‘Once in a Lifetime Offer!’

I read the other day that over 89% of the business books that people purchase and download go completely unread.

Of the remaining 11%, only 1% of those who read the book will actually implement any of the ideas they find in the book – even if they are well aware that doing so will cause immediate and drastic improvements in their lives.

And of that remaining 1% who attempt to use the ideas, an even smaller percentage will use the ideas correctly.

So, the average person has less than a 1% chance of benefiting from any book they download or buy.

I was staggered.  But then, after thinking about myself, I wasn’t quite so surprised.

The power of marketing is to prompt the ‘impulse buy’.  People pay professional copywriters hundreds, even, thousands of dollars to write compelling script that leads us to the big sell; making a decision to buy. And before we know it, our credit card is debited!  They know the power of words, images and a compelling argument. 

And clearly, for the majority of people this tactic works. 

We buy some low cost product that we promptly forget about, whilst the seller repeats the process to hundreds or thousands of visitors … and makes a very healthy profit … mainly on people’s impulse buying.  We think, “I can’t do without this”  when clearly we can, or there would be a much greater percentage of people who would digest and apply every last morsel of information from those unread business book downloads!

In a world of ever increasing speed and convenience, increasing pressure to possess and have, increasing messages of “You’re not successful in life unless …” it is little wonder that so many are drawn in by these ‘Once in a Lifetime’ offers.  We’re afraid of losing out or missing a bargain, when in reality, we’re spending money and gaining nothing … and in the process we join the queues of people on the credit and debt trap.

“Buy now; pay later”.  We’ve all heard it.  But if we haven’t got the money now, will we have the money when the bill comes through in 12 or 18 months?  It’s easy to think “Yes, of course we will!”  Unfortunately, if we fall for the salesman’s slogan once, there’s a good chance we’ll fall for it again.  So, in 12 months we don’t have one item to pay for; we have two, three, five, ten …  and at that point we’re stuck.

I don’t honestly have many real answers to this, and I’m certainly no financial expert, but I would like to share with you some principles that I try to apply and have worked for me.  So please, make of them what you will:

1. Whenever possible I pay in full at the time of purchase.  If I use a credit card I always try to transfer money from a bank or building society account to the card and pay it off.  Yeah! I know the economists will tell you this is ‘bad practice’ because you lose the interest on your money, but honestly, unless we’re talking about thousands of pounds, a couple of weeks interest on on a hundred or even a thousand pounds is worth nothing compared to our peace of mind.
2. If I feel that I’m being drawn into a sale I’m unsure about I either make sure I have some time to think (the salesman worth his salt will grant this time; the shark will bite with “Oh! The offer finishes today”).  For online offers, if I’m reading the script and feel like I’m being drawn in, I take ten minutes, twenty minutes, an hour, or whatever is needed to walk away, have a coffee or tea and really think about what is on offer:  Will I use the product or information?  Do I need it?  Do I need it now?  I try to be very much aware of the ‘call to action’ line that so many marketers add to their copy: “Buy now!”, “Why wait?”, “Do it now?”, “Can you afford to wait?”  The answer in nine out of ten cases is nearly always “Yes I can thank you!”
3. If I am going to ‘Buy Now; Pay Later’ I make sure I have the money in the bank and transfer it to an account where I won’t access it until payment day.  That way, I benefit from the interest and from the peace of mind of knowing that the money is there, ready to do its job when needed.
4. If I’m shopping for larger or more expensive items I try to take someone with me who is not emotionally involved in the sale and can see things more objectively.  If they’ve got experience in the field of what I’m buying, all the better.  But their role is one of being objective; seeing things as they really are, without getting involved emotionally.  You’d be surprised how much easier it is to say “No” when you have someone with you who can help focus on what is going on without themselves being involved.  Marketers and salesmen know that the strongest pull on people comes not from facts but when our emotions are engaged. They craft their copy and words to appeal to our emotions whilst bypassing our reason and logic.  Reason/logic combined with emotions are a powerful force for common sense and keeping out of unnecessary transactions!

I know this may seem obvious but if it worked every time, many slaesmen and online marketers would be out of a job.  They know our vulnerabilities and target them.

Enjoy shopping; buy books, read them and apply their knowledge; enjoy the bargains; benefit from ‘once in a lifetime offers’ but do so from a position of security and control. 

And if all else fails and you’re not sure, practice saying “No”.  The world will rarely come to an end if you do miss a bargain.

Until next time …

 

KudoSurf Me!

UK Government Does It Again!

I just read with interest how, once again, our UK government have proceeded to make decisions that affect the wider British public … without consulting the wider British public.

In their wisdom, they have appointed the head of a ’successful’ inner city school to help decide on sex education for 5 year-olds and upwards. 

Great!  But why was there no public discussion or canvassing of opinion before such a wide-ranging decision was made?

Why? 

It seems that with alarming regularity, our politicians are making sweeping and increasingly significant decisions about the UK, from the safety of their ivory tower and without getting their hands dirty by asking some serious questions of the people that put them in power.

Perhaps it’s because they are afraid: afraid to face issues that others really care about and actually carry feelings that go against the politically correct norm (whatever that is).  Abortion bills rushed through ‘because of lack of time’.  What a great reflection on our society that we don’t have time to discuss the very thing that makes society live … life.  Please tell me what’s more important … MP’s salaries?  Christmas dinner?  The new car?  Choice of buffet lunch? 

Or is it that they genuinely don’t care?  Have they lost sight of reality?  Are they unreachable?   Do they weild too much power without true accountability?  Are they amoral?

Or do we keep quiet on issues that need to be raised and debated?

Yes! I am cynical.

We’re told, “Be polite”, “Don’t cause trouble”, “Enter into honest discussion.”  

But I ask, “When is this really reciprocated?”   My answer is, ‘Near to Election Time’ when they really fear the consequences of public apathy and the possibility of not getting back into power; when they need our support.  That’s when issues suddenly open up for ‘public debate and discussion’!  But until then, we have to put up with minority groups who shout loudest or carry a disproportionate amount of power dictating what the average person in the UK suffers, shaping a ‘future for all’ which does not include all and is far from rosy.

Come on Westminster!  Please stop insulting and fearing the electorate that put you in power and speak to us. 

And if it’s just good old British arrogance you suffer from … get a life and face reality. 

There’s more to this country than your parliamentary careers and public image.  Spin may flow smoothly from the doctors’ lips, but at some stage you will be taken down by the whirlpool it creates. 

Why can’t we have some transparency and accountability?  Or is there just too much to hide?

There is nothing to fear in open debate unless the fear is what will be seen by debating openly.

HR: A Waste of Time?

How many Human Resources departments contain people whose ability to communicate on a human level is close to or less than zero?

I have friends who see themselves as leaders of people and therefore, the ideal material for a career in HR, when they would be better suited as guards in a prison camp.

Just recently a local school was in need of help from the Local Education Authority due to problems that have arisen through poor leadership.   When things came to a head, the messenger of doom from the LEA HR Department advised the staff that the problem was in hand but they were no means out of the muck so they’d better not rest on their laurels.

Excellent! Why not just say, “You bunch of incompetents!  You need our help and we are going to be watching every move you make.”  Like Boris in Golden Eye, “We are invincible!“

Had the problem arisen through shortcomings by the very experienced staff who taught at the school, fine; but they weren’t!  They were the result of rules  imposed by a rather single-minded head, who had little regarded for advice by teachers, parents or the LEA and who ruled with an iron rod in a velvet sack.

Separating out the issues from the emotion, this situation did not need a social incompetent from the LEA HR department to exercise their authority.   It needed and still needs someone to say, “You know what?  This is a pretty sticky situation you’re in but you have the experience, we have the expertise so let’s work together and we’ll sort it out.“

HR departments are no different to any other.   They are run by people and need (perhaps more than ever, because of the weight of authority they carry, good, basic, grunt level human interactive and social skills.

(As a quick aside … Why do they deny this authority?  In case of legal comeback?  Smoke and mirrors?  Deceit?  I can still remember being told by one HR Commandant that they can only advise and not tell … hmmm!)

It’s not about power (though I think for many it is about getting a kick/security from being in control and influencing others; not necessarily for good).   It’s about empowering; giving people the tools and support they need to achieve the tasks and overcome the threats, barriers, hurdles they face.  Poor leadership says much more about the leaders than those they lead.

There is a flip side to this …

There is a saying that “where the darkness is darkest, the light shines brightest.”   I want to thank those seemingly increasingly few members of HR departments who really do stand out as being people who fit the job like a silk glove (rather than a boxing glove).  Those who

• Are a source of inspiration, support and common sense in a quagmire of ego
• Really are the personal side of a department that purports to be about people
• See themselves as having a personnel role rather than just a project manager

Those people who prove daily that HR does not stand for Human Remains.

Surely, if HR is going to be effective they have to communicate and interact effectively with the people for whom they have responsibility/oversight.

If they do, great.

If not, then they are potentially rather a waste of time!

Hearing or Learning?

I’ve heard many different presentations, lectures, seminars and general talks, amounting to hours of arguments, explanations, persuasion, debate, facts, figures, methods and madness.

But after all my hearing, how much did I actually learn?

The answer is probably not that much.

Let me explain.  It is easy to sit and listen to what people have to say.  But all too often ‘it goes in one ear and out of the other.’ We hear the words but they don’t engage with our mind; they just pass through.

What was it that made me listen and learn?

I think the most influential factor was the presenter, rather than the subject material.

Some years ago I was undertaking some presentation training.  I remember one trainer having a coloured star that they threw on the floor before we gave a talk.  We were to stand on the star and then give our presentation.  It all seemed a bit bizarre at the time, but their strap line was ‘You are the star, you are the presentation.’ They were saying, what we deliver is influenced by who we are and how much we can engage with the material we present: how much of ourselves we put into the presentation.  We need interest and passion to stimulate our hearers and to engage them in our ’story’.

I think this is true to a point, but I think there is another essential quality we overlook and that is the ability to engage with our audience; who they are and where they are at.

We’ve probably all listened to experts in various fields giving talks on their pet subjects and areas of speciality.  The content of their talk is rarely in question.  However, their ability to connect with what they are saying often is.  No matter how passionate, knowledgeable and interested they are in their subject, unless they can express things in terms, methods or pictures which which their audience can engage, their valuable knowledge will either ‘go in one ear and out of the other’ or even ‘float straight over the audience’s heads’.

Sometimes we will be introducing new ideas so it is not easy for our audience to understand, but we still need to give them the best chance of engaging with what we have to say and being able to apply it for themselves.

It’s not something we learn once and then we’ve got it made.  like any skill, we need to refine it, hone it and practice it.

I recently learned the hard way on exactly this point.  I was to give a talk to a group of people which was to be interesting and engaging.  I was given a profile of the audience and put together my talk accordingly.  I decided I’d try something a bit different and rather than simply giving them a ‘this is how you do it’ type of presentation, I decided that I’d give them something that they could use in their own lives to enhance what they do and how much they enjoy life.  I spent hours preparing the talk (mainly because it was some time since I’d done anything like this).  I gave the talk and received good applause at the end.

I then did something which was very risky; I asked for feedback on my presentation.  This was done low key and one-to-one by the organiser.  The feedback showed that many had interpreted my style as rather egotistical (I have been giving examples from my own life story where I had made mistakes and looked at how I could have avoided these), that there seemed to be a lot of theory and that on the whole, although it was interesting they didn’t feel as if they had learnt anything.

I found this feedback interesting and a bit ironic, as part of my theme had been ‘unless we try something we’ll never know whether it succeeds’! But whose fault was this?  It certainly wasn’t my audience.  Despite my research and care in preparing my talk, I had missed the mark; I had failed to measure my audience and in so doing, had largely wasted their time.

I hadn’t wasted mine; I made a mistake and learned from it.

So, if you give talks and presentations, give them with enthusiasm and passion, but never forget to gauge your audience so what you know can be passed on and they can both hear what you’re saying and learn from it.

Until next time …

What Does It Take to Change?

Yesterday, as I was sat discussing business plans with an advisor, I was asked, ‘What do you think makes it possible to bring about change?’  My mind was racing!

I won’t go into the details of the discussions that followed but I will mention one or two observations that we both made and some thoughts that came to mind:

• Is change always necessary to achieve our goals? Too often we want change for the sake of change, not because it is the best way forward or the best way to achieve our objective.  No! Change isn’t always necessary.
• If do we need to change, is it easy? The answer here is No:  Change is rarely easy. In order to change we need to disturb the status-quo, how it’s always been done and bring a bout a shift that not only provides a plan of how to do it, but also the inspiration and motivation to achieve it.  We need the right people to drive the process and bring about the changes, not with a whip of chords but by personal example and commitment.
• How do we bring about change? The person driving the process needs to believe that it will work and then persuade and take others with them through to completion.   I was talking to a friend whose boss thought that a particular activity would be ‘good for staff morale.’   However, when asked if they would be taking part, the immediate answer was, ‘On no! Not me.’   At that point a great idea lost credibility, not because the person perceiving the idea wasn’t taking part, but because they had no intention of taking part.   Sometimes we have great ideas that we can give to others to execute because we don’t have the necessary skills etc, but we believe in the idea and our passion motivates those who execute it on our behalf.   Demonstrating that we have little or no personal belief in our idea a) is immediately perceived by those carrying it out and b) immediately raises doubts and drains energy. The plan may be  executed, but by firing squad rather than enthusiasm.   The result is negative not positive.

Too many books make change sound essential and easy.

I believe change is good when it’s necessary and is easier when the people behind the change can champion it effectively and get the ‘buy-in’ from those who have to make the adjustments.

I think there’s too much hype around the subject leading us to believe that unless we change we can’t hope to be successful or even survive as businesses and as people.  I also believe that many of the changes implemented relate less to what’s needed and more to an individual or group of individuals who want to put their mark on something, what I would call ‘ego-driven change‘ rather than ‘purpose-driven change.’

Here is a very contemporary example of ego-driven change …

This is the exam season here in the UK.   One of the people responsible for setting-up exam rooms told me of a recent event where an exam was stopped by an invigilator, not because of an irregularity in the paper, or a fire alarm but because the sign outside the exam hall, asking passing students to ‘Be Quiet Please, Exams in Progress‘ was written in red ink on a white background rather than black ink on a white background.   The exam was suspended until the offending sign had been changed.   Who instigated such mind-numbing stupidity?  I suspect someone who was wanting to put their stamp on the education policy.  Who benefitted from this? The students taking the exam?  Definitely not!  Their thought flow was disrupted and they were  extremely hacked-off.  The person making the sign or the college?  No. Time and materials required to effect the change cost money.  I’m very sure that such change did result in making a difference.  However, I’m too polite to write down my views on exactly what difference the change made!!

False Economy

‘Our biggest asset is Our people.’

So boasts many a company.  But how much do they really engage with that statement.   Is it just another trite cliche, there to impress those on the outside?

One of the best indicators for how much a company really thinks about its people and how much it values them is how much it actually invests in them, demonstrated clearly by size of the budget assigned to continue their development, even when times are tough.

I have friends in a number of large, ‘innovative’, ‘people-focussed’ organisations whose first axed budget was for training and development.  All too often I’m told, ‘Stuart, there is no training budget this year. It’s been cut in the current economic climate.’

To me that really says, ‘As a company we don’t really value our people.’

We talk much about investing in people, supporting our staff, being people-focussed when in fact we’re anything but!

The most valuable commodities when times are hard are creative and innovative ideas which can only come from our people, not our products.  Those creative ideas not only help a company survive and save money in the hard times, they are the gateway to future expansion and success.

As one business author wrote, ‘Those companies with a survival mentality will die.’

It is those companies that really invest in their people who will reap the rewards, survive and thrive.   Perhaps some of our companies would benefit more from a cut in management during hard times so that the money they save can be invested in those who can change fortunes.   And perhaps then they would actually believe that their biggest asset is their people.

Expenses, Integrity & Me

Like me, you’re probably getting tired of all the current revelations surrounding the exploits of our politicians and their ‘accounting errors.’  I feel sorry for those politicians whose names have not been in the headlines because they have actually been honest (but not for those that simply haven’t been caught yet!). 

I have also been amazed at the naivety of those concerned to think that they can use a few weasel-words to cover-up what were quite clearly blatant attempts to defraud …

“I am humiliated by my error of judgement” … But it obviously didn’t feel too humiliating when making the initial fraudulent claims,  before being found out.

“I overlooked this accounting error” … No!  You made a fraudulent claim and failed to declare it.

“I have paid back the expenses I shouldn’t have claimed” … Okay, but how long has it been going on?  What haven’t you told us about?

“I made an error of judgement” … About the expenses or the risk of being caught?

Do the government bodies e.g., HMRC, allow us to say, “Sorry! That non-payment of tax was a small accounting error.  I’ve admitted it now so no need to worry about it further.”   I think not.  Argue with the taxman and court beckons.  In fact they are one of the few groups of people who can expect us to pay them back for their mistakes (sometimes large sums of money if we’ve not noticed an erroneous tax calculation … which is interestingly our fault for not noticing the error in the first place.  Sorry.  Have I missed something?).

In the past  I have commented to friends about the various activities of politicians outside of Parliament, only to be told, “Oh! That’s their private life. You shouldn’t worry about that; they wouldn’t do that in Parliament.”

I would argue that if an individual can knowingly act dishonestly in one area of their life, they can act dishonestly in any area of their life.  

We are what we are.

Trust and integrity are keys for success in any area of our life. Unfortunately, too many people want to be trusted without having to be responsible for their actions … and when we let people down through deliberate deceit, it takes a long time to rebuild the trust we’ve shattered.

Our politicians are human beings who, because of their public visibility (and the thirst of the media for ‘news’) are easy targets for the snipers.  In no way can I condone what has happened.  I am probably as annoyed by the deceit as the next man.

BUT it does challenge me re-examine what I do and ensure that my dealings with others, in business and everyday life, build trust; not destroy it.  

We all make mistakes.

What I am concerned with here is that those are genuine mistakes or misjudgements, rather than a clever manipulation of the English language to cover deceit and polish a turd!

Teamwork Suffering in Downturn

I have just read a very disturbing, yet unsurprising article reporting that 12% of workers admit to having become more insular during the recession. 

At the very time when companies need greater interaction and greater interdependency (teamwork), individuals are seeking to protect their own workloads and projects and around some 27% admit to working longer hours.

The report quotes Mike Bourne, professor of business performance at Cranfield University School of Management as saying,

“Team collaboration and knowledge sharing is essential to help businesses chart a way through the current climate. However, while some employees are understandably worried about job security, firms with business processes to automate teamwork are able to reconcile both workforce productivity and personal performance.”

See report here.

I’m not sure whether it is part of British DNA or culture, but we seem to really struggle with the concept of working together to achieve a common goal.  Perhaps we’ve had experiences where we’ve been betrayed by those whom we have trusted, or had others leapfrog over us as they take our ideas and use them for personal gain and promotion. 

Unfortunately, these sad characters will always be with us. 

But teamwork is exactly the forum that will help to expose these individuals and it provides the team with a level of security impossible to achieve on an individual level.  Who in their right mind (if they are that way inclined) will take on a group of people, a group which is likely to include members of the management team?

But teamwork isn’t really about sinking these rogue battleships; it’s about achieving an objective more quickly, efficiently and completely than is possible when we work alone.

The proof is in the marketplace.  Look at the most successful companies and see how many of these use teams and creative approaches to problem solving and company direction.  A recent survey suggested that in business cultures which engender trust and co-operation, productivity is around 269% greater than where it is absent.

I guess it’s up to us whether we choose to believe the statistics and give it a go … or continue as we are.  Only time, and possibly company solvency will tell.

It’s Official: Drumming IS Good for Your Health

I recently read a BBC news article which links drumming to improved health although an obvious response is “It may be good for your health but what about your ears?” Bear with me for the next 5 minutes.

Over recent years there has been a lot of interest in links between music and health, and music and brain activity. Only today I read an article in our local paper that two guitarists playing a piece in unison generate the same brain wave patterns.

But my interest really is in the field of drumming and percussion as I run workshops in these for a wide range of clients: schools, businesses, community etc.

Over the years I have been struck how often people change during a workshop:

• Inhibitions decrease
• Confidence grows
• People begin to listen to each other
• People respond to each other
• Those who are shy may become leaders
• People begin to smile and feel great about themselves (no small order when your group comprises young adults who feel neglected by society)!

A blind friend of mine has commented more than once, “I really enjoy these events because it feels as if my head has been hoovered clean of the rubbish that was there before I started.”

So, when I cam across the following article it was great to see that others are experiencing similar responses and in this particular article, the benefits are even wider and deeper.

Here’s the BBC article. It makes very interesting and encouraging reading:

DRUMMING FOR HEALTH
As presented on the BBC, 10th February 2009

Could a natural rhythm – which some experts believe we all possess – be a cure for a variety of health problems?

Some certainly think so. Musician Simon Lee, from Kent, is called on to teach drumming to patients with problems ranging from addiction to autism, and learning difficulties to mental health issues. He has even offered help to terminally ill patients needing palliative care. And he says the results are amazing.

Experts believe that rhythmic drumming can aid health by inducing a deep sense of relaxation, reducing stress, and lowering blood pressure.

“Drumming has a number of benefits,” said Simon. “It can energise or relax. It can foster a sense of playfulness or release anger and tension. It can also help in the conquering of social isolation and the building of positive relationships.”

One patient, an alcoholic, told Simon her drumming sessions had helped her so much it had given her the inspiration to continue with a gruelling detox course. “She said when she came into the clinic she was extremely negative and the first two or three days the treatment was purely about detox and heavy stuff,” said Simon.

“The drumming was the first time she engaged and smiled.” She said “I came out of myself and saw that I could survive.“

Simon, who also carries out drumming sessions for the general public, said there was a growing interest in the therapeutic effect it could have, both on the individual and the community. “There is strong evidence to suggest that drumming may actually be a healing activity,” he said. “Some have gone so far as to prove that time spent drumming can positively affect our immune systems, levels of stress and psychological well being.”

Until next time …

What I Do or What I Am?

I have recently been enjoying Cuban music, in particular that of the Buena Vista Social Club and its members. 

For those of you who are not familiar with this group of musicians, the story is a modern-day fairytale … 

Cuban music has for decades been the envy and shining star of the World (especially Latin) music scene.  Many of the stars who put it on the map had retired or had to find an alternative living to make ends meet: selling lottery tickets or shining shoes in the street, or selling tobacco. 

In 1996 Juan de Marcos González, a young Cuban bandleader and arranger was fascinated with the old stars of Cuban music traditions such as Son, Guajira, Son Montuno, Rumba and Bolero.  He set out to see how many of them were still living (many had been stars in the 1940’s, 1950’ and 1960’s).  To his amazement he was able to contact a large number of these national treasures of Cuba’s musical heritage; the list was impressive:

• Don Rubén González – legendary pianist and pioneer of the mambo
• Orlando ‘Cachaito’ López – third generation bassist
• Ibrahim Ferrer, Piya Leyva, Raúl Planas, Manuel ‘Puntillita’ Licea and Omara Portuondo – legendary singers
• Compay Segundo  and Eliades Ochoa – tres player and guitarists
• Amadito Valdéz – percussionist
• Barbarito Torres – Laoud player extraordinaire
• Manuel ‘Guajiro’ Mirabal  – Cuban legend, trumpet
• … plus more

In order to understand the stature of this group, each one of these names was at the very top of their profession, many having had a significant impact on the history and direction of Cuban music.  Each one of these musicians (plus other top calibre musicians) performed together, in the same room at the same time to record the largest selling Latin album ever (over 8 million copies sold).  Everyone enjoyed working and performing on the album and no-one was interested in where their name went on the list of credits.  Music was being made for the love of the music and no thought was given to any potential financial gain (though this was eventually considerable). 

Live performances in Amsterdam followed release of the CD, and the jewel in the crown was when this group of Cuban musicians were able to play a sell-out concert at Carnegie Hall, New York in 1998, captured on film and CD.  When you read the album notes and DVD booklet or watch the performances, the joy and emotion of making music together is clear.

This fairytale ending to the story was that these humble people found a new lease of life as they achieved global recognition and ‘stardom’ when many of us would think of taking it easy:  most were in their 70’s or 80’s (Compay Segundo was in his 90’s). 

By 2005 many of these great characters had passed on and only recently (Feb 2009) the great Cachaito also died … but their legacy continues.

Why have I taken the time to mention all of these people? 

Well, imagine a group of top name Rock n’Roll stars gathering to record an album.  Now think about the ego problems; who’d play with whom; who wouldn’t play with whom; who would want their name at the top of the list?

For me, the great power and impact of these recordings is the enjoyment, passion and love of the musicians for their music that shines through so clearly.  Everyone is in it for everyone else, making the whole band look great.  It’s even recalled that at one stage, Ibrahim Ferrer had a bad throat and was struggling to sing and suggested that perhaps someone else should finish the album!  That’s a bit like Eric Clapton suggesting someone else should finish off his guitar solo.  This level of humility is rarely seem today in a world of get what we can, when we can, however we can.

This excursion into Cuban music has taught me a lot more than just the notes and beats.  Engaging with characters of history (and today) who are prepared to make everyone else look good by playing their part has re-challenged me to ask myself, “Is that the sort of character I am?  Do people want me in the band for who I am as well as what I can bring.”  I read many stories today where the key to a ‘successful’ career in music isn’t so much what you can play, but what you a as a person bring to that particular situation.  I also read that our musical output reflects our personality.  All  I can say is that I hope some of my performances haven’t really let people know what I was feeling on the night!!

I know that rediscovering my love of Latin music through encountering these characters has re-challenged me to be a musician that people want to play with, rather than a musician whose talents are admired.  It has also reminded me that I cannot try to project and hide behind a different ‘musical persona’.  Music is too transparent for that.  I guess my priority is to ensure that my day-to-day life is such that I’m happy for people to see the real me when I play as a musician.

Or perhaps when I get my priorities in life right, my music will take care of itself

Can We Afford to Suspend Training?

With the credit crunch and current downturn in the economy, the greatest temptation is to pull in our belts, cut back on our spending, save what we can and try to weather the storm.

Unfortunately, life in the turbulent waters continues for everyone and some will successfully ride that storm whilst others will capsize, sink and drown. 

Can we predict who will survive? 

In all honesty, probably not BUT we can say who has the best chance of survival.

The survivors are those who will become creative with their time, their staff, their talents, their money, their business practice and more.  They will see new ways of doing things, identify new niches, identify staff who can perform new roles and new tasks and create strategies that will enable them to  negotiate the obstacles and steer towards fertile fishing grounds. 

But in order to do this, there is still the need to train staff, not only for now but also for the future.  Failure to do so will lead to inertia and a lag-phase before they can take full advantage of the new scene.  Failure to do so will allow others in to steal the goods and opportunities. 

Planning for the future involves taking steps now.  Training is a key part of the success strategy and planning process.  And it needn’t cost very much, especially if companies learn how to look within themselves for the talent they need.  Part of that process involves a reorientation to find out what talents lie within that are currently hidden and capitalising on those to help on the road to the future.

Perhaps it’s time to stop looking outward for talent and look for help that will enable us to discover the talent we already have.  With so many current recommendations NOT to cut back on training, can we afford to ignore the calls?

Karate, Kata, Kumite & Kime: A Business Model

The idea of drawing parallels between martial arts and business practice is not new.  John Barnes and Richard Richardson, two highly successful  businessmen and entrepreneurs (Harry Ramsdens) liken business to Judo in their excellent book Marketing Judo.  They show how it is possible for the small players to compete and in many cases succeed over larger corporations.

As a practitioner of Shotokan karate, I understand the importance of training, fitness, discipline and tenacity. 

Within karate there are different components which, when practiced make up the whole picture.  The main components are Kata and Kumite.

Kata comprise structured sequences of moves which include attacks and blocks (defences) using hands, feet and body.  Traditionally, a karateka (practitioner of karate) progresses through different kata as a structured route to the black belt.  Once attaining black belt, we continue to improve these kata whilst learning new more advanced kata containing further techniques and their combinations.

Kumite is basically fighting; the application of attacks to specific parts of the body, mainly nerve plexus’ and key sensitive spots, and blocks.  During kumite we learn control, stealth, tenacity, surprise and control.  I mention control twice because when you are facing someone with the tools to inflict serious damage, the understanding of body position and distance is paramount, not inly to survival but to success.

Kata and kumite both depend on learning the basics; how to punch, how to kick, how to move the body by transfer of weight, how to transfer power, how to remain strong whilst being relaxed and how to use different muscle sets in harmony to achieve maximum power.

The basics depend on a potentially ‘mystical’ and often misunderstood word, Kime.   Kime is probably best described as being when both the body and brain are executing sharp, crisp, penetrating, and hard techniques that utilizes the entire person.  Kime is when technique is ‘grounded’, when it ‘comes up through the floor’, where the body’s entire musculature is used in a sudden explosive moment, and when the mind is linked to the technique. (Mark Groenewold).

It doesn’t take a lot to start drawing parallels between business practice and these different components.   Here are a few to start with:

1. Basics – Have we got our basics right; knowledge, process, relationships, targets, aims etc?
2. Kata – Do we construct our basics into structures that help us progress, using them to shape what we do and how we move, build our skills, check and refine what we’re doing?
3. Kumite – Do we apply our basics and structures in such a way that we are able to out-manoeuvre our competitors, know where to target our efforts, defend our resources, develop and hone what we have so that it is even more effective?
4. Kime – Have we learnt how to use what we have to its maximum potential?  Are there things that we can combine in a new way to produce even greater results, greater service, greater enjoyment and fulflment, greater satisfaction, greater growth … etc?
5. Control – Have we assessed our position and that of our competitors?  Do we see how they are moving?  Can we implement strategies that won’t cause undue injury?  Are we willing to take the risk to win?

When myself and my children gained our black belts we were told, “Now is the time that you start to learn.”  I think that is a good reminder to each and every one of us that no matter how long we have been in business, or working in a particular field or doing a particlar job, we can always improve IF we are willing to learn from what we have done and what we are doing and apply it to the future.

Tools for doing this?  God gave us brains, common sense and the ability to relate to others (relationships).  I would argue that these are the best tools we have to start on the road.  Perhaps when we appreciate our interdependence rather than striving for continual independence we will learn some of these ‘mysteries’ of life and business.

You may not practice karate, but you can apply the principles.