Category Archives: Leadership

Why you should believe in failures like me.

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School Report Tauranga Boy CollegeI failed at school.

The best mark I received was an internally assessed A1 in School Cert science. It belonged to another student called Andrew Nichol and was whisked away as quickly as it arrived.

I left school at 17 barely able to read, average at the more complex forms of maths, but strangely very good at accounting. Despite being a “failure”, I have discovered I am actually not as dumb as the school system lead me to believe. In my adult years I taught myself to read (by reading more and more books I actually enjoy).

I have also been given incredible opportunities to lead.

To learn.

To succeed.

Why?

Because throughout my life, many incredibly courageous people have believed in me despite my failures. They were courageous because I could have crashed, failed again and tarnished their good name.

I would not be who I am today without their generosity.

∴

All of us have people who’ve believed in us against the odds. Therefore the implication is simple.

Who are we investing our time into, who might just succeed if we just see past their failure?

Who are you believing in against the odds?

Maybe its time you found someone.

Finally a shout out to just a few of the names I have randomly thought of as I wrote this post. Mum & Dad, Craig Jamieson, Dale Henderson, Bob Addison, Matt Ruys , Neville Stevenson, Ian Hogan, Colin Shotter, Dave Medhurst, Geoff LeCren, Glyn Gray, Jeff Smith, Bruce Thomson, Mark Thompson, Iain Hill, Jim Quinn,, Rowland Forman, Ken Frost, Campbell Forlong, Jim Grafas and of course Karina Nicol. Thank you for believing in me at various stages in my life. I am more grateful than words can express.

2 ways to learn from experience.

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Waihi_Beach_SafetyThere is perhaps nothing more quintessentially New Zealand, than a day swimming and playing in the surf. As a child’s age and experience increases, so does their confidence. The waves they catch now are a far cry, from the waves they ran from as toddlers.

There is also perhaps no better example of experiential learning, than learning to be safe in the surf. You could read up on beach safety, but until you have been tumbled by a huge wave and felt the current ripping along the beach, the theory means little. Unfortunately many people in New Zealand get into trouble on our beaches because the rely solely on their own, very limited, experience and don’t learn from the knowledge of others.

Our best learning comes in two ways, through a blend of our own experience and from the experiences, struggles, skills and wisdom of others.

If you really want to learn quickly, constantly seek both.

∴

Lately I have had the opportunity to lean in and glean insight from a few very talented people, many of them younger than me. Their stories, their background and their actions form unique lessons that have portability across many areas of my life.

I have been reminded that it is important to learn from my own experiences, but it is equally important to learn from the experience of others.

I think we forget to do the later all too often.

Being the best.

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Trae - "My Mum is the best"I was honoured to hear a friend give a talk about being the best in everything she does. She spoke of what it means to be the best in her music, as a mum, for her boys and at agoge.

Her words reminded me how striving to be the best is difficult and I was challenged about how often I settle for less. What follows are a blend of her words and mine as I contemplated what it means to be the best.
Being the best means failure, as you struggle to live up to your own expectations

Being the best means embarrassment, as you publicly stumble along the way

Being the best means getting it wrong, as you learning new ways

∴

Being the best takes risk

Being the best takes courage

Being the best takes sacrifice

Being the best takes faith

Being the best takes diligence

And the best of the best do all that … with humility and love.

Be the best!

4 key lessons after attending the Entrepreneur Development Program (EDP) at MIT in Boston.

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Massachusetts Institute of Technology

Moments earlier we had been given five minutes to prepare our business idea and now I found myself pitching, to one of the 126 entrepreneurs gathered from around the world. They’d pitch their idea, I’d pitch mine and we would agree how we would split 7 points. You take 2, I’ll take 5 (not that easy with A type personalities).

After 7 pitches to complete randoms, we had a score out of 49. Bill Aulet, Managing Director in the Martin Trust Center for MIT Entrepreneurship, humorously states that higher scores (I was 6th highest) meant you either had a really good idea (mine was created in 5 mins on my flight to the US), or you were really pushy (StrengthsFinder calls it “competitive”).

The top 26 of us pitch to the remaining 100 and then they walked up and choose a team, leaving only 16 ideas. Through this ad hoc process team reCollect was formed.

They say that attending MIT is like drinking from a fire hydrant, and over the next week we were saturated with ideas, discussion, teams sessions and coaching. So much so that it is only now I am narrowing down key lessons.

#1 Team is everything. The team that chose the reCollect idea was smart and diverse. Neil and Mark from Scotland, Rafael from Spain, Saeed from UAB, with Tanmay, Jax and myself from NZ. We all had radically different backgrounds and skills, which meant we ended up working incredibly effectively as a team.

I was reminded at MIT that having a cross functional team with a complimentary skill set is critically important when starting anything new. Startups with co-founders are more likely to succeed, however founding with friends you have never worked with before is more likely to fail.

∴ Build a great team with a common vision, but different skills and networks.

#2 Narrow your focus. Many startups spend huge portions of their precious resources on trying to be all things to everyone. Successful startups spend a lot of time talking with a narrow market of customers before they even build a product to make sure it is something they will actually use, and more importantly pay for. Test an idea and pivot constantly.

∴ Narrow your target market right down and talk constantly to you potential customers.

#3 GSD: Get S(tuff) Done: Just make stuff happen. You can talk about it, have meetings, create really great plans and strategies, but if you don’t GSD and get a product delivered then it is worthless. Herb Kelleher of Southwest said “We have a strategy plan. It’s call doing things!”

∴ everyone needs to GSD, and add real value to the customer. Everything else is worthless.

#4 Cash: Capitalism in America is NOT dead. To be honest if a Kiwi has a great idea and someone in the States has the same idea. They will be funded about 10x more than you. Thats the reality. It doesn’t mean you can’t win, just that you need more resolve around the first 3 points. The downside risk to not having cash, is we fail to rapidly build Innovation Based Enterprises at a speed quick enough to compete.

∴ Charge your customers as soon as possible, export and seek funding. Run out of cash and all your hard work means nothing.

Attending MIT was a fantastic learning experience, which I liken to reading 12 books in a week. Thanks to MSI / MBIE,  now Callaghan Innovation for the incredible opportunity.

Watch this space for a new business to spin out of Agoge this year.

2 lessons about leadership I gleaned while being driven through Phnom Penh.

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Those of you who have travelled through parts of  Asian know how mad, crazy, radical their driving can be.


If you haven’t, watch this short video of a normal intersection at 6:30 at night.

At first we described it as ‘Organised Chaos’ and soon realised that it was best described as “Disorganised Order”. Everyone headed were they needed to go, in an orderly yet apparently disorganised way.

The drivers themselves were probably the most fascinating part of the driving experience. They’re a paradox of determination and grace. They wanted to get there first and fast, but were gracious as others pushed and squeezed their Tuk Tuk’s into gaps that moments before didn’t exist.

Disorganised Order,

and

Determination with Grace.

∴

Disorganised Order, you don’t see that much in business or law in New Zealand. I wonder if it isn’t the essence of being truly entrepreneurial.

and

I have met plenty of determined people, and I have the privilege of knowing a lot of gracious people. Sadly, most often the determined people are not characterised by grace.

Determined with Grace, describes the leader I would like to be.

Creating a personal strategy to help you achieve your dream and goals.

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GoalsOne of the funny things about returning from annual leave is that I often have this utopic desire to live a more purposeful life. I guess the relaxation, uninterrupted time with family and the space to think, lead me to want to create more of those spaces in my normal life.

Recently after returning from leave I realised that in our business we have strategies to move us towards our vision and these strategies help us choose the right actions.

In my personal life however, I had never put strategies in place and this needed to change.

Understanding the difference between vision and strategy and actions can be difficult so here is a personal example.

  • Vision is your dream or long-term goals. One of my visions is to “be a person of influence” (hopefully a positive one).
  • Strategy is a high level way of getting to your vision. My current strategies for increasing influence are “connecting with 4 people each week” and “writing weekly”.
  • Actions are the things you do each week to get that align to your strategy. My actions are appointments I have with people and time I actually spend writing.

The truth is I haven’t written each week and I haven’t met with 4 people each week. But, I have written more and connected with more people each week. I also track how I am going in my personal weekly check list which I review in my weekly review (this is the key to not forgetting it).

And even though I don’t achieve it each week, my influence is growing, and I am meeting and connecting with more people, which is energizing me and making me a better person.

Most importantly each week is deliberately better than it would be without them.

So what will your strategies be?

If you would like to see my current strategies, I have posted them at outward.me.

What is important to me?

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20120602-070846.jpg

I wonder what important parcels or documents are on board this DHL plane? I am sure that somewhere a person waits for the arrival of a parcel, that is possibly the most important thing in their life right now.

At the conference, most of the speakers felt like they had something important to say. They have important jobs, and it was critical they get their learning across.

Important comes from the word import. To import means to ‘bring in’. We can tell what is important in our lives by the things we ‘bring in’. What we buy, how we spend our downtime, who we talk to, all indicate the things we think are important.

Lets be honest for a moment. Important focuses on ME!

Exportant is not a word but maybe it should be. It would mean to ‘give out’. Maybe our lives should be measured less by what we bring in and more measured by what we give out.

Then how we spend our money, our downtime and how we talk to people, would be focused on what we give out, rather than what we bring in.

Then we would be exportant.

And most probably what we actually do, would become genuinely important.

Learning to be decisive and the two things that stop me.

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After more than 10 years my picture of the moment is more like a bird’s eye view, than sitting in the seat of the car I was driving. From up above I remember the exact place I was parked on the motorway on-ramp, while waiting to converge with the peak hour traffic. I remember the car, the weather and my mood.

Most importantly I remember the conclusion of my self-talk.

“I will make a decision within 24 hours if I have all the information I need, or I will request more information”

It was a decision to be decisive. A resolve not to be a bottleneck. A drive to allow people to move forward with their jobs and projects, quickly and effectively.

It was a verdict against indecisiveness.

Over my years I have often seen very intelligent managers rendered almost ineffective as leaders, because they cannot make decisions.

It would be great if I could tell you I always make decisions quickly, but I falter and generally there are two reasons I’m not decisive;

  1. I fool myself into believing I must have 99.99% certainty before making the call, which I barely ever get, so I sit on it.  Over think it. And wait … and wait.
  2. I know the decision that needs to be made, but it is hard. It involves hard conversations that people might not like. People might not like me. So I do nothing.

In both cases, my indecisiveness annoys the people I work with, and cripples the organisation I am trying to lead.

To be sure being decisive has risk. Making a decision with only 60% of the information can mean you get it wrong. It can cost money. It can make you look bad. Really bad!

But from my experience, you also make a heap more good decisions than bad. And the good decisions seem to out multiply the bad.

When I left the job I had at the time, two of my team independently told me I was the most decisive manager they ever had.

Of course being decisive applies to every area of our lives.

The implication; decide to be decisive.

And you prepare for the worst. And hope for the best.

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Airbus A380new
Far above the ocean, an engine bigger than a large car suddenly disintegrates blasting shrapnel and metal in all directions. The shrapnel punches holes in the world’s largest passenger jet's wing, damages flaps, causes fuel to spew from the plane and degrades 2 of the remaining 3 engines.

In quick succession an unprecedented 54 alarms appear in the cockpit of the Qantas A380 on route from Singapore to Sydney.

In an interview on 60 minutes Captain Richard Champion de Crespigny describes the situation and some of his key decisions. Part way through the interview he states, "I thought lets protect this aircraft at the most basic level possible. And that was to position it within gliding range of Singapore. And that’s what we did."

"That’s a big call, gliding an A380", states the interviewer.

I love the captain’s reply. It is simple, striking and relevant to many situations.

"And you prepare for the worst. And hope for the best."

“Prepare for the worst” means I’m not ignoring the gravity of the event I am in. I’m not hoping its something smaller than it is. Preparing for the worst means I am recognizing it for what it is. Preparing for the worst means I am doing everything I can to position myself in a place where I have the best possible chance of recovering.

Prepare means more than just hope. It means action.

“Hope for the best”. Hope is critical, without hope all is lost. Hope enables you to make decisions, to think through events, to believe in yourself and the people around you. Hope, I believe, changes your mental direction.

Preparing for the worst in a bad marriage means admitting it is disintegrating and taking steps to fix it. Then hoping for the best.

Preparing for the worst in business means confronting the brutal reality of the situation and takings steps to recover it. Then allow hope to drive you.

Prepare for the worst in health, with the kids, at your job, in your illness and in relationships. Take steps to recover them. With hope!

Prepare for the worst, hope for the best.

Is it even possible to WIN without competition?

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342-Josiah-Natzke
Yesterday we headed out to Patetonga to watch our friend’s son race in Motocross (#342 in picture). He is racing smaller bikes in a larger class to give him more competition, as he often nails the competition in his normal class.

This made me think about the importance of competition.

One of my 5 strengths from Strengths Finder 2.0 is Competitive. I love winning and hate losing. When there is something to win, I try my hardest to win it (or often don’t play if I know I cant win, I hate losing so bad). Competition for me, causes me to work harder, think more creatively, be more persistent.

So.

We talk a lot about winning. About being winners. About being successful. About improving ourselves.

Yet.

We have become anti-competition. Kids play sports and do stuff to participate. Most businesses don’t care about their competition. Charities think competition is bad.

But.

Is it even possible to WIN without competition?

Well no.

Not for me at least. I am reminded from yesterday that healthy competition, the kind of competition that stretches you to become better, is incredibly important.

And right now I need to add some of that back into my life.