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Are your beliefs holding your business back?

April 28, 2014 by Guest Blogger

Are your beliefs holding your business back?{{}}Beliefs drive reality and they are intrinsically linked to our values – the things that are most important to us. What you believe to be true you make right by finding evidence to support it. 

So, if you believe that your target market is struggling at the moment and has no money to spend on your product, you’ll easily be able to prove that to be correct.  And yet if you were to say to yourself that your target market is making more focused buying decisions, you’ll take a different approach to your next sales or marketing conversation. Whatever is true doesn’t really matter. It’s the attitude and energy you take to it that will make the difference.

“If you believe you can, or you believe you can’t, you’re right” – Henry Ford

Thank heavens our brains are wired to filter information according to relevance.  Without that filtering we’d have more than two billion bits of information flying at us at any given second. How paralysing would that be?

Because of this filtering, we’re wired to focus on what we decide is important – our values. This focus drives behaviour and therefore business results. So, what we believe – and then say to ourselves is the truth – can mean that we don’t see evidence to the contrary. This can act as a positive or a negative, depending on what your beliefs are.

To make sure you are doing all that you can in this area to create success, begin to notice whether your beliefs are acting as ‘cheerleaders’ or ‘critics’ by considering these questions:

“What are the beliefs that you are running in terms of your customers, your product, your team or the market in general?” Grab some paper, make a list and then ask yourself…

“Are these beliefs building strong foundations and motivating me and my team to grow the business or are they looking for flaws and reasons that things go wrong?”

Whatever your beliefs are you have choice. You can make a change. Change your thinking and change your reality. 

  • Blog supplied by Sarah Lane, executive and personal career coach, trainer, facilitator, behavioural change specialist, busy mum of a three year old and author of Choices (the “book for people who want to conduct a midlife review, people who are at a point in their life to make a change”). You can follow Sarah on Twitter.

Further reading

The Apprentice: The Stuart Baggs show

November 18, 2010 by Rachel Miller

Missed the seventh episode? Catch up here:

The task

The cars are coming to take the candidates to Pinewood Studios. Joanna has vaguely heard of the world-famous film studios where Harry Potter and the James Bond movies are made and hazards a guess, “I’m sure it’s a furniture store.” Standing in front of the biggest blue screen in Europe, Lord Sugar explains that the two teams have to create and sell virtual experience DVDs to shoppers at Westfield Shopping centre. This involves making a background action movie, buying props, filming people in front of a screen and flogging the DVDs.

The best bits

It was the Stuart Baggs show last night. Project leader for Apollo, Stuart was so bad, he was good. There were definite shades of David Brent. The team selected motor-racing for the backdrop which allowed Stuart to race around Brands Hatch and utter the immortal line, “I have to rein in my own extreme masculinity in this task.” Stuart’s leadership style was horrendous. He talked over everyone, made quick bad decisions, took a dramatic u-turn when he realized his mistake and then took the credit for the new strategy. At one point he says, “I think we made good decisions under quite a lot of pressure.” Guess who provided the pressure? Best of all, he kept trying to score points against Stella in a game of “how many different ways are there to say, ‘I’m brilliant and you’re useless.’” Stella simply batted him away like an annoying fly.

The worst bits

Synergy, meanwhile, was lead by Sandeesh, who was trying to assert herself and shake off Lord Sugar’s accusation that she does “naff all”. She did try, bless her, but was undermined by Jamie, who was unhappy with his role as errand boy.

Both teams displayed a very cavalier attitude to pricing. Apollo started selling the DVDs for £10 but as sales took off they decided to up the price to £15, leaving customers distinctly unamused. Over on Synergy, the team dropped the price early on and sold the DVDs too cheaply.

The winners and losers

Neither team did brilliantly but Apollo scraped a win. It’s worth watching Stuart Baggs’ hilarious reaction to winning, puffing himself up and only just stopping himself from punching the air and shouting “come on”. Ooh the masculinity! And so Synergy lost and it was left to Sandeesh to bring two team members back into the boardroom. To say she doesn’t have the killer instinct is putting it mildly. She has been the sacrificial lamb enough times, but for some reason she lets Jamie off the hook and selects the two strongest members of her team, Chris and Liz. Why, Sandeesh, why? It doesn’t take Lord Sugar long to point the finger. Sandeesh, you’re fired.

The ones to watch

Stella continues to shine like the star that she is. I’m ready to put money on her to win. But let’s hope Stuart Baggs hangs on for a few more weeks to keep us entertained and to make the saner contestants look good.

Quote of the week

“Stuart’s leadership style leaves me trembling with irritation. Who does he think he is.” Nick Hewer.

Missed this episode? Watch it on BBC iPlayer.

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What sort of start up?

February 22, 2010 by Chris Barling

There are two ways of starting up a company. The first is to take an existing business idea, and do it better. Preferably you will concentrate on an area where the competition is limited or you have some existing connections.

The second is where you come up with an idea that’s completely new. People think that it’s the only way to make a real fortune, but that’s not true. It may come as a shock, but Bill Gates became the world’s richest man largely by improving on the work of others. He wasn’t the leader in new technologies, but he was close behind. And he did things very effectively.

Microsoft didn’t invent the Windows and mouse interface. It was invented by Xerox at its research labs. Microsoft didn’t even produce the first commercial Windows-based computer. That was Apple with the Lisa. But it did get its timing right, do a plausibly good job and market the product very well. The rest is history.

The problem with developing a totally new concept is that it’s totally new. You are not only selling the product, you have to sell the idea too and educate the market. Even if it would sell, it’s more than twice as much work. If you have all the capabilities you need, with limited resources it is hard to succeed. And it’s even harder to recover from a failure.

The world economy is driven in the long run by breakthrough products. But for your own success, it’s worth remembering that the odds are greatly improved by exploiting an area where a market already exists.

Chris Barling, SellerDeck

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