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I often wonder how we managed before the advent of cell phones. There was a time when we all had wrist watches to tell the time, a small notebook to write notes on the go, an agenda to manage our appointments, a paper map to know how to get where we wanted to go, a wallet with money, credit cards, and yes, of course, a landline telephone to call friends and associates.
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Tony’s business grew steadily after he developed a popular software solution for the restaurant industry. He’s added a couple of new apps and set his sights on expanding into the hotel sector. But despite his success, Tony began suffering from “Founder’s Syndrome” – a typical ailment of new entrepreneurs. Fortunately, it is curable.
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When I arrived in a leadership role at Dun & Bradstreet France, my first assignment was to put together a turn-around plan. The plan included lay-offs, which meant I had to get the approval of the union. Following my first presentation, the union head approached me. He said that although my talk was one of the best he’d ever heard, in his experience with my predecessors, there was always a “but”. So why should he believe my plan was any different? Why would it work when others had failed?