Stop making change a heavy burden. Unity, innovation, & revenue growth takes flight as people are consciously prepared & enabled

By: Bill Van Eron Thursday February 7, 2019 0 comments Tags: Bill Van Eron

Van_Eron_headerBy Bill Van Eron

CEO, Conscious Market Strategist

Headwaters Marketing and Innovation

van-eron-graphic.2.7This gorgeous image illustrates how connected market and business values fuel and elevate all that matters naturally.

One core notion connects all of us – the desire to shape work and lives of meaning. This needs to be freed up to fly, versus weighted down by complexity, fear or indifference. Companies label us as customers or employees, but they often ignore and fail to measure up to universal human principles at play that reflect values we share, thus transcending false labels that limit our humanity. True conscious leaders will get that.

What are some key market values?

1. Too many companies have corporate agendas that limit the view of people- whether customers, market influencers or employees – as on some journey where enlightenment is them discovering you. This is one of the biggest farces of current day business. In truth markets and employees have long had values, challenges, needs and motivations that most businesses and organizations ignored for decades.

2. So the real journey is divided across leaders buying in that success is a system of value and human enablement. People with a purpose and new skills gained within that system realize their own power to shape that culture, once they have the conscious skills vital to that task.

3. Not too long ago, customers were evaluated by where they are in your sales funnel. Today, most customers tune you out, downrate you or just run when they feel they are being sold or marketed to. Markets and customers within them, largely have their own trust networks and its rare for any provider to be in that discussion. 

4. According to most researchers and conscious observation - trust, credibility, being genuine to promises made externally and now internally, are quickly defining today’s winners and losers.

What are some employee talent values?

Ÿ* Employees are largely just doing the minimal work to keep a job per Gallup’s reports showing only 15% feel they can make a difference and over 70% feel no emotional connection.

Ÿ* Flip that to create a culture where inclusion, trust, progressive relevance, new thinking, diversity and more are self-evident, and you will be well on your journey. Don’t just try one as employees will see it as superficial.  

Ÿ* Put yourself in their shoes. How you feel when you are inclusive to success is way better than when you are told to measure up to standards that in truth are the outdated status quo stopping success.

Ÿ*Learn real-time lessons: Millennials & younger gens state a strong desire to be or work in entrepreneurial environments. Large corporations rank last as providing such environments and conscious support – Gallup.

Ÿ*Totally in the dark – most corporate leaders state “talent recruitment” as a top priority. They say this while often failing to treat existing employees with the respect, nurturing, recognition and  regards that would attract that new talent far better than some contrived ad strategy. Prospects see through that easily.  

Ÿ* Today, leaders have to empathize with employees and customers. Just look at how hard it is for many to select and prepare for a career that may obsolete as industry changes far faster than universities can keep up with. Raising a family and caring to do work that matters… if you don’t relate you should not be in a leadership role. Looking at the huge indiscretion between CEO pay and the average wage employees receive; where in reality it is the troops that win competitive differentiation wars, fairness - way overdue – now has to get real.

These examples enlighten us to the fact that everything is part of a living system or a death spiral.

Decades ago, I studied systems thinking (Ackoff, Senge) all initially focused on product or complexity in automation or machination. Ecosystems, true engagement, unity are all interdependent human systems, thus my focus. Truthfully, more organizations still push machine-like org models versus acknowledging business and markets as the living systems they truly are. When I focused on what brings an organization to life and sustains it; it just seemed a natural extension of attention to others over self. Today, that insight will prove as the most important business & organizational revelation since the creation of electricity.

People-powered organizations are not rocket science, but why do leaders fail to enable it?

  1. The most negative and revealing factors include: a. Greed and an inherent desire to control others versus earn real regard as vital to success. b. Leaders R.I.P. Retired In Place. We all know who you are. Own up to it and invest in a shared future? c. Risk-aversion versus open-minded, invested to learn, enable and support new thinking inside & out.
  2. Look historically at how poorly most M&A’s are handled. Why not integrate the best of both cultures, and upgrade the vision with open dialog? Most treat the acquired side as if they lost a war. Assets, like IP, buildings, contracts are given greater attention than defining an even better roadmap for inclusive success. 
  3. Send your husband out to shop for a conscious attitude adjustment. Watch the look of complete confusion about what that means, where to start, or more likely buying the wrong things. I use this metaphor light-heartedly as more of us are guilty of low self-reflective skills, bias versus objectivity, and low reasoning skills, until one examines needs more objectively and across your unique ecosystem that defines success.
  4. The now obsolete pattern to isolate a problem to fix it or seek the easiest path.

As illustrated in #3, whenever the mainstream finally gets past long held points of resistance, leaders still hold on to notions that compromise a true solution being enacted. When you have no clue to the depth or interconnected parts of  a need, you often try limited solutions or seek big name remedies. Neither is likely to produce the desired impact and all or most will be blamed as failures.

  1. Some managers fear where true leadership requires accountability, vulnerability and leaving ones comfort zones. Some fear the word “transformation” as they see it disruptive to their business, slow, long, expensive…thus a bigger risk than inaction. Our approach applies conscious design respecting leadership perceived concerns as all designed in to a system worthy solution. There is no cheating what it takes though success can be agile, progressive and a system sensitive to where you really are and need to be.

How to get started? Watch out for early market noise – which we are seeing now – looks like this:

a. Superficiality - It starts with leaders finally saying the right things, more like items on a checklist, versus dismissing it as “buzzwords” for years. All sans commitments and milestones needed to make it genuine.

b. Partial Solution Vendors – I see some pitching partial solution components – trust, culture, experience, leadership mindset, new skills – and leaders seeking to start somewhere, are also saying “It failed”. Lesson: If you don’t encompass the whole, you fall into a hole. Only a foundation for success enables flight.

c. Large – newly converted vendors – For a long time we witnessed a majority of business solution vendors just giving clients what they ask for versus earning the tougher space to discover and champion what was truly needed, at risk of losing that client. We see lots of research vendors – many that I respect – now pushing into the solution space as if just understanding a challenge is enough to solve it. Not true. It’s appealing to companies who take a machine-like approach – everything in its place, protect the status quo.

Where and when will true solutions emerge?  

It better be soon as the challenges thought leaders see in the three years ahead will be major threats to those that fail to transform beforehand. I know this first hand as when I paid conscious attention to others across what was the HP success ecosystem, that formula defined a level of shared success few, if any corporations were able to attain. Having a people-centric foundation for success often survives most changes.

You want more innovation, greater effectiveness and steady revenue growth. All of this and more only happens as a living ecosystem is attained. We created an open NAV360 alliance to enable truly integrated solution systems to happen as agile, contagious engagement across all in your ecosystem to connect all internally & externally around shared values. That said, I also am an eager fan where I see anyone else on this path to help people matter more to themselves and others. Today, where we see capable partial solutions, we invite them in as our alliance and model integrates the best of all and the best within as a seamless, natural system.

Bill Van Eron

About the Author: Bill Van Eron

Bill Van Eron, founder, Headwaters Marketing & Innovation, offers strategic marketing, brand & innovation insights, as key to your internal or agency team's ability to help sales & marketing to rise above the trappings that created steep decline. We offer the first enablement & accountability model for HR.

Bill joined other leading advisors to deliver an integrated view of where you are and can be. Bill has been praised by thought leaders as possessing rare extensive experience & success creating future-now work that leaders and leading business media are starting to realize today as vital. Get your game on with lower risk & bolder, proven success at https://www.hw2o.com  https://www.linkedin.com/in/bill-van-eron/