If you’re an entrepreneur and you’ve never been ‘people watching’, then start up blog strongly recommends a session. For a lot of reasons it’s a cool thing all entrepreneurs should do. For one, all our revered entrepreneurs are champion trend spotters. And they spot these trends a long time before they are reported in the Sunday newspaper lift outs.
Go some where busy, go somewhere where there are zillions of transactions, go somewhere sans commerce, go where families hang out, go somewhere singles hangout, look for the subgroups, watch people looking at shelves in stores – guess their decision process, see if this process is the same for all or different for all, see what they wear, see how they move, how did they get there, where are they from, bring a notepad with you and write down ideas, go places you’ve never been before…. Watch people, guess their motivations, view their life in action and then we’ll be the ones gaining life experience…. Just go and watch.
The funny thing about our world is that we are all in it every day, but very few of us are actually paying any attention to it. Step off the stage and become the director. Make it a habit to pay attention to what is going on in our world.
As entrepreneurs and marketers we are lucky. We can do our homework everywhere we go, and our start ups are the key beneficiaries.
You need more industry experience
You need to have experience managing a team
It’s out of my control
We care, we’re listening
We have a sustainable perspective
Our interests are aligned
People are our most important asset
Open plan is for open communication
We have a long term strategy
We serve our shareholders first
We put our customers first
We put our employees first
We have a lot of first places… ?
We make stuff up so we can justify the money we extract from something we don’t own.
Make your startup the antithesis of this – mean what you say.
I noticed this morning that a particular area of my box hedge isn’t growing as well as other areas. See the two photos below.
In order to remedy the situation I thought about what the different things I could do:
- Ensure the poor performing area was getting enough water
- Make sure the soil wasn’t poisoned in that particular area of the garden
- Remove the weeds from the periphery
- Add some fertiliser to the struggling area
- Aerating the soil with a hoe
- Ensure the area is getting enough sun
In fact, I’ll try the methods above. What I wont do is ‘remove’ the box hedge. I really need it because it forms part of the garden perimeter. It provides the required symmetry. It’s an integral part of the garden. I will give it the extra attention it deserves, and talk to it. I won’t pretend it will fix itself, because I know that is just a fantasy.
So, why do we take the opposite view with our staff / employees or business partners? We rarely ask first what we can do, and most often just ‘cut them out’, get rid of them, or even chastise their performance, before we look at the reasons for it. Maybe they:
- Aren’t getting enough cash to do their part?
- Maybe their part of the organisation has structural issues?
- Maybe they have non functional ‘hangers on’ stealing time & resources?
- Maybe we need to invest in some training or programs to boost the area?
- Maybe we need to give them more space & freedom to perform?
- Maybe we are not providing enough reward & recognition?
You’ve probably noticed how many of our people problems have strong analogies to my box hedge. In fact, both nature and people, need nurturing.
Steve – founder rentoid.com
From a competitive viewpoint, imagine for a moment that our worst business nightmare came true.
Maybe Google decides to enter our market space. Or the Coca Cola Company launched a beverage with the same consumer benefit we’ve been bootstrapping. Or large company X decided to compete against “us” head on.
Well – you’d be surprised how that feels. How it makes us react, and how it very quickly changes our perspective on what is the most important element in ‘winning’. In competing effectively for our share of wallet.
All of a sudden many of the projects we are investing our time on seem far less important than they were yesterday. Maybe that front page redesign can wait, maybe the shiny new web 2.0 buttons are a little less important. Maybe our packaging will do for now and quite possibly every project we have on the agenda, excluding customer ‘centric projects’ can be put on hold.
Here’s an exercise worth doing with your team. Act as if. Act as if it has just happened. Have an ‘emergency session’ with your team on how you’d react if a more well resourced, financed and well known competitor came to play. Build your battle plan. Once your battle plan is drawn up – throw out your current business plan and work on that instead. Because they are coming, especially if your startup is in a fertile consumer territory.
After the intital fear, most entrepreneurs just get inspired, get angry and get on with it. A good scare never hurt anyone.
Steve – founder rentoid.com
Today’s task is boring, even hateful. Doing invoices. As with all great ironies, this ought be a task we revere look forward to and basically enjoy. ‘Payment’.
Given we often forget the important stuff we all know. I sometimes write a reminder and stick it to my office wall.
Here’s my pic: (Art’s never been a strong point)
Yep, I’m reminding myeslf that this somewhat laborious task is actually a cause for celebration, the celebration of hard work as we collect our earnings.
Startups struggling with boring stuff – remind yourself why it’s important!
Steve – founder rentoid.com
I took this quote from Seth Godins latest micro book Tribes:
“Do you beleive in what you do? Every day? It turns out that belief happens to be a brilliant strategy”
This resonates with me because it will motivate us to find solutions that ‘non believers’ will be too inept, apathetic or bored to uncover.
Entrepreneurs ought launch something they beleive in conceptually, not just financially.
In order to be in love we need to feel loved. Often we mistake love for other intense emotions such as lust, obsession and even fear.
So if we were to translate this to business parlance it might read like this:
If we want people to love our brand or company, we simply have to make our audience ‘feel loved’.
So then the next questions we should be asking are:
– Will they love this product?
– Will they love our value equation?
– Will they love our guarantee?
– Will they love our designs?
– Will love our ‘contact us’ policy or phone staff?
In fact, let’s just start every audience related question with the words ‘Will they love….”
If we do this and focus on being more than good, more than liked and only accept moving towards stuff people will love. Then one day, they may just love our brand.