Posted in Bite size learning, Change management, Decision Making, Goals, Leadership, Learning, motivation, Relationships

Understanding the Service Profit Chain…

Harvard Business School wrote an article on the service profit chain back in 2008 however the relevance of the article is even more prevalent now post Covid.

Back in the 70s and 80s businesses focused on profit goals in isolation with the work hard ethic driving growth.

Today economics of services consider the factors that drive profitability, investment in people, technology, revamping recruitment practises, training and compensation that is linked to performance or effort not just results.

The shift in thinking means that employees are just as important as customers.

The hard value of profit is now being measured by soft measures, for example the profit of the business can be measured alongside the satisfaction of an employee.

To understand the service profit chain see it as journey as follows:-

  1. Internal Quality – Drives Employee Satisfaction (working environment, relationships with their colleagues, customers and their role)
  2. Employee Satisfaction – Drives Loyalty (look after your employees and they will stay)
  3. Employee Loyalty – Drives Productivity – (retaining employees means no breaks in productivity)
  4. Employee Productivity – Drives Value – (delivering your service above and beyond)
  5. Value – Drives Customer Satisfaction – (customers value the result and the services encompassed in the price)
  6. Customer Satisfaction – Drives Customer Loyalty (a good experience will make you return)
  7. Customer Loyalty – Drives Profitability and Growth (quality, satisfaction, loyalty, productivity, value as an equation equal profitability)
  8. Profitability & Growth

The right Leadership underpins the journey and the success of the service profit chain.

The steps form a continuous pattern, and to ensure that you are on top of all the areas involved. You will need to conduct a Service Profit Chain Audit, asking key questions:-

  • How do we define loyal customers?
  • Do measurements of customer profitability include profits from referrals?
  • What proportion of business development expenditures and incentives are directed to the retention of existing customers?
  • Why do our customers leave?
  • Is customer satisfaction data gathered in an objective, consistent and periodic fashion?
  • When are you listening to your customers and when are you getting feedback from your customers and employees?
  • How is information concerning customer satisfaction used to solve customer problems?
  • How do you measure service value?
  • To what extent are measures taken of differences between customers perceptions of quality delivered and their expectations before delivery?
  • How do you measure employee productivity?
  • How do you create employee loyalty?
  • What is the right level of employee retention?
  • Is employee satisfaction measured in a similar way to customer satisfaction?
  • Employee selection criteria is geared to what customers want as well as Managers?
  • How much do you correlate customer satisfaction, quality of service & loyalty to rewarding employees?
  • Do employees know who their customers are?
  • Are employees satisfied with the technological and personal support they receive?
  • Do employees believe they have the right quality of work life?

The measures have to be connected to create a comprehensive picture so that the service profit chain provides a strong foundation for profit and growth.

Please do get in touch for one to one coaching or 90 minute workshops bev@nuggetsoflearning.co.uk

Posted in Bite size learning, Change management, Decision Making, Leadership, Learning, Relationships

Infinite mindset…

The difference between a finite game and infinite game is the context of Simon Sinek’s book. Finite game you know the goal to achieve and you know the players and everyone understands their role. There are fixed rules and there is a clear beginning and end. An infinite game is played by known and unknown players – there are no rules, and the players can operate however they want, they can change how they play the game at any time and for any reason. As there is no end there is no such thing as winning 

There are finite goals within life such as school but ultimately life is infinite.  There is no such thing as coming in first in marriage or friendship, the same with global politics and there is no declaration of being a winner.

When we lead with a finite mindset it will lead to all sorts of problems the decline in trust. Infinite mindset we create high levels of trust co-operation collaboration innovation.

The game of business has no finishing line you want to build organisations that are strong enough and healthy enough to stay in the game for many generations to come.

Five principles of an Infinite mindset:-

  1. Advance a just cause – vision of a future state that does not yet exist – people are willing to make sacrifices to help advance forward to follow you. An example of a finite just cause:-  Fighting against poverty – makes it appear we can win – however if we said instead “We fought for the right for every human to provide for their own family” it is positioned as a cause that you want to be a part of. The first offers a problem to solve the second offers a vision of possibility and dignity. 

2. Build trusting teams – a current buzz term is psychological safety if your employees feel safe then they will trust you more. Creating an environment where failure is embraced and the team/organisation believe in a growth mindset.

3. Study your worthy rivals – In the book Sinek uses the tennis players Chris Everett-Lloyd and Martina Navratilova as examples of worthy rivals. They respected each other off the court and to that end they wanted to improve to be a worthy rival. Everett Lloyd particularly altered how she played from being a baseline player to coming into the net, she learnt from her rival and improved her game.

4. Prepare for existential flexibility – Be prepared to flex your business be aware of your just cause being limiting. The US railroad was about improving rail roads and with the decline of train travel they have been left behind. Imagine if they had invested in “just moving people” they could have invested in other forms of transport. Other examples are Blockbusters did not move the business from video rental and got squeezed out by Netflix who worked on a subscription model.

5. Demonstrate the courage to lead – making decisions that are bold and brave. The example of CVS Caremark in February 2014 taking the decision not to sell cigarettes as it was not in line with the healthy just cause they wanted to follow. Shareholders were not happy about the downturn in revenue but it is about having the courage to lead your team and the organisation to follow your cause. Consumers did not leave and in fact some shopped there to follow the cause and data showed a small decline in smokers in localised stats near their stores.

Please do reach out if you would like a workshop on the Infinite Mindset bev@nuggetsoflearning.co.uk

Posted in Bite size learning, Change management, coaching, Goals, Leadership

Your first 100 days…

Niamh O’Keefe’s very practical book acts as a coach to guide you through your first 100 days of a new Leadership position. However the book is like a manual that you could pick up at anytime and start a new 100 day plan it does not have to be a new job.

The book is how to have:-

  • 100 day timeline
  • 100 minute read
  • 100% practical

The first chapter asks how you think before starting:-

  • You – list your strengths
  • Role – what are the expected deliverables?
  • Organisation – overall vision of the company
  • Market – who are your competitors? what is your position in the market?

Before you start a new position there is an emotional release from the old, and good to recognise what that is before launching into a new role. Be prepared to have a good energy bank take care of your mind and body, have a break before you start the new role. The book provides templates of how you can send a pre-start announcement to your new team.

To write your first 100 day plan, break into 4 areas and each one will need outcomes:-

  • On person – transition maker, unique contributor
  • On role – content learner, business achiever, team builder & communication planner
  • On Organisation – relationship builder, value adder & cultural navigator
  • On market – market player

There are 10 areas and each need an outcome, from those break them into milestones what will you need to achieve by when…

Most importantly show up as a Leader, by providing a clear direction (vision), bring people together and deliver results. Use your newness as an advantage what do you see with your “Fresh Eyes”.

By 30 days you should have begun to see the characteristics of a high performing team evolving. You have also identified the critical success factors to take you to 30 – 60 days.

During the next phase seek feedback from your stakeholders as to how you are progressing. Get the team to work harder, and learn to sit with discomfort at times. Keep updating your plan and bonding with new people.

The last milestone is 90 days when you only have 10 days left, you need to close out the plan and celebrate. Thinking beyond the 100 days, you have been in a sprint it will now be a marathon going forward, a more gradual pace but keep an eye on your continued effectiveness.

For a more in depth book review please join the nuggets bookclub this Friday 24th June @ 10.00am – https://www.eventbrite.co.uk/e/nuggets-bookclub-tickets-333571219497

Posted in Bite size learning, Change management, Emotional Intelligence, Learning, personal impact, Relationships

Everything has changed, but nothing has changed…

I am back at the desk of nuggets HQ having taking a temporary leave of absence for a month. As the title says “everything has changed, but nothing has changed”.

The last month I have been caring for my Mum alongside my sisters and Step Dad, and very sadly she died on the 25th April 2022. My whole world will never look the same again without the person who created me in it. However the world keeps spinning and less you hold on you get left behind.

In grief you find the normal things like making a bed really calming as there is little emotional input and the procedural aspect of the task gives you perspective. The times you feel derailed when you can see no end in sight for the person in pain and you have no capacity to change the trajectory of the outcome.

Throughout my absence I have been reading “The Atlas of the Heart” by Brene Brown and the comfort of unpicking emotions and experiences has also given me an amazing sense of my self. Understanding that meaningful connection only happens if you talk about your emotions.

I remember reading that Gill Hicks who survived the 7/7 bombing in London, returned to her desk and tipped the in box that the team had kept untouched straight in the bin. Her view that nothing mattered but everything mattered, after what she had just been through.

I think of the many books I have read in the nature of my job and many will help me now forge ahead with maybe a slight change of heart or mind.

  • The Atlas of the Heart by Brene Brown
  • Feel the Fear and do it anyway by Susan Jeffers
  • Start with Why by Simon Sinek
  • Who moved my cheese by Dr Spencer Johnson

Everything has changed means a new view of my work, perhaps a boldness that was lacking before, however to be sure the things that have not changed are being true to my values.

“Helping people to think differently” by making a difference

“Achievement” my anchor value of progression which will move me forward ensuring that things do change.

I will shortly be starting a bookclub for The Atlas of the Heart if you would like to attend please do get in touch bev@nuggetsoflearning.co.uk

Posted in Bite size learning, Change management, Leadership, motivation, personal impact, Relationships

Feedforward instead of feedback…

Feedback focuses on the past something we have done, and therefore can be quite limiting. However skilled you are at delivering feedback it all runs the risk of being personal. When delivered badly often elicits defensive behaviour, and a positive developmental conversation disintegrates.

Feedforward is about giving suggestions for the future. Identify a behaviour you would like to change or develop. Ensure that you have selected something that will make a significant and positive difference in your life.

Describe the behaviour to a colleague/coach/line manager it can be as simple as

“I want to be a better listener”

Ask for feedforward, suggestions for the future that might help them achieve a positive change in that behaviour. Below are some examples:-

  • Making notes at a meeting to test your listening skills
  • Setting up one to one meetings with other peers
  • Listening to an audio book and making a summary or book review

The exercise should be “fun” and motivating a very different vibe to feedback.

An article by Marshall Goldsmith author of MOJO claims several reasons it is worth giving it a try:-

  • We can change the future. We can’t change the past
  • It can be more productive to help people learn to be “right” than prove they were “wrong”
  • Feedforward is especially suited to successful people
  • Feedforward can come from anyone who knows about the task
  • People do not take feedforward as personally as feedback
  • Feedback can reinforce personal negative self talk & insecurities
  • We don’t like negative feedback and we don’t like giving it
  • Feedforward can cover almost all the same material as feedback
  • Feedforward an be much faster and more efficient
  • Feedforward can be used by all – it is not a power or authoritative tool
  • People tend to listen more attentively to feedforward

There is still a place for feedback but by engaging your whole team in feedforward there might be more of a growth opportunity. A great question is “How can I better help our team in the future?”. Ask every team member to identify a behaviour. Then as a whole group facilitate a feedforward session.

Please do get in touch if you would like nuggets to host a Feedforward workshop bev@nuggetsoflearning.co.uk

Posted in Bite size learning, Change management, coaching, Decision Making, Emotional Intelligence, Learning, mindfulness, motivation

Cast a vote for who you want to be…?

This a line from James Clear the author of Atomic Habits. He talks about establishing identity based habits, so if you want to run take on the identity of a runner. Every behaviour or action you then ask yourself does this support the identity you wish to adopt.

The runner identity is quite a clear role but what about the type of person you want to be, leaning into your values. If you want to be more caring what actions and behaviours support this person.

Clear talks about the two minute rule, so the identity you wish to adopt scale it down, and simply just start showing up.

He tells the story of Mitch who goes to the gym for 5 minutes, 4 days a week. Mitch knew that he had to master the art of showing up.

We often put off action as we think we need to learn more about the identity, however the best way to learn is to take action. Don’t buy all the equipment and just look at it. Keep the bar low and you will then step into the repetition as with Mitch’s visits to the gym. You gradually build momentum and you will progress which is directly correlated to motivation. (Teresa Amabile the progress principle)

The showing up is reinforcing your desired identity and a desire to repeat the behaviour.

To keep on track rewards are helpful when we were at school it was about getting a badge, now it might be tracking a good decision or casting votes and logging behaviours that compliment the identity. It is always good to make your progress visual. External rewards must be aligned with the internal identity you are driving to adopt. Simon Sinek calls this the “Celery Test”, if you want to be a healthy eater you are not going to have a reward of an unhealthy food, it must be aligned to your new identity.

True behaviour change is identity change eg. The goal is not to run a marathon the goal is to become a runner.

Reshape the way you think about yourself and be happy in yourself.

Every action or behaviour you are casting a vote – building a body of evidence that this is the person you want to be.

Please do get in touch bev@nuggetsoflearning.co.uk

http://www.nuggetsoflearning.co.uk

Posted in Bite size learning, Change management, coaching, Emotional Intelligence, personal impact

Power (is it a dirty word?)

The perception of power might be large and loud however is that really effective.

From the book “48 Laws of Power” by Robert Greene we learn that some of the most interesting initiatives are by no means loud. One of his primary laws is to say as little as possible, let your actions speak for you. Be comfortable with silence and then when you do need to say something imagine you are a hawk swooping in with one powerful sound bite. Perfect your timing as to when you say your key “nugget”, and above all limit the words you use – less is more.

We are guilty of getting too emotionally attached to a position, however we will be more powerful if we let go of the ties. The politician who does not always vote for his party is more powerful than the member who follows the crowd.

Another way to be powerful is not to over share. Apple are very good at hiding from their competitors and the world what their next product will be. Concealing your intentions holds a great deal of power. Say little about your processes and your achievements will appear effortless. Your audience/clients will have the “wow” effect of something achieved and do not necessarily need to know the journey.

Power is the ability to be audacious, believing anything is possible. This might be achieved by a compelling spectacle or taking on big companies.

In the 2020 US Presidential Election there were more candidates than usual. The audacity of the Senators and Governors who put themselves forward, did not lead to securing a candidate position, but it elevated their position in their home state.

Software firm owner Nigel Cannings, from Twickenham, took on Tesco with a publicity campaign to force them to stop making night deliveries near his home. He gave up two to three hours every week over the course of two years to work on the campaign with a successful end result.

Power is not about attaching yourself to a role.

Don’t accept the roles that society foists on you, be the master of your own image, rather than others define it for you” – Robert Greene

He explains that if we are formless, that we constantly recreate ourselves, we don’t represent one position, one view or identity. We will foster more power by evolving, new thinking and embracing change. We all know that change is inevitable and when people around you display instability you will be perceived as powerful with your calm personae attached to change.

Finally to truly be powerful you must not seek it or want it. Never appear power hungry and never make power moves.

The quiet and intrinsic power is within you.

Please do get in touch for one to one coaching bev@nuggetsoflearning.co.uk

Posted in Bite size learning, Change management, Leadership, Learning, Problem solving

Fixedness…Think differently

nuggets is all about getting people to think differently and at a start of a New Year it is a good time to evaluate how you look at things. We have worked on projects the same way and have the same rituals and routines, we get stuck in our ways.

The psychologist Karl Duncker discovered a version of “Functional Fixedness” when he posed his famous candle problem. Duncker asked participants to attach a candle to a wall, with the following materials, box of thumbtacks, a box of matches and a candle. Some tried pinning the candle to the wall with the thumb tacks, others tried melting the wax to get the candle to stick to the wall. There were only a few that used the thumbtack box by tacking it to the wall and thus creating a candle holder. These innovative thinkers had got past the fixed usage of the box and its function. The same exercise was repeated with the box presented empty and there was greater success as the participants could see the box out of context not holding any contents and were more ready to use it. Visualising something as a possible solution means that you have to stop being fixated on its functionality.

The experiment is all about a problems with functional materials, but what about looking at the way you work or the services you offer. You will have become fixed on the way you doing things and have created a fixed view.

Try this week to think about what could you look at differently within your company services or the way you work. Imagine a TV without a screen, or a lightbulb without the filament, to make this leap you have to accept that we all look at objects in a traditional way, as we all suffer from fixedness.

Share your ideas or book a workshop with nuggets in 2022 bev@nuggetsoflearning.co.uk

Posted in Bite size learning, Change management, coaching, Emotional Intelligence, motivation, personal impact, Stress management

Starting new things…

When we start something new we are incredibly vulnerable, and we are excited that we are trying some new things. Sadly awkward and uncomfortable comes after the excitement. Brené Brown’s definition of vulnerability, is uncertainty, risk and emotional exposure.

Don’t let being afraid of the vulnerability mean you stop trying, if we don’t have the expertise we don’t want to try, but this will limit us.

If we stop growing – we stop living. You need to feel the discomfort of being a new learner. The awkwardness will pass as the more we do it the more we can try normalise the discomfort. To feel unsure and uncertain is courage.

Brown names starting things for the first time “FFT” which stands for “F*#-@$+” First Time, the out of control moment. By naming it, you take back control in effect language is a handle!! By naming experiences and feelings its gives you power and you have a hold on it.

The FFT can also be called TFT if the first F is offensive – Terrible First Time

Just by saying out loud “This is Terrible it is my first time…”

or “This is a “FFT”

There are 3 parts to the FFT:-

Normalise it – this is discomfort but I have to accept it, name it and work with it
Perspective – you will not feel like this forever – this will not be new forever
Reality checking – know where you are

The pandemic was new to us all and we all felt a FFT together.

  1. Normalise it – we don’t know how to do it, we had never experienced anything like it before so it was OK to be anxious and OK to name it and own it. For our children we needed to be modelling what uncertainty looked like – name it and feel it
  2. Perspective – we don’t know when this will end, however this will not last forever.
  3. Reality checking – to be patient and to listen with the same passion as you want to be heard and to ask for what you need

This week push yourself with a FFT, thrive in the discomfort as you are growing and being vulnerable is far more courageous than avoiding something new. Please reach out to bev@nuggetsoflearning.co.uk

Posted in Bite size learning, Change management, coaching, Leadership

Your First 100 Days…

The job market is buoyant post Covid and many people are starting out on their new positions in Leadership without a clear pathway.

I have been reading and following the book “Your first 100 days” by Niamh O’Keefe. The book is practical with many top tips and ways of navigating your start.

She identifies the areas that you will be working on by creating heading as in the table below:-

Person Role OrganisationMarket 
Transition MakerContent LearnerValue AdderMarket Player 
Unique contributor Business Achiever Relationship Builder 
Team BuilderCulture Navigator 
Communications Provider

You as a Person

This is a key transition it might be your first Leadership role, on workshops we often talk about the move from Driver to Passenger. The difference between being transactional to transformational. Write down the key Leadership skills you think you will need in order to develop.

As a new person to the company or team you are a unique contributor you have fresh eyes on the business and can suggest new ideas and innovative ways of working. Keep a journal so that you capture your thoughts.

Your Role

Starting a new role there will be content that you have to understand and learn, make a development plan.

Understand what targets you need to hit and focus very much on being a Business Achiever.

As a Team Builder create a high performing team, don’t be afraid to make changes.

Communications provider to your team and to stakeholders, create a communications map of who needs to be informed and how often.

Organisational focus 

As a new Leader you are a Value adder in what you bring to the strategic direction of the company, ensure that you think big, do not get caught up at a micro level. Write down early on your vision for the direction of the whole business, do not limit your thinking.

Relationship builder, internally and externally, working networks and cultivating genuine trustworthy and meaningful connections.

Navigating a new culture is vital as this is the beating heart of any organisation. Think about ways you can enhance rather than alter straightaway.

On Market

Think about your competitors, how can you make an impact and prove that you are a Market player. Take time to conduct thorough research.

Planning

With the headings map onto a table actions that you think you will achieve by when:-

First StepsBy the end of 30 daysBy the end of 60 daysBy the end of 90 days 

“Begin with the end in mind” Stephen Covey the author of 7 Habits of Highly Effective People

Start with a vision, your legacy, what do you want to be remembered for, project five to 10 years in the future. Dream big and focus on success, when writing your vision use the present tense, use clear, concise, jargon-free language. Infuse it with passion and make it inspiring and align it with your business values and goals. A vision statement should be concise, no longer than a sentence or two.

The book is filled with checklists and the story of a new leader running alongside the text. Practical workbook for a new leader to follow.

Please do get in touch if you would like a coach for your first 100 days bev@nuggetsoflearning.co.uk