“The only thing of real importance that leaders do is to create and manage culture.”- Edgar Schein
“Culture eats strategy for breakfast.”
How did Nike create a culture of innovation and transparency that stood the test of tumultuous decades? The All Blacks loom large as opponents and play rugby with a consistent high velocity of attack and creativity, how do they maintain their courage, almost inhumane levels of skill, fitness and drive to be the best in the world? What amount of hard work and what level of quality was the asking price for iconic entrepreneurs such as for example Steve Jobs’ success?
It is an impossible task to even attempt to answer these questions in one article. The goal of this writing is instead to focus on a common “golden thread” that flows through the sustained successes of most iconic companies, teams, and entrepreneurs. This “golden thread” is a delicate, sophisticated, yet extremely rewarding concept when applied with skill and perseverance and it goes by the name of Culture.
There is much more to culture than simply observing what the collective habits, dislikes, symbolism, language use and preferences within that specific business or team culture is. For simplicity and clarity, I will only focus on three key principles that current and past masters of culture have applied to help build and sustain a successful culture.
“Accustom yourself to tireless activity” – Alexander Vasilyevich Suvorov.
Principle 1: A successful culture can only be built and maintained by consistent, effective, hard work and perseverance
It was recorded in history that General Suvorov, a Russian Supreme commander never lost a battle. He ensured that his soldiers went through consistent training and tireless activity and kept training activities as close to real battle conditions as possible.
Suvorov was a “disciple of discipline” and created a culture where his men was taught relentlessly to pay attention to detail and maintain a high level of awareness of skill requirements.
“He who is afraid is half beaten”, Suvorov maintained in his memoirs and knew that by ensuring that his men became fearless of harsh battle conditions through innovative training methods their courage would instil fear in the hearts of the enemy. A culture of excellence can only be maintained if everyone committed to the cause is already or becomes excellent at what they do.
The practical application of the first principle is to incorporate training programs that are pragmatic, inspirational and as close to real life situations as possible. Make these training programs challenging and provide mentoring and coaching to those that struggle yet show determination to improve.
It is very hard to give up if you have put in sustained hard work. Ensure that hard work is a matter of fact in your organisation, company, or business as it builds perseverance.
“NIKE INC FOSTERS A CULTURE OF INVENTION”
– Statement on Nikes’ website.
Principle 2 : Over time and in general the workforce does and follows what the leader/leadership consistently does
To establish and maintain a culture of success the leader/leaderships’ behaviour must be consistent with the vision, purpose and values of the company.
Mark Parker the CEO of Nike is reported to daily block off time in his calendar to spend time on fostering the Nike Culture of innovation and transparency. He visits the Nike dedicated innovation teams regularly to inspire them to create inventions to meet the purpose of enhancing the experience of whomever wears / uses their products.
Nike is legendary for the level of transparency in their communication and reports to employees and stakeholders. This ensures that a high level of trust forms part of their culture and that they can go forward and work together as a team at the impressive “speed of trust.”
Parker is said to have the habit of not allowing any of the Nike team members reporting to him to simply just state problems and challenges. A problem or challenge is an obstacle to their culture of invention. Therefore, he immediately poses the question: “What are we going to do about it?” to the team member who stated the issue to foster action to overcome the issue that stands in the way of invention.
To apply principle two in your business, organisation or team. Have a clear Vision, Purpose and value system, act and behave accordingly, hire for character over just talent, and fire and promote per the company values.
“It is not the strongest species that survive nor the most intelligent but the ones most responsive to change” – Charles Darwin
Principle 3: Adapt to change quickly
The All blacks have established a passionate learning culture, their coaches currently and in the past mostly come from a teaching background after all. Per James Kerr the author of “Legacy” The coaching staffs’ contracts allow for overseas trips with the sole purpose of studying other successful teams from other disciplines with the result of constant improvement and small changes to their ever-evolving training methods. As an example, the All Black scrum coach visited Japan to study Sumo and Jiu Jitsu grappling techniques which could be subtly adapted to enhance certain scrummaging situations and skills.
All Blacks management has studied successful companies, business coaching strategies, Formula one teams, and basketball and American football teams for them to have an arsenal of strategies and techniques available to them to pro – actively adapt to changes in rugby rules, conditions, and skill requirements.
Complacency births stagnation even if you have maintained a rich and successful culture up to that point. The practical lesson provided by principle three is to empower yourself, your company and team to be change adaptive by providing tools and skills for all committed to the common cause to quickly embrace changes to market conditions and external factors.
When the leadership of a company, business, or any team have created and maintained a culture of hard work, excellence, perseverance, behaviour that is consistent with the company values, and have empowered all to embrace change, this culture is likely to withstand the test of time.
4 Common Myths About Leadership That Can Hold You Back
Alignment with your values and belief systems is the foundation of becoming an effective leader.
To be a great leader in today’s world, being a brilliant knowledge expert or technician is no longer enough. Even harder is trying to learn the golden rules of the wrong and right ways to be a great leader. The amount of content spouted in countless books and resources is overwhelming let alone confusing.
To be unstoppable leaders for our businesses and our people, tuning out from the noise and distractions potentially misguiding us is pertinent now more than ever. Pay attention to any presence of these four myths and make guiding your people a more soul-enriching journey that they and you will want to continue well past your leadership term’s end.
Myth 1: Great leaders are highly ranked individuals
Richard Branson proves a classic example of how great leaders can get to the top without having ivy-league school connections and astounding qualifications. Having had enough of struggling at school, Branson dropped out of the highly reputed Stowe boarding school at the age of 16 to start a magazine called Student. The first publication sold $8000 worth of advertising. We all know the Virgin story from there on. Then there are the likes of Rachael Ray, food industry personality whose empire has amassed a $60M fortune without her having any culinary qualifications whatsoever.
There’s a common entrepreneurial DNA that runs through the veins of such leaders. An avant-garde vision, tenacity and patience seem to be common underlying themes for many. For others, it’s about making sacrifices and taking risks that could cost their life to serve a cause extending far beyond serving their own needs.
By publicly speaking out against the Pakistan Taliban’s extremist rulings, one of which of was to prevent females from accessing education, Malala Yousafzai became a target. At 15 years of age, a masked gunman boarded her school bus and shot her in the head. She survived and many months of rehabilitation spurred her determination to fight for every girl to have the opportunity to attend school. The work she achieved through establishing the Malala Fund with the undying support of her father, earned her the Nobel Peace Prize in December of 2014.
Whether from desperation or a happy place there is always the genesis of a passion driving a persistence to go against the grain and to continue the fight. Often there’s no formal training, qualification or certification in sight.
Myth 2: Following a certain checklist of behaviours will make you a great leader
The ‘fake it ‘til you make’ adage has become a common throw-away phrase consultants and coaches spout as a means to quickly build confidence. Following advice to merely emulate the behaviour of those you admire and respect can pose grave risks, especially when you become a leader by default as opposed to by your own audition. Smart teams can smell falsehood and copycats a mile away. Your integrity will often be scrutinised and your jury will constantly evaluate the values and principles you lead by. One foot wrong might end your leadership term just as quickly as it began and not necessarily by your team’s choosing.
Imagine being tasked with driving credit card sign-ups yet you yourself struggle to make repayments on your own overdraft. How long can you resist your inner conscience? You’ll feel the tug every time you invite a customer to sign up and at every request to your team to follow suit. At some point, you’ll be struggling to face yourself see in the mirror.
This article was originally posted here on Entrepreneur.com.
9 Ways To Get Employees To Buy Into Your Vision
Your business is your dream come true, now it’s time to include your employees in your vision to drive future success.
Your vision statement is the foundation of your business. It is the baseline against which all strategic planning is assessed and the benchmark against which all results are measured. However, as important as it is to have a vision when it comes to business success, it is equally important to get your employees to buy into this vision to ensure that success.
Here are nine ways to get your employees to buy into your vision by making it their dream, as much as it is yours…
- It must be believable – Your company vision needs to be within the realms of possibility otherwise people just won’t believe in it. It must be steady, achievable and relevant.
- It must be inclusive – Employees need to see how they can play a part in achieving this vision to make it relatable and inclusive. If they don’t understand what the business does, they won’t care how well the business does.
- It must be reinforced – Talk about your vision all the time. Don’t assume everybody has read it or is familiar with it as new people may not have seen it and older people may have forgotten. Constant communication is critical to ensure everyone is, literally, on the same page.
- It must be transparent – Make sure your communication around your vision is open and clear. Talk about it with clients, with all staff members, at all meetings and keep on talking until everyone understands it. When a vision is tangible and accessible it is far more achievable than when it is ethereal and vague.
- It must be practical – Don’t make flamboyant statements that are almost impossible to achieve like, ‘We will be number one in X!’. Be practical. It doesn’t matter if you’re not number one, it does matter that your vision is practical.
- It must be shared – Connect people’s careers to the vision by creating opportunities for them. Show them how the work they do is tied back to the vision and the business. If the business is only about profit and customer, then employees often don’t see how they fit in or why they are important. Create opportunities for them and they will be inspired to achieve your vision.
- It must be people-centric – People make up the core of your business. It is bigger than just one person or one idea. So, give them something to aspire to with a realistic, practical and human company vision.
- It must have purpose – Embed your vision and its values into the way you do business. The way you treat your employees and your customers and the choices you make should all reflect your vision. Take it beyond just ‘We want to make money’ and show how your vision positively affects your community and others.
- It must be visible – Put your vision on doors, in emails, on letterheads, in proposals. Show what you stand for at every opportunity. Employees need to feel that there is a cohesive plan for the future. This will not only drive engagement but it will keep them steadfast when times get tough – they believe in the ship too much for it to sink.
What’s Your Number? How To Unpack Company Valuations
Business is booming. Investors want in. But how do you put a price on the value of the company you have built with your own hands?
Company valuations is such a hazy part of the scale-up journey of a private company. Putting a price tag on a business is both art and science. At the end of the day, the number that makes the headlines (if ever disclosed) will be where willing buyer and willing seller meet.
But how do you , as business owner, go about setting your asking price? Before approaching investors, it’s a good exercise to determine your own valuation range for the business. Choosing the right valuation method is the first big question. The answer has many parts to it, but the most important driver is the stage of the business.
Let’s look at some of the most commonly accepted valuation methods in our market:
Applicable stage: Established, profitable companies
Listed companies, institutional players and private equity investors normally invest in a company for its cash flow profit that can contribute to their portfolio income. More often than not, companies will be valued based on their current earnings (bottom line profit after tax).
This method can only be used for companies that consistently make a profit. A multiplier will be chosen based on the company’s perceived risk. Younger, more risky businesses will likely have lower multipliers (as low as 3 and 4) and high growth, well established, lower risk companies will get higher multipliers (8-15).
Sometimes small adjustments are made to current year earnings (like non-standard, non-repeating income statement items) after which the valuation is set at Earnings times multiplier equals company valuation.
Discounted Cash Flow (DCF)
Applicable stage: Post-revenue start-ups, growth companies and established businesses
The most commonly used method in practice, the DCF method argues that a company’s value is determined by the future cash flows that it will yield to investors.
The starting point is creating a five to ten year cash flow forecast for the business. This is no small feat. In order to create a full financial model – income statement, balance sheet and cash flow statement – for the next decade requires a lot of work, both from a strategic and technical perspective.
Investors love this model because if forces the owners to put a clear strategy and expansion plan for their business into numbers. It will include dozens if not hundreds of assumptions – all of which can be scrutinised for reasonability. The result of financial model will be five to ten years’ worth of projected cash flows. These amounts are then discounted to present value at a discount rate that reflects the company’s risk and expected cost of capital.
The sum of the discounted future cash flows plus a terminal value (that represents the value after the five or ten year period of the model) then represents the valuation of the company after some final small adjustments for things like existing debt in the business.
A revenue multiple valuation approach is focused on the market for similar businesses and is underpinned by your company’s current turnover. It seeks out the sales price of other similar companies in the country or worldwide, adjusted for size, stage and market differences.
A company that sold for R100 million at a turnover of R50 million would have a two times revenue multiple (valuation/revenue). If the average revenue multiple for similar companies is in a certain range, this multiple is then slightly adjusted and applied to your business.
If the average sale in your industry has been two times revenue but you are growing much faster than the average with a better competitive advantage, you can argue that two and a half times revenue is a more applicable number for your business. Revenue multiples are often used as a reasonability check in the market for the current asking price.
Most established companies are valued using one or a combination of more than one of the above three methods. At start-up stage, there are a number of other methods like Cost to Replicate or the Scorecard Method that early stage investors look to. When a company is simply in too early stage to practically value it, seed stage investors would also consider SAFE Agreements (Simple Agreement for Future Equity) – an instrument that determines that the percentage of the company the investors are buying with their investment. This is only determined when the Series A round is raised at a future date and under certain conditions, generally at a discount to the price the series A investors are paying.
Company valuations are complex. Many of the above technical factors play a role. A lot of it also comes down to the salesmanship of the owners and the negotiating capabilities of the parties. In ‘How Yoco Successfully Secured Capital And The Importance Of A Pitch’, the Yoco team speak about the importance of the right approach in their recent R248 million fundraising
Don’t go into this process without seeking some kind of expert advice. The price of the wrong valuation is simply too high. Make your numbers and your arguments bulletproof and you will be on your way to defending a strong and exciting valuation for your next raise!
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