In the past week a couple of my clients have commented on how they appreciated my brand – practical business improvement, and so I thought it would be useful to explain a little bit more about what the brand is and why I have it.
When I started my business back in 2003 I had previously held several management positions, and had experienced first-hand what it is like to work with an outside company to change/improve/achieve something that we couldn’t achieve internally. Some of those experiences were positive, but several were quite negative. And so, as I plotted ADM Solutions, I based it on my values. Not only was I keen to share the same values with my clients, but I also desperately wanted the experience of working with me to leave a positive, lasting effect on the people and organisation as a whole.
In no particular order, here are a few of the ideas behind my brand:
• Down to earth. I felt that to be accepted into my clients’ organisations and build a trusted relationship with the stakeholders of my projects I had to come across as being professional, but not over-confident or arrogant. I am not a know-it-all; it’s not in my nature to behave like that, so I make a conscious effort to be accepted as a peer, who is approachable, honest and friendly.
• No jargon. Jargon is mainly used by people who are insecure and need to be seen as superior to others. I have no need for it, and neither do my clients. How often has the ‘expert’ you hired, or perhaps the person next to you at a networking meeting, tried to impress you with an array of unnecessary, convoluted words, none of which clearly explain their point? I’m a big fan of keeping things simple. The world is too complicated, and complication causes stress. It’s not too difficult to express yourself in such a way that confirms your expertise and your audience understands it!
• The simplest solution is generally the best. Why over-complicate things? Why implement a 7 step process when 2 steps will achieve the same outcome? You may have heard of Occams Razor – a principle I live by.’
• Base projects around value. Deliverables are a commodity. Methodology is just a plan. Value is the difference that my projects make to the organisation and to my client him/herself. Value is worth paying for.
Business improvement has to be practical, otherwise it isn’t sustainable. Do you agree?