Frictionless business.

7 months ago 0 0 229

Friction is a force that acts against forward movement. It creates noise, it creates heat, it transforms the kinetic energy of forward motion into something else. Friction is something that takes energy and effort to overcome, and when an object is at rest, can add to the inertia to make it harder to get things moving. It seems like this is just physics, but it is also the underlying problem of so many businesses. Without even realising it they are adding friction to their business processes and slowing down performance. Friction that is converting positive energy into unwanted byproducts, and requiring massive amounts of additional effort to be put in by customers and staff to overcome the inertia that this friction generates. Simply put, a customer experiences ‘friction’ every time the process of doing business with you is slowed or impeded by your rules, habits or inefficiencies. Or a staff

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Understanding the ‘Trumpnado’ – the social psychology of Donald Trump

3 years ago 1 0 1164

After it started as seemingly a bit of a joke, Donald Trump has catapulted into front-runner status for the Republican nomination for President in the United States. His extreme actions and language are completely at odds with the traditional political playbook. However, it seems to be working. Whilst it may seem completely illogical, there are compelling social psychology reasons why his approach is working – and there is a dangerous historical precedent. Where did the supporters come from? Donald Trump has drawn a large and passionate supporter base. Whilst Ted Cruz and Mark Rubio have fashioned messages to speak to a conservative mindset, Trump has spoken across classic voter categories. His supporter base was probably not even aware that they were Trump supporters, but his campaign has activated them. First to get on board were more extreme elements, but over time his activation has reached deeper and deeper into the

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5 steps to achieving your goals in 2016

3 years ago 0 0 1493

So, it is that time of year to plan for 2016 – perhaps to set some goals for the year ahead to be the foundation of your success. There are many reasons people set goals. We are encouraged to set goals to work out what we want to achieve, what we want to prioritise, and to build action plans that we can follow. We also create goals because we have to or are expected to. We may be asked by the board to set some specific targets and goals for the business, or we may even have a coach that pushes us to set ‘big hairy audacious goals’. Goals are important. They provide targets, benchmarks and measurable steps to achieve something of value. They allow review and learning, coordination and ongoing development. Regardless why your goals are set, there is every likelihood that they are simply set to fail. Just

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social media marketing

Human marketing in a digital world.

4 years ago 0 0 781

Your boss bursts into the meeting “I want us on twitter! We need to update Facebook! Show me the digital strategy!” Unfortunately, over the last 10 years, this has been all too common. The cry has gone out for organisations to ‘get digital’ for fear of missing out. There are great reasons to include digital and social media approaches into your marketing, but unless it is done thoughtfully and strategically, they often end up expensive and damaging to the organisation and its brand.  In many instances, these channels are used a megaphones to yell messages at people with no interest in what is being offered. The shift to digital There has been a massive shift to digital technology. We often hear of the ‘digital natives’ – the generations who have grown up intimately connected to digital devices, who have deep confidence or trust in these channels, and who are extremely

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Disruptive innovation- Have you got it wrong?

4 years ago 0 0 1523

The idea of disruptive change is very ‘hot’ in business and innovation circles at the moment. There are conferences dedicated to it, books written about it, people who have ‘disruption’ on their business cards or Linkedin profiles. However, my guess is that 90% of people in innovation and business are missing the real point about disruption. In this article I take a look at the idea of disruption, and what businesses can really do to understand it and apply it to their business situation. The source of ‘disruptive innovation’ In 1997, Clayton Christensen published a book called ‘The Innovator’s Dilemma’, in which he coined the term ‘disruptive innovation’ to describe what he saw in some case studies in the computer industry. The term has gained prominence since then, but I believe that it has now ‘jumped the shark’ – and it is time to really understand ‘disruption’ for what it

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Creating Creativity – what you can do (part 2)

4 years ago 0 0 909

In part one of this series, we explored the elements of individuals and teams that limit creativity and innovation. In the second part of the series, we will explore what organisations can do about it.  By creating a culture of innovation, designing your thinking and taking true innovative leadership in your organisation, you can move beyond the things which impede creativity, and really create something special. Create the culture for innovation For innovation and design to be a reality in an organisation, it has to move from being a peripheral activity to a culturally accepted process, central to the business. This means the culture has to be accepting of the time and effort that creativity can take, and reward ‘exploration’ rather than outcomes. Peter Murphy, design instructor in Melbourne suggests that creativity is a difficult process, and to be truly innovative, they must “roll their sleeves up, say goodbye to

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Sabotage strategies that derail success

4 years ago 0 0 925

Are your strategic choices setting you up for success? One of the core principles of leadership is to ensure that strategies are put into action to assist people in creating high value actions which can help the organisation deliver upon its goals.  However, too often we fall into the trap of pursuing strategies which do not lead us to success, but instead lead us away from it.  You may be using ‘sabotage strategies’ – without even realising it. What is a ‘strategy’ anyway? Strategy is often defined as “a plan of action designed to achieve a long-term or overall aim”.  However, to understand the true value of strategies, we need to start with an understanding of what an individual’s ‘long term or overall aim’ actually is. Strategy which is purely based around an organisation’s purpose or mission allows the organisation to move forward, driving high performance in its areas of

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Do you need to change how you change?

4 years ago 0 0 1274

 Are you, and those you lead, scared of the idea change? Do you recognise the need for change, but wonder how you can make your change program successful when so many other change programs, started with the best of intent, simply fail? Why is change so hard, and how can we ensure change programs succeed? Understanding the need to change: Change is inevitable.  Even with a highly successful organisation, change needs to happen as things around them evolve.  Things inside and outside the organisation change, and over time the requirement to change just to keep up, let alone ‘stay ahead’ gets bigger and bigger.  New technology, new processes, new customer requirements, new competitors, new regulations and even new social norms can rapidly turn today’s success into tomorrow’s obsolecence Because change is inevitable, we just need to decide if we will adapt to change, lead change, or become obsolete (there is

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The 8 things which will create a perfect storm in your business

4 years ago 0 0 1782

So you have done the company survey, or listened by the coffee machine.  It seems like the jungle drums are beating, and the natives are restless.  The executive team gets together and asks themselves “How did we get like this?”, and wonder at the emerging signs that the culture and engagement strategies have failed. What organisations often find is that the company is not living its stated values, the staff are hardly engaged and the culture has devolved to something just more civil than a cage fight.  And you wondered where your performance had gone? Does this sound familiar?  Too often issues with engagement and culture are identified after these problems are having a real impact on the business and its results.  So many organisations find themselves in trouble and wonder both how they got there, and how to get themselves out. Unfortunately, many organisations find themselves in the perfect

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Why most sales reps aren’t built to perform

4 years ago 1 0 1198

Our customers today have access to overwhelming volumes of information, have so many choices and are ever more discerning.  The ability for our customers to truly understand what we can offer them can simply be lost in the white noise. How we connect to customers and sell them our purpose, our values and our offerings can be critical in cutting through this white noise and drive business success.  Great sales people are therefore a prerequisite of success – and you need them right across your business. As organisations become more social and customer centric, every person within the organisation not only becomes a brand ambassador, but a ‘salesperson’ of the organisation, and for the organisation, to its customers.  The old days of salespeople on the ‘outside’ and everyone else huddled within are definitely gone. So what really makes a great salesperson? If you had to identify the profile that would

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