Our doctors’ practice has recently combined forces with another practice and moved to a huge, purpose built, ultra modern building. The two practices continue to operate separately so each has its own waiting area. Ours occupies a very large and spacious area with dozens of seats. But why? With an appointment system, why do you need such an extravagant use of space.

When this building was at the planning stage, why didn’t someone take a look at the reason that they end up with a full waiting room. I can think of two reasons only:

  1. The doctors don’t start their surgeries on time. Not hard to fix!
  2. Consultations take longer than the allocated time. OK, so make the slots 12 minutes say, rather than ten. Or leave a catch up ‘blank’ appointment every so often.

These simple expedients could have saved a huge investment in unnecessary waiting space and reduced the frustration of appointment times having no relationship with the actual time of the consultation. Surely this is a classic case of devising a solution before/without considering the problem and its causes. A missed opportunity.

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No, not a discussion of a Queen song, although it’s a pity I can’t add a sound track of Freddie Mercury. At the moment I have quite a few things that need doing in a short time. I’m under pressure. Or am I? As Seth Godin pointed out in his blog a couple of weeks back, I’m under pressure from myself. Most of the urgent items on my To Do list I have elected to add to it. Sure, if I didn’t do them one or two people might take a dim view but the world wouldn’t end, I doubt it would even make much difference to my life. And those disappointed folk would mostly forget pretty quickly.

Yesterday I was discussing fear of certain situations with Derek Norval, my co-facilitator of our Succesful Speaking workshops for people who are nervous of speaking in public. As Derek pointed out, although there may be deep seated reasons for our fears, we choose to be frightened. We can make a decision not to be. I remember reading a book where the author said that one day she took a decision to be happy. And so she was. In the latter days of my corporate career I would look for the positive in whatever situation presented itself. Sometimes I would make my colleagues laugh at the absurdity of my take on ‘positive’. But there is no doubt that if you look hard enough, there is nearly always that proverbial silver lining in every cloud.

By the way, I chose to write this post. Sure I hadn’t written anything for a while. But I could have let another week or two go by. After all, none of you has been banging on my door asking when I am going to write a new post. You have my full permission not to feel under any pressure to do so in future. And you can give yourself full permission not to do things that aren’t essential. And not to fear the consequences.

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In a blog post this week Seth Godin talks about half-life, a term normally associated with the decay rate of radioactivity. But Seth uses it in terms of projects. One example he gives is best selling books, where typically half of lifetime sales will be in the first two months.

It is an interesting way to regard a project. Maybe it is something we should take into account more than I suspect most of us do. In fact perhaps we should all pause for a moment and examine our current projects. Can we continue to build momentum or are we flogging a dying horse? Should we be looking to refresh our product offering or introduce a new service?

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If you have read either of Ricardo Semler’s books, Maverick or The Seven Day Weekend, you will be aware of his unusual way of running a business. Perhaps more accurately, not running it. Semler’s hands-off approach is about as far from micro-management as you could get. Empowering the workforce to take responsibility for pretty much everything has been the key to business success. This democratic approach includes allowing team members to select the team for new projects, and letting employees interview and appoint their managers.

Recently I was reading about a school, an academy to be precise, in inner-city south London. In a very deprived area where gang violence is rife, the academy is an oasis of order and calm. They have a very strict discipline code – zero tolerance to pretty much anything except hard work and good behaviour. And students interview teachers before they can be appointed! I’ll say that again, the pupils get to decide whether a prospective new teacher will get the job.

When I think back to my time in the car industry, there were a good few occasions when we shook our heads at what were clearly stupidly wrong decisions made by senior management. When I look around at the mess made by many an organisation, the banks being a splendidly awful example, I cannot help but feel that a little workplace democracy might be a good idea.

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Recently I visited a couple of the industrial museums that form part of the Ironbridge Gorge complex. Ironbridge is often considered to be the cradle of the Industrial Revolution. When you visit the various sites scattered along the leafy Severn valley it is difficult to imagine why the diverse industries grew up there. Of course, the answer is the availability of natural resources.

In the UK resources are now often intellectual rather than physical. But the same concept can apply whereby people with complementary skills can come together to develop projects. There is often a reluctance to share ideas in case they are hijacked. Or, if the other person is in a broadly similar business, there is a fear that they will steal your customers. However, if you take the time to develop a personal relationship, this is unlikely to happen. I would suggest that the benefits outweigh the risk.

Over the past few months I have seen several instances of coming together to provide a more comprehensive service than could be achieved individually. In fact, now I think about it, that is exactly what I’m doing with Successful Speaking!

So don’t be afraid to share your ideas or to suggest ways that you could work together with someone else in your sector. Take the plunge and participate in the New Collaborative Industrial Revolution. When I said take the plunge, I didn’t mean into the Severn or any other river! In fact, you don’t have to be located by a river at all - you don’t even need to be located close to each other. But it does help if you are both rowing in the same direction!

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