Careers and Business
Our lives are too short to simply go through the motions of a job with little thought. It’s key to keep assessing, keep learning, keep growing. This is a space where I share my own tips, reflections and resources when it comes to all things careers and work, as well as subject matter areas I love to geek out on.
It’s Time We Talk About The Creator Economy
In the digital age we live in, the traditional pathways to success have been well and truly redefined. One frontier in particular is The Creator Economy.
Over the last few years, I have been fascinated by how the creator economy has become so much more than just a glossy trend for influencers who already have brand equity.
The barriers to entry are low.
If you have a voice and you have a talent, you can monetise this.
The rise of content creators, influencers, and digital entrepreneurs has resulted in many obtaining financial independence and location freedom by making creative use of their most valuable asset: themselves.
The Creator Economy: A Paradigm Shift
But what actually is The Creator Economy?
According to Forbes, The Creator Economy is a growing field of people who make money by using their creative talents, typically through digital platforms that allow them to connect with their audiences (1).
It spans a wide range of areas, from social media influencers to podcasters, bloggers, freelancers and community leaders.
This paradigm shift has only become possible by the democratisation of content creation tools, the rise of social media, and the increasing demand for authentic, niche-specific content.
But don’t just take it from me. Here are a couple of stats.
Explosive Growth: According to research by Goldman Sachs, the creator economy could approach half a trillion dollars by 2027 (2) representing a significant surge from previous years.
Diverse Monetization Channels: Creators now have a myriad of income streams, including brand partnerships, affiliate marketing, merchandise sales, crowdfunding, and exclusive content subscriptions. There are $24 Million Estimated Monthly Payouts on Patreon alone (3).
Global Talent Pool: Platforms like Upwork and Fiverr have enabled the rise of freelancers, connecting businesses with a global talent pool that can work from anywhere. Upwork has 145.4 thousand core active clients spending at least $5,000 per year, proving the need for on-demand skills and talent (4).
Goodbye To Traditional Constraints
Whether you like it or not, the Creator Economy has meant more people are now living a life on their terms.
The main word that summarises this movement is freedom.
The Creator Economy has allowed many individuals to remove themselves from the constraints of traditional employment. No longer bound by a rigid 9-to-5 schedule, creators can craft their own work hours, allowing for a more flexible and personalised approach to how we work.
Geographical borders have also become irrelevant in the Creator Economy.
With a laptop and good Wifi, creators can work from the hustle and bustle of Tokyo, the serene beaches of Bali, or the comfort of their own homes.
This location freedom is a game-changer for those seeking a lifestyle that allows them to combine their career with travel. For me, this is one of the biggest perks of this movement.
Here to Stay
The momentum behind the Creator Economy shows no signs of slowing down.
As technology such as Generative AI continues to evolve and platforms innovate, the barriers to entry have diminished, allowing more individuals to participate.
You no longer need a vast amount of capital to fund your freelance or creator aspirations. You no longer already need to have a following.
Gen Z are already leaning into the potential, with many experimenting on TikTok and other social platforms after finding a niche and talent that can add value to others (be that educational, inspirational or entertaining value).
The Creator Economy presents massive opportunities.
But it does take time. Most creators have been grinding for 5, even 10 years, before they saw the fruits of their labour. This isn’t an overnight silver bullet and shouldn’t be seen as an easy win.
It takes dedication, persistence and, as the name implies, creativity.
However, get it right and you have the chance to gain financial independence, personal fulfilment, autonomy and freedom.
The Creator Economy is not just a massive opportunity; it’s a revolution that is here to stay.
Selling words and words selling - the intersection between behavioural science and language in marketing
When it comes to marketing and advertising, we all know that language holds immense power.
I’ve always loved the field of language, specialising in linguistics during my degree and going on to use it in various projects throughout my consulting and entrepreneurial career.
In recent years, I’ve also become fascinated by behavioural science. Human beings and how we think, feel and behave has always interested me.
In this article, I want to discuss the intersection between language and behavioural science in a marketing context.
Here I provide 4 proven ways that behavioural science can be used to help organisations craft persuasive and compelling messages that resonate with their target audience.
Framing
Framing is the technique of presenting information in a way that influences perception and decision-making. Depending on how you frame something, it can have a positive or negative impact.
By framing messages in a manner that taps into specific cognitive biases, marketers can shape customer perceptions and drive desired behaviours.
There’s a reason yoghurt is often framed as ‘99% fat free’ rather than ‘1% fat’ - the frame is on removing the perceived badness of the food.
Or consider the following example:
"Invest in our energy-efficient appliances and enjoy lower utility bills while contributing to a greener future."
The frame here is all about positive savings - savings economically and for the planet. It deliberately isn’t framed to highlight the need to buy (‘invest’) in these appliances in the first place.
Social Proof
One of my favourite behavioural science techniques - you can find my work where I’ve written on this before!
Human beings are inherently social creatures who seek validation from others, especially when making decisions.
Deep rooted in us is a sense of status and need for approval (which varies depending on an individual’s own psychological makeup influenced by both upbringing and environment).
Using social proof in marketing - essentially demonstrating that others have chosen a particular product or service - can be a potent tool. It endorses you and your brand.
Testimonials, reviews, or statistics all speak volumes and can effectively influence consumer behaviour.
"Join over 1 million satisfied customers who have transformed their fitness journey with our personalised training programs."
Wow, 1 million people are already signed up? I also want in.
Scarcity Bias
Another inherent bias we have is the fear of missing out (FOMO). I won’t go into how this is deep-rooted in us, but back in cave-men times there really was scarcity when it came to our hunter gather behaviour. Things that were scarce, such as sugar or fruit, gained a huge amount of value.
Fast forward to today and we see scarcity bias being played out in language itself.
Creating a sense of scarcity and urgency through words can trigger a swift response from customers. By emphasising limited availability or time-limited offers, marketers can drive immediate action.
"Hurry! Only 10 spots left for our exclusive webinar that will reveal industry secrets for exponential business growth."
The fact that there is a limited number of spaces left increases the perceived value of this webinar.
Anchoring and Decoy Effect:
Anchoring is a cognitive bias where individuals rely heavily on the first piece of information they receive when making decisions. For example, if buying a car, you might propose a lower price to start with to the dealership and work from there.
By strategically presenting a price option alongside the ‘actual’ option that you think customers will pay for, marketers can influence perception and drive consumers towards the desired choice.
This can be combined with the decoy effect, where an inferior option is introduced to make the target option appear more appealing.
Here's an example:
"Upgrade to our premium package at $99/month, or choose our basic package at $79/month (anchoring). Our premium package provides enhanced features and value, making it the preferred choice for those seeking the ultimate experience (decoy effect)."
Closing thoughts
Language is power - and language also sells. These are just a couple of examples - there are many more I haven’t touched on, such as loss aversior or status bias.
Ultimately the effect is clear.
By understanding these psychological principles and using it in language itself, marketers can align their messages with human psychology.
The result?
Better engagement, increased influence & powerful results.
Career Values — what they are and how to better understand yours
Recently, I’ve had a few people reach out asking about my experience on my sabbatical or what I called my career ‘experiment’, because it really was about branching out and experimenting with two areas — 1) entrepreneurship and 2) digital nomadism.
How I came to make this decision was based on my career values.
I think sometimes people feel we need to wait until we have a crisis moment or a sudden experience in life that then pushes us to follow our dreams. I disagree.
I think if you can identify and pinpoint the source of your fulfilment and meaning in life — you can probably do this before reaching a low point.
Understanding your career values is a critical aspect of creating a rewarding career.
I like to think of them as the guiding principles that help you make decisions, prioritise your goals and find meaning in your work. However, it’s not always easy to find them. And it’s also very much an ongoing process. Values — like us as humans — can change.
In this post, I wanted to share my own take on what career values are, why they matter and some tips to help you better understand your own career values today.
What are Career Values anyway?
Career values are the beliefs and principles that guide your career choices and work-related decisions. They represent the things that are most important to you in your career, such as personal growth, financial security, work-life balance, creativity, collaboration, helping others, or making a difference in the world.
Why do Career Values matter?
Understanding your career values is key because it helps you make more informed career decisions, choose the right career path, and avoid feeling unfulfilled or burned out in your work.
When you align your career choices with your values, you often feel more engaged, motivated, and satisfied in your work. By contrast, when you ignore your values or compromise them, you can feel higher levels of stress, unfulfillment and dissatisfaction.
OK. So how can I understand my career values?
1. Reflect on your experiences to date
Think about the times when you felt the most satisfied, fulfilled, and energised in your work. What were you doing and why did you enjoy it? Reflecting on your past experiences can help you identify your core career values and what you want to prioritise in your future work. For me, I often feel energised when I am working collaboratively with others, have room to pursue my creativity and am able to support or inspire others.
2. Take a values assessment
There are various online tools and assessments that can help you identify your career values. These assessments often ask you to rate different values and prioritise them based on your preferences. These definitely aren’t perfect but if you’re a bit stumped on where to begin, it can be a great way to get going.
3. Seek out a sounding board
Sometimes, it can be hard to see our own career values clearly. Seeking feedback from others, such as a mentor, coach, or trusted colleague, can provide new insights and perspectives you wouldn’t have got otherwise. I still remember doing a values piece with a mentor I had who was a senior leader at Mastercard — sat in the room with her, that 45 minutes really opened my eyes to what I thought I valued and what I really valued.
4. Consider your life outside of work
Your career values are not isolated from your personal values and beliefs. Think about your overall life goals, priorities, and values, and how they relate to your career. For example, if family is an essential part of your life, work-life balance may be a critical value for you. For me, location freedom and experiencing new cultures is important, so a remote-first role helps me achieve that.
5. Experiment, test and learn
Your career values may evolve over time — I know mine have and no doubt that will continue. Often people are afraid to make a move because they are waiting for the perfect time or moment. But that may not come. So don’t overthink it. Just try new things, take on different roles, and learn from your experiences. As you gain more clarity and insight into your values, you can make more informed career choices that align with your priorities.
Closing thoughts
Understanding your career values is a key aspect of creating a fulfilling and rewarding career — and in turn, life. Your career values are unique to you, and it is up to you to identify and prioritise them in your career journey. Hopefully this blog post gives you a starting point — so why not take a pen and paper and begin today?
Debunking the myths of behavioural science
There’s no doubt that the field of behavioural science is growing – it has made contributions in the world of business as well as other areas such as health, education and more. However, there are many misconceptions and myths surrounding behavioural science that detract from its true value and potential.
In this blog post, I want to ‘debunk’ some of the biggest myths when it comes to behavioural science, based on my own experience and from talking to others in this space.
Myth #1: Behavioural science is just ‘common sense’.
One of the most persistent myths about behavioural science is that it is simply a collection of ‘obvious’ insights about human behaviour.
While some of the findings of behavioural science may seem intuitive, some of the most important insights of behavioural science are actually surprising and counterintuitive. If I turn to the use of social proof, highlighting that many people in the neighbourhood litter and that this is a growing problem may not have the desired effect of reducing littering. In fact, it can mean that more people litter – because they think ‘oh well, everyone else is’.
Behavioural science is a rigorous, scientific field that relies on empirical research and ultimately experimentation to get to the heart of human behaviour.
Myth #2: Behavioural changes happen overnight.
Another common misconception about behavioural science is that it can produce rapid and lasting behaviour change with minimal effort. In reality, lasting behaviour change is actually slow and often very difficult to achieve. We are humans and humans don’t change easily! Plus, you may be undoing long term engrained behaviour that also has a range of social factors at play.
Behavioural science can provide useful tools and insights to facilitate behaviour change, but it’s key to remember that it is not a quick fix or means change happens overnight.
Myth #3: Behavioural science is all theory and no action.
Although behavioural science is indeed a field that can require lengthy study, the best application of it is through tangible action. That might mean observing your customers in their environment (ethnography), running A/B tests and basically just getting stuck in. You may know 100 heuristics off by heart – but if you’re unable to apply them, they won’t be much use. I have found this to be one of the biggest challenges when trying to implement behavioural science in large organisations – it can’t always be done behind a laptop.
Myth #4: There is a behavioural silver bullet.
Another common myth is that there is a single, universal approach that can be used to change any behaviour. In reality, different people are motivated by different things, and what works for one person may not work for another. Behavioural science provides a toolkit of techniques and approaches that should be tailored to specific contexts and individuals.
Myth #5: Behavioural science is not really a science.
Finally, some people dismiss behavioural science even being a science. However those who are on the ground auctioneers in this space know that it requires empirical research and experimentation to really get to the core of human behaviour. There are a wide range of tools that can be used, from experiments and surveys to ethnography and statistical modelling, all of which are used to test hypotheses and gain new insights.
Closing thoughts
Behavioural science can be a great tool in many different areas. In business, it can be used in everything from encouraging desired customer behaviour, to driving increased purchases and dales.
But first we need to debunk the biggest myths in this space. Only then can we get closer to understanding its true value and potential.
So you want to be a digital nomad? 5 questions to ask yourself first
Hybrid working and WFH are no longer novel. They are part of the culture of most companies. Remote working evangelists have been vocal and times have changed.
But we are also seeing a second tide of change – the rise of WFA (working from anywhere), or at least within a specific region (EMEA, APAC etc).
There are currently over 35 million digital nomads in the world. This is expected to grow significantly over the next few years. Interestingly, half of nomads are from the US.
A study (1) found that the top 5 reasons most people become digital nomads are:
A better work-life balance (73%)
Freedom of the lifestyle (68%)
Love to travel (55%)
Wanting to avoid office politics (43%)
Desire to explore other cultures (37%)
For me, the reason I decided to experiment with this approach was because of my desire to experience other countries and cultures without having to put a complete stop to my career – something I didn’t want to do.
If you’re interested in trying out this lifestyle, it’s certainly possible.
However, from my experience it’s worth asking yourself these 5 questions first.
Do you have the freedom to do it? The biggest factor that stops people doing this are prior commitments. Perhaps it’s a spouse who can’t move with you. Children that are in school. A mortgage that would be tricky to sustain while also paying rent abroad. These aspects make moving around the world harder. According to the same study cited above, 2/3rd of nomads are single and without a family.
Are you someone who enjoys change? As a digital nomad you must get used to the change of moving country – travelling is part of this lifestyle. This is very different to simply moving permanently abroad to one city and staying there as an expat. As soon as you start to get comfy in a city, you will likely be leaving to another. If you prefer to keep things the same and ‘settle’ in one place, the spiral of change may become too much after a while.
Are you someone who is OK working alone? Digital nomads are often working away from any in-person team, meaning they have to motivate themselves even more. It can also be hard for those who enjoy collaborating with others – something I definitely miss! That said, coworking spaces are a great option to create an alternative ‘office feel’ with other remote workers and get to know those in your city. I had a fantastic coworking space when I was in Chiang Mai.
Could you go freelance or be self-employed? 46% of digital nomads are self-employed, suggesting that while more and more organisations are allowing people to WFA, almost half of digital nomads are able to do it because they work for themselves.
Do you enjoy meeting new people? Part of the joy of being a digital nomad is the opportunity to meet other nomads from across the world. The community is one of the best parts. You get to meet folk from all walks of life, each with a different story to tell and often doing very interesting things. However, if meeting new people drains you and you couldn’t think of anything worse – perhaps it isn’t for you!
Closing thoughts
Being a digital nomad isn’t for everyone — and it’s often not forever, either. For me it’s a chapter of my life that I am experimenting with right now. I know that it’s probably not something I would want to do longer term (though never say never!) The rise of ‘slowmadism’ (moving cities but at a much slower pace is something that may be better suited for some people).
That said, this lifestyle has allowed me to explore a range of new cities while still working on some of my own projects — whether that’s my coaching business, freelance work, creating content or a start-up project — and that has been a great opportunity.
Thinking of trying it yourself and answered yes to all the above? From my experience — go for it. Try it out and you won’t regret it. So far, it’s proven to be very enriching indeed.
References and further reading
2) The Digital Nomad Handbook by Lonely Planet, Lonely Planet, 2020
The Do’s and Don'ts of Customer Interviewing
Customer interviews are critical for every business. Whether you are a bootstrapped start-up wanting to understand the problems in your industry, or an established brand that is looking to gain feedback to improve your current offering.
Most companies use surveys as the main way of gathering customer feedback. While surveys are a valuable, relatively fast and cost-effective route to gathering information, they lack the colour that actually speaking to customers brings.
Surveys are the 2D version of customer insight, whereas interviewing is 3D.
Interviewing customers isn’t as simple as it sounds on paper. Having spent a number of years conducting customer interviews for a range of different clients, in this article I discuss the dos and don’ts that every organisation should know about.
Do
…speak to the different segments within your target market
It’s critical to get a broad span of insight from your target market. There is no point trying to gather insight for a mum’s support network if some of the people you are interviewing don’t want to have children. Often organisations will pick people to speak to that, after some deeper probing, probably aren’t in their target market. Having a screener questionnaire when sourcing customers is a good way to ensure every customer you speak to is in your target market.
Once you then have your target market, you’ll also want to speak to the different groups within that. Perhaps you are a fintech budgeting app and your main customer base consists of three key groups – lower income families, single people and those who are retired. When interviewing, be sure to speak to all three segments in your target market. That way, you can understand how and why the wants and needs vary across your customer base.
…have a set of hypotheses or themes you want to test that can drive decision making
A customer interview isn’t a free for all. It’s key to have structure and direction in the discussion in order to uncover the insight you are really looking for. Perhaps you are a start-up that needs to prove or disprove your hypothesis that there is customer demand for your product. A friend of mine is currently doing this with his fitness app, seeing if there is appetite for something that allows people to train together. Go into your interviews with a clear view of what you want to unearth – and the types of insights you require to make business decisions off the back of that.
…plan the logistics carefully – or pay a company to do them for you
The logistics of interviewing require careful planning, time and effort.
How will you remind your customer of their interview on the day itself – will you text or email them? Have you checked they have the right technology to join the meeting platform? I once was working for a health client and needed to interview people in their 60s. We naively assumed Teams would be fine – in the end we had to conduct most calls by good old fashioned phone call as most people didn’t have the technology.
Have you got the right internal team to support you in the interview? Will you transcribe and record? If so, have you got the right permissions? The list is longer than you might think. Make sure to give yourself enough time to properly plan.
If you have the budget, you can hire a third-party to take care of the logistics for you – from screening and sourcing to organising the interviews themselves.
Don’t
…ask too many closed or leading questions
Although it’s key to go into your interviews with some hypotheses and a clear direction of what you want to uncover, it’s essential that you don’t move into the territory of putting words into people’s mouths because you really want to hear something.
Using behavioural science is essential to ensuring your questions are not leading and are positioned in the correct manner. We know that what people say is not always what they do. It’s key that you position your questions to to get to the bottom of their actions – not just their opinions.
Sticking with the fitness app example, perhaps you really want people to validate your idea. Asking them ‘would you use a product that allows you to train with others?’ is too leading and is a closed question. Most people will say yes because – well, why not. By contrast, asking them ‘thinking of an average week, how often do you go to a gym class vs train on your own?’ is far better. It will give you an insight into whether that person actually trains with others (not just a future projection or opinion) – and you can then follow it up to understand why or why not.
…forget to follow up afterwards
Although your customer interviews will serve a purpose, these people can double up as potential warm leads for your business or organisation. This is especially true if you are a small business or a small-medium sized enterprise. Every customer you speak to is a potential sale. Following up with them saying thank you and then (if you can) how their insights have been used, is a nice way to build a relationship that could potentially lead to more customers in future.
Closing thoughts
Customer interviews are a fantastic opportunity to get under the skin of your customer. No matter whether you are a big or small business, it’s a valuable exercise that should be baked into your customer insight programme. It’s key that it’s approached as not a one-off exercise, but a continual programme that can be used to understand your customers overtime.
Following the simple do’s and don’ts discussed in this article is a great place to start.
Behavioural Science: For Good or For Bad?
Behavioural Science is a powerful application in business. It uses science-based techniques based on human behaviour and psychology to improve key business metrics.
Understanding your customer’s behaviour is key to any organisation and its performance.
But when does the application of behavioural science to encourage certain behaviours cause more harm than good? And what can we do to prevent that?
In this article I explore a few ‘grey’ areas, before going on to explain what we can do to ensure behavioural science is used as a force for good – balancing the needs of businesses, consumers and wider society.
The Grey Area of Behavioural Science: Nudge vs Sludge?
Back in 2017, The New York Times famously exposed how Uber used behavioural science on its drivers, for example alerting them to new jobs just when they were nearing the end of their shift (1). On the one hand, this is a positive nudge as the driver can take on another job and therefore earn more money. But on the other hand, it was cited as being harmful to drivers as it encourages longer and potentially unsustainable working hours.
Another example is in the fast-food sector. Chains that offer 2-for-1 deals or the option to ‘size up’ their meal for a small fee may mean the customer gets better value for money, but it also means that they are encouraged to eat more (unhealthy) food, that in the longer term is harmful for their health. With an obesity pandemic in full swing – especially in places such as America – should such deals be allowed?
In behavioural science, such examples are hotly debated. Some argue that they are better termed ‘sludges’ rather than ‘nudges’ – i.e., they are encouraging behaviour that is not in the consumers best interests.
The Grey Area of Behavioural Science: Messaging Safeguarding
Alcohol and gambling adverts often use imagery and videos that draw on our biases towards herd behaviour (our desire to bond socially with others) and loss aversion (our desire not to miss out on something). Ever wondered why you rarely see adverts of people drinking alone?
In advertising, one way to prevent behavioural science being used ‘for bad’ is through safeguarding communications. These are messages or slogans that warn or urge viewers to be cautious. Simple examples of this are alcohol adverts that end with ‘always drink responsibility’ or gambling adverts that include information on where to get help and how ‘when the fun stops – stops.’
Without any official behavioural science regulatory body, we have to rely on government and the Advertising Standards Authority to safeguard the customer when it comes using behavioural science in advertising – especially when the product or service being sold could be harmful or addictive.
What Can We Do? Key Questions to Ask Yourself
As discussed, behavioural science can be used to encourage certain behaviours through nudges (Uber and fast-food) and through messaging (alcohol adverts) as two examples. But when does the good become bad? When are we encouraging something that shouldn’t be encouraged?
There are certain questions that any behavioural scientist should be asking themselves when working with a company to drive business performance and encourage customer behaviours.
These include:
Are the interests of the company and the customer aligned? If not, why not? And will it potentially cause customer harm?
Is it explicit that the customer always has a choice in their decision? Is it clear how they might ‘opt out’ of something?
What safeguarding communications / measures can you put in place to help the customer stay fully informed on the impact of their decisions?
When it comes to behavioural science research such as focus groups or ethnography, are you transparent on the aims of your study and how the results of the participation will be used going forwards?
Do the overall benefits to the organisation and the customer outweigh any potential downsides or risks?
Behavioural Scientist recently released a ‘behavioural science checklist’ which explores these questions and more, further highlighting the importance and duty of ethics in such an important field (2).
It is not always immediately clear whether the application of behavioural science may have a harmful effect. This checklist helps tackle that.
Closing Thoughts
Behavioural Science can be used for good in the world of business. But – like with any field that involves humans – care and caution must be taken to consider the ethics and potential harm behind its application. Every context and scenario will be different and requires thought and consideration.
But behavioural scientists have power – and with power comes responsibility. In the wrong hands, things can very quickly move into a grey (even dangerous) area.
Healthy debate, challenge and continual testing is needed to ensure we get it right.
References and further reading
1) https://www.nytimes.com/interactive/2017/04/02/technology/uber-drivers-psychological-tricks.html
2) https://behavioralscientist.org/behavioral-scientists-ethics-checklist/
Thaler, R. H. (2018). Nudge, not sludge. Science, 361(6401), 431-431. https://doi.org/10.1126/science.aau9241
IJzerman, H., Lewis, N.A., Przybylski, A.K. et al. Use caution when applying behavioural science to policy. Nat Hum Behav 4, 1092–1094 (2020)
The Behavioural Business: How to Apply Behavioural Science For Business Success; Chataway, Richard; Harriman House; 2020
Direction not destination: the death of the SMART goal?
Why SMART isn’t always so smart
Recently, I was speaking to one of my mentors (an executive coach) who told me he no longer uses SMART goals in his career.
Smart goals are those that are known to be specific, measurable, achievable, relevant and time bound.
He explained that while there is definitely a time and a place for SMART goals – for example, a project that needs to get done or a task that needs completing - using SMART goals to guide our wider career decisions in life can be problematic.
Being overly focused on one specific outcome runs the risk of:
a) missing better suited opportunities that come your way because you are overly blinkered to see them
b) forgetting to enjoy the process, experience or journey itself, because your only focus is the end goal
c) feeling a sense of dissatisfaction if you don’t reach the outcome you wanted (even if you have achieved success in other ways).
Instead, a better approach may be to set your direction, rather than your destination.
A new dawn for goals?
Goals give us a purpose in life – good goals get us out of bed in the morning and fill us with a sense of drive.
But they should be breathing, flexible entities – not fixed and static.
I like to compare it to the phrase “strong opinions, held lightly”, meant to describe someone who has strong views but isn’t rigid in keeping them if something or someone changes their mind.
This can also be applied to your goals. You can have ambitious, strong goals but can also be open to pivoting away from something, taking a different opportunity, or feeling confident enough to stop if it is not working.
This is not giving up.
It’s far better to find out what is and isn’t working – and act upon that – rather than stick with something that actually isn’t going to fulfil you in the longer term.
Direction first, destination last
Perhaps a better approach is to have a clear career direction or north star – whether that’s an area you want to progress in or the type of leader you one day want to be.
This is key to allow you to focus your time and effort in the right manner. Even better is if it is something that is built on your values – something I write about in another post and is important to staying fulfilled in your career.
The key is to remember that the destination isn’t fixed.
Anything can happen and things may surprise you.
Being agile, flexible and open to opportunities – while still maintaining your overall north star – is key.
Things may not turn out the way you had initially planned. Your destination may change.
But what if it turns out even better?
The three hurdles every successful brand must pass
A few years ago, I went on a brand strategy course led by Professor Scott Galloway of NYU Stern. The course was jam packed but there was one model that stood out in memory.
It is called ‘The Three Hurdles’ and is a fantastic framework that any brand can use when trying to distinguish what they do.
I like to think of it as the foundational blocks that all other elements of your brand strategy can stem from.
So, what are the three ‘hurdles’ every brand must pass?
Hurdle One: Differentiation
The first ‘hurdle’ is why you are different.
If you plan to create a new car riding app, what makes you different from Uber, Bolt and the other players in this space?
If you are bringing another dating app to the market, what is it that makes you different to all the other dating apps out there?
You don’t have to be the first into a particular market – in fact, it’s often better to be a late joiner in an already established market where you know there is revenue and projected growth.
But it is important you are able to succinctly explain in one sentence why you are different to the other brands out there. What is your USP?
Hurdle Two: Relevance
The second ‘hurdle’ is why you are relevant.
This is where knowing your customer is key. You may be bringing something different to the market – but are you relevant? If we take the car riding example, if a brand’s point of differentiation is that all the cars that pick-up customers are neon pink limousines, they will pass the first hurdle, but they would probably fall at the second. It’s different, but it’s not going to be relevant for most people.
Relevance doesn’t mean you should appeal to all customers. It’s far better to pick a niche and hone in on a specific target market. But you’ve got to make sure the niche doesn't go too far the other way. It should be small enough to allow you to focus, but big enough to create a successful business that could scale.
Hurdle Three: Sustainable
The third ‘hurdle’ is why you are sustainable. In this context, sustainable means longevity. How will you prevent another brand copying you, especially players that are already big in the market?
This is where building ‘moats’ around your brand is key. Patents is an obvious example, but there are other tactics – such as exclusive partnerships – that will make it harder for other businesses to copy you.
You may be different and relevant, but if you haven’t thought about the longer term sustainability of your brand and business model, you may quickly get eaten up.
Example: Salesforce
Let’s take the leading and growing cloud platform Salesforce as an example.
In terms of differentiation, when it first launched, Salesforce positioned itself as an anti-software software company. Its competitors were seen as cumbersome, boring and complex in comparison.
In terms of relevance, Salesforce was relevant for a lot of small organisations and start-ups that desperately needed affordable, cloud-based CRM.
And in terms of sustainability – well, Salesforce is still here today. By making strategic acquisitions over the years and expanding its capabilities to include data visualisation, marketing and sales solutions, it has successfully fended off competition and grown its own market share.
Closing Thoughts
The three hurdles can be applied to any organisation. If you’re reading this now, why not consider them in the light of your own company? If there is a hurdle that you struggle to articulate, chances are your brand needs to be more refined and clearer in that area.
What I find particularly interesting is that this model can actually be used when making other decisions in your company, for example when thinking about product launches or longer-term marketing campaigns. Is what you are trying to do different, relevant, and sustainable?
And going one step further, the three hurdles could even be used in other areas of your life, including when considering your own personal brand.
If something feels vague, use this model to instantly gain clarity and direction. The harder it is to ‘pass’ the three hurdles, the more changes you’ll probably need to implement.
References and further reading
The Brand Strategy Sprint, run by Section4. https://www.section4.com/
Aaker on Branding: 20 Principles That Drive Success; Aaker, David; Morgan James Publishing; 2020
Differentiate or Die: Survival in Our Era of Killer Competition; Trout, Jack, Rivkin, Steve; 2010
Power in numbers: Using behavioural science to market your brand through social proof
Behavioural science is a relatively new field in the world of business that has only recently started getting the credit it deserves (1).
Fundamentally, businesses consist of people. Employees and customers. Where there are people, there is behaviour. And where there is behaviour, there is the opportunity to apply behavioural science to solve business problems.
In this article I specifically want to talk about the power of numbers when marketing your brand.
Through using the power of the crowd, you can accelerate your brand.
The phenomenon of social proof
Social proof refers to the tendency of humans to follow the actions of others when making decisions, placing weight on these actions to assume they too are making the "right choice".
In this type of context, it is closely linked to the concept of herd behaviour (i.e., following the herd).
How many times have you been influenced by the number of reviews on an Airbnb booking? If you see one review at five-star, you may be more sceptical than if you saw 500 reviews that sat across the four- and three-star ratings.
The same is true for app downloads. Seeing a new app that already has thousands of downloads is going to instil you with more confidence than if it only had a handful.
Or an Instagram account that has 10k followers vs 20. Which are you more likely to follow?
Truth is – numbers speak volumes. If we see that those around us are buying into something – be that a service, a product, a brand or person – we too are more likely to follow suit, assuming it’s the right choice.
An instinct within us – and what this means for brands
And for good reason. What is fascinating is this comes down to our evolutionary instinct. Back in the days when there was the very real threat of running out of food, or being hunted down by some outside predator, we found safety in numbers. Following the herd – those in our tribe – literally could save us.
This desire for safety in numbers still holds true today – and can be found in commercial contexts like those just discussed.
For brands it poses both a challenge and an opportunity.
For new brands, it is more of a challenge. You will not have as many customers as your competitors to start – and that in turn prevents you from bringing in more customers, since you lack social proof.
For start-ups that rely on network effects, such as car riding or dating apps, this is a problem when getting off the ground. It’s been coined the Cold Start Problem by investor and former Uber executive Andrew Chen (2) whereby the product only works if there are enough people within the marketplace.
So how can you gain social proof and in turn attract more customers? Here are some strategies brands can take.
Encouraging customers to leave reviews each time they interact with your brand, so that other customers can see these reviews when they are considering you. Leaving a review should be frictionless and quick
Investing in a social media strategy that will grow follower count overtime, in turn creating a virtuous cycle that will then breed more followers
Using referral schemes and codes to encourage more customers to join and accelerate network effects between friends
Highlighting in your marketing key ‘social proof’ messages such as ‘90% of customers rated us excellent’ or ‘100,000 downloads and counting’
Closing thoughts
Numbers are powerful.
Using social proof and focusing on ways to create herd behaviour is a valuable mechanism to gain customers. When done correctly, numbers can skyrocket your brand.
References and further reading
(1) The Behavioural Business: How to Apply Behavioural Science For Business Success; Chataway, Richard; Harriman House; 2020
(2) The Cold Start Problem: How to start and scale network effects; Chen, Andrew, Harper Business; 2021
https://thebehavioursagency.com/herd-behaviour-in-marketing/
https://fs.blog/mental-model-social-proof/
5 tips for your first week working in a new city
Moving to a new city is an incredible experience – if not one that, naturally, feels uncomfortable and disorientating to start with.
I’ve recently embarked on a temporary stay in Valencia, where I am aiming to combine lifestyle with career – living in a beautiful city, while working on some of my own projects. So far, it’s amazing.
But going to a location to work, not holiday, is a different beast.
You aren’t here purely for pleasure. And while you can explore, you have limited time to do so – typically the evenings and weekends.
In this article I aim to give you the top 5 tips for working abroad in your first week.
1. Give yourself a buffer period of 2 days.
Moving abroad is both practically and emotionally a big deal. There’s all the admin that comes with it and the mental mindset shift. It’s probably not a good idea to start working the minute you step through your new apartment doors – unless you want to feel overwhelmed. I personally gave myself two days to settle in, unpack, get my bearings and ensure everything was okay, so that when I did start working, my full attention was there.
2. Check your wifi with your landlord or agency in advance – and have a backup plan.
A bit of a given, but you’d be surprised. Ask the question so that if it’s sketchy, you can know in advance and have a back up plan. It’s just good hygiene to check on the Wi-Fi for your apartment, since without it you won’t be able to work from anywhere to start with.
3. Portable monitors are your friend.
Okay, this might be a personal preference, but I find working with two screens easier than one. Your apartment is probably not going to have an official desk set-up, so it’s worth bringing the things that will make you most productive. Yes, it’s extra weight to carry, but it’s worth it.
4. Seek out the best co-working spots for a change of scenery.
Equally, you probably don’t want to work from home every day. Back in the UK, I liked mixing things up by going to the office once or twice a week. Therefore to recreate that change in routine, have a look to see if there are any co-working spots near you that you can hang out and work for the day. They usually charge a small fee, but some are free.
5. Set your work schedule before you move.
And finally – before going, set your calendar work schedule before you leave. Have a plan in place for the first week. What projects are you doing? Any deadlines to factor in? What meetings do you have? When will you prepare for them? These aspects are better planned ahead of time, if you can.
In short, working in a new city is an awesome experience – but you need to equip yourself for it to be a success. Follow these 5 tips and you’ll be on your way there.
3 ways to live a career that is aligned to your values
Values. We hear the term used a lot in our lives.
Values in terms of relationships.
Values in terms of how we view the world.
But what about values in terms of our career? And how do we identify what they really are?
Decisions without a compass
One of the biggest and most frequent mistakes we make is taking career decisions that aren’t necessarily guided by our values.
Let’s take a few examples:
Mark is a new dad and values spending time with his children more than anything. Despite this, he decides to take a position offered to him that will result in longer hours, without having a conversation first as to how he could make both work, for example through flexible hours. He ends up stressed and sad that he can’t spend more time with his family.
Lucy enjoys working independently and having the freedom to work wherever she wants to. However, she is applying to jobs that have a set office policy, meaning her freedom to work wherever will be limited. After joining, she realises that there are days she is expected to be in the office. All she longs for is to be able to work by the sea in her hometown of Devon most days.
We often make decisions that seem good but may not actually make us happy – even if it’s something that “should” on paper.
Fulfilment in our careers occurs when our values are met.
So, how can you ensure that’s the case?
Understand your values
The best way to get real on your values is to do an exercise that allows you to “zoom in” on the most important values to you in your career – I’ve included a couple of helpful links at the end of this article.
Time and care should be taken. Block out 2 hours for yourself to participate in a values exercise.
The aim is to start with a longer list, then whittle it down to come out with your top five values.
Discuss with close friends or family members whether they think those top values are accurate for you. It’s helpful to get a second opinion from people who know you well, to prevent any blind spots of what you “think” you value, vs what you actually do.
Assess your current role against your values
Next, assess how much your current job meets your values. Is there a mismatch? Do some values get met more than others? Why? Rank them in order starting with the values that are met the most.
Next, consider how often your values get matched? There is no point valuing autonomy if more than 50% of the time you feel you are being micro-managed, even if this isn’t always the case in your job.
Make a game plan
Hopefully there is a perfect alignment, but often there are things you might want to change. The first step is to see what could be done to make it work within your current role. Often, having a conversation with your manager, or even with HR, to explore your possibilities is a good starting place.
For example, if money is a top value and you would like more, do you research on your market value and the pay range within the company for your level. Start creating a business case for why you deserve more and have the discussions with the right people to negotiate a pay rise.
If status is important to you as a value, explore whether there is scope to change the external title of your role, so you can get some satisfaction that way.
If time is important to you as a value, understand the company’s policy in terms of working part-time, for example going down to a 4 day week.
Explore your options within the organisation first. The best organisational cultures will be open to discussion.
If that doesn’t work, it might be time to find a new company that does meet your values.
This may especially be the case if one of your values is something like ethics and behaviour, which will be hard to change on your own. It may be easier to find this elsewhere.
Closing thoughts: Remember that your values are individual to you
It’s worth remembering that your values are unique to you. The biggest signals still used in job descriptions today are salary and title, but for some people these aspects may be less important than other factors. More companies are, in fact, listing other aspects such as “opportunity to work remotely”, in order to appeal to people with different career values.
The basic question to ask yourself in all this is what would make you feel the most happy and fulfilled in your life? What role will align to your career values?
After all, we spend so much time working, it’s key to get it right.
Further reading
You Coach You; Tupper, Helen and Ellis, Sarah; Penguin Books; 2022
The Role of Values in Careers; Flores, Lisa Yvonne; Pope, Mark; Rottinghaus Patrick J; Information Age Publishing; 2014
The Squiggly Career; Helen and Ellis, Sarah; Penguin Books; 2022
Values worksheets
https://neillthew.typepad.com/files/career-values-exercise.pdf
https://career.berkeley.edu/sites/default/files/pdf/Plan/ValuesChecklist2.pdf
https://www.thebalancecareers.com/what-are-career-values-with-examples-2059752
In which I decide to experiment
Where to begin?
This post has been a long time coming and it has been difficult not to share the news up until now!
As of this week, I have taken a sabbatical from my secure corporate job to a) work from anywhere and b) experiment with my own projects.
Writing that feels so strange, as it has been a dream that I have wanted to do for quite some time. I remember reading somewhere that the difference between a dream and reality is action. So, over the past 6-8 months I have taken the steps to make this happen.
And so, here we are…
Side note: thank you to everyone who has lended me an ear, supported this move, or cheered me on over the former months. You’re brilliant.
I am super fortunate that the company I work for is letting me go off and explore – and come back should I wish. That is an awesome opportunity and I strongly recommend everyone reading this checks out their company’s sabbatical policy, in case it’s something you’re also interested in!
But...why now?
A big reason for me is the fact that I’m still relatively young. The thought of NOT taking a risk feels like the biggest risk of all. I am very lucky to have no commitments at this stage of my life – no mortgage, children, or spouse to please.
But those things may come one day, and so rather than waiting until it’s much harder to do something like this (and I’m risking more than myself) I decided to take a leap now. The benefit to being free, I suppose.
Secondly – the pandemic. No surprises here. The pandemic shook up our routines. It showed us a new way of life and challenged what we thought our lives had to look like. The dawn of remote working particularly resonated with me. If I could do my job perfectly well in my London apartment, why couldn’t I do it by the sea, somewhere warm, in another country?
All of a sudden, a whole lifestyle of not remaining fixed to one address, but still being able to work, was opened up. It’s no wonder “work from anywhere” jobs have skyrocketed since the pandemic hit.
Anything else?
A final factor in this decision is a desire, a restlessness if you will, to go out and explore.
I really enjoy my job and the team I was in. I saw a great path for myself going forwards. But then I thought – is that it? Is that all I’m going to try and do with my career? Okay, I may get more senior and paid more but… then what? And there was no way I was going to wait till my 40s to do something else.
I have lost count of the number of times people have wistfully looked at me saying they wish they were “free” again. But the thing was, I wasn’t doing anything with that freedom!
A desire to try something new now – even if it means failing and learning in the process – and then come back, sounded far more appealing. I am hoping it will also add additional skills and character that otherwise may not be gained.
So, there we are.
A new chapter is here. One where my main goal is to explore – geographically and intellectually. To learn. To have fun. There will of course be ups and downs, I know that much, but I also know that this is a move authentic to me and my values.
This is my year of change, and I couldn’t be more excited by it.
It’s in the name: how to christen your organisation’s brand
I’ve recently had some interesting discussions with a few people about their company name and whether it’s good, great or could do with changing.
It made me consider a) the various categories of naming that brands take and b) what makes a great brand name.
Brand naming can take one of four approaches: descriptive, implicit, abstract or people-led
Brand naming isn’t a one size fits all approach. Different organisations will broadly fall into one of four categories.
Descriptive brand names are when an organisation takes a “does what it says on the tin” approach. The name quite literally describes the company’s main reason for existence. MeetUp is a good example of this – a platform that literally allows you to meet up with people and search various events. Wholefoods is another – a retailer that mainly sells healthy, unprocessed, whole foods. These are both descriptive brand names, a great option to take if you want your customers to understand what your brand is about, just from your name.
Then, you have what I like to call the implicit brand name. This is where the core of your organisation is suggested by the name, but it’s not necessarily directly obvious. A good example might be the flight platform Skyscanner, which allows you to scan prices of flights to find the best deal. Or you could take Twitter, a name which suggests chatter or quite literally the call of birds when they communicate with each other. Implicit brand names allow a degree of creativity and often hint at what the core essence of the product/service is. They are a great way to position your brand by using an idea your customers already understand, or that will evoke an association that is relevant to what you are selling.
You then have the camp of abstract brand names. These are personally my favourite BUT they can be tricky to get right. Abstract brand names often have little to nothing to do with the organisation itself. Obvious examples include Amazon (which has nothing to do with the Amazon forest) and Apple (which has nothing to do with the fruit). A pro to this naming strategy is it doesn’t constrain you in terms of what you do or don’t sell. Indeed, Amazon and Apple are two organisations which have very much branched out of what their initial core offering was. However, abstract names run the risk of leaving your customer clueless. The rest of your brand messaging and marketing must work hard to make it clear.
Finally, there are also brands that are named after people, which I call people led brands. These are less common but are still very much a strategy some companies take. Ben and Jerry’s is a good example, named after the two friends who created the business. More often, this approach is used in B2B companies – law, consulting and banking firms in particular. KPMG stands for the initials of Klynveld Peat and Marwick Goerdeler, the principal founding members.
People led brands leave a legacy of the people who created them. However, it’s a risky strategy to take if you are wanting to use your own personal brand (and name) to elevate and launch your business. What happens when you are no longer involved? Unless the company has already scaled to a degree, without your name and you there, it could fall flat on its face.
From good to great – the 5 naming commandments every organisation should follow
Okay, so if those are the categories brands sit in, what are some of the rules you might take in order to ensure that your name does the trick?
Make it memorable. A memorable or catchy brand name is key. Have you ever been with a friend as they try to recall the name of a shop or store they love, but can’t remember it? That moment is a potential sale just missed. Make your name easily memorable.
Make it (reasonably) short. Long names can be too much of a mouthful to repeat – and again, to remember. Brand names that are too long will also cause problems for your marketing when adapting the words for different digital spaces, for example a mobile thumbnail.
Make it inoffensive. This is key especially if going for an implicit or abstract brand name. Do your due diligence. What does the name mean in other languages? Does it have implications that might cause offense? Has it got another meaning on Urban Dictionary? Check from all angles.
Make it unique. It’s difficult to use the same name as another organisation if they have trade-marked it. However, you can use variations of the name. Take two social media companies called Buzz Sprout and Social Buzz. The problem is these names aren’t exactly unique and could easily be mixed up by the consumer - leading to a loss of sales for both organisations.
Make it sustainable. You want your brand name to last the length of your organisation – which hopefully will be a long time. Avoid names that reflect a moment in time or trend in popular culture that may become irrelevant ten years from now.
Closing thoughts
Naming your company isn’t easy.
It takes thought and careful consideration.
A descriptive, implicit, abstract or people-led brand naming strategy may be right for you, but it is important to consider the rules that sit across all of these approaches.
A great brand name is the first step to building a strong brand presence. Choose wisely.
What you say matters: using behavioural science for better messaging
Have you ever considered how your organisation can better position itself, its offering and its brand in a way that really lands with your customers?
Using behavioural science is a great way of helping elevate your organisation’s messaging in a way that truly engages your customers. Because let’s face it – we live in a world filled with words and messages. With straplines and slogans. We are bombarded at every moment with noise. Indeed, this is part of the context in Daniel Kahneman’s latest book (1) which looks at how – now more than ever – we are surrounded and saturated by information, most of which is irrelevant to what we really need to know.
For brands, this presents a challenge. How can you cut through the “noise” of modern society saturated by information and stand out against not only your competitors, but the array of information your customers receive every day? How can you ensure that your messaging and communications get read?
Rather than pulling out the fanciest of marketing tricks and focusing on visuals or shock tactics, it may be worth first delving into the science and psychology of how our brains work to process information and language. In relatively simple ways, you can position your messaging in a manner that will not only capture your customers attention, but that will resonate with them, too.
In this article, I look at three basic principles organisations can start implementing today to better enhance their messaging.
Principle 1: Appeal to your customer’s emotions first and foremost
A fundamental principle in behavioural science is that we have our System 1 brain (fast, intuitive, emotional) and our System 2 brain (slow, thoughtful, reasoned) (2).
Organisations often target their messaging at the System 2 brain. I.e., focusing on all the logical reasons their product or service is great. It is a mistake to think this will be the most important factor for why customers will buy from you. This will of course have an impact, but it’s unlikely going to be the initial driving factor for why someone would consider choosing you in the first place.
What leads to a customer’s consideration to buy lies in the System 1 brain. That’s to say, the emotional side to your customer.
Case study
When the reusable nappy brand Bambino Mio ran customer research on their product, they found that mothers were more likely to buy the product when it highlighted effects such as happy babies and cleanliness, than when it highlighted the more “rationale” factors of the reusable nappy, such as being made from special biodegradable materials or being better for the environment.
It wasn’t that these benefits were not important. More so that to the frazzled mother looking after her newborn child (even the environmentally conscious kind), the more immediate, visceral and emotional need in determining her purchasing decisions was the comfort and happiness of her baby. As such, the company started emphasising these benefits, ones much more likely to land with the System 1 brain of their target market. They also began to show the product not in isolation but worn on babies who looked happy and cheerful in the product.
The lesson here is to not get overly caught up in the rational benefits of your product – in this case, biodegradable, environmentally friendly etc. Instead, run your research to understand what the deeper /primary drivers may be for your customers, rather than the secondary factors. Here, it was mothers who wanted the best for their babies and who were unlikely to risk trying a different product that may not deliver against their most important desire: a happy and healthy baby (3).
By appealing to the System 1 brain and getting underneath the emotional factors of your target audience, you are more likely to create better messaging that really lands. Ultimately, this will in turn driving greater sales and improved ROI for your marketing campaign.
Principle 2: Reduce cognitive overload through chunking and information architecture
Messaging isn’t only about what you say – it’s about how you say it. This means, when using mediums such as print, social channels or digital (anything that requires written copy) it’s imperative to avoid overloading your customer with too much information. Instead, make it as easy as possible for them to read and digest.
One behavioural science technique to do this is through chunking. That means being selective on your messaging and “chunking” it into different sections to aide your customer when reading. For example, during the pandemic, brands that interacted well with their customers did so in ways which allowed them to read the information in a digestible format, through subheadings, bullets or marked sections.
How your brand presents text information (also known as information architecture in behavioural science) is equally important. Consider an email being sent to all your customers. Many will not open the email, let alone read it. Therefore, what key piece of information do you need to contain in the subject line when it goes out? What is the overall message or call to action you want to get through to customers?
Given that many people today are time poor, it’s key that you consider both a) how you will chunk your information to make it more digestible and b) the hierarchy of importance in your messages so that the more important message will be read by your often rushed, information saturated customer.
Principle 3: Resonate with your customer through framing…
The framing effect is when our decisions are influenced by the way the same type of information is conveyed. Equivalent information can be more or less appealing depending on which features are highlighted (4).
Compare a yogurt that states “95% fat free” to one that states “5% fat”. It’s likely that the former will appeal to the health-conscious customer because the product is highlighting the lack of fat (rather than its presence) and appears more impressive to the health conscious.
Such framing can be a very useful technique used when trying to sell a product or service. You will be familiar in shops with seeing items that are labelled as on sale or have a discount. By framing the product in this light (rather than simply stating the new price on its own), it is more likely to gain the customer’s attention and increase their likelihood to buy. Everyone loves a good deal. The framing of this fact alone can become more important than the price itself.
…including identity framing
Brands should also incorporate identity framing in their messages. If you have data that shows your target customer lives primarily in the suburbs and countryside, then framing messages with a provincial, local angle is likely to resonate far more than using more generic messages that would appeal to both your urban and rural customer.
Understanding the demographics and interests of your customers will be key to framing messages that resonate with your customer’s identity and how they perceive themselves in the world.
It’s worth noting that this identity can span a range of areas. It may mean our personal identity (our core beliefs and values), group identity (our affiliation with groups such as religion or community), social identity (our role in society for examples as parents or leaders), or ethnic identity (attachments to heritage or subculture) to name some examples.
Messages that land will be the ones that are framed in a manner that is aligned to the customer’s identity and how they like to perceive themselves in the world. Having clear customer data points on your customer is therefore essential to determine how you communicate to them.
This data will influence and shape how the same piece of information is framed according to the different segments within your customer base.
Closing thoughts
Behavioural Science is a powerful application that can elevate and enhance your organisational messaging, leading to greater customer engagement and in turn an increased likelihood of sales. Ultimately, when done right it can have a tangible effect on your company's bottom line.
There are many other concepts your organisation can use for better messaging and positioning (5). However, these three principles are a great place to start. Appealing to your customers System 1 brain, presenting information in a digestible and prioritised way, and framing your message to land with the different types of customer are all great ways to improve your communications.
After all, what you say matters – so make it count.
References
(1) Noise: A Flaw in Human Judgement; Cass Sunstein, Daniel Kahneman, and Olivier Sibony; William Collins; 2021
(2) Thinking Fast and Slow; Daniel Kahneman; Penguin Books; 2011
(3) Case study shown during the Market Research Society Behavioural Science Conference, 2021
(4) https://thedecisionlab.com/biases/framing-effect
(5) Other example heuristics that can also be powerful in communications include loss aversion, scarcity bias, social proof and authority bias
Pay it forward: the importance of giving back
I’ve always felt so incredibly lucky to have some of the best leaders and mentors in my life. People who have taken time out of their day to listen, counsel or act as a much-needed sounding board. These people have helped support me, guide my decisions and challenge my perspectives.
As I move through my career, I now try to pay it forward as much as much as I can.
Last week, I spoke to two ambitious ladies who reached out for advice. The first wanted to go into a new area of consulting, the second is based in India looking to do her masters in the UK and work in marketing strategy afterwards.
Feeling energised after the conversations (both of which took place on the same day) I sat down and reflected on why having these conversations is so important.
Everyone starts somewhere. Offering your advice, especially to those early on in their career, is one of the best things you can do. Encouragement and empowerment are the fuel that allows us to keep moving. We should give them out generously. When I started out as a fresh eyed grad, I may not have had much expertise – but I did have a lot of energy, motivation and willingness to learn. Without those who supported and guided me, I am not sure this would have been channelled in the right way. Not only that – but I would have worried 10x more than I already did.
No one has all the answers. Many people are often stuck with what decision to make, going round and round in their head. By speaking to someone you can offer some much-needed guidance, or at the very least, a new perspective to help them in their decisions.
Helping others is good for the soul - and allows you to learn too. We all know that engaging in charitable work feels good and does good. Similarly, helping people succeed or grow as individuals is a great feeling. When kind to others, serotonin is released which can make you feel calm, boost self esteem and make you more optimistic. Not only this, but you might learn something new. Much like reverse mentoring, the benefits go both ways.
So how can we lift others? I think we can sometimes take an all or nothing approach and feel we need to have a formal mentoring relationship in place, or do nothing at all.
But from what I have experienced, there are other ways you can pay it forward. Here are three easy ways to start now:
Wherever it’s possible, offer 25 minutes of your time when someone reaches reach out. You might find yourself too busy, but even a short conversation can be enough to help someone.
Share your lessons learnt. When you look back, what do you wish someone had told you? Sharing your own stories can help others who find themselves in a similar place to the one you once were in.
Inspire. Be a role model each day. Find forums, outlets and platforms that other people can look up to and learn from. Be open and lead authentically.
Helping lift others is so important - I’m at the start of this journey but I can already sense it’s one of the most powerful and fulfilling things you can do.
The best leaders are those who pay it forward. And we can all be leaders – no matter what stage of the journey you are on.
Time is of the essence and how to get more of it
Hands up if you wish you had more time?
Hands up if you have projects you want to get on with, but somehow don’t find the time to actually do them?
Hands up if you feel you’re juggling 900 things all at once, but not doing any of them as well as you would like?
I often get asked how I have the time to work 5 days a week, run a coaching business and maintain a website.
Well, it isn’t easy. But equally, there are techniques that really help.
When I reflect, I realise it all comes down to time – how you use it and how you ultimately get more of it.
A baptism of (time) fire
Throughout my life I have faced periods of intense work under time pressure. My first memory of pressured or “difficult” time were the 8-week terms at Oxford, with essays we had to produce twice per week.
While my other friends at other universities could focus on an essay a term and spend the rest of their time in the most raucous of ways, I had a baptism of (time) fire.
Suddenly – every minute counted.
When producing our weekly 3000-word essays, getting to the library for 9am vs 10am was precious and could make a material difference. I had a daily schedule – that included some form of balancing act between the academic world, extracurricular world and social world.
This time pressure and intensity taught me to be creative and savvy with using time. The goal is to do more in less time. Or, as has often been coined, to work smarter, not necessarily harder. To focus on the tasks that are really going to have an impact.
With that in mind, read on for my favourite tips for having “more” time.
1. Write down a list of priorities.
If you – like me – love to try your hand at many things, it’s time to get strict about what is most important to you and what is going to actually have the most impact in your life.
Write a list of all the goals you have and order them. You should be spending at least 40% of your free time on the top goal.
If buying a house has long been on your list, but you still haven’t got round to it, take a look at some of the other activities that are taking up your free time. Consider how you can reduce these. For example, outsourcing tasks, improving efficiencies or cutting them altogether.
Learn to say no.
How many times have you said yes to something you didn’t really want to do? Whether it’s that boozy brunch with people you barely know, or a 30-minute meeting with a recruiter (done out of politeness, not because you want to), we often give our time away in ways that don’t serve us.
Now, don’t get me wrong – sometimes we must be selfless and give time to help others. A friend in need, or an old lady crossing the street. This is not what I mean. The point here is – with that caveat aside – to only say “yes” to the things you are genuinely enjoy or are going to gain something from. Everything else is a time suck – and believe me, this time adds up.
Know what motivates you to stay focused.
Learn what motivates you. I am a sucker for a solid to-do-list. It motivates me hugely when I wake up to have a list of items to scratch off one by one. There’s something so satisfying about the mini wins throughout the day (today, writing this article was one!)
But that is what personally motivates me to use my time effectively. Yours may be different.
A friend of mine likes to lock his phone away for a period so he can fully concentrate, only letting himself have it once he’s completed his tasks for the day.
Other people enjoy using the Pomodoro technqiue, which counts down the minutes and encourages you to work for 25 minutes before only then taking a break. This is seen as the perfect length of time to help you not procrastinate, be productive, create urgency and help you stay focused on any task you are tackling.
Time-box.
Carve out times not only in the day – but also in the week – when you can get things done. For me, this is a Sunday afternoon. I always try to keep it free from plans, so I can get on with what I need to do.
Knowing I have this Sunday afternoon always free helps calm me during the week when I have a piling to-do list.
What chunks of your week will you time-box for certain tasks? Be that decorating a new room, replying to a backlog of emails, or launching a knitting business.
But it’s also worth time-boxing the things that bring you joy. Having downtime is incredibly important – we must find the time for that and protect it. Otherwise, we’ll feel we never had a moment to rest. Time-boxing will make you feel far less guilty the next time you watch Netflix and eat Pizza when you have long list of things to do.
Thanks to time-boxing, you know you’ll be able to get round to it.
Closing thoughts
Juggling my time is not some superpower I was given. It was learnt (perhaps unknowingly!) through my university experience.
But I also believe that anyone can learn it and ultimately become better with their time. Through the techniques discussed here, you will notice that time really can go further than we think it can.
Being savvier with your time – and being conscious of it – will help you focus on what’s most important.
Time really is of the essence.
It’s been two years since the pandemic hit us. The working world will never look the same again
It’s January 2022. Almost two whole years since I remember being in Canary Wharf and receiving a call that explained we will probably need to work from home for “at least 12 weeks, maybe more”.
Nearly 104 weeks later and I am still working from home most of the time. News this week that we can renter the office once again is a sign of some normality returning. But it’s become clear that Covid is something we will simply have to live with – at least until the disease is scrapped from the face of earth (which won’t be happening anytime soon).
As a result of new variants, outbreaks and ongoing research into the relatively infant disease, the working world has taken on a shift for the foreseeable future. But what, exactly, does this mean?
Here I reflect on both the positives and negatives to how we work now.
The Good…
The reduced travel is better for the world and our carbon footprint.
There is an urgent focus on the world and the existing climate crisis at present. There is no escaping the fact we must act now. The pandemic has shown many companies that not all business meetings need to happen in person. As such, many of us have reduced our carbon emissions by cutting back on work travel (1).
Organisations have started to prioritise what meetings truly need to be in person vs what can be done virtually without travel. Indeed, the number of business flights have fallen dramatically in the last two years, with only a third of companies expecting to return to the same level of flying as before the coronavirus pandemic (2).
This can only be a good thing for the planet.
Increased flexibility has led to improved employee satisfaction.
Many of us can now do the things we wished we could have done before – a gym session at lunch, picking the kids up on the school run, taking the dog out for a walk before (not after) it gets dark. We have been presented with an increased level of flexibility that has allowed us to lead our days in a way that is much more authentic to us, rather than feeling that we are tied into an office for most of the day.
Great leaders have used this to empower teams and individuals to focus on outputs above all else, handing them a greater level of trust than previously by doing so.
You can work from home – and technically, work from anywhere.
The increase in remote or hybrid working has been widely documented, with both advocates and opponents of the change. However, I predict a new demand from employees: work from anywhere. People who have worked in their homes for days on end (and seen they can succeed in doing their job while doing so) are craving a change in scenery.
There is a huge opportunity for companies to let employees work from anywhere – this could be for a limited period of time (such as 3 months per year) or within a specific region that would still allow for seamless collaboration (such as Europe).
The challenge will be for organisations to ensure they do this in a way that is both tax efficient and reduces employee liability risks.
The Less So Good…
Relationships are harder to build.
Remember those days when you bumped into Mark from accounting by the coffee machine? You spoke about what you were both working on, what plans you had for the weekend and whether you are going to that colleague’s leaving drinks. Alas. These conversations are now few and far apart– with the vacuum of in-person spontaneity, such interactions must now be engineered over Teams/Zoom/Slack/Skype.
The effect is not quite the same – the cold pixels of a screen fail to offer us the same catalyst required for optimum relationship building. Many of us miss our colleagues. A study found that younger workers and those new to a company may be experiencing the pain of social isolation more (3).
Even though we know our colleagues are technically “there” behind a screen, nothing beats the energy you get from real-life human interaction. Efforts should be made to help employees coordinate their schedules and get a much needed does of in person energy. Planning around a team meeting is a great example of this.
You risk taking your work to bed.
Having your work in your home and your home in your workplace can have a potentially negative effect on wellbeing. While once entering the door to your home marked both a physical and mental shift of leaving work, there is now a blurring of lines that has caused an unhealthy “always on” culture.
Parkinson’s Law states “work expands so as to fill the time available for completion” (4). Knowing that you can keep working well into the evening can give you a sense of having more time, which, ironically, can reduce levels of productivity. Compare this to knowing that your day is ending and the added motivation it gives you to get things done, so you can catch the train home and have dinner with the kids.
Employees have itchy feet.
After an event that completely broke our routines and shifted the way we not only work but also think, there has been an acceleration in the number of employees looking for change. Employee turnover is on the rise, a shift otherwise known as The Great Resignation (5).
People are looking for an increased sense of purpose in what they do and how they live their life. Organisations will need to rise to the challenge by listening and understanding what it is that motivates their employees, in order to reenergise a fatigued workforce.
Closing thoughts
The pandemic has shifted the way we work. With this change has come both positive and negative effects. On the whole, I think the pandemic has created a catalyst for innovation and opportunity that can be capitalised on by both organisations and employees, with enough care, resource and time.
Do you think the shift in how we work has been for good or for bad? I would love to hear your thoughts.
References
1) https://www.ons.gov.uk/economy/environmentalaccounts/articles/covid19restrictionscuthouseholdemissions/2021-09-21
2) https://www.theguardian.com/environment/2021/apr/12/business-travellers-planning-cut-future-flights-poll-finds-coronavirus
3) https://hbr.org/2021/03/what-a-year-of-wfh-has-done-to-our-relationships-at-work
4) https://www.economist.com/news/1955/11/19/parkinsons-law
5) https://www.weforum.org/agenda/2021/11/what-is-the-great-resignation-and-what-can-we-learn-from-it/
Why everyone should have a side hustle (or at least a pursuit outside of work)
I often get asked how I have the time to have my own website, a coaching business and a full-time consulting job. I very rarely get asked why I have these additional pursuits. People seem to think it’s inspiring, but that it’s also a bit out of reach. After all, why on earth would you do something that takes up more of your free time and is an additional thing to do? Don’t we have enough on our plates already with our full-time jobs?
It’s a good point. A great one, in fact. But that’s exactly why I wanted to write this article, reflecting on the benefits having a side hustle or pursuit outside of your day job brings. Yes, it may require more effort. But the value it brings can make it really worthwhile.
It allows you to tap into your other skills
Do you ever get the feeling that you have more to give in your job? That there are parts to you that maybe aren’t being used as much as you would like? Chances are, you have additional skills to bring to the table that your current job may not call upon.
This was exactly why I started HelpMePresent. Although I present at work sometimes, it is only a relatively small part of what I do. So I wanted to tap into this presenting skill-set by creating by own coaching business and helping others improve.
It’s worth thinking about your skills and whether all of them are currently being used in the way you would like. If the answer is no, how could you bring your other skill into a project, pursuit or business outside of work?
It gives you a unique point of difference
Having something outside of work also enhances your own personal brand and purpose. If you are an artist in your spare time, but do a job that is completely different, it enriches you as a person. It makes you stand out. Not only that, but it prevents you from becoming one dimensional.
I have always said to myself I never want to lose my creative flair and enjoyment of writing. Would I want to do it full time? No. But do I enjoy doing it alongside my work as a consultant? Absolutely. We as humans shouldn’t have to pick and choose in black and white terms what we do. By having a side hustle or passion outside of work, it will give you a unique point of difference.
It enables you to hedge your bets and gain perspective
As Harvard Business School states, “Trends like robotics and AI have unpredictable consequence, and timelines, so it’s hard to predict when and if your industry will take a hit. Indeed, there are simply fewer jobs to go around these days. From 1948 to 2000, jobs grew 1.7 times faster than the population. But from 2000 to 2014, the population grew 2.4 times faster than jobs (1).” That means, it is perhaps a little unadvisable to purely rely on one job. Now don’t get me wrong – certain jobs will always be in demand (think doctors and teachers). But even then, there is nothing to stop internal restructures and redundancies.
By having another pursuit you are good at, you effectively have something up your sleeve, should things take a turn for the worse. Not only that, but the effect this has is that it allows you to gain a perspective in your day-to-day life. Your job becomes something you actively pursue and enjoy, rather than something you feel you must depend on at all costs (a statement that can lead to higher levels of stress than it should).
Closing thoughts
These are just three of the main benefits I see as key. Other benefits might include expanding your network, gaining extra income and increasing your entrepreneurial capability.
Having a side hustle may not be for everyone. But if you think you can do it, it’s worth experimenting. The most important thing is to make sure it is something you enjoy. There is no point making your pursuit freelance coding if coding is something you find tiresome (even if you are good at it).
To go back to the question about having enough time, I truly believe that it’s enjoyment that makes having a side hustle sustainable. It gives you the energy and enthusiasm to do something extra, to “sacrifice” your free time because you get a sense of pleasure from it.
Just like how I have written this article now. If it has inspired or helped at least one person reading this, that makes it all the more enjoyable to me.
The richness side projects can bring to your life is infinite. Why not start today?
References and further reading
(1) Even senior executives need a side hustle; Harvard Business School, 2017
Why you should have (at least) two careers, Harvard Business School, 2017
100 side hustles: unexpected ideas for making extra money without quitting your day job; Guillebeau Chris; Clarkson Potter; 2019
Side hustle in progress: a practical guide to kickstarting your business; Ogabi Elizabeth; HarperCollins Publishers; 2021
Passion projects for smart people; Wing R. Michael; Quill Driver Books; 2017
3 key tips on getting that promotion
I recently was delighted to receive news of my promotion, something which I had been working towards over the last year. It made me think about the tips and advice I received that were super helpful – and that I now want to pass onto anyone else who may find themselves in a similar situation. There is plenty of material out there on this topic, but when I look at what’s needed to get promoted, there are three key tips that come to mind.
1. Know the role description for the level above – and start to do it
It’s key to not only understand the expectation and role of the level up but to start demonstrating that. What exactly does it involve beyond the scope you currently have? How can you start performing at that level in a tangible way, backed up by evidence? Often, most promotions happen because the person has already been acting at the level above for a period of time (though how long that time is varies from company to company and the pace of progression). Either way, the key is to not just know what the level involves, but to doing it in your day-to-day work.
2. Seek out sponsors and mentors to help you
Sponsors and mentors are key for progression and more generally excelling in your career. However, you should know that they are different from one another. A mentor is someone who can give you objective advice – they sit inside or outside your organisation and can be at a range of roles and levels. You can read more on the power of mentoring in a previous article (just scroll down in this section!). A sponsor is someone in your organisation who supports your case for promotion and makes an active effort to help you get there. Surrounding yourself with both mentors and sponsors is key.
3. Talk to people who have been there before
When preparing for your interview or panel, it may be helpful to speak to people who have been in your shoes before. Even better if they went through what you are about to recently. What helped them? What did they feel they needed to demonstrate the most? What advice would they share for you now when they look back at the step up? Having this conversation may help you become better prepared for the role you want and go in with your eyes fully open.
Closing thoughts
Getting a promotion is a significant step in your career journey. It’s one you should absolutely savour and take pride in. It’s also one where you can help others step up and grow in their own paths. With that in mind, I really hope you found this short post helpful and can take something away from it.
What other tips do you have? Contact me here – I would love to know.
Money matters: A (very simple) introduction to investing
Do you invest? I am hoping if you are reading this article the answer is yes. You might think that saving is enough, but if you want to make your savings work harder for you in the long run, then you might want to consider investing.
Why?
Due to inflation (the cost of goods rising overtime), having savings that are in a static savings account (i.e., with little to no interest) will mean that the £50 you have now will be able to buy less in years to come
Investing is a way to counter this happening and allow you to potentially increase your money instead
Due to compounding (1) the more you invest early, the longer it has time to compound and grow your money
I won’t pretend I am an expert in investing or a financial advisor – by no means*. The above are some very simple principles as to why you should invest. There are many more and it’s important to remember that everyone’s situation is different.
But what I have learnt, is that investing can be a great way of making your finances go further in the long run (although not guaranteed).
What saddens me is that women seem to be much less savvy or on board with investing for various reasons and it is still predominantly a male activity (2). But whether male or female, if you want a basic guide to investing, here are some tips I found helpful when starting out.
1) Outsource
Rather than trying to invest yourself and decide which stocks or shares to choose (something that is better saved for people who have been investing for a while and/or who understand the market), you can outsource this responsibility to a company for a small fee. There are plenty that will do the investing on your behalf. I began my journey with Nutmeg. Simple, easy and user-friendly, they are a brilliant service that will take care of investing for you.
2) Be in it for the long run
Investing is not intended to be a quick fix solution. The best (and safest) way to approach investing is to consider the long term over the short term. Putting money aside in investments will mean you want to keep it there for a good amount of time to see the returns. A typical minimum investment horizon is 5 years. If you are saving for a big holiday next year, you may want to think twice about putting all your disposable income in investments. Instead, it’s worth mapping out how much you are willing to put into investments for the longer term and how much you need easy access to in the shorter term.
3) Know your risk-tolerance
It’s worth considering what you would be willing to lose in a worst-case scenario and whether that means you are happy with how much you are putting in – both now and overtime. Are you someone who would stress at seeing their money go down one day and up the next day? Would you feel anxious about how your investments are performing? Or do you care more about the longer-term result and will therefore be less affected by short term ups and downs?
These are the questions you should ask yourself when investing. Understanding your risk-tolerance is a key step to making investing something you feel comfortable with. Typically, the longer you intend to be in the market the more risk you can take. Many managed services will offer a questionnaire which will ask a series of questions that will work this out for you and understand where you lie on the risk scale and what that means for your investing strategy
4) Spread out your portfolio
To reduce the level of risk, it’s important to spread out your investments. To take a very basic example, having everything invested in Facebook is higher risk than having your investments spread across a S&P 500 index tracker or global tracker. If Facebook went bust tomorrow (unlikely but not impossible) then that would mean damage to your finances. By keeping your portfolio spread across several funds and trackers (rather than in one or two individual companies), you can lower your risk, while maximising your returns.
5) Start now
Investing just £30 is better than investing nothing at all. Don’t feel you have to go “all in” straight away. The biggest barrier to investing money as a beginner is simply getting started. As Nicholas J. Scheibner, wealth management advisor at Baron Financial Group (3) states: “Don’t wait for the ‘perfect time’ to get in. Start now and keep adding to it.” Do you research but be sure to start early. For UK readers, if you are investing make sure you use your £20k yearly ISA allowance as a tax efficient wrapper to buy, hold and sell your investments.
*Note: All investing has a level of risk involved. This article is a simple introduction to investing and should not be taken as prescriptive, nor replace the official advice of a financial advisor. You should always consult an expert before making any decisions with your money.
References and further reading:
1)https://www.investopedia.com/terms/c/compoundinterest.asp
2)https://www.independent.co.uk/money/women-invest-less-men-risk-save-pay-gender-sexism-city-b1866121.html
3)https://money.usnews.com/investing/investing-101/articles/how-to-start-investing-with-100
https://www.moneysavingexpert.com/savings/investment-beginners/
https://www.gov.uk/individual-savings-accounts
https://www.hsbc.co.uk/wealth/articles/beginners-guide-to-investing/
Behavioural science: the secret sauce to elevating customer experiences
It’s dinner time. You’re on holiday and you are looking for a restaurant to eat in. You see one restaurant with lovely décor, a fantastic menu and friendly staff. But it’s completely empty. You see another restaurant that is less fancy and with a smaller selection of dishes. It’s filled with groups of people inside. A family pass you by and go to the waiter, requesting a table. They are clearly excited to eat there.
Which restaurant do you choose?
Chances are you will choose the second restaurant due to a phenomenon known as social proof (1). This bias tells us that humans are more likely to follow the actions of the group. Sensing the happy faces and bustling groups of people, we are more likely to believe the second restaurant will provide us with the better experience, even if we lack the empirical measures to prove this.
How you design experiences must factor in such cognitive biases. This can be done through applying behavioural science.
The increasing importance of behavioural science in experience design
All companies should strive to create an exceptional customer experience. With consumers caring more and more about the experiential value in what they buy, strong customer experiences are no longer a nice to have, but a must-have. There are multiple strategies, methods and frameworks to help drive great customer experiences and improve business performance (2).
But how can we use behavioural science in this space?
The term "customer experience" is self-explanatory. It is the experience of a human, in this case, the customer. This human is hard-wired and underpinned by emotional needs. Or, in other terms, they are more likely to be driven by System 1 thinking (intuitive, emotional, instant) rather than System 2 thinking (rational, measured, thoughtful) (3). By understanding the deeper instincts of the customer, we can design better experiences that are more likely to meet these deeper needs and desires. The result? Happier, more loyal customers and ultimately better returns of your organisation.
Behavioural science can be applied to three stages for this purpose. Mapping the current experience, designing the future experience and testing the experience for continual improvement. In this article we explore all three.
Stage one: Mapping the current experience and getting beneath the skin of the customer
The first step is to map the current “as-is” experience, in order to identify future areas of opportunity. Behavioural science can be used to gain a deeper understanding of the existing unmet needs, pain points, and moments that matter for customers.
The first rule of behavioural science is that what humans say and what humans do is often different. Behavioural science can help us mitigate this challenge by helping us get closer to the “truth” when collecting customer insight.
Survey Design
Firstly, behavioural science can be used when designing surveys (4). Care should be made to ensure questions are not leading, but instead allow for an answer that captures richer insight. Surveys should be designed to pivot away from standardised scale & ranking questions. Artificial Intelligence can be incorporated within the survey architecture to probe specific words after an initial response, encouraging longer responses with greater elaboration that gets to the heart of the customer’s perspective. Questions should be designed to get to the heart of the customers actions, as opposed to their opinions.
Timely feedback
Secondly, allowing customers to feedback immediately after (or as close as possible) to the touchpoint in question creates a more accurate view. This is because humans have the tendency to post-rationalise moments and/or fail to recollect moments in an accurate way. It is for this reason some airports have stands that ask customers to press a button to “describe their experience today” with faces denoting good, okay and bad. These are deliberately placed just after the check-in point to allow for a live pulse check, rather than sent in a survey later that day when the moment is hazier. By using technology platforms like Medallia (5), surveys can be sent just after the touchpoint itself to collect insight.
Ethnography and on-the-ground observations
Thirdly, observing and speaking to customers through field work is another powerful way to gain insight into the experience itself. This is known as ethnography – an observational science around studying human behaviour. Being on the ground in the environment itself will allow organisations to witness and hear how customers interact at the different stages of the journey. New tools allow for digital ethnography (6), a powerful way to virtually observe your customers’ journeys while they are interacting with your product or service.
Analysing the cognitive biases and heuristics at play
Once insight has been gathered, it is possible to identify the pain and gain points across the customer experience and map the end-to-end journey in the “as is” state. It is also key to map the Moments that Matter for the customer. Moments that Matter is a term used in the CX space that refers to those critical moments that could make or break the whole customer experience (7). They should be given priority, because this is where the customer will see the most value, should it be executed well and where most is at stake, should it be handled poorly.
Once the pain points, gain points and moments that matter have been identified across the customer experience, behavioural science can then be used to analyse these in more detail. For example, what are the cognitive biases that lie behind these?
Take a leading high-street coffee shop. A customer may cite that the length of time between making the order and waiting for the order to arrive is too long. It should be faster, in line with what they would expect from leading coffee shop. They also cite that when the coffee is eventually received, it is of an OK standard. Both are pain points that tie into what’s known as expectation theory, a bias that states our expectations of a product or service shape our perceived performance of them (8). The customer expected a fast coffee order and didn’t receive it. As such, the coffee tasted sub-par.
To address this, the coffee shop must ensure they deliver the coffee in a time-frame that is in line with what the customer expects from a leading high-street coffee shop (compare this to a niche coffee shop, where a longer waiting time might be expected).
By analysing the cognitive biases and heuristics at play, a richer understanding of the customer across the journey can be created.
Stage two: Designing the future experience and using nudge-theory to create desired behaviours
Once the as-is experience has been mapped, it is time to design the future experience and create a journey that will lead to a much more positive experience for customers.
One behavioural science application regularly applied at this stage is nudge theory, a concept that proposes positive reinforcement and indirect suggestions to influence the behaviour or decisions of an individual. It can be a powerful tool when used by organisations to prompt customers to behave in desired ways across the end-to-end journey.
One example of nudge is using slow, relaxing music within a restaurant environment to encourage diners to take longer at the table and in turn, increase the chances of them spending more (9).
When designing the future experience, organisations should consider where and how nudge theory can be used to address pain points and amplify the moments that matter. For example, if customers are frustrated at having to complete a lengthy and complex form when making their tax return, nudge theory can help reduce this challenge (and encourage customers to complete the process) by using existing data to pre-populate standardised fields and therefore make the process faster and easier.
To summarise, nudge theory is a powerful technique that can be used to design exceptional customer experiences and encourage the customer to move through the entirety of the journey (10).
Stage three: Testing the future experience through constant iteration and improvement
Another fundamental aspect of behavioural science lies in experimentation and testing. Because human-beings have complex and evolving needs, it is critical that organisations seek to continually test the experience to ensure it delivers against (and exceeds) customer expectations over time.
Constant iteration is required (11). This can be achieved through the development of prototypes which can be used to showcase immersive experiences and, in real-time, test customers reactions and identify areas of improvement. Behavioural science should be used regularly within agile product or service development cycles. Consider designing a new money management app for a leading retail bank. It is key to regularly understand what customers both enjoyed and didn’t enjoy in terms of the app features, resulting in an end-product much more desirable to the target users.
A/B testing in website design is another example of using behavioural science to continually test and optimise the customer experience. It allows organisations to effectively gather data on which of the two website versions (A or B) creates most engagement with customers.
It is critical that testing and experimentation is done on a frequent basis to keep up with the ever-evolving needs of the customer and ensure a desirable experience.
Closing thoughts: a powerful application
Behavioural science is a powerful application that organisations should seek to use when designing their customer experience. When designing the customer journey, we must remember that there is a human at the forefront of this, a human who is deep-rooted in cognitive biases and behaviours used at each touchpoint of your customer journey. When done correctly, behavioural science can help you elevate your customer experience and ultimately drive better business performance in the longer term.
References:
1) An established bias first noted in the 1935 study by Muzafer Sherif, one of the most influential founders in modern social psychology.
2) KPMG’s Six Pillars of Excellence is a leading example of one framework, setting out the six key elements that drive exceptional customer experiences (Empathy, Expectations, Resolution, Time & Effort, Integrity, Personalisation).
3) Thinking, Fast and Slow; Kahneman Daniel; Penguin Books; 2012
6) https://www.research-live.com/article/opinion/a-guide-to-digital-ethnography/id/5083312
7) https://cx-journey.com/2017/02/customer-relationships-and-moments-that.html
8) The Choice Factory; Shotton, Richard; Harriman House; 2018 (p77-83)
9) The Influence of Background Music on the Behaviour of Restaurant Patrons; Milliman, Ronald; The Journal of Consumer Research; Volume 13, No2, 1968)
10) Nudge: Improving Decisions about Health, Wealth and Happiness; Thaler, Richard, Sunstein Cass; Yale University Press; 2008
11) The Behaviour Business; Chapter 3: Test Tube Behaviours in The Behaviour Business; Chataway, Richard; Harriman House; 2020 (p27-36))
Defining your “why” - building purpose, building trust
Purpose. Defined by The Cambridge English Dictionary as “why you do something or why something exists”.
As humans, many of us have our own purpose. But what does purpose mean for brands and organisations? In recent years, the word has been used more and more. In the basic sense, every company has a purpose, a cause for their existence – from fridge manufacturers to florists. But how do you make yours feel real and authentic, so your customers believe the product or service you provide is beyond just output and profit? To achieve this, you need to look at your business or organisation to explore the deeper, more meaningful “why”. What impact do you have on the world? What do you stand for? And what would society miss, if you were gone?
Now more than ever, consumers want to see companies believe in something. COVID-19 has shaken up our existence and caused many to care more about the community, the world and the bigger things in life. In this increasingly purpose driven world, firms are revisiting, refining and sometimes redefining their organisational purpose in the context of their societal and environmental impact. And for good reason. According to the annual Edelman trust barometer, belief-driven buyers are critical when choosing, switching, avoiding or boycotting brands (1). Additionally, studies have shown that purpose-driven companies often witness higher market share gains and grow faster than their competitors.
What does this mean for increasing trust?
The link between purpose and trust is paramount. We are entering what might be termed the ‘integrity economy’, one driven by the environmental, social and governance agenda. The consumer is much more conscious in their buying decisions. Indeed, 56% of people say that the environmental and social practices of a company have an impact when choosing whether to buy from them (2). We won’t choose a brand solely based on the product and the service they offer us. We choose a brand because we also have a level of trust in them and how they operate. If an organisation has a clearly defined purpose and “reason for being” that goes beyond just profit, it is more likely to increase those levels of trust. Indeed, 71% of customers say that if they think a brand is not putting people above profit, they will lose trust in that brand forever (3).
But a word of caution. Your company’s purpose must be translated into tangible reality, in order to truly build trust. Some organisations see purpose in terms of the shiny make-up that can act as a convenient marketing mechanism. Hey world, look at the good we are doing! But that approach might be even more detrimental if it isn’t truly realised. Purpose needs to be embedded into the organisation. If not, brands can be described as “purpose washing” *, something that will fundamentally decrease levels of trust. Consumers are too informed, too connected and too sceptical in this information age to fall for a brand that claims to be pursuing a profound “purpose”, when really what it is after is a stronger bottom line.
One way to avoid this is to ensure that your purpose is translated across the core elements of the customer experience journey - pre-purchase, purchase and post-purchase. For example, if you are a environmental deodorant company such as Wild (this market being set to grow by 20% year on year here in the UK (4)), can you use zero packaging waste to deliver the products? Or can you use local suppliers to reduce carbon emissions and send loyal customers updates about the environmental benefits choosing this product has on the world? Brand purpose will only be taken seriously if customers see it is acted out within the operations and have tangible proof of its impact.
How can brands become more purpose-driven?
Here are three ways you can embed purpose into your organisation.
Lead from the top
It’s the CEO and C-Suite who set the purpose agenda. For example, beauty firm Lush is one example brand where the founder set the tone right from the offset, to ensure the company was truly purpose-driven in what they do. In order for purpose to have an impact, it cannot just be delegated to the marketing department or sit in silo. Purpose sits at the top and is filtered down – not the other way around. Make this an agenda point at board level.
Embed into the organisation
As mentioned, your company’s purpose should be translated across each area of your business and help form part of the decision-making process. The UK Bank first direct is a great example of this, putting people first in what it does. It’s agile-at-scale operating model allowed the bank to very quickly scale up a dedicated and empowered team trained to empathetically respond to customers difficulties. It holds a strong sense of purpose with c3000 people committed to the customer (5). Your core purpose should be the underlying fabric of all activities your company undertakes.
Strive for openness and clarity
Organisations need to be open as to how their purpose connects to their business (and is relevant to their business), while at the same time having a positive impact on society. A sound story-telling approach is essential, one that clearly and simply paints a picture to explain why shared value creation is beneficial for all. The M&S “never the same again” programme sums up the position of many companies as they reimagine their company and role during and after COVID-19. For M&S, this promises to be a complete overhaul of the shopping experience (6).
Closing thoughts
Overall, purpose is key for building trust, and in turn driving business performance. Especially with the pandemic, it’s particularly key for organisations to start thinking about their impact on the world and how they can strive to do better. More and more customers are conscious shoppers – this fact cannot be ignored. To stay ahead of the game, brands should tap into this and focus on why they matter, what they believe in and how they can make a wider impact.
*Other examples include green-washing (claiming to be environmental without this being the case in the business operations) and woke washing (jumping onto a political or social movement in the hope that it’ll win over a certain set of customers, but with little responsibility taken in the culture of the workplace itself, for example a lack of gender equality at C-suite level).
References:
1) Edelman Trust Barometer, Edelman 2020
2) Me, My Life, My Wallet, KPMG LLP 2020
3) Edelman Trust Barometer, Edelman 2020
5) The New Customer, Customer Experience Report, KPMG LLP 2020
6) Ibid
Further reading:
Grow: How Ideals Power Growth and Profit at the World's Greatest Companies, Stengel, Jim; Ebury Publishing; 2012#
https://hbr.org/2019/09/put-purpose-at-the-core-of-your-strategy
Activate Brand Purpose: How to Harness the Power of Movements to Transform Your Company, Goodson, Scott, Walker, Chip; Kogan Page Limited, 2021
Brands and the brain: how behavioural science helps create some of the strongest brands in the world
The world is full of brands. Millions, in fact. But ask someone to name the strongest and a few are guaranteed to emerge – Apple, Google, Amazon, to name a few. Google’s brand is so powerful that “Google it” is now used as a verb (the action of searching the internet) which directly encompasses the brand name. The same could also be said for Kleenex – the brand and product (tissues) have become synonymous.
But what exactly creates strong brands? Companies typically use multiple strategies to help improve the strength of their brand. From using integrated technology that creates a seamless end-to-end customer experience, to incorporating techniques such as quality ques to increase the perceived value of their brand. In recent years, brands have also needed to hold (and deliver on) a clearly articulated brand purpose – increasingly, one that is meaningful and resonates with some of today’s most pressing issues.
In short, brands are built through a range of different techniques. However, one area that is less explored is the role of behavioural science in creating strong brands. Behavioural science and its role in business has come under the spotlight in recent years, with a number of experts drawing attention to its potential in driving better business outcomes (1). But how exactly can companies use this previously less explored territory to strengthen their brands?
Here I offer an introductory look into a few ways this can be achieved.
Data, personalisation and habit-formation
Data is king, and what all strong brands do is use technology and data in powerful ways. One example is by using data to form personalised, relevant, and targeted experiences that in turn drive habit-forming behaviour and a form of psychological dependency in the customer.
Let’s take an example. TikTok’s algorithm is incredibly powerful, collecting huge amounts of data on your viewing habits (thanks to the short nature of the clips, which means more data can be collected) which feeds into an algorithm what will line up what it thinks you would want to view next. The result? Hours and hours of compelling footage, personalised to your tastes and desires, that even you didn’t know you wanted to see. Amazon’s “customers also bought” and the Netflix “recommended for you” are other examples of data being used to create personalised experiences for the individual. And in turn, drive habit-forming behaviour – from checking Facebook first thing in the morning to always using Amazon to buy our next product.
However, it’s important to note that consumers are starting to become more sensitive around how their data is used, especially after scandals like Cambridge Analytica. Ethical use of data is key and while brands might tap into our historical online behaviours to create more personalised products and services, how they do it (and to what degree) is being put under the spotlight. The recent hit documentary The Social Dilemma shone a light on this, looking at the use of the continuous scroll mechanism, notification evolution and the use of likes on social media platforms. “It’s the gradual, slight, imperceptible change in our own behaviour and perception that is the product” so we were told (2). Many of us came away with our eyes open and aware of the potential harmful effects. And yet? We have not really changed our behaviour. Such is the power of data and its ability to create personalised experiences and psychological “highs”, driving habit-formation and repeat behaviours that keep consumers coming back to the brand.
Availability bias: what you see is all there is?
The power of strong brands also lies in the way they can enter our deeper consciousness. For one person to choose a brand over another – all things being equal – we must first know that the brand exists. But not just exist – it must be a living, breathing entity in our world, present in information, news, media and our day-to-day interactions. This contributes to what is known as availability bias, a mental shortcut that relies on immediate examples that come to a person's mind when evaluating a specific topic, concept, method or (in this case) decision to choose one brand over another. As Daniel Kahneman puts it in his book Thinking Fast and Slow, “what you see is all there is” (3). And as Richard Shotton writes in The Choice Factory, “If someone went to the shampoo aisle and spent an hour analysing the price and utility you would think that person insane. It’s essentially sensible to buy the most popular one, the one that’s been on TV, the one that springs to your mind – the one that’s most available” (4).
This is also why brands use sports to develop this availability bias within consumers. Think about football players wearing adverts on their tops – if we see 11 men with the same logo on them for 90 minutes, we will build familiarity with the brand. The same could also be said for the Coca Cola cups consistently shown on American Idol – indeed, this led to an increased awareness of the brand and impact on sales during that time (5).
Social proof and the power of the crowd
Big brands are able to tap into our innate desire to belong to – and fit in within – a community. “Social proof”, a term coined by Robert Caildini (6) is the psychological phenomena of copying the actions of others or adapting our behaviour according to what others are doing, which in turn contributes to herd behaviour. Apple’s ecosystem of products feeds into such a desire – the brand infiltrates across phones, earphones, watches, tablets and more. The ecosystem therefore not only makes functional sense (the parts working together), but emotional sense: an uptake of users across the products will mean that consumers are more likely feel that if they also bought the brand, they too would fit in better.
This also helps explain why social media influencers can be so powerful for creating brand following. Endorsement from an high-profile influencer is likely to generate a change in behaviour in consumers (i.e. them buying the product) as a result. This is because consumers look up to that influencer and in many ways want to join the community of followers and imitate someone they admire. Gymshark made its millions from such a model. TikTok has also used the power of social proof, with users taking part in challenges or specific dance routines that leads to an incredible snowball effect that expands across different countries.
Brand teams must be asking, what features or functionality can they use that can drive forward a sense of community within their customers? How can they help foster the innate psychological desire for humans to imitate the actions of others, especially friends or those who they admire? The returns of this can be huge, leading to increased customer loyalty and users who want to keep coming back to that same brand. It can even lead to communities of people who become brand advocates – those who are “camp Apple” vs “camp Android”, for example. Could brand tribes, driven by social proof and herd behaviour, be the future?
A word of caution
It’s important to recognise that the use of behavioural science to create strong brands does not come without challenge. If brands are to use behavioural science to create desired behaviours, they must ask themselves if the actions they are trying to incite in the consumer is ethically or socially right. Put simply: is it good or bad for the customer? Nudge theory refers to implementing behavioural science techniques to “nudge” consumers into doing a desired action. This can be used for good, such as when public health brands send text reminders to remind individuals to book their annual health check-up. But it can also be for bad – known as “sludge” – where behaviours encouraged have a negative impact on the customer. Uber came under fire when it was discovered that they used an algorithm to keep drivers on the road, alerting them that they were ever so close to hitting a financial target each time they tried to log off of the system. For many, this led to unhealthy working hours and the desire to make just one more trip (7).
Now more than ever, consumers have a keen awareness and growing sensitivity around the strategies companies are using. They have a greater consciousness as to where and how they spend their money and which brand they believe as doing the right thing in how they operate. Brands must therefore ensure they use behavioural science carefully, with ethical and social considerations front of mind, to prevent any backlash.
Closing thoughts
Here are just a few examples of how brand managers might use behavioural science in creating strong brands. Approaches which combine psychology with business strategy are deeply influential in driving brand performance and, in turn, revenue for organisations. Done correctly and ethically, behavioural science can transform and strengthen your brand, increasing customer loyalty and creating long term gains.
References:
The Behaviour Business; Richard Chataway; Harriman House Publishing; 2020
The Social Dilemma, Netflix Documentary, 2020. Quote from Jaron Lenier, author of 10 Arguments for Deleting Your Social Media; Bodley Head; 2018
Thinking Fast and Slow; Kahneman, Daniel; Penguin; 2012
The Choice Factory, Shotton, Richard; Harriman House; 2018
Aaker on Branding: 20 Principles That Drive Success; Morgan James Publishing; 2020
Influence: The Science of Persuasion, Cialdini, Robert; Harper Collins; 1993
https://www.nytimes.com/interactive/2017/04/02/technology/uber-drivers-psychological-tricks.html
5 Productivity hacks to start using now
Oh productivity. We often wonder how we can be more productive, especially at work. But truth be told, it really is relative and down to the individual. What one person may deem to be a “productive” day may be unproductive for someone else. We all work best in different ways. But what I have noticed is that working more hours does not equate to being more productive. The book Work Smarter, Not Harder (1) expands on this concept, as does the interesting article that explores how Darwin was a slacker and “you should be too” (2). Really, it’s about how exactly you fill those hours - the quality over quantity concept also springs to mind.
So what can we do to be more productive? Here are 5 key tips you might find useful.
1. Know thy timing
Some of us are night-owls. Others are at their best at 5am. Find out what hours you are most efficient in and see if you can protect that time for doing your most effort-heavy /crucial work. That way, during the rest of the hours, you can get on with the lighter tasks that require less man (read: brain) power.
2. Schedule in breaks (and make sure you actually stick to them)
We all know that taking regular 10-minute breaks during the day results in more productivity. It has been scientifically proven. Working solidly for hours on end is actually counterproductive in terms of output. And yet, with a massive to-do list at hand, we all do it, glued to our chairs for 5 hours straight. But force yourself to stop, get up, make a tea, look out the window and then get back to it. In fact, a recent Harvard Review also suggests that breaks can also be conducive to both creativity and problem solving (3).
3. Plan something fun
All work and no play makes Jack a dull boy. Planning something fun to do – and ensuring it’s not just at the weekend – will motivate you to get the work you need done, so you can go out and enjoy yourself every so often. A mid-week play date (even just a call to a friend while cooking) often works well and helps break up the week, allowing you to strike a better balance in the desired work/life equation.
4. Create prioritisation chunks
Chunk your tasks into today (what must be done/is on your critical path to move forward) and those that are of lesser importance (i.e. can wait to tomorrow). Then plan your day around these, always starting with the first group. This might sound an obvious tip, but it is very easy to get caught up in fire-fighting small tasks, rather than those that have the greatest significance and impact. By chunking tasks, you can ensure that you always conquer what actually needs to be one.
5. Be kind to yourself
No one is superhuman. There will always be something else you need to do. But getting stressed about it can cloud your thoughts, increase cortisol levels and actually make you less productive. Take a breath, pause and know you are doing your best. Keeping calm and being kind to yourself – even in difficult circumstances – is the best way to stay productive. We always say we should be kind to others, so make sure you are kind to yourself too.
References:
1) Work Smarter Not Harder; Collis, Jack, LeBoeuf, Michael; HarperBusiness; 1995
2) http://nautil.us/issue/46/balance/darwin-was-a-slacker-and-you-should-be-too
The power of mentoring
Mentors, sponsors and coaches. We hear about them all the time, but how important are such figures? And crucially, how do you find your own?
In this article, I will be focusing on mentors specifically, which I define as a trusted advisor and someone who is able to offer new perspectives based on their knowledge and experience. During my career, I have been tremendously grateful for those in my life who have helped me when it comes to careers - be it formally or informally. A mentor is someone who, in my opinion, can guide you on your career journey by facilitating your thought-process and helping you consider new perspectives. Crucially, a mentor and good mentoring relationship is not based on someone telling you what to do.
So, why do mentors matter?
They act as a sounding board for an overwrought mind. How many times have you agonised over a decision, or been running around in circles with little avail? A mentor can help guide you and break the cycle, enabling you to finally decide what to do.
They give you confidence. Sometimes we lack confidence and are short-sighted, unable to see the bigger picture to a situation or our longer-term potential. A mentor can help give you the confidence you need to take stock, reflect and plan ahead, without simply being fixed on the short-term.
They present a new perspective. Speaking to a trusted mentor can help you unearth a new idea or thought - to discover that side of the cube may not have considered yet. The best mentors are able to help you explore this by asking the right questions.
How can I find a mentor?
Finding a mentor should be organic and natural. It’s not just a case of looking up someone and saying “hey, please be my mentor”. Instead, if you find someone whom you think would be valuable (be it at your own company or outside), just pick up the phone and have a chat. You’ll see if they feel they are right fit, or someone that you are comfortable opening up to in an honest manner. And if so - go from there. An organic, authentic mentoring relationship is always the most valuable.
A final thought
A good mentoring relationship is often driven by the mentor, not the mentee. Go to your sessions prepared and with the topics you want to discuss ready, so that you can guide the conversation. This doesn’t mean the session itself need be formal, simply that you can get the most out of it. And remember to jot down any helpful thoughts that come to you in the session, so you can reflect again in your own time.
Happy Mentoring!