Do This to Be the Best


Veteran, new and aspiring executives need methods to be successful in their organization. There are 1000s of leadership podcasts, videos, blogs, and articles but few authors address what to do or how to do it.

We have witnessed many executives who are efficient (doing things right), but few executives are effective (doing the right things). We believe this is misguided and aim to remedy the shortfall with executives.

This is the 63rd episode of the Effective Executive podcast. In this episode, Tripp Babbitt reveals what organizations and executives can do to be the best. Download our Effective Executive Starter Kit.

Show Notes

The Effective Executive – Episode 63

Proactive Innovation in Products, Services and Organizational Design

Synthetic Thinking

Copying Will Always Leave You Behind



[00:00:01] This is the 63d episode of the effective executive and podcast and YouTube channel lost it there for a second. And this week, I want to talk about what you really need to do to be the best. You know, we’ve talked about innovation and things of that sort, and it’s funny. I, when we were all locked down for COVID, I started improving on my trading capabilities stocks. I don’t really trade in bonds, but commodities, indices, things of that sort, and one of the things that I noticed as I watched YouTube videos and and read things was I was able to improve over time, even though I had a method I’ve been using for. Probably hadn’t changed much and and maybe 10 years. And as I went out, I started to discover other ways of trading. Sometimes it would improve on stocks and maybe not on commodities and things of that sort, but again to experiment. And I found better ways to trade. And because I experimented with those things and had time to do so, I improve my swing trading. I played around a little bit with a day trading thing. I had some success in that also, but more. I think the emphasis that I want to talk about in this episode is that you can improve your organization over time by just looking for something else, trying new things. And yeah, this bleeds a little bit over into innovation and improving your product or service and constantly having a flow, a pipeline of new ideas that you’re testing out within your organization.


[00:02:16] And I got to tell you that many organizations do it. It’s it’s less than five percent, according to statistics that I’ve seen online, where people are proactively looking for ways to innovate their products and services. So you need to need a method for that. Now I provide a method. If you got one great, then you’re probably in good shape. But one of the things that I noticed too online as I went through YouTube channels, everything is everybody kind of had their own method, and both traders find a method that works for them and then they stop. And there is infinite possibilities associated with in proving your ability to do whether it’s swing trading or day trading or investing, you can do so much better. And I won’t get into the my opinion about financial folks, but more often than not, they’re not looking out for your best interests. But regardless, executives need to do the same thing. And if you’re going to be the best, you know, people, it’s so funny. Every organization typically is doing something like lean or six sigma or agile or scrum, and it’s maybe what’s been sold to them or just they’ve experienced in previous organizations.


[00:03:54] So they bring it over from a different organization. Or maybe that’s that’s the background that they came from. I would have not built the ninety five method had I not been trying to improve upon those things. And because I experimented with them, I came up with something that, well, I know it’s superior to those methods, but you know, because it’s not the mainstream, it’s not really looked at by some of the larger organizations or organizations that are using lean Six Sigma, agile scrum, you know, whatever methods that they have within their organizations. And I think they make a huge mistake, not just because it’s my method, but just just going out and looking for new ways to go about and do things. And you know, it’s one of the things I strive to do is because I do have a background, you know, in Lean and Six Sigma and Master Black Belt and all that stuff and working with software organizations and I agile and scrum and and those types of things that those aren’t the best ways, in my opinion. And you really never know until you try something differently. But the one thing I do know is, and I’ve warned in these episodes before is that you got I’ve got to avoid copying. In other words, just because I worked in another organization, the new organization you’re in, it may not be the best method for you to use, bringing things from other organizations.


[00:05:40] Just this gets into synthetic thinking that that the new organization that you’re in has different people. It’s got different customers. It’s it’s a different system. And that’s why I always suggest executives. You start at that. From that standpoint, it’s understanding the system that you’re in first and how it plays, how it operates. As a system and that’s synthetic thinking and developing those skills, I think, are to be at the top of the list for for any executive, whether you’re going to new organization, whether you’re a veteran executive or whether you aspire to be one. And those are my that’s my target audience for these episodes. You know, developing those synthetic thinking skills also gives you new ideas, new ways of looking at things. But I’ve learned about copying and bringing things from more other organizations for that reason because systems are different. And the one thing I do know is that, you know, go to and to certain organizations and let’s say, a hospital and they’re all doing lean, you know, and they may have their version of lean or whatever, and you’re going to have some variation there, but it’s all based off of kind of the same thinking, if you will. And. You know, copying other organizations, whether it’s a competitor or an organization that you came from or whatever.


[00:07:07] We’ll always leave you behind and you just need to pause for a moment and think about that because copying if you copy something, you are always behind whoever it is that you’re copying. So this needs to be a constant if you really want to be the best executive organization, whatever it is that you’re constantly going out there and looking for new ideas and new ways of doing things within your organization. It’s there are infinite number of ideas. You never have the best method. Lean is not the best method Six Sigma, not the best method. Agile, not scrum. Not they’re not the best methods. There’s always a better way, and that’s the things that make making working in organizations very exciting is that there is always the next thing. There’s always something, and often it’s built off of the things that preceded it. But sometimes it’s starting, you know, all over again from maybe a philosophy or whatever it might be. So my message this week is as an executive, if you want to be the best. You can’t stop where you are. You must always be looking for the next thing or new ideas, new methods, things of that sort and remembering that just copying what everybody else is doing always leaves you behind. That’s the message I wanted to convey this week. See you next week.

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