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The 5 Constants of Change Let’s Get You Prepared

Posted by Cliff Locks On June 22, 2022 at 10:30 am / In: Uncategorized

The 5 Constants of Change Let’s Get You Prepared

Leaders don’t know what kind of disruption is coming next — but they know it’s coming. Our experts discuss five mindsets that can help manage continuous change.

The problem: Amid unending change, leaders must find new ways to rise above the tumult resiliently.

Why it matters: Finding new ways to navigate change is critical to a leader’s ability to make decisions from the viewpoint of the entire enterprise ecosystem.

The solution: Use the five mindsets of an enterprise leader to foster consistency and continuity from entirely new perspectives.


COVID-19. Black lives matter. Supply chain disruption. The war in Ukraine. For corporate leaders, it has been a crisis-riddled last two years — and it’s not going to stop.

Whether it’s another health crisis, a natural disaster, or a controversial decision on an ESG initiative, enterprise leaders are sure to face challenges that have few clear choices in the years ahead. Kevin Cashman, global co-leader of CEO and Enterprise Leader Development at Korn Ferry, says the twin objectives of growing performance while simultaneously accelerating change, or as he calls it, “the agile oscillation between performing to transform,” is the biggest challenge leaders face today.

While leaders don’t know what kind of disruption is coming next, Cashman says they can develop mindsets that open us up, individually and collectively, to elevate across enterprise and ecosystem change. “Amid continuous change, leaders have to paradoxically find constants,” says Cashman. By opening up the mindsets of an enterprise leader, where decisions are made from the viewpoint of the entire organization and its extended network of stakeholders, Cashman says leaders can bring some clarity to the chaos change creates. “Leaders can’t control disruption, but mastering these mindsets can help them control their relationship to disruption,” he says.

Here are the five mindsets of an enterprise leader and how they can help manage change.

“Amid continuous change, leaders have to paradoxically find constants.”

Purpose Mindset

The purpose is more than just an organization’s mission and values — it is the grounding that informs every decision the organization makes. Leaders with a purpose mindset can be more open, deliberate, and consistent in how they handle change. “Purpose is what elevates us,” says Cashman. As study after study shows, when employees who believe in an organization’s purpose and feel like it reflects their values have higher engagement, more motivation, and stay longer — all critical factors to navigating change.

Conversely, lacking purpose creates a big leadership gap, particularly in times of crisis. “Without purpose, you can still work your people hard but they won’t be inspired,” says Cashman. The other obstacle to developing a purpose mindset is that it requires leaders to transcend self-interest and serve something more important and enduring.

Courage Mindset

For leaders to harness the power of change, says Korn Ferry senior client partner Margie Warrell, they have to be willing to take a professional risk for the good of the entire enterprise. “Leaders who are willing to lay their pride and vulnerability on the line open up a whole new realm of possibility for bolder action and stronger outcomes,” she says.

Having a courageous mindset allows leaders to take risks that balance where the enterprise is now with where it wants to go. Courage is also contagious. “It ripples outward and emboldens others to think bigger and step up in braver ways,” says Warrell, adding that leaders who think and act courageously also help employees feel less anxious about change and embrace the new.

The challenge with developing a courageous mindset, however, is that leaders must risk falling short or losing out. Warrell points out that we’re neurologically wired to be twice as sensitive to potential losses as we are to potential gains. Fear of their reputations taking a hit or even losing their jobs or bonuses drives many leaders to protect what they have in the short term at the expense of enabling their enterprise to be more competitive in the longer term. In an environment of constant change, says Warrell, the tendency to “play not to lose” can ultimately make the organization less agile, less innovative, and less secure.

Awareness of Self and Other’s Mindset

Understanding what shapes attitudes, beliefs, and motivations can help leaders weed out unconscious or limiting biases in their decisions and actions. Leaders with a self-aware mindset seek out opinions and are willing to learn and be challenged. “Leaders with this mindset are more open to the collective intelligence of the group to maximize impact,” says Cashman. He says that kind of emotional fortitude spills out into the rest of the organization, helping transform cults of personality into cultures of teamwork and collaborative innovation.

The problem, of course, is that this mindset requires leaders to be comfortable letting others be deeply involved in creating the new and the different. It requires them to share control and instead be co-creators with the group.

“The tyranny of their previous success can often lead leaders to be blind to new ways of thinking.”

Inclusion Mindset

Most leaders figured out a while ago that they couldn’t figure out every challenge their organizations face on their own. The problem is they are still getting input from people who think just like them. Andrés Tapia, Korn Ferry’s global diversity and inclusion strategist, says that’s inadequate to drive the innovation businesses needed to compete with change today. “It’s one thing to have diversity,” says Tapia, “it’s another to leverage that diversity into insights that drive outcomes.”

Leveraging diversity into insights requires an inclusive mindset. The more leaders invite, listen, probe, and advocate for a diversity of backgrounds and voices in decision-making, the more they can see and address change from all sides and angles.

One of the biggest mental blocks preventing leaders from developing an inclusive mindset, however, is that they narrowly assume it will slow decisions down. While it’s true that it can at the beginning, “the ROI is faster and the decision-making is better as the team revels in its inclusion.” After all, leaders have historically been rewarded for their take-charge personas. “The tyranny of their previous success of driving toward decisions on their own can often lead leaders to be blind to new ways of thinking,” says Tapia.

Integrative Thinking Mindset

In the context of change, integrative thinking enables leaders to connect what’s happening in one part of the enterprise with its impact across the entire enterprise ecosystem. That kind of holistic mindset is particularly critical given the current supply chain disruption and social, political, and environmental unrest.

Stu Crandell, a senior client partner and global leader of the CEO and executive assessment practice at Korn Ferry, says integrative thinking can help leaders see the whole picture rather than being blindsided by the impact of a decision after the fact. “It’s about maximizing an organization’s current business model while simultaneously building a new one to navigate change,” he says.

The problem is this kind of thinking goes against traditional leadership development, which has been oriented toward vertical, hierarchical, and siloed decision-making. “People learned how to lead their area,” says Crandell. Now, however, navigating change requires leaders to think not only across their entire organization but also its broader ecosystem of suppliers, customers, and other stakeholders.

Conclusion

Developing these mindsets is not easy, as it goes to the very core of leadership development. Many executives have one, two, or even three of these mindsets. But few have all of them — our research shows that less than 14% of executives today are enterprise leaders. That’s a very small number when juxtaposed against the 100% chance that another seismic change to the business environment is around the corner. Opening up these mindsets will make or break how leaders engage the next big disruption.

Let me introduce you to an exciting new program for CEOs, C-Level Executives, and high-potential employees. This program helps team members to gain self-awareness, clarify goals, achieve their development objectives, unlock their potential, create actionable strategic plans, and thrive in a competitive global world. Please visit and join as a member.

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

 

Contributor: Kevin Cashman, Global Co-Leader, CEO & Enterprise Leader Development, Andrés Tapia, Senior Client Partner, ESG and DE&I Strategist, Margie Warrell, Ph.D., Senior Client Partner, Stuart S. Crandell, Senior Client Partner, the evolution of the Chief at Korn Ferry CEO, and edited by Cliff Locks, Investment Capital Growth, Managing Director, and Executive Coach

Email me: [email protected], Schedule a call: Cliff Locks, or fill in the below form to start a conversation.

#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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Are Big Wages Losing Steam?

Posted by Cliff Locks On June 15, 2022 at 10:30 am / In: Uncategorized

Are Big Wages Losing Steam?

For the first time in a year, wage growth is slowing. But experts aren’t sure if the bidding wars are over.

The firm’s project managers used to earn $140,000 per year. Then came the Great Resignation, and to retain them, the company hiked their wages to $165,000. A third left anyway. To attract new applicants, HR bumped salaries yet again, to $175,000, then $190,000.

For almost a year, amid all the talk of fantastic bidding wars for talent, it didn’t seem possible. But figures suggest that an era of ever-increasing compensation may be losing steam—at least for now. According to the latest government figures, wage growth slowed for the time since spring in 2021, falling this May to 5.2% from 5.5% in April. All of which are critical for firms trying to compete more and boost profits. “Labor costs are integral to profitability and how well a company does overall,” says Tom McMullen, a senior client partner in Korn Ferry’s ESG and Inclusive Rewards practice. Indeed, wages are typically the largest cost for organizations in labor-intensive fields.

To be sure, talent wars are far from over in some fields, such as engineering and healthcare, fueled in part by Great Resignation and baby-boomer retirements (more than 10,000 per day, on average). But for a growing number of roles, experts say, budget-minded leaders are noticing a downtick in salary raises.

How long they will is anyone’s guess. Wages over the past year have not kept up with inflation, which may limit companies’ ability to temper wage growth. What’s more, supply-chain disruptions and the ongoing geopolitical conflict, along with the scarcity of labor, are working in tandem to produce a roller coaster of fluctuations in wage growth and inflation. “There’s a lot of moving parts to this, and it’s still pretty dicey,” says McMullen. A lot of wage growth is due to job-hopping, he says, so slower wage growth could be an early indicator that the stream of workers seeking to change their jobs has also slowed. He predicts that employees in some sectors will experience the shift more than others, especially those in industries with struggling stock prices.

HR departments expect to see calmer hiring patterns. “I think we’ll see a slowing of turnover,” says Brian Bloom, vice president of global benefits for Korn Ferry. “With a looming recession and possible layoffs, people will be less motivated to change jobs.”

But experts caution that the feistiness of applicants and employees is not going anywhere. Lower wage growth may mean employees won’t leave for higher pay elsewhere, but it won’t stem their demands for flexibility, for example. “It doesn’t end the Great Resignation,” says Andy DeMarco, vice president of human resources for the Americas at Korn Ferry. He suggests that managers remain mindful of the fact that most turnover is not driven by money. “You still need to provide the right experience for high performers around career growth, workload, and opportunities,” he says.

Let me introduce you to an exciting new program for CEOs, C-Level Executives, and high-potential employees. This program helps team members to gain self-awareness, clarify goals, achieve their development objectives, unlock their potential, create actionable strategic plans, and thrive in a competitive global world. Please visit and join as a member.

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

Contributor: Tom McMullen, Senior Client Partner, ESG and Inclusive Rewards, Brian Bloom, Vice President, Global Benefits, and Andy De Marco, Vice President, Human Resources, Americas at Korn Ferry CEO, and edited by Cliff Locks, Investment Capital Growth, Managing Director, and Executive Coach.

Email me: [email protected]estmentCapitalGrowth.com, Schedule a call: Cliff Locks, or fill in the below form to start a conversation.

#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 to Awaken the Happiness Inside of You

Posted by Cliff Locks On June 8, 2022 at 10:25 am / In: Uncategorized

How to Awaken the Happiness Inside of You

Far too many people are suffering from unhappiness right now, and I want to get to the bottom line of why and offer a solution. Fortunately, happiness is within our control.

I’m here to share how to attain true happiness from my own experience, and from years of extensive research by some of the world’s foremost professionals.

If this sounds like it might be you, I hope you read the information below, where I explain the chemistry behind our emotions and how we each have the power to control them, and truly feel better.

How to Awaken the Happiness Inside of You

Are you unhappy? You’re not alone. The pandemic has created an epidemic of stress, anxiety, depression, and a whole bunch of people who simply don’t feel happy. Many would say that all that unhappiness is totally warranted. Life pretty much stinks now in far too many ways

But while there are many, many, many reasons to feel bad, frustrated, and fearful, what if I told you that happiness is within your control?

No, I haven’t lost my mind. The truth is that, for many years, I have watched people give away their happiness every day – not only during times of great challenge but also when life wasn’t nearly as difficult as it is now.

For some reason, we all think that happiness occurs “out there” and that something or someone makes us happy or unhappy. This would suggest that we have no control over our happiness, rather than putting us in control of our lives. This externalization gives away all the power over our emotions and outcomes to occurrences “out there,” – leaving us as victims.

Here’s what happens.

If something good happens, we are happy.
If something bad happens, we are unhappy.
If someone is nice to us, we are happy.
If someone is mean to us, we are unhappy.
If someone says “yes” to us, we are happy.
If someone says “no” to us (yup, you guessed it), we are unhappy.

Do you see the pattern? We’re letting circumstances outside of ourselves control our happiness.

This isn’t how happiness has to work.

What if I told you that you have control over your feelings of happiness? Because, aside from those with serious chemical imbalances, happiness is a physiological reaction resulting from the interaction between mind and body. That’s right – happiness is generally controlled by the thoughts you think and their effect on your body’s physiology. Specifically, your body releases hormones in response to your thoughts and experiences.

Four of these hormones make us feel good, and one of them puts us in panic mode.

Dopamine is the hormone that rewards us when we achieve or reach a goal. Author and inspirational speaker Simon Sinek describes dopamine as the feel-good chemical released when your phone chimes. Hooray, I have a message! Hooray, someone responded to me! When you reach for something and achieve it, your body rewards you with dopamine.

Oxytocin is the hormone of human connection. It is released when mothers breastfeed their babies, when adults make love, and when we connect with others physically or emotionally.

Serotonin is considered our primary mood stabilizer. When doctors diagnose a patient as depressed, they typically prescribe antidepressants known as selective serotonin reuptake inhibitors (SSRIs). The problem is that antidepressants only work 50% to 65% of the time on average and can cause unpleasant side effects. The interesting thing about serotonin is that it is produced in the digestive tract and the brain. There is a high correlation between people with depression and those with digestive issues – which raises interesting questions about which comes first, the depression or the digestive issues.

Endorphins are often referred to as the body’s natural painkillers. They are the hormones that athletes get “addicted” to because they make us feel good after physical activity.

And the one “evil” hormone? Cortisol. Cortisol protects us in many ways by providing energy, regulating blood pressure, and managing blood sugar during times of stress. When we perceive danger, our bodies create it during the “fight or flight” survival response. But in modern-day society, many of us perceive everything to be an affront, reacting with stress and emotional intensity far too often. The result? Our bodies are bathed in cortisol. A little cortisol is good, but long-term exposure to this hormone creates inflammation throughout the body and overtaxes your system. When this happens, your ability to produce the feel-good hormones can become impaired.

What does all this science mean?

It means your body releases hormones that drive your emotions in response to a thought. So, if we change our thoughts, we can feel differently in many cases.

Motivational author Louise Hay said, “It’s only a thought, and a thought can be changed.” In my opinion, these are some of the most powerful words ever spoken. Consider this, you can just as easily have a positive thought in response to a situation as you can a negative one.

Now take a moment to reflect on your day.

You release happy hormones with nearly every positive thought and action. Think about how many positive thoughts you have versus negative ones. You may have many more negative thoughts – minor frustrations, self-criticism, fear, and anxiety. With almost every negative thought, you release cortisol and suppress your body’s natural happiness system. When someone cuts you off in traffic, you flip them the bird; when you don’t receive the delivery on time, you get annoyed; or when you have an unreasonable work deadline or work in a hostile environment, you live in stress.

We simply don’t need to react with such venom to everyday occurrences – it’s quashing our joy.

The sad thing is that as adults we have spent many years practicing these fearful and frustrating thoughts. We watch bad news, not good news. We binge-watch movies and television programs about sad stories, life crises, and criminals. We surround ourselves with inputs that feel bad rather than good, so much so that we “practice” reacting with stress rather than joy every day. We’ve gotten really good at spending our days complaining and blaming.

But what if you realized that you’re in control of your life instead of being the victim?

You can appreciate that your spouse or child prepared dinner without being frustrated about the messy kitchen or that the recipe wasn’t followed. You can have patience with the slow sales clerk who is likely trying the best they can despite being new to the job, having received inadequate training, or covering a second shift for a friend. We are so quick to be affronted, yet the truth is that the only one we hurt with these frustrations is ourselves!

Fuel your happy hormones!

If you want happiness, you need to flip that practice by engaging in behaviors and thoughts that fuel the parts of your body that release the feel-good, happy hormones. Physical activity. Social interaction. Quality foods. Positive thoughts and reactions. Physical touch. Smiling. Noticing the good rather than the bad.

Think happy thoughts and the happy hormones fire. Think negative, angry thoughts, and the stress hormone cortisol suffocates your happiness. Yes, this is an oversimplification of an incredibly complex physiological network, but the truth is that the high-level concept is genuinely not that complicated.

Our bodies react to the inputs we give them.

Discover that happiness is right in her own backyard. Once you stop giving the power to “them” (the external factors causing your unhappiness) and understand the Chemistry of Happiness, you are free to awaken your happiness and live the life of your dreams.

Have a Wonderful day!

Let me introduce you to an exciting new program for CEOs, C-Level Executives, and high-potential employees. This program helps team members to gain self-awareness, clarify goals, achieve their development objectives, unlock their potential, create actionable strategic plans, and thrive in a competitive global world. Please visit and join as a member.

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

Contributor: Sarah Hiner, President, Bottom Line Wellness and edited by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Email me: [email protected], Schedule a call: Cliff Locks, or fill in the below form to start a conversation.

#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 to Develop a Longevity Mindset

Posted by Cliff Locks On June 1, 2022 at 10:30 am / In: Uncategorized

How to Develop a Longevity Mindset

How long you live is a function of many factors, including your mindset. You can actually “Will yourself to death—or will yourself to a longer health span.”

How long do you think you will live? 80 years old? Maybe, 90? What would have to change for you to believe that you could live to 120 years old?

My mission is to transform the way you think: to transform your mindset around many factors, including longevity.

The best way for me to do this is to give you overwhelming evidence of the massive medical advancements that can and will extend your health span.

I want you to go from thinking: “That sounds possible” to thinking: “Amazing! This is really happening!”

WHAT’S THE OPPOSITE OF A LONGEVITY MINDSET?

One way to understand something is to understand its opposite.

The opposite of a Longevity Mindset is accepting the societal norms that life expectancy for females is about 80 years and for males is roughly 75 years old—and that there is nothing you can do about it. Just accept the cards you’ve been dealt. (Data is for the US population as of 2020, according to the CDC.)

Now that’s fine if that’s what you want, but there is another option… and it’s sad that most people spend all their savings in the last 5% of their lives fighting disease with extreme measures, rather than using the capital earlier to keep them healthier longer.

The mindset of “mortality is normal and expected” is pervasive in society.

For many years, it has been taboo in medical and research circles to talk about extending the healthy human lifespan, or to even mention the idea that “aging is a disease.” Scientists proclaiming this doctrine were shunned and feared that their grant funding might evaporate.

This negative mindset also permeates life outside the lab. You can see its effects everywhere. Many of our institutions, services, and markets are structured around the ostensibly inevitable reality of people dying in their sixties, seventies, and eighties. As well as the belief that anyone making it to 100 means a wheelchair and a diagnosis of Alzheimer’s. Government policies, insurance, medicine, religion—they’re all organized around this mindset and its assumptions.

So, what’s changed?

Now more than ever, during a period of exponential medicine, you don’t have to accept the cards you’re dealt. Technologies like genome sequencing, RNA transcriptomics, Wnt pathway modifiers, vaccines, CRISPR, liquid biopsies, CAR-T cells, Gene Therapy, exosomes, and stem cells are just some of the technologies in development.

Please remember that human beings were never designed to live past age 30 (the point after which you had already passed on your genes). The fact that we routinely double or triple that life expectancy is miraculous.

Because of this reality, after 30 years of age, many of our body’s systems (specifically gene expression) go into dysregulation and we begin to accumulate significant cellular damage. As a result, our bodies develop a multitude of diseases, which we now call aging.

Ultimately, aging is a disease—a disease that many are beginning to believe can be slowed, stopped, and perhaps even reversed.

To date, we’ve seen maybe 10% of all the possible longevity-extending technologies that will impact us in the decade ahead…

By the way, get ready for a massive acceleration coming from AI and the arrival of quantum computers able to model molecular interactions within cells and on the cell surface. Given all of these exciting developments, the right mindset to have is one that’s optimistic and focused on maximizing your health and adding decades of healthy years to your life.

That’s the spirit of the Longevity Mindset.

DO YOU HAVE A LONGEVITY MINDSET?

So, what shapes your Longevity Mindset? It may seem obvious, but we regularly ignore shaping our mindset and just accept what we have.

Below are 6 key areas of a Longevity Mindset that you can shape today. As you read through them, ask yourself: Where can you improve? What would it take to improve?

#1) What You Believe: At one end of the spectrum, you see life as short and precious—you’ll consider yourself lucky if you make it to 75 or 80 years old. At the other end, you’re focused on making “100 years old the new 60.” You see aging as a disease, and you actively track breakthroughs in biotech that have the potential to slow or even reverse aging (e.g., CRISPR, cellular medicines).

#2) What You Read / Your Media Consumption: The type of content and media you consume (e.g., books, blogs, movies, news) directly affects your outlook on life—for better or worse. Are you reading the obituaries of old friends? Or are you reading books like David Sinclair’s LIfespan and Life Force (which Peter Diamandis recently wrote with Tony Robbins)?

#3) Your Community: The people you spend time with shape who you are and what you do. At one end of the spectrum, you only hang out with older people who constantly talk and worry about death. It’s just a matter of time… But on the other end, you spend time with people who are optimistic and youthful, and who actively pursue longevity.

#4) Sleep: Sleep is fundamental and critical. A great book that details this is Why We Sleep by Dr. Matt Walker. We physiologically *need* 8 hours of sleep per night. Do you believe the motto that “There’s plenty of time to sleep when I’m dead”? Or do you prioritize sleep and use the best techniques to help you achieve 8 healthy hours of sleep?

#5) Diet: There is truth to the saying that “You are what you eat.” Do you eat whatever you want, whenever you want? Are you overweight, and eating way too much sugar? Have you intentionally shaped your diet, with a no-sugar/keto or vegan diet? Or have you explored and mastered intermittent fasting to maximize your energy and longevity?

#6) Exercise: Along with your mindset, sufficient sleep, and a healthy diet, exercise is fundamental to longevity. The latest research on longevity makes it clear that increasing muscle mass is critical. At one end of the spectrum, you don’t exercise at all. But on the other end, you consider exercising a must. You exercise at least three times each week, for example, interval training and weightlifting. Perhaps you even take peptides to manipulate your growth hormones to increase muscle mass.

Do you desire a Longevity Mindset? Are you interested in how to increase your health span? Email me, and I’ll make an introduction to a talented Entrepreneur, and a team of World Renown Doctors and Nurse Practitioners, that is building a wonderful company, to address longevity and the quality of wellness. Living to a ripe old age should be in good health.

Let me introduce you to an exciting new program for CEOs, C-Level Executives, and high-potential employees. This program helps team members to gain self-awareness, clarify goals, achieve their development objectives, unlock their potential, create actionable strategic plans, and thrive in a competitive global world. Please visit and join as a member.

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

Email me: [email protected], Schedule a call: Cliff Locks, or fill in the below form to start a conversation.

#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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The ‘Work From Anywhere’ Solution

Posted by Cliff Locks On May 25, 2022 at 10:30 am / In: Uncategorized

The ‘Work From Anywhere’ Solution

Airbnb is letting nearly every employee work remotely, a move that other “asset-light” firms facing talent shortages may need to consider. Carefully.

Workers have made their feelings known about working in the office full-time. They’ve filled only about 40% of offices in major US cities, and surveys indicate that about two thirds would look for new jobs if they’re required to return. A big-name outfit has now turned to what it hopes will be the ultimate recruiting tool: the fully remote workplace.

In a move that’s turning a lot of heads, Airbnb formally made coming into the office optional for all 6,000 of its workers. They are, the firm said, free to work from virtually anywhere in the world. Smaller firms have embraced remote work, but few $6 billion companies have done this so openly and thoroughly. The firm’s CEO, Brian Chesky, said he hopes the policy will draw new recruits. “I think this will become the predominant way that we all work ten years from now. This is where the world is going,” he told employees recently.

But can it work? Such a move isn’t possible for asset-based firms, such as large manufacturers or service-sector outfits with heavy brick-and-mortar operations requiring on-site staffs. And it’s a far cry from what corporate leaders envisioned just a few years ago. Tech companies and others spent billions to build corporate campuses offering free food, dry-cleaning services, and other amenities, says Barbara Rosen, a senior client partner and global accounts lead for Korn Ferry’s Technology Market practice. Now many of those firms are trying to determine whether everyone should return to those offices, work remotely, or do some combination of the two.

For his part, John Kuper, who leads the North American Technology practice for Korn Ferry Professional Search, sees the advantages the move gives Airbnb and other “asset-light” firms that don’t need on-site staffing. “On the surface, working from anywhere looks like a big talent attractor,” he says. Given the crippling talent shortage many firms are facing—with a record number of job openings—that’s no small advantage.

But HR pros say that going all-remote might impact a firm’s talent pool in some unexpected ways. A company will be able to open itself up to a vast number of potential job candidates who live nowhere near its headquarters or facilities. That’s particularly valuable for firms in mostly homogenous areas that are looking to diversify their employment base, says Andrés Tapia, Korn Ferry’s global diversity and inclusion strategist. “The advantages from that perspective can’t be overlooked,” he says.

Meanwhile, there are still many employees who miss the camaraderie of working and brainstorming side by side with colleagues. Innumerable skilled people are eager to get out of their homes and into the office. An all-remote company probably wouldn’t appeal to these workers. “You’re self-selecting candidates,” says Bradford Frank, a senior client partner in Korn Ferry’s Global Technology practice.

Compensation becomes complicated. While Airbnb says it will pay workers by the role, not the location, several other firms have reduced salaries for those living in less expensive regions. Many experts say the issue of equitable pay—when cost of living, taxes, and other issues are taken into account—could create a host of financial obstacles. “What you pay remote people is going to become a big issue which many companies haven’t figured out yet,” says Kuper. “There will be some level resetting on that at some point. And when there is, there will be some friction from employees.”

Kristi Drew, a senior client partner and global account leader for Korn Ferry’s Financial Services practice, believes there is no “one size fits all” answer here. “It will continue to be a company-by-company decision,” she says. Kuper agrees. “I don’t think 100 percent remote or 100 percent in-office will be the answer for the majority of companies,” he says.

Let me introduce you to an exciting new program for CEOs, C-Level Executives, and high-potential employees. This program helps team members to gain self-awareness, clarify goals, achieve their development objectives, unlock their potential, create actionable strategic plans, and thrive in a competitive global world. Please visit and join as a member.

Contributor: Barbara Rosen, John Kuper, Andrés T. Tapia, Bradford Frank, and Kristi Drew and edited by Cliff Locks, Investment Capital Growth, Managing Director, and Executive Coach

Recent Blog Post: Top 10 List to Thrive in 2022

Email me: [email protected], Schedule a call: Cliff Locks, or fill in the below form to start a conversation.

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What Drives Our Most Innovative People To Success

Posted by Cliff Locks On May 18, 2022 at 10:30 am / In: Uncategorized

What Drives Our Most Innovative People To Success

Most people (and companies) are happy with incremental progress.

They are happy with 10% more revenue, or a 10% reduction in costs.

The challenge is that if you’re only aiming for 10%, then 10% is likely all you’ll get.

A 10% objective is anchored in an incremental and scarcity mindset, but the world’s most successful people don’t act based on scarcity. They act based on an Abundance and Exponential Mindset that enables them to pursue 10x (1,000%) growth—a Moonshot.

A Moonshot Mindset lets us set goals that are radically difficult. Billion-person challenges. Products that sound crazy until they suddenly become breakthroughs. Ventures that require a lot of risks, but that pay exponential rewards.

A Moonshot Mindset allows us to ask: What is the 10X version of my product? My company? My industry?

In today’s blog, I’ll discuss how three of the world’s most successful entrepreneurs—Jeff Bezos, Richard Branson, and Elon Musk—each use different strategies to think at scale and deliver 10X impact.

You might call this “Billionaire Wisdom.”

As you read through their strategies, ask yourself: How can you apply these insights and thinking in your business?

Let’s dive in!

HOW THE WORLD’S MOST SUCCESSFUL PEOPLE CREATE A 10X IMPACT

JEFF BEZOS

You probably know that Amazon.com started out as an online bookstore. By 1997, Bezos’ bookshop was doing $148 million in annual revenue. To most people, that probably sounds like a lot.

Not to Bezos. His goal? To make Amazon “the point of reference for anyone who had anything to sell online,” as Time Magazine pointed out in 1999 when they named him Person of the Year.

Fast forward to 2022, and Bezos’s bookshop has turned into The Everything Store. In 2021, Amazon pulled in $469.82 billion in revenue.
Bezos isn’t interested in small shifts or polite progress. He wants to effect change on a massive scale, with 3 primary drivers behind this revolution: long-term thinking, customer-centrism, and experimentation.

Long-term thinking:

Bezos has never been interested in quick profits or short-term rewards. From the start, Amazon has been playing the long game.

In his now-famous 1997 letter to his shareholders, Bezos put it this way:

“We believe that a fundamental measure of our success will be the shareholder value we create over the long term. . . . Because of our emphasis on the long term, we may make decisions and weigh tradeoffs differently than some companies.”

Customer-centrism:

We can find Bezos’ focus on the customer encapsulated in one of the bullet points from that same 1997 letter to shareholders, “we will continue to focus relentlessly on our customers,” and then reinforced at the letter’s close:

“From the beginning, our focus has been on offering our customers compelling value. We realized that the Web was, and still is, the World Wide Wait. Therefore, we set out to offer customers something they simply could not get any other way and began serving them with books. We brought them much more selection than was possible in a physical store, and presented it in a useful, easy-to-search, and easy-to-browse format in a store open 365 days a year, 24 hours a day…”

Experimentation

As I’ve mentioned countless times, the only constant change and the rate of change is increasing.

Ultimately, standing still equals death, and the only way to succeed is to be constantly experimenting and innovating (think of it as Darwinian evolution in hyper-speed).

Bezos famously said: “Our success at Amazon is a function of how many experiments we do per year, per month, per week, per day…”

RICHARD BRANSON

Branson is one of the most successful entrepreneurs in the world.

Three of his core success strategies are: being passionate and committed to fun, experimentation, and risk mitigation.

Let’s take a closer look at each one.

Being passionate and committed to fun

Branson is a fun junkie. He has set world records in balloons. He has set world records in speedboats. He has set world records in outlandishness.

But what’s often lost in this discussion is that fun-junkie-dom has been critical to Branson’s success.

Fun matters more because Branson employs it as a strategy for thinking at scale—both as a fuel (i.e., a way of harnessing his passion) and as a first principle, assuming that if something is fun for him—like an airline that makes you say “Wow!”—then it’ll also be fun for everyone else.

Experimentation

To make sure he’s right (and also because it’s fun), Branson always conducts an experiment.

Branson’s fiery devotion to fun translates directly to his dedicated clientele and fervent fans. Similar to Bezos, it’s become a business strategy based on experimental customer-centrism.

This methodology has allowed Branson to scale. By putting his customers’ needs first, Branson can triangulate vast distances, find industries that are stuck or broken, and apply his brand and experimentalism to take his shot.

But he also runs his empire like a competitive ecosystem—letting some companies live, letting others die, and always, ceaselessly, experimenting.

Risk mitigation

As Branson says:

“Superficially, I think it looks like entrepreneurs have a high tolerance for risk. But, having said that, one of the most important phrases in my life is ‘protect the downside.’ It should be one of the most important phrases in any businessperson’s life.” 

Virgin Galactic is a fantastic example.

In October 2004, when Burt Rutan demonstrated the success of the three-passenger SpaceShipOne vehicle, winning the $10M Ansari XPRIZE, Branson and his team came in with a multi-hundred-million-dollar commitment to scale that design up to an eight-passenger vehicle able to make multiple flights per day and carry thousands into space per year.

But, as is Branson’s style, in 2009, he was brilliantly able to offset that risk by bringing in Aabar, the Mideast investment fund, to purchase 32% of Virgin Galactic for $280 million. Then, two years later, Aabar increased their stake by 6%, committing an additional $110 million to fund small satellite launch capability.

So, sure, Branson bet a huge amount on Virgin Galactic, but he then protected that investment and brought in an extra $390 million in working capital to ensure its success.

ELON MUSK

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.

One of the many key strategies behind his success has been starting with first principles.

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.

It works so well because it gives you, as an entrepreneur, a proven strategy for editing out complexity and sidestepping the tide of popular opinion.

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’s Elon describing first principles thinking in an interview with Kevin Rose:

“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.”

FINAL THOUGHTS

The 10% mindset looks at the world’s problems, considers them unsolvable, and grabs a handful of provisions to get through the year.

But when you have a Moonshot Mindset and aim to create 10X impact, you see the biggest challenges as the biggest business opportunities.

So, ask yourself: What’s my Moonshot? How can I create a 10X impact? What steps am I going to take today to start making my Moonshot a reality?

Let me introduce you to an exciting new program for CEOs, C-Level Executives, and high-potential employees. This program helps team members to gain self-awareness, clarify goals, achieve their development objectives, unlock their potential, create actionable strategic plans, and thrive in a competitive global world. Please visit and join as a member.

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: What Exactly is the Future of Longevity and why are Billionaires Like Jeff Bezos are Investing in Age-Reversal

Email me: [email protected], Schedule a call: Cliff Locks, or fill in the below form to start a conversation.

#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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Effective Leadership Starts by Walking in Another Person’s Shoes

Posted by Cliff Locks On May 11, 2022 at 10:25 am / In: Uncategorized

Effective Leadership Starts by Walking in Another Person’s Shoes

“Yes, sure—unfortunately can’t tonight. Several missile attacks on Kyiv near my apartment. I am in the bomb shelter. Air sirens still on.”

Those were the words Gary heard two days ago from the head of our Ukraine office after reaching out for a call, just to connect with him. It made my heart stop—and put things in perspective. Here was a colleague, still eager to have a conversation, even amid unthinkable circumstances.

“Today marks one full month of home-based lockdown in Shanghai for me and most of our Shanghai-based colleagues, though some have already been in lockdown for one-and-a-half months…”

This chilling reality was shared by Gary regarding a colleague in China.

“We have stayed at home for 28 days … not allowed to walk outside.”

Another senior colleague in Shanghai described the soul-crushing isolation.

“The food supply and everything was almost in crisis at the beginning … I hope we are at the end of the tunnel, seeing the light finally.”

Another leader in Shanghai offered a reminder for all of us—even in the darkest times, there is always light. But if you don’t look for it, you won’t find it.

Just like the experiences of so many across the globe, these sentiments embody the front lines of some of humanity’s heartbreaks today.

In the world, these days, so many paradoxes abound. War vs. peace. Lockdowns vs. liberation. Isolation vs. connection. Gray days vs. blue skies. Despair vs. hope. Egocentric vs. empathetic. Self-interest vs. shared interest.

One thing, though, bridges these gaps: the heart-to-heart connections forged in compassion. But even with that empathy, we can only strive to walk in their shoes.

Our best hope is to leave behind our myopia—the lens that often can point mostly to ourselves. Only then can we broaden our perspective and elevate our horizons to truly appreciate and understand the problems and challenges that disrupt, impact, and imperil the lives of others.

With greater awareness, our empathy transcends from words alone to genuine feeling—and then to actions that truly uplift others.

The journey starts with Accountability. What we wish to see in the world begins with each of us. In other words, we must first be accountable to ourselves for our own behaviors. After all, when we desire peace, we act with peace. When we value truth, we uphold it. When we feel compassion, we show it.

The bridge to possibility is Belief. When we believe we can make a difference—that change is possible—then our actions will follow. This is what leadership is all about: inspiring others to believe and enabling that belief to become tomorrow’s reality.

The destination is our greater Capability. This is a broad brush: listening, caring, connecting, inspiring, expanding, exploring, and learning. Now, everything we do is grounded in the human experiences of empathy, authenticity, and connection.

Embodying these ABCs of leadership is not dependent on any title or position—it’s for everyone. In fact, the person who will forever stand for these values is someone I knew many years ago—my friend, Brett. Throughout his life, Brett was a man of modest means. But when it came to the amazing reach of his inspiring good works, he was the richest of all.

I can remember as if it were yesterday when I attended Brett’s funeral. When it came time for him to be eulogized, people held back at first—waiting for someone else to go up to the podium to speak. Then came the first story—and then another.

Each recollection … helping others, caring for others … elevated into a crescendo, taking us through an entire emotional spectrum from grief to gratitude, consolation to elation. At that moment, each in our own way, we were inspired and transformed.

We may not be able to change the circumstances of people’s lives—especially those who are half a world away. But there is that something we can do—I see you. I hear you. You matter. I care. Indeed, that’s when we start walking in their shoes.

And so we end where we began, with the words from the head of our Ukraine office: “I can tell you, optimism and the ability to generate hope are the most critical to surviving. And compassion—be kind to yourself and other people. That’s how we support others every day to overcome uncertainty and fear.”

Let me introduce you to an exciting new program for CEOs, C-Level Executives, and high-potential employees. This program helps team members to gain self-awareness, clarify goals, achieve their development objectives, unlock their potential, create actionable strategic plans, and thrive in a competitive global world. Please visit and join as a member.

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

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

Recent Blog Post: What it takes to thrive in a more complicated global world – A Five-Step-Plan 7

Email me: [email protected], Schedule a call: Cliff Locks, or fill in the below form to start a conversation.

#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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7 Key Topics Leaders May Be Ignoring

Posted by Cliff Locks On May 4, 2022 at 10:30 am / In: Uncategorized

7 Key Topics Leaders May Be Ignoring

While it’s natural to fixate on inflation and a war, experts say leaders can’t drop the ball on key issues. A special report on the most critical leadership topics and challenges.

Two subjects currently dominate the headlines: inflation and war. It’s not hard to see why. Whether you’re a company in search of raw materials or a consumer seeking to buy a finished product, prices are rising at their fastest pace in forty years. At the same time, the death and destruction in Eastern Europe means that leaders must create plans to keep employees safe as well as consider both short- and long-term plans for operations in the region.

But experts worry that these issues may be overshadowing some other very important concerns that leaders must address. These include a pandemic that hasn’t let up in parts of the world, chronic employee shortages, and worker- and leadership-development programs that have been sidelined. “With so many big incoming issues and adversity, it is easy to forget the new leadership needed for this new, relentless, ever-morphing world,” says Kevin Cashman, Korn Ferry’s global leader of CEO and executive development.

Companies have had little choice but to postpone dealing with some issues, such as succession planning, leadership development, or even product development. “My sense is that companies and leaders are hitting pause while they react to urgent priorities,” says Evelyn Orr, Korn Ferry’s head of CEO and executive assessment for North America. But Korn Ferry experts see seven ongoing issues that need to stay on leadership’s radar:

Leadership topics that should not be put on hold

COVID: Remember Me?

Cases have been falling in the United States, vaccines are making their way around the world, and a new pill is going into production that could mitigate the severity of COVID-19 and its variants. However, the virus’ latest iteration, BA.2, is spreading rapidly throughout Asia and Europe, and public-health experts believe it’s only a matter of time before it surges in the United States as well.

If the spread continues, experts worry that some firms may not be focused on its repercussions for their operations. That’s partly because many employees and leaders have grown tired of the lockdowns and other precautions of the past two years. Still, the new variant is estimated to be 30 to 50 percent more contagious than Omicron, which itself was far more contagious than the original virus. Experts say keeping employees informed about the virus—and taking firm steps—is mandatory. “Companies have an obligation to communicate,” says Ron Porter, senior client partner in Korn Ferry’s Global Human Resources Center of Expertise.

Workers still have the power.

The unemployment rate nationwide is 4.4%, close to generational lows, but in numerous regions of the country, it’s 3.5 percent or lower. At the same time, the Great Resignation is by no means over. There were 4.2 million voluntary quits in January, slightly fewer than in December 2021, but still 28% more than in January 2021.

Experts say the scramble for talent should be making leaders rethink nearly everything around the positions they offer: pay, hours, responsibilities, and locations. “Managers and leaders need to make sure that they are working hard to provide meaningful work for people, focus on advancement and training, and let people know that they are appreciated,” says Bill Sebra, a global operating executive for Korn Ferry’s Recruitment Placement Outsourcing (RPO) and Professional Search business. Don’t expect a recession to bring things back to pre-pandemic norms, either. “It feels like a fundamental shift, not a temporary market condition,” says Juliana Barela, vice president, and general manager of Korn Ferry’s RPO and solutions business in North America.

Back-to-the-office is still stumbling.

Leaders really want their people back in the workplace, and many of them are setting hard deadlines for employees to return to full-time in-office work weeks. But the numbers suggest this has become something of a standoff. After a surge in January and February, the number of workers returning the office has leveled off at about 40 percent, according to Kastle Systems, which monitors the number of people who swipe into office buildings in ten major cities across the US.

The problem, experts say, is that many firms haven’t made a real effort to ease the transition. Some employees aren’t comfortable returning to the office, others have moved farther away, and still, others have found they’re considerably more productive working remotely and don’t want to come back. “Being too firm and too definitive likely will not behoove leaders,” says Elise Freedman, a Korn Ferry senior client partner and leader of the firm’s Workforce Transformation practice. In the end, workers who feel they’re being pushed to return to pre-pandemic office life may just quit. “Our research shows employees will vote with their feet,” Freedman says.

There’s a human impact of digital transformation.

“Remember the intensity and focus we had on digital pre-COVID?” says Dennis Baltzley, Korn Ferry’s global head of leadership development solutions. “It hasn’t gone away.” During the pandemic, organizations spent billions on technology to help make supply chains more resilient and sales channels more efficient, along with other improvement efforts. What firms often overlooked, however, is how the latest technologies could rapidly change not only how employees interact with one another, but also how managers should lead them. “This all means less reliance on structural solutions and planning, and much more of a focus on building trust and bridging the disruption for our workforces,” Baltzley says.

Some of these technologies—which include both digital tools, such as the metaverse, and newer forms of social communication, such as TikTok—could unleash new approaches to training, development, and building camaraderie, but very few people are talking about them, says Andrés Tapia, Korn Ferry’s global strategist for diversity, equity, and inclusion. And that omission is critical, given that technology will make some workers’ jobs obsolete even as it also allows other high-potential employees to excel. “Are you wrapping your arms around your top talent? Do you even know who your high performers are?” says Andy De Marco, Korn Ferry’s vice president of human resources for the Americas.

Cyberattacks: the mode of combat that could impact everyone, everywhere.

Just because there hasn’t been a successful major cyberattack outside Eastern Europe since fighting began doesn’t mean it won’t happen. This week, President Joe Biden warned of potential cyberattacks against US institutions and companies in retaliation for economic penalties imposed on Russia. “I think this is unfortunately a reminder of just how uncertain the global environment is,” says Lieutenant General (ret) William C. Mayville, Jr, a senior adviser to Korn Ferry’s Cybersecurity practice and a former vice commander of US Cyber Command.

Awareness of the problem isn’t enough, Mayville says. Executives should sit down with their security leaders and review action plans. They should test backup power generators and other systems that their organization will need in the event of an attack. It’s also a good idea to give employees at all levels a refresher on how to reduce the chances of a successful attack, Mayville says. “Many of us undergo regular cyber training. Why not do it twice?”

We are nowhere near done on diversity.

Many organizations are still looking for ways to become more diverse and inclusive, says Tapia. Now is not the time to let up on these ongoing efforts. Some experts worry that back-to-the-office efforts, along with the raises and promotions are thrown around during the Great Resignation, may unintentionally create gaps in pay and development.

As companies seek to bring people back to the workplace—and try to develop ways to attract and retain employees generally—they need to be mindful of how these efforts could affect a firm’s demographic makeup. “Leaders have to make sure their diversity and inclusion effort is not just a moment. It is forever,” says Divina Gamble, Korn Ferry’s sector co-leader for the firm’s Nonprofit Philanthropy and Social Enterprise practice.

Be ready for another crisis.

The war in Eastern Europe may end soon, and the pandemic may eventually fade, but something else likely will replace them—maybe a hurricane that levels a factory, or another war, or climate change. No one knows, but leaders have to expect and plan for challenges above and beyond ordinary competitive forces.

Crisis management is increasingly becoming a mission-critical skill that boards and CEOs are looking for, says Stu Crandell, global leader for Korn Ferry’s CEO and Executive Assessment practice. The best CEOs are not being reactive, Baltzley says. “They’re trying to create sustainable strategies to prepare for and address new crises, and building resilient and agile organizations that can weather them.”

Let me introduce you to an exciting new program for CEOs, C-Level Executives, and high-potential employees. This program helps team members to gain self-awareness, clarify goals, achieve their development objectives, unlock their potential, create actionable strategic plans, and thrive in a competitive global world. Please visit and join as a member. 

Contributors: Kevin Cashman, Global Leader, CEO & Executive Development, Kevin Cashman, Global Leader, CEO & Executive Development, Kevin Cashman, Global Leader, CEO & Executive Development, Ronald Porter, Senior Client Partner, Global Human Resources Center of Excellence, Ronald Porter, Senior Client Partner, Global Human Resources Center of Excellence, Juliana Barela, Vice President & General Manager, RPO, North America, Elise Freedman, Senior Client Partner, Workforce Transformation Practice Leader, Dennis R. Baltzley, Ph.D., Global Solution Leader, Leadership Development, Andrés Tapia, Senior Client Partner, ESG and DE&I Strategist, Andy De Marco, Vice President, Human Resources, Americas, Divina Gamble, Office Managing Partner, Washington DC, Senior Client Partner, Co-Leader of Nonprofit Practice, Stuart S. Crandell, Senior Client Partner at Korn Ferry, and edited by Cliff Locks, Investment Capital Growth, Managing Director, and Executive Coach.

Recent Blog Post: 7 leadership development activities for Executives and CEOs to become better leaders

Email me: [email protected], Schedule a call: Cliff Locks, or fill in the below form to start a conversation.

#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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What Exactly is the Future of Longevity and why are Billionaires Like Jeff Bezos are Investing in Age-Reversal

Posted by Cliff Locks On April 20, 2022 at 10:30 am / In: Uncategorized

What Exactly is the Future of Longevity and why are Billionaires Like Jeff Bezos are Investing in Age-Reversal

The world’s billionaires are pouring money into age-reversal investments.

Last September, it came out that Jeff Bezos had invested in Altos Labs, a company pursuing biological reprogramming technology. “Reprogramming” is the scientific term for turning old cells young again. It was discovered in 2012 by Japanese scientist Shinya Yamanaka, who called it a potential “elixir of life.” The Nobel Prize in Medicine committee seemed to agree.

Bezos—and Altos—aren’t the only ones.

There’s Google-backed Calico Labs, also focused on longevity via reprogramming. And Lineage Cell Therapeutics, backed by BlackRock, Raffles Capital Management, Wells Fargo, and others.

Coinbase Co-founder and CEO Brian Armstrong recently invested in a company working to radically extend human healthspan using epigenetic reprogramming therapies. Altogether, the anti-aging industry is expected to grow to $64.04 billion by 2026, a 45% increase from its 2020 value ($44 billion).

So, why are billionaires like Jeff Bezos investing in age-reversal or “anti-aging” tech?

Because they have a Longevity Mindset.

WHAT EXACTLY IS A LONGEVITY MINDSET?

One way to understand the Longevity Mindset is by looking at its opposite.

Most people take the aging process for granted. If they’re disciplined, healthy, and lucky, they’ll get 20 or so years of youth, start declining in their 40s, and died sometime between 60 and 80.

They accept that life expectancy is 81.2 years for females and 76.4 years for males—nothing they can do, just take the lemons and make lemonade.

And who can blame them? Nearly every human institution—governments, the insurance industry, medicine, religion—is organized around this mindset.

The anti-Longevity Mindset is: mortality is inevitable, youth is fleeting.

So, the Longevity Mindset is: mortality is avoidable, youth is extendable.

If that sounds shocking to you, you’re not the only one. For years, scientists supporting a Longevity Mindset were shunned, and as a result, tabled longevity studies for fear of losing grant funding.

But medicine has evolved.

We’ve entered a period of exponential medicine: Innovations like genome sequencing, RNA transcriptomics, Wnt pathway modifiers, vaccines, CRISPR, liquid biopsies, CAR-T cells, Gene Therapy, exosomes, and stem cells are just a sampling of the technologies that the world’s billionaires are fast-tracking.

Free from the narrow paradigm of academies, these scientists earn as much as 5-10 times a top professor’s salary by working for Altos and others.

Ultimately, aging is a disease—a disease that many of the most powerful people on the planet believe can be slowed, stopped, even reversed.

That’s the spirit of the Longevity Mindset.

HOW TO DEVELOP YOUR OWN LONGEVITY MINDSET

Examine and assess the seven basic areas of life that everyone, whether you live on the margins or in a mansion, must negotiate.

  1. Beliefs. At one end of the spectrum are people who see 75 years old as the end. And at the other end are people who see aging as a disease, and who actively track breakthroughs in biotech that have the potential to slow or even reverse aging. Which are you?
  2. Media Diet. The films, books, articles you consume have a deep, direct impact on how you think. Does your media diet reinforce the anti-longevity mindset?
  3. Community. The people we spend time with also shape our mindset. Do you spend time with people who constantly worry about death? Or do you hang with a younger, more vital crowd who surround you with optimism and a youthful vision of the future?
  4. Sleep Habits. We physiologically need eight hours of sleep per night. Do you burn the candle at both ends? Or do you prioritize this most valuable resource, using the best techniques to help you?
  5. Your Diet. You very literally are what you eat. The nutrients (or non-nutrient) you consume become your body, your mind, your spirit. Do you overindulge in good-tasting (sugar-rich) but destructive foods? Or do you craft a sensible diet and practice intermittent fasting to maximize your energy and longevity?
  6. Exercise Habits. Exercise—especially that which increases muscle mass—is crucial to longevity. Do you exercise a minimum of three times a week—perhaps taking peptides to maximize growth hormones and increase muscle mass?
  7. Mindset. Do you cultivate your Longevity Mindset? Do you see your future as bigger than your past?

Laying the foundation of a Longevity Mindset doesn’t take any capital investment. Everyone has beliefs, a media diet, a community. Everyone must sleep, eat, and move around.

In the background, billionaires like Bezos are accelerating the industry, working to bring cutting-edge longevity tech to all of humanity.

When they do, will you be ready?

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: Top 10 List to Thrive in 2022

Email me: [email protected], Schedule a call: Cliff Locks, or fill in the below form to start a conversation.

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What it takes to thrive in a more complicated global world – A Five-Step-Plan

Posted by Cliff Locks On April 13, 2022 at 10:25 am / In: Uncategorized

What it takes to thrive in a more complicated global world – A Five-Step-Plan

For each of the 5 steps below, Peter Diamandis, Founder, X Prize Foundation shares the exact actions he took when pursuing my XPRIZE Moonshot.

You’ll find that to compete globally in the next five years and thrive you’ll want to consider including Moonshot thinking. This exercise is as actionable as possible for you.

STEP 1: IDENTIFY YOUR MOONSHOT AND TARGET

What exactly is your Moonshot? Once you’ve identified it, write a clear description of your 5-Year Target for that Moonshot.

Now in detail, answer this question: What will you have accomplished 5 years from now towards that Moonshot goal?

You want to use specific numbers and dates: What will you accomplish by when?

This will make it clear to YOU and others whether you have achieved your goal.

Peter’s Version of Step 1 for the Spaceflight XPRIZE:

I will raise a $10M prize purse. The purse will be offered to the first team to carry 3 people to 100 kilometers altitude in a privately financed rocket, and to do it again within 2 weeks, using the same vehicle. I will have at least 20 serious competitors in the competition.

Note: I typically use a 5-year horizon because it is close enough, but not too close. If you prefer to do this exercise with a 10-year horizon, you’re welcome to do that.

STEP 2: SPECIFY YOUR OBJECTIVE FOR YEAR 1

What concrete, measurable targets do you need to hit by the end of your first year of work to give you confidence that your Moonshot is on track?

Think: “If I achieve ‘X’ in one year’s time, I will have increased confidence that I could achieve my full Moonshot in 5 years.”

Peter’s Version of Step 2 for XPRIZE:

  • Incorporate a non-profit to run the competition
  • Get the support of the top leaders in space (NASA, FAA, astronauts)
  • Raise $500,000 in operating capital

STEP 3: YOUR 30-DAY PLAN

What can you do in the next 30 days to test and “de-risk” both your 1-Year and 5-Year objectives?

Be as specific as possible!

Peter’s Version of Step 3 for XPRIZE:

  • Talk to 3 experts and get their insights
  • Present the idea at a space conference and get feedback

STEP 4: HOW ACHIEVABLE IS YOUR MOONSHOT?

What evidence can you provide to your team (and friends) to help them believe that your Moonshot is real and achievable?

Again, you want to be very specific. Give them reasons to believe. You can use first principles thinking or historical analogs to help.

My Version of Step 4 for XPRIZE:

There is a rich history of Aviation prizes that accomplished the equivalent. Research them and gather the comparative metrics.

STEP 5: WHAT CAN YOU DO RIGHT NOW?

What is one action that you can take right now to make immediate progress?

This should be something you can do in the next hour.

Peter’s Version of Step 5 for XPRIZE:

Peter called his friends Gregg Maryniak and Byron Lichtenberg, shared the idea with them, and asked for their feedback.

So, that’s the framework for your Five-Year, Five-Step Moonshot Planner!

If you’re serious about engaging in a Moonshot, PLEASE take the time to complete these 5 steps.

AND take your first action right now to initiate this journey: send an email, a text or make a call with someone to discuss your idea. Set up a meeting or do some research!

Does this framework help you clarify the next steps toward your Moonshot? What will you accomplish?

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

Email me: [email protected], Schedule a call: Cliff Locks, or fill in the below form to start a conversation.

#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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Three Surprising Costs Are Busting Corporate Budgets

Posted by Cliff Locks On April 6, 2022 at 10:25 am / In: Uncategorized

Three Surprising Costs Are Busting Corporate Budgets

It’s not the skyrocketing price of oil or other headline grabbers that are causing the sharpest budgetary pains at most firms.

Has your company tried to buy aluminum lately? Its price is already up 16% this year, only seven weeks into 2022. For those doing the math, that’s a rise of one-third of a percentage point every day. And that’s on top of a 42% price increase last year. As for aluminum costs over the next five to 10 years, just imagine an arrow shooting straight up. .

Enormous cost increases are on view throughout the economy. The producer price index for final demand is up nearly 10% from a year ago. The looming problem is straightforward: “Companies are not prepared for these huge jumps,” says Melissa Hadhazy, an advisory leader in Korn Ferry’s Industrial practice. Corporate budget crunchers are caught off guard.

To be sure, some companies have adequately budgeted for labor and materials price rises—or are so profitable that such cost jumps are survivable. But most are facing a more precarious budgetary scenario.

The unpredictability is best explained by thinking about a common electronic device, such as a printer. Base components for printers are in short supply, and this snarls supply chains. That, predictably, increases the cost of new printers.

But the impact of those shortages also trickles down to the aftermarket and the used-printer market. Perhaps two years ago, a used printer would have ended up on a store shelf for $25. But now people worldwide are taking apart the printers and selling the parts for $45. This raises the cost of both used printers and new printers. This phenomenon, which is being repeated with numerous products across the entire corporate and consumer marketplaces, can become unsustainable and unpredictable. “It’s a complicated equation,” says Hadhazy. “Recycled paper and used cars—they’re all more valuable than ever, which is crazy, right?”

Three types of expenses are unexpectedly skyrocketing the cost of all those printers, cars, and paper reams—and one may be devastating. Many of the unexpected cost jumps originate online. The pandemic accelerated digitalization across corporate and consumer platforms. In turn, corporate demand soared for engineers, coders, and metaverse builders. But the additional trained labor force needed to meet that demand did not appear. “The shortage of talent across the board is just breathtaking,” says Cheryl D’Cruz-Young, a senior client partner in Korn Ferry’s Supply Chain practice. “It’s such a shallow talent pool.” In turn, prices have climbed for e-commerce, web hosting, data storage, and media production.

Another cost rise, says D’Cruz-Young, involves cybersecurity and compliance costs. Online fraud is up, so both cybersecurity costs and insurance costs are up too. At the same time, businesses are required to meet privacy and data standards online: the common acronyms often heard are PCI (Payment Card Industry) and GDPR (General Data Protection Regulation) compliance. European standards are more stringent—and therefore costly. In EU nations, individual customers can request that companies erase their personal data, a task that staffers must carry out. “It’s a nightmare, but you have to comply, and all of it costs money,” says D’Cruz-Young.

But this all pales alongside the true price disaster slowly unfurling in supplier contracts. Most suppliers work under 5-to-10 year contracts, says Hadhazy, a system that exists largely to provide price stability from year to year. “The contracts are up for renewal, and they’re coming in at twice the previous price,” she says. Budgets, experts say, had best hold on to their seatbelts—if they’re not on backorder.

Contributor: Melissa Hadhazy, Senior Client Partner and Cheryl D’Cruz-Young, Senior Client Partner, ESG and CPO Center of Expertise at Korn Ferry and edited by Cliff Locks, Investment Capital Growth, Managing Director, and Executive Coach

Email me: [email protected], Schedule a call: Cliff Locks or fill in the below form to start a conversation.

#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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The Great Resignation’s and How To Fix It In Your Organization

Posted by Cliff Locks On March 30, 2022 at 10:20 am / In: Uncategorized

The Great Resignation’s and How To Fix It In Your Organization

Money can’t buy loyalty. It just rents it for a while. If employers believe that higher wages alone can stop the Great Resignation as people quit their jobs at the highest rates on record, they’re probably in for a disappointment.

As bosses look for answers, culture is at the forefront—and the stakes are higher these days for almost every company on the planet. We’ve witnessed seismic shifts across the workscape, the likes of which haven’t been seen since the Industrial Revolution. We’ve gone from subways and freeways to home office bedrooms and kitchen table desks. Liberating, but also isolating.

Culture can be the missing link. Unfortunately, it can also be a bit of a conundrum.

Ask six people to define culture and you’ll probably get 12 different answers. Some say it’s mission and values. For others, it’s Ping-Pong tables and work attire. However, culture really boils down to just one definition: It’s how things get done.

Culture will vary, company to company, industry to industry. It’s never one-size-fits-all. Culture needs to be lived, breathed, and experienced every day.

Companies have a culture quandary.

Having the right culture, at the right time, and with the right people can elude many companies. Often, it’s more art than science. In a survey our firm conducted, nearly three-quarters of executives described culture as being extremely important to organizational performance. Yet, only a third said that their culture was fully aligned with their business strategy!

We need to ask ourselves: How do we continue to empower people? How do we interact with and help each other? What should collaboration look like? How will the best ideas emerge? Do we need to be in physical proximity so that the happenstance of meeting in the hallway or getting coffee can spark insightful conversations? Or can we replicate that in other ways?

Lead by example.

The leader plays a disproportionately large role: Culture starts at the top, where it is created and shaped. Given all we’ve been through over the past few years, leading is all about “grace”—that inner voice that constantly whispers, “It’s not about you.”

When leaders make others’ success their priority, they help define and differentiate the culture. That’s why our Korn Ferry Institute describes leaders as having two core roles today. First, they are the culture champions: the role models who embody the mindset, beliefs, and desired behaviors. Second, they are the culture architects who make sure that the right structures are in place to support those desired behaviors. Leading by word and by example can ensure that a healthy, inclusive culture takes root and grows.

The culture fit factor

We all know the questions people ask as they weigh whether to stay in their current jobs or pursue new opportunities: “What is it like to work there? What’s the culture like? What are the people like?”

What they’re really asking (in many different ways) is simply: “How will I fit in?”

We’re all vulnerable, we all have insecurities. We want to be loved, to belong, and to be part of something bigger than ourselves. It’s the culture that opens the door and reassures people, “You matter, you make a difference, you belong here.”

There are unwritten rules.

Policies and procedures certainly have their place as an important way for guiding people to come together as a society, a community, or an organization. But these structures alone do not adequately describe culture. For that, we must look to the unwritten rules—and every organization has them.

It’s “code” for how things really get done. For example, there’s the entrepreneurial culture where it’s all about performance, and the norm is to “ask forgiveness, not permission.” Other places are far more hierarchical. But within every company, there are informal networks and unwritten rules that will never be found in any employee handbook.

Culture should be on the walls and in the halls and, most importantly, in the hearts and minds of every employee. Elusive to define, powerful when deeply felt, it is best experienced together. Indeed, it may be the difference between people staying or going.

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

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

Email me: [email protected], Schedule a call: Cliff Locks or fill in the below form to start a conversation.

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Why digital transformation is a matter of survival

Posted by Cliff Locks On March 23, 2022 at 10:15 am / In: Uncategorized

Why digital transformation is a matter of survival

As new competitive realities emerged during the pandemic, many companies embraced digital transformation. Most adopted tools such as Teams, digital payments, and marketing automation to improve productivity.

However, digital transformation can’t be viewed in an incremental, linear fashion. Siebel founder Thomas Siebel refers to digital transformation — the confluence of cloud computing, big data, artificial intelligence, and the internet of things (IoT) — as a “mass extinction event.”

Entire industries and businesses will either adopt these technologies or be eliminated.

By reaching critical mass, the interconnectivity of billions of devices will drive the value created through big data and advanced analytics.

The bridge we must cross is from levering technology to improve service or reduce cost, to utilizing digital transformation to redefine our core product in a way that creates new demand and drives enterprise value.

Consider the case of an orange farmer. His core product has been found in nature for thousands of years and is a commodity.

What if the seeds he uses to grow oranges could be selected for ultimate flavor and yield by AI, planted and picked by autonomous vehicles, harvested at the ideal time based on moisture, heat, sunlight detected by IoT sensors, and sold at the highest market price based on advanced analytics?

While the product may be ostensibly the same, the grower would be far more competitive and profitable and would deliver a superior product using tools that are already commercially available today.

We must leverage these tools now, or face the consequences. Here are 4 ways digital transformation is taking form:

1. Cloud computing is a shared pool of configurable hardware. i

In recent years, cloud solutions have become more “virtualized,” enabling greater hardware efficiency.

As a result, leading providers such as Amazon Web Services (AWS) have been successful in compartmentalizing their solutions in the form of hybrid clouds (a combination of on-premise infrastructure and public cloud), which offer greater security, agility, and speed.

Cloud computing costs have dropped over 60% in the last two years. While cloud computing is the host of digital transformation, our understanding of it is only scratching the surface.

Metcalfe’s Law dictates that the power of any network is the square of the devices sitting upon it. That is, as IoT devices and networks are combined with other networks, they become infinitely more powerful.

For example, the integration of CRM and ERP systems makes each of them much more valuable.

When Facebook started at Harvard, its value was contained, but when it spread to other schools (network effects), its power was unleashed.

2. Artificial intelligence is the simulation of human intelligence processes by machines. ii

Artificial intelligence (AI) will either amplify America’s standing as an economic superpower, or it will allow China to propel ahead of us.

As pseudo-government-controlled companies operate there, Chinese companies could gain a foothold on AI technologies. Siebel points to the following commercial use cases of AI:

  • Financial services: Fraud detection, credit analysis, and scoring, loan application review and processing
  • Healthcare and medicine: Medical image diagnosis, automated drug discovery, disease prediction, genome-specific medical protocols, preventative medicine
  • Manufacturing: 3D customization, inventory optimization, predictive maintenance, quality assurance
  • Oil and gas: Predictive oilfield and well production, well production optimization
  • Public safety: Threat detection
  • Military: Predictive maintenance to improve readiness and streamline operations, logistics optimization, inventory optimization, and recruiting. AI has proven remarkably useful in improving predictive maintenance for the U.S. Air Force and improving aircraft readiness.

Chart Artificial intelligence projected revenue

Source: Tractica Research

Machine learning is a subset of artificial intelligence. Machines learn from examples and experience, which are different from hard-coded rules typically found in AI. Machine learning will predict future results instead of just reporting them.

3. Big data is comprised of complexly structured and unstructured data sets that are rapidly generated and transmitted from a wide variety of sources. iii

Big data represents the intersection of volume, velocity, and variety from both internal and external data sources.

For example, our firm did strategy work with a Vistage member who loaded Walmart scan data and Best Buy movement information into their Microsoft Power BI data visualization solution, which augmented their internal data.

Their system provided real-time analytics that allows them to predict future events and manage their supply chain with greater precision.

This technology is neither expensive nor hard to implement. In our consulting practice, we see a sea change underway, where members are not satisfied with the reporting of static data, they want to convert that data into actionable insights.

4. The Internet of Things (IoT) is the sensoring of the entire value chain through remote access. iv

IoT is being framed by the entry of high-volume, low-cost chips. By 2030, it is estimated there will be a staggering 75 billion IoT devices deployed worldwide.

Chart Growth of IoT Devices

Source: MDPI

IoT will provide the greatest value to industries with high asset costs. 50% of IoT investment is projected to be made in manufacturing, transportation/logistics, and utilities.

Deep learning will provide richer analysis than previously possible. 5G cellular networking will enable a new generation of IoT devices such as smart grids, smart cities and autonomous vehicles.

The combination of these solutions will make us safer, increase accuracy, and save on labor costs and administration.

Where do you start?

Providers should map their entire value chain and look for opportunities to deploy digital transformation strategies. Below are examples of value chain elements that could be deployed for a manufacturing business:

  • Suppliers: Inventory optimization, supply network optimization
  • Manufacturing: Predictive maintenance, quality assurance, 3D manufacturing, safety
  • Customer: Customer service (chatbots), customer insights and analytics, warranty optimization
  • Distributor: Inventory management, price optimization, quote optimization
  • Logistics: Demand planning and forecasting

As noted, our observation is that private companies are acting more like observers of change. Clearly, larger public companies are better equipped to invest in expensive technologies such as AI.

Yet, there are many emerging providers offering software-as-a-service, platforms as a service, infrastructure as a service, and artificial intelligence as a service. Renting software also eliminates the need for costly cap-ex investment.

As digital transformation technologies become more accessible to private companies, it is incumbent upon us to be prepared to take advantage of them.

References

i Digital Transformation by Thomas Siebel
ii TechTarget
iii What is Big Data? How Does it Work? [Built In]
iv Digital Transformation by Thomas Siebel

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

Contributor: Marc Emmer and edited by Cliff Locks, Investment Capital Growth, Managing Director, and Executive Coach

Email me: [email protected], Schedule a call: Cliff Locks or fill in the below form to start a conversation.

#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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7 leadership development activities for Executives and CEOs to become better leaders

Posted by Cliff Locks On March 16, 2022 at 10:30 am / In: Uncategorized

7 leadership development activities for Executives and CEOs to become better leaders

For many Executives and CEOs, leadership development is an ongoing challenge, and not just because they’re short on time. The problem comes from having too many options for leadership development activities, and too few ways to measure the ROI of those methods. How does a leader know whether it’s worth it to take that training program, watch that webinar or read that book?

Adding to this challenge, Executives and CEOs are under increasing pressure to expand their leadership competencies in a fast-changing world. In Deloitte’s Global Human Trends survey, 80% of respondents agreed that 21st-century leadership has “new and unique requirements” important to their organization’s success.

Here, we look at seven leadership development activities Executives and CEOs can use to develop as effective leaders, considering the potential perks and pitfalls of each option.

1. Books

It’s no coincidence that many world-class leaders, such as Warren Buffett and Elon Musk, are also voracious readers. Reading spurs creative thinking, builds vocabulary, sharpens communication skills, and encourages reflection — all qualities that are important for strong leadership.

As a tool for leadership development, books present two main challenges: One, it’s easy to fall into the trap of passively reading about ideas instead of actively applying those ideas. Two, it’s hard for Executives and CEOs to know what to read, considering the sheer number of titles available (Amazon alone has more than 60,000 books on leadership).

Two suggestions: One, consider this list of leadership books recommended by Vistage members and executive coaches. Two read something that has nothing to do with leadership at all. “Absorb yourself in a work of fiction, like The Alchemist from Paolo Coelho” to reduce stress, sharpen your focus and open your mind to new ideas, says Gair Maxwell, a Vistage speaker.

2. Online learning

There’s a lot to love about online learning: It’s convenient — something you can do at any time, on any device, and from any place in the world. It’s customizable — allowing you to learn at your own pace and focus where you want to. It’s effective — often featuring visuals and interactive components that make it easier to retain information. It’s also usually less expensive than in-person courses.

The downside? Online learning doesn’t allow you to have face-to-face interactions or informal conversations with peers, both of which are highly valuable for leader development. You might also find it hard to stay motivated and engaged in leadership training when the material is delivered remotely. Finally, online courses usually aren’t useful for building relationships or expanding your network.

3. Seminars

Whether delivered through a one-day workshop or a week-long business school program, seminars are a great way to take a deep dive into a leadership issue and develop stronger leadership skills. They get you out of your day-to-day routine, give you the time and space to focus, and create opportunities for networking with industry leaders. Most leaders also find it energizing and inspiring to learn directly from experts.

However, seminars fall short if they emphasize content more than context. This is a common problem among leadership development programs, note the authors of the McKinsey Quarterly article, Why leadership development programs fail. “Too many training initiatives … rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate,” the authors write.

4. Webinars

Leadership development webinars offer a convenient way to access expert insights from anywhere in the world. Typically catering to specific audiences with specific challenges, they offer targeted learning in a condensed timeframe. Recorded webinars offer additional convenience for Executives and CEOs who don’t have time to attend a live session or may want to revisit content later.

Webinars present a few drawbacks, however. First, many may limit your ability to ask questions of experts. Second, they can be difficult to engage with if you’re distracted by other tasks, such as answering email. Third, they demand a larger time commitment than, say, skimming a whitepaper.

5. Industry associations

Joining an industry association offers a few advantages: They can help you easily connect with a group of like-minded leaders. Some offer exclusive professional-development opportunities, such as conferences and meetings. The reputable ones can boost your professional credibility or the credibility of your firm. And associations that maintain a membership directory may help you find new clients or new partnerships.

The main downside of industry associations? They can be limiting if they only connect you with people who already run in your professional circle. Most of the time, these memberships won’t help you gain access to diverse perspectives and ideas from outside your sector.

6. Executive coaching

Executive coaches are great for helping Executives and CEOs explore issues from multiple angles, bringing attention to blind spots, and getting to the root of a problem quickly. Great coaches also know how to keep Executives and CEOs motivated, focused, and accountable for their actions.

“Leaders need coaches for the same reason that great athletes need a coach: They provide feedback.

“Tiger Woods needed a coach because he couldn’t see his own backswing. You need a coach to give you feedback on whether what you’re doing is working, and whether it’s the right thing to be doing.”

For all its benefits, however, traditional coaching has a few potential drawbacks. First, some people who claim to coach are not qualified to do so or haven’t delivered results. Second, some coaches focus too much on giving advice and too little on giving actionable steps. Third, short-term coaching sessions (e.g., those lasting one day) don’t usually provide lasting benefits. Fourth, a coach only has one opinion — their own — which can limit your perspective on an issue.

7. Peer advisory groups

As a complement to traditional coaching, peer advisory groups can make a significant difference in a CEO’s leadership development. They’re especially valuable for CEOs who feel “lonely at the top” and need support working through complex challenges or making tough decisions.

The best peer advisory groups are made up of high-potential leaders who come from diverse companies, industries, backgrounds, and areas of expertise. In this setting, group coaching helps leaders gain fresh insight, broaden their perspective, pressure-test their assumptions, and avoid the trap of confirmation bias.

Vistage Chair Ginnie McDevitt has witnessed the power of peers in her own Vistage group. As an example, she remembers how one business owner in her group couldn’t figure out why his company’s sales were slumping until he started talking about it with his Vistage peers. “The group challenged his assumptions,” McDevitt says, “and made him think about his problem completely differently.” Following the advice of his peers, the business owner changed his strategy and turned around his sales in just nine months.

This is not an isolated instance; it’s a typical one. Vistage analyzed the growth data of its member companies and found they grew 2.2x faster than non-member companies.

Which leadership development activities are the best?

The best approach is a comprehensive one, where Executives and CEOs draw upon multiple resources to address their weaknesses and hone their strengths.

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

Contributor:  Vistage Staff, edited by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Email me: [email protected], Schedule a call: Cliff Locks or fill in the below form to start a conversation.

#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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5 tips for leading through inflation

Posted by Cliff Locks On March 9, 2022 at 10:15 am / In: Uncategorized

5 tips for leading through inflation

The pandemic has left scars for some businesses, but overall Vistage members are optimistic. The 2021 Q4 CEO Confidence Index showed that 74% of CEOs are projecting increased revenues for the year ahead.

Despite the positive outlook, there are challenges. And inflation tops the list of concerns. The effects of inflation are not exclusive to manufacturing and the supply chain. According to the Survey, increasing wages accounted for 72% of rising costs.

Savvy CEOs are finding silver linings and creative solutions to drive higher revenues while retaining employees and changing customer relationships. In a recent member roundtable for The CEO Pulse: Inflation Resource Center, three members share their approach to inflation.

1. Never waste a crisis

COVID has given business leaders plenty of reasons to panic. Instead of getting alarmed, Marco Petruzzi, CEO of Dovetail Furniture based in California, looks for opportunities. He focuses on “playing a better game” and better understanding and communicating with the network of independent sales reps who represent the business.

“We are really trying to nail down the communication with them. They’re our face, even if they’re not part of our company,” he said. “We’re thinking long term about how to gain market share by staying on message with our value proposition to our customers.”

Petruzzi uses these three questions to guide his strategy:

  • How do we maintain better relationships than everybody?
  • How do we maintain great customer service?
  • How do we listen to what our customers are saying?

2. Look for low hanging fruit

In Tennessee, Becky Sharpe, CEO of International Scholarship and Tuition Services, looked for “low hanging” fruit. One of the first things she did was to review contracts with top vendors and see opportunities to price freeze, end, or renegotiate.

“We had a lease that ended and with skyrocketing real estate prices, we took advantage of ending that lease,” she said. “So our challenge now is to maintain corporate culture and collaboration while we’re working on a flat-screen.”

3. Be open to possibilities

While prices soared, interest rates were at historic lows. So Brian Burns, founder, partner, and owner of Cutting Edge Countertops in Ohio, saw this as a possibility for controlling expenses.

“Our banker came to us and said, “Hey, interest rates are down. You guys are a good client.” They proactively approached us to reduce our rates on our loans,” Burns said. “I know interest rates are now on the climb again, but that was something we were able to take advantage of. It helps now and really into the future.”

4. Fine-tune your relationships

Letting go of clients can be challenging. But customers who aren’t the right fit drain resources that could create more profitable opportunities. Burns dropped a top 10 account because they couldn’t keep up with changing costs.

“Their process to get price increases approved was so slow and cumbersome that we decided to part ways before we really even got to that point,” he said. “Frankly, business is really, really good in our industry and there was bigger fish to fry.”

Petruzzi’s customers are accustomed to net 30 invoices, but with months-long delays, they began getting upset with paying for furniture not received.

“We have had to be flexible with payment terms, which has been painful to a certain extent,” he said.

5. Reconsider employee wages

Sharpe offered a rather provocative entry point to the wage compensation conversation: Make salaries transparent.

“It makes us nervous, and we don’t like to talk about money, but I think that we have an opportunity here to think about: ‘Are we really paying, especially our lowest-paid employees, a living wage?’” Sharpe said.

For example, where Sharpe operates in Nashville, young professionals in their early to mid-20s cannot afford to live within a 15-, 20- or 30-mile radius without additional support. It’s a much deeper issue than entry-level wages.

Burns said his company had 10% overall wage inflation and nearly all went to hourly employees with almost none to leadership. The team made up of many long-time employees was phenomenal, he said. But Burns acknowledges that wage pressure will happen at the supervisor, management, and executive leadership levels.

“We’re becoming a little more analytical and objective on wages. We’ve contracted with an outside firm to evaluate our wage scale top to bottom,” he said. “They’ll provide us the data so that we can determine what percentile we want to see our new hires and our people with five years, 10 years, and 15 years [of] experience.”

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

Contributor: Vistage Staff and edited by Cliff Locks, Investment Capital Growth, Managing Director, and Executive Coach

Recent Blog Post: A Hard Look at 2022 Budgets

Email me: [email protected], Schedule a call: Cliff Locks or fill in the below form to start a conversation.

#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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The Importance of Using Converging Tech in Your Business

Posted by Cliff Locks On March 2, 2022 at 10:20 am / In: Uncategorized

The Importance of Using Converging Tech in Your Business

The accelerating advancement of exponential technologies is actually old news.

So, what’s the new news?

That formerly independent waves of exponentially accelerating technology are beginning to converge with other independent waves of exponentially accelerating technology.

In other words, these waves are starting to overlap—stacking atop one another, producing tsunami-sized behemoths that threaten to wash away (read: “reinvent”) most every industry in their path.

For example, the speed of drug development is accelerating. Not only because biotechnology (sequencing, CRISPR, etc.) is progressing at an exponential rate, but because AI, quantum computing, and other exponentials are converging on the field.

When an innovation creates a new market and washes away an existing one, we use the term “disruptive innovation.” Such as when silicon chips replaced vacuum tubes at the beginning of the digital age. That was a disruptive innovation.

Solitary exponentials disrupt products, services, and markets—like when Netflix ate Blockbuster for lunch—while convergent exponentials wash away products, services, and markets, as well as the structures that support them.

No industry is immune.

As an entrepreneur, being able to see around the corner of tomorrow and being agile enough to adapt is critical to your success.

In today’s blog, I’ll share 4 emerging models (based on converging technologies) that will redefine business over the next few decades.

Let’s dive in…

4 BUSINESS MODELS THAT WILL SHAPE THE NEXT DECADE

As you read through these business models and the supporting examples, ask yourself: How can YOU leverage them for success?

(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.

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 5 million rooms, flats, and houses in over 100,000 cities across the globe.

(2) 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.

Example: We all know the big names incorporating AI into their business models—from Amazon to Salesforce. But more AI startups arise each day: 2,300 AI-related startups around the world raised over $70 billion in 2021, more than double the amount raised in 2020.

(3) 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.

Example: While DAOs are just beginning to emerge, the platform DAOstack is working to provide these businesses with tools for success. For example, 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.

(4) Metaverse: 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: 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 (virtual atoms) and SpatialWeb.net to navigate the Metaverse.

FINAL THOUGHTS

What you should remember as you think about how to leverage these new business models is that the rate at which technology is accelerating is itself accelerating.

Yet even in this dynamic environment, countless businesses are still anchored by a mentality of maintaining—competing solely on operational execution.

But as an entrepreneur, it’s more vital than ever that you leverage these business models for success in the decades ahead.

Each one is a revolutionary way of creating value—each is a force for acceleration.

What challenges or problems will you solve with these new business models? How will you use them in your next venture?

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

Email me: [email protected], Schedule a call: Cliff Locks or fill in the below form to start a conversation.

#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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A Hard Look at 2022 Budgets

Posted by Cliff Locks On February 23, 2022 at 10:25 am / In: Uncategorized

A Hard Look at 2022 Budgets

Welcome to this latest of unprecedented times, which is now being called an “unsettling monetary tightening cycle.” Inflation is sky-high, unemployment is under 4%, supply chains are a major challenge and the Fed just decided to stop babysitting the markets. Did you just sigh? Or choke? So did the global economy.

Barely a month and a half into the new year, executives worldwide are eyeing budget cuts, in an effort to hedge against impending lower profits in most industries. Sure, executives have a century of experience at trimming budgets, but this time they’re facing a confluences of often-contradictory financial indicators. Among the biggest: many leaders are staving off the great resignation by touting increases in bonus and merit pay, while the costs of goods and services also rise. “Companies’ costs are really going up crazily,” says Elise Freedman, workforce transformation practice leader at Korn Ferry. “Altogether it’s not sustainable.” It’s going to be an interesting year for budget planners.

To be sure, some businesses are nearly untouched by inflation, with plenty of profits to go around sans budget slashes. But for most, experts say that something must give—and it can’t be compensation (workers will quit) or prices (customers will leave), or materials prices (it costs what it costs). This leaves the spotlight on internal budgets.

Historically, organizations have trouble cutting budgets effectively. “My pet peeve is 10% cuts across the board,” says Andrés Tapia, global diversity and inclusion strategist at Korn Ferry. “Budget cutting should be strategic, not one size fits all.” But experts say too many firms commonly ignore this advice and do things like unilaterally ax expense accounts and travel allowances, which invariably turns off the executives who argue they need those perks to drum up business. Sometimes staffing additions are delayed, which succeed in reducing costs but may limit revenue sources.

Tapia says that leaders would do best to get out of the budget-cutting mindset, and instead focus on prioritizing. Perhaps instead of seven priorities, a company focuses on just three and adjust the budget accordingly. “It’s strategic. Just as everyone else is cutting spending by 20%, you spend more.” Advantage: yours. This strategy, experts say, proved successful for a slew of organizations in surviving the turbulence of 2008.

It can be very challenging to narrow down to a shortlist of priorities, says Nathan Blain, global lead for optimizing people costs at Korn Ferry. “Look hard at the bottom of your list, and ask, Do we need to do these initiatives? Can we do them another way? Or at a later time?” This initiative-based thinking can be extremely effective by ultimately avoiding the costs of entire programs. But it requires a shift away from the typical budget-creation mindset, where companies look at last year’s budget and add a bit to account for inflation.

Blain advises clients to also look at remote and hybrid arrangements, which are also still leaving money on the table for many firms. Most commonly, some travel and commercial leases can be targeted, as can the Achille’s heel of all businesses: complicated processes. You know you’re facing one when addressing a tech problem requires talking to four different help desk workers, or a financial transaction is proceeded by a dozen different risk calculations. Might six suffice? “Just make sure that you’re designing everything for simplicityIt’s good business hygiene.”

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

Contributor: Elise Freedman, Andrés Tapia, Nathan Blain, Korn Ferry, Senior Client Partners and edits by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach

Email me: [email protected], Schedule a call: Cliff Locks or fill in the below form to start a conversation.

#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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Improve Your Mindset, Change Your Life…To Greatness

Posted by Cliff Locks On February 16, 2022 at 10:30 am / In: Uncategorized

Improve Your Mindset, Change Your Life…To Greatness

What made Steve Jobs, Jeff Bezos, or Elon Musk succeed? Was it their technology or their mindset?

Personally, I think the mindset is an entrepreneur’s most critical asset. Yet few of us ever take the time to craft it — to purposefully select and sharpen the mindset(s) we desire.

Your mindset is the filter through which you see the world. It determines how you spend your time, what decisions you make, and where you invest your resources.

I’ve been asked over the years whether I’ve always had an Abundance mindset and an Exponential mindset… The answer is NO. They are both mindsets that I’ve crafted over the past 10 to 15 years.

So how do you craft and reinforce a mindset? Which mindsets am I most excited about? These are the questions I’ll explore in this blog.

Let’s dive in…

How mindsets work…

Before you choose which mindset(s) to focus on, it helps to understand how mindsets work.

Here’s an analogy: if you’ve been following developments in AI, you know that we can train neural nets to do image recognition. The challenge with these neural nets is that they’re only as good as the data you feed them.

For example, if you show the neural nets thousands of pictures of cats, and then you show them a picture of a dog, the algorithm will tell you that the dog is actually a cat. It doesn’t know any better.

The same is true for our brains, which are also neural nets.

If you constantly feed your brain with negative perspectives, your outlook will be negative. You won’t know any better.

So, how are you training your neural net?

Most of us don’t realize that we’re doing this training. It operates in the background. For example, through social media echo chambers or in our daily news intake of the CNN (Crisis News Network) or Fox.

So, what shapes your mindset? What are the things that have you trapped thinking the way you do? What would you need to change?

Crafting your mindset…

The two key inputs that shape our mindsets are the people we spend time with and the media we consume.

Life is who you go through life with

There’s an old saying in business that you’re the average of the five people you spend the most time with.

If you want to be fit, hang out with friends who exercise.

If you want to think big and aspire to change the world, hang out with people who have Moonshots and a massively transformative purpose (MTP).

Garbage in, garbage out

Just as you are the average of the five people you spend the most time with, the same is true for ideas.

The news and media we consume are data that we allow to flow into our brains (AKA our neural nets).

What is your news diet? What kind of movies or documentaries are you watching?

What books or blogs are you reading? (Thank you for reading this blog!)

Do these inputs reinforce the mindsets you want? Or do they reinforce mindsets you’re trying to avoid?

As an entrepreneur, answering these questions is a critical part of your journey to be successful during this era of exponential change.

The next step on that journey is choosing the mindset(s) that works best for you.

Selecting your mindset…

There are MANY mindsets you can choose from. But for me, there are six specific mindsets that I find most powerful and important to hone during this era of exponential growth.

The following six mindsets are the ones I personally focus on:

  1. Abundance Mindset: You have clarity, evidence, and conviction that technology is dematerializing, demonetizing, and democratizing products and services, creating increasing abundance on a global scale.
  2. Exponential Mindset: You understand that computation and derivative technologies (AI, VR, 3D Printing, etc.) are growing exponentially. Thirty doublings drive a billion-fold improvement that the human (linear) mind finds difficult to grasp.
  3. Longevity Mindset: You are focused on maximizing your health span, tracking the biotech breakthroughs able to add 20 to 30 healthy years onto your life and making “100 years old the new 60.” You seek key insights and early access.
  4. Moonshot Mindset: You understand that most people are focused on incremental (10%) growth, but you seek 10x Moonshot growth. You desire tools and techniques that enable you to select and implement your Moonshots.
  5. Purpose/Passion-driven Mindset: You seek to find, refine, or update your massively transformative purpose (MTP), which allows you to live a passion-driven life. You seek tools and a community to amplify and support your MTP.
  6. Gratitude Mindset: You recognize how incredibly lucky you are on a personal and professional basis, and you take the time to acknowledge your blessings. You have created routines in your day that allow you to reflect on this, and to share this with those in your life in a way that brings you joy and uplifts those around you.

Which would you choose?

Can you imagine the benefits of having an Exponential or Abundance Mindset?

Would it help flip the way you see things? Instead of seeing a problem, can you see an opportunity? Remember that the world’s biggest challenges are also the world’s biggest business opportunities.

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

 

 

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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Learn How to Create a Moonshot Culture In Your Company

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

Learn How to Create a Moonshot Culture In Your Company

Here are two Moonshot Culture hacks I learned from Astro Teller, the world’s authority on Moonshots:

  1. Train Your Team’s Thinking: This first hack helps to put your team into the Mindset of accepting and encouraging Moonshot thinking.
  • Weird is Good: You give your team massive congratulations for any 10X idea—no matter how insane. Remember how fragile these ideas can be. If you show the slightest disdain for one of these ideas, it will be the last “Moonshot” idea that you get from that person.
  • Quick Kills are Good: Once you instill the idea that weird is good, now you’re ready to show them that you actually value “intellectual honesty.” Work with them to explore whether the idea can work, or if there’s a fatal flaw. In most cases, you can kill the idea on the whiteboard before you even leave the room… If they are successful in figuring out why the idea won’t work, congratulate them again, and give them another hug and compliment.

Show your team that they can earn “bonus points” for: (a) raising a crazy idea, and (b) even more bonus points for then killing the idea!

  1. Create a “Learning List”: Learning from your mistakes is critical to creating an environment conducive to creating and achieving Moonshots.

This is where the idea of a Learning List comes in. You can use it by following four steps:

Step 1: Ask your team to create a list of action items in order of priority.

Step 2: Once your team delivers you their action list, you say, “Humor me and re-order your list so that the items at the top of your list would teach you the most in this project, giving you the biggest insights that you don’t yet have.”

Step 3: You then say, “Now go do the top two things on your Learning List.”

Step 4: Finally, when they complete those top two items, ask them to create a NEW list organized by importance. Chances are that this new list won’t look anything like the original list. That’s why we do things in “Learning Order.”

The lesson from this hack is to fall in love with the learning process—not with what you’ve built.

How do you think these Moonshot Culture hacks will work in your company?

Are you clear on which of your team members are the right fit for the 1,000% Growth Team versus the 10% Growth Team? ”

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:

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

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

 

 

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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Perfecting Goal Setting Using Subgoals To Achieve Your Success

Posted by Cliff Locks On February 2, 2022 at 10:30 am / In: Uncategorized

Perfecting Goal Setting Using Subgoals To Achieve Your Success

Doing anything big and bold in the world is hard.

It takes passion, grit, luck, and often a decade or more of hard work to see a Moonshot materialize—much less succeed.

There’s no definite roadmap for a successful Moonshot. The path can be filled with obstacles.

But as Tony Robbins says, success leaves clues.

One of the key lessons I’ve learned from founding a number of successful companies and pursuing and achieving several Moonshots is the importance of what I call “staging your bold ideas.”

You have to break your bold vision into executable, bite-size chunks–what psychologists refer to as “subgoals.”

Let’s dive in!

WHY CREATING SUBGOALS IS CRITICAL

Subgoals bring dual benefits.

The first is the alignment of risk with reward.

Few projects ever receive all the funding they need at the beginning. Usually, capital comes in stages as entrepreneurs find new ways to mitigate risk.

Instead of one lump sum, money arrives in discrete waves: seed capital, crowdsourced capital, angel capital, super-angel capital, strategic partners, series A venture, series B venture, and sometimes even a public offering.

More and more investment comes as each increment proves the capability of the management team and the veracity of the vision.

The second benefit of having subgoals is psychological.

Psychologists and goal-setting experts Gary Latham and Edwin Locke have found across dozens of studies that big goals help focus our attention and make us more persistent.

Big goals have hidden leverage.

But this is true only when certain “if-then” conditions are satisfied. One of the most important of these is commitment: alignment of values and goals and a belief in what you’re doing.

An equally important condition is confidence.

As Latham explains, “Big goals only increase motivation when the person setting those goals is confident in their ability to achieve them.”

This means breaking your big goals apart into achievable subgoals.

FINAL THOUGHTS

The ratio of something to nothing is infinite.

The best predictor of future success is past action. It doesn’t matter how small those actions are. Doing something—doing anything—is always so much more important than just talking about doing it.

So, as you’re pursuing your Moonshots, make a plan. Set subgoals. And get busy.

Even if the path is unclear, you’ll use what you’ve learned taking that first step to build toward the next, and the next after that.

Results always follow.

After all, Charles Lindbergh was right: “The important thing is to start; to lay a plan, and then follow it step by step no matter how small or large one by itself may seem.”

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

 

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.

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

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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

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 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."
  • This field is for validation purposes and should be left unchanged.

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."
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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

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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?

  • 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.

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

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.

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?

  • 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.

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

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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?

  • 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.

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

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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

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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.

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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.

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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).

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Team coaching:
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