Saturday 28 August 2010

Taking the chance to change what’s normal

We are not likely to know who our federal government in Australia will be for at least another two weeks. The independents who will likely hold the balance of power have asked for lots of information before they will decide who they will support, if anyone. This scenario presents a great opportunity to change what’s normal in Australian politics.

One of the independents has suggested the new cabinet should include the best people for the roles selected from both of the major parties. Most commentators have ridiculed this concept and yet in my view it is exactly the kind of idea that should be considered. After all isn’t government supposed to be about the best interests of the people? Surely of the 150 people who represent us in the House of Representatives here we could pick the best team and that wouldn’t for a moment be all from one side of the house.

Will this idea and any of the others that are outside the box and being put forward gain any momentum? I doubt it, sadly. The likely scenario is maintaining the status quo as much as possible.

How about you in your organisation? When faced with a challenge do you solve the problem, which usually means returning to the status quo, or do you take the opportunity that challenges present and change what’s normal which is what innovation is really all about?

We live in arguably the most challenging times in history. The status quo no longer serves our best interests in most aspects of life. Time to change what’s normal.

What will you do today, and tomorrow, and for the rest of your life that that isn’t what you have always done?

Be the difference you want to see in the world
Ian
Founder Differencemakers Community
Catalyst for changing what’s normal for the good of people, our planet, and for profit

Sign-up here for a least one free resource per month and to get your complimentary copy of my ebook Differencemakers - how doing good is great for business.

Wednesday 25 August 2010

Wanting and getting and having and giving

It has been said that there are two broad kinds of people in the world - givers and takers.

The givers ask what’s in me for you?

The takers ask what’s in it for me?

I think we are all givers and takers. Intention is what differentiates.
The poet Gita Bellin says “Success depends on where intention is.”
I couldn’t agree more.

I meet lots of people who have been takers all their lives. They are generally very unhappy people. They want and get the so called finer things of life and yet the most precious gift of all - happiness - alludes them.

I also meet lots of people who have been givers all their lives. Givers of all they have. Many don’t have the finer things of life and yet they have a happiness that is inspiring.

My attitude to life is to first be grateful. I have learned that when we are grateful for what we’ve got, we can have more of what we want, usually as a consequence of giving of what we have.

My focus is to give of all I’ve got without attachment to getting back. The great paradox is that giving which such intent we end up getting back a thousand fold and often from people we haven’t yet given to.

What intentions drive you?

We can want and get. Seems to me however that the most precious things in life come to us by giving of what we have without attachment to getting back.

Another way of looking at this paradox is the concept of free and fee. I make my living giving tailored talks that stir hearts, shift thinking, and inspire people to step-up your achievements; providing meaningful and measurable mentoring; and conducting thriving on the challenges of change programs. I also give away a ton of resources for free. The paradox for me is the more I give away the more valuable buyers see my services that require a fee.

In how you are making your living, how do you increase your value by giving more than what you are being paid for?

Wanting and getting and having and giving are integral to every day life. For me the more we give all that we have, the more we get all that we want.

Be the difference you want to see in the world
Ian
Founder Differencemakers Community
Catalyst for changing what’s normal for the good of people, our planet, and for profit

Sign-up here for a least one free resource per month and to get your complimentary copy of my ebook Differencemakers - how doing good is great for business.

Sunday 22 August 2010

Community and country above party politics - please

I just watched interviews with three people elected in yesterday’s federal election as independents. The three, along with maybe two others elected and not members of either major party, will determine which of the major parties forms the next Australian government.

The interviews I just watched were notable for there absence of BS, unlike the five weeks of the election campaign where BS ruled and community and country ran second and third to party ideology.

Could it be that we are seeing the end of party politics? I sincerely hope so. Parliaments should be about working together to ensure that local, national, and international interests are met. Parliaments should be about collaboration not competition. And the people who sit in our parliaments should be about enlightened self-interest, not self-interest or the interests of minority groups or those who provide financial donations.

I also hope that in my lifetime we will move to government ministers in Australia being the best of the people who have volunteered to serve rather than members of one party.

I would be very interested in your thoughts on these matters and look forward to hearing from you.

Be the difference you want to see in the world
Ian
Founder Differencemakers Community
Catalyst for changing what’s normal for the good of people, our planet, and for profit

Sign-up here for a least one free resource per month and to get your complimentary copy of my ebook Differencemakers - how doing good is great for business.

Thursday 19 August 2010

Ensuring change programs actually result in desired change

The majority of my work is about helping my clients to change what’s normal for the good of people, our planet, and for profit. This is my passion and purpose and I have had my shoulder at the wheel for almost two decades. Consequently I understand what works and what doesn’t regarding change programs.

One of the many actions that I take to ensure that I am always on the leading edge of thought, is to subscribe to many newsletters by change experts. One newsletter I always get great value from is Cultural Intelligence by Steve Simpson and Stef du Plessis. In their latest issue which you can download here there are some great insights into why 95% of change programs don’t work and how to stop people reverting to their old ways.

Here are some of the insights explored by Steve and Stef:

Start out right by getting as many people as possible involved particularly those who will be affected by the change.

Build the urgency - everyone in the organisation needs to see the
opportunity associated with the change - rather than being told about it.

Make everyone a choice-maker i.e. allow everyone to make choices and decisions.

Remove barriers and share successes.


I would add the following:

Bottom-up change is always more effective than top-down, therefore:
Ask employees what needs to change in order for them to be better engaged.
Ask other stakeholders what needs to change in order for them to be better engaged.
Do something about the answers received when you ask as above and involve the people concerned in the design and implementation of solutions.

Get outside help from experts to create strategies for changing, whatever it is your changing. We can see what you can’t because we do not have emotional involvement, however, always involve the people who will be the executors in the deciding of strategies.

Cascade strategies down to every individual performance plan therefore personalizing the strategy and ensuring desired change is integral to daily work. This will also greatly increase buy-in and ownership and therefore make execution likely.

Ensure intrinsic motivators are met as additional outcomes of your change program. According to Daniel Pink, and I agree with him, the key intrinsic motivators are:

Autonomy:
the urge to direct our own lives
Mastery:
the desire to get better and better at something that matters
Purpose:
the yearning to do what we do in the service of something larger than ourselves


Be the difference you want to see in the world
Ian
Founder Differencemakers Community
Catalyst for changing what’s normal for the good of people, our planet, and for profit

Sign-up here for a least one free resource per month and to get your complimentary copy of my ebook Differencemakers - how doing good is great for business.

Sunday 15 August 2010

Architectural Window Systems (AWS), role-model in designing products that are great for the environment

One of my clients, Architectural Window Systems (AWS), is at the forefront of designing products that are great for the environment. Below are some very interesting facts from one of their brochures. You can download the full brochure here.

Over the past three years the Australian Property Industry has undertaken a dramatic shift in thinking, a significant trend towards sustainable building design and "Green" building is emerging.

Green buildings are no longer  being  viewed  as  “marginal”  or  “niche”  rather,  investors  and  developers  alike are recognising the potential for green design principles to impact positively on the profitability of the projects.

Commercial office and residential building occupants account for 23% of Australia’s total greenhouse gas emissions.


I would be very interested to know of what is a happening in commercial property in your country.
Please email me ian@ianberry.au.com

The following insights are also contained in the AWS brochure:


2008 Green Building Statistics

The BCI Australia survey for the Green Building Market Report 2008 found that the main trigger for committing to green building included:
  • Rising energy costs: 77% (up from 74% in 2006)
  • Client demand: 65% (up from 56% in 2006)
  • Government regulations: 62% (up from 60% in 2006)
  • Availability of green building technology: 60% (up from 5% in 2006)
  • Worsening of environmental conditions: 57% (up from 27% in 2006)
  • Lower lifecycle costs: 53% (down from 58% in 2006)
  • Superior performance of a green building: 51% (up from 35% in 2006)
  • Industry rating system: 48% (down from 53% in 2006)
  • Increased education: 46 % (up from 2% in 2006)
  • Competitive advantage of green projects: 45% (up from 37% in 2006)
  • Government rating system: 41% (down from 43% in 2006)
The above facts further demonstrate the business case for triple bottom-line businesses (environmental sustainability, social responsibility, and economic prosperity)

I would be very interested to know about companies like AWS in your country so that I can spread the word. The more we create awareness of role models the sooner it will be that sustainability is the new normal. Please email me examples ian@ianberry.au.com

Be the difference you want to see in the world
Ian
Founder Differencemakers Community
Catalyst for changing what’s normal for the good of people, our planet, and for profit
Storyteller
Strategist

Wednesday 11 August 2010

What is the value (ROI) that your clients/customers demand, desire, and feel they deserve from you?

Since the GFC I have noticed and experienced greater scrutiny regarding return on investment (ROI) for providers of professional services like me. Indeed we are all a Professional Service Firm whether we are a one person business or have employees, or work in someone elses business, and regardless of what we are offering.

Tom Peters first articulated this concept of being a Professional Service Firm in his book Liberation Management in 1992 and then in an article for Fast Company magazine on 31st August 1997 The Brand Called You

Please download some great insights and ideas from Tom in his ebook PSF is Everything.

For me understanding and accepting that we are a Professional Service Firm is the first step to understanding how we can provide a return on investment for our clients/customers.

Do you see yourself as a Professional Service Firm? (even if you don’t have a business and work in someone elses business!)

What is the value that your clients/customers (internal and external) demand, desire, and feel they deserve from you? I sometimes call these the must haves, should haves, and nice to haves. Today people want all three to feel they have made a good return on their investment in our services.

Before I work with any client I follow the Alan Weiss formula - agree with the buyer on objectives, measurements, and value. My fee always depends on the value as perceived by the buyer.

What is your process?

The more we deliver the value to our clients/customers that they demand, desire, and feel they deserve the less we will have trouble in demonstrating the ROI on our services.

Maybe I can help you

Two years ago I began to offer mentoring on skype to my clients as a standalone service, or as part of a package, and recently this kind of mentoring became part of the package of Torchbearer membership of differencemakers community. 

On most Monday mornings wherever you happen to be in the world I can provide a 30 minute mentoring session for free.  All you need to do to book your session is email me with a date and time.  When I am already booked I will email you back with alternative dates and times.

Be the difference you want to see in the world
Ian
Founder Differencemakers Community
Catalyst for changing what’s normal for the good of people, our planet, and for profit
Storyteller
Strategist

Friday 6 August 2010

Do your buyers see your products/services as discretionary or essential?

I had a conversation with a client of mine yesterday and he was telling me why he thinks that the volume of sales in his retail business is down 20% on the highs of his business in 2007. He told me he thinks a lot of people are sitting on their hands and asking will the economy get better, worse, or stay the same? And while they are sitting he told me such people think our products are discretionary, where as in 2007 they thought they were essential!

Many businesses face this dilemma. I know in my business there are many clients and prospects who are telling me that my services are a non-essential spend right now, even though they know deep down inside that to not invest in developing people right now will have dire consequences down the track, such as losing good people to competitors, low morale, and the corresponding drop in productivity.

To meet this challenge and to ensure my clients see me as a highly valued performance partner, I am providing more services before and after I work in person and/or online with my clients than I ever did.

Mostly I do this by providing digital resources and in person work using technology that enable my clients to be better prepared for my work with them, to increase the likelihood of action being taken in the long term, and to provide great support as agreed actions are implemented.

How about you? What are you doing to help your customers/clients see that buying your products/services is essential?

An interesting outcome of providing more value before and after is happening for me. My in person work with clients is valued more!

I would be interested to know what you are doing that is changing what’s normal for you and your clients. Please email or telephone me.

Someone said that the definition of stupidity is
Expecting a different result by continuing to do the same old thing

Someone else said that the definition of idiocy is
Doing something different and still getting the same result

My one aim each day is to not be stupid or idiotic!

Be the difference you want to see in the world
Ian
Founder Differencemakers Community
Catalyst for changing what’s normal for the good of people, our planet, and for profit
Storyteller
Strategist
Sign-up here for a least one free resource per month and to get your complimentary copy of my ebook Differencemakers - how doing good is great for business.

Wednesday 4 August 2010

Are you standing out or blending in?

I would describe the election campaign for the next national government in Australia, now in its third week, as bland, boring, and baseless.

Neither the Prime Minister Julia Gillard or the alternative Tony Abbott have done anything to stand out in my view, rather they both seem intent on blending in rather than standing out.

Neither Gillard or Abbott have articulated a vision for the future that is compelling.  From what I have heard them say, I have no idea where we might be going as a nation except more of the same or a return to the past, neither of which is attractive to me.

Broadly speaking I meet three kinds of people; the happy being miserable, the happy being mediocre, and the happy being magnificent.

The happy being miserable complain about everything and are disengaged from reality.  I would put Mr.  Abbott in this category.  He seems a decent man with good intentions however his behaviour is about criticizing others rather than standing out himself.

The happy being mediocre sit on the fence and are also disengaged.  Prime Minister Gillard, also a decent human being with good intentions is in this category.  She seems to be promising more of the same when the electorate clearly wants a lot to be different. Her slogan is moving forward yet her rhetoric is about standing still.

The happy being magnificent don’t complain or sit on the fence rather they stand out from the crowd and leave us in no doubt about where they are going, why they’re going there, how we can join them on the journey, and what they stand for.

The future belongs to those who create it and if your blending in or sitting on the fence then all that your future holds is more of the same or worse.

Please stand out.

Become the magnificent one-of-a-kind human being that you are. 

You can change your world for the better and in the process you will inspire others to stand out rather than blend in.


And who knows we might just inspire politicians to be true to themselves rather than their parties outdated and mostly irrelevant ideologies and become 21st century leaders instead of relics of the past.

Be the difference you want to see in the world
Ian
Founder Differencemakers Community
Catalyst for changing what’s normal for the good of people, our planet, and for profit

PS Monday morning mentoring

Two years ago I began to offer mentoring on skype to my clients as a standalone service, or as part of a package, and recently this kind of mentoring became part of the package of Torchbearer membership of differencemakers community. 

On most Monday mornings wherever you happen to be in the world I can provide a 30 minute mentoring session for free.  All you need to do to book your session is email me with a date and time.  When I am already booked I will email you back with alternative dates and times.

Monday 2 August 2010

Arthur Page - 20th century principles still relevant today!

I received an email recenty from Dick Jones of DICK JONES COMMUNICATIONS suggesting that the origins of Corporate Social Responsibility go back to the early years of the 20th century and to the editor of one of America’s most influential business magazines, The World’s Work,  Arthur W. Page.

Here is an excerpt from Dick’s email to me
From its beginnings in November 1900, The World’s Work was devoted to social responsibility in the public interest,” says David L. Remund, a Legacy Scholar in the Arthur W. Page Center for Integrity in Public Communication at Penn State University.  Remund is completing his doctoral studies at the University of North Carolina.

The editor of The World’s Work, Arthur W. Page, later became one of the nation’s pioneering and still-revered public relations practitioners.  He was the first to serve on the executive management team of a major corporation, AT&T.  In 1927, he took his editorial views to AT&T and put them into action, laying the groundwork for the modern CSR model.

Remund examined nearly 180 issues of The World’s Work.   Page’s personal correspondence, speeches and transcripts of oral interviews also were used.   Some of the trends Remund found could leap from today’s headlines.

           
I particularly liked what apparently became known as the Page principles.
They are:
(1) tell the truth
(2) prove it with action
(3) listen to the customer
(4) manage for tomorrow
(5) conduct public relations as if the whole company depends on it
(6) a company’s true character is expressed by its people
(7) remain calm, patient and good-humored.

What are your principles?

Find out more about Arthur Page here.       
For more information on this research contact David L. Remund at remund@unc.edu 

Be the difference you want to see in the world
Ian
Founder Differencemakers Community
Catalyst for changing what’s normal for the good of people, our planet, and for profit
Storyteller
Strategist
Sign-up here for a least one free resource per month and to get your complimentary copy of my ebook Differencemakers - how doing good is great for business.