Engineers are typically systems thinkers, and can be very pragmatic and practical. When it comes to leading an organisation and managing people, I imagine that many of them may become frustrated by some of the looser elements involved in this. While many of you may agree with my generalisation, it isn’t true when applied to Ian Goss-Ross, the founding CEO of Elingo.
We had an interesting discussion where we explore some of these issues, and you will find out exactly how he balanced his engineering background with the other skills needed to lead and manage people.
- Company: Elingo (Pty) Ltd
- Founder and current CEO: Ian Goss-Ross
- Est: 2001
In this episode you will learn:
- How to overcome that feeling that you aren’t necessarily the smartest person around
- The difference between a “Diminisher” and a “Multiplier”, and which one you are
- At what point trust within your relationships with your co-workers or employees disappears
- How to understand and adjust another person’s feelings and intentions
- And a load of other advice, insights, and lessons
Quotable quotes from the conversation with Ian:
“Lots of people want to go into their own business, and they start thinking of schemes instead of opportunities, and a scheme is not the way to go.”
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“You, yourself, can have the brightest idea and plan, and you will only go up to a certain point…you really need people to take you further.”
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“We need to assist people in all aspects of their lives because if they are successful at home, they will be successful here at work as well.”
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Resources and books mentioned in this episode:
How to get hold of Ian:
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