Jonathan Raymond Quotes

You can't know what you don't know. You can't know about things you have yet to discover.

The dangling of promotions, the promise of raises and bonuses, chair massages, and yoga classes, all can elicit a general sense of compliance, more or less. We still reach goals. We get hard work - which is not the same as great work. But these tactics don't give you what you really want. What you want is a feeling - the same feeling that every leader who has ever lived craves: "They've got this. I can relax." Why don't any of these tactics get us to that place? It's because they all have something in common. Can you see it? It's that they all start with the needs of the business, and put the needs of the individuals second, usually a distant second. This

Here are a few patterns you may have seen that indicate the person you're managing is avoiding their next step of growth: covering up or attempting to brush off the severity of a mistake; hoarding data; embedding themselves as a go-to person (aka: bottleneck) by creating a system or process that only they know how to use; resorting to quick fixes instead of asking questions and looking for root causes; asking for more time or resources beyond what was agreed on in order to complete a project, instead of coming to you to talk about what went wrong so you can work together to improve it; letting tension build with a teammate or between departments instead of coming to you for advice on how to handle it. When

Can't make your payments? No problem. The interest charges keep on coming. In fact, banks prefer it that way. More money for them. The government guarantees it.

Great accountability is nothing more and nothing less than having the courage to demand that the people who work for you use their strengths in a responsible way. Learning

Step one: The CEO or owner has to open the door. The only way to do that is to admit that they don't know how. It's a moment of vulnerability. It's only one moment, but I've seen CEOs put it off for decades. All it is is this: "Hey guys, I really want to make this a great place to work. And, as you know, I've tried a lot of things over the years. But the truth is, even though the business has gotten better in some ways, when it comes to the culture - how people feel about coming to work here - I know it hasn't changed in the ways you need it to. I don't know how to change it but I want to start a new conversation with you about it. Okay?

Our strengths are not our own until they are freed of the burden of having to heal the past.

In my new business, this is one of the things we work actively with CEOs to see: how one idea from the top can spiral into 100 projects for the team and overwhelm them in ways the CEOs can't even imagine. But

As a manager, the more you talk about something without following up with action, the less those words will matter.

Cultural listening is the skill of being able to see beyond the symptom to the underlying dynamic. It's an extremely powerful tool to develop as a leader, whether you're the CEO, a team leader, or a solopreneur just starting out.

And she had discovered the best reason, the one that trumps all others: She did it because she liked the way it made her feel. Is

Banks will fee you to death. If you bounce a check, the bank has a policy to re-post the check three more times to see if it will be paid. If it continues to bounce they charge a $30 overdraft every time. So, one bounced check will rack up $90 for the bank.

Technology requires knowledge and expertise more than it requires money.

The earlier you intervene, the less likely that people will get defensive. The more real-time and specific your feedback is, the easier it is for people to receive it and learn from it. The

All forms of poor communication have one thing in common: They ask the person on the other end of the line to do more work than they should have to.

Most managers make the innocent mistake of starting at the opposite end. They try to address individual performance and cultural issues through group announcements: generic statements about the need to own your work, care more about the customer, be a better communicator, etc. Managers hope that these messages will reach their intended audience, that they will move people to take action and change unproductive behaviors. But they mostly don't. It's not because people don't care or don't want to grow. It's because that's not how growth happens, especially the personal kind. Those group announcements, at best, point to something that needs to change. But they do nothing to show people how to make the changes themselves. Great

The debate analysis in the media is rampant with contest analogies of war, baseball, boxing, football; you name it. Any testosterone contest imaginable is fair game.

We could say that the health of a culture is equal to the collective ability of the people who work there to feel the impacts of their actions on others. Now if you're an app developer and want to help me build a tool that tracks that, please give a call. What I've seen over and over again in my career as a business leader and leadership mentor is that this one thing - the inability of people to feel their impact on others - is the cause of cultural dysfunction. And the higher up you are on the org chart, the more problematic that weakness is in terms of what it does to the culture at large. Which is why, as a manager, the most important thing you can do - after recognizing your own impact on your team - is to help people see their impacts on each other, and to help them let go of the emotional story they're telling themselves that's keeping the pattern going. In

You can't know what the future holds, though you might conjecture on it, and if you're psychic, you might venture a guess.

Technology ventures can succeed with very little investment, unlike many other industries. A lot of the big Internet players like Google or Yahoo were started by a couple of guys with computers. Microsoft was started in Bill Gates' garage.

We rolled back the clock in a full company meeting and shared each of the steps that came together to help us arrive at this decision that was going to impact everyone on the team. We wanted to show people what "risk being right" looked like to us. How

It was Dell who came out with their build-on-demand process, where they are able to keep a zero balance inventory. That means they don't purchase parts until an order is received. That is a way to greatly reduced overhead, since you don't need to warehouse parts or overstock parts you may not end up using.