Frictionless business.

6 months ago 0 0 213

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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The leadership decision ‘speed trap’

3 years ago 1 0 954

Leaders need to know the difference between haste and speed, particularly when it comes to their thinking. In modern business, we seem to be in the habit of needing to be ‘fast’ to just keep up. However, going too fast can get leaders stuck in a ‘speed trap’ that can get you and your business into trouble. Feeling pressured to make fast decisions – and even feeling that you have to make decisions for others when they can make them for themselves – can be critical leadership errors that can impact upon your leadership (and whole organisation) performance. Decision making requires an appropriate amount of thinking. What we have learned through behavioural economics and psychology, is that there are common errors inherent in thinking. These errors, although well documented, are routinely made by almost everyone. Leaders, under pressure to take decisions, often fall foul of these errors, sometimes with catastrophic

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The stories that can ruin your business (part 1)

3 years ago 0 0 794

I was presenting on culture and leadership at a recent conference (#100millionimpacts, for B1G1), and whilst facilitating a panel discussion, a common theme that emerged was the importance of the stories in business. In response to many questions after the session, here are a few thoughts on stories in business to extend that discussion further: Stories are powerful means of communication. Often, people believe that storytelling ends when the kids grow up. However, there are stories being told within your business – and about your business – that can either take it to new heights of success or lead it to ruin. What stories are being told about your business? People communicate through stories. As people communicate, they engage each other through analogy (this is like that), metaphor (the army of sales reps) and stories. Humans are always using these processes to engage their listeners, develop shared meaning and convey

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5 steps to achieving your goals in 2016

3 years ago 0 0 1467

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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The fisherman’s tale

3 years ago 0 0 836

There was once a fisherman in a small Mexican coastal town.  A simple man, he would live his life by getting up late, going fishing at about 10, selling his small catch in the market.  He would catch up with his mates to play cards in the cantina in the afternoon, go home for dinner then take his wife out dancing. One day a banker from New York was passing through on his holiday.  He had seen the fisherman live his live for a few days and pulled him aside. “Listen”, he said, “we can do some amazing things”. “We can start by getting you out fishing at 5 am, leveraging your assets to get another 6 boats. We could set up a processing plant at the end of town, pack the fish in ice and sell them for a great price in the US!” The fisherman swirled his tequila

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How your behaviour is shaped by what happens in Paris

4 years ago 0 0 688

The terrible incident in Paris, where a coordinated attack led to significant loss of life and injury, has been extensively reported and commented upon.  Whether you like it or not, it’s effects reach right around the world, and unconsciously impact many people’s behaviours and decision making.  Here’s how it is probably making an impact on you, whether you want it to or not. The risk / control equation: People are notoriously bad at assessing risk.  More than anything, a person’s perception of control modifies how much ‘risk’ they perceive.  For example, an Australian was 5 times more likely to die in a car accident, than a Parisian was to die in the recent terrorist incident.  However, we all have a ‘competency bias’ and believe that when we have control ( as we often believe when we are driving) our perception of risk is reduced.  A terrorist attack is designed to

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you get what you deserve

Your culture – you get what you deserve

4 years ago 0 0 1222

It is interesting when working with organisations that are struggling with culture issues, poor performance and less-than-desirable behaviours, how often the leaders believe they are ‘victims’ of some sort of cultural ’virus’ to which they can just seek a cure. The truth can be a little more confronting. The culture of the organisation is the culture that the leadership deserves. Either the leadership allows the culture to form by chance, and be controlled by others (making them the ‘victims’), or they create a culture consciously, developing the elements of the culture with clear direction and intent. The effort to do so will provide the organisation with the culture it deserves – one of high performance behaviours. As a leader, how do you contribute consciously to developing and maintaining your culture? Culture can be defined as the social pressure that shapes an individual’s behaviour in the context of a group. It

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social media marketing

Human marketing in a digital world.

4 years ago 0 0 770

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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Mindfulness – The business performance secret

4 years ago 1 0 957

Do you want to be more effective, efficient – and at the same time enjoy everything more? Are you being overwhelmed, diverted and unable to achieve what you want? Too often high performance is derailed by over-load, multi-tasking and lack of focus on what matters. Sometimes our minds are so full – we are ‘mind-full’ – that we have no time or space to really think. Perhaps it’s time to become mindlessly mindful –that is, to stop being ‘mind-full’ and start being truly mindful. It is a skill which is critical to high performance but can be difficult to realise in the hustle and bustle of modern business life. The myth of multitasking Have you ever noticed how you can be here, and not here? Whilst you are ‘listening’ to someone on your team, you are thinking about the next meeting? As you are working on an important project, your

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The trust advantage (building and leveraging trust, part 2)

4 years ago 0 0 772

Trust is such a critical thing in business. Understanding what trust is, and how to develop it and leverage it is critical to success. Often an even more important question is “how do I rebuild trust when it is broken?” In part one, we looked at what trust really is (predictability of behaviour), its value and its costs. In part two, we explore the concept further, and how it can be leveraged for maximum advantage. How is trust built? We develop ‘trust’ in something or someone in highly personalised ways. In fact, many people would not be able to describe how they know who they can trust, except for a vague statement like “I get a feeling about them”. Feelings and emotions (or ‘intuition’) are often poor methods for deciding who to trust. It can mean that some people, when faced with the same situational cues, will be too trusting,

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