Conscious-Business.org.uk

A home for the Conscious Business community in the UK

Author Archives: Pete Burden


by 2 Comments

How to become the home of smartphones (or anything else)

Someone from a large mobile phone company asked the following question the other day: “What would make Vodafone the home of smartphones?” It’s a question I hear pretty often – I heard it as: “how do we become leaders in such-and-such new technology”?

I posted this reply. I thought you might enjoy it:

Hi Tom, here’s an answer:

Step 1 – Radically redefine the purpose of your company. Maximising stake-holder value is never going to work – because it will never inspire the company’s employees. And to become a leader a company has to have inspired employees. Replace that purpose with another one – to serve your customers and increase the well-being of the employees.

[I used the words stakeholder-value and then half-regretted it. I really meant shareholder-value, because “stakeholders” often will already include customers and staff. I only half-regret it though because I also think that stakeholder-value is often really code for shareholder-value. What is needed is a real re-think of purpose and a change of emphasis – not just fancy word-smithing.]

Step 2 – Change the way the company is structured. Employees will never be happy or inspired in a workplace where a few people at the top wield all the power and earn 20 times more than the customer-facing employees.

In the old days power was concentrated in the hands of the unions and the “bosses”. Nowadays it’s usually just the “bosses”.

Employees, like all of us, need fairness, transparency and a sense of being able to make a difference through what they do. They need to feel they have a fair share of the power.

Step 3 – Change the focus of the company so that it is focussed on what customers want, not what shareholders, or even just the employees, want.

You’re looking for a win-win – a solution where customers get what they want, and employees get what they want – but more as a by-product of pleasing customers.

To find this everyone in the company needs to learn new skills – to learn how to talk to customers in new ways, to really listen and understand them.

Then, having understood what customers want, change the company so that it gives customers what they want.

Customers, for example, don’t want to be shuffled around from department to department. They want to speak to someone who is knowledgeable and can help them with all the problems they may have: billing, contracts, hardware, software, network issues and so on.

This may require reorganising into different groups that stick with clients for a long-time. Customers want personal and meaningful relationships – not call-centre queues.

Giving clients what they want isn’t rocket-science. Once you realise that what they want isn’t rocket-science either. Customers want what all human beings want: respect, honesty, trusting relationships and so on.

This approach will, I believe, lead to leadership and success for your company – in smart phones and anything else you turn your hands to. Customers will become happier and more loyal, revenues and profitability will rise, the company will be able to pay everyone better, and train and support everyone better.

Is this vision hopelessly naïve? Well, there are companies out there doing this already if you look, which suggests that even if I am assuming things can get better, I am not the only one; there are others out there who believe it and are proving it every day.

The biggest problem that these successful progressive companies seem to have is being killed off by their success. They get good at all of the above, and other bigger companies buy them and destroy them and their culture.

So if you embark on this journey a fourth step (or maybe it should be step zero) is to choose a set of managers who really buy into all this and won’t sell you down the river later on. I’d recommend exploring employee share ownership as a way of ensuring you can hang on to your rights.

And, finally, what do you do if you are the single employee in a corporation of a hundred thousand who reads this and believes it? How on earth can you start to make this happen, alone?

The answer is simple actually: start with you.

Firstly, think or feel your way into this stuff – is it better than what you have right now?

Secondly, if so, decide to make it happen. Commit to not giving up at the first hurdle.

Thirdly, seek allies – in your company or else where. Use social networks – that’s what they’re for.

Fourthly, learn those new skills of communication and start doing the customer service bit with your existing customers. This will prove to the cynics and skeptics that this can work. That customer happiness and loyalty rise.

By the way, this probably won’t lead immediately to better profitability because your company structure may still be wrong – remember all those powerful, top-level high-earning employees for example?

Fifthly, keep going, just for the hell of it. Keep flexible, adapt when you need to.

At the very least, you can trust that this approach will:

  • make you happier
  • earn you allies
  • build your reputation

It may attract better offers and opportunities.

And remember that this is an unstoppable trend anyway. Wherever you look you’ll see these kinds of changes taking place as our economies mature. As this trend rolls out, you’ll be caught up in it anyway.

So why not take the first step yourself?


by 2 Comments

Owning the problem

I am going to write today about the topic of responsibility.

This is a difficult post to write because I really want to avoid coming across in a self-righteous way. I know that I have that weakness – it is very easy for me to step into a hyper-critical, hyper-intellectual mode; and the result is that other people feel criticised, patronised and so on.

But responsibility feels so important to me that I think I need to take that risk. When I say it feels so important, I mean that when I think about it I almost shake with emotion, which is both scary and exciting. But that also triggers warning bells – is that self-righteousness bubbling up?

And is that self-righteousness just a mask for deeper feelings of inadequacy – in my own attitudes and behaviour? How often do I take real responsibility myself?

But what can I do about that – other than write and see where it  leads? After all I write mainly for my own edification. So here goes.

In the companies where I work, I usually place great stress on the definition of roles and responsibilities. I think this is a fairly normal thing to do – don’t most people believe that role definitions, or role specifications, are one of those important bits of HR “stuff” that every company needs?

But I am generally very against “HR” (something I might discuss elsewhere). So why the emphasis on this bit of paperwork that in so many cases is written and then filed away never to be looked at again?

I think it’s because of responsibility. The kind of role definition I like contains a statement of purpose, a list of responsibilities, and one or two other important things. What I am trying to achieve by encouraging people to write and take responsibility for a clear role definition is to add a vital anchor, an anchor that makes it possible to operate in a “sea of change”.

I like organisations where there is a lot of personal and organisational freedom. A lot of flexibility. I think this is essential for creativity and resilience to emerge. Free and flexible organisations also allow a lot of error and conflict, and more worryingly, it is possible for things to fall through the gaps.

For me clear role definition provides stability and context. But only under certain conditions. Only when people take their responsibility seriously. What does that mean?

For example, I can imagine the situation where someone is asked to keep costs “within budget”. And the response to that is to follow the instruction to the letter of the law.

Most of us can do that – work to rule when we want to. “Did you do the shopping?” “Yes, I went to the shops.”

But did you really do the shopping? Doing the shopping, at least in my house, isn’t about going to the shops. Doing the shopping is about ensuring that there is enough healthy, nutritious, delicious and varied food in the house for the next few days. This is what my wife and I have agreed “doing the shopping” means.

I can easily say “Yes, I went to the shops”, but return with no bread, no milk, no fruit. Or the bread can be stale, the fruit tasteless, and so on.

So for me, taking responsibility isn’t about working to rule. It’s not about saying “Yes, the expenditure is within budget”.

It’s about first determining what that phrase “within budget” means.

And it usually means something much broader: the expenditure is an excellent investment, won’t limit the growth and development of the company, is one of a small number of absolute top priorities and so on.

Taking responsibility is about considering the whole picture, thinking laterally, considering and reducing risks (the supermarket might be closed; I’ll go to the farmers’ market instead), and being very proactive: taking steps to constantly improve (I know the family will eventually get bored with the same old fare; what can I do to liven things up?) .

But that makes it sound very intellectual. It’s more than that. It’s a gut thing. It’s about “owning” the responsibility in a very personal, visceral, scary, exciting and deep way. It’s about connecting deeply with the emotions that come with the responsibility.

It’s about leading not managing. About an ethical position too: doing the right thing. As well as doing things right.

In this view of responsibility nothing – and I mean absolutely nothing – will stop the achievement of the aimed-for result.

Do I always achieve that myself? No, of course not. That’s where there’s a risk of self-righteousness.

But I do think this form of real responsibility, and the accountability that goes with it, is really worth striving for. In fact, it’s absolutely essential to making an organisational model based on distributed leadership work.


by 1 Comment

Go for it

Confidence, and self-confidence, are very important issues in the organisations where I work.

Lack of confidence can lead to all kinds of problems: sometimes it can freeze us  – we find ourselves completely unable to enter new territory. A simple example: having the confidence to sell a new type of product or service to a new type of client.

I think it was in a book by Jesper Juul that I first saw the distinction made between self-confidence and self-esteem.

Self-esteem, the way I read it, is about how I feel about myself, regardless of my skills or abilities.

Self-confidence, by contrast, relates to my view of my skills, my abilities, and my behaviours. If I think I am good at things I do – then I am self-confident.

Following this approach I can, if my self-esteem is good enough, feel good about myself even if I am demonstrably rubbish at something. And if I unfreeze and take the necessary steps, then I’ll learn and build the skills I need – growing my self-confidence.

Children, of course, learn new skills like sponges, and only at a certain age start to worry about their skills and abilities. By the time we are adults, many of us seem to be depending on our skills and abilities to maintain our self-esteem.

So that’s the theory. But how can I ‘operationalise’ this? (I love that word). What can I actually do that will help me become more fearless and act as if I have high self-esteem, even when I have zero self-confidence in a certain domain?

Three things come to mind:

  • Tell the truth. Maybe I am the only one, but a lot of my fears and worries are fears of being ‘found out’. Fear leads to inaction. Without action I cannot develop the self-confidence I need. So to avoid ever being put in a position where I will be ‘found out’ I find it useful to always tell the truth, the whole truth and nothing but the truth.

When I was younger, if someone said something I didn’t understand I might try to bluff my way through it. You can imagine the results. Anxiety and tension that only escalates as the situation gets more complicated because of my failure to understand a key point. Then scurrying away afterwards to research what I didn’t know.

A big waste of time. Today, if I don’t know I’ll say. That way I can put my energy into doing whatever I should be doing (like really listening) instead of wasting time watching my back.

  • Work as a team. Drop the commonly held expectation that you are somehow ‘serving’ the other person, in the sense of being inferior to them. I do believe in one sense that we always serve others. But often the worst way to serve another is to act as if they have some kind of hold over us and to pander to their demands.

Much better to treat other people as peers. The easiest way to do this is to change the language you use. If someone asks you a question, don’t always jump to answer it. Instead, use language that assumes you are working together in a team. Say “we”. Say “that’s an interesting question, I wonder what the answer is. Shall we work it out together?”

  • And finally, stay in the moment. Handle what’s in front of you “one step at a time”. Stop planning ahead. A year. A month. A day. Even a few minutes.

Instead, focus on your breath. On your body. Tap into your emotion. Feel the earth (the seat) beneath your feet (bottom). Look around. Listen carefully. Extremely carefully – to what is being said. And what your body is saying.

And respond to that, what ever it is. Don’t worry about what might happen – in the future. Bring your focus back to the present and respond to that. OK, so you don’t know the answer. What does that feel like? What’s happening to the other person? When you have an answer, respond. Take the next step.

Rinse and repeat.


by 1 Comment

Because we can

A really nice talk by Bruce Mau, of Bruce Mau Design, on society’s response to environmental degradation, and specifically what we should do about oil.

Maybe I only like it because he seems to agree with me – here’s a post I wrote a couple of years ago making much the same argument: we should build a more sustainable, a more beautiful world because we can.

And I especially like his idea of removing guilt and angst from the situation around oil.

But I guess I might not use the word “remove”. Accepting our guilt might be more powerful? After all guilt can be useful, if it galvanises us to more positive action.

I think Bruce understands this. He also suggests that another emotion, embarrassment, can drive us in a positive direction. We “should” be creating a better, and better designed, world because we “ought to be” embarrassed if we don’t.

Everything we do, we do for a feeling. Harnessing those feelings in a positive direction seems, to me, to be a perfectly rational thing to do.


by Leave a comment

Let it be

In my working life I quite often hear people make a distinction between life-style and ‘growth’ businesses.

‘Growth’, at least from the entrepreneur’s point of view, really means exit.

The idea is to build fast and create a lot of value in the company – in the eyes of prospective purchasers – so that the business can be sold.

Naturally, this also creates a lot of uncertainty for employees, and other stakeholders. And often it creates a lot of uncertainty for the entrepreneur.

Maybe they sell. But then they have to endure an earn-out, and disrupted relationships with all those around them. And at the end – well, often they’re back at the beginning, needing to find the next opportunity to express whatever they feel the need to express.

So-called life-style businesses on the other hand provide the owners with a steady income over many years, provide steady employment and can lead to strong, resilient relationships with staff, customers and investors.

I guess this distinction can be a useful way of getting someone to think about their values: about what is important to them.

I nearly said goals, but goals as opposed to values are perhaps part of the problem.

“Growth” businesses are all about long-term goals. They’re about imagining a particular future (e.g. making a lot of money; lying on a beach) and working single-mindedly towards that goal. They’re sometimes about control: making sure that the actual future matches that imagined future.

Short-term goals can be useful, especially as a measurement tool. But long-term goals, don’t make as much sense, as I don’t think we can control our lives. Whatever we plan, something else will usually happen. We plan to lie on a beach and end up starting another business.

Ever so often, our lives evolve outside of our conscious control and something unexpected happens. Particularly over time, few of us can predict the detail of what will happen to us.

Of course, being the kind of creatures we are, we do make sense of it – after the event. We’re excellent at dreaming up good explanations. So we can very easily fool ourselves into thinking we are in control.

But if it’s an illusion, and we can’t control the future, what should we do? Well, I’d say relax and let the future come. It will.

And if that doesn’t satisfy the need to control the external world, what about transferring that need to your internal world?

Why not start with yourself? Try and understand yourself first, and if you wish, make a choice to be different, to be more conscious and self-aware.

Make a choice to communicate better/differently. Make a choice to build better relationships, ones that last and give you something that no amount of money can.

Make a choice to build a team around you that works in a very special way – a team that is supportive, creative, fun and challenging. And one that gets things done.

Make a choice to learn new business skills – and to learn about the world outside and explore what is really out there.

Do those things and let the rest happen. Life-style or growth. Whatever will be, will be.


by Leave a comment

Hey ho hey ho it’s off to work we go

Many people seem to agree that part of the path to success is hard work.

That begs a big question, of course. What is success? I don’t want to go into that here. It’s a big topic. So let’s just assume, at least for the time being, that we are talking about some combination of health, wealth and happiness.

So what about the hard work part?

I guess the most common definition of hard work is working long hours. At times I have believed, and maybe I still do on occasion, that if I work longer hours than others I will gain success.

My head tells me that isn’t true.

I know the feeling of working in an office and wanting to go home, but wondering if I can, wondering what others will think if I leave before … when? … the allotted time? a reasonable time? those other people?

My sense that I can’t actually define the issue properly is perhaps a clue to some faulty thinking?

I also know that working late at the office isn’t going to help me meet some of my other success goals. How will I have time to exercise to gain that health that is a part of my desired success package? Or be able to spend “quality time” with my family?

I also know from experience that working long hours and producing great volumes of stuff doesn’t lead anywhere close to wealth. Several times in my fairly long career I have lived through the night of the long pens, only to discover that whatever I produced languished unnoticed, or had no result whatsoever, other than keeping a paper mill rumbling a little longer.

I know also from when I have paid people to do things for me that I care little about the hours they work. I am interested in the results they achieve, and the pleasure our relationship gives me as it develops and grows.

Of course, sometimes working late or at odd hours is necessary. But I just can’t see the logic of extra hours equating to hard work.

So what is hard work?

Some work, of course, isn’t hard. Those Seven Dwarves didn’t seem to be finding their grueling shift down the diamond mine hard work at all. In fact, they seemed rather happy (or grumpy, or sleepy, or …). We know about flow – and many Disney cartoon characters seem to exemplify it.

But I still believe that in order to succeed it is necessary to work hard.

I think hard work is work that is hard.

Some work is easy, as the Dwarves made it seem. But although they laboured at the mine they were stuck in a timeless, fantasy world where nothing changed, nothing improved, nothing decayed.

That’s not the real world. The real world, or at least the one I inhabit, changes constantly, growing and decaying; and I, as a human part of that world, change constantly too.

Going along with that flow of change is, for me, the only sensible way to proceed. To fight against the stream is madness. Nature grows and decays. People grow and decay. I cannot change that. I would be a fool to try.

So all that is left is me. And how I am in that flow.

I change, but I can also change myself. That, to me, is to be human. To change myself I can change my beliefs. I can change my attitudes – the very paradigms through which I see the world. I can change my habitual behaviours – those things I say and do that reinforce my beliefs and attitudes, just as much as they are driven by them.

Those attitudes I hold, and those behaviours I express in work, in my business dealings, in relation to money, wealth, health and yes, even happiness.

Changing those, for me, is hard work.


by Leave a comment

The need to please

I have a strong need for acceptance.

Whenever I have done personality tests I have always been grateful for the kind psychologist’s desire to cast the most positive light on this aspect of my personality. Words like “introverted”, “extremely sensitive” and “would enjoy working one-on-one with others” could, of course, be written in a less positive way: that I fear rejection and have a deep-rooted need to please others.

But hold on. Rejection is something we all suffer from, isn’t it? And haven’t I heard it said that the sales person’s greatest skill is overcoming rejection? That confuses me a little because sales people always seem to me to be so focussed on their relationships – perhaps paradoxically they also have a very high need for acceptance, but show it differently from me?

My personally preferred route would be to avoid human contact a lot of the time, and avoid rejection at all costs.

But, in business, that isn’t always possible. And over the course of my working life I have probably done quite a lot of selling. Several things have made it possible for me.

Firstly, major bits of reframing. I see selling not as the activity of using my charm and personality to win someone over to my point of view. Rather I have learnt to see it as a qualification exercise: one where I simply ask questions to find out if this person desires whatever I have to sell.

I see selling as helping. After all that is how I sometimes experience being sold to. If I need something and a helpful salesperson gently guides me to the product I want, in the right size and the right colour; and gently removes my fears – about what I’ll do if I change my mind later, for example – I am a happy customer.

And I have learnt to see the word “no“, or indeed any other word which signifies the conversation is not heading in my chosen direction, with great curiosity. “What on earth do they mean by that?”, I ask myself. “What are you really trying to say?”. I have built my curiosity muscle – and if I use it often the conversation may take another, sometimes quite unexpected turn.

Essential to all of these is reducing the emotional burden behind the thoughts. I am a fan of cognitive behavioural therapy and actually enjoy the process of trying to reframe my thinking around the harder areas of my life. But I know that if there is deep-seated emotion still sitting around in me while I try to see the world differently, reframing will have only limited success.

Awareness is, for me, the most powerful way to lessen that emotional burden. Gradually, over time, inch-by-inch I think I am becoming stronger, and more able to deal with my need for acceptance; and this seems well correlated with my growing awareness of it.

And finally to action: Testing my beliefs to destruction seems to give me the ultimate proof I need to make real progress. Each time I find myself in a sales situation, and I practice “helping”, I practice asking those questions, and I practice just sitting with those difficult feelings, I seem to get just a little bit stronger.

I break my old habits and I forge new, more appropriate ones. That’s how it seems to go for me. What about you?


by 10 Comments

Following the crowd

Scott’s recent response to a post got me thinking about group conformity:

The first video:

Candid Camera (2 minutes 13 seconds)

The second is less Candid Camera and more Solomon Asch:

If successful business depends on difference, then learning the skills of iconoclasm to me seem essential. Just why do we conform? And how can we learn to be different?

The neuroscientist Gregory Bern’s book Iconoclast gives some great examples of iconoclasts at work (including Arthur Jones, developer of the Nautilus training machine. Perhaps an inspiration for Indiana Jones (?), his personal motto was “Younger women, faster airplanes and bigger crocodiles”.)

And Bern gives some pointers too on how to cultivate your difference. He suggests developing:

  • your perception
  • your courage
  • your social skills.

Ignoring his interesting appendix on how to manipulate your brain chemistry (!) to enhance these areas, the main initial driver for me is awareness of my own limited perceptions.

(Thanks Richard Wiseman/Quirkology).

But what works for you?


by 13 Comments

More idle than ever?

I have long been a fan of How to be Idle, Tom Hodgkinson’s essential guide to how to invest your time better. In line with recent psychological ideas, and with common wisdom, he suggests that there are better ways to spend one’s life than queuing in the supermarket for goods you don’t want, and spending the rest of your life working your socks off to pay for this nonsense.

So I was pleased when my colleague Will pointed me to this talk on NEF’s policy idea of a 21 hour working week – as the “norm” (instead of whatever it is today).

You can listen to the debate online and read the paper here (writte by Anna Coote, Andrew Simms and Jane Franklin) so I won’t bother to repeat all that.

But what struck me, from the point of view of doing business more consciously, is what might stop us making this move. I can listen to all the rational arguments, and come to the conclusion that working hours are not fixed, and probably are declining in any case in some parts of the world. And that a 21 hour norm is probably a good idea.

But at a more personal level, what would stop me actually making the change? The authors of the paper said, I think, that many people wondered how they would pay the mortgage, or the bills, or whatever? I think even that is fairly easily answered for many: add more value in less time. Ricardo Semler’s “Seven-Day Weekend” describes one way to do this – and what happens if you make a success of it.

But maybe this response also masks a deeper, more complex issue? Just why do so many highly intelligent, articulate and capable people spend so much time “working” – in whatever form – making money, doing charity work, running errands, or even doing crosswords or the gardening?

Is it possible that most of us find it incredibly hard to sit and be still? To do nothing?

And is that perhaps because doing nothing inevitably leads us to experience whatever there is to experience – externally and internally?

And that trained as we are – to keep busy, to detach from our feelings, to focus on achieving the perfect end-state – we can safely avoid just this experience. Of powerful emotion. Of being in process. Of really being alive?

The Sandpit by Sam O’Hare.

That’s what it seems like to me sometimes. I’d welcome your comments.


by Leave a comment

A natural high?

Just finished reading the excellent Happiness Hypothesis by Jonathan Haidt.

It starts slowly and to my mind doesn’t say much about happiness as such – unless it’s addressed to the less conscious “elephant” in his “rider and elephant” model. There’s a lot of stuff (reciprocity, bias etc) that you may have read elsewhere.

But as he gets on to the ground he’s passionate about, morality and ethics, it really takes off.

And what I liked so much is the way he helped me reframe debates that have long interested me. Left vs. right. Religion vs. spirituality. Autonomy vs. shared values.

I, like Haidt, loved the story of Flatland (by the marvelously named Edwin Abbott Abbott).  It demonstrates so clearly how our own perceptions limit our ability to see the world as others see it. And the joy that comes from integrating two previously irreconcilable viewpoints.

(By the way a modern version of much the same story is The Planiverse, by A. K. Dudeney.)

For me, I am sure one of the reasons I pursue an increase in consciousness is to get the hit from just those ah-ha moments.