Continue reading »]]> Businesses are under increasing stress as markets are increasingly volatile, clients are more demanding, talent is scarcer and change occurs in faster and shorter cycles. To survive and thrive business leaders have to make faster decisions, on less information, and which have greater risk. This has led to a change in how leaders need to think, decide and execute.

A good model, that addresses the four areas of concern that business leaders need to deal with, is the VUCA model (developed in the US Army War College). This consists of:

1. Volatility – the rate, amount, and magnitude of change
   Drastic, rapid shifts can bring about instability for organizations and leaders, but even the minor or innocuous shifts that occur daily, such as new and “immediate” priorities that disrupt plans, or the increasing need to “multi-task,” are changes that increase volatility.
2. Uncertainty - the amount of unpredictability inherent in issues and events
   Leaders can’t predict because they lack clarity about the challenges and their current and future outcomes. Uncertainty can result in an over-reliance on past experiences and yesterday’s solutions or to analysis paralysis as we sift through more and more data.
3. Complexity – the amount of dependency and interactive effect of multiple factors and drivers
   Complex interactivity requires leaders to think in more creative, innovative and non-linear way; to be able to deal with shades of gray (as opposed to black and white) solutions.
4. Ambiguity – the degree to which information, situations, and events can be interpreted in multiple ways
   Ambiguity increases doubt, slows decision-making, and results in missed opportunities (and threats). It requires that leaders think through and diagnose things from multiple perspectives.

The Challenge for Leaders

For leaders the challenge is not just a leadership challenge (what good leadership looks like), but it is a development challenge (the process of how to grow “bigger” minds) to deal with the world of VUCA. Leaders, too often, have become experts on the “what” of leadership, but novices in the “how” of their own development.

So What Can You Do as a Leader?

1. Change the Leadership Mindset – successful tactical leaders can easily get trapped by their predictive mindset when they meet a VUCA situation. Your coach can offer a robust sounding board, challenge your assumptions and beliefs, and help develop new perspectives, options and ideas.
2. Change the Leadership Approach – many leadership issues are not problems to be solved but rather dilemmas that must be continuously managed. Your coach can help you to understand this, and to manage the issues and create opportunities from this is key.
3. VUCA is a neutral force in the world – leaders often look at Volatility, Uncertainty, Change and Ambiguity as a negative force that they need to react to. Your coach can help you to see the potential and to transform it proactively and find the opportunity within.
4. Leaders Don’t Execute, managers execute – Leaders too often get involved in driving the efforts themselves. The key is to think more strategically and to unlock the potential of your people so you can develop leaders at lower levels who can do the work where it needs to be done.

Written by Andrew Cooke, Growth and Profit Solutions

Source: Business Leaders Strategic Thinking from Mindshop

Continue reading »]]> If you want your instructions to be followed, keep them simple!

Some posters catch your attention.  They may have something that really appeals to you, or it may be the reverse. Only a small number may  fit in either category.  As for the rest, well I cannot recall.  They are lost in the countless images that compete to attract a fleeting moment of our attention every day.

Adverts need to catch your attention

In this respect, posters are similar to television adverts. You either love them or hate them.  There is an annual competition “Best and Worst ads” on Television New Zealand. What is particularly noteworthy, is that some adverts appear in both categories, that is the best and the worst.  This means that a high proportion of the respondents feel strongly about these adverts, either positively or negatively.  You could argue that the advertising agency has done its job at it wants people to remember the advert and presumably the product that the advert is trying to sell.

What message are you trying to convey?

So what if you are not trying to sell anything?  What if you just have what might seem like a simple message, such as “wash your hands”?

I visited three different universities in Auckland in the space of a few weeks and each time had cause to go to the toilet. Each time there were signs about “wash your hands”, but the posters were very different.  The image shows the simplest and the most complex of the three. I should stress that I do not normally take photos in a toilet, but like the good journalist, I could sniff a story, or in my case, a blog post.

The left hand image has four simple words that correspond to the four main steps:

1. Soap
2. Scrub
3. Rinse
4. Dry

An image accompanies each word to reinforce the message.  The headline “it only takes 20 seconds” is gentle and there is a nice pun: ” to get the upper hand on germs”.

The right hand image has nine steps, each with detailed instructions that are unlikely to be taken heed of. The whole tone is stern and not engaging. Turning four steps into nine adds complexity.  This has a number of adverse consequences:

1. More difficult to read, as you have to absorb so much more information.
2. More effort to read for the same reason.
3. More difficult to remember.  What are these nine steps anyway and why so many?

Do note that the two posters serve the same purpose and are in the same environment.  One would expect more stringent standards in the kitchen of a restaurant and far higher still in an operating theatre.

What lessons can we draw from this?

Be very clear about what you are trying to convey and why?  You must also be clear about what action you want people to take or not take.  Here are some questions to pose:

1. Are you giving a command? The STOP sign by an intersection is unambiguous.
2. Are you giving a warning?  Tight bend ahead.
3. Is this information? T-junction and sign post.
4. Are you trying to give instructions on how to do something? Or is the emphasis more on the why?
5. How much explanation is really needed?

“Let me show you” can address both the how and the why.  You also need to take account of the extent to which you need to remind as opposed to explain a unfamiliar task.

Many of us will remember being told off my our mother for not sitting at table with dirty hands.  You need to show a very young child how to wash their hands, but you should only have to remind an older child.

I will leave the last word or rather words to one of my favourite signs that you see all over France.  “Défense d’Afficher”, which means “post no bills”.  This example is rather controversial.

What poster do you love or hate the most and why?  Feel free to share this post.

Simon Fawkes
Accredited Mindshop Facilitator
Business to Markets Ltd

Continue reading »]]> Most small business owners recognize that governance structures are vital elements of their business, but only a few manage to embed corporate governance structure into their business. The restructuring of a business from the kitchen table to the board table to suit a corporate governance framework, is an important task for management, and in the case of small businesses, the business owners themselves.

Below is a general guide for small businesses who are thinking of creating an internal framework along the lines of a corporate model.

• Define roles and responsibilities. Well-defined responsibility, accountability and reporting lines between the management and employees are vital features in any corporate framework. These should be communicated well to make sure that expectations, priorities and business challenges are addressed accordingly.
• Create clear and efficient policies and procedures. A clear statement on management policies that covers every aspect of the business is a necessary requirement to ensure the smooth operation of your business. This may include procedures for monitoring company transactions, transparency and disclosure procedures and a code of conduct for all levels of management and employees.
• Conduct and disclose regular financial audits. External auditors benefit small businesses just as much as they do larger corporations. Auditors are able to provide an impartial account of ways in which a small business can improve its financial standing and its marketability to investors.
• Establish a formal recruitment and pay criteria. Do you need to hire a CEO/CFO and if so how much should you pay them? These and other decisions about recruitment and pay could be addressed if a corporate framework is in place.
• Work in a transparent manner. In order to implement corporate governance in a small business, it is essential to disclose relevant information, not just internally but also to external parties. Systems should be in place to guarantee that important information is made public in a timely manner.
• Develop an employee training and motivation program. Small business owners should not only supervise and monitor job performance, but also encourage employees to undergo continuing education. This will make sure that all staff stay up-to-date with relevant regulations and business developments and stay motivated to improve their skills and career prospects.

Every business is different and the formalizing practices for organizations of any size should be tailored accordingly to fit its own structure, culture and business strategy.  Kitchen table meetings may work well but by adopting corporate governance, small business increases the likelihood of sustainability as well as growth.

Written by Greg Gunther, Greg Gunther and Associates

Source: Business Leaders Strategic Thinking from Mindshop

Continue reading »]]> YouTube launched One Channel in early March 2013. This is a great way to promote your channel and gain more subscribers. You can easily convert your existing channel to the new format and it is well worth the effort. There are three important features of One Channel. Two are easy to spot: Channel Trailer and  Channel Art. The third one, Sections, is not so obvious.

B2MGlobal Channel Trailer

Think of the Channel Trailer as your free 60 second advert.  This trailer only plays when non-subscribers land on your channel. The aim is to encourage them to subscribe to your channel. There is no risk of irritating your subscribers, because they do not see the trailer.  They can still watch it as one of your standard videos and share it too.

• Do keep your channel trailer short.  YouTube recommends no longer than one minute.
• Don’t forget Tags and a short description under the About section of the video.
• Lastly, don’t forget the Call to Action: subscribe to my channel.

Here is the B2MGlobal Channel Trailer.  I hope you enjoy it and do subscribe!

B2MGlobal Channel Art

The Channel Art is an opportunity to promote your brand, but make sure you follow the Channel Art Guidelines.

Channel Sections

Sections are another important feature of One Channel. You can choose from a number of options, including Tag.  This means you can create playlists around any theme, including a  tag, and show thumbnails of your videos. This is a great to arrange and present your videos.

Do take a look at One Channel and be one of the early adopters.

Please share this with anyone you know who wants to get more from their YouTube channel.  Lastly, do look at the B2MGlobal Channel and if you like what you see, do subscribe!

Simon Fawkes
Accredited Mindshop Facilitator
Business to Markets Ltd

Continue reading »]]> One of the many challenges facing business owners and managers is having the right “business tool” for the job.
In business we often have a range of tools, systems and processes that enable us to drive the operational
elements (CRMs, HR Systems, Financial Systems, Management tools, etc) but when it comes to developing strategy, we are often at a loss.

Over the last 26 years as a Business Consultant, I have amassed a number of powerful tools – most of them are in the Mindshop Toolbox. Below are five of my favourite Strategy Tools:

1. Draw your Vision – is a really simple concept that allows you to clearly articulate your thoughts and feelings around WHERE you would like the business to be. The old adage “…a picture paints a thousand words…” is really applicable here as you can convey a great deal of information in a simple format. And it is memorable and easily communicated to the Team. I have found that recall of the drawn vision is much higher than a written version. It doesn’t matter if you can’t draw – this isn’t an art competition – it is about the tactile process of drawing and converting your thoughts to pictures. Try it you’ll be stunned at the outcomes.

2. Strategic SWOT Analysis – This is a simple tool that is a great variation on the traditional SWOT Analysis that forms the Appendix in most business plans. Our variation on the standard tool, is to be far more strategic in developing your SWOT elements by asking the questions “Do our competitors have this Strength or Weakness?” and ”Are the Opportunities and Threats realistic?”. Asking these questions focuses the analysis on the elements that you can really use to make a difference. This tool is so powerful because it links the NOW (Strengths and Weaknesses) with WHERE (Opportunities and Threats) and generates a list of strategic actions that your business can take (the HOW). Watch the video for tips on how to apply this tool in your business. Used well, this is one of the most powerful tools you can have in your toolkit! It is the direct application of the NOW-WHERE-HOW model.

3. Competitive Advantage – most business managers understand the notion of Competitive Advantage but few people have a simple process for working out what it is. Our model works off the concept that Competitive Advantage is determined by understanding what it is your business does that “adds maximum value to your Customers” and that you also do “better than the competition”. Once you have your Competitive Advantage then you can apply it to your product/service strategies, pricing models, operational planning, sales, marketing and promotion. It is your key differentiator in the market. Watch the video to determine your Sustainable Competitive Advantage.

4. Product Portfolio Analysis – Few businesses take the time to analyse their portfolio of Products/Services and use a structured process to develop strategies for them. Most product strategy is developed on an ad hoc basis. PPA is a relatively simple tool that allows you view your product range and analyse the gaps. It also provides insights into how you can be more competitive in the marketplace. This is a powerful tool that you can use in a variety of ways to analyse products, services, markets and even customer groups. Watch the video for more insights.

5. Consumer Decision Making Model – how can you influence consumers to buy your product or service? Isn’t this the “Holy Grail” of business? My experience is that if you understand the process that consumers use to make purchasing decisions (even small ones) then you can create marketing and promotion strategies that drive consumers to buy your products. This model is a well researched process of steps that consumers move through when making a purchase decision. The larger and more complex the decision, then the more time they will spend at each step. Businesses that can position themselves to interact at each step in the process, will have a far greater chance of success. Watch the video for more insights.

Add these tools to your business toolkit and start using them to have a stronger strategic focus in your business. You can use them as separate tools, but my experience is that the real power comes from using them in a sequence where one tool builds on the next. Use the sequence above as a starting point to really leveraging the power of these tools.

Written by Russell Cummings – Strategic Business Development

Continue reading »]]> 1. Leadership is not about attributes it’s about behaviour

In a January 2013 article for Harvard Business Review on management versus leadership, experienced change expert, Dr John Kotter explains that leadership is not about attributes but rather about behaviour. A great point for many businesses to reflect on. Being technically skilled and in a senior position does not necessarily mean somebody is a ‘leader’ within an organization. As the saying goes, “Actions speak louder than words”. You can read more by clicking here.

2. ‘Change’ is the new normal for businesses

The ‘new normal’ for businesses is that of constant change and this requires a different mindset as a leader to focus on the things you can change (internal locus of control) and not be distracted by the things you cannot (external locus of control). Ensure you don’t overwhelm your teams with too many projects that causes them to become stagnant. Prioritize those projects that will have the biggest impact on achieving the vision for the business or projects that remove barriers to more strategic initiatives.

3. Leveraging your team to implement change effectively

Increased accountability and communication is required internally to help team members stay focused on key priorities. Instead of attempting to engage your entire team, focus on the top 25% of performers. Give them common problem solving and strategy development tools so that they can be constantly refining and improving processes, while staying on track with the overall direction of the business. Business leaders need to continue developing their own skills and having high energy levels to ensure they lead by example. Walk the talk at all times.

Source: Business Leaders Strategic Thinking

Continue reading »]]> One of the most critical issues for businesses is being clear about their sustainable competitive advantage (SCA). Or put another way, being able to answer the question:

“Why would someone buy from you and not the person down the road?”

As I have written about before there are a number of ways to attack this critical challenge…(Article link: The one question you need to be able to truly answer…)

But once you’re pretty clear on your SCA, what comes next? You need to prove it!

For customers the most critical proof is obviously their experience at every touch point and interaction they have with you.

But what about prospects? How do they get clarity about who you are, and what makes you unique? Saying you provide the ‘best service’ or have the ‘most satisfied customers’ is all very well, but anyone can say that. Does your marketing move beyond puffery?

I think you need to make it tangible, give proof, put numbers and facts around it.

Easier said than done! And from my experience, not a path many take.

Seven Consulting is a project management services company who make some big claims but back them up. They have grown each year of their 10 year existence, and have made the BRW Fast 100 six years in a row – an achievement unmatched by any other company.

Here are some of the claims they make…

• We manage large scale, complex IT projects for ASX Top 100
• We are an independent Australian company
• We have strong repeat business and 100% delivery success

Pretty standard stuff…but how do they prove it in their marketing messages?

• We manage large scale, complex IT projects for ASX Top 100…we currently directly manage over A$500M in projects , and provide program office management for $1.5B
• We are an independent Australian company…we have no formal or informal relationships or partnerships.
• We have strong repeat business and 100% delivery success…we can provide references for every assignment done since inception in 2002. Our first clients are still trusting us with their most important projects and programs

In other words we’re substantial (so we can meet your needs), are truly independent (so there will be no conflicts of interest in our advice) and our clients are highly satisfied. A pretty significant competitive advantage I would think in a market where many such businesses are just body shops. Not just words, but facts and numbers they are willing to stake their reputation on.

So is your competitive ‘something’ a well-kept secret? Can your prospects get a real feel for what makes you different beyond words and spin? If not, find some proof – ask your staff, clients or suppliers – they will help you prove (or disprove) your point of difference. Start measuring and collecting facts and figures that prove who you are, and what makes you unique.

Written by James Atkins, Vantage Strategy and Marketing

Source: Business Leaders Strategic Thinking

Continue reading »]]> Recognising your customer is essential for an effective customer relationship.

If you fail to hear the voice of your customer you are hurtling towards worst practice customer relationship management. This amusing story about an automated car park in England has lessons for everyone involved in customer support.

How difficult can it be to get a ticket for a car park?

The car park is rarely the main destination. Most of us want to park the car, get a ticket and then do whatever activity we had planned. We expect the process of getting a ticket to be simple and quick.  It is also a bonus when there is more than one way to pay.  I keep a small bag of coins in my car, so that I always have change for the parking meter.  Modern technology allows payment by text, even if there is an extra charge.  So how difficult can it be to get a parking ticket?

Click to listen to audio. How does “ECA” sound to you?

You can probably guess by now that there is a story to tell. I was on a visit to England, the land that nurtured me until my late 20′s. Even though I have spent most of the last 30 years in New Zealand, my accent is more English than Kiwi. I do have a slight Kiwi intonation, but this is  mild when you consider the huge variations in spoken English in England, Wales, Scotland and Ireland.

Back to my story. I drove to Southampton to catch the passenger ferry to the Isle of Wight.  I know the area fairly well, having made several visits over the last few years.  FInding a car park was the easy part.  There was no attendant, just a sign with instructions to phone a toll-free number, state the car registration number and the length of time the car would be parked and a credit card number. Very simple, you might say.  I dialed the number and followed the automated messages.

“State the registration number” was the step that caught me.

“KR60ECA” was what I said clearly and loudly to this faceless machine, which repeated my message as “KR60ECE“. I then had to press some more buttons to try again. I made an extra effort to articulate each number and letter clearly, but to no avail. The reply was the same “KR60ECE“. At this point the faceless machine was beaten and advised me to wait whilst a human being deigned to speak to me. After what seemed like a long wait, I found myself speaking to a person. Someone with whom I could converse. “What is the problem?” The matter was quickly resolved and we managed to get to the ferry in time.  I was still aghast at being treated like a foreigner in the land of my birth.

I should explain that the New Zealand (Kiwi) accent tends to pronounce vowels in a distinctive way. “Fish and chips” sounds more like “fush and chups” and they write with a “pin” instead of a pen.

What lesson can we draw from this breakdown in communication?

1. Do not allow your internal business processes to dictate the way you communicate with customers.
2. Offer a choice in how a customer can communicate with you.
3. Recognise that not all customers are the same and they may be differences in the language they use.
4. Make the customer feel welcome and valued.  Even very small gestures can have a big impact.
5. If you do rely on technology to offer an automated service, check to see how well this works with different accents.

Aim to be different. not just better.

I am pleased to report that I did recover from the shock of being treated like a foreigner in the land of my birth. This could be a case of “forgiven, but not forgotten “, as the experience reinforces the need to hear the voice of your customer.

I hope you have enjoyed reading this blog post.  Please do share it, especially with those with an interest in language or customer relationship management.

How does my recording of the registration plate sound to you?

Simon Fawkes
Accredited Mindshop Facilitator
Business to Markets Ltd

Continue reading »]]> Poor translations undermine your credibility

Do not expect a machine translation to produce a translation that is clear and true to the original. You always need a native speaker of the target language to check the translation.  Machine translation can be a useful tool, especially when you want to translate from a foreign language to your own language. This will probably convey the overall meaning of the original, but you may lose some of the nuances.

If a brass plaque on a castle wall is one end of the spectrum, a printed sign in the toilet of a café is close to the other end.

The three sentences in French are quite clear.

• Please leave this place clean.
• Don’t thow anything in the toilet other than paper.
• Thank you for your understanding.

The middle sentence is poorly translated, but the sense is still clear given the context.  You are reading this in the toilet.

The German translation is far worse and rather funny. The instruction about what not to throw in the toilet reads: don’t throw anything in the toilet other than yourself!

The word order is jumbled and “thank you for your understanding” is repeated.

A simple example of a proper use of machine translation is to distinguish between two German words that sound similar:

• Sauerstoff is the German for oxygen
• Sauerkraut is the German for pickled cabbage.

How can you check your translation?

There is a simple way to check if your machine translation into a foreign language makes sense.  Use the same translation software to translate the translation back into English.  The result may surprise you. More complex texts need a more sophistaced translation.

Please note that I am giving general advice on translation and not reviewing any proprietary software. No matter how smart the software, you do need a native speaker to check the translation.  You may still need to use a professional translator.

Aim to be different, not just better.

There are other tips in my blog post “Lessons in translation.”

Feel free to share this post and pleaser remember that a good translation is important.

Do contact me if you have any questions or would like some general advice on translation. Please note that I am not a professional translator.

Simon Fawkes
Accredited Mindshop Facilitator
Business to Markets Ltd

Continue reading »]]> LinkedIn has reached a new milestone of 200 million members

Simon, congratulations! You have one of the top 1% most viewed LinkedIn profiles for 2012!

This was the subject line of the email that caught my attention on Saturday morning.  Needless to say, I opened the email straight away.  This came as a complete surprise, in particular as I did not think I was putting enough regular effort into updating my profile and giving people a reason to view my profile.  The important word here is “regular”.  As with all aspects of social media, regular and consistent content is important.

My achievement was not a matter of luck or charm, but the latter may have played a small role. There is a serious side to the reference to charm. One of the main reasons for being active in social media is to create engagement and stimulate interest in you and what you have to give.

Do not hire a PR consultant to conduct a charm offensive.  Be yourself, give and be willing to share.

How did I react to the good news from LinkedIn?

The box in the right-hand part of the image tells the story.  I clicked on the “Share” button and posted this news to:

• LinkedIn Updates
• Several LinkedIn Groups with under the heading: how well do you use LinkedIn?
• Some of my LinkedIn connections as a gentle way of staying in touch.
• Twitter
• Facebook Profile and Page

This might have taken one minute, as there are several ways to share an update from the one screen.

Tips to get more views to your LinkedIn profile

1. Recognise that LinkedIn is an important business network and use it to cultivate business contacts
2. Make sure your personal profile is complete.  Set aside 30 minutes a week to update your profile, paying attention to Skills & Expertise.
3. Endorse others and they in turn may endorse you.
4. Be SEO friendly by selecting the most appropriate keywords and use them throughout your profile.
5. Build your network, but do vet people you do not know before you accept their invitation.
6. Add a short personal message when inviting someone to connect with you.
7. Join LinkedIn Groups that are of interest to you and start to contribute to the discussions. Later on, start to invite other group members to connect.
8. Make use of the weekly free LinkedIn Learining Webinars.

Do visit your LinkedIn website at least monthly, as LinkedIn seems to change at an increasing rate. One of the great ways to get noticed was to respond to LinkedIn Answers.  This feature ceased on 31 January 2013.

We all have to start somewhere and a colleague kindly invited me to join LinkedIn in 2005.  My network hit the 500 milestone in 2010 and is now getting close to 1000.  How did I grow my network from 1 to 500?  The answer is simple: two new contacts a week gives you 100 in a year.  As your network grows, so does you ability to increase your connections. Remember, quality counts as much if not more than quantity.

Do share this blog post with anyone you know who would like to make better use of LinkedIn.

Simon Fawkes
Accredited Mindshop Facilitator
Business to Markets Ltd