Why you need to hire the Hare now and not the tortoise?

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Do you know the famous tortoise and the hare story? How did that turn out? We all know the Tortoise won. So why should you hire a hare?

Hare, tortoise! What is the relevance to your business?

Speed is the essence in the millennium. What we need are people who think agile, act agile.

Between a thinker and a person with bias for action, I will choose bias for action.

Why so? Disruption is everywhere. There is technological disruption. There is business model disruption: somewhere out there is a young guy writing an App which will substantially speed up the business, cut traditional layers and remove the cost of discovering solutions for the customers. Then there is the demographic disruption: Millennials move fast, act fast.

Whether you like it or not, you need to hire people who have agility. People who are willing to speed up your product or service delivery. Your customers will absolutely love it if you deliver faster than last month and last year. Your business will love it if profits come faster than last month and last year. Your employees will love it if business grows faster than last month and last year.

If you hire a tortoise, chances of his becoming a hare is rather low. There will be enough tortoises in the organization who will balance the need for speed with making sure that the hare is running in the right direction.

So, hire the Hare.

Would you agree?

 

Do you behave like an owner of your business?

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You are the leader of the business and the team and hence, you obviously own the results. And everything which happens between now and the results. But does your team own the business?

Why does this matter?

Are your employees coming to the office just to collect the paycheck? Then there is a serious problem. If the job, for them, means a vehicle to get a “bigger” or “better paying” job somewhere else, then, there is a problem. When someone says “I just follow instructions. If something goes wrong, it’s my boss’ problem” there is a serious problem.

When you own the business as if it is your own, you don’t wait for instructions. You are always on the lookout for opportunities. You will always want to be one step ahead of the competition.

You will be the first one to knock on the customers doors. You will be out where it is required to see how your consumers taste and preferences are changing.

You will be the “brand ambassador” of your company even if you may be the janitor in the office.

Ownership mindset is the rocket fuel in your business’ success.

This ownership mindset will make them see every decision as something which either adds value to the business or not.

Then whether it is giving this discount to the customer or not or

whether to make the production run for this product or the other or

whether to run the campaign for this product or not,

the ownership mindset will show them the right direction.

Would you like your employees to behave as owners?

Read this second part on how to bring this ownership mindset

How do you develop a testing mindset?

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testing mindset team meetingIn my last post, I talked about developing a testing mindset.

The idea is to approach a new idea as a testing ground.

Whether it is a new distribution strategy or a new pilot production line or a new campaign, you want your team to approach it as a test or hypothesis.

Why? This helps them focus on the process goals rather than outcome goal.

The first step is the concept of a meeting itself. What is a successful meeting? What is a failed meeting?

We all know what a failed meeting feels like: energies are down, tempers are up, it seems like a waste of time.

What does a successful meeting feel like? Everyone is energized and looking forward to getting out there and making it happen. Everyone feels that they were heard and recognized for their contribution. Opinions were expressed fully; they were given due respect, and while not every opinion was agreed to, the conclusion felt like a collaboration which can inspire and energize everyone. Everyone was well fed (well maybe not!)

Do you see the difference?

It is almost always emotions. And it often very much in our control of how we emote and what emotions we emote.

As a business leader, you need to lead through personal example of building a testing mindset.

You could say “Let’s test what a successful meeting feels like?”

“My thoughts are

1. We listen to everyone

2. We always see the scope of doing it first before we say why it cannot be done

3. We have the highest interest of the customer and business first

4. We observe, create, collaborate, doubt, conclude in that sequence. What are yours?”

Get a shared understanding of how a successful meeting should feel like. Then check every 15 minutes or periodically whether it is happening. Check at the end of the meeting whether you have delivered what you have promised. If yes, what worked? If not, what did not work?

Before you end, Ask “what should the next meeting feel like based on what you learned today?”

Do this at least 4-5 times, and you will entrench successful behaviors.

You will also train your senior staff in testing and in drawing out assumptions and process goals. This will build collaboration in the team which is very important for a testing and learning mindset.

Now, How will you develop it in your workspace?

Do One Thing

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“If a thing is worth doing, then it is worth doing well.”

If a thing is worth doing, then it is worth doing well. Click To Tweet

We often hear this. Then, why is it that, when it comes to our business we tend to get scattered?

Have you walked out of a meeting where a ton of initiatives have been thrown, all exciting, project maps worked out and you are all fired up? 6 months later, you find you are nowhere and all the initiatives are only taking time and not making any money?

I have been in a major initiative where there were 42 initiatives running at the same time. Yes 42! I still remember the painful meeting reviews where nothing was progressing and everyone’s nerves were frayed. Only pet projects were moving and the impact of those on business was still debatable.

I was high strung, as so much time was invested and very little was achieved.

Against this, I remember we were in the midst of transition of a Free to Air Television to a subscription channel. It was a mammoth project involving satellites, people on the ground, advertisers, the works. But, since the objective was only one, all the moving parts were clearly aligned to one objective. And if they were not, they were ruthlessly weeded out.

The Lesson is very clear: Do one thing but do it very well.

Having one initiative at a time, makes sure that all the parts in the organization are focused on delivering it. Remember for a lot of people this itself is extra work. For the production or service delivery guy or sales guy on the ground, this is one more item he needs to finish every day. All this within the same time available and with no respite on the daily deliverables.

Having one project makes sure that to each and every person, you are delivering only one message. This helps every one know what is most important to you and to the business.

It brings in speed and ruthless efficiency. It acts as a building block to the organization on which future success is built.

Do one thing but do it really well Click To Tweet

What action do you need to take to bring this focus? What would stop you to bring this focus?

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