There’s a revolution happening in plain sight, but it seems many are blind to it.
In the last century, and even the beginning of this, large businesses were able to exert power at many levels. Financial, resources, scale, organisation and we built our education and training in order to serve them.
Largely, we still educate and train from the same paradigm, cutting the edges off people to get them to fit in.
But these days, people who fit are a commodity. It’s the ones who stand out and do not conform to the norm who are making the running. The 50 people who created WhatsApp and sold it for $19bn.
The people who stand out can now access all the things that used to be the preserve of corporations. It’s called the cloud.
Today, and tomorrow your future is not a function of who you work for. It’s how you stand out, and to whom.
Everything you need is available to you. Open education, networks, contacts, information.
But you have to make the choice to stand out, to exhibit whatever your own particular genius is. Scary, but better than the unsafe alternative of being a disposable commodity.
February 21, 2014
There’s a revolution happening in plain sight, but it seems many are blind to it.
February 8, 2014
Given we are at a time when anybody can find us with a click or two, and that the real key to success in doing something so unique, valuable and generous that they will want to, I’m constantly amazed at the continued proliferation of 20th Century marketing attitudes (“shouty marketing”) leveraged by 21st Century technology.
Shouting louder and more often doesn’t make us more appealing.
I spent a hugely enjoyable morning this week with two of the most creative, talented and generous people I know; one of whom is on stage right now on a sell out to over 4000 people, the other of whom is in huge demand for his ability to turn causes into songs. What they share is a commitment to doing the best they can possibly do, for the love of it, and assuming that their audience and reward will find them. It does.
I compare that to opening my mail, LinkedIn, and other connection platforms and finding myself besieged by shouters, from SEO specialists who will help me to shout at more people, to self proclaimed “gurus” (is it just me who gets irritated by people who proclaim themselves to be gurus? – I always thought it was a description applied by followers )who will help me design what I should say.
I would rather focus on my “craft”, to do things with people and organisations where it will help achieve something worthwhile, and I would only like to talk people whom other people I trust have said are worth talking to. It will save me much time, and premature replacement of the delete button on my computer.
I think we are in a time of unmarketing. Amidst the laughter that could have got us thrown out of the restaurant we were in, we speculated that the new marketing is that of the A Team. “if you have a problem, and if you can find them, maybe you can hire the A team”
Except maybe it’s not so funny really. If what you sell is a commodity, almost invisible amongst other people selling something much the same, then maybe you have little choice other than to shout and hope.
But selling a commodity is a choice, and a mindset.
All of us are unique, and with effort and commitment can make a unique impact in our world. It’s hard work, and carries risk, but in the end, what else would we do with our lives?
Go make a difference, doin something you love, with people who want you to and who will appreciate it.
Prepare to be found. Don’t sell cheap.
And please stop shouting.
February 5, 2014
We know we live in complex times – the environment the strategist love to call VUCA (volatile, uncertain, complex, ambiguous - sort of sums it up!)
We are way beyond the days of “solutions” and very much into the world of complex adaptive systems – and equally complex adaptive responses.
It’s pretty clear that one of the prime determinants of business success is purpose. For a great blog on this, see my colleague Nick Jankel Elliot’s piece here)
Yet, despite this, we still seem to insist that there are formulas for success. The market is littered with “Guru” books, and “Guru” franchises.
There are, I suggest, three elements to great coaching; firstly the co-creation and thinking phase – the stuff of philosophy, deep domain expertise, and rebellion – a freedom to rethink, re-evaluate and where appropriate reconfirm just why the client is doing what they are doing. The second phase, integration, aligns the thinking with their current reality and sets direction whilst the third (and what most people sell as coaching) is the action phase – turning clear purpose and vision into action)
The trouble is, focusing on the last phase, without the first two is like selling a diet. It is rarely connected to the root cause of the issue, provides short term feel good factor (at considerable expense) but lasts only as long as the diet is followed.
We cannot sell concepts of superficial strategy examinations and one page plans like diet sheets and calorie counters.
21st Century Prosperity is a think of beauty and purpose. It is derived from the passion and purpose of the client with the coach as a midwife.
It is a team effort. the role of the coach is to act as “Wingman” – understanding the environment, and bringing important things to the notice of the client for them to deal with in line with their own values and priorities. It is, after all, the client who has put their assets on the line, and who experience the visceral nature of dealing with debtors, creditors and competitors.
Coaching is a team game. I cannot think of any coach (and I’m fortunate to work with some of the best there are) who can coach a client on every facet of their business from equal places of strength.
To provide the client with sustainable success needs those who have deep familiarity with the areas concerned (from finance to technology) and who preferably have had the real life experience of doing it in their own right, with their own money, and at their own real risk.
Supporting clients who want to do great things is a huge privilege, as well as a huge responsibility.In doing so our purpose and commitment has to equal theirs.
Coaching is not, in my view either a job or a career – it is, like great teaching, a vocation.
The approach to VUCA environments is an OODA approach. Observe, Orient, Decide, Act – faster than your competition. Both terms come from the military, where the consequences of failure are more than an irritated bank manager.
That is our job as coaches – to help our clients go round the OODA loop faster than their competition.
Not to sell them a miracle diet.
January 17, 2014
Most of us operate in our comfort zones most of the time.
Things we know, people we know, a safe environment of reputation, qualification and relative certainty.
But with the world changing as rapidly as it is, our safe ground doesn’t seem as safe as it was, so we venture out to see what’s there. We call it innovation, but often it’s just the rough on the sides of our preferred fairways.
After a while, it gets uncomfortable. There are few rules; no one cares about our qualification or reputation, and uncertainty turns into fear. The rough turns to swamp. So we decide there’s nothing there for us and go back from where we came.
The reality is, just beyond that point of fear is the place you were meant to be next, where your reputation would be transformed, and you would be able to create qualifications, not jump through others hoops to get them.
There’s no easy way, and it’s not compulsory. It’s often easier to continue to do what we did yesterday, and complain about the unfairness of it all. But we’re not victims. It’s a choice.
January 16, 2014
The opposite to a bad day is a good day.
The alternative to a bad day is no day at all.
If you want to avoid bad days work toward doing something you love for its own sake, and which matters to those you like and respect.
You may, like me, have to wait till you are 60 to get there.
But the journey is worth it.
January 5, 2014
I’m not normally given to irrational bouts of optimism in January, but this year I may make an exception.
There is, without doubt, something afoot – and I’m not talking about the excitement of politicians at the fact there may be a slight recovery, and that we may be on the cusp of creating a whole new load of low skill low wage jobs.
I’m talking about the recognition by significant numbers of companies and individuals that it’s time to take charge of their own development. they are realising that they do not need government sponsored initiatives (valuable though those are for some businesses), nor do they need to go after yet more efficiency and cost reduction.
They are moving their mindsets from efficiency to effectiveness, and from marginal innovation to breakthrough thinking. They are embracing risk, and mitigating it more through lean innovation thinking for radical ideas, than caution about the ideas themselves.
They are having to break out of the strait jacket of years of cautious thinking, and give themselves and their teams permission to think radically, and to go “off reservation”. It’s exciting, challenging, and a breath of fresh air.
The percentage of individuals and businesses doing this is still tiny – probably well less than 10% – but it’s enough to start a movement.
And it’s not just me noticing. Here are two things that passed through my mail box today:
I’ve even set up a new business to support these radical thinkers – GrowHouse
We’ve become used to caution, of thinking, “maybe not yet” – but the old ways are failing fast, and if not now, when?
Happy New Year…….
December 3, 2013
The culture and intent of our businesses is signaled not by the messages we think we send, but by those we do not realised we are sending.
I’m traveling tonight on a train from London to Derby with East Midlands Trains. The service is generally reliable and timely. The gap between it being a positive experience and an indifferent one is very thin.
So when you arrive to find a forced and apparently unnecessary queue being formed at the gate, which is opened to generate a Calgary style stampede a few minutes before departure; for the first train announcement not to be a welcome but a threat of dire retribution if you have the wrong ticket, and to have a reservations systems clearly on the edge of collapse, the side of that gap into which it falls is self inflicted damage.
We can all do it, and unlike EMT most of us do not have effectively a captive audience. The lesson however, still applies. Awareness, and small details, matter.
November 26, 2013
As we inexorably move from industrial economics to social economics, or conscious economics, I think a fundamental point emerges; we cannot succeed on a sustainable basis at the expense of other people. Of course, competitive advantage can give us short term advantage, but in the end, regression to the mean rules. Our businesses and ourselves will end up performing and achieving as a function of our true relationship with others.Handsome is, as handsome does, as my grandmother would say.
I think the really powerful thing now is that the transparency enabled by the internet makes the time period from action to reaction is getting ever shorter.
Authenticity, generosity and reciprocity are the new, unfamiliar sources of long term success for those of currently in business. We need to find a way of getting to grips with that.
November 25, 2013
November 22, 2013
Most businesses chicken out when it comes to innovation. They spend lots of time, and often encourage people to “think out of the box” but when it comes to it the box wins. The quest for certainty, for KPIs and ROI cause a regression to the mean, and new initiatives are a shadow of what they could be.
We need radical. We need to be developing people to their maximum in the service of themselves, their business and those around them. Then we have to give them cover to go and be radical.
Most innovation is a form of tourism- going down a path beaten by somebody else. We need explorers.
So, from January 14 were creating an expedition business. Www.growhouseinitiative.com.