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
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.
Most global companies outside of Japan have targets for increasing numbers of women employees, particularly in management. And even in Japan where women are often given short shrift, more global companies now have such targets as well. However, the leaders of the most successful companies I know achieve their objective by doing things right that have nothing to do with women at all, and their businesses and all staff, both men and women, are better off as a result.
If you are the leader of a business in Japan or anywhere else, whether your business is subject to diversity targets or not, below is what I advise.
There is no percentage in tentativeness. Success in strategic change belongs only to those who step into the fray. My recent visit to Hanoi reminded me of this, and below I explain why.
If I offered you more money for results, would you change anything that you are doing now?
I have asked this very question to numerous successful CEOs, and invariably the answer is no. I suspect yours is as well.