Archive for May, 2012

What defines you?

Tuesday, May 15th, 2012

It occurred to me today that in the graveyard the memorials refer to people in terms of their relations, “Beloved Mother”, “Father”, “Son” etc.  I don’t recall ever seeing someone remembered as MD of Such-and-Such Corp, or HR Manager.  I think it is because these relationships place us in a context and to some degree define us.  I’m a brother to three people, a father to three more and a son of two.

The things I accomplish might have value, but I suspect, even on my best day, I’m unlikely to be remembered for anything I’ve done that I was paid for.  Work is a means of earning a living and a way we can challenge and express ourselves but it is also a set or relationships, and a place where we touch others lives, for better or worse.  The higher up the greasy pole we climb, the more people we impact with our behaviour and our decisions.  I wonder how much more successful businesses are that consider decisions in terms of relationships rather than just profit? 

What defines you and are you putting your attention to the things you really value?

You can kiss your family and friends good-bye and put miles between you, but at the same time you carry them with you in your heart, your mind, your stomach, because you do not just live in a world but a world lives in you.”   Frederick Buechner

“Present your family and friends with their eulogies now – they won’t be able to hear how much you love them and appreciate them from inside the coffin.”   Anonymous

The first cuckoos and their lessons in branding

Sunday, May 13th, 2012

I was walking yesterday and heard my first cuckoos. At first there was just one in the distance, and I thought “How perfect!”, spring sunshine and birdsong. We walked a little further then heard him again, only clearer, he seemed to have moved closer. Then I realised the song was different; a moment later it was clear there were two males, both singing their distinctive version of the familiar call, both proclaiming the efficacy of their wares to all the females nearby.

It occurred to me later, on reading a familiar online network’s blogs that we are like these cuckoos, puffing out our chests and singing to the world, hoping someone is noticing… We know the cuckoos strategy works, but does ours?! Its highly distinctive call serves two purposes; firstly it is claiming a territory and is highly recognisable, but its second purpose is the pay- off, it is seeking to attract a mate.

How do we ensure that we are offering something not just distinctive, but also something our audience really wants, or are we just making a lot of noise and achieving very little?

Dare to be different

Saturday, May 12th, 2012

Someone raised the question the other day “How do you stand out from all the other coaches?“. A very good question but one which applies just as well to many, if not all businesses. I think in this area especially, the answer is ‘dare to be different’. If you are a ‘me too’ coach offering basically a generic service you’ll deliver a certain service and value but you will always be vulnerable to being undercut or replaced. If, however, you follow your own light and are able to harness your own unique talents and insights, you won’t fit everyone, but you will always be authentic and no one can ever be quite the same, so you will have an inherent advantage. Sometimes the best way to stand out in a crowd is just to be you.

I don’t tell my clients what to do, or very often, how to do it, but tend to just offer another way of looking at things, or a different perspective, that allows them to have more and different options. This is often all it takes to ‘unstick’ someone and allow them to once more flow down their path. If at the end of the conversation I hear “Thank you, that was very useful!” I know I’ve done my job.

Zen and the Art of lawn mowing

Saturday, May 12th, 2012

If you have a large garden, especially one with an irregular shape you’ll be familiar with the dilemma of “how do you mow it?”. If you have a ride-on, you can’t do simple stripes, as the thing has to be manoeuvred. The challenge is to come up with a pattern that cuts all of the grass once, with as little possible being cut more than once, and minimising any ned for reversing. It sounds simple, but really isn’t; come up with the right pattern and you move in a smooth flow, that is both satisfying and efficient, saving time and effort. There is a zen-like quality to being one with the flow.

In the midst of my meditative mowing, it occurred to me that there is a similarity between the use of good strategy for mowing and for business. Finding the way to get the most done for the least input, by seeing the relationship between shapes and then flowing smoothly from one to the next. When you are doing things well you are not working so much as dancing. All very fanciful you may say, but I suggest that if everything you do is taking vast effort, and only achieved by dint of hard work, then you are perhaps missing this sense of how these things relate to each other and you to them.

Could Life be easier? Sometimes, just sometimes, mow is less…

The Greeks & the French vote for Change… or did the turkeys just refuse to vote for Xmas?

Monday, May 7th, 2012

Yesterday roughly 70% of the Greek voters said “No!” to austerity (despite same same proportion still wishing to remain within the Europe!)  At the same time the French voters voted for Hollande and his anti-austerity platform.  So both sets of people want to get better, economically speaking, but refused to take their ‘medicine’.  This is another interesting example of people having to see their needs being met in order to accept Change.  I’m not saying that the previous regimes necessarily had all the answers but the idea of spending your way out of this debt crisis seems madness.  The incumbent’s errors lay in the fact that they were unable to persuade their electorates that the vile tasting medicine was going to make them better, economically speaking.  If the amount of pain the ‘cure’ is delivering is equal to that you are currently suffering, or about to suffer, then you are unlikely to take the medicine.  If people have to choose between pain today or pain tomorrow, they will always, always choose the latter.

 

 

“Politicians and diapers should be changed frequently and all for the same reason.”  José Maria de Eça de Queiroz

“An election is coming.  Universal peace is declared, and the foxes have a sincere interest in prolonging the lives of the poultry.”  George Eliot

WHAT will it take to Change?

Monday, May 7th, 2012

Today, the second guest Blog from Maurice de Castro, leadership expert and speaker, telling the rest of his personal story:

In yesterday’s blog I referred to a time when I faced the challenge of playing my part in helping to turn a business around that was on a slippery slope to nowhere. I used the Yes BUT story as a means of expressing the power and impact of just a couple of words. Well here’s another powerful example.

During that same period in that same business I made another huge mistake which I learned from and has served me well for many years since in both my professional and personal life.

Here is the mistake.  As the business was in such bad shape when I arrived I spent a ridiculous amount of time asking people “WHY?”

  1. “Why do we have to lowest sales performance in the country?”
  2. “Why do we have the highest cost base?”
  3. “Why is morale so low?”
  4. “Why is customer service so poor?”
  5. Etc., etc., etc.

That seemed a good place to start and made sense at the time but it just didn’t work. I realised after a while that every time I asked the question there were no shortage of answers. Everyone had an answer, every answer was different and every answer became a personal belief.

As you know it’s not that easy to change a belief.  It occurred to me that everyone had a story and I had done nothing but get them to focus on that story and replay it to me. Whilst many of those stories made sense the fact that there were so many made it impossible to identify what the real issues were and more importantly get people to think past them.

I realised that people love a good story.  After a while I worked out that I had to change tact completely as the WHY was only pushing us back even further. So I changed the question.  The new question was.

  1. “WHAT will we do to have the highest sales performance in the country?”
  2. “WHAT will we do to be cost leaders in this business?”
  3. “WHAT will we do to raise morale?”
  4. “WHAT will we do to make our customers love us?”

A simple word and a simple blog I know and many readers will be way ahead of the game and say well of course that’s just common sense. Well as they say common sense doesn’t seem to be that common any more.  It wasn’t for me back then but it is now.  By the way, with Yes AND together with WHAT, everything changed.

Yes BUT, No BUT, Yes BUT …

Sunday, May 6th, 2012

Today, a guest blog from Maurice de Castro, leadership expert and speaker, talking about his personal experience in leadership:

From a leadership perspective one of the most crippling environments you can ever find yourself in is the Yes BUT culture. Those two small yet devastatingly powerful words only serve to maintain the status quo and deprive innovation, creativity and imagination of the fuel it needs to see a company thrive. A number of years ago I was asked to lead a particular business through a rather dark time. Terribly low morale, very high costs, poor sales performance, low customer satisfaction and so on.

The business had created its own debilitating web of Yes BUT’s” so that nothing could or would ever change. It was full of good people working extremely hard but trapped in their own creation. Have you ever watched a fly try to free itself from a spider’s web?  Well it’s a little like me trying to stop my wife buying yet another pair of shoes, it ranks on the impossible list. The fly has to be freed.

After many months of sleepless nights I finally found the solution. I asked a toy manufacturer to provide me with 1000 plain white round squeezy stress balls. On each ball I had the words Yes BUT printed on one side with a big red cross struck right through the middle of the words. On the other side of the ball I had the words “Yes AND” printed. I invited every member of staff to join me at a large local theatre where I very clearly presented our Yes BUT dilemma and gave everyone their own ball. I asked them to take theirs ball with them everywhere they went in the business and if they EVER heard the words “Yes BUT” used I asked them to throw their ball at that person as hard as they could regardless of their position. For the next 3 months balls were flying everywhere and I mean everywhere, it was like a war zone. Within 12 months everything changed. Everything! Two small words made the massive difference between success and failure.

Cultural lessons from Amazon

Saturday, May 5th, 2012

A client of mine has been working with Amazon, and shared some very interesting things about the company culture.  It is definitively American.  People are told when they are taken on that their work will be measured and assessed, and the if they fall in the top 10% then they will be promoted.  Conversely, if they are in the bottom 10% they will be fired.  If they are fired they are eligible to try again another time.  There is no ceiling on those who rise through the ranks.  You may feel this is a fairly brutal system, but the clarity of the message and the precision of the measuring means that it tends to be well accepted.  It isn’t personal, it is just the system and applies to everyone. 

If I had the power to make this kind of decision, and the systems to back them up, I don’t know if I’d do this, but the there are a number of valuable lessons on culture:-

  1. Be clear
  2. Be predictable
  3. Be consistent
  4. Be universal (in other words, treat everyone the same)

What the mayoral referenda tell us about Change

Friday, May 4th, 2012

10 English cities in Manchester, Liverpool and Coventry just had referenda to decide if they want London-style mayors.  The turn-out was incredibly low, 24% in Bristol, and the proposition was greeted with underwhelming scepticism.  Why you might ask?  The answer is a simple one, this is either viewed as unlikely to solve voters problems or worse still, trying to resolve issues they don’t care about or do not feel they have.  You can never get people to vote for something when they can see no benefit in it… turkeys are more likely to vote for Xmas!

If you want people to change the very first question you need to answer is What Is in it For Me?  If you can’t articulate this clearly, if they don’t believe you can deliver, if they don’t trust you… you are wasting your time and energy.

“Anything important is never left to the vote of the people. We only get to vote on some man; we never get to vote on what he is to do.”  Will Rodgers

“Bad politicians are sent to Washington by good people who don’t vote.” William E. Simon

An Arctic explorer’s lessons on Change

Thursday, May 3rd, 2012

I went to a talk yesterday by Pen Hadow, who rose to international fame when in 2003 he became the first person to trek solo, without resupply by third parties, from Canada to the North Geographic Pole – a feat which has not been repeated and thought comparable in difficulty to making the first ascent of Everest, solo and without oxygen. Within months he went on to become the only Briton to have trekked, without resupply, to both the North and South Poles.  As you can imagine he had some very interesting thoughts to share and stories to tell.

I’ve listened to a number of fascinating Britons talk, including my personal favourite, Ranulph Fiennes, and I’m always left with the feeling that they seem to be part of some different species (from mere mortals like me) and to connect us to our historic forebears whose exploits shaped and developed the world and our history.  Pen felt that the thing that defined him and his journeys was as much as anything the fact that having locked onto a goal, he simply kept going, doing the simple things over and over again.  Though he recognised the need for good planning and effective risk management and mitigation. 

What I, perhaps ignorantly, had never realised, was that the Artic has no land mass underneath it.  The ice simply floats on the sea.  What looks like a one sheer white mass of ice is, in fact, made up of a mixture of walls of ice, composed of  many blocks and carved up with vast tracts of open water.  You can’t get there by walking.  It is a mixture of climbing over these barriers, then, where necessary, swimming though the water, before starting again all the while pulling a sledge with everything you need weighing 20 stone!

He had many tales of the difficulties including the temperature (-40°c), the distance (478 miles) and polar bears who can weigh up to 1400 kilos!  On day 45 he fell through thin ice and lost one of his skis and had to trek the rest of the way without it. 

He felt this journey was a personal pilgrimage and an important goal he’d set for himself, but recognised that if it were to mean anything more he needed to share this experience and the lessons learnt in order to wake us up to the reality of global warming.  At this rate, within the next 20-30 years the ice might totally disappear in the summer months.  The temperature differential between the pole and the equator drive both the gulf stream and the jet stream and these are the engines that make our weather.

All of this was interesting and important in its own right but the extra take-away for me was the fact that he felt it was crucial to engage people emotionally through his story telling in order to get them them to change their behaviour.  Dry facts won’t do it, which is why few of us are persuaded by scientists.  However this kind of tale which hits you at an emotional level is much more powerful.  Perhaps we need a few more of our leaders to take lessons from explorers when trying to sell Change to their people?

“Apparently 99% of Earth’s species have become extinct and on current form re the environment homo sapiens may end up in the wrong category.”  Pen Hadow

“Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe return doubtful. Honour and recognition in event of success.” [From an advertisement, almost certainly apocryphal, preceding Shackleton’s Nimrod expedition.]