What can we learn from Darwin in today’s technological world

Charles Darwin was born on February 12, 1809. The world he was born into would be entirely unrecognisable to us today. Bicycles had yet to be invented, steam engines were just beginning to appear, and slavery was commonly practiced in both England and the United States. During the course of his lifetime, Darwin saw the world around him change enormously, but arguably the most significant change came from his own ideas. Darwin’s theory evolution of natural selection, altered the ways we think about almost every aspect of life.

While Darwin’s theory was ground breaking, shocking, and tremendously illuminating during his lifetime, what can it mean for us today? With all the time that has passed since Darwin’s birth, is there anything we can still learn from him? In the pursuit of science and everyday life, there are countless ways Darwin’s words still ring true today.

I recently watched a film called ‘Concussion’, which triggered the thoughts behind this blog. Starring Will Smith as Dr. Bennet Omalu, a Nigerian-born pathologist who brought the issue of brain damage in retired NFL players to the forefront, Concussion is the sort of underdog-stares-down-corporate-behemoth feature that reliably manages to stir up some awards buzz.

The true-life story began unfolding in September 2002 when Omalu, then with the Allegheny County coroner’s office in Pittsburgh, Pennsylvania, was assigned to perform an autopsy on the body of Mike Webster. Known as “Iron Mike,” Webster was a beloved former Pro Bowler with Pittsburgh Steelers, the anchor of a front line that helped the team win four Super Bowls. However, his mental health deteriorated to the point where he was ranting at strangers and zapping himself with a Taser gun, until his death from a heart attack at age 50.

In the film, Dr. Bennet Omalu did significant research across Darwin’s observations of birds and quoted in the film: ‘All of these animals have shock absorbers built into their bodies. The woodpecker’s tongue extends through the back of the mouth out of the nostril, encircling the entire cranium. It is the anatomical equivalent of a safety belt for its brain. Human beings? Not a single piece of our anatomy protects us from those types of collisions. A human being will get concussed at sixty G’s. A common head-to-head contact on a football field? One hundred G’s. God did not intend for us to play football.’

NFL Commissioner Roger Goodell was subsequently hauled in to testify before a House Judiciary Committee in October 2009 about safety measures, and stricter guidelines were established in the pro game to limit head injuries. Still, dozens of former players embarked on legal action against the NFL in 2011, claiming that the league had failed to adequately warn and protect them. As of the summer of 2015, more than 5,000 former players were involved in a consolidated lawsuit, with a settlement figure of $765 million deemed insufficient by a judge.

This was just one example of Darwin and his teachings in our fast-technological world, it could be said that we do not observe enough, and only in times of necessity or extreme need, as with the case with ‘Concussion.’

Nature is wonderful. Darwin taught us that complex animals like birds, frogs, and even humans came about in complex ways over long periods of time. Evidence for this history is everywhere, you just have to stop and notice the details. His vivid description of an entangled bank reminds me that there is wonder in acknowledging this simple fact from time to time:

“It is interesting to contemplate an entangled bank, clothed with many plants of many kinds, with birds singing on the bushes, with various insects flitting about, and with worms crawling through the damp earth, and to reflect that these elaborately constructed forms, so different from each other, and dependent on each other in so complex a manner, have all been produced by laws acting around us.”

Beauty can be found in the struggle. Darwin knew all too well that nature can be brutal. Individual animals fight, starve, and die other horrible deaths. Darwin acknowledged that existence is a struggle, that nature is often at war, and that resources are scarce. Somehow, he still found solace in the end product:

“Thus, from the war of nature, from famine and death, the most exalted object of which we are capable of conceiving, namely, the production of the higher animals, directly follows. There is grandeur in this view of life…from so simple a beginning endless forms most beautiful and most wonderful have been, and are being, evolved.”

We are all connected and we depend on each other. Evolution reminds us that all living creatures came about through the same basic principles. We all evolved from common ancestors in the remote past, from simple beginnings. Let’s return to Darwin’s entangled bank quote. He asks us to:

“….reflect that these elaborately constructed forms, so different from each other, and dependent on each other in so complex a manner…”

His theories are now associated with business through the concept of ‘Darwinian Economics’, namely that it is organisations that are best able to adapt that are most likely to survive.

But what else can you, entrepreneur, business leader or individual learn from Charles Darwin?

Use the power of observation. Many people are so busy making decisions, analysing problems and seeking answers that they pay no attention to simply observing. Darwin, on the other hand, spent much of his career observing. He spent six years, for example, dissecting and describing in eye-watering detail the structure of barnacles!

If you are observing you cannot be analysing, and vice versa, and it was Darwin’s observations that formed the basis of his idea that changed the world. His five years on the Beagle trip, for example, involved him taking thousands of samples of various species.
Observation requires getting out there, suspending your beliefs and simply taking note. It cannot be done from behind a desk through reports.

How much time do you spend on the front-line observing your team or your customers rather than analysing second or third-hand data?

Looking to the past for innovation breakthroughs. Darwin was not the first person to have thought of the concept for evolution: he was not even the first person in his own family to have the idea! His grandfather, Erasmus Darwin, had promulgated the idea that all animals had a common origin before Charles was born.

Similarly you can see the process of recombining ideas in other major breakthroughs and innovations. For example, Lou Gerstener refocused IBM away from hardware to service and consultancy support by connecting his prior (negative) experience as an IBM customer with his McKinsey consultancy experience and with the existence of a highly-active sales support unit within the company. This change in strategic direction transformed IBM from a company delivering record losses in the early 1990’s to multi-billion dollar profits by the end of the century.

What are you doing to make new connections that lead to new, breakthrough concepts?

You can only change the world through action, not thinking. Darwin sat on his theory for 17 years before he published ‘On The Origin Of The Species’. He held back publication in order to ensure that he had irrevocable evidence to support his theory (hence his interest in barnacles!). Darwin’s hand was only forced when a rival publication was developed and his desire to be seen as the originator of the idea of evolution overcame his need to be 100% certain of his ideas.

Likewise, taking action and prudent risks is the cornerstone of business growth and an offensive, rather than defensive strategy, is critical for ongoing survival and success. For example, Gillette has established market leadership by a stream of innovations that make their existing ranges obsolete. As a senior Gillette executive once said, “We have never launched a major new product without having its successor in development. You have to steer the market.”

In summary, the miraculous discoveries upon Darwin’s ideas established a philosophy by introducing the time factor, by demonstrating the importance of chance and contingency, and by showing that theories in evolution are based on a set of new principles that influence the thinking of every person in the living world, through evolution, can be explained without recourse to supernaturalism; essentialism or typology, and possibly one of the most important facts is that we must adopt population thinking, in which all individuals are unique with a belief and a can do attitude.

One of Darwin’s most famous quotes:

“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.”

The circular economy in today’s business world

It was a delight to be invited to 6head’s recent seminar and creative workshop ‘Designing a Circular Economy’ at the IDEO London office. During the workshop, Chris Grantham, Portfolio Director of IDEO London, unpacked the concept of circular design and discussed how this new mindset can enable businesses to create competitive advantage, better serve customer needs, and work towards long term economic and environmental sustainability.
The concept of the circular economy is entering the mainstream and becoming better understood, but there is still misunderstanding about how to finance it, and the risks and opportunities it presents.
As the concept of sustainability becomes more deeply embedded in the fabric of society and the economy, the notion of the circular economy has started to gain traction.
But while there has been much talk of what the circular economy is and how businesses can adapt to it, one area that has not been fully explored is how it will be financed.

But exactly what is a Circular Economy?
One interpretation is that a circular economy can be an alternative to a traditional linear economy; using the concept ‘make-use-dispose’ in which we keep resources in use for as long as possible, extract the maximum value from them whilst in use, then recover and regenerate products and materials at the end of each service life.

But something far more important to factor is that a circular economy is restorative and regenerative by design, and aims to keep products, components, and materials at their highest utility and value at all times. The concept distinguishes between technical and biological cycles.
As envisioned by the originators, a circular economy is a continuous positive development cycle that preserves and enhances natural capital, optimises resource yields, and minimises system risks by managing finite stocks and renewable flows. It works effectively at every scale.

This video is a perfect introduction to re-thinking progress in our world and The Circular Economy:

Considering the above you really have to ask the question about The Circular Economy, is this a myth and if not a myth, how will The Circular Economy effect me, my business and the community in today’s world?

The president of the European Commission, Jean-Claude Juncker, has said he wants to focus on jobs and growth, and rightly so. There are a number of routes to get to a destination, but the end result will be the same. Jobs and economic growth are no exception and one possible route to achieve this ambition is growth of the circular economy.

Globally, Innovate UK claims resource efficiency measures could add $2.9tr to the economy by 2030, with returns on investment of more than 10%. There are also major job opportunities. WRAP and Green Alliance recently identified that more than 200,000 jobs could be created in the UK if circular economy activities continued to grow. In a recent report (pdf), the World Economic Forum and the Ellen MacArthur Foundation also identified that a shift in reusing, remanufacturing and recycling products could lead to more than half a million jobs being created in the recycling industry across Europe.

It is a fact that The Circular Economy could go a long way to helping reduce carbon emissions. According to a recent report (pdf) by the Carbon Trust, Innovate UK’s Knowledge Transfer Network and Coventry University, remanufacturing typically uses 85% less energy than manufacturing, and on a global scale has the potential to offset more than 800,000 tonnes of CO2 emissions per annum.

And remanufacturing is just one component of the circular economy. In its first phase between 2005 and 2009, WRAP’s Courtauld commitment, a voluntary agreement aimed at improving resource efficiency within the UK grocery sector, avoided 3.3m tonnes of carbon dioxide equivalent emissions, equal to an aeroplane flying around the world half a million times

You will find many companies using terms around The Circular Economy as a justified theory, however, I read a McKinsey report on the subject recently that really resonated with me, it quoted moving from theory to practice, refers to the transition taking place as companies in many sectors use circular-economy concepts to capture more value from resources and to provide customers with better experiences. The term “paradigm shift” is overused, but this is one instance where it applies. Since the Industrial Revolution, companies and consumers have largely adhered to a linear model of value creation that begins with extraction and concludes with end-of-life disposal. Resources are acquired, processed using energy and labor, and sold as goods—with the expectation that customers will discard those goods and buy more.

Contemporary trends, however, have exposed the wastefulness of such take–make–dispose systems. The same trends have also made it practical to conserve assets and materials so maximum value can be derived from them. Consider that resource prices have become more volatile and are expected to rise over the long term, as consumer demand increases and easy-to-access, high-grade stocks of key commodities dwindle. People and companies are increasingly willing to pay as needed to use durable goods, rather than to buy them outright. With digital technologies and novel designs, items can be tracked and maintained efficiently, which makes it easier to extend their useful lives. And governments are imposing new restrictions on pollution and waste that apply along entire product life cycles.

These developments mean that it is increasingly advantageous to redeploy resources over and over, often for the same or comparable purposes. This is the organizing principle of circular economies, and the benefits that come from following it can be substantial. According to the research documented in “Finding growth within: A new framework for Europe,” a circular economy could generate a net economic gain of €1.8 trillion per year by 2030. The building sector, for example, could halve construction costs with industrial and modular processes. Car sharing, autonomous driving, electric vehicles, and better materials could lower the cost of driving by 75 percent.

The benefits are just as significant for less-developed economies. “Ahead of the curve: Innovative models for waste management in emerging markets” describes effective ways of encouraging the conversion of waste materials into valuable inputs. These include aggregating waste flows into large volumes that businesses can work with and establishing incentives to lessen waste creation. South Africa increased collection rates for scrap tires to 70 percent, from 3 percent, in just 18 months, leading to the creation of small and midsize processing and recycling companies. The country also aims to divert a majority of scrap tires into high-value material-recovery processes by 2020.

When you consider the facts its clear there are some significant opportunities to considering our future as one that can be sustainable and one that provides opportunity for others

Developing products for a circular economy offers another point of view on how to eliminate waste and create value and creates significant innovation. It is not easy to create products that are lasting, simple to reuse or recycle, and profitable. But when design teams get together with other company departments and use design thinking like IDEO, they can conjure up resource-efficient ways of delighting customers. Greater collaboration allowed one medical-equipment company to figure out that collecting and refurbishing used devices would allow it to meet the needs of underserved customers in emerging markets.

I believe and this belief is very evident with the likes of Adidas, Bundles, Fairphone, Caterpillar, Desso to name a few have proved and as other companies will follow these pioneers in the transition from circular-economy theory to practice, they are certain to encounter obstacles. This is natural: breaking out of old models and letting go of time-tested approaches is challenging. But the lessons of the circular economy are accumulating and they show that the gains from making the transition outweigh the effort and the risk. With those benefits in mind, you will see that The Circular Economy in today’s business world is here to stay!

Rob Eglash once said:

“The reason that Google was such a success is because they were the first ones to take advantage of the self-organizing properties of the web. It’s in ecological sustainability. It’s in the developmental power of entrepreneurship, the ethical power of democracy”.

More management, more leaders or are we failing in business?

I always travel once a year to my business partner in the US and we always have this debate over “you can train and educate an individual into being management”, but I have always maintained you “cannot train a leader”: leadership is in your DNA or not, and I believe leadership is something that passionately is in your blood, the route of success in any business is with the strength of its leadership, so the question that I am always engage within these days with groups is why is there so much management, why do we have a shortage of competent and strong leaders?

Some of the readership will remember a blog I wrote in 2014, “Middle Management or Strong Managers”: here.

My views are not only individual if you read Chapter 7 of John Bogle’s book ‘Enough: True Measures of Money, Business and Life’. The theme of management versus leadership is a familiar one and the distinctions that Bogle makes are based on some fairly standard and familiar definitions. To clarify the distinguishing features, Bogle quotes Professor Bennis as follows: ‘The manager administers, the leader innovates’ … ‘The manager relies on control; the leader inspires trust; the manager has a short-range view; the leader has a long-range perspective; the manager accepts the status quo, the leader challenges it.’

Clearly the need for leadership is as strong if not stronger in IT as it is in the world of finance and business with which Bogle is primarily concerned.

These calls have been made consistently over a long period of time now by a large number of business gurus, life coaches and consultants, but still the landscape remains patchy in my experience. For every good piece of leadership, I see, where teams are given clear direction and empowered to operate effectively, I see examples of micro-management where managers are insistent on predetermining the activities, tasks and man-day estimates and then badgering the team to report their success in following this predetermined plan.

A great leader will possess qualities like passion, integrity, a take charge attitude and the ability to inspire others. Employers and executives recognise this, and these “born leaders” are often first in line for promotions to leadership roles.

But people with leadership potential have never simply become leaders overnight. To co-exist as a leader, existing leaders have a responsibility to train the next generation, showing them how to guide a group of people toward a specific vision or goal, which in this new digital era of automation, robot and in some exception non-verbal communication – a particularly difficult challenge to overcome.
The challenge is that we live in a world where never before has leadership been so necessary but where so often leaders seem to come up short. Our sense is that this is not really a problem of individuals; this is a problem of organisational structures, effectively those traditional pyramidal structures that demand too much of too few and not enough of everyone else.

So here we are in a world of amazing complexity and complex organisations that just require too much from those few people up at the top. They do not always have the intellectual diversity, the bandwidth, the time to really make all these critical decisions. There is always a reason that, so often in organisations, change is belated, it is infrequent, it is convulsive.

My thoughts are still that the dilemma is one of complex company organisation, it’s growth, as fast as the environment is changing, there are just not enough extraordinary leaders to go around, something that I have majored on with my new book “Meaningful Conversations“. Look at what we expect from a leader today. We expect somebody to be confident and yet humble. We expect them to be very strong in themselves but open to being influenced. We expect them to be amazingly prescient, with great foresight, but to be practical as well, to be extremely bold and also prudent.

So, can organisations develop real leaders that can make a difference to business and create value?

My belief is that emotional intelligence (EI) is going to be a huge key component of effective and developed leadership. The ability to be perceptively in tune with yourself and your emotions, as well as having sound situational awareness can be a powerful tool for leading a team. The act of knowing, understanding, and responding to emotions, overcoming stress in the moment, and being aware of how your words and actions affect others, is fundamental for growth. Emotional intelligence for leadership consists basically of these five attributes: self-awareness, self-management, empathy, relationship management, and effective communication.

The business world is evolving and changing at unprecedented speed in a very unconnected human world, emotions and our day to day communications are becoming a much more important aspect of working relationships. Having emotional intelligence increases your chances of being more accepted on teams and considered for leadership positions. It can also set you apart from the competition when seeking a new position or promotion.

Sharing information is critical, but it is substantially less than half the battle. You must communicate clearly about the organisation’s strategy, speed, direction, and results. But you cannot stop there. Verbally and nonverbally, the way in which you communicate – humbly, passionately, confidently – has more impact than the words you choose.

As a leader, you must inspire others through your words and actions. And before you speak, make sure you listen and observe; knowing your audience is as important as the message you’re delivering. Communication informs, persuades, guides, and assures, as well as inspires. You must be willing to reveal more of yourself, to let others see your soul. If you withdraw, you will undermine your effectiveness as a leader, and your followers may soon drift to the side lines.

In summary, clear communication is the most important key to a business leader’s success. So, to grow as a leader and manager, you must learn how to be an effective, compelling communicator. And if you want your company to succeed, you and your team have to master the art of clear communication together, as well. By using these and other strategies, you and your employees can reach new levels of leadership excellence.

Rick Pitino, once said:

“Technology is a compulsive and addictive way to live. Verbal communication cannot be lost because of a lack of skill. The ability to listen and learn is key to mastering the art of communication. If you don’t use your verbal skills and networking, it will disappear rapidly. Use technology wisely.”

At what cost can the early bird catcheth the worm?

Nothing defines a culture as distinctly as its language, and the element of language that best encapsulates a society’s values and beliefs is its proverbs.

It’s interesting to note that the two most common words in English proverbs are ‘good’ and ‘never’.

Proverbs are short and pithy sayings that express some traditionally held truth. They are usually metaphorical and often, for the sake of memorability, alliterative. And, as so many proverbs offer advice and uplift, many of them are religious in origin. Here’s an additional list of biblical proverbs.

I was recently examining the proverb “The early bird catcheth the worm.” the saying is found in John Ray’s “A Collection of English Proverbs” published in 1670.

Are you an early bird?

The common phrase “the early bird gets the worm” is normally given as counsel to be early or prompt. In entrepreneurial and business circles, it’s also a reminder that the first business to enter the market with a given idea has a big advantage.
That advantage is so powerful that, of the handful of classic entrepreneurial strategies that work, being the first to market is the first one that many of us think of. You can not just be the first, though; you have to be the first with the most or, as Peter Drucker would say it, “the Fustest With the Mostest.”

However, being the first business to market is as perilous as it is popular. All too often, the company that actually prospers is not the one that is first to market but the one that truly works the opportunities created in the new market. Thus, a second winning strategy: being the second business with the capability to coax the opportunities that the first business cannot or will not provide.

As with any strategic decision, there are advantages and disadvantages to either route.

The main idea in being there first with the most is that you go first with the idea, lead with it, and put as many resources as you can into both innovating and delivering whatever it is and dominating market share.

Some of the early bird advantages:
1. There are no competitors to contend with.
You get to both define and play the game all by yourself, which is a supreme advantage. Prospects are not vetting your value proposition against any other competitor on the same dimensions, so it’s a lot easier to come up with a compelling unique value proposition.
2. The innovative edge is inherently motivating.
Doing something that no one else is doing or has done before taps into a core drive for many people. As much as innovators and engineers love to solve problems, they get really fired up to solve new problems.
3. You have the market lead once competitors do enter.
New entrants have to play the game on your turf, and we all know that the home team has the advantage. Rolling out with something new is far more compelling than being the new people rolling out something that used to be new.

Some of the disadvantages of being the early bird:
1. Novelty can be hard to sell.
Novelty is a bit of a double-edged sword; as Geoffrey Moore illustrated brilliantly in Crossing the Chasm, broad segments of the market have a bias against novelty and are waiting for the innovation to be tested. They don’t want to waste their money and time on something that may not work.
2. Most people resist change.
If you are coming up with something new, you have to advance why this new thing is a better solution than currently available (and tested) solutions. Remember, better trumps new every time – though clever marketing can alter the dimensions of better.
3. Being the early bird is expensive.
You bear the learning curve in both the development of the idea and the best ways to get it to market. You bear the infrastructure setup costs. And your marketing team has to work harder to shift values and build trust.
4. You are the new kid on the block that opens new ground.
This disadvantage is more than a summary of the first three – it points to the fact that you create the very conditions for other ventures to beat you.
5. Most entrepreneurs cannot stick the landing.
They cannot complete the idea, because of execution. They generally have difficulties doing the hard work of the follow-through. They cannot market and position the product in the best ways since they are too busy developing it.

Whether an advantage or disadvantage from being an early bird, you need to learn from each mistake. The challenges of business in the past decade has been so daunting for some, that many of organisations have fallen into the precipice and have lost the battle and closed their doors. Many others are living dangerously and close to the edge. There is many lessons from the mistakes those adversities can teach us and more.

It is a fact that for whatever reason, on whatever level, there are leaders who make on occasions bad or wrong choices in response to the onslaught of bad news; leaders unable to weather the storms and sail its leadership team and company into better waters. It may not have been completely their fault, and this is not meant to criticise anyone, but certainly some of the blame can accurately be placed at their failure of business/commercial acumen, knowledge and leadership.

Management need to observe at what decisions were made, and when, that contributed to the failure, and what were, in the final analysis, the real risks that were taken that proved too much.

Understanding that you can eliminate future risk, and the risks through shared planning and managed execution.

Finally, certainly we can learn from our successes, but it is more likely people learn as much, if not more, from their failures through adversity. And the need to increase learning from past mistakes include the compliance and regulation challenges on management and board agendas.

Steven Wright once said:

“A conclusion is the place where you got tired of thinking”

The Entrepreneurs Library – inside ‘Freedom After the Sharks’

Podcast with ‘The Entrepreneurs Library’ about my first book, ‘Freedom After the Sharks’.

“In this episode, Geoff Hudson-Searle shares his book Freedom After The Sharks where he helps you make dreams become reality and shows you how to be the master of that journey.

In his book Hudson-Searle takes you on his life’s journey after working in 160 countries to helping fortune 100 companies and starting his career into entrepreneurship. His goal is to show the truths, trials, and tribulations he went through when going into business and launching a company.

This book is perfect for entrepreneurs who learn what it takes to succeed in life by following the experiences of other entrepreneurs who have struggled and made it to the top.”

Enjoy!

Geoff

Do we have the power to say and do ‘when’?

One of my good friends recently visited me at my offices for coffee, we always have a set of thought provoking discussions and a set of “Meaningful Conversations”. The good thing about meeting my friend and associate is that I never close down the meeting early, we always have some much to discuss and we are both afraid of losing creative time.

We started to talk around one of his latest inventions ‘the listening map’ this gave me plenty to observe when suddenly if was my time to interject with my thoughts and I said ‘do we actually know when it is time to listen, for that matter do we know when to have the power to say or do absolutely anything in life? Is there a power of when?

This brought our thinking across to ‘What exactly makes for quality living? No two persons think alike on this matter. One may aspire for a bigger car, while another long’s for cycling lanes on main roads for a low-cost, pollution-free and safe commute. Rather than assuming what constitutes a high quality of life.

Quality of life around the world was revealed recently and the Great Britain did not even make the top 10. The UK has come 16th in a quality of life index of world nations. The index placed Saudi Arabia and Turkmenistan above the UK in terms of quality of life, as the country placed 9th in Europe. The data from Numbeo, the world’s largest database of user-generated content about cities and countries, was collated from online surveys, not official government reports.

Happiness is proved to be connected to the quality of life, or is it?

The first World Happiness Report was published in April, 2012, in support of the UN High Level Meeting on happiness and well-being. Since then the world has come a long way. Increasingly, happiness is considered to be the proper measure of social progress and the goal of public policy. You can read it here: Paris, 1-2 June 2016 OECD WEEK

There are many factors that can influence the quality of life, but let’s consider: what do modern people mean by “quality of life”? The modern conception of quality of life is a combination of factors: environment, standard of living, mental and physical health, social position, education, etc. But can we say with confidence that these are the only factors that determine one’s quality of life, or is there something else? Something that is more important than all the well known and well studied factors?

Philosophers say that when you change your attitude, you change your life. This does not mean that external factors are not important, but a person’s mental state is sometimes the key to understanding an illness. Thus, we can conclude that quality of life is determined mostly not by external but by internal conditions. If we want to enhance the quality of life, we must focus our attention on those factors that may change people from deep inside; otherwise all external conditions, including high living standards and social positions, will be meaningless.

Talking about new technologies, scientists must always keep in mind harmony and nature, and only after analysing their inventions from this point of view should they decide to give life to them. We also have to remember that our life depends on the natural environment, and that in caring for nature we care for ourselves. When every single person tries every day to bring quality to every kind of activity and for every kind of human being, this will enhance the quality of life for everybody in the world. Freedom, creativity, learning, harmony in everything we do—these are the real factors that produce a high quality of life and a healthy nation, and provide our progeny with a strong foundation for the future.

There were some really interesting studies from the Quality of Life Research Unit, University of Toronto whose findings showed:
0ur definition of quality of life is: The degree to which a person enjoys the important possibilities of his/her life. Possibilities result from the opportunities and limitations each person has in his/her life and reflect the interaction of personal and environmental factors. Enjoyment has two components: the experience of satisfaction and the possession or achievement of some characteristic, as illustrated by the expression: “She enjoys good health.” Three major life domains are identified: Being, Belonging, and Becoming. The conceptualisation of those three domains of quality of life were developed from the insights of various writers.

The Being domain includes the basic aspects of “who one is” and has three sub-domains:

  • Physical Being includes aspects of physical health, personal hygiene, nutrition, exercise, grooming, clothing, and physical appearance
  • Psychological Being includes the person’s psychological health and adjustment, cognitions, feelings, and evaluations concerning the self, and self-control
  • Spiritual Being reflects personal values, personal standards of conduct, and spiritual beliefs which may or may not be associated with organized religions.

Belonging includes the person’s fit with his/her environments and also has three sub-domains.

  • Physical Belonging is defined as the connections the person has with his/her physical environments such as home, workplace, neighbourhood, school and community
  • Social Belonging includes links with social environments and includes the sense of acceptance by intimate others, family, friends, co-workers, and neighbourhood and community
  • Community Belonging represents access to resources normally available to community members, such as adequate income, health and social services, employment, educational and recreational programs, and community activities.

Becoming refers to the purposeful activities carried out to achieve personal goals, hopes, and wishes.

  • Practical Becoming describes day-to-day actions such as domestic activities, paid work, school or volunteer activities, and seeing to health or social needs
  • Leisure Becomingincludes activities that promote relaxation and stress reduction. These include card games, neighbourhood walks, and family visits, or longer duration activities such as vacations or holidays
  • Growth Becoming activities promote the improvement or maintenance of knowledge and skills.

I said earlier in my blog that no two persons can think alike, when you start to examine this within human chronotypes it shows human behaviour in a large interindividual variation in temporal organisation. By this I mean extreme’ “larks” wake up when extreme “owls” fall asleep. These chronotypes are attributed to differences in the circadian clock, and in animals, the genetic basis of similar phenotypic differences is well established. To better understand the genetic basis of temporal organisation in humans, the authors developed a questionnaire to document individual sleep times, self-reported light exposure, and self-assessed chronotype, considering work and free days separately. A report which was written by T. Roenneberg summarised the results of 500 questionnaires completed in a pilot study individual sleep times show large differences between work and free days, except for extreme early types. During the workweek, late chronotypes accumulate considerable sleep debt, for which they compensate on free days by lengthening their sleep by several hours. For all chronotypes, the amount of time spent outdoors in broad daylight significantly affects the timing of sleep: Increased self-reported light exposure advances sleep. The timing of self-selected sleep is multifactorial, including genetic disposition, sleep debt accumulated on workdays, and light exposure. Thus, accurate assessment of genetic chronotypes has to incorporate all of these parameters. The dependence of human chronotype on light, that is, on the amplitude of the light:dark signal, follows the known characteristics of circadian systems in all other experimental organisms. The results predict that the timing of sleep has changed during industrialisation and that a majority of humans are sleep deprived during the workweek. The implications are far ranging concerning learning, memory, vigilance, performance, and ‘quality of life’.

I recently read a fascinating book by Dr. Michael Breus PhD called “The Power of WHEN”, his ground breaking studies and easy to read book details the best time for you to have sex, ask your boss for a raise, and talk to your children. Exciting new research proves there is a right time to do just about everything, based on our biology and hormones. Dr. Breus’s new program supports us with a getting back in sync with your natural rhythm by making minor changes to your daily routine. Watch his video here: Why did Dr Michael Breus PhD write the book video

Scientific knowledge can improve the quality of life at many different levels from the routine workings of our everyday lives to global issues. Science informs public policy and personal decisions on energy, conservation, agriculture, health, transportation, communication, defense, economics, leisure, and exploration. It’s almost impossible to overstate how many aspects of modern life are impacted by scientific knowledge.

Final word, change is inevitable in life and your body will change over time, therefore it makes complete sense for you need to understand your biological clock and scheduling, you will learn when you can maximise your energy levels to get the most out of yourself and significant relationships in areas like sex, love, family, planning an event, work and even decorating the home. When you can identify improvement in these areas you can enhance your health and your life in ways you could never have imagined.

Napoleon Bonaparte once said:

“One must change one’s tactics every ten years if one wishes to maintain one’s superiority.”

My visit to Sedona – AZ

I recently celebrated my birthday in Sedona – a city that straddles the county line between Coconino and Yavapai counties in the northern Verde Valley region of the U.S. state of Arizona.

Sedona’s main attraction is its array of red sandstone formations. The formations appear to glow in brilliant orange and red when illuminated by the rising or setting sun.

Start with scenery that makes your heart leap. Sedona nestles among a geological wonderland. Multi-hued stone formations jut upwards from the high desert floor creating a vivid, mesmerising setting that changes hourly with the light. When USA Weekend compiled their Most Beautiful Places in America list, no surprises that Sedona claimed the top spot.

Surrounded by 1.8 million acres of national forest land, visitors have instant access to recreational activities. Trails for hiking and biking, along with bouncy jeep tracks, weave among the bristling forest of pinnacles, spires, buttes and domes.

Sedona has inspired me for a decade, its sheer beauty, magnificence and it is a great place to reflect and expand your thinking.

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A good friend, spoke to me this morning and discussed the quote: “Sometimes life is about risking everything for a dream no one can see, but you”. Powerful words, but exactly how many of us genuinely would risk everything for the dream?

By the way, I speak with words of wisdom on the subject, for those readers who have read my first book ‘Freedom after the Sharks’, you will know that this book was written on the basis of a non-fiction and true story, at the time this book was published and still today you will find very few authors very rarely explain the true journey of their life, I have never truly understood why people want to erase or try to forget adverse experiences, (by the way, research shows that you cannot choose to forget or erase life experiences) these are the very moments that we learn and whilst we may not understand why we are being forced in a certain direction, through these experiences we will build strength of character.

If your life choice is to leave a relationship, move to a new city or change country, leave a secure job or to set up a new business, many of us find ourselves facing big life decisions with little or no tools to help us make the best choice.

Sure, you can ask family and friends for their opinion, but often you leave those conversations more confused than when you started, you will always be the adviser with the most wisdom, your intuitive self will always have the right answer, whether you choose to listen or not.

You have a natural knowing within you that transcends logic, reason and experience and most definitely other people’s opinions. The problem is that most of us haven’t been taught how to access or trust our inner wisdom.

Because in my experience, whether I succeeded or failed was irrelevant once I was clear that the path I was taking was truly what was driving me as a person. I owned it and knew with 100% certainty that no matter what happened, I made the best decision for me, in life I have never had any regrets only life experiences that has made me the person I am today.

Whether life is telling you to be a Fighter Pilot, a Michelin chef, an Accountant or the world’s next Fin-Tech billionaire, you will need to ask yourself a few questions…..

Do you have the experience or are you prepared to retrain for your quest?
How hard are you prepared to fight for what your heart’s desire? Being truly successful means putting in the work to forge ahead. For careers that require qualifications, for the entrepreneurially minded it means rolling up your sleaves, working all hours and sacrificing the little luxuries until your idea/s begins to fly. Climbing the career ladder? Be prepared to start at the bottom and anticipate doing your fair share of tasks, tenacity, determination and nerves of steel are a prerequisite.

Have you just woken up with the big idea?
Success is born out of passion and there is no easy answer, no short cuts. It will be harder to reach than you first envisage. What are your strengths? What are the activities that make your heart dance, what drives you as a person? What profession motivates so much every day that you would never want to stop, regardless of your age and retirement?

The power of the relationship
Your friends, your colleagues, your associates and your loved ones need to support your idea/s their commitment and support is an imperative. Making things happen also means being a part of the business community, you need to introduce yourself to many people. Whether it is making contact with prospective employers, scouting for clients and collaborators, attending networking events or promoting yourself online, people need to know what you’ve got to offer if they’re going to help you succeed, and you absolutely need a mentor and confident.

Finances
The Idea/s are powerful but you need to have a roof, pay bills and food. If you are starting your own business then sooner or later you are going to going to need to generate invoices and the management of actually being paid. This can leave you in a tight position to get things up and running without a proper runway for operating and this is where many people and business ideas fail. The solutions are as varied as the challenges. You could look to friends and family, angel investors or seek loans or grants, do go to my website and download the free capital raise handbook for business development and growth, http://www.hsbusinessmanagement.com/

Maya Angelou once said:

“My mission in life is not merely to survive, but to thrive; and to do so with some passion, some compassion, some humor, and some style.”

So exactly how do we value time?

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I recently had breakfast with a senior partner of an exceptional accounting firm in London, he is a personal friend and associate, we often meet to discuss many strategic topics and met to discuss my new book, “Meaningful Conversations”. During the course of breakfast we decided to focus on one of his questions: ‘What is the most valuable commodity we all have today?’ The answer I gave was ‘time’.

So, what exactly is time and how do we qualify time?

According to Wikipedia, Time is the indefinite continued progress of existence and events that occur in apparently irreversible succession from the past through the present to the future. Time is a component quantity of various measurements used to sequence events, to compare the duration of events or the intervals between them, and to quantify rates of change of quantities in material reality or in the conscious experience. Time is often referred to as the fourth dimension, along with the three spatial dimensions.

Actually, time is something none of us can get more of, so the management of time is one of the most important aspects of what you need to do as a purposeful leader.

One of the best analogies you can use in your company regarding time is asking your employees to equate one hour of time to one pound. When I was in corporate management, I would ask my directors who entered my door:
1. Is that a one pound decision?
2. One hundred pound decision?
3. Or a one thousand pound decision?
If they would answer option 3 they could take a seat.

It really is helpful to look at your time just as you look at investing your money. Because, in essence, you are looking for the same result: you are looking for the best return on your time.

Taking this thought process one step further, let’s ask the question, “Who am I spending my time with?” All too often, managers spend their time where the problems are, not where the results are. While we need to deal with problems, we want our focus to be on results. Our job as leaders puts us in a position where we have to deal with problems and poor performance. But we need some parameters to help us understand both the issue of time and the investment of time.

One of the most touted management/leadership teachings out there is: “Spend 80 percent of your time with your top performers.” Another is: “Your team should be measured based on the 20 percent top performers, 70 percent role players and 10 percent poor performers.” In theory, I agree. But I think these teachings fall short. Not enough is written, or taught, about the critical 80 percent of your workforce and how to improve their performance through minimum performance standards.

Time is seen in a particularly different light by Eastern and Western cultures, and even within these groupings assumes quite dissimilar aspects from country to country.

In the Western Hemisphere, the United States and Mexico employ time in such diametrically opposing manners that it causes intense friction between the two peoples.

In Western Europe, the Swiss attitude to time bears little relation to that of neighboring Italy.

Thai’s do not evaluate the passing of time in the same way that the Japanese do. In the UK the future stretches out in front of you. In Madagascar it flows into the back of your head from behind.

Let us begin with the American concept of time, for their’s is the most expensive, as anyone who has had to deal with American doctors, dentists or lawyers will tell you.

For an American, time is truly money. In a profit-oriented society, time is a precious, even scarce, commodity. It flows fast, like a mountain river in the spring, and if you want to benefit from its passing, you have to move fast with it. Americans are people of action; they cannot bear to be idle. The past is over, but the present you can seize, parcel and package and make it work for you in the immediate future. In the U.S. you have to make money, otherwise you are nobody. If you have 40 years of earning capacity and you want to make $4 million, that means $100,000 per annum. If you can achieve this in 250 working days, that comes to $400 a day or $50 an hour. With this orientation American’s can say that their time costs $50 an hour. Americans also talk about wasting, spending, budgeting and saving time.

This seems logical enough, until one begins to apply the idea to other cultures. Has the Portuguese fisherman, who failed to hook a fish in two hours, wasted his time? Has the Sicilian priest, failing to make a convert on Thursday, lost ground? Have the German composer, the French poet, the Spanish painter, devoid of ideas last week, missed opportunities that can be qualified in monetary terms?

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The Americans are not the only ones who sanctify timekeeping, for it is practically a religion in Switzerland and Germany, too. These countries, along with Britain, the Anglo-Saxon world in general, the Netherlands, Austria and Scandinavia, have a linear vision of time and action. They suspect, like the Americans, that time is passing (being wasted) without decisions being made or actions being performed.

These groups are also monochronic; that is, they prefer to do only one thing at a time, to concentrate on it and do it within a fixed schedule. They think that in this way they get more things done — and more efficiently. Furthermore, being imbued with the Protestant work ethic, they equate working time with success: the harder you work — the more hours, that is — the more successful you will be and the more money you will make. This idea makes perfect sense to American ears, would carry less weight in class-conscious Britain, and would be viewed as entirely unrealistic in Southern European countries, where authority, privilege and birth right negate the theory at every turn. In a society such as existed in the Soviet Union, one could postulate that those who achieved substantial remuneration by working little (or not at all) were the most successful of all.

Richrd Lewis who wrote “When Cultures Collide” has a view that in countries inhabited by linear-active people, time is clock- and calendar- related, segmented in an abstract manner for our convenience, measurement, and disposal. In multi-active cultures like the Arab and Latin spheres, time is event- or personality-related, a subjective commodity which can be manipulated, molded, stretched, or dispensed with, irrespective of what the clock says.

“I have to rush,” says the American, “my time is up.” The Spaniard or Arab, scornful of this submissive attitude to schedules, would only use this expression if death were imminent.

In a Buddhist culture (e.g., Thailand, Tibet), not only time but also life itself goes around in a circle. Whatever we plan, however we organize our particular world, generation follows generation; governments and rulers will succeed each other; crops will be harvested; monsoons, earthquakes and other catastrophes will recur; taxes will be paid; the sun and moon will rise and set; stocks and shares will rise and fall. Even the Americans will not change such events, certainly not by rushing things.

Cyclic time is not seen as a straight road leading from our feet to the horizon, but as a curved one which in one year’s time will lead us through “scenery” and conditions very similar to what we experience at the present moment. Observers of cyclic time are less disciplined in their planning of the future, since they believe that it cannot be managed and that humans make life easier for themselves by “harmonising” with the laws and cyclic events of nature. Yet in such cultures a general form of planning is still possible, for many things are fairly regular and well understood.

As a business leader, you must understand the value of making a time management decision on where to spend your time to get the most beneficial results for your company. Your top 20 percent will always perform at a high level, and you do need to devote time to coaching them to even greater success. That’s a very good use of 80 percent of your time and effort. The other 20 percent of your time, focused on the remaining 80 percent of your workforce or team, should be used to establish, communicate and promote the minimum standards for working at your company. The message you want to communicate is, “You have to work at a certain level if you want to work here.” You must clearly establish that you no longer allow employees to come to work and just exist without being accountable to minimum standards.

If you adopt this concept, you will find that 80 percent of your employee base will contribute to the growth and success of your company or department, and your top 20 percent performers will be inspired to try even harder. The point is, your top performers will always perform at a high level. You do need to invest your time with them to coach them to even greater success. Using the remaining 20 percent of your time to raise the standards of the other 80 percent of your employees will create an environment of incremental growth through your largest body of employees.

What is the conclusion around the true worth of time?

My belief is, know your value and do not accept being treated in a way less than you deserve. You must have realistic expectations, demands and a sense of entitlement. I am saying that as an individual you need to be treated the way you treat others, and vice versa. The minute you negotiate your self-worth and accept less, you say to the universe that you do not deserve any better, and the vicious cycle/patterns will start to begin. Change for yourself and of course, friends and partners are a great mirror reflections that help you grow.

Finally, time is not money, the truth of the matter is ‘the time is money’ adage has got us all into a lot more trouble than we realise. Because we live our lives based on the misleading premise that time is money, we attempt to do more in less time. We begin to confuse activity with productivity, as if the ‘doing’ will grant us ‘being’. Inadvertently, we jump on the hamster wheel, running as fast as we can with a competitive mentality about the clock and what it supposedly represents in our lives and in the lives of others. We have a negative relationship with time that gives us a sense of time starvation instead of abundance. Even our precious vacation time is not immune from the time-money equation.

This quote is an inspiring reminder:

“But the most exciting, challenging and significant relationship of all is the one you have with yourself. And if you can find someone to love the you, you love, well, that’s just fabulous.”

Quantity business relationship vs quality business relationship

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While businesses tend to want as many clients as they can get, what good would getting the client be without the ability to retain them? If a business is busy taking on too many projects to produce quality products and services for their client, it’s likely that they will lose them. On the other hand, if a business paces itself and spends quality time making new connections and building relationships, they are more likely to retain the relationships and be able to move forward with the next ones.

Even though large quantities can appear as an alluring and successful sign of business, it’s easy to imagine how many clients of a quantity-focused company are not satisfied with the product or service and will not return to or stay with the company. Taking the time to build rapport with clients will increase your company’s substantial business, in turn building your company’s brand and clients’ trust. In a competitive business world, quality leads to quantity.

Michael Simmons’ Forbes article titled “The Most Important Decision You Need to Make When Building a Network”, I feel tackles the questions we are all wondering when it comes to establishing relationships. Creating an extensive network, both personally and professionally, is tempting, but it brings up the age-old dilemma: “Quality or quantity?”

Initially, growth is both essential and inevitable. But at what point does expansion begin to hinder progress?
Research shows, after immense growth, it is essential to re-evaluate your network. Once you have reached capacity, a large-scale network becomes inefficient and difficult to maintain. In order to combat this, it is important to understand that as networks increase in size, quality becomes much more important than quantity.

Instead of forcing expansion, it becomes more beneficial to establish close, valuable relationships. At that point, we must then decide which relationships are most important so that we are best able to foster and encourage their growth.

Focusing on quality should be foundational for any business and extend from the design of the website to the latest product hitting the shelves. The quality vs. quantity debate can be relevant to every aspect of your business. Do you want to optimize your sales processes, marketing efforts, employee happiness and every other attribute of your business? Of course you do. Here are 5 tips to increase business whilst maintaining quality relationships

1. Increase sales with higher quality leads.
The quality of your customer data affects every subsequent step in your buyer pipeline. It’s about more than just accuracy. Low quality leads waste your team’s time on research, data entry and chasing dead ends. High quality leads facilitate better reporting, automation and segmentation.

2. Ensure all products/services are flawless.
One quality product or service is often worth at least 100 mediocre alternatives. Have you ever noticed that luxury boutiques have many fewer shelves than the big box stores? Not only do boutiques usually have higher quality, but they also have more loyal customers, higher sales points and are generally a much more reasonable venture for a startup or the small business owner.

3. Don’t take SEO shortcuts.
If you know about search engine optimisation (SEO), you have probably heard about black hat tricks. These are illegal moves to falsely bolster the apparent popularity of a website, and they are almost always a short-term hack until search engine algorithms catch them and penalise them. A common trick is duplicate content and/or duplicate sites. You might suppose having multiple sites with the same content can boost your SEO rankings, but it can ultimately be your undoing. Focus on one very high quality site instead of several lower quality ones.

4. Nurture relationships with premium employees.
Both high skilled employees and mediocre ones may leave your company, but the loss of top employees could hurt much more. You know who your most talented workers are, so do what it takes to keep them long term. Offer workplace programs and benefits that show employees you respect their personal growth and long-term professional goals. This will help to ensure they don’t move on before you expect.

5. Go with targeted marketing campaigns.
Be a sharpshooter with your marketing. It’s more effective to take the time to research, pinpoint and create a marketing campaign for an appropriate demographic rather than pay for thousands of inserts in the biggest newspaper in town. It’s the difference between hunting your prey in the wild and setting up for that perfect shot, or wildly shooting a machine gun into the woods.

In conclusion, quantity versus quality applies to almost everything in your business. When you think of quantity versus quality what comes to mind for you?

When I think about quantity I think about things like McDonald’s – fast food, get through fast, inexpensive, fast paced, high volume.
When I think of quality I think about The Cinnamon Club – slow, nice high-quality environment, higher price point, more luxurious, more elegant.

The reality of those differences is what makes one a quality experience versus a quantitative experience.

Quantity is really important – it may not be too exciting, but if you learn to get intimate with your numbers and you learn how to break them down, your quantitative numbers will show you a direct correlation to qualitative behavior that can drive the quantitative results.

Calvin Coolidge once said:

“Knowledge comes, but wisdom lingers. It may not be difficult to store up in the mind a vast quantity of facts within a comparatively short time, but the ability to form judgments requires the severe discipline of hard work and the tempering heat of experience and maturity”.