Category: Strategy – Vision


Posted on /by Cory Gordon/in Article - Vision, Strategy - Vision, Transformation

That’s A Wrap

A festive shout out to all those who kept it real!

We’re proud to see out 2019 with a spring in our step and many happy memories to carry us through the Christmas mayhem into 2020 – and we couldn’t have done it alone. This year has been an instrumental one for us – where does one begin?

We’ve journeyed with people and patterned the way for projects. We’ve connected with individuals and businesses far and wide. And we’ve been honoured by those who have trusted us to tell their stories, so that they can bring their visions to the fore, help their teams grow and be the best they can be.

Not every year delivers on multiple affirmations, but 2019 brought with it a wealth of ‘real’ for us. This year has seen us go from strength to strength as we’ve really connected with the ‘why’ of what we do and ‘who’ we do it for. Personal development and clarity have gifted us a truer sense of self as individuals and as a company and enabled us to forge deeper pathways and connections.

Off the bat of greater self-awareness and definition have come some incredible opportunities. One of the biggest was being able to really frame our vision; to channel our beliefs and draw upon our own inner strength, so we can then take it to the world to inspire others and keep them going. And, because we’ve really honed our vision, opportunities have presented – like our CEO interviews and ‘big wins’ like our West Auckland Trusts work.

It has been a huge privilege to be able to make the videos to promote the various charities that were given money by the West Auckland Trusts. To show not only what the money generated from West Auckland Trusts does for the community but to bring to life the truly awesome work that these people do and showcase to society just how important these projects are. It has been an amazing journey and one we want to continue.

This year we also released the first series of our CEO Interviews. This has been another highlight and simultaneous learning curve. Being in front of the camera as opposed to behind it can be daunting. However, it’s been very exciting to share words with such accomplished leaders. It is no easy feat maintaining the energy to inspire hundreds – even thousands – of people with a vision, so we’ve really come to appreciate the challenges such leaders have and hope those watching value the opportunity to learn from their experience, as we have.

So, what are we most excited about for 2020? Much of the same – and some – which is a feel-good heading into the New Year. With greater empowerment to do more and give more, comes greater acceptance of oneself and capabilities. We want to create more videos to promote the amazing work so many amazing New Zealanders are doing and continue to share the stories of great leaders through our CEO interviews to inspire more leaders in the making. Confidence is a great thing, and if 2019 has taught us anything, it’s that confidence and being ‘beautifully human’ stems from being okay with not being perfect.

From us to you, we wish you a fabulous end-of-year send off and we look forward to pressing play on 2020 – may the good times roll on.

Best wishes,

Kim and Reuben

Posted on /by Kim Goodhart/in Article - Vision, Strategy - Vision, Transformation

Be What You Mean

A Spoonful of HR, Helps the Marketing Go Down

by Kim Goodhart

 

If there was ever a time to have a message and mean it – it’s now. Why? Because what’s really driving us to be our best, and perform our best in business, isn’t as simple as a pay check or work-at-home option. What we’re really craving is a sense of purpose – a place to feel a part of, something worth sticking around for. And, this mindset is making its way into our brand loyalty too – we’re sidling with companies who don’t just sell, but speak to us. 

As inc.com writer John Hall says in his article, “Why Organisations are Turning to Chief Heart Officers and Leading with Purpose.”

it’s those businesses who are blending the pathways between the ‘internal’ human resources side of the desk and those sitting on the ‘external’ marketing chair, that are leading the front line. They are the organisations intent on creating the best-place work culture for their employees and build long-term brand affinity with customers. 

On purpose

Nowadays, internal communications within many an organisation is no longer about ‘delivering information’ it is about capturing hearts and minds of its people, and leading with purpose at the fore. To quote John:

Organisations are also realizing that purpose can be one of those driving factors for employees. What an organisation does, what it stands for and how it treats its employees can make the difference in getting people to stay – or even getting them attracted to a role in the first place.

It’s a win-win situation. When you know who you are and what you stand for then you can lead with purpose, and when you steer with purpose you simultaneously lead the way in creating effective long-form marketing content.

 

The key word here is purpose – and this is something that needs to be stamped out loud and clear. Because you can’t create long-form marketing content until your organisation is aligned with its ‘true’ purpose – otherwise you’re setting yourself up for an angry back lash.

 

Thus, to ensure everyone is on-board with the ‘real’, marketing to your people becomes paramount – strengthen the ties between human resources and marketing, and you strengthen the ties between employee and customer. 

As John says,

The brands that do more within and think more about their community create more affinity. It’s a basic extension of human psychology,” and, “the same things that attract long-term customers are often the same things that draw in high-quality job candidates.

When you know who you are and what you stand for, then you’ll proudly to share it with your customers. And where there’s truth, there’s loyalty . . . 

Can you feel it

So, what many organisations are realising is those ‘deeper connections’ carved with customers aren’t being forged on a typical marketing blueprint – we’re talking long-term brand building that speaks to the heart not the purse strings.

As John says,

the days of someone speaking to a camera for 30 seconds, telling you to buy something, aren’t dead – but the method is much less efficient.

Brand building that fosters emotional intelligence – channels the human – invests in personal development measures, versus traditional marketing techniques, is the motivation drawcard for many customers. We want to align ourselves with companies that are honest, true to themselves and their culture – not following the masses.

John says it well,

In a crowded landscape with too many channels to count, the breakthrough is the thing that doesn’t make sense, not the thing that does.

And this is where confidence comes into play. Why? Because openly building real relationships and conversations with customers (and employees) – those that are purposeful, and maintaining a long-term brand position – one that is revered for its unique identity, happens when you have the confidence to let people in. 

As John attests to, neither marketing to your customers or addressing your company culture are textbook operations – lines have been blurred, and we’ve got to embrace the ripples to communicate the ‘real’.

Posted on /by Kim Goodhart/in Article - Vision, Strategy - Vision, Transformation

Patagonia’s Grounded Vision

No Cliff Hangers

by Kim Goodhart

Why Patagonia’s Grounded Vision Has Won Them Long-Term Love – Not Recognition

When Patagonia – globally renowned outdoor equipment and clothing outfitter – sought to realign its brand values and culture amidst America’s 1990 recession, no meetings were called, no graphics are drawn, no market comparisons or competitor insights were brought forward. Instead, its founder, Yvon Chouinard, and its 12 key managers took a road trip to Argentina. Here they walked, talked, sat and mused about what was actually important to them as a company – why they did what they did –– not a word was said about profit.

Fast forward almost two decades, and staying true to their brand ethos and vision hasn’t just won the company awards and a loyal customer base, it’s reaffirmed to the world that marketing success isn’t driven by just moving goods, it’s about moving minds and hearts. And, that purpose lead engagement – eliciting people’s emotions through active storytelling – benefits all – employees, customers and the environment – long-term.  

Stay Out-of-the-box

You don’t have to dig deep to uncover Patagonia’s litany of achievements and initiatives, dating all the way from the 70s to the present day – including the most recent UN 2019 Champions of the Earth Award for entrepreneurial vision.

Despite the fact that each of their measures has carried its own toolset across the decades, what hasn’t changed is their bind to the same purpose and goal set. In fact, every product, solution, plight – even recently updating their mission statement,

Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.

– has been engaged to drive active good for their customers, their people and the world. These include, but are not limited to:

  • Ensuring that 70% of its products are made from recycled materials. By 2025, their goal is to use 100% renewable or recycled materials. Donating 1% of sales to the preservation and restoration of natural environments – awarding more than of $89m to causes – formally establishing a non-profit corporation ‘1% for the Planet’ in 2002.
  • Through an environmental internship program, it offers employees – from all parts of the company – the opportunity to leave their roles and work for an environmental group of their choice for up to two months.
  • Establishing Worn Wear an online/instore initiative aimed at extending the life of Patagonia gear and reducing landfill.

As Rose Marcario, CEO of Patagonia, said at the National Retail Federation 2019 conference,

We don’t just seek now to do less harm, we need to do more good.

However, ‘sustainable’ expectations are something they’ve never leveraged themselves off – in fact as Patagonia founder, Yvon Chouinard attests to, the idea of a fully sustainable business or product is impossible:

There is no such thing as sustainability. The best we can do is cause the least amount of harm.

Instead, the word ‘responsible’ is what the company have kept at the fore, as Chouinard argues in his article – ‘Patagonia In The Making: My Founder’s Story’

Responsibility starts with companies treating nature not as a resource to be exploited but as a unique, life-giving entity on which we all – not least business – depend.

Simultaneously, this ‘responsibility’ has kept their teams aligned and working together – giving voice to matters that matter, and strengthening connections between internal marketers and those employees in the external fields, ensuring all beat to the tune of the Patagonia drum:

  • Consider the environmental impact of everything we do.
  • Engage and support our communities.
  • Contribute a portion of our sales to philanthropy.

Igniting the Internal and External

Patagonia’s success Manship pivots from every facet of its organisation. As a company they continue to prove that in order to be truly successful you don’t just have to have a clear mission and brand values, you have to align everyone in your organisation around your vision and purpose statements. And you have to create tangibility – maintain a ‘one out-of-the-box’ stance.

So, to ensure their internal and external teams operate well and truly in sync. Their business model isn’t geared towards a typified rewards system for their employees – whereby people come to work, do their job well, they get rewarded. Instead, they inhabit the space beyond the conventional ideologies of old.

Because they’ve always operated on their own system, they know exactly what they’re there to do as a business, and can, therefore, make a meaningful change because they don’t have to hide behind glossy branding and dodge bullets from unhappy employees. Patagonia continues to be led by chief Visionary Officers – people who will keep everyone excited and inspired by where they’re heading. It has nothing to do with creating an environment where people are excited to come to work for self-reward and satisfaction. Employees and customers remain loyal because they believe in Patagonia and its tangible vision for what it looks and feels like to be a part of something purposeful.

Purpose forward

Like their purposeful vision, Patagonia continues to embrace means and measures to ensure their speak has greater outreach to help drive those visions. Which is why emotive video storytelling is fast becoming a Patagonia’s preferred platform – their film Artifishal, a documentary focused on the financial, environmental, and cultural costs of fish hatcheries and farms, and the fight for wild salmon is just one recent film example.

As Yvon Chouinard says in his founder’s article,

People don’t read any more and they make decisions based on emotions, so I think film is the best way to elicit people’s emotions.

It’s through moving imagery and genuine, emotive storytelling that we change behaviour. If the modern business world is to really transform then we all need to connect our people with a central purpose beyond self-reward and motivate our customers and followers through video storytelling.

Posted on /by admin/in Article - Vision, Kim, Strategy - Vision

What the desert and a diet of mopane worms and beer taught me about life

They say you can never really grow as a person or learn anything new until you experience something that so profoundly changes the way you view the world that it forces you to start asking questions about your life. The search for those answers takes you on a journey that you would never previously have thought possible.

I was 19 the day I found myself on a rickety, dirty, white bus being driven 550km from Windhoek to Oshakati across the sandy, barren desert landscape of Namibia.

I watched the passing landscape with a mixture of excitement and exhileration. I had never seen such long, straight, empty roads and the mirage created by the blazing sun was something magical to behold. As we drove further north, we passed typical African villages. Small groups of wooden huts set in circles, surrounded by the local tribesman and goats that seemed to survive off eating cardboard boxes. I was in heaven.

Deep down I was yearning for something different. I desperately wanted to discover something that would make life meaningful. I didn’t know what I was looking for but in my naïve mind I felt that as long as I was somewhere different, somewhere far away from where I’d been, I would be closer to it.

And so, I had signed up with 12 others to be a volunteer teacher in Owamboland, the northern most region of Namibia that boarders Angola.

On our arrival at the teacher training centre in Oshakati we were shown to our sleeping quarters, a line of bunk beds in an old make shift gymnasium, and then taken for dinner. We entered a huge room full of teachers from all over the region and sat down at our table – the only group of white faces in the room.

It was my first real experience of Owamboland and our first introduction to what life is like without the privileges of the West. Here we were served our first meal of Oshifima and dry ox meat, staple food for the region. Oshifima is an unpleasant tasting (to me) maize meal that resembles something between mashed potato and semolina, but has a surface texture of something like congealed, cold custard, and the dry Ox meat smelt rank.

I’d always been led to believe that if you were really hungry you would eat anything. Now, I wish that was true. I discovered that there is something worse than being hungry. It is being hungry and being offerred something so unpleasant that you can’t actually stomach it. By the third day I sat at a table in front of a plate of food, and I passed out.

The locals seemed thourougly entertained that we would choose to starve rather than eat and so, they very kindly invited us to a braai (BBQ). The fire was burning, the stars were out and the night was filled with anticpation as we sat down to dinner. A plate of food was served and we went to dig in but stopped almost as abruptly. Picking up a curly piece of meat under the light of the stars and a few candles, we cautiously examined what we were about to put in our mouths. From where I’d come from meat did not normally look like curly, rubbery fries and we were confused by what we were being served.

On further inspection it became clear that what we were about to eat was BBQ grilled intestines, accompanied by bowls of Mopane worms. The intenstines you can imagine. Mopane worms, on the other hand, are highly nutritious and the locals fry them up as a delicacy and serve them up at every pub, rather like peanuts.

A mixture of hysteria and exctiement, turned to giggles as we dared each other to eat them. Well, it was starve or eat something. Almost immediately on biting into the Mopane worm it turned to a horrid tasting dust that stuck to our mouths. Somehow after frying them they dry out and become powdery. It’s not something I will easily forget and I have never been more pleased for the beer at the table. It was the only way to get rid of the taste. In fact it was the first thing with any caolries I’d put into my body in days and so I was seriously hoping I could live off it.

This is when our supervisor laughed and announced that there was a KFC down the road and asked us if we would like to go there for some food! I’ve never liked KFC, but that night it was the best food I have ever eaten – despite the fact that the restaurant was covered in flying bugs the size of a fist.

Fully acquainted with local teaching practices, and where to find junk food and beer, we were ready to be despatched to the schools. The principal of a local school, Andima, came to collect myself and another volunteer, Lynn. We drove 80km north on the one tarmac road until we got to Ohangwena. Ohangwena was a little bigger than the villages we’d passed on our trip north, but it was still a baren landscape of sand, palm trees and the odd dried shrub.

The town had a few houses and a few stores, including a post office and the school, but essentially these were makeshift shacks. The main centre of the town was an open area where meat, covered in flies, was hung up in the blazing sun. Second hand clothing, that looked like rejects from an oxfam store, were sold at tables. Kids ran around playing and babies were strapped to their mothers, or sister’s backs. This was to be my new home, and I was excited.

At the school I was introduced to the teachers in the staff room and informed that they still hadn’t found an Agriculture teacher for the year and would I be OK teaching Agriculture. I’d had no farming experience. I’d never studied the subject but an Australian volunteer, Liam laughed and threw me a book saying, “don’t worry, here’s the text book”.

For the next 9 months, I taught Biology and Agriculture to a group of students aged between 18 and 25. My classes were very enthusiastic and patient with my teaching and together we made our way through contour ploughing even though none of my students had ever seen a hill (we actually had to spend a morning making one out of sand so that they could try to imagine what a hill looked like, this was flat desert) but I did struggle with animal husbandry and artificial insemination. That got a little bit confusing and there were a lot of giggles.

At the time, it had been six years since Namibia had gained it’s independence. Most of the teachers were Namibians, some who’d been sent overseas during the troubled years to be trained to return as teachers once they’d won the war. The final six of us were volunteers like myself. Everyone of the Namibians I met over those months had been through more than I could ever imagine. The students in my class told stories of abuse, of hiding under their beds with their faces buried in the sand as bombs exploded around them. Every week there were mines still being cleared and exploded outside the school grounds. There were posters on the wall that said, ‘Don’t touch it. Report it’. Accompanied by a series of pictures of childrens toys (these are what the landmines looked like). The teachers talked about what it was like to be seperated as a child and sent off to far reached places across the world to be educated for a life and career that they hadn’t chosen for themselves and yet there wasn’t a day that went by that wasn’t fun. There wasn’t a day when I saw anyone feeling sorry for themselves or down about life. Life was to be enjoyed and celebrated and if something went wrong other people were always on stand by to help you out.

It was in Namibia, despite a diet of beer and chips or, on special occasions, pasta with tinned pilchards. I learned that life wasn’t about money or power or material posessions.

The people had a vision that they dedicated themselves to. For a brief moment in my life, I got to be a part of that vision and I learned to understand the power it gives people; the sense of fulfilment they experience as they achieve each milestone, and the joy they have working together as a community to make that vision a reality.

For the first time in my life, the world slowed down. We’d lie out on the sand of the desert floor and look at the stars. With no lights for hundreds of kilometres, the night sky was spectacular. In the evenings, the students in the school would sing. One classroom would start up while they were doing their homework, and others would join in. Hundrends of voices singing together in perfect harmony. It’s an experience I will never forget and one of the greatest priviledges of my life.

I learned to be grateful for everything I had. To seize any opportunity. And to remember that the most important things in life are about being loving, kind and accepting.

When people come together and support each other to create a better future, nothing much else matters because no matter what your current situation is, a powerful vision inspires people with hope. It gives them the motivation to overcome the challenges in front of them, and bonds them in a way that leaves them fulfilled and happy.

It was something that was missing from my life back home and I learned there that I wanted to create a life for myself that embodied that. Later I would learn that my real purpose would be to inspire others to live life with vision.

I’ve written a short e-guide on ‘Vision’ for companies. 🙂 Click here to download: “How to inspire your employees and get them excited by your company vision”.

 

 

 

 

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