CAREER-VIEW MIRROR - biographies of colleagues in the automotive and mobility industries.
Andy Follows
248 episodes
3 days ago
In this Side Mirror, I explore a blind spot that affects all of us. It’s something that slowly creeps in as we gain experience, and it quietly widens the gap between what we think our people understand and what they actually do. I’ll share a couple of recent examples — one from a global organisation trying to gather insight, and another from a leader who chose a more hands-on approach — plus a slightly embarrassing personal story from early in my automotive career. All of them highlight...
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In this Side Mirror, I explore a blind spot that affects all of us. It’s something that slowly creeps in as we gain experience, and it quietly widens the gap between what we think our people understand and what they actually do. I’ll share a couple of recent examples — one from a global organisation trying to gather insight, and another from a leader who chose a more hands-on approach — plus a slightly embarrassing personal story from early in my automotive career. All of them highlight...
Side Mirror: Playing the game of Fulfilling Performance
CAREER-VIEW MIRROR - biographies of colleagues in the automotive and mobility industries.
15 minutes
4 months ago
Side Mirror: Playing the game of Fulfilling Performance
In these shorter Side Mirror episodes, I introduce concepts, tools, and experts to help you enable Fulfilling Performance for yourself and the people you lead and care about. In this Side Mirror, I reflect on what happened when a friend taught me a new card game and how it reminded me of the importance of effective strategies when we want to win. I explore how the Fulfilling Performance framework functions in much the same way—giving individuals and teams a shared understanding of what it tak...
CAREER-VIEW MIRROR - biographies of colleagues in the automotive and mobility industries.
In this Side Mirror, I explore a blind spot that affects all of us. It’s something that slowly creeps in as we gain experience, and it quietly widens the gap between what we think our people understand and what they actually do. I’ll share a couple of recent examples — one from a global organisation trying to gather insight, and another from a leader who chose a more hands-on approach — plus a slightly embarrassing personal story from early in my automotive career. All of them highlight...
