andrewnicol.net

Day dreaming at night

I know it is going to be a long day when I am half-way through driving to Auckland and the alarm on my phone goes off at the predetermined to tell me it is time to get up. I arrived at the Auckland office in record time 1:06, this is in part because the road was empty and my foot was slightly heavier than normal today. A sub 60 trip is looking on the cards one day.

The persistent noise in the background changes to the next track and Bono sings “Something is about to give, I can feel it coming, I think I know what it means.” I let the words sink in a little bit, and then start thinking about a decision I made on Sunday not to speak about Authentic Community. It was a huge decision for me, because I left a number of people in the lurch, but it was the right decision.

I seem to be making heaps of decisions at the moment, all the while aware that something is about to give. Some of them are well rounded decisions with great motives, others are strange decisions with little effect and a few are decisions that are simply out of character for the man I want to be.

It is interesting that each decision I make, makes the bigger decisions easier. It is like a self-perpetuating snowball running and pitching and bowling down a hillside. Each decision increases the size of the ball, each decision increases its momentum, but with each decision the ball also becomes less controllable and has the potential for a more damage if it hits the wrong thing rather than just coming to rest at the bottom of the hill.

It is the uncontrollability and potential for harm that kept me awake after Jayden woke me in the early hours of the morning.

Anyway, I am not sure if this is a post about decision making, or a post about reasons why you shouldn’t blog with a lack of sleep. I think I will go have a doze on the couch in reception until Marc arrives.

Sweat Dreams…

Authentic Community

Last Thursday after we got into the Fast 50, I took a few people from work out to dinner with me to celebrate. At the table was Hav who just has an immense passion for agóge; Rob jnr who has such a detail mind and who keeps so many things I hate doing on track; and Cherie who is simply one of the most bona fide people I have ever met. Anyway I am sitting in this restaurant with a funny look on my face, watching my friends and just soaking it in and totally overwhelmed. There was something about the moment. A sense that in spite of everything hard we have been through, we're going to make it. I know this sounds a little corny, but you know what I am saying. It was an ordinary moment in an ordinary setting that for me became infused with something bigger. With community. Inspiration. Hope.

In two weeks time I have to talk on authentic community and I was chatting to a friend of mine yesterday about what that means. Community literally means 'in common'. People who gather together with something in common. Authentic according to dictionary.com theoretically means "not false; genuine". To me it means more than that.

It means being Real.

Honest.

Vulnerable.

Loyal.

An authentic person doesn't wear 'masks' to make them appear to be different than they are. They are honest and real about their struggles and failures. They seek help and are vulnerable.

I asked my two team meetings recently "How are you going? Really? " and generally I received genuine. Real. Honest. Vulnerable answers.

I think this small business called agóge. This business with people from all over the world, with varying educations, from different religions and diverse upbringings is starting to become an authentic community. A community that could actually make a huge difference in peoples lives.

It humbles me.

Lost for words

We have all seen the Oscar's or MTV awards. Someone gets an award that they just didn't expect and end up babbling into the microphone about nothing. I have, in my own opinionated way, thought it was bizarre that these stars would speak publicly so badly.

Anyway last Thursday a group of us went to the fast 50 awards. We were sitting there and they said the first award is for the Fastest Employee Growth in the Central North Island. As they said it I was struck by the fact that we might actually win this, which was something I hadn't prepared for, "and the winner is Logistics Personnel".

What the? I then tried to get my team to come up with me (their legs became rocks), I lost my way getting up the front (there were only about 100 people there) and then was lost for words. Yes you heard it correctly, I, Andrew Nicol was lost for words. I blahed something about thanking my team about ten times and promptly left the stage. To this day I can't believe it!

Later we got another award for 28th Fastest Growing Company. I had a bit more to say about living people matter and my team, but I will never get over the shock of being lost for words.

You can read my viewpoint post to see some of my thoughts about our growth.

Agoge is the 28th Fastest Growing Company

Last Thursday agoge received a place in the Deloitte Fast 50. This is a competition to establish the 50 fastest growing companies in New Zealand. Well after I duffed the speech and we went out to dinner to celebrate, I got to reflecting on what got us there. Here are some of my less than insightful observations:

My Team - The average age of my team is 30 and I am privileged to have the people I have. We are growing and learning and trying things together. We have an incredible culture, a heap of fun and seek to live "people matter" in everything we do. As Tim Finn says in his song "We had no idea, that it couldn't be done. And we needed to find, a like minded someone" I have found those someones in my team. The lesson: People are more important than anything else!

A lucky idea? - I had (and still do) have a heap of business ideas. I choose to launch under Logistics Personnel because it was the idea that I thought offered the quickest growth and good cashflow. A heap of the other ideas would have been a disaster. I did it after taking a week off work and surveying potential customers, researching the market size, blah blah. The lesson: Choose the right idea, an idea that will actually sell.

Cashflow - I started the company with around $60k cash and we have grown the business to almost $10m in annual revenues in 3 years. We could not have done it without strong cashflow. Seth Godin had a post the other day that gave 10 secrets of the marketing process. "#1. Don't run out of money. It always takes longer and costs more than you expect to spread your idea. You can budget for it or you can fail." - He's right and I often use the saying "Profit is a concept, cash is a fact".

We have had extended periods of making losses in the past as we invested in the future. We could only do this because we have strong cashflow. We work hard on rapid debt collection (65% in 17 days) based on the principal that the money belongs to us once it is billed. It sounds a little arrogant but a heap of small business just let other companies use them as a bank. We are not a bank! The lesson: You must have strong cashflow! You will only run out of cash once.

It is genuinely a privilege to be in the Fast 50. I am not sure we will make it next year, getting 200% growth year on year gets more and more difficult as you get more and more millions in revenue. I am not too worried if we don't but I know one thing for certain, we will have a heap of fun trying.

Lost for words

We have all seen the Oscar's or MTV awards. Someone gets an award that they just didn't expect and end up babbling into the microphone about nothing. I have, in my own opinionated way, thought it was bizarre that these stars would speak publicly so badly.

Anyway last Thursday a group of us went to the fast 50 awards. We were sitting there and they said the first award is for the Fastest Employee Growth in the Central North Island. As they said it I was struck by the fact that we might actually win this, which was something I hadn't prepared for, "and the winner is Logistics Personnel".

What the? I then tried to get my team to come up with me (their legs became rocks), I lost my way getting up the front (there were only about 100 people there) and then was lost for words. Yes you heard it correctly, I, Andrew Nicol was lost for words. I blahed something about thanking my team about ten times and promptly left the stage. To this day I can't believe it!

Later we got another award for 28th Fastest Growing Company. I had a bit more to say about living people matter and my team, but I will never get over the shock of being lost for words.

You can read my viewpoint post to see some of my thoughts about our growth.

Buying Time

I apply the brakes and decelerate for the booth ahead. An oldish graying lady slowly opens the booth window and greets me very pleasantly for 6am. Handing over a dollar coin is eventually followed by the barrier arm rising and my accelerating off down Route K towards Tauranga City. I am quite sure I it is the only toll road in the country, and probably one of the quietest roads as well. There are two many easy alternatives that only add a few km's and minutes to the trip to make it a success.

So why do I pay a dollar? Too save on fuel and time of course.

Later that day I was chatting to Greig about how stupid it is you can't get from 15th Ave back onto the toll road. It is stupid, for the record, because of lost revenue opportunities for them (there would be at least an extra car each day & I would get to save more time). Anyway I admitted to Greig that saving fuel can't be the real reason I take that road. I often drive around aimlessly in my car wasting more fuel than that. Furthermore saving time cant be the real reason because I would waste more time watching a couple of sets of TV ads than I would going the long way.

I was chatting to a friend the other day and she said that she doesn't read some stuff because she doesn't have time. I thought I can understand that. Later however, I thought it is not that we do or don't have the time, it is that we choose not to make the time.

• I choose to save a small amount of time and lose a dollar. Knowing well I will waste the same amount of time writing this blog.
• She chooses to spend the time on something else. Which is cool.
• I encourage my team to take Lead Time to think and plan and read. Most of them choose not to because they are too busy and have no time.

We all have the same amount of time in a day, it is actually that we all choose to use it differently. We can choose to use it on friends or family or love or work or hobbies or watching TV ads or taking toll roads or reading stuff or not.

The only problem is that you never, ever get to live that time again.

New National Party Billboard

I saw this on another blog and couldn't help but post it here.

[Hat tip: D Farrar]

Ok, I admit it, I was wrong!

I have always understood that we are all made unique, entirely individual and wonderfully complex. But the implication of these thoughts often escapes me in action.

I think the problem is that I have never really, honestly believed that we are hard wired differently. A lot of the people that work for me that are smarter than me, had more significant and influential experiences than me, and have far more knowledge than me. Because they are genuinely more intellectual than I am, I struggle heaps when they don't see the big picture, or when they hear what I say and then do things completely differently.

I posted the other day about the styles of influence course I attended. As I have reflected on it, and spent time with the CBC guys and Vinney and Don, I have come to understand that I can be critical and biased when talking to people.

I think that we all have unspoken expectations of people, and then get frustrated when people fail to meet those expectations. We start thinking that they are intentionally doing this to bug us, and then our attitude towards them changes. When our attitude changes, our ability to influence the person positively dramatically reduces.

When all this happens who has the problem us, or the other person?

Me or you?

I have been humbled completely as I have considered some of these lessons.

Auckland and Tauranga ports in merger talks

Talks of a merger between Auckland and Tauranga ports as reported in the NZ Herald bring mixed emotions for me.

"A merger would have major implications for all New Zealand ports, particularly in the North Island. The companies acknowledged there would be competition issues."

You think? And what happens after they have the largest market share, will they start behaving like Auckland and Wellington airports who make a disproportionate amount of money for the capital invested.

Tauranga, the country's No 2 container operator, set up the country's first inland port, Metroport, in June 1999 in South Auckland and it had been siphoning off Ports of Auckland business. ... With Tauranga's predatory tactics a constant threat, the pressure came on for Auckland to seek more of its business from the rural export hinterland south of Taupo.

Tauranga's Metroport was a classic example of a small company using guerrilla warfare to take on the big company and succeeding! Auckland then replicated it in lower North Island. If I were Auckland merging would be a great idea. I get back the volume I lost.

And finally two questions the Herald didn't answer. Practically how do a listed company, and a delisted company (owed by councils) effectively merge? Also I find the timing very interesting as Jon Mason has just left.

All that said. If they do merge it would be no different that any other big company with branches in various locations. It will also be interesting to watch the impact on Transport and Rail volumes.

Failing 90% of the time

I read an interesting Scott Adams post today. In it he waxes lyrically for what feels like a day about all of his successes. Finally towards the end of what appears to be self-inflated dribble, he writes "To put all of this in context, and before you start to vomit at my bragging, I must confess that I fail miserably about ten times for every one success. (That's an accurate estimate. I've literally kept score.) But interestingly, the failures always involved activities that seemed entirely feasible. I was completely qualified for all of the things that failed."

He fails 90% of the time. Interestingly enough failing 90% of the time is only an issue if your goals are set to low. If you have huge goals and only get 10% of them, you become a huge success.

If you have small goals and only get 10% of them what do you get?

9 years later!

In the last 9 years we have lived in 6 houses and just 2 cities. We have lived in Hamilton and the same house for almost 7 years now. I have had 3 cars (a Mondeo, a Falcon S/W and my Commodore VX) and Karina has had 3 cars (Civic, Laser and the Tractor). I have held down 6 jobs, with my longest the one I am in now. They were CourierPost Hamilton Ops Mgr, then CourierPost Wellington Branch Mgr, then CourierPost Central Regional Mgr, then CourierPost Nat Ops/Commerical Mgr, then ELG Group Regional Mgr, then Director/General Dogs Body at Agoge Limited.

Karina and I have stayed in Kaitaia, Whangarei, Auckland, Hamilton, Tauranga, Whitianga, Whangamata, Waihi Beach, Tauranga, Rotorua, Gisborne, Taupo, New Plymouth, Napier, Palmerston Nth, Masterton, Wellington, Nelson, Christchurch, Fox Glacier, Queenstown, Ashburton, Kaikoura, Port Douglas (Aust) and Rarotonga (Cook Islands).

In the last nine years, we have had 3 children, Kyla, Talia and Jayden.

Nine years ago today, Alf started the day without broken ribs, and I started the day single. Nine years ago today I ended the day married to my wife Karina. On reflection we have done heaps and seen heaps and settled heaps. It is a blessing to have the memories and to have had the experiences I have had, with an awesome and caring and compassionate and forgiving and loving women and wife.

Thanks Karina for putting up with me for 9 years!!

Customer Expectations

How often do NZ Businesses and sales people deliver a completely different service to the customers expectation. Check out these images. (Hat tip to Mark Q)

 

 

Styles of Influence

It is incredible to consider that in the last 2 days I have learnt more about myself and how I interact with other people, than I have probably done in the last 2 -3 years. On Sunday evening I had Vinney from idynamx staying with us from the US. He is a very astute and intelligent guy and it was fascinating to talk with him about Style of Influence and the implications into our lives.

On Monday I attended a one day course run by idynamx where we compared our personal styles of influence with other people I work with outside of agóge. To say that I found the day just intelligently stimulating and personally challenging, would be to dramatically underestimate its impact on my think.

Below is a summary of my unique design. I am, according to the Styles Of Influence, test a Creative Designer.

Creative designers want to get a job done and get it done fast. They influence others in a positive way through this use of clear thinking and a strong personality. Creative designers can influence in a negative way through intimidation or forcefulness. Generally creative designers are individualists who enjoy a great deal of variety. These people enjoy thinking up new ideas and helping to get other people to implement them. At times, they can be hard to get along with and seem like a bully or overly dominant. When a task is in full swing, these people may want to "bolt" before the project has been completed. They work best in an environment that gives room to be creative and yet one that has a certain measure of accountability.

A Riddle

Megan gave me this riddle, and as normal I couldn't get it without help.

__  __  __  __  __  __  __

1. It has 7 letters
2. It comes before God
3. It is more evil than the devil
4. Poor people have it
5. Rich people want for it
6. It you eat it you die

Post your answer in comments if you are gain.

Being 'Green' can pay dividends

The size and scale of Wal-Mart continues to blow my mind. Check out this news snippet as they seek to cut packaging costs.

Wal-Mart plans to cut packaging 5%. The initiative is projected to reduce carbon dioxide emissions by 667,000 tonnes, equal to taking 213,000 trucks off the road annually and save 67m US gallons of diesel. The 5% packaging cuts will also generate US$ 3.4 billion in savings for Wal-Mart.

Think about it, they will take a fleet of trucks larger than size of NZ's entire transport industry off the road. Given however that a huge proportion of these trucks will be in places like China. I am sure they will be deployed somewhere else.

Being green can save significant dollars, particularly if you are the size of Wal-Mart!

Ten reasons why people come and go

The 10 most common reasons people look for a new job, in order of importance, were:

1 – Seeking new challenges
2 – Lack of career progression
3 – Poor management
4 – Salary
5 – Lack of training or development opportunities
6 – Seeking to specialise in a particular field
7 – Travel time too great
8 – Poor work/life balance
9 – Office politics
10 – Too much stress

The 10 most important considerations when taking a new job, in order of importance, were:

1 – The company's vision, values and culture
2 – Job security
3 – Project-based learning or formal training
4 – Work/life balance
5 – Engagement with the work undertaken
6 – Salary
7 – Hours of work
8 – Closeness to where you live
9 – Benefits
10 – Holiday allocation

This survey was conducted by Hays NZ and surveyed 450 people. I suggest that their candidate base skews the result somewhat, but interesting nonetheless.

Serendipity ...

[Sara]  Serendipity. It's one of my favorite words.
[Jonathan]  It is? Why?
[Sara]  It's such a nice sounding word for what it means: a fortunate accident. I don't really believe in accidents. I think fate is behind everything.
[Jonathan]  Oh you do?... So everything is predestined, we don't have any choice at all?
[Sara]  No, I think we make our own decisions, but fate sends us little signs and it's how we read those signs that determines whether we are happy or not.

These words from the video Serendipity, which I watched last night, got me thinking about destiny and fate and things that happen that may well be fortunate accidents.

I remember speaking with a friend a few months ago about fate and destiny. When I meet this friend it was a result of Serendipity. I rambled that I dislike the idea of destiny or fate or luck because it means I have no control over a situation (my nature of a control freak coming out again). What I was saying was that I want to have free will.

Then this morning I read Scott Adam's Dilbert Blog and he basically said we are all moist robots with no free will.

In a prior post I asked who is at fault if a guy pokes a bear with a stick and the bear kills him. Then I sweetened the pot by supposing the bear was actually an irrational guy whose religion says you need to kill people that poke you with a stick ... The correct answer, and the one that no one offered as far as I could tell, is that it was no ones fault. Not the guy with the stick, not the bear, and not the irrational religious guy. Each creature acted according to its nature and its programming, as all moist robots must.

The bear is a furry moist robot. You poke him, he mauls you. It's that simple. The bear's brain isn't equipped for free will. Neither is yours or mine.

To add to all that Paul says that "God decided in advance to adopt us into his own family", then adds just a sentence later that God "is so rich in kindness and grace that he purchased our freedom". This just brings heaps of questions to mind like; If God decided, how can we be free? And what if he decided not to, do we still have freedom? Are there boundaries between destiny and free-will?

It seems I may have become a fence sitter on this matter, in a serendipitous way.

Cockpit/Crew Resource Management

Here is the video clip that Trevor the A320 pilot sent me.

We were chatting about how easy it is to end up in the right seat (first officers seat) of a jet overseas nowdays and that a day is potentially coming when pilots end up in the right seat without having ever flown a small plane. A concern is that they become too inexperienced to speak up with authority when needed.

Speaking up is not an issue for this first office (John Wayne). Trevor called this CRM the old way...

Yesterday I went flying, the guy in the right hand seat (in my case the instructor) was sick, so I did some rather challenging forced landings on my own. I also found out that the aero club will ditch the Cessna 152's as soon as the next Alpha arrives. I guess I wont finish my PPL in the 152 after all.

Killing the entrepreneurial spirit

Few successful start-ups become great companies, in large part because they respond to the growth and success in the wrong way. They grow exponentially and attract a team of people that love growth and have an entrepreneurial spirit. After a while the lack of planning and systems and good hiring of some systematic people means the company can turn into a very disorganised company. The response is often to bring in veteran managers to rein in the mess.

“They create order out of the chaos, but the also kill the entrepreneurial spirit. Members of the founding  team begin to grumble, 'This isn’t fun anymore. I used to be able to just get things done. Now I have to fill out these stupid forms and follow these stupid rules. Worst of all, I have to spend a horrendous amount of time in useless meetings.' The creative magic begins to wane as some of the most innovative people leave, disgusted by the bureaucracy and hierarchy. The exciting start-up transforms into just another company, with nothing special to recommend it. The cancer of mediocrity begins to grow in earnest.”

Most companies build their rules and processes to manage the small percentage of wrong people, which in turn drives the right people away. Getting the entrepreneurial spirit back it would seem means you need to give more freedom to your people.

Agree, disagree, have a question? - Post a comment now.

Fly by Wire

Boarding your plane and taking a seat next to an Air NZ pilot wouldn't excite most of you, but it was one of the most interesting flights I have taken. I sat next to Trevor an Airbus A320 captain and pilot trainer as he was being repositioned back to Auckland.

Trevor has been flying for 40 years and you can tell straight away he is an experienced and safe flyer. In his 40 years flying he has never had a major incident, never had an engine failure, nor forced landing. This is as much a testament to aircraft maintenance as it is to his attitude and skill.

Once we established that I was on my way to my PPL (so knew an incredible amount about flying), we talked Navaids, GPS, airports, handling of 737 vs A320, maintenance, CRM (Crew Resource Management), industry changes, ATPL training, the airworks accident last year, sims and pilot attitudes and leadership.

Interesting Facts

• Wellington Airport was not closed on Wednesday. Trevor landed his Airbus, it's just the ground crew couldn't work in the wind.
• Dunedin Airport is the hardest (=riskiest) airport in the country to land a jet in.
• Airbus A320's self trim (Makes them heaps easier to fly)
• At FL30 (30,000ft) and engine failure in a 737 required an immediate and positive from the pilot to stop it going over on it's back. An A320 will re trim, and put the plan into a descent.
• Wherever possible they take off with reduced thrust to save the engine life. In the A320 they take off with the cabin pressurization off, which again saves engine life.
• Great pilots come as a result of great attitudes.

Disjointed implications

• The media never give you the whole story.
• I'd rather fly in a A320 (or a next generation 737)
• If reduced thrust take-offs improve engine life, then to what other areas or things could this principal apply?
• Being great at anything, sport, flying, spirituality or leadership is all about ATTITUDE.

Trevor said he was going to email me a funny clip about CRM. If he does I will post it here.

Just put $10 gas in thanks...

Last week I filled my personal tanks a little and kind of like just putting $10 gas in your car you know it is not fill completely but it is enough to keep you on the road.

You see I spent the majority of my week on a 'focus week'. I used the time to think about strategy, read, go flying and clear (rearrange) my head. I finished the week with the Leadership Summit and now I feel like I need another week to process what I heard.

Patrick Lencioni - Silos, Politics and Turf Wars

Quote
We need to create Thematic Goals. Goals that are
  - Sinlge
  - Qualitative
  - Temporary
  - Shared across the organization

Lesson
A thematic goal is different to the long term vision. It is 3 to 12 months and covers the whole organization. The key question is "What is the most important thing for us to accomplish in the next ___ months?"

Wayne Cordeiro - Dead Leader Running

Quote
Know what fills and drains your tanks
The principal of fulcrum

Lesson
I need to be clear about what builds me up and what drains me. Often when life gets really busy, I am drained because I am not doing the things that fill me up.

I also loved the illustration of fulcrum. I am sure I will use this with my team at some point.

Bill Hybels - The power of clarity

Quote
If the trumpet doesn't sound a clear sound, who will get ready for battle?

A life spent in any endeavor other than a life spent on the transformation of humans hearts is not a life worth living.

Lesson
Keep the message clear. I am passionate about seeing changed lives and hearts. A timely reminder.