Category: MindShifts Matters Newsletter

18 Sep 2017

How to Stop Being a People Pleaser: 7 Powerful Habits

When you get stuck in the habit of trying to please other people pretty much all the time then it can have a sneaky and negative effect.

Not only on you but also on the people around you.  Because as you try to please:

  • You put on a mask and try to guess what to do while getting anxious and stressed.
  • You sometimes feel taken advantage off by others who use your people pleasing habit and you often feel out of tune with what you yourself deep down want.
  • It can also have an unintended effect on other people as they may see through your mask, start to feel your inner discomfort and stress themselves and get confused or upset because they sense you are not being honest and straightforward with them.

So being a people pleaser is often an even worse choice that one may at first think.

But how can you change this behavior and break the habit?

This week I’d like to share 7 powerful insights and habits that have helped me with that.

1. Realize that with some people it isn’t about you and what you do (no matter what you do).

Some people just can’t be pleased. No matter what you do. Because it’s not about what you do or do not do. It’s about him or her.

By realizing this and how you in the end can’t get everyone to like you or avoid conflict no matter what you do, you can start to let go of this ineffective and damaging habit.

2. Learn how to say no.

It’s of course hard to say no.  But it is vital for you own happiness, stress-levels and for living the life you truly want.

Here are 5 things that have made it easier for me to say no more often:

  • Disarm and state your need. It’s easier for people to accept your no if you disarm them first. Do that by, for instance, saying that you’re flattered or that you appreciate the kind offer. Then add that you, for example, simply don’t have the time for doing what they want.
  • If they’re pushy, add how you feel. Say that you don’t feel that this offer is a good fit for your life right now. Or that you feel overwhelmed and very busy and so you cannot do whatever they want. Telling someone how you honestly feel can help them to understand your side of the issue better. And it’s also a lot harder to argue with how you feel rather than what you think.
  • Help out a bit. If possible, finish your reply with recommending someone that you think could help out or would be a better fit for what they need. I do this quite often when I feel I lack the knowledge or experience that a reader or a friend is looking for.
  • Remind yourself why it is important to sometimes say no: You teach people by how you behave. They learn about you and your boundaries from your behavior. So if you stand up for yourself and say no and are assertive about what you don’t want then people will start to pick up on that. And over time you’ll encounter fewer and fewer situations where someone tries to be pushy or steamroll you.
  • It’s OK to feel a bit guilty about saying no (but you don’t have to act on it). Just feel it and be with that feeling for a while. But at the same time know that it doesn’t mean that you have to act on it and say yes or do what they want you to do.

3. People don’t really care that much about what you say or do.

Holding yourself back in life and trying to act in a way that is pleasing to others can, in my experience, come from a belief that people care a great deal about what you say or do.

But the truth is that while you may be the main character in your own life and head you’re not that in other people’s lives.  Because here’s the thing: people have their hands full with thinking and worrying about their own lives. They have their heads full with thoughts about their kids, career, pets, hobbies, dreams and worries or thoughts about what others may think of them.

This realization can make you feel less important. But it can also set you free.

4. Learn how to handle criticism and verbal lash outs (and the fear of that).

Sometimes it’s simply about the other person and his or her situation in life right now and not about what you did or did not do.  A few more things that help me to handle negative or critical messages are:

  • Wait before you reply. Take a couple of deep breaths in a conversation or a few minutes if you’re in front of your inbox. By doing so you’ll reduce the risk of lashing out yourself or making a mistake. Calming yourself down a bit before replying is pretty much always a good idea.
  • Remember: you can let it go. You don’t have to reply to all the negative messages you may get via email, social media or in real life. You can just say nothing, let it go and move on. This does of course not work in every situation but it’s important to remember that you from time to time do have this option.
  • It’s OK to disagree. This took me time to really get. Because I wanted to get people to my side. To make someone see things the way I did. But it’s also OK to simply have different opinions about things. And to leave it at that. I found that life became lighter and simpler when I started to accept this idea and perspective.

5. Set boundaries for yourself.

If you say no to yourself, if you set a few firm boundaries for yourself then it will, over time, become easier to do the same towards other people too. And these boundaries can also help you to focus better on what matters the most to you.

A couple of my daily ones that have helped me with both of those things are:

  • A start-time and a stop-time for work. I don’t work before 8 in the morning and my work computer is shut off – at the latest – at 7 in the evening.
  • Work in a no-distraction zone. I keep email notifications and messaging programs off. And my smart phone is on silent mode at the other end of our apartment.
  • Only check email once a day. Otherwise it’s easy for me to lose focus and to have too many thoughts swirling around in my mind while working.

6. Strengthen your self-esteem.

Why’s this important?

As you value yourself, your time, and your energy more, it becomes more natural to say no when you need to.  And criticism and negative words will bounce off of you more easily and more often.

Plus, you’ll be less concerned about getting everyone else to like you all the time. Because now you like and respect yourself more and your dependency upon what others may think or say, drops drastically.

7. Keep your focus on what YOU want out of your life.

If you know what’s most important to you and you keep your focus on that each day then you’ll naturally start to say no and stop being so people pleasing. Because now your energy and time is mostly focused on your needs and wants.

You’re not just drifting along anymore without a clear focus (which is great because when you lack that then it’s easy to fall into the trap of just going along with what someone else wants).

So how do you do this practically?

Well, fine-tuning what you want deep down might take some time. But a good start is this…

  • Ask yourself: what’s the top 3 most important things in my life right now? It could be your small business. Your family. Your career, health, dog, photography hobby, soccer, improving your social life or simplifying your home. Or something else.
  • Create 1-3 reminders. Write down your top 3 most important things on a small piece of paper. And put it on your bedside table so you see it first thing every morning. You can also create 2 more notes with the same answers to for instance put on your fridge and in your workspace.

These simple steps have helped me a lot to keep my priorities straight and to remind myself every day not to drift too much from what matters the most to me.

15 Aug 2017

The Heart of Entrepreneurship

So you want your business to be more entrepreneurial and your employees more innovative and productive? But what does that really mean to you? I suspect that you want your employees to still provide the service and quality on which you have and are building your reputation but with the added ability to add value to your business without you having to be there all the time to tell them how.

So how do you go about creating a more innovative and entrepreneurial environment?

Firstly we need to understand what entrepreneurship means. The press often define the term as starting and operating a new business. Managers on the other hand describe entrepreneurship in such terms as innovative, flexible, dynamic, risk taking, creative and growth oriented and these views are often used to describe the success of organisations such as Apple Computer, Google and General Electric.

However none of these definitions are precise enough for managers wishing a more entrepreneurial organisation. For every successful company there are thousands of new restaurants, clothing stores, and consulting firms who have tried to be innovative, creative and growth oriented – yet have failed.

So how can you be different? How can you make innovation, flexibility and creativity operational? To help answer these questions, we need to look at entrepreneurial behaviour.

Numerous writers on the topic suggest that the best approach is to view managerial behaviour in terms of extremes. At one extreme you have the entrepreneur who feels confident of his or her ability to seize opportunities, expecting surprises and the need to adjust to changes, with the ability to make the most of these changes and to make things happen. At the other extreme, you have the administrator who is fearful of change and the unknown and whose inclination is to bring things back to the way they were.

Most of us exist between these two extremes and research has shown that there is a close relationship between opportunity and individual needs. Companies of all sizes have difficulty in encouraging entrepreneurship when the individual’s needs and the company’s interest do not coincide. It is not an easy task.

The pressures that push a company to either end of the scale are often determined by factors of timing and resources coupled with personal, organisational and competitive forces.

However, the difference in approaches becomes apparent in response to the following questions.

Where is the opportunity for my business?

The first step to identify an opportunity requires a market or external approach rather than an internal or resource approach. It is important to remember here that most readily available information is generalised and intended to inform in a general way. Rarely is generalised information, which just about anyone can access, tailored enough to support business decision making, which has to occur in the context of a particular company’s situation.

The entrepreneur however is attuned to environmental changes, constantly scanning information, which may provide a favourable opportunity, while the administrator seeks to preserve resources and reacts defensively to possible threats.

Administratively oriented companies approach new opportunities more cautiously, while successful market oriented businesses are aware that change is inevitable and therefore keep their organisations learning.

Entrepreneurs are however not just opportunistic gamblers. They are also creative and innovative. They many not necessarily break new ground but perhaps may mix old ideas in such a way as to provide new services or applications. Some new software companies for example are simply altering slightly existing technology or repackaging it to accommodate new perceived market segments.

What resources do I have and how do I control them?

Necessity is the mother of invention and many people who start a business make imaginative use of their limited resources. An engineer may discover selling skills which she or he never knew they possessed or a restaurant owner may quickly adjust to waiting on tables. Most of the risk in entrepreneurial management lies in the effort to pursue opportunities with inadequate or inappropriate resources.

The only control that an entrepreneur needs from a resource is the ability to use it while an administrator believes that resources are inadequately controlled unless they are owned or on the payroll. Using external resources as required is in itself an opportunity to maintain costs while providing a service equal to or better than larger competitors. Entrepreneurs learn to use other people’s resources well while keeping the option open on bringing them in-house.

A small publishing company may hire a free lance to make editorial improvements, or contract with a typesetting company or binding company and even contract with a public relations firm to sell the book to stores. There is no need therefore to control all the resources necessary.

It should be remembered however that apart from the effective allocation of scarce resources, successful entrepreneurs seek plateaux of success where they can consolidate their gains before moving to pursue further opportunities. It is important, when possible, to pause to give both employees and internal systems time to adjust. This may not always be possible however as booming markets often don’t allow growing companies the luxury of a pause.

What structure is best?

In organising business, there is a distinct difference between the entrepreneur and the administrator. The entrepreneur tries to “feel” the way events are unfolding. The administrator on the other hand views organisational relationships more formally ie rights, responsibilities and authority.

Power and status, expressed in a hierarchy and financial rewards, push companies towards the administrative end with the control of the resources also influencing the approach to a business operation.

Businesses that use or rent resources by necessity develop informal networks both internally and externally from which new opportunities may be gleaned.

It is up to individual companies to allow favourable conditions for entrepreneurship to flourish. That means encouraging the pursuit of opportunity, the most appropriate commitment and use of resources and the breakdown of hierarchy. These goals are not that easy to reach particularly if your company needs to be turned around.

It is much easier and safer for companies to stay with the familiar than to explore the unknown. Only by encouraging change and experimentation can companies of all sizes adapt and grow in the midst of uncertainty.

 

17 Jul 2017

HOW HIGH CAN YOU JUMP?

A flea can jump up 7 inches (18 cm) and sideways 13 inches (33 cm) or about two hundred times the length of their own body! For you that would be about 200 times your height (900 feet)!

If you wanted to train a flea to perform in a flea circus, you find a short drinking glass. Find a bunch of healthy fleas (be creative!), put them in the container and cover the top. Don’t take the cover off for three days. When you do, you’ll see the flea only jumps as tall as the glass was and never again further! (This goes for their next generation of fleas too.)

Application for YOU – Do you have any unsuspected “flea training” in your life that whispers: “You can’t jump that high! Don’t even try!” Your history doesn’t create your future …(sometimes it can help), but sometimes it limits you in ways you’re blind to.

We all have choices in our lives – day to day choices, life choices, choices about our friends (we can’t choose our families – although we can choose how to behave/react with them!), choices about how we show up at work, our attitudes, our thoughts even our beliefs.  And the more coaching I do, the more I see how much we limit our choices to staying in the ‘safe’ zone (under that glass!).

Often times we become blind to the myriad of choices that are available to us as well as the range of options before us.

Why is that so?

The key element that defines our choices is our thinking.  Our thinking in turn is driven by the “personal” energy we have.

Our personal energy is affected by the sum of all of our life’s experiences. Our learning, beliefs, values, principles, emotional scars, and even our mother’s favourite sayings all aggregate together and help form the filters through which we view and live life.

For example, if your life’s experiences taught you to be overly cautious and fearful, then, when presented with a challenge, you will see that challenge through cautious and fearful eyes, and act accordingly.

Our personal energy is created by the interplay of catabolic and anabolic energy which drives our choices, our ability to change, and our ability to maximise our current strengths.

What do I mean by this?

Catabolic energy = destructive, contracting, resisting energy (cat = down, against)

Anabolic energy = constructive, expanding, fueling energy (ana = building, upward)

Both types of energies are valuable and applicable in certain areas of life.  Catabolic energy is necessary for immediate survival needs. If you were attacked by a lion, for instance, you’d want the burst of adrenaline and cortisol (catabolic hormones) to help you run as fast as you could.  As a short-term survival/coping mechanism, catabolic energy can work well.  Long term it is destructive and unsustainable.

Anabolic energy looks and feels different from catabolic energy. This energy is behind everything from creativity and intuition to compassion and caring. This type of energy fuels your body, your performance, your perceptions and choices, and your interactions.

The more anabolic, powerful energy you have, the more capacity, or potential, you have to achieve whatever it is you wish to do, and also, the more satisfaction you will experience in your life.

So is this the year that you will choose to take steps to create the life you want…and jump way before your height?

If you’re looking for a new direction, or to make those goals that seem so elusive become reality do this quick checklist. Yes, it’s simple, but take your time (reflect on where your thinking and judgments may be coming from) – maybe over your next cup of coffee.

Quick checklist to start the new financial year – list the three key items for each question:

  • What am I proud of accomplishing over the past year?
  • What didn’t I do that is still outstanding?
  • What am I most pleased with?
  • What am I most disappointed with? (don’t dwell on this – just note it down, it’s important to face your ‘failures’ and deal with them)
  • What would I like truly like to achieve this year in my:
    • Work life
    • Personal life
    • Health and Physical Goals

These aspects of your life are intertwined and will each impact on the other.

  • How will I make these become reality and am I ready to do this?

Taking the first step is the hardest but it is your choice whether you take that first step and the next one.

If you identify with the above, then I invite you as a valued reader, to chat to me over a coffee, in person, by phone or Skype and let’s see if you are ready to make your goals become reality THIS YEAR!

Any groundless or unrealistic beliefs will limit your energy and prevent you from achieving your goals – just like the lid on the flea training glass!

Working with a coach may help you leap even higher and in a coaching program, you can:

Consider your goals and aspirations

  1. Identify old assumptions holding you back
  2. Isolate and evaluate established, but unfounded and untested beliefs about your ability to achieve these goals
  3. Search for doubts about your worthiness to reach your goals
  4. Hunt for fears that may be lingering in your heart

 

My goal is to work with people for change – one person at a time.  What is yours?

 

 

 

 

 

17 Jul 2017

The One Constant In Our Life Is Change

“Human beings are works in progress that mistakenly think they’re finished.” Dan Gilbert shares recent research on a phenomenon he calls the “end of history illusion,” where we somehow imagine that the person we are right now is the person we’ll be for the rest of time. Hint: that’s not the case. WATCH THIS VIDEO BELOW!

 

15 Jun 2017

The New Supercompetitors

Since the mid-1990, the source of competitive advantage has been shifting.  Leading companies used to be diverse conglomerates that based their competitive strategy on assets, positions, and economies of scale. Today’s market leaders, by contrast, are more focused enterprises. If you aspire to become a supercompetitor, WATCH THE VIDEO BELOW:


If you haven’t done your analysis, maybe you might want to look at some techniques in my book here

15 Jun 2017

Competing with free

While some may only grudgingly admit it, competition is good for business. The presence of competitors means that there are plenty of paying customers around. Also, by creating choice, competition forces you to compete for your customers’ attention and money, which, in turn, improves your focus on what it is that makes your business and its products unique and valuable to your customers.

Equally, competition results in better business practices. By watching what your competitors do, you can learn about their business and, in turn, learn how to make your business more efficient. Having competitors in the market means you must continually stay one step ahead, which has a very positive impact on innovation and consumer demand.

But not all competition is good – or, at least, certain types of competition can be very bad for business.

The most dangerous competitor is one whose primary competitive tool appears to be aggressive price competition, either rapidly moving prices down or, worse, selling products or services below cost, in an apparent effort to win sales volume.

How can your business compete with an ‘irrational’ competitor who offers equivalent products or service below cost or for free?

The first step is to return to the basics of competitive strategy, which is defining your business goals and objectives. As Michael Porter has observed:

“Economic value is created when customers are willing to pay a price for a product or service that exceeds the cost of producing it. When goals are defined in terms of volume or market share leadership, with profits assumed to follow, poor strategies often result.”

Smart businesses shoot for margin, not sales volumes and market share. While huge top-line numbers might appear more impressive, Year 9 maths belies the myth of market share: it is just as profitable to sell 1,000 widgets for $50 with a $5 margin as it is to sell 5000 widgets for $20 with a $1 margin.

Where you face intense (even irrational) price competition from one or more competitors, it is important to refocus your efforts on developing a value proposition that delivers a benefit, or set of benefits, that is different from that of your competitors and that creates unique value for a key set of customers.

Refocusing your efforts to target consumer segments for which you are able to create unique value, or which fall outside those segments targeted by price-driven competitors, will require strict discipline.

Usually it will involve making a series of trade-offs, such as ceasing development of certain product features, or abandoning certain market activities. The end objective is redefining your value proposition to avoid head-to-head competition with price-oriented competitors, and shifting your focus to those customers’ needs for which you have a competitive advantage in addressing.

It is also important to understand the underlying cause of the competitor’s apparent ‘irrationality’. It may be that the competitor is merely responding to competitive moves by other businesses – including, perhaps, yours.

You should review your recent market initiatives to determine whether they triggered the problematic response. You should also review how you are communicating your business’s strategy to the broader market.

Very few business leaders are, in fact, irrational, and if your competitors are able to mark out a discrete section of the market to play in, without going into head-to-head competition, they usually will.

Adapted from ” Competing with Free” by Mark Neely.

 

09 May 2017

The Paradox Of Choice

Psychologist Barry Schwartz takes aim at a central tenet of western societies: freedom of choice. In Schwartz’s estimation, choice has made us not freer but more paralyzed, not happier but more dissatisfied. This is a wonderful video on the power of choice, watch it now.

 

 

                                                                                                                                                                                 

16 Jan 2017

INSTEAD OF RESOLUTIONS

Here are 8 thought provoking questions as you start the new year:

1. What am I doing when I feel most beautiful, or when I have been at my best?

2.  What is something you believe that almost nobody agrees with you on? (This is very tough question as originality is deceptively hard).

3. What are your superpowers? (tip – understand your strengths!)

4. What are you willing to try now that is new or different?

5. Say 10-30 years from now and looking back on your career, what do you want to say you have accomplished?

6. What would you include on your list of hoped for achievements?

7. In the next couple of years, what would you have eliminated off your bucket list?

8. What is your sentence?

Adapted from: Berger, W., “Find Your Passion with these 8 Thought-provoking Questions”, www.fastcompany.com, April 14, 2014

15 Nov 2016

Need To Overcome Negative Thoughts?

Here we are rushing to the end of another year – only 5 weeks to Christmas – and you may be questioning where has the year gone and what is going on in the world. So much change, so much to keep up with!

All this may be overwhelming and it may start to drag you down. You could start to feel sorry for yourself, or maybe you are worrying more, or questioning ‘what’s the point?’ On reflection, maybe you didn’t achieve what you wanted to in 2016 and maybe the world news are just putting you in a funk!

Negative thoughts can be toxic, can build up and quickly make us feel depressed, sad, lost and sometimes hopeless.

Here are a number of suggestions to overcome negative thoughts, which might help you move to a more positive frame of mind in readiness for the end of the 2016:

1. In every situation there is a silver lining – Ask yourself what is the one good thing you can identify in this negative situation? What is the one thing you could learn from this?

2. Replace the negativity in your life – What are the 3 top sources of negativity in your life right now? What can you change about these 3 sources? It is OK to take small steps when dealing with this. Alternatively you can keep reminding yourself of tip No 1.

3. Talk to someone – keeping negative thoughts bottled up is not helpful. Find someone you can share or vent with. And then see if you can together find a more positive approach to relieving the negative thoughts to move forward.

4. Are you making a mountain out of a molehill? – think through the negative thought. Are you making the issue bigger than necessary? Think would it matter in 3 or 5 years? What about next month? What would a friend or family member say? When we focus on a problem or issue, it becomes all encompassing and it no longer is in perspective. Asking yourself whether the issue is really in perspective is an important way ot manage negative thinking.

5. Be grateful for what you do have – this is my favourite No. 1 negative squasher! List what you have to be grateful for and remind yourself of these things for a week. Grow the list if you can every day.

6. What about going for some exercise? – Endorphins are a wonderful recharger. When you exercise, you body releases chemicals call endorphins, which interact with the receptors in your brain. These trigger a positive feeling in the body and improved self-esteem, providing a more positive and energized outlook on life.

7. Pay it forward – If you want to feel positive then bring positivity into someone else’s life. Do an act of kindness and/or generosity; give a compliment; help out, etc. By adding positivity to someone else’s life, you too can start to feel better and more optimistic again.

8. Start tomorrow with a positive tone – set yourself a reminder the night before of a positive action you are going to take the following day. Make sure you can see it clearly the moment you wake up. Repeat it to yourself a couple of times during the day if you want.  Savour it!

Each of these will help take those negative thoughts away. Give it a go – what have you got to loose??

Let me know which ones you think help you the most. If you want to talk about it more, give me a call.

 

 

 

 

 

 

15 Sep 2016

What To Do When You have To Work With Someone You Don’t Like

You’re not alone!

Most of us at some point in time have to work or collaborate with someone we can’t stand.  A wonderful article by Peter Bregman was recently published in the Harvard Business Review on this very topic and I really liked the insights he provided to guide anyone on improving working relationship.

  • Accept that you are not going to like everyone.

It’s inevitable you will encounter difficult people who oppose what you think, believe and feel. Conflicts or disagreements are a result of differences in values.

That person you don’t like is not intrinsically a bad human. The reason you don’t get along is because you have different values, and that difference creates judgment. Remember not everyone is like you. If you can accept that not everyone will like you, and you won’t like everyone, then this realisation can take a lot of the heavy emotion out of the situation.

  •  Turn inwards and focus on yourself

It’s important that you learn how to handle your frustration when dealing with someone who annoys you. Instead of thinking about how irritating that person is, focus on why you are reacting the way you are. Sometimes what we don’t like in others is frequently what we can’t stand in ourselves.

Recognise the triggers that might be complicating your feelings. You may then be able to anticipate, soften, or even alter your reaction. Remember: it’s easier to change your perceptions, attitude, and behaviour than to ask someone to be a different kind of person.

  •  Check your own expectations

It’s not uncommon for people to have unrealistic expectations about others. We may expect others to act exactly as we would, or say the things that we might say in a certain situation. However, that’s not realistic. Expecting others to do as you would do is setting yourself up for disappointment and frustration.

If a person causes you to feel exactly the same way every time, check your expectations and adjust appropriately.

  •  Be compassionate with yourself

And remember: “Being compassionate with yourself is the key to being compassionate with others”

When you give yourself unconditional love, compassion, forgiveness, and acceptance, you’re then able to give that to others.

Want to read the full article here

 

 

15 Sep 2016

10 Ways To Have Better Conversation

When your job hinges on how well you talk to people, you learn a lot about how to have good conversations. Celeste Headlee has worked as a radio host for decades, and she knows the ingredients of a great conversation: Honesty, brevity, clarity and a healthy amount of listening. In this insightful talk, she shares 10 useful rules for having better conversations. “Go out, talk to people, listen to people,” she says. “And, most importantly, be prepared to be amazed.” Watch this delightful video below and I hope you have better conversations.

15 Aug 2016

Top 3 Barriers To Growth

When I came across the results of this survey I did not know whether to cry or laugh. Instead I remembered a saying my father used to say: “the more things change, the more they stay the same.” And stay the same they have. These results are similar to survey results I had over 20 years ago. What am I talking about?

Held in conjunction with ‘AccountantsDaily’ earlier this year, My Business surveyed over 647 SMEs across Australia to get their take on what they saw as growth barriers to their businesses. Most (58%) said that they have been operating their businesses for 11+ years. We can say then that these businesses have been around a while.

So what were the top three barriers?

 1. Attracting new Customers – 34.2%

2. Availability of skilled staff or experienced managers – 14.9%

3. Competition – 10.5%

Each of these relates to the market or competitive environment. None of these are internal issues. If nearly 60% of your growth barriers are external why is it that business executives are so internally focused?

What does this say about the quality of strategic planning, marketplace knowledge and competitive thinking? Want to lower your barriers to growth? Then take the time to understand your competitive environment. Or you could give us a call.

 

 

 

15 Aug 2016

Coping With Ambiguity

A wonderful article about Competitive Intelligence by my friend and colleague Ben Gilad & Magnus Hoppe was published recently in the Harvard Business Review. Here is a brief overview of the article.

While mistakes allow individuals to learn and grow, they can also be very costly to any company. You may recall the Maggi’s Noodle Crisis in 2015 in India, which resulted in a loss of $277 million in sales, a five-month ban on Maggi and a cost of $70 million in the recall. The damage to the brand name was even larger – half a billion dollars. Paul Buckle, Nestle’s CEO, was quoted by Fortune as saying, “This is the case where you can be so right and yet so wrong… We live in an ambiguous world. We have to be able to cope with that.”

Nestle was not able to cope with that – but a competitor was.

Baba Ramdev, owner of the fastest growing local consumer goods company in India, took advantage of Nestle’s mistake by launching a product advertised as ‘healthier’ and at a lower price point than Maggi.

The really frustrating thing about the story above, is that so few companies learn from such mistakes.

So what can you do to avoid similar mistakes in the future?

According to Gilad and Hoppe, “we must start to think differently about how business, management, and strategic intelligence works. What companies today need isn’t meticulous plans, but to constantly reassess the business and its markets and competitors.“

How often do you reassess your business environment? How can different areas of management work together on creating insights that have real competitive implications?

Below are four radical changes that will get the ball rolling for you:

 

  1. Manage talent differently – recruit different mindsets. Self-hiring is indeed most dangerous in an ambiguous world.
  2. Use competitive intelligence differently – think of it as a process for organisational thinking to outsmart competitors in an ambiguous world.
  3. Work together – with decision makers for better outcomes
  4. Study personal use of intelligence – understand how intelligence is used to enhance organizational learning

Want to read the full article: https://hbr.org/2016/06/the-right-way-to-use-analytics-isnt-for-planning

How are you coping with ambiguity?

14 Jun 2016

The High Costs of Wrong Decisions

We know that companies who place a greater emphasis on information content in their business decisions will be those that face fewer surprises. In fact, getting the right information will be a key success factor for companies in the 21st century.

So why do so many businesses shy away from investing in some research about a new product idea, an acquisition, or business expansion opportunity, but will happily plunge ahead with a scheme and rack up million dollar losses when it turns out to be a dud! Why is it that so many companies keep making costly mistakes?
(more…)

14 Jun 2016

Does collecting more data lead to better decision-making?

Competitive, data-savvy companies like Amazon, Google and Netflix have learned that data analysis alone doesn’t always produce optimum results. In this talk, data scientist Sebastian Wernicke breaks down what goes wrong when we make decisions based purely on data — and suggests a brainier way to use it. This wonderful video addresses the difference between successful decision-making and unsuccessful decision-making —  with data. I highly recommend this video.

17 May 2016
Simplify Your Strategy

Understanding Strategy

Strategy is the domain of leaders and getting everyone on board is a critical element for strategic success. However for a strategy to influence action, it must be remembered. To be remembered, it must be understood, To be understood a strategy must be simple. This wonderful video addresses how to simply strategy.

Donald Dull from Harvard  poses three questions to break down complex strategies in actionable steps. I highly recommend this video.

17 May 2016
Energy Leadership

What is Energy Leadership?

Energy LeadershipEnergy Leadership™is the process that develops a personally effective style of leadership that positively influences and changes not only yourself, but also those with whom you work and interact, as well as your organization as a whole.

As individuals, we view the world through filters (based on our experiences, values, assumptions, etc.). Those filters will either limit what we see or expand what we see. As a result, they impact how we perceive and what we think about our circumstances. Throughout our whole life, we’ve unconsciously developed filters, which may be holding us back from seeing the full potential of ourselves and what our life and career have to offer.

Leadership: EVERYONE is a leader either by choice or default.

Leadership is how you interact with everyone, including yourself. Leaders are quite visible within small and large businesses. We tend to think of them as business owners, CEO’s and managers at all levels. Traditionally, leadership also extends into politics and other global affairs. However, parents, therapists and health care providers, solopreneurs, sports coaches, consultants, mentors, partners in relationship, teachers, authors, and others who interact with people on a regular basis are all leaders.

If we don’t think of yourself as a leader, then you are limited in your thinking. Leading is the way we help move people into action, including us. The question is not whether or not we are leaders, but how well we lead.

Energy – The Two Streams In Life – Which One Do You Swim In? 

A relentlessly damaging stream is flowing through the world. This stream is not created by water, but by fear. It is the Stream of Unconsciousness.

Its constructive counterpart, the Stream of Consciousness, flows through only a few of the world’s homes and organizations and is fed by creative and positive thinking that produces questions like “What’s right,” “What’s the opportunity here,” and “How can we make this work?” In contrast, the Stream of Unconsciousness is based on only one question: “What’s wrong?” This stream is the one most of us have been trained to see, listen to, drink from, and bathe in since birth.

During any typical workday, most people spend a great deal of time focusing on what’s wrong — with their family, their jobs, their projects, their colleagues, their relationships, and their lives. At work, it’s not surprising that studies show that more than 50 per cent of the people in a nation’s workforce would choose, if they could, to quit their jobs.

What will it take to shift the pressure and negativity that surrounds not only our careers but our personal lives and the state of our communities?  What will help employees to be productive, content, and have a positive view of both the organizations they work for and the people they work with?

Catabolic and Anabolic Energy: The Two Forces That Create Your World 

More than a hundred years ago, Albert Einstein addressed the scientific community, passionately presenting the idea that everything we see, hear, taste, touch, and smell is not matter, but energy.  Everything that “matters” is energy.

On an energetic and cellular level, catabolism usually refers to a breakdown of complex molecules, while anabolism is the opposite.  When you hear about a person’s catabolic or anabolic energy, however, it’s a broader statement about destructive and constructive forces in an entire person, who is made up not only of individual cells but also of anabolic and catabolic thoughts and beliefs.

Anabolic and Catabolic energy are predominant in organizations as well as people.  Many organizations experience catabolic energy by constantly reacting to their circumstances with worry, fear, doubt, anger, and guilt.  And thoughts are indeed contagious.  When even a few people in an organization have negative feelings, it can spread like a virus. “Group think” sets in, and their thoughts become group “fact.”  Once that occurs, the company can implode energetically in a swirl of gossip, negativity, conflict and contempt.

Remember that “group think” begins with “leader think”. At its core, an organization strongly reflects how its leader thinks, feels, and acts.

Anabolic leaders have the ability to motivate and inspire themselves and others to do extraordinary things.  They have the ability to make energetic shifts in all levels of the organization.  The most successful organizations are those that are filled with powerful, positive, anabolic leaders, and that means everyone in the organization, not just the “ones at the top.”  No matter how effective or ineffective you currently are in your role, you can transform yourself and others, as well as your organization, into a thriving, inspired, positive, productive, and successful entity. And, thus begins your journey to become the Ideal Leader.

The Energy Leadership Index (E.L.I.) is a unique assessment that enables participants to get a snapshot of their perceptions, attitudes, behaviours, and overall leadership capabilities. The Energy Leadership Index assessment reveals what specific filters you’ve developed and how those filters are influencing the results you’re achieving.

In a way, it’s a snapshot of you, and how you show up in the world. It shows the effects of stress on your performance and targets areas where you can shift your energy to be more successful.

 Key benefits

  • Increase self perception
  • Identify areas for growth
  • Create a roadmap for change
  • Identify and work through blocks to achieve results
  • Understand how to reduce your stress

 Want to learn more, email me at Babette@mindshifts.com.au or give me a call on (02) 9411-3900

Article adopted from © IPEC, www.ipeccoaching.com