The paradox of success

• Companies have two customers: the people you sell to and your employees.
• Direct, raw, unfiltered feedback from customers is much better than reports from within the company.
• When customers reach out, and they know they're heard and that their feedback will improve the product...

• Organisations and the people in them must continuously be stimulated to succeed in the long run.
• An organisation is transformed with a continuous individual transformation of both leaders and workers. 
• As a leader, you are responsible for enabling organisational learning by r...

• Create options for small steps: List as many options as possible. Pick one that will most likely move you forward. Then celebrate, regardless of the result.
• Find the right behaviour that aligns with your level of motivation and ability.

Each time we need to adapt and innovate, we go through distinct steps.

1. Unlearn: Unlearning starts with acknowledging that what you're doing now isn't working. You need to let go of past viewpoints or behaviours, then take action.
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• Reflect
• Feed forward learnings to the next experiment.
• Align impact and increase psychological safety.
• Increase your speed of unlearning.

• Identify a challenge your want to address. The best place to start is where you are now.
• Define success as if you would view it from hindsight. What behaviours would you, your team, or customers be exhibiting to confirm that you have succeeded?

• Leadership should provide context for what is to be achieved, why it matters, and then create a system of work that enables people to identify with those outcomes.
• Leadership should provide clarity.
• Control is reached by designing feedback loops, not by telling people what to...