Spreadsheet H*ll

By Mike Myatt, Chief Strategy Officer, N2growth

Spreadsheet H*llAny CEO or entrepreneur still vertical and breathing has spent more hours than they can likely count pouring over poorly conceived financial information. I probably review at least 50 spreadsheets a week, and few things chap me more than a worthless attempt at using Excel. While PowerPoint presentations certainly receive more notoriety for being the butt-end of jokes from business schools to executive boardrooms, a boring slide-show pales in comparison to the sophomoric use of a spreadsheet. I know this may seem like a trifling rant of little consequence, but if you stay with me, I promise to connect the dots in a way that will resonate with most of the senior executives that read today’s post.

Let me begin with the premise that few commonly available business tools are as valuable and proficient at justifying business logic, validating proof of concept, synthesizing data, and testing a variety of assumptions and hypotheses than that of a well-crafted spreadsheet. However, it is the caveat “well-crafted” in the preceding sentence that gives strength to my original premise. An adeptly authored spreadsheet is truly a thing of beauty as it can serve to crystallize the ambiguity often surrounding financial complexities and decisioning conundrums. Contrast the aforementioned elation with the antipathy you feel when trying to interpret the anathema represented by some spreadsheet monkey’s hack attempt at sophistication, and you will start to empathize with my frustration.

It should be clear by now that poor spreadsheets are a huge pet-peeve of mine. They not only waste my time, but the time of the people who prepared them to begin with. Rather than serving to advance an idea, decision, or initiative, a poorly conceived spreadsheet can have the unintended outcome of serving as the final nail in the coffin. Just as sound business logic and great presentation can serve to validate, the lack thereof can just as easily serve to invalidate. My point is that if something is worthy of taking the time to assess, then it is also worthy of good analyses. The following 5 items represent a few basic pointers for authoring a spreadsheet that will serve as an asset and not a liability. I would suggest that you forward this post to those within your organization who prepare your spreadsheets in hope of reducing the amount of unnecessary brain damage you’ll incur in the future:

  1. Planning: Don’t lose sight of why you’re creating the spreadsheet to begin with. Major in the majors and don’t get lost in extrapolating massive amounts of useless information, or bogged-down with convoluted minor analysis, both of which can be dilutive to the mission at hand. Great spreadsheets are not built on the fly. Rather they are conceived through a rational planning process that leads to a seamless design and a good outcome. I suggest spending about 75% of your project time planning what you want to create and about 25% of your time creating it. 
  2. A Narrative Introduction: Few things are more annoying than not being able to even discern what it is that you’re looking at. The first spreadsheet tab in your workbook should contain a textual, narrative overview of your business case. Explain what it is that you are attempting to prove/validate, as well as your methodology for doing so. Moreover, if there are any major points you want your audience to take away from the presentation, explain them in narrative form by “telling them what you’re going to tell them.” 
  3. Headers, Navigation & Footnoting: Make your spreadsheet easy to understand and navigate by using consistent formatting, clearly defined row and column headers, collapsible data, drop down menus, pivot tables, freezing panes, and the appropriate use of color and graphics. Be sure to footnote your assumptions and cite your sources using external links where they provide value added support and back-up. Where possible use graphs and dashboards to present your data in an easily understandable fashion. Not everybody is a quant-jock that lives to crunch rows and rows of data. I can blow through even the most complex spreadsheet in 10 minutes if it is well architected, and I can spend an hour on a relatively simple, yet poorly designed spreadsheet trying to understand the intent, and validate the logic of the presentation. Presentation matters…
  4. A Command of the Toolsets: Learn how to use Excel. If you don’t have the patience for self-taught learning, invest in some classroom education. If you won’t invest in learning the toolsets, then sub-out the work to someone who has. The important thing is not to get in over your head. Complexity that serves no purpose does not equal sophistication; it is just a waste of time. If you don’t know how to roll-up data, or use VBA in your spreadsheet don’t just take a whack at it…I would much rather review a simple spreadsheet that is well conceived than something that looks impressive but has no continuity. As with anything in business competency matters… 
  5. Testing: Make sure that your spreadsheet works. Test your formulas, assumptions and presentation. Once you think you have it where you want it, solicit peer review to insure you have the finished product you’re looking for. Much like you shouldn’t proof your own papers, you shouldn’t proof your own spreadsheets. Where there is smoke there is usually fire…when I’m reviewing a spreadsheet and I see one error, experience tells me there are likely more to follow and I quickly lose interest.

While I could have gone broader and deeper with this post, I hope this rather simplistic piece will provide you with some useful information to help guide the legions of evil financial deviants bent on wasting executive time and resources with sloppy, ill-conceived, and often useless spreadsheets.

Understanding Your Customers

By Mike Myatt, Chief Strategy Officer, N2growth

Unlocking The PotentialMany businesses find that understanding their customer base is often easier said than done, which is why I’ve written often on the importance of maintaining an external focus with an emphasis on customer centricity. Let me put this as simply as I can…If you want to succeed in business, you must be in touch with the demands of the marketplace. While many businesses think they understand their customers, few of them really do. What most companies view as an understanding of their customer’s wants, needs, and desires, more often reflects their own internal biases, perceptions, and judgments. In today’s post I’ll share a few tips that will help your business succeed by achieving a better understanding of your customer’s needs…

If you desire to possess a true understanding your customer’s needs, it is essential that you interact with them as often as possible. Moreover these interactions should be deep, broad, and come via a number of different inputs. If you want to get inside the heads of your customers, I would suggest implementing any or all of the following tactics:

  1. Use Social Media and Networking to Your Advantage:Use Blogs, social networking sites (Twitter, LinkedIn, Facebook, etc.) and other social media platforms to interact with your customers. Encourage user generated content and real-time input from your customers. You can also use these channels to address conflict or misperceptions when the inevitable corporate faux pas occurs. If you don’t have a social media strategy, then it’s time to get one…
  2. Customer Surveys: Whether conducted via the phone, on your website, pushed out during a webcast, through direct mail, or via other mediums, a properly structured survey will allow you to elicit answers to your most important questions. What better way to find out what your customers are thinking than to ask them. Surveys today are relatively inexpensive and easy to implement. Surveys also provide quick feedback in that many tools allow for real-time feedback. More in depth analysis for more complex surveys can still typically be completed inside of 60 days.
  3. Focus Groups: Again, whether conducted online or in person, there is no substitute for getting your information straight from the horses mouth. As with surveys, the key to success is selecting your groups and structuring your questions. Select the wrong participants and/or ask the wrong questions and you’ll receive information of little use.
  4. Form Beta User Groups: Offer incentives to get your customers and prospects to collaborate on new ideas, technology, products and services. Gaining direct insight from the market you’re selling into is invaluable.
  5. Annual Customer Reviews: Reviews can be done either one-on-one, or in group venues such as an annual client summit. If you incorporate reviews into your business process you can close the loop on any knowledge gaps on a regularly planned basis. When your customers understand that you not only value their feedback, but that you also provide them an efficient and entertaining venue in which they can have input into decisions, you will collaboratively maximize customer relationship value.
  6. Gather Intelligence: Whether it is competitive intelligence, market research, or other forms of business intelligence, the more you know about your customers the better you will be able to meet their needs. If you don’t regularly conduct market research and participate in business intelligence initiatives you are missing a tremendous opportunity to gain insight into your marketplace.

Bottom line…If your company can meet or exceed the demands of the marketplace it will increase customer satisfaction and loyalty. On the flip side of the coin, if you’re not meeting your customer’s needs someone else will.

Leadership vs. Management

By Mike Myatt, Chief Strategy Officer, N2growth 

Leadership MattersAs a person who makes their living in the field of leadership, I can tell you without any doubt that “Leadership” is different than “Management.” While there seems to be a never ending stream of politically correct pontificating in corporate circles about the differences between managers and leaders, most of it misses the mark. Leaders and managers play different roles, and have different purposes. They both are unique in their value, and in their contribution. While most of the commentary I have read on Leadership vs. Management attempts to please all constituencies, those of you who have read my work in the past know that I am rarely politically correct, nor do I ever seek to try and please all the people all the time.

While there is clearly a need for both managers and leaders in the business world, and while I respect and have developed close friendships with many a manager, this author simply believes that the law of scarcity applies to the topic at hand. There is an infinitely greater supply of managers causing a much greater demand for leaders. Put simply, because leaders are much more difficult to come by, they are therefore more valuable to the enterprise.

The paragraph above begs the question why are there fewer leaders than managers? I believe it is largely for one of three reasons:

  1. I know this isn’t a popular stance, but the reality is that not everyone has it in them to be a leader, and thus the old axiom “a born leader.”
  2. Many people that possess leadership ability haven’t cultivated their leadership skills to the point where they’re comfortable in leading, or;
  3. While there are many managers that possess highly refined leadership skills, many of them simply don’t possess the desire to be in a leadership role. 

The intrinsic quality of leadership often begins with nothing more than raw talent and a certain state of mind. To possess the innate qualities of a leader is however not the same thing as being a leader. As important as your DNA is, effective leadership skills are developed and refined by time, experience, and a true desire to be more than just a manager…the desire to be a true leader.

Let’s breakdown the DNA of a typical leader A leader is usually a very creative, dynamic, outgoing, and unflappable individual. They tend to think big picture focusing on vision and strategy while looking to make a long-term impact. By way of contrast let’s examine the DNA of a manager. Managers are usually more analytical while focusing on process and procedure looking to make short-term contributions. Two key points of distinction between leaders and managers are that leaders attend to the needs of the enterprise with a focus on the future, while managers attend to the needs of individuals with a focus on the present.

We have all witnessed companies that have been over managed in the absence of leadership. When leadership has been abdicated to management in a corporate setting you will always find that growth slows, morale declines, creativity wanes, and the competitive edge is weakened. That being said, I have personally experienced the value of true leadership at every stage of my life from the athletic playing field, to the military battleground, to the corporate boardroom. Let’s look at an example of the value of leadership from each of the three areas:

  • An example from the world of athletics: If you were the owner of an NFL franchise and had to choose between having the #1 quarterback in the league or the #1 center in league what would your choice be? Again this doesn’t mean that a great center isn’t valuable, it just means that the role player isn’t as valuable to the team as having the talent factor and leadership characteristics of a true impact player. Simply reflect back upon your own life experiences and you’ll see that you have come across many utility players over the years, but very few franchise players.
  • A military example: Contrast if you will the differences of two enlisted men of the same rank. The first is a NCO in a headquarters unit charged with the administrative support of a company commander.  The second NCO is a combat controller in a special operations unit charged with coordinating air strikes from the ground behind enemy lines.  While both of the enlisted men described above hold the same rank, are part of a team, and play important roles, one is clearly an impact player in a leadership capacity while the other is solely a utility player acting in a management capacity.  The military has determined that it is a rare individual who exhibits the characteristics necessary to become a member of a special operations unit.  Therefore they are willing to make a much larger investment in the combat controller, and in return, the military expects a much larger contribution from that individual.
  • A corporate example: This example will be short and sweet, but hopefully very clear in its statement of impact. Who do you believe is of greater value and makes a larger contribution to a corporation, someone who administers policy and creates processes, or someone who sets the vision and creates the strategy? Just examine the difference in the pay stubs of the two individuals contrasted above and you’ll quickly see who the enterprise deems to be of higher value.

I want to be clear that I am not “anti” management. I am however very “pro” leadership when it comes to optimizing the talent factor in any organization. My bias toward leadership doesn’t mean that I don’t understand the principles behind such truisms as: “there is no “I” in team” or, “the sum of the parts is greater than the whole” or that “a chain is only as strong as its weakest link.” Rather it simply means that I believe you achieve a much greater return on human capital with investments made into leadership due to the scope and scale of the impact that a leader can make. The bottom line is that I prefer to lead rather than manage, and to be led rather than to be managed.

The trick is to invest in your managers such that they embrace and adopt leadership traits and characteristics. The strongest organizations apply leadership development programs across the enterprise to enrich the quality and productivity of their workforce. The simple truth of the matter is that if you don’t develop leaders from within you won’t have depth or scale to your organization as it applies to leadership. A bonus is always hidden when you come across a great leader who happens to possess strong management skills as well…    

Family Business

By Mike Myatt, Chief Strategy Officer, N2growth 

Family Business = Risky BusinessFamily Business…a quote from Charles Dickens sums up my feelings about family businesses: “It was the best of times, it was the worst of times.” Oh what a conundrum…Family business; should I, or shouldn’t I? Today’s Myatt on Monday’s question comes from an entrepreneur who asks: “Should I involve family members in my business venture?” In my opinion there really isn’t a right or wrong answer to this question…it is simply a matter of personal preference. When family businesses work, there is nothing that can really compare to the benefits and upside afforded with such a structure. The problem is that they don’t always work…I have observed extremely successful family enterprises that strengthen relationships and flourish across generations, and I have also witnessed business ventures that were responsible for the total destruction of what were previously very close families. Whatever decision is made with respect to bringing family members into a business, it is a decision that should not be taken lightly. In today’s post I’ll share my thoughts on the topic of family businesses…

Let me begin by sharing some personal history with my involvement in family businesses. In addition to advising numerous family held businesses over the years, I have personally been involved in three family businesses. I have witnessed the good that can come from helping family members grow and prosper, and I’ve seen the harm that can come when greed becomes more important than right thinking. While my experience with family businesses wouldn’t keep me from involving family members in business ventures in the future, I also wouldn’t be quick to rush into such a venture. That being said, the following five points should be kept in mind when considering inviting family members into your business:

  1. Think it Through: Family should be about unconditional love, security, and continuity of relationships. However business is often driven by conditional relationships, greed, and ego.  While business interests and family relationships can successfully coexist, the conflict of interest described in the statement above can often be terminal. If you cannot live with the possibility that things may not turn out on a positive note, and family relationships may be damaged, then I would strongly advise caution about including family members in your business venture.
  2. Seek Alignment Up Front: It’s easy to assume that family members should all have the same values, but that is not always the case. Don’t just assume you family members share your values; confirm it is so prior to their inclusion in your business. While it is certainly easy to involve family members in your business, parting ways is rarely easy, and usually comes with more than its fair share of emotional turmoil. Spend the time up front to align expectations and talk through all the “what ifs” surrounding family involvement in the business. Spend more time talking about what happens if things don’t work out rather than the upside of potential success.
  3. Document Everything: There is often a tendency to believe that since you’re dealing with family there is no need for formal business agreements…WRONG! Document everything when it comes to dealing with family members so that in the event of a dispute, sound business logic and prudent governance will prevail over emotions, revisionist history, or suddenly flawed memories.
  4. Don’t Give Anything Away: My thinking on this topic applies to responsibility, titles, compensation, and ownership interests. In general I have found that human nature is such that people just don’t value something that they have not earned (this can be particularly true of family members who can often display an undeserved sense of entitlement).  The goal here is not to make things unduly difficult on family members, nor is it to make money off of family members, rather the goal should be to teach them that along with the privilege of ownership comes requirements for investment, risk, responsibility, and commitment.
  5. Keep Things Close: While family should be family, this assumes value alignment, right thinking, and prudent behavior. The reality is that your chances for success in family businesses rapidly diminish the further removed you are from your immediate family. There are certainly exceptions to what I’m about to espouse, but the harsh reality is that your immediate family are much more likely to remain loyal in good times and in bad times than nieces, nephews, cousins or in-laws.   

The unfortunate reality is that conventional business logic often does not apply when dealing with family businesses. It is important to realize that even when you do everything correctly, things still may not work out when dealing with family businesses. The upside is that when things do work out well there are few things as rewarding as building something of value with your family at your side.

Why N2growth Blogs

By Mike Myatt, Chief Strategy Officer, N2growth

Because I can...Nary a week passes when I am not cornered by inquisitive minds asking why I blog…The questions range from those wondering how I have the time to blog, and why I give away free information, to those who wonder if blogging is a profitable endeavor, why we don’t sell advertising on the blog, or the oh so tired “isn’t blogging passe?” So, for all those inquiring minds, in today’s post I will answer your questions in hopes that our blogging efforts at N2growth won’t seem so perplexing from this point forward…

Q. Why does N2growth produce a corporate blog?
Becasue it works…Productivity aside, N2growth is a strong believer in the benefits of building community through social media. It is something we are committed to, and we earnestly feel that the Blogosphere is still the medium that provides us with the strongest brand voice (yes, I Tweet, have a LinkedIn profile and maintain a presence on other social networking sites as well). As the Chief Strategy Officer at N2growth, I believe strongly in the concept of brand fluidity, which means that rather than promote a static brand, we evangelize a fluid brand that is constantly being shaped and refined by the feedback and input we receive from our audience. It is without doubt in the best interests of the company to give freely of our opinions and advice, as well as to use the feedback we receive from our readers to help us shape our collective futures. 

Q. Why do I blog?
A. Five reasons…First, blogging is part of my job description. Second, to engage, listen and learn. Third, I wanted a platform that would be uncensored, and one of the reasons that I accepted this position is that it afforded me the opportunity to share a bit of my opinionated self without being edited. Fourth, I love to write, and; Fifth, because it works.

Q. How do you have the time to blog?
Between books and columns, I already spend a great deal of time writing, so Blogging didn’t really change my routine that much. Since I usually spend between one and two hours each day engaged in authoring content, I just had to change my focus a bit. That being said, I would be less than candid if I didn’t admit that authoring this blog is an occasional struggle. However I have become convinced that I don’t have the time not to blog…Blogging is not an afterthought, but rather it is something that is part of my daily regimen. It is meaningful to, and appreciated by, our audience, as well as being useful to me by helping me refine my thinking and allowing me to synthesize disparate thoughts into valuable information and useful content. It can also be quite cathartic at times…

Q. Why don’t you sell advertising on the blog?
Because we are a corporate blog we don’t feel that it is appropriate to sell advertising. Our readers subscribe to the blog for its content, and not to be bombarded by third party advertising. Our profits from the blog come from building a strong community with our stakeholders, creating a bond of trust with our audience, the creation of good will, an increase in brand equity, and paid engagements that are spawned as a result of publishing the blog.

Q. Is blogging profitable?
. The answer is unequivocally yes. We not only receive almost daily inquiries for services as a result of the blog, but we are consistently engaged by clients as a direct result of communication originated by content published on the blog. Moreover, we believe the blog is profitable for our audience as well. We receive frequent emails, Re-Tweets, and other feedback attesting to the positive impact our blog has had on our audience.

I hope this has helped address any questions that you may have with regard to our blogging efforts and thank you for all the positive feedback and support with regard to this endeavor.

I Hate Spam

By Mike Myatt, Chief Strategy Officer, N2growth

I Hate SpamI don’t just hate Spam, I actually loathe it…There is a big difference between legitimate marketing practices and the use of Spam disguised as legitimate marketing. Spam is NOT a legitimate marketing tactic. Spam is unsolicited, illegal, unethical, intrusive, abusive, and rude. Furthermore, it is very costly both in terms of the time and money associated with implementing countermeasures to deal with Spam’s consistent attack on my privacy and productivity. In today’s post I put forth for your consideration my quite vehement objection to Spam…   

How pervasive is Spam? Just in e-mail form alone I’ve seen estimates that more than 100 million Spam messages are sent each day. But Spam reaches far beyond e-mail…There is fax Spam, voicemail Spam, IM Spam, Mobile Spam, RSS Spam, Social Spam (Blog, Twitter, Facebook, LinkedIn, etc.) and the list goes on…I receive between 700 and 900 e-mails per day of which 150 +/- messages usually constitute some form of Spam. Sure, I use a variety of filters and blocking technology, but even so, between 30 and 60 e-mail Spam messages still get through. I don’t know about you, but the incessant policing of Spam cheats me of anywhere from 30 to 60 minutes a day, which when annualized constitutes a considerable direct cost to me…Perhaps worst of all, is that each month I will regrettably miss a few important messages that were either inadvertently filtered or just fell through the cracks. This would most certainly never happen if Spam were not as prevalent.  

Spam clogs-up networks, perpetuates scams and fraud (my network of relatives of deceased third world dignitaries asking for my help in stewarding their considerable fortunes is actually quite impressive), wastes incredible amounts of time, spreads viruses, furthers rumors and innuendo, distributes pornography, and enables any number of other completely unproductive and harmful endeavors to thrive. 

So far I’ve just commented on intentional Spam as classically defined, but what about well intentioned forms of communication that based upon a lack of judgment or etiquette actually have the same ultimate effect? I appreciate humor as much as the next person, but please, please remove me from your distribution lists passing along jokes and trivia items as I really don’t have time for these things. Oh, and while I’m at it, please don’t add me to group chats on Skype without checking with me first. I do thank you for all the attention, but I prefer to reserve all my various communications mediums for productive activity that I choose to participate in.   

I believe Spam contributes to the moral and financial decay of our society more than most are willing to admit. I would encourage you to not partake in the use of Spam, and moreover, I would encourage you to report anyone who does.

I’m happily married and not interested in meeting lonely housewives. While I admit to getting on in years, I am in no need of Viagra or Cialis at this time. While I haven’t made the Forbes 400 list, I don’t desire to attempt to get there by participating in foreign lotteries, playing “pump and dump” penny stocks, or by being a distributor for someone’s network marketing endeavor.  

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Marketing Made Simple

By Mike Myatt, Chief Strategy Officer, N2growth

What Is Marketing?What is marketing? One of the most entertaining things you can do in business is to attend a meeting where a group of senior executives begin to pontificate on the subject of marketing. I have more fun watching people attempt to distinguish between marketing, advertising, branding, business development, sales, communications, public relations, etc. It never ceases to amaze me at how something so simple can become so convoluted, and how people can so passionately take a completely ridiculous stance and want to defend that position to the death. In today’s post I will attempt to demystify the subject of marketing and give you some actionable items can be implemented immediately to generate improved results.

Let’s take a moment and have some fun with definitions. The following two definitions of marketing come from the American Marketing Association. The first was a definition was used from 1985 until 2004 when the “revised” edition was released by the AMA.

Previous AMA Definition: “Marketing is the process of planning and executing conception, pricing, promotion and distribution of goods, ideas and services to create exchanges that satisfy individual and organizational goals.”

Current AMA Definition: “Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.”

Okay…a quick analysis of the two aforementioned definitions shows that the mistake of obviating the customer from the original definition was corrected by the clear and emphasized inclusion of the customer in the revised definition (I guess I won’t resign my AMA membership just yet). Let me be clear…I’m not meaning to make fun of academic theory or best practices, but I have little use for generic, omnibus or overarching statements as they tend not to accomplish anything of value, but rather they just create confusion among the ranks.

Let’s take a look at a few more definitions…Most of you know how fond I am of “Druckerisms,” and so in good conscience, I must quote him to you yet again…Peter Drucker’s definition of marketing is: “Marketing and innovation are the two chief functions of business. You get paid for creating a customer, which is marketing. And you get paid for creating a new dimension of performance, which is innovation. Everything else is a cost center.” Now we’re getting a bit closer, but this is still too ambiguous for my taste…

From my perspective the problem with marketing as a discipline is that the desired result often gets lost in the vast expanse of it’s multi-disciplinary nature. The reality is that marketing is really the aggregation of any activity that touches the customer. Therein lies the problem…that is just too much for most organizations to get their arms around, let alone to manage and execute on.

So, how do I define marketing you ask? Marketing is “any activity that catalyzes a selling opportunity” (my definition). Put simply, I want marketing activities to make my phone ring! I don’t care what the medium, market or message is, if it doesn’t put a qualified prospect into a buying situation it is a waste of time, money and effort. Before the Myatt bashers come out of the shadows, I’m not diminishing the value of brand equity, market share, mind share, etc., but I’m simply trying to take a complex subject and make it real and actionable.

If you’re conducting brand campaigns or mind share initiatives that’s fine, but realize that in most circumstances while these may classically be defined as marketing activities these efforts don’t catalyze sales opportunities in the short run. The litmus test of any good “gorilla marketing” effort is measuring return on cost of sales. A great marketing campaign generates a high velocity of selling opportunities at the lowest possible cost over the shortest possible selling cycle. If you juxtapose this with the typical branding initiative you’ll see that these two efforts are truly diametrically opposed. 

So the goal of marketing is to not get caught up in theoretical debates and academic exercises, but to realize that the main thing, is to keep the main thing the main thing. If you can’t put every marketing initiative under the magnifying glass by tying it to an acceptable return based on the generation of sales, then you might want to reconsider what you’re doing.

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