1) How we got here:
The polls always showed that Trump would beat Clinton and lose to Sanders. The DNC chose to win the wrong battle.
2) Where we go next:
Trump’s only consistency is to say whatever the voters want to hear next. He can say “A is best” on Monday and “A is worst” on Tuesday and his supporters will cheer him both times.
There is little point trying to predict what he will do once he is president. There will be no consistent plan, unless he becomes a mouthpiece/figurehead for others. Only time will tell.
His track record in business is to lose in negotiations.
3) What to do about it:
Centre and ground. Know what is most important to you and how you are going to get it. Realise that if Clinton were president you would still have faced challenges. With Trump they will be different challenges. Given his inconsistency, volatility, there are also likely to be more challenges. But that doesn’t change what you want, it only changes how you get there.
Photo By Gage Skidmore via StockPholio.net
On Friday, the pound fell by 1.57% on fears of Brexit.
In dollar terms, our GDP is now 1.57% smaller than it otherwise would have been.
The total cost of being in the EU is less than 1% of GDP.
In other words, in dollar terms, just talking about leaving the EU has already cost us more in GDP, in a single day, than the entire year’s cost of membership of the EU.
I’ll be talking about my new book The Churning and the importance of Purpose in business on 13 April, as part of the Purposeful Enterprise Summit:
Yesterday Umair Haque used the examples of Volkswagen and the pope to discuss leadership.
Ranked one of the top 50 management thinkers in the world he bluntly titled his commentary, “Why Everything You Know About Leadership is Wrong“.
“The world,” he wrote, “is crying out for (real) leadership. Whether it’s Trump, Sanders, or Corbyn a curious phenomenon is sweeping the globe. People are rejecting the heads of traditional institutions.”
Why? Continue reading
As you know, I have been writing this book on leadership in times of change for little over a year now. Yesterday I completed the final section of the final chapter of inner leadership, and thought I would share it with you.
The first six chapters of inner leadership take us from making sense of the situation we find ourselves in to creating an inspiring vision of whatever we want to create instead.
The seventh chapter prepares us for the implementation of that vision and the inner emotional transitions that inevitably come alongside any outer change. In brief, it describes how to manage those transitions, how understanding them can help us to engage people more fully to follow our vision, and how ultimately to create ‘antifragile’ leaders and organisations: people and organisations that actually become stronger because of change rather than being damaged by it. Continue reading
On 4th July 1776 a group of people living in America declared they no longer wished to pay taxes to another group of people, the British Government.
On 5th July 2015 a group of people living in Greece declared they no longer wished to pay interest to another group of people, the Troika or the bankers.
The words we use to describe these two situations are different (‘taxes’, ‘interest’, ‘government’, ‘bank’), but the underlying pattern is the same: refusal by one group of people to continue to pay to another group of people what the treaties, customs and practice of the day say they should do. And then indignation from the second group that the first should dare to refuse.
The consequences may be equally significant. Continue reading
Posted in Money
Leaders as varied as Steve Jobs, Rupert Murdoch, Oprah Winfrey, and David Lynch have all used meditation as a way not only to let go of tension but also to connect deeply with who they are and what matters most to them.
Now science has revealed how it achieves this: meditation changes the connections in our brains.
You can read how and what this means for leadership in my latest blog post on The Churning.