Success vs struggle

Most careers start with a product – us.  When we go out into the job market we try to match what we have to offer with an organisation that needs it – or something similar.

It is not surprising therefore that most organisational thinking begins with how do we sell whatever it is that we have or do – in terms of product, or service, or technology.

In some situations this is unavoidable, but most of the time this means that we are trying to persuade people that what we have is what they need.

We do this whenever we come up with an organisational change or a new strategy, product or service from a ‘what we have or do’ perspective.  We design it and then tell people about it.    Occasionally we can get it right, but this is rare, because what we have or do rarely suits more than a handful of people.

The risk is criticism, disappointment and/or rejection.

The “what we have or do” approach creates a system which is based on it’s own needs rather than the needs of others.  It also creates a system based on scarcity, because there will only ever be a limited number of people who can be persuaded that they want what the business offers.  This combination make it easy for fear and insecurity to flourish in the organisation.

Now consider the alternative: How do we create something outstanding that people will love/need?

The difference is that we are starting with an external perspective.  The mindset is “what do other people love or need that matches with our own passions and talents as an organisation?”

This requires a humble and creative culture that is willing to engage both with itself and it’s audience to explore how it can use it’s passions and talents to meet their desires and or solve their problems (including ones that they may not know that they have – yet).

When our creativity is focussed on solving other peoples problems for them we create support, when our creativity is focussed on satisfying our needs we create competition.

When we solve the needs of others from our passions and talent we create motivation.  When we solve our needs from persuading others we create desperation.

The way to create a passionate following of evangelists for your business is by creatively solving their challenges or satisfying their desires in outstanding ways.  The only way to be outstanding is by doing something that you are passionate about and talented at.

In many ways this is a subtle shift, but the implications are far reaching.

The answer lies in creating and organisation where employees apply their passions and talents to creating things that people love and/or need.

If you find this idea intriguing here are Steve Jobs and Simon Sinek talking about the same thing.

Holos believes that change is easy and this is true when the right process is followed.  We all know from our own experience that some changes have been easy and others have been hard.  What Holos has done is to distil the essence of what makes change easy into a process and it is that process that we bring to our clients.

For any organisation that needs to engage it’s culture with change, whether it is because of innovation, competition or regulation, Holos can help to make that change easy.

To help make using Holos easy we offer inspiring standalone sessions on Megatrends, Leadership, Culture and Change that give organisations a chance to see us in action and helps to get a wider process started.

Please share your ideas, comment and discuss here – click on the blog title and scroll to the bottom to find the comment box.

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Neil Crofts

+447803 774239



About Neil Crofts

Writer, coach and consultant on authentic business and authentic leadership. Neil has inspired and motivated hundreds organisations and thousands of individuals to their highest potential. Neil has written three published books and numerous e-books. Neil is a coach, facilitator and consultant helping people and businesses find their authentic purpose and use it to inspire and motivate them to be everything that they can be. Neil has raced cars, been self-employed, run a company and sold it, been employed by large companies, experienced growth and contraction at the heart of the dotcom boom, tried changing companies from the inside and from the outside as European Head of Strategy at internet consultancy/rock band Razorfish. Neil has been independent for over 10 years and delivered his Authentic Leadership message to a diverse range of business audiences including people at BP, Shell, Microsoft, Kraft Foods, MSN, Jamie Oliver, South Gloucestershire Council, National Blood Transfusion Service, KaosPilots Business School, Fashion company By Malene Birger, German technology company Eleven.
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