As I wrote in Pursing A Vision, great performing organizations learn how to set a vision and then motivate all leaders and employees to collaborate together to follow that vision. For many organizations, building trust, between leaders, between employees, and between each other is critical to becoming a high performing organization.
Cruise ships, like the Norwegian Epic above, are getting bigger and bigger. The theory seems to be to that if you make it bigger they will come. For the cruise ship industry, that philosophy appears to be working.
This past Saturday I attended Product Camp Vancouver 2014. This “unconference” brings together some of the top product management talent in Vancouver, along with some fabulous speakers. Participants suggest topics and ideas. Then people volunteer to lead those sessions.
When I arrived Saturday morning, the topic “Go To Market Strategy and Meanings” had many votes, but no facilitator. In the spirit of an unconference, I volunteered to lead the session. Before I knew it, I was in front of a room of fifty product managers leading the discussion.
Great businesses combine three critical ingredients:
Shiny red balls distract many high performing people, myself included. While playing with a ball can be invigorating, like we see with the children in the photo above, more often it proves to be a distraction. What can you do if you feel yourself being pulled into the next shiny red ball?