It's a myth of leadership that when there's change, it requires action.

Here is the final paragraph from a very interesting article by Michael Blastland on the BBC news website. You can read the entire article here 

His argument is quite simple - play the long game to iron out the short run ruffles.

"A wise friend who does run a successful engineering business on the south coast, had this to say about the real ups and downs of recession:

"2010 was a terrible year with most of our customers cutting back or totally stopping spending, but I am so pleased we managed to get through it without any redundancies. It was tough for everyone but they all stuck together.

"It's funny how quickly things change round, just last September I was worrying I'd made the wrong call and we should have made redundancies at the start of the year, and now we have the biggest order backlog the company has ever seen."

It's another victory for managing by doing nothing, he suggests.

"Unfortunately, management generally ignores variability. A great example is the amount of time managers have to spend 'explaining' variance to budget. Woe betide any manager who just ways 'well, sometimes things go up, and sometimes they go down'. We have to pretend to be in control."

It's for this reason that the fashion for corporate dashboards displaying up-to-the-minute information about company performance makes me wonder - will bosses everywhere be staring at the numbers, twitching with every down, feeling the pulse race with every up, on the phone demanding action with every flicker on the dial?

The risk of playing down change is that you miss the next big thing. But since there's an equal risk of over-reaction, does anyone know of a business bestseller with the mantra: "Calm down?"

The 4 generic sales strategies

Here is an interesting article from Nick Cramp.

When it comes down to it, there are only four ways a business can increase their sales turnover, so a good sales and marketing strategy only needs to ensure these four bases are covered.

These four strategies are:

1.    Get your existing customers to buy more service or products from you each time they purchase.
2.    Get your existing customers to buy from you more frequently.
3.    Get more new customers.
4.    Get your existing customers to refer their friends and colleagues to become customers.

Each sales and marketing activity needs to be directed to achieving one of these four outcomes. Similarly each business needs a strategy or plan for how each of these outcomes will be achieved.

Sales & marketing can get very complicated and confusing with the range of different options and channels now available to each business, but a good sales person or team should be able to simplify and focus on systematically achieving each one of these 4 objectives.

The business owner or executive needs to make sure they have a system in place for monitoring and measuring these numbers so they can judge the effectiveness of their marketing spend. 

As the old business adage states “You can’t improve what you can’t measure”

How are you numbers looking this month?

Never take growth for granted

Focusing on what we do for our customers is short-sighted. Rather than looking at what we do, we should look at what our customers want. This is the core message from a seminal article written in 1960 by Theodore Levitt, a distinguished Harvard Business School professor.

This is as true today as it was 50 years ago. Too often we look at innovating what we can, rather than what is wanted by existing and potential customers. Sustainable business growth requires a particular mind set and focus.

Growth cannot be taken for granted, even in so called growth industries. It is more a management task of spotting where future growth may lie, rather than just exploiting what is already known. It is all about being customer centric and delivering the benefits they want.

Most growth plans are predicated on assumptions about the current status. That profit can be increased by delivering ever lower costs. That their product knowledge is such that their product cannot be surpassed or that growth is commensurate with population trends. These assumptions are short-sighted or myopic, yet they still prevail.

To achieve long term, sustainable and profitable growth focus instead on delivering the fundamental benefits that customers are seeking. Start by doing the research about what it is that your customers actually want from your company.

Can business learn from politics?

Can business learn from politics?

The Lib-Con alliance offers deep insights into how apparently opposing parties can coexist and even deliver credible leadership. It hasn’t been easy. Both parties have a rich heritage in terms of ideals, values and culture. In any other setting, they would be knocking seven bells out of each other. Yet they appear to be working collaboratively. How have they achieved that and what can business learn from their efforts.

To begin with, we can see that there are many similarities between political parties and organisations. Within most businesses there will be opposing views, conflicts of interest, individualist agendas and so on, each acting as a divisive force. Unchecked, this negative energy can lead to stasis or even worse, to decline. How can business leaders harness the energy within the organisation and use it for the good of all stakeholders and not one constituency?

The key must be in having a vision that gets all the individual agendas to fly in formation. That takes clarity of thought and good leadership. The clarity of thought is the heavy lifting that no one likes to do. Taking the time to write a compelling vision does however pay dividends. A great vision transmits who you are, the people that you serve, why they buy from you and how you will deliver that offering. Some consultants push the need for a pithy version to make it memorable and hence “sticky”. We disagree. People like to hear stories, anecdotes and parables. The vision can be in any form. But, a good story, well told, is powerful and this makes it “sticky”.

A meaningful storyboard vision is not enough. Good leaders make the story real. Their telling of the story breathes life into it. They transmit the vision constantly, without hesitation, deviation but with lots of repetition. They energise the story.

Has business anything to learn from politics? The answer is yes. Transmit the vision as if it is a story and keep on telling it.