I think finding your purpose in business is important, as is deciding what kind of leader you want to be and then putting yourself on a personal quest of continued learning.
I believe that it is the only way that we grow as individuals. Anyone that thinks they have learned everything that they need to know in life is foolish. We live in a time and age where change is dynamic and it is exponentially happening faster and faster.
It becomes vital to know exactly who you are and why you want to be that person. Every person finds this out in different ways. Personally, I have always prospered from listening to what other people have to say. I enjoy reading and I understand how fundamental it is in learning, but I have always taken the words of people I respect and regard closely with much more gravity than anything that has ever come from a book. Read more…
A very good friend of mine explained to me once how the whole idea for his organisation came from throwing a rock into a lake. The rock was small and the lake was huge, but the idea that the ripples in the water created by the rock could have a long lasting impact just wouldn’t leave his head. Because of this, his organisation is now doing amazing things all across the globe.
We often think that it’s impossible as individuals to make a difference, but if you consider the ripple effect that just one simple action can have, then you might just start something or get involved in something that can actually have a wide reaching, positive impact with limitless ripples. Read more…
In April last year, I made a conscious decision to replace the word ‘Manager’ in a number of job titles within the company with ‘Leader’. It might seem like a small change to some people, but to me the two words are of highly varied meaning. A manager is a middleman, a person who processes information, follows rules and facilitates orders. Leaders are driven to do something more, and the hint is in the word, they are empowered to lead. A Leader is an ambassador for purpose; they carry the torch on behalf of a company and make choices that will gain results for both the individual and the business.
At ESG, any team member with the title ‘Leader’ is asked to demonstrate these qualities. They are given the autonomy to go out and build what they will with their role. Of course they are still given the support they need in order to reach their goals but they are in no way burdened by the cumbersome task of having to report on every movement they make to upper management as is the case in a corporate organisational flow. And the key to engendering this culture of real, honest Leadership is instilling the knowledge within any team member that there is room for personal growth and development.
I have sat down with my children and watched the movie ‘The Lorax’ countless times. It’s a fun, vibrant movie adapted from the Dr Seuss classic. My kids love watching it and funnily enough so do I, but when I’m watching the movie, I have to assume that I am seeing something that they aren’t; a hidden message that might go over the heads of the young but one that certainly resonates with me.
The Lorax is a curious creature and, while I like to think that we don’t share any traits in the looks department, we definitely subscribe to similar ideologies. We both advocate progressive thought toward conservation, consideration for future generations’ needs and the want to do your part in making the world a better place. In fact I have been referring to all these ideals for years under the blanket term ‘Thoughtful Consumption’.
The Lorax is ‘the voice of the trees’ and at one point in the movie he makes this very bold statement;
“Unless someone like you cares a whole awful lot, nothing is going to get better. It’s not.”
I find this statement very compelling for two big reasons. Firstly, for Dr Seuss (Theodor Geisel, for those playing at home) to have penned this entertaining children’s tale in 1971 with an in-between-the-lines demonstration of Green-thought pioneering, shows an astonishing amount of foresight.
As ESG expands its marketing and social programs, I thought it was timely to blog about the art of cold-calling. It’s too easy to dismiss the cold call as an outdated sales method when we can market for leads and research our target markets so much that we know their likes, dislikes, their birthdays, their favourite drinks etc.
Sadly, only a few marketing programs will generate enough leads to eliminate the need for cold calling. Much as I wish this were not so, but even the richest companies do not have the marketing budget to eliminate the need for sales teams to stop cold calling. Marketing enables sales to occur. It may bring in warmer leads, but they will never convert unless a talented sales person picks up the phone.
It all comes down to making quotas for your sales teams. Firstly, calculate how many initial appointments are needed each year to fill the pipeline to the right size in order to make quota. Then, figure out where those appointments are going come from. If you think you can get all of those appointments just from marketing and research, great. However, if you don’t think those functions will fill your funnel, you need to start closing the gap with cold calls.
Folklore has it that Sir Richard Branson wanted to fly a large commercial plane up the London Thames as part of a stunt and everyone around the table kept saying it couldn’t be done. Noise restrictions, flight path restrictions, the fact that any pilot who did it would lose his or her license for life. His response? “Don’t tell me no, show me how.” And indeed his team did: the solution was a close-to-retirement pilot who would accept a healthy fee to do the job. I don’t know if Virgin ever went ahead with the stunt, but the point is they worked out how it could be done.
How empowering is that quote? No matter how wild the scenario, there’s always a way. In Branson’s eyes, naysayers are simply challenges to overcome.
I like to use it when I reflect on how many people told me that ESG wouldn’t work as a premium offering in a limited distribution channel that traditionally expected only commodity pricing. Here are some of the reasons I was told it wouldn’t work: