Category Archives: leadership

Have you ever watched a Mother?

If you haven’t read Simon Sinek, Leaders Eat Last: Why Some Teams Pull Together and Others Don’t , you have missed out. It is a great summary of information, and great food for thought. (See what I did there?!)

It has a telling title, that makes me think of the animal world, but in reverse. There, the leaders eat first, and the last ones to get fed are the weak, old and sick. Survival of the fittest, in it’s truest and cruelest form.

Humans are different.

We are generous, selfless and caring. We can sacrifice ourselves to save someone elses life. In essence, this is what we want from our leaders: that they care for us first, and put themselves second.

Corporate working life isn’t made for parents

It has rigid hours, it is hard to job share, and being a parent (in my case mother) with young children makes you a risky asset. But take a look at a family dinner. Who is up and down the whole time? Who makes sure mum has taken her medicine, filled the toddlers glass, cut the eldest boys food, wiped up the spill on the floor and pulled out the straw for the youngest? Who is scanning the table for what else is needed, is up to get the salt as soon as it is mentioned that it is needed, and generally isn’t sitting down until either asked to, or when everyone is eating?

Who ever it is in YOUR family, THAT’S your true leader.

 

 

 

 

 

Tough times hit hard: 5 things that may help.

Brexit, economic downturn, lack of funding, new regulations and changing personal circumstances  are all events that can rock the foundation of your startup business. Making it through hard times requires a steel determination and some serious grit. However, these days I think we need more than just fighting spirit. Here are some thoughts on what else to do when tough times hit.

Cut Carefully

I really don’t like this cutting, because I think one should always be frugal with money. In addition, for small and growing business, cost-cutting needs to be implemented with the precision of a surgeon’s scalpel. Cut too deep and your business will never recover. Cut too shallow and cash flow problems could force you to the back of the unemployment line. Exercise care and judgment in determining what and where to cut and by how much. And keep monitoring the impact.

Use Low-Budget Marketing

When recessions and other difficult times hit, the marketing function of a business is the first to get cut. With less advertising and marketing, the funnel of incoming prospects is reduced creating even more revenue decreases and setting up a vicious cycle.

The key to salvage any business in hard times is NOT to reduce your marketing activities but to REPLACE them with  Low-budget marketing ( include tactics such as PR, networking, public speaking, online marketing and more.) If you’re already doing that, then figure out how you can do more, through new channels.

Invest your way out?

Are there others feeling the pinch? Can you buy yourself some growth, with efficiencies to be made through scaling operations?

Customer. Customer. Customer.

In good times, business comes easy. Your sales pitch or marketing message may be less effective but will still get results. Surviving hard times requires going back full circle to the fundamentals: Keep it simple, and give your customers what they want and need. Make sure EVERY customer is happy, because you certainly can’t afford a single unhappy one.

Forwards!!

It’s easy to fall into the trap of replaying the situation that got you here today. If you had a failed partnership, replaying your mistakes is a mistake. Research published in the Journal of Personality and Social Psychology by Lyubomirsky, Sousa, et al reveals analysis occurring during talking or writing is beneficial in difficult times while replaying negative events is detrimental.

There is a great book called “What got your here won’t get you there”, and that phrase is a great reminder of the need to pause, take stock, realign and move forward.
Go win. If it was EASY, ANYBODY could’ve done it already.

It isn’t personal. I just want BETTER.

The team around me is used to my objective, non biased, unemotional drive for constant improvement, but I was reminded today that not everyone can handle that kind of feedback.

We have to untrain people as they join us. Here you don’t get criticised. Here, we all just strive for better.

I say what I mean.

When I say “the outcome was poor”, I mean exactly that. It means we can improve, do something better, and that we have learned a lesson. Nothing else.

I remember the days when I worked in a different team, and a comment like that was an attack on the team or the individual. It is so easy to forget that most people still work in that type of environment. (I remember how exhausting it was.)

It isn’t feedback.

I take time to give feedback. I think, digest, review, challenge and form constructive feedback aimed at increasing confidence while improving performance (or perception, but that’s for another day. Remind me I should talk about that too.). I don’t lash out on emotional detours in the middle of a working day. But of course, today, that’s how my comment was perceived, and I need to fix that. I certainly cannot put the responsibility of knowing me and understanding how I communicate on the recipient. That would be hugely unfair.

It isn’t personal.

Just a little bit…in the GOOD way. I consider my team members partners, and we work together, side by side. In my view, we have the same goal, and we work equally hard to get there. I am much more focused on the end goal, and I have no time for internal competition. So when I push for better output, it is me objectively pushing for improvement. from ALL of us, including me.

And I will never stop. Sorry 🙂

Gut Says YES, Brain Says NO….!??

If you’re like me, you often find yourself with two options, both appealing for your young startup: one risky, the other is safer.

The risky option promise big growth, great opportunities and fast revenue. Even though you know it’s more than you can take on, you leap. Your heart is shouting a clear Yes, telling you how great it will be and how proud it will make you. Shouting No (almost) as loudly is your sensible and cautious head, which instructs you to slow down and think about it some more.

People around you (especially as you start up) will likely tell you to “listen to your heart,” and “believe in yourself”.  Oprah Winfrey (link is external), too, suggests you follow your emotional inclinations rather than those logic would suggest. But is that really good advice? Think back on the times when you did follow your heart. How did it work out?

Don’t trust your own memory!

Unfortunately, we tend to be bad statisticians when it comes to reviewing our own prior experiences. Research on reminiscence shows that we tend to remember the distinctive events in our lives, particularly those that were pleasant. For most people, even traumatic memories tend to fade with time (hello childbirth!). As a result, we’re almost programmed to go with our heart because we favour and remember the occasions when it provided correct guidance.

Go rational or go home

Your rational decision-making processes probably have a pretty good track record. You just wont remember as much of it: when you followed logic, it just wasn’t as memorable. It’s also possible that when reason prevailed, it told you not to do something; therefore, you have less to remember.

But guess what? All that being said: following your instinct sounds so much more fun.

Decision made. (As I was typing this I was debating with myself if I should follow the logical approach, or follow my heart about who to hire for our next team member. I’ve just clarified for myself that I should trust my gut. )

 

6 things that don’t work well for pre-entrepreneurs in corporates…

I know there are a couple of people who might be frowning as they read this post, and for that I am truly sorry. It isn’t personal.

I am often asked if it was scary to take the leap to become a business owner, and I am always slightly surprised by that questions. It wasn’t scary at all. To me it is a very natural state, as I grew up in an entrepreneurial family, where problem solving was paramount to everyday life. When I think back now, corporate life was the scariest out of the two!

Corporate Misfit?

Perhaps that is why I never really felt like I fit in into corporate life — when your fundamental aim is to solve the bigger problem, the following 6 thing don’t work well at all:

  1. silos
  2. red tape
  3. multi lateral politics
  4. Staying in your lane
  5. “It’s just a job” attitude
  6. Personal positioning

Several of the above points is of course things that a lot of great leaders in the corporate world is trying to counteract. They understand fully how it holds people back, stifles innovation and slow down growth. (So those of you who are now frowning: remember, it isn’t personal!)

Is “just do it” the only solution?

Is there a scenario where we can continue to encourage more entrepreneurship in the corporate world? Or is it simply not possible, and the budding entrepreneurs out there should just take the leap and get going, because their profile will never be truly appreciated in the corporate environment anyway?

 

How Your Leadership Affect Your Company’s Culture

Every organization has a culture. For some it is intentional and for some, it just is what it is.
When I think of culture, I think of how the world sees my organization. I also think of how the people inside the enterprise treat their work and the people they engage. A formal definition of culture is this: Organizational culture is the guiding operating system by which people interact and get things done.

I have always been very aware of culture. I am sensitive to the unspoken word, and how people feel has always been very important to me.  Despite this, I have in the past found myself employed in companies I didn’t fit into at all. I didn’t like the people that much and I certainly didn’t have fun. With my own companies, I decided that I didn’t want that to happen again.

For me, culture comes from these 4 things:
1. Strong leadership
It takes work to define the culture elements and a continuous process to keep the company operating by them.
Leaders are responsible for defining the elements of culture and the work to ensure that the company is leading by the principles that shape the organization.
2. Mission
The mission is the point of the organization. Every organization has a purpose. The reason “why the organization exists.” Leaders define how to take that purpose and make it bigger. It is about the impact on the community and the world. It can never be just to make money. Mission guides the future you are creating and how you intend to contribute to it.
As an example, London Medical Education Academy’s Mission is to “Make doctors better surgeons without harming patients during training by using cadaveric tissue samples for surgical skills labs.”
3. Vision
The day-to-day experience is the vision of the company. Vision paints a picture of what the organization looks like over a set time frame. JUNE MEDICAL uses a 2-year vision as part of our culture to frame the experience for each employee.
Vision tells the story of how the organization will look as it is in service to the mission.
4. Values
The values are guiding principles of the organization. Values become the tool by which each employee does their work and interacts with the people that come in contact with the company. It tells us WHO we are and HOW we are.

For my companies the values become the guiding principles.
Values become a central part of the company’s unspoken conversations. The key point is to make sure you are using values that really matter to the company, mission and vision of the organization.

One word of warning though….: Don’t put values on the wall, unless your values are visible in your work each and every day.

Unless you are authentic in your leadership, no Mission/Vision or Value statement in the world can help you build a truly winning team.

Work Life Balance is the hardest thing to get right

Over half of my followers on twitter consider Work Life Balance to be the hardest thing to get right. Interestingly, I completely disagree. (sorry sorry! Don’t leave, tweeps)

For me, it is very simple. Family comes first.

They have to. I love them. I would drop anything in a heartbeat if they needed me. And I know that there is never ever going to be an end of that To Do list at the office — it will never be emptied, it will never be completed, so I better find a way to get comfortable with never being “finished”.

So how do I not drown in guilt?

I decided to be okay with the choices I make. If I decided to be home, then I will not allow myself to feel guilty that I am missing the meeting/trip/congress (fill in your chosen one). There is no point, right? I have made the decision, and nobody is going to be happier because I am feeling guilty. And vice versa: if I am on business, I am on business. Kicking myself for being a bad mother isn’t going to make my kids love me more, or bring them any more fond memories.

Does it always work? Of course not. But it is a hell of a good step in the right direction.

Now, you are probably grinding your teeth and muttering that it is easy for me, I am my own boss. And you are of course right in that. But please don’t forget that I have the entire companys’ success to think about. When I was employed and screwed up, I could get fired. If I screw up now, EVERYONES job is gone.

Find a boss who gets it. And if that isn’t happening, come talk to me. Perhaps we can start a business together?