Blog - Quiddity, Higher Purpose Business

Time keeps on slippin', slippin', slippin'…into the future

Mon, 20 Feb 2012 19:12:58 +1100

Recently I sent out an email asking people what their top business issues are. I got quite a variety of responses but one issue kept coming up consistently – How can I get more time to do all the things I need to do?

I wish I had the answer to that one!

Well actually I do…sort of.

At first I was tempted to start a discourse about the nature of time, reality, consciousness and “the matrix” – but although fascinating and worthy of discussion – it is a bit beyond the scope of this quick newsletter.

Instead I decided to give you some “instant pudding” - something that you can use straight away. It is the best (ever) tool I have found to focus your thinking and actions, so that you are getting the best results in line with your vision and with the time you have available.

I have searched for years and never found more than 168 hours in a week.

Time can’t be accumulated. You can’t turn it on or off. It can’t be replaced. It has to be spent at the rate of sixty seconds every minute.

Furthermore, in business today we are expected to produce more with less - better services, quicker response times, more products to market, increased sales, and better value for money. Managers and leaders in particular, are expected not just to plan and prioritise their own work but to be responsible for what their team do.

And then there is the Catch 22 –

“The harder (or more) I work, the more money I make.

And the more money I make, the less time I have to enjoy it.”

This is the world that we live in today. The only way out of this loop is to stop being busy and start being productive. And there is a lot that can be done in regard to how we handle the challenges of our time challenged life.

In about 1986 I read a book by Alan Lakein called How to Manage Your Time and Your Life. Why can I remember this so clearly? Because it was from this book that I learned the best time management / time allocation tool I had ever seen – bar none.

Lakein suggested that you should always ask yourself 2 questions:

What is the best use of my time right now?

Is this contributing to my progress?

This literally became my mantra and allowed me to always be working on my highest priorities. In fact, I had them written in every day of my diary (I used paper back then!) so I saw them possibly a hundred times a day. As a result I became incredibly productive and achieved a great deal.

Over time, as my vision has become broader and more holistic, I have added some key additional questions:

What is the one key thing I will complete today that will move my world forward?

If this is the ONLY thing I get done today, will that make me happy?

Is this serving my highest values?

Is this contributing to my higher purpose?

Am I doing what I want to do, or am I just being busy?

Am I avoiding what I know is important by creating new stuff to do?

These questions have taken me about 20 years to learn (I know, I know - I’m a slow learner!). But, now I use them all day, every day. They are programmed into my phone to remind me (hourly). They are printed out on a sign right above my computer screen.

As a result, I now focus on the things that are meaningful to me and uplift me, rather than responding to other people’s agendas. In other words, I am spending my time the way I want to.

I know this strategy sounds almost too simple, but why not try it for just one week and see how you go?

What would you rather be doing? Make a conscious choice now…

Dancing Across Your Own Work

Fri, 17 Feb 2012 17:27:00 +1100

Another wonderful blog from Joanna Maxwell (Work In Color).

A business lesson from the performing arts. Leaves us with the question : How do we develop mastery in whatever we do?

To read the article, check out the link : http://bit.ly/zK3l6g

Jump Into The Blue Ocean

Mon, 13 Feb 2012 17:07:12 +1100

One of the things I love most about a Cirque du Soleil production is that the curtain separating the artist from the audience has been removed.

In a traditional circus (or live show of any sort really), the artist can go past the curtain and drop his/her role. Cirque du Soleil shows create an environment where the artist has to remain in character for the full length of the production. In this way, both the audience and the artist feel part of a larger show.

This opens up endless performance possibilities – of all sorts.

Any Cirque du Soleil show is unconventional. Sure, there are tumblers, but they are bouncing on beds, not trampolines. There are trapeze artists, but they twirl in the centre of giant chandeliers, not between platforms. And what garden-variety circus is likely to begin with a death-bed scene starring a midget and a dying clown, with a band of acrobat angels hovering overhead? It could only be Cirque du Soleil!

This all reflects the attitude of Guy Laliberté (founder of Cirque du Soleil) who has been described as “an amazing entrepreneur…one who will always provoke people to go to their limits”.

The creative and business risks behind Cirque du Soleil have now brought performances to an audience of close to 100 million in 270 cities on 5 continents. What started as a small troupe of street performers has grown to a 4,800 person operation with an annual revenue approaching $1 billion.

Laliberté has a love for all things absurd and eccentric. He has created a high-wire act of smart risk-taking, innovating around the clock, and staying uncomfortable. The Cirque shuns the traditional use of animals and instead embraces acrobats, music and dance. The troupe hinges on Laliberté’s creativity and international vision. It wows it audiences with unique, highly skilled acrobats combined with over-the-top lighting, stage design, art, music and dance.

Each show is a synthesis of circus styles from around the world, with its own central theme and storyline. They draw the audience into the performance through continuous live music. They even have the performers changing the props (rather than stagehands).

For over 25 years Cirque du Soleil has used its creative energy and unique approach to create a new form of entertainment and bring it to the world.

Effectively they have no competition.

This is exactly what W. Chan Kim & Renée Mauborgne wrote about in their 2005 bestseller Blue Ocean Strategy – How to Create Uncontested Market Space and Make the Competition Irrelevant.

Instead of dividing up existing (and often shrinking) demand and competitors who benchmark your business, blue ocean strategy is about growing demand and breaking away from the competition.

What Cirque did was to stop trying to beat the competition. They reinvented the circus.

Blue oceans – unlike red oceans which are defined by competitors trying to outperform their rivals and grab a greater share of existing demand – are defined by untapped market space, demand creation, and the opportunity for highly profitable growth. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set.

Blue ocean thinking implies a mindset of abundance as opposed to scarcity. Rather than say “How do we get a bigger piece of the pie?” the blue ocean entrepreneur says “How can I bake a totally new pie?”

Blue ocean examples are everywhere, perhaps to be discussed in another article. After all, we need blue ocean thinking now, more than ever.

However, the key message to take away is that every business, small or large, can adopt blue ocean thinking, and in this way create a unique positioning for themselves in their marketplace.

Some of you have heard me talk before about “Upstarts”. Steven Covey said “Management works in the system. Leadership works on the system.”

I believe that Upstarts create new systems.

An Upstart is an individual who challenges the status quo, is looking for new answers, has ideas that deserve to be nurtured to reveal their potential and benefit everyone. An Upstart is a person who defies an easy fit into traditional roles, categorisation or answers, and who is compelled to find a new answer for themselves.

This invariably includes elements of entrepreneurship. It also reflects blue ocean thinking.

Just as Cirque du Soleil did over 25 years ago .

Grab your swimming costume and let’s go…

Progress Over Perfection

Thu, 09 Feb 2012 17:15:00 +1100

Being a person with a tendency to get stuck in my own mind I have asked (and re-asked!) the What? Why? and How? questions endlessly.

How much I enjoyed that is the topic of another discussion but last year I decided that I needed to move from contemplation and cogitation to activation and initiation.

I now believe that one of the major reasons for my procrastination (of course I didn’t see it as such) has been my perfectionism trait.

So the new mantras over my computer are “Don’t be perfect - be prolific!” and “Progress over Perfection”.

It’s given me a new sense of urgency and a mechanism for course correction and opening up to serendipity.

So far it seems to be working well.

If You’re Not Unique, You’re Invisible!

Tue, 07 Feb 2012 15:42:12 +1100

Let’s start by looking at uniqueness…

Have you ever done a Google or a Facebook search on your own name? How many other people with the same name did you come up with? 5? 10? 20? Over 50? I mean, there are now over 500,000,000 people on just Facebook!

I used to think my name was pretty unique, but even pre-internet I found out about 7 other people called David Solomon living in Australia. I had never met any of them, but occasionally I’d meet someone and they’d ask me “Are you the David Solomon who………?” Nope, they weren’t me, so I quickly learned to differentiate myself. After all, I didn’t want to be held accountable for their actions and deeds – only my own.

When looking at uniqueness, I think it is hard to go past the 2003 groundbreaking book by Seth Godin - In Praise of the Purple Cow - making and marketing remarkable products.

Godin talks about driving through France with his family and how they were enchanted by the hundreds of storybook cows grazing in lovely pastures right next to the road. For kilometres, they all gazed out the window, marvelling at the beauty. Then, within a few more minutes, they started ignoring the cows.

Why? Well the new cows were just like the old cows, and what was once amazing was now common. Worse than common - it was boring. You see, cows - unless perhaps you’re a farmer or a butcher - after you’ve seen them for a while, are boring. They may be well-bred cows, Six Sigma cows, prancing cows, cows lit by a beautiful light - but they are still pretty boring.

But Godin thought “…a Purple Cow - now that would really stand out!”

The essence of the Purple Cow - the reason it would shine among a crowd of perfectly competent (even undeniably excellent cows) - is that it would be remarkable. Something remarkable is worth talking about, worth paying attention to. Boring stuff quickly becomes invisible.

Godin says that the world is full of boring stuff - brown cows - which is why so few people pay attention. And remarkable marketing is the art of building things worth noticing right into your product, service or brand. Not just slapping on the marketing function as a last-minute add-on, but also understanding from the outset that if your offering itself isn’t remarkable, then it’s invisible - no matter how much you spend on well-crafted advertising.

Today, the one sure way to fail is to be boring – and therefore invisible. Your best chance for success is to be remarkable.

Another reason the Purple Cow is so rare is because people are afraid of rejection. If you’re remarkable, then it’s likely that some people won’t like you. That’s part of the definition of remarkable. Nobody gets unanimous praise - ever. Criticism comes to those who stand out – it’s part of the territory.

Not standing out, playing it safe, following the rules - they may seem like the best ways to avoid failure. However, that pattern isn’t safe. In a crowded marketplace fitting in is failing. In a busy marketplace, not standing out is the same as being invisible.

Seth Godin himself demonstrates himself to be a remarkable Purple Cow. (His blog is at http://sethgodin.typepad.com/ - it’s worth checking out.)

It’s been said that “If you don’t stand for something, you don’t stand for anything.” So does everyone need a Compelling Value Proposition? Not necessarily - but everyone does need a purpose, something to stand for – a higher purpose.

In previous blogs I’ve written about several examples of performing artists who have been very clear about who they are and what they stand for. These include Cirque du Soleil, Kylie Minogue, Lady Gaga and The Grateful Dead. You can check them out here http://blog.quidditybusiness.com.au/

As a result, these artists have created very clear CVPs or Compelling Value Propositions.

What Has My Biggest Lesson Been?

Thu, 02 Feb 2012 14:08:14 +1100

When I first pondered this question I thought “How can I possibly choose just one lesson from the thousands of major mistakes from which I’ve learned?” But then the answer became very clear very quickly – there is one which stands above all the others. And interestingly, it is the same lesson for both my personal and business life.

Life today is all about speed and fast action. The rate of change continues to accelerate, so we have to think, move and act faster and faster. But there are some things I have found it is much more appropriate to slow down.

The biggest mistakes I have made have been when I have not taken enough time to establish a trusting relationship before making a further “investment”. And the times I have taken the time, I have gotten it right.

Often when we meet a person for the first time we can be inspired (business) or infatuated (personal) and this can lead us to rush into an over-commitment. The ultimate result is very often a fizzle and/or no productivity.

From my experience, when I have taken the time to develop trust and loyalty before going for the “payoff” i.e. by building a substantive relationship, this has provided a very solid foundation for the future. And the productivity in the relationship follows.

Think of it like a courtship or an engagement. Sometimes it can happen in 5 minutes and sometimes it takes years. But the key lesson is that building the relationship first is the most important – whether it be with a life partner or a business partner.

People do business with each other when they like and trust each other.

Women In Business

Mon, 30 Jan 2012 16:44:09 +1100

Every day, hundreds of women go out and start their own businesses - at twice the rate of men. And these businesses are growing revenue, profits and jobs faster than business as a whole. Women now own around 50% of private businesses, demonstrating just how tough, innovative and commercial women can be.

As I talk to female business owners, I hear three consistent themes:

1) It was hard to be taken seriously in the corporate world;

2) I wanted more control over my life; and

3) I want to make a contribution to society.

Women invariably work very hard, they just don’t necessarily want to work a rigid schedule. Many successful female business owners sustain double and triple-digit growth. Also, many of them also have families. What they have worked out is that it doesn’t really matter which 80 hours you work. And while they may work weird hours, they are highly productive. We now have all the technology we need to free people to work more flexibly.

In the business world we find many people whose true potential has not been allowed to bloom, perhaps because of age, experience, circumstance, education or even gender. But one thing is becoming more evident - women are taking a greater leadership role in business, and even in our societies. There are massive gains to be made by adopting a more rounded, holistic and balanced way of doing things. Women and their inherent creativity are uniquely positioned to do this.

Closely aligned to this is my observation that successful women in business are generally more enlightened, more in touch with their soul, spirit and emotions and are able to converse openly about them. As Emotional Intelligence is seen increasingly to be critical in a leadership role, women have a natural advantage.

I find that most business owners love what they do. They provide amazing services. But they don’t necessarily fully understand how to run their business and they think something must be wrong with them personally. Nothing’s wrong with them! It’s just that no one has ever taught them what to do! Women business almost always owners find it easier than men to ask for help and to seek out appropriate learning.

The old model of business is “work hard and get people to buy your stuff.”

The new model is Authenticity, Service and Wealth. This new model is typically easier for women. And when you learn to create your business in the new model, people thank you for being successful. They thank you for who you are and what you’ve created. (You get to thank them too!)

Finding Your Niche

Mon, 23 Jan 2012 11:29:46 +1100

It is vital to become attuned to the fact that the times call for focus. Mass customisation and a segmenting marketplace allow for the development of products and services of a “niche” nature. Very few of us have the time, money or energy to mount national marketing campaigns, so it is in our best interest to discover and concentrate on a niche that we can develop successfully.

Finding your niche will set you off from others who do something similar and draw the best possible attention to you and what you can offer.

Your best niche will always be the one that you’re most motivated to work hard at, learn as much as possible about for years to come, and evolve with as it matures and develops. It will be a reflection of your interests, values, personality and skills, and even where you are living. Ideally, your goal should be to define what you do by depth, not by breadth.

To give you some inspiration to uncover one niche you want your business to become known for, or to just bring clearer focus to the niche with which you already identify, ask yourself the following :

Which things do I/we do best?
Which activities do I/we enjoy most?
What do I/we do that people need and appreciate most?
In what areas do I/we have the greatest expertise and experience?
What am I/are we already best known for?
What do I/we have the best contacts to do?
What will people most readily pay me/us for?
What involves the least risk?
What fits best with my/our lifestyle and personal/group/business goals?
What comes most naturally to me/us?
What am I/are we most eager to promote?

Do you notice the same activity showing up as an answer over and over again?

Choosing a niche will open certain doors to you while closing others. But just as you’ll never get to see the world if you can’t decide which destination to head for first, so it is with committing to one focus for your business. The doors that will open to you once you fully commit to one endeavour will present new opportunities you may have never imagined.

Making sure your niche is profitable

Finding a niche means clearly identifying a group of people who need a particular product of service you are distinctively able to provide. Your niche needs to be small enough that you don’t have much competition and reach most of your potential customers within the limits of your time and budget, yet large enough to include ample customers that can support you and your business goals.

Here are some strategies for scoping out a profitable business niche :

1) Select a growth area. When a market is growing, there is more room for everybody. Therefore, your chances of winning are highest when you pick a market that is on the upswing.

2) Don’t automatically follow the crowd, and don’t necessarily pick the obvious. It’s always a good idea to select a market with as few competitors as possible. Do you want to be one of 400 companies competing for the same customers? Always look for opportunities that everyone else is overlooking.

3) Attempt to put a lock on a specific market niche. This is one of the most important competitive strategies. Select a market niche that is large enough to pay you well, one that you believe you can dominate. Then take charge of it. Meet all the important people, develop an excellent reputation, maintain the highest standards etc. whatever you need to do.

4) Be memorable. This is a stylistic version of items 2 and 3. If you want to go far in the music industry, you need to give others a reason to remember you. Whether you have a unique appearance, sound stage presence, packaging or whatever, you must stand out from the crowd. Apply your creativity in everything, from clothing to envelopes.

5) Be truly excellent at what you do. While technical skill and polish don’t guarantee your success, there is never penalty for being too good at what you do. And there are plenty of situations where the better player of the more confident performer wins.

Lessons About Business - From Music?? It’s Not What You Think!

Mon, 16 Jan 2012 16:36:41 +1100

The metaphor is obvious…

Everyone in a business needs to be on the same page, accurately following the same musical score, under the baton of a strong, focused leader (mission/vision + strategy + leadership).

Teams need to play together, listening to each other, harmonizing (teamwork + communication + synchronization).

People in a company of any size can also learn the art of creativity and innovation by opening up like a jazz musician i.e. letting the feeling flow, catching the spirit of play, finding the swing in work.

Clearly there is a lot to bring to the world of business from the world of music (and vice versa by the way). However, it also turns out that most of what really applies is the exact opposite of the conventional wisdom.

Leadership – dictatorial versus democratic?

Anyone with a basic knowledge of music performance would think that jazz combos are free and spontaneous, whereas symphony orchestras are dominated by autocratic conductors. Do those images correspond to reality?

Well, unless you’ve been inside a jazz combo or an orchestra you just can’t know how they really work.

For example, there is actually a very strong leader in the jazz group. For all the talk of openness and spontaneity, a jazz group can’t adopt the attitude of “we’re all equals here.” That’s because there is a need for vision and concept - and (in this scenario) only one person can effectively establish and define the musical vision.

Once you have this vision, your job as leader is to bring out the best in the people who are working with you.

Yes, I do want my keyboard player to have as much input as possible – but only as long as it doesn’t bump into the overall vision I have for the performance. I need to communicate to her what my vision is, so the stuff she contributes fits it perfectly.

Just how collaborative are jazz combos really?

Well, this really does depend on the leader, but in many groups the leader’s judgment is ultimate. They will talk with their musicians about how they see the song. Each song is like a little impromptu play. Usually it’s about 30 seconds of information – perhaps a chord sequence, a tempo, a mood, and a concept. They will then take that and spin it into a story for the next 8 or so minutes.

Within the context of that vision, individual players start to contribute their ideas. Everybody makes suggestions, they are discussed, and eventually the combo works it out. If there is a standoff, the leader makes the decision and everyone goes along with it. And occasionally the leader will have to say, “What you’re doing there doesn’t really work. Could you try something else?”

One of the greatest jazz leaders of all time was Miles Davis. Yet he had a reputation for being demanding, intimidating and eccentric. So why did the best jazz musicians (many of them stars themselves) love to play for him?

It was because he was the most creative and daring musician of them all. They wanted to play with Miles because they knew that he could get them to go places musically that they otherwise wouldn’t have been able to go. He was strong enough to encourage them to do their best individual work and to meld them into a cohesive group.

Are you seeing the business connection yet?

Just like the conductor of any symphony orchestra?

The general image is that the conductor is like a CEO who defines a vision and then makes sure everybody executes it appropriately.

But there is a “dark side” of orchestras that most people don’t know about - a strange battle of wills between musicians in the orchestra and the conductor.

It is very common for the members of the orchestra to constantly harass and challenge the conductor, doing anything they can (sometimes very childish things) to try to mess the conductor up.

Whether you call this politics or gamesmanship, it seems like the musicians, having been disempowered because the conductor literally has all the control, then act defiantly, forcing the conductor to make them toe the line. The musicians can then abdicate themselves of any responsibility.

You will hear things like “I just play (type/make/sell/etc.) whatever they give me” and “Every time I make a suggestion, nobody cares anyway, so why should I care?”

Finale : Simply put, the primary role of the conductor, the jazz ensemble leader or the CEO, is to take responsibility for implementing the strategic direction of the organisation. The key method to achieve this is generally by working with their team members to develop and oversee the culture, values, motivation and subsequently, the performances.

Whichever leadership approach is used - be it autocratic, benevolent dictatorship, or purely democratic – it is the buy-in of the team members to the vision and values that will ensure a sparkling performance.

The Queen is Dead. Long Live the Queen!

Mon, 09 Jan 2012 13:46:00 +1100

No, this isn’t a blog about Madonna, Lady Gaga, or even Michael Jackson or Elvis. This is an article about the humble USP or Unique Selling Proposition.

The original idea of the USP was that each product or service taken to market should have a specific benefit that was unique to it (hence making it as discernibly different from its competitors as possible).

This benefit needed to be a compelling proposition so that it could move many people to buy the product or service. And when done well, this proposition could be captured by a memorable phrase or line. Do you remember these?

When it absolutely, positively has to be there overnight – Federal Express
Melts in your mouth, not in your hand – M&M’s
We try harder – Avis
The Fresh Food People – Woolworths

So what is the problem with a USP? Well, there are several, but the most obvious is that a USP only takes into consideration the perspective of the product, service, company, or individual about which it refers. This is soooo 1970’s. More specifically, there is no consideration of the customer’s perspective!

So if the USP is dead, what is the alternative? Well, here are a few to consider:

POD = Point Of Difference
ESP = Emotional Selling Proposition
TSP = Tribal Selling Proposition
CVP = Customer Value Proposition
UVP = Unique Value Proposition
CVP = Compelling Value Proposition
UPV = Unique Perceived Value

CVP - Customer Value Proposition or Compelling Value Proposition is what most people will talk about nowadays (just note the power in those words!)

The key take-away message is that we have moved away from the narcissistic perspective of the USP, to understand that the audience – specifically their desires, their needs, their likes and dislikes – are what we need to be addressing!

You may well have heard of a particular radio station that everybody listens to 24/7. Don’t believe me? It’s radio station WII-FM – which stands for “What’s In It For Me?”

Whenever you communicate with another person – any form of communication – they have this little WII-FM filter that interrupts your message. And if you can’t answer the question to the filter’s satisfaction – you won’t cut through!

This is why I personally prefer UPV – Unique Perceived Value – as it clearly acknowledges that it is the customer’s perception of your unique value – the value they acknowledge when they look through their filters – that is what counts.

Let’s face it, with a few exceptions, most clients don’t care that much about you - other than what you can do for them (WII-FM). What they are interested in is what can you do that will help them win more business, cut their costs, save them time, be more efficient, deliver a better result, provide better service and make more money. They want to know how you can help them with their value
proposition.

And the way to make a Value Proposition compelling? That’s simple.

Make it real and tangible - not just a memorable line.
You must believe in it totally, walk the talk and do what you say you stand for.
It should be a declarative statement of intent, belief, action, and a promise to the customer.

The most important thing is to internalise your Compelling Value Proposition, embrace it, live it, and (if relevant) make sure your staff understand it and are empowered to act accordingly.

And the easiest and most powerful way I know to do this is to ensure that your CVP serves your higher purpose!

If you’d like a copy of my complimentary ebook A Simple Guide to Creating a Compelling Value Proposition please shoot me an email and I’ll be happy to send you a one.

The Law Of Attraction

Tue, 27 Dec 2011 02:50:21 +1100

The Law of Attraction states that we attract people, situations and opportunities to us. Life doesn’t necessarily happen randomly, but that at some level, we are influencing the experiences and results of our lives.

Many of the people I work with have been experiencing some quite phenomenal (and otherwise unexplainable) growth in their business as they have worked with and applied these principles. As they have become “more attractive” they have brought more good fortune to their business.

They tell me they set goals, and then the phone rings or someone shows up unexpectedly who can help them achieve them. They go on vacation and do more than if they stayed at home.

It’s a bit like electricity – we don’t need to know how it works, but we learn how to use it.

There seems to be two ways people can build their business.

1) Work Really Hard.

This is the approach many people take. You basically learn some business strategies and come up with a plan, then work like crazy until something sticks. There is certainly nothing wrong with this – it’s just harder than it has to be.

2) Become Super Attractive.

This approach includes the above, but also focuses on what changes you can make to become more “attractive” to people, prospects and opportunities. Rather than working super hard, success starts to find you.

Don’t get me wrong, you still have to take a lot of action, even if you are “attractive”. It just pays off more.

Perhaps you would like to experiment with some of the following:

1) Have a lot of fun - no matter what

Sometimes building a business can feel a little “heavy”. We can start to take ourselves just a little too seriously. Lighten up! Having a ball while building your business will make you extremely attractive to prospects. Make it a goal to radically enjoy every day, not just create results.

2) Develop a tight support team

People who have a lot of support take more risks and have more confidence. They feel loved and nurtured and have a lot to give to other people. Your prospects will pick up on that - everyone wants to have that kind of support in their own lives. Build a strong team of people who are behind you every step of the way and be in touch with them regularly.

3) Tell the truth – always

Nothing beats the truth. Leaders who are confident enough to speak the truth, who promise less and deliver more, are highly attractive. You will find people trust and respond to you immediately. The most attractive leaders are vulnerable and “real” with their prospects and their own leaders. Don’t wear a mask - be yourself.

4) Stop judging - yourself and others

Have high standards and be as unconditional as possible with yourself and your team. Don’t beat yourself up or criticise yourself - you always do the best you can, even when you don’t. The same goes for the people on your team. Accept people for who they are and make them feel right, no matter what. Leaders who can be this loving and accepting are highly attractive to others.

5) Want a lot for people

How much do you really want for others? Even though this is business, don’t be afraid to get your heart involved. When a leader is genuinely motivated by a desire to really help someone (v’s another pay cheque) people feel it. Want a lot for people and tell them what you want for them, daily.

6) Treat yourself like gold

Praise yourself and celebrate your wins, always. Take excellent care of yourself and your physical, emotional and mental health. Take care of your own needs, first, so that you have more to give to others. When you honour yourself this way, others will too.

7) Use your money extremely wisely

Become very profitable in your business and create some $$ reserves. Educate yourself on how to use and leverage your money. Have “more than enough”, even if that means making changes in your budget or your spending habits. Become a great business model to others, not just someone who is “getting by”.

8) Enjoy a great life - now!

Don’t wait until “some day” to enjoy the things that are most important to you. Re-orient your life around your priorities. Do what you love, as much as you can. Spend time with the people that mean the most. Everyone wants to be able to do more of this. By doing it now, you become a magnet to others.

9) Be grateful for what you have

When you are grateful for and truly appreciate what you already have, you will attract more to you.

10) Be bold and develop yourself radically

Invest in the most important part of your business - you! Take risks, embrace change and get outside your comfort zone. When you make changes in you, your external world will catch up. Develop and grow yourself radically and you will attract others who are ready to do the same.

Female Plate Spinners - The Ultimate Multi-taskers?

Tue, 20 Dec 2011 23:35:31 +1100

There has been an ongoing debate for as long as I can remember about whether it is better to multi-task, or better to focus on one thing at a time. There has also been a parallel debate about who are the better multi-taskers – women or men?

Whilst this is a somewhat controversial topic because there is a real danger that my comments could appear to be stereotyping, I’d like to share some observations that might help you draw your own conclusions. So I hope you’ll pardon any generalizations.

My first experience of the concept of multi-tasking was watching a plate spinner on one of the old variety TV shows. I couldn’t fathom how he could have over 20 plates all apparently under his complete control. I held my breath as the plates, in turn, nearly fell to the ground but he was able to rescue them and get them spinning merrily on the top of their poles once more. I now realise that it wasn’t a question of having his hands on every spinning plate all the time, but giving the attention to the plates that needed it as and when required.

I have never seen a female plate spinner - but it did get me thinking about multi-tasking a long time ago.

The current fashion in thinking is that multi-tasking is not such a good thing and should be avoided. The simple reasoning is that focus brings better results. This is hard to argue with as we see examples of that everywhere from sport to business to nature. The specialist will perform better (at a specialist task) than the generalist will every time.

But previously multi-taskers have been lauded as people to emulate. The thinking then was that they achieve so much more because they can work on a number of tasks concurrently. And on the surface that may also appear true, as multiple projects progress concurrently.

I remember once going on a school excursion to the tobacco factory (that wouldn’t happen nowadays). What impressed me most was not the machinery or the scale of operations, but watching one lady speed weigh and pack 1 ounce of pipe tobacco into a tin. She was amazing. And the reason she was so quick was because she was focussing on only 4 tasks – putting a liner in the tin, weighing the correct amount of tobacco, placing it in the tin and putting a lid on the tin. And yet, the tasks were not done in that order. Working both left and right hands independently (like a piano player), she truly multi-tasked the process.

It does appear that women have a greater ability to do multiple tasks concurrently. Whether that be the historical nurturing role in days gone by, or the more modern “looking after the family whilst also working” that many women do today. I tried this for 2 weeks when my wife was overseas and my 3 children were still at school. Suffice to say it was more of a challenge than I expected.

On the other hand, one of my clients (a woman) observed that men appear to have the fascinating ability to become all-consumed by one task at a time. Think of a man you know watching the TV or doing something in the workshop. Is this the “retreat into their cave” that John Gray talks about in Men Are From Mars, Women Are From Venus? (The “time-out” to allow distance from the problem at hand so their brains can focus on something else, allowing them to revisit the problem later with a fresh perspective.)

Another theory I heard to explain the difference between men and women is that women think about the world in a subjective manner whilst men think about the world in an objective manner. If you ask a man what he’s thinking and he says, “nothing” he may really be thinking about nothing. This is incomprehensible to women who are thinking about everything.

Research on the brain tells us that the average human being can consciously process between 5 and 9 thoughts at a time (of course the subconscious is unlimited). There is no doubt that some things can be easily done concurrently as they only take up a portion of your conscious mind e.g. making toast and coffee at the same time.

After many years of observation, my conclusion is that we all only do 1 task at a time, and that multi-tasking is a myth. The difference lies is how we switch from task to task!

A university study concluded that a phone interruption could reduce a person’s productivity by up to 20 minutes, taking into account the time required to ramp back up into the state of flow, efficiency or peak performance they were in when first interrupted.

The reason why women appear to be better at multi-tasking is that they can ramp-up their recovery to peak much quicker. In other words, an interruption is momentary and does not have a significant impact on productivity. Men tend to take longer to ramp back up so we don’t have so many examples of men who appear to multi-task well.

So perhaps the solution is to develop individual ways to focus and refocus our attention as we proceed through the day, making sure interruptions don’t derail our progress.

For example, I am quite visual and I surround my work area with images and words that remind me of what is important to me. I also constantly ask myself the question, “What is the best use of my time right now?”

Of course, ultimately it’s about knowing yourself and then working out a solution that works for you.

The Awareness Test

Thu, 15 Dec 2011 22:42:27 +1100

The Awareness Test

Characteristics of Top Entrepreneurs

Mon, 12 Dec 2011 18:50:00 +1100

How do you know if you have what it takes to start or run a business? Entrepreneurs come from all ages and backgrounds – all types of people can learn to start up a business.

There’s really no way to know for sure, but I do find things in common among the emotional fabric and background of people ready to consider an entrepreneurial venture.

1. You come from a line of people who couldn’t work for someone else. I don’t mean that in a negative way. People who are successful at establishing their own business often have had parents who worked for themselves. It’s usually easier to get a job with a company than to start your own business; people who strike out on their own often have the direct example of a parent to look to.

2. You’re a lousy employee. People who start their own businesses tend to have been fired from or quit more than one job. I’m not saying you were laid off for lack of work or transitioned from one job to a better-paying one — you were asked to leave, or you quit before they could fire you. Think of it as the marketplace telling you that the only person who can effectively motivate and manage you is yourself.

3. You see more than one definition of “job security.” There are some people I know who’ve stayed with one employer for 25 or 30 years. They look incredibly secure. But how many people do you know who are able to stay with one company for that long? In a constantly changing economy job security can be frighteningly fleeting.

4. You’ve done the market research already. Don’t talk about your great business idea if you haven’t put the time into figuring out if there’s a market for your product or service. As the people behind any number of failed Internet ventures will tell you, “cool” doesn’t necessarily translate into “profitable.” Don’t bother building it if you haven’t figured out whether there’s a good chance the customers will come.

5. You’ve got the support of your family. Starting a business is stressful under the best of circumstances. Trying to do it without the support of your spouse or other significant family members or friends would probably be unbearable.

6. You know you cannot do it alone. You might excel at promoting a business. Maybe you love running the financial end of the enterprise. Or you could be someone who starts a business because you have unique creative or technical know-how to create a product. But it’s unlikely that you are going to excel at all of these tasks — or at all of the tasks involved in running any business. Forget all that “lone wolf” stuff. No matter how “go-it-alone” your philosophy is, you’re going to need some help sometime. The willingness to get that help — having employees, partners or consultants for those areas in which you are not an expert — is one indicator of likely future success. In addition, you can’t grow an organisation unless you understand your own strengths and are willing to delegate your weaknesses to others.

7. P1 - Passion (with a capital “P”): Every top entrepreneur starts with a passion for what they are doing. For them money is a motivator, but not the prime motivation. Entrepreneurs see money as a resource but never as the end in itself. They are motivated to start a business by a range of personal, financial and social reasons.

8. P2 - Problem orientation: Most entrepreneurs set out to solve a problem. For many it is about doing something for customers that would enhance their lives. They are passionate about providing value and quality to customers.

9. P3 – Perseverance: Success has been a long time coming for many entrepreneurs, and most have to work long and hard at getting it “right”. It doesn’t happen overnight, but these individuals have the determination and belief to keep going when many would give up and get a job.

10. Once an entrepreneur, always an entrepreneur: Top entrepreneurs do it again and again and again, reinventing themselves and their organisations.

11. A lack of orthodoxy: Top entrepreneurs think of doing things differently: a pocket sock, a flat chicken, a new way of looking at financial planning. They put ends and means together in different permutations.

12. Values and a people-based approach: Top entrepreneurs are very people focused. It’s evident in the way they talk about their staff.

13. Vision: All top entrepreneurs have a vision of a business that helps lots of people – a big dream.

14. Fearlessness about changing direction. If top entrepreneurs hit a roadblock, they will find a new way to do things rather than give up.

15. Top entrepreneurs are doers and thinkers – they like action, but they are also very methodical people.

16. Top entrepreneurs are not gamblers! They are moderate risk takers who conduct feasibility studies and market-test their ideas before they invest lots of time and money into an idea.

17. Top entrepreneurs have a great desire to succeed, to solve problems put in front of them and to have total control of the work they do.

These qualities may possibly be the minimum requirements for achieving success as an entrepreneur. In themselves, they may be a tall order. But as many who have tried and failed will attest, often they may simply not be enough.Timing, technology, teams, finance, and fashion – these things and more must combine to make a successful entrepreneurial venture.

So are you cut out to be an entrepreneur?

Being an entrepreneur has undeniable appeal - being your own boss and not having to report to anyone else, not having to consult others and get their “buy-in” before making a decision, not being pulled into internal political battles for turf and power, not being part of a layer in a bureaucratic pyramid, not having your agenda and work schedule determined by others, and of course, the possibility of making millions by starting the next Microsoft or McDonalds.

But talk to most entrepreneurs and what you’ll hear is:

§ They have as many bosses as they have customers (assuming that they are lucky enough to have customers!).

§ They have no one to consult about their decisions even when they want to.

§ There is no shortage of work to do (they can choose any twenty-four hours of the day and any seven days of the week to work).

§ They rarely have anyone to delegate to, or even get support from.

§ The glamour of being the next Bill Gates seems a very far glimmer in the distance.

All of which is to say that before you go down this path you need to look very carefully at what it involves and look very honestly at yourself. But if you do go for it – then really go for it!

3 Arms, 3 Legs – 2 Dancers

Mon, 05 Dec 2011 17:06:00 +1100

Have you ever seen a professional dancer without an arm? How about one without a leg?

Unlikely.

And what if the dancers do not just shuffle to any hip-hop or pop tune, but dance a modern ballet piece?

Unthinkable?

Not for these two dancers.

She is without one arm, he is without one leg. Individually, it seemed impossible for each of them to pursue their performing dreams. Dance after all is an art that requires the unfettered and absolute discipline of the body - even more so, ballet.

To be a passable dancer requires years and years of rigorous training. It is not enough to have natural grace and fluidity, but it also requires strength – lots of it. To be elite requires much more. It requires each dancer to have a core of steel while making all the movements appear effortless. And it requires an athleticism demanded from the most elite of athletes.

When I first saw the video of this couple I was at first somewhat dumbstruck – I didn’t quite know how to respond as I had never seen dancers with such physical limitations. But I was transfixed. You see, as a pair, their individual disabilities disappear as they provide what the other lacks. Together they become one, and in doing so present one of the most inspiring and beautiful pairs to watch on stage. Take a look at the video so you have a better idea of what I’m talking about.

http://www.youtube.com/watch?v=LnLVRQCjh8c

As you’ll have noticed with these two, the level of communication between any two well paired dancers is truly sublime.

Author John Gray’s bestselling book Men are from Mars and Women are from Venus was an interesting study on the differences in how men and women communicate – especially so because there isn’t an operating manual for men and women and (unfortunately) children don’t come with a set of instructions!

Come to think of it, how many of us really, really understand the opposite sex? Not until the book made the bestseller list did many of us even think, “Hmmm, so that is why she is so upset” or “I wonder why he is so quiet?”

But what about business? Have we considered how being from “Mars” and “Venus” affect how these two camps do business? The answer is - they do business the way Martians and Venusians do – differently.

Men being what nature made them, typically go into business to win. Women typically go into business to win-win. Let me explain…

From my business experience and speaking as a Martian, I have found that men go into business with the following perspective. “For me to win, you have to lose. The pie (the pie of business) is only so big, and my job is to go and carve out as big a piece of pie as I can.” This is an attitude of scarcity.

And from my years of consulting with women in business, I have found their approach to business has this attitude : “Well there’s a pie there that’s only so big. Why don’t we see how we can make that pie go further? Or why don’t we work at making another pie? Then I can have a pie and you can have a pie i.e. we can have more pie.” This is an attitude of abundance.

In summary - as nature dictates, men compete and women complement.

Traditional business teaches us that in order to win, we have to wipe out the competition. This is essentially because men created the rules of business. But is there a way for us to complement each other without having to lord over the competition?

Each one of us has a business crutch somewhere. Figuratively, some of us lack an arm and the others lack a leg somewhere in our skills and knowledge. But can we still dance?

Is it still possible to do a beautiful business “pas de deux” (translation : dance for two) without browbeating the business next door to death? Is there a way to showcase the skills of your competitor without having to diminish our own strengths and capabilities?

After all, the business pie is big enough that everyone can get a piece without the other going hungry. Why compete when we can complement?

How can we make our competitors our collaborators? Now that is an artistic endeavour!

Anyone for pie?

Can I Offer You Another Distraction With That Sir?

Thu, 01 Dec 2011 16:28:00 +1100

I just went to a 2 day conference in Melbourne and rather than leave the night before and spend a night in an unfamiliar bed, I caught an early morning flight (very early). I had thought I’d do my daily morning meditation on the plane.

As I arrived at the gate lounge 15 mins before boarding (there wasn’t much traffic at that hour of the morning) I decided to meditate for 10 minutes. I put on my headphones with some relaxation music and settled back.

What I didn’t expect was the volume of background noise I’d hear - people talking, coughing, walking, airport chimes and announcements…

And then it occurred to me - isn’t this similar to what happens to us in our daily lives?

What I mean is that we try to focus on the task at hand and then we are surrounded by distractions that appear designed to prevent us from achieving any progress e.g. phone calls, email, queries from staff, children, hunger (or cravings at least) etc.

Keeping focus with all these distractions is a huge challenge, and it is what generally prevents us from getting in a state of flow and achieving big things. And dare I say, some of us even create our own distractions as a surreptitious form of procrastination.

It has been suggested that if you can multi-task then such interruptions are easy to deal with. However, after many years of observation, my conclusion is that we all only do 1 task at a time, and that multi-tasking is a myth. The difference lies is how we switch from task to task!

Women appear to be better at multi-tasking as it appears that they can ramp-up their recovery to peak much quicker. In other words, an interruption is momentary and does not have a significant impact on productivity. Men tend to take longer to ramp back up so we don’t have so many examples of men who appear to multi-task well.

So perhaps the solution is to develop individual ways to focus and refocus our attention as we proceed through the day, making sure interruptions don’t derail our progress.

So I spent the ten minutes thinking about this blog, then had a great morning meditation on the flight which set me up beautifully for a productive day J.

Watchmaker Or Beekeeper : The Choice Is Yours

Mon, 28 Nov 2011 19:07:13 +1100

After 23 years of research with over 700 CEOs and their companies, James Fischer, co-founder of Origin Institute and author of the book “Navigating the Growth Curve”, discovered a simple fact. That is, there is one recurring choice, like no other, that alters the face of a business forever.

Very few people are aware that this choice exists and even fewer make it consciously. Yet, the course of a leader’s business is inextricably set to reap the rewards and/or challenges based on making this one choice.

Consider this question first.

Two old friends, both business owners, sit down at a local coffee shop to talk about their businesses. One is a Beekeeper who oversees honey hives placed at the perimeter of a cherry orchard outside of town. The other is a Watchmaker who makes and repairs fine watches and has a shop just north of the town square. Both owners are ready to retire and have put their businesses up for sale.

If you had to buy one of the businesses, given that all things regarding customer base, revenue and profit are equal, which one would you chose?

Would you buy a business of precision and control?

The Watchmaker engineers his company’s growth with control and precision. Every piece from one of his precision manufactured watches is delicately machined to within 100ths of an inch. The watchmaker “controls” every detail of the assembly of his precision watches and engineers the running of his business in a similar manner.

Both the handmade watch and the handmade watch business are dependable precision machines able to deliver results based on the predetermined set of conditions reflected in their design. If the watch were to be accidentally dropped on a concrete floor it would likely break into numerous pieces and stop working. That is, until someone or some outside force came along to repair it. What would happen to the watch business if it were to break in some fashion?

By its nature, the watch business will deliver results given that the underlying conditions do not change. Unfortunately, it does not adapt well to conditions foreign to its design. Its nature will resist any portion of the business working independently or in a team. It will rarely think independently to innovate new ways of meeting the ever changing challenges of its environment.

OR

Would you buy a business of constant change and chaos?

The Beekeeper operates in a world of constant change and chaos. He “facilitates” rather than “controls” the health of 125,000 bees living and working out of 55 white 3-foot-high “wooden hives.” The Beekeeper can only foster an environment that supports the bees to produce honey. He cannot in any way guarantee an outcome.

Upon closer inspection, the apparent mass chaos swirling in and around the hives reveals the fact that every bee is an independent agent relentlessly pursuing its own mission, within the natural order of the hive. Each bee supports the daily business of making honey and protecting the health of the hive.

The hive is an intelligent, self-organizing, adaptive organism. It is able to innovate solutions to the challenges encountered during the natural course of events in nature. If it were dropped on the ground and broke into numerous pieces, the hive as a group of bees would very likely relocate its home base and start anew on the business of making honey.

What is the number one challenge of most growing enterprises?

If you answered managing people, then you answered correctly. Imagine encountering a company with low morale, low profits, lack of staff engagement, high turnover and rampant gossip. Who would likely be running it, a Watchmaker or a Beekeeper?

If you guessed Watchmaker, research proves in nine out of ten cases you would be right. Why?

Watchmakers see their business as a machine to control

The overarching purpose of watchmaker management is to avoid chaos at all cost and firmly control the enterprise and everything in it. Rarely is the company’s greatest asset, its people, accessed fully to the benefit of the enterprise.

Beekeepers see their business as a living thing to guide

Beekeepers have learned to facilitate their company’s performance rather than control it. They understand and work with complexity and intermittent chaos. They are also more likely to allow for a little messiness in an effort to let the intelligence of the team or “hive” find the solutions instead of finding the solution themselves.

The one choice

Considering that most CEOs are a blend of both the Watchmaker and the Beekeeper, the choice to be “one more than the other” still clearly defines the viability and performance of an enterprise.

We all have a choice: engineer our company’s growth or facilitate it? So what’s it going to be, Watchmaker or Beekeeper?

Creativity , Innovation, Marketing and the Grateful Dead

Thu, 24 Nov 2011 15:40:49 +1100

The Grateful Dead wasn’t a band I grew up with, but I have read a great deal about their contrarian approach to marketing themselves. You see, many (if not all) of their marketing innovations seem to spur from doing the opposite of what other bands (and record labels) were doing at the time.

It may not be all that obvious, but the Grateful Dead actually pioneered many of the social media and inbound marketing concepts that businesses in all industries use today on the web. The internet has merely served as a catalyst to support its growth, scale and reduce the cost of entry. Their approach cultivated an extremely dedicated fan base of “Deadheads”, who often followed the band from concert to concert for literally years. Who wouldn’t want loyal customers like that?

They made a series of important choices to separate themselves from everyone in their industry, making difficult decisions that were very unpopular – except with their fans! For example, they allowed concert attendees to tape shows and distribute them to other fans for free. They also created special tickets and access for fans.

By taking these (then) radical actions, the Grateful Dead succeeded in building a loyal, word-of-mouth network of fans powered by free music. They understood that it was about the experience that the music provided instead of strictly the music itself.

Today’s successful companies have shifted their marketing focus away from outbound promotion of products and features, to create a demand at the top of the “marketing funnel” through a content strategy that focuses on the problems, needs and education of customers.

A key part of the new marketing model is to give away valuable information or sample product / services for free, so as to attract a larger base of prospective customers (after “experiencing” the product / service / approach / expertise of the company), and with a percentage of them willing to pay for a premium product or service. This approach is at the core of inbound marketing and describes the cutting edge of business development strategies for many businesses today.

This is why the more enlightened music artists are only too happy to give away their music for free, as they know they’ll make it all back (and more) on ticket and merchandise sales (assuming they are good enough to attract an appreciative audience of course).

The Grateful Dead were innovators in many areas. They played for the love of the music and their payback came later. They cultivated their tribe with free downloads, counter culture branding, great community and giving their fans what they wanted.

But this is more than just an interesting reminiscence…

For all business owners and CEOs, the most important leadership quality for success in business is now considered to be creativity – somewhat surprisingly even outweighing integrity in recent surveys.

Creative leaders are more prepared to break with the status quo of industry, enterprise and revenue models, and they are much more likely to rate innovation as a “crucial capability.”

As epitomised by the grateful Dead in the 1960’s.

Did You Hear About The One-Armed Chef?

Mon, 21 Nov 2011 03:49:00 +1100

Every once in a while you hear a story about someone who has achieved remarkable things with some type of challenge working against them.

As a youngster I remember being inspired by the glorious paintings of the “foot and mouth painters” – those artists who have lost their arms (or never had any to begin with) and paint with the brush in their mouth or between their toes.

I was (and still am) amazed at the successful blind recruiter based in Melbourne I heard about many years ago. I cannot fathom how difficult it must be when he cannot read resumes or assess people visually in an interview.

Cooking is top of many people’s minds at the moment - (how many different cooking shows can they make??) and I admit I get a great deal of satisfaction from my own forays in the kitchen. But imagine cooking with just one arm?

And then imagine being a Michelin awarded, internationally recognised chef – with just one arm…

While not a household name in Australia, British chef Michael Caines made a significant impact on his first trip to Australia recently through his food, his philosophy and his extraordinary story.

Born in Exeter in 1969 and adopted into a large and loving family, Michael gained his passion for food from his mother who he used to enjoy helping in the kitchen. Michael trained in both England and France under the mentorship of several master chefs - formative and important years for him and ones which had lasting influences on his personal and professional development.

It was here he learned to be completely open to new ideas, to extract intensity and purity of flavours from the simplest cooking, to always utilise the finest local ingredients, the importance of regionality and to practice precision and perfection in every way. These are lessons relevant for any business – not just a master chef.

Michael returned to Britain in 1994 to take up the position of Head Chef at Gidleigh Park - rated amongst the most prestigious in the country. Yet, only two months into the job, he was involved in a terrible car accident in which he lost his right arm.

Remarkably, he was back in the kitchen part time within two weeks, and full-time after just four. With the support of the owners and an unwavering belief in his own ability to overcome obstacles, he returned to the kitchens more focused and determined than ever to pursue his dream of reaching the top of his profession.

Michael’s cuisine is original and brilliant, a fact recognised not just by visitors to Gideigh Park, but by guidebook editors and those who give out awards and accolades. He has created a style that is uniquely his own, at once classic yet also highly innovative - a fact recognised with the award of a second Michelin star in 1999. He has since opened other restaurants and hotels throughout Britain and, in 2006, was awarded an MBE for his services to hospitality.

Caines says, “Cooking is my passion. I love it and I can never see not being in the kitchens.” He is an inspirational leader and loves to share his passion, vision and skills with the teams of talented, enthusiastic chefs that are now working in the kitchens of the restaurants that bear his name.

“I love working with my chefs,” he says. “We’ll develop one of my dishes jointly, and it’s fascinating to see how they will take it in their own directions. Just as I learned from the masters, so I hope my chefs will learn from me and continue to develop to the very best of their abilities to fulfill their potential and achieve their ambitions. We can give them this opportunity.”

Caines is also a savvy businessman. ‘‘Restaurants are businesses and you’ve got to make money or you can’t keep doing it. Then it is a craft,’’ he says. It is a craft of which Caines is clearly proud and one that he develops and supports.

Despite his recovery being an inspiring part of his story, it’s clear that his whole story is inspiring - not just his capacity to overcome adversity and be a master of his own destiny.

And the key ingredients? I think there are five…

Passion and a love of what he does;
Mastery of his craft;
Focus and determination;
A desire to teach and mentor;
Well honed business skills.

Frankly, this is a great recipe for any business.

(British chef Michael Caines lost his right arm in a car accident)

Cats Playing Patty-cake, what they were saying…

Thu, 17 Nov 2011 04:18:36 +1100

Cats Playing Patty-cake, what they were saying…