About Cris

Have you heard about those guest speakers and facilitators who go on and on about how wonderful they are? And then tell you how they ‘discovered’ the answer and now you can have it too (at a huge cost)?

Well, that’s not Cris. He believes that kind of talk disempowers people. And we’re here to excite and incentivise your people. He also has a healthy respect that everyone’s path is unique. As such, you should “walk your own walk”.

What does Cris mean by this? He’s had struggles (and still does). And he’s made a few mistakes. In fact, he believes in making mistakes every day, to learn and grow. But Cris also believes in learning from others. His journey has taught him some valuable shortcuts. Shortcuts that can help you (and others) avoid some of the pitfalls he’s experienced.

Cris has shared a stage with the likes of the Dalai Lama, Brené Brown and others. Their inspiration shaped the successful wellbeing practises that Cris now brings to workplaces.

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    Category: LIFESTYLE

    zoom 10

    App Development Meeting

    Worse, actually choosing a strategy entails making decisions that explicitly cut off possibilities and options. An executive may well fear that getting those decisions wrong will wreck his or her career. The natural reaction is to make the challenge less daunting by turning it into a problem that can be solved with tried and tested tools. That nearly always means spending weeks or even months preparing a comprehensive plan for how the company will invest in existing and new assets and capabilities in order to achieve a target—an increased share of the market, say, or a share in some new one. The plan is typically supported with detailed spreadsheets that project costs and revenue quite far into the future.

    This is a truly terrible way to make strategy. It may be an excellent way to cope with fear of the unknown, but fear and discomfort are an essential part of strategy making. In fact, if you are entirely comfortable with your strategy, there’s a strong chance it isn’t very good. You’re probably stuck in one or more of the traps I’ll discuss in this article.
    first Session: Team Functioning
    • Build common language around team
    • Establish a spring communication plan
    • Participates in meetings
    • Volunteers to carry out the team’s work
    first Session: Team Functioning
    • Build common language around team
    • Establish a spring communication plan
    • Participates in meetings
    • Volunteers to carry out the team’s work

    Self-Referential Strategy Frameworks

    This trap is perhaps the most insidious, because it can snare even managers who, having successfully avoided the planning and cost traps, are trying to build a real strategy. In identifying and articulating a strategy, most executives adopt one of a number of standard frameworks. Unfortunately, two of the most popular ones can lead the unwary user to design a strategy entirely around what the company can control.

    Account does not enabled REST API.

    All of this is eminently sensible advice that every manager would be wise to follow. However, most managers do not. Instead, most use the idea that a strategy emerges as events unfold as a justification for declaring the future to be so unpredictable and volatile that it doesn’t make sense to make strategy choices until the future becomes sufficiently clear. Notice how comforting that interpretation is: No longer is there a need to make angst-ridden decisions about unknowable and uncontrollable things.

    zoom 06

    Community Meeting

    Worse, actually choosing a strategy entails making decisions that explicitly cut off possibilities and options. An executive may well fear that getting those decisions wrong will wreck his or her career. The natural reaction is to make the challenge less daunting by turning it into a problem that can be solved with tried and tested tools. That nearly always means spending weeks or even months preparing a comprehensive plan for how the company will invest in existing and new assets and capabilities in order to achieve a target—an increased share of the market, say, or a share in some new one. The plan is typically supported with detailed spreadsheets that project costs and revenue quite far into the future.

    This is a truly terrible way to make strategy. It may be an excellent way to cope with fear of the unknown, but fear and discomfort are an essential part of strategy making. In fact, if you are entirely comfortable with your strategy, there’s a strong chance it isn’t very good. You’re probably stuck in one or more of the traps I’ll discuss in this article.
    first Session: Team Functioning
    • Build common language around team
    • Establish a spring communication plan
    • Participates in meetings
    • Volunteers to carry out the team’s work
    first Session: Team Functioning
    • Build common language around team
    • Establish a spring communication plan
    • Participates in meetings
    • Volunteers to carry out the team’s work

    Self-Referential Strategy Frameworks

    This trap is perhaps the most insidious, because it can snare even managers who, having successfully avoided the planning and cost traps, are trying to build a real strategy. In identifying and articulating a strategy, most executives adopt one of a number of standard frameworks. Unfortunately, two of the most popular ones can lead the unwary user to design a strategy entirely around what the company can control.

    Account does not enabled REST API.

    All of this is eminently sensible advice that every manager would be wise to follow. However, most managers do not. Instead, most use the idea that a strategy emerges as events unfold as a justification for declaring the future to be so unpredictable and volatile that it doesn’t make sense to make strategy choices until the future becomes sufficiently clear. Notice how comforting that interpretation is: No longer is there a need to make angst-ridden decisions about unknowable and uncontrollable things.

    zoom 02

    Website Team Meeting

    Worse, actually choosing a strategy entails making decisions that explicitly cut off possibilities and options. An executive may well fear that getting those decisions wrong will wreck his or her career. The natural reaction is to make the challenge less daunting by turning it into a problem that can be solved with tried and tested tools. That nearly always means spending weeks or even months preparing a comprehensive plan for how the company will invest in existing and new assets and capabilities in order to achieve a target—an increased share of the market, say, or a share in some new one. The plan is typically supported with detailed spreadsheets that project costs and revenue quite far into the future.

    This is a truly terrible way to make strategy. It may be an excellent way to cope with fear of the unknown, but fear and discomfort are an essential part of strategy making. In fact, if you are entirely comfortable with your strategy, there’s a strong chance it isn’t very good. You’re probably stuck in one or more of the traps I’ll discuss in this article.
    first Session: Team Functioning
    • Build common language around team
    • Establish a spring communication plan
    • Participates in meetings
    • Volunteers to carry out the team’s work
    first Session: Team Functioning
    • Build common language around team
    • Establish a spring communication plan
    • Participates in meetings
    • Volunteers to carry out the team’s work

    Self-Referential Strategy Frameworks

    This trap is perhaps the most insidious, because it can snare even managers who, having successfully avoided the planning and cost traps, are trying to build a real strategy. In identifying and articulating a strategy, most executives adopt one of a number of standard frameworks. Unfortunately, two of the most popular ones can lead the unwary user to design a strategy entirely around what the company can control.

    Account does not enabled REST API.

    All of this is eminently sensible advice that every manager would be wise to follow. However, most managers do not. Instead, most use the idea that a strategy emerges as events unfold as a justification for declaring the future to be so unpredictable and volatile that it doesn’t make sense to make strategy choices until the future becomes sufficiently clear. Notice how comforting that interpretation is: No longer is there a need to make angst-ridden decisions about unknowable and uncontrollable things.