And me Evan.
So, what is Dare to Scale? Over the years that we've been coaching founders and business owners, much like yourselves, we've worked through a framework called Dare to Scale.
Dare to Scale indeed. That framework has helped loads of business owners. That is what this show is all about. So, put on your big picture thinking hat.
Oh and your headphones, and come join us and enjoy the ride.
Hi Everybody and welcome to today's show, we've got a wonderful topic for you. It is four why's, and a how.
Oh! I love that, I love those four why's, and, importantly, how. So, how have your last two weeks been? Importantly, how have your past few months been? We are experiencing wonderfully interesting times, and I say interesting, no doubt they have been challenging, they're continuing to be challenging times for every single person on this planet. I choose to say interesting, because a situation is what we make of it. Interesting, because what we are experiencing today is a massive shift a transition in the way we live the way we work the way we socialize, the way we do everything the way we know life as it is, everything is changing everything is in flux, interesting, because we are bringing about that change. We as humans at are our most creative when under pressure, and look where we have come. What looked like almost the end of the world, in March or April, and look where we are today. We are adaptable we are resourceful, and we are the change makers of today, history is going to look at our generation and think wow, look what those guys did in those days. So, today's questions are for you as a founder and see how clearly, can you articulate those answers. If you are able to, that is a massive plus for you as a founder, to see how clearly can you answer those questions, answers to those questions are going to drive your strategy. Answers to those questions are gonna drive your operations to answer to those questions are going to shape your business today. So, over the next few months over the next few years you survive you don't just survive you thrive. You become the change maker, and you come out as winners.
Totally I couldn't agree more. You know what, it reminded because we were talking about this, and this will kind of prompted the questions. There was an article that we saw a couple of years back in 2017.
Chappie's real name is Fabian Diaz read an article and the article is this. Today, now, this very moment is the slowest pace of change you will experience in the rest of your life.
And for today, particularly in 2020 so roll forward a couple of years, that is still true. More so.
And there's a wonderful graph in that article where Fabien is talking about the pace of change for company is linear. But the pace of change for customer is expediential with more information more information at your fingertips on mobile devices anywhere you are, customers are far more powerful and informed than they ever used to be. So, maybe it's time for a different how. So, these questions of you for the founder, definitely. And it's about being adaptable, but before we ask those questions. There's something that's really important that you need to surround yourself with, and that is a support group. A support group can be anything from a coach to a mentor to a peer group even. Somebody you can articulate questions to bounce ideas off from likeminded or to likeminded people, because you will get a decent answer then somebody is going through the same challenges you are.
The thing about that is you can't be doing this alone. Changes happening too quickly, technology is advancing too quickly to do this all by yourself. You don't have the time to be the only expert in the room.
So, Evan you mentioned a support system and we're hoping that most of you, if not all of you actually are working with a coach are working with a mentor are working with a peer group. And, you know, a really good coach who is a friend of your business or a peer group who is really holding you accountable will at some point, if they haven't already asked you the question that we've been ask today.
Wonderful segway. And the first question is, why are you in business?
What's the bigger purpose?
Why are you doing this?
When as a founder, when you first thought of starting this business, what did you think you were starting the business for, and it's very rarely, just to make money. There is a higher purpose a higher vision there's a dream, there's an ambition.
There's a mountain that you're looking at and saying, I'm going to climb that mountain.
I'm going to be standing at the peak.
So, what are you doing this for?
What are you doing this for?
Why don't you start? Absolutely. So, what gets you out of bed in the morning.?
Oh yes. And what does success mean to you?
Oh I Like that. Because, well that can change over time. But ultimately, it still needs to tie into why you're doing your business.
Yeah, what does success mean to you?
Of course absolutely
What does freedom mean to you? And when I say what does freedom mean to you it is because as a coach I've always believed that when a founder sits with a coach and we talk about what are some of the challenges, the bigger driving factor is the ultimate freedom because in most cases founders start a business because they want to be free from it.
They get into business to get out of it.
But what that means is, okay that's working on your business so it's that sort of higher level and delivering that higher purpose.
So, what does that freedom mean to you so how do you define success, how do you define freedom. And we all have our own definitions of all this. What is the higher purpose?
And do you find yourself in this time stuck in trenches.
Oh very nice.
So it's about an awareness.
What was that original vision, connecting to it, the strategy of doing what you're doing, doing it well. And you working on your business.
I'm glad you mentioned strategy Evan, because that higher transformational vision as we call it, is what drives strategy. The growth roadmap in your business, which, in turn, drives, efficient operations within your business which, in turn, successfully delivers the value to that customer in your business.
Of course! So, the strategy links your vision to your customer.
And it's about that journey.
Completely and also today, do feel that you were stuck in the trenches, that probably means somewhere that alignment with that initial transformational vision needs to be doubt.
Absolutely. Reinvigorated some air pumped back in.
Give it a bit of sunlight, you know, nurture it and make it grow.
Oh, very, very nice. So, question number two.
Question number two.
I'm gonna ask you.
Why should your customers buy from you?
Especially today with that sense of urgency that some of us have
And certainly you know with the information at the fingertips that all of our customers now have in the expediential growth that we talked about right at the beginning.
What problem are you still solving? Is it still relevant?
Are your customers looking elsewhere for something cheaper, better, faster, whatever it is, right?
So, are you still relevant to your customer?
I love that
Are you nurturing that relationship with your customer?
I'm going to put a pin on that because there you've touched a wonderful, wonderful topic over there about nurturing the customers and I want to go back to what you said earlier, what problem are you solving for your customer and is that problem still relevant because the problems faced by a customer are changing as well like your initial graph that you were talking about from the article.
The customers behavior has changed a lot.
The way we shop has changed. Why we shop has changed everything has changed so, are you still relevant to your customer? And have you adapted enough to make it easy for your customer to buy from you?
To find you first
To find you and to buy from you and
To what you have got but to buy from you.
Are you removing the friction?
So, what is that value proposition?
What is that value proposition, and is that value proposition still, and maybe, the other thing over there, and I know we're digressing a little bit and I get I want to touch on this is, is your customer who you defined as your core customer before March 2020 still your actual core customer?
That is so relevant.
So, it's time, maybe.
To have a look at that.
To look into that a little bit. Oh yeah.
Because tastes are changing the speed of that change is also changing.
And like we said or inferred anyway change is the only constant.
Change is constant
And if you can't answer these questions as we go through. You need to get back in touch with them.
And I want to go back to that pin that we saw on the cork board earlier. Are you nurturing your customers? How are you looking after your customers? People remember how someone made them feel.
Absolutely and people buy from people they like.
Totally so true, and how you looking after these customers who've been buying from you who have been giving you their business, for all this time. So, what are you doing in today's time to continue nurturing those customers?
Because if it's same old, same old. It might be, same bye bye old.
Yeah, somewhere everything needs to be redefined today.
Absolutely. And if there's a control a choke point that you're controlling in your industry to actually not abusing that don't take your customer for granted.
That's actually so true. That's very good.
So while you're looking after your customer which we heard you are. Keep that alive. Absolutely keep that alive. Because loyal customers are very hard to find.
Hard to replace actually not hard to find, but very hard to replace.
Yeah, so, on the flip side, if you do control a choke point from a business perspective, I want to ask, what are you doing to protect it.
Oh, good question. Good question. Again, don't take your customer for granted, don't take your control point or your choke point for granted. Competition these days is intense.
What are you doing towards
Always has been really.
What is your niche?
Really, what are you doing to protect your niche.
What can you do what are you doing that is hard to replicate. So, take that on board and answer that question. Okay Warsha the next question is directed to you.
One of your pet project areas, why should somebody work with you? And that's not for you but that's for the.
For the listener Oh yes, absolutely. That really is one of my pet projects Evan why should people work with you? Why should someone work with you? One of the greatest driving forces for that question is, what culture exists within your company.
Totally, totally and your how your DNA as a founder is trickling down into your team.
Very much so. And it all is about the culture of accountability culture of transparent communication, culture of respect, cultural of trust. So, how do you make your team members valued for whatever role they play from someone who probably comes and cleans your desk to someone who is probably handling operations for you to someone who is the CEO of your company.
Every single person is contributing towards the success of that team, and how do you as a founder, make them feel valued.
I have got a curvy question for you.
Oh go on.
It related to this obviously. So, in these interesting times where people are now working from home. This is even more relevant.
Oh yes, very much so because you don't see each other every day. Has your leadership style changed because you don't see people every day?
We have come across a few examples, haven't we Evan?
Oh yes yes yes
Over the past few months where that leadership style has changed and to where people have gone from wonderful everything is great, to a little bit of micromanaging happening. And somewhere that the culture kind of breaks down, and something that I said earlier about transparent communication is key to keeping that culture alive, even if everybody is working from home. How do you keep them together?
Do you talk to them every day and not individually. Do you as a team, come together in a daily communication.
Yeah, so, does your team still feel engaged.
Does your team still feel engaged? So, one of the key things to keep this culture alive when you're working remotely is consistent transparent and regular communication, at least once a day. Everybody comes together and says, Hey, I'm here. What is the one thing that was your victory? What is the one thing that you're going to be working on today I call it a huddle, call it a meeting, call it and don't call it a meeting, actually, because a meeting just somehow brings up visions of everyone sitting down to take notes of minutes of meetings and two-hour meeting.
No no no no
that's not what we're talking about. It really is a touch point.
It's your guys, I'm here, you're here, we're all good actually one of the funny things, you, I say funny, one of the great things that you do with your team is you actually have the business side of it but you also have a lifestyle.
A WhatsApp group yes, where people talk from anything to home schooling. Oh, my goodness, I don't know how to handle this to saying you know what, I've just cooked something and I'm going to sit down and have lunch, and it's perfectly okay because we're all humans, we are all adapting to what is happening and we're all learning every single day. So, as a founder as a leader within your company actually give them that space.
Give them that time to adapt. And the more you trust your people the more they will give their time, their energy towards the company.
Correct so, based on how things have changed this year. Why should somebody work with you? Love it Love it
I want to wrap this up in one sentence.
Go on go on
An inspired leader leads an inspired team.
Absolutely. Beautiful beautiful
So it all comes down to how you are setting the tone from the top.
Love it! If I remember rightly there's another question.
There is, and that is fairly close to question number two. And this question is, why should someone supply to you? why should someone sell to you?
You know what I love about this question, because it forces the founder, to put themselves in the position of a customer.
How are you dealing with your suppliers?
Is there any difference between how you deal with your suppliers and how you deal with your own customers?
Because, you got to be walking the talk. Are you nurturing that relationship with your suppliers?
Do you pay them their fair price?
And do you pay on time?
Do you pay on time? Do you respect them for what they're delivering to you?
Can you look at yourself in the mirror and say you know what I'm dealing with these suppliers equitably as I'm dealing with my customers.
With my customers equitably. And if all three. So, your customers, your team and your suppliers. The key here is we're dealing with humans. Do they feel valued?
Because that's what people will eventually remember as you very rightly said Evan people buy from people, they like people also work with people who value them and their contribution.
Absolutely. You know, it's like spending a lot of time with people is ended in a social context, right. If you spend days and weeks with somebody, you can't fake it for too long. Because in the end, the true you will actually come to light. So, how are you dealing with your customers, your suppliers your team. They see that.
So beautifully said, and what's the final question.
We love it is the how question.
It is to the how question.
Stated very simply how are you walking the talk?
So, how are you leading from the front on these questions about why you're in business. How you look after your customers, your team and your suppliers?
How are you bringing that transformation vision alive, every single day to all these people in all these areas and when we say all these people it's not just business related. It really is also, your family, your friends, your social life, everything is affected by that very high-level transformational vision, and how are you bringing that vision alive, every single day.
Yeah, over time and you started with this worthless Warsha, the last couple of weeks the last couple of months. Has your mindset changed?
Nice. Has your mindset adapted?
Adapted even, that's a better way of looking at this, because these times require adaptability.
You know, at some point, there was the talk of IQ and then it became EQ your emotional quotient
These days and there's actually a TED talk about this I can't remember who actually said this, but it's now a AQ. It's the adaptability quotient.
Very true, we will look for it and may be will post a link on this
On the webpage
Or on our web page, so you can go ahead and listen to that I really like that Ted Talk, I'm glad you brought this up Evan because it really is, and not just today. I think that is a constant.
Mindset of adaptability.
And you said over time. We are all changing we're all under pressure is when we make.
When we are at our most creative, because.
Yes, it is about adaptability.
It is about adaptability not just changed for the sake of change it actually is adapting to what is relevant today.
Charles Darwin's famous theory about survival of the fittest. How does that happen only when you adapt to what the situation requires.
The most adaptable, that thrive.
So, wrapping up where we are. These four questions and the How are you able to articulate them. And if somebody like a coach or a peer some like minded peer of yours were to ask you, are you able to articulate these?
And you know, a really good coach, a really strong group of peers who you work with, who hold you accountable will at some point, ask you these questions.
Because they're a friend of your business.
You bet they are.
They are fearless to ask the question because there's nothing for them to lose, so to speak.
They can see it objectively, and they will ask you these questions, and if you can't answer them clearly, you need to go back to the drawing board to reconnect, and redefine, maybe. What is that you are doing?
Very true and I want to add over here, that while they are the friend of the business, the questions when asked are not a challenge?
No, no no no no no
It is very much about that initiating that journey of rediscovering that path.
Completely. I'm glad you picked that up because that is absolutely true. It's a friend of your business for the right reasons.
And it's not judgmental.
No, no, not far from it.
You know, I mean the episode we did we are driving your car right you looking forward you got the rearview mirrors and things.
It is about having that 360 sort of view. And that's what those peers and the coach and the mentor will do for you.
In most cases when we are too close to a situation, we generally don't tend to see some of the details that we can see when pulled back to these questions really are to encourage you as a founder to zoom out.
Absolutely a 40,000 foot
40,000 feet high in the air to zoom out, and really look at that bigger picture and say, Okay, let's
Love it love it
Restart. Let's realign.
So, to wrap up homework if any is going to be just assess this, and go across to daretoscale.fm/Facebook. And in that group tell us what it is that you discovered or rediscovered, and how this might have actually helped.
Oh I like it, and also do tell us which of these specific areas needed the biggest change.
Hmmm I'm guessing its people
I am guessing too we're looking forward to hearing from you. All the discussions on the Facebook page.
Fantastic thank you for listening, all the way to the end. And we will see you next time.
We'll see you next time, have a brilliant, two weeks in the meantime, you know, I'm glad we are talking about these two weeks just because our episode comes out every two weeks, but it also because of the rate of change.
And the rhythm of reconnecting every two weeks.
Every two weeks.
I love it love it We'll see you next time.
Have a good one guys.