Time isn't your greatest resource, it's your energy...

I just read the following quote:

"Your greatest asset is your earning ability, your greatest resource is your time."

I dont think this is entirely true. Your greatest resource isn't your time, it's your energy. We are all working off the same base of time (24 hours in a day, 5-8 hours sleep, 1-2 hours eating). It's pretty hard to change this or even minimize the above (thats a slippery slope). The best method and the greatest resource we have is the energy we bring to those hours.

Its good to maximize time, if you can squeeze in extra time say from sleeping less over the next month, great! But think of the advantage you will have if you bring huge amounts of energy the time that you do have. You will go after your greatest challenges, tackle that problems that you have been putting off and most of all, accomplish more. So what if you take an extra hour or two!

Sucking most of the day

Failure is important...yes yes yes...heard it a million times! What isn't recognized so much is how discouraging it can be. Take for example, a small minor task I had today. I was formatting a final report and it took me 10 tries to get this small (relatively insignificant) graph just to fit on my page. It seemed unfair that I had to try 10 times before I got it right 1 time.

This applies to most things. In fact, most things take longer than 10 tries to get it right. If extrapolated to more of life, it implies that its possible to spend 90% of our time failing at one thing or another. That's discouraging!

Its amazing though, that the 1 right time made up for the 10 failed tries. Life isn't counted in one step forward, two steps back or whatever cliche is used. I think a better one is this:

Life is a pile of failures. The bigger your pile of failures the better. But only as long as you stay on top the pile, continuing to add to it, not letting yourself get sucked down into the pile.

Teaching Inspiration

I was feeling discouraged today. I doubt I am alone in the feeling. Some days are worse than others and for some reason we simply cant find inspiration. I tried many things, exercising, eating my fav food, I even went to a festival. Nothing worked. I reverted to some patterns (breathe, focus my thoughts, imagine) that help me get going. Kinda worked.

Inspiration is a funny thing. Its an energy that materializes out of nowhere. It can spawn world changing thoughts, amazing feats of physical ability or the desire to change one's life for the better. The power in inspiration is endless.

But yet, we think inspiration belongs only in the realm of the arts. We play it down in business. Although thinking of the big idea (inspiration) can be worth a lot of money. Its only in the day-to-day activity that true success is found. Finding inspiration each of these days can be difficult.

The Last Push

Its that extra rep you push out, in the last set of pushups, where you build a body to be proud of at the beach.

Its the work you do at 9pm on a friday, that gets you the promotion.

Its the last kilometre you run, when your legs are screaming in pain, that lets you finish the triathlon.

Its when your terrified and nervous, but you go those extra 10 inches to plant a kiss.

If its worth getting, its likely going to involve discomfort. Why? If it everyone could do it, it wouldnt be worthwhile but most people don't like being uncomfortable. Its like my buddy Tyson says, "Training for a triathlon involves a haneous amount of pain!" I think it applies to most everything worth getting.

Would you be friends?

During a due diligence meeting today, my boss, Brad, asks the president and founder of the company, "Do you have a lot of friends?" He responds,"In business or personal life?" Brad, "Personal."

It seems strange to value something as obscure as whether a person has a lot of personal friends when buying a business. Brad has bought over 8 companies and has been doing this sort of business for almost 15 years, there must be some validity to the question.

He said to me after, "Don't go into business with people that have no personal friends. Why? Because they are the people that will try to screw people once some trust builds up and the moment they turn there back, the try to take take take."

Its a good test. Would you be friends with this person? No. Then why go into business with them. Compassion and trust are too elements that should be in all relationships, if someone lacks these key components, they probably won't be around for long.

Selling A Small Business

This week I have to enter into negotiations to buy a small business. The other side believes that it's worth a lot more than it is. It's my job to convince them that it's worth what are willing to pay. Unfortunately, its often difficult to explain the true value of a business to small business owners, who have invested the proverbial blood, sweat and tears.

The numbers, including some industry standards, show that we are paying the correct price (half of what they are asking). The seller, however, is uninformed of these methods and thus wants a higher price. Small businesses such as this are prone to overvaluing the effort they put into the business. What they often don't understand is that the more valuable they personally are to a business, the less the business is worth. Its simple, once the owner leaves, the value leaves with them. Kinda selfish really.

A small business owner should try to make the business run without them. Its the logic behind systematization. Makes it easier to sell. As Michael Gerber says in the E-myth, there are only two reasons for a business, to sell it or franchise it.

A Cool Business Model

From Tim Ferris's book, The Four-hour Workweek.

Here is a cool new business model made possible by the internet. Steps are listed below:

1. Be a specialist/expert at something.
2. Build a DVD explaining how to do it.
3. Outsource the manufacturing of it.
4. Sell it over the Internet.

Easy. If need be, replace DVD with website, newsletter, whatever. Its easy and cheap and if its good, you can reach a lot of people without a lot of expenditure.

Next project: My mom teaches ballroom dancing for people in wheelchairs. How-to DVD will be coming for Christmas.

A Constant Reminder

Although my dad will surely role his eyes (thinks I can be a bit dramatic) I will go ahead with this blog. I read this theme in two separate books and one speech by Steve Jobs, all within the span of a few days. (Thanks Allen and Tyson!!)

The theme is that death is a constant companion.

It follows you wherever you go, all your life. You cannot outrun it or hide from it. It is always there, ever patient, ever ready. In the light of this, knowing that you could go at any second most things seem not so important. Is it important that you get that new ipod? Or that when you go to clubs you dont meet anyone? Just doesnt seem that important, does it? Family, loyal friends, work that lets you contribute to the world - these are the important things.

Its not simple enough to live life as though you may die tomorrow. I dont plan on dying tomorrow, nor the next day or a long while after that. But I could. So why be scared/intimidated/timid/content - there is so much to do...

Words For The Ages

Some words that you use as a teenager/young adult are cool. However, once you enter the business world, some of these words have to leave your vocabulary lest you run the risk of sounding immature - and believe me, immature is almost as bad as dumb. These words and their replacements are listed below:

Old Word: Awesome (or Sweet!) - Replace with: Great.
Old Word: Seems - Replace with: Appears.
Old Word: Cool - Replace with: Excellent.
Old Word: Fun - Replace with: Interesting.
Old Word: Cops, 5-0, pigs - Replace with: Police (they arent your enemy anymore, they protect you)
Old Word: A'ight - Replace with: Yes.
Old Word: Bi'atch - Replace with: ...(silence)...

Of course there are some words you dont get rid of: Boo-yah (always sounds cool), HOT (useful for so many things) and my personal favorite - Badonkadonk.

Adherence

The more books I read, the more complicated things seem to become. My brain cant handle it. Its like the more clothes I buy, the more complicated it becomes to choose what to wear. The more furniture I buy, the more cluttered my apartment became. The more dishes I buy the more I have to clean (not true, but it feels that way). The more girls I date...uh...err..nevermind.

Its like single variable calculus was easy. Multi-variable calculus no way! Impossible!

I always thought the more I read on business, in all of its categories, the better I would be at business. Not true. I think that people with the most success have a few principles that they adhere to strictly. Seems to make sense that I should have mine:

1. Underpromise/Overdeliver

2. Be impeccable with my word. (Do what I say I will when I say I will do it!)

3. Listen to myself.

The first is obvious but tough. You want to get people excited, hell, get yourself excited. But its important to manage expectations. The second is, in my opinion, the most important for business. Its a function of trust, the most important thing in a relationship. Business is about relationships. The third is less obvious than the first two but equally advantageous to implement. Its the times when I have walked an others path and gone astray. When I listen to myself, I have no regrets. No regrets means higher and more solidified self-confidence.

I will add more as time goes on and my experience widens. A lot of trouble in my life could have been avoided by adhering to the above.

The Four Agreements, By Miguel Ruiz

1. Don't Take Anything Personally -What this does is protect you from taking offence when none was meant. Although it may seem passive and is if you are letting people "get away with something" thats not the case.

2. Be Impeccable With Your Word - simpel as dont say things about people that you wouldnt say to their face. Heck, dont say anything mean at all. Be honest with yourself and others. Do as you say you will.

3. Dont Make Assumptions - Sometimes you will be called upon to make judgements, get as much information as possible. If you must react, give the benefit of the doubt.

4. Always Do Your Best - Always. Give your all.

These four laws work in conjunction with each other; like the spokes on a wheel, they work best together.

Cool Websites

These websites are cool. I am surprised I had to read a book to find out about them. Seems like these should be common knowledge (or commonly used tools).

www.getfriday.com - get a virtual assistant in India to help you with a range of tasks. Cheap and apparently they are great at what they do.

www.elance.com - hire a professional website designer, engineer, you name it!

www.hotrecorder.com - record conversations over the internet. (we should all be talking over the internet anyways. 3 cents a minute!!!)

www.contactanycelebrity.com - just kind of fun.

Its hard to imagine what else is out there, but I will bet there are a lot more great sites. Please post in comments other cool websites.

Out into the unknown...

Its a funny feeling, almost like running in the dark, you don't know where you are going or whats ahead. Going out into the unknown is a frightening experience. To walk towards the light is an easy choice but to walk towards the dark - willingly - is a difficult choice. As a people our choices tend towards the known. Its why we turn on the lights, stay in jobs for years or accumulate money.

I, personally, am kind of frightened, as I stare into the darkness I feel nerves that I claimed wouldn't exist. This claim, however, was made during a time of easy choice - light. The calming words of "every door that closes another opens" and "every failure is an opportunity to learn" do nothing to reassure.

Its frustrating but also exciting in another way. It is my choice as to which it will be for me. I have looked in the mirror and realized that I am unhappy too many times. Maybe a gentle hand is pushing me in the direction I need to be going. I hope so.

"Hmm..."

I have been saying that to myself a lot lately. Its a reflective thing. I find when I am going "Hmm..." I am seeing things in a different way. Maybe its cause of new information or maybe a new insight. The latest reason is some unrest in the security of my job. It seems it was not as secure as I thought it was. Or maybe it is. Hmm...I wonder.

Sometimes its scary when you realize things arent as you thought they were. Its shocking and disturbing when it impacts something as important as your job (or marriage or health or your family or anything important to you).

Maybe you come up with an answer maybe you dont. But there is value in "Hmm...", its good to question things, to see things from a new light. Whether it builds your foundation of experience or solidifies your character. Each "Hmm..." is an opportunity to grow.

Transition Series Part 2

Which Strategy is the Right Strategy?

Wait..you mean I should have a strategy? Yup. A person without a strategy is about as good as a business without a strategy, or as lost. In this case, the strategy that the business/role requires is going to determine how you focus your learning agenda and attention.

Watkins explains that there are 4 basic business strategies:

1. Start-up
2. Turnaround
3. Sustaining Success
4. Realignment

Basic knowledge of the business and/or position you are moving into should give you a general idea of what strategy is needed (new company = start-up, failing old company = turnaround, etc). The basic checklist you want to run through for assessing the business and how your strategy fits into the business strategy, follow below:

1. (obvious) What type of situation is the business?
2. Implications for challenges/opportunities that you will confront? Start-up's challenges include creating new systems, building a team, etc.
3. Implications for learning agenda? Do you need different amounts of time with each employee?Will you likely be letting some employees go?
4. Which of your strengths are going to your greatest asset? Of your weaknesses which will be the greatest liability?
5. Prevailing frame of mind? Are you going to be on the offense (start-up) or more defense (sustaining success)?

These are the basic questions and should be expanded on. The main idea of this section is to give some thought to what type of business you are moving into. Many managers have failed because they have brought a personal strategy that doesn't fit with the business strategy.

Transition Series Part 1

Seeing as I am transitioning into a position within my company, I figured it was a good time to outline a transition framework. These frameworks and guidelines are drawn largely (if not all) from the book by Michael Watkins, The First 90 Days.

The Transition Series will look like this:

Part #1 - Don't Get Stuck In Your Old Job and Learn Fast
Part #2 - Which Strategy Is the Right Strategy?
Part #3 - Secure (and find) Early Wins
Part #4 - Negotiate Success (with your boss)
Part #5 - Achieve Alignment and Build Your Team
Part #6 - Make the Right Friends
Part #7 - Keep Your Balance (and help others)

Seven parts for seven days till I make the transition.

Part #1 - Promote Yourself and Accelerate Your Learning

A major goal in making a good transition is letting go of your previous job. It may have been a great experience or a bad experience, but what is most important is that you let go of it, mentally if not physically. Being stuck in your old role will not allow you to address the skills and focus that your new role requires.

The major goal of promoting yourself is to allow your mind to focus on the new role. We all know what it is like to enter into a relationship with someone who is still in love with an ex. It works the same for jobs.

Ask yourself:

• What has made you successful so far? Are these strengths sufficient for new job? If not, what skills do you need to develop?
• Does your new role require you to do things that in the past you haven't enjoyed doing? What is your plan for overcoming this obstacle?
• How will you mentally prepare for entering your new job and leaving your old one?

Accelerate your learning by developing a structured learning plan. The three main areas that you must focus on are as follows: Technical, Cultural and Political Knowledge. Use actionable insights as a way to speed up your learning. Develop these insights through a specific (tailored to your situation) set of questions that are standard across those whom you ask. Failure to understand any one of the three can lead to your changes meeting forceful resistance. All situations are complex, the more dimensions/angles you are able to study your particular one from, the more you will understand it.

Mistakes vs. "Mistakes"

It's all to common to hear in business these days that failure is ok, in fact, we should promote failure. If mistakes are failures than I am here to argue that there are good and bad mistakes (or mistakes vs. 'mistakes'). Bad mistakes are such things as typos, inaccurate spreadsheets, forgetting to call someone back, etc etc. Little good, lotsa bad. Good mistakes are trying out a new system that goes wrong, making a prediction on the future (assuming that you couldn't get more or better info) etc etc. These kind of mistakes often provide you with greater insight next time (a.k.a. experience).

Great Analogy

Excerpt from The Power of Full Engagement, by Jim Loehr and Tony Schwartz:



"....Several years ago, the city of Orlando, Florida, planted a long line of trees along the highway that lead to our training center. The first time there was a storm with heavy winds, nearly every tree was blown down. The city dutifully sent workers to prop the trees back up. They secured them with baling wire and other external sources of support. It did no good. When the next storm came, the trees were blown other. A pattern that repeated itself numerous times over the next year.


It never seemed to occur to the folks in charge that if trees are to survive in a high-wind area, they must have a deeper root structure. It did occur to us that we were observing in nature a phenomenon that characterizes many of our own lives. Because we so often lack deep roots - firm beliefs and compelling values - we are easily buffeted by the prevailing winds. If we lack strong sense of purpose we cannot hold our ground when we are challenged by life's inevitable storms. Instead, we react defensively, blaming the storm or simply disengaging and ceasing to invest our energy."

Shift Happens

Cool vid courtesy of my father...

http://www.albinoblacksheep.com/video/shifthappens

Nickel and Dimer's

I am sure I am not the only one irritated by this.

Cashier rings up $15.03. You have a $20. Cashier gives you back $4.97. Or:

• 1 toonie
  
• 2 loonies
  
• 3 quarters
  
• 2 dimes
  
• 2 pennies

Basically a pound of useless change in your pocket. Why not a $5? Have pity on us. Please. Suck up the 35 cents total that it might cost you per day and save your customers some irritation. In fact, what a better way to say "we think of your convenience'' than to do this one little favor. I don't blame the employees - well sorta - but the bosses should have the common sense to point this out to each cashier.

God is in the details

I went into a Made In Japan restuarant yesterday. Great place - calming music, the right temperature, excellent lighting and very friendly staff. However, in chatting with the manager, he pointed out that contrary to my review the place wasnt doing well. Seemed strange to me until I sat down and ate my food. I noticed two things:

1. The front door was extremely hard to open. I saw two seperate incidences where someone tried to open the door, couldn't, got embarassed and left.

2. The menu sign behind the counter was very difficult to read, big pictures but small writing. It looked as if there were these little squiggly lines between beautiful pictures. Again, two seperate incidences where someone waiting in line, couldnt see, turned and left.

Now, I was there for 20 minutes. Extrapolate those 4 lost customers and you are looking at almost 12/hour or 96 per day. Yes, it probably isnt that high, but it certainly is a significant number. Whose fault is this?

Well, I would say that its both the managers and the franchise manager. As a manager, he should spot these things quickly (its right in front of him). As a franchise manager, there should be a checklist for all the details of a business.

1. Easy for customers to get in? Check.
2. Easy for customers to order? Check.
3. Learn lessons from one store to apply to another? Check.

Lose The Diversification

In life, as opposed to the markets, diversification doesn't always mean less risk. The old saying of "don't put all your eggs in one basket", is wrong (most of the time). Think of a swimmer who rather than choosing to be solely good at sprinting, chose also to be good at synchro, long distance, butterfly and diving. Diversified yes, riskier, of course.

Focus is the opposing force to diversification. The world is competitive. Very. To remain so, you must focus on a being great at only a few things - parent, tight-rope walker, (glorified) secretary - whatever.

Choose less, but better, goals. A personal, business and health goal are usually the best three.

Focus and thrive.

Grin and Bear it

"Grin and bear it!"

That was the advice given to me today about a situation that is not entirely pleasant. Not surprisingly we sometimes find ourselves in situations that we don't like. We either leave them right away or get through it. The first one isn't always an option, in that case, grin and bear it.

Sometimes the only way out, is through.

A Subtle Distinction

Your job fulfills one of two things:

1. Building the product.
2. Building the business.

A Senior executive builds the company by hiring the right people, financing the right departments and making crucial strategic decisions. A production line worker builds the product by fulfilling her/his designated job. A good analogy I once heard was this. The person who builds the Mach 3 Razor has a different role than the person building the business that delivers the Mach 3 Razor. In some businesses the distinction is not easily recognizable, but it is crucial.

In transitioning to a different position in your company it is important to assess which of the two roles you will fulfill. Small business owners and entrepreneurs often get stuck in the trap of trying to build their product when they should be building their business.

Johnny's story

My friend Allen sent me this link, incredibly moving:

http://go.care2.com/e/R0Ym/ITNm/XfYi

Failure....

Failure has been on my mind a lot lately. The division I am with is closing down or at least stripping down to its barest bones. Its discouraging on two counts. 1) I was the one who did the due diligence when the parent company bought this division. 2) I have spent 10 months here and made, as far as I can see, no noticeable difference.

Its discouraging...or faith building...hmm..maybe both.

The due diligence I did in the beginning was rushed. It was not a full due diligence process and I certainly lacked experience. Are these excuses? or reasons? I am not sure...my reflection on this is that I will certainly be more cynical and cautious of any deals in the future, an invaluable lesson if you ask me.

The second part of this is that I have made no difference. While I have done my job for the most part, messed up a couple times, had a few small successes, nothing fundamentally changed. My reflection on this is that I wasn't pro-active enough, I didn't take enough risks. I was so scared of grabbing the controls of the plane and knocking it off course that I let the plane crash.

Experience is the best teacher for knowing what to do in what situations. Part of my post yesterday suggested seeking out new experiences. Every new experience gives you a better reference point for the next new one.

Maybe failure is bad word to use. Correlation and causation are tough things to separate, in this case, I will attribute a little to both and move on. My next role I will be successful. If I don't believe this then I certainly wont be.

Boredom and Loneliness

Reading Seth Godin's blog today he points out that everyone is lonely. I would like to add that I think everyone is kinda bored too. We lack adventure in our lives. My buddy said it best last night when he said that every week he wants to do something that scares the shit out of him. I couldn't agree more.

Do something every week that scares you...

Check out Seth Godin's blog:

http://www.typepad.com/t/trackback/2123/19356822

Irony

Signing into my blog I noticed the Google ad beside my post (see below) advertising a Chinese Herbal medicine that will help you lose 20lbs in 3 weeks. Haha...go figure!!

Side Effects Include: Leakage!

During a discussion with a co-worker today we drifted onto the topic of diet pills. She was telling me of a radio ad flogging a bottle of fat loss pills. Beyond the likely generic tag line that they all promote 'lose weight fast and easy', the thing that stood out to her was the side effects: diarrhea, headache...and...LEAKAGE!

Sorry, did you say leakage? Yup.

It should be a rule of life better stressed before Economics 100. There is no such thing as a free lunch. Or...better read as...nothing in life is free; everything has a price. Everything does. Losing weight, building a business, spending time watching TV or even sleeping, you pay for all in one way or another. If you are starting a new habit (read: diet pills) think of the costs. Think of the radio ad...think of leakage!!!

And just for kicks, here are some other common side effects of diet pills:

- nervousness
- headaches and nausea
- diarrhea
- bulging eyes
- racing heartbeat
- elevated blood pressure
- heart failure

Opportunities = more but less obvious

Flipping through Profit Magazine's list of top 100 fastest growing companies is - to me at least - an incredible experience. To see companies that have grown between 12,000% to 33,000% in six years in absolutely incredible. This indicates a lot. It shows that there are still amazing opportunities.

Like a previous post, where I talked about how easy it is to focus on the bad in the world. Its parallel in the business world is to focus on how few opportunities there are. But as that list shows, there are HUGE opportunities. If that many companies can grow that fast, think of all the possibilities that are out there.

As the world becomes more complicated, opportunities become equally more complicated. What lies in this complication is a combination of focus - on a specific market - and searching beyond the obvious. Opportunities are less obvious than they once were, but certainly more abundant.

Beep..Beep..Beep..Argh!

Ok, maybe a minor issue. But seriously, who doesnt have call waiting! I just tried to phone a supplier to confirm an urgent issue. I need to know something within the hour. Phoned him up and all I got was a busy signal. ARGH! Now, fair enough, maybe he had two calls coming in at the same time and the busy signal is the result, but I kinda doubt it. So now, I have to remember, amongst the 4,000,000 other things that I have to do, to call this guy back. Be much better if I left a message and got a call back.

One thing they dont teach you in school is that its the small things that make your business great. Calling back when you say you will. Being there when the phone rings. Being honest with your customer even when you mess up. Making sure the toilet paper is full (cause employees get very disgruntled when its not). Its the LITTLE things!

If I become a professor or dean at a school, I am going to make a course call the "The Little Things - How to do them well".

Do you think or do you KNOW?

I was asked a question by my boss today and I was pretty sure of the answer (pretty = not completely). I hoped, as I said it, that it would be enough to be pretty sure. It wasn't, he caught me. I wasn't completely sure and he knew it. He said this:

"Do you think or do you know?"

Knowing is ALWAYS better than assuming. Also, knowing is usually just a phone call away from assuming. Make the call.

Do we take anything seriously?

As unoriginal as having an original thought in the shower is, a new idea dawned upon me. I don't take anything serious...beyond health (family, friends, myself) there is not much...

In looking at my life, I fight for no cause, I have dedicated myself to a few principles (too often not upheld) and what I lack in tradition, I make up in repetitive, yet boring, fun. It kinda worries me. Something, ANYTHING in my life should be the (main) focal point of my thoughts. Something should worry me at least a few nights a month, something should give me a reason to be angry at times but most of all something should give me cause to celebrate.

I do not believe in the idea that if you wait for things they will come to you. I will go to a cause. This cause will be in line with the truth and goodness that I base my other actions on. Some ideas that come to mind are:

1. Stop bottom trawling of the ocean (this really makes me angry!)
2. Connect mothers and grandmothers with their counterparts in Africa (they need the support!)
3. Tackle a wrong within my own community (there are MANY!)

I like the idea that if I am not willing to risk my life for something than I am truly not taking it seriously. It may be a little extreme, but the dedication of ones life to a cause does have some appeal. Makes me think of a great cello player who played before a wealthy crowd. Afterwards a lady came up to the man and said "I would give my life to play like that!" He responded, "No mam you wouldn't; I have given up my life to play like that."

What is your cause?

simple problem = less time, complex problem = more time

Today I talked with A/P department for one of our larger government customers. We had two invoices outstanding with them, both of which had a problem with their respective packing slips. In trying to solve the problem, the conversation went something like this:

Andrew: "When can we expect payment on these two invoices?"
Customer: "Their is a problem with the packing slips for both of them."
(pause)
Andrew:"What is the problem?"
Customer: "One is missing the sizes."
Andrew:"Ok, both of them or just one?"
Customer:"Just one."
(pause)
Andrew:"Ok, what is the problem with the other?"
Customer:"Its missing two sizes. I faxed you the one that was missing one size."
(pause)
Andrew:"Can you fax me the other?"
(pause...the customer sighs...)
Customer:"Yes."

While this doesn't blatantly outline a lack of problem solving ability, it was a 2 minute conversation that should have been 15 seconds. There was a clear simple solution that it seemed like the customer was trying to get around, for one reason or another. Maybe she was busy, maybe not. It was a poor reflection on her. If she made something as simple as this so complicated, what about a complicated problem? It reminds me to find the logical, simple answer as quickly as possible. When trying to find the quickest solution to a mutual (customer/supplier) problem, find the one that creates the LEAST mutually-combined inconvenience. Even better, take on the inconvenience, people will appreciate it.

Strangers

So I was walking down the street tonight and two ladies (mid 20's)started talking to me. They mentioned that they had been creeping on me for a couple blocks, quite funny if you ask me. But we started into a delightful conversation about Toronto and England, where one of them was from. We chatted about the CN tower and its anti-climacticness, the nature in Toronto and various other things. On a night of introspection, they provided me with a solid reminder that people are generally good. People are generally looking for someone to talk with, to connect with.

In life its easy to focus on the negative and the bad, but as a conversation walking down the can remind us, we are all alike and generally we are good. Thank you Moreen and Dahlia for the reminder.

A new course for universities to think about...

I am sitting at my desk with a pile of 'crap' that is slowing reach a depth of one foot - and four feet wide. This is one solid mass of paper, I can hear my desk creaking under the weight. So I ask myself, how is it possible that me, a university trained, moderately well-read person can't keep my desk organized. It worries me too, think of what my bosses are thinking when they walk by as well as the people that I am supposed to be leading. Time for a change, time to get organized. However, I am almost certain that 2 days from now, its going to be the same situation.

So...Why didn't they teach me about organization is high school? Why not university? While obviously this is not an original thought, it amazes me that in teaching the future leaders of tomorrow, we don't teach them the basics of self-organization. The argument may be made that each job has different requirements but each management job has similarities. Overall, things to do, things to do now, things to do RIGHT NOW and people to please. A good university course is sorely needed.

My one suggestion, for right now, is to have a list of people that you need to make happy. On this list write down what is important to these people and then each morning make sure that they are going to be happy THAT day.

I am starting off on a search (to Chapters) to find a book on management organization. Will post it once I find a good one.

Ghandi and The Secret

A few posts back I wrote about Ghandi. It was a quote from Mohadev Desai about how Ghandi was able to have his thoughts, feelings and actions in line with each other. What he thought, he felt, what he felt, he did. I will say it again, there is tremendous power in this synchronicity.

There is a good chance you have been living in a hole if you haven't heard of The Secret. However, one criticism (not too focus on the negative though) of The Secret is that it focuses too much on imagining what you want in life, neglecting to emphasize the necessary action behind each thought. Remember, when you hear a truth, lead it into each of three areas mentioned above. Don't force it, or try to trick yourself, rather use that part of your brain that if your true self. The voice that is always right, anytime you listen to it.

As an example of coordinating your inner self, say you choose not to lie and believe this to be a foundation and truth for your life. It must become a thought, a feeling and an action. Tell your mind that you have chosen not to lie anymore regardless of the consequences, feel it in your bones - I often do this by looking at great leaders and feeling their strength - and don't forget, most importantly, not to lie. This action will allow you to draw tremendous strength. A solid foundation for your life and for your mind.

James Michael Ray, from The Secret, calls it going "Three for Three". Build your thoughts, your feeling and your actions all together.

http://www.oprah.com/spiritself/slide/20070208/ss_20070208_284_105.jhtml

ADD A "FAILURES" SECTION TO MY RESUME

I think I am going to add a section titled "Failures" to my resume. The more I rustle this idea around in my head - been about 20 minutes at time of this writing - the more I like it. Everyone hears about how we should learn from our failures...that we learn more from failing than succeeding, etc etc. Logically, one can then conclude, that our failures may actually may be our successes. So why shouldn't it be on a resume?

In my life, I can count a good solid three or four real mess-ups (plus about 8 million small ones). Investments that went wrong, relationships that were ruined and events that nothing good, but what I learnt, came from them. Why NOT display them? This section will share the real estate after my education and work experience; if you think about it, its all basically experience anyways.

I will post my resume in an upcoming post that will include this Failures section. While I don't see myself searching for a job anytime in the near future (you never know tho!), it may turn out that my Failures section is, in itself, a failure. Which I then could include in my Failures section...hmm...wait a second...anyways. I heard a quote once, I like it - "If you aren't failing at something every day than you aren't trying enough". That would make a nice long resume!

Tell a Damn Good Story

I have started reading "The Dream Society" by Rolf Jensen. Six pages in and its amazing. The message so far has been tremendously revealing and as far as I can tell, true. Jensen communicates that we are leaving the Information Era and entering the Imagination Era.

In the Imagination Era, it is no longer the company with the right product or the best market research, companies with the best stories will win. Its no longer the product but the story behind the product that will drive its success. Think organic eggs. We are paying companies to be inefficient (more space for chickens), why? Because we like the idea (read idea as 'story'). These eggs we are buying are not commodity products any longer, they are stories, stories of us helping the chickens live better lives. Will we ever see this chickens or even go near a farm, not likely, but our imaginations can picture the happy little chickens with more room.

While the story behind a product will drive its success, its also applies to people as well. Nobody cares anymore what material goods you posses. Owning a Porsche on a micro level is fun, on a macro level, nobody gives a shit. What matters is your story. What you possess on the inside and what you have experienced are worth far more than what you have. So...whats your story?

So often we are in a race to get the material things that we forget that it's now the stories that will get us there (stories drive us to the material possessions). Stories are experience and people will pay for experience. Look at the next five years of your life and ask yourself, whats my story going to be?

Nasty link below to the book:

http://www.amazon.com/Dream-Society-Information-Imagination-Transform/dp/0071379681/ref=sr_1_1/102-7583050-6720922?ie=UTF8&s=books&qid=1175739892&sr=8-1

If your not pissed off then you dont care!

I got pissed off last week. Really pissed off.

Takes a lot to get me there too! Mess with my work, my family or my health and I get mad. I have made a concentrated effort to take swearing out of my vocabulary (can express myself better) but I more than made up for the past few months. So why did I get so mad? All came down to someone being late for a very important meeting.

This person was bringing some crucial stuff and was late. It was the turning point for the whole deal and we almost messed it up. The time that I didn't spend swearing was spent trying to think of an excuse. There were none, my pants were down.

Fortunately it worked out well, albeit barely. We got the contract and our revenue is going up. But what if hadn't worked out? It all would have came down to this person being late (unnecessarily too!).

Looking back, I kinda wish I hadn't sworn or yelled as much. But the more I think about it, the more I don't mind. Lots was on the line, I had the right. Maybe it wasn't so bad that some of the employees (and bosses) saw me getting mad. Emotion is passion and I had lots of both. Sometimes it pays not to be in control and steady.

The lesson I learnt: Use being pissed off very cautiously (once quarterly). Be steady and in control the rest of the time. Don't let be being pissed off get in the way of your effectiveness and do your best to get mad at the situation, not the person.

And the advice from my mom, use the "next time" rule. Tell the person that screwed up what would be better for next time. The past is the past, help them learn from it.

Desire Not Discipline

It is desire I seek, not discipline.

I have never understood the connection between these word siblings. In trying to wake up early, go to the gym or stop at that drink-before-drunk I tried forcing discipline upon myself. This was simplistic thinking, thinking in one-stage and not understanding the complexity of the human mind. We are desire based creatures and we must use this as a base for understanding any action.

Why could I not wake up early? Because I didn't have enough discipline? No. I simply did not have enough desire. Same goes for any action that requires consistent effort and focus of thought, desire is the starting point. Desire is the message behind every goal setting book ever written.

I have read that one cannot maintain a high level of self-discipline long enough to even get through one day (I have tried, its hard). However, if discipline is not forced through denial of desires but rather in accordance with desires it stops being a challenge.

Look to strengthen your desires, not your discipline. The discipline will come.

Express Yourself Through Action

A popular movie out right now is mysteriously named "The Secret". This movie has been endorsed by both my mother and Oprah as well as supported by selling millions of copies. The main message of the movie is that you must picture in your mind that which you desire in order for it to come into your life. And while this message is true, it is missing and understates a crucial part of the path to individual success and/or fulfillment. That is that you must take action after you have created this vivid picture. Too many viewers of The Secret will leave believing that if they picture (and this may be confused with daydreaming!) what they want, it will become a part of their life.

If I picture a Ferrari all day long, I will certainly not attain a Ferrari anytime in my life, albeit that I may have the chance or two to drive one. However, if I visual a Ferrari as the results of achievement elsewhere, it's quite likely that this will drive me to attain the Ferrari. There is a crucial difference here that, I believe, will be lost on a portion of the audience. To visual what material items you want is only the first step, you must next visualize a path, then take action on that path.

It should be noted that this action does not necessarily have to be a giant step or a grand enlightenment, rather use what knowledge you currently possess and move towards your goal. As many cliches are true, so is this one, the journey of a thousand miles begins with one step...

We Are a Message

In this blog I have written a lot about purpose and meaning in our lives. But the question that arises is what purpose do we choose? Is my purpose to be a great parent, a runner of marathons or do I have to end world hunger? As well, are each of these exclusives, can we only have one purpose? The answer can be seen in past great leaders, whether spiritual, political or other, as they have always embodied one single message. Ghandi is peaceful resistance, Churchill is courage in the face of adversity, King is equal rights for all.

While each of these leaders embodied one single message they accomplished much. Ghandi for instance sought to end British rule of India. However, to accomplish this feat he had to master many obstacles - with purposes or goals at the end - before he could accomplish this. He accomplished much on the way to his single purpose.

The answer to question of what is our purpose requires personal specifics. I believe that to truly accomplish change in the world, we must have one overriding purpose, one ultimate aim that we will dedicate our lives too. However, on the way to this one purpose, we can accomplish many things. Ghandi knew that he must first master his mind before he could force the British to leave India. If he had said that his purpose was simply to master himself he would have held back a great deed to the world.

In choosing your purpose, find that one thing, but see other goals that can be reached in order to build toward your main purpose. In my life I choose to be a great father, great child, learner of truth, among many other accomplishments yet I must also choose what my message will be, what my main purpose will be. When I look upon a crowd what one line will come to their minds?

The Lesson of the Moth

Of the few memories that are perpetually recalled in my mind, one is The Lesson of The Moth by Don Marquis. This is a story of a conversation between the narrator and a moth, in which the moth is trying desperately to fry himself on a electric light bulb. Given the craziness of this, and the ensuing question, "why?" The moth responds that he would rather live in beauty for a moment than to never know beauty.

This kind of want is scarce in our modern lives. As we are now free of the necessities of survival, no longer needing to hunt, even farm, our food, we are open to the ultimate choice in life. The choice between beauty or a dull gray absence. To seek beauty or to walk randomly down the paths of life. However, as the moth relates, living in this dull gray existence that knows no success or defeat, is simply no way to live. He would rather have the extreme desire for beauty and pay the price.

To us, our flame is our purpose, its what we want so badly we would give our lives for it. This is beauty. I asked myself this, is there something, a cause, that I would give my life for? Is there something I want so badly as this moth? The narrator says steals the word out of the questioners thoughts, "I wish there was something I wanted, As badly as he wanted to fry himself."

On Brighter note (pardon the pun): Fortunately, we have the choice to live or die for our purpose. The questions above are meant to assist in developing, not only a purpose, but the corresponding values and desires. Without want, there can be no purpose. Without values, we will wander off course. See future post, Chief Definite Aim.

The Lesson of the Moth:

http://www.donmarquis.com/readingroom/archybooks/moth.html

Inner Coordination of Truth

I recall a passage written by a secretary of Ghandi that stated why he was able to speak for hours on end with no preparation or notes. He said:

"You don't understand. You don't understand Gandhi. You see, what he thinks is what he feels. What he feels is what he says. And what he says is what he does. What Gandhi thinks, what he feels, what he says, and what he does are all the same. He does not need notes. You and I think things, that sometimes may be different than what we feel. What we say depends on who's listening. What we do depends on who's watching. It is not so with him. He needs no notes."

This is one of the most powerful quotes of the twentieth century. Within this quote lies the key to harmony and success. Leadership studies have shown that the quality most desired of leaders is honesty. We all fear that we are in a zero-sum game in which any information we give to the 'other side' will put us at a disadvantage. This is not so.

I am discovering as my life proceeds that I am not in a fight with the outside world or the situation that I find myself in but rather a fight with that which lies within my own mind. It is the demons of habits long ingrained, fears steadily reinforced and untrue truths justified that are my true enemies.

Given an understanding of this battle within us all, we must give credit to those around us. As unquantifiable and unexplainable as it is, we can always sense someone that is not in harmony with themselves. The other side of these people are those that are in harmony with their thoughts and actions. Their sense of inner power and depth lends itself to others. These are the Dr Kings, Ghandi's and Churchill's of the past, the mirrors of future leaders.

It seems that great power can only be achieved by this coordination of the mind, body and soul. Or, simply, what we think, do and feel. Just as a team will often achieve more than an individual, the organized, coordinated effort your inner self will lead to greater success.

The Feeling of Leadership

I have never before in my life heard, nay, felt, a better definition of leadership in business. It is in reading Law of Success by Napoleon Hill that I have been given this gift of clarity. While it is not a direct quote from the book but rather a updated commentary from contemporary authors, it can be summed up as follows. The selling of an product or service will likely involve at least five to ten separate tasks. Say sourcing, creating, advertising and distribution to name four. The task of leadership is not to learn these tasks but to create an alliance of minds dedicated towards the fulfillment of each of these jobs. The leader of Apple will surely not know how to manufacture a computer chip but he can create a Master Mind alliance (more on this later) with the people necessary to create this magnificent product.

This brings to mind the idea that a company should not be organized based on job titles but rather on the needs of the job role. The CEO of any large organization will likely be the creator of harmony among the Leaders (other executive officers) within his company. It is the job of each successive position within the company to create harmony downwards as to allow each person to add their brain to the mental organization that is the company. This is the true value of any company.

Contributing vs. Giving

I have always tried to give. Whether its money or time or something I have, if someone looks like they need it more than I do, I try to give (emphasis on try). The word giving itself has significant meaning for me. A lot of the ambition that drives me is centered around the idea that the more I have the more I can give. One of the greatest givers that I know (also one of my greatest teachers) is a living example of what you give, you get in return. He is successful beyond measure because he has given beyond measure.

Yet I find myself troubled by the word giving. It seems to me that it may convey the wrong meaning to that incremental group of people who would otherwise give if they understood it better. While the essence of giving is pure and great, the idea of a poor child in Africa giving his time or money is hard to swallow, pragmatic reasons aside. I find myself being drawn away from the idea of giving, I worry so much about what I have. The spiritual books I read say that if I worry less about what I have more will come to me. Don't get me wrong, I feel a great desire to give but I worry about what I have. This dichotomy within me creates unnecessary turmoil.

To quote The Four Agreements by Don Miguel Ruiz:

"The old man begins to tell you his story: "My teacher opened his chest and took out his heart, and he took a beautiful flame from his heart. Then he opened my chest, opened my heart, and he put that little flame inside it. He put my heart back in my chest, and as soon as my heart was inside me, I felt intense love, because the flame he put in my heart was his own love."

The story continues to where the old man began to spread this flame to everyone and everything he touched. This grew to be a big fire, one that did not burn but purified. It is from within this story that the idea that I am not giving but contributing a piece of me, a piece of my flame.

If you have ever cried at a story of heroics or triumph over great pain and felt a swelling of tears and emotion, this is your flame burning bright. In these moments of a bright flame, life becomes clear. What if our flame always burned this bright? If we take the wisdom of the story above we may make our fire brighter by contributing our flames to others. Its this essence, this contribution, that we see the true meaning of giving. By giving we become a piece of that which we have given to.

Giving becomes a lot easier when we picture in our mind that each time you give you are contributing a piece of your flame to another. This does not diminish yours but grows within another. If you could measure the flame that is yours that burns within you and others, how big would it be?

Thoughts on "Customer Action Hero"

A few weeks ago, I discovered, through a friend, a wonderful website, www.changethis.com. This website provides manifestos from many different authors, most notably Tom Peter and Seth Godin. One such manifesto is titled "Customer Action Hero" by Jeanne Bliss.

As I am beginning to do some freelance consulting work, primarily in the area of marketing with a focus on the customer experience, this manifesto seemed as though it would be useful. Indeed it was, the manifesto outlines to 10 steps to becoming a Customer Action Hero. Its these ten steps and the philosophy behind them that I will reflect on.

The thesis of the article is that the CEO in any organization must be actively involved in understanding and tracking the customer interactions with the organization as well as purposely pushing toward an ever improving customer experience. In essence, the CEO must continually be asking questions about customers. These questions should arise out of customer metrics that track everything from the most profitable segments to customer complaints at each point of contact with the organization. Without a true focus and commitment the CEO and employees will only pay lip-service to necessary changes.

The first action step is to elevate your customers to an asset of the business by incorporating customer metrics into strategic decisions. Often companies are faced with the challenge of employees that are already too busy with 'work' to implement this additional hassle. Therefore, the decision and persistence must come from the top. The next step, which will likely come before the first, is to create a system to track complaints and comments. This tracking, and the results of it, must be incorporated into all levels of planning and acted upon.

The third step is to listen to front line employees. These people have interactions with customers on a daily basis and often have a strong, but quiet opinion on what customers are complaining about. Provide a safe and confidential forum for these issues to be brought into the open and some amazing new thoughts are likely to be brought to attention. Once the customer issues are brought into the open, you must prioritize and fix the top 10 things that are bugging your customers. After these priorities are set, assign accountability to each category of problems to senior people in your company.

When doing customer surveys it is also important to keep in mind that a company shouldn't ask any questions if it doesn't intend to act on the answers. This wastes both the companies and the customers time. Nor does it have to include only survey, there can be many, one such possible survey is the Customer Loss Survey. On a monthly or quarterly basis, gather a list of customers who have left then assign a person (the more senior the better) to call these people and find out why they left. This basic approach will uncover dangerous trends and problems faster and more precisely than from the overall customer survey.

To take advantage of the knowledge gained through these many interactions with customers, companies should create a Customer Room. This room is the meeting place for discussions and the gathering room for customer information. The walls are posted with the Top 10 Things Bugging Our Customers list as well as different communications for all employees to see. Are your customers worth a room? Certainly. Within this room that Annual Customer Plan can be developed. This plan should include the actions and objectives for the upcoming year as well as a review of the previous year. The sole purpose of this plan will be to improve the customers experience with the business. The last part of the Customer Action Plan is that the company must focus and direct funds towards these objectives. Talk only goes so far, money needs to make the commitment real.

Within most businesses there are Customer Action Hero's, find these people and let them loose. And remember, focus on the customer, not on the business. Find out what the customer wants, not what the business can provide (that will come after!).

Reflections on "Why Transformation Efforts Fail" Part 1

The article in the Harvard Business Review "Why Transformation Efforts Fail" is focused primarily on large organizations (think GE, P and G) but also has relevance for smaller businesses. After joining my organization I was given the task to turnaround a smaller uniform company that was experiencing a slow (but obvious!) decline in sales. The change process that was created certainly didnt have the structure that this next framework possesses although it likely would have been more successful (i.e. faster) if it was used within this context. This article outlines 8 errors that cause tranformations to fail.

The first error is that organizations do not establish a great enough sense of urgency. The primary cause of this error is the fear that creating disturbances and awakening people to the pending disaster will cause more harm that it creates. In situations - such as mine - where organizations are in slow decline, employees create a delusion that things are fine or place blame elsewhere. While a leader must take every precaution to not sink the ship while fixing it, action must certainly be taken.

The second error is a branch of the first in that once a sense of urgency is created, a group within the organization must form to carry forward the urgency. This group must include senior management if it is to take hold and create lasting change. In the case of my particular company, small by any comparison, the group would have to include almost everyone. This was made difficult as information flow within the 'management' of the company did not allow flow to the lower levels. While its vital to have senior management back the change, without the employees included in won't go far.

Once a sense of urgency is created and a group is formed to back the changes, the leadership must decide where the group is to go. Lacking a vision is the third major error of change transformations. This designed future must be easy to communicate, created from within the team and appeal to customers and employees alike. This was the major error within my organizations change efforts; no vision was established and like Don Quixote, we were riding off into every direction at once.

The next logical step once the vision is created is to communicate the vision. While a vision should never have to be sold, it must be communicated clearly and concisely. Like Jack Welch, if each employees isn't able to communicate the top three goals of the company than the leadership isnt doing a good job. Within a small company this vision is best communicated with weekly or daily meetings. Like the daily early morning cheers at 1-800-GOT-JUNK, these meetings can be take any form but must be consistent and meaningful. My father once emphasized this point within his company. Each friday he would shut down the office for a full two hours to discuss the companies goals and hold learning sessions.

Gap Ad

Been into a Gap lately? Notice how there might be a few people in there but almost nobody is buying. Think of yourself, when was the last time you bought something Gap? Good chance that you bought a white shirt for work or that you picked up a t-shirt...maybe. While Gap was popular a few years ago, it has fallen out of favor with almost everyone. And with a large store in almost every major market in North America, this is a troublesome situation to be in.

Like most large corporations Gap has a certain amount of organizational inertia that can be difficult to slow down at times. This is clearly evident by its current situation and the noticeable lack of response. The executive board has either chosen the wrong strategy or is too out of touch to realize the peril its brand faces.

The link belows shows an ad that was created, but axed at the last minute, to show that Gap realizes it must change and is making progress. The organizational inertia is rarely ever displayed that by the fact that Gap pulled the ad before it aired.

http://www.slate.com/id/2132600/

Organizations, like individuals, need to continually reassess their direction and make adjustments as needed. Or as its better said by Oliver Wendell Holmes:

“To reach (our goal), we must sail sometimes with the wind and sometimes against it. But we must sail and not drift, not lie at anchor.”

Now what?

Maybe you are like me, just recently graduated, have too much debt, working at your first job and trying desperately to become successful (whatever that means). It all seemed so easy when we were young. High school was easy, do well at the test that teachers give you and you are doing well. University, much the same. End of chapter, new chapter begins. What is this chapter called? Let's go with HOLY SHIT I HAVE TO MAKE ALL THESE CHOICES!!!

Are you scared? I am. These limitless choices that I have to be make from here on in. In the meantime pretending I know what I want... go to Harvard, be successful at business, marry a beautiful woman etc etc. But why is there a part of me screaming to go to Africa? Screw the wealth, gimme some work that has true human impact. What about this part of me that is screaming to have fun and enjoy my youth? Lets get a beer tonight!!

If every choice is an opportunity then we have a tremendous responsibility, both to ourselves and the world. For a long time, I felt as though the world impacted me, now its the other way around. If opportunity is the first door of choice, consequence is each door after. Maybe its a matter of simply opening the door that leads to as many of the doors that you want.

Every second, minute, day we are walking through doors. Some close behind, some open that we never expected. A friend pointed out to me that I "pretend really well" that I have my shit together. I don't.

Situational Leadership

My dad recently sent me an article titled Lessons in Leadership, An Interview with Paul Hersey. Not knowing who Paul Hersey is (should I?) I was hesitant to waste either the brainpower or time to read the article. However, 5 mins into my one hour bus ride my Ipod dies. Ok, some creepy lady is staring at me and chewing at the same time, might as well read the article.

The article begins with a definition of Leadership, "... is simply the process of influencing someone to do something that he or she might otherwise not do." Not a bad definition by my standards. He also makes it very clear that its not manipulation but simply influence. It seems now that if leadership is influence, then influence is leadership. Which also has the effect of dispelling the notion that leadership is top down, rather its 360 degrees and in every aspect of your life from family, friends, associates, peers and most importantly, bosses.

So what is the best way to influence others? Two types of behaviour: Task behaviour and relationship behaviour. The relationship exists between the two in a simple model of high task behaviour/low relationship behaviour, low task/low relationship, high task/high relationship and high task/low relationship. In different leadership/influence situations there will be a appropriate combination to use. In a emergency situation, car accident for example, there is little time to worry about the relationship but proper instructions must be given thus the situation calls for high task/low relationship style leadership. To explain each further, task is instruction-based with a given set of criteria whereas relationship behaviour focuses on the interaction between the people involved. This can range from support and emotional guidance to motivation and energy. The leader should always use a combination of both, never all of one.

I think back to the leaders that have provided me with the most inspiration. When directions needed to given they were given but always with a touch of caring. However, it seems that the emphasis is on task behaviour in the early stages of a persons career. Certainly it seems that there is room for more relationship influence among a persons first jobs. Next time you are dealing with an employee, boss or family member, look into the situation and decide what leadership style is needed. If your secretary comes to you and tells you that her sister is in the hospital, do not list off the steps to a healthy recovery. Give her the caring that she needs. That is leadership.

Email me for the article at: andrewjmckee@gmail.com