Remarkability
challenging you to bring everything remarkable that you are to everything you do!
Monday, 28 December 2009
20/10 Vision for 2010
Twenty-ten…am I the only one still struggling with years starting in ‘twenty’? Yet the 1900’s really does sound like last century now, doesn’t it? Remember last century? That was when most of the sales and leadership models we still use were invented – for a different time…a different place…and a very different pace.
20/10 is also a measure of vision. It is based on the more familiar term 20/20 vision which describes ‘normal’ vision; that is, a person standing 20 feet from an eye-chart can see what the person with ‘normal’ vision can see at that distance. Someone with worse than ‘normal’ eyesight might have 20/40 vision (they can see at 20 feet what ‘normal’ eyesight can see at 40 feet). Consequently, someone with 20/10 eyesight can see at twenty feet what someone with ‘normal’ eyesight would need to be only 10 feet away to see. It could be said that they have eyesight that’s twice as good.
In 2010’s fast moving, ever-changing business environment you will need to have 20/10 vision – that is, twice the vision of your competitors to stay ahead of the pack. Fortunately, this is easier than it sounds once you recognise the fundamental limitations besetting businesses going into the second decade of this century – and what you can do to rid your business of them.
These negative factors can be listed under two headings:
1. Businesses are trying to engage and retain staff using techniques from last century designed for a different generation.
2. Businesses are trying to sell to their customers using models designed in a sales-driven market; whereas today’s (and the future’s) market is buyer-driven.
Last century, with a worker/boss relationship that had many parallels with the serf/lord relationship of Feudal times, extrinsic motivators were all that were required to achieve the desired outcome. It was all about carrots (commissions, bonuses) at one end, and sticks (target achievement, performance reviews) at the other. In July of this year, leading thinker on motivation, Daniel Pink (A Whole New Mind, Drive), very eloquently defined the three most important intrinsic motivators as autonomy, mastery and purpose. (See this presentation at http://www.ted.com/talks/lang/eng/dan_pink_on_motivation.html.)
These align with what all the experts say are the motivational triggers for Generation Ys (and many others from different age groups). They want a sense of control over what they do or how they do it (autonomy). They are attracted to the concept of becoming exceptionally good at certain skills (mastery). And, they want to feel that what they are doing is furthering a purpose that is greater than themselves. Those with 20/10 vision will be engaging and motivating their staff using more intrinsic motivators.
The buyer/seller relationship is changed forever. This is because of the way that the buying and selling cycle are out of synchronisation – caused by the buyer’s increased access to information. Last century (or, at least, for most of it) they were aligned. One of the main reasons for this was that the buyer’s primary source of information was the salesperson.
Nowadays, the buyer is likely to know more about the features of the product than the salesperson. For example, before I bought my current vehicle I was able to access every feature, accessory and variation on my preferred car. I had read all the experts’ reviews and every comment made in owner’s forums. There was nothing the salesperson could tell me about the vehicle that I didn’t already know.
In today’s market, the buying cycle has often begun before the seller even realises that a cycle exists. For decades, I – like many of my fellow sales managers – espoused the theme: It’s not about selling; it’s about helping them to buy…then went on to impose the sales process on our clients. Well, now, we simply have to act that way – because buyers are so powerful. There is also an increasing trend (as identified by the Harvard Business Review last August) towards ‘mercurial consumption’, that is, an increased ability and tendency to switch suppliers – further challenging the old-style sales relationship.
Smart sales professionals and managers will be moving towards a buyer/service model: it’s not about selling your product; but assisting them to choose the right solution for them. For the typical business buyer today, life is much tougher than a generation ago with many more competing forces to satisfy. For salespeople to have any confidence in their ability to gain and hold on to clients, they need to be skilled in assisting the buyer to deal with the decision-making challenges facing them.
This skill – which goes way beyond traditional sales methodologies – is best described by Sharon Drew Morgen in her latest book Dirty Little Secrets. She is the creator of the Buying Facilitaton® Method – the high-level skills that manage the confounding array of decisions buyers must make off-line to get buy-in for their purchasing decision. (Read more at http://www.newsalesparadigm.com/)
2010 and beyond will need 20/10 business vision – in the way we deal with both our staff and our customers. The methods, processes and skills that got us here will not be enough to take us to the top in the upcoming decade; yet the opportunity is there for those with the vision to take the lead. Leave behind – or, at least, modify – those skills and processes designed for a different time, employee and customer. Focus on the latest thinking in both employee and client engagement and reap the rewards.
Kevin Ryan CSP
Creator of TILT! Selling & TILT! Sales Leadership
http://www.tiltsell.com/
20/10 is also a measure of vision. It is based on the more familiar term 20/20 vision which describes ‘normal’ vision; that is, a person standing 20 feet from an eye-chart can see what the person with ‘normal’ vision can see at that distance. Someone with worse than ‘normal’ eyesight might have 20/40 vision (they can see at 20 feet what ‘normal’ eyesight can see at 40 feet). Consequently, someone with 20/10 eyesight can see at twenty feet what someone with ‘normal’ eyesight would need to be only 10 feet away to see. It could be said that they have eyesight that’s twice as good.
In 2010’s fast moving, ever-changing business environment you will need to have 20/10 vision – that is, twice the vision of your competitors to stay ahead of the pack. Fortunately, this is easier than it sounds once you recognise the fundamental limitations besetting businesses going into the second decade of this century – and what you can do to rid your business of them.
These negative factors can be listed under two headings:
1. Businesses are trying to engage and retain staff using techniques from last century designed for a different generation.
2. Businesses are trying to sell to their customers using models designed in a sales-driven market; whereas today’s (and the future’s) market is buyer-driven.
Last century, with a worker/boss relationship that had many parallels with the serf/lord relationship of Feudal times, extrinsic motivators were all that were required to achieve the desired outcome. It was all about carrots (commissions, bonuses) at one end, and sticks (target achievement, performance reviews) at the other. In July of this year, leading thinker on motivation, Daniel Pink (A Whole New Mind, Drive), very eloquently defined the three most important intrinsic motivators as autonomy, mastery and purpose. (See this presentation at http://www.ted.com/talks/lang/eng/dan_pink_on_motivation.html.)
These align with what all the experts say are the motivational triggers for Generation Ys (and many others from different age groups). They want a sense of control over what they do or how they do it (autonomy). They are attracted to the concept of becoming exceptionally good at certain skills (mastery). And, they want to feel that what they are doing is furthering a purpose that is greater than themselves. Those with 20/10 vision will be engaging and motivating their staff using more intrinsic motivators.
The buyer/seller relationship is changed forever. This is because of the way that the buying and selling cycle are out of synchronisation – caused by the buyer’s increased access to information. Last century (or, at least, for most of it) they were aligned. One of the main reasons for this was that the buyer’s primary source of information was the salesperson.
Nowadays, the buyer is likely to know more about the features of the product than the salesperson. For example, before I bought my current vehicle I was able to access every feature, accessory and variation on my preferred car. I had read all the experts’ reviews and every comment made in owner’s forums. There was nothing the salesperson could tell me about the vehicle that I didn’t already know.
In today’s market, the buying cycle has often begun before the seller even realises that a cycle exists. For decades, I – like many of my fellow sales managers – espoused the theme: It’s not about selling; it’s about helping them to buy…then went on to impose the sales process on our clients. Well, now, we simply have to act that way – because buyers are so powerful. There is also an increasing trend (as identified by the Harvard Business Review last August) towards ‘mercurial consumption’, that is, an increased ability and tendency to switch suppliers – further challenging the old-style sales relationship.
Smart sales professionals and managers will be moving towards a buyer/service model: it’s not about selling your product; but assisting them to choose the right solution for them. For the typical business buyer today, life is much tougher than a generation ago with many more competing forces to satisfy. For salespeople to have any confidence in their ability to gain and hold on to clients, they need to be skilled in assisting the buyer to deal with the decision-making challenges facing them.
This skill – which goes way beyond traditional sales methodologies – is best described by Sharon Drew Morgen in her latest book Dirty Little Secrets. She is the creator of the Buying Facilitaton® Method – the high-level skills that manage the confounding array of decisions buyers must make off-line to get buy-in for their purchasing decision. (Read more at http://www.newsalesparadigm.com/)
2010 and beyond will need 20/10 business vision – in the way we deal with both our staff and our customers. The methods, processes and skills that got us here will not be enough to take us to the top in the upcoming decade; yet the opportunity is there for those with the vision to take the lead. Leave behind – or, at least, modify – those skills and processes designed for a different time, employee and customer. Focus on the latest thinking in both employee and client engagement and reap the rewards.
Kevin Ryan CSP
Creator of TILT! Selling & TILT! Sales Leadership
http://www.tiltsell.com/
Labels: buying facilitation, leadership, sales, tilt, tiltsell
Sunday, 11 October 2009
Please support President Obama
US President Barack Obama's 2009 Nobel Peace Prize is an award for the future yet to be created.
Obama himself says he's "surprised, humbled" and doesn't yet deserve it -- but he's accepted the Prize as a call to action, "to confront the common challenges of the 21st century".
Please send President Obama an encouragement message through the Avaaz organisation here.
“Avaaz” means “Voice” in many Asian, Middle Eastern and Eastern European languages.
Be remarkable
Ian
Founder Differencemakers Community
Writer and International Business Speaker on how doing good is great for business
Obama himself says he's "surprised, humbled" and doesn't yet deserve it -- but he's accepted the Prize as a call to action, "to confront the common challenges of the 21st century".
Please send President Obama an encouragement message through the Avaaz organisation here.
“Avaaz” means “Voice” in many Asian, Middle Eastern and Eastern European languages.
Be remarkable
Ian
Founder Differencemakers Community
Writer and International Business Speaker on how doing good is great for business
Labels: Ian, leadership, making a difference, self-leadership
Wednesday, 23 September 2009
Are the values on your wall lived in the hall?
Be remarkable
Ian
Founder Differencemakers Community
Writer and International Business Speaker on how doing good is great for business
Labels: CSR, Ian, Innovation, leadership, walk your talk
Tuesday, 1 September 2009
Persistence
I was in Melbourne recently and caught up with a friend of mine we'll call Tina. When I saw Tina her arm was in a sling and she was wincing in pain. You see Tina had been out early 10 days ago on a typical cold Melbourne morning walking her dog across a park in St Kilda. She tripped on a tree root, slammed into a fence and broke her arm in four places above her elbow.
She had trouble getting up and persuading the dog that it really was time to go home. Fighting incredible pain she limped home, woke her husband and he drove he to the hospital, where she was eventually diagnosed. She spent two days in hospital and learned that the arm could not be put in a cast, it would just be held in a sling, she would have to manage walking, sitting, sleeping without any splint and every small unusual or even usual movement would involve excruciating pain in her arm. She was given pain killers and sent home.
The story goes on and on, you get the idea. I rang Tina today to see how she was getting on, it's now been four weeks since the injury and she is still suffering. Here's where it gets interesting,Tina runs a training brokerage business and has hardly missed a beat, well she has been hampered severely by her injury and has been forced to slow down a little, though she still goes to the office every day. Her husband drives her and she openly admitted she has been unbeaable to live with, though she perseveres. She persists because she is fiercely independent and determined to keep going, she is determined to succeed and to get better and to keep running her business despite her physical setback.
There are many stories of persistence and perserverence in books and magazines around the world, some with far more trying circumstances than this, though this woman is still an inspiration. She demonstrated how easy it can be to lay down and admit defeat, sit back and let someone else do it for us, or perhaps to take a few weeks off because "I" deserve it. Success comes to those who persevere, those who face their challenges and meet them head on. They recognise that sometimes they can be hard to live with and persevere anyway.
Being a leader in an organisation can sometimes be just as challenging as breaking an arm and suffering pain for 20 out of 24 hours, it can be damn inconvenient,it can get in the way of our personal enjoyment of life and above all it can throw up unexpected challenges we absolutely have to deal with.
Do you have the ability to persist?
Lindsay Adams
She had trouble getting up and persuading the dog that it really was time to go home. Fighting incredible pain she limped home, woke her husband and he drove he to the hospital, where she was eventually diagnosed. She spent two days in hospital and learned that the arm could not be put in a cast, it would just be held in a sling, she would have to manage walking, sitting, sleeping without any splint and every small unusual or even usual movement would involve excruciating pain in her arm. She was given pain killers and sent home.
The story goes on and on, you get the idea. I rang Tina today to see how she was getting on, it's now been four weeks since the injury and she is still suffering. Here's where it gets interesting,Tina runs a training brokerage business and has hardly missed a beat, well she has been hampered severely by her injury and has been forced to slow down a little, though she still goes to the office every day. Her husband drives her and she openly admitted she has been unbeaable to live with, though she perseveres. She persists because she is fiercely independent and determined to keep going, she is determined to succeed and to get better and to keep running her business despite her physical setback.
There are many stories of persistence and perserverence in books and magazines around the world, some with far more trying circumstances than this, though this woman is still an inspiration. She demonstrated how easy it can be to lay down and admit defeat, sit back and let someone else do it for us, or perhaps to take a few weeks off because "I" deserve it. Success comes to those who persevere, those who face their challenges and meet them head on. They recognise that sometimes they can be hard to live with and persevere anyway.
Being a leader in an organisation can sometimes be just as challenging as breaking an arm and suffering pain for 20 out of 24 hours, it can be damn inconvenient,it can get in the way of our personal enjoyment of life and above all it can throw up unexpected challenges we absolutely have to deal with.
Do you have the ability to persist?
Lindsay Adams
Labels: leadership, perseverance, Persistence
Thursday, 20 August 2009
Innovation must mean changing what’s normal
Innovation is the successful implementation of a idea. Why innovate? My simple answer is, to change what’s normal.
Right now in our world it is normal that:
*people die from preventable disease, under-nutrition and over-nutrition, every day
*not everyone has clean water
*at least 600 million people haven’t yet learned to read and write
*governments are slow to act and we all suffer as a result
*fundamentalism, both religious and otherwise, persists as a basic abuse of human rights
*climate change is killing our planet and us, and yet we still mainly sit our hands and allow our politicians to engage in petty, point scoring debates
*more than 2 billion people are expected to live on less than a dollar a day
*starving people don’t receive the food they so desperately need because of terrorism
*biodiversity loss is so great many of the world’s inhabitants are disappearing overnight
*economic instability and the lack of corporate accountability mean many people are suffering through no fault of their own
*electronic waste is a massive problem most people turn a blind eye to
*the social divide is getting bigger
*redefining growth has long been our agenda and yet we persist with old, worn out, and broken ways to develop
*peace is still a pipe-dream for half the world’s people
*democracy as we know it fails most people and yet we persist with the model
*opportunity for every person, a basic human right, is not possible for most the world’s people
The above are our world’s big challenges in my view. I find each of them unacceptable.
On perhaps a more personal level it is normal that:
*Most organisations provide mediocre service
*Lying, cheating, and bribery are accepted ways of doing business
*The majority of organisations have less than 50% of their employees fully engaged in their work
*Many so called great companies aren’t
*Fake leaders rule
*Most abuse comes from people in our families
*Most of what we really feel remains unsaid because we are afraid of what other people might think if we actually expressed how we feel
I could go on and on. Yet I won’t because I would get depressed. You might be already.
Who we are and what we do makes a difference, whoever we are and whatever we do.
I plead with you today to become more of who you are capable of becoming, and to do more to solve our problems and challenges, to change what is normal, because to do so is real innovation.
My 3 steps for innovation are detailed here.
Be remarkable
Ian
Founder Differencemakers Community
Writer and International Business Speaker on how doing good is great for business
Please take up the Make a Difference Challenge before 090909
Right now in our world it is normal that:
*people die from preventable disease, under-nutrition and over-nutrition, every day
*not everyone has clean water
*at least 600 million people haven’t yet learned to read and write
*governments are slow to act and we all suffer as a result
*fundamentalism, both religious and otherwise, persists as a basic abuse of human rights
*climate change is killing our planet and us, and yet we still mainly sit our hands and allow our politicians to engage in petty, point scoring debates
*more than 2 billion people are expected to live on less than a dollar a day
*starving people don’t receive the food they so desperately need because of terrorism
*biodiversity loss is so great many of the world’s inhabitants are disappearing overnight
*economic instability and the lack of corporate accountability mean many people are suffering through no fault of their own
*electronic waste is a massive problem most people turn a blind eye to
*the social divide is getting bigger
*redefining growth has long been our agenda and yet we persist with old, worn out, and broken ways to develop
*peace is still a pipe-dream for half the world’s people
*democracy as we know it fails most people and yet we persist with the model
*opportunity for every person, a basic human right, is not possible for most the world’s people
The above are our world’s big challenges in my view. I find each of them unacceptable.
On perhaps a more personal level it is normal that:
*Most organisations provide mediocre service
*Lying, cheating, and bribery are accepted ways of doing business
*The majority of organisations have less than 50% of their employees fully engaged in their work
*Many so called great companies aren’t
*Fake leaders rule
*Most abuse comes from people in our families
*Most of what we really feel remains unsaid because we are afraid of what other people might think if we actually expressed how we feel
I could go on and on. Yet I won’t because I would get depressed. You might be already.
Who we are and what we do makes a difference, whoever we are and whatever we do.
I plead with you today to become more of who you are capable of becoming, and to do more to solve our problems and challenges, to change what is normal, because to do so is real innovation.
My 3 steps for innovation are detailed here.
Be remarkable
Ian
Founder Differencemakers Community
Writer and International Business Speaker on how doing good is great for business
Please take up the Make a Difference Challenge before 090909
Labels: CSR, Ian, leadership, making a difference, vision
Monday, 22 June 2009
The CEO of the Future - Indra Nooyi
On 12th May 2009 PepsiCo Chairman and Chief Executive Officer Mrs. Indra Nooyi addressed The Economic Club of Washington. Her topic was The CEO of the Future.
Mrs. Nooyi explores
“performance with purpose”
why companies of the future have to think of what they are for as well as what they do
why companies of the future have to be guided by their obligation to society
thinking long term
understanding the way public and private sectors are coming together
thinking global and acting local
adaptability
bringing “an abundant dose of emotional intelligence to the job”
It is a profound address. I highly recommend it to you. You can download Mrs. Nooyi’s full address here.
Be remarkable
Ian
Founder Differencemakers Community
Writer and International Business Speaker on how doing good is great for business
Mrs. Nooyi explores
“performance with purpose”
why companies of the future have to think of what they are for as well as what they do
why companies of the future have to be guided by their obligation to society
thinking long term
understanding the way public and private sectors are coming together
thinking global and acting local
adaptability
bringing “an abundant dose of emotional intelligence to the job”
It is a profound address. I highly recommend it to you. You can download Mrs. Nooyi’s full address here.
Be remarkable
Ian
Founder Differencemakers Community
Writer and International Business Speaker on how doing good is great for business
Labels: CSR, Ian, leadership
Thursday, 30 April 2009
‘The Art of Non-Conformity’
One of the most interesting bloggers and builders of our new world is Chris Guillebeau.
Check out his ‘The Art of Non-Conformity’ site for many great and unconventional strategies for life, work and travel. If you have a special interest in conducting business from home and on the internet I also highly recommend you download Chris’ 279 days manifesto.
Be remarkable
Ian
Founder Differencemakers Community
Writer and International Business Speaker on how doing good is great for busines
Check out his ‘The Art of Non-Conformity’ site for many great and unconventional strategies for life, work and travel. If you have a special interest in conducting business from home and on the internet I also highly recommend you download Chris’ 279 days manifesto.
Be remarkable
Ian
Founder Differencemakers Community
Writer and International Business Speaker on how doing good is great for busines
Labels: Ian, leadership, self-leadership
Wednesday, 25 March 2009
Hope from future leaders
The lost generation video on YouTube makes very compelling viewing.
I commend this 1 minute 44 seconds video to you. It renewed my trust that the future is in good hands. Watch it here
Be remarkable
Ian
Writer and International Business Speaker on how doing good is great for business
I commend this 1 minute 44 seconds video to you. It renewed my trust that the future is in good hands. Watch it here
Be remarkable
Ian
Writer and International Business Speaker on how doing good is great for business
Labels: Ian, leadership, role model
Wednesday, 4 February 2009
Are you waiting or creating?
Everyday I meet people waiting: business waiting for government; government waiting for business; folk waiting for the economy to improve; people waiting to see whether President Obama can bring about change (he can’t on his own) People waiting ...
I also meet the “pessimistic optimists”, now that is a paradox.
The good news is I am also meeting people not waiting, rather they are getting on with with the job of building a new world.
Are you waiting or creating?
Be remarkable
Ian
International business speaker on why doing good is great for business
Founder The Difference Makers Community™
“I thought someone should do something. And then I realized I was someone.”
President John F. Kennedy
I also meet the “pessimistic optimists”, now that is a paradox.
The good news is I am also meeting people not waiting, rather they are getting on with with the job of building a new world.
Are you waiting or creating?
Be remarkable
Ian
International business speaker on why doing good is great for business
Founder The Difference Makers Community™
“I thought someone should do something. And then I realized I was someone.”
President John F. Kennedy
Labels: Ian, leadership, self-leadership
Wednesday, 21 January 2009
Moving from 'Yes we can' to Now we are
As a speaker I watched President Barak Obama's inauguration speech in awe and with tears in my eyes. As a fellow human being I was struck by his use of the word we. I felt in my heart that this is the beginning of a ‘now we are’ time like never before in history.
I am trusting that the 20th January 2009 is the day we will look back on as the day we really began to
make poverty history
provide clean water for every human being
stop people dying from preventable disease
make peace with one another regardless of our religious or political beliefs
collaborate to tackle climate change
build sustainable businesses
allow every human being the opportunity to have a home, earn a livelihood, receive an education and health care
free the world from violence
I am pessimistically optimistic!
Be remarkable
Ian
International business speaker on why doing good is great for business
I am trusting that the 20th January 2009 is the day we will look back on as the day we really began to
make poverty history
provide clean water for every human being
stop people dying from preventable disease
make peace with one another regardless of our religious or political beliefs
collaborate to tackle climate change
build sustainable businesses
allow every human being the opportunity to have a home, earn a livelihood, receive an education and health care
free the world from violence
I am pessimistically optimistic!
Be remarkable
Ian
International business speaker on why doing good is great for business
Labels: Ian, leadership
Sunday, 14 December 2008
Expect More From 2009
This year is the 3rd time I have been a contributing author to an ebook organised by my good friend and internet marketing guru Gihan Perera. This years offering contains 40 articles by thought leaders on how to make the best of the year. You can download it here. Enjoy!
Be remarkable
Ian
strategic advisor to difference makers
Be remarkable
Ian
strategic advisor to difference makers
Labels: Ian, leadership, learning
Wednesday, 26 November 2008
I left my wallet in a taxi and got it back!
I left my wallet in a taxi yesterday and got it back. What’s more there was nothing missing out of it. I paid the taxi driver and got out of the cab and retrieved my briefcase from the boot. Then I went to put the receipt in my wallet only to discover I don’t have my wallet. By now the taxi has gone and despite the best efforts of the hotel concierge to chase after it, all to no avail. One concierge guy was brilliant in how quickly he telephoned the taxi company and using the cab registration number on my receipt eventually got onto the driver who returned my wallet intact.
Perhaps I was lucky. Perhaps it is because of the overall honesty of the people in Singapore. Perhaps it was the speed of the concierge. The following things I know. I felt encouraged by the good of humanity, that honesty is the best policy, and that little things make a big difference.
Be remarkable
Ian
strategic advisor to difference makers
Perhaps I was lucky. Perhaps it is because of the overall honesty of the people in Singapore. Perhaps it was the speed of the concierge. The following things I know. I felt encouraged by the good of humanity, that honesty is the best policy, and that little things make a big difference.
Be remarkable
Ian
strategic advisor to difference makers
Labels: Ian, leadership
Monday, 3 November 2008
Thriving when most are simply trying to survive
The following was written recently by David McNally CPAE, a speaking colleague and a builder of our new world:
“I took up the challenge of discovering what it means to be a ‘thriver.’ Here are the results of a survey sent to over six hundred organizations asking them to identify the thrivers in their midst and to describe those people in terms of attitudes and behaviors. Here are the key themes that define how ‘thrivers’ think and act:
Survivors Focus On The Future As Uncertain
Thrivers Focus On The Future As Unlimited
1. Thrivers have a global perspective – The competition created by a global economy has become so rigorous that we are participating in what might be described as an Olympics of Business. Thrivers meet these demands by doing whatever it takes to be ready mentally, physically, and emotionally to compete at the highest level.
2. Thrivers take personal responsibility for their own careers and happiness – George Washington’s comment, “If the citizens of the United States should not be free and happy, the fault will be entirely their own,” summarizes the thriver’s philosophy of life. Rather than make excuses, thrivers make commitments.
3. Thrivers seek to maximize their contribution –Thrivers have a strong need to contribute, to feel that their work is important. Professionally, they are continually creating opportunities to add value, whilst simultaneously ensuring their work is rewarding and fulfilling.
4. Thrivers appreciate their uniqueness - Thrivers understand that while there is always someone who can do something better than they can, there is always something they can do better than anyone else. Rather than being satisfied just to meet standards, thrivers leverage their gifts, talents, skills and abilities to set the standards.
5. Thrivers work in harmony with others – A powerful lesson of the global economy is this: whereas technology is an incredible tool, people are still the artisans. Thrivers understand that to succeed in multi-cultural environments requires the ability to collaborate with a complex mixture of people whose differences deserve to be honored. Rather than wish for conformity, thrivers value diversity.
6. Thrivers know what matters - Thriving is not an appearance but an experience. With all of its absurdities and challenges thrivers have learned that life is the only game in town and they are determined to wholeheartedly participate. Thrivers flourish because they are continually learning, contributing, laughing and loving. Whilst the future may be uncertain, thrivers see the future as unlimited.”
There is no doubt in my mind that ‘thrivers’ are new world builders.
Find out more about David McNally here
Be remarkable
Ian
strategic advisor to difference makers
“I took up the challenge of discovering what it means to be a ‘thriver.’ Here are the results of a survey sent to over six hundred organizations asking them to identify the thrivers in their midst and to describe those people in terms of attitudes and behaviors. Here are the key themes that define how ‘thrivers’ think and act:
Survivors Focus On The Future As Uncertain
Thrivers Focus On The Future As Unlimited
1. Thrivers have a global perspective – The competition created by a global economy has become so rigorous that we are participating in what might be described as an Olympics of Business. Thrivers meet these demands by doing whatever it takes to be ready mentally, physically, and emotionally to compete at the highest level.
2. Thrivers take personal responsibility for their own careers and happiness – George Washington’s comment, “If the citizens of the United States should not be free and happy, the fault will be entirely their own,” summarizes the thriver’s philosophy of life. Rather than make excuses, thrivers make commitments.
3. Thrivers seek to maximize their contribution –Thrivers have a strong need to contribute, to feel that their work is important. Professionally, they are continually creating opportunities to add value, whilst simultaneously ensuring their work is rewarding and fulfilling.
4. Thrivers appreciate their uniqueness - Thrivers understand that while there is always someone who can do something better than they can, there is always something they can do better than anyone else. Rather than being satisfied just to meet standards, thrivers leverage their gifts, talents, skills and abilities to set the standards.
5. Thrivers work in harmony with others – A powerful lesson of the global economy is this: whereas technology is an incredible tool, people are still the artisans. Thrivers understand that to succeed in multi-cultural environments requires the ability to collaborate with a complex mixture of people whose differences deserve to be honored. Rather than wish for conformity, thrivers value diversity.
6. Thrivers know what matters - Thriving is not an appearance but an experience. With all of its absurdities and challenges thrivers have learned that life is the only game in town and they are determined to wholeheartedly participate. Thrivers flourish because they are continually learning, contributing, laughing and loving. Whilst the future may be uncertain, thrivers see the future as unlimited.”
There is no doubt in my mind that ‘thrivers’ are new world builders.
Find out more about David McNally here
Be remarkable
Ian
strategic advisor to difference makers
Labels: Ian, leadership, self-leadership
Thursday, 23 October 2008
Be a 'go-giver'
Lindsay Adams and myself have bought and given away a lot of copies of the book ‘The Go-Giver’ by Bob Burg and John David Mann and published by Penguin 2007. The key lessons of the book
"The law of value: your true worth is determined by how much more you give in value than you take in payment.
The law of compensation: your income is determined by how many people you serve and how well you serve them.
The law of influence: your influence is determined by how abundantly you place other people's interest first.
The law of authenticity: the most valuable gift you have to offer is yourself.
The law of receptivity: the key to effective giving is to stay open to receiving."
These are all key laws that underpin the building of our new world.
Be remarkable.
Ian
strategic advisor to difference makers
"The law of value: your true worth is determined by how much more you give in value than you take in payment.
The law of compensation: your income is determined by how many people you serve and how well you serve them.
The law of influence: your influence is determined by how abundantly you place other people's interest first.
The law of authenticity: the most valuable gift you have to offer is yourself.
The law of receptivity: the key to effective giving is to stay open to receiving."
These are all key laws that underpin the building of our new world.
Be remarkable.
Ian
strategic advisor to difference makers
Labels: Ian, leadership, role model, self-leadership
Thursday, 9 October 2008
Authentic corporate social responsibility
Recently I was privileged to be a keynote speaker at a conference in Singapore organised by Singapore Human Resources Institute. I spoke about ‘Tomorrow Today a future for business - authentic corporate social responsibility’, which of late has been one of my most requested talks. To those in the audience interested in further reading I provided an ebook I have written on the subject that traces defining moments of the past 25 years and the five shifts we are making to build our new world:
a move from competition to collaboration
a move from self-interest to shared interest
a move from dominance to diligence
a move from greed to greater good
a move from reaction to responsibility
You can download the ebook here
Be remarkable
Ian
strategic advisor to difference makers
a move from competition to collaboration
a move from self-interest to shared interest
a move from dominance to diligence
a move from greed to greater good
a move from reaction to responsibility
You can download the ebook here
Be remarkable
Ian
strategic advisor to difference makers
Labels: CSR, Ian, leadership
Sunday, 5 October 2008
'The Lexus and The Olive Tree'; 'Hot, Flat, and Crowded'
My reading in the past week or so has been Thomas Friedman’s latest book ‘Hot, Flat, and Crowded’. It is exciting to see a writer of Friedman’s class join the Green Revolution. I also re-read his excellent book ‘The Lexus and The Olive Tree’, which is about globalization and how to make it work for the good of all. A lot of lessons here for the troubled folk on Wall Street.
Friedman is a builder of our new world. I highly recommend him to you. Visit his website here for more information.
Be remarkable
Ian
strategic advisor to difference makers
Friedman is a builder of our new world. I highly recommend him to you. Visit his website here for more information.
Be remarkable
Ian
strategic advisor to difference makers
Labels: Ian, leadership, learning
Friday, 26 September 2008
Greed has never been good
I am not aware that anyone has named the major causes of the current financial crisis that has our world in turmoil. Greed and lack of accountability are the causes as I see it. We will get past this. Until we do something about the causes however, trouble will come again as surely as night follows day.
Further none of the people who have acted with gay abandon and just plain stupidity have been held to account. Lets us hope that French President Nicolas Sarkozy’s words are adhered to; “Let us build together a regulated capitalism in which whole swathes of financial activity are not left to the sole judgement of market operators” He called for a new system in “which those who jeopardise people’s savings are punished.” (The Strait Times 24/9/08)
Be remarkable
Ian
strategic advisor to difference makers
Further none of the people who have acted with gay abandon and just plain stupidity have been held to account. Lets us hope that French President Nicolas Sarkozy’s words are adhered to; “Let us build together a regulated capitalism in which whole swathes of financial activity are not left to the sole judgement of market operators” He called for a new system in “which those who jeopardise people’s savings are punished.” (The Strait Times 24/9/08)
Be remarkable
Ian
strategic advisor to difference makers
Labels: leadership
Wednesday, 27 August 2008
7 characteristics of the best company’s
In one of the great books written about the successful present and future of business in my view, ‘Firms of Endearment’, authors Raj Sisodia, David B Wolfe, and Jag Sheth, put forward 7 characteristics that differeniate the best companies from the rest as follows:
“freely challenge industry dogma
create value by aligning stakeholder interests
are willing to break traditional tradeoffs
operate with a long-term perspective
favor organic growth to growing by mergers and acquistions
blend work with play
reject traditional marketing models”
How would you rate your organisation against these?
I highly recommend this book. In my view it surpasses the work by Jim Collins in his best selling book ‘Good to Great’
Be remarkable
Ian
strategic advisor to difference makers
“freely challenge industry dogma
create value by aligning stakeholder interests
are willing to break traditional tradeoffs
operate with a long-term perspective
favor organic growth to growing by mergers and acquistions
blend work with play
reject traditional marketing models”
How would you rate your organisation against these?
I highly recommend this book. In my view it surpasses the work by Jim Collins in his best selling book ‘Good to Great’
Be remarkable
Ian
strategic advisor to difference makers
Labels: Ian, leadership, role model
Friday, 13 June 2008
Making the extraordinary the new normal
I take my hat off to Belinda a barista at Gloria Jeans Coffee Shop in Border's Bookshop Brisbane. Belinda stunned me recently by saying to me "Good morning Ian would you like your usual."
Most barista's take your name and write it on the cup so as not to confuse orders, not Belinda, she shows genuine care and joy at seeing her customers.
Belinda's behaviour should not be unusual, rather normal practice.
Be remarkable
Ian
strategic advisor to difference makers
Labels: Ian, leadership, role model
Saturday, 31 May 2008
Something old, something borrowed, what could be new
Recently Australia’s Prime Minister Kevin Rudd hosted an ideas summit where a 1000 or so people gathered to share ideas and to present recommendations for what Australia must do by 2020.
Like most of these kind of events there was something old, something borrowed and very little new. What could be new is that the ideas become reality. Creating a vision is noble, however turning the vision into reality is what is heroic. The more leaders talk and fail to act, the more skeptical and cynical followers become.
This Prime Minister is doing a lot of talking. He is also taking some action. He seems to be acutely aware that innovation of the scale we need in the new world we are building requires levels of cooperation and collaboration never before seen in history. I am hopeful that Mr Rudd, who has a lot of knockers because of his rhetoric, can do what most leaders don't, that is, match the talk with the walk.
Be remarkable
Ian
Strategic advisor to difference makers
Insightpreneur™ - expert on the journey from information-insight-inspiration-ideas-innovation
Labels: Ian, leadership
Tuesday, 6 May 2008
Unleashing the passion that precedes productivity improvement
Australia’s Passion Provocateur Charles Kovess, one of our Directors (see opposite) has been doing some excellent 1 day seminars around Australia. There are three to go, Sydney 17th May, Brisbane 24th May, and Adelaide 14 June.
If you want to unleash the passion that precedes productivity improvement I highly recommend that you register here without delay. If you can’t attend in these cities contact Charles and make arrangements with him to conduct a seminar just for you.
Be remarkable
Ian
Strategic advisor to difference makers
Strategic advisor to difference makers
Insightpreneur™ - expert on the journey from information-insight-inspiration-ideas-innovation
Labels: Ian, leadership, learning
Friday, 2 May 2008
Marshall Goldsmith's book highly recommended
I have just finished reading Marshall's brilliant book 'What Got You Here Won't Get You There' and highly recommend it to you as one of the best books on executive coaching I have ever read. Check out Marshall's blog here.
Be remarkable
Ian
Strategic advisor to difference makers
Labels: executive coaching, Ian, leadership
Wednesday, 23 April 2008
Are your stories about the past or the present?
It has been said that “stories are the fabric of culture.” We all like to tell and hear stories. The rise in popularity of social networks such as Facebook highlights for me an observation that there is a deep longing in the world right now for new stories or at very least old stories told in new ways and with relevance for today and tomorrow.
In our work of inspiring and challenging organisations to be remarkable we note that the stories people tell when their organisation is less than remarkable are about the successes and failures of the past. We also notice that the moment transformation begins to happen stories about the present emerge.
A great check point to see if we are living on purpose both individually and organisationally is to ask ourselves are the stories we tell and listen to, old stories that relive the glories of the past or are they old yarns with new meaning, or better still completely new stories about the present?
Be remarkable
In our work of inspiring and challenging organisations to be remarkable we note that the stories people tell when their organisation is less than remarkable are about the successes and failures of the past. We also notice that the moment transformation begins to happen stories about the present emerge.
A great check point to see if we are living on purpose both individually and organisationally is to ask ourselves are the stories we tell and listen to, old stories that relive the glories of the past or are they old yarns with new meaning, or better still completely new stories about the present?
Be remarkable
Ian
Insightpreneur™ - expert on the journey from information-insight-inspiration-ideas-innovationLabels: Ian, leadership, storytelling
Monday, 7 April 2008
The happiness factor - now a legitimate part of a success strategy
Around 15 years ago I made a comment to an audience that happy staff equals happy customers. Many people laughed. Today the happiness factor is no longer considered a joke, rather a legitimate component of a success strategy. Larry Page, one of the founders of Google, recently named by Fortune magazine as the best place to work in the US, is on record as saying that a central part of the company’s strategy is to ensure that its employees are happy.
There is even a new form of psychology called 'positive psychology'. The most famous exponent as far as I know is Dr Martin Seligman. There are a number of great questionnaires on his website to measure your happiness. I highly recommend them.
Even more I highly recommend that you make employee happiness a key component of your strategy. Who knows maybe one day your company will be rated as the best place to work!
Be remarkable
There is even a new form of psychology called 'positive psychology'. The most famous exponent as far as I know is Dr Martin Seligman. There are a number of great questionnaires on his website to measure your happiness. I highly recommend them.
Even more I highly recommend that you make employee happiness a key component of your strategy. Who knows maybe one day your company will be rated as the best place to work!
Be remarkable
Ian
Insightpreneur™ - insight-inspiration-ideas-innovation
Labels: Ian, leadership
Monday, 24 March 2008
Strategy and tactics. Are you crystal clear on both?
David Burchell, a teacher in the school of humanities at the University of Western Sydney wrote a very interesting piece in the Weekend Australian 22, 23 March 2008 suggesting the Rudd government “has many ideas but no guiding thread and soon it will be to late to define one.”
Many organisations suffer from this, what I call being clear on tactics but unclear on strategy!
Strategy precedes tactics. We must bear execution in mind when we determine strategy however we easily muddy the waters if we try to determine strategy and tactics at the same time.
Strategy is the reference point from which we make all decisions about our future direction. It is the guiding light. Tactics are about the who, when, and how. We confuse them at our peril, and to have tactics with no clear strategy means we are going somewhere, however most likely not to the place we really want to go.
Strategy and tactics. Are you crystal clear on both?
Be remarkable
Many organisations suffer from this, what I call being clear on tactics but unclear on strategy!
Strategy precedes tactics. We must bear execution in mind when we determine strategy however we easily muddy the waters if we try to determine strategy and tactics at the same time.
Strategy is the reference point from which we make all decisions about our future direction. It is the guiding light. Tactics are about the who, when, and how. We confuse them at our peril, and to have tactics with no clear strategy means we are going somewhere, however most likely not to the place we really want to go.
Strategy and tactics. Are you crystal clear on both?
Be remarkable
Ian
Insightpreneur™ - expert on the journey from information-insight-inspiration-ideas-innovation
Labels: Ian, leadership, strategy
Tuesday, 26 February 2008
Appraisals are dead; just not buried yet
I have been in the United Kingdom for the past two weeks and have been surprised at the amount of media concerning performance appraisals. The latest was in yesterdays Sunday Times with the sub headline reading “Managers need to be trained better in carrying out annual staff performance reviews …” The article went on to quote a recent survey by Investors in People which found that a third of employees think appraisals are a waste of time.
To leave a performance review for a year in the modern world is poor practice. Every 90 days is the norm for remarkable organisations where the key is the informal feedback exchange that occurs daily, meaning the formal review is about celebrating performance and agreeing on the performance plan for the next 90 days.
Human beings do not want to be appraised; they want to be appreciated. People also want to be held to account when performance is less than planned. To leave appreciation or being held to account for a year is an insult to humanity. It is not training that is required for managers in how to complete annual reviews that is needed rather a complete relearning about the essentials of effective leadership and management.
Find out more about best practice by downloading a free special report on people engagement here
Be remarkable
Ian
Insightpreneur™ - insight-inspiration-ideas-innovation
To leave a performance review for a year in the modern world is poor practice. Every 90 days is the norm for remarkable organisations where the key is the informal feedback exchange that occurs daily, meaning the formal review is about celebrating performance and agreeing on the performance plan for the next 90 days.
Human beings do not want to be appraised; they want to be appreciated. People also want to be held to account when performance is less than planned. To leave appreciation or being held to account for a year is an insult to humanity. It is not training that is required for managers in how to complete annual reviews that is needed rather a complete relearning about the essentials of effective leadership and management.
Find out more about best practice by downloading a free special report on people engagement here
Be remarkable
Ian
Insightpreneur™ - insight-inspiration-ideas-innovation
Labels: Ian, leadership
Tuesday, 27 November 2007
A simple strategy is a key to being remarkable
The following is the executive summary of a special report I wrote recently about strategy
1) Know who all your stakeholders are and the value they demand, desire, and feel they deserve from you
2) Know how fully engaged all your stakeholders are with you
3) Get crystal clear on where you are going, why you’re going there, and what you stand for and be authentic
4) Don’t hire or keep employed anyone who is not congruent and aligned with where you are going, why you are going there, and what you stand for
5) Spend time in person with all your stakeholders on a regular basis
6) Turn strategic intuition and thinking into strategic insight
Only now can we really decide on strategy
7) Strategy can be articulated on one or two sheets of A4 paper
8) Individual performance possibility plans are critical to strategy getting
executed
9) Individual plans without a follow through systems is like gambling, you might win big, you most likely won’t
10) Putting people first is your best strategy for being remarkable in business
11) Have a process for making decisions and solving problems and be
transparent about their use
You can download the special report here
Be remarkable
Ian
Insightpreneur™ - insight-inspiration-ideas-innovation
1) Know who all your stakeholders are and the value they demand, desire, and feel they deserve from you
2) Know how fully engaged all your stakeholders are with you
3) Get crystal clear on where you are going, why you’re going there, and what you stand for and be authentic
4) Don’t hire or keep employed anyone who is not congruent and aligned with where you are going, why you are going there, and what you stand for
5) Spend time in person with all your stakeholders on a regular basis
6) Turn strategic intuition and thinking into strategic insight
Only now can we really decide on strategy
7) Strategy can be articulated on one or two sheets of A4 paper
8) Individual performance possibility plans are critical to strategy getting
executed
9) Individual plans without a follow through systems is like gambling, you might win big, you most likely won’t
10) Putting people first is your best strategy for being remarkable in business
11) Have a process for making decisions and solving problems and be
transparent about their use
You can download the special report here
Be remarkable
Ian
Insightpreneur™ - insight-inspiration-ideas-innovation
Labels: Ian, leadership
Tuesday, 6 November 2007
8 key factors for being an employer of choice
One of the most interesting and engaging people I have had the privilege to meet is Jonathan Austin founder of Best Companies and an expert in workplace engagement. Here are the eight key factors Best Companies research shows matter in becoming an employer of choice
“Leadership
How employees feel about the head of the organisation, senior managers, and the company’s values and principles
My Manager
How employees feel about and communicate with their direct manager
Personal Growth
What employees feel about training and their future prospects
Wellbeing
How employees feel about stress, pressure at work, and work life balance
My Team
Employees feelings towards their immediate colleagues and how well they work together
Giving Something Back
The extent to which employees feel their organisation has a positive impact on society
My Company
The level of engagement employees have for their job and organisation
Fair Deal
How happy employees are with their pay and benefits”
Would you rate your organisation as remarkable in each of these areas?
Be remarkable
Ian
“Leadership
How employees feel about the head of the organisation, senior managers, and the company’s values and principles
My Manager
How employees feel about and communicate with their direct manager
Personal Growth
What employees feel about training and their future prospects
Wellbeing
How employees feel about stress, pressure at work, and work life balance
My Team
Employees feelings towards their immediate colleagues and how well they work together
Giving Something Back
The extent to which employees feel their organisation has a positive impact on society
My Company
The level of engagement employees have for their job and organisation
Fair Deal
How happy employees are with their pay and benefits”
Would you rate your organisation as remarkable in each of these areas?
Be remarkable
Ian
Labels: Ian, leadership, role model
Sunday, 14 October 2007
Richard Branson - a legend in his own lifetime
One of the most savvy and inspiring business leaders of our time is Sir Richard Branson. Watch a great interview with him here. (type Richard Branson in the search box) After you enjoy Richard, check out some of the other ‘ted talks’ that may catch your eye. This website features many of the world's best, sharing brilliant ideas into how to be remarkable.
Be remarkable
Ian
Be remarkable
Ian
Labels: Ian, leadership, role model
Sunday, 7 October 2007
Remarkable business leaders know the higher purpose of their business
The business news that dominated United Kingdom media in the three weeks I was there recently was the run on Northern Rock, Britain’s fifth largest mortgage lender. The crisis for Northern Rock began with their exposure to the US mortgage market. Their customers at one stage looked like withdrawing £12 billion or half the banks deposits. I do not know the full story behind all the drama but I do smell the stench of greed.
The leaders of remarkable businesses understand the fact that economic profit is not a reason for being in business rather a result of being good at business. To be remarkably successful in modern business therefore we must know our purpose beyond profit. My purpose is to inspire business leaders to achieve a five-fold bottom line so that the world is a better place. I get paid and make profits only if my mentoring, speaking, consulting, and writing, delivers the value my clients demand, desire, and feel they deserve.
What is the higher purpose of your business?
Be remarkable
Ian
Insightpreneur™ - discovering and presenting insight people and planet profit from
The leaders of remarkable businesses understand the fact that economic profit is not a reason for being in business rather a result of being good at business. To be remarkably successful in modern business therefore we must know our purpose beyond profit. My purpose is to inspire business leaders to achieve a five-fold bottom line so that the world is a better place. I get paid and make profits only if my mentoring, speaking, consulting, and writing, delivers the value my clients demand, desire, and feel they deserve.
What is the higher purpose of your business?
Be remarkable
Ian
Insightpreneur™ - discovering and presenting insight people and planet profit from
Labels: Ian, leadership
Sunday, 16 September 2007
What is your business doing to be socially responsible?
I have been working in the United Kingdom for the past two weeks. While here one of my hero's Anita Roddick passed away. In honour of Anita's huge and positive impact on better business practice I went and drank a fair trade coffee at another iconic business Marks and Spencer. I reflected on the great strides business has made to be fairer and my own priviledge this year to work with another seller of fair trade coffee, the fine folk of Oxfam Trading in Australia. Community trade is one way of eliminating poverty. What is your business doing to be socially responsible?
Be remarkable
Ian
Be remarkable
Ian
Labels: Ian, leadership, role model
Saturday, 1 September 2007
Consistency is a key to remarkability
My wife and I went out with friends last night to one of our favourite restaurants or at least it used to be one of our favourites! There is a new chef and based on last night we won't be going back. We were embarrassed as well because we had raved about this place to our friends. Consistency is a key to remarkability. Do you have systems in place that ensure consistency of what you offer and serve? If you don't I suggest you begin to develop and implement such systems straight away and therefore avoid losing customers who previously were your fans.
Be remarkable
Ian
Be remarkable
Ian
Labels: Ian, leadership, service
Sunday, 19 August 2007
Beyond service – a sign of remarkability
When I work in Melbourne I stay at the Alto Hotel. It is designated as a four star however I give them a seven star rating because Ricardo and his team provide an experience beyond service. My wife and I first stayed at this hotel by chance and we were both pleasantly surprised by the little things that Lauren, one of the receptionists, did that made a big difference. Then due to circumstance we decided to eat in the restaurant where we were entertained by Francis Scanlon, waiter extraordinaire. Francis came to Australia from India three years ago and working at the Alto is one of three jobs he does to fulfill his dream of bringing his fiancée to Australia to live. Francis is a remarkable 26 year old. He makes dining out a memorable experience. I have no doubt that one day soon he will bring the love of his life to Australia and that he will fulfill his big dream of becoming a pilot.
Everyone time I go back to the Alto Hotel everyone who works there goes beyond serving me, rather they provide an experience that means I go back.
Are you providing an experience beyond service at your place? Doing so is a sign of remarkability.
Be remarkable
Ian
Everyone time I go back to the Alto Hotel everyone who works there goes beyond serving me, rather they provide an experience that means I go back.
Are you providing an experience beyond service at your place? Doing so is a sign of remarkability.
Be remarkable
Ian
Labels: Ian, leadership, role model
Monday, 13 August 2007
Setting the Standard
The level of enthusiasm for the vision, the values, the systems, the processes and the quality in an organization is directly proportional to the enthusiasm of the leadership AT EVERY LEVEL!!!!! What is yours running at today?
Labels: leadership, Paul
Sunday, 5 August 2007
Be Yourself
The Macquarie dictionary defines remarkable as "conspiciously extraordinary". Everyone of us is already remarkable because we are all a one-of-a-kind. Be yourself. Rejoice in the fact that only you can be you. Live each day bringing everything remarkable that you are to everything you do.
Be remarkable
Ian
Be remarkable
Ian
Labels: Ian, leadership
email Ian
email Charles
Archives
August 2007September 2007
October 2007
November 2007
December 2007
January 2008
February 2008
March 2008
April 2008
May 2008
June 2008
July 2008
August 2008
September 2008
October 2008
November 2008
December 2008
January 2009
February 2009
March 2009
April 2009
May 2009
June 2009
August 2009
September 2009
October 2009
November 2009
December 2009
January 2010
February 2010
March 2010
