Friday, February 25, 2011

Possibility Thinking

The first two ingredients in creating a vision were “imagination” and “worldview”.

The third one is “possibility thinking”.

This is about your willingness to move beyond the first acceptable idea, to generate multiple ideas from which you can select and combine. Many people feel uncomfortable and impatient with this process. They latch on to the first viable suggestion, however superficial and unoriginal, so that they can move straight to “implementation. However, implementing the wrong strategy can be a disaster.

Creating a unique strategy is not easy or quick. It requires the input of many and varied suggestions. Most will eventually be “redundant” and “surplus to requirements”, but they form an essential part of the process.

Much has been written about the importance of not shooting other people’s ideas down. Just as important is not shooting your own ideas down. Most ideas are never voiced at all. It takes time and space for a thought to develop to the point where it can be put forward as a suggestion. Mostly, we have “glimmers” which pass through our minds but never really form into an idea. Only if we let these glimmers grow can we exercise our originality and create a truly new strategy.

Recently I took part in a five-day Cabaret Summer School. During the week we were required to create an original mini-cabaret show of 10-15 minutes, consisting of three songs and some patter to connect them. At the end of the week all eleven of us performed our segments in a show held at a beautiful theatre, with professional sound, lighting and grand piano accompaniment. It was quite a challenge. At start of the week, most of us had no idea what our show would be about. The best piece of advice came on Day 1: “Most ideas get rejected before they have time to develop. Give your ideas time to grow”. This gave everyone permission to come up with novel ideas, and to experiment with all sorts of things without worrying too much about whether or not the material would eventually be used.

Obviously there are differences between the creative arts and the rest of the world. But any new strategy calls for possibility thinking. You don’t get competitive advantage by copying what your competitors have done. To create a new strategy, we need to overcome the natural tendency to self-edit, and allow the glimmers to grow.

Possibility thinking stops you getting stuck in precedent.

Chris Brogan nails it on social media etiquette

Chris Brogan is an author and social media strategist I admire. His latest blog post about social media etiquette here is great.

I find it a great checklist for what to do and what not to do for achieving success through social media. What do you think?

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Wednesday, February 23, 2011

How may real life/real time conversations are you having with your customer/clients/prospects every week?

This is a very insightful slideshare by Polle de Maagt of InSites Consulting

How may real life/real time conversations are you having with your customer/clients/prospects every week?

Real life/real time conversations are one-way to differentiate yourself from the billions embracing social media and networking who really don’t as yet get relationships of high value and mutual reward.

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Tuesday, February 22, 2011

Are you using stories within your company?

I ran a Speakeasy session at a hotel in Manchester last night and a young man greeted me as I was setting up. He was very helpful and asked me what we were doing in the session. I explained how Speakeasy was essentially a storytelling workshop and I asked him what his most memorable customer service experience was at the hotel.

He explained he'd been duty manager one morning and a man came into reception very distressed. "Someone's stolen my car!" he exclaimed. And not just any car, a nice BMW!

The duty manager sat the man down, got him a cup of tea and asked him what had happened. He listened intently while the man off-loaded his frustrations and implored the manager to call the police. "Don't worry," said the young man. "Leave this with me."

Leaving the man to calm down, the manager ambled into the car park to check the 'scene of the crime'. The car park was packed and he wandered over to where the man said he'd left his BMW. There was no sign of the car, but what WAS visible was a large white van. The manager walked around the van, looking for broken glass, but was surprised to find....the BMW hidden behind the van.

It turned out the man had parked his car when the car park was empty, but while in the gym the place had filled up and the van had obscured the car. The man had obviously panicked.

Needless to say the car's owner was ever so slightly relieved (and a little embarrassed) but for me it showed the duty manager in a very positive light. He'd listened to the distress of the owner, helped the man calm down, bought a little time and essentially 'read' the situation well. It would have been easy to call the cops immediately as a knee jerk reaction.

The point of sharing this is that such a story demonstrates an employee's capabilities, his values and those of his employer. It's FAR more effective than any mission statement or claim to be 'No.1 for customer service'. A well told story with a point leaves it to the audience to decide what your qualities and values are - they're not being asked to take your word for it. And of course if you're looking for a Unique Selling Point a story IS truly unique because you're in it - and no one else!

So I'd encourage all companies to develop a story culture, sharing, capturing, learning from stories such as this. They create a priceless 'vault' from which you can draw.

4 key questions to answer that may well determine your future

Fast Company’s 50 most innovative companies list for 2011 here
is very insightful into the future of business.

Fast Company’s introduction to their list says in part:

... world will be ruled by the kinds of companies on this list. They're nondogmatic, willing to scrap conventional ideas. ...They're willing to fail. They know what they stand for.

How non-dogmatic are you?
How non-conventional are you?
How much are you willing to fail?
What do you stand for?

Your answers to these questions and how you act on your answers will largely determine your success this year and beyond.

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Monday, February 21, 2011

Be consistent - like the White Lady in Auckland

One of the simple pleasures during my recent trip to Auckland, New Zealand, was ordering a hamburger from The White Lady, a mobile burger stand that parks itself on a street corner every night:

The White Lady is an Auckland icon, which has been in operation since 1948. To me, its most impressive feature is not its longevity, but its consistency. When I said it's been there every night, I really do mean every night. It has a proud history of being open every night for decades, except for a few weeks in 1998 when the city of Auckland suffered a severe power outage.

How consistent are YOU?

What do you do, consistently and reliably, for your clients, audiences and network? Day after day, week after week, month after month. Success - particularly on-line success - isn't an event, it's a process. Be there for them, not just frequently but consistently, and you'll build a reputation as a trusted authority.

Saturday, February 19, 2011

decision making and the brain

New article on Decision Making and the Brain.

Friday, February 18, 2011

Closing the knowing - doing gap

There are many great insights in Daniel Pink's book Drive – the surprising truth about what motivate us. However one of Daniel's conclusions really made me think: there is a mismatch between what science knows and business does.

There is often a mismatch between what we know and what we do. For me the narrower the gap between what we know and what we do, the more fulfilled life we live and the greater influence we assert.

Part of my plan this year, my 20th in partnering with passionate and enlightened business leaders to change what’s normal inside corporations for the good of people, our planet, and for profit, is to close the gap between what I know and what I do.

This is a challenge!

The most challenging aspect of my work with organisations is to actually inspire people do what what they know they should.

To begin my own journey I reread The Knowing- Doing Gap by J. Pfeffer and R.I. Sutton (HBS Press, 1999), a very insightful book. From there I made a list of the crucial things I know about life and business where I have have not fully implemented or acted on successfully, what I know.

Try the above exercise. I am sure you too will find it challenging however like me as you change what’s normal you will probably find the journey as rewarding as I am.

To know and not to do is really not to know.
Stephen R. Covey

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Tuesday, February 15, 2011

What are you prepared to risk to fulfill the dreams you have for your company?

I read this incredible story in a Strategy + Business article, a publication by Booz & Co on 4th February 2011.

One night in 1973, Fred Smith, the founder of the FedEx Corporation, decided to gamble, literally, on the future of his company. Short of funds to pay for airline fuel, Smith hopped a weekend flight to Las Vegas and took the company’s last US$5,000 to the blackjack table. By Monday morning, he had the $24,000 he needed, and then some. Nearly four decades later, FedEx is a regular on Fortune magazine’s 100 Best Companies to Work For list. According to the authors of this paper, there may be a connection between the company’s dramatic story of survival and its high level of employee commitment.

The article which you can read here goes onto detail results of a series of four experiments, where researchers explored how reflecting counter factually on an institution’s origins — that is, considering “what if” scenarios — can influence stakeholders’ actions and commitment.

I found it all fascinating.

What are you prepared to risk to fulfill the dreams you have for your company?

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Monday, February 14, 2011

intuitive decision making

Article on Intuitive Decision Making:

Saturday, February 12, 2011

The challenge of collaboration and decision making for leaders

Below is a dialogue between two colleagues. One of them Paul, is upset with his manager because he believes that while she preaches ‘collaboration’, she is in fact (to him) a hypocrite. His colleague Aiden provides a different perspective and eventually enables Paul to see that maybe his manager isn’t the hypocrite he thinks she is.

Paul: “Amanda is a hypocrite!”

Aiden: “What do you mean?”

Paul: “Well, she says that she wants us to collaborate, so I gave her my opinion about the Seymour incident and she’s pulled rank on me. I’ve been told that it’s her decision and that if I do what I said I was going
to do, then I’ll be in trouble.”

Aiden: “Hmmm. You’re saying that Amanda has asked you for your opinion, you’ve given it and she’s made a decision that is not what you want. Is that correct?”

Paul: “Yes. That is exactly what has happened. She’s a hypocrite!”

Aiden: “Paul, let’s slow down for a second. What behaviour does Amanda display when you believe that she has listened to you?”

Paul: “Well, that’s easy. She does what I want. That proves that she has listened. After all, that’s what collaboration is, isn’t it?”

Aiden: “Well, not exactly. If we slow down and listen to what you’re saying it sounds like Amanda has to do what you want otherwise she isn’t seen to be listening to you. Is that what you mean?”

Paul: “No, not really. But she asked me to give my opinion and then she didn’t take it. What’s the point of asking me what I think?”

Aiden: “The point is that Amanda is seeking more information by getting your opinion. Think back over the past few times that Amanda has asked your opinion, have there been any times when she has appeared to listen to you?”

Paul: “Yes, a couple. There was the Monroe issue and the Pothole issue where Amanda’s final decision was very close to what I thought we should do.”

Aiden: “So, from your perspective Amanda does listen sometimes?”

Paul: “Yes, sometimes.”

Aiden: “What’s your definition of when Amanda isn’t listening to you?

Paul: “That’s obvious. When her decisions are different to what I want.”

Aiden: “Paul, Can you hear what you are saying? It seems to me that you’re saying that unless Amanda’s decisions equal what you want, then she’s being a hypocrite because she hasn’t listened to you. Yet you agree that there have been times when her decisions have been very similar to what your input recommended.”

Paul: “I’m listening” nodded Paul.

Aiden: “Look at it this way. When you’ve been a boss in the past, don’t you expect your positional authority to count for something from time to time?”

Paul: “Yes”

Aiden: “In that case, isn’t it possible that Amanda really has listened? In taking your opinion on board she has decided to do something different. She has then used her positional authority, which she is entitled to use, to make the decision. What’s wrong with that?”

Paul: “Okay. I suppose that you have a point. In fact she did say that she was using her positional authority to ‘make the call’. I took offence to that for some reason, but I’m not sure why”.

Aiden: “Great. I’m glad you’ve been open to having this chat.”

Paul; “Yeah, so I am I. I was going to go and do something that probably wouldn’t have been the right thing to do. In fact,, I probably would have undermined Amanda if I had continued with the action that I was planning to do. I suppose there are just times when I’m not going to fully understand Amanda’s decisions. I suppose I’ll just need to trust her and keep asking questions. That can’t hurt, can it?

Aiden: “Of course not. And my experience with Amanda is that she does listen and does try to explain why her decisions are what they are. I think that sometimes we don’t listen to her because we’re so focussed on what we want. Maybe it wouldn’t hurt for us all to have a chat about these issues at our next meeting.

Paul: “You really think that she’d be up for it?”

Aiden: “Yeah, I do.”

This dialogue highlights how powerful mental models (your personal theories about how the world works) can be and how they can influence what we see and don’t see. In this situation a manager who collaborates with her team is seen as being a hypocrite simply because she at times, makes decisions that aren’t exactly what her team members want her to do.

Collaboration exists when people work as a team. Teamwork requires members to perform their role from both a technical role and team role perspective. In this context it is fair and reasonable for a leader to exert their positional authority from time to time when making decisions.

Providing the leader is constantly seeking and absorbing input from team members, there may be times when the leader has to make a decision and that decision may not be popular with the rest of the team. The nature of a leadership role means that leaders are exposed to information that other staff are not able to access. (at least not in the same timeframe). This means that sometimes leaders have access to information as an input to their decision-making that other team members may not yet know. This can create a paradox for the leader who wishes to be known for their collaborative style because there are times (such as employee disciplinary processes) when a leader is not able to share all the information with their team members.

A way to manage this situation is for the leader to declare when they are expressing a view from the perspective of their formal position and authority, compared to when they are simply expressing a view. For such a system to work the leader will need to conduct a series of conversations with their team about how such a system should work. The intention of the system is to enable team members to be able to speak candidly with their ‘boss’.

If conversations such as the ones just described had been conducted throughout Paul and Aiden’s team’s history, it is unlikely that Paul would have been so convinced that his manager, Amanda, was a hypocrite.

What have been your experiences with regard to the challenge of having a collaborative leadership style, with making decisions when required?

Gary Ryan enables Leaders and Developing Leaders to do the things that matter, for their people, their customers and the community.
Gary is the Founder of Organisations That Matter

Friday, February 11, 2011

The pleasure and pain of being an exception

Alan Weiss, one of my heroes, puts out a memo every Monday morning USA time. It is a pithy thought from him and an quote from someone else. To really stimulate your thinking at the start of every week subscribe to Alan's Monday Morning Memo here.

A recent memo from Alan contained this quote:
How glorious it is -- and also how painful -- to be an exception.
-- Alfred de Musset

You are a one-of-a-kind. Do you see yourself as such?

It is sometimes painful to become all that we are capable of becoming, yet for me it is life's most important quest, and the other side of pain is pleasure.

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Thursday, February 10, 2011

When Worlds Collide

Shelley Dunstone

The first ingredient in creating a business vision was “imagination”.

The second ingredient is “worldview”.

As the name implies, your worldview is the way you see the world. It refers to the framework or “filter” of ideas and beliefs through which you interpret the world and interact with it; the assumptions you make about people and things. Your worldview influences the way you think and behave. It’s your philosophy of life.

A worldview is an individual thing. Everyone’s worldview is different, because everyone is the product of a different culture, personality, upbringing, education, employment and other experiences.

A worldview is an unconscious thing – it’s so much a part of you, that you’re unaware of it.

Your belief regarding what is true or possible is largely determined by your worldview. You may think something is impossible, whereas someone else will see the same thing as easily achievable.

To challenge your own worldview, contrast it with the worldviews of other people. The more diverse the group, the more diverse the input to the business vision. The broader the questions and the discussion, the more your worldview will be challenged, and the more innovative the vision will become.

Conversely, the more you live within your own view of the world, the more limited the vision will be.

Involve more people, and more diverse people, in the process for developing a business vision. Allowing your worlds to collide helps you break with precedent, to build a vision for the future.

Tuesday, February 8, 2011

The problem with taking taking sides is it usually means winners and losers

I have been involved in sport all my life for enjoyment, fitness, and the life-long friendships that have been the result, and because in sport winners and losers is OK, it’s the nature of games.

The same cannot be said for politics where the model of government and opposition rarely means the best ideas get adopted because unless the opposition agrees with the government great things rarely happen, like in Australia right now where the government and the opposition are fighting over how to help people devastated by floods and cyclones. It’s a joke. The monumental failures of dealing with climate change and fixing the broken financial services system are just two more examples of the many.

The troubles in Egypt of the past few weeks further demonstrate the problem with taking sides. I wish for democracy everywhere in the world, however my kind of democracy means everyone wins or at very least there is equity of opportunity.

Put religion in the mix and you often get more trouble if this means people debating the undebatable about whose God is the right one and killing one another as a consequence.

Now I am not suggesting for one moment here that we don’t take a stand against injustice, tyranny, inequality, or any other of the world’s issues. I am suggesting we find better ways to live in our world.

Business may well be the last bastion of hope. Enlightened business leaders create shared value, i.e. everyone wins.

Creating shared value is so important I have dedicated my life to it and made myself an authority on how to create shared value or CSV as it is sometimes called. In a recent Harvard Business Review article Michael E. Porter and Mark R. Kramer refer to CSV as The Big Idea.

What are you doing in your business and in your life to create shared value?

The future is not about taking sides for the consequences are winners and losers. The future is not about who is right and who is wrong. The future is not about politics or religion, although both have their place. The future is about finding ways to live in harmony which each other and our planet, and where everyone has the opportunity to win.

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Monday, February 7, 2011

Why Aren't the Railroad Companies Running Airlines?

Why didn't the U.S. railroad companies a century ago also become airlines?

A hundred years ago, they were the first choice for cross-country transport in the USA. So they were ideally placed to take advantage of the new "flying machines".
But they didn't.

Why? Because (presumably) they thought they were in the railway business, not the transportation business!

A hundred years later, we face a similar situation – if we think of ourselves as “speakers”, “trainers”, “coaches” or “authors” - even differencemakers! You might be a speaker, trainer or author – but you’re much more: You’re a messenger. You have a message to share with the world, and it just so happens you’re doing it right now as a speaker, trainer, coach, author, and so on.

But that doesn’t mean you’ll always do it that way. Unless you look at delivering that message in other ways, you’ll fall behind – just like the railroad companies did.

Let's take books, for example ...

Not so long ago, being a published "author" meant you had a book in print. Note the words: "In print"!

Then we had audio books, initially produced in the 1930s with the vision-impaired in mind, and now produced for a much wider audience.

More recently, we've had e-books as well, and it's's Kindle that has brought this to the masses.

Now when you hear of somebody "reading" a book, it could be a printed book, an e-book or an audio book.

And Apple's iPad and the slew of netbooks will broaden the definition even more.

But that's just for starters ...

What if you stopped thinking of yourself as an "author" and started thinking of yourself as a "messenger" ...

If you're a fiction author, you're not in the business of selling books; you're in the business of selling stories. Stories are told and sold in books, movies, music, board games, toys in cereal packets, new clothing lines, interactive Web sites, on-line discussion forums, cult followings, etc.

If you're writing non-fiction, it's not about books; it's about spreading messages. Again, the messages can take many forms: Books, e-books, audio programs, e-courses, on-line discussion groups, study groups, video, quizzes, interactive games, keynote presentations, coaching, mentoring, hosting conferences, webinars, teleseminars, etc.

THIS is our future!

Are you ready for it?

Saturday, February 5, 2011

It is good business to increase complaints!

The American Express Global Customer Barometer has highlighted the importance of being easy to complain to, especially in places like Australia.

The Australian figures, second to Mexico, highlighted that 86% of Australians will cease doing business with an organisation after a bad service experience. Yet the majority of these Australians will not tell the organisation about their experience. Rather, they will tell their social network, especially if asked. The research reveals that the reason for this behaviour is that Australians find organisations notoriously hard to complain to. So instead they simply switch and tell their friends. 

What is interesting is that approximately one in two of these same Australians are willing to give an organisation a second chance, especially if they have previously had good service experiences with that organisation. The issue is that after the second chance, the Australians will simply 'disappear' as customers, especially if there is a viable alternative that is available to them.

The pure economics of the above statistics highlight that it is good business to increase complaints. If an organisation were to become 'easy' to complain to, that same organisation would have more of a chance to 'recover' the customer and maintain a positive relationship with them and stop them from leaving. In simple terms this means that the company ensures that future expenditure from this customer will remain with them.

We are fortunate to live in a world where a customer complaint can be made to a social network and, if you are easy to complain to, that complaints will be heard even though it wasn't said directly to your organisation. At the end of the day it doesn't really matter where the complaint is made, it matters that it is heard and acted upon.

As an example I recently had a poor service experience about an organisation. I 'tweeted' that I was going to write a blog about my experience, which I did the following day. Within eight hours of posting my blog I was contacted by a representative of the company asking for more details and wanting to know how they could resolve my issue for me. Within a couple of days a resolution for my poor experience had been created and I have remained a client of that organisation.

I had no idea that the company had set up (due to a recommendation from a teenage casual contact centre staff member) a 'twitter watch' and a 'blog watch' to look for complaints (and positive comments) so that they could fix them as quickly as possible.

It is in this manner that an increase in customer complaints should be seen as a positive measure rather than a negative one. Unfortunately it is my experience that most companies see increased complaints as a poor result rather than a positive one. Alas, most companies are poor to complain to because they don't want their complaints metrics to rise. Silly, isn't it!

How easy is your organisation to complain to and what are some examples of how this is done?

Gary Ryan has led service excellence award winning teams in multiple categories and is a co-creator of the OTM Service Strategy.

Thursday, February 3, 2011

Social media action as part of business development that is not supported by personal attention is a recipe for heartache

Stories about management consultants abound. Here is one of my favourites:

A management consultant is on holidays on a tropical island. He notices a local fisherman who sells out of fish every day by noon. He approaches the fisherman and suggests a four point plan to sell more fish and make more money. Getting some subcontractors to fish for him will increase production by 25 percent but then moving to a fleet will double production in just six months.  A joint venture with another shipping company will see the man become a millionaire within ten years.
The fisherman asks what the fourth step is. The consultant says he will be able to retire, do some fishing in the morning, have a siesta and then play with his kids. The fisherman replies, “but that is what I do now.”


The management consultant above is guilty of not providing or paying personal attention.

From my perspective much of social media and social networking is like this.

My goal online is to attract a few people that I can pay personal attention to in real time, and to nurture and grow relationships with these people of high value and mutual reward.

The intentions behind my goal i.e. the why, is three-fold.

1) Give without attachment to getting back
2) Enhance my reputation in my areas of expertise
3) Attract the right kind of people that I can pay attention to

What are your intentions regarding your online work?
As the saying goes be very careful what you wish for as our wishes usually get granted!

I recommend a great article on giving personal attention by Kaila Colbin here.

My free to fee model here is an overview of how I pay attention to people both online and in person and how I maintain harmony between online and in person actions.

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Celebrating 20 years in 2011 as The Change Master™ - catalyst for changing what’s normal for the good of people, our planet, and for profit

Tuesday, February 1, 2011

Insights shared via multiple mediums provide greater value

I suspect you are like me in that you are listening and watching online as much as reading words on your screen.

Therefore in order to provide you with as much value as I possibly can, I am going to post more podcasts and interviews here as well as providing my thoughts on video occasionally.

This post contains a selection of my previous podcasts and interviews that were once at a different blog.

I was thrilled recently to be interviewed by Kellie Frazier of Connecting LLC in United States. You can listen to this perhaps the most wide-ranging interview that I have ever done here.

On 28th April 2010 I was interviewed by Gihan Perera of First Step Communications on the subject Is Doing Good REALLY Good for Business?

Gihan asked me key questions. All of them tough to answer!

You can listen to the interview here:

or download the mp3 file here: MP3 File

On this podcast I explore why there are rarely rewards without first taking risks. Please download to your player here.

On this podcast I am interviewed by Patrick Sweeney of Australian Speakers Bureau on the main aspects of my corporate social responsibility/sustainability/doing good keynotes/plenary/general/concurrent and/or breakout session presentations. Please download to your player here.

To book me for your next conference or in house meeting please contact Patrick on 1800 477 325 or email Patrick for details

On this podcast I am interviewed by Ann Villiers of Mental Nutrition on why I founded The Differencemakers Community. Please download to your player here.

On this podcast I am interviewed by Tom Murrell of Media Motivators on why doing good is great for business. Please download to your player here.

On this podcast I share insights about 7 key aspects of successful workplace cultures. Please download to your player here.

On this podcast I chat with Ciaran McGuigan, the Executive Director of Strikeforcesales, about how he engages his sales people. Ciaran can be contacted on 1300 309 162. Please download to your player here.

I really enjoyed my chat with Kevin Ryan about why employee engagement is the name of the game today for success in business. Please download to your player here.

Kevin Ryan and I chat about the difficulties of modern communication and the deeper issues we must understand and master in order to communicate remarkably. Please download to your player here.

If you want to reduce employee turnover and improve employee retention then you will find lots of value in this podcast where I have a chat with teams that work guru Lindsay Adams. Please download to your player here.

Strong leadership and management is impossible without strong foundations in place. Without such foundations we are on shaky ground. On this podcast I share my insights into what the strong foundations are. Please download to your player here.

Lindsay Adams and I chat about the ever-changing face of teams, the vital differences of high performance teams and the 12 essentials to find your teams edge. Please download to your player here.

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The Change Master - catalyst for changing what’s normal for the good of people, our planet, and for profit