Unleash Your Potential

Pain (1)

Your dreams are too big to be handled flippantly.
Your bar is out of reach to all but the most determined fingers.
You don’t want to be average, good enough or ok. You don’t want better.
You want best.
But pain precedes potential. It hurts to be great.
So rip away your comfort zones.
Open yourself up to being criticised, ridiculed and sucker punched.
Be your fiercest self yet.
And unleash your potential.

How to Increase Your Capability for Consistently Achieving Exponential Growth

Plan

Think about all the vagaries of running a high-technology venture – as executive leaders you need to be setting the vision, formulating strategies for success and operationally attracting and retaining top-level talent, leading and managing teams, sourcing and deploying scarce resources and negotiating ongoing funding rounds, all while building a sustainable platform and compelling products.

Some CEOs and executive leaders have an innate ability to juggle all these balls, keeping them up in the air and constantly moving their business forward. But for every one such person they are 10 others who become increasingly overwhelmed by the level of chaos that surrounds them.

How can you ensure that across your business, or if you are a venture capitalist across your portfolio, there is a constant capability to harness this chaos and turn it into a proactive force for directionally-correct and exponential growth?

At EXOscalr our mantra is:

No plan, No progress

We have developed a comprehensive Exponential Growth Engine & Operating System designed to support a company and a portfolio of companies in executing and operating at optimal efficiency and performance levels, both individually, as a company and as a portfolio.

The Exponential Growth Engine consists of a set of growth levers, algorithms and methodologies for consistently achieving greater scale. The first step is putting in place a bespoke Exponential Growth Engine for each company and then constantly applying granular methodologies for measuring, monitoring and progressing their rate and direction of growth.

The second step is implementing a companywide, team and individualOperating System (this can be applied consistently across a portfolio as well) that is comprised of three core parts:
1. planning – a cascading set of directionally correct personal and business activities,
2. data – methods for ongoing monitoring and the production of rich data,
3. progress – data-driven refinement designed to keep people, teams, companies and portfolios directionally correct to their overall goals.

Our data points show that such a complex system approach greatly enhances and significantly increases collective capability for achieving high levels of growth.

Level Up With 5 Super Powers For Achieving Leadership Success

Screenshot_6_01_2016__1_02_PM

To be successful in 2016 being a good CEO is insufficient. Leaders need super powers to get to the head of the pack and outpace their competitors. Here we highlight 5 powers that can give you the edge.

1. Growth-hacker:
Corporate governance and cost cutting are no longer the main focus for CEOs. It is all about growth. You need to have a full panoply of growth skills on hand: acquisitions, adjacencies, corporate venture capital, disruptive innovation, geographical expansion and new ventures.

You also need to view your company’s activities as potential growth engines: What activities are funnels of growth for more lucrative activities, drawing customers deeper into your ecosystem?

2. Story-teller:
Humans engage with narrative, particularly transformation-centric narrative. As the world changes around us, a company that maintains the same story will quickly fade into irrelevance.

CEOs need to be able to weave a compelling story that creates a connect between the present and the future, between reality and aspiration, and that draws in all stakeholders.

3. Future-gazer:
Being able to predict the future is the best way to invent it, to paraphrase Alan Kay. With things changing so rapidly you will need to be able to come up with plausible scenarios and act in accordance with them.

Imagine if a decade ago you had said that mobile phones will never take off, the Internet will never amount to anything and that you refuse to learn how to use a computer. It would be almost impossible today for you to do your role without these technologies.

You need to be able to figure out what comes next, and what comes after what comes next. There is the next now, the stuff on the horizon that is almost visible if you look hard enough, and then there is the stuff that is way out there. How do you work out which things will be in the next now and which will only come later?

Your future-gazing should not be limited to technologies, but you should also be focusing on how technology will impact culture and business models.

4. Tech-speaker:
Technology is now so pervasive in its impact and influence on how business is conducted that, as CEO, you need to be as well versed in technology as your staff and you need to ensure that your board of directors can comfortably converse in tech-speak.

You cannot rely on a CTO or CIO to translate technology and its impact to you. You need to embrace technology, immerse yourself in it – surround yourself with cutting edge information, visit startups, talk to experts and researchers.

5. Multi-focus:
You have a range of drivers that you need to focus on. You need to continue to deliver on core business. Yet you also need to transform so as to future-proof your company. How can you do both?

You may decide to do both for a period of time, which requires you to have multi-focus. It requires you to think in two ways at once – traditionally and disruptively. Listening both to your current customer needs and determining what their future needs are before they do. It also requires you to maintain your current revenue generators while exploring new forms of revenue. This is an exceptional balancing act and not undertaken lightly.

Multi-focus is to be distinguished from multi-tasking. It requires focus, not the ability to flit between many tasks and ultimately not completing any satisfactorily. This is what makes multi-focus so hard to achieve.

At some point you also need to flip the switch and shut down your existing business while ramping up future-focused opportunities. Getting the timing wrong will be disastrous. Getting it right will empower you to leapfrog your competition.

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Explore how to obtain these super powers further in the SuperCEO Leadership Accelerator Program which commences on February 8th.

7 Ways For Leaders To Succeed Through Failure

Failure Treadmill

How we fail when everyone is trying to succeed determines whether we will achieve success through failure.

Failure may not be what we wake up every day hoping for, but as a coach to successful leaders I have noticed that those who surround themselves with and embrace failure are the ones more likely to succeed.

Here are 7 behaviours you can use to punch through failure:

1. Fail Fast, Succeed Slow: Don’t be afraid to experiment. Most successful business leaders failed multiple time before they had a success.

“Failure is part of the process of success. People who avoid failure also avoid success.” – Robert Kiyosaki

2. Succeed And Then Fail: A big success can hold you a high bar of what success is. This can make you less open to failure Put your ego aside, lower your benchmark and be prepared to fail before your next success. You will then be able to iterate more, with less pressure should you fail.

“Success is not final, failure is not fatal.” – Winston Churchill

3. Get Into Failure Flow: Be failure mindful as failing without learning is a wasteful exercise. Be aware of what is happening as an initiative fails. In failure flow you will be receptive to seeing the elements that lead to failure as if in slow motion.

“The only real mistake is the one from which we learn nothing.” – Henry Ford

4. Process Failure: Use a framework to analyse what happened after the fact. Who was responsible? What was the failure algorithm? Is it repeatable or preventable.? What data would make it preventable?

“You build on failure. You use it as a stepping stone.” – Johnny Cash

5. Only Fail When You Cannot Succeed: Failure sucks. It sets you back. It impacts the lives of people who believed in and relied on you. Have grit and persistence and don’t choose failure as an easy way out when the going gets tough.

“Giving up is the only sure way to fail.” – Gena Showalter

6. Fail Resiliently: Get up, take the hit and move forward. When you fail, and I sincerely hope you will, how do you treat it? Every failure is one step close to success. How you deal with each failure, big or small, determines whether you will succeed.

“Failure are finger posts on the road to achievement.” – C.S. Lewis

7. Feeling like a failure is not failing: Many successful people feel like failures. Decouple your feelings from external perceptions of success or failure. Seek alignment with what success looks like to you, don’t rely on outside assurances. Reconnect with your feelings and drop the narrative you want to create for them.

“What is the point of being alive if you don’t at least try to do something remarkable?” – John Green

Does Your Business Have the Capabilities for Achieving Exponential Growth?

Growth
As CEOs and Boards you are faced with an unprecedented level of pressure to achieve growth. Your company needs to stay ahead of increasingly aggressive competition, from other companies in your industry, from outside your industry and even from scrappy startups who define their own playbook.

Growth is not a lever you turn on or off at will. It requires focus, it requires a set of core capabilities that work together as a well-honed scalable operating system. Does your company have such an operating system in place? To achieve the nirvana of hyper-growth, this operating system needs to be working at peak performance capacity. How close is your business to operating at optimal capacity?

THE HYPER-GROWTH CAPABILITY QUIZ

We’ve designed a set of questions that help you uncover whether your business has scale in its DNA, whether it will be constrained by limitations and frictions and whether it has the capability to easily add fuel into its mix.

You can access the quiz via exoscalr.com or directly here.

CEO Top Priorities: How to Achieve Growth Using the Universal Rules of Exponential Scaling

SydneyOverwhelmingly, CEOs’ mission-critical priorities over the last few years have been and continue to be dominated by growth. Their focus is increasingly on digital, and if you consider the combination of growth and information technology, what we call GROWIT, this represents a very high percentage of the priority focus for CEOs in 2015.

What is GROWIT?

Growth can mean many things, but for Fortune 500 CEOs in 2015 it mainly means moving into new geographies and new markets. Within the IT part of GROWIT there is more and more impetus around the shift into digital.

More CEOs see digital as having a disruptively deep impact than those who don’t and the vast majority of CEO’s feel that technology innovation is accelerating faster and faster.

Against this backdrop, our focus when working as transformation coaches with CEOs is to help them achieve rapid or hyper growth by utilising the Universal Rules of Exponential Scaling.

We help them focus by keeping things simple, by reducing things down to their essence and making them measurable, repeatable and improvable. At EXOscalr we make use of a very, very simple scaling algorithm – scaling involves adding fuel and removing friction.

  The higher the fuel:friction differential, the higher their company’s growth velocity.

Let’s use talent as an example. Talent is an essential area that CEOs focus on to generate the fuel needed for growth. At EXOscalr we optimise the ability of our clients to attract and retain top talent through the use of the Talent Density Algorithm –  essentially,

the higher their talent density, the less requirement for process, and
–  the higher their process, the lower their top talent retention.

In this respect, top talent becomes a magnet for other top talent, fuelling business growth. In contrast, companies that are too process heavy and too bureaucratically organized contain too many frictions for top talent either to want to work there or to stay working there.

It’s very important to understand that the Fuel/Friction differential will change over time. This is the whole point and we encourage CEOs and other business leaders to get granular with how they measure, monitor and progress their interaction with this differential.

What can CEOs do to improve their Fuel:Friction Differential?

CEOs can take control of the Fuel:Friction Differential by engaging with their executive team as follows:

  • In regular exec team meetings, let’s say weekly*, they throw up on a board all the factors that are holding the company back, and the opportunities they have to push it forward.
  • The team quickly diagnoses the current balance of Fuel/Friction forces, then ranks the items by their impact and ease of execution.  Priority is given to the high-impact, low-difficulty items first, and they spend the next week addressing these forces.  As the Fuel/Friction equation improves, the company is set to grow faster.
  • Repeat. Regularly.

* [We suggest the frequency of these meetings should depend how much growth features as a company’s mission critical priority – if it is imperative and the urgency is being driven by facing corporate extinction because of competitive threat, for example, then weekly meetings may not be the right frequency, daily may be more suitable.]