2010

Is your strategy working?

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Finding a taxi around Elephant and Castle in south London has often proved hard.

Until yesterday, when one came along the road as I stepped out of a meeting. Chatting to the driver, I mentioned the challenge of finding a cab there. He said he went up that road regularly every day. Having dropped a passenger in central London or the City, his strategy is to return to the King’s Road in west London via Blackfriars bridge and Lambeth. And it works. He never has any problem “making his money”. Other cabbies, he said, often sit on ranks in the City for half an hour waiting for a fare to come along.

Everyone needs a strategy. If you are a high-tech company, are you going to licence your IP, provide a service or become a product company? If you are a hospital, how are you going to continue making life better for patients in the face of funding pressures?

Without a strategy, achieving your goals is just luck. How is your strategy working?

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Great design – functional as well as beautiful

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Steps

Around London, there are fancy developments with steps like these…funky, nice looking BUT functional?

Great design is a combination of beauty and ease.  Think about your favourite home appliance or piece of furniture.

Here, the interesting angles and absence of lots of hand rails looks good but is tricky for the visually impaired and the infirm.

In business, where do things that appear nice make things harder?  That paper on a tricky topic?  That set piece meeting or conference?

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Get it done this week

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We all know the challenge: we have something important on the ‘to do’ list but we don’t get it done. It hangs over us.  We worry about it. We set time aside to crack it but those hours come and go and we seem to have filled them with other things.

Try this to break that pattern: 

– focus on the one thing that you really need to get done. Force yourself to prioritise and be ruthless about rescheduling everything else to fit around that.

– energise yourself by meeting with the right people. Involving others in the thinking is a great way to get your mind moving. The right people are those that can contribute the necessary perspectives and constructive ideas.

– find the right space to work in for the bits you need to do by yourself (hint: it might not be the office nor home – try a cafe, the botanic gardens, a walk).

– shut off (or switch off) the activities that distract and fill the time. Email is the worst. At its best, the mind gets into a flow, as when you are effortlessly doing something you enjoy like gardening, crosswords or playing music (and the hours fly by). You need to give it some time to get into this.

Got something important to do? Why not get it done this week?

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Make sure your change is an improvement

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Every improvement involves change but not every change is an improvement.

Travelling a lot by train, the national rail enquiries website is an invaluable source of train time information. The simple interface worked well and with a few clicks you had all the details you needed.

Now they’ve changed it as part of a revamp to the site. The result? It may look a bit better (can a train timetable site ever look cool?) but it’s clunkier as the text in the search boxes isn’t automatically over-typed, the drop down menus are slower and it’s not as easy just to get train times for today.

Why make life harder for customers? At the very least, make sure some of the team/web designers/public compare how it works before and after to be absolutely sure it’s as good as before.

Contrast that with Ocado online shopping. They make regular tweaks to the site and every one manages to make it easier and more satisfying to shop with them.

It’s a lesson for us all. Whatever the reasons you embark on making a change, make sure it ends up as something customers will agree is an improvement.

I’m off now to get the 0943.

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Changing polarities

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Management not Administration.

Leadership not Management.

Transformative not Transactional Leadership.

All are familiar polarities.

Replace the “not” with “and” – and we are starting to get there.

And what is leadership?  Our definition: “Leadership comes from anyone who wants to make a difference to the thinking and actions of others.”

Influence more than instruct.  Encourage rather than demand.

This is relevant for executive and line managers.  For workers ‘at the bottom’.  As customers.  As consultants.

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What’s important?

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If you believe Paul McKenna, learning to eat differently is more important than dieting or avoiding certain foods in losing weight. 

Nigella Lawson says that shopping is more important than cooking in entertaining well.  

In business, how we talk about things is probably more important than what we write.  What we ask, more important than what we say.  What we notice, more important than what we make. 

http://www.idenk.co.uk/boardassessment/

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How soon do you want your new hedge?

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At the start of 2010 you might be thinking about trying to change some of the ways your organisation or team is structured or how it works. One of your choices is how fast to try and do this.

Flicking through a gardening magazine this weekend, I spotted adverts from four separate companies for instant hedges. Rather than going for small plants and waiting a few years for them to grow, you can now buy fully-grown hedges 4, 6 or even 12 feet high. The most hi-tech solutions involve delivering the hedges in sophisticated troughs that are placed straight into the ground. So you can go from bare ground in the morning to something that look like Hampton Court maze in the afternoon. This has a lot of appeal – if you have the money and are prepared to take the risk that the final outcome will be just as you want it to be.

The alternative is to take your time. Do things more slowly. Plant things small and see how they take – do they grow and flourish straight away or do they need more light and feeding? As it all takes shape in front of you, you still have the chance to move things around. It’s a more experimental approach – the final outcome emerges over time.

But this way probably asks more of you as an individual. You need perseverance (because some plants will die or need a lot of care) and you need patience (it takes 5-10 times longer than instant hedging). You also need to be positive about what you’re doing – who can create a beautiful garden over a number of years without having lots of passion and enjoyment along the way?

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3Ms for successful mass meetings

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Are you planning on gathering together a large group of colleagues or collaborators? Maybe to work on a critical issue or develop your plans for the coming year?

Here are three things we think go towards making successful ‘mass meetings’:

1. Mix them up – make sure that people sit with and get to know those they haven’t met before or don’t spend much time with. Do this right from the start to create an atmosphere that encourages new conversations.

2. Move them around – always create space (both in terms of time and room layout) to get people out of their seats. This increases energy and gets people thinking differently. Try having them stand up to talk or work together.

3. Motivate them to do something different afterwards – focus people in on one thing they can change themselves that will help achieve your shared aims. Show them (or create together) a vision for what they can personally contribute and then help them work out the simple first steps to achieve this.

These 3Ms can work for smaller meetings too if you’d like to put some life back into tired gatherings.

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