Recommendations & Endorsements

I recognise that linkedin has many parallels with my resume – my profile is important to me.

I only want facts and content I can justify on my resume and wish to be able to explain achievements, context and identify the people who contributed to my experiences.

I value the network that has grown around me through many years of hard work and sometime soul searching while working in challenging environments. Some of my most valued customers, colleagues and partners have become important linkedin connections. I am lucky that people I know and value regularly request that we connect and really appreciate it when I am fortunate enough to receive a recommendation. I think most of my recommendations have come from people who have worked with me on hard projects or have seen how I perform in challenging situations; and this really matters.

I don’t ask for recommendations and don’t make them lightly.

I do not endorse someones skills without personal experience to show that they excel in that domain and I do not solicit endorsements.

I ask myself why do people ask me to recommend them but mostly I wonder why people who barely know me have endorsed my skills.

Let’s not devalue our currency – recommend the exceptional and endorse where warranted.

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Leadership

Great businesses always have great leaders.

I am priviliged to have worked for some of the greats in the industry but I have also worked for some who have a lot to learn (and some who unfortunately lack the capacity to become great).

I count Ben Horowitz and Ross Perot amongst the best. They hired well, empowered and gave people stretch goals. They supported and allowed people to acheive (deliver) in the manner that worked for themselves. Criticism was done in private and at the right time and support was always available to help reduce the risk of failure.

Leaders establish the strategy, direction and culture of the company.

Leaders show high levels of  integrity; they do not hide from an inconvenient truth and learn from previous experience.

 

Conversely poor leaders exist in an environment of fear and half-truths;.

Doing the same thing again and again and expecting to get different results is a sign of madness; It is important to learn to identify and move on from a failure; accepting something or someone has failed and learning the lessons of that failure and to move on in a positive manner is a positive management trait. Identify and address the reason for the failure; act in a positive manner and at the right time.

Consider the manager who cannot (will not) hire someone who is clearly exceptional and often better than they; such people are never too far away. Remember people and companies only grow and succeed by virtue of their people; accept help willingly, look to learn from everyone around you, stretch those who work for and with you and be prepared to forgive those who give their all but find that the task is ultimately beyond them (for the time being).

Don’t be afraid of someone elses strengths; embrace those strengths and learn to let them take flight.

If you believe that you, and only you, are qualified to fix every problem in your organisation then you are doomed to failure and more, you are likely the cause of many failures. Identify your strengths, identify those who will help you to become successful and your organisation to thrive and lead.

Belatedly my sixth sense is becoming finely tuned; belatedly!