Tag Archives: Engagement

Lindsay’s In Business: PART 50: All change

five people fist bumping

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What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds…

Just on my way back from a one week trip to London – wow. It seems like everything is changing so fast!

Great response from a conference on Monday and Tuesday.  Wednesday morning’s intro meeting with a Strategy Implementation consultancy was very positive.  My new Director was able to join – I think it really gave him some confidence. The next steps agreed were:

  • let’s run a Quick Scan with his team
  • let’s produce a one-pager to share with a current client.

On Thursday, the leader of the conference I’d attended on Monday (who also runs a consultancy) got in contact to say he’d approached one of his clients who is potentially interested in running Mirror Mirror across multiple teams.

Both consultancies were talking about delivering the whole customer facing process themselves. This means we would effectively then just ‘license’ the use of Mirror Mirror. Taking on that business model – to sell licenses and mainly, or fully, work with consultancies to deliver – has a number of refreshing advantages. It isn’t a million miles from the way we’d been thinking before, but if we move away from being consultants ourselves and can scale up that way, it makes our job much more focused, lean, and simple.

Then to top it all off, Friday, a Head of Comms in an international European organization sent me a meeting request.  That wasn’t unexpected, but it felt new.  Normally I’m the one doing the polite chasing – but here we are – I’m being chased! It felt like we were on a whole new flow.

But back to the license-sales model.  Thinking more on that, immediately, 2 new priorities go straight to the top:

  1. We need to train the trainer – to get that design and content ready – not too difficult.
  2. We need to upgrade our software – the black box that could now be our main revenue stream – needs to upgrade. That’s a major cost and I’ve got some ideas about the funding for that.

Now, instead of losing sleep because I’m worried about the future of the business, I’m losing sleep because my mind is whirring with excitement about the future of the business!

And new challenges come up with every new era. With two new team members joining, how to strike a deal with them that balances an offer of ownership / revenue shares with what they will provide in return, and that is also fair to the two of us who have already been working at this for 2 years. Tricky stuff.  The answer isn’t obvious and I discuss it 1-1 with each team member.

With the new wave of confidence being generated by all of this good news, I pick up hints of guardedness among what the other three may be ok with in a new configuration of arrangements that I haven’t felt before in the business. I realise that I’m feeling nervous about handling this issue properly. I’m not great with interpersonal conflict and fear this topic may jeopardise the goodwill and harmony we need to move forward as a team of four.

But I have to pick myself up and get out of fear-mode. I can’t solve this immediately and there must be a good solution at hand.  Relax – this is inevitable.  My goal is to be transparent with all four of us so that we understand and are happy with the various arrangements among us. The skill now is to mediate towards that understanding and come up with something that has been properly thought through instead of acting impulsively.

Then it crosses my mind that maybe I am being completely naïve – maybe it won’t be possible to find a win-win for all.  Was transparency a mistake here? I hadn’t even considered NOT being transparent because the values of the business are grounded in openness, respect, and inclusivity.

But I’ll press on with finding a solution that fits. I don’t want to lose anyone and I want those values to be real.


Mirror Mirroris a proprietary organizational effectiveness process. It is the quickest and most cost-efficient way to accelerate shared understanding and ownership within teams as a means of improving strategy implementation.

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Lindsay’s In Business: PART 36: Understanding things

Jake – Adventure Time

What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds…

It’s December. We can’t help ourselves look back and review the year past.

Here are a few things I’ve noticed:

  • If you can identify the question, no matter how obvious it seems, write it down. Have faith, an answer will come up.
    • I wanted to firm up my ‘target’ market – find the people who would be most susceptible to the Mirror Mirror offer. Once I knew that was what I was looking for, ‘agile’ came up: companies transiting to agile would need help to align its people.

Continue reading

Hermina Ibarra, “Act Like a Leader, Think Like a Leader”





Reviewed by Femflection


Herminia Ibarra is a professor of Leadership and Learning, the Chair of the Organizational Behavior department, and the founding director of “The Leadership Transition” executive education program at INSEAD. She is a member of the World Economic Forum Global Agenda Council, and consults with a wide variety of companies around the world in the areas of leadership development and talent management, with a special focus on women and leadership. Continue reading

Lindsay’s In Business, Part 6. Shaping, Goodwill And The Network

by Lindsay Uittenbogaard (you can find previous parts of Lindsay’s story here: Part 1Part 2, Part 3, Part 4, Part 5)

I’d have to start earning again in about 4 months and was desperate to get something moving. I’d put my CV out with some interim agencies – just in case (all my own work fell apart – I had to simply ignore that possibility) but I just couldn’t envisage getting enthusiastic about ANOTHER project with the same old challenges, the same old inefficiencies, and the same old difficult leaders. This had to work.  Plus now I’m even blogging about it (is that wise?) so it HAS to be a success story! Continue reading

What I learned from the First US Presidential Debate 2016

by River Ho Rathore

In less than two months, American voters will go to the polls and choose their next Chief Executive. As can be imagined, Twitter feeds and news channels are all abuzz with arguments for and against the primary bets of the country: Hillary Clinton, a tenured politician and former FLOTUS who would be the first woman president if elected, and Donald Trump, a political newbie of dynamite character known for his businesses worth tens of billions.

I was 14,000 kilometers away from where the US Presidential Debate transpired on Tuesday morning (Asia Pacific time). I am not an American, nor am I in politics, but I was glued to CNN, waiting to see how the first of three debates would pan out. This is, after all, one of the most intense presidential campaigns ever run.

For obvious reasons, I listened to the debate intently as the United States is one of – if not THE – most powerful countries in the world and which almost has an iron-clad influence on international organizations. This influence is very important for emerging economies that depend heavily on foreign trade and lending. But more than this, I was intrigued at an individual level. Continue reading


Betsy presents a new distribution proposal in the team meeting. She kicks off her presentation with providing a highly detailed overview to ensure everybody is on the same page. She notices that nobody listens.

(Click on the pictures to see them in full size) Continue reading

Professionalism and The Golden Rule

by River Ho Rathore

A week back, I had the pleasure of catching up with one of my friends who used to be one of the most demanding bosses I have had the privilege of working with. While giving each other personal updates, our discussion – as it always does – turned into reminiscing about the demanding yet fun environment that we had co-created with our entire employee base.

It was a fun environment, where the Power Distance Index (“PDI”, referencing Geert Hofstede) was very low across the organization, especially in the context of an emerging Asian operation market. In spite of the cordial relationships, everyone was crystal clear about the high performance standards and focused on bringing value to all stakeholders, especially the customers. Continue reading