Are you on Auto-Follow with your People?

13 04 2010

Photo by Graur Razvan Ionut /

I was really excited when I jumped onto twitter to find my followers had jumped by a dozen over night. I thought to myself “wow….people are starting to get me!”. Then another 5 or so followers, then 10, then 20, 30, and 40 in a day. I’ve seen my followers triple in the last 24 hours.

Something must be working!

80! Eighty new followers in a matter of hours. What had I done to elicit such a massive response? Had I tweeted that most profound of 140 characters, blowing so many people away that made them stop and think “hey, I should be watching this guy”

Ok, know I sound a little conceited, but I’m sure anyone with a twitter account has found in the early days that buzz when someone follows. It’s cool to get a follower, even cooler to get a follower you don’t know. It must mean your message is getting out there. As a leader, do you get that buzz when you assume something YOU have done has generated some excitement across your team, only to realise when you take the time to look at the “Why” of the response, it was because of unrelated activity?

What did I do?

So whilst reviewing my blogs, my tweets, my Facebook trying to discover that little jem that I need to capitalise on, I discovered something else.


Don’t get me wrong, I am sure there are some very busy people out there who want to be informed, connected to/with, amused, etc.  I follow people I think have something worthwhile to tweet. Could be information about business, health, friends, or interesting/quirky comments. I won’t just follow because you follow me. I don’t want to be followed because I follow you.

Are you on Auto Follow with your People?

This gets me thinking about how often we are on “Auto-follow” with our people. Are you caught up in the day-to-day of your business, do you ‘auto-follow’ requests from your people?

It’s easy to give a quick yes or no to your team’s requests without making time to think through the impact or the benefits of their needs. It’s easier to say yes rather than deal with conflict, or no rather than taking time to trust your people’s ideas have merit –  both approaches potentially lead to greater conflict because you did not think through the issue or idea in the first place, because you reacted on auto-follow.

As a manager, it’s your role to provide the resources for your people to do their job. It doesn’t mean you need to be the expert in all things. Thinking about a leadership role I was recently offered, I was reluctant to put myself forward for fear that I don’t have the knowledge required to lead this particular group. I realised that my role is to help bring out the best in the team, to use the skills, knowledge and experience of a great team, rather than trying to solve all the problems myself.

Will you Auto-Follow, Lead your team today?


How-to Not Inspire Trust

5 04 2010

TRUST: A firm belief in the reliability, truth, ability, or strength of someone or something :

relations have to be built on trust”

“they have been able to win the trust of the others”.

That’s the dictionary explanation for Trust.

Confidence, belief, faith, certainty, assurance, conviction, credence. All words that engender Trust.

photo by Chris Sharp /

So what about HOW to gain someone’s trust? If you’re like me you will take most people at their word, you’ll trust them, until you have some experience to contradict that trust. You’ll also know how difficult it can be to trust someone again if they have misled you, been dishonest, or in the case of leadership – they don’t do what they said they would.

There is great insight from Todd Smith (Facebook) of Little Things Matter about how the little things we say and do impact the relationships we have (see Todd’s FB page or website for some ‘little’ insights into these things).  So after writing about the need for Trust in order to foster innovation, it got me thinking of  how a leader can undermine the trust they have from their people.

Don’t do what you said you would do – When you commit to something for one of your people and you don’t deliver, you are saying that they are not important. Something as simple as not sending promised information via e-mail can erode a little bit of that trust bank. In most situations, simply recognising you’re at fault (ie you forgot to send the email) can go a long way to keep trust.

You refuse to accept that you are wrong – Admit you stuffed up. This is actually something you can have fun with, and really ease the tension. I can recall a few times in my career when after giving my team instructions, having someone point out that I’m wrong. There is that moment where the rest of the team hold their breath waiting for a quick dressing down of such an insubordinate response to MY instruction. Doesn’t happen. I’m happy that my team feel that I am open enough to accept my own stupidity. To quote (I think) Monty Python “it’s better to be happy than right!” How true! Your team will be happy, and you’ll do things right.

You keep your people out of the loop – I can’t stress how important it is to keep the lines of communication open. The stuff that comes up for your team may seem trivial or unimportant to you at times, however if one of your people is talking to you, chances are it’s important to them. Sometimes they need you to provide direction. Sometimes they need you to confirm they are on the right track. Sometimes they just need to have someone LISTEN to what they are saying. Taking time out to listen to your people will not only provide opportunities to learn more about their needs, it will also allow YOU the opportunity to build their trust in you. If you take the time out of your busy schedule (ie give them your full attention – no checking e-Mail, no answering the phone) when they bring you the small stuff, then when it comes to the bigger issues, they will trust you to listen.

You remind your team when they have made a mistake – Sometimes you just know, because of your own experience, that an idea or suggestion is not going to work. You are happy to quote “the definition of insanity is doing the same thing and expecting different results”. Guess what? If it’s someone else’s idea, and they know they have your support to try something, then just maybe they will look at the ‘same’ thing in a different way (isn’t that innovation?). You learnt all you know from making mistakes (and from being successful), so how can your people learn if they don’t get the chance to make a few mistakes on their own. You should encourage them if they make a mistake – it shows you trust them. Ask them a few questions about what they could have done differently. Resist the urge to tell them what they did wrong (ie show them the benefit of your experience). Let them learn from their own mistakes. Every successful person has failed their way to success. What if Edison or Einstein gave up after the first failure?

I know theses four points seem like really simple things that we all “know” we should do. Being consistent (do what you say you’ll do), Taking responsibility for your actions (admit you could be wrong), being present in the moment (really listening to your people all the time), and letting your people learn from their mistakes, will add interest to your trust bank.

If you do these four things, then you’ll find the next focus group, workshop, or brainstorming session will see your team feeling they can trust you to let them put forward all their idea’s, no matter how outlandish they may seem at the time.

Who will you encourage to fail, and how will you help them succeed (and innovate!!)

Do your people trust you to innovate?

2 04 2010

When I think innovation I usually think about technology advances. For instance, while travelling back from Canberra I’m working on my laptop connected to the web via a mobile phone (no I’m not also driving, I’m the passenger). Now a few years back mobile technology was unreliable in more remote locations and whilst I still have a few drop outs on the journey, I’m pretty impressed that I can work whilst on the road (more time to spend with Little Miss when I get home!).

photo by Simon Howden/

I wonder why some businesses are seen as innovative, and others are not. How do we define innovative – is it only when there is a leap of technological advancement that we cry “innovative!”, or can it be more subtle than that.

If innovation is to improve something, to make something better, to do something different, then what other areas are we able to innovate?

Innovation and Personal Development

Laura Wolfram, of Sandstorm inc, recently posed the question (via LinkedIn) “What is the most important area of personal development you feel is needed in the innovation field? Training on identifying insights? Effective concept writing? Creative thinking techniques? Others?

There are some fascinating responses to this question. From change of mindset, to buy-in, motivation, to creative problem solving, know-thyself, and even listening.

One of the area’s I’m currently researching right now in prep for a seminar on innovation is innovation and employee engagement. I think all the personal development in the world is moot if you cannot develop and inspire TRUST from your people.

Trust and Innovation….and your people.

Let’s face it, if your people do not trust you, they will not be creative, will not put idea’s forward, and will not see any benefit to putting their idea’s in the open if they do not feel that their manager/leaders will support them.

In terms of support, I believe that you need to develop an environment where your people will trust that you will listen to their ideas (regardless of how outside the box the thinking may be). This means sometimes you need to trust, or believe in your people enough to let them make some mistakes, and perhaps you’ll be surprised that you’ll actually get some innovative idea’s.

You can find dozen’s of techniques to encourage ‘creativity’ (eg brainstorming, mind-mapping, six thinking hats etc), but you’ll not get any quality of response if there is no trust. Perhaps for the first brainstorming session you’ll get heaps of ideas, but unfortunately most innovations don’t fail due to lack of credibility, but lack of effective implementation (ie not enough follow through and ongoing focus on the ‘innovation’). The result of this lack of follow through will be that your people wont trust you to deliver on the promised actions agreed upon during the ‘brainstorming’ or action planning sessions.

So to summarise, if you are looking for personal development to become more innovative, look to how trustworthy you are as a leader.

InQ (Innovation Quotient)….is there such a thing?

29 03 2010


Yep, its Monday morning and with about 12 hours sleep I am kicking to continue developing my innovation quotient, which is like emotional intelligence, but innovative. So the theme for this week will continue with Innovation with Employee’s, and I am working through some interviews with businesses who see themselves as innovative with their employees. Should be some exciting conversations!

What’s Your InQ? (Innovation Quotient)

What's your Organisations InQ

Is there such a thing as InQ? Can we measure it?

There are IQ (Intelligence) and EQ (Emotional) tests out there to determine where you sit above or below the rest of the class, however is there a test for your business Innovation Quotient – InQ? I found an interesting study from the Gallup Management Journal (Engaged Employees Inspire Company Innovation). For me, the key take out from this article is the link between engaged employees, and how likely they are to feel supported to express creative ideas – even bad ones (if there is such a thing).

I’ve aways been an advocate for the engagement of your people, from the simple issues to the most complex problems.

Engaged employees feel more secure that their idea’s and suggestions will be heard. Think about the last time you put forward an idea that seemed far-fetched. How was the response? Were you laughed at, or were you supported, encouraged?

Even more importantly, when was the last time you had the chance to develop a ‘crazy’ idea to its fruition, and receive kudos for its success?

Now look at it from the point of view of your team – how do YOU respond when they throw an idea out for all to hear?

I’m not sure how you can assess an organisation InQ, or even if you should. Could we stifle innovation by putting a measure on it? Do we measure based on how extreme, unique, different, unlikely to be copied, etc, an “innovation” is?

One of the key factors to innovative success is in its acceptance, and like any change, no matter how great an idea, no matter how well the concept is received, its failure, or it’s success is determined more by the implementation than the innovation.

Are you engaging your employees to support or to stifle Innovation?

My Head is a Little Colder

15 03 2010

On Saturday 13th March, a group of insane people gathered together at the Ori Cafe in Springwood (NSW) to have their head’s shaved or hair coloured, or in my case some hair waxed (or should I say ripped!) from my legs, but mainly to help raise money for The Leukaemia Foundation through the World’s Greatest Shave.

We raised about $500 on the day, with a preliminary total for Team People Motion of just under $1500. I had hoped we could raise more, however for me the greatest joy was seeing a couple of the families whose kid’s have leukaemia have some fun.

Every hour of every day, at least one person in Australia is diagnosed with a blood cancer, such as leukaemia, lymphoma, or myeloma. Every two hours, someone loses their life to blood cancer. The Leukaemia Foundation supports patients and their families so they can concentrate on what’s most important – getting well. It also funds vital research into better treatments and hopefully cures.

There is still time to donate to the World’s Greatest Shave and help more families.

I would also like to extend a big Thank You to the following businesses in Springwood who supported this event:

  • The Ori Cafe Thanks to Therese and Brad for allowing us to host the event at their business
  • The Gun Shearer Gents Hairstylists – Thank You to Tony and his wife who volunteered their time to shave our heads!
  • Faulconbridge Rural Fire Service – Thanks for the big red fire truck, and for spending your morning to help
  • Blooms The Chemist Springwood – Thank You for the kind donation of hair colour
  • Springwood Newsagent – Thank You to David Moss for the stationary
  • And  BIG THANK YOU to all who came on the day and donated, supported, and had some fun!!

Now for some photo’s

Rebecca Hulbert Before

Rebecca Hulbert and Nicky Clarke After

Colin Robertson before

Colin Robertson after

Ori Staff Rochelle and Sharna getting in on the Fun

Geoff Snowden before

Geoff Snowden after

Geoff Snowden of People Motion going through with his promised leg waxing

Benny and Georgia - A couple of really brave kids

Benny getting his hair coloured for the event

Getting Unsocial (Media)

5 03 2010

I’ve been thinking about the use of social media over the last few weeks, been learning how to use these tools, and being overwhelmed at the amount of help, tips, tricks, techniques, blogs and opinions that can be found ‘online’. For every “tip” there are a dozen links to ‘show’ you how to do!

I even found myself giving ‘advice’ on how to set up a welcome page for Facebook to a colleague, with links, although I still don’t really understand how I created what I did.(you can see some of these efforts on my Facebook page – why not become a fan!)

It got me thinking about how something that is designed to improve your ‘social’ connections, can actually be a little unsocial! You can now run a business, from home, from a computer, without the need to physically interact with your customers. Now, I know there are many products and services out there that suit this, however what about your business?

In the new social environment, how social are you with your people?

Do you e-mail a quick question, only to wait a few hours before the response comes back? Or do you get up out of the office, and talk with your people? (and I’m not referring to the concept of “management by wandering around”). I’m talking about real, one-to-one communication.

It strikes me that we are seeing a new language being developed, with things like emoticons 🙂 that are a substitute for expressions. How much is lost in the non-emotional context of an e-mail? How many ‘conversations’ have you had in the last few days via SMS? e-Mail?

Are your substituting conversations (face to face) with chatting (online). In a world where everything is moving at the speed of light, there is a perception that someone else’s urgency is your priority. How many times have you had the buck passed to you? You know what I mean, when another’s need for urgency becomes your ‘drop-everything-and-do-this-now-regardless-of-what-you-are-doing’…because they “sent you an e-mail”

I value the ability to be able to e-mail a question to someone, and allow them time to reflect or digest before responding, however there is also a huge benefit from the dialogue that comes from back and forth communication with a colleague.

It’s this form of collaboration that can lead to innovation in the workplace. You have an idea, you talk to  few people about it, you get some agreement, some differences of opinion, and may even come to a different, possibly better, idea through the efforts that come from collaborating in real-time. If you’re the owner, you can also build trust from your people because you are open to hearing their idea’s.

There are now so many forms of social media to interact with your customers (too many to even begin to mention), have you taken time to think about your internal ’social media’? Is it any wonder that your people don’t tell you about the big issues, when the only contact they have is through the void of e-mail?

Add your comments below on how you “socially” or  “unsocially” communicate and collaborate with your people.

I’d also be really interested to know how many of you small/medium businesses are using facebook, twitter, and any other SM (social media) sites, and how it’s working for you.

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Brutal Truth or Your Own Fear?

2 03 2010

It’s an interesting thing to be developing and building a business from scratch. To slowly build on an idea over years, to see it progress from idea, to conception. To see the core idea remain the same, and the broader picture expand and collapse as idea’s grow and change.

Fake it or Make it?

Some would suggest that when starting out, ‘fake it till you make it”, pretend to be an ongoing success with hundreds of clients scrambling to your door, and you can’t keep up with the workload….had to blink for a moment, I know those days will come!

There is an element of believing in yourself and working constantly on your business regardless of how many customers, or fans, you do or don’t have.

I believe you need to “keep it real” and “be honest with yourself” (felt the need for a couple of cliche’s – can’t have you thinking it’s all my own work!) Starting a business is damn hard work, and the first twelve months can be some of the hardest you’ll go through.

I’ve been thinking over the last two weeks about the way people respond to another’s success, or failure. I’ve studied people’s behaviour, motivations, drives, responses to change, team dynamics, interpersonal behaviour and so on for about 15 years now, either through academic study or experiential application(using what you have learned through experience and putting it into practical application), and people never cease to amaze me, they surprise me, but never cease to amaze!

I’ll hear a comment about why I can’t do something, why I shouldn’t go down a certain path.I accept the feedback simply as data – it’s not good or bad, negative or positive, it’s just data. It’s what you do with the data that is important. When data resonates with me I hold onto it for awhile and work through the details in my mind.

Projection of our Fears

I’ve come across projection for as long as I have worked with people. It’s basically a defence mechanism we all use to attribute to others our own fears, unacceptable or threatening feelings that we have or are trying to repress,  and we “project” them on to someone else – a subordinate, colleague, friend, parent, child, ex-partner, etc.

Often we use humour to test our fears in a way that allows us to admit them without becoming too vulnerable, and the way in which our humour is accepted will determine if we will open ourselves up to being more vulnerable. Unfortunately most of us go around projecting without taking the time to reflect on what it is about another person that we dislike in ourselves. It may be an envy of their decisions, and anger at your own. It may be fear of your own failure, so you cannot see success for others.

So when next you find yourself preparing to lash out with some ‘data’, hold the thought, reflect on your fears, and ask yourself are you giving the feedback to someone, or are you expressing to yourself your own fears?

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