One thing I have learned is that most people express the same idea, but it is the details in the expression, and the words used, that give the idea its colour and texture, and bring the idea to life. What I also have learned is that we a unique combination of our beliefs, values and experiences, and there different words, combination of words or stories will resonate differently. There I believe it is important that the many varied was the same idea is expressed, should be compiled and shared. Who knows, sometimes in inadvertant remark or story will have an impact… it’s not up to me to decide what is worthy or not… but what I can do is create the space to share the stories of those whom I admire and respect.
Below are people that I have come across on my own life journey whom I deeply admire and respect. Whether it be their tenacity or courage, or relentless drive and passion that keeps my own engine revving, each person below brings a beautiful angle to the table that I am incredbily proud to share. As we continue on our sharing over this anthology, I will share tidbits and stories as to why I hold them in such high esteem, and what I love about them.
Look for the angles
The best business advice I have received is “always look for the angles”. For example, when you’re pitching, or selling, or proposing a partnership, you need to find out what will spark the other person’s interest so that they can’t help but want to work with you.
The act of “doing business” is a lot like dating; everyone likes something different so you have to find where someone’s sweet spots are. If it’s a no, it’s often not because they don’t want to use your service(s); you just haven’t pitched your service(s) to solve their problem(s).
Listen to your gut
Warren Rustand taught me the value of listening to my gut, and so I share with you the following: Always listen to your gut or your intuition. Even if every single person in the room believes otherwise, and that room is filled with people who you believe are more experienced, more intelligent, and more prepared than you are, do what your instincts tell you you do. Listen to the point of view of others but go with your gut; it will never fail you.
Looking back, experience confirms this for me. Whenever I made a decision that was contrary to my gut or intuition, whether it be because I wanted to people please or I capitulated under the pressure of being surrounded by — in my opinion — people who were more intelligent, experienced or qualified than I was – those decisions have always turned out to be the wrong decision.
Conversely, whenever I made a decision that honoured what with my gut or intuition was telling me, it was always the right decision. Even as I reflect on this, I cannot help but laugh as my dear friend Alonso (who has a tendency to analyse everything to the nth degree) becomes incredibly flustered by the “moments”.
Measure Twice, Cut Once.
Ironically, what I now know is some of the best business advice I was given was in my year ten woodwork class, by my then teacher who was teaching woodwork to boys whom were very frivolous and quick to make decisions on cutting a piece of beautiful timber.
His message to me then which has stuck with me, and I believe I still say it ten times a week to my current staff is this “measure twice cut once” the reason this is so important is often people are quick to make decisions, or actions where they then later have to take double the time in fixing.
So, “measure twice cut once” sticks with me every single day in ensuring that we do things properly, and prior to delivering, executing, or starting something we ensure that all the checks and measures are taken to be a successful deployment or implementation. There are so many others but this one is a favourite of mine, especially being the son of a builder
Do the most important thing(s) at the start of the day
Spend your first 2 hours of your work day doing the most important thing(s) so that if you did nothing else, you would be happy. This is an idea that has been drummed into me over time by various mentors and business people. I find that I — and many people I know — have a tendency to get so caught up in “doing things” that we forget — or worse — neglect the things that should be done to help move our businesses forward.
Most skills can be learned, but it is difficult to train people on their personality
I didn’t have the luxury of mentors at my disposal as a young entrepreneur, so most of the business advice I garnered was done so at arms length as I closely watched those succeeding on the global stage (as well as those who were making mistakes).
One of the earliest meaningful pieces of advice I remember paying attention to was Richard Branson’s “most skills can be learned, but it is difficult to train people on their personality”.
Alas, some lessons need to be learnt first hand and I still fell into the trap of hiring based on credentials instead of cultural compatibility at one critical juncture in the past. It’s not a mistake I’ve made since as a hiring manager and it’s also a learning I’ve carried over into my investments: I back entrepreneurs first and foremost, not their CVs; that distinction is critical.
Life is too short to learn everything through experience
The idea that “life is too short to learn everything through experience” applies to my business, my personal, and my family life. It seems like common sense, but when applied to all facets of your life, it can have a significant impact through: (1) avoiding pitfalls; and (2) identifying possibilities.
It means that you can avoid potential hardships by learning from what others have done before i.e. their experience. The practice of looking into the past also reveals opportunities that have gone unseen. Don’t make mistakes or miss the chance to capitalize on trends that are visible by looking at historical/competitor data.
This idea was taught to me by a gentleman by the name of James Webb. James and I couldn’t be more opposite in our personal life, but throughout the years we have become lifetime friends.
Let people go if you cannot serve them
I used to hate letting non-performers go because I had this strange thought in the back of my mind that said, “If you let them go, you will destroy their life.”
This little voice was challenged one day when I was asked, “If this person continues working for you, am I right to say he will never progress in his career?”
To this question I responded “yes”, to which they replied, “So why are you destroying this person’s career when you could let them go somewhere else where they can be a superstar?”
It was at this point that I finally understood the meaning of “letting someone go”. This is something that I have carried with me since.
The riches are in the niches
Verne Harnish shared an idea that I carry with me, and that idea is about focus: (1) Take an industry and break it into sectors; (2) Pick 10% of the overall sector where you think you have the most opportunity and can beat the competition; and (3) double down and completely focus there. Own 70% of that 10%!
In my last business (security guarding) we were focused on a model but not a market segment (customer). If I could go back and do things again, I would have put a lot more of my energies into focusing, and I believe that I would have built a much larger business as a result.
If you are in a crisis, committees of 1 make the best decisions
In this time of COVID-19, I reflect on the advice from John Fernyhough, who was a very successful lawyer and entrepreneur in New Zealand. One of his great lines is “as a lawyer I will tell you what the legal position is, but then we decide what the commercial action is; that’s the fun part”!
John’s advice in a crisis is “take absolute control; you are like the pilot of a plane, you get paid the big money for when you are in trouble so forget discussions and meetings; just take the action you think is right, and execute fast”.
I became CEO of a long established family company that had gone public; it had millions of dollars of obsolete stock, it had no good processes, controls or reporting, it rented a building that it didn’t need, and every Executive had an Executive Assistant. The son of the Founder was the Production Manager, the Board had monthly catered meetings with drinks and yet the Company was insolvent. The Directors hadn’t realised it. Nobody had.
I drew big red crosses through the management team, including the Founder’s son, rented out the excess building, found a creative way we could use the stock, put a customer service person who had a “just do it” attitude into credit control, and found a new major revenue product. I went to the bank who had the company ‘under watch’, told them what had been done, and said they could put us in receivership now, or lend us more money.
All this happened within one month from joining. We then developed the new management team from existing staff who stepped up to the plate.
The result? The company’s share price moved from 48 cents to over $13 in 3 years. The big learning: First impressions are generally right, so if you are in a crisis, committees of 1 make the best decisions.
What do you think?
Do you agree or violently disagree with anything shared in this article? Or do you have any of your own stories that you want to share? Pop them in the comments and I will personally reply.
Call to action
My goal is to help 1,000,000 people. My wish is to have these articles shared 1,000,000 times through the various social networks. For this reason, I provide this collection online for free and all I ask of you is this: If any of these articles have helped you in any way, please take a moment to share on social media, email to someone you think will find benefit, or print and leave it on the desk of someone whom you believe has the motivation, but lacks the tools to take themselves to the next level.
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