Categories
Strategy

December Resolutions

Why Wait Until The New Year To Create A Resolution? Build Better Resolutions Today

We apply so much pressure on the New Year’s, a fresh start every year, we set up a long list of things we want to improve but rarely do we hit them. 

Often they are broken by the first week of January and that’s likely down to habits or not creating the right tiny habits (Professor Fogg’s book and framework is a priceless companion) to set you up for success. 

Simple Habits was believed to take 21 days to form, a more recent study found it took up to 66 days. 

There is more research to suggest it can take up to 88 days to form and automatically take on complex habits. 

How are you doing to set up or stop something on January 1st? 

Something we have all experienced since March 2020 is a need to look forward to something.

Something small, something meaningful, something that we haven’t done in a while, something new or something familiar but in a different setting.  

So why wouldn’t you set up a December resolution?

Why wouldn’t you start a month earlier to create a better set of habits? 

Why shouldn’t you spend December building better the plan to build habits to improve 2022 for you and your business? 

Habits are often solo, you rarely gain help with these from partners or friends, whereas WW (Weight Watchers), Peloton, Noom and many other businesses know it is about the support from people doing the same activities that help you move forward and make progress (alongside becoming a habit and buying into the company and continuing to use their products). 

Get ahead of bad resolutions and bad planning for 2022 and get ahead with better habit building and better ways of addressing your bad habits or weaknesses.

A good company strategy is planned out meticulously and is fixed, tactics can change and adapt, pair this and include it into the right set up and your company culture is set up for long term success.


Focus Must Listen:

The podcast below with BJ Fogg and Nike trained podcast is one of my secret weapons of sharing it will help to guide and shape your habits and product building.

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Leaders Letter Newsletter

Leaders Letter 74 – Have A Wish List Of Roles You Want To Hire For To Reshape Your Business 

Dear leaders, there is something important many of us think about but rarely plan.

It is organisational design, creating a team and wishlist of roles we want to hire for. 

In one of my support networks, a question was asked about how other execs go about reshaping their team(s) and was there a method anyone used specifically. 

Away from old school methods of creating a skills matrix or having to question every January the bottom x% of staff, many thought about it but did not plan or have a plan. 

There are two main components for success for organisational design and reshaping your business to consider: (1) company culture / your own subculture and (2) company performance.

My recommendation is to always plan forward, I have a saying that is:


Always Be Auditing, Always Be Marketing.

Auditing helps you review, plan and understand if you are on the path you should be on and the timeline you are operating on.
Marketing enables you to guide, influence, bring others on a journey, alongside being able to attract talent and great team members and bring in senior leaders into your business. 

Many leadership teams are on a long term journey together and just started their journey, there are CEO’s and chairpeople who follow the adage, you should always look to change 5%-10% of their management team, especially if it is larger than single digits. (A good podcast to listen to on this is with PagerDuty CEO Jennifer Tejeda on BVP)  

Remember a large leadership team can be great and add more diversity, with more people there is always more bikeshedding (Parkinson’s law of triviality) and more opinions creep in and can become a politically charged status game and each decision can become death by committee. 

Plan: Be Strategic, Not Reactive

The plan can be simple, you ideally would like this role for these reasons. 

You can build out another dimension and create an org chart with names and responsibilities and how you look to develop out the people and reporting lines, some do this with their right-hand person and create a timeline for such moves.

Often the unspoken truth is; the more senior you become the less turnover and change occurs, the longer it can take to improve your senior leadership and the longer teams and company culture can suffer. 

Why not look to plan the people evolution of your business for the next 24 months ahead, this helps you to reshape the business, refocus the teams and create a window where you are the company and the employees openly embrace change.

Remember: Organisational design has to be proactive, never reactive.

This week start planning the two years ahead, what you would like your team to look like and operate like and where you can transfer the next generation of leaders into your business and smartly and proactively evolve your business. 

Thanks and have a great week,

Danny Denhard 

Categories
Leaders Letter Newsletter

Leaders Letter 73 – Setting Your New Norms Now

Dear Leaders,

There is something unrivalled about being ahead of the game and being able to be proactive than being reactive. 

Planning can be stressful however knowing you are ahead and driving the business forward is something many crave but rarely own.

There are many newer ways of working we have now become accustomed to since March 2020, whether that’s right or wrong, we are now in a place to design a better set of norms.

We have become accustomed to too many videos calls, too many instant messages and too many meetings. 

Isn’t it time to address these and help set up a better hybrid workplace

Being reliant on synchronous communications and video calls is something so many are fatigued by and without the right structure are really struggling with. 

This newsletter goes out to leaders across The Americas, Europe, Africa and Australasia, we are all in slightly different phases of returning to the office and with hybrid being the future, how about you set your new norms for the next phase and rethink the tools and the systems you are using currently. 

Here are a few hows to consider: 

More deep work – Remove the constant distractions and enable teams to use statuses to embrace deep work and block out times. Dropbox has set times for deep work, how about you embrace this too? 

Less reliance on video calls – Fewer video calls to make decisions. Making decisions should never be left to video calls or a number of video calls. Consider how you embrace different technology and wiki’s and knowledge centre’s to enable better, more streamlined conversations. 

Fewer videos updates – Feedback from almost every company suggests that many companies are just relying on video as every communication channel, this can be reduced by introducing more audio-only updates, better documentation and introducing better communication practices. 

A move to asynchronous communications – Many businesses have struggled to introduce or reintroduce the right levels of written and documented communications. Having deliberate thought and documents helps to share knowledge and cut through misunderstandings and delivery issues fair quicker than several video calls or having to organise real-time attendance. 

Keep in mind: Improving company culture is imperative, if you are in a place to hire a dedicated headcount, a culture community manager will be essential to improving EX (employee experience) to improve CX (customer experience and success).

Having the right tools is essential, onboarding and coaching on how to use these tools are essential. Ensuring you have agreed working principles will help you to shape your business far quicker than dumping more rules and tools and expecting teams to embrace these. Departments need fewer tools but better tools. Cross functionally departments need to share updates, insights and knowledge to help move your company forward and make real positive change. 

Have a great week planning a better norm.

Thanks,

Danny Denhard

Please remember if you have any disabilities please ensure all of these updates are relevant and can be used. 

Important Supporting Resources 

Categories
hybrid office

How Are You Reducing Mirror Anxiety?

Recently Stanford researchers coined the phrase mirror anxiety, it is the concerns and anxiety that has surfaced in looking at ourselves on video conferencing all day. 

In the upcoming hybrid work world, do we need to be staring at a screen and part of multiple synchronous video-based conversations to make decisions, to gain consensus and to develop out ideas? 

Is this something you truly believe is right for your business? 

Or is there a better way of addressing this? 

Although this seems to be individual concerns, this is having negative company culture issues.

Categories
Anonymous Career Advice

Is An External Profile Important As A Leader?

Dear focus, is having an external profile important as a department or business leader? 

This is a question that is not asked enough and one many will not have a chance to consider if they are not proactively looking at developing out their career. 

An external profile is something you have to craft, build, stay active with and balance alongside your workload. 

In recent years, a spokesperson or a company rep has interchanged from external spokespeople to an internal spokesperson or selected people.

Demands constantly change but the representation of brands and industry leaders will always be an important pillar. 

Categories
Strategy

The Key To Winning Business – Be The Power P: The Partner, The Platform, The Piping

Why The Three P’s Is Winning & Will In The Future

Throughout time, businesses have had to evolve past just selling widgets. 

We went from specialists selling a smaller number of SKU’s, to selling huge amounts of SKU’s just to compete. Many then moved to rely on everyday people to sell their products on your platform to compete on search engines and drive enough people to drive another round of investment or keep the lights on. 

Many of these changes were necessity, rarely strategic and survival becomes the name of the game, while slowly killing development, product improvements and investment into true growth levers

In the age of the internet, faster more convenient apps and prime expectations, we have seen the way we browse, broker and buy evolve quickly and many times we did not see the landscape shift and change, why? Because of how discreet and smart these new players are. 

In today’s market, we have seen the three P’s step up and win as operating models: 

The Partner 

The Platform 

The Piping 

Categories
Leaders Letter Newsletter

Leaders Letter 72 – Where Are You Placed When Consolidation Happens?

Dear Leaders, consolidation is about to happen and it’s imperative you are on the right side when it happens. 

There are two ways of doing business, bundling and unbundling (the famous Jim Barksdale quote has been proven right many times over the last decade). 

What tends to happen in both scenarios is consolidation, you see something ripe for unbundling, many flock to unbundle a large incumbent and then phase two of acquisitions and mergers take over. 

We see disruption, we see innovation, we see lower prices or more convenient services come to market and as consumers (particularly the early adopters amongst us) we love it. 

The next phase is messy and can get bloody. 

We race to zero and that’s not a fight for the faint-hearted. This phase influences careers, impacts even the strongest company cultures, it can also create short to mid-term obsessed business strategies that reshape your business and the industry.  

Businesses end up having to consolidate, they have to sell or go through a sale to ensure the company survives or can compete for the long term. 

Why? Consumers end up with too much choice and have to vote by selecting their side, their default and truth be told, the most convenient, the cheapest, or the biggest perceived brand. Being the brand in your market is often the most underdeveloped action taken by businesses in the last five years.    

We saw this with apps on your phone selling to larger companies, the music industry saw independents selling to large companies and to the tech and social platforms, we saw social networks buy up chat apps, photo sharing apps and live streaming platforms. 

We are about to see this with podcasts (exclusives, first listens, only available on x), TV (we have too many services with +), ride-hailing (Uber vs Lyft in the US, Uber vs Bolt in EU) and apps on our smart devices and gaming. 

I have been in two markets that ended up consolidating quickly and it actually killed off competition and creativity across the board, not just in the companies I operated in.
It has a real impact on your company’s performance and you lose that thing that drove your business on and that spark in your culture that was that extra versus competitors.  

The question for many over Q4 and into Q1 of 2022 is what side are you going to land when consolidation happens in your market?
Are you in a place to acquire or are you going to be on a larger companies shopping list?
Are you preparing the business and the people to understand what consolidation means for the business and their careers? 

Action Needed: If you are unsure where you are landing in your role, find out quickly and prepare yourself and those around you.
Consolidation should never be a surprise. 

For many this is an opportunity phase, for others, it’s a phase of threat and concern. Work out what side you are on and help to share the knowledge with your management teams and help them support their teams around them. 

This Q4 is going to see the largest numbers of people needing help and suffer from a record amount of burnout, consider how you help your teams, don’t just stop meetings like Google did or roll out meeting-free days, think about how you support mental wellness apps, therapists and bonus afternoons off that’s designed for people to organise their time and work around it. Consolidation will create some fear and heighten concern if not handled correctly.

Have a great week ahead.

Thanks,

Danny Denhard

Important Reads For Your Week Ahead

Categories
Company Culture

11 Simple Tips To Improve Company Culture 

When defining the key ingredients for company culture, there are four pillars that will always guide you towards building a good foundation.

The 4c’s of company culture are:
1/ Campfire
2/ Competition
3/ Community
4/ Collaboration  

Here are eleven of Focus’ top tips to improve your company culture

  1. Agreed Principles & Approved Behaviours – the best companies understand the boundaries of each team and understand the principles that drive them forward and the agreed and approved behaviours are universally agreed are driving the people and company forward. Knowing that humans are designed to understand guidance (remember many believe rules are made to be broken) and boundary lines will help all employees from the least to most experienced.
    Key for success: review and update agreed principles and behaviours every six months
  2. Eat Together: Have a food you all can eat and eat together, whether in person or virtually. The connection that is made around eating at a campfire setting is priceless.
    Key for success: create this as a ritual
  3. Drink Together: Enable rotating “coffee chats” across the business, this should be randomised and connect colleagues from all areas of the business, including the “most senior and most junior”.
    Key for success: create this as a ritual
  4. Show & Tell: Create a company show and tell – enable departments to demo what they are working on, encourage departments to create games and interactive elements to explain what the department does and how they feed into the business
    Key for success: create this as a ritual
  5. Forums: Regular Forums focusing on show and tells – take it a step further than standups and recurring meetings, enable teams (not just departments) to show their work and demonstrate the value.
    Have this open to the whole company, these forums could be optional to attend for companies with over 350 employees; if you can record these, share and have a record on your wiki these drive companies to create connections, coach, collaborate and curate collectively.
    Keep for success: ensure feedback is provided (not opinion) and there is applause. Applause creates herding  
  6. Games: Create a company-wide game that teams are mixed up for, so they can compete against each other and build bonds with colleagues they rarely work with.
    Key for success: Small disposable games not touraments work best
  7. Captain: Use a captain system in meetings, rotate the owners of regular meetings and intros a captain who steers the meeting. This helps to remove HIPPO’s owning the meeting, it can remove status games, it helps to evolve individuals and places respect at the heart of the meeting. I have gone so far in buying a captain armbands and ensuring the captain wears the armband in each meeting. Visuals help, thats why flags exists, thats why unforms work, thats why adding ranks to uniforms exist, thats why captains wear armbands in sports.
    Key for success: Ensure everyone supports and respects the captain in every meeting
  8. Caring & Causes: Create a cause the company supports and creates squads to dedicated days to supporting the agreed cause. Awaydays supporting charity and non profit days are popular, curating how many of the team go together are important and varying how they can support is important. Connecting smaller groups of people to support these together is important, creating mini herds of teams drives movement within your business.
    Key for success: Report back with videos and images of the cause each herd supports  
  9. Storytell Failure: Create failure of the month storytelling – when failure is discussed and openly understood, companies can move forward and help a learning culture to develop and remove stigmas against failure. Companies who celebrate together in the good and the bad have the best company culture.
    Key for success: Thank the storyteller and engage with their failure  
  10. Unsung Heroes: Something that is rarely celebrated but should be are the unsung heroes in your business, the ones who go over and above the roles to ensure success happens, not just on projects but with developing and mentoring others.
    Key for success: Call out unsung heroes formally and informally
  11. Agreed Anthem: Have an anthem (a song, a sound or even a poem or film clip) that whenever played recreates a connection.
    Key for success: Refer to the athem and play regaulrly  

Best of luck rolling these out for your business, remember you can roll out some at a time to help start the ball rolling.

Categories
Leaders Letter Newsletter

Leaders Letter 71 – Pitching The BIG Idea

Dear leaders, this week I am going to tell you about a personal experience that might be a lesson or two to take forward. 

I had a BIG idea, I crafted an aesthetically and numbers perfect 22 slide deck (with a huge FAQ and appendix), the idea was reshaping the business I was on the local leadership team and opening up the business to offer three new services that would have answered more customer problems, enable a global launch and create a bigger impact. 

Categories
Strategy

Has your business stepped too far away from your customer’s problems?

One of my fundamental beliefs is the best and most successful companies were set up to fix existing problems and then some were set up to help fix the next wave of problems.   

The best and most successful business strategies in the world are based on problem-solving.   

The most successful companies either help to fix said problems, help consumers to solve the problem or matchmake the consumer and the right solution or solution provider. 

The art of business always needs a middle person to connect problems with problem solvers. 

One of the core issues many companies face is getting to a size where they stop solving core issues for their customers.