A leading business university undertook research into their graduates. It was discovered that their past students were successful during the early part of their careers after graduating, but ten years on, they were superseded by a more street-wise, pragmatic group.

The professor who undertook this research explained that the education the graduates had received was in “problem-solving”. What was more important was the ability to recognise opportunities.

Innovation trumps problem-solving.

Pragmatic thinking beats university degrees.

Action is the only precursor to success.

Are you looking for the opportunity in this current economic environment? Honestly?

I shared coffee with the owner of a business consultancy firm bemoaning the terrible circumstances that have decimated his business revenues. He was worried, distressed, more distressed than a consultant should be faced with such slight contretemps.

I also had coffee with the partner of a mid-tier accounting/auditing practice who relished in dissevering himself from the doomsayers. “Ric, we’ve been using your approaches to pricing, marketing and client-evaluation. Just yesterday, an existing client called to explain one of our competitors had proposed to do their audit at half the price we’ve been charging and would we reduce our fee. Remembering your advice, I calmly reiterated our value, our expertise and the significant levels of service delivery we provide which equate to greater ROI for the client. They stayed with us. Overall, we are 40% ahead of budget for this year.”

In the current business environment, there is an absurdity in the gap between the pragmatic, opportunity-thinking of successful professionals and the trivial reasons others adduce for failing.

Opportunity is knocking … do you hear the sound?

How can you answer it?


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Ric Willmot
Improving Organisational Performance
Providing Strategy Consulting & Mentoring

 

Greek philosopher and mathematician, Plato, dictated that the circle was the perfect form for celestial movement. So, then for the next one-and-a-half millennia, astronomers said that the planetary orbits were circular even though their observational data suggested otherwise.

Even Copernicus utilised circles in his heliocentric model, explaining the universe and its relationship to the planets. Finally, it was the German mathematician and astronomer, Johannes Kepler who described the planetary paths around the sun as being elliptical.

We all have extrinsically-imposed shoulds and values that influence our views, opinions, decisions and thoughts. And, this is many a time, the reason why we are unable to get out of the dog house and enjoy the mansion.

What dogma is holding your thinking back from breaking conventional wisdom? What could you let go of that would allow you to challenge current beliefs and discover an alternative path to Executive Wisdom Blog?


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Ric Willmot
Improving Organisational Performance
Providing Strategy Consulting & Mentoring

 

Power your business to better results with Ric Willmot’s Five Keys:

1. Keep raising the bar – be innovative, focus on growth rather than cost-cutting or problem fixes, and expect more of yourself and those in your employ.

2. Always work towards results and outcomes – being busy doesn’t make you good, producing results does; means are less important than ends.

3. Empowering people is positive – power does not corrupt but powerlessness creates bureaucracy and roadblocks to positive productivity.

4. People believe what they see – influence is more likely through being an exemplar more than hanging motivational quotes on the walls.

5. Perception informs your reality – your perceptions may not necessarily be fact but they do inform your sense of what is real … to you. Walk in the other person’s shoes to get a sense of what may appear real to them.


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Ric Willmot
Improving Organisational Performance
Providing Strategy Consulting & Mentoring

  

The story goes … upon completing a highly dangerous tightrope walk over Niagara Falls in appalling wind and rain, ‘The Great Zumbrati’ was greeted by an enthusiastic supporter, who urged him to make a return trip, this time pushing a wheelbarrow, which the spectator had thoughtfully brought along.

The Great Zumbrati was reluctant, given the terrible conditions, but the supporter pressed him, “You can do it – I know you can,” he urged.

“You really believe I can do it?” asked Zumbrati.

“Yes – definitely – you can do it,” the supporter gushed.

“Okay,” said Zumbrati, “Get in the wheelbarrow ….”

No doubt, you’ve heard many times a supervisor or manager say, “You can do it” or “Make it happen”. These words are very easy to say but the trust, belief and commitment that it can be done are much more difficult to earn.

Will you get in the wheelbarrow?

We wouldn’t hesitate if we were confident that Zumbrati was well trained, experienced and motivated; that the wheelbarrow was of the best design and materials; and that the tightrope was securely fastened and recently inspected.

As leaders we ask our people to do many things in support of the organisation. Many of these tasks are complex, intensive, very demanding and some even ambiguous. So how is it that your people might do such great things every day – and enthusiastically walk that tightrope?

A major reason will be if they have trust and confidence in the leadership. Their beliefs do not come easy, but must be earned by the supervisor or leader.

You can start by understanding exactly what you are asking your people to accomplish. To do this you have to be ready and willing to get “down in the trenches” and see what is really happening. Often, this is the only way to accurately assess training, equipment and processes as well as identifying any potential roadblocks to mission performance.

You need to know your team’s capabilities and when it may be more appropriate to say, “No, we can’t do that.” This might be for many good reasons such as a lack of staffing numbers, training or equipment. Whatever the reason, making this decision is not easy and goes counter to the “can-do” attitude most of us have in leadership positions.

However, this is a key component of earning trust from our staff. As we move into the future we will continue to have great challenges. As leaders we have to be sure we cultivate this trust by showing our confidence in our people and that we ensure they have the best training, equipment and experience to accomplish the organisational objectives.

If you succeed in this endeavor, your people will walk any tightrope you ask, and you will have the confidence to get in that wheelbarrow with them!


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Ric Willmot
Improving Organisational Performance
Providing Strategy Consulting & Mentoring

 

When was the last time you were sitting in a conference room with the obligatory mints and bottled water, when it happened? That flash of brilliance where you were inspired to innovate and you generated new ideas that catapulted the performance of your business over the next six months.

How often does that happen?

Not a lot, really, does it?

Then why do it?

Inspiration, innovation and successful business ideas come out of the blue. Most times when you least expect it. They fly in from the edge of consciousness and delightfully startle us. They are random, sometimes the result of wrong turns, errors, mishaps and misdirection. They don't naturally and regularly occur when we're forcibly confined in the staleness of another conference room that emits a musty odour of damp carpet.

If you're looking for inspiration, innovation and successful business ideas you need to be having fun. Drop the qualitative thinking. Don't invite the devil's advocate. And, ignore conventional wisdom and practicality.

Inspiration, innovation, blue ocean ideas do not evolve from conservative thinking and approaches. They come from having fun and being excited. Let's do it! You know it works.
 

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Ric Willmot
Improving Organisational Performance
Providing Strategy Consulting & Mentoring

 

Geelong dentist Paul Gardner, a confessed "God-botherer" has been described by a tribunal investigating his professional conduct as likely to re-offend. He has been accused of spouting fundamental Christian views during consultations. Lawyer Patrick Monahan, acting for the Dental Board of Australia said Mr Gardner has failed to comprehend the seriousness of his actions and was as "likely to repeat his behaviour as he ever was". (The details of this case can be found by searching your favourite news website.)

But here's a thought: If you don't like your dentist - change and get a new one!

Why, why, why do we seem intent on replicating the moronic litigious culture of the United States? When things go wrong in our lives, are we as a people really so weak, indecisive and pusillanimous to deal with it? Let's take back responsibility for ourselves from the legislators. In business, become responsible and make your own path. If something in your firm doesn't work, change it. If it upsets you when you do something, stop doing it. If what you're doing now isn't working, do something different. Build some resolve to be accountable for your own success. Execute some action that will go towards achieving your desired objectives and results. You're in control.

The proverb in Luke 4:23 was right: Physician, heal thyself.

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Ric Willmot
Improving Organisational Performance
Providing Strategy Consulting & Mentoring


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A sanguine Ric Willmot was interviewed by journalists at the CPA Australia Congress - Canberra in 2009 after his two days of MasterClass presentations. Back in 2009 Ric was very upbeat about the future of Australian business when most pundits were remaining pessimistic. How interesting it is to look back and consider of whom you would rather take note: Ric Willmot or the naysayers.

Many organisations mistakenly believe that their Mission should be all-encompassing and explain everything. The Mission should articulate the corporate objective in a simple manner that all stakeholders can comprehend and embrace. Ric Willmot gives a striking example of how to achieve this.

Mission Simple from Ric Willmot.

 
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Ric Willmot
Improving Organisational Performance
Providing Strategy Consulting & Mentoring

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An action plan converts a solution to a linear approach for action; listing 'who' is to do 'what' by 'when'. By following these steps, managers can be assured of a successful business outcome:

List the solution as goals - for example, "For us to ... we need to ..."

Generate a list of actions - use brainstorming to compile a list of actions necessary to successfully achieve a particular goal. Arrange this list of suggested actions in sequential order.

Prepare a time-line - allocate dates for sequential completion of actions.

Identify events affecting actions - take each point on the timeline and identify any other events which would have to occur before the listed event can be addressed. Relevant points not already listed are added to the timeline.

Identify likely problems - develop a contingency plan for any anticipated problems. Identify the causes for these problems and appropriate actions to handle them.

Develop a plan to monitor action - list ways in which the progress of the action plan will be monitored.

Assign tasks - "Who will do what, by the date set, to bring about the particular action?"

Finalise the details - now that you have developed your plan for action in specific terms, this information should now be disseminated to all concerned.

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Ric Willmot
Improving Organisational Performance
Providing Strategy Consulting & Mentoring

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Take stock of yourself.

As leaders we are constantly measuring the performance of those who report to us and are responsible to us. But how often do we put the same effort into evaluating our own performance? Here are four questions to answer for yourself on a regular, very regular, basis:

• What three new skills do I wish to acquire in the next three months?
• What three improvements can I make to the organisation and its people?
• What must I stop doing?
• How will the organisation behave differently in the three months because of me and what I've done to address the first three questions?

Let me know how you go.

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Ric Willmot
Improving Organisational Performance
Providing Strategy Consulting & Mentoring

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