Skip to main content
Scale-up with PK!

Scale-up with PK!

By PK Narayanan

Scale-up your Business! Scale-up your Leadership Presence! Position Your Business for Long-term Success!
PK helps CEOs, Business Owners Scale-up their Business and Leadership Presence.
pknarayanan.com/
Available on
Apple Podcasts Logo
Google Podcasts Logo
Overcast Logo
Pocket Casts Logo
RadioPublic Logo
Spotify Logo
Currently playing episode

Dealing With Failures - PK Narayanan, CEO Coach

Scale-up with PK!Mar 14, 2024

00:00
01:53
Dealing With Failures - PK Narayanan, CEO Coach

Dealing With Failures - PK Narayanan, CEO Coach

A lot is said about dealing with Failures. We have also heard 'failure is the stepping stone to success'. Is it so?

Amazon's Jeff Bezos points out that failures are broadly of two kinds - therefore to be dealt with differently.

1. Experimental failure - 'When we are developing a new product or service or experimenting in some way, and it doesn't work, that's okay - that's the kind of failure you should be happy with', Bezos says. 'These are the big, bold bets that move the needle'.

With the learning, it could become the stepping stone for success.

2. Operational failure - 'We've built hundreds of fulfilment centers at Amazon over the years, and we know how to do that. If we build a new fulfilment center and it's a disaster, that's just bad execution. That's not good failure,' Bezos explains.

If we fail in something that we already know or should know how to do, that's not something to celebrate.

In that sense, failure is not quite a stepping stone to success all the time.

Distinguishing the kind of failure may provide us with the insights as to how to deal with them.

My name is PK Narayanan, wishing you the best! Thank you. #ceo #scaleup #business #leadership

Mar 14, 202401:53
As a Leader, how do I deal with the fear of criticism?

As a Leader, how do I deal with the fear of criticism?

Leaders face criticism. 

Overcoming criticism is one thing, overcoming the fear of criticism is another.

Often, it’s the fear of criticism that kills creativity, innovation, and new initiatives. It’s important therefore to deal with the fear of criticism, in a timely manner.

How do I deal with the fear of criticism?

Aristotle once said, ‘There is only one way to avoid criticism: Do nothing, say nothing and be nothing’.

One way of looking at it, is that anything worth doing attracts admiration and criticism. It’s therefore a question of whether I want to be judged or ignored?

Another approach is to see that our hunger for success out-weighs the fear of criticism.

A third approach could be to separate the person from the action - considering criticism as an opportunity to learn and improve what we do.

As a Leader, how am I dealing with the fear of criticism?

My name is PK Narayanan, wishing you the best! Thank you

#ceo #leadership #scaleup

Feb 13, 202401:37
Choosing 'Where to Play' - an Important Part of Scaling-up Process

Choosing 'Where to Play' - an Important Part of Scaling-up Process

Scaling up is a dream for many entrepreneurs - Yet, research shows only 4% businesses scale-up successfully.

Every business has two sides - 'what's inside' and 'what others see'.

When we move 'what others see' into 'what Prospects see', magic happens; it paves the way for Scaling-up!

That’s about positioning - choosing 'where to play'.

When you set up your business to appeal to everyone, it ends up appealing to no one, says Laurel Staples.

That's true.

We need to set up our business in a way that appeals to our Prospects – what our Prospects see.

Choosing 'where to play'  -  in terms of market segment, geography, price point, ticket size…

That's in a way choosing our play arena  -  narrowing down the market we intend to serve, ie. the population of Prospects, so that we become relevant, we serve better, and we serve more of them. That’s scaling up!

When 'Prospects' start seeing us, the 'pull' also happens in due course, alongside the push.

Scaling-up is a possibility for every business  -  and choosing 'where to play' is an important part of that process.

My name is PK Narayanan, wishing you the best! Thank you

#ceo #leadership #scaleup

Jan 17, 202402:01
As a leader, am I growing my people consciously?

As a leader, am I growing my people consciously?

The swiftest way to grow your company is to grow your people, says Robin Sharma.

As a leader, I need to influence, inspire and enable my team. Alongside, I need to consciously grow them as well!

How do we do that?

To be effective, every role in the business needs to be operated by people fulfilling 3 aspects: Competencies, Capabilities and Cultural alignment.

As a leader, we need to make sure that every role in the business is played by people having necessary competencies to deliver that role, has appropriate capabilities to deliver results in the role, and is culturally aligned to Company’s values, attitudes, behaviours and standards.

Therefore, in a way, growing people means developing necessary competencies in them, enhancing their skills and capabilities, and aligning them towards the company culture.

As a leader, am I growing my people consciously?

What else could I be doing to develop their competencies, enhance their capabilities, and align them towards the company culture?

It’s an essential part of Scaling-up!

My name is PK Narayanan, wishing you the best! Thank you

#ceo #leadership #scaleup #business

Dec 17, 202301:51
Top 5 reasons why businesses don't Scale-up successfully

Top 5 reasons why businesses don't Scale-up successfully

Research shows that only 4% businesses scale-up successfully. The rest either survive or perish.

Why is it so? Why the success percentage is in lower single digits?

The reasons are many. The good news though, is that we have vast potential to improve that number!

The Top 5 reasons cited, why businesses don't scale-up successfully, are as follows:

1.  Lack of focus - Lack of clear positioning, lack of alignment of internal resources to business purpose / goals

2. Not being dynamic enough – being too fixed, rigid; not being open, flexible, agile

3. Lack of preparation - on multiple areas, functions, on enablements needed

4. Fear-based approach - lack of growth-based thinking; dis-empowering, self-defeating beliefs and thought processes

5. Execution blues - lacking excellence in execution

Scale-up is a possibility for every business. It’s about doing what only 4% business owners and leaders do successfully. It’s about executing a winning strategy!

Do we have a winning strategy? Are we executing it well?

My name is PK Narayanan, wishing you the best!

Thank you

#ceo #leadership #scaleup

Nov 16, 202301:55
What you focus on expands...
Oct 18, 202301:31
Extra ordinary things get done outside our comfort zones. How are we dealing with the naysayers?

Extra ordinary things get done outside our comfort zones. How are we dealing with the naysayers?

Extra ordinary things get done outside our comfort zones.

When we go out of our comfort zones, when we operate outside our comfort zones, it’s normal that we feel vulnerable. In those times, we may find supporters and naysayers - often, more of the latter.

How do we deal with that?

Happened to come across this interesting anecdote.

Once a tiny frog attempted to climb a tall-wall. A group of frogs immediately got in to act yelling ‘Oh, it’s way too difficult’, ‘You will never make it to the top’, ‘It’s too risky’, ‘absolutely no chance’, ‘it’s impossible’, ‘are you crazy?’...

And the tiny frog kept climbing and reached the top of the wall. Everyone kept wondering how it was possible!

The tiny frog turned out to be a deaf one.

Extra ordinary things get done outside our comfort zones. How are we dealing with the naysayers?

My name is PK Narayanan, wishing you the best! Thank you


Sep 25, 202301:40
How do Businesses build Intangibles, in a conscious way?

How do Businesses build Intangibles, in a conscious way?

Building Intangibles in the Business - Are We Doing it Consciously?

Intangibles accounted for 90% of the overall business valuation of Standard & Poor 500 in year 2020. In 1975, it was 17%.

Building, enhancing Intangibles in the business is therefore essential to create long-term value.

How do businesses do that, in a conscious way?

First and foremost, it requires thinking beyond ROI for every decision that we make. It requires planning and strategising beyond the quarter.

Second, it requires investment in people, in leaders, in teams; and nurturing talent, within the business.

Third is building a Brand, backed by values, culture, reputation and recall – that includes building and nurturing positive relationships, consciously, at all levels – with employees, customers, vendors, service providers, investors...

Successful businesses prioritize on building Intangibles over long-term; which in turn creates long-term value.

It’s worth recalling what Tony Hsieh of Zappos once famously said - “Just because you can’t measure the ROI of something doesn’t mean you shouldn’t do it. What’s the ROI of hugging your mom?”

My name is PK Narayanan, wishing you the best! Thank you #ceo # scaleup #leadership #business #intangibles

Aug 14, 202302:05
Dealing with Criticism - PK Narayanan

Dealing with Criticism - PK Narayanan

Criticism – It’s Something that Leaders have to deal with.

Anything you do will attract criticism - Anonymous.

To avoid criticism, say nothing, do nothing, be nothing - Aristotle.

We don't build monuments to trolls - Tim Cook.

Anything we do, critics, trolls and naysayers seem to appear from nowhere!

So be it. Successful people focus on making a positive impact, doing some credible stuff  - than letting trolls and naysayers impact them.

Does it mean we turn a blind-eye to critics? Not really.

As per researchers, we are four times more likely to remember criticism than praise; And it takes five positive events to neutralize psychological impact of one negative event!

So, it's in our choices. We need to choose what to ignore and what to consider, as at times critics may point out blind-spots that exist.

Also it’s worth remembering, as Tim Cook points out, no one admires, appreciates or builds monuments for the trolls. Therefore one more choice to make is whether I should be a critic, troll or a naysayer to others.

My name is PK Narayanan, wishing you the best! Thank you #ceo #scaleup #leadership #business

Jul 16, 202301:54
Do we ask for help when needed? - PK Narayanan
Jun 09, 202301:49
Am I My Best Version Today?

Am I My Best Version Today?

Best outcomes happen   when we put our 'best versions' to work, when we strive to be our 'best   versions' while making the attempt, through the process.

A leader's priority   therefore is to get the 'best version' of every team member, every day.

How do we get there?

One way is to 'be the   best version' of one-self. That way, one could significantly increase the   chances of getting 'the best versions' of team members, and people around.

Another is to be an   'inspired being' one-self - about the purpose (of the business), the goals   that we set for ourselves, the journey that we've embarked upon. That way we   increase the odds of inspiring team members, and people around.

As a team member too, for   that matter even as a piece of life, our priority needs to 'be our best   versions'; That way we enhance chances of generating outcomes that are best   possible for ourselves!

Am I my best version   today?

My name is PK Narayanan,   wishing you the best! Thank you

Jul 16, 202201:43
Do we judge people and situations too soon?
Jun 07, 202201:22
In a World that’s Seemingly Complex, How Do I Simplify?
Apr 19, 202202:15
Leadership Is Being Effective, Even When You're Uncomfortable'

Leadership Is Being Effective, Even When You're Uncomfortable'

Leadership isn't about being comfortable; it's about being effective, even when you're uncomfortable - says Roger Schwarz.

Being effective even when you’re uncomfortable.

Doing what’s needed even when it’s personally uncomfortable.

Leadership is about being effective. When we build our Leadership Presence, effectiveness happens.

As a Leader it’s so important to do what’s needed; to go beyond me and myself while making choices and taking decisions; to discover our blind spots, to push our (so called) limits, breach boundaries, and stretch beyond our comfort zones…

Enhancing our Leadership Presence helps us being more effective. More impactful.

The Good news is that we can build, develop, enhance our Leadership Presence, consciously.

My name is PK Narayanan, wishing you the best! Thank you

#ceo #scaleup #leadership

Mar 30, 202201:32
Am I Working On Long-Term Aspects On a Daily Basis?

Am I Working On Long-Term Aspects On a Daily Basis?

My interest is in the future because I am going to spend the rest of my life there - said Charles Kettering.

As a leader how much time, efforts, and energy I'm putting into the long-term aspects of my Business, on a daily basis? In other words, how much time, efforts, and energy I'm able to put on a daily basis, into things that really matter over a period of time?

The future shapes-up based on what we do today. We have the power to make choices – as to what to do, what not to do – that goes-on to shape our future to a large extent.

It’s important to note that the future of business depends on the choices we make today; what we think and do today. What we do on a daily basis keeps the needle moving constantly, consistently. Aligning it to where we want to go, what we want to get, is therefore supremely important.

The question is, as a leader, on a daily basis, how much time, efforts, and energy I'm putting into the long-term aspects, the future of my Business?

My name is PK Narayanan, wishing you the best! Thank you

#ceo #scaleup #leadership

Feb 18, 202201:39
Communication - Integral To Enhance One’s Leadership Presence

Communication - Integral To Enhance One’s Leadership Presence

Communication, effective communication, is an essential ingredient for enhancing one’s leadership presence.

Being clear, concise, conscious, and sensitive helps one communicate effectively.

Once 2 wise people happened to visit a wealthy man. The wealthy man wanted to know how long he would live.

The first person remarked ‘You will live long enough to see all your sons and daughters die’. The wealthy man was taken aback and disturbed.

He turned to the second one; The second person responded to the wealthy man - ‘you are blessed with a long life, so long that you will outlive all in your family’.

Both of them saw the same thing - yet the way they responded to the question was different.

We can choose our own way to communicate. When we do, are we conscious, clear, and sensitive to the recipient?

My name is PK Narayanan, wishing you the best, Thank you

Jan 14, 202201:45
4 Things Great Leaders Have In Common!

4 Things Great Leaders Have In Common!

Great Leaders standout. People   get inspired by their thoughts and presence. What makes Great Leaders tick? One   of the 4 Things Great Leaders Have In Common is:

Leadership Presence:

Being present - being there wherever we are! In whole.

Ability to listen enhances leadership presence. Communicating clearly, Influencing people and   outcomes positively, adds to Leadership Presence.

The second is Clarity:

Great Leaders chase   Clarity, relentlessly. Clarity leads to insights that are relevant. Simplifying,   being open, curious, and seeing things as they are, not as what we think they   are, help improve Clarity.

The third is Walking the talk:

Great Leaders walk the talk. They are authentic and trustworthy. They make conscious effort to   practice what they preach.

The fourth is Concern for Society:

Great Leaders genuinely care - for the Society, Communities, the Environment. They always tend to leave the world in a better way than it was.

Am I conscious, Am I working enough to enhance my Leadership Presence?

My name is PK Narayanan,   wishing you the best, Thank you

Dec 13, 202102:03
Am I living my potential? Or am I stuck in my comfort zones?
Nov 16, 202101:34
Looking at people based on what they’re capable of - It brings out the best in people!

Looking at people based on what they’re capable of - It brings out the best in people!

As leaders we have different ways of looking at people when it comes to their roles and responsibilities — One way is to look at them based on what they’ve done so far. Another is to look at them based on what they’re capable of.

These two could be different — at times, vastly different.

The latter approach has helped me immensely over the years — even today it continues yielding highly positive outcomes!

When we are looking at people and their roles, what one has done so far is relatively easy to see, feel and figure out. A vast majority of decisions therefore are made on that basis. One can’t really find an issue with that approach though, as the leader weighs the risks, and knows that she is responsible for the decisions that they take.

Yet, from what I’ve seen and experienced, I need to share that when we enhance the frame of reference slightly wider, look at people more from what they’re capable of, the spectrum of possibilities enlarge significantly! It opens up whole new avenues and possibilities.

One may consider this to be an experiment — possibly it is; but, with high degrees of success stacked in its favour!

Extending it further, this needn’t be limited to people who’re internal — it could even be extended to people who’re external to the business. It works wonders.

Looking at people based on what they’re capable of, than what they’ve done so far — It’s a possibility that as leaders we could leverage!

My name is PK Narayanan, wishing you the best, Thank you!

Oct 16, 202102:28
When we get in to action, do we exercise adequate diligence?
Sep 11, 202101:23
How do we pick the signals over the noise?
Aug 19, 202101:43
How Do I Enhance My Ability to Focus?
Jul 22, 202102:06
Thinking, Working Around the Challenges

Thinking, Working Around the Challenges

Often we get troubled by the complexity of challenges we face; overwhelmed by the enormity, the size. Making us dumb-founded, shocked and feeling stuck; virtually making us incapable of taking any meaningful action.

Is there a practical way of handling challenges? Is there a constructive way of managing them?

River Ganga (Ganges) originates at the upper reaches of Himalayas at Gomukh - beyond Gangotri. What it sees all around is just tall mountains and tons of snow. Seemingly a challenging environment for flowing waters.

What it does there, is to find ways around the mountains. It doesn’t stay overwhelmed by the tall peaks and formidable mountains; neither it goes head-on to pulverize them. nor remains a high altitude lake. It just finds the ways around the challenges. Navigates its way around the peaks and ranges, reaching the plains, and then the sea, the destination. In the process becomes a source of life to countless flora, fauna and 500+ million people, bringing prosperity to many!

Does it hold some lessons for us?

Possibly yes - that we don’t necessarily need to face the challenges head-on. We can work our way around them!

We can think around the challenges, than thinking about them. We can work around the challenges than working on them.

The good news is that we can consciously practice this. When we do that, our focus, energy, and efforts shift to a constructive space, resulting in outcomes that are more meaningful. For all.

My name is PK Narayanan, wishing you the best, Thank you.

#ceo #leadership #scaleup

Jun 22, 202102:24
As Leaders, Do We Become Unyielding With Our Ways?
May 18, 202102:04
Which wolf am I feeding? a story from the wild...
Apr 16, 202101:24
When we look for solutions do we consult people closest to the issue as well?

When we look for solutions do we consult people closest to the issue as well?

As leaders, while seeking solutions to an issue or taking decisions, do we manage to get inputs and insights from the people closest to the issue?

Often the best person to solve an issue or make an operational decision is the person closest to the issue.

This happened years back. A Soap factory was facing a peculiar challenge - Some customers were getting empty soap boxes at the retail. The issue was traced to the packing system that packed soap boxes at times, without a soap in it. As a result, the reputation was getting damaged badly.

A team of experts were formed immediately to go in to the issue and get a workable solution. After a few weeks of research, and considering multiple options, the team came up with a solution - of placing an advanced laser system that would scan every soap box for content before packing them in to larger box. And empty, defective boxes would be removed manually.

The solution was expensive, and needed stopping the conveyor every time a defective piece was found, slowing down the packing process.

Seeing all these commotions around, the floor-man manning the packing area approached the manager to check what’s going on. On getting to know the issue, he suggested that they keep a mini industrial fan facing the conveyor, which would blow away an empty box if any, on the conveyor.

When we look for solutions, when we take decisions, do we consult the people closest to the issue as well?

My name is PK Narayanan, wishing you the best, Thank you.

Mar 16, 202102:24
Can we avoid risks on a Scale-up Journey?

Can we avoid risks on a Scale-up Journey?

Probably not. Business Owners on a Scale-up journey get exposed to multiple risks. The best way is to manage them.

Business Owners on a Scale-up journey get exposed to multiple risks. Taking risks are part and parcel of Scaling-up.

As the saying goes, no risks, no returns. When one prepares to face the risks, it gets qualified as calculated risk, informed risk, measured risk, calibrated risk and so on…

Could one avoid risks? Probably not. Then, the next best way is to manage them. By preparing to face the risks, one could increase the stakes of managing them better.

It’s in preparing; it’s in perceiving, planning our preparedness; getting ready with mitigation measures; as meticulous as possible.

Is the fear of risk directly proportional to the level of risk? Not necessarily. That way, one doesn’t fear driving a car on a highway, yet fear a discussion that one needs to have with another! though the former has higher levels of risks in terms of accident / injury.

How do we prepare ourselves to face the risks? How do we know that we are prepared-enough?

Having presence, chasing clarity, simplifying things, brain-storming options, and increased levels of engagement with the stakeholders, might enhance the levels of preparedness.

And then, as Robin Sharma says— If we are not over-prepared, we are under-prepared — holds good with respect to taking and managing risks!

Business Owners on a Scale-up journey get exposed to multiple risks. The best way is to manage them.

My name is PK Narayanan, wishing you the best, Thank you.

Feb 22, 202102:15
How do I fasten and fast-track Decision Making Process?

How do I fasten and fast-track Decision Making Process?

Decision making is a significant aspect of leadership.

As a leader, one needs to take decisions, make choices frequently, on a variety of things.

One of the key factors influencing, impacting the effectiveness of decisions is timing - taking timely decisions; without delays.

While at that, having the required, relevant information is a key pre-requisite.

The pertinent question is, how much of it? How long do one wait to gather all the information that’s ‘felt’ needed?

‘Most decisions should probably be made with somewhere around 70 percent of the information you wish you had. If you wait for 90 percent, in most cases, you're probably being slow’ - said Jeff Bezos of Amazon.

Taking decisions with around 70% of the information that you wish you had - an ‘accelerated decision making’ practice - is about fast-pacing the decision making process. At the same time it’s not taking decisions in haste.

Decision making is a significant aspect of leadership. A well thought-out accelerated decision making practice can help fasten and fast-track our decision making process.

When practiced, this could lead to significant positive outcomes for the business.

What do you think? Please comment with your views and experiences.

My name is PK Narayanan, wishing you the best, Thank you.

Jan 07, 202101:55
Seeing Things As They Are!

Seeing Things As They Are!

We don’t see things as they are; but as we think they are!

As a leader, it’s very important that while taking decisions or making choices we see things as they are, not as what we think they are.

I would like to share an incident here. It was 2nd World war time.

Allies war planes were on a bombing spree. They were being met with heavy gun fire from the enemy side. Many planes were getting hit and going down. At one point in time the casualty rate rose as high as 45%; meaning only one in two planes had a chance of returning back to the base. This was alarming.

The teams sat down to find a solution. The idea of reinforcing the bullet receiving parts with additional metal gained support as a possible solution to improve the survival rate.

The investigations conducted on returning planes indicated bullet hole damages were (only) on the fuselage and tail-wing parts. Therefore it was obvious that these parts required reinforcement. It was almost decided to go ahead on that basis.

At this point a Hungarian war veteran pointed out that they were examining only the returning planes. The ones that were not returning were out of this study. And those planes were going down for a valid reason - they were getting hit on more critical parts!

The planes with bullet holes in their fuselage and tail parts were still making it back to the base, whereas those getting hit on key parts such as cock pit and engine areas, were not returning at all! Therefore those areas were more critical and dangerous.

Following this insight, the places chosen for reinforcement changed drastically!

And rightly so.

For us the point to reflect is, do such blind-spots exist in our decision making processes too? How do we discover them?

It’s very important that while taking decisions or making choices we see things as they are, not as what we think they are.

Also, while interpreting information available, let’s stay clear of our hardened stances, our opinions, biases and prejudices. That way we increase our odds to see things as they are!

My name is PK Narayanan, wishing you the best, Thank you.

Dec 10, 202002:57
When we serve the customer...

When we serve the customer...

In this podcast I want to share an incident that happened a few years ago.

In one of our drive tours in Tamilnadu, we were having breakfast at INDeco Hotel, Swamimalai.

The coffee cup in my hand trembled before falling flat on the ground, breaking in to pieces with a thud, spilling the coffee all around.

The server who was serving us our breakfast appeared immediately in a composed manner, started clearing the pieces and cleaning the place. While this was on, the Manager of the restaurant appeared with a fresh cup of coffee for me!

When the bill came for signing, I noticed that the cost of broken cup or the coffee were not billed, not listed there!

When checked, the Manager humbly said that sometimes things break, and that cup of coffee we had not consumed anyway.

I learnt a couple of valuable lessons that day! On customer service ie. without even asking, another cup of coffee was served; and the value systems while billing a customer ie. the spilled coffee was not billed to the Customer.

Please share your comments and experiences below - Let’s celebrate these unsung heroes!

My name is PK Narayanan, wishing you the best, Thank you.

Nov 24, 202001:48
Speed matters. Direction matters even more...

Speed matters. Direction matters even more...

'Direction is so much more important than speed’ said Richard Evans.

Speed matters. Alongside speed, we also need to be watchful of the direction, which is easier to lose sight of. Speed thrills. Speed means a lot of activity. A lot of engagement. We may even mistake the increased levels of activity for achievement!

In fact, it does harm if we’re fast and we’re headed the wrong way.

If we are on a wrong road, added speed means it would take us farther out of our way. Farther off from our destination.

It’s more important to reach our destination. It’s more important to be headed the right way, the surest way to get where we want to go. Even if it’s a bit late.

How do we do that?

The first step is to set the direction, destination, setting the compass. This is the key.

Laying down the road map to reach the destination is the second step. Many aspects may need to be considered while doing this, including setting our value co-ordinates.

The third step is to make sure we stay on course. Staying on course may be challenging, yet very important. Even if we need to take short detours in between, we need to be mindful to get back on-to our course.

Alongside all these, speed happens.

What could possibly help us keep the direction?

Our conviction about the chosen path, commitment to the chosen course, persistence, resilience, grit, our value co-ordinates; though, at times some of these may even appear to seemingly affecting the speed adversely. Doesn’t matter - The key point is to travel in the right direction.

Speed matters. Direction matters even more.

If you resonate with these thoughts, please comment below with your views, experiences.

My name is PK Narayanan. Wishing you the best, Thank you.

https://pknarayanan.com

Nov 02, 202002:58
Are there things that we do in our business that have out-lived its purpose?

Are there things that we do in our business that have out-lived its purpose?

Are there things that we do in our business that have out-lived its purpose?

Are there systems and processes that had been started at some point-in-time with some purpose, but has run-out of its purpose?

Here’s a story.

A blind man was about to return to his village after a short-stay at his friend’s place. It was evening. As it was going to be a long walk, his friend gave him an oil-lit lantern.

Though the blind man protested initially about the futility of him carrying a lantern, his friend convinced him saying others can see him in the night. The blind man obliged. He started-off holding the lantern high in his hand.

After a few hours, in spite of holding the lantern high in his hand, someone collided onto him - head-on.

The blind man fell down and asked the other why he didn’t see him in the light of the lantern. The other person asked, ‘which lantern, what light?’. The fact was that the oil had got over and the lantern was off.

When the lantern was lit and the blind man held it in his hands, it made sense. But once the light was off, holding it high and walking was a meaningless ritual for the man.

Do we have such processes and rituals in our business? Systems and processes that had been started at some point-in-time with some purpose, but has run-out of its purpose?

Are there things that we do in our business that have out-lived its purpose?

This deserves a closer look!

If you resonate with these thoughts, please comment below with your views, experiences.

Wishing you the best, Thank you.

PK Narayanan, CEO Coach https://pknarayanan.com/



Oct 14, 202002:12
Where am I putting my energies and attention - on the windshield or rear-view mirror?

Where am I putting my energies and attention - on the windshield or rear-view mirror?

TRANSCRIPT

In my life or at my work, Where am I putting my energies and attention?

The time and energy that we invest on a day to day basis in our past, in our past events and experiences need to be put in perspective.

For example, Do we drive a car looking at the rear-view mirror?

Not really. While driving, we look through the windshield and look at the rear-view mirror (only) occasionally. When needed. Example, when we are about to take a turn.

In our life, at our work, do we follow this?

When Richard Branson was once asked about his best career advice for young people, he said it came from his mother - that ‘Never look back in regret - move on to the next thing.’

He continued - ‘The amount of time people waste dwelling on failures rather than putting that energy into another project always amazes me’.

The time and energy that we ascribe to the past events and experiences need to be put in perspective. If that becomes our ‘windshield’ view, it impacts our progress adversely. If it becomes our ‘rear-view’ mirror, it can be a guiding force when needed.

Spending our precious energy and attention to moving on, not looking back - makes immense sense.

Where am I putting my energies and attention - on the windshield or rear-view mirror?

If you resonate with these thoughts, please comment below with your views.

Wishing you the best, Thank you.

PK Narayanan, CEO Coach. www.pknarayanan.com

Oct 02, 202001:58
What matters is what we see! How are we seeing?

What matters is what we see! How are we seeing?

The way we perceive, changes the actions we take. The actions we take changes the outcomes we get.

What matters is what we see!

Sep 25, 202002:05
Accelerated Decision making - How do we practice?

Accelerated Decision making - How do we practice?

Having the required information is a key pre-requisite while taking decisions. The pertinent question is how much of it?

Sep 12, 202002:10
What matters is where we are going to!

What matters is where we are going to!

What we’ve done so far need not be indicative of what we’re capable of doing going forward...

Sep 03, 202002:25
It's Action that changes our lives!

It's Action that changes our lives!

Knowing what to do, thinking what to do, even deciding what to do, doesn’t change our lives. It’s the action that changes our lives, It’s the action that changes our world.

Aug 27, 202002:09
How much of your potential you’re using right now?

How much of your potential you’re using right now?

How do I bring my potential out? Requires closer attention, consideration. Listen to this 2 minute podcast and comment with your views!

Aug 15, 202002:03
4-Step Process to Keep-up Competency Levels While Scaling-up!

4-Step Process to Keep-up Competency Levels While Scaling-up!

It’s essential for a scaling-up business to keep its competencies relevant, adequate and under constant check. Here's a 4-step process to enable that!

Aug 04, 202002:04
What We Do on a Daily Basis Matters!

What We Do on a Daily Basis Matters!

Even Small things, done on a consistent basis, produce eXtra-Large outcomes over a period of time.

Jul 25, 202002:16
How do I solve problems quicker and keep moving forward?

How do I solve problems quicker and keep moving forward?

Focus on solutions, for what we focus on expands.

Jul 16, 202002:38
Scale-up actions need to be cohesive, consistent and congruent to each other!

Scale-up actions need to be cohesive, consistent and congruent to each other!

This podcast highlights the importance of getting scale up actions cohesive, consistent and congruent to each other.

Jul 09, 202002:27
How do we find time to do new things?

How do we find time to do new things?

To add something we need to subtract something. 

Welcome to this 2 minute podcast!

Jul 03, 202002:10
As a leader, why I need to simplify? And how?

As a leader, why I need to simplify? And how?

When we simplify, things get done!

Jun 26, 202003:53
How do I move more towards Growth-based decisions?

How do I move more towards Growth-based decisions?

The way we take decisions play a significant role in our scale-up journey. Listen to this podcast and learn how you could move towards making choices and taking decisions more consciously.

Jun 19, 202003:44
How to scale up my business?

How to scale up my business?

Scaling up is a possibility for every business if we get certain basics in place

Jun 11, 202001:42