Successful Blog

Business Rule 15: Looking in the Wrong Direction

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Which Way?

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When my son was four, he was into geography. I was going on a trip to Las Vegas. The night before I left, we talked about my trip as I put him to bed.

“Mom,” he said so seriously. “There are mountains near Las Vegas.”

“Yes, there are,” I answered back.

“Don’t look that way and walk that way,” he said, pointing left and looking right. I’m not sure whether he thought his mother was going to walk into a mountain or walk off a cliff. Either way it was sage advice. That’s why I remember it.

Angel’s Problem

A friend of mine sees the world with clear eyes much like my son. She told me about a woman who got fired. I was sorry for the woman’s trouble, but interested in the sequence of events.

Angel is an overachiever. She prides herself on doing the best. She was a manager at a small company that was bought by a huge corporation. She knows the business she’s in. Not many are as good at what Angel does. Angel is one of the best.

Unfortunately when Angel had her first meeting with the corporate executives, she didn’t take time to get to know them. She prepared as if it were any meeting. She acted as if they should get to know her. She presented in a way they found inappropriate for the setting. Strike one.

Angel lost credibility in the eyes of the big guns.

Angel knew the meeting went badly, and she didn’t like the feeling -– no she didn’t, not one bit. She highly valued her personal brand.

After the meeting, people tried to explain what happened. They tried gently to coach Angel toward gaining back what she’d lost. Angel wasn’t used to being coached and was preoccupied with her wounds. It was a new experience for her to lose. She couldn’t get over it. She couldn’t quit talking about it. The people who worked for her had to be told that corporate didn’t “get it,” that corporate “didn’t know the business.”

Angel was feeling sorry for herself. She was spreading her feelings, generating bad morale. Strike Two.

Soon everything in Angel’s eyes became “them versus me.” They did reports one way. Angel did them differently. Rather than adjusting to make her reports match the corporate model, Angel just explained over and over how the corporate model was flawed. Angel was looking at herself not at the work.

Of course, with each little thing that she didn’t do to make things work, Angel left less appreciated and complained more. It became the vicious circle. She’d mess up. They’d tell her. She’d complain and mess up more.

People around her saw the signs of her departure. They tried to tell to her. She’d only complain again. The vicious circle got wider as people, who wanted to help, got tired of listening. Then Angel would complain about them. Until one day, it was just easier for everyone if Angel wasn’t there. Strike Three.

Angel looked in the wrong direction, and walked herself right out the door. She had violated a basic business rule.

When your boss or client points the way to go,
don’t bite the pointing finger, turn your head and take a look.

We may help write our job descriptions and our performance appraisals. But our company, boss, or clients have the last word about whether we are executing the tasks needed to get things done as they should be.

It’s nice to think, “My company needs me more than I need them.” It’s nice. It’s also not smart, and it’s never true. Companies need problem employees less than they need my all of my talents and yours combined. So if we can’t agree with our boss on our job description, we’ll be the ones who go, not them.
Watch where you’re looking.

–ME “Liz” Strauss
Check out the Work with Liz!! page in the sidebar.

121: How Do You Get from Strategy to Execution?

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one2one blog post logo

An Execution . . . [grin]

Dawud, Do I hear you laughing from sending this question? DAWUD MIRACLE asked me (and you),

What do you feel is necessary to create an effective strategy to promote a business?

I shall rise to the challenge. I shall not be intimidated . . . much.

Strategy and promotion in the last question. Strategy and execution in this one. I’m wondering whether you stay up all night thinking of how to make me work?

Strategy and Execution . . . or Strategy and Tactics

This is a place I could write a book by talking. After five minutes, my husband would say, “Honey, don’t make me live it.” Most publishing projects I’ve worked on, including those I’ve been in charge of, have gotten this wrong in some way.

It’s almost impossible to get the transition from strategy to execution/tacitics just right . . . it’s like becoming a person. In fact, this particular challenge is one of the reasons that I get so jazzed about business. I believe it has made me a better human being — granted, it can go either way.

The main problem that happens is best described this way.

The project is over. Time to do the prototype.

My best tactic is to spend 80% of my time in strategy. I fight myself and everyone on a project to plan deep and build protoypes that are highly defined and agreed upon. Execution is a breeze when everyone knows what the definition of “good work” is, what direction to walk in.

So the way I get from strategy to execution is really to have a strategy, one in which outlines in detail what we are building. The next step is to look at three things closely– People, Quality, and Resources — and how to manage them on a daily basis — Process (information flow).

I actually draw boxes to show how the project will move from one phase to another. In the boxes I write what people and resources I might need to shore things up. I make sure I know what information comes together when.

By the way, I’m no good at doing this in my head or alone. The people involved have to talk it out to make sure that there aren’t gaping holes. When we describe a realistic process, we build in 10% more time for that problem that no one ever expects that always comes.

If I have a clean desk and a schedule for those boxes, when a strategy is planned, I’m more than ready to hit the ground running.

And since this is a one2one conversation . . . and I’m inherently currious . . . to Dawud, (and you too)

I’m sending the question right back.
What do YOU feel is necessary to create an effective strategy to promote a business?.

If you’re reading this, I’d love to hear your answer too.

–ME “Liz” Strauss
Work with Liz!!

One2One is a cross-blog conversation. You can see the entire One-2-One Conversation series on the Successful Series page.

If You Don't Know What You Love Doing . . .

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It’s Natural

inside-out thinking

Here’s how it often works. He says. She says.

I say, “Sure you do. You’re just not seeing it.”

If you’re stuck finding out, sorting out, what you love doing, my experience is that what you love doing is so obvious that you can’t believe it is worth counting. Let me tell you about Martha.

Ah Martha, her desk was like it belonged in a magazine. If she wasn’t in her office, folks thought she was out for the day. Everything had its place, and you could bet it was there. Soft-spoken, gracious Martha had a smile that lit up the department of 32 people and thousands of pages she kept track of. Marha was a sea of calm in a world of publishing paper clutter.

For her performance review. I asked Martha to do a self-appraisal. Martha reached outside herself to find many things that she did well and wrote them up in excellent fashion. All of the qualities I described above were missing.

When I asked her about it, she said, “Oh, anyone can do those things.”

I replied, “No, Martha, folks aren’t nearly as organized as you are, nor are they as calm and gracious.” That turned on her room-lighting smile.

I said “You love organizing things and all of us, don’t you?” Her larger smile told the story.

Martha didn’t see what she loved or her most valuable qualities. She discounted them because they were was something that was a natural talent. We tend to discount what comes naturally to us as not as valuable because we didn’t “earn” it. Yet, Martha’s talents were what kept my department working smoothly and without friction. To this day, I miss her.

She didn’t see it because it was obvious and so natural to her.

Yet everyone else knew how valuable her talents were to them.

Look to Your Second Nature

If you don’t know what you love doing, ask those folks who rely on you. Look at what you do as second nature. Think of those defining qualities and the things that you always do and would be nervous or bummed if you could no longer do them. I can’t imagine Martha not being allowed to organize things.

What can you not imagine yourself not being able to do?

Not long ago when talking with the other founders of SOBCon, I said, “I have to be the keeper of the vision.” I explained it in this way, “it’s not ego. It’s not about control or the name of my blog. It’s what I do. It’s what I’m good at. It’s in my DNA. I can’t NOT do it.”

What’s the thing you can’t NOT do? What’s imprinted on YOUR DNA?

C’mon and say it out loud.

–ME “Liz” Strauss
Is your business stuck? Check out the Start-up Strategy Package. Work with Liz!!

Related
To follow the entire series: Liz Strauss’ Inside-Out Thinking to Building a Solid Business, see the Successful Series Page.

One Wicked Sentence and One Whole Person

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You Are . . .

relationships button

Yesterday I met with a new friend. At one point in the conversation, we were talking about that one “wicked sentence.” It’s the sentence that people say about us — an observation that is so off the mark — but it’s one that a whole group believes is true.

For years mine was, “You think you’re always right.”
My answer, “No, I know what’s right for me.”

Hers was, “You’re a phony.”
Her answer, “No, I’m sorry that you feel that way.”

I mentioned a friend who often heard, “You are manipulative.”
I said, “She isn’t at all. She cares about people. She never makes choices for them. She only offers to pass on information they might need. She won’t even gossip.”

My new friend told me, “My daughter came home from school at 5 years old asking whether she’s fat.”
She said, “She’s not, and I told her. I said, ‘You’re beautiful,’ but I knew my daughter would have to get to believing that from inside herself.”

Everyone seems to have at least one “wicked sentence” that people try to hang on them. Mine finally fell off my radar a few years ago. It faded when I learned to show up with more than just my thinking. When I put my heart in it my thoughts, people heard who I am.

That one “wicked sentence” doesn’t stand a chance against a whole person.

What wixked sentence is/was yours? How do/did you answer it?

–ME “Liz” Strauss
Is your business stuck? Check out the Start-up Strategy Package Work with Liz!! Liz can unstick you and make your business sticky. You can afford it. Really, You can’t afford not to.

121: What's the Key to a Promotion Strategy?

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A Strategic Conversation

Where we left the conversation, DAWUD MIRACLE asked me (and you),

What do you feel is necessary to create an effective strategy to promote a business?.

Wow! I’m grinning. Okay, Dawud, you’ve got me now. Strategy and promotion in one question. Hmmmm. I bet my readers will do better than I do on this one. Maybe I’d better unpack the question first.

Strategy . . . I’ve always liked the idea but forth in the book, Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant. Much of why I like it is in the title — find an uncontested space where competition is not. The idea is simple. . . . Why swim in the shark invested blood-red ocean where the fight is always on? Why not swim in the calm blue ocean where I can be a category of one?

For once in my life, maybe the fact that I’m different (you are too — right?) can be a fabulous plus if I turn it to my advantage. That’s a strategic thought!

Strategy for promotion . . . As I look back I see a two-part blue ocean-type strategy that has been a part of tpromoting the business I’ve built behind Successful-Blog.

A great product is its own promotion. I’ve created unique value my ideal customers love. The Perfect Virtual Manager — even the concept that we all deserve a personal manager as a rock star might have — has been helping entrepreneurs, small businesses, and a corporation or two take a new look. We’re working as partners to focus their business and find their ideal customers. The PVM is a one-of-a-kind business support structured around a foundational plan I’ve built during 22 years of training people who teach.

The new series, Inside-Out Thinking, in like manner, is unique in an Internet of “me too” content. It promotes itself. The series is something readers need and hasn’t been offered before. The series provides the hows and whys about building a solid business foundation and finding the ideal customers who love what we love to do. By conceiving and designing from my own experience and proven track record — yours might not be where mine is, but you have yours — I’ve created something others cannot also create. They can follow, but they can’t duplicate it.

Open Comment Night, the Virtual Conference last March, this one2one conversation that we’re sharing are all value offerings that I can create unique customer value. Soon enough as I focus my content in the areas that reflect what I’m particularly good at discussing, my competition begins to fade.

Promotion. Promotion is easiest when you ask cusomters to choose between two options:

  • A. YOU
  • B. Everyone else in the world.

Here’s my most effective promotion strategy.

Set up a choice between me and the rest of the world. Then promote the rest of the world.

And since this is a one2one conversation… to Dawud, (and you too)

How important is strategy to your business? How does your strategy get built?

If you’re reading this, I’d love to hear your answer too.

–ME “Liz” Strauss
Work with Liz!!

One2One is a cross-blog conversation. You can see the entire One-2-One Conversation series on the Successful Series page.

1.2 WHY Doing What We Love Is Solid Business Thinking

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Not Self-Indulgent, Good Business

inside-out thinking

Did I really mean to say the word? Yep.

Love. Not like, enjoy, or get kick out of, but have a passion for, live for, hold in highest esteem. Every person needs a quest, a cause, and a purpose.

That’s right. One — that one simple question.

What businesslike thing do you love doing?

is critical to your business.

Why?
Because it’s how we’re wired as humans. We bring our best to whatever challenge we face. We’re better when we’re inspired by deep feeling. We’ve known that since we were kids.

Any less is inauthentic, second-best, didn’t try, plan b, was absent that day, ho-hum, phone it in, stand in right field and let that pop-fly pass us by instead of saying the game . . . we might as well be out!

There’s a reason that so many folks — on TV, in IT, in academia, in every career — say the same thing. . . . find your passion, do what you love.

They’re not promoting self-indulgence. They’re supporting solid business sense.

WHY Doing What We Love Is Solid Business Thinking

What makes loving our work solid business thinking? Why is it more critical now than before?

In his book, A Whole New Mind, Dan Pink points out that “high concept” and “high touch” values (design, story, symphony, empathy, play, and meaning) have become as important as linear thinking, detailed analysis, and spreadsheets.

On his blog, Doc Searls recently said this about how business is doing. It was part of an interview with Shel Israel.

In the original website version of Cluetrain, Chris Locke wrote, “we are not seats or eyeballs or end users or consumers and our reach exceeds your grasp. deal with it.”
Recognizing a situation and dealing with it, however are two different things. The “dealing” has barely begun.

In this Internet, global economy we deal direct — no middle man. Conversation and relationships matter as much as schedule and budget do.

In plain and simple words, thinking and doing what everyone has thought and done no longer work. Now it’s think and love what we do — That’s the only way to draw customers to us.

Think hard. Thinking alone doesn’t solve every problem. Some problems are human. Some require empathy and finesse. Some situations call for more than intelligent reasoning. Before you talk yourself out of what you love doing . . . think about the reasons we need to bring all of yourself to your business — head and heart.

7 Reasons WHY Doing What We Love is Critical

When we bring all of who we are, full engagement of head and heart, we bring 7 deeper values and higher outcomes to our work.

  1. Complete presence — focus. We’re all there — the all thinking business is no longer sufficient. Computers can’t smile. Computers can’t listen to the spaces between words. People buy what we sell.

  2. Peak performance — productivity. We invest more, do more, go further for the work we love.

  3. Tolerance — perseverance. We have more patience, time, and energy for problem solving when we directly reap the benefits.

  4. Value and Appeal — compelling story. To compete a product or service has to be useful and beautiful. Simple and elegant, for to the adult and the kid in each one of us. Bringing logic and emotion to a business outdistances the world view of logic alone.

  5. Total Differentiation — identity. The uniqueness of our being shines through in concept and execution when we start from what we love.

  6. Fully Invested and Worth Investing In — market value. Rolling all of the above values into one, nothing beats the 360 degree investment of brains, money, and dreams all in the same direction. Any VC worth his or her salt looks for that combination when funding a small business.

  7. Sense of Worth — authority. We value what we earn and what we love.

Can you see why it’s only sense that a strong business is built on doing what we love?

Got questions yet?

Next: 1.3 WHAT IF you don’t know what you love to do?

–ME “Liz” Strauss
Is your business stuck? Check out the Start-up Strategy Package. Work with Liz!!

Related
To follow the entire series: Liz Strauss’ Inside-Out Thinking to Building a Solid Business, see the Successful Series Page.