I grew up in Fife, a region whose inhabitants have a reputation for being a bit tight with money. Urban legend has it that if you visit a Fifer around mealtime you’d better have eaten because you’ll be greeted with the words ‘Ye’ll ‘uv hud yer tea then’, meaning ‘I assume you have already availed yourself of food because the cupboards in this house are locked tighter than my eldest son’s wallet when we go to the petrol pump.’

And according to the myth there’s double disappointment for the visitor as tea doesn’t just mean a meal, it also covers anything that requires hitting the switch on the kettle.

Three assumptions: 1. The Fifer’s assumption that the caller has eaten. 2. The caller’s assumption they’ll be fed. 3. The nation’s assumption that Fife folk are ‘careful’ with their money. I can tell you at least two of these assumptions are often wrong.

Going hungry in Fife is nothing however compared to the costs of the assumptions we’ve been taught to use in order to run our organisations. Here’s a list of misjudgements we’ve encountered:

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In 2010 The Economist claimed that the average supermarket carried 48,750 items, according to the Food Marketing Institute, more than five times the number in 1975. Tesco stocks 91 different shampoos, 93 varieties of toothpaste and 115 of household cleaners. The problem – we’re all confused, there’s just too much choice these days. Read more »

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Is service a differentiator? Does it really matter if you have good service?  It would seem for at least two reasons that service does matter but you’ll probably be surprised as to why.

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Tales of expanding customer contact centres taking on lots more staff to deal with ‘increased demand’ seem to have been in the news lately, but is it all good news?

As a management consultant I have often seen call centre demand increase and new staff be hired not because they were so successful, but because their service was poor.

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Last week, whilst on my way to the airport, I noticed the usual array of useless signs. ‘Don’t use your phone whilst driving’, ‘Don’t text whilst driving’. Interestingly I’d never even considered in engaging in either of those behaviours but now had to resist a sudden compulsion. Thankfully the signs didn’t warn me of the consequences of wearing white socks with jesus sandals otherwise I’d currently be a social outcast!

In social psychology this is called negative social proof. It provides clues as to why people often do the opposite of what we ask and how to frame messages so that we get willing compliance. Especially important during times of change. Read more »

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I’ll bet that if I were to ask you the question “have you ever driven a friend to a funeral?” most of us would at some point in their life be able to answer, yes!  However I’d also wager that the number of yeses would drop dramatically if my follow up question was – “were they dead at the time, and in the boot of your car?”  It’s ok, don’t call the police, there’s a logical explanation; on second thoughts it’s more of a cautionary tale – and the principle, reciprocation, can even be helpful during times of change. Read more »

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I read recently that we only have a few short moments to use a crisis to push forward change before our natural tendency to bask in the warmth of the status quo kicks in; Rupert Murdoch take note. I’d argue therefore that, whilst we should not be moving from one crisis to another crisis, it’s good for the organisation to be constantly on a heightened state of alert. The question is by what method? Certainly rational debate, PowerPoint slides and a business case alone won’t do it. The answer is to engage both hearts and minds by blending data with emotion.

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Campbell Christie, former Scottish Trades Union Congress (STUC) general secretary, published his report on the reform of the Scottish public sector last week.

Christie’s roadmap for change is absolutely right in terms of the failings of the public sector but his method for reform could now do with help. As someone who is already helping public service managers in Scotland and elsewhere radically change their performance and develop a culture of continuous improvement I wanted to speak up.

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Thanks for all the emails over the last 2 days in response to Monday’s blog on the work we did with 3 councils on their casework systems for the elderly and disabled

The main question has been around how to find out if your casework system is broken.

Good for you, you’d be far better to try check for yourself now than be told later that people were sufferering because of hidden faults in your system.

Here’s are 3 questions you can ask to help you check:

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Getting a grant and a home adaptation in Lincolnshire used to be difficult for the disabled and elderly – very difficult in fact – until Steve Bolan and 3 service directors with an impossible vision decided it was time to change. And with zero spend on new I.T. their system could transform the lives of the physically challenged in more than just one county. It could transform them in yours. The question you may ask is what’s their recipe for success? Read on to find out. Read more »

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My cousin recently had to go for interview for a midwife’s position. She had to do a 5 minute presentation.

I said I’d help her and she turned up with way too much information and no coherent message.

She was so nervous that I had to tell her how to do the presentation and write out clear instructions so she could do more prep later.

She was up against around 100 other midwifes and she got the job.

I figured that I should share the information. I’ve previously put it together in a guide that I sent out about a year and half ago. But obviously a lot more people have signed up since then and, if anything, in the current climate it has become even more relevant and useful.

So here’s your free copy, don’t say I’m not good to you.

Download the PDF here

Stuart

P.S. if you like it or it helps you get a job let me know.

P.P.S. Thanks to those of you who wrote to tell me that Denise’s blog was so much better than mine; did wonders for my self esteem!

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Hi, it’s Denise here and yes, I’ve hijacked Stuart’s blog!

Stuart claims that he’s really busy at the moment, seemingly jetting all over the place doing presentations and consulting – a likely story.

Anyway, whilst he’s away I thought you might like some decent information for a change, so I’ve put together some useful stuff for you on how bad work design leads to stress and sickness.
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