A company I know has a stated value of innovation that it parades out in front employees on a regular basis, but rarely, if ever, do any staff or managers innovate anything—including staff in research and development!
Years ago, I was having coffee with an entrepreneur who, at the time, was bootstrapping a software business. He had been a CIA operative during the Vietnam War, and told me about the time he had spent with a multinational special forces unit in Laos.
Don’t recruit. Poach. In a tight labor market, there is no percentage in tentativeness. If there is any time to go on the offense, it is now.
I don’t know why recruiting firms call what they do a “search.” Who cares about a search? A search is easy, and often consists of little more than trawling through LinkedIn. Continue reading
Nationality and national culture are not granular enough to explain behavior. There is no “Japanese mindset.”
I have traveled to more than twenty countries, and lived outside my native United States for almost my entire adult life. I speak Japanese and French fluently, and just enough Italian, German, and Mandarin Chinese to get myself into trouble. When I put my mind to it, I can even fake Spanish—and people understand me! I have worked with and known people from all over the world. Yet, I have never known any single person who could be described as typical of the country from which they come, because it is not nationality that really matters.
If you are a leader seeking rapid change in your company, forget about culture. Culture will take care of itself. Focus on new ways of doing things. The genesis of a new culture results from a change in behavior, not the other way around. Change the way people do things. Culture change follows as a result.
What if your prospects and clients have no pain points and no problems?
Presumption of damage is never a good way to start a relationship with anyone, whether in business or otherwise.
Not long ago, I was working with a sales team helping improve their capability to ask questions when meeting with prospects. Without fail, during role plays when I played the customer, each one asked me variations of, “Do you have any particular problems?”
When I responded, “No, we don’t have any particular problems,” each salesperson was flustered and did not know how to respond. Each one, after a few awkward exchanges simply withdrew and promised to call again at a later date.
You want to retain just the best in your organization.
Retention, per se, is no business objective. It is retaining the best that counts, even in the tightest of labor markets.
Don’t underestimate the importance of peer support, especially now. My most successful clients ensure they maintain open communication with other CEOs for advice, to learn what others are doing that works and what doesn’t, and for emotional support. Communicating only with people in your head office and your staff just isn’t enough. Interaction with your peers will help keep you grounded and focused, and your stability will help your staff with the same.