Our Alumni and Mentors know that Junto sessions and conversations run across a spectrum.
The two queries I get most often about The Junto Institute are where the idea came from and where the name came from. I heard these so frequently in our first few years that I wrote blog posts to share our history and the origin of the name.
I rarely share my personal leadership experiences in Junto. But there is one I tend to think about and talk about more frequently than others because of the impact it has had on our work, effectiveness, and consistency: the use of standards and protocols.
I was on a panel yesterday morning, speaking on Vision, Mission & Values, when a woman in the audience asked a question:
As someone who wakes up at 4am on weekdays, 5am on weekends, and follows a flexible yet planned morning routine, I can attest to its power. It gets me focused on the day ahead, enables me to feel productive when the day ends, and keeps me centered throughout the week.
Part 1 in this series was on using vision, mission, and values to help decision-making.
Not the romantic kind. That's only one type of love, and the one that has misguided society's view of whether love has a place in business. It does.
Over the years, a number of leadership practices have been attempted, experimented with, and adopted by Junto companies. These practices are a result of shared experiences from their Mentors, all of whom are seasoned operators and entrepreneurs who believe that decision-making might be the most important role of any leader.
When I discovered the word, eudaimonia, it helped explain the competing forces I've always heard, witnessed, and felt in the world of business.