Growth principles

In this short write-up, I would like to briefly examine the essence of that phenomenon—GROWTH. Observable facts of growth include increase in size, number, value, and strength. Also, enlargement, expansion, increase, and, of course, development.

To grow means to become bigger. The size may be by way of influence; that is, the power to effect control and change, in conduct, thoughts, ideas, decisions, and perspectives.

One way to grow, some people say, is to have a lot of money, that symbol of value. To earn more money, you have to create more value. You get more work done faster, easier, and cheaper (affordably). You sketch realistic goals and advance purpose.

You nurture competencies and, through adaptation, respond strategically, creatively, and rapidly to markets or business contexts. You also manage relationships across domains. You predict and work on trajectories, carefully identify patterns, and act on them decisively.

You develop “internal” maps and act on them. You also streamline processes, deploy brilliant strategies, nurture innovative organisational culture, and pursue different initiatives.

Let me add that, in order to effectively manage obstacles and resistance to growth, you must regularly deploy wisdom and work seriously on apparent naivety. It is important that you teach and invest effort in convincing those around you of the positive reality that life is worth living and that, with skilled hard work, we can all, without exception, grow, win, and be champions.

I am irrevocably committed to business models that build and deliver healthy (and prosperous) living and shared value. These models must deliver vitality as their brilliant premise, fruitful and eventful lives, as well as prosperous societies and successful business organisations.

My platform has always been entrepreneurship. I love to work with skilled people who are dynamically willing to learn and grow—those who are always ready to apply themselves to new situations; those who do not lean only on technical knowledge but are committed disciples and advocates of people leadership.

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With an entrepreneurial-minded strategy, we can, by working collaboratively, always figure out solutions to problems and answers to questions. We build on available opportunities with relevant and effective technical tools. We adapt innovatively for sustainability while focusing on delivering meaningful utilities.

Ownership by team members is the greatest attitudinal trait. It must never be “just my job” ownership. We must all own problems and resolve them. Never pass the buck. This instinct is counterproductive. Self-accountability empowers teams to consistently make positive changes and sustainable progress.

Great results from success are heartwarming, but remain genuinely customer-focused, inventive, and always willing to dive deep.

My take on customer focus, customer experience, and customer satisfaction is both ingenious and can be cleverly executed.

Passion must drive salespeople. Firstly, they must be “students” who walk the talk of understanding the organisation’s values to customers and working backwards to satisfy them. They listen attentively and help customers make the best decisions for themselves. Secondly, they must be “doctors” who identify customers’ problems and uncover their needs. They must also be “architects” who design, with the support of the entire organisation, customer-focused solutions. They are the “therapists” and “teachers” who understand customers’ anxieties and help resolve them. They identify expectations and achieve maximum value improvement.

In the face of the prevailing harsh economic environment, organisations are adopting “revenue operations”, an execution strategy focused on unifying all operational resources (sales, marketing, and customer success) to create more value for customers throughout the sales cycle.

Smart branding efforts are also paying attention to emotional algorithms, reciprocity, honesty, social proof, credibility, and trustworthiness.

A key leadership principle for growth is trust. Leaders must be trusted. They must serve selflessly and not be “self-serving”. Trust is reciprocal. It is the loop in team interactions. Trust grows through this loop. Conversations, meetings, and the sharing of ideas must engender trust. A leader listens attentively and speaks respectfully. He is honest, authentic, straightforward, and delivers on promises. Team members must own up to mistakes as well as problems and work with commitment to solve them.

In smart organisations, teams reason through problems and help each other succeed. In our organisation, curated retail has been the game changer. It has given birth to desirable and meaningful transformation of unique business models.

One of the key features is the achievement of an almost door-to-door delivery of highly beneficial outcomes. These outcomes are the results of painstaking identification of needs of individuals, groups, corporate bodies, and public institutions.

The achievement of sustainable growth also relies on discoveries from neuroscience, psychology, and history, which show that intelligence can be developed and increased.

Organisations must embrace continuous learning, along with mentorship and coaching. We can learn better, think deeper, and constantly grow our minds for dynamic resilience. Progressively desirable habits will drive enduring success. Always seek to improve and explore new possibilities. Do not be a “know-it-all”.

Today, HR professionals are being challenged to specifically define the value they create in order to have a seat at the table. They must with clarity state the value they create for customers, employees, and other stakeholders.