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Lindsay’s In Business: PART 66: Targeting evolution

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What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds…

It seems like we’ve been going around and around on this since we started.

Correction. We havebeen going around and around on this since we started.

TARGETING.

Here’s a bit of pre-amble before I get on to this topic about a development from last month.

I’m happily partnered with an oil and gas consultancy based in London who see that great projects need effective people.  They are happy to explore diversification into this area with Mirror Mirror.  It’s so nice to have that collaboration going on. It’s like dating for ages after being single!

Anyway, we’re now talking to a couple of big companies, connecting Mirror Mirror to their business needs (and budgets), namely Quality and HSE.  Both are a priority, and both relate to communication, behaviours and shared cognition.

Specifically, on Quality, ISO 9001is a standard that certifies companies for quality. The latest update includes these components:

 “Improve Engagement of PeopleThe new standard clearly states the need for all people to be competent, empowered, and engaged in delivering value. Organizations are expected to enhance employee communication, provide better clarity on job expectations, find ways to motivate employees to contribute to organizational success, capture regular feedback, and facilitate a dialog with supervisors to help employees achieve their growth plan.”

Enhance Leadership Involvement: Unlike the earlier ISO 9001 standard, the revised version emphasizes leadership involvement in quality management. The leadership team is expected to be highly committed to strengthening the outcome of the quality management program. They need to ensure that every business unit within the organization understands and accepts the changes brought about by the new standard to ensure a unified commitment to quality.”

Mirror Mirror fits completely – what a great angle! If we win some work there, we can start talking to other people in Quality – and they would be our targets. And we are only able to think along these lines now that we have real conversations with potential clients happening around them.

Now back to targeting.

A contact of mine once said that targeting is like folding a sheet of A4 paper. Write out who you think your product / service is aimed at, starting with the whole world.  Fold the paper in half.  Write out the sentence again but be more specific.  Fold again.  Repeat until the paper is tiny.

The theory is that if you have razor sharp targeting, your can direct your marketing activities there and will be more likely to get a response.

This is how my first attempt looked about a year ago:

1.     The whole world
2.     Teams in organizations
3.     Who want to improve performance / implementation
4.     And are forward thinking / open to new ideas
5.     And going through change
6.     Who speak English as a working language
7.     And are based in Western Europe
8.     And want more help with the people side

 

My contact told me that was still WAY too general.  I can see that now.  That’s a very big target group.  But I was stuck.  And I felt bad about that, because if he’s right, my inability to target was blocking the progress of my precious business.

A stubborn question kept me from moving forward: how do you hone a target for your sales efforts when your means to new business only comes from networking, which in itself is quite random?

And then I met Patricia.  A marketing freelancer, who within one hour taught me that HOW you market is the difference between success and failure.  She said if you market on a relationship-led basis, you can’t help but target because there are only so many relationships you can develop at once.

I explained my activities: I was networking, doing social media work, some conferences and articles.  “Yes”, she said. “I’m sure that’s right, but let’s look at HOW you are doing that.”

On a small budget, online networking – from a relationship development perspective – would look like inviting 1-1 connections on LinkedIn.  Perhaps contacting them once a week, with very short notes, links to things they might find interesting.  Not selling, just being kind. And then eventually asking if they’d like to meet.

And the next area – social media work.  Yes great.  But, as Patricia explained, let’s look at HOW I’m using these. Twitter isn’t what it was 5 years ago. It’s not so effective. LinkedIn is my channel.

Write articles, post, recycle, share the links with those NEW relationships that I’m building.  Get profile at conferences that link up. Test different content, see what gets the most clicks.

Towards the end, Patricia commented that it was good to meet with me in person because then she can understand how I think.  She said I’m a structured person.

Very structured. I know this.

So structured in fact, that I have been operating like a robot. Lists, tick, efficiency, straight to the point – WHERE WAS THE ADAPTABILITY, WHERE WAS THE SENSITIVITY AND THE SOCIAL MATURITY???!  I could kick myself.  Honestly. At this age, I should know better.

I’d need to use my judgement to gauge reactions and determine which people and situations are most receptive to Mirror Mirror.  And herein lies the problem. This for me is very difficult. I totally trust my experience and intuition that anyone in a complex situation can benefit from Mirror Mirror – if they’re open to it.  Seeing that that individual people who don’t recognise the need could represent the reaction of whole market areas, doesn’t make sense to me. Whether you see the need for Mirror Mirror or not is an emotional rather than a factual response.  It’s about them, not the whole market, surely.

But not everyone is a completely independent, challenging thinker like me. As Patricia explained, there are trends, people / roles / industries / cultures that will be more receptive to Mirror Mirror than others.  No matter how ambiguous that might seem, you need to spot the trends and hone-in on the most likely buyers.

So again, who is my target?

We already know that the business is coming to the point where we have identified certain business objectives (and budgets) that give us a ‘hook’ and a need. These are HSE, quality, the agile mindset, strategic communications, and performance in general.

Patricia brought up the situation of the new manager. Wouldn’t this be a great way to onboard?  OK so we added onboarding to the list.

“Who do you want to work for?” she asked.

Reluctantly, I became specific by saying “Large organizations, because that’s where the budgets are.”

“OK”, she said. “And if you went into an organization like that to do one team, which of your business objectives fits the best?  You have to go in step by step to build trust.”

Admittedly, going in to approach strategic communication with Mirror Mirror is more of an end-game because it would be so disruptive.  We’d have to build up to that point over years.  So that was out.  And the generic ‘performance’ piece is too broad.  So even though those two business cases were the basis on which Mirror Mirror was designed, we are left with HSE, quality, agile and onboarding. And the managers / leaders of those, who would be the buyers.

Immediately my targeting becomes clearer.  I don’t need to be so precious.

1.     The whole world
2.     Leaders and managers of teams
3.     In large organizations
4.     Based in English speaking Western Europe
5.     Who want to achieve better safety / quality / agility / onboarding
6.     And are forward thinking / open to new ideas
7.     And are under pressure to get better results
8.     And interested in developing relationships with external suppliers.

I will design a structured  – and socially sensitive plan – to test that target group and hopefully get sales in the process. Even if sales is 25% about targeting, 25% about story / pitch, 25% about credibility, and 25% about timing, every detail counts.

Mirror Mirror – … because a collective focus, with each team at the centre, drives performance.

Your story, our platform: If you’ve got a story and would like to share it with other Femflectors, please let us know. Femflection is all about transferring learnings to help others, be they big or subtle. We want to connect with your feelings, your learnings, your reflections or your hopes for the future – in blog or interview format. Express yourself here. Get in touch with us via anja.uitdehaag@femflection.com

For more content visit our website http://www.femflection.com

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Lindsay’s In Business: PART 64: We are beginning to see patterns

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What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds…

It’s fascinating to discover that now, having some good experience, we are starting to see a pattern with the outcomes of Mirror Mirror. Having taken a step back over Xmas, a pattern is emerging. There usually is a core alignment issue at play within organizations that blocks effectiveness.  If you can spot that issue and start to unravel it, as we do, then other linked issues fall away. This means that while it can feel as if there are multiple problems going on that are difficult to track down and deal with, it may not be so chaotic.

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Lindsay’s In Business PART 61: All things to all people – stupid me 

What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds…

I’m back in London and sitting in a café bar with my Business Development Director. We’re soon to meet a well-connected, very insightful contact he’s set up for me. We talk for the first time about the misalignment bonanza between us over the past months.

I realise now that he had held back from opening up his network to Mirror Mirror because the proposition just isn’t right.  It’s not something he feels he can sell. I don’t know how far that was conscious or unconscious, but while I’d been super task and delivery focused with the plan to revamp and sell sell sell, he’d been more people and impact focused. I’d lost trust with him way too quickly and he’d lost the communication with me way too quickly.

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Lindsay’s In Business: PART 59: Success and stress

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What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds…

Did I tell you that my goal for 2018 was to sell Mirror Mirror six times? I promised myself that if I didn’t achieve that goal, I should review the feasibility of the business (although it would take a lot more than a few sales short to quit).

The last time I posted a blog with Femflections, there had been 2 sales for 2018. Now it looks like there could be 7!  When I say a ‘sale’ it doesn’t have to be delivered within 2018, but it does look like a few more might be, even though it’s November already. That’s incredible! What a boost.

I need to tell you all about it…

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Why do you work?

Feeling disillusioned with your work? Other than the money, not sure why you pitch up at work every day? You’re not alone. Reflecting on their recent State of the Global workplace report, Gallup indicates the 85% of employees around the world are not engaged, or are actively disengaged at work, representing an estimated cost of $7 trillion in lost productivity. The majority of these employees are ‘not engaged’, which doesn’t make them the worst performers in their organizations, but it does suggest that they are indifferent to the organization’s work or success. As Jim Harter points out, this does not equate to employee laziness. The far more probable cause is a lack of recognition of, and investment in, employee motivation and engagement. The result is employees who show up to work and offer their time, but not very much more.

This type of data is more often interpreted from the organizational perspective: what can the business do to increase employee engagement in order to improve results? This is an important question, but there is another obvious perspective that is less often tapped into with real depth: what about the individual? What impact does it have on a person to be spending the majority of her waking hours on work that is not engaging or meaningful to her? What would become available to a disengaged employee if his work became a source of satisfaction and purpose? These questions underlie – consciously or unconsciously – the career moves that many experienced individuals find themselves negotiating. Of course, everyone wants to be paid well or, at least, what they are worth. But beyond that is a more fundamental human drive: to be seen, to be appreciated, to feel of value. Work can either kill that drive or liberate it.

But, as anyone who has experience of holding an ungratifying job knows, changing the game is not as simple as recognizing that you’re unhappy (though, for many people that recognition is itself a major eye-opener). A balance is required between interior reflection and action in the world. Most self-help programs focus on one or the other. In working with clients in such situations I have found it helpful to draw on Ken Wilber’s four quadrant analysis. Essentially, we are all continuously engaged with four quadrants of reality:

  1. Our own individual interior: eg. thoughts, feelings values. As you read this post, for example, you are having some form of emotional and intellectual response that is entirely personal and invisible to anyone around you.
  2. Our own individual exterior: eg. body, actions, physical energy. For example, right now you are involved in the action of reading, but your heart is beating, you are holding a particular posture, neurons are firing in your brain.
  3. Our own collective interior: all humans – even hermits – form part of some kind of collective. And every collective has shared values, cultural norms or common feeling. As you read this, you have a cultural context of which you form a part. You have a perspective on what I am writing that is partly based in your social values.
  4. Our collective exterior: we are all embedded in systems and meta-systems greater than ourselves. As you are reading this online, you are connected to a technological system called the internet; outside your window you witness the manifestation of weather and climate, and in some way or another you are currently paying for data, thus playing a part of a broader economic system.

Though you will have a subtle bias towards one perspective – a ‘native perspective’ – none of these quadrants is more important than the others. They all arise concurrently and with equal value. So, in deciding how to engage with a significant topic like choosing a new career direction, I ask clients to pay attention to all four quadrants. Part of this process requires an evaluation of what is important to that client – basically answering the question ‘Why do you work?’ – and another aspect will be the commitment to action.

Here are some suggestions if you find yourself seeking work that will pay you well enough and provide you with meaning:

  1. Consider the types of things that you are passionate about, the pursuits that energize you or that increase your wellbeing when you are engaged in them. Basically, identify what kind of activities make you happy – don’t think in terms of ‘jobs’, think in terms of enjoyment and gratification. For now, don’t eliminate any of them for being ‘unrealistic’ – this is an exploratory exercise and every contribution is valuable.
  2. Make a list of jobs or work that incorporate these activities or draw on skills or aptitudes that you use in these activities. If you think of a job that correlates with a personal passion but requires a skill that you don’t currently have, identify that missing skill, write down what would be required to acquire it, and find out where you can learn that skill at what cost.
  3. Talk to friends and colleagues who are happy in their work. Ask them to share how they found that work, what guided them to it and how they would go about finding a new job if, for some reason, this one came to an end. Also look back at point 2 and check whether anyone in your current network is involved in one of the lines of work identified in your list. And expand your network by connecting on social media with new contacts in your target areas – LinkedIn, facebook and twitter are great places to start, though each of those platforms have more or less relevance depending on your industry.
  4. Determine how much money you need to make, consider your work experience, explore market opportunities, and come up with a plan. This plan will partly include the steps above as your refine and repeat the process of honing in your dream work and build on network connections. Most importantly, build an image of what your life will look like when you have work that satisfies you and offers you the lifestyle you desire. This vision is your compass – create a physical impression of it if that helps you – and can act as your anchor in the bigger picture as you deal with the practicalities of career change.

This process may sound simple, but the challenges involved are many and unique to every person. It will not always be easy, which is why I always recommend working with a coach or mentor of some kind, but I truly believe that happiness at work is your right. Claim it.

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Visit Koach.net to discover how our coaches can help you find clarity at work and at home, and can lead you to a more successful and fulfilled you.

Your story, our platform: If you’ve got a story and would like to share it with other Femflectors, please let us know. Femflection is all about transferring learnings to help others, be they big or subtle. We want to connect with your feelings, your learnings, your reflections or your hopes for the future – in blog or interview format. Express yourself here. Get in touch with us via anja.uitdehaag@femflection.com

For more content visit our website http://www.femflection.com

Be proactive!

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It takes as much energy to wish as it does to plan

Eleanor Roosevelt

Way too often we see women in the workplace keep their heads down, deliver more than what is expected and wait for someone to notice. They don’t get the things they want, the success they have earned or the respect they deserve.

Don’t wait for things to happen, make them happen. Taking personal responsibility means accepting that you, and only you, are in charge of your own destiny.

One of the keys to professional success is your ability to let others know who you are, what you have to offer and how you can make a difference.

Your career is totally your responsibility. It is up to you to do appropriate career planning and to take the necessary steps, i.e. obtaining the education and training that will support your career plans, changing job every 3-5 years, seeking advice from mentors, asking for specific and timely feedback, raising your hand for high profile assignments and building strong, supportive networks.

Women who professionally succeed take control of their lives. They don’t believe they are owed anything. They speak up and put themselves forward. If, after using their best efforts, they still don’t get what they believe they’re due, they move on.

Your story, our platform: If you’ve got a story and would like to share it with other Femflectors, please let us know. Femflection is all about transferring learnings to help others, be they big or subtle. We want to connect with your feelings, your learnings, your reflections or your hopes for the future – in blog or interview format. Express yourself here. Get in touch with us via anja.uitdehaag@femflection.com

For more content visit our website http://www.femflection.com

Lindsay’s In Business: PART 52:  OMG – a competitor

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What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds…

The business renovation is going great.  I’ve found someone to draft client terms and conditions, and two practicing lawyers to review them.  Actually, I’m on the train to Amsterdam right now (on one of the Netherland’s hottest days yet) to brief the second lawyer. I hope she might be our (informal) legal counsel going forwards.

By the way, I don’t expect ever to take anyone to court about this business – after all the IP, as I gather, is only worth its value to our clients.  It could be reproduced without much hope of any successful legal action, even if we did know it was happening.  And I don’t see any clear liabilities arising from alignment work. But terms and conditions can at least set the tone, set expectations, and set clear boundaries with potential clients and partners.

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