Don’t get stuck in big plans, small is powerful

Start from small.

People are scared of big plans and changes, which take guts to embrace and a long time to execute. Humans hate hard work, admit it, at least they would not actively pursue it.

So we need to break things down, learn to make our incredibly complicated and thoroughly thought through solution start small.

Small means bite size, it’s digestible, it’s like a snack, you can eat between meals, you don’t need to wait till the right time to have it, i.e. people won’t feel overwhelmed or feel like they are going to get chocked if they decided to implement your idea or they’ll need to change their entire agenda to meet your needs, that’ll be a big no no.

Small allows people to prioritise your idea first without themselves realising it, because it’s simple and it makes people feel like they are ticking something off their list.

Small is powerful.

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People who I’d like to be around and work with  

  • Designers – people who have a pure heart for visual storytelling or people who design for the best experience
  • Entrepreneurs – People who are ambitious and have the heart to do great work, and do great work only
  • People who are inspirational, excited and passionate – so when we work together, we have chemistry
  • People who are focused and not distracted by noises – people who know what they are doing
  • People who are constantly moving, changing and discovering new things – so I can be inspired to do the same
  • People who value curious and inquisitive people and appreciate it when you invest time in learning and discovering new things
  • People who don’t do trash talks, don’t overly spend time on overly self-indulgent activities
  • People who lead a simple, disciplined and healthy lifestyle.
  • People who desire to bring positive impact to the world.

One day wish will come true.

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Do the Opposite

Place yourself in extreme situations – if you hate dinner functions, go to dinner functions; if you are not comfortable, be comfortable; if you don’t want to be engaged in a conversation, be engaged in a conversation; if you don’t want to be seen, be seen; if you get nervous around someone, be around someone, as often as possible; if you hate presentations, do more presentations, but practise first – so one day, you will be different, not in a sense that you won’t be nervous any more, but rather you have gotten used to dancing with your fear, so you have thrill instead of fear when you are in the situations again.

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Does Relevance Matter? How to be relevant subtly yet effectively?

Finally get to do some reading… Just stumbled upon an article about AmEx and then read lots about them – they basically have presence everywhere digital producing content about lifestyle, passion, business, travel, health and well being etc. First thing that came to my mind about this content approach was ‘serious investment in a bunch of content with minimal impact’. But when I had a second thought, all these topics somehow relate to the American Express company. The constancy and frequency of the content make AmEx become relevant to us, it is weaved in every part of our life, it inspires all the key elements of our life, so when we are making any decision that evolves around any transaction, AmEx has our top of mind awareness. Genius!

That’s why we need see beyond immediate results. Communicating with a direct messaging, asking people to ‘use me, use me’ or ‘buy me, buy me’ doesn’t mean it’ll effectively motivate people to take actions. It’s about subtly weaving our brand, our strategy, our thinking, our concept, and our ideas in smaller pieces of information we give to or conversations we have with people/our consumers, they will remember us, over a period of time (remember it takes time – and that changes our mindset about measuring success, that’ll be another piece of writing).

This is applicable not only to building genuine and sustainable connection with your consumers, but also applicable to building connections with people, people you want to sell your ideas to.

Small conversations help us breakthrough communication barriers.

Build relationships. Build connections.  And allow time for yourself to do all these, because it takes time to build trust (think about yourself, and how you make friends). Anything meaningful requires investment and time. So relax and enjoy the process, and know that ultimately not only would you achieve the expected business outcome but, surprisingly, also loyalty, trust and relationship that have far more value than a short-term business outcome.

So go sit back, relax, make friends, talk intelligently, purposefully and make something happen.

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Speech vs Talk

I thought this was brilliant – The fundamental difference between ‘Talk to People’ and ‘Talk with People’ is the frequency of information exchange.

They are just random inspirations the other day when I was reflecting on how much I’d really prefer giving a keynote presentation or any sort of presentation than talking.

I guess probably because I only want to talk about things I like, and not that many people like the things I really like or I am just the weird one who’s overly passionate about marketing, businesses or good causes. That’s why I prefer not to talk when there isn’t a need.

Speech vs Talk

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Talk, meaningfully.

We have too many meetings and talks involving too many people.

In one of my old jobs, one day, three different people came to my boss trying to help resolve a problem, all three of them work in different departments, but all try to solve the same problem. Meaningless talks, redundant use of resources, meaningless interactions.

In another one of my old jobs, one day, a team initiated a meeting with our team and told us that they were going to start a new project but all the scope of work had been mapped out and signed off and the strategy had been set but our team was required to collaborate with them and make major contribution to the project. Crazy right? Then it took meetings and meetings for us to make adjustments to the project plan and strategy because we realised we could not achieve consensus on multiple objects and the thinking behind the project was rather narrow. These meetings are, again, meaningless. 

In the other one of my old jobs, my boss favoured a particular colleague of mine and truly believed in everything she said, and entire team and even the entire department functioned according to what she suggested. Huge mistake – an organisation whose operation revolves around one person’s or a handful of people’s thinking only does not function to its full potential, and it misses huge opportunities to elicit insights from those who know best about the actual work but do not have the chance to get their voice heard.

We need to talk, or provide a channel for people talk.

Finding the right people to talk about the right matter will help us solve the problem in the right way.

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