Seeing a New Color

"I never perfected an invention that I did not think about in terms of the service it might give others... I find out what the world needs, then I proceed to invent."

~ Thomas Edison


Imagine that you have seen a new color. This color is not a new mix created from our current color wheel. Once seen, your view of the world would change and you would be able to see it everyday, interwoven like a thread or over everything like a broad brush stroke. Imagine trying to describe it to someone. The initial attempts to describe it would be filled with a series of "likes," "but not's," and "kind of likes." Finally, these attempts will give way to descriptions associated with feelings, experiences, scenarios, and imagination.
This is the bittersweet exhilaration of the Entrepreneurial spirit. You see "The New," "The Next," "The Better." You come to know that "The Best" is found in the passion and vision, not in an end-product. True entrepreneurs do not want to keep their vision to themselves. They are anxious to get the idea out, developed, and functional. They see the improbable as possible.


So, the next time someone comes up with an idea - nourish it and help them develop it through discovery questions, not critical ones. The entrepreneur will face plenty of criticism from the world. But they have seen a "new color" that until the world sees it, it won't believe in it. Believe first in the person, then the product - then you will see the "new color" that they are talking about.

~Jason Saetrum

Structured Religious Government as a Model for Building and Running a Business

Let your religion be less of a theory and more of a love affair.
~ Gilbert K. Chesterton

Both a religion and a business introduce a doctrine or product. The potential converts either see the object as a need, convinced it is a need, or don’t see it as applicable. Once converted / purchased, the success story establishes a stronger sense of desire and interest among others. The missionary program markets and sells the product. The government establishes a top-down administrative model that does not cave to fickle individuals. Changes in the product periphery do not change the organizational structure, practices, or core doctrine / product line. The church extends distribution by opening additional parishes and adding converts. To maintain quality control, the church requires certification, ongoing training, standardization of teachings, demonstration of understanding, and quality audits. The model continues to grow in reach and conversions, strengthening at each step.

Corporate Acupuncture

"The secret of success is learning how to use pain and pleasure instead of having pain and pleasure use you. If you do that, you're in control of your life. If you don't, life controls you."

~ Anthony Robbins

Everywhere there is a "touch-point" there is the possibility of a "pain-point." Touch-points could also be viewed as points of interaction between two unique identities - the interface. Typical interactions include customer & customer service, application A & application B, and etc. Issues between touch-points are typically failures in the communication medium. The goal here is to minimize and eliminate pain-points. Ideally, we turn every touch-point to a "pleasure-point."

Companies need to remember that customers are buying the product / service for what it provides, not for what it is. In its entirety, a product includes ALL touch-points between the customer and the company - including vendors, documentation, advertising, web, customer service, and etc. To better appreciate this concept, consider everything that the company is paying for to obtain a happy, paying, loyal, vocal customer.

To prioritize, companies need to perform a Cost / Benefit analysis - qualify and quantify the soft and hard impacts. There are no pain-points that won't negatively impact the bottom-line.

Some of the common touch-points to consider include the following:

• Customer: Direct (web, phone, face-to-face) or indirect (policies, procedures, manufacturing, after-market repairs) contact with the customer
• IT: Interaction (connectivity, functionality, efficiency) within the IT or other physical infrastructures.
• Financial: Revenue streams (direct, indirect, secondary, etc.), and costs (consider all vertical and horizontal business partners).
• Operational: Infrastructure (operational, organizational, procedural, communication channels and methods, physical and virtual connectivity, and etc.)
• Employees: Employee KSA's (knowledge, skills, and abilities) and company related interactions with the employee (payroll, organization, training, rewards).

In evaluating these touch-points, look at their effectiveness, efficiency, and resources utilized. At each process / step / point, assign a $ figure. While looking at the costs or revenue streams, look for ways to improve the effectiveness, efficiency, and resources utilized. One can continue evaluating by performing a SWOT or Porter’s Five Forces analysis and make plans to turn everything into a Strength and Opportunity.

By having this comprehensive vision of the company, division, or team, you can quickly see the areas of opportunity to maximize profits, reduce overhead, perform and provide more effectively and efficiently, and establish realistic ROI projections to justify financial allocations.

~ Jason Saetrum

Stop Enabling Your Infrastructure Gaps

"Concentrate all your thoughts upon the work at hand. The sun's rays do not burn until brought to a focus. "

~ Alexander Graham Bell

As corporate performance is evaluated, it needs to be accepted that gaps in infrastructure are either costing the company time, money, efficiency, effectiveness, or inhibiting its growth (Infrastructure referring to technology, knowledge, skills, policies, procedures, people, and etc.)

The following steps are used to flush out and eliminate technical gaps by establishing the correct IT infrastructure top-down and not by evolving bottom-up. Technical infrastructure should always be built around the business requirements needed to achieve success and must be scalable for growth.

1. Establish clear, measurable corporate and divisional goals.
2. Associate hard $$$ figures to each goal - this will aid in determining ROI and assist in justifying implementation costs.
3. Identify the specific results that will achieve the goals.
4. Establish the specific a) business practices; b) information; and c) metrics needed to drive the results.
5. Layout the business requirements needed to support these initiatives.
6. Determine and design what IT tools need to be put into place to provide the required information, metrics, and 'hard' policies ('hard' policies are restrictions and requirements build into the functionality or limitations of an IT tool.) Operations will drive 'soft' policies ('soft' policies are requirements and restrictions managed through training and face-to-face interaction.) Policies outline the best practice activities.
7. Implement.

IF existing IT and Operational infrastructures are in place:

1. Complete steps 1 - 6 listed above, then...
2. Separately line-up the existing and the desired IT and Operational infrastructures.
3. Identify gaps between the two. (Note: the desired IT and Operational infrastructures are the solutions. Any intermediate steps used to reach the same results are 'workarounds' and NOT solutions. Items and activities used to quickly bridge/workaround a gap are 'stop-gaps.')
4. Put together a project plan on getting from 'here' to 'there' - technically and operationally. Note all interdependencies.
5. Implement.

This way policies and tools will be built around best practices (used to achieve the goals) vs. the improved support of current practices. (Note: anticipate the need to mitigate the impact of new policies, procedures, and tools on the staff.)

~ Jason Saetrum

Leadership and the Leaf

"The key to change... is overcoming fear."

~Rosanne Cash

By default people are adverse to change. People will continue in a given path, or paradigm, until their current paradigm becomes too painful to stay in - when their pain overcomes their fear (what a miserable way to grow and develop).


Leading a team to a successful solution often requires change. It may be a minor course correction or the equivalent of turning an aircraft-carrier. Most of the time the definition of success does not come from the team members, but comes from customers, clients, or the management team. The first step is taking the time to make sure that everyone involved understands how success is defined, and that each of them are responsible for making it a reality. 


One common obstacle are team members so ingrained in doing their job/function a certain way that they go through "shock" and see the change as a complete redraft of their "identity." At times they may feel that they are seen as failures because the goal has changed, and that perhaps their efforts weren't good enough. Some employees may take it to the next level of seeing the leaders as personal threats.


Leaders need to continually keep the definition of success in front of the teams' eyes. There needs to be metrics and measurements, reporting of progress,  genuine and specific feedback and compliments. Leaders need to stay confident and focused.

An excellent example is from Disney's movie "A Bug's Life." In this scene, ants are working on gathering food for the winter and a leaf falls into their path. So used to the normal way of doing things, this obstacle becomes insurmountable for the working ants. Following is the dialogue between the ants:

• FIRST ANT IN LINE:  I’m lost!!! Where’s the line?! What do we do?!
• ANOTHER ANT:  We’ll be stuck here forever!
• MR. SOIL:  Do not panic! Do not panic! We are trained professionals. Now, stay calm. We are going around the leaf.
• FIRST ANT:  Around the leaf? I don’t think we can do that.
• MR. SOIL:  Oh, nonsense! This is nothing compared to the “Twig of ‘93”. (He begins to guide them around the fallen leaf.) That’s it…that’s it…good! There you go, there you go!  Watch my eyes; don’t look away. And here’s the line again!
• FIRST ANT:  Thank you! Thank you, Mr. Soil!
• MR. SOIL:  Good job, everybody!

One key to overcoming fear is to look to someone that has already overcome it themselves. Leaders will sacrifice their fear for success. The most common fear is not just of the unknown, but that the consequences of facing the unknown will embarrass or threaten the pride of the individuals.


Real life:
Once I was faced with changing the mind-set of a team of customer service technicians who were dedicated to, and took pride in, troubleshooting computer components to the "nth" degree. Faced with the rising costs of support and the falling margins in product sales, the client reset the definition of success - resulting in a "hard" time limit on how long a product could be troubleshot.
Upon delivering these new guidelines and reaffirming the requirement for high resolution rates and high quality of customer service, the technicians began throwing their hands up in the air and asking how this could be done, etc., etc.


A brief snapshot of "going around the leaf..."

• I re-clarified how the client defined success, answered questions until we were all in complete understanding, and established how success was to be measured. Made sure that everyone understood that they were responsible and accountable for making success happen.
  
• I setup charts, whiteboards, and other reporting components to keep status and the goal front and center, and to keep the team informed. It lets the team know that we are all in this together and that we are keeping an eye on it. Assign the updating of the boards, and etc. to different team members (at times giving it to the lower performer) to reinforce the ownership of the performance.
  
• Take the time to give everyone one-on-one feedback, identify top performers, and set personal goals with the lower performers (when setting goals with team members / subordinates, always include what you as a leader can do to assist them) and never fail to follow-up (and never call public attention to the low performer). Ideally, you get the client or executive team involved in recognizing the individual and team performance.
• Continually remind the team members what their responsibilities are, how success is defined and measured, keep them informed, hold them accountable, and stay positive (!)... Rally the troops!

~ Jason Saetrum

Orient Your Compass

"Although the world is full of suffering, it is also full of the overcoming of it."

~ Helen Keller

It is essential to have leadership that is visionary and solution-oriented. A leader needs to look beyond the current paradigm, perceive existing and potential threats, and envision success in its multiple levels and final attainment.

To be "goal-oriented" is not enough. "Solution-oriented" will always lead to the higher ideal and requires sacrifice of even one's self. Goals will lead to achievements whether they be productive or not, while successful solutions will lead to systems of worthy achievements.   "Solution-oriented" ultimately assumes that there are things in life worth more than one's life. 

The key to business and life is to be solution-oriented, and then surround yourself with leaders that imbue that same attribute.

~ Jason Saetrum

It's All About the "Honest Self"

"Complete Honesty in being Self-aware, Self-assessing, and Self-correcting are the keys to achievement"

~ Jason Saetrum

I approach this subject as a declaration that true leaders are those that have these characteristics. Only with these internal systems working are leaders able to lead with vision, integrity, and course-correction as needed.

If we're going to get down to success, real success, in life and business we need to be "real" in our lives and with ourselves. This entry is a bit more that just about self-reflection. We need to "turn on" our ability and obligation to be self-aware, self-assessing, self-correcting, and self-improving. This is not a one-time thing. It may start out as a significant awakening, but we need to build these abilities both into our conscious and subconscious, so that as we go through our day we are able to imperceptibly, optimize those incremental moments of time to improve. Without performing these functions in honesty we live in a world of self-justification and lies. Happiness is an imitation and will always be based upon external circumstances.

Though sometimes painful, each of us needs to begin at our own level and understanding. "To thine own self be true" ("Hamlet," Shakespeare). We should never let external comparison get in the way of our progression. "Determination" is what we need to reach our "best self."

Following is a passage from a speech that I believe is very applicable here:

"The issue is truth... and the only way to find truth is through uncompromising self-education toward self-honesty to see the original “real me,” ...in its innocence and potential in contrast to the influence from the other part of me, “the flesh,” with its selfish desires and foolishness. Only in that state of pure honesty are we able to see truth in its complete dimension. Honesty may not be everything, but everything is nothing without honesty." (F. Enzio Busche, “Truth Is the Issue”)

~ Jason Saetrum

You Are Not True Business Partners Until...

"I have found no greater satisfaction than achieving success through honest dealing and strict adherence to the view that, for you to gain, those you deal with should gain as well."

~ Alan Greenspan

If you are a company finding yourself in need of, or are considering, outsourcing - you may want to consider becoming an equity owner in that outsource provider. Your equity position will strengthen your client position.

Juxtaposed to a contract, the equity provides an increased commitment between the two parties. As true business partners, each side becomes more interested in each others' success.

You will find that your level of equity will "raise your hand higher" and "increase the volume of your voice" in setting expectations and getting results.

As a business owner, you will find:
- Benefits in the reduced overhead costs associated with outsourcing.
- Benefits in the customer satisfaction and turn-around times associated with "in-house" oversight.

2 Additional items to consider:

- Conflicts of interest if the outsource provider is supporting industry competitors.
- Bringing your outsource provider in as an equity owner in your company too...

~ Jason Saetrum

Business Plans

"When the time for action arrives, the time for preparation has past."

~ Author Unknown

Whether you are a large, seasoned company, small start-up, or are preparing to launch or buy a business you need a plan. The plan(s) need to be written down. The questions that you will answer will open your mind to possibilities and to limitations. It is the process of taking ownership and control of your success. There is truly no random success. You will use this plan to crystallize your goals, ideas, passion, and vision. Your plan will reflect you – what you see. It is the tool by which you relay information and your vision to its readers.

Why a business plan?

• $ - To be successful you will need money – investment capital in the form of your savings account, bank or personal loans, or selling equity into your company. If anyone is going to give you money (loan or investment) they will want to see what the hype is about. How is it going to be successful? Do you have a grasp on how the company will be successful? What challenges do you face? How much money will you need, and in what installments? Will you be able to pay back your loan with interest or what their dividends will be and when will they come.

• ?? – To explore, formulate, and understand what your goals are. It forces the evaluation of the feasibility of the business. Determine where you are going to take this company and how it will operate. The plan will lay the foundation for your products and services, marketing approach, corporate culture, cash flows, training, and etc. Template your company - don’t limit it, but give it room to grow and develop.

If done correctly, the business plan will feed your passion, fuel your fire, lay the foundation for success, and open opportunities for greater ideas. Your company is not slave to the plan, but draws upon it for identity and focus. Your systems and procedures will be built to support the mission and vision of the company.

Don’t sell yourself short!

Business Plans May Include the Following:

I.	Executive Summary
II.	Investment Opportunity
III.	Industry Overview & History
IV.	Current Operations
V.	S.W.O.T. or Porter’s Five Forces Analysis
VI.	Strategic Plan / Positioning
VII.	Operating Plans
VIII.	Marketing
IX.	Company Organizational Chart
X.	Projects / Proposal
XI.	Economic Impact
XII.	Philanthropy
XIII.	Environmental Responsibility
XIV.	Financial Calculations
XV.	Pro-Forma / Budget / P&L
XVI.	Management Biographies
XVII.	Appendices

~ Jason Saetrum

Solution Storming

"Everyone in the group must sacrifice their pride in commitment to the best solution."

~ Jason Saetrum

There are many, many types and reasons for brain-storming sessions.

Note: before beginning any session the facilitator must establish the ground rules of mutual respect and confidentiality. What is said is not to be held against one, so that ideas and opinions can flow freely.

In meetings where the "issue to be resolved" or the "area to improve" has already been defined, the facilitator leads the discussion by establishing a rough sketch of what "success" looks like. "Sketching" out success involves helping the participants to perceive the solution in action. When describing the "solution in action," is not the time to explore or consider the costs or constraints. Setting the stage for discussion does not involve many details, thus the term "sketch." Sketches consist of which ones will bring the greatest Customer Satisfaction, greatest number of Sales, strengthen the company's Core Competency(ies), or expand the company's Offerings.

Before beginning, the facilitator should bring in an individual to act as scribe to record the comments (but not who said things - i.e. confidentiality). The facilitator should be in front the team writing comments on the board, clarifying ideas (not leading to a specific agenda). As discussion progresses, there will come natural "groupings" of ideas - at this point the facilitator needs to begin focusing the team on one grouping at a time (otherwise the ideas will become more immense, unrelated, and the team members will degrade into arguments or withdraw in silence.) Groupings should be limited down to 3-5 categories.

As the facilitator conducts these more focused "storms" it comes time to push, explore, and ask more questions of the speakers. In addition, it is now time to introduce one of the constraints involved with developing and implementing a solution. While reviewing what has been brought up, evaluate them one-by-one using this one constraint. Naturally, the constraint will weed some of the ideas out. (Remind the team members that those ideas are not "dead" but just not available at this time.)

Some of the primary constraints to consider are time, budget, and resources.

- Time includes the amount of time to be started, completed, revised, and etc.

- Budget involves the seed capital, incremental distributions, what and when accounts are payable and receivable, and overall finances.

- Resources (make this the last constraint to discuss) include staff, in-house knowledge, space, equipment / tools, and etc.

Once the groupings have been filtered with one constraint, move onto a second constraint. Continue the process constraint by constraint until the team is down to a few (3-5) final solutions. With the team, select the top 3 items that are perceived to address the original need - e.g. which ones will bring the greatest Customer Satisfaction, greatest number of Sales, strengthen the company's Core Competency(ies), or expand the company's Offerings. Note: as mentioned previously these criteria should have already been established at the beginning of the meeting and referenced throughout.

To develop and "own" the solution(s), keep asking the questions "How, What, When, Where, and Why?" until the idea(s) are completely comprehended by all in the group.

When a facilitator brings the ideas from the team it is time to perform the next-level management evaluations of: Cost / Benefit, Buy vs. Build, and ROI. The brain-storming team should not be the ones that perform these evaluations.

~ Jason Saetrum