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.
Chatting with Chris Mander from docolo.com and he came up with an awesome idea – which every business should have.
The Chief Mojo Officer, or the CMO.
Sure, I asked him what they did and here’s what he told me: (with some embellishment)
“Firstly you have to believe in mojo. If you don’t believe in mojo, then forget it. If you do, the CMO is in charge of general “Vibe Strategy”. The CMO has to make sure that the ‘vibe’ is right. There are no real quantitative measurements for mojo – you can just feel it. The CMO is the type of dude who can just feel it. They’ll know when it’s out of whack. The CMO is in charge of things which are nebulous, but actually matter. When the CMO has the general vibe grooving, the mojo is right, and revenue happens.”
Good news for startups with small staff is that we don’t have to wait for the employee head count to justify a new CMO. We can and should be doing it anyway. It’s our job!
But when you make it, I reckon it would be the best investment any company could ever make.
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.
My problem is…. I’m a really nice guy. Really, I’m reasonably nice, just ask anyone who knows me….
Actually it’s more I’m not as smart as I’d like to think I am. You see, often I don’t do people any favours by trying at all costs to be, Mr Nice Guy. Even if it’s at the expense of helping them grow. The interesting thing is that I usually get what I give, and that is, people are generally very nice to me. Even if what I need on occassions, is some home truths to help me grow.
What I really need is tough love.
Turns out my team also need some tough love too.
Tough Love – Startup blog definition:
Having a team let each other know ‘in no uncertain terms’ when members are goofing off, at the expense of agreed upon and shared objectives.
It doesn’t mean we turn into nightmare colleagues or the boss we always hated.
It means that we have a culture where we don’t want to let each other down, but we pull each other up in tough times and provide mutual motivation. We give each other guidance when we need it.
Photo by Chuck Rogers
Words by Steve – rentoid.com
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
In tough times, operating in a non revenue generating business gets difficult. All your business may even dry up.
It doesn’t mean these activites aren’t important, it’s more a reflection of human behaviour. Unless the link of the activity to the transaction is clear – it will get pulled. This is true for consulting, marketing budgets or even your job. So the question we then must ask is this – how close are we to where money changes hands? Are we close to the transaction or in the backroom somewhere?
The further say we are from the money – the greater redundency exposure we have, in business and employment. Closeness to money is why many real estate agents who are often intellectual dodo’s still make big dollars. I’m sure you can think other examples too.
If you want to be an indispensable business partner in tough times, make sure you are close to the money.
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