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Hub You - What Are You Waiting For?
Voracity is a very powerful emotion that, if harnessed properly, can be both self-serving and profitable for any business. The secret is to find a way to create an environment where selfishness can and will serve two masters. How can that be done? I'm glad you asked!Remember why you came to work today, and be honest with yourself. Your first answer (company line) is that you wanted to get started on making your company the best and most highly-respected in the nation or the world. But ask again, this time giving yourself a chance to reflect a bit further. OK, so you might have come to earn a paycheck so that you can pay the bills and possibly have a little left over to spend on yourself. The i
A crucial mindset is to ensure that you regard the person with the new idea or concern as an intelligent professional with a valuable contribution that you haven't heard before. Be honest - how many times does respect go out of the window when people bring up topics that seem contrary to your agenda?
The skills required include a certain type of listening. Usually we listen to what people say and at the same time compare it to our own view, dismissing or invalidating things that don't fit. The listening we're talking about is one where your own views and beliefs are consciously set aside. Listen to something completely free of your own agenda. When you do this, there is always something new to be heard.
<When we're looking for work, we read job announcements, newspaper classifieds, and online descriptions carefully, concentrating on every word. Too often, we see that a particular skill or certain experience is sought.With a sinking feeling, we realize that we don't have exactly what the employer is looking for and, regretfully, move on. But wait a minute! Job announcements are written to include everything the employer would like to have, not necessarily what is absolutely required. If you have at least a few of the skills listed, apply anyway and let the potential employer, not your own lack of self-confidence, screen you out.Unless there are absolute requirements such as licensure or ce
- I really should talk to him about...
- We should expand our business in...
- Why did he make that decision? It doesn't make sense to me...
- Why don't we process these invoices in a different way...
- Wouldn't it be great if...
- If we did it this way it would be much more efficient/reliable/effective
- Why do we need to send this to X every month/at all?
Every one of these thoughts could be the source of resolving a problem, or the seed of a great opportunity. Over many years, working with peopleon solving problems and capturing new opportunities, we have consistently seen these unspoken or ignored ideas form the basis for a solution that everyone can buy into.
Why don't you address these thoughts right away?
In our experience there are two major factors that work together to stop people addressing issues immediately or at all:
You stop yourself. Almost always it's a personal fear that stops you. This fear is something that, if you examine it honestly, has no basis in reality. The problem is that we often don't examine why we hesitate to act on our thoughts - to do so would be uncomfortable. We'd rather say, "I don't have time to deal with it", and let it gather dust in the back of our minds. Time, by the way, is never a valid reason for ignoring things. When you have a thought that you are excited about and there's no fear attached, you always find time to do something about it!
Take some time and go through your list - what's the reason that you haven't acted on each thought? Now examine your reason from a third person's point of view - ask a trusted friend or mentor, if you find it hard to step outside your usual limits. Poke holes in your reasons and excuses. Are your reasons valid? You will usually find that you've made an assumption that is untested or isn't exactly true.
The environment doesn't support it. By environment we mainly mean people. People get together and validate the fears they share:
- "yeah, she'll never listen to that idea"
- "you're right, the company would never fund the research"
- "he never does anything about new ideas"
In most organisations individual leaders want people to come forward with new ideas, be proactive with issues and voice concerns immediately. Butthey are often unaware that they themselves are buying into the prevailing "yeah, buts" and so fostering an environment that stifles risk and innovation.
If you are an organisational leader whocomplains about lack of innovationin your team, ask yourself where and how often you allow yourself toassume an idea won't work and hold back out of embarrassment or fear. If you yourself fall into the trap, how can you possibly create an environment which encourages others to step forward!
How can you create an organisation that fosters innovation?
Creating the right environment is a matter of managing key mindsets, skills and structures:
A crucial mindset is to ensure that you regard the person with the new idea or concern as an intelligent professional with a valuable contribution that you haven't heard before. Be honest - how many times does respect go out of the window when people bring up topics that seem contrary to your agenda?
The skills required include a certain type of listening. Usually we listen to what people say and at the same time compare it to our own view, dismissing or invalidating things that don't fit. The listening we're talking about is one where your own views and beliefs are consciously set aside. Listen to something completely free of your own agenda. When you do this, there is always something new to be heard.
If you stay in business long enough you will witness the good side and the bad side of business life. It is an unfortunate fact of life that things never run smoothly all of the time, in fact they have a way of turning bad when least expected.One of the most difficult decisions a business owner can face, is deciding if their businesses worth recovering? To find the true answer to this question it is sometimes worth employing the opinion of an outside agency. This agency will carry out a complete audit and report their finding to you, the good thing about employing an outside agency is they are devoid of emotion towards the business and deal purely with facts and figures.If the company is
Why don't you address these thoughts right away?
In our experience there are two major factors that work together to stop people addressing issues immediately or at all:
You stop yourself. Almost always it's a personal fear that stops you. This fear is something that, if you examine it honestly, has no basis in reality. The problem is that we often don't examine why we hesitate to act on our thoughts - to do so would be uncomfortable. We'd rather say, "I don't have time to deal with it", and let it gather dust in the back of our minds. Time, by the way, is never a valid reason for ignoring things. When you have a thought that you are excited about and there's no fear attached, you always find time to do something about it!
Take some time and go through your list - what's the reason that you haven't acted on each thought? Now examine your reason from a third person's point of view - ask a trusted friend or mentor, if you find it hard to step outside your usual limits. Poke holes in your reasons and excuses. Are your reasons valid? You will usually find that you've made an assumption that is untested or isn't exactly true.
The environment doesn't support it. By environment we mainly mean people. People get together and validate the fears they share:
- "yeah, she'll never listen to that idea"
- "you're right, the company would never fund the research"
- "he never does anything about new ideas"
In most organisations individual leaders want people to come forward with new ideas, be proactive with issues and voice concerns immediately. Butthey are often unaware that they themselves are buying into the prevailing "yeah, buts" and so fostering an environment that stifles risk and innovation.
If you are an organisational leader whocomplains about lack of innovationin your team, ask yourself where and how often you allow yourself toassume an idea won't work and hold back out of embarrassment or fear. If you yourself fall into the trap, how can you possibly create an environment which encourages others to step forward!
How can you create an organisation that fosters innovation?
Creating the right environment is a matter of managing key mindsets, skills and structures:
A crucial mindset is to ensure that you regard the person with the new idea or concern as an intelligent professional with a valuable contribution that you haven't heard before. Be honest - how many times does respect go out of the window when people bring up topics that seem contrary to your agenda?
The skills required include a certain type of listening. Usually we listen to what people say and at the same time compare it to our own view, dismissing or invalidating things that don't fit. The listening we're talking about is one where your own views and beliefs are consciously set aside. Listen to something completely free of your own agenda. When you do this, there is always something new to be heard.
<People may be quick to tell you that you have a dream job. They see the nice house you live in and the new car in your driveway. You can pay your bills every month, and you have money left over to take trips for vacations or go out and buy your fabulous flat screen television (latest model, of course!).Yet, deep down, you know this isn't your dream job. It might have been so a few years ago, but now you may be feeling like that once-upon-a-time dream job has turned into a bit of a nightmare - and it's getting worse. Sure, it pays well, but, actually, you realize you hate your job. Time for something new and a change?Look at these top eight reasons for a job change and see any fit your sit
Take some time and go through your list - what's the reason that you haven't acted on each thought? Now examine your reason from a third person's point of view - ask a trusted friend or mentor, if you find it hard to step outside your usual limits. Poke holes in your reasons and excuses. Are your reasons valid? You will usually find that you've made an assumption that is untested or isn't exactly true.
The environment doesn't support it. By environment we mainly mean people. People get together and validate the fears they share:
- "yeah, she'll never listen to that idea"
- "you're right, the company would never fund the research"
- "he never does anything about new ideas"
In most organisations individual leaders want people to come forward with new ideas, be proactive with issues and voice concerns immediately. Butthey are often unaware that they themselves are buying into the prevailing "yeah, buts" and so fostering an environment that stifles risk and innovation.
If you are an organisational leader whocomplains about lack of innovationin your team, ask yourself where and how often you allow yourself toassume an idea won't work and hold back out of embarrassment or fear. If you yourself fall into the trap, how can you possibly create an environment which encourages others to step forward!
How can you create an organisation that fosters innovation?
Creating the right environment is a matter of managing key mindsets, skills and structures:
A crucial mindset is to ensure that you regard the person with the new idea or concern as an intelligent professional with a valuable contribution that you haven't heard before. Be honest - how many times does respect go out of the window when people bring up topics that seem contrary to your agenda?
The skills required include a certain type of listening. Usually we listen to what people say and at the same time compare it to our own view, dismissing or invalidating things that don't fit. The listening we're talking about is one where your own views and beliefs are consciously set aside. Listen to something completely free of your own agenda. When you do this, there is always something new to be heard.
<If you've never issued a free press release about your business, then you must issue the first of many tonight before retiring to bed.Q When does one issue a press release?A As often as possible. If you launch a business, issue one. If you launch a new website, issue one. If you make a donation to charity, issue one. If you redesign your website, issue one...the list is endless. If you promote an employee, add a new product line, etc, etcQ Is it possible to create 'Press Release Spam'?A Yes. Make sure that what you have to say is news-worthy. (See above). It's possible to issue them too often. People will get tired of you and they'll stop picking up and distributing/publishi
In most organisations individual leaders want people to come forward with new ideas, be proactive with issues and voice concerns immediately. Butthey are often unaware that they themselves are buying into the prevailing "yeah, buts" and so fostering an environment that stifles risk and innovation.
If you are an organisational leader whocomplains about lack of innovationin your team, ask yourself where and how often you allow yourself toassume an idea won't work and hold back out of embarrassment or fear. If you yourself fall into the trap, how can you possibly create an environment which encourages others to step forward!
How can you create an organisation that fosters innovation?
Creating the right environment is a matter of managing key mindsets, skills and structures:
A crucial mindset is to ensure that you regard the person with the new idea or concern as an intelligent professional with a valuable contribution that you haven't heard before. Be honest - how many times does respect go out of the window when people bring up topics that seem contrary to your agenda?
The skills required include a certain type of listening. Usually we listen to what people say and at the same time compare it to our own view, dismissing or invalidating things that don't fit. The listening we're talking about is one where your own views and beliefs are consciously set aside. Listen to something completely free of your own agenda. When you do this, there is always something new to be heard.
<5 CRITICAL REASONS THE SINGAPORE GIRL MUST STAYAbout 2 weeks ago Singapore Airlines (SIA) announced that they were opening their account for ad agencies to tender. This is after they had been with Batey Ads for 35 years. And the inevitable question predictably came up: Will the Singapore Girl, the icon of SIA, stay or will she go?I found even the slightest idea of dumping the Singapore Girl is… erm… Dumb! Below is my raw, politically incorrect opinion on the issue. If you are easily offended, skip this. Read at your own risk..1. The Singapore Girl has become synonymous with SIA. It is one of the airline industry’s most prominent figures. In fact, it is also one of the most r
A crucial mindset is to ensure that you regard the person with the new idea or concern as an intelligent professional with a valuable contribution that you haven't heard before. Be honest - how many times does respect go out of the window when people bring up topics that seem contrary to your agenda?
The skills required include a certain type of listening. Usually we listen to what people say and at the same time compare it to our own view, dismissing or invalidating things that don't fit. The listening we're talking about is one where your own views and beliefs are consciously set aside. Listen to something completely free of your own agenda. When you do this, there is always something new to be heard.
The structures involve explicitly planning to have these kinds of conversations. Every day new concerns and new ideas are created. Structure time to make sure these are flushed out, listened to and effectively acted upon. Take the time to remind people that personal fear is natural and nothing to be ashamed of - and that speaking up is as crucial as it is uncomfortable. Create permanent platforms so that these ideas and concerns are aired and worked through as ‘"just the way we do things around here".
The mindsets, skills and structures for creating the appropriate environment are completely different from the skills of managing products, sales processes and finances. We tend to ignore the things we are unfamiliar with - do you consciously work to have these mindsets, skills and structures in your organisation?
Which would you prefer?
There's a choice to be made. Do you want to work in an organisation with a mountain of festering uncommunicated issues, and a firmly entrenched resignation about unheard ideas? One where the team has stopped thinking about creating, and is merely working to survive?
Or would you rather have an organisation that is alive with the rollercoaster ride of communication, experimentation, support and celebration?
If your organisation isn't like this and you think it should be, what are you waiting for?
==> for more information view the original newsletter article here <==
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