Metadata
- Author: John Cutler
- Full Title:: TBM 308: No Unforced Errors
- Category:: 🗞️Articles
- Document Tags:: Company Culture,
- URL:: https://cutlefish.substack.com/p/tbm-308-no-unforced-errors
- Finished date:: 2024-08-25
Highlights
Seasoned executives know all this, of course. I had coffee this morning with two “super exec” friends who, over the years, have shown an uncanny ability to avoid this trap. One of them had an interesting point. Paraphrasing:
Remember, for us, staying in a guarded, don’t-show-your-cards mode is a learned habit. We couldn’t survive otherwise. It is always on. Once you get to VP or above, you learn that even the slightest gasp or eye-roll could be used against you. On some level, people who adopt more informal, org-hierarchy spanning roles have it harder. (View Highlight)
There are many situations as a change agent where the “upside” of a certain interaction is minimal. Still, the potential downsides—the chance of errors—are high (especially when compounded across many interactions). A great example here is speaking to senior executives. There are chances that you will magically make a good impression and move a problem forward, but they are low. (View Highlight)
“Am I managing my energy for the long term?” (View Highlight)