Johnson’s success and his team, Lockheed’s Skunk Works, changed the course of the war.

They also helped to create a philosophy for rapid innovation that’s still used today by the most innovative companies.

“GOING SKUNK”: 4 SECRETS TO INNOVATION

Today, we use “going skunk” to describe the creation of an environment that empowers a small group of people to design a new idea by escaping routine organizational procedures.

Beyond Lockheed’s Skunk Works, incredibly innovative companies like X: Alphabet’s Moonshot Factory (formerly Google X) use these same principles.

There are 4 big secrets to their success that are worth learning and repeating.

SECRET #1: SETTING MOONSHOTS

Companies don’t “go skunk” for business as usual.

They do so to tackle Herculean challenges: Moonshots.

You go skunk when you want to go 10X bigger (1000%) while your competitors are pursuing incremental (10%) change.

Moonshots lead to the best outcomes. They significantly outperform small goals, medium-sized goals, and especially vague goals for 2 reasons: focused attention and persistence.

Your team will be more willing to try again if they fail the first, or second, third… or one-hundredth time.

So how do you form a Moonshot Organization or Team?

There’s no one better suited than X’s Captain of Moonshots Astro Teller to teach how to build and lead a Moonshot team.

He’ll be sharing his insights about how to develop a Moonshot Mindset and how to build a Moonshot Organization, reach out and I’ll make an introduction for you.

SECRET #2: EXTREME ISOLATION

Steve Jobs famously said, “It’s better to be a pirate than join the Navy.”

And he hoisted a pirate flag outside the building housing the Mac development team.

This may be the most important key to success in Skunk Works.

You must wall them off from the rest of the company.

Why?

Because most companies suffer from “organizational inertia”: the notion that once a company achieves success, its desire to develop and champion radical new technologies solutions is often tempered by the stronger desire to not disrupt existing markets and lose money.

Many successful organizations develop an internal “immune system” against significant change!

Isolating your Skunk Works team in a location, physically isolated from the “mother ship” stimulates risk-taking, encourages weird ideas, and acts as a counterforce to organizational inertia.

Organizational inertia is fear of failure writ large.

It’s the reason Kodak didn’t recognize the brilliance of the digital camera, and why IBM initially dismissed the personal computer.

As Astro Teller puts it, “In any organization, the bulk of your people will be climbing the hill they are standing on. That’s what you want them to do. That’s their job. But you also want another team, your Moonshot Team, looking for a bigger and better hill to climb.”

SECRET #3: EXPERIMENTATION & RAPID ITERATION

The road to success as an entrepreneur is paved with failure.

You must have a strategy in place to handle risk and learn from inevitable mistakes.

This strategy includes having a bias for action, experimentation, and rapid iteration.

It means following Reid Hoffman’s philosophy: “If you’re not embarrassed by the first version of your product, you’ve launched too late.”

This is the spirit of rapid iteration.

A risk-accepting mentality is key to rapid iteration, failing forward, and ultimately entrepreneurship.

Trying out crazy ideas means bucking expert opinion and taking big risks.

It means not being afraid to fail—because you will fail. And that’s OK!

It’s part of the journey.

SECRET #4: INTRINSIC REWARDS

For most of the last century, science focused on extrinsic rewards, that is, external motivators.

These are “if-then” conditions of the “do-this-to-get-that” variety.

With extrinsic rewards, we incentivize the behavior we want more of and punish the behavior we dislike.

For example, in business when we want to drive performance, we offer classic extrinsic rewards: bonuses (money) and promotions (money and prestige).

Here’s the problem: a growing body of research shows that the costs of extrinsic rewards outweigh their benefits.

Once people’s basic needs are covered and are no longer a constant concern, extrinsic rewards lose their effectiveness. They can even crush the high-level, creative, conceptual abilities that are central to current and future economic and social progress.

On the other hand, intrinsic rewards, meaning internal emotional satisfaction, become far more effective.

The secret to high performance is largely based on 3 factors:

  1. Autonomy: the deep-seated desire to direct our own lives
  2. Mastery: the desire to extend and expand our own abilities
  3. Purpose: the need for our lives to mean something

Gaining autonomy, mastery, and purpose is motivation enough to make us work to our highest potential.

Ensuring that your team is given these intrinsic motivators is critical. And having a corporate “Massive Transformative Purpose” (MTP) and a corporate “Moonshot” is part of the DNA required to make this happen at scale.

ARE YOU READY TO GO SKUNK?

Since Lockheed’s massive success, everyone from DuPont to Walmart has gotten in on the skunk game.

In the early 1980s, Apple Cofounder Steve Jobs leased a building behind the Good Earth restaurant in Silicon Valley.

He stocked it with twenty brilliant designers and created his own Skunk Works.

The result was the world’s first Macintosh computer.

This approach can be applied to any business, group, or organization that wants to innovate and go bold.

We live in incredible times.

The potential for you as an entrepreneur to disrupt yourself and your industry has never been greater.

Let’s talk about working together,  schedule a call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Recent Blog Post: Seven Business models for the decade ahead that you need to know about

Are you looking for a gift for yourself, friends, family, or colleagues? I love giving Audible by Amazon as a gift. Audible online audiobook platform is where books are read to you while driving, relaxing at home, or on the go. Use any smartphone, tablet, and computer and turn it into an excellent learning resource. (Click on the Amazon logo below to get started and search for Audible.)

 

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

  • Ready To Engage? Fill Out This Form To Contact ICG
  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

Knowing the differences between hearing vs listening helps you become a better communicator. Active listening is a major part of mastering communication.

Posted by Cliff Locks On October 20, 2021 at 10:05 am / In: Uncategorized

Knowing the differences between hearing vs listening helps you become a better communicator. Active listening is a major part of mastering communication.

“Every time we have a discussion, there’s complete alignment—100 percent buy-in.” It sounded too good to be true—and, as it turned out, it was.

I can distinctly remember the interview we conducted with an executive at the start of the pandemic. When we asked him about his process for getting buy-in from his team, the executive couldn’t wait to give an example. “During a Zoom meeting with my team, we had a particularly important decision to make. So, I went around to everyone and asked for a ‘thumbs up’ or a ‘thumbs down’ on my idea. Before they voted, I told them that, for me, this was definitely a ‘thumbs up.’”

“And how did that work out?” we asked him.

“Amazing—it was unanimous!” he said. “One person’s hand wavered a little bit, but in the end, it was ‘thumbs up’ as well. It was just incredible to see 10 people on my screen—all completely aligned.”

Needless to say, this wasn’t listening.

If the past year and a half has taught us anything, it’s that those days are over. Now we need to be more radically human—vulnerable, authentic, empathetic, aware. Or, in a word, graceful.

That aha moment came for me this week when I traveled cross-country and found myself in a hotel conference room full of people for the first time in 18 months. It struck me that so much of what we used to do by rote had become oddly unfamiliar—even packing my bag, shaking hands, or sitting in that conference room. It truly felt like an out-of-body experience.

So, I turned to this room full of people—none of whom I’d met before—and told them what I was feeling. “It’s surreal, isn’t it?” Immediately, all 19 people in that room started nodding, smiling, and sharing their own experiences.

As the days have turned into weeks, the weeks into months, and the months into almost two years, what had been organic became inorganic.

Today, it’s about finding a new way—taking the best from the old world and bringing it into the new. For leaders, this starts with not simply hearing, but rather listening—particularly to what we don’t want to hear.

But if we only listen to people who look like us and think like us, then all we’re going to hear is … well, us. As David Dotlich, PhD, a CEO and Board advisor and a senior leader in our Consulting business, told me this week, “Today, the biggest gifts we can give others are our attention and our willingness to listen. We’re telling others, ‘I see you, I hear you.’”

Sure, listening takes time—that most precious of commodities. But the payoff can be immeasurable. When people are listened to, they’re motivated. And when they’re motivated, they feel validated. And when they feel validated, they outperform.

Here are some thoughts:

• Listening for the “why.” I received a call this week from a friend wanting to discuss his 27-year-old daughter who had just changed full-time jobs for the fourth time in five years. Now, just two weeks into her latest job, she was interviewing with yet another company. Like so many career nomads, she was tempted to make a leap, hoping to land somewhere, anywhere. When I asked why she was changing jobs so soon, she replied half-jokingly, “Because I could.” But could may not mean should. So, I asked her, “What’s your why?” She paused. “My what?” Now we were getting somewhere. “Your why is your purpose, your intrinsic motivator—the reason for making this decision,” I explained. She then let down her guard and proceeded to give me a window into her why: remote everything, every day feels the same, disconnected, missing being with people…. But she was only two weeks in and there was so much she could do where she was: connect with coworkers, network across the company, learn all she could, and shape—not just adapt to—the culture. In the end, instead of running away after 14 days, she decided to stay. The difference was her why—finding it and someone to listen for it.

• “You’re breaking up.” I’ll never forget being in the back of that room years ago. A meeting was going on, and a person asked a sincere question, albeit not something that needed to be addressed immediately. The leader quite literally dismissed the question, saying, “That’s not what we’re talking about.” It was like the air was sucked out of that space—everything stopped. But that leader seemed completely unaware of the impact on every person. At that moment, whether he knew it or not, the connection he was trying to build with colleagues was breaking up. No one would speak up and no one was listening. The antidote is grace. Make it safe for others to tell their truth.

• Explain, express, explore. Today, we need more horizontal leadership, building connections and communities. This is not a thumbs up, thumbs down world—it’s all about “tell me more.” As Dominique Virchaux, our president of South America, told me this week, “It doesn’t even matter if our answers are ‘yes’ or ‘no.’ Just not ‘but.’” Nothing shuts things down faster than that word. When one person floats an idea or asks a question, then another jumps in with “but,” what comes next is always negative. Invariably, it leads to disagreement—not constructive conflict. Replacing “but” with “and” is an elevator—raising the horizon to build community.

The difference between hearing and listening is comprehending. After all, knowledge is what you know, wisdom is acknowledging what you don’t know. Listen, learn, and then lead.

Let’s talk,  schedule a call: www.calendly.com/clifflocks

Contributor: Gary Burnison, Korn Ferry CEO and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Blog Post: Successful leadership depends on how we manage paradoxes

Are you looking for a gift for yourself, friends, family, or colleagues? I love giving Audible by Amazon as a gift. Audible online audiobook platform is where books are read to you while driving, relaxing at home, or on the go. Use any smartphone, tablet, and computer and turn it into an excellent learning resource. (Click on the Amazon logo below to get started and search for Audible.)

 

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

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  • Please enter your complete job title. For example "Executive VP of Business Development."
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Infinite Computing Amplifies AI – What it means for your business.

Posted by Cliff Locks On October 13, 2021 at 10:05 am / In: Uncategorized

Infinite Computing Amplifies AI – What it means for your business.

There is little question that the field of AI has seen massive progress in the past 5 years.

All one needs to look at are the incredible achievements of Deepmind’s AlphaZero and AlphaFold, and OpenAI’s GPT-3 to clearly understand that something remarkable is happening.

So, why are we seeing this extraordinary progress in the field of AI now versus 50 years ago when the field of AI was first discussed?

One reason is the massive amount of data now available.

The second reason is the sheer amount of computational power now accessible on clouds powered by Google, IBM, Microsoft, Amazon, Facebook, and OpenAI. The amount of near-infinite computing these AI companies can throw at a problem is staggering.

For example, to train GPT-3 (one of the largest and most advanced language models to date), the OpenAI team required 3.14 X 10^23 floating-point operations.

This would take roughly 355 years to do on a single NVIDIA Tesla V100 GPU—the highest performing GPU ever built.

That is the level of computing needed to train AIs that can generate code, write stories, animate, and even commentate cricket matches.

A way of illustrating brute force further, here is a story about an electric go-kart  Carl Bass, then-CEO of the software and design giant Autodesk was building with his son:

“In the near future, with infinite computing, I could ask the cloud to run design simulations, experimenting with every possible location for the motor and a range of different materials and thicknesses, resulting in not just an adequate design, but the best design.”

Now couple this with advanced AI models trained on infinite computing. One can imagine a Jarvis-like software where you simply speak to the software and designs are developed and optimized in real-time.

In the future, Bass may only need to say: “Jarvis, show me 3 optimal designs for an electric go-kart sized for children.”

The rest will be carried out by GPT-3 (and eventually GPT-4), simulation software, and infinite computing.

Real life examples: 200+ GPT-3 Examples, Demos, Apps, Showcase, and NLP Use-cases | GPT-3 Demo (gpt3demo.com)

But what happens when the way we compute itself fundamentally changes?

Quantum computing puts this whole paradigm on turbocharge

It uses the inherent properties of the quantum world to radically speed up certain types of computation.

At the quantum scale, particles can often be in two “states” at once, and anywhere in between, a concept called quantum superposition.

As a result, computers that utilize this fact can often explore the space of solutions to a problem in an exponentially faster fashion.

Many classes of problems, such as path optimization, network analysis, molecular simulation, and, of course, machine learning optimization, can be significantly sped up with quantum computing.

For example, in 2019 Google used a 53-qubit computer to solve a very narrow (unique) problem in 200 seconds that would’ve taken our most powerful supercomputers 10,000 years to solve.

That’s the power of quantum computation. 

And recent developments are rapidly pushing quantum computing from high-tech labs into consumer labs. For instance, Quantum Brilliance is developing a synthetic diamond-based room-temperature quantum computer that’s the size of a lunchbox. (Most quantum computers must be kept at near absolute zero and are the size of server racks.)

With continued advances in quantum computing, we’ll see an explosion of information-processing capability.

For example, IBM expects to reach 1,121 qubits with its Condor processor by 2023. This would be a 17,000 percent increase from today. IBM sees 2023 as the inflection point for the commercialization of quantum technology.

And once quantum computing merges with the infinite computing and machine learning infrastructure developed in the last decade, the sky is truly the limit.

YOUR ABUNDANT COMPUTING FUTURE IS ACCELERATING QUICKLY INTO AI

Infinite computing unlocks endless creative possibilities for entrepreneurs.

Rather than needing to build the computation infrastructure from scratch, you can solve problems directly using the cloud.

Infinite computation has already paid dividends in one especially important class of problems: training AIs. And those AIs are now as smart as humans in several domains.

Imagine the world we can build when computation becomes quantum, AIs are the new interface to the computer, and computation is endless.

Let’s talk and help you prepare, schedule a Call: www.calendly.com/clifflocks

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach.

Blog Post: 7 Business Models for the decade ahead that you need to know about.

Are you looking for a gift for yourself, friends, family, or colleagues? I love giving Audible by Amazon as a gift. Audible online audiobook platform is where books are read to you while driving, relaxing at home, or on the go. Use any smartphone, tablet, and computer and turn it into an excellent learning resource. (Click on the Amazon logo below to get started and search for Audible.)

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #privateequity #boardmembers #corporateleadership #IBD #CEO #CFO #COO #BoD #CXO #management #privateequity #PE #hedgefund #limitedpartners #LP #venutrecapital #VC #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #leadershipfirst #mentoring #thoughtleadership #managementdevelopent #mentorship #leanmanagement #leadershipdevelopment #business #leanstartups #businessstrategy #InvestmentCapitalGrowth

Ready to engage?

  • Ready To Engage? Fill Out This Form To Contact ICG
  • Please enter your complete job title. For example "Executive VP of Business Development."
  • This field is for validation purposes and should be left unchanged.

Today’s Hiring Environment: Candidates are asking – What’s the culture like? What is it like to work there? What are the people like?

Posted by Cliff Locks On October 6, 2021 at 10:05 am / In: Uncategorized

Today’s Hiring Environment: Candidates are asking – What’s the culture like? What is it like to work there? What are the people like?

Your business culture can improve, with an understanding of what is important, and what is not.

Each and every day, we face the deliberate choice of kindling relationships and forging connections or else pushing ourselves deeper into retreat. After all, most of us aren’t sculptors working alone, chipping away at marble in a studio. That’s not the way we work in today’s collaborative world. We need others—everyone does.

What’s true for individuals applies doubly to leaders who also must find a way to help their teams forge and reinforce connections. Before Covid, I intuitively knew about the importance of community and connections, but I never really made it a major focus. Like everyone, I assumed it happened organically—with places to go, people to see.

Now, connectivity is inorganic—it can only happen with deliberate action. This awareness needs to inform and shape our thinking. The essence of any leadership journey is connecting with others and transporting them from one place to another—inspiring them to believe in what they can achieve.

All of us want the same basic thing—we hear it all the time. What’s the culture like? What is it like to work there? What are the people like?

What they’re really asking—in many different ways and in different words—is simply “How will I fit it in?”

We know where this is coming from. We’re all vulnerable, we all have insecurities. We want to be loved, to belong, to be part of something bigger than ourselves.

When we feel connected, we fit in. When we fit in, we belong. And when we belong, we gain a stronger sense of ourselves and who we are. Here are some thoughts:

• “We need uber-connectivity.” That was the unanimous feeling from our leadership team meeting this week. In fact, as our team discussed, connectivity is the issue facing companies right now. But are leaders aware of just how big a problem this really is for people? Once we’re aware—we need to do something about it. This starts by making connectivity into an action verb—showing others, by our words and actions, how to embody the pursuit of connectivity in our daily lives. “It’s Metcalfe’s Law in action,” Jean-Marc Laouchez, president of our Korn Ferry Institute, said this week. “The value of our network is a function of the number of connections. It expands exponentially with every connection we add.” It happens person-to-person, from one to many, as we become part of something bigger than ourselves.

• Connect, give feedback—repeat. Earlier this week, I was invited to tape a discussion for 150 high-potential leaders at Kaiser Permanente, a major healthcare organization, along with Arthur Southam, M.D., Executive Vice President, Health Plan Operations. When Artie and I spoke, our conversation turned to connectivity—which is top of mind for both of us—and how leaders can put it into action. Artie’s suggestion was to use feedback—and it’s a great idea. It’s a natural way for leaders to step it up, progressing from merely giving feedback to connecting meaningfully with others. Feedback is a gift—for both the giver and the receiver. The recipient has a part to play, too. As Artie observed, too often when people receive positive feedback, they shrug it off—“I was just doing my job.” But that depreciates the value! For feedback to forge a connection, it must be taken in. After all, we’re 18 months into this and nearing the end of 2021. Yet we’re still trying to help people get through by linking ourselves together, one day to the next—to see the blue sky through that tiny opening in the clouds. So it can’t just be feedback anymore; it must be “feedforward.” With intentionality and true connection, we can make explicit what used to be implicit when we were all in the same room together.

• The power of purpose. Purpose precedes the first step of every journey. Daniel Goleman gives the example of an oncologist, whose aim is to eliminate cancer and help patients live longer, more satisfying lives. To accomplish this, the oncologist may tap into values such as compassion, collaboration, and patient-centered care. With a heightened sense of purpose, the oncologist not only understands the aims and values but also can act on them. As Goleman observes: “The combination of both knowing and acting allows the oncologist to feel their pursuit has meaning and significance.” That’s all of us. We may not be treating cancer patients or performing life-saving surgeries, but we can still seek to bring good to the world around us by harnessing the power of our personal purpose.

• Top-down, bottom-up. We’re all “new” these days, onboarding ourselves into this complex world and ambiguous workscape. But do leaders ever think about it this way? To shift our thinking, we need to look both top-down and bottom-up. For perspective, I reached out to someone who joined our firm less than three weeks ago. “In this virtual environment, I’ve had to be intentional in building relationships,” Lydia Glover, one of the newest members of our Consulting team, told me the other day. “It’s all about being prepared, patient—giving yourself and others grace, and being flexible. Learn all you can about others and then find commonalities.” We all need to find ways to connect with others around the deepest, most fundamental of human needs—to be loved, to know that what we do matters, to be seen and heard, to belong.

Connectivity may, indeed, be a conundrum, but it’s also a collage—of purpose, shared interest, and fitting in. It requires awareness on the part of the person offering the connection—and courage for the person willing to forge it. The result is lasting, meaningful relationships, connecting us all.

You Move, What Should Be The Impact on Pay?

Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Click to —> Schedule time with me.

 

A fantastic gift idea: Are you looking for a gift for yourself, friends, family, or colleagues? I enjoy giving Audible by Amazon as a gift, and the receipt knows you care about them. Audible online audiobook platform is where books are read to you while driving, relaxing at home, or on the go. Use any smartphone, tablet, and computer and turn it into an excellent learning resource. (Click on the Amazon logo below to get started and search for Audible.)

 

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule time with me: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

How CEOs overcome being stuck in the weeds

Posted by Cliff Locks On September 29, 2021 at 10:05 am / In: Uncategorized

How CEOs overcome being stuck in the weeds

When CEOs get stuck in the weeds—giving their attention to too many issues at once—it’s often difficult to find their way out.

Many issues vie for the CEO’s attention. There’s the budget, brand, board, employees, executive team, plans for the future, and dozens of other details. Taken together, they can overwhelm CEOs, leaving them feeling like they’re surrounded by tall grass with no escape.

When CEOs find themselves stuck in the weeds they may run into the common problems outlined below — but not to worry, there are also four reliable ways to clear the field and lead the way forward how you envision.

Problems that occur when a CEO is stuck in the weeds

There are myriad problems for CEOs getting stuck in the weeds, including:

They become micromanagers.

When CEOs get too busy, they tend to become bosses vs. leaders. They take control of too many tasks, leaving employees to do their bidding.

Sometimes, busy executives believe that they know every problem and every solution. Not only is this a faulty assumption, it’s incredibly time-consuming for the CEO, leads to micromanagement and tends to drive away talented employees.

The team’s growth is stunted.

Over-busy CEOs tend to elect themselves as both captain and crew of the company, believing that they can do everything. But a team will likely not grow if it does one person’s bidding or watches as others do all the work. 

While CEOs may sometimes be the best person for every job—they became the top dog for a reason—the best CEOs have talented employees who can make their job easier.

Stress.

Steve Tappin, author of the book “The Secrets of CEOs,” interviewed 150 CEOs for his book and found something troubling: The major emotions of the average CEO are irritation, overwhelm, frustration and disappointment.

These categories can all neatly fit into one category: Stress.

“There should be a health warning,” Tappin told CNN. “If you have those emotions for 80 percent of the day, they lead to stress and cortisol in the body, which leads to accelerated ageing, heart attacks and cancer.”

Loss of focus on what matters.

When CEOs get stuck in the weeds, they lose the ability to consider the big picture. This is a huge problem. After all, how can a CEO possibly make decisions for the future when they’re so bogged down in the details of today?

Consider this: In 1956, Harvard psychologist George A. Miller wrote “The Magical Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information,” one of the most highly cited papers in the history of psychology. The paper found that humans can usually only focus on five to nine things at once. Since this paper was published, other researchers have found that the magic number may actually be lower.

How does a CEO overcome being stuck in the weeds?

While it’s difficult for CEOs to refine their focus and get out of the weeds, it’s not impossible. Here are four ways that CEOs can rise out of the weeds.

1. Develop the team

Employee development and executive team leadership development is the most important thing a CEO can do.

When a CEO trusts that their employees are competent and can handle tough issues, they’ll be less likely to try to become the do-it-all CEO. Instead, they can trust the people who work for them and take on fewer tasks, allowing themselves to focus on the big picture.

2. Delegate tasks

Delegating tasks will be a learning experience for most CEOs currently stuck in the weeds.

Robert Moylan, CEO, and co-founder of Shefit, told Inc.com that he had been delegating tasks to an employee. When that employee left, he found out that none of their tasks were completed.

From this experience, Moylan learned to vet talent for being accountable and following through on tasks. “You don’t wish for something like that to happen, but it made me a better delegator and wound up being pivotal to the company’s growth,” Moylan said.

And that’s what happens when you delegate: You learn, both about yourself as a leader and about your employees. Delegating may have some pain points—especially for CEOs who believe they can do the job best—but it will pay huge dividends.

3. Trust your executive team

A great executive team sets the tone for the company, but it also sets the tone for the CEO.

McKinsey & Company report found that executives working with a high-performing executive team are five-times more productive than executives working with an average team.

Executives must be sure that they’ve built a team they can trust, one that can perform well during good and bad times. Then, much like they’ve done with other employees, they must be willing to delegate tasks to their executive team, allowing them to lead in their areas of expertise.

4. Overcome fear of failure

Bruce Lee, the famed martial artist, and actor, once said that people shouldn’t fear failure. Instead, they should fear what will happen if they aim low, which he said is a much bigger error than failure. “In great attempts, it is glorious even to fail,” Lee said.

This isn’t to say that CEOs should hope for failure. Quite the contrary—when they delegate, when they coach their team, when they build their executive team, CEOs are aiming for big success.

Aiming high will allow CEOs to learn from failure, the secret of great CEOs and successful people. When they fail at any point along this journey, they learn.

If they find they were delegating incorrectly, they can improve how they delegate. If they have been providing the wrong training to their team, they can train them differently. And if they have let the wrong person onto their executive team, they can correct that by finding someone else.

When CEOs go for success and fail, they’re still further than they’d be if they never tried at all. They’re much closer to tending to the weeds rather than being stuck among them.

Contributor: Vistage staff, and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach.


Are you looking for a gift for yourself, friends, family, or colleagues? I love giving Audible by Amazon as a gift. Audible online audiobook platform is where books are read to you while driving, relaxing at home, or on the go. Use any smartphone, tablet, and computer and turn it into an excellent learning resource. (Click on the Amazon logo below to get started and search for Audible.)


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

7 Business Models for the Decade Ahead That You Need to Know About

Posted by Cliff Locks On September 22, 2021 at 10:02 am / In: Uncategorized

7 Business Models for the Decade Ahead That You Need to Know About

Some of the most potent innovation taking place today does not involve breakthrough technologies… but rather the creation of fundamentally new business models.

For most of history, these models were remarkably stable, dominated by a few key ideas, upgraded by a few major variations on these themes. 

In the 1920s, it was the “bait and hook” model, where customers are lured in with a low-cost initial product (the bait: a free razor) and then forced to buy endless refills (the hook: blade refills).

In the 1950s, it was the “franchise model” pioneered by McDonald’s. Or take the 1960s, where we got “hypermarkets” like Walmart.

But with the internet’s arrival in the 1990s, business model reinvention entered a period of radical growth. 

In less than two decades, we’ve seen network effects birth new platforms in record time, Bitcoin and blockchain undercut existing “trusted third party” financial models, and crowdfunding upend the traditional ways capital is raised. 

We are now seeing 7 emerging models slated to redefine business over the next few decades.

And today, while countless businesses are anchored by a mentality of maintaining—competing solely on operational execution—it is more vital than ever to leverage these business models for success in the 2020s. 

Each is a revolutionary new way of creating value—each is a force for acceleration.

Let’s dive in…

7 BUSINESS MODELS THAT WILL RULE THE NEXT DECADE

(1) The Crowd Economy: Crowdsourcing, crowdfunding, leveraged assets, and staff-on-demand—essentially, all the developments that leverage the billions of people already online and the billions coming online.

All have revolutionized the way we do business. Just consider leveraged assets, like Uber’s vehicles and Airbnb’s rooms, which have allowed companies to scale at speed. These crowd economy models also lean on staff-on-demand, which provide a company with the agility needed to adapt to a rapidly changing environment. And it’s everything from micro-task laborers behind Amazon’s Mechanical Turk on the low end, to Kaggle’s data scientist-on-demand services on the high end.

Example: Airbnb has become the largest “hotel chain” in the world, yet it doesn’t own a single hotel room. Instead, it leverages (that is, rents out) the assets (spare bedrooms) of the crowd, with more than 7 million rooms, flats, and houses in over 100,000 cities across the globe. 

(2) The Free / Data Economy: This is the platform version of the “bait and hook” model, essentially baiting the customer with free access to a cool service and then making money off the data gathered about that customer. It also includes all the developments spurred by the big data revolution, which is allowing us to exploit micro-demographics like never before.

Example: Facebook, Google, Twitter—there’s a reason this model has transformed dorm room startups into global superpowers. Google’s search queries per day have risen from 500,000 in 1999, to 200 million in 2004, to 3 billion in 2011, to 5.6 billion today. While more users are becoming aware of the valuable data they exchange in return for Google’s “free” search service, this tried-and-true model will likely continue to succeed in the 2020s.

(3) The Smartness Economy: In the late 1800s, if you wanted a good idea for a new business, all you needed was to take an existing tool, say a drill or a washboard, and add electricity to it—thus creating a power drill or a washing machine.

In the 2020s, AI will be the electricity. In other words, take any existing tool, and add a layer of smartness. So, cell phones became smartphones and stereo speakers became smart speakers and cars become autonomous vehicles. 

Example: We all know the big names incorporating AI into their business models—from Amazon to Salesforce. But more AI startups arise each day: 1,000 AI-related companies in the US raised over $27B in venture capital in 2020, according to Pitchbook. One of the most highly valued of those companies is Scale AI, a data-labeling company that supports machine learning teams, currently valued at $7.3B. Expect AI to continue transforming most businesses in the 2020s.

(4) Closed-Loop Economies: In nature, nothing is ever wasted. The detritus of one species always becomes the foundation for the survival of another species. Human attempts to mimic these entirely waste-free systems have been dubbed “biomimicry” (if you’re talking about designing a new kind of product) or “cradle-to-cradle” (if you’re talking about designing a new kind of city) or, more simply, “closed-loop economies.” These models will grow increasingly prevalent with the rise of environmentally-conscious consumers and the cost benefits of closed-loop systems.

Example: The Plastic Bank, founded in 2013, allows anyone to pick up waste plastic and drop it off at a “plastic bank.” The collector is then paid for the “trash” in anything from cash to WiFi time, while the plastic bank sorts the material and sells it to the appropriate recycler—thus closing an open loop in the life cycle of plastic.

(5) Decentralized Autonomous Organizations (DAOs): At the convergence of blockchain and AI sits a radically new kind of company—one with no employees, no bosses, and nonstop production. A set of preprogrammed rules determines how the company operates, and computers do the rest. A fleet of autonomous taxis, for instance, with a blockchain-backed smart contracts layer, could run itself 24-7, including driving to the repair shop for maintenance, without any human involvement.

Example: While DAOs are just beginning to emerge, the platform DAOstack is working to provide these businesses with tools for success, including reliable crypto-economic incentives and decentralized governance protocols. DAOstack aims to create businesses where the only external influence is the customer. 

(6) Multiple World Models: We no longer live in only one place. We have real-world personae and online personae, and this delocalized existence is only going to expand. With the rise of Augmented Reality and Virtual Reality, we’re introducing more layers to this equation. You’ll have avatars for work and avatars for play, and all of these versions of ourselves are opportunities for new businesses. 

Example: Second Life, the very first virtual world created in 2003, gave rise to a multimillion-dollar economy. People were paying other people to design digital clothes and digital houses for their digital avatars. Every time we add a new layer to the digital strata, we’re also adding an entire economy built upon that layer, meaning we are now conducting our business in multiple worlds at once. Today we have all mastered Zoom, tomorrow we’ll be diving deep in the SpatialWeb, moving back and forth between multiple virtual worlds and our physical reality using technologies like Vatoms and Spatialweb.net to navigate the Metaverse.

(7) Transformation Economy: The Experience Economy was about the sharing of experiences—so Starbucks went from being a coffee franchise to a “third place.” That is, neither home nor work, but a “third place” in which to live your life. Buying a cup of coffee became an experience, a caffeinated theme park of sorts. The next iteration of this idea is the Transformation Economy, where you’re not just paying for an experience, you’re paying to have your life transformed by this experience.

Example: Early versions of this model can be seen in the rise of “transformational festivals” like Burning Man, or fitness companies like CrossFit, where the experience is generally bad (you work out in old warehouses), but the transformation is great (the person you become after three months of working out in those warehouses). Consumers are no longer searching for merely pleasurable experiences—they are looking for challenges that transform. This is also where technologies like Spatialweb.net and Dreamscape will help to digitize, dematerialize, and democratize such experiences everywhere on the planet.

FINAL THOUGHTS

What all this tells us is that business as usual is becoming business unusual.

And for existing companies, as Harvard’s Clayton Christensen explained, this is no longer optional: “Most [organizations] think the key to growth is developing new technologies and products. But often this is not so. To unlock the next wave of growth, companies must embed these innovations in a disruptive new business model.”

And for those of us on the outside of these disruptive models, our experience will be better, cheaper, faster.

Better meaning new business models do what all business models do—solve problems for people in the real world better than anyone else. 

Cheaper is obvious. With demonetization running rampant, customers—and that means all of us—are expecting more for less.

But the real shift is the final shift: faster. New business models are no longer forces for stability and security. To compete in today’s accelerated climate, these models are designed for speed and agility.

Most importantly, none of this is in any danger of slowing down.

JOIN ME

If you want my coaching as an exponential entrepreneur and to reinforce those mindsets that will inspire and guide you to create a hopeful, compelling and abundant future for yourself and humanity, then consider joining my executive coaching.

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University, with edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Are you looking for a gift for yourself, friends, family, or colleagues? I love giving Audible by Amazon as a gift. Audible online audiobook platform is where books are read to you while driving, relaxing at home, or on the go. Use any smartphone, tablet, and computer and turn it into an excellent learning resource. (Click on the Amazon logo below to get started and search for Audible.)


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minute Zoom meeting).

One-to-One – Corporate payment:
Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #VC #VentureCapital #PE #PrivateEquity #LimitedPartners #FamilyOffice #FundsofFunds #IBD #CEO #CFO #COO #BoD #CXO #DE&I #ESG #diversity #cybersecurity #artificialintelligence #climate #ActivistInvestor #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #boardmembers #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

The growing robotics market will impact your business sooner than you think. Let’s start with real live examples of deployment today.

Posted by Cliff Locks On September 15, 2021 at 10:00 am / In: Uncategorized

The growing robotics market will impact your business sooner than you think. Let’s start with real live examples of deployment today.

 

The robots are coming! For years, Hollywood has warned us about the rise of robots, especially those of the stone-cold killer variety.

However, the reality is far more exciting and humanizing—robots are rapidly becoming our friends, colleagues, employees, and the basis of our workforce.
Robotics venture investment grew 50% over the course of 2020, with no signs of stopping in 2021. Investments have now grown five-fold in 5 years, soaring to $5 billion in 2020 from $1 billion in 2015.

 

With so much investment, the time is ripe for ambitious entrepreneurs to take advantage of this generational opportunity.

In this blog, I’m going to discuss some of the fundamentals of robotics: where the technology is today, where it will be in a few years, and where the hidden opportunities are.
Let’s dive in.

ROBOTS: OUR FRIENDS & EMPLOYEES

Camel racing is a centuries-old tradition in the Middle East—think the Kentucky Derby for sheikhs—and it’s one of the richest sports on Earth. However, it’s the jockeys who have changed the most. 

Twenty years ago, camels were ridden by children—the lightest possible riders—but general principle, injury, and death led to a humanitarian outcry. So, both the UAE and Qatar banned the practice, replacing children with an even lighter saddle occupant: the robot jockey.

Today, in camel racing, robot jockeys are the norm. Exactly like traditional jockeys, these robo-replacements sit on a saddle, steer with the reins, and prod with a whip. 

The latest robot jockeys are small, about a foot high, and light, weighing between five and eight pounds, with skinny hinged arms that control the reins and whip. 

Of course, my point isn’t that there’s a bevy of entrepreneurial possibility in camel racing. It’s that robotics, another exponential technology long mired in deception, is now heading for disruption. 

According to a report by the Littler Workplace Policy Institute: “Robotics is the fastest growing industry in the world, poised to become the largest in the next decade.” Which is to say, robot jockeys are just the beginning.

Consider Moxie, the brainchild of NASA roboticist Paolo Pirjanian, Co-founder of Embodied, Inc. (creator of Moxie). Moxie is a small, Pixar-like robot with large-eyes on a cute and dynamic virtual face and converses with children in a natural, lifelike manner, becoming a personalized companion to them.

You can continuously talk to it (as opposed to simply saying “Hi, Alexa”), and the AI knows to take turns when conversing, allowing for fluid conversation and storytelling. 

Importantly, Moxie doesn’t try to be too human or perfect—in fact, that’s where many other robotics companies have failed. Instead, Moxie has a key human-like element: it makes mistakes and learns. 

Rather than a full prebuilt chatbot, Moxie has an actual personality and will learn over the course of an interaction. New interactions “unlock” new content and behaviors, further engaging the child in a goal-oriented manner. (If you have young kids, or kids with learning disabilities, please check out Moxie here: https://embodied.com/

Besides human-like, user-friendly robots, we’re also seeing exponential progress in robotic agility, mobility, and diversity. 

Enabled by a new generation of sensors and actuators, and driven by near-unlimited computing and artificial intelligence, there’s a Cambrian explosion in robotics, with species of all sizes, shapes, and modes of mobility crawling out of the muck of the lab and onto the terra firma of the marketplace. 

Of course, what is driving the current robotics revolution is the convergence of exponentials. First and foremost is computation and machine learning/neuralnets. A lot of what today’s amazing walking, flying, dancing and talking robots can do is a simply result of cheaper, faster and more ubiquitous computation driving artificial intelligence. The second exponential is 3D printing, which is allowing researchers and tinkerers to design, build and test robotic parts faster and faster. Finally, it’s all about the networks and sensors that collect and feed data into the robot’s algorithms.

Festo, for one example, has created a robot that flies like a bird. Boston Dynamics, for another, now makes robots that can climb, crawl, jump, and hop, and all while carrying heavy loads (some bots can manage over a hundred kilograms of weight). Their robots can even dance to music or unpack boxes out of the back of an 18-wheeler.

Incredible companies like Chef Robotics are putting robots to work in the food industry. The National Restaurant Association reported that in 2017, 37% of its members listed labor recruitment as their top challenge, up from 15% in 2015. This means long lines for you, food deserts with little fresh food, and inconsistent orders (aka not enough guacamole). Chef Robotics believes robots are the best solution to this problem.

What’s the alure of robots? Robots don’t unionize, don’t show up late, and don’t take lunch, and they can work on an assembly line for just a few dollars an hour. And as the minimum wage continues to increase now $14 per hour in California as of January 1, 2021 (for employers with 26 or more employees), there is a cross-over point coming where robots are just cheaper and better for certain roles.

THE GROWING INDUSTRIAL ROBOTICS MARKET

Indeed, the market for industrial robots has been experiencing double-digit growth annually since 2013, and is expected to continue at a CAGR of 12.3% through 2026.

A 2017 report by the McKinsey Global Institute concludes that almost 50 percent of tasks done by employees at work are at high risk of being taken by computers (AI and robots). Among these are data collection and processing, which represent 51% of the activity in the US economy. 

In China, Foxconn, the Chinese electronics manufacturer that builds Apple’s iPhone, made news back in 2013 when the skyrocketing demand for cell phones led to labor disputes, reports of harsh working conditions, even riots and suicides. 

In the aftermath of these reports, Foxconn has been moving to automate 30% of its workforce by cutting 60,000 jobs in 2016 and replacing them with robots, a trend accelerated by the coronavirus pandemic.  

Besides replacing our blue-collar workforce, robots will and have been invading a much wider assortment of fields. Just consider the effect autonomous driving will have on truck drivers, or surgery robots on healthcare, or companion robots for therapy and eldercare. 

“If I were an exponential entrepreneur looking to create tremendous value”, says robotics expert Dan Barry, “I’d look for those jobs that are least enjoyable for humans to do … Given that the global market for unskilled labor is worth many trillions of dollars, I would say this is a huge opportunity.”

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Are you looking for a gift for yourself, friends, family, or colleagues? I love giving Audible by Amazon as a gift. Audible online audiobook platform is where books are read to you while driving, relaxing at home, or on the go. Use any smartphone, tablet, and computer and turn it into an excellent learning resource. (Click on the Amazon logo below to get started and search for Audible.)


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

LinkedIn

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minute Zoom meeting).

One-to-One – Corporate payment:
Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #VC #VentureCapital #PE #PrivateEquity #LimitedPartners #FamilyOffice #FundsofFunds #IBD #CEO #CFO #COO #BoD #CXO #DE&I #ESG #diversity #cybersecurity #artificialintelligence #climate #ActivistInvestor #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #boardmembers #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Successful leadership depends on how we manage paradoxes

Posted by Cliff Locks On September 8, 2021 at 10:05 am / In: Uncategorized

Successful leadership depends on how we manage paradoxes

These days, paradoxes abound—grit vs. grace, perform vs transform, speed vs. significance, critique vs. create, execute vs. engage, head vs. heart. And one that I’ve seen a lot of lately is self vs. system—which can be expressed simply as “I vs. we.”

The good news is we don’t have to choose between the opposites. We can find the connections and congruencies between them. That’s where things get interesting—and messy.

“It’s difficult to hold two opposing ideas in our minds because it creates cognitive dissonance, and we humans don’t like that. It’s super-uncomfortable,” Amelia Haynes, a research associate with our Korn Ferry Institute, told me this week. “But when we can find the congruencies between those ideas, the tension resolves, and our brains reward us with a shot of feel-good dopamine.”

In our conversation this week, Kevin Cashman, our Global Co-Leader of CEO & Enterprise Leader Development, peeled back the layers even further. As he explained it, we all have our patterns—too often leaning in one direction toward what’s most comfortable and familiar. But those go-to reactions and knee-jerk behaviors over time can become a rut—and even a derailer. It’s more than just an engrained habit—as Kevin put it: “even our neurophysiology gets stuck.”

That’s when it’s time to pause, as Kevin told me. “Stepping back, evaluating, and reflecting become our only chance of rewiring new neural pathways and reforming patterns. A pause can happen when we reflect on feedback we’ve received, observe someone we admire, or even when we rest and reflect. That’s why the more we pause for the complex and the important, the better we get at synthesizing the dots across polarities and paradoxes.”

It doesn’t just happen automatically. It starts with becoming more self-aware. Only then can we be intentional about where and how we expand our thinking—mastering the balancing act between what appear to be polar opposites, but actually complete us.

The good news is we can change our minds—literally. Here are some thoughts:

  • Rewiring our reality. When we get good at something, our brains literally become hard-wired. In fact, if someone were to use brain imaging, they’d see the neural pathways that reflect the well-worn habits of how we think and act. Rather than get stuck in a rut, we need to expand our thinking. In fact, the more open our minds become, the more we can develop and tap the capabilities that allow us to make a positive impact. But it takes more than just will and skill. To get to the other side of paralyzing paradoxes we need to shift our mindsets so we can expand and reframe our reality. Then our possibilities become probabilities.
  • Compare, contrast—always connect. When we compare and contrast between two opposites—spreadsheet vs. stories, profit vs. people—we’re using a skill set known as critical thinking. From elementary school onward, it became ingrained in us—or so our teachers hoped. While critical thinking is important, there’s another way of processing ideas that can open more possibilities: integrative thinking. It’s the opposing muscle that allows us to build integration and congruencies. In other words, it’s not enough to only see the dots, we also have to connect them. It’s a little like playing 3D chess—and, to be honest, it doesn’t come naturally to most people. As Kevin Cashman said, “Critical thinking is what we usually think of as intelligence. But it represents the discerning part of intelligence—not the synthesizing part. We need integrative thinking to go beyond seeing one thing or the other. It’s all about how they come together.” So, if our heads are buried in spreadsheets, perhaps it’s time to think more about stories. If we’re only focused on profit, now is the time to elevate people. It’s the yin and yang of leadership—seeing the dynamic balance between opposing forces.
  • Our tale of two brains. We live largely in a left-brain world—overly focused on our technical skills and caught up in the details. Instead, we need to tap Google Earth and zoom out—and that takes our right brain. Looking at things from 30,000 feet helps us contextualize information. And the bigger the picture we see, the more we can connect and collaborate with others, instead of getting stuck in our own silos. Make no mistake—it’s not that our left brains don’t matter. We need both brains—left and right. By connecting them, we can see farther, wider, and deeper. That’s how we can look up, look out, and leap forward, becoming the best “us”—and bringing others with us.

With all due respect to what we learned in 11th grade, the dreaded compare-and-contrast no longer serves us in these times. The new world is not one or the other—or one versus another—neither for people nor ideas. There’s room for both—and more. Indeed, that’s the real brain game-changer.

Contributor: Gary Burnison, Korn Ferry CEO and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Are you looking for a gift for yourself, friends, family, or colleagues? I love giving Audible by Amazon as a gift. Audible online audiobook platform is where books are read to you while driving, relaxing at home, or on the go. Use any smartphone, tablet, and computer and turn it into an excellent learning resource. (Click on the Amazon logo below to get started and search for Audible.)


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

LinkedIn

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Moving forward with purpose and incorporating sustainability – it’s imperative today for a firm to thrive

Posted by Cliff Locks On September 1, 2021 at 10:05 am / In: Uncategorized

Moving forward with purpose and incorporating sustainability – it’s imperative today for a firm to thrive

Last year, IBM reported that nearly six in ten consumers are willing to change their shopping habits to reduce environmental impact. Meanwhile, 50% of Gen Z’ers (those born after 1995) report having recently called out a brand for behaving in a way they believed was unethical.
 

Consumers aren’t the only ones moving the needle when it comes to purpose and sustainability. Earlier this year, Sustainable Brands (SB) brought together representatives from sustainability-focused organizations like Impossible Foods to discuss “a number of critical environmental, social, cultural and business trends that are defining the moment and shaping post-2020 and post-pandemic life.”

At the event, Dimitar Vlahov, SB’s Sustainable Business & Brand Transformation Expert, set the stage by commenting that the overlapping crises of the past year have led us to what he calls the “Great Restart” or the “Great Reset”: a moment of reckoning and new beginnings. Studies have pointed to a rise in empathy and nine out of ten consumers have reported that they are willing to pay more for ethical retailers.

Bea Boccalandro is the founder of VeraWorks, a global consulting firm whose mission is to help companies “offer employees the opportunity to do societal good through their everyday jobs.”  Boccalandro recently reported this in the Harvard Business Review: employees whose work experience incorporated social purpose experienced 13% higher job satisfaction than those whose work didn’t. Boccalandro argues that social good is no longer just the responsibility of Chief Sustainability Officers— the purpose movement means CFOs, CMOs and other members of the executive leadership team must also be champions of CSR.

Paul Herman is the CEO of the impact investing firm HIP Investor. He cites five crises of our time: health, wealth, earth, equality, and trust. Herman argues that in order to promote positive purposes across these five areas we need new metrics, innovative investing, and multi-sector solutions. This includes developing new ways to measure impact and stakeholder value creation and identify gaps between policy and impact; increasing the appetite for sustainable finance, and building bridges across sectors and industries so diverse stakeholders can collaborate on solutions that benefit society as a whole.

These assertions align with what some call stakeholder capitalism. “We have to deliver great returns for our shareholders and help drive progress on society’s most important priorities,” explains Brian Moynihan, Chairman and CEO of Bank of America. “That is stakeholder capitalism in action. Common metrics will help all stakeholders measure the progress we are making and ensure that the resources capitalism can marshal — from companies, from investors, and others — are directed to where they can make the most difference.”

At the start of the pandemic, there was a fear that corporations and investment funds would force corporations to pull back on their social impact efforts. But actually, 2020 was the year that the environmental, social and governance (ESG) movement came of age.

Total assets in sustainable funds grew over 50% to $1.7 trillion last year and by the last quarter of 2020, we saw that ESG’s had become critical for organizations who wanted to attract new investors. At the close of the year more than three times as many CFOs of S&P 500 companies discussed ESG matters during fourth-quarter earnings calls in 2020 than they did three years ago.

Gloria Mirrione, sector leader for Asset Management and Impact Investing with Korn Ferry, said the pandemic led “investors of all types to accelerate the decision to align their personal values directly where they place investable dollars.”

So, consumers aren’t the only ones demanding organizations address more than the bottom line. They are one of many stakeholder groups putting pressure on organizations to be a part of solving the world’s most pressing problems.

Contributor, Daniel Goleman is the author of the best-selling Emotional Intelligence, as well as many other works in emotional and social intelligence, leadership, and education, and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach

Are you looking for a gift for yourself, friends, family, or colleagues? I love giving Audible by Amazon as a gift. Audible online audiobook platform is where books are read to you while driving, relaxing at home, or on the go. Use any smartphone, tablet, and computer and turn it into an excellent learning resource. (Click on the Amazon logo below to get started and search for Audible.)

 
 
 
 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition. 

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

10 Metatrends Shaping the Next Decade That You Need To Know About

Posted by Cliff Locks On August 25, 2021 at 10:05 am / In: Uncategorized

10 Metatrends Shaping the Next Decade That You Need To Know About

Over the next decade, waves of  advance exponential tech advancements will stack atop one another, eclipsing decades of breakthroughs in scale and impact.

Emerging from these waves are 20 “Metatrends,” likely to revolutionize entire industries (old and new), redefine tomorrow’s generation of businesses and contemporary challenges, and transform our lives from the bottom up.

These Metatrends include augmented human longevity, the surging smart economy, AI-human collaboration, urbanized cellular agriculture, and high-bandwidth brain-computer interfaces… just to name a few.

This is where master entrepreneurs and their teams must see beyond the immediate implications of a given technology, and capture second-order, Google-sized business opportunities on the horizon. 

Discussing these Metatrends is a key focus of my executive coaching program.

In this two-part blog series, we’ll look at how these 20 Metatrends are shaping our future. Today, I’ll discuss the first 10: from increasing healthspan to AI-human collaboration.

Welcome to a new era of runaway technological booms, historic watershed moments, and extraordinary abundance. 

Let’s dive in…

10 METATRENDS SHAPING OUR FUTURE 

(1) Continued Increase in Global Abundance: The number of individuals in extreme poverty continues to drop, as the middle-income population continues to rise. Everyday goods and services (finance, insurance, education, and entertainment) are being digitized and becoming fully demonetized, available to the rising billion on mobile devices. The case for abundance has massively proven out since the publication of Abundance: The Future Is Better Than You Think in 2012.

This Metatrend is driven by the convergence of the following: high-bandwidth and low-cost communication, ubiquitous AI on the cloud, growing access to AI-aided education and AI-driven healthcare.

(2) Global Gigabit Connectivity Will Connect Everyone and Everything, Everywhere, at Ultra-low Cost: The deployment of both licensed and unlicensed 5G, plus the launch of a multitude of global satellite networks (Starlink, OneWeb, etc.), allow for ubiquitous, low-cost communications for everyone, everywhere––not to mention the connection of trillions of devices. And today’s skyrocketing connectivity is bringing online an additional 3 billion individuals, driving tens of trillions of dollars into the global economy.

This Metatrend is driven by the convergence of the following: low-cost space launches, hardware advancements, 5G networks, artificial intelligence, materials science, and surging computing power. 

(3) The Average Human Healthspan Will Increase by 10+ Years: A dozen game-changing biotech and pharmaceutical solutions (currently in Phase 1, 2, or 3 clinical trials) will reach consumers this decade, adding an additional 10+ years to the human healthspan. Technologies include stem cell supply restoration, Wnt pathway manipulation, senolytic medicines, a new generation of Endo-Vaccines, GDF-11, and supplementation of NMD/NAD+, among several others. And as machine learning continues to mature, AI is set to unleash countless new drug candidates, ready for clinical trials. This is the topic of my next book called LIFEFORCE being co-authored with Tony Robbins and Bob Hariri, MD/PhD (Celularity) that will be available in February 2022.

This Metatrend is driven by the convergence of the following: genome sequencing, CRISPR technologies, AI, quantum computing, and cellular medicine. 

(4) An Age of Capital Abundance Will See Increasing Access to Capital Everywhere: Over the past few years, humanity hit all-time highs in the global flow of seed capital, venture capital, and sovereign wealth fund investments. While this trend will witness some ups and downs in the wake of future recessions, it is expected to continue its overall upward trajectory. Capital abundance leads to the funding and testing of “crazy” entrepreneurial ideas, which in turn accelerate innovation. Already, $300B in crowdfunding is anticipated by 2025, democratizing capital access for entrepreneurs worldwide. And even during a pandemic (2020), the world deployed more venture capital than ever before, handily beating out the last high-water mark in 2019.

This Metatrend is driven by the convergence of the following: global connectivity, dematerialization, demonetization, and democratization.

(5) Augmented Reality and the Spatial Web Will Achieve Ubiquitous Deployment: The combination of Augmented Reality (yielding Web 3.0, or the Spatial Web) and 5G networks (offering 100Mb/s – 10Gb/s connection speeds) will transform how we live our everyday lives, impacting every industry from retail and advertising, to education and entertainment. Consumers will play, learn and shop throughout the day in a newly intelligent, virtually overlaid world. This is where technologies like SpatialWeb.net, Vatoms, and Apple’s next generation AR & VR headsets will shine.

This Metatrend is driven by the convergence of the following: hardware advancements, 5G networks, artificial intelligence, materials science, and surging computing power. 

(6) Everything is Smart, Embedded with Intelligence: The price of specialized machine learning chips is dropping rapidly with a rise in global demand. Imagine a specialized $5 chip that enables AI for a toy, a shoe, a kitchen cabinet? Combined with the explosion of low-cost microscopic sensors and the deployment of high-bandwidth networks, we’re heading into a decade wherein every device becomes intelligent. Your child’s toy remembers her face and name. Your kid’s drone safely and diligently follows and videos all the children at the birthday party. Appliances respond to voice commands and anticipate your needs. 

This Metatrend is driven by the convergence of the following: AI, 5G networks, and more advanced sensors. 

(7) AI Will Achieve Human-level Intelligence: As predicted by technologist and futurist Ray Kurzweil, artificial intelligence will reach human-level performance this decade (by 2030). Through the 2020s, AI algorithms and machine learning tools will be increasingly made open source, available on the cloud, allowing any individual with an internet connection to supplement their cognitive ability, augment their problem-solving capacity, and build new ventures at a fraction of the current cost.

This Metatrend is driven by the convergence of the following: global high-bandwidth connectivity, neural networks, and cloud computing. Every industry, spanning industrial design, healthcare, education, and entertainment, will be impacted. 

(8) AI-Human Collaboration Will Skyrocket Across All Professions: The rise of “AI as a Service” (AIaaS) platforms will enable humans to partner with AI in every aspect of their work, at every level, in every industry. AIs will become entrenched in everyday business operations, serving as cognitive collaborators to employees—supporting creative tasks, generating new ideas, and tackling previously unattainable innovations. In some fields, partnership with AI will even become a requirement. For example: in the future, making certain diagnoses without the consultation of AI may be deemed malpractice. 

This Metatrend is driven by the convergence of the following: increasingly intelligent AI, global high-bandwidth connectivity, neural networks, and cloud computing.

(9) Most Individuals Adapt a JARVIS-like “Software Shell” to Improve Their Quality of Life: As services like Alexa, Google Home, and Apple HomePod expand in functionality, such services will eventually travel beyond the home and become your cognitive prosthetic 24/7. Imagine a secure JARVIS-like software shell that you give permission to listen to all your conversations, read your email, monitor your blood chemistry, etc. With access to such data, these AI-enabled software shells will learn your preferences, anticipate your needs and behavior, shop for you, monitor your health, and help you problem-solve in support of your mid- and long-term goals.

This Metatrend is driven by the convergence of the following: increasingly intelligent AI, neural networks, and cloud computing.

(10) Globally Abundant, Cheap Renewable Energy: Continued advancements in solar, wind, geothermal, hydroelectric, nuclear and localized grids will drive humanity towards cheap, abundant, and ubiquitous renewable energy. The price per kilowatt-hour will drop below 1 cent per kilowatt-hour for renewables, just as storage drops below a mere 3 cents per kilowatt-hour, resulting in the majority displacement of fossil fuels globally. And as the world’s poorest countries are also the world’s sunniest, the democratization of both new and traditional storage technologies will grant energy abundance to those already bathed in sunlight. Incredible companies like Heliogen will be able to mine sunlight and water to create cheap, abundant hydrogen as a storage medium. We are also on the cusp of many breakthroughs in fusion power as capital, new materials, and entrepreneurs pour in this arena.

This Metatrend is driven by the convergence of the following: materials science, hardware advancements, AI/algorithms, and improved battery technologies.

The decade ahead is going to be the BEST TIME EVER to be an exponential entrepreneur. With many dozens of Google-sized ($1T) opportunities emerging and thousands of multi-hundred-million-dollar startups on the horizon.

Are you clear about how you’re going to use these Metatrends? About what company you’re going to build next?

Would you like my coaching on this topic? Then… 

JOIN MY EXECUTIVE COACHING PROGRAM

If you want my coaching as an exponential entrepreneur and to reinforce those mindsets that will inspire and guide you to create a hopeful, compelling and abundant future for yourself and humanity, then consider joining my executive coaching program.

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University, with edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Are you looking for a gift for yourself, friends, family, or colleagues? I love giving Audible by Amazon as a gift. Audible online audiobook platform is where books are read to you while driving, relaxing at home, or on the go. Use any smartphone, tablet, and computer and turn it into an excellent learning resource. (Click on the Amazon logo below to get started.)


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minute Zoom meeting).

One-to-One – Corporate payment:
Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #VC #VentureCapital #PE #PrivateEquity #LimitedPartners #FamilyOffice #FundsofFunds #IBD #CEO #CFO #COO #BoD #CXO #DE&I #ESG #diversity #cybersecurity #artificialintelligence #climate #ActivistInvestor #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #boardmembers #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

The Exponential Leader’s Guide to Achieving 10x Growth

Posted by Cliff Locks On August 18, 2021 at 10:05 am / In: Uncategorized

The Exponential Leader’s Guide to Achieving 10x Growth

Take moonshots and create abundance as an Exponential Leader.

The only constant is change and the rate of change is increasing. Regardless of your organization’s size, sector, or industry, this guide can help you create a sense of urgency around innovation and add important new leadership competencies to spur innovation.

Singularity University’s ebook, The Exponential Leader’s Guide to Achieving 10x Growth, is your blueprint for achieving 10x growth by developing the skills, approaches, and mindset of what we at Singularity University call an exponential leader.

Free download: https://bit.ly/Exponential-Leaders-Guide

What’s inside?

Grow your toolkit by learning the key principles to master to succeed in an accelerating world, including the importance of being an Exponential Leader:

  • Understanding the impact of rapidly accelerating technologies
  • Having a transformative purpose and taking moonshots
  • Leveraging exponential technologies such as virtual reality, artificial intelligence, digital biology, and more
  • Seeing the world through a lens of abundance rather than scarcity
  • Leveraging the crowd for expertise, solutions, and capital
  • Launching your vision, experimenting, and disrupting yourself (before someone else does)

You’ll learn from the best to understand how and why expanding Into new markets can disrupt entire industries by:

  • Examining some classic examples of disruption
  • Learning how to identify great adjacent markets for your business

Learn new ways to disrupt yourself with moonshot thinking and “unholy alliances” is part of being an Exponential Leaders

See how we can help transform your organization into an exponential enterprise with leaders who are prepared to tackle the coming changes and seize new opportunities.

Take moonshots and create abundance.

The only constant is change and the rate of change is increasing. Regardless of your organization’s size, sector, or industry, this guide can help you create a sense of urgency around innovation and add important new leadership competencies to spur innovation, yes you can be a successful change executive.

Singularity University’s ebook, The Exponential Leader’s Guide to Achieving 10x Growth, is your blueprint for achieving 10x growth by developing the skills, approaches, and mindset of what we at Singularity University call an exponential leader.

What’s inside?

Grow your toolkit by learning the key principles to master to succeed in an accelerating world, including the importance of of being a Exponential Leader:

  • Understanding the impact of rapidly accelerating technologies
  • Having a transformative purpose and taking moonshots
  • Leveraging exponential technologies such as virtual reality, artificial intelligence, digital biology, and more
  • Seeing the world through a lens of abundance rather than scarcity
  • Leveraging the crowd for expertise, solutions, and capital
  • Launching your vision, experimenting, and disrupting yourself (before someone else does)

You’ll learn from the best to understand how and why expanding Into new markets can disrupt entire industries by:

  • Examining some classic examples of disruption
  • Learning how to identify great adjacent markets for your business

Learn new ways to disrupt yourself with moonshot thinking and “unholy alliances” by:

  • Recognizing how your biggest problems are your biggest opportunities
  • Examining examples of the most successful unholy alliances
  • Exploring how to start creating your own unholy alliances
  • Learning how to 10x your thinking and take moonshots

See how I can help transform your organization into an exponential enterprise with leaders who are prepared to tackle the coming changes and seize new opportunities.

Free download: https://bit.ly/Exponential-Leaders-Guide

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minute Zoom meeting).

One-to-One – Corporate payment:
Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #VC #VentureCapital #PE #PrivateEquity #LimitedPartners #FamilyOffice #FundsofFunds #IBD #CEO #CFO #COO #BoD #CXO #DE&I #ESG #diversity #cybersecurity #artificialintelligence #climate #ActivistInvestor #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #boardmembers #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

It’s How They Make Us Feel – Mentors believe in us, even before we believe in ourselves

Posted by Cliff Locks On August 11, 2021 at 10:06 am / In: Uncategorized

It’s How They Make Us Feel – Mentors believe in us, even before we believe in ourselves

Building a collaborative “Dream Team” that consistently wins gold. Remember there is a mentor in all of us.

Let’s get started… with the differences between the roles – Coaches speak to you; mentors speak with you; and sponsors speak for you.

I searched and searched for that dusty field, but never found it—later, I saw that it was gone. Yet that place remains etched in my mind.

While visiting my home town to see family about a week ago, I drove by a play field, where I spent some of my childhood. Places that seemed so big when I was a kid—like the elementary school—were actually quite small. But the one place that loomed large in my memory was a field where I learned a powerful lesson.

I was in fourth grade, and we were playing kickball. But on one particular day, the coach changed the rules. He randomly called people out when they were clearly safe and also called them safe when they were clearly out. And when it happened to me, my competitiveness got the best of me. “Why do you keep doing that?” I asked.

The coach paused and waited patiently until I was listening. “Now you have a taste of what so many people live with every day.” That had been his intent, as coach and teacher, all along—to give us a wider perspective, not telling us what to think, but rather what to think about.

Over the years, we’ve all had those coaches. Think for a moment about who they were. Some were in the classroom or the gymnasium; others were in music rooms and marching bands—and many other places as well. Later in life, we found others who guided, nurtured, and challenged us to think differently. Collectively and individually, they made a lasting impact.

“At different and pivotal points in my career I have had the opportunity to work with some amazing coaches who have helped me gain clarity about how I saw my future, but more importantly, how I could get there,” Lisa Lutoff-Perlo, President and CEO of Celebrity Cruises Inc., told us this week. “They have made an indelible imprint on who I am, and I will be forever grateful for their genuine caring and wise insight.”

Mark Arian, head of our global Consulting business, told me a moving story this week about a boss who made a lasting difference in his life. For more than 30 years, Mark has carried with him a thick folder full of notes this boss wrote—a mix of praise, direct feedback, and emotional stories that guide him to this day. As Mark told me, “Just recently, I had the occasion to reach out to this boss—my very first manager—who is now in his 80s. I told him how much his coaching and caring meant to me—and still mean to me.”

Mark read me a few of those notes: “Stick with it.… Don’t get discouraged…. You have the energy to see this through.” This is what a great manager does.

Now it’s our turn—paying it forward to others. Their aspiration needs to be our inspiration as we become that coach for them.

“I pray that I will have the benefit of working with at least one more great mentor leader; one who will energize me to take the hill, calm the crisis, transform the old way, and achieve something great with or for a team,” an executive and a member of a Fortune 10 board of directors told me this week. His words—our calling.

Amid the echo of the biggest reset of our lifetimes, a good coach can be that still, small voice.

As Kevin Cashman, our Global Co-Leader of CEO & Enterprise Leader Development and a renowned coach, said in our conversation this week, “Coaching is everywhere around us, all the time—in life, people, examples and challenges. Coaching and learning can never be separated.”

Indeed, there is a coach in all of us. Here are some thoughts:

  • In our corner. “Coaches speak to you; mentors speak with you; and sponsors speak for you.” This description—shared with me by an executive recently—succinctly captures the roles of three of the most important people in our careers. Mentors take others under their wings and help them learn. Sponsors advocate for others, making the case for why they should get a particular assignment or promotion. And then there are coaches—the formal and the informal—and the best bring perspective with objectivity. Most important, a coach is someone to be vulnerable with. When that level of trust exists, people have the psychological safety to speak their minds—and bare their souls. As Dennis Baltzley, our firm’s Global Head of Leadership Development, told me this week, “When an environment of psychological safety exists, people know they can be candid—not only about what they want and where they see themselves, but also about their fears and failures. And that’s where all great coaching starts.”
  • When coaching meets caring. It’s not only about the coach’s expertise—or even their title, position, or seniority. Rather, it’s all about the coach’s ability to ask the right questions. Doing that requires the right mixture of caring and directness. As Kevin Cashman observed: “If coaching is only caring, it won’t go anywhere. And if it’s only direct, people will find it hard to connect. But when coaching combines caring and directness, that’s when the best outcomes happen—and the benefits flow in both directions.” And the key ingredient is heart.                                                                                                                                                                                                                                                            
  • Coaches coach. Growing up, I went to a basketball camp led by Coach Gene Keady—a legend, who later went on to an acclaimed coaching career at Division 1 colleges, most notably Purdue, where he was a head coach for 25 years. He was also part of the coaching staff for the U.S. “Dream Team” that won the gold medal at the 2000 Olympic Games. For me, personally, Coach Keady was the first person to tell me that I could be a leader … one day. Flash forward to several months ago. Coach Keady, who is now in his 80s, reached out to reconnect with me. We had about a half-hour phone conversation, and it was great to hear his voice. Suddenly, I was that kid on the court again, with a basketball on my hip, listening to every word Coach Keady had to say. Then, just recently, I received a note and a signed picture—now a treasured memento of yet another coach who helped set a foundation that guided my life. After all, coaches coach. They believe in us, even before we believe in ourselves. That’s what a good coach does. But more than what they say, it’s how they make us feel. Indeed, the impact of their words and actions lasts a lifetime.

Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minute Zoom meeting).

One-to-One – Corporate payment:
Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #VC #VentureCapital #PE #PrivateEquity #LimitedPartners #FamilyOffice #FundsofFunds #IBD #CEO #CFO #COO #BoD #CXO #DE&I #ESG #diversity #cybersecurity #artificialintelligence #climate #ActivistInvestor #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #boardmembers #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

What if you could achieve 10X growth while your competitors only achieve 10%?

Posted by Cliff Locks On August 4, 2021 at 10:05 am / In: Uncategorized

What if you could achieve 10X growth while your competitors only achieve 10%?

That’s what a Moonshot is: going 10X bigger or better when everyone else is pursuing incremental change.

Most companies ask questions such as, “How do we reduce costs by 10%?” or “How can we increase profits by 10%?”

Having a Moonshot Mindset means applying 10X thinking (or 1,000%) to all your efforts and challenges.

It’s one of the critical mindsets enabled by exponential technologies that any exponential entrepreneur or leader needs to succeed in the decade ahead.

In this blog, I’m going to discuss what a Moonshot Mindset is and the benefits of having one. 

Let’s dive in…

WHY SHOULD YOU AIM FOR 10X GROWTH INSTEAD OF 10%?

I’ll give you three reasons:

  1. As my friend Astro Teller, Alphabet’s “Captain of Moonshots” says, when you try to do 10% better, you’re putting yourself in direct competition with everyone else in your industry. And it’s a competition that you’re likely to lose.
  2. When you shoot for 10X improvement and try to do something radically hard, you approach the problem you’re solving in a completely different way.
  3. When you attack a problem (any problem) as though it were solvable, even if you don’t know how to solve it, you’ll be shocked at what you come up with.

In our world, change is the only constant, and the rate of change is increasing.

As a result, you either disrupt yourself, or someone else will.

6 BENEFITS OF A MOONSHOT MINDSET

  1. You understand “the day before something is a breakthrough, it’s a crazy idea.” With a Moonshot Mindset, you have permission to pursue your crazy ideas.
  2. You are willing to take the risks necessary to transform industries and society for the better. You recognize that those with a Moonshot Mindset are the innovators making the world a better place, moving humanity forward, and charting the future.
  3. You understand that a Moonshot within the realm of your Massively Transformative Purpose (MTP) can be the adventure of a lifetime, giving you joy and fulfillment, and providing you with purpose.
  4. You are willing to aim at billion-person challenges. You recognize that the world’s biggest problems are the world’s biggest business opportunities.
  5. You understand that Moonshots striving for a 10X improvement (or 1,000%) offer one-hundred-fold the benefit compared to 10% incremental improvement, but are rarely one-hundred-fold more difficult to achieve. A 10X improvement is 100 times more worth it, but it’s not 100 times harder.
  6. As a leader, you know that Moonshots focus and motivate your team, help you attract the best talent in the world, and allow you to solve interim problems while creating interim products and services along the way.

How much more could you achieve if you had a Moonshot Mindset?

What can you do in the next hour to make progress towards your 10X goal?

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

How do you become an “expert” in exponential tech? I’ll teach you.

Posted by Cliff Locks On July 28, 2021 at 10:05 am / In: Uncategorized

How do you become an “expert” in exponential tech? I’ll teach you.

Are you taking the time to analyze exactly HOW entire industries are being revolutionized from the bottom up?
 
Over the next decade, waves of exponential tech advancements will stack atop one another, eclipsing decades of breakthroughs in scale and impact.
 
These waves will lead to 20 “Metatrends” that will revolutionize industries and redefine tomorrow’s generation of businesses.

Let’s dive in…

NOTE: Discussing these Metatrends is a key focus of my year-round entrepreneur coaching program Abundance360.

10 MORE METATRENDS SHAPING OUR FUTURE 

(1) The Insurance Industry Transforms from “Recovery After Risk” to “Prevention of Risk”: Today, fire insurance pays you after your house burns down. Life insurance pays your next-of-kin after you die. And health insurance (which is really sick insurance) pays only after you get sick. During the next decade, we’ll see a new generation of insurance providers that offer you a service to KEEP you healthy and keep your house safe during a wildfire.

This Metatrend is driven by the convergence of the following: machine learning, ubiquitous sensors, low-cost genome sequencing, and robotics to detect risk, prevent disaster, and guarantee safety before any costs are incurred. 

(2) Autonomous Vehicles and Flying Cars (eVTOL) Will Redefine Human Travel (Soon to be Far Faster and Cheaper): Fully autonomous vehicles, car-as-a-service fleets, and aerial ridesharing (flying cars) will be fully operational in most major metropolitan cities in the coming decade. The cost of transportation will plummet 3-4X, transforming real estate, finance, insurance, the materials economy, and urban planning. Where you live and work, and how you spend your time, will all be fundamentally reshaped by this future of human travel. Your kids and elderly parents will never drive. Already, a half dozen eVTOL companies have gone public raising >$10B to fuel their growth. These vehicles are real and will help define the decade ahead.

This Metatrend is driven by the convergence of the following: machine learning, sensors, materials science, battery storage improvements, and ubiquitous gigabit connections. 

(3) On-demand Production and On-demand Delivery Will Birth an “Instant Economy of Things”: Urban dwellers will learn to expect “instant fulfillment” of their retail orders as drone and robotic last-mile delivery services carry products from local supply depots directly to your doorstep. Further riding the deployment of regional on-demand digital manufacturing (3D printing farms), individualized products can be obtained within hours—anywhere, anytime.

This Metatrend is driven by the convergence of the following: networks, 3D printing, robotics, and AI.

(4) Ability to Sense and Know Anything, Anytime, Anywhere: We’re rapidly approaching the era wherein 100 billion sensors (the Internet of Everything) is monitoring and sensing (imaging, listening, measuring) every facet of our environments, all the time. Global imaging satellites, drones, autonomous car LIDARs, and forward-looking augmented reality (AR) headset cameras are all part of a global sensor matrix, together allowing us to know anything, anytime, anywhere. In this future, it’s not “what you know,” but rather “the quality of the questions you ask” that will be most important.

This Metatrend is driven by the convergence of the following: terrestrial, atmospheric, and space-based sensors, vast data networks, 5G communication networks, next-gen Wi-Fi, and machine learning.

(5) Disruption of Advertising: As AI becomes increasingly embedded in everyday life, your custom AI will soon understand what you want better than you do. In turn, we will begin to both trust and rely upon our AIs to make most of our buying decisions, turning over shopping to AI-enabled personal assistants. Your AI might make purchases based upon your past desires, current shortages, conversations you’ve allowed your AI to listen to, or by tracking where your pupils focus on a virtual interface (i.e., what catches your attention). As a result, the advertising industry—which normally competes for your attention (whether at the Superbowl or through search engines)—will have a hard time influencing your AI.

This Metatrend is driven by the convergence of the following: machine learning, sensors, augmented reality, and 5G/networks.

(6) Cellular Agriculture Moves from the Lab into Inner Cities, Providing High-quality Protein that is Cheaper and Healthier: This next decade will witness the birth of the most ethical, nutritious, and environmentally sustainable protein production system devised by humankind. Stem cell-based “cellular agriculture” will allow the production of beef, chicken and fish anywhere, on-demand, with far higher nutritional content, and a vastly lower environmental footprint than traditional livestock options. To support this area, the XPRIZE has launched a $15M “Feed the Next Billion” competition focusing on fish and chicken.

This Metatrend is driven by the convergence of the following: biotechnology, materials science, machine learning, and agtech.

(7) High-bandwidth Brain-Computer Interfaces (BCI) Will Come Online for Public Use: Technologist and futurist Ray Kurzweil has predicted that in the mid-2030s, we will begin connecting the human neocortex to the cloud. This next decade will see tremendous progress in that direction, first serving those with spinal cord injuries, whereby patients will regain both sensory capacity and motor control. Yet beyond assisting those with motor function loss, several BCI pioneers are now attempting to supplement their baseline cognitive abilities, a pursuit with the potential to increase their sensorium, memory, and even intelligence. Recent demonstrations of a macaque monkey playing Pong using a Neuralink implant is proof of incredible progress. Add to this the breakthrough work of Dr. Mary Lou Jepsen using red laser light holography to read and write onto brain neurons, and we have the making for an incredible future.

This Metatrend is driven by the convergence of the following: materials science, AI/machine learning, and robotics.

(8) High-resolution VR Will Transform Both Retail and Real Estate Shopping & the Future of Education: High-resolution, lightweight virtual reality headsets will allow individuals at home to shop for everything from clothing to real estate—all from the convenience of their living room. Need a new outfit? Your AI knows your detailed body measurements and can whip up a fashion show featuring your avatar wearing the latest 20 designs on a runway. Want to see how your furniture might look inside a house you’re viewing online? No problem! Your AI can populate the property with your virtualized inventory and give you a guided tour. On the education front, the use of VR and AI-driven avatars with technology such as that demonstrated by Dreamscape promises a future of game-like, immersive, and powerful education and training.

This Metatrend is driven by the convergence of the following: VR, machine learning, and high-bandwidth networks.

(9) Increased Focus on Sustainability and the Environment: An increase in global environmental awareness and concern over global warming will drive companies to invest in sustainability—both from a necessity standpoint and for marketing purposes. Breakthroughs in materials science, enabled by AI, will allow companies to drive tremendous reductions in waste and environmental contamination. One company’s waste will become another company’s profit center. A key example of this area of focus is the recent launch of the $100M XPRIZE Carbon Removal that has been funded by Elon Musk. Thousands of prospective teams have hit our XPRIZE website and many hundreds have registered thus far.

This Metatrend is driven by the convergence of the following: materials science, AI, CRISPR, digital biology, and broadband networks.

(10) CRISPR and Gene Therapies Will Minimize Disease: Perhaps one of the most powerful, underappreciated technologies in the world is CRISPR. In 2020, two incredible women won the Nobel Prize in medicine for its discovery, and revenues from CRISPR doubled between 2019 and 2020 to over $1.5B. A vast range of infectious diseases, from AIDS to Ebola, are now potentially curable, as are a wide range of genetic ailments like sickle cell anemia, thalassemia and certain forms of congenital blindness. In addition, gene-editing technologies continue to advance in precision and ease of use, allowing families to treat and ultimately cure hundreds of inheritable genetic diseases.

This Metatrend is driven by the convergence of the following: various biotechnologies (CRISPR, Gene Therapy), genome sequencing, and AI.

In the decade ahead, master entrepreneurs will look beyond the immediate effects of a given technology to seize second-order, Google-sized business opportunities on the horizon.

As an entrepreneur, you should be asking yourself: What challenges or problems can I solve? How can I leverage the coming waves of tech advancements?

If you would like my coaching on how to take advantage of these Metatrends in your business, then…

JOIN MY EXECUTIVE COACHING PROGRAM

If you want my coaching as an exponential entrepreneur and to reinforce those mindsets that will inspire and guide you to create a hopeful, compelling and abundant future for yourself and humanity, then consider joining my executive coaching program.

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by and Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minute Zoom meeting).

One-to-One – Corporate payment:
Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks #WSJ #VC #VentureCapital #PE #PrivateEquity #LimitedPartners #FamilyOffice #FundsofFunds #IBD #CEO #CFO #COO #BoD #CXO #DE&I #ESG #diversity #cybersecurity #artificialintelligence #climate #ActivistInvestor #ethicalbusiness #directors #corporategovernance #accountability #integrity #ethics #corporateleadership #leadership #nonexecutivedirector #nonexec #boarddevelopment #boardmembers #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Becoming an Exponential Executive Is Easier Than You Think – I’ll Show You

Posted by Cliff Locks On July 21, 2021 at 10:05 am / In: Uncategorized

Becoming an Exponential Executive Is Easier Than You Think – I’ll Show You

Being an executive today is vastly different than it was 20 years ago.

 

Today, each of us has access to more capital, more technological tools, more information, more talent, and more computational power than the CEOs of the world’s biggest companies did just two decades ago.
 
As I think about what it takes to succeed in this world of Abundance and accelerating returns, I want to focus on six mindsets and tools that every exponential entrepreneur needs to master.

Let’s dive in…

1. YOU *MUST* UNDERSTAND EXPONENTIALS

We’re local and linear thinkers in an exponential world.

Our brains haven’t had a significant upgrade in over two million years, whereas our technology is doubling in power every 18 to 24 months. 

I often talk about my “6 Ds” framework—it’s a lens, and a roadmap, through which I contextualize all technological change and opportunities.

The 6 Ds Progression

  • Digitized: Anything that becomes digitized enters the same exponential growth we see in computing. Digital information is easy to access, share, and distribute–it can spread at the speed of the internet. Once a product or service can be represented as “1s and 0s”—from biotechnology to music—it becomes an information-based technology and enters exponential growth. 
  • Deceptive: Once something is digitized, its initial period of growth is deceptive because exponential trends don’t seem to grow fast at first. Doubling .01 only gets you 0.2, then 0.4, and so on. At this phase, everything looks like “zero.” But exponential growth really takes off after it breaks the whole-number barrier. 2 quickly becomes 32, which then becomes 32,000 before you know it.
  • Disruptive: The existing market for a given product or service is disrupted by the new market that the exponential technology creates because digital technologies outperform in terms of cost and effectiveness. Once you can stream music on your phone, why by CDs or records? If you can also snap, store, and share photographs, why buy a camera and film?
  • Demonetized: Money is increasingly removed from the equation as the technology becomes cheaper—often to the point of being free. Software is less expensive to produce than hardware and copies are virtually free. You can now download any number of apps on your phone to access terabytes of information and enjoy a multitude of services at costs approaching zero.
  • Dematerialized: Separate physical products are removed from the equation. Technologies that were once bulky or expensive—cameras, GPS, phones, maps—are now all in a smartphone that fits in your pocket.
  • Democratized: Once something is digitized, more people have access to it. Powerful technologies are no longer only for governments, large organizations, or the wealthy. 

Exponential entrepreneurs use the 6 Ds as a technological road map to predict where technologies are going and when to capitalize on the opportunities.  

The framework gives them an unfair advantage over competitors.

How can you use the 6 Ds framework in your business and industry?

2. YOU SEE ABUNDANCE—NOT SCARCITY

Exponential entrepreneurs understand that technology is a force that transforms things from scarcity to abundance. 

They have an Abundance Mindset.

Exponential tech is creating a world of Abundance in almost every major arena, including computation, education, energy, finance, healthcare, and transportation, among others. Once these industries transform from scarcity to abundance, their products and services become cheap (or free) and their quality goes through the roof. 

Many things that we paid millions of dollars for just two decades ago are now available for free on our smartphones.

The challenge is that our minds evolved during a world of absolute scarcity, and most people are trapped in an unhealthy “Scarcity Mindset.” 

In a world of scarcity, there is a limited pie. If your neighbor gets a slice, it means that you get a smaller slice. But with an Abundance Mindset, rather than slicing the pie into thinner and thinner pieces, we just bake more pies—millions more pies.    

Exponential entrepreneurs also know that scarcity-minded, closed business models ultimately fail, and that open platforms ultimately win.

3. YOU LEVERAGE EXPONENTIAL TECH

Exponential entrepreneurs experiment constantly and have a deep sense of curiosity about a group of exponentially growing technologies:

  • 3D Printing
  • AR, VR & Spatial Web
  • Artificial Intelligence & Computation
  • Blockchain
  • Biotech & Longevity
  • Material Sciences
  • Robotics & Drones

Exponential entrepreneurs understand that these are the technologies that can transform and disrupt industries.

They see how these technologies are allowing individuals to do what was previously only possible by governments and the largest corporations.

And further, they know that today, you don’t have to become a technologist yourself, but instead take the first step: to understand the potential and implications of the technologies.

4. YOU HAVE AN MTP AND A MOONSHOT

Exponential entrepreneurs and executives must have a Massively Transformative Purpose (MTP) that drives them to power through hardship and attract the best talent to join them.

The most successful entrepreneurs then use their MTP to power their Moonshot: a product or service that allows them to go 10X bigger or better while everyone else is pursuing incremental change. 

Most businesspeople and companies ask questions such as, “How do we reduce costs by 10%?”

Going after Moonshots means applying 10X thinking (or 1,000%) to all your efforts and challenges. 

Finally, the best entrepreneurs subscribe to Google’s eight innovation principles, making them central to their startup mindset:

  1. Focus on the user
  2. Open will win
  3. Ideas can come from everywhere
  4. Think big, but start small
  5. Never fail to fail
  6. Spark with imagination, fuel with data
  7. Be a platform, float all boats
  8. Have a mission that matters

5. YOU LEVERAGE THE CROWD FOR EXPERTISE, SOLUTIONS & CAPITAL

Exponential entrepreneurs and executives can crowdsource nearly everything they need—ideas, capital, design, software—to grow their company.

And they take advantage of these abundant resources.

We live in a hyper-connected world of 4.5 billion, growing to 7 billion+. Around the world, cognitive surplus can help you build your products, services, and drive innovation—regardless of your company’s size.

As Bill Joy, cofounder of Sun Microsystems once said, “No matter who you are, most of the smartest people work for someone else.”

With current technology, people can work from anywhere in the world at any time, and large corporations can tap into this global knowledge base to improve their systems. 

Perhaps one of the most powerful aspects of the crowd is its ability to provide you with capital: either in the form of equity or advanced market commitments. Crowdfunding has grown into an opportunity worth multi-tens-of-billions of dollars, providing more capital to today’s startup game than any time ever in human history.

Access to startup capital is no longer scarce.

There are proven ways to run a Kickstarter or Indiegogo campaign. For exponential entrepreneurs, these capabilities are second nature.

Finally, you can create incentive competitions through platforms such as HeroX.com that allow you to crowdsource technologies, designs, solutions… whatever you want. This is an important tool in your tool chest.

All you need to know is exactly what you want

If you do, in most cases, the crowd can do the rest.

6. YOU LAUNCH YOUR VISION, EXPERIMENT & DISRUPT YOURSELF

Exponential entrepreneurs and executives must bring their ideas to life.

These entrepreneurs and executives understand the importance of action, rapid iteration, and experimentation. They follow Reid Hoffman’s philosophy: “If you’re not embarrassed by the first version of your product, you’ve launched too late.”

As such, exponential entrepreneurs understand the importance and means for rapid experimentation and iteration. They push tirelessly to reinvent and disrupt themselves.

They drive idea exchange and create a culture of idea interaction capable of fostering creative solutions to previously unsolvable problems.

They understand where, when, why and how breakthroughs happen inside the communities they create.

They know how to constantly keep their companies, ideas, and processes focused on the future, moving forward, and leveraging the latest exponential growth techniques in the pursuit of even bigger goals.

We live in incredible times.

The potential for entrepreneurs to disrupt industries has never been greater. Let’s talk about your disruptive technology.

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University, with edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Productivity Secrets of Elon Musk’s Mindset & Strategies and You Can Easily Apply Them Into Your Life For Additional Success

Posted by Cliff Locks On July 14, 2021 at 10:07 am / In: Uncategorized

Productivity Secrets of Elon Musk’s Mindset & Strategies and You Can Easily Apply Them Into Your Life For Additional Success

Elon Musk’s entrepreneurial success is a direct result of his mindset, strategies, and intelligence.  

 

Having known Elon for 20 years, I’ve had the opportunity to watch his meteoric rise into someone who is arguably the greatest entrepreneur of our age.

In this blog, I’ll summarize what every exponential entrepreneur can learn and emulate from Elon’s core success tactics and strategies.

I’ve divided these lessons into 6 sections: 

  1. Deep-rooted Passion
  2. Massively Transformative Purpose
  3. Singular, Unwavering Focus
  4. First Principles Thinking
  5. Thinking in Probabilities
  6. Not Settling for “No” / Not Giving Up

Let’s dive in…

1. DEEP-ROOTED PASSION

“I didn’t go into the rocket business, the car business, or the solar business thinking, ‘This is a great opportunity.’ I just thought, in order to make a difference, something needed to be done. I wanted to create something substantially better than what came before.” – Elon Musk

Elon only tackles those problems where he has deep-rooted passion and conviction.

After selling PayPal, with $165M in his pocket, he set out to pursue three Moonshots, and subsequently built three multibillion-dollar companies: SpaceX, Tesla, and SolarCity.

This passion (and the underlying emotional drive) allowed him to push forward through extraordinarily difficult times and take big risks.

You might think it was always easy for Elon, but back in 2008 he was at a lowest low: SpaceX had just experienced its third consecutive failure of the Falcon-1 launch vehicle, Tesla was out of money, SolarCity was not getting financed, and Musk was going through a divorce. 

He had to borrow money for basic living. Traumatic times.

Despite the 2008 economic crisis at the time, he bet every penny he had, and eventually everything turned around. Going from being in debt, to the wealthiest person on the planet just 13 years later. Wow, what a journey!

Ultimately, it was his passion, refusal to give up, and drive that allowed him to ultimately succeed and begin to impact the world at a significant scale.

2. CLEAR MASSIVELY TRANSFORMATIVE PURPOSE(S)

Part of Elon’s ability to motivate his teams to do great things is his crystal-clear Massively Transformative Purpose (MTP), which drives each of his companies.

As I always say, social movements, rapidly growing organizations, and remarkable breakthroughs in science and technology are all backed by a powerful MTP.

Elon’s MTP for Tesla and SolarCity is to accelerate the world’s transition to sustainable energy.

To this end, every product Tesla brings to market is focused on this vision and backed by a Master Plan he wrote nearly 15 years ago.

Elon’s MTP for SpaceX is to backup the biosphere by making humanity a multi-planet species.

Elon has been preaching this since the founding of SpaceX back in 2002, even when he was experiencing numerous rocket failures.

“I think fundamentally the future is vastly more exciting and interesting if we’re a spacefaring civilization and a multi-planet species than if we’re or not. You want to be inspired by things. You want to wake up in the morning and think the future is going to be great. And that’s what being a spacefaring civilization is all about.” – Elon Musk

MTPs are like a north star for any exponential entrepreneur and their employees.

They keep all efforts focused and aligned, which helps his organizations grow cohesively even in times of chaos. 

And when you combine passion and purpose, that gives you something else… 

3. SINGULAR, UNWAVERING FOCUS

Elon is notorious for working 75 – 80 hour weeks, especially in the early days of SpaceX and Tesla.  

There were times during Tesla’s early days where a specific problem needed to be solved, so he would sleep under his desk or on the factory floor if he had to. Elon didn’t think about anything else—all he focused on was the task at hand. 

And now look at Tesla: it’s a giant transforming the automotive world.

Passion, purpose, and focus. All of these put you into what psychologists call a flow state: a highly enjoyable and meaningful state where work ceases to become work and instead becomes energizing and immersive.

This intensity that Elon brings is different from the kind of intensity that burns people out or causes them to quit jobs. For him, the intensity is energizing—not draining.

4. FIRST PRINCIPLES THINKING

First principles thinking is a mode of inquiry borrowed from physics that is designed to relentlessly pursue the foundations of any given problem from fundamental truths.  

Elon has deployed this thinking strategy to give himself an unfair advantage when developing new batteries, a key component for both Tesla and SolarCity.  

Here is Elon describing first principles thinking in an interview with Kevin Rose:

“I think it is important to reason from first principles rather than by analogy. The normal way we conduct our lives is we reason by analogy. [When reasoning by analogy] we are doing this because it’s like something else that was done or it is like what other people are doing — slight iterations on a theme. 

First principles is kind of a physics way of looking at the world. You boil things down to the most fundamental truths and say, “What are we sure is true?” … and then reason up from there. 

Somebody could say, “Battery packs are really expensive and that’s just the way they will always be… Historically, it has cost $600 per kilowatt hour. It’s not going to be much better than that in the future.”

With first principles, you say, “What are the material constituents of the batteries? What is the stock market value of the material constituents?”

It’s got cobalt, nickel, aluminum, carbon, some polymers for separation and a sealed can. Break that down on a material basis and say, “If we bought that on the London Metal Exchange what would each of those things cost?”

It’s like $80 per kilowatt hour. So clearly you just need to think of clever ways to take those materials and combine them into the shape of a battery cell and you can have batteries that are much, much cheaper than anyone realizes.”

First principles thinking works so well because it gives us a proven strategy for editing out complexity and allows entrepreneurs to sidestep the tide of popular opinion.

5. THINKING IN PROBABILITIES

Elon is always trying to broaden his view by thinking in probabilities. 

“Outcomes are usually not deterministic … they’re probabilistic. But we don’t think that way. The popular definition of insanity—doing the same thing over and over and expecting a dierent resultthats only true in a highly deterministic situation. If you have a probabilistic situation, which most situations are, then if you do the same thing twice, it can be quite reasonable to expect a dierent result.” – Elon Musk

This difference is key. 

Thinking in probabilities—this business has a 60 percent chance of success—rather than deterministically—if I do A and B, then C will definitely happen—doesn’t just guard against oversimplification. It also protects us against the brain’s inherent laziness. 

The brain is an energy hog (it’s 2 percent of our body mass yet uses 25 percent of our energy), so it’s always trying to conserve. As it’s way more energy efficient to think in black and white, we often do. 

But outcomes exist across a range. 

As Elon puts it, “The future is not certain. It’s really a set of branching probability streams.”

How he chooses which streams to explore depends on the relationship between those probabilities and the importance of his objective. 

“Even if the probability for success is fairly low, if the objective is really important, it’s still worth doing. Conversely, if the objective is less important, then the probability needs to be much greater. How I decide which projects to take on depends on probability multiplied by the importance of the objective.”

SpaceX and Tesla are great examples. When Musk started both companies, he thought their probability of success was less than 50 percent—probably a fair bit less than 50 percent.

But as Elon points out, “I also thought these were things that needed to get done. So even if the money was lost, it was still worth trying.”

6. NOT SETTLING FOR “NO” / NOT GIVING UP

I’ve always said that “No” simply means begin one level higher. Or as Martine Rothblatt, another great exponential entrepreneur puts it, “Every no is just a step closer to yes.”

Elon’s first wife tells an anecdote about him from his college days. He received a 98% one of his tests, but he wasn’t satisfied. So Elon went to his professor and got them to change the grade to a 100%.

Most people might think this is a waste of time: 98% is a perfectly respectable grade. 

But Elon is not like most people

He didn’t take “No” for an answer. 

And when SpaceX was started and was building their first rocket, Falcon-1, Elon had expected early failure, budgeting for 3 flights. But when his 3rd launch attempt failed, he did whatever it took, including borrowing money and going into debt, to get to a 4th, and ultimately successful flight of the Falcon-1. 

When you are driven by deep passion and conviction with a singular unwavering purpose, it is incredible what you can ultimately achieve.

CLOSING THOUGHTS

These 6 strategies from Elon have contributed to his massive success as an exponential entrepreneur. They reinforce that your mindset is the most important resource you have to achieve your grandest dreams.

Ultimately, for you to make a difference in your business and the world, if you’re not absolutely passionate and driven by that purpose, you will not take risks when you need to, and you will not keep going in the face of seemingly insurmountable obstacles.

What mindset have you chosen to develop? What mindset are you utilizing to overcome hardship, to inspire your team and to attract the capital and resources required?

My belief is that as entrepreneurs we need to carefully choose our mindsets, and surround ourselves the colleagues and data that reinforce those mindsets, every day and throughout the year.

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University, with edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

.

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Look up, look out, look forward. Indeed, a new world is right in front of us—waiting for us to discover.

Posted by Cliff Locks On July 7, 2021 at 10:05 am / In: Uncategorized

Look up, look out, look forward. Indeed, a new world is right in front of us—waiting for us to discover.

 

The other day, while speaking to a client’s leadership team, I was asked, “When are things going to get back to the way they were?” My answer was instantaneous: “They’re not—there’s no going back.”.
 
Time has not stood still for any of us. Nor can we simply turn the clock back to 2019 and start again. That moment is gone forever.


It’s like a saying shared with me recently by an executive who had been in the Judge Advocate General’s (JAG) Corps for 33 years: “These things are irrelevant to fighter pilots: the runway behind them, the altitude above them, and three seconds ago.”

This is our “telling time.” Given what we know now—about ourselves and each other—we no longer contemplate when we will move forward. The only question is how. We have three choices: procrastinate, pause, or push.

The starting point is to accurately perceive the reality of today—an unbiased picture of where we are—personally and organizationally. Anticipation comes next. It’s future-focused, projecting beyond the horizon—Plan C for Plan B for Plan A. Navigation is the companion to anticipation—course correcting in real time. Together, they keep the wind at our back.

If anticipation is the course we chart, and navigation is the ship’s mast—then agility is the rudder. Indeed, these times take world-class agility that stretches our intellectual and strategic abilities to navigate in the moment.

As we anticipate and navigate, we keep making our way. After all, the path of progress is never linear. But that’s how we develop agility—from our experiences, both positive and negative.

Agility ensures learning never ends. Here are some thoughts:

·  Connecting time and space. When I spoke with Nathan Blain, an organizational expert in our firm, this week, I asked him about the top concern he’s hearing from clients these days. He didn’t hesitate in his response: “Connectivity.” He shared a conversation he had the other day with a senior leader who expressed concern that, while her teams were productive, continued isolation is creating a culture of verticality—working only for their managers instead of working horizontally as part of cross-functional teams. “This organization had committed so much time and effort to collaboration, they can’t get caught up in silos again,” he told me. Regardless of where or how we work, we need a horizontal mindset—taking the time to connect across our organizational space, even as scattered as it might be right now.

·  Survival of the agile. Amid great uncertainty and ambiguity for more than a year—when change has been the only constant—agility was our survival. There was no other option. Although our firm’s research reveals there are many types of agility, learning agility tops them all. All of us have had to become increasingly learning agile—synthesizing and applying our past experiences in real time to fluid, changing conditions. Or, as I like to say—knowing what to do when we don’t know what to do. So, why learning agility and why now? The ability to navigate ever-present ambiguity with agility separates those who are merely effective from those who are truly exceptional. Agility transmutes loss into learning in first-time situations; the new world belongs to the most agile. Learning agile people are insatiably curious and engaged with the world around them. They don’t just rely on the same old solutions and status quo problem-solving tactics that worked in the past. They’re willing to go against the grain of what they know how to do and prefer to do.

·  Tempus fugit. Time flies. It’s wisdom as old as time itself, captured by the poet Virgil in 29 B.C.—and it’s as true today as it ever was. If we become stuck in the past, unable to keep pace, we will be left behind. As Ken Blanchard, the management expert and co-author of The One Minute Manager, described in a conversation we had a few years ago, we all must be the “president of the present” and the “president of the future”— both at the same time. If the past 15 months have taught us anything, it’s the importance of adaptability. This is the equivalent of surfing: paddling out and choosing the right wave. While you ride that wave, you decide whether to take it all the way to shore—or bail out and find a better one. We make our path as we walk it, with agility and learning in the moment—while elevating our horizon.

Just like that old watch, nostalgia has its attraction—but all that remains are shadows of what was. In the words of Spanish poet Antonio Machado: “Wanderer, your footsteps are the road, and nothing more; wanderer, there is no road, the road is made by walking. By walking one makes the road, and upon glancing behind one sees the path that never will be trod again. Wanderer, there is no road—Only wakes upon the sea.” Look up, look out, look forward. Indeed, a new world is right in front of us—waiting for us to discover. That’s how we tell time.

Contributor: Gary Burnison, CEO of Korn Ferry and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Actionable Management Plan – It’s Your Why Not the Where You Are

Posted by Cliff Locks On June 30, 2021 at 10:05 am / In: Uncategorized

Actionable Management Plan – It’s Your Why Not the Where You Are

Everyone is trying to figure out the workplace these days. And it’s not about the where—it’s all about the why.

For employees, it’s about community and opportunity—how they can be part of something bigger than themselves—and receive the coaching, mentoring, and sponsorship they need to advance. For organizations, it’s about connection, commitment, and culture—how things get done.
 
To be honest, my own thinking on this has evolved. Physical, virtual, hybrid—I used to have an old-school view. Earlier in my career, when I served a West Coast investment bank, I noticed that the CEO looked a bit disheveled by mid-afternoon. Then I discovered that the CEO routinely came in the office at four o’clock in the morning—and sometimes after his daily jog.

He came in two-and-a-half hours before the stock market opened because that was the way he liked to operate—including monitoring the overseas markets.

This mentality stayed with me. When I first joined Korn Ferry, I made it a habit to be in the office by six or six-thirty each morning. But today, my thinking has absolutely gone 180 degrees. It’s possible to be all-in, all the time without being physically present. After all, it’s not about activity; it’s about accomplishment.

Now, as we figure out what comes next, it’s time to unearth and eliminate outdated thinking. As Bryan Ackermann, Managing Partner of our firm’s Global Leadership and Professional Development Practice, observed this week, “If companies are overly focused on location, they’re applying an old mentality to a new world.”

It’s like when we were in junior high and high school, and the day started in homeroom, where everybody had to be at a desk so attendance could be taken. Ironically, though, it was a positive experience back then and for one important reason. Homeroom wasn’t a class—it was a “horizontal community” of students who often were not in classes together the rest of the day.

Today, we need to make sure we have that “horizontal homeroom”—so that community and opportunity are omnipresent and available to everyone no matter where or how they work. There is no one-size-fits-all solution that applies to every organization—or even within an organization.

As we’re all discovering, there are people who want (and need) to continue working remotely—in fact, recent surveys have indicated that some of them might even quit if their employers aren’t flexible. Everywhere, the circuit breakers have been tripped. Now, it’s the big reset—including where and how we work.

Gregg Kvochak, our Senior Vice President of Finance, used to spend five hours a day commuting. Working remotely has given him back about 1,200 hours a year—that’s the equivalent to almost a half-year of vacation.

At the same time, there are people who view returning to the office as a long-awaited escape from isolation. I’m lonely…. I don’t feel connected…. We’ve all heard these comments. I remember speaking with someone several months ago who told me through tears how “my life is all in one room—I feel boxed in.”

As we move forward, it’s not either/or—today’s workplace is all about and.

For perspective, I’ve reached out across our firm. Sue Puncochar, director of administration in Minneapolis, is going back to the office. This arrangement not only works for her personal schedule, but also helps her ensure that office space is ready and available for colleagues. As Sue told me, “For those who get fed by having that particular tangible, in-person experience—or seeing people in the hallway—it’s an important option.”

Another colleague, Jodi Fournier, who leads client service in North America, would rather keep working remotely, which allows her to avoid two hours of commuting each day and feel more balanced. “However, I do want the flexibility to work in-person and experience the sense of community,” Jodi told me.

The center of gravity is shifting, from a place of work to a location for collaboration. It’s headspace and heart space. The why will always point to the where. Here are some thoughts:

  • Words motivate, actions inspire. “Our people can work from anywhere”—that may be the message spoken. But if the tone, nonverbal cues, word choice, and actions convey a different meaning—for example, those who come in almost every day get recognized or advanced more than peers who work remotely—guess what people will pay attention to. “Leaders need to think about the many paradigms they have created about why, where, and how people work—especially beliefs around why people need to come to the office,” Simon Holland, our firm’s President of Consulting in EMEA, told me this week. “As with so many things—from flexible work arrangements to greater diversity and inclusion in the work environment—if old paradigms go unchecked, there is a greater risk of self-perpetuating outdated beliefs.” In other words, we need to say what we mean—and mean what we say. And it starts with the leader.
  • The importance of being SEEN. No matter why, how, or where they work, people need to be SEEN. That means: Self-awareness, starting with the leader; Empathy for others; Energizing people; and Never leaving anyone behind. We must see others equally—no matter where they are.
  • Mentoring—here, there, and everywhere. Mentoring, coaching, and sponsorship—each uniquely opens the door to new opportunities. As an executive shared with me recently, “Coaches speak to you; mentors speak with you; and sponsors speak for you.” In the past, people often found mentors, coaches, and sponsors among those they interacted with in person. But not anymore. “There has been a democratization of talent and leadership—connections can be made everywhere,” Jean-Marc Laouchez, President of the Korn Ferry Institute, told me this week. “I am now mentoring people in our firm who I’ve never met in my life—a group of 10 or 12 in Europe and the Middle East. In our coaching and mentoring, we can go very deep—even though we are not together.” This is the time not to ask why, but rather why not; to think not only in probability, but in possibility; to re-up on mentorship, coaching, and sponsorship—broadly and for everyone—here, there, and everywhere.
Employees yearn for community and opportunities—employers thirst for commitment and connection. Culture is the bridge—a bridge we all must walk, while never forgetting that where we are is not who we are. Indeed, the why will lead us to the where.
 
Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach.

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

A Stunning Array of Shortages of Workers – Solutions that You Can Implement Quickly

Posted by Cliff Locks On June 23, 2021 at 10:00 am / In: Uncategorized

A Stunning Array of Shortages of Workers – Solutions that You Can Implement Quickly

Five-hour-long hold times to talk to an airline customer service representative. Restaurants normally open every day of the week now open only five days. Fast-food drive-through lanes closed. Manufacturers pushing back product delivery dates by days or even weeks.

For years, experts have worried that there would be a massive shortage of worker talent that would hinder future growth. Only now, that long-term worry has become a reality—today. Particularly in the service sector, companies and customers alike are finding that routines of the past—from booking flights over the phone to ordering goods that aren’t the second-best option—can no longer be taken for granted. “Firms are saying they won’t take on business because it’s too expensive,” but it’s really because they don’t have the people to do the work,” says David Vied, global sector leader of Korn Ferry’s Medical Device and Diagnostics practice.
 
A confluence of short-term events and long-term factors is hitting at once. First, and most obvious, is the economic recovery as the nation emerges from the pandemic-inspired economic slowdown. The lockdowns and subsequent economic slowdown pushed companies to lay off or furlough more than 22 million employees in the first four months of 2020. Companies hired back about 14 million people through this April, but that still leaves 8 million roles unfilled as the economy pushes forward at an annualized 6% clip. Companies are finding candidates and scheduling job interviews, only to have people not show up for the interviews because they’ve taken another offer. Even firms that can process an applicant from original application to job offer in five days are finding that their process is too slow.

What’s more, many employees who have been working through the pandemic are fatigued, experts say, not working at their top productivity levels or simply needing a break. “There’s just a limit to the work people can now take,” Vied says. Those tired workers are beginning to take the vacations they didn’t use during the pandemic; by one estimate, they missed 768 million days altogether last year. Since organizations don’t have anyone to cover for those out-of-office workers, organizations have to cut back on services.

In the long term, experts say this can become a bigger issue that may force many firms to rethink their business models.

Typically, the best industries for many entry-level employees without a college degree have been basic manufacturing or a consumer-focused field such as retail or hospitality. But technology firms have now taken an interest in this group, offering training programs to teach people information technology skills; e-commerce companies and logistics firms are scooping up these workers by the thousands for warehouse roles, and healthcare firms are eyeing these candidates as health aides or for similar jobs. “We aren’t just competing within the industry, but the industries are competing with each other,” says Radhika Papandreou, a Korn Ferry’s senior client partner and a leader in the firm’s Travel, Hospitality, and Leisure practice.

Retail and hospitality aren’t the only industries suffering from shortages. In a recent survey, manufacturers said it is 36% harder to find talent today than in 2018, and 77% of manufacturing executives said they expect to have trouble attracting and retaining workers this year and beyond. The new competitors were starting to chip away at the talent pool before 2020, but the pandemic accelerated the trend. Plus, these new talent rivals have been offering higher wages and benefits packages to this group.

Even with those advantages, some the new rivals can’t fill all of their talent needs, either. “Supply chain was already in a talent gap crisis prior to the pandemic,” says Melissa Hadhazy, a Korn Ferry senior client partner and advisor for the firm’s Industrial practice. This has only gotten worse with distribution centers most severally unable to fill open roles and shifts.

Experts suggest multiple solutions to fix both the short- and long-term issues. For the short term, companies need to figure out how to quicken the time it takes to find employees, vet them, and offer them a job. Papandreou says some of her clients have tried hiring third parties to find new workers fast and giving current employees significant referral bonuses for bringing in new workers. Artificial intelligence software can also help trim down employee vetting time.

For the longer-term issue, organizations may just have to make their offers more competitive. Indeed, this spring, McDonald’s, Walmart, and a slew of other firms announced higher wages for lower-level employees. “When McDonald’s moves, the market has to follow,” Papandreou says. Changing wage structures, of course, may force organizations to make other decisions on pricing.

But it isn’t only about higher pay. The industries that are losing business because they don’t have enough workers need to make their roles seem more attractive as a whole, potentially offering employees more defined career paths, flexible work schedules, additional training opportunities, or more meaningful work. Otherwise, a multitude of industries can expect their inability to hire more people will quickly impact their current and future businesses. “This is an insidious thing causing unexpected issues in markets that least expect it,” Vied says.

Contributor: David Vied, Global Sector Leader, Radhika Papandreou, Office Managing Director, Melissa Hadhazy, Senior Client Partner, Korn Ferry and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach.


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Zooming remote or back to the office – Solid solutions for you and your team

Posted by Cliff Locks On June 16, 2021 at 10:05 am / In: Uncategorized

Zooming remote or back to the office – Solid solutions for you and your team

Emboldened by the rapid pace of vaccinations and the ability to once again be together without masks, a small but growing number of business leaders aren’t shying away from airing their true feelings about remote work—and it’s clear they’re skeptical of whether it produces the best results.
 

 

Home Office Team Member

The push to return people to the office—which in many ways is being led by the financial services firms that started bringing people back months ago—underscores the sense of unease leaders feel about maintaining control with a dispersed workforce, says Chad Astmann, a Korn Ferry senior client partner and the firm’s global co-head of investment management. “Many leaders are not ready or trained for this paradigm shift,” he says of the move to remote work; looking at work through the lens of the office or the home is like “using a blunt instrument when a surgical tool is needed.”

Business leaders have always been worried about remote work succeeding, of course. Experts point out that during the height of the pandemic lock-downs, many said productivity hadn’t suffered. Part of the change of heart for some may be tied to the fact that a lot of the C-suite returned to offices or will soon. “CEOs are clearly on a different page than most workers,” says Dan Kaplan, a senior client partner in Korn Ferry’s Chief Human Resources Officers practice. He says leaders need to be very careful about their change of tune. “They don’t want to appear to be betraying commitments made over the last year,” he says.

To be sure, the same survey that showed 84% of CEOs want people back in the office also found that only 10% of employees want to go back full-time. One-third of people in another recent survey said they would turn down an offer for an in-office job. Kaplan says the message from workers that they want either a remote-first or hybrid work schedule is getting through to chief human resources officer (CHROs), if not CEOs. He says CHROs who work for companies that are open to flexible scheduling are using it as a competitive advantage in recruiting and retention. “A meaningful number of people will choose to work for a company that offers a flexible arrangement over one that doesn’t,” he says.

Still, experts caution there will be companies that force the issue of returning to the office, at least for some positions. In fact, many companies have been going through positions one by one, categorizing them as in-office, hybrid, or fully remote—the idea being that in the short term, they can collect data from managers and talent about what setups work best for each position and then make longer-term decisions. “It isn’t about the future of work, it’s about the immediate future,” says Linda Hyman, executive vice president of global human resources for Korn Ferry. “Let’s take the next step in getting back to work and then figure out what’s best longer term.”

Contributor: Chad Astmann, Dan Kaplan Senior Client Partners, and Linda Hyman, Executive Vice President, Global Human Resources, Korn Ferry and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach.


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

New Cyberattacks: The Threat Is Real

Posted by Cliff Locks On June 9, 2021 at 10:05 am / In: Uncategorized

New Cyberattacks: The Threat Is Real

High-profile hacks have shut down some big businesses. Is there any defense? The headlines alone can be nerve-racking. In March, a hack forced one of Australia’s biggest broadcasters off the air. Two weeks ago, a hack crippled a major US oil pipeline. And this week, a hack shut down operations in several countries of one of the world’s largest meatpackers.

At a time when organizations might deal with everything from mounting supply shortages to continued pandemic safety concerns, the last thing any C-suite needs is to fret about mounting cybersecurity attacks. And yet experts agree that other significant disruptions are on the way, that all organizations are vulnerable, and that there is no foolproof defense. “It’s only going to get worse,” says Craig Stephenson, Korn Ferry’s managing director for the North America Chief Technology Officers practice.

By some estimates, a hack attempt occurs every 39 seconds, and the proliferation of internet-connected devices, organizations relying on old software, and even the increase of people working remotely will make it more challenging to squash all the attempts. Indeed, as the major hack of the US Department of Defense exposed last year, an organization can vigorously check its computer systems internally and still end up with externally purchased software that has been compromised. “Rather than companies securing their own perimeter, they need to secure an ecosystem,” says Freddie Montagu, a principal in Korn Ferry’s EMEA Technology Officers practice and a specialist in cybersecurity.

Normally, hackers will threaten to shut down an organization’s digital systems unless paid a ransom. The amount given to hackers—or adversaries, as they are called in the cybersecurity industry—is also on the rise. While individual ransom attempts vary wildly, Coveware, a ransomware-negotiation firm, reported that the average payout was $220,298 in the first quarter of 2021, up 43% from the previous quarter and close to the record high hit in the third quarter of 2020. The firm says hackers almost always deliver a decryption tool to the hostage companies or organizations once the ransom is paid. The United States government does not encourage organizations to pay a ransom, but many organizations do.

These days, most chief information security officers are realistic, says Tarun Inuganti, head of Korn Ferry’s global Technology Officers practice. “They say a hack is going to happen,” he says, adding that it’s up to the firm’s top technology executives to alert the board of the risks and the potential impact of a successful hack. It’s why these days, one of the most prized skills in chief information security officers isn’t their ability to code or find the right software package, but working with the C-suite and even the board to understand the issue.

Experts say it is primarily boards—not just management—that will have to step up, since directors must oversee the overall corporate risk and weigh the firm’s tolerance for it. To do that, they will need to understand that cybersecurity isn’t a problem that can be solved by throwing money or people at it. Some forward-thinking boards have added chief technology officers or chief information security officers as directors, a move that can help highlight not only the risks of cybercrime but help the entire board and management determine how much risk they are willing to take, Stephenson says.

To be sure, realizing your organization will get hacked doesn’t mean that a firm should just roll out the red carpet for the perpetrators. Security officers and other executives need to ensure all employees are trained to use basic security methods, such as logging in using two-factor identification and not opening strange-looking emails. (“If you don’t know it, delete it,” Inuganti says.)

Contributor: Craig Stephenson, Senior Client Partner, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach.

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

The latest ways to build up your leadership skills; it’s easier than you think!

Posted by Cliff Locks On June 2, 2021 at 10:04 am / In: Uncategorized

The latest ways to build up your leadership skills; it’s easier than you think!

Becoming a better leader normally involves, well, being a leader. Indeed, most leadership experts say about 70% of learning and development comes from challenging assignments that force leaders to learn new skills. The rest of that development usually involves hours of training seminars, working with coaches, and dedicating oneself to become more self-aware, mindful, and reflective.

Dennis Carey, Korn Ferry Vice Chairman, Co-Leader, Board Services, with edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach

In a pandemic, of course, much of that training wasn’t possible. But the skill sets for being a strong leader—of a team, a department, or an entire company—couldn’t have been more in demand, and still are. Only these days, leadership-building advice has been shifting, with greater emphasis on careful listening, more transparency, and greater probing. Below, a host of our tips—some fairly standard, some unorthodox—to grow into a better leader.

Say it straight.

Journalists learn that if a story doesn’t state who, what, where, when, and why, then the story isn’t clear. Experts say that’s something leaders should keep in mind. Indeed, leaders can get into trouble if they aren’t transparent about what to do, when to finish it, how to do it, and why it needs to be done.

Leaders also should avoid “happy talk,” or empty platitudes that can muddle the issue, says Dennis Carey, vice chair and co-leader of Korn Ferry’s Board and CEO Services practice. “If something could apply to any company when you say it out loud, it’s useless because it’s too generic,” he says.

Actually listen.

There are reams of research indicating people aren’t very good listeners. That’s particularly true when the topic involves something distressing or uncomfortable.

A leader who listens can help build trust among stakeholders, improve employee engagement, and even lower those stakeholders’ stress levels, says Evelyn Orr, chief operating officer of the Korn Ferry Institute. Anyone can start a technique called “active listening” right away. Instead of thinking about your response, which is what most people do when others are talking, take in what is being said and repeat it back in different terms to show that you understand and can place yourself in the other person’s shoes. At a minimum, don’t cut people off or ignore what they’re saying. “I don’t think you need a lot of skill for that,” Orr says.

After listening, ask questions.

This isn’t new advice; it’s the Socratic method. But there’s a reason why it has lasted a few thousand years. It stimulates critical thinking and can draw out ideas and underlying presuppositions. Asking questions, by its very nature, invites comments and conversations. Research shows that expressing vulnerability, which is what a question is, is a strong signal to others that you are trusting, and you’re more likely to be trusted in return.

To be sure, these questions shouldn’t be accusatory, such as “How could you miss the production targets?” Instead, ask questions that invite people to explore major new opportunities. Experts say that when a leader asks questions, it gives employees the freedom to ask questions also. Questions can spur innovation and literally change a corporate culture.

Specifically ask “What would you do?”

Asking this question is particularly empowering, experts say, because it gives a subordinate or a peer the chance to be in the driver’s seat. Serious employees will learn to think critically to find solutions that can work or, at the least, bring a new perspective that the leader hasn’t thought of before. 

Even if an employee doesn’t have an answer, he or she usually appreciates that you, the leader, are open to suggestions. Asking “What would you do?” can lead to higher employee empowerment, engagement, and productivity, says Linda Hyman, Korn Ferry’s global vice president for human resources.

Prioritize.

Many leaders have to-do lists that give every task equal weight, like a grocery shopping list. But effectively prioritizing allows leaders to figure out which areas they should spend their valuable time. More broadly, when a leader sets priorities, it helps create meaningful tasks for teams.

Especially now, when people have been overloaded with work for more than a year due to the pandemic, prioritizing is essential. “Leaders who prioritize for themselves help their teammates as well,” says Melissa Swift, Korn Ferry’s head of workforce transformation.

Read books… by comedians.

There are countless leadership books out there, including several by Korn Ferry authors. They’re filled with good advice. But Kevin Cashman, one of those Korn Ferry authors, suggests that corporate leaders can learn as much from funny people, citing books by George Carlin, Jerry Seinfeld, Jim Carrey, and Steve Martin. Nearly all comedians consistently have to deal with pressure, adversity, and second-guessing, and nearly every comedian has learned the importance of being agile. Leaders can take away valuable lessons from improve, along with stories about awe, surprise, and irony, says Cashman, Korn Ferry’s global leader of CEO and enterprise leader development.

Contributors: Dennis Carey, Korn Ferry Vice Chairman, Co-Leader, Board Services, with edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

The days of getting power solely from your title are fading fast. Great leadership requires more!

Posted by Cliff Locks On May 26, 2021 at 10:06 am / In: Uncategorized

The days of getting power solely from your title are fading fast. Great leadership requires more!

It was an unexpected reaction—encountered for the first time many years ago when I was a newly promoted CEO. The event was a formal dinner, and it started late, as was the custom. Three hours later … we were still there.

Not wanting to appear rude to the hosts, I waited for others to leave first. No one did. Finally, as it approached midnight, I mentioned the late hour to a colleague sitting next to me. “No one has gotten up to leave because you haven’t,” the colleague explained.
 
Then I realized it. When people looked at me, they didn’t see me as just another person. They only saw the CEO—the function.

That’s simply the way it is—people defer to the most senior person in the room.

Today, we all must show that we’re more than just the title, the function, the medal, the uniform, the white coat, the stethoscope…. Yes, such distinctions deserve respect. But far more important than these stripes on the sleeves are the hearts in our chests.

It starts with looking in the mirror. What do we see—hubris or humility? Anyone who hasn’t been humbled over the past 12 months probably never will be. And, if someone is still wearing that pre-pandemic badge of honor—putting a premium on function and what they do over who they are—then it’s high time to take off that medal.

Whether we’re interacting with or leading others, we all need humility—the grace that constantly whispers, “It’s not about you.”

We went to the front lines this week—to one of the many places where the battle of the pandemic is being waged. There we found Sharon Pappas, PhD, RN, chief nursing executive for Emory Healthcare, who leads 7,000 nurses. In the worst of the crisis, it was all hands on deck.

“There is no human alive in this world who can know the answers to everything,” Pappas told us. “Healthcare is too complex for one person—for any one leader—to think they have all the answers.”

To illustrate the point, she described how involving others in her healthcare system became even more important during the pandemic. As the nurse ending the day shift and the nurse beginning the night shift discuss each case, the patient is front and center and always brought into the conversation with a question: “Is there anything we missed?”

“It becomes a dialogue,” Pappas added. “And that’s how relationships are built.”

If anyone understands this, it’s Gen. (Ret.) Lori Robinson, a member of our board of directors, with whom I spoke this week. A four-star general in the U.S. Air Force, she led the North American Aerospace Defense Command and the U.S. Northern Command. “When I was in active duty, and even now when I’m in an official capacity—or I meet someone who I outranked—then I’m General Robinson. Otherwise, I’m just Lori. Most of all, I’m a human being, whether I’m in or out of uniform.”

With moist eyes, Lori shared the story of when she was a Wing Commander of 6,000 service people and a tragedy occurred. On the day of the memorial ceremony, Lori spoke in the morning to comfort the grieving families. “I had tears in my eyes, my voice cracked,” Lori said, her voice faltering as she recalled the intense emotions of that day. “Afterwards, I had to spend an hour alone to collect myself.”

A little later, Lori presided over an entirely different kind of ceremony—this time a promotion. “I needed to express how truly happy I was for this person and the family,” she told me. “They didn’t need to know what else was going on. That did not need to be their worry. It was all about the families—never about me.”

In a period of a few hours, she shifted—from grief and sadness to joy and celebration. And that’s the essence of radically human leadership. We understand that each circumstance is far bigger than ourselves. Sometimes we lead with those stripes on our sleeves, but every time we must move beyond—to connect and console, celebrate and elevate.

The days when leaders are seen as functions—by virtue of their rank, responsibility, and regalia—are fading fast. Our roles simply require more. We need to show who we are as people—with humility, authenticity, and vulnerability. Here are some thoughts:

·  It’s all about our A.C.T.: I’ve always found this to be true of great leaders, whether they are in the uniform of their position—or in the casual clothes of just being themselves. They’re always approachable and keep their focus on others. In other words, there is no difference in how they A.C.T. It’s the first and foundational principle of any interaction: being authentic, making a connection, and giving others a taste of who we are. Leaders must continually demonstrate purpose, meeting everyone—in all places—where they are. Leadership is not about the leader, but it starts with the leader.

·  Leadership (to go): A new CEO held his first town-hall meeting with employees. He charged up to the podium to show that he was the new boss and things were going to change. As the CEO spoke, he noticed a man in the corner who wasn’t paying attention. He had on jeans, a T-shirt, and a baseball cap on backward. The nerve of this guy! The CEO called him out. “How much do you make a week?” The guy shrugged. “About four hundred bucks.” The CEO reached into his pocket, pulled out a thousand dollars in cash, and told the man he was “out of here!” The guy counted the bills with a sly grin all the way to the door. After the meeting, the CEO called one of his senior vice presidents over and said, “I sure made an example of that guy.” “Yeah, he was surprised,” the SVP replied. “By the way, that was the pizza delivery guy who brought us lunch. He certainly appreciated the tip you gave him.” Moral of the story: lead with your function—lose credibility. And that’s a leadership delivery that has to go.

·  Walking in the shoes of others. It goes against everything that people associate with the highest echelons of leadership. As Brené Brown, author and researcher, observed: “The difficult thing is that vulnerability is the first thing I look for in you and the last thing I’m willing to show you. In you, it’s courage and daring. In me, it’s weakness.” Great leaders, however, are not afraid to let down their guard. It was about ten years ago, and I was strolling down the cobblestones in a small town in Mexico with former Mexican President Vicente Fox, who led his country from 2000 to 2006. We were deep in conversation when President Fox suddenly looked up. I followed his gaze across the street to an elderly woman with a cane, walking slowly and looking around as if she had lost her way. Immediately, President Fox went over to her. The woman did not seem to recognize this tall man as he listened intently, then put his arm around her shoulders and led her in the right direction. He wasn’t running for president—he wasn’t running for anything. Humbly, with great empathy and no ceremony or show, he simply saw the woman and responded to her needs.

Leadership is easy to visualize, but elusive to actualize. The stripes on our sleeves must serve as the bridge of humility—between simply characterizing it and purposefully walking it; not with power but empowerment … of others.

Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach.


Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Making Inspiration Our Aspiration

Posted by Cliff Locks On May 19, 2021 at 10:05 am / In: Uncategorized

Making Inspiration Our Aspiration

I’ll never forget that first day of my first job out of college. I wasn’t sure what to expect when I walked through the door of the KPMG office in Los Angeles.

But I looked the part—three-piece suit, shiny wingtips, and carrying that hard-sided brown leather briefcase. You know the one with that official sounding click-click of the two “gold” latches. Whenever I clicked them, they just reverberated, “I’m open for business.”
 
My briefcase, though, was mostly empty, except for a few unsharpened pencils.

I was all aspiration. Aspiration comes from within—and it’s usually focused on ourselves. Inspiration is the other side of it—and it’s all about others.

Aspiration and inspiration—inextricably linked, they are, quite literally, breathing in and breathing out. And just like breathing, we cannot give out what we have not first taken in.

I was reminded of this just the other day when an executive shared with me a deeply personal experience. Two years ago, the executive told me, her husband died from colon cancer. She was still struggling with the magnitude of the loss when the pandemic hit. “My life was shifted sideways, upside down and unrecognizable,” she confided. “I struggled, trying to come out of the fog of grief I had for over a year.”

Eventually, she found solace in the one activity she could do during the pandemic—cycling, which she had enjoyed with her husband. That led to a cycling trip in central Oregon and Crater Lake, which she’d wanted to see for 20 years. While there, one star-filled night, she found inspiration.

“I woke up at 1 a.m. to see the Big Dipper right out over the lake. It was incredible—I could practically touch the stars. I stood there, by myself in the dark, talking to my husband about my life,” she told me.

In that moment, everything changed. She told me that although the life they’d shared had ended, their love, joy, laughter, and caring still live on. “I miss my husband more today than I did two years ago, but that night at Crater Lake left me a different person.”

We all have our aspirations—the next job, the next role, the title, the promotion, the money. Let’s be real—that’s how most people measure success. I would argue that “inspiring others” rarely makes the performance review, the KPI, or even the long list of accomplishments that we’re sure will get us from here to there.

But the biggest risk we face as leaders is going up the mountain and suddenly, halfway up, when we look behind there’s nobody there. Ultimately, leadership is about inspiring others to believe. But if we don’t believe it ourselves, why should anybody else?

Our aspiration should truly be the inspiration of others. After all, what else should leaders aspire to?

And yet, how often do we hear these words when others feel stuck and unmotivated? I’m just not inspired.

It makes you wonder—what’s missing? Does someone not tell good stories? Do they lack presence? Charisma? Personality? Or is the problem that your aspiration isn’t about igniting their inspiration?

Breathe in, breathe out—suddenly, so much more is possible. Here are some thoughts:

  • Where inspiration meets exasperation. His assessment was off the charts. This candidate, who I met a couple of years ago, had checked all the boxes in almost every leadership trait and skill—except for one: self-awareness. On his assessment graph, that quality sunk like a stone. I was curious, but one minute into our conversation, I knew exactly why. I started with small talk, but he wasn’t having it. He launched immediately into a long, one-sided conversation—a litany of everything he had done. For 36 minutes (yes, I timed it) he talked—at me, not to me. He must have used “I,” “me,” and “my” 200 times—that’s more than five “I’s” per minute. My team, my company, I run … Whoa! I thought to myself. What was he running—a herd of cattle? Seriously, what about everyone else? As I listened, I couldn’t ignore the nagging question in my head. As good as his left-brain, technical skills were, without the right brain how could he ever inspire anyone? At the end of his filibuster, he was parched—and I was exasperated.
  • Breathe in, breathe out. The moment we were born, we took our first breath. It was aspiration in its truest form—as any parent who has waited to hear their baby’s first cry will attest. After that, breathing for most of us becomes completely automatic and unconscious. But every breath is truly a moment for inspiration. Quite literally. Inspiration comes from the Latin inspirare, which stems from spirare, meaning “to breathe.” The word also shares a connection with “spirit” (from the Latin, spiritus, also derived from spirare). In every moment, we literally could be breathing in collective inspiration. Jean-Marc Laouchez, President of the Korn Ferry Institute, recently told me that he goes on 10-day silent retreats almost every year to get inspired—so he can be more, believe more, and hopefully aspire to inspire more. The most recent retreat had a particular impact. “It helped me connect with myself and clean up all the emotions I had aspirated during a year marked by the pandemic, isolation and loneliness from confinement,” Jean-Marc told me. “I went back to center—to gain better stability and wisdom. Then I could be present, listening and appreciating others for who they are.”
  • Easy to visualize, elusive to actualize. No one can proclaim themselves to be inspiring. Just saying it, won’t make it so. And as for being charismatic—like the guy selling knives at the county fair—that won’t cut it, either. The designation of being “inspirational” can only be given to us by others. As Paul Dinan, who leads our firm’s North American Consulting business for technology, told me this week: “Almost everyone who makes it to a senior leadership position will have largely realized their professional and financial aspirations. But for many, taking that final step to become a leader who can inspire others in a meaningful and sustainable way can prove elusive.” You think you’ve made it, but it’s in title and function only until you can truly actualize inspiring others. David Dotlich, Ph.D., a CEO and Board advisor and a senior leader in our Consulting business, explained why. “Leaders are very ‘head-oriented’—they are trained to be rational and strategic,” David told me this week. “But these are the times that test us. Leaders need to tap into their heart for emotion and their gut for courage. That’s where inspiration lives and breathes.”
It’s never just about the title, the role, or anything else we aspire to. First, last, and always—leadership is all about inspiring others to believe and enabling that belief to become reality. Indeed, this is the emotional, even spiritual, part of leadership—making inspiration our aspiration.
 
Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach.

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Being CEO May Be Hazardous to Your Health

Posted by Cliff Locks On May 12, 2021 at 10:07 am / In: Uncategorized

Being CEO May Be Hazardous to Your Health

A new study says industry-wide turmoil can shave 18 months off a CEO’s life. Will more modern leaders handle stress better?

It isn’t news that CEOs are under a lot of pressure. Even in less stressful times, they have to create successful strategies, energize thousands of employees, navigate investors, and fend off rivals. But can the role literally make their lives shorter?

In a disturbing new study, researchers from the National Bureau of Economic Research found that the average lifespan of CEOs who lead their firms through “industry-wide downturns” decreased by 1.5 years. The authors, all professors at well-respected US universities, question whether CEOs are fully aware of the personal costs of high-level leadership. At the same time, the results reflect how some CEOs have difficulty handling stress. “Most CEOs are people who are very driven, and in times of pressure and stress, their natural tendency is to drive even harder,” says Ron Porter, a senior client partner in Korn Ferry’s Human Resources Center of Expertise.

The researchers looked at 1,605 executives who served as CEOs of large, publicly traded US corporations in part from 1975 until 2012—long before the pandemic. An industry-wide shock was defined as a 30% median firm stock-price decline over a two-year horizon. About 40% of the bosses witnessed at least one period of industry turmoil during their tenure—such as the financial crisis of 2008—and 20% experienced two or more. The study used comparable death rates and other calculations for CEOs who didn’t face turmoil, to determine the shorter lifespans. Interestingly, the researchers also analyzed CEO photos and, using machine learning, concluded that they looked roughly one year older than they would have without the distress.

To be sure, some question whether industry-wide stress, while certainly mentally taxing on top bosses, really does shave years off a CEO’s life. “Stress can actually strengthen an organism,” says David Vied, global sector leader of Korn Ferry’s Medical Devices and Diagnostics practice. Indeed, he points to the so-called Greatest Generation, those born between 1901 and 1927, who dealt with the Great Depression and World War II. “Many of these guys were enormously long-lived,” Vied says.

But in her view, Melissa Swift, Korn Ferry’s global leader of workforce transformation, says the results are a reflection of the type of leaders that companies traditionally favored in an earlier era. The leadership style then leaned toward the intense, inflexible, and authoritarian. “They were more brittle,” she says. These days, the ideal CEOs are ones that, while having the required business skills, also are learning agile and have a higher tolerance for ambiguity. “The new ones tend to be self-disruptive—a bit of a Swiss army knife,” she says. Modern leaders can be more even-keeled, even in times of great turmoil.

Along with picking a better breed of leaders, companies can rely more on corporate wellness programs to develop high-level executives and other employees who manage both physical and mental stress. An analysis of the corporate wellness program at one large firm showed that for every dollar spent on the program, the organization saved nearly $4 in healthcare costs for its 56,000 employees. “Wellness programs have actual demonstrated impact on health,” says Brian Bloom, Korn Ferry’s vice president of global benefits.

Companies might also consider keeping tabs on the CEO’s mental health. The lead director or board chairperson can become a resource for the CEO to share their frustrations. The company’s chief human resources officer, who often has a finger on the pulse of overall employee health, can be the person in the C-suite to make sure the CEO doesn’t work themself into the ground. “Someone who is fatigued is as likely to screw up as much as they are to be productive,” Porter says.

Contributor: Ronald Porter, Senior client partner, global human resources center of excellence, at Korn Ferry and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach.

 

 

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Quantum Supremacy: What Now? Let’s Get You Up To Speed!

Posted by Cliff Locks On May 5, 2021 at 10:05 am / In: Uncategorized

Quantum Supremacy: What Now? Let’s Get You Up To Speed!

Imagine a computer that could crack the most sophisticated network in a mere few seconds. Perfectly model complex weather and biological systems.

What could you do with such computational power? Invent new drugs? Create simulations of multiple universes? What about optimizing your investment portfolio?

Now, breakthrough after breakthrough threatens to make these science fiction scenarios science fact.

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University, with edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Google made a monumental announcement of “quantum supremacy”: completing a computation that would normally take 10,000 years on the most powerful supercomputers in just 200 seconds.

Meanwhile, companies like Rigetti Computing are edging us ever closer to democratized quantum in the cloud.

But what exactly is quantum computing?

Let’s dive in…

A NEW KIND OF COMPUTER

A quantum computer operates in a fundamentally different way from a classical computer.

In classical computing, a “bit” is a tiny chunk of binary information: either a 1 or a 0.

A “qubit”—or a quantum bit—is the newer version of this idea. Unlike binary bits, which are an either/or scenario, qubits use “superposition.” This allows them to be in multiple states at once.

Think of the two options of flipping a coin: heads or tails. Now think about a spinning coin—where both states flash by at once. That’s superposition.

Superposition means power. A lot of power.

While a classical computer requires thousands of steps to solve a hard problem, a quantum computer can accomplish that same task in only two or three steps.

To put this in perspective, IBM’s Deep Blue was able to beat world champion chess player Garry Kasparov by examining 200 million moves per second.

A quantum machine can bump that up to a trillion or more.

IBM’s largest quantum computer has 65 qubits. And just last year, the company announced plans to build a 1,000 qubit computer by 2023. 

GOOGLE’S QUANTUM SUPREMACY

If a quantum computer is vastly more powerful than a classical computer, then Google’s quantum supremacy announcement is a massive game-changer for the future of computing.

Using a machine called Sycamore with a chip consisting of 53 qubits, Google’s team of researchers was able to perform a task called random circuit sampling.

This entails performing random operations on the qubits, “literally as if the code of their program was chosen randomly,” as explained by computer scientist Bill Fefferman of the University of Chicago.

The values of all qubits were then measured, and the whole process was repeated multiple times. The resulting distribution is nonrandom due to quantum effects and is exorbitantly challenging (not to mention time-consuming) to calculate with classical computers.

Ultimately, it took Sycamore 200 seconds to repeat the sampling process a million times, while a top-of-the-line classical supercomputer would take close to 10,000 years to complete the same process.

A smaller version of the Sycamore chip (just 12 qubits) has been used to simulate chemical reactions, a process that could lead to useful discoveries like improved batteries, fertilizers, and carbon sequestration techniques. 

But Google is far from alone in the race to scalable quantum supremacy… 

THE STORY OF RIGETTI

The coldest place in the universe is located in sunny California.

On the outskirts of Berkeley, inside an oversized warehouse, hangs a large white pipe. It’s a human-made contraption, a next-generation cryogenic refrigerator cooled to .003 Kelvin, or just north of absolute zero.

The pipe belongs to Rigetti Computing, the next contestant aiming to build useful quantum computers.

The company got going in 2013, when a physicist named Chad Rigetti decided that quantum computers were a lot closer to prime time than many suspected, and that he wanted to be the one to push the technology over the finish line.

In pursuit of his vision, Rigetti left a comfortable job as a quantum researcher at IBM, raised nearly $200 million in funding to date, and built the coldest pipe in history. Over fifty patent applications later, Rigetti now manufactures integrated quantum circuits that are directly linked to a quantum computer in the cloud.

One of the biggest and most exciting aspects about Rigetti, however, is their push towards democratization of quantum computing.

Right now, if you go to Rigetti’s website you can download Forest (https://qcs.rigetti.com/sdk-downloads), their quantum developer’s kit. The kit provides a user-friendly interface to the quantum world.

With it, almost anyone can write a program and run it on Rigetti’s computers, ranging from 8 to 31 qubits. To date, over 120 million programs have already been run on their machines.

And other companies are fast following suit, as Microsoft, IBM, and Google have now rolled out quantum cloud services.

SO, WHERE ARE WE NOW AND WHERE ARE WE GOING?

Within the quantum computing community, the very notion of “quantum supremacy” is under scrutiny. “Supremacy” implies that quantum computers will replace traditional computation, rather than serve as a supplement.

By contrast, another term often used (proposed by Rigetti) is “quantum advantage.” According to the company, this concept is demonstrated when an algorithm run on a quantum computing platform “has either a faster time to solution, a better quality solution, or lower cost of classical compute compared to the best classical algorithm.”

In either case, quantum computation offers tremendous quantitative advantages over classical computers in a range of problem domains.

To give an idea of scale: if all the atoms of the universe were each capable of storing one bit of information, an 80 qubit computer would have more information-storage capacity than all the atoms in the universe.

And already, current state-of-the-art quantum computers, including Google’s Sycamore and IBM’s Hummingbird, have reached a count of 53 and 65 qubits, respectively.

Yet today, we have no concrete idea of what innovations might arise once quantum computing matures at scale. But what we do know is tantalizing.

Because chemistry and physics are quantum processes, computing in qubits will usher in what Oxford’s Simon Benjamin calls “a golden age of discovery in new materials, new chemicals, and new drugs.”

It will thrust aside today’s computing constraints to artificial intelligence, fundamentally transform cybersecurity, and allow us to simulate systems of unprecedented complexity.

As Chad Rigetti explains, “[The technology] change[s] the economics of research and development. Say you’re trying to create a new cancer drug. Instead of building a large-scale wet lab to explore the properties of hundreds of thousands of compounds in test tubes, you’re going to be able to do much of that exploration inside a computer.”

In other words, the gap between experimental questions and any new solution—whether novel drug, optimized material, or personalized product—is about to become a lot smaller.

Brace yourself. The era of democratized, scalable, and cloud-accessible quantum computing has begun.

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Trustworthiness is earned – do it, mean it, say it, believe it—for we are only as good as the last promise kept

Posted by Cliff Locks On April 28, 2021 at 10:04 am / In: Uncategorized

Trustworthiness is earned – do it, mean it, say it, believe it—for we are only as good as the last promise kept

Trust is an investment, earning interest over time. And one errant withdrawal can lose it all. Yet, being trusting or being trustworthy are actually two different sides of the same coin.

Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director, Board Member, and Executive Coach

Trust me. If ever a statement has the opposite effect of its intended meaning, it’s this one. We’re not likely to give our trust to just anyone—and especially not just because they say those two words. To truly trust another person, there needs to be a two-way contract of sorts—a promise based on character, capability, and follow-through.

Trustworthiness is the other side of the coin. It literally means being worthy of others’ trust—and it’s an aspiration for anyone, at any level. In fact, our firm tests for trustworthiness as a key leadership trait. Based on nearly 70 million executive assessments Korn Ferry has done, the know it’s not binary. There are several layers and levels between being trustworthy and untrustworthy. There are those who do it well, such as the person who “actively promotes and protects the interest of others”—and those who do it poorly, such as a person who “undermines others” or “distorts the facts with [their] own biases and agenda.”

But words alone won’t suffice when it comes to being perceived as trustworthy—far more important is what others experience. Over the past year, society has made a lot of promises—to walk in others’ shoes, to listen before we speak, to be more tolerant, to be more inclusive. To be trustworthy is to be inclusive. Diversity is a fact – therefore inclusion is essential.

We must say what we mean and do what we say. There can be no daylight between the two. As James Lewis, a senior scientist in the Korn Ferry Institute, told me this week, “Being trustworthy is about showing it—not just telling it. And that happens over time.” After all, we’re only as good as our last promise kept.

A few years ago, Gary flew into the Midwest for business, arriving well after midnight. There he was, driving a rental car along unfamiliar, pitch dark country roads. He could only see as far as my headlights allowed. The only hope was that oncoming cars saw me as they rounded a curve or crested a hill.

All he had to guide him were the left and right lines that kept me in my own lane. By being a trustworthy driver, though, he had a better chance of keeping myself and others safe on that road. That’s what he could control—not the driver approaching from the other side.

Within organizations today, trust and belief form two lanes of the highway, while unwavering commitment, continuous communication, and purposeful action paint the stripes down the middle. The values of the organization are the left and right guardrails, keeping us moving forward toward our destination.

So what builds trustworthiness? The answer can be found in a six pack of soda and a handful of dollar bills. Author and researcher Dan Ariely conducted an experiment a few years ago in which six packs of soda were left randomly in dorm refrigerators all over a college campus. Within days, every can was taken. Later, when six loose dollar bills were left instead, not one was touched. The difference? It comes down to values. While a soda in a refrigerator may seem like fair game, it’s unthinkable for most people to take someone else’s money.

That’s why the trustworthiness we want to see in others actually starts with ourselves. Here are some thoughts:

  • Trust taking flight. My son has recently learned to fly. Do I trust him—that he is putting in the flying hours? Yes. Do I trust him enough right now to take me flying? Soon. This has nothing to do with his character. Rather, it’s about the continued development of his capabilities. As much as we might like to think of ourselves as being trusting, are we really? Early in my career, during a performance review, Gary’s boss told him, “Gary, you’re not always trusting of others.” It just didn’t come easy for him. But when we focus on our own trustworthiness, performance improves across the board. In fact, a recent analysis of 360-degree reviews of executives by our Korn Ferry team found that leaders who were viewed as instilling trust, making good decisions, and collaborating well with others were anywhere from twice to four times more likely to be rated as high performers.
  • Our say/do ratio. We do what we say and say what we mean. It comes down to having a say/do ratio of 1-to-1. Others will know they can trust our words by observing our consistent actions. Then, and only then, will they mirror what we say and do. In the opposite scenario, distrust corrodes everything it touches. Moreover, when people work for a trustworthy leader, they are more likely to be motivated and inspired, show persistence when work is challenging, and learn from failures instead of being fearful of making mistakes. Bottom line: the more trustworthy the environment, the less stress people experience—and the more productive they are.
  • Trust sets others free. Where trust exists, people speak their minds. Feedback flows from bottom to top and back down again. But if a leader repeats the stories heard or, worse yet, attributes names, that skip-level feedback will never be forthcoming again. People will default to saying only what they think leaders want to hear. Not long ago, we were convening a global video conference, and I purposefully joined first to make sure it was working. Then I turned off my camera and muted my sound while I made myself a cup of coffee. When I tuned back in as people joined, I heard the casual tone of their conversation—and participated in the small talk. It’s up to all of us to make sure others truly feel comfortable saying what needs to be said.
  • Say what you mean, mean what you say. Years ago, Gary wanted to try an exercise among with his leadership team—and it was all about communication and trust. He used the “telephone game” from childhood. (Silly, yes, but in the end, effective.) Gary started off the game by whispering a simple phrase to the person next to me: “Communication is where leadership lives and breathes.” That person then whispered the phrase to the next person, and that person to the next … through 15 different people. Then the last person announced proudly what they were sure they had heard: “Call me on vacation when your ship leaves.” We all laughed … but the point was made. If there is one broken link in communication, no one knows who or what to trust.
It comes down to one simple, but profound statement: do it, mean it, say it, believe it—for we are only as good as the last promise kept.

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

The importance of staying flexible, nimble, and agile—stretching ourselves and building on our team’s strengths

Posted by Cliff Locks On April 21, 2021 at 10:05 am / In: Uncategorized

The importance of staying flexible, nimble, and agile—stretching ourselves and building on our team’s strengths

When I was a kid, Sunday afternoon drives were a big deal—starting the moment somebody jangled the car keys and said, “Let’s go for a ride.”

I can remember sitting in the back seat of our old car—the windows rolled down, the radio up, and the breeze in our faces. We didn’t live in a big town—it took less than 15 minutes to drive from one end to the other. Once we drove east on Long Island, there was nothing but farm fields and open road. We could just go—for miles and miles—and just for the pure pleasure of it.

Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

These days, we all long for that sensation. After a year of isolation and sometimes insulation, our coiled-up energy feels like an electrical charge in the air. We all want to be going somewhere—anywhere.

Just like a carefree Sunday drive, being in motion can be enough for some people. And we know that the path of progress is often less like a straight line and more like a labyrinth. Not everyone has an exact destination in mind—and that’s okay. It’s like Alice in Wonderland, asking the Cheshire Cat for directions, but not really caring about where she gets to. And so, as the Cheshire Cat observes, “Then it doesn’t matter which way you go.”

But for others, there needs to be a destination with a sense of purpose. That duality can coexist because that’s the reality of where people are right now.

Our worlds are opening up, thanks to the vaccines. It seems like nearly every phone call and every conversation starts with who’s been vaccinated and who’s going to get it next. It’s the new “how’s the weather” conversation, but it does more than merely break the ice.

As many of us receive their first and second shots now—finally— you can visit your elderly parents. It’s a hopeful story that’s repeated, in various forms, all day, every day.



It’s a perspective on why sharing these stories is so important. It helps move us out of the total darkness of the unknown. And, for those of us in the Northern Hemisphere, it aligns with spring—the promise of a new season.

With each vaccination, one more person safely makes it over the wall. More pathways begin to open, allowing people and organizations, once again, to be on the move.

The essence of any leadership journey is transporting people from one place to another—inspiring them to believe in what we can achieve. An analogy I’ve used to illustrate this is to imagine leading thousands of people from diverse backgrounds, countries, experiences, and perspectives on a cross-country trip—New York to Los Angeles—by foot.

Not everyone is in the same place. Some people are bringing burdens from last year—losses, weariness, loneliness. At times, however, it may seem like heresy to ask them to take one more step, to do one … more … thing. Others, though, long to sprint ahead—they can’t wait to get moving.

Along the way, leaders are “shepherds”—sometimes in front, sometimes behind, but always beside others. Here are some thoughts:

  • A purposeful drive. It was another Sunday drive—but this one started with a very specific purpose, destination, and outcome. “I want to show you something,” a friend of mine told me on that day, during a visit to Kansas about 15 years ago. Our objective: the Hutchinson salt mines, now part museum. As a young boy, I had salt rocks (I can remember licking them to taste the saltiness) but didn’t think much about where they’d come from. And even if someone had told me, I couldn’t have imagined it—not until I saw it with my own eyes. My friend and I stood in a cavernous mine—some 650 feet underground and a constant 68 degrees. The Hutchinson Salt Company mine covers 980 acres, and the network of tunnels measures 150 miles. Stored in a secure area of the mine—safe from floods, fires, and tornadoes—are priceless collections, from the original footage of Hollywood classics to valuable documents from all 50 states and foreign countries. Until that moment, I never knew what existed all along—right below my feet. And all it took was someone to show me.
  • Failing to fail. It’s a question I hear in almost every conversation with executives these days: How can we ask people to do one … more … thing—to help them feel motivated and empowered? My answer, surprisingly perhaps, starts with failure. A year ago, companies everywhere took any and all actions—unconcerned about the prospect of failure because everything around us was failing. There was freedom to act without fear. Now, moving forward, if people are afraid to fail—if there are punishments or if rewards are withheld because of failure—then people won’t feel empowered to take chances. And without those risks, there will be no innovation. As we push the restart button, the only real failure will be failing to fail. When people know it’s safe to fail, learning happens.
  • Marking our calendars. A year ago, when the world turned upside down, the only way for any of us to get through was to look out just a few months—even a few weeks—at a time. Imagine if we had known then where we are now—it would have lifted a lot of burdens. But we couldn’t see it and wouldn’t have believed it. Yet, here we are, and our perspectives have been reset. Now as certainties replace the unknowns, milestones are easier to set—with purpose and optimism—three months, six months, a year from now. “We all need to listen, to meet people where they are—and we also have to talk about the future,” Doug Charles, the President of our Americas region, told me this week. “It’s taking both one step ahead of the next—and thinking six months out in front of us.”
  • Time to stretch. Like marathon runners about to take that last stride over the finish line, we’re on the cusp of celebrating a major achievement: we made it! How fast, how slow—it does not matter. Getting here is everything. And just like a marathon runner after 26.2 miles, we cannot just sit down. We have to stay in motion, and then it’s time to stretch—our moment of celebration. We need that pause to savor just how far we’ve come. Unless we stay flexible, nimble, and agile—stretching ourselves and building our strength—it will be impossible to start another race. It’s not intuitive, but that’s what leadership is—yin and yang, pushing and pulling, knowing when to tap the brakes and when to accelerate. And, above all, it’s showing appreciation for the distance we’ve traveled and just how much more capable we’ve become.
Just like those Sunday afternoon drives, all of us want to be in motion right now. Indeed, the question we need to ask ourselves is: Where do we go next?

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

How to Be an Inspiring Leader it’s Easy, and the Rewards are Great

Posted by Cliff Locks On April 14, 2021 at 10:06 am / In: Uncategorized

How to Be an Inspiring Leader it’s Easy, and the Rewards are Great

It’s been a longstanding idea in business that emotions should be kept out of the workplace. Whatever’s going on in your personal life, you leave it at home so you can bring your most productive self to work.

But in a year when so many lines have become blurred — when a home has become work, and people are so exhausted they couldn’t possibly leave their personal experiences at the door — it’s clear that this old-fashioned idea can’t hold up much longer. 

Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

I think that what the world is calling for now is radically human leadership — leadership based on humility, on not just showing empathy but having empathy, on being vulnerable, on being authentic.

While it’s pretty obvious how leading this way would create a more enjoyable workplace for employees, it also leads to higher productivity and success.

People want to know that they’re part of something bigger than themselves,” he said. “They want to grow, they want to learn, they want to be loved, and they want to know what they do matters to somebody else. And research clearly shows that companies that do those things will outperform.

So, many of my colleagues have had to make many hard decisions as a company, like the layoffs that so many faced. They did it in the most humane way they could and made sure to be there for their employees along the way — and now are seeing business levels that have bounced fully back to normal.

If you’re used to keeping emotions at a distance in the workplace, learning to become a radically human leader can feel foreign. Here are a few ways to get started. 

Begin with yourself

Being a radically human leader has to start with you.

I don’t think you can be a radically human leader unless you are radically human. That starts with looking in the mirror and candidly saying, ‘Where are my blind spots? Where are my strengths? What are my weaknesses?’

In particular, take a hard look at how you and your organization deal with failure. If failure is punished rather than encouraged, your employees may never feel comfortable opening up the things that are making it hard for them to do their jobs, meaning you’ll never have the opportunity to support them through it. 

This also means modeling the behaviors you want to see in others and not being afraid to show up with vulnerability to demonstrate to your team that they’re free to do the same. This doesn’t mean dumping all of your troubles on your team, but not feeling like you always have to plaster on a happy face when you’re going through something tough.   

Create space for connection

Of course, your employees aren’t just going to start suddenly opening up to you about their troubles, particularly if you haven’t had a culture of radically human leadership before. 

Instead, start by connecting with your employees in smaller ways — asking about their weekends, families, and hobbies. Over time, this will make them feel comfortable sharing some of the harder things going on in their life.

In today’s virtual workplace, that also means being very purposeful about creating space for connection.

If anything, I’ve increased the amount of time I’ve spent just talking to my employees. When I do a Zoom call, never start with the topic at hand — I’ll try to make a connection with the people on the call first because it would have happened if we were in person.” 

Show up even if you don’t have the answers

As a leader, there will be many situations where there’s no solution, no way to fix what’s going on. 

The trick is to be humble enough to recognize that and still go out of your way to reach out to your employees and make sure they know you’re there for them.

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

The Questions to Ask Yourself for Extraordinary Goal-Setting

Posted by Cliff Locks On April 7, 2021 at 10:05 am / In: Uncategorized

The Questions to Ask Yourself for Extraordinary Goal-Setting

I can personally attest to its importance in my own professional life. I cannot overstate that it always has been and remains one of the first steps you take in your journey toward finding unparalleled success. My goal is to share the easy steps to write your goals down on paper.

To quote another expert on the subject, philanthropist and author Tony Robbins, “Setting goals is the first step in turning the invisible into the visible.”

I like that, don’t you? I think it explains the importance extremely well, but to delve deeper into the topic and further explain why I believe goal setting is of paramount importance when attempting to achieve success.

Contributor: Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach. Available to join your Board as a Certified Master Professional Board of Director and Advisor.

GREAT Goals are:

  1. Outcome focused: Once you understand your WHY (and it’s an enthusiastic WHY) you’re 90% there!
  2. In line with your values: The more a goal aligns with your inner or core values – the EASIER it will be to NOTE: We can achieve goals that don’t align with our values but it’s harder to do and less satisfying.
  3. Stated in the positive: “I want healthy fingernails” rather than “I want to stop biting my nails”

and SMART:

Specific  (so you know exactly what you’re trying to achieve)

Measurable  (so you know when you’ve achieved it!)

Action-oriented  (so you can DO something about it!)

Realistic  (so it IS achievable) and

Time-Bound  (has a deadline)

Focusing on the Outcome:

  1. What is it that you really, REALLY want? Dig deep…
  2. What is the SPECIFIC outcome you’re looking for?
  3. What is the PAIN for you of NOT achieving your goal?

Aligning with your Values:

  1. Is this goal in line with your life vision/overall life-plan? (Don’t know – what does your gut tell you?)
  2. Is this goal in line with your values? (Unsure? Ask yourself what’s REALLY important to you in life – will this goal help you achieve more of that?)
  3. Are the goals something YOU truly want, or are they something you think you SHOULD have or SHOULD be doing? (Tip: If it is a SHOULD, it may be someone else’s dream…)
  4. When you think about your goal does it give you a sense of deep contentment or ‘rightness’, happiness and/or excitement? (If so, these are good signs that it’s a healthy goal.)
  5. If you could have the goal RIGHT NOW – would you take it? (If not, why not? What issues are there?)
  6. How does this goal fit into your life/lifestyle? (Time/effort/commitments/who else might be impacted?)

Identifying Obstacles:

  1. Can YOU start & maintain this goal/outcome? (ie. Do you have complete control over achieving it?)
  2. How will making this change affect other aspects of your life? (ie. What else might you need to deal with?)
  • What’s good about your CURRENT SITUATION? (ie. What’s the benefit of staying right where you are?) Then ask, how can I keep those good aspects while STILL making this change?
  1. WHAT might you have to give up/stop doing to achieve this goal? (Essentially, what’s the price of making this change – and are you willing to pay it?)
  2. If there was something important around achieving this goal (to help you succeed, or that could get in the way) that you haven’t mentioned yet, what would it be?
  3. WHO will you have to BE to achieve this goal?

Goal Sizing:

  1. Is your goal the right size to be working on?
    Too big? Break down into smaller goals. Too small? Fit into a larger goal.
  2. What would be the MINIMUM/Super-Easy level of goal to achieve?
  3. What would be your TARGET level of goal to achieve?
  4. What would be your EXTRAORDINARY level of goal to achieve?

Resources – get moving:

  1. What RESOURCES do you already have to help you achieve your goal? Make a list! (eg. things, support from people, contacts, personal qualities, knowledge, skills, money, time etc).
  • What RESOURCES do you NEED to help you achieve your goals? Make a list!

Yes, I’m available to walk you through this important process; you are not alone. Just reach out by phone or email.

IMPORTANT: REMEMBER – GOALS are there to INSPIRE YOU not to beat yourself up with!

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Materials Science: The unsung hero, let’s see how it is impacting your business

Posted by Cliff Locks On March 31, 2021 at 10:02 am / In: Uncategorized

Materials Science: The unsung hero, let’s see how it is impacting your business

Few people recognize the vast implications of materials science. To build today’s smartphone in the 1980s, it would cost about $110 million, require nearly 200 kilowatts of energy, and the device would be 14 meters tall, according to Applied Materials CTO Omkaram Nalamasu.

Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University, with edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

That’s the power of materials advances. Materials science has democratized smartphones, bringing the technology to the pockets of over 3.5 billion people.

But far beyond devices and circuitry, materials science stands at the center of innumerable breakthroughs across energy, future cities, transit, and medicine.

As the name suggests, materials science is the branch devoted to the discovery and development of new materials. It’s an outgrowth of both physics and chemistry, using the periodic table as its grocery store and the laws of physics as its cookbook.

And today, we are in the middle of a materials science revolution. In this blog, we’ll unpack the most important materials advancements happening now.

Let’s learn more…

THE MATERIALS GENOME INITIATIVE

In June 2011 at Carnegie Mellon University, President Obama announced the Materials Genome Initiative, a nationwide effort to use open source methods and AI to double the pace of innovation in materials science.

Obama felt this acceleration was critical to the U.S.’s global competitiveness, and held the key to solving significant challenges in clean energy, national security, and human welfare.

And it worked.

By using AI to map the hundreds of millions of different possible combinations of elements—hydrogen, boron, lithium, carbon, etc.—the initiative created an enormous database that allows scientists to play a kind of improv jazz with the periodic table.

This new map of the physical world lets scientists combine elements faster than ever before and is helping them create all sorts of novel elements.

And an array of new fabrication tools are further amplifying this process, allowing us to work at altogether new scales and sizes, including the atomic scale, where we’re now building materials one atom at a time.

BIGGEST MATERIALS SCIENCE BREAKTHROUGHS

These tools have helped create the metamaterials used in carbon fiber composites for lighter-weight vehicles, advanced alloys for more durable jet engines, and biomaterials to replace human joints.

We’re also seeing breakthroughs in energy storage and quantum computing.

In robotics, new materials are helping us create the artificial muscles needed for humanoid, soft robots—think Westworld in your world.

Let’s unpack some of the leading materials science breakthroughs of the past decade.

(1) Lithium-ion batteries

The lithium-ion battery, which today powers everything from our smartphones to our autonomous cars, was first proposed in the 1970s. It couldn’t make it to market until the 1990s, and didn’t begin to reach maturity until the past few years.

An exponential technology, these batteries have been dropping in price for three decades, plummeting 90% between 1990 and 2010, and 80% since. Concurrently, they’ve seen an eleven-fold increase in capacity.

But producing enough of them to meet demand has been an ongoing problem. Tesla has stepped up to the challenge: one of the company’s Gigafactories in Nevada churns out 20 gigawatts of energy storage per year, marking the first time we’ve seen lithium-ion batteries produced at scale.

Musk predicts 100 Gigafactories could store the energy needs of the entire globe. Other companies are moving quickly to integrate this technology as well: Renault is building a home energy storage based on their Zoe batteries, BMW’s 500 i3 battery packs are being integrated into the UK’s national energy grid, and Toyota, Nissan, and Audi have all announced pilot projects.

Lithium-ion batteries will continue to play a major role in renewable energy storage, helping bring down solar and wind energy prices to compete with those of coal and gasoline.

(2) Graphene

Derived from the same graphite found in everyday pencils, graphene is a sheet of carbon just one atom thick. It is nearly weightless, but 200 times stronger than steel. Conducting electricity and dissipating heat faster than any other known substance, this super-material has transformative applications.

Graphene enables sensors, high-performance transistors, and even gel that helps neurons communicate in the spinal cord. Many flexible device screens, drug delivery systems, 3D printers, solar panels, and protective fabric use graphene.

As manufacturing costs decrease, this material has the power to accelerate advancements of all kinds.

(3) Perovskite

Right now, the “conversion efficiency” of the average solar panel—a measure of how much captured sunlight can be turned into electricity—hovers around 20-22%, at a cost of roughly $3 per watt.

Perovskite, a light-sensitive crystal and one of our newer new materials, has the potential to take that conversion efficiency much higher. Last year, scientists paired perovskite with silicon in a hybrid solar cell that achieved a new world record of 30% efficiency. 

And perovskite has the potential to get that number up to 66%.

The ingredients that make up perovskite are both widely available and inexpensive to combine. What do all these factors add up to? Affordable solar energy for everyone.

MATERIALS OF THE NANO-WORLD

Nanotechnology is the outer edge of materials science, the point where matter manipulation gets nano-small—that’s a million times smaller than an ant, 8,000 times smaller than a red blood cell, and 2.5 times smaller than a strand of DNA.

Nanobots are machines that can be directed to produce more of themselves, or more of whatever else you’d like. And because this takes place at an atomic scale, these nanobots can pull apart any kind of material—soil, water, air—atom by atom, and use these now raw materials to construct just about anything.

Progress has been surprisingly swift in the nano-world, with a bevy of nano-products now on the market.

Never want to fold clothes again? Nanoscale additives to fabrics help them resist wrinkling and staining.

Don’t do windows? Not a problem! Nano-films make windows self-cleaning, anti-reflective, and capable of conducting electricity.

Want to add solar to your house? We’ve got nano-coatings that capture the sun’s energy.

Nanomaterials make lighter automobiles, airplanes, baseball bats, helmets, bicycles, luggage, power tools—the list goes on.

Researchers at Harvard built a nanoscale 3D printer capable of producing miniature batteries less than one millimeter wide.

And if you don’t like those bulky VR goggles, researchers are now using nanotech to create smart contact lenses with a resolution six times greater than that of today’s smartphones.

And even more is coming. Right now, in medicine, drug delivery nanobots are proving especially useful in fighting cancer. Computing is a stranger story, as a bioengineer at Harvard recently stored 700 terabytes of data in a single gram of DNA.

On the environmental front, scientists can take carbon dioxide from the atmosphere and convert it into super-strong carbon nanofibers for use in manufacturing. If we can do this at scale—powered by solar—a system 10% the size of the Sahara Desert could reduce CO2 in the atmosphere to pre-industrial levels in about a decade.

The applications are endless. And coming fast. Over the next decade, the impact of the very, very small is about to get very, very large.

FINAL THOUGHTS

With the help of artificial intelligence and quantum computing over the next decade, the discovery of new materials will accelerate exponentially.

And with these new discoveries, customized materials will grow commonplace. Future knee implants will be personalized to meet the exact needs of each body, both in terms of structure and composition.

Though invisible to the naked eye, nanoscale materials will integrate into our everyday lives, seamlessly improving medicine, energy, smartphones, and more.

Ultimately, the path to demonetization and democratization of advanced technologies starts with re-designing materials: the invisible enabler and catalyst. Our future depends on the materials we create.

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

The Large Benefits of Spring Cleaning your Thinking Process

Posted by Cliff Locks On March 24, 2021 at 10:00 am / In: Uncategorized

The Large Benefits of Spring Cleaning your Thinking Process

Spring cleaning was a yearly ritual when I was growing up, replacing storm doors with screen doors, washing windows, cleaning out closets. It was the rite of passage to summer.

As we marked start of spring this past weekend, we are hopefully on the precipice of this century’s rite of passage: a vaccinated, post-pandemic world—a new world.

The question for each of us will be: Do we revert to the old world, or do we advance to a new world? The reality is that it’s not either/or; it’s AND—taking from the old and the new to create the different, it’s up to leaders to model a new way forward.
 

Contributor: Gary Burnison, Korn Ferry CEO and edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Spring cleaning takes us first inward, so we can move onward. Only then can we consider moving outward. It’s a subtle point that’s easily overlooked. We can get caught up in trying to change the external without really seeing what’s internal. Self-awareness, after all, precedes self-change—and at every level of the organization.

It’s not about transactional doing—it’s more of a transformational being.

For change to take root, we need to decide what stays, what goes. Reminiscing is one thing, but getting stuck in the past is quite another.

When I was a kid, people used to talk a lot about the “good old days.” And sometimes, it seemed like those were the days they wanted to live in. To be sure, memories are to be cherished. I have a pair of green scrubs that I wore at the hospital when one of my children was born in the back of my closet. I’ll never wear them again—but I won’t get rid of them, either.

It’s amazing what we hold onto—like those five pairs of faded khaki pants or the jacket that doesn’t fit anymore. However, if we don’t make space, we’ll never incorporate the new—to illuminate our own attitude.

Our sights must be on where we want to go, not where we have been. If we don’t evolve and grow, and if our colleagues don’t grow—and go—with us, we will all be left in the old world. As I’ve said to our team, “We can’t think of ourselves as a 52-year-old firm. We need to think like a 5-month-old startup.”

At the same time, our spring cleaning can help us gain a new appreciation for what has brought us to this point. Instead of revamping everything, we also want to focus on what has served us well.

It’s time to wash the windows. Here are some thoughts:

  • What goes—chaos, clutter, outdated thinking. This is the “junk” that takes up the space we need to grow. It’s about removing clutter, eliminating chaos, restoring a sense of order, and ushering in the new. Top of the disposal list—the complacent inertia of conventional wisdom that keeps people and organizations stuck in that’s the way we do things around here. Easy to intellectualize, but elusive to actualize—part strategy, but mostly judgment. It’s sense and sensibility. A clean sweep, though, is liberating. It brings fresh air—and opens the space for a new perspective.
  • What stays—the five mindsets: Purpose. Courage. Awareness. Inclusion. Integrative Thinking. These are the five crucial mindsets—identified in our firm’s latest research, based on hundreds of thousands of executive assessments. They’ve guided the best of leaders through the crisis, and they’re non-negotiable in a post-pandemic world. This is what we need to keep—and develop. These five mindsets will continue to make a huge difference in terms of impact and contribution. And they apply everywhere, at every level. The purpose is the reason behind everything we do—the bridge from what we’ve been to what we will become. Courage—not having “no fear,” but rather to “know fear”—as we embrace continued ambiguity. Awareness, as we shift from “me” to “we.” Inclusion—it’s a behavior: leading the many while at the same time understanding the perspective of all. Integrative thinking—sculpting a mosaic, rather than only chipping away at the individual tiles.
  • Clean the whole house. Once we create an order for ourselves, we can now help others. Not everyone is in the same place right now. Despite the longer, brighter days, many people are still suffering, and some of us are still locked in winter; a colleague shared his observations on a recent drive. While sitting at a stoplight, he looked left and saw a man jogging by in shorts and no shirt—then, looking right, an ice fisherman huddled in a parka on a frozen lake. Last week, as I called to make dinner reservations, the person asked if we “would like to eat inside.” I was dumbfounded—what a novel concept. In the old world, the question was, “Would you like to sit outside?” My mind had only myopically focused on the present, not fully incorporating the reality of the past. For many more months, as we live in the duality—masks or no masks, Zoom or in-person—the key will be AND, not simply either/or, as we clean the entire house. It’s a holistic approach.

As we spring clean the nooks of our minds, we may find things that may not be of use to us, but they may be useful to others. Spring cleaning is a lot like leadership—it can be learned and absorbed only by doing, starting with the most important lesson of all: to lead others, you must first lead yourself.

Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.

Available to join your Board as a Certified Master Professional Board of Director and Advisor.

I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.

As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.

Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.

The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.

As your trusted confidant, I am always by your side, holding your deepest secrets and never judging. Everything discussed is held in complete confidence.

What many executives feel is missing from their busy life is a trusted business person who understands the holistic complexity of both their business and personal life.

I strive to provide solid financial, business, and family expertise and serve as a dispassionate sounding board, a role I like to call “Executive Confidant.”

By holding a safe place for the Executive to work on life path issues as well as direction, I repeatedly see remarkable benefits as personal values become integrated with wealth and family decisions, enhancing a more meaningful life.

As an Executive Confidant, I welcome a confidential conversation about the most important issues facing the business leader, including:

• Strategic planning toward your visions of success and goal setting • Operations, planning, and execution • Career transition • Retirement • Legacy • Kids and money • Marriage and divorce • Health concerns • Values and life purpose • Vacations • Mentoring & depth of the executive bench • Succession planning

When I do my job well, I facilitate positive action in both your professional and personal life. This consistently has a positive benefit on impacting people within the sphere of your influence.

The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.

Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.

The Executive Confidant can be particularly helpful when:

• Aligning life priorities with the responsibilities of wealth. • Wanting more meaning and purpose in life. • Desiring a candid and experienced perspective. • The answers often come from within, and we cannot arrive at them easily. • Clarity often comes into focus, with skilled questions and guided discovery. The right questions can be the first step in achieving ideal outcomes.

Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?

Referrals to a team members or family members are always welcome.

Investment:

One-to-One – Individual payment: Strategic Coaching: $295 per month (weekly for 30 minutes to 1 hour depending on the depth of our conversation Zoom meeting).

One-to-One – Corporate payment:
i. Coaching & Leadership Development: $600 per month engagement (weekly 1 hour Zoom meeting).
ii. One-to-One Executive Coaching and Mentoring: $600 per month engagement (weekly 1 hour Zoom meeting).
iii. Increasing Top Team Performance and 1:1 Mentoring Sessions: $600 per month engagement (weekly 1 hour Zoom meeting).
iv. Planning New Futures for Senior Executives: $600 per month engagement (weekly 1 hour Zoom meeting).

Team coaching:
i. Enhancing Boardroom Effectiveness & Executive Impact Group: Starting at $15,250 per annual engagement.
ii. Strategic & Operational Planning/KPI Development: Starting at $25,500 per annual engagement.
iii. Productivity Assessment & Profitability Improvement: Starting at $25,250 per annual engagement.
iv. Sales Channel and Product Development: Starting at $25,250 per annual engagement.
v. Energy and Sustainability Efficiency Initiatives: Starting at $18,500 per annual engagement.

Board of Directors or Board of Advisors:

Email me: [email protected] or Schedule a call: Cliff Locks OptimizeLife #CEO #CFO #COO #BoD #CXO #Professionalpedia #TeamBuilder #success #beyourself #goals #lifeisgood #Influencer #Successful #Business #WorkLife #OfficeLife #Work #Office #Inspiration #Marketing #Tips #Leadership #BusinessIntelligence #InvestmentCapitalGrowth

Three amazingly easy actions to ensure you are clear on the outcomes you’re looking to achieve.

Posted by Cliff Locks </