Discipline makes Daring possible.

Choices, choices

Choices, choices

We business owners love to over-complicate things.

We think that more is always better.   We love to give people options, second-guess people’s likely choices.

That’s a mistake.

People who are looking for help like to be guided, they like to be helped to decide with the right information and an optimal number of choices that isn’t overwhelming.   This is especially true when they are buying expertise that they don’t have.

Your expertise is why they are considering you.    Use it to honestly guide the people you serve to the right solution for them.

Dissecting the Promise, Part 2: in a way that is completely congruent with your values, beliefs and style,

Dissecting the Promise, Part 2: in a way that is completely congruent with your values, beliefs and style,

Clients and customers don’t just buy the product or service we sell, nor even the promise of moving one step nearer to being the person they want to be.

They also buy the experience of buying and the experience of that becoming.

Which means that the experience of buying and becoming has to be consistent with their values, beliefs and style – with both who they are and who they want to be.

Imagine trying to deliver that experience to someone with whom you share not a single value, belief or style.  You would feel like a fraud.   they would feel it too.

It’s much easier (and more satisfying) to start by clarifying our own values, beliefs and style, so we can intentionally attract like-minded clients and customers, and deliver an experience that’s authentic for both of us.

To be truly fulfilling for both parties, customer experience has to be built-in, not bolted on.

Dissecting the Promise, Part 1: become the person you want to be

Dissecting the Promise, Part 1: become the person you want to be

We all want to be someone else.  Someone better.  Stronger, fairer, kinder, cleverer, more authoritative, more creative, more exotic – the list goes on.

If you happen to be a cosplay or fancy dress business able to literally do that – lucky you!

The rest of us have to spend some time working out a) who the people we serve are and b) who they want to be.   And of course there can be several of either.

Whether you sell a product or service, the challenge is the same.  Take electric drills, for example.   As someone famously said, when his marketing department insisted on going through features “people don’t buy drills, they buy holes in the wall!”.

They don’t of course.   They don’t even buy a bookshelf on the wall, or a picture hung, or a wooden toy mended.   What they buy is the ability to become a closer version of the person they want to be.

Putting up a shelf, or hanging a picture or mending the wooden toy might make a father feel he is taking care of his family, as his father did before him.   He’s out at work all day, so he misses out on mealtimes and bedtimes, but he can do his bit for the nest they’re all in.

The same thing might make a woman feel like she is independent, capable, self-sufficient, so that when she chooses to settle down its because she wants to, not because she has to.

That’s a lot to pack in to a product or service.   As responsible businesses we have a duty to understand who we serve and who they want to be, as fully as we can, and then find the best, most effective way to help them get there, without harming them, other people or the planet in the process.

We never buy just ‘stuff’.   Which means we can’t sell just ‘stuff’.

What every business offers

What every business offers

The anatomy of a Promise of Value:

“We promise to help you become the person you want to be, in a way that is completely congruent with your values, beliefs and style, so that you can join the tribe that feels like home for you, with the status you seek.”

Every business offers their own unique version of this, whether by accident or design.

Much better to offer it by design.

 

The irony of automation

The irony of automation

“[t]he more we depend on technology and push it to its limits, the more we need highly-skilled, well-trained, well-practised people to make systems resilient, acting as the last line of defence against the failures that will inevitably occur”  

Most businesses, even giant auto-assembly plants where robots outnumber humans, are more like orchestras than music boxes.

And it’s the highly trained, skilled and experienced people that keep them running smoothly, as this fascinating read shows.

Zebras

Zebras

We’ve all heard of unicorns.  Businesses that disrupt entire markets, even create entirely new ones, often with a view to create a monopoly.

You may not have heard about zebras.   I hadn’t until this week, but I recognise the species.   I’ve met and worked with many of them over the years.

Zebras are businesses that balance profit and purpose, that aim to solve real problems and make the world better.  Zebras aim to be systematically better, not just bigger.   They look out for their people and their community as well as their shareholders.    They are in it for the long term.

The great thing about zebras is they are real.  And they are more numerous than we think.

Time to dazzle.

The system is what the system does

The system is what the system does

Every business is a system.    The same things happen repeatedly, systematically, more or less efficiently.

The question is whether what the system does is what you intend.

Even when you’re not there.

The power of promise

The power of promise

Your Promise of Value drives everything you do, and the way you do everything.

Today, I can’t think of a better way to emphasise this than to share an example:

Hiut Denim Co. makes jeans.   They aim to make some of the best jeans in the world, employing some of the best jeans-makers in the world, for creative people around the world.

Everyone in Hiut Denim Co. knows who they are for.  They know why they are in business.  And that drives how they do everything.

Watch the power it gives them.

Including how they attract shareholders.

Plumbing

Plumbing

Building a business is hard.    From a standing start, with much stalling, and a lot of trial and error, you understand what you have to offer, who your ideal customers are and what they value most.   You eventually arrive at a fair balance between the value you give out and the value you get back.

You know you’ve got it right, when you’re able to keep everything going without giving value away for nothing.  You know you’ve really got it right when your customers become your allies and start to pass more business your way.

Now what?   You want to take time away from it.   You want to grow it.   You might even want to sell it.   But you can’t.   You’ve built this business around yourself.  You are at its heart.   Even if you employ other people,  everything revolves around you, and depends on you.  In a real sense, the business is an extension of you.   Only now it feels like a trap.

The way out is to see your business for what it really is.   A system.   A system for making and keeping promises.   A system where value is generated by the people who work in it, flows through the business to your customer and back again to you and your team.    A system where all the pipes were originally installed to flow through you.

All you have to do is reconfigure the plumbing and you’re free.

 

 

Exit interviews

Exit interviews

In one of my jobs I ended up being quite badly bullied by my immediate boss.

It took me quite a while to realise what was going on – I liked them, and could see they had personal problems.   I tried to help.  And I assumed that I was the one getting things wrong.

But once the real situation became obvious I also realised that I wasn’t the first person on the team to suffer.   In fact several team members had already left for this reason.

Eventually, I decided to look for another job, and found one.   A step up, for much better money, that did wonders for my self-esteem.

The day I left I had an interview with someone in HR.   They were sorry to see me go.   I’d been there a long time.   I’d done a good job.   I was appreciated by the people I served and well thought of by others in my department.  We had a nice conversation.

Finally, it was time to go.

“Aren’t you going to ask me why I’m leaving?”

I know that things changed in that team after I left.  The team was re-structured, my old boss got help.  But only because I volunteered information about what was going on.

An exit interview is your last opportunity to learn from an unhappy client, supplier or team member.   Don’t waste it.