P2P Secret Number Three: Promoting People-Centred Organisations
We will encourage SME's to not only build sites but to accept the challenge to DTHT (Double Turnover in Half the Time) by adopting and progressing a PeP (Performance enhancement Programme).
What works need not be complex; the most useful is normally the least complex. Fear not simplicity; use it to take you back to the basics. Be encouraged to believe that it's possible.
The frameworks that I have tried, tested, and unpacked are common knowledge to the thousands who have achieved the turnarounds I have been privileged to lead. Yet, outside these circles, the frameworks are surprisingly uncommon.
Join us in launching your branded community Hub. We'll take the baby steps from nurturing the value of every person in your SMR client organisations to laying the foundations for performance enhancement.
Be clear that the tangible deliverable is a hub with a DIY directory and site builder with build support and coaching but the intangible is the value that the Webo implementation coaching will bring to the branded community that is to be yours.
Communities need to share a vision for their future, have a strategy to achieve it, and organise the enablers of people, operations, funding, and culture integrated with a clear vision and strategy.
Webo has tried and battle-tested frameworks that address each and every one of these building blocks. This is what lies behind the success and uniqueness of the Webo Hub. Set in a corporate arena, it works because it steps back to the basics and allows people to become a recognised reporting entity within a high-performance team.
Two heads are better than one; it's a fact yet, all too often, we find that the adage of employing the hands and not the heads apply to underperforming businesses.
Whilst dominance and the power to influence others are characteristics sought in the selection of a lead Alaskan sledge dog; few will agree that they uniquely describe the requirements for a sporting team's captain. Yet both lead teams.
Would fun and games be on your checklist for improving corporate Performance?
Productivity and fun are no strangers.
Please close your eyes and think of a sporting team that is top of their game and let's say that you are watching the final. Now Take the 3 x 7 test!
For many, small business is complex; big business is daunting, and public sector service delivery an impossibility.
Sign up for a Webo Hub, and we'll share how the tried and tested frameworks can deliver People Centred Performance Enhancement that makes it possible to create a workplace that offers fun, achievement and reward.
Webo's Marketing Disruption
The disruption that Webo proposes is remarkable in that it reverses change and does so at a frightening pace.
Let me summarise, ten years ago browsers found SME websites on the internet. Today 1.5 billion are dormant. No amount of SEO will fit all of these on the only page read; the first page.
Webo's disruption is people-centred, it is to make it easy and rewarded for customers to grow businesses by making personal referrals via email or on their social media networks. They do so by making personal referrals to friends and business connections. Yes, it is the return of word of mouth. The difference is that social networks turbocharge it; messages can go viral to staggeringly large audiences. The ball game has returned to one on one or one to many personal referrals. All that has changed from "those days" is the playing field; the internet. The internet is here to stay and it offers social media tools.
Some say that to fully understand the Webo disruption one needs to see that B2B and B2C really are P2P. Businesses are teams of people, each with a voice, who engage with customers personally (Person-2-Person) level and get them to come on board as loyal fans, advocates, and ambassadors of the business. It is about connecting, engaging and communicating value propositions that Attract, Retain and Grow businesses.
One hundred years ago, customers grew businesses.
They did so by making Word of Mouth Proposals. Be clear; they did so in person. It was a "person-to-person" recommendation, and it worked.
Webo's disruption is not about companies launching marketing plans.
It is about staff and customers making personal recommendations by sharing opinions on App Communicators. Webo App Communicators promote deals to attract friends and connections. It is about Loyalty Programmes that reward customers for buying more and more often. It is about giving every SME customer in the Hub Community a Loyalty Card to access a personal online loyalty account instantly. It is also about making it easy, automated and rewarded to write reviews and share reputations and delight on referral marketing App Communicators.
In addition, it is about directing conversations to local markets with neighbourhood deal lists (aka Webo Pocket Advisors) that carry personal recommendations to be found in a neighbourhood.
It starts with self-directed people engaging as people (P2P). To do this successfully, individuals need to be responsible, empowered and accountable.
The disruption lies in the "person-to-person" approach that delivers warm referrals to friends and connections. Webo's disruption is thus to personalise the internet.
As a seconded business executive, charged with an impossible turnaround, at the second-highest rank in Government Administration, I stared at a folder that had seventeen signatures of nameless officials who were required to sign off the request for my approval. I inquired who these people were and was told that several people could have signed off each "office". Thus, without getting signature samples, it could not be readily determined who had approved what.
Dazzled by the inefficiency, I decided to test the effectiveness and called for a sample of the people to come and see me. You guessed, they each relied on the person before them to have checked the matter, and so they just signed off to maintain the chain of command. Having them decide who was the best to make the decision, it turned out to be someone at the bottom who worked at the service point. The rest of this story, I will keep for discussion in a coaching session.
The point of the story is that recommendations should be personal. You should know who is making the recommendation, and you should trust that person to have the skills to have taken a sound decision.
When the author was in the process of putting this program together I was extremely fortunate to be part of his initial program. I have been through the course, I have read the book and I now live the dream......
I run a rather large business and have 4 factories and two independent warehouses under my control. When I took over the last factory it was no different from the others in terms of size, products and services. Comparing the new factory to those that I have been running for some time allowed me to see the difference and the progress that has been made under the "People Centred Performance Enhancement" (PCPE), program...
I started the PCPE program about 20 years ago, applying the simple principals of getting the people working as a team. I had to get them to the point that they could understand the need for bold changes that required them, at all levels, to self direct themselves. This was followed by an intensive training program that built both the spirit within the team as well as the confidence to allow subordinates to make decisions. They had to know their worth! It then became a "self-fulfilling prophesy". Today we do not "manage" our people, we lead them.
Alan, a great program and an even better book.
Adverts broadcast in the press, radio or TV are generally not personal. You do not know who is making the recommendation.
Thus Webo's disruption is a process where delighted users are rewarded for making personal recommendations.