ANZAC Day is a day of reflection for many of us as we consider the sacrifices many people made for the betterment of the general poulation.
Reflection is a valuable practise! It allows us to look back and learn, which will hopefully prevent future mistakes.
Take the time to not only reflect on key dates on your calendar but also on elements of your business, such as key decisions, outcomes of relationships, results of marketing campaigns and the success of deals done.
Set goals and find a way to measure impacts as you go. This will allow you to reflect with greater ease and clarity facilitating decisive action.
Action - reaction - action along the way from a platform of solid planning will set you up well for success.
Kind regards
'Simon At Your Service'
Sunday, April 25, 2010
Sunday, April 18, 2010
One size doesn't fit all!
One of the things I love about judo is that anyone can find a range of techniques to suit them. With some sports there is a best way to do things and a certain type of athlete (build etc) that is likely to succeed. With judo you develop techniques that suit your build and situation. As an example, taller, leaner people may prefer leg throws whilst shorter, stockier folk could excel using shoulder techniques.
This is a useful example to apply to business where making the best of what advantages you have is vitally important. What do you do really well? And how can you build on it to develop your unique form of competitive advantage?
This is a useful example to apply to business where making the best of what advantages you have is vitally important. What do you do really well? And how can you build on it to develop your unique form of competitive advantage?
Sunday, April 11, 2010
Lesson 5
Hi Everyone
The fifth lesson put forth by Jigoro Kano in lessons for judo outside of the dojo is contained in an eloquent statement I believe lends itself to reflection rather than explanation. The statement is as follows:
Kind regards
Simon 'At Your Service'
The fifth lesson put forth by Jigoro Kano in lessons for judo outside of the dojo is contained in an eloquent statement I believe lends itself to reflection rather than explanation. The statement is as follows:
Walk a single path, becomming neither cocky with victory, nor broken with defeat, without fogetting caution when all is quiet or becomming frightened when danger threatens. (Kano, Kodokan Judo, 1994, Kodansha International, Tokyo, p. 25.)I look forward to sharing a new theme next week.
Kind regards
Simon 'At Your Service'
Tuesday, April 6, 2010
Do you know when to stop?
This week I am continuing to share the 5 priciples of judo outside the dojo.
The fourth principle needs little explanation, Jigoro Kano suggests that you should know when to stop (Kodokan Judo, 1994, Kodansha International, p. 25). 'This can be stated quite simply, when a predetermined point is reached, it is time to cease applying the technique, or whatever'.
This is something that most successful gamblers or investors have used as a basis for their activities. Knowing what they have to play with and setting clear boundaries set as to when enough is enough. In business this would be akin to your succession plan that highlights the details of when and how you will remove yourself from the business if things aren't going as planned.
Having this type of plan also prevents us from making a very common decision-making error commonly known as, 'escalating commitment'. Which Waddell et al (Contemporary Management, 2007, McGraw-Hill, p. 280) state, is 'a source of cognitive bias resulting from a tendency to commit additional resources to a project even if evidence shows that the project is failing'. In other words, continuing to plunge more and more resources into something that is clearly not working. I wonder if that something you've experienced? I know that as a kid I used to do something similar when I was telling a lie!
I look forward to sharing the 5th lesson on judo outside of the dojo next week.
Kind regards
Simon 'At Your Service'
The fourth principle needs little explanation, Jigoro Kano suggests that you should know when to stop (Kodokan Judo, 1994, Kodansha International, p. 25). 'This can be stated quite simply, when a predetermined point is reached, it is time to cease applying the technique, or whatever'.
This is something that most successful gamblers or investors have used as a basis for their activities. Knowing what they have to play with and setting clear boundaries set as to when enough is enough. In business this would be akin to your succession plan that highlights the details of when and how you will remove yourself from the business if things aren't going as planned.
Having this type of plan also prevents us from making a very common decision-making error commonly known as, 'escalating commitment'. Which Waddell et al (Contemporary Management, 2007, McGraw-Hill, p. 280) state, is 'a source of cognitive bias resulting from a tendency to commit additional resources to a project even if evidence shows that the project is failing'. In other words, continuing to plunge more and more resources into something that is clearly not working. I wonder if that something you've experienced? I know that as a kid I used to do something similar when I was telling a lie!
I look forward to sharing the 5th lesson on judo outside of the dojo next week.
Kind regards
Simon 'At Your Service'
Sunday, March 28, 2010
Judo outside of the training hall principle 3
Following on from my last few posts we will now look at principle three of judo outside of the dojo.
This principle is one that many people are familiar with. As a result of the sense it makes, it's intention has been captured in many business quotes by many different authors. Jigoro Kano (1994, Kodokan Judo, Kodansha International, Tokyo, p. 25), states this concept as, "consider fully, act decisively".
Most people in business or business academia will be familiar with the idea of an environmental analysis. It is a key element of almost every marketing, management and strategic management text. This states the situation that your business faces regarding the forces that directly influence it (competitors, suppliers etc) and the broader forces that also have an impact (technological change, economic conditions etc). Conducting an environmental analysis is very important in allowing you to plan for the success of your business. Many people will not want to spend the time with this type of analysis in their race to get on with the business of running their business. And this if of course against the third principle. In a dynamic and rapidly changing environment having a framework of where you fit in is so important for you to effectively and efficiently manage your business. The business blueprint discussed in previous posts is a great way for you to link the environment to your business activities through the eyes of your customer (please let me know if you need my help as you develop yours).
Of course that leaves us with the act decisively part. If you know where you stand and the levers you can employ to get ahead, it is time to seize the opportunity before you. Take a focussed approach to getting the job done. On the mat we see so many instances where someone makes a half hearted attack and almost without fail that attack is the one that allows a devastating counter attack to take place. Therefore once you've considered your position, put everything reasonable into achieving your goal.
Good luck with your business!
Kind regards
Simon 'At Your Service'
This principle is one that many people are familiar with. As a result of the sense it makes, it's intention has been captured in many business quotes by many different authors. Jigoro Kano (1994, Kodokan Judo, Kodansha International, Tokyo, p. 25), states this concept as, "consider fully, act decisively".
Most people in business or business academia will be familiar with the idea of an environmental analysis. It is a key element of almost every marketing, management and strategic management text. This states the situation that your business faces regarding the forces that directly influence it (competitors, suppliers etc) and the broader forces that also have an impact (technological change, economic conditions etc). Conducting an environmental analysis is very important in allowing you to plan for the success of your business. Many people will not want to spend the time with this type of analysis in their race to get on with the business of running their business. And this if of course against the third principle. In a dynamic and rapidly changing environment having a framework of where you fit in is so important for you to effectively and efficiently manage your business. The business blueprint discussed in previous posts is a great way for you to link the environment to your business activities through the eyes of your customer (please let me know if you need my help as you develop yours).
Of course that leaves us with the act decisively part. If you know where you stand and the levers you can employ to get ahead, it is time to seize the opportunity before you. Take a focussed approach to getting the job done. On the mat we see so many instances where someone makes a half hearted attack and almost without fail that attack is the one that allows a devastating counter attack to take place. Therefore once you've considered your position, put everything reasonable into achieving your goal.
Good luck with your business!
Kind regards
Simon 'At Your Service'
Monday, March 22, 2010
Taking the lead
Once again I will be referring to the principles laid down by Jigoro Kano for practicing judo outside of the dojo.
In a brief post this week We will discuss the concept of taking the lead. Kano suggests that many people who play strategic games like chess will be familiar with this concept (Kano, 1994, Kodokan Judo, Kodansha International, Tokyo, p. 25). Where you make a move that entices your opponent to move in a certain way or gives the impression that they will gain the upper hand but your forward planning allows you to incorporate that move into your grand plan to beat them.
I see it on the football field where the person with the ball draws their immediate opponent to them in order to free up a team mate and on crime scene television shows where the criminals are baited carefully into their confessions.
Consider where taking the lead will allow you to maintain the advantage.
Kind regards
Simon 'At Your Service'
In a brief post this week We will discuss the concept of taking the lead. Kano suggests that many people who play strategic games like chess will be familiar with this concept (Kano, 1994, Kodokan Judo, Kodansha International, Tokyo, p. 25). Where you make a move that entices your opponent to move in a certain way or gives the impression that they will gain the upper hand but your forward planning allows you to incorporate that move into your grand plan to beat them.
I see it on the football field where the person with the ball draws their immediate opponent to them in order to free up a team mate and on crime scene television shows where the criminals are baited carefully into their confessions.
Consider where taking the lead will allow you to maintain the advantage.
Kind regards
Simon 'At Your Service'
Sunday, March 14, 2010
The relationship between self and others
Jigoro Kano, the founder of modern judo, sets out five principles for using judo outside the dojo (training hall).
Today I would like to consider the first. Careful consideration of the relationship between self and others (Kano, 1994, Kodokan Judo, Kodansha Internationa, Japan)
Understanding the relationship between yourself and others obviously involves an understanding of many relationships. Some of these include: you as manager and the staff / stakeholders, you as manager and the market, you as manager and the political / legal system, and you and your relationships outside of work.
In the service industry your staff, particularly the 'front of house' in high contact businesses are incredibly important as the are often seen by the customer as a part of the service itself (Lovelock et al, 2007, Services Marketing, edn 4, Pearson, NSW, pp. 60-61) and a focus on mimising cost may actually see you with poor staff, poor relationships and poor results (pp. 118-122). Understanding how you are perceived by staff and working to keep them happy, motivated and up to the tasks at hand are essential elements for your success.
Ensuring open communication and positive relationships with your suppliers, distributors and other publics may also prove to be a source of competitive advantage.
Being seen by your customers to be a good person and to do the right thing is important for their day to day contacts (it is commonly cited that people choose people they like to do business with) and of course the esteem they hold you in. This is the basis of your reputation which will drive your business positively into the future. It is also the basis for relationship marketing which looks at forming a relationship with customers that ties them to the service, creates higher switching costs and creation of better value (Lovelock et al, 2007, Services Marketing, edn 4, Pearson, NSW, pp.342).
So, take the time to find out how you and your offering are perceived by the important people and groups around you and start to managed those perceptions carefully for the long-term health of your business.
Of course don't foget those you love and those that belong to your social network and general community. For your emotional health and well being, they are the most important and shouldn't be ignored as you strive to build your business (remember Jita Kyoei).
Kind regards
Simon "At Your Service"
Today I would like to consider the first. Careful consideration of the relationship between self and others (Kano, 1994, Kodokan Judo, Kodansha Internationa, Japan)
Understanding the relationship between yourself and others obviously involves an understanding of many relationships. Some of these include: you as manager and the staff / stakeholders, you as manager and the market, you as manager and the political / legal system, and you and your relationships outside of work.
In the service industry your staff, particularly the 'front of house' in high contact businesses are incredibly important as the are often seen by the customer as a part of the service itself (Lovelock et al, 2007, Services Marketing, edn 4, Pearson, NSW, pp. 60-61) and a focus on mimising cost may actually see you with poor staff, poor relationships and poor results (pp. 118-122). Understanding how you are perceived by staff and working to keep them happy, motivated and up to the tasks at hand are essential elements for your success.
Ensuring open communication and positive relationships with your suppliers, distributors and other publics may also prove to be a source of competitive advantage.
Being seen by your customers to be a good person and to do the right thing is important for their day to day contacts (it is commonly cited that people choose people they like to do business with) and of course the esteem they hold you in. This is the basis of your reputation which will drive your business positively into the future. It is also the basis for relationship marketing which looks at forming a relationship with customers that ties them to the service, creates higher switching costs and creation of better value (Lovelock et al, 2007, Services Marketing, edn 4, Pearson, NSW, pp.342).
So, take the time to find out how you and your offering are perceived by the important people and groups around you and start to managed those perceptions carefully for the long-term health of your business.
Of course don't foget those you love and those that belong to your social network and general community. For your emotional health and well being, they are the most important and shouldn't be ignored as you strive to build your business (remember Jita Kyoei).
Kind regards
Simon "At Your Service"
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