Rishad Tobaccowala: ON Growth
In a 24-hour period I had the opportunity to:
(a) attend an Ad Council Event in New York where one key takeaway was how we grow and learn in our jobs and experience, and not just by gaining academic credentials;
(b) launch this week’s latest What Next? Episode with a Vice-Chairman of JPMorgan Chase (link below) who discussed how to grow Client relationships; and
(c) speak with Kat Gordon, the legendary founder of the 3% Conference, on evolving careers, and she noted that there are so many flavors of the way people and organizations grow where many of them are not about scale and size.
Most growth is internal.
When we speak about a person growing, unless it is about a child or teenager, it is not about physical growth but an emotional and mental deepening, a honing of craft, an enhancement of skills.
This growth comes through some combination of the turbulence and cycle of life, deliberate practice to improve, or just the enhanced cognition, connection, and tactile skills that come from repeated work or different experiences.
While some of this “growth” might be measured in financial metrics, and some in other quantitative measures, most growth is more about a “way” than a “what.” It’s about an internal shifting of priorities and perspectives rather than an external enhancement.
In fact, and unfortunately, most growth comes when the external signs point to diminishment, whether it be illness that brings a reduction in well-being, a career or financial setback that creates a dilution of assets and reputation, or a loss of relationships and sense of bearing.
Most growth that matters and that makes people and organizations more resilient grows new muscles and perspectives. It builds mental, emotional, and other assets that cannot be measured in the ways we typically gauge “success” and “growth.”
Growth can be about learning, recovering, and overcoming. The scarred and tattooed might be the people we most want in these turbulent and changing times.
Growing business may not be about selling, speaking about your company’s way, or claiming you and your organization can do it all.
Fabrice Braunrot spent his entire working career at JPMorgan Chase, where he worked full time for 34 years and now continues to be connected as a teacher and guide in their learning and development arenas, helping mid-level executives grow and helping the adjustment of external senior hires into the company. Fabrice’s new career as an investor includes his passion of healthy food and eating.
In four decades of observing companies and clients all around the world, Fabrice identified ways to grow business and relationships: Growth comes through solutions, relationships, and trust.
Selling rarely works. Solving problems does.
Few clients or consumers are interested in buying what a company is selling. They have problems that must be solved, jobs that need to be done, goals that need to be achieved.
While this may be obvious, and many companies claim they do this, look carefully and one observes: (1) a focus and pressure on making the quarterly numbers, which leads to pushing product and services versus understanding needs; and (2) following of “scripts” about how the sellers’ company has a new approach, a new organization, or a new product.
Understanding a clients’ needs takes time, and any smart buyer knows when a seller is following a script. How many understand deeply what they are offering so that they can take the script and company mumbo-jumbo and frame it in their own language for the client’s needs?
Relationships are built on common frame of references.
The buyer or client is a person, too.
They have interests and passions. Today, there are so many ways to learn about the person who is the buyer versus their role and power in a company.
Understanding the person and connecting on what helps them grow as a person or what they are passionate about is a way to connect, versus just the growth of the company.
Trust is often earned by helping clients find other solutions than the one you or your company is offering.
Often some or all the solution to a problem that a buyer may have might not be what you do at a world-class level. Guiding and helping them find the best solution, even if it is outside your organization, is a very smart move most of the time.
a) The Client gains trust in you and will come to you with many more problems to solve whether you or your company can do it for them. This will allow for more opportunities to potentially solve problems for them or see patterns in needs that you and your company can build expertise.
b) The companies you send business to you will become strong partners and will often send business back and may be potential merger and acquisition candidates.
Grow by helping others grow.
Growing by upgrading our mental operating systems.
Companies and teams grow when people grow.
Here are three short pieces (6-minute reads) on learnings on how we can all help our teams and ourselves grow in these turbulent times:
How to learn and build a habit of learning: Learning to Learn
How to better understand other people and point of views: Practice Understanding
How to take time to grow ourselves: Sacred Hours
Photography by Peter Delaney
