A Quote by Chris Fussell
Before you can trust your team to make decisions better than you would have, you need to build their capability to connect the dots.
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You can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something - your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.
Again, you can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something - your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.
There is clearly risk associated with empowering your team to make more and faster decisions at a lowerlevel than was previously the norm. As you take your hands off the wheel, you need to be more vigilant and aware than ever about the decisions your team is making.
I suppose all moms have an idea who they hope their daughters will be. Like a connect-the-dots picture where you think you know what shape it will become. But then it's the daughter who draws the lines, and she might connect the dots you didn't intend, making a whole different picture. So I've gotta trust the dots she's given me, and she's gotta trust me to draw the picture myself.
I want consumers to connect the dots, to go to any store and look at the label and connect the dots between buying cheap China products, which is better for the wallet, and all the other things we lose, like jobs.
When we were small, Rose and I used to play a game called connect the dots. I loved it. I loved drawing a line from dot number 1 to dot number 2 and so on. Most of all, I loved the moment when the chaotic sprinkle of dots resolved itself into a picture. That's what stories do. They connect the random dots of life into a picture. But it's all an illusion. Just try to connect the dots of life. You'll end up with a lunatic scribble.
Of course it's better to have good players to build a better team. But to build a team, you need to have time.
The challenge that we faced with the arrival of the Obama administration is, they didn't really have time to build trust before they had to make big, difficult decisions.
Study and keep your attention on whatever it is you're going into. Build a good team. The team needs to know what it's doing They need to be people you can trust and people you can work well with.
People are trying to build a society where they can talk across the aisle so to speak, and have civil discourse. At the same time we're trying to inform ourselves about what's really true so that we can make evidence based decisions that is better than superstition or rumor. But the fact is that people who use evidence based decision making have much better life outcomes, greater life satisfaction, they live longer, they make better personal and medical decisions, better financial decisions. But parallel to that is you can't reason somebody out of a position they didn't reason themselves into.
In all our businesses, we are out to build local capability in four basic aspects - product line, manufacturing and supply chain, the service team, and the financing and investment capability.
Fans watching need to be able to connect the dots in your match and the story that you're trying to tell.
The mistake so many marketers make is that they conjoin the urgency of making another sale with the timing to earn the right to make that sale. In other words, you must build trust before you need it. Building trust right when you want to make a sale is just too late.
Now, more than ever, we need to connect the dots between climate, poverty, energy, food and water. These issues cannot be addressed in isolation.
With all my employees, I listen to them, trust in them, believe in them, respect them and let them have a go! I never believe I know better than they do and have been fortunate over the years to build up a very strong management team whom I can trust and take advice from.
You have to build trust among team members so that people feel free to admit what they don't know, make mistakes, ask for help if they need it, apologize when necessary, and not hold back their opinions.
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