I’ve recently answered a question on what brings a product to life.

I disagreed with some people who thought that the answer was when the “money owing for the product clears in the bank account and exceeds the
liabilities that were created in the process of production”

I thought these answers were too simplistic and actually don’t describe “coming to life”. It could mean that a £1 profit meant the product had come to life and for me that’s not a good description. What I think describes a product coming to life is when it starts to “excite” the producers and purchasers. It’s only through an emotional state can a product actually have an “exciting life”.

Let me give you some examples.

a) In her recent Royal engagements The Duchess of Cambridge has worn coats from last years fashions and the shops have been inundated by people wanting to buy the same coats and shoes and have gone into new production to fulfil demand.

b) Apple creates a loyalty for its products and makes visiting the store exciting, energetic

c) Abercrombie and Fitch have an opposite product to the rest of the high street. The stores are dark, you can’t see the product clearly, it’s unbelievably expensive (in UK if not in USA) and yet kids crowd in, desperate to have a photo taken with half naked models where their muscles are highlighted by clever downward lighting and spray tanning to accentuate the bumps. The products are bought because it’s “Cool fashion”. It’s an exciting product.

The other thing about the examples above is that the product isn’t just what’s bought!
It’s the experience, the emotion of ownership and belonging to a group of other owners.

Products that don’t build this into the product mix may have a “Birth” but they’re likely to have a short life 

Yesterday I had a meeting with a friend who was concerned that his sales department was in conflict with other departments in the business. Marketing, accounts and It were all finding the attitude of the sales team problematical and verging on the bullying.
“The sales team has had so much money and resource pumped into them” complained my friend who was at a loss to understand or accept that they needed more or how this had resulted in conflict between the sales team, accounts, marketing and IT!

Over extended limb
This situation is not unusual where a specific part of a business becomes an “over extended limb” and eats up more money, resource and focus than the rest of the company. Exactly the same thing happens in counties that allow one industry or faction to become dominant. (Think of banking in the UK which has become such a dominant part the country’s GDP that it’s seen as too powerful, too demanding and increasingly unpopular).

Essential to the well being of the business
Having an over extended limb in an organisation will inevitably result in conflict. This is because as one part of the business is starved of funds it will blame the other for squandering resources. The over extended limb will justify it’s existence as being “essential to the well being of the business” and will blame other parts of the business for “lack of support”, “failing to understand the realities of the situation” and changes to the status-quo  will “harm the business”.

Results in casualties
The results of such infighting is that it distracts attention onto the mission critical results the business needs. Turning around this conflict takes time and in my experience always results in casualties where good talent leaves the business.

The way to avoid conflict is to avoid over-extended limbs

Over the past week I’ve been amazed at the response of companies to negative comments on Twitter. In the “getting complaints resolved fast” it seems to scare companies far more than threats to complain through official channels!

It takes 50 days to post a form
At this point I’m not going to mention the companies concerned (look through my previous blogs and tweets if you want to know the who) but to say that one complaint was after I was informed that to post me a form that needed completing could take up to fifty days to post…yes that’s right fifty (50) days to post out a form!

Brand protection
Within an hour of the negative tweets complaining of the poor customer service I was being contacted by teams of people wanting to resolve my complaint to prevent further negative tweets being made. Now, one has to admire the protection of the brand image and how effectively the complaint was handled but my main question is why let the situation where a customer is frustrated or angered occur in the first place?

So, perhaps the advice if you have a complaint about a company should be “Tweet first, blog next, mention it on facebook and if that brings no satisfactory result then complain officially”.

As the Queen’s Diamond Jubilee approaches we are likely to be bombarded with comparisons of the “then and now”. Commentators will be lecturing us saying how much better off we all are than in 1952!

People worked harder
Doubtless they will mention that people worked harder in 1952. Yet in reality communication and technology mean that we work faster and more effectively now than sixty years ago.

There will be statistics showing that more women are employed than ever before and regrets that “company loyalty” has disappeared. Forced redundancies, company closures and so on have meant that people are prepared, often out of necessity, to change jobs and careers more often than sixty years ago.

Is comparison pointless?
Yet comparisons are rather pointless. During the past sixty years the world has changed beyond recognition for most in the UK and the USA and it’s undeniable that the general standard of living of Briton’s has improved.

The real issue
The real issue for discussion with commentators, politicians, business leaders and bankers should be not whether things are better now than in 1952 but instead if things will be better at the end of the reign than they are now?

Over the last week I’ve had some correspondence with the Automobile Association (UK) which has demonstrated to me, once again, that too many companies make process and policy decisions that are harmful to their reputation and income. In this particular instance there’s a happy ending but it’s not always the case.

In December my Mother died with eight months on her AA membership paid for on an annual contract. Rather than waste the subscription I thought it would be a nice idea to have the membership transferred to a younger cousin so that they could benefit from the eight months of her subscription.

An expensive policy
On phoning the call centre I was told that “Your Mother’s account account is closed and it’s our policy that no refunds are made by the AA”. I asked to be transferred to discuss the issue with a manager to be told that “the call centre can’t transfer calls”. At this point I was annoyed believing that the policy of “no transfer” under these circumstances was unfair and, in reality, poor business practice.  I even pointed out that this policy decision was damaging to the AA because as well as losing my Mother’s subscription, the AA was now likely to lose mine (on renewal) and possibly my sister’s future subscriptions. Three subscriptions for the cost of administering a slight change. An expensive policy!

The power of social media
After a tweet in frustration (re-tweeted by some) the AA contacted me by direct tweet message asking me to detail my grievance in an email. After a couple of emails the issue is resolved and the AA will provide eight months membership to a person of our choice. The organisation now has the potential of a new long-term member. A good result for them and satisfactory conclusion for myself and shows the power of multimedia.

But my question is this:
Having a policy of “No refund” if fine under most circumstances and I can think of lots of reasons why the policy is in place but those that design such policies need to also think through the possible damage it could do under certain situations. The potential to the AA for lost opportunities and lost income over many years could have been costly!

When making policy rules…think of the exceptions that might be beneficial to the corporate reputation and create policies for dealing with exceptions.

In the last few days I’ve encountered three teams where individuals within the team are disgruntled because they feel the work load isn’t fairly distributed. The individuals feel they are being taken advantage of, doing more of their fair share and delivering more of the results and for the same rate of pay than their “work shy” colleagues.

Perhaps it’s part of the economic times we are in but the risks are very real that teams can lose good staff, partnerships fold and businesses even start trading where colleagues and partners disagree.

Tips to resolve the problem
Having been asked my advice I thought I’d share some tips with my blog readers:

1. Don’t brood on the injustice of it. Set a date and time to speak to the person or people about how you feel.
2. Write down exactly how you feel and the FACTS about the situation. Avoid emotion and attaching blame
3. At the start of the meeting state your position and then ask the other side for theirs. Allow them to talk through how they feel, without interrupting (it may be difficult but stay quiet until you’re sure you have all the information). The objective is to learn as much as you can about how they see things.
4. Ignore personal criticisms of yourself. This is emotion speaking and an argument will result if you rise to the bait and don’t reply emotionally. Stick to the facts.
5. Ask the other side “What they would recommend to resolve the situation” before you ask for what you want. It allows you to understand the breadth of any possible agreement.
6. Be prepared to compromise.
7. Kiss and make up if appropriate

If you would like the free e-book on “Negotiating for what you want” email me atstephen@assimilating-talent.com and place FREE e-book in the title

Have you noticed there’s a lot of discussion from employers on how eduction is failing to provide people with the skills and knowledge needed. IT companies complain that graduates can’t understand background programmes, Senior executives despair that new hires don’t know how to communicate, employers shake their heads at qualifications that don’t provide the skills for work that employers are seeking.

Mission Critical opportunities being lost
Yesterday I was contacted by a CEO who told me that a “new hire” he had employed last year “wasn’t working out”. It seemed that the qualification and some experience hadn’t given the new hire the skills the job required and mission critical opportunities were being lost. 

What to do?
Larger companies are sponsoring education programmes to ensure they are
able to hire the skills they need but smaller businesses can’t afford to
do that. So what to do?
When recruiting it’s worth investigating the content and syllabus of qualifications if they are critical to the job skills. Then test them. If computer skills are required test them as part of the interview process. If communication or management skills are required for the job then these too can be tested at the interview stage.

Where skills are being recruited it’s a matter of “Employer be aware”

I always find January in my gym difficult. It’s packed with people with good intentions that have made New Year resolutions. However, generally, by mid February the status-quo has been restored and I can find exercise machines, mats and weights easily available. I guess the same goes for other resolutions such as stopping smoking or saving more money.

Team resolutions
Resolutions that do seem to succeed are those made where the results are also monitored by other people and one can be held to account. I was thinking last night if it would be more sensible to make business team resolutions that would improve team effectiveness?
Some I might consider:

• Arriving on time for meetings
• Replying to e-mail within 24 hours
• Providing more support to other team members
• Holding more regular meetings
• keeping meetings to time

What would be your ideas?
Happy New Year to all

Earlier this week I was talking with some business friends on how large (or small) a persons network needs to be able to achieve certain business and life goals. These are the figures they came up with but I’d be interested in any feedback. What was interesting is how small the groups are when people are working for a person’s success

• To be able to move jobs easily…between 100 & 500 at appropriate level
• Success in a new job…team + boss + key influencers
• To have a successful on-line sales business…over 10,000 contacts in list
• To be famous… 10-25 team of promoters, press agents (accepted that fame is relative)
• To have Social Media, press, TV Influence…25,000 – 100,000 followers +
• To be happy…between 5 and 25 very close friends

Completely unscientific and after a few glasses of wine but what is interesting is that the smallest figure is the one for happiness.

If you listen to the radio or watch TV news you’d be preparing for the end of the world as we know it. Economic turmoil, strikes, food and water shortages are all being predicted. Yet I’m detecting there’s also a huge amount of good feeling about. New business teams are being brought together, projects started and thriving.

Two examples from just yesterday

Riverbanks Clinic
Today I was thrilled to hear that a great friend of mine, Dr Ravi Jain, who set up The Riverbanks Clinic just a couple of years ago and last year won three awards in the Aesthetic Medicine Awards, has won two more awards this year.  After such a short time Riverbanks must be ranked as one of the leading aesthetic clinics in the UK, if not further afield, and it’s not surprising that Ravi’s now travelling all over the world speaking at conferences.

When Ravi started he was focussed and had a great vision of what he wanted and I was delighted to have been able to help in a very small way but thrilled that all his hard work is showing such fantastic results.

Nick Hine Legal
Another great friend of mine, Nick Hine has set up his own solicitors firm Hine Legal in the City of London and specialising in personnel issues. Last night he had his official launch party, one month after he started work. One of the speeches revealed that he’s already landed one of the UK’s leading retail stores as a client. Destined for great success I feel.

There is all sorts of good news out there if we look