The Void - Offboarding

We exist in an era in which the leaders of high-performing family businesses have become highly purposeful with the onboarding and integration plans for people that are joining their company. Their focus stems from the intent and desire to engage and connect people with the culture of the company and decrease the chances of someone becoming disengaged or choosing a job-hopping departure.

Uniquely, these same leaders seem to have forgotten about the other end of the equation and that has resulted in large numbers of people, most of them over the age of 60, choosing to keep quiet about any and all plans to announce that their career focus is changing or coming to an end.

According to Bersin by Deloitte, the average cost per hire is almost $4,000. Statistics on offboarding are far more difficult to identify. Experience has shown me that if it’s not being measured, it’s likely not getting done.

The Void

The leaders of privately-held and family-owned businesses must plan for, and deal with, the end of career process (offboarding) as seriously as they do the beginning (onboarding) otherwise, they will face a potentially catastrophic outcome that I refer to as The Void.

The Void  is the empty space created by leaders of companies who fail to establish a process for transferring the large amount of internal knowledge possessed by key people to the next generation of leadership.

Left undefined, this void creates a massive disruption to the business of the business.

Conversely, when clearly thought through, offboarding should be viewed as the catalyst for performance, knowledge and generational continuity within the high-performing environment.

A Key Step

Offboarding should be viewed as a key transition in the life-cycle of individuals who have contributed significant knowledge and value to the company.

Within family businesses, closing the gap on The Void begins by looking at the situation through a different lens. Instead of focusing on this career phase as a conclusion with limited conversation, it should be seen as a phase of definition with expanding dialogue and knowledge share between generations.

#Thoughtstarters

  1. How are you consciously expanding the conversation and knowledge share between the generations?
  2. How are you defining and practically capturing internal knowledge from key people while they’re still a part of your company?
  3. Define knowledge sets that are held primarily with one person in your company. Begin purposefully expanding the circle of people who have awareness, understanding and knowledge on those topics.

How are you avoiding The Void? Let me know in the comments.


Challenge Yourself to Reflect

“Life can only be understood backwards; but it must be lived forwards.”
Søren Kierkegaard

When we consider reflection, we are talking about our intent to give serious consideration to a particular topic, idea or thought.

Here are three approaches to help you channel reflection effectively.

Focus and make reflection practical ahead of philosophical

Reflection serves us best when we recognize it’s about progression, not perfection and it’s about practical before it’s philosophical. A starting point can be reflecting on one action or decision you’ve made personally or professionally that was positive. What was the practical impact?

Invest the time to reflect on why something went well or didn’t go well

A key part of reflection is making sure you consider the root cause. If you don’t identify the core reason(s) you’ll simply deal with the symptoms and may never fully understand why something did or didn’t go well. Dig deeper in your thought process and consider asking yourself one more question about why something did or didn’t go well. Reflection is the result of self-inquiry ahead of self-assumption.

Make reflection a time where you think beyond boundaries

If you typically think one way about a decision or challenge, what would the potential outcome look like if you thought differently or beyond the boundaries of self-imposed limitations? How can you challenge your norm and recognize the potential of upside opportunity? When you experience a win or make a mistake, reflect on how your thought process contributed. If you had thought beyond boundaries could you have increased the outcome of the win or converted the mistake into a win? Thinking beyond boundaries is a key component of maximizing your decisions and outcomes.

Until next week,
Brent

PS- This week’s #ThoughtstarterChallenge outlines five reflection questions to ask yourself. It’s not too late to join.


Why Your Mindset Helps Achieve Results

I’m a challenger by nature. It’s reflected in the questions asked of myself and the people who recognize and value individual growth.

I’m constantly challenging my team. I challenge them to increase their awareness, think at a higher level, improve their communication and take the time to reflect. Why? First and foremost, because I care about them. They value growth and we care about and respect our clients. Secondly, because they fully embrace challenging me in the same way.

In our office you will hear questions like:

  • What/where did we do well?
  • How can we do better?
  • What should we have done differently?
  • How can we improve/maximize the client experience and our standard?

Here’s my take and one you’re not likely to hear often. As a leader, the ability to positively challenge others to maximize who they have the potential to be, begins by continually challenging yourself at the same level.

Progression is rarely recognized without persistence and perseverance. Why? Because our response to any challenge is what determines the level of our progression. Perpetual development, or never-ending growth, is the result of how we process and respond to the various challenges that we face every day.

No push internally means no progression externally.

How we continually identify, define and maximize our potential contributes to the outcomes of our future.

Rarely, do I invest in challenging people who don’t want to grow, advance and prosper. There’s little to no use because they don’t really want to be challenged and challenge to them represents a sort of bold confrontation rooted in negativity. Nothing could be farther from reality. Challenging someone positively offers the greatest demonstration of respect, worth and value toward a person.

Think about it… Why would we invest our mental energy, emphasis and priority in someone that we knew wasn’t going to listen or pay attention to anything that we had to say. We wouldn’t because they clearly suffer from the delusion of their own distortion.

Our Mindset

CANI … constant and never-ending improvement. Nothing is ever truly finished or perfect. There is ALWAYS room for improvement. You can only grow if you understand there is room to grow. This is about believing that there’s more inside of us than we even recognized or imagined. By contrast, it’s not about a bunch of empty platitudes that take us nowhere other than inside our own head with no practical exit.

So, how does one achieve CANI?

REFLECT
THINK
PLAN
DO
MEASURE
REPEAT

In 2016 I introduced the first #ThoughtstarterChallenge. The last two years of feedback received from our community of readers was so impactful that the #ThoughtstarterChallenge will return November 26th.

Like last year, the #ThoughtstarterChallenge will be 15 days and will be broken up over 3 business weeks (5 days each week in one email per week). Each challenge week will have a specific emphasis designed to help you challenge yourself in multiple areas of your life:

  • Week 1 – Challenge Yourself to Reflect at a Higher Level
  • Week 2 - Challenge Yourself to Think at a Higher Level
  • Week 3 - Challenge Yourself to Communicate (Do) at a Higher Level

If one email per week does not keep you on track, you can engage with the Thoughtstarter Challenge daily on our Instagram and Twitter:

Instagram: @PerpetualDevelopment
Twitter: @BrentPatmos

Thoughtstarters have one purpose. They exist to help you maximize you by thinking deliberately and then applying purposefully.

This year’s #ThoughtstarterChallenge begins Monday, November 26th. Sign up below to join the challenge. Let's challenge ourselves together.

JOIN THE 2019 #THOUGHTSTARTERCHALLENGE

Until next time,
Brent

Thoughts? I'd love to hear them in the comments.


Compelled To Take Action

Think about a time you were so passionate and purposeful about something that you were compelled to take action. Recall a moment when you had an idea pop into your head at an odd time or while you were doing something seemingly unrelated to thinking about that idea. You know what I’m talking about. It’s that thought that you tell yourself to hold onto and not let go of before you have a chance to text yourself or write it down. That idea that is so right on target that your internal energy and mental drive are measurable through body language, verbal expression and internal measures such as heart rate.

Ideas Into Action

Our brains are amazing tools. When we stop the noise, reduce the clutter and eliminate the blind spots that take up too much of our brain space, we readily discover how powerful our thoughts and ideas can be in the direction of our lives and careers.

Have you ever tried to listen when there’s an excess of background noise? Have you ever tried to get a project finished, only to be interrupted multiple times? Have you ever tried to see something clearly when the sun is glaring in your eyes? Have you ever tried to listen to an idea that your son or daughter has when your mind's made-up before they began talking? In each case, we’re being confronted with a barrier to a breakthrough and we owe it to ourselves to eliminate those barriers and turn more of our ideas into action.

The Start of Perpetual Development

Before it was Perpetual Development, Inc. it was Professional Potential. Why the change? It happened while I was running/jogging/fast walking/lumbering. I’m a big guy so running was never really the exercise most aligned with my body type. I digress.

In one of those breakthrough moments that I described above, the word perpetual came into my mind and I thought “that’s it.” Professional Potential wasn’t a bad name but I had been thinking long and hard about the emphasis of the company name. It was developed quickly after Carlton passed away and I didn’t feel it reflected the full scope of my passion or purpose. It wasn’t just about potential it was about an on-going and never-ending focus around the potential that each person possesses.

Just as quickly, the word development followed. “Perpetual Development” I said to myself over and over for the next several minutes. It was like the idea vault had been unlocked in my head and within the next week the articles of incorporation were filed and Perpetual Development became an Arizona Corporation formerly known as Professional Potential.

The Importance of the Wave

Clarity is what we discover when we arrive at an idea that needs to be turned into action. The clarity of our intent and purpose is defined in the moments where those ideas actually become our actions.

If you were to come to my home or office you would discover pictures of waves, paintings of waves, glass sculptures of waves and books about waves. I am both intrigued and fascinated, some would say obsessed, by waves and here’s the reason why. The water that comes in is the same water that goes out and it continues in this cycle over and over repeatedly. It’s as if the flow of water in waves is endless and uninterrupted.

The wave is a very important part of Perpetual Development for this reason. As our logo, the wave symbolizes the crashing of barriers, the creation of breakthroughs and the never-ending and ongoing pursuit of helping to develop the potential in people. This is the PDI Purpose. The wave is our visual reminder and reinforcement.

Adapt, Change, Evolve

If you study a wave, you’ll notice how it adapts, changes and evolves as it comes into the shore and retreats back again. The same is true of people who are aware of, and focus on, their own perpetual development. They’re constantly adapting, changing and evolving. It’s an ongoing and never-ending process.

What began exclusively as a sales training company has adapted, changed and evolved into an organization focused on preserving and advancing the legacy and leadership of family-owned businesses. While the focus of our work has changed, the purpose of developing the potential in people on an ongoing basis has not and will not.

#Thoughtstarter - Where have you adapted, changed and evolved the most in your life or career?

Final Thought

The ability to help someone recognize and develop the potential they know exists or that they may have never seen in themselves is both gratifying and humbling. Each week, you are among a continually growing group of people who read and engage with Thoughtwave. Our community of readers are exceptionally committed and for that I want to say thank you. I have valued your input and thoughts and I have been truly appreciative of your desire and intent to think beyond boundaries, crash through barriers and be compelled to take action as a part of your perpetual development. Your readership and comments are valued. Keep them coming.

With clarity,
Brent

P.S. I'd love to hear about a time you were compelled to take action. Leave me a note in the comments.


My Dad Travels A Lot and That's Okay: Synchronous vs. Asynchronous Communication Channels

It’s Alyssa this week, continuing the theme of things that are okay.

Growing up, when my friends would ask me what my dad did for a living I had a prepared response. I would say something along the lines of, “He’s a business advisor. He travels four or five days a week, but he’s always home on the weekend.” I usually had to answer some other questions about what it was like with him being gone so much, but I never minded. To me, it was normal.

In fact, it’s always been my normal. My dad travels a lot and that’s okay—especially now that I’m able to understand why.

Communication Takes Work

Effective communication is really a series of decisions. Deciding what you’re going to say, how you’re going to say it, and how you’ll deliver it. The delivery is just as important as the message as it dictates opportunities for feedback, influences how the message is received and determines how long information sharing will take.

In a world where there are more communication methods available than ever, decisions around communication become more complex. It’s for this reason so much of Thoughtwave is about awareness--of yourself and others. When we’re aware of how we naturally communicate, we’re better able to converse with others. However, we must also be aware of the limitations of each delivery method we use to communicate.

The endless communication channels available to you and your employees impact your business productivity and performance greatly.

Common communication channels:

  • Phone
  • Video conferencing
  • Text message
  • Slack/chat
  • Company intranet
  • Social media
  • Email
  • Face-to-face

How much of your time is spent attending to your inbox? Should all of the topics covered in the emails you’ve already opened this morning have been sent over email? I’d be willing to bet the answer is no.

More than talking to someone, communication is about feedback. So when it comes to choosing the proper communication method, assessing the required or anticipated feedback becomes more important.

One of the easiest ways to break down the differences in communication options in terms of feedback is by categorizing the channels as synchronous and asynchronous.

Synchronous:
Synchronous methods allow for instantaneous feedback and require a response on the spot. Channels like phone, video conferencing, and face-to-face where feedback is rapidly given and received are great examples of synchronous communication. With these methods, all of the communication is happening in real-time.

Asynchronous:
When you opt for an asynchronous channel, feedback isn’t guaranteed right away. Email and text messages are great examples of asynchronous communication methods. The communication or information sharing doesn’t have to be concluded in one sitting and it gives people time to formulate a response.

Think about it: How often do you check your email? We’d never get any work done if we sat around responding to emails the exact minute they came in. Alternatively, how often do you forget to text someone back right away? Just ask my dad, he knows if he texts me on the weekend, I’m out on my bike enjoying Austin and likely won’t respond until Monday.

Advancements in asynchronous technologies with the development of email and now Slack (company chat), have certainly increased productivity and added value. However, when the incorrect channel is used, digital conflict is much harder to resolve.

If we’re being honest, no matter how hard we try to convey the proper tone in an email, it’s not always easy. We can’t predict with certainty that how someone reads our writing will have the desired effect. If you find yourself in a situation where what you’re saying could easily be misconstrued or require follow-up questions, choosing one of the synchronous channels is likely the better option.

#Thoughtstarter

One of the best ways to avoid conflict and miscommunication due to delivery is to outline a process for what channels to use when.

It’s not uncommon for us to use these charts in customer support or even in sales and marketing, but we often forget to develop them for our internal operations. When an angry customer reaches out, does your support team instantly respond to the email? Or do you have a process in place to consider the nature of the complaint and choose the best solution?

Alternatively, many times the beginning of a sales cycle can be handled asynchronously, to generate demand, gain interest, and bring in leads. However, at some point, the conversation needs to elevate and so the communication method changes from email to phone to face-to-face.

You’d be surprised how many times a simple grid can help prevent the firing off of a reactionary email. When you’ve built choosing the right channel into your company culture, you demonstrate the value you place on effective communication and set expectations for purposeful communication.

Here’s a great snapshot from Gartner of what this could look like for your team.

My dad travels a lot and that’s okay—choosing the right channel for clients is imperative to success. As a business advisor, traveling frequently ensures he and his clients are transferring knowledge in the most productive way.

Make it a great week,
Alyssa

P.S. I'd love to hear from you in the comments.


5 Reasons My Best Customer Stories Will Never Be Repeated

There isn’t a day that goes by where the word awareness isn’t referenced in our office and/or with our clients. Awareness is the source of the insight we all need to evolve and advance our perspective, understanding and results.

What we do with our awareness is a choice. One of the most important points of awareness for me in working with the people that make-up family business is the intimacy of understanding their heart for the business along with their thoughts, perspectives, needs, wants, goals and fears.

My commitment to each of them, many of whom make-up our Thoughtwave Community, is that I will never treat what they tell me casually and will not reveal or sensationalize their inputs.

If they are going to entrust me with their thoughts, then it’s my accountability to value their trust and develop their reliance around the consistency and character with which I process and handle everything they tell me.

There are two things that are intolerable for me when it comes to a personal or professional relationship in which someone trusts you and allows you access to their mindshare:

  1. Exploiting that mindshare for personal gain.
  2. Sensationalizing thoughts in a way that distorts the context and intent with which they were shared.

Why? Because it compromises the person and the role of the confidant. Regardless of how “good” the story is, a confidant is someone who embodies absolute trust and recognizes the story isn’t theirs to tell.

To be clear, the stories being referenced are different than the challenges, successes, and outcomes confronted and achieved with our clients based on our work with them.

To that end, here are five reasons that my best customer stories will never be repeated.

  1. The core value of absolute trust.
  2. An unwillingness to trade professionalism for sensationalism.
  3. Complete context matters and in family business that can rarely be communicated.
  4. The heart and legacy of family business shouldn’t be viewed transactionally.
  5. A challenge can only be addressed completely when it is understood completely. In order to be understood, it must be completely revealed.

#Thoughtstarters

Quotable quotes from me to you to this week to get you thinking beyond boundaries.

  • The person that’s prone to run off at the mouth, is likely to let their mouth run off with their brains.
  • The professional that is casual and shares details that shouldn’t be shared really isn’t a professional.
  • The person that lives to tell the sensational story, should be fully prepared to have a sensational story told about them.
  • Authenticity and transparency increase when contradictions are identified for what they are… contradictions.
  • Impact is defined by outcomes not by stories.

 

Until next week,

Brent


A Storming is Brewing and Its Name is Conflict

On the Arizona horizon, on any given summer day, you can see when a storm is brewing. Monsoon season brings with it all of the volatility that Mother Nature has to offer in the form of an intense dust storm, affectionately called a haboob, microburst, and torrential rain.

Monsoon storms and haboobs are unique in the sense that they can seemingly come out of nowhere and with an instantaneous furor. I’m not a meteorologist so I can’t tell you which one comes first or which one causes the other in weather sequencing. What I can tell you in layman’s terms is that when a monsoon storm is brewing, it seems to take shape in one of two forms.

The first will seemingly come out of nowhere. In one minute the sky is blue and clear. In the next minute, almost instantaneously, the sky and landscape are covered with dust for as far as the eye can see. Yes... you can taste the dust as well. The second will build and build throughout the afternoon. The clouds getting bigger and higher by the minute and hour. It’s likely that these clouds built over the mountainous regions of Arizona and show their intensity as they roll furiously into the Valley of the Sun. The monsoon lightning across the skyline of Arizona is a painter’s paradise.

Storm Warning

Here’s an alert you won’t likely get coming across your cell phone or smart device.

A storm warning has been issued for your company. The storm, named Conflict, is on a path that targets all growing organizations where humans work. Conflict is a serious storm and is different than previous storms such as a small argument, minor disagreement or brief upset. Conflict expects to hit landfall in companies where protracted issues are common among humans due to a lack of awareness, interaction, understanding and consistent communication.

Conflict’s path of destruction is well documented and detailed in the loss of satisfaction, interaction, authenticity, transparency and engagement on the part of humans in their companies. Numerous leadership careers and legacies have already been cut short, rendered ineffective or completely derailed at the hands of Conflict. It’s anticipated that companies struck by Conflict will suffer the significant and prolonged loss of direction, purpose and performance.
It’s anticipated that Conflict will cause the complete departure of humans in some companies as they focus on heading for areas generally not impacted by the storm.

Preparation Mode

Forward looking leaders with a high degree of awareness have been in preparation mode. They have thought about what they need to do and have established a plan should Conflict arrive at their door. They know full well what Conflict could look like and have a perspective on the devastation and havoc it could bring.

The leaders of these companies are prepared to act and are actually lining up to welcome humans from Conflict torn companies and offering them the opportunity for a new start and a better way of life. They have recognized that the best way to both survive and thrive through a storm of this nature is to offer exceptional communication and consistent interaction with humans. They view these relationships as critical to advancing their business beyond the storm and achieving recovery and resolution quicker, sooner and faster when the outer bands of the storm threaten them.

A storm is brewing and it’s headed for your company unless your leadership awareness and communication consistency cause it to take a sharp left turn towards to the easier path of someone else’s company.

#Thoughtstarters

  1. Are you watching the storm of conflict seemingly come out of nowhere? What are the contributing factors and how can you deal with them?
  2. Are you seeing the clouds of conflict build and build until they roll in furiously? What are the contributing factors and what’s your plan to deal with them?
  3. Define how you expect your humans to deal with Conflict.

Your business meteorologist,
Brent

P.S. What do you think is the largest cause of Conflict in companies, particularly family business? Let me know in the comments.


Out of Your Control

I like to control what I can and don’t much care for the things that are beyond my control - particularly if I’d prefer that they were.

Realistically, doesn’t everyone want to control the course of events in their life?

When we are in control we feel energized and empowered. When things get beyond our control we may feel frustrated, confused or even overwhelmed.

Growing up as the son of a science teacher, I would often hear my dad talk about the controlled environment that was part of an experiment. As a part of the experiment, he would reference the control sample. The common reference point to both was rooted in stability. The ability to create an environment of equilibrium. “A fancy word for balance,” he would say. “The relationship between the internal factors and external factors and their impact on something.” Note: This exact bit of fatherly science teacher wisdom on equilibrium helped me win a blue ribbon in the 7th-grade science fair.

In business today, we face a constant battle of equilibrium. The relationship of balance between internal factors impacting our business and the external factors. That which we can control and that which may be beyond our control. Forces working collaboratively to our benefit and at times working in direct opposition to our detriment. This is the scientific state of business that demands our agility to achieve stability.

This all gets very real when we understand that at any given moment there are external forces that are more than willing to challenge our business balance or, worse yet, our very business existence.

The belief that external factors or forces will never impact you or your business is unrealistic. Just remember that your competitors would have no problem taking your business if you or your company ceased to exist, or became irrelevant, in the mind of the customer or client.

Beyond Your Control - What Would You Do? #Thoughtstarter

You're driving a car at 70 mph on a crowded freeway with cars in front of you, behind you and to each side. You’re listening to music and doing your own version of carpool karaoke. Suddenly, a large piece of cement debris falls from the overpass and lands on the freeway just a couple of cars in front of you. What would you do?

Prior to leaving for work, you’re catching-up and reading the latest Google Alerts on several of your customers. While reading, you discover that your largest customer had a major fire at their only manufacturing facility and the owners have decided to cease operations and shut down the business. What would you do?

You arrive at work only to discover that the EPA has shut the doors to your energy plant for unsafe operating practices. There has been no communication to the employee team and you are all arriving at work only to find that this isn’t a business as usual day. What would you do?

As the famous philosopher, Mike Tyson says, “Everyone’s got a plan until they get punched in the face.” A good friend and colleague of mine put it another way. He says, “Watch out for the sucker punch. It’s not a matter of if it’s going to come but when.”

The sucker punch is the unexpected blow. The punch that you didn’t plan for. In that moment; when we confront things that are out of our control because we will, we all have a choice. What will you do?

Until Next Week,

Brent

P.S. I'd love to hear what would you would do in the scenarios above. Let me know in the comments.


Tipping Point: Maximizing Growth - Part 2

Last week I introduced the idea that the tipping point common to leaders and their companies is growth. Fueled by the increase in sales and size, growth is also about an increasing level of value, importance and influence in the mind of the customer and in the marketplace. The age-old business mantra “If you’re not growing, you’re dying” provides context.

I would say I’m a student of growth. My interest in how people and organizations advance and develop beyond their boundaries of knowledge and understanding is based in a unique passion and curiosity. As a student, growth has taught me a valuable lesson. No matter how much I desire to stay the same; my progressive development requires that I let go of some things that may be known and comfortable, but are no longer useful.

It’s fair to note that this isn’t inherently easy. There are many times when my own growth has been both challenging and messy. There are times where I’ve known that growth is necessary, and didn’t like what that growth was going to require.

#Thoughtstarter

Think about a time in your life/career when you have known that the tipping point of growth was necessary and didn’t like what it was going to require? How did you respond?

In part one of Tipping Point: Maximizing Growth, I told you I’d share some insights and answers about why growth is complex and why it’s important to drive a larger view of growth among leaders and potential leaders in your company.

Growth is Complex

Growth is complex because people are the most complex part of any company. Each person is unique. Their needs, their wants, how they do things, why they do things, their capacity and their skills. What makes you, you and what makes me, me is uniquely different.

Growth is complex because each company is uniquely different. The culture of any given organization is what defines how the people of that company interact and engage both internally and externally.

A Larger View of Growth is Vital

People fuel growth and growth fuels change and evolution. Growth can be a great teacher. Growth can also be a hard and unrelenting teacher. Such is the case when people’s growth, a company’s growth and the rules and regulations of growth as a tipping point are intertwined.

In working with the leaders of privately-held and family-owned businesses, I’ve learned a valuable lesson. No matter how much these leaders desire to have their companies stay the same; the growth of their organization requires that they purposefully teach their teams how to purposefully think about growth as a tipping point before they are required to reactively think about growth in the same way.

Flying Under the Radar

We have an expression in my client community of privately-held and family-owned businesses. “We prefer to fly under the radar by doing things right than being on someone’s radar for doing things wrong.”

Several years ago, I received a notification that our company was going to be the subject of a state wage and hour audit. I had three employees at the time. The first feeling I had after reading the notice was a pit in my stomach. The second feeling I had was “why was our company selected for this wonderful experience?”(sarcasm intended). My intent is always to do things correctly so that these types of “opportunities” (more sarcasm) don’t knock on our door or appear in our mailbox with any frequency or regularity.

My intent and preference as a business owner is to fly under the radar by doing things right, rather than being on someone’s radar for doing things wrong. When the state auditor came to our office and invested the better part of the day with us, I asked them how we were selected for an audit with such a limited number of employees. Their response was telling. “Your revenue growth likely triggered the audit because it was significant when compared with the number of employees.” I learned a valuable lesson that day about why the larger view of business as a tipping point is vital.

Leaders must recognize that as they reach the tipping point of growth that the expectations regarding what they do and how they do it have exponentially increased. The rules of the game have changed. How they once did things in terms of size and scope, detail and documentation are all advancing with requirements for greater internal and external accountability. Whether it’s communication and compliance, people and process, automation and technology or hiring and selection practices: What once was the required norm has advanced to define a new norm.

Tipping Point Rules

It’s imperative; and I do mean imperative - that a larger view of growth as a tipping point is purposefully taught, applied, developed, re-enforced and measured as a part of a leader’s development within your organization and here’s why. If you don’t look at it that way, someone, some agency or some regulatory officer is going to look at it that way for you.

#Thoughtstarters 

What type(s) of tipping points are you, your people and your company experiencing? Have you purposefully considered how things need to be done differently to deal with the changing landscape that is business growth? Here’s a simple list you can use to help categorize and consider the kind of evolution that the tipping point of growth is driving and expand the dialogue and communication proactively among leaders in your company.

Types of Growth Tipping Points

  • Wanted and Required
  • Required and Unwanted
  • Required, Unwanted and Not Understood
  • Required, Wanted and Understood
  • Imposed

Be purposeful,
Brent

P.S. I'd love to hear from you in the comments!


Tipping Point: Maximizing Growth - Part I

Sometimes, we simply have to let a thought sink in before we understand how it has the potential and ability to shape our thinking. I have learned first-hand that taking this time is often the difference between an opportunity maximized or an opportunity missed.

I’m bringing you a two-part Thoughtwave over this week and next for exactly that reason. I want you to maximize your opportunities.

The Fascination

In the year 2000 Malcolm Gladwell published The Tipping Point: How Little Things Can Make a Big Difference.

If, after reading that line, you think I’m writing a book review; sit tight. (Note: You should Google the origins of that phrase and the book is worth the read if you’re a student of business.)

The book developed status and a following by showing how small actions at the right time, in the right place and with the right people can create a tipping point. Gladwell connected the three laws of epidemics to achieve a tipping point related to a given product, idea, initiative or business.

A tipping point, by definition, is the moment at which a series of small changes or incidents becomes significant enough to cause a larger, more important change.

As a culture, we’re fascinated with the tipping points that drive status, change, growth, success and even failure. With just a little effort, we can all identify them as a part of our lives. If we’re paying attention, we will see them all around us and on a regular basis. My kids, all grown now, have gone through a series of tipping points in their lives to become adults.

I’ve watched that video of something or someone so intriguing, funny or interesting that it drew huge interest and was viewed and circulated with such intent by people that it went viral.

A small series of events, introductions and experiences are what drove my decision to found Perpetual Development and change the course of my professional direction. Being in the right place, at the right time and with the right people is what led to my own tipping point in working with the leaders of privately-held, family-owned businesses. Working with that group of leaders is what led to the expansion of my experience and exposure.

#Thoughtstarter - How about you? What were some of the tipping points in your life? Let me know in the comments.

Growth is Complex

Consider this.... All businesses start as small businesses. One dream, an idea, a product, a service, meeting a need. A single visionary or a small group of partners. Then comes the tipping point. The moment that moves a company (and its key players) from being relatively unknown to being known. The one that takes it from flying under the radar to being fully on someone’s radar. The point of being sought after by customers rather than solely seeking customers. Each of these moments occurring as a result of a series of small changes that became significant enough to drive a larger more important change.

Expressed clearly, the tipping point common to each of these leaders and their companies is growth. Fueled by the increase in sales and size, growth is also about an increasing level of value, importance and influence in the mind of the customer and in the marketplace. The age-old business mantra “If you’re not growing, you’re dying” provides context.

So why is growth complex and what is the most significant change required as a part of that growth to drive a larger more important change among leaders and in the company? Let that question sink in and think about it. I’ll share some insights and answers with you next week.

Until then,

Brent