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Agency Anchor → Agency → Alliance → AuthenticityEpisode 3 in the series!...

Have a look: https://insperoteam.com/leadership/

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This photograph was taken during an important strategic planning session in 1976.

The agenda:
9:00 AM — Predict the future.
10:00 AM — Confirm we were correct.
11:00 AM — Create a five-year plan.
12:00 PM — Lunch.
1:00 PM — Become even more confident.

The remarkable thing is that many organizations still use this exact process.

The language has changed. The PowerPoints are prettier. The smoke is mostly gone.

But the assumption remains:
"If we think hard enough today, we can eliminate uncertainty tomorrow."

Adaptive Strategy Design starts with a different assumption.

The future is uncertain.

Standards need systems for support and sustainability.

standards and systems You can model excellence. You can prepare every time.And you will ...

Standards

Raising the Standard Raising the standard is socially risky. Not because it's wrong. Bec...

So good. Everyday

Are you determining your measurements or are your measurements determining you?

Ever heard of Charles Goodhart?

Goodhart's Law “When a measure becomes a target, it ceases to be a good measure.”...

Excellence or Ownership?
The Real Reason Organizations Drift

In professional associations, dental practices, and leadership teams, a recurring frustration emerges. Standards exist. Roles are defined. Bylaws are written. Procedures are documented. Strategic plans sit in shared drives.
And yet engagement remains shallow.
Meetings revisit old ground. Responsibilities blur. Preparation is inconsistent. Initiative is rare.
This is often labeled an “excellence problem.”
But a deeper diagnosis reveals something more fundamental: a personal responsibility deficit.
Excellence is downstream. Ownership is upstream.

Read the rest here:

Excellence-or-Ownership Excellence v. Ownership

From Shane Parrish:
Most people give soft feedback because they care more about how the conversation feels than about whether the problem gets solved. This is selfish.

Another thought on this... A lot of people don't actually want direct feedback; they prefer something softer. When they hear direct feedback, they focus on how it makes them feel and not the substance. If you're focusing on how feedback makes you feel and not its accuracy, you're robbing yourself of the opportunity to get better.

Exceptional results happen when people are willing to give direct feedback and to hear it.

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What do you think?

"Study hard what interests you the most in the most undisciplined, irreverent, and original manner possible." -Richard Feynman