Entrepreneurial Mindset with Florin Lungu

Recorded Live at International Business Growth Radio (www.IBGR.Network)

How do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

 “We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

 Problems are opportunities for us to become the solution, rather than seek a solution.

Show Objectives - The Why

 As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

 Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

 Key Issues - Owner Perspective:

1.  People come to me for solutions
2. I need to solve the problems myself
3. It seems that the same problems come back again and again

 What You Need to Know - The What

What we’ll cover today is:

• What is a problem-solving culture
• Why delegating to your team helps them develop this mindset
• Problem-solving from the outside-in vs problem-solving from the inside-out
• A Five Steps Framework for Solution-Based Thinking

What You Need to Do - The How

A Five Steps to Solution-Based Thinking

1.      Write out the exact problem you have.

2.      Draw from your past experiences, resourcefulness and creativity.

3.      Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.      Write down what the problem looks like solved.

5.      Trust and have faith in yourself.

 Before you make a decision, you must first enter into problem-solving at a higher level of solution-based thinking where you begin to separate, breakdown, and distill the thinking that has created the conditions conducive for the problem to exist.

 Then, after careful and thoughtful consideration, you make a decision, cutting and removing the parts of your past thinking that no longer serve you.

“Momentum is the leader’s best friend.” - John C. Maxwell

Recorded Live at International Business Growth Radio (www.IBGR.Network)

How do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

 “We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

 Problems are opportunities for us to become the solution, rather than seek a solution.

Show Objectives - The Why

 As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

 Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

 Key Issues - Owner Perspective:

1.  People come to me for solutions
2. I need to solve the problems myself
3. It seems that the same problems come back again and again

 What You Need to Know - The What

What we’ll cover today is:

• What is a problem-solving culture
• Why delegating to your team helps them develop this mindset
• Problem-solving from the outside-in vs problem-solving from the inside-out
• A Five Steps Framework for Solution-Based Thinking

What You Need to Do - The How

A Five Steps to Solution-Based Thinking

1.      Write out the exact problem you have.

2.      Draw from your past experiences, resourcefulness and creativity.

3.      Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.      Write down what the problem looks like solved.

5.      Trust and have faith in yourself.

 Before you make a decision, you must first enter into problem-solving at a higher level of solution-based thinking where you begin to separate, breakdown, and distill the thinking that has created the conditions conducive for the problem to exist.

 Then, after careful and thoughtful consideration, you make a decision, cutting and removing the parts of your past thinking that no longer serve you.

“Momentum is the leader’s best friend.” - John C. Maxwell

Recorded Live at International Business Growth Radio (www.IBGR.Network)

Most people would agree that character is the foundation of every successful relationship. Especially business relationships. 

 Show Objectives - The Why

As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

Key Issues - Owner Perspective:

Character is not that important and if I lack self-discipline, that’s why I have a team around me to help me and complete me in my weak areas.

But is that true? Can one be a leader if one lacks self-discipline?

What You Need to Know - The What

What we’ll cover today is:

• What is character?
• Why is character important for business success
• Why no one can achieve note-worthy success without self-discipline
• Where you might have placed your discipline

What You Need to Do - The How

Now that we are on the same page when it comes to the importance of self-discipline and character what can we do about it?

• How do we develop self-discipline?
• How do we build character?
• How to assess someone’s character before we place our trust in them.

Recorded Live at International Business Growth Radio (www.IBGR.Network)

Most people would agree that character is the foundation of every successful relationship. Especially business relationships. 

 Show Objectives - The Why

As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

Key Issues - Owner Perspective:

Character is not that important and if I lack self-discipline, that’s why I have a team around me to help me and complete me in my weak areas.

But is that true? Can one be a leader if one lacks self-discipline?

What You Need to Know - The What

What we’ll cover today is:

• What is character?
• Why is character important for business success
• Why no one can achieve note-worthy success without self-discipline
• Where you might have placed your discipline

What You Need to Do - The How

Now that we are on the same page when it comes to the importance of self-discipline and character what can we do about it?

• How do we develop self-discipline?
• How do we build character?
• How to assess someone’s character before we place our trust in them.

Recorded Live at International Business Growth Radio (www.IBGR.Network)

Most people would agree that character is the foundation of every successful relationship. Especially business relationships. 

 Show Objectives - The Why

As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

Key Issues - Owner Perspective:

Character is not that important and if I lack self-discipline, that’s why I have a team around me to help me and complete me in my weak areas.

But is that true? Can one be a leader if one lacks self-discipline?

What You Need to Know - The What

What we’ll cover today is:

• What is character?
• Why is character important for business success
• Why no one can achieve note-worthy success without self-discipline
• Where you might have placed your discipline

What You Need to Do - The How

Now that we are on the same page when it comes to the importance of self-discipline and character what can we do about it?

• How do we develop self-discipline?
• How do we build character?
• How to assess someone’s character before we place our trust in them.

Recorded Live at International Business Growth Radio (www.IBGR.Network)

Most people would agree that character is the foundation of every successful relationship. Especially business relationships. 

 Show Objectives - The Why

As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

Key Issues - Owner Perspective:

Character is not that important and if I lack self-discipline, that’s why I have a team around me to help me and complete me in my weak areas.

But is that true? Can one be a leader if one lacks self-discipline?

What You Need to Know - The What

What we’ll cover today is:

• What is character?
• Why is character important for business success
• Why no one can achieve note-worthy success without self-discipline
• Where you might have placed your discipline

What You Need to Do - The How

Now that we are on the same page when it comes to the importance of self-discipline and character what can we do about it?

• How do we develop self-discipline?
• How do we build character?
• How to assess someone’s character before we place our trust in them.

Recorded Live at International Business Growth Radio (www.IBGR.Network)

In today’s world, a more and more valuable skill becomes listening. And questions play an important part in listening as we only get answers to the questions we ask.

 Show Objectives - The Why

 As business leaders, it is easy for us to fall into the trap of becoming the “Mr. Answer Man” or Ms. Answer Woman” and tell people what to do instead of leading with questions.

 The first approach has us lead from the position where we have all the answers and we’re directing our team, while the latter builds on our capacity to coach our team to reach their own answers, so they become empowered to move the business forward.

Asking questions is also a sign of curiosity, an interest in people, and one of the characteristics of a growth mindset. 

“Have the humility to learn from those around you.” – John C. Maxwell

Key Issues - Owner Perspective:

People expect me to provide them with answers and what if I look uninformed or foul if I ask them what they think and what they suggest we should be doing?

That’s the dialogue that goes on in people’s minds when we teach them to adopt a coaching approach with their team.

What You Need to Know - The What

What we’ll cover today is:

• The value of questions
• You only get answers to the questions you ask
• Questions open doors that otherwise remain closed
• Engage in conversations and connect with people

Great questions to have at hand

• Who do you know whom I should know?
• What have you read that I should read?
• What have you done that I should do?
• How can I add value to you?

What You Need to Do - The How

How can make questions part of my life and how can I lead more with questions?

John Maxwell shares in the book, Good Leaders Ask Great Questions, two types of questions we should ask:

1.  Questions we ask ourselves.

a.      Am I Investing in Myself? A Question of Personal Growth

b.      Am I Genuinely Interested in Others? A Question of Motivation

c.      Am I Grounded as a Leader? A Question of Stability

d.      Am I Adding Value to My Team? A Question of Teamwork

e.      Am I Staying in My Strength Zone? A Question of Effectiveness

f.        Am I Taking Care of Today? A Question of Success

g.      Am I Investing My Time with the Right People? A Question of ROI

2. Questions we ask our teams:

a.      What do you think?

b.      How can I serve you?

c.      What do I need to communicate?

d.      Did we exceed expectations?

e.      What did you learn?

f.        Did we add value?

g.      How do we maximize this experience?

h.      What do I need to know?

i.        How do we make the most of this opportunity?

j.        How are the numbers?

k.      What am I missing?

Recorded Live at International Business Growth Radio (www.IBGR.Network)

In today’s world, a more and more valuable skill becomes listening. And questions play an important part in listening as we only get answers to the questions we ask.

 Show Objectives - The Why

 As business leaders, it is easy for us to fall into the trap of becoming the “Mr. Answer Man” or Ms. Answer Woman” and tell people what to do instead of leading with questions.

 The first approach has us lead from the position where we have all the answers and we’re directing our team, while the latter builds on our capacity to coach our team to reach their own answers, so they become empowered to move the business forward.

Asking questions is also a sign of curiosity, an interest in people, and one of the characteristics of a growth mindset. 

“Have the humility to learn from those around you.” – John C. Maxwell

Key Issues - Owner Perspective:

People expect me to provide them with answers and what if I look uninformed or foul if I ask them what they think and what they suggest we should be doing?

That’s the dialogue that goes on in people’s minds when we teach them to adopt a coaching approach with their team.

What You Need to Know - The What

What we’ll cover today is:

• The value of questions
• You only get answers to the questions you ask
• Questions open doors that otherwise remain closed
• Engage in conversations and connect with people

Great questions to have at hand

• Who do you know whom I should know?
• What have you read that I should read?
• What have you done that I should do?
• How can I add value to you?

What You Need to Do - The How

How can make questions part of my life and how can I lead more with questions?

John Maxwell shares in the book, Good Leaders Ask Great Questions, two types of questions we should ask:

1.  Questions we ask ourselves.

a.      Am I Investing in Myself? A Question of Personal Growth

b.      Am I Genuinely Interested in Others? A Question of Motivation

c.      Am I Grounded as a Leader? A Question of Stability

d.      Am I Adding Value to My Team? A Question of Teamwork

e.      Am I Staying in My Strength Zone? A Question of Effectiveness

f.        Am I Taking Care of Today? A Question of Success

g.      Am I Investing My Time with the Right People? A Question of ROI

2. Questions we ask our teams:

a.      What do you think?

b.      How can I serve you?

c.      What do I need to communicate?

d.      Did we exceed expectations?

e.      What did you learn?

f.        Did we add value?

g.      How do we maximize this experience?

h.      What do I need to know?

i.        How do we make the most of this opportunity?

j.        How are the numbers?

k.      What am I missing?

Recorded Live at International Business Growth Radio (www.IBGR.Network)

In today’s world, a more and more valuable skill becomes listening. And questions play an important part in listening as we only get answers to the questions we ask.

 Show Objectives - The Why

 As business leaders, it is easy for us to fall into the trap of becoming the “Mr. Answer Man” or Ms. Answer Woman” and tell people what to do instead of leading with questions.

 The first approach has us lead from the position where we have all the answers and we’re directing our team, while the latter builds on our capacity to coach our team to reach their own answers, so they become empowered to move the business forward.

Asking questions is also a sign of curiosity, an interest in people, and one of the characteristics of a growth mindset. 

“Have the humility to learn from those around you.” – John C. Maxwell

Key Issues - Owner Perspective:

People expect me to provide them with answers and what if I look uninformed or foul if I ask them what they think and what they suggest we should be doing?

That’s the dialogue that goes on in people’s minds when we teach them to adopt a coaching approach with their team.

What You Need to Know - The What

What we’ll cover today is:

• The value of questions
• You only get answers to the questions you ask
• Questions open doors that otherwise remain closed
• Engage in conversations and connect with people

Great questions to have at hand

• Who do you know whom I should know?
• What have you read that I should read?
• What have you done that I should do?
• How can I add value to you?

What You Need to Do - The How

How can make questions part of my life and how can I lead more with questions?

John Maxwell shares in the book, Good Leaders Ask Great Questions, two types of questions we should ask:

1.  Questions we ask ourselves.

a.      Am I Investing in Myself? A Question of Personal Growth

b.      Am I Genuinely Interested in Others? A Question of Motivation

c.      Am I Grounded as a Leader? A Question of Stability

d.      Am I Adding Value to My Team? A Question of Teamwork

e.      Am I Staying in My Strength Zone? A Question of Effectiveness

f.        Am I Taking Care of Today? A Question of Success

g.      Am I Investing My Time with the Right People? A Question of ROI

2. Questions we ask our teams:

a.      What do you think?

b.      How can I serve you?

c.      What do I need to communicate?

d.      Did we exceed expectations?

e.      What did you learn?

f.        Did we add value?

g.      How do we maximize this experience?

h.      What do I need to know?

i.        How do we make the most of this opportunity?

j.        How are the numbers?

k.      What am I missing?

Recorded Live at International Business Growth Radio (www.IBGR.Network)

In today’s world, a more and more valuable skill becomes listening. And questions play an important part in listening as we only get answers to the questions we ask.

 Show Objectives - The Why

 As business leaders, it is easy for us to fall into the trap of becoming the “Mr. Answer Man” or Ms. Answer Woman” and tell people what to do instead of leading with questions.

 The first approach has us lead from the position where we have all the answers and we’re directing our team, while the latter builds on our capacity to coach our team to reach their own answers, so they become empowered to move the business forward.

Asking questions is also a sign of curiosity, an interest in people, and one of the characteristics of a growth mindset. 

“Have the humility to learn from those around you.” – John C. Maxwell

Key Issues - Owner Perspective:

People expect me to provide them with answers and what if I look uninformed or foul if I ask them what they think and what they suggest we should be doing?

That’s the dialogue that goes on in people’s minds when we teach them to adopt a coaching approach with their team.

What You Need to Know - The What

What we’ll cover today is:

• The value of questions
• You only get answers to the questions you ask
• Questions open doors that otherwise remain closed
• Engage in conversations and connect with people

Great questions to have at hand

• Who do you know whom I should know?
• What have you read that I should read?
• What have you done that I should do?
• How can I add value to you?

What You Need to Do - The How

How can make questions part of my life and how can I lead more with questions?

John Maxwell shares in the book, Good Leaders Ask Great Questions, two types of questions we should ask:

1.  Questions we ask ourselves.

a.      Am I Investing in Myself? A Question of Personal Growth

b.      Am I Genuinely Interested in Others? A Question of Motivation

c.      Am I Grounded as a Leader? A Question of Stability

d.      Am I Adding Value to My Team? A Question of Teamwork

e.      Am I Staying in My Strength Zone? A Question of Effectiveness

f.        Am I Taking Care of Today? A Question of Success

g.      Am I Investing My Time with the Right People? A Question of ROI

2. Questions we ask our teams:

a.      What do you think?

b.      How can I serve you?

c.      What do I need to communicate?

d.      Did we exceed expectations?

e.      What did you learn?

f.        Did we add value?

g.      How do we maximize this experience?

h.      What do I need to know?

i.        How do we make the most of this opportunity?

j.        How are the numbers?

k.      What am I missing?