Strategy = Vision and Mission

Strategy is what people use when they apply common sense, valuable insight or proven methods to any given situation.  Strategy is a series of principles or guiding methods that enable an organisation to move from point A to point B.

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At business school (MBA class) the strategy course was made up of three basic methodologies and actions:

1. 
   
   The mission statement.  Why do you exist?  And what do you exist for?
2. 
   
   The vision statement.  The values and guiding principles of the organisation. 
3. 
   
   Putting it into action.  This is where the rubber meets the road.

Strategy is a combination of knowing who you are and why you exist coupled with the ability to assess and understand the current environment. 

Strategy is about using your knowledge of who you are and why you exist and exploiting opportunities in the current environment to your advantage.

Strategy is about understanding what you see in front of you and having skills, knowledge and actions ready to implement at the drop of a hat.

Building Credibility - Growing Others

One of the keys to long term stability and sustainability is for an organisation to be growing leaders and future managers.  Where do those talented individuals come from?  Often times talented managers are in your department and are in your team already.  The key is being able to spot the talent, challenge them and ultimately release them to show their skill.  

1. Identify talent.  Who in your team has more skills that can be developed?  Is your team members boredom a sign that need a bigger challenge?  Talented individuals are usually the ones who a) have the skill and ability to complete small tasks quickly and effectively, b) are able to get others on side and motivate them to complete their tasks as well and c) think they can do your job better than you can.
2. Take a risk.  Allow your developing managers to lead projects and to stretch their wings.  This is risky for both the existing leader and the aspiring leader.  Both parties need to assess what size project is appropriate and then get to work.
3. Praise and reward.  This is true of every employee but especially so for the aspiring manager.  If they make a mistake - so what?  If they do well - excellent.  One thing to be weary of is being hard or harsh towards someone who is giving it a go.  Review the final outcomes and then  give praise for the good things they have accomplished.  Then find another project or assignment and start the growing cycle again.

Let your up and coming stars stretch their wings, learn from their mistakes and ultimately replace you.

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Quote of the Week - Ambition

“Keep away from those who try to belittle your ambitions. Small people always do that, but the really great make you believe that you too can become great.”  Mark Twain.

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Heroes

Everybody needs either a hero or someone to look up to.  A hero is someone who you can learn from, imitate, copy or mimic.  None of these behaviors by itself is a bad thing.  Rather by modelling your behavior and approach on someone elses approach can actually be beneficial.

Here are a few of my heroes and the reasons why.

• Richard Branson  The ability to never accept impossible as an option coupled with the ability to seize opportunities that other people just can't see.  Awesome.
• H Norman Schwarzkopf.  the king of organisation.  No nonsense and no mucking around.  One of the truly great project managers of all time.
• Hillary Clinton.  A combination of skill, personality and persuasive powers make Mrs Clinton a very respected and capable leader in my boooks.

Who are your heroes?

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Diversity

"With the casino and the beds, our passengers will have at least two ways to get lucky on one of our flights."

Richard Branson .

There is a lot of truth in what Mr Branson has said here.  Having a single product that only does one thing or achieves one output just isn't doing enough.  You may have one product - but that product must have multiple benefits or outcomes if it is going to be successful.

Here is an idea based on research theory.  Every piece of research should have three outputs -

1. The actual research.
2. The peer review.
3. The publication of the findings.

So from one base piece of research the researcher and the backing organisation actually record three separate outcomes from the one piece of work.

One of the great lessons I learned from my MBA lecturer Jens Mueller was to be able to "smell the money".  What may seem like a basic or simple business design fron the front may actually have many different value adding or revenue increasing opportunites that you just haven't seen yet.

So the question is - how many outcomes do you produce in your line of work?  Can you measure those outcomes?  And who do those outcomes affect?

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Handling the Tough Conversations - Resignations

Having a staff member that you trust, admire and is a star tell you they think it's time to move on can be tough.  This is a person that you have invested time and money into and now they are ready to move on.  So what do you do?

1. Be honest.  There is no point pretending that you aren't disappointed or are gutted.  Lying or trying to sugar coat your feelings is not going to achieve anything.  Let the person know how you feel without being fake.  If the persons role is going to be reviewed or let go of in the future say so.  Don't tell the person you are going to give them more money or more opportunities if you know you aren't or can't deliver.
2. Be truthful.  Let the person know what you really think of their work.  If they are a star let them know that.  If they are not such a great employee let them know that too.  You aren't perfect, your organisation isn't perfect and probably neither is the remuneration or salary package. If those three things were perfect - then why are they leaving?
3. Consider future development opportunities.  This is the part where you make them an offer that equates to a financial bonus or reason for staying.  I recommend enrolling the person into further studies or into some sort of professional development program.  That way both your organisation and the person will benefit from increased learning and understanding of the job. 

At the end of the day people have a life and a journey they are on.  Sometimes people want to stay with you because are going right.  Sometimes people want to leave.  The way you handle the leaving conversation is almost as important (if not more important) the induction conversation.

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Book Review - Peak Performance

In business, as in life, you evolve or die.  Interestingly one of the two big sources of evolution as far as marketing is concerned are - the rise of social media and the emphasis on sustainability.

In the book Sustainable Peak Performance by Mike Pratt and Helga Pratt companies that have embraced true change and real sustainability go under the spotlight.  companies such as The Body Shop, Dilmah Teas and Putamayo are all examined.

This book is about more than how to catch the fad wave of appearance sustainability  This book is about how do companies affect real change to the environment and their employees while remaining financially viable?  Is being sustainable and reasonable really possible?  And if so how?

With easy to read language, detailed research and a broad understanding of business practice this book certainly lays some excellent foundations for those interested in moving ahead.

In brief sustainability comes from the leaders and must be infused within company culture and practices if sustainability is going to be truly practised.

This book comes highly recommended and gets 4 stars from me.

What is Leadership?

"What is Leadcership"? was a question raised in a meeting of professional like minded people who are committed to professional development.  This kind of question has no right and no real wrong answers.

However trying to define what leadership actually is can be really hard.  Here is my quicjk checklist for what constitutes leadership.

1. Decisions.  The ultimate test of leadership is a persons ability to make a decision.  Whether that decision is made instantly or over a long time can determine a persons leadership.  If the question is able to be answered and if there is a successful outcome or not is a sign of leadership.
2. Strategy.  Leaders have an uncanmny knack for being able to see ahead and to be able to devise answers and saolutions to various situations.  Managers deal with situations as they happen or after the fact.  Leaders think and plan ahead.
3. People.  Leaders deal with people.  People follow leaders.  It is amusing how many people assume they are a leader because they hold a position.  Real leadership occurs when people listen to you and do what you ask, go where you go and just plain get on with it.

If this subject interests you try looking at this article as well.

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Builing the Ideal Team

Teams don't just happen.  Teams are the sum total of a decision someone somewhere in an organisation has made.  The ideal team is one where you can start with a clean slate.  No rules, no history and no axes to grind.

Yesterday I had the opportunity to work as a part of a team of highly talented and motivated people.  So how does a team like that come about and what makes the team great?  Here are a few key points.

1. Variation of skills and abilities.  Great teams have people who are skilled in different ways.  On our team we have key players in their various organisations who have the ability to create significant change within their local organisation.
2. The ability to get along.  The team only comes together quarterly.  That means the team members never see each other at any other time or stage.  So when the team gets together there is limited time to spend mucking around.  Having people who get along on the team is vital.
3. People who know people know people.  The team we have was formed through friendships first, shoulder taps second and recommendation of others third.  Getting the right mix of personalities and skills can be hard.  My recommendation is that rather then adding someone to the team just so they can do work can be more harmful than helpful in the long run for the overall health of the team.

One team that I always think was formed well and operated with excellence was the administration team put together by John F Kennedy.  That team dealt with The Bay of Pigs affair, the Cuban Missile Crisis as well as Cold War political pressures.  JFK's team was pulled together with people of various backgrounds and with different talents to deal with the biggest issues in the world at that time.

So - what do you need a team for?  And who will you pick?

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Breeaking The Rules of Old Wisdom

If any one person or business has constantly set the bar far higher than anyone else - it's Richard Branson.  He is a man is willing to take a risk and throw caution to the wind to find success.

This great article - http://www.trendpov.com/node/384 -that sums up some of how Virgin works.

I encourage you to read it.