Discipline makes Daring possible.

Playing A Role

Playing A Role

I’d heard of ‘The Method’ – a way of acting designed to help actors deliver more ‘authentic’ performances by mining their own emotions – “to plumb past trauma, joy, grief, euphoria, and relive those feeling states each night on the stage.”

Until yesterday, when I read this article  by William Justice Bruehl, I hadn’t heard of the person who originally came up with it – Constantin Stanislavski – and certainly hadn’t heard that he revised his ideas in later life.

His new idea was much less emotionally draining for actors.   Simply put, the idea is to “study the text and articulate what their character struggles to achieve – the character’s ‘objective’ – throughout the whole play, in every scene, and then to simply note what the character should feel along the way.”  In other words, to put yourself in the character’s shoes, and follow the logic of the story they are telling themselves.  Different interpretations of the character’s underlying objective will lead to different interpretations in performance – even though the words stay the same.

This seems to me to be a useful and doable approach for non-actors playing a customer-facing role too.   A combination of discipline (the text) and freedom (to divine the ‘objective’ of the person in front of me right now), that makes for a more fulfilling experience for both sides.

You need a text though, otherwise nobody makes sense.

PS I recommend Psyche as a source of interesting things to read.

Related

Related

This was last weekend’s reading.

Strangely enough, they are related.  I recommend reading them together.

One percent

One percent

The very best question I know for improving your process for making and keeping promises is this one:

“How can we make this 1% better today?”

1% seems like a pathetic target for improvement until you realise it compounds.

Compounding works in any direction of course, so it helps to frame the question in the direction you want without tying down the ‘how’.   This takes some thinking about, but is well the effort.

Hiut Denim (who gave me the idea) has this one, for example:

“How can we reduce the environmental impact of our jeans today?”

Tiny, daily, incremental improvement are easy to start, easy to keep going as a habit, and add up sooner than you think to a ‘better’ that’s far bigger than you could ever have dreamt of.

What would your question be?

Which, What and How

Which, What and How

You’d think that Keeping your Promise is easy to do.   That’s true when everything is going to plan, but when times are hard, or the unexpected happens, it may not be so easy.  It may even be impossible.

It’s at these times that questions can help you hold yourself to account for what you do and the way you do it:

  • Which parts of my Promise of Value are sacrosanct?

If you have more than one set of stakeholders (and it seems to me you’ll always have at least 5 – customers, employees, shareholders, suppliers, your community), then you can also ask:

  • What’s the unbreakable promise you make to these people?  (In this podcast, Brian Chesky talks to Eric Ries about making 2 or 3 unbreakable promises to each set of stakeholders)

When you know the answers to these questions, you can ask further, practically useful ones:

  • Which part(s) of my Promise does this activity demonstrate and uphold?
  • Which part(s) of my Promise does this activity contradict or undermine?    If it does, how can I bring it into line?  Could I do something different?   Could I do it differently?

If everyone in your business is in the habit of asking these questions in the good times, you’ll be well able to do the right things, the right way, when things are bad.

Where, Who, When and What.

Where, Who, When and What.

We’ve already seen that motivation isn’t enough to lead to action.   It needs to be combined with ability.  But motivation plus ability alone is still not enough.  We also need prompts, says B J Fogg, behaviour designer and author of ‘Tiny Habits‘ .

We need to be triggered into doing things we are motivated and able to do.

That means that Sharing your Promise is all about finding the motivated and able, and prompting them to take action.

So, some questions that might help here are:

  • Where do the motivated and able people you seek to serve hang out?
  • Who do they hang out with?
  • Where do they go for help and advice?
  • Who do they trust?
  • Who do they look up to?
  • When are they most receptive to a prompt?
  • What makes an effective prompt?

Prompting someone to do what they already want to do feels much better than ‘selling’ doesn’t it?   Especially if you’ve already worked out how to make it easier for them too.

Where, When, What, and How

Where, When, What, and How

We think often about the motivation of the people we wish to serve: ‘They must be ambitious to grow‘, ‘They must be seeking change‘, ‘They must be hungry’.  

But according to B J Fogg, behaviour designer and author of ‘Tiny Habits‘ there are at least two more factors we need to consider.

The first is ability.    Motivation means nothing without the ability to act on it, so when packaging up your Promise of Value for sale, it helps to think about what formats will work best for different clients’ abilities to act on their motivation.

These kinds of question might help:

  • Where is each potential client in their journey?
  • When is it a good time for them, to discover me?
  • What can I offer that is the best thing for them, where they are right now?
  • What could make it not work?
  • How can I make sure it works?
  • How can I make it easier for them to enrol with me?

The Promise is the same, but the format may make all the difference to whether someone buys.

Who and what and why?

Who and what and why?

A few good questions to ask of yourself and the people you wish to serve:

You Your ideal client
Who are you? Who are they?
What skills do you have? What skills are they missing?
What do you enjoy doing? What do they need doing?
What dent are you trying to make? What dent are they trying to make?
What transformation are you uniquely able to deliver? What transformation are they seeking?
Why do you want to do that? Why do they want to do that?

Knowing that everyone really wants

  • Agency – to make their own ‘me-shaped’ dent in the universe.
  • Mastery – to learn and master new skills.
  • Autonomy – to be free to choose how they make their dent.
  • Purpose – to do this for something bigger than themselves, that has meaning beyond the sale.
  • Community – to do all this with ‘people like us’.
  • Status – to know their place in this community, and have others know it too.

will help you ask and answer these questions far more productively.

Making maps

Making maps

“There are known knowns; there are things we know we know.  We also know there are known unknowns; that is to say we know there are some things we do not know.  But there are also unknown unknowns—the ones we don’t know we don’t know. .. it is the latter category that tend to be the difficult ones.”  Donald Rumsfeld

Part of any consultant’s job is to formalise the known knowns and the known unknowns.   To map out the worldview a business owner is working within so that they can share it with their teams, giving them routes to follow.

In doing that, we achieve something even more important – we surface the unknown unknowns – the areas of the map that have up to now been blank, or worse, have become the abode of monsters signalling ‘Don’t go there‘.  And by turning the ‘unknown unknown’ into a ‘known unknown’, we break through to new territories for the business to explore and expand into.

For me, the brilliant thing is that all it takes to achieve all this is questions.  So this week I’m going to share some of the best mapmaker questions I know, organised around my map of a business:

I hope you’ll join me on the journey.

Other eyes

Other eyes

I don’t subscribe to a huge number of blogs.   I don’t have time to read them all.

The ones I do subscribe to:

  1. Reinforce my worldviews, but put things in a different way, that helps me see nuances I’ve missed.   That’s one way worldviews change.
  2. Tell me things I didn’t know before, and can’t un-know now.  That’s another way worldviews change.

It just so happens that today’s converge neatly:

Coffee and Junk

Seth’s Blog

The Phone Lady

Actually if it comes to it, that’s why I read anything – fiction, non-fiction, ads on buses, the sides of cornflake packets.  It’s also why I like to have conversations (occasionally heated) with people I don’t agree with on everything.

We learn from seeing through other eyes.

That’s also how we really connect.

What if it works?

What if it works?

What happens if it works?

Every improvement we make to our business doesn’t just change the business.  It changes us too.   And that is a truly scary thought.   What if we don’t like our future selves?  What if other people don’t like them either?

We forget of course,  that our self has changed with every improvement we’ve ever made, and yet we are the same person we’ve always been.

Composing your Customer Experience Score won’t make you a different person.   It will simply enable more of the real you to come out.

And by bringing your whole self to bear on composing it, you’ll do the same for everyone that plays it, and everyone that experiences it.