Category Archives: Running a company

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?

…watching my team in a meeting…

I am sitting on the side of the room, watching my team. That’s what I do most of….I watch.

Usually I watch as someone else talks (watching while talking is not the same thing) and I learn so much. Who is comfortable, who is passionate, who is concerned. For me to keep an eye on words, tone, body language and side conversations, I know exactly when to lean back, when to step in, when to steer and when to keep silent.

I was asked this morning what my secret leadership skill is. Perhaps it is this: my geeky interest in communication, skills and strengths.

I wonder how much more I get out of my team, because I can immediately do what I just did: sent a little WhatsApp to my PM, as I watched him spending longer than expected on his iPhone 🙂

Most of the time I watch a finely tuned machine — based on respect for individual people and their strengths, interests and experience.  The way the group collaborates and communicates, often broken up by joking and laughter!

Here is how we got to that and what you could do:

  • Be clear on roles and responsibilities, and make sure everyone is appreciated for their personal skills
  • Balance the agenda to make sure you build in parts of personal development and growth
  • Self insight: not everyone is a great people leader: if you’re not, don’t beat yourself up. Find someone who is, and concentrate on what YOU are good at.

 

Are staff retention policies outdated? I say Yes.

“Let me know how you will find your next skills, and how you can continue to grow , inside or outside the company?”

I lean back to let her think, before I speak again.

I am having a development meeting with someone in my staff, and my question makes her frown involuntarily. That warms my heart, and I have to stop myself from grinning. I like when people want to stay!

I can see I need to remind her what it means to work in this generous and people focused environment, built on striving for excellence and constant improvement; I spend a lot of effort on making sure I get the communication right; encouraging people to learn from outside doesn’t always mean I want people to leave!

We are not your average company 

I get that it is not common to be encouraged to look both inside and outside for your next learning and challenge. I know it is certainly not what you usually get from a manager who thinks you’re a top performer, in a company you’ve been told you are highly appreciated. But we are not your average company, and we certainly don’t aim for average growth and development for our staff. I am an Improver, in its truest form, and that is highly visible in my relentless push for finding talent and then making it better, brighter, faster.

We are a fairly young company, and as such, each and every employee is tremendously impactful on our small and tight knit team. We are growing fast, which means there are ample opportunities to grow both in role, as well as move to a new position. We have more chances of providing new responsibilities internally than most other companies – we are lucky that way. However, in 2017, that means very little. Let me explain.

Don’t get laid off!!

It used to be great to keep a job your whole life. The goal was to never get laid off, to learn on the job and to be as experienced as possible – that was the best way to increase your salary. But all that has changed: technology and innovation drives faster much quicker than ever before, and the most effective way to raise your salary is often to switch companies every two years. It is no Ionger suspicious to having have more than 3 employers in a lifetime, and certainly the pure REASONS for working has changed with different generations. We are no longer satisfied with doing something we are capable of, we also want to do something we love. And that is exactly it:

I hire smart people. I hire people who are clever, hungry, eager and driven. And then I give them a carefully balanced mix of support and opportunity, tailored to the individuals personality. So then, the inevitable happens: they grown. And learn. And they love it.

Which is maybe why they want to stay, and don’t get me wrong, that’s awesome. But it may not be what is best, neither for them, nor for the company. Continued and accelerated growth is better, and we get that from people bringing in new thoughts and ideas, new viewpoints, new skills and experiences. If we can keep a great balance between harnessing the talent we have, combined with the new intelligence we get in, while continuing to support the learning we see, we will be a hot, magical melting pot of brilliance, where the love of growth, learning and progress brings out the very best in all of us.

In my companies staff retention policy has changed to staff returning policy. Give it a go. You might learn something new!

Employees and employers: who has the responsibility for a successful employee?

Let’s say I hired the wrong person. Is it his fault, or mine? Did I have a thorough enough process, was I good enough in deciphering the codes that make up a new personality?

Or did he fake it? Without me seeing through the charade? Should I have been able to spot the liar?

As a leader, it would be very easy to blame someone else for the lack of success of employees, but I can’t push it aside. I don’t want to. The responsibility of our success is mine – my job is to match, lead, guide, coach and steer, so that we all work together like a well-oiled machine. Nobody is great at everything, so it is a leaders role to put the pieces together in the best possible way.

 And when it goes wrong (it will. Of course it will. If you push people to grow and do new things, it won’t be all smooth. Don’t expect it to be.), it is a leader’s job to guide it forward in a smooth manner, ensuring individual and team growth, teaching, leading, coaching. Continue reading Employees and employers: who has the responsibility for a successful employee?