Discipline makes Daring possible.

The latest batch

The latest batch

The latest batch of learning arrived over the weekend, courtesy of the real amazons.

There’s fiction here as well as fact.    I find both illuminating.

Fiction allows us to imagine new possibilities, new solutions, to think the unthinkable.

Fact often shows us we’ve done all of those things before, actually, with success.

We just hid them, so we could forget, and stay on the hamster wheel.

One day we really will have to get off, whether we want it or not.

It’s better to be able to welcome it.

Radical minimalism

Radical minimalism

At this morning’s Like-hearted Leaders, listening to Gareth Dauncey’s story of how he thought up, designed and developed his Mood app, I was struck by two things.

First how radically simple he’s managed to keep it.  “2 clicks to log your mood is OK, 3 is too many” 

Second, how ruthlessly focused it is on helping the customer, and nobody but the customer.   “100% private – you log your mood for you and nobody else.”

Radical minimalism.

Something we can all aspire to.

 

 

I found it on Google playstore by searching for ‘moodapp’, then scrolling down to see #mood

Writing it down

Writing it down

Sometimes, it seems we business owners have a problem with writing things down.

On the one hand we think we have to pin down every last detail; dot every i; cross every t and cover every eventuality, so that absolutely nothing can go wrong.   On the other hand, we fear that writing down anything at all will somehow stop our people thinking for themselves.

The answer is to sketch.  Make a picture, not a document.

We humans are very good at working out what’s going on from sketches, outlines and broad strokes.  We can follow the basics, and use our imaginations to fill in the rest.

If your ‘business imaginations’  are bounded by a clear and comprehensive Promise of Value, a sketch of what has to happen to make and keep that Promise is usually enough to be helpful without stifling imagination.  You can always elaborate further where needed.

A sketch is much better than an excruciatingly detailed tome that we’d never have time to read.

And way better than a blank sheet of paper.

It’s discipline that makes daring possible.

Handshake overhead

Handshake overhead

“Handshake overhead is the result of the simple law of more people. n*(n – 1)/2. Two people need one handshake to be introduced. On the other hand, 9 people need 36 handshakes. More people involve more meetings, more approvals, more coordination.”   Seth Godin, from this post.

Only if you’ve designed your business so that everyone needs someone else’s approval to get things done.

The great thing about designing your business to be more like an orchestra than a pin-factory, is that if you want to make more noise you simply add more players.

Give each new player a copy of the Customer Experience Score to follow, a bit of time to practise, then simply let them get on with it.

If everyone in your business knows how to make and keep your Promise from beginning to end, there’s no need for them to get anyone’s approval first.

Least of all yours.

Archaeology

Archaeology

I’ve been reading a book on ‘Women in Prehistory’, in which the author quite rightly expresses caution about inferring social structures from archeological finds.

That reminded me an episode of ‘The Goodies‘, in which Bill Oddie attempts to reconstruct a prehistoric creature from a fragment of fossilised bone.  The resulting creature is preposterous, because Bill’s assumptions about what the bone was and where it came from in the original animal are completely wrong.

It isn’t only ancient history that can be misinterpreted in this way.

If an archaeologist discovered your abandoned business tomorrow, what could they infer about how it works from the artefacts left behind?

What do today’s new joiners and new customers have to infer from the systems, people and processes they encounter when they arrive?

The advantage of writing down your Customer Experience Score is that nobody has to guess, or reconstruct the symphony from a single note.

There’s room for different interpretations of course, but they are very unlikely to be preposterous.

What if you were wrong?

What if you were wrong?

It’s June 2340.  You’re about to retire.

You haven’t sold your business.  That doesn’t worry you.  No, not at all.   Because over the last 30 years of running your business, every decision you’ve ever made; every view you’ve ever held; every comment you’ve ever uttered and every single idea you’ve ever had, has been recorded in a database, along with full details of the circumstances in which you made, held, uttered or had them.

The database will run your business for you.  You’ll still be the Boss, you just won’t be there.

That’s probably just as well.

What if the circumstances never repeat?

What if your decisions, views and ideas could have been better?

What if you were just plain wrong?

A business is not an algorithm.

It’s an ecosystem of actions driven by values and emotions.  For making and keeping promises.  By humans to humans.   More than the sum of its parts.

Far too precious to hold on to for the sake of it.   And much more robust than you think it is.

Especially if you plan your disappearance beforehand.

 

HT to Bev Costoya for inspiring this.

Taking advantage

Taking advantage

I’m taking advantage of the 3-day week to have a holiday.

Enjoy your Jubilee.

I’ll see you in June.

Hopefully it will be warmer by then.

Re-purposing

Re-purposing

I’m sharing this from Seth Godin today, in full.

It’s what I needed this morning.

And I thought perhaps you need it too.

Thank you Seth.

How Change Happens

Slowly then all at once

For people who aren’t paying attention or actively involved, it can seem like cultural change is sudden. One big shift after another.

In fact, cultural change always happens relatively slowly. Person by person, conversation by conversation. Expectations are established, roles are defined, systems are built.

From the foundation

The people in the news and at the podium get all the attention, but they’re a symptom, not usually a cause. Everyday people aren’t the bottom, they are the roots, the foundation, the source of culture itself. We are the culture, and we change it or are changed by it.

From peer to peer

Change happens horizontally. What do we expect from others? What do we talk about? Who do we emulate or follow or support? What becomes the regular kind?

People like us do things like this.

Day by day, week by week, year by year.

Going to the protest of the day, performing acts of slacktivism, hopping from urgency to emergency–this is how people who day trade in our culture are whipsawed. But the people who are consistently and actively changing the culture are not easily distracted. One more small action, one more conversation, one more standard established.

The internet would like us to focus on what happened five minutes ago. The culture understands that what happens in five years is what matters.

Focused, persistent community action is how systems change. And systems concretize and enforce cultural norms.

If you care, keep talking. Keep acting. Stay focused. And don’t get bored.

 

Discipline makes Daring possible.

Renewables

Renewables

From the perspective of the penthouse office, it’s easy to view the people below you as somehow irrelevant, or worse, as a drain on your heroic endeavour.

In fact they are one tip of the great blue iceberg of human ingenuity, creativity and enterprise that stretches down through millenia.

You and your people are the ultimate renewable and accumulating resource.

Don’t waste it.

Repairs

Repairs

There are obvious environmental benefits to repairing things, people and processes in your business, instead of throwing them away.

But the biggest benefit is that by repairing them you learn so much more about how your business could and should work better.

Especially when everyone gets involved.