Business Help and Success Tips from John Spence
One of the top 100 Business Thought Leaders in America give you Business Success Help
In this video, I’m going to challenge you to practice an extremely important leadership characteristic that many people struggle with. If you can master this skill it will create more trust, risk-taking, candor, and innovation within your organization.
I hope you follow through on my challenge, and as always, if you find this video helpful please pass it along to your network.
Thanks so much – John
In the video below I share a list of 14 key ideas for successfully leading an organization through difficult times. These ideas apply to companies in a high-growth mode, or in a market that is being disrupted by technology, new competitors, changing consumer preferences, financial challenges, and other major events. The runtime on the video is a little over 14 minutes, but it has some great ideas that I know you will find valuable.
When working to make positive changes or keep the “right” kind of people within your organization, it’s important that you have a strong set of company values and direction.
I’ve spent a lot of time thinking about this concept lately and took a few minutes to talk about it in my latest video. Check it out or read through the written format below.
I think most business leaders understand that culture is a critical element in the success of their organization.
A culture of engagement with employees who have an ownership mentality, who are satisfied, loyal, proactive – those are the sort of cultures we try to build because, as I like to say, culture equals cash. It’s one of the biggest areas in most businesses that you can improve the bottom line.
And as I look at culture, there’s a ton of stuff around: There’s the Gallup poll, the Great Places to Work Study, the Firms of Endearment Study – all of which show, unfortunately, a very high level of disengagement and even actively disengaged employees who are basically trying to sabotage their company.
But, to me, there are a few fundamental things you have to have in place before making positive changes or putting “icing on the cake.”
Several years ago, I was talking to a friend of mine that’s a psychologist and he said, “John, there are 3 things that everybody looks for in all the most important relationships in their lives: Safety, belongingness, and appreciation.”
Folks need to know they’re physically safe.
People need to know things like they’re not going to get their arm caught in a machine and that it’s safe to walk in the parking lot at the end of the evening.
They also need to feel psychologically safe. They need to know people aren’t going to yell at them, scream at them, intimidate them, and, at some level, that their job is safe and that the company’s not going to go under tomorrow. They’re not going to go out of business. They’re not having a massive layoff.
So, they need to have an underlining idea of safety.
People want to feel like they’re wanted on the team, that they belong as part of the tribe, and that they’re an integral part of the company.
People need and want appreciation for the work they do. They want appreciation for bringing a positive attitude to work every day and appreciation for their ideas and the things and diverse ideas they bring to the table.
So, safety, belongingness, appreciation: These are the elements that must be present in any given relationship.
I was listening to a podcast this week, and they were interviewing a gentleman named Mike Stallard. He had 3 other things that he focused on.
I think these match up very, very, well, and I liked what he said.
His 3 elements were vision, value, and voice.
People think, “If I’m going to be engaged in the company, I need to know what the vision is. What’s the direction?”
The way I always phrase this is that people need a vivid, compelling and well-communicated vision and strategy for growth.
If you’re not doing those things, if you can’t communicate where your company and your team are going, why certain things are, what and what you plan to achieve, you’re missing something.
You must have a clear, vivid, well-communicated vision and strategy for growth.
I’m taking my friend’s model and changing it slightly, by splitting it into 2 things, value and values.
The first one, value, means that people need to know that the company values them, that they’re important, that their work is valued and they’re respected, that they’re treated with dignity and that they play an important role within the company. Their work is valued.
Values, also align with the values of the company. These folks believe in the things the company says are important, and when they go to work every day, they’re proud of where they work, and what the company stands for, and hold their team members and other colleagues accountable for living the values of the organization.
This is one of the big things we talk about in hiring now: You really have to hire for a values fit as well as some skills, experience, aptitude, and a positive attitude.
The last one is voice. People need to know they will have a voice within the company. If there’s an issue, or problem, or a challenge, they have faith that people will listen to them,
But equally as important or more important is, they have a voice and a stake in the outcome. They know their voice will be heard about the vision, the mission, the value of their work, projects, teamwork, customer focus, and that they can speak up and say what’s on their mind.
So, I believe, if you want to build a really strong culture at the foundation, you have to have safety, belongingness, appreciation, vision, value, and voice.
My question to you is, How well does your organization do those 6 things?
When I work with large corporations and CEOs, I often challenge them to think about the trajectory of their company. Where do they want their organization to be in the future? Based on how things are going, where is it headed now? These are vital questions.
Here is an overview of a powerful business idea I use to help organizations create a detailed and compelling vision of the future they want to achieve for their company.
Check out the video or read through the content below.
I want to share a tool with you that I sometimes use when I’m working with CEOs and helping them create a foundation for their strategic plan, and it’s called “Visioning.”
I will challenge leaders to create what I would call a “painted picture” – a vivid, compelling, highly detailed picture of where the company will be in the coming years. Let’s just use 2025 for this one.
And there are two ways I ask them to approach it:
One way could be to write a story as if you’re a reporter from Inc., Fortune, Forbes, something like that, and you were there to write a story about your company in 2025, about all the things that it accomplished. Maybe you just made the Inc. 500, or Inc. 100, or Fortune 400, or whatever it might be, but they’re really impressed with your company and they want to come and write an article about all the cool things your company is doing.
And I want it in detail, just like it would be in the magazine.
And I challenge them: Read a couple of business magazines with overviews of companies, and that’s what I want you to write.
The other way, which happens to be my favorite way, is I ask them to write a story about what it would be like to be an employee in this company in 2025:
But I want them to sit down and really give some serious thought to where do you see your company 5 to 10 years from today, and I want it to be as if I was there.
Now, what does this do?
This creates a really broad story about what the owner, the CEO, the president, whoever it might be running the company, of what they really see the future look like for their organization.
Step 2, then, is to give that out to your senior management team and get some feedback. And oftentimes, there will be some difficult conversations.
And then once you get alignment on the senior management team that, yes, this is where we want the business to go, this is what we see in the future, then you can back up and do your vision statement.
A vision statement should be short, concise, to the point, focused, typically with some numbers in it, total revenues, position in the market, locations, number of employees, whatever numbers are important to you.
From that vision statement comes your strategy, because your strategy is built to get you to the vision you have of the future of the company.
You start it out with where we want to be in 2025, and you back up, year by year, all that way down to the current year, and say, ”All right, if this is where we want to be in seven years, where do we have to be next year, and the year after that, and the year after that?”
Then it’s pretty simple to create some major strategic objectives, 3 or 4, but no more than 5, for where we want to be this year, and then break that down into organizational action steps – tactics that go all the way down to the front line, and then it cascades all the way back up to the vision.
But for me, creating a Visioning exercise is a really good way to get people dedicated to where they want to take the company in the future.
And by the way, this works exactly the same for your life.
Sit down, and some people actually create a picture. They cut stuff out from magazines or take photos and say, ”This is what I want my life to look like in 2025. Here are some images that motivate me and get me excited.”
And then back up to today and say, ”What would I have to do today – what decisions would I have to make in my life today so that 7 years from now, I’m actually living that vivid vision of the future I want to create?”
I hope you found this helpful.
Recently, I took a few moments to talk about something I see far too often in the companies and groups I work with all over the world. It’s something that exists in every organization to some degree – in every industry – and it’s something I’m passionate about helping leaders identify and work on with their teams.
Check out the text below or, if you prefer, watch the video on my YouTube channel.
This is one of those videos you’re gonna wanna gather everyone around the computer or send it out to everyone in your organization, because I’m gonna discuss an issue that drives me crazy that I see over and over again in organizations when I’m coaching people or working with different groups or teams. It’s the unhappy employee who doesn’t bother to tell management they’re upset.
They sit at their desk, they brood, they build up more and more anger and frustration and resentment. Oh, and they’ll go tell other people in the organization, or they’ll go home and tell their family, but they won’t go to their manager, leader, boss, whatever it might be and say, “Hey, I’m not happy about this,” or “I think this isn’t going well.” Many of you that are watching this now that you think yourself, “Well I got some things I really don’t like about how they do things around here, but I’m not gonna go tell my boss, because I’ll get” – and I love this term one person told me – “I’ll get vaporized.” And you’re gone.
If you live in an environment where bringing criticism, let’s say negative feedback, pointing out something that doesn’t seem to be going right to you, if you work in an environment where doing that would cost you your job, you probably need to work someplace else because you work for a poor leader and things will likely not ever get better.
There’s another thing to check: Maybe it’s your attitude. What I always say when I teach this sort of stuff in companies is, is it a state or trait?
A state, “I’m just having a bad day, I’m just upset about this one project, I’m just … Things aren’t going well in other parts of my life and I feel like taking it out on the company.” It’s just a temporary state of being dissatisfied, frustrated, whatever it might be… stress.
If it’s a trait – that you see this happening over and over again in your life and you’re constantly frustrated and upset, then you might wanna look at the mirror and say, “Maybe it isn’t the people around me, maybe it’s me.”
This is also, – now I’m gonna shift to the leader – this is also something to look at when someone brings you a critical feedback or they’re frustrated or upset or angry or stressed. Is it a state or a trait? Are they just having a bad day or is this an employee who just has a bad attitude?
Let me now speak to the leaders. The only people that can tell you how to improve your company are your customers and your employees. I am flabbergasted at how often leaders and companies don’t wanna hear from either group. “Let’s send out a customer survey? Oh no, they’d tell us all the things they want us to change and expect us to change them.” or “I don’t wanna get the negative feedback.”
I see this a ton internally, where I’ll go to a leader, a CEO and say, “When did they do an audit of your internal organization?” They’ll say, “No, no way, I don’t wanna hear what they’re complaining about, I’d have to do something.”
Now the reverse is I work with a lot of organizations and great leaders who want to get that feedback. Often times it frustrates them that they don’t get enough of that feedback, because they know everything’s not perfect. They think to themselves, “Wow, if people would just bring the information, I could fix it.”
It’s kind of like if you’re really sick but you don’t wanna tell the doctor about it, I’m not thinking you’re gonna feel a lot better soon. But this is the really important point for leaders, managers, leaders, bosses, CEOs, and presidents: You have to make it safe for people to bring you bad news. You can’t kill the messenger.
If someone goes way out on a limb to share some not-so-great information with you, don’t saw the limb off, run out there and give them a hug. Say, “Thank you. I didn’t like hearing this, I’m upset to hear this is going on in the company,” or “I’m distraught to know that you feel this way.” But you can’t have retribution, finger pointing, getting back at them, telling them they’re wrong. You’ve gotta make it safe – you’ve got to make it really safe for people to bring you even bad news because you can’t fix it unless you know about it.
If it’s down there festering and people are afraid to talk to you about it, it will likely hurt or kill your organization. We’ve got two things here: If you’re an employee, you have to have enough courage to go and talk to the people above you about issues or problems or concerns or criticisms you have if they’re bad enough to really impact your productivity. If you’re a little upset, a little frustrated, let it go, this too shall pass. But if it’s really something that’s got you worked up, you owe it to yourself and to the company to let people know. Now the other side of that, I‘m saying again, Leaders, is you have to make it safe. You have to thank them, thank them, thank them for bringing you the bad news, the criticism, the negative feedback and encourage other people to do it, too. Hold them up as someone that brought you information you didn’t want to hear, but information that, now you know it, you can work on it, improve it, fix it and make the company better for everybody.
Here’s a big, big idea: Happy employees lead to happy customers, which leads to more profit. Unhappy employees lead to unhappy customers, a bad workforce, and talent leaving, which isn’t typically the way you run a successful business.
I really hope you take this to heart, pass it around your organization, send it to other folks because this is an issue I see over and over again. I see how bad it hurts the individual and the company not to be able to discuss things that aren’t easily discussed, that might be a little bit uncomfortable, but if fixed or attended to, it could have a huge positive impact on everyone involved.
I hope you found this helpful.
It was 36 years ago but I remember it like it was yesterday. I was a pretty good football player in high school, not a star, but at least one the key starters. I played nose guard on defense and when we were in the red zone close to the goal line I would sometimes go in as a running back to punch the ball across the line. I was a big guy even back in high school, a good athlete, but not the best… then everything changed.
In my senior year the head coach came to me and said that he was going to make me the captain of the defensive squad. I was excited, honored, and proud… I was going to be one of the team captains! Then he explained something about my role as a captain. He said, “John, if you’re going to be one of the captains you have to lead by example. You’re going to need to work harder than everyone else, play the best you’ve ever played and help the rest of the team to be excellent. That means coming to practice early, studying the playbook, supporting the coaches, working hard in the weight room and always coming in in the top three on sprints and long runs.” As I said earlier, I was a pretty big guy in high school, I think the word would be fat, and I had never, ever come in anywhere close to the top three on any running drill. Coach must have seen the fear in my eyes and said, “You can do this Bear (my nickname in high school), I have confidence that you can stand up and be a real leader for this team. Can I count on you?” I immediately answered, “Yes Sir.”
The next day, after the coach announced that I was one of the team captains, I started coming in in the top three in every drill. I ran faster than I ever had, I pushed myself harder than I ever had, every time I got tired I just kept saying to myself, “I’m the captain, I have to set the pace, I have to lead by example.” The metamorphosis was amazing, I literally changed my performance, dramatically, overnight. That’s when I realized it… I could have done it all along. Apparently, I had always possessed the ability to run fast and for long distances, but when I was just one of the guys on the team it was easy to come in last, there was always a few of us “heavy guys” bringing up the rear. But the minute I accepted a role as a leader I knew that everybody on the team was watching, all the coaches would be watching, everyone in the school would be watching me, and I could not let them down.
It is the same thing in my business career when I’m running a company I understand that I live under a microscope. My team sees everything I do, they see what I don’t do, they hear what I say, and they hear what I do not say. It is 24 hours a day, seven days a week, 365 days a year – everything you do has an impact on how you are perceived as a leader. I love this, because it pushes me to perform better than I might on my own, just like on the football team I have to run faster, work harder, do more homework and deliver the highest level of excellence I can, because if I didn’t I couldn’t ask anyone else on my team to do it either.
Over the years, based on this experience, I have developed my own definition of leadership.
I hope you found this helpful and will share it with your network. Thanks – John
It is always challenging when you’re trying to convince someone in upper management to change the way they do things. Senior leaders, especially owners of private businesses, are often emotionally tied to the organization and feel that a request to look at things differently is a personal attack on their leadership abilities. I’ve had to deal with this challenge multiple times in my career and from my experience, there is a continuum of “aggressiveness” that one needs to move through to convince upper management to change their ways.
Here is the continuum from least aggressive to most aggressive:
Level I: if you have a good relationship with the senior leader then simply go visit with them and share your ideas. Make sure that you are extremely well-prepared, understand the full ramifications of what you are proposing and come with solutions, not problems.
Level II: if you personally do not have a great relationship with the senior leader, gather a small group of employees that the leader respects, talk to them about your proposal for change, gain their buy-in, and then go as a small team to speak with the senior leader. Again, be extremely well-prepared and come with solutions, not problems.
Level III: find a sponsor on the senior management team who believes in your ideas and is willing to take them to the CEO or owner. Let them use their credibility, experience, and relationship to support your ideas and encourage the top leader to embrace your proposed changes.
*** At this point you move from trying to convince a single leader, to attempting to change the thinking of the entire senior leadership team. This gives your idea more leverage against the leader who does not agree with your proposed changes.
Level IV: this is the one I use most often; overwhelm them with data. Do surveys, focus groups, research – whatever you can to build a solid case for your proposed changes. In the change process we call this creating an “irresistible case for change,” a scenario so irrefutable that it is nearly impossible to ignore the facts of the situation. Unfortunately, many people will choose to ignore them nonetheless.
Level V: find some excellent articles or blogs, on a topic your senior leadership team strongly supports, and then send those articles to everyone in the organization (if it is a small company), or to selected leaders. The first few articles should be about a topic that the leaders will enjoy reading about because they believe in it. After sending several articles that that support their ideology, start to drop in articles on the change you want to make the organization. This is a way to begin the conversation in an innocuous way, by introducing your ideas slowly, mixed in with articles and blogs on ideas they are in favor of. The goal here is to change the conversation across the organization, or at least within the senior leadership team, in hopes that they will see that they need to make changes within the business.
Level VI: gather together a group of key employees, gain their 100% commitment to the change, and then go as a group and demand change from the senior leadership team. This is different from my suggestion at level II because now you are being dramatically more aggressive and basically threatening the senior leaders that if they do not change, there is a possibility they will lose good employees.
Level VII: tender your letter of resignation. Explain fully why you are leaving, that you think the change you are championing is necessary but that the senior leadership team, or senior leader, refuses to make the necessary changes, therefore you are going to go to a new company that is more in alignment with your ideas about business success.
I have given this list to hundreds of people and typically they never have to reach level VII. At some stage along the way the senior leaders or leader eventually come around and either embrace the change or give a solid and thoughtful answer as to why the organization has chosen not to go in the direction you are proposing.
I hope you found this helpful – John
Last year I did a speaking tour of Australia and one of my session was a business excellence program for an organization called The Growth Faculty. A young lady named Kasey Patterson attend that workshop and recently sent me this question. I thought you might find a few ideas for your business in my response.
Hi John & Sheila
I attended the growth summit last year and saw John present. What an informative session. Thank you.
The reason for my email is that I have just watched your keys to success for 2018 video and have a questions in regards to competition and thinking outside your industry. We are a Financial Planning business and I have been thinking hard about competition outside our industry – ie banks, accountants, but that is where my mind stops. Who else would you consider our competition?
Kind Regards
Kasey
Kasey, it’s funny, I was just watching that video myself because someone else asked me a question about it. So as a financial planner/advisor you likely get paid a percentage of the amount of money you manage for someone, or at least that’s how it works here in the United States. But no matter what, here are a few things I might consider competition/replacements if I were a financial planner.
Anything expensive that someone buys would compete for them saving for their retirement. So vacation homes, private airplanes, boats, motorcycles, around the world vacations, buying a new home, sending their kids to an expensive school/university – at some level, all of these could be considered replacements for saving my money and allowing you as my financial planner to manage it.
Another competitor would be startup companies that are seeking angel funds. Instead of giving money to my financial planner, I invest it in a company in hopes that I will have a much larger return.
Here’s a big one, bitcoin!!!
You could probably throw gold in on that list too, as another type of currency.
You compete against collectibles: artwork, cars, rare coins, antiques, and other such items.
You compete against people who decide to do it for themselves and think they don’t need a financial planner. Or, they use someone in their family to help them invest.
You compete against ignorance and apathy; people who don’t know that they need a financial planner or who don’t care.
You compete against nonprofits and other charities that will seek major donations from your potential customers, again, reducing the amount of money they have to invest with you.
You compete with ill health. If someone gets sick and has to spend a lot of money on care.
You compete with death. If someone in their family dies and does not have adequate life insurance then your potential customer might spend a large chunk of their money taking care of the funeral costs and other financial obligations of the deceased person.
You compete with disasters. If there is a major fire/flood/earthquake that wipes out one of your customer’s businesses or homes and they do not have adequate insurance they will not have enough money to invest with you.
Okay, I’m starting to run out of ideas here, but those are a few off the top of my head. Give this some more thought and let me know if you come up with any more.
I hope you found this helpful – John
I followed up with this last idea…
Kasey, I forgot the most important competitor of all… You. You are constantly competing against other financial planners, but the number one financial planner that can do the most harm to you is you. If you lack discipline, if you are not working incredibly hard every day to keep your current clients exceedingly happy, if you’re not constantly studying and trying to get better, if you are not out networking and asking for referrals, if you are not trying to be among the best in your industry… you are your own worst competition.
Here is a link to the video Kasey mentioned if you’d like to watch it: Click Here
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