It is somewhat disquieting to read that the “Peter principle”, see https://en.wikipedia.org/wiki/Peter_principle, continues to thrive in UK business. Our poor productivity performance arises because too many people gain promotion into managerial roles beyond their level of natural competence. However, in the firm featured in the FT article performance is improving.
It strikes me, however, that simply hanging up figures of Superman (is this unconscious bias by the firm’s leaders?), and doling out pork pies are rather superficial practices. The only likely outcome of this epicurean approach is hardened arteries.
Are you a “Yes-all the time-round the clock-person”? , Do you feel bad when you say No, so you immediately go to a “but” that opens a lines of real or unrealistics reasons to eventually say Yes?, Do you know why do you do it? Want to experience the “FREEDOM” that saying “NO” can bring to your life?, then let me share what I did to stop feeling guilty by really wanting to say no, and always ended up saying yes to everyone.
During my years in the corporate world as a leader, I met leaders in different levels who despite being “successful” professionals were not happy individuals. We already know that if you are not someone who seeks happiness by enjoying moments and being thankful, it will show in other roles of your life impacting the way others may see you.
Over the last 2 years, I have been blessed with the wonderful opportunity to lead an operational execution team and we have managed to put together a group of fine professionals. They combine knowledge and experience but also curiosity for improvement and a hunger for growth. It has reached a point where we need to stop and look around and reflect. The conclusion I have reached is that we dedicate ourselves to execute plans that are being handed to us… right? More reflection is needed to find the real purpose: We hold in our hands the service delivery promise to our clients. Suddenly a job with no apparent complexity has become one with the highest possible stakes.
In the last six months, I have been involved in the journey of digitalization. I am very passionate about it as there is no limit to what can be achieved when a large group of professionals get together and commit themselves to do things that have not been done before in the shipping business. However, this journey also brings an opportunity to start thinking about the role of humans in this process.
The dread of delivering a presentation dogs many of us. There are few who actually relish the prospect of public speaking. Nevertheless, we put a lot of pressure on ourselves to be brilliant. We mustn’t mess up, must be the expert, must be impervious to doubt, and meet any challenge with a flawless response. Intellectually we recognise that these are unrealistic aims but we still pressure ourselves to be perfect. This striving for perfection is not helpful for myriad reasons, not least because it puts you at the centre of every situation; and guess what? You’re not.
Whenever you’re delivering a presentation you are the least important person in the room.
Having spent a fair amount of time over the last couple of weeks in the air I’d like to ask you a question: how many times when you fly on a plane do you ask yourself, “might this be my last flight?” I know for me it’s at least four. Not including turbulence. Now I’d like you ask yourself how many times you ask the same question when you get behind the wheel of your car, or for those of you who don’t drive, when you sit alongside someone who is? Virtually never?
I drive a car far more than I fly, and while I know the statistics say that I’m far more likely to die in the car than the plane, logic and rational thought make no difference. No matter how many times I fly I still have the thought, this might be it. It’s illogical, it’s pointless and yet I can’t help it.