Complacency
Working with a CEO group in London last week, we had completed the Bull’s Eye Measurable Statement of Excellence for their organisations. As regular readers will know, the next stage in the TK Factor ® Business Development Process, is to construct a SWOT analysis against the Bull’s Eye.
I asked individual CEO’s to discuss and feedback their most pressing weakness, the one that they need to tackle first of all. I was amazed to learn that, for several delegates, this was in fact complacency.
As one leader put it, “We are making healthy profits, the sector is buoyant and my work life balance is fine” Now that is a ‘first position’ statement admittedly but if this is the case, then why bother with best practice?
I think the answer to this question is that circumstances are never the same. Things can and do change in a split second. If a crisis does occur, then it is those organisations that are in the habit of applying best practice that are more likely to survive and thrive.
Networking niceties
I meet so many people that complain about the proliferation of networking events. Within reasonable distance of your own home it is now possible to breakfast, lunch and dine with the group of your choice.
So what’s the problem? Well the gripe is that unless you actually want to meet a lot of new people, comparatively little business results from all this effort.
But the fault does not lie with the event organisers. People that complain need to do three things:
1) In a global world you have to offer expertise, so discover yours
2) Having identified your special, unique expertise, you have to take it to market – the right market (event)
3) When you get there you have to speak and / or publish
That’s what experts do. Experts waste very little time attending the wrong event for the wrong reason at the wrong time.
The special one
Think of the number of people that you know, think how long that you have known them, think how comfortable it is to be in a room full of people that you know. Make old jokes with some, old acquaintances to renew with others, old patterns of behaviour, old patterns of thinking.
It’s a great way to stagnate, to become old and lifeless and predictable.
The truth is however, that by exposing ourselves to new people, in a new environment and maybe in a new way, it is possible to find out more about ourselves than we can possibly dream about.
It happens through and with other people that we have never met before; it can take just one new person to transform what we do, to transform how we think and to transform how we behave.
I think that I will go fishing now.
The Prostitute
My mentor said that I am a prostitute. I thanked him profusely but then begged for a little more information, maybe a little clarity. He said that as an inspirational speaker on the topic of transforming executive performance in a knowledge world, I have to sell my body to the highest bidder.
I said I knew that.
So then he said, “Well if you know it, why is your diary full of crap for the next six months?” I opened my mouth and held up my hands to protest, but it was too late.
“You just want to be loved,” he snapped, “that’s why! You are a prostitute”, he repeated, “and you need to get paid every time you get laid”.
Hmmm, I’d never thought of it quite like that.
Dealing with conflict at the top
Disagreement and vigorous debate should always be a part of what goes on at the top of growing and developing organisations. The real value of this work is in how it is handled.
A common cause of confusion arises when people mistake their personal agenda for that of the organisation. It is understandable why this happens. Part of the commitment and dedication to work is all about leaving some of self behind. However, it can sometimes feel that the organisation and its demands are actually taking over ones life. Nonetheless, whoever we are, we all serve the organisation. Without the organisation, none of us would be in work.
In the final analysis, all we have to do is to discuss and debate, but to finally agree how to allocate time, energy and money in the best interests of the organisation.
One organisation; one Bull’s Eye.
