FOCUS: Are They Twist Ties or Trust Ties?

Trust

Trust is more than a High Five!

Building trust is vital and required.
If you aren’t found to be trustworthy, that pretty much puts the end to having the kind of impact you want to have, whether personally or in business. While the same goes for those around you, you are the only one that can work on your own trustworthiness.

This week I read another mind-provoking article by Valeria Maltoni entitled “What Do We Do About Trust?”.  This led me to get a copy of a book mentioned in the article, The Thin Book of Trust by Charles Feltman, which I devoured in a couple hours. If you have a couple of hours (plane trip, hot afternoon on the patio, etc.) I recommend this. It is relatively short, very well written and focused on the topic in a way that you can absorb and use.

I am utterly fascinated by all of the relationship, network, cognitive and behavioral topics that surround us as human beings in our society and how they influence and guide our businesses and personal lives. Whether psychological studies into why we act the ways we do as they apply and “infect” other areas of study (like Behavioral Economics…how this influences how we actually make choices, both as business owners and consumers, and being aware of the WHY of these actions), to the kinds of thought and work that can make your business more effective, including marketing, VACC (Visitors/Audience/Customers/Community) and content research/strategies, along with the kinds of cognitive bias that keep us from being as successful and happy (…frankly…) as we can be. Much like the world of physics crawling toward The Grand Unifying Theory of Everything (not to be confused with the Answer to the Ultimate Question of Life, the Universe, and Everything…), I feel there are a lot of overlaps and supporting science and studies that lead to A Grand Unifying Theory of How We Actually Think and Get Along.

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Can You Attack the Same Problems with Novel Perspectives?

Strategizing

Strategizing

A hundred people at an event heard the word “Strategy” as part of a presentation I gave recently. Likely there were at least a hundred different interpretations and mental pictures that lit up for the attendees, some very related and others quite different from the others. Each was a product of their experience, education, beliefs and prejudices. This fact gets to the heart of effective, and ineffective, communication….always a challenge, but a well known one. As Valeria Maltoni has written, “There is more to semantics than meets the eye.”

Just like having a solid business plan, having a marketing strategy that supports and advances that plan is crucial to success. Many programs, classes, books, and online tools (along with tips and suggestions of varying degrees of helpfulness….) may help you assemble a business plan that will pass muster and get you going. To many entrepreneurs and business owners, though, marketing strategy embodies a different kind of geography in their thoughts and can have too many connotations to list. Nonetheless, here are two thoughts you need to consider, regardless of your particular definition:

  • Vision without action is a daydream. Action without vision is a nightmare. – Japanese Proverb
  • However beautiful the strategy, you should occasionally look at the results.  – Attributed to Winston Churchill
What does a strategy get you? It can establish a specific direction, a foundational launch pad, for your business, focus your resources, generate a plan that is both effective and agile, and give you a reliable way to “gut check” your direction and efforts over time. Most business owners I have met are world-class technicians, but struggle with strategy. Even those who have had some education and experience in that area can suffer from being too close to their particular industry and business, thereby missing the “We don’t know what we don’t know” gaps in what they put together. What they need to do is get some expert help putting together (or reworking…) their marketing strategy….bring someone on board to view these problems in new and novel ways.

All of the books, articles, templates and other information inputs we encounter bang on about the importance of goals. When I initially think of goals, especially in the U.S., I am presented with the mental picture of a football goal post. This implies that once I Hit The Goal, I’m done. Of course, many of the resources I mentioned earlier encourage you set new goals, circling back and starting the circle of attainment over again. That just feels kind of jerky to me. In her article “On Strategizing” Maltoni quotes Scott Adams on why a system is more useful than goals:

“For our purposes, let’s agree that goals are a reach-it-and-be-done situation, whereas a system is something you do on a regular basis with a reasonable expectation that doing so will get you to a better place in your life. Systems have no deadlines, and on any given day you probably can’t tell if they’re moving you in the right direction. My proposition is that if you study people who succeed, you will see that most of them follow systems, not goals.”

I tell my clients that, once they build and initialize their strategy, implementation becomes a “horse they cannot get off of.” The majority of them are not happy with that message. As a business owner, if they’re involved in a project, they want it to be a project….that is, it is this lump of work that they (or the hired expert…) can complete and get off of my desk, so they can move onto the next project and get back to selling their products and services. When reminded of the importance of working ON the business as well as working IN the business, and how it strengthens the business, the strategizing process and system look much more valuable and key to growth. The dynamics of every business now require a consistent process and may require much more frequent course corrections than in the past (or in the past as we perceived it…). A sustainable business depends on making dynamic choices. Regular, if not constant, co-ordination of the current state of things with what is on hand to work them out is the new norm….fixed objectives are not viable because of the more frequent and unknowable disruptions our society and world endure daily.

So, the novel view: A Strategy feels like a “One-And-Done” item which, sadly and frequently, ends up in a filing cabinet. Strategizing is an action word. It’s something you do with some kind of frequency because of the need for it in your business. Again, many business owners are not expert strategizers, and that’s OK. As I mentioned, they are world-class technicians for their business’ focus. Do some research, get some recommendations, and start up a valuable relationship with an expert strategizer for your business.

What could be more valuable than establishing your business system of growth and success, and not just “hit the sales goal for this quarter”?

Is Your Tribe Remarkable, Unfocused or Mainstream?

Which Tribe do you belong to?

That seems to be an over-riding, occasionally unsaid, concern in our society. Conservative or Liberal? Religious or Agnostic? One percent or ninety-nine percent? Blue collar or white-collar? Introvert or extrovert? College Graduate? Technical? Gender? Race? We have innumerable ways of identifying, classifying and limiting the understanding of ourselves and those around us.  Labels and categories carry assumptions and expectations, whether they’re true or not. And how much of this relies upon context? It’s something that has challenged our species for all time and it doesn’t seem to be getting better….

That’s a pretty broad brush with which to start a conversation.

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Will You Compare the Truth About Audience vs. Community?

My Audience

My Audience

My Community

My Community

How you interact with your customers and prospects can show you (and them…) how you think of them. Without resorting to standard definitions, I visualize the difference this way:

AUDIENCE: I am in front of a group of people who are facing me. I’m speaking and they’re listening (or at least I HOPE they are….). I look into their faces and watch their body language, but it is difficult to get a real assessment of whether I’m connecting with them or not. Having been in audiences before I know how easy it is to “look engaged”. I also notice how many are working their smart phones, tablets and laptops….I hope they’re taking notes, but probably not. At the end of the talk, there are a few questions that I answer, but many more of the audience arise and leave. There is a little bit of chatter between a few of them as they head out the door, but I have no idea what it could be about. Unless I’ve given them some sort of meaningful survey or method of valid feedback to learn what their experience was, I really don’t know.

COMMUNITY: I am moving amongst several groups of people that are part of a larger group of people meeting here. There are discussions going on in each of them, some about the bigger group, some about the smaller groups, some about processes and business, and some about their lives outside of the groups. People move easily between the smaller groups as they become interested in them. I get to move through each of the groups, listen and take part in the discussions. There is a much stronger sense of “belonging” and being invested in what’s going on. Fewer people have their phones out, except to check their calendars in order to set up personal meetings with other members of the community outside of this larger meeting. Some members stay in one small group the whole time, but they seem very engrossed in the conversation while not taking it over. Each member of the community can build a more authentic relationship with another (according to what they are comfortable with…), resulting in trust and, when the time comes, that crucial recommendation, referral, or sale. While the relevance of the overall community experience may be still somewhat hidden from me, I can learn a lot by listening, observing and asking appropriate questions.

Community is harder…is it worth it?
How do you communicate and reach out to your customers and visitors?

What’s the difference to your business?

Do you care enough about your business to figure out how this might work for you and your customers?

Good questions.

What are your answers?

What are the Secrets to Being a Remarkable Leader?

Who’s your leader?

I have been fascinated for years by leaders and leadership. This has come about for a few different reasons.

As I have moved from the military to academic, then corporate and now entrepreneurial environments, I have experienced a huge spectrum of leaders and leadership styles (or lack thereof…), and have benefited from the journey. Whether I have worked for the best or the worst, I have learned a lot.  Reading about leaders and how they work with their teams and interact with people has been very interesting too. I always enjoy the more comprehensive view into their lives and who they actually were, the god and the bad. that comforts me as a human being, knowing that those who have been placed in these places of leadership suffered from flawed personalities and persevered.

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WANTED: Simple, Direct and Terrific Vision, Mission and Goals!

It’s enough to drive you nuts…

I mentioned in an earlier post that I am working through the vision and goals for my business networking chapter. Having arrived at a pretty good idea of how these are different, I run across a number of online discussions about the difference between the vision and the mission.

Sigh….so, I can either ignore this or continue my research and discover if there is anything here that will help me and my team come up with something that will truly help our group.  I’m always up for learning more, so here we go!

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7 remarkable lessons I learned from physical therapy

A result of my recent annual physical was getting a referral from my doctor for 4 weeks of physical therapy to help deal with a long-standing issue I have with shoulder and neck pain that links to severe headaches. I just finished up this course of therapy and am likely going to be getting some more, since it is helping a lot.

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