“Transformative Pyramid” Applied to Meeting the Needs of Customers

Chip Conley developed the “transformative pyramid” as a reflective framework for his leadership philosophy and approach.  He had created it by adapting the work of Viktor Frankl and Abraham Maslow who focused on the hierarchy of human needs.  Applied to employees, the Transformative Pyramid translates into leadership action to meet basic security needs (such as adequate and fair pay), recognition for contribution to the organisation and providing clarity around the meaningfulness of their work.  Chip was very focused on enabling leaders to grow and develop through reflection and to develop a growth mindset in their transition to midlife.  Associated with this mindset change is the need for leaders in midlife to learn through curiosity from millennials in their organisation.

Chip not only applied his Transformative Pyramid to employees but also to investors and customers.  He suggested that in relation to customers, businesses too often benchmarked against the lowest common denominator which in his model represents the security needs of customers.  His pyramid, however, suggests that great companies can move up the pyramid of need and really engage customers to the point where they become intensely loyal and market the company themselves by their word-of-mouth “advertising – sharing their great experience with others in their family and social networks.

Transformative Pyramid applied to customer needs

Chip explained in a podcast interview with Tami Simon that the Transformative Pyramid when applied to customers, involved the same three levels as when the pyramid is applied to employees – survival, success and transformation.  However, each of the levels has a different meaning when applied to customers.  “Survival” relates to meeting customers’ expectations (a basic need also for business survival); “success” in this context involves meeting the desires of customers; and at the highest level, “transformation”, means to differentiate and expand through meeting an “unrecognised need of the customer”.

Identifying and meeting a need of customers that has been unrecognised and unmet is the basis of Chip’s approach to marketing as explained in his book, Marketing That Matters.  Chip gives the example of one of his boutique hotels, Hotel Vitale, that developed a yoga studio on its top-level floor and provided free morning yoga classes.  This met an unexpressed and unrecognised need of travelling businesswomen who wanted to maintain their health to counteract the wear and tear of business travelling.  The convenience of being able to do yoga before work without leaving the hotel premises was a real selling point.  Up until this point, boutique hotels were very much designed as “men’s clubs”- meeting the needs of male business travellers.

Innovation and transformation

Chip drew on his experience as owner and CEO of 52 boutique hotels to put forward what he described as The Three Key Rules Around Innovation and Disruption.  He spoke about (1) foreshadowing that occurs before an innovation (some companies begin to move in the direction of the innovation but their early efforts are incomplete or inadequate); (2) innovators fulfill “an underlying human need that has not been met” adequately or comprehensively; and (3) established companies eventually catch up and adopt the innovation (and we can see this happening daily in the growth of “gluten-free” and “vegan” products in our major supermarkets, previously the province of specialist (organic) stores). 

However, being innovative and creative by departing from established practice takes courage and bravery.  An Australian example is Karen Quinlan who introduced fashion as a key differentiating theme of the Bendigo Art Gallery.  Karen recognised that over 80% of visitors to art galleries were women and they were very interested in fashion and its history.  She set about meeting this “unrecognised need” – a need that art galleries around the world had not met because they were almost exclusively managed by male Art Directors who were blind to this need of their predominant customer base.  Bendigo Art gallery now enjoys global recognition for its innovative approach and theme-based fashion exhibitions.

Chip points out that deep listening to customers can lead to identifying needs that have not been met.  He suggests that what is important in innovation is understanding customer psychographics – their interests, passions, values and who/what they identify with.  He suggests that the great companies develop the capacity to effectively “mind-read” their customers.  To do this their leaders have to be fully present to customers and notice their inclinations, behaviours and self-expression.

Reflection

As we grow in mindfulness, we can develop curiosity, creativity and innovation and begin to understand our own needs and those of our customers/clients.  We can progressively move from trying to make ourselves appear interesting to being genuinely interested in our customers and their unmet needs.  This requires mindful listening, an openness to new ideas (from whatever source) and the courage to act on our insights and avoid procrastination through fear of departing from the established norm.

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Image by Angelo Esslinger from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

A Framework for Reflection for Organisation Leaders

Chip Conley, author and hospitality entrepreneur, emphasised the importance of reflection, wisdom and lifelong learning for leaders.  He created the Modern Elder Academy to further that end.  He was especially interested in making the workplace a place for fullment, inspiration and self-actualization for employees – which he maintained was the means to achieve a sustainably successful organisation.  Chip acknowledged that his leadership philosophy was heavily influenced by the writing of two men Viktor Frankl and Abraham Maslow.

Viktor Frankl through his book, Man’s Search for Meaning, impressed on Chip the importance and power of a meaningful life for leaders and the critical role of leaders in providing an environment that is conducive to employees developing a “sense of purpose and meaning”.   Research has confirmed that a meaningful life is foundational to a person’s health, happiness and overall well-being.

Abraham Maslow and his work on developing a Hierarchy of Needs had a very profound effect on Chip and his approach to leadership, both as an owner/entrepreneur and a mentor to other leaders, especially the young founders of Airbnb.  Maslow’s work gave Chip an insight into how to develop a reflective framework to guide his own role as a leader and to assist other leaders to create meaningful work for employees.

A framework for reflection for organisational leaders – the transformative pyramid

Chip explained his reflection framework in a TED Talk© given in 2010 titled, Measuring What Makes Life Worthwhile.  He elaborated further on the evolution of the framework and how to put it into practice in a podcast interview with Tami Simon of Sounds True.  He was particularly concerned about the challenge of applying Maslow’s hierarchy of needs to business and the management of employees.

What Chip realised is that, for employees, meaning provided inspiration which in turn developed intrinsic motivation.  He came up with the idea of a framework which he called the “transformative pyramid” – built on Maslow’s hierarchy of needs which was illustrated as a five-level pyramid with physiological needs at the bottom of the pyramid and self-actualization at the top.

To simplify things and make his framework easy to implement, Chip developed his transformative pyramid as a three-level pyramid with “survival” at the bottom, “success” in the middle and “transformation” at the top.  He pointed out that many leaders focus only on the bottom of the pyramid, the survival needs, by using all their energy to create non-sustainable, extrinsic motivation in the form of pay, bonuses and financial rewards while ignoring what truly influences and shapes employee motivation.

In Chip’s model, “success” relates to recognition that an employee is achieving their role and contributing to the organisation.  He understood that positive feedback was a powerful motivator and that people often left their jobs because of the way they were treated, including feeling a sense that they had been “taken for granted” and their efforts were unrecognised.   Chip explained, by way of example, that during the dot-com crash, he introduced a process of recognition at his weekly managers’ meetings that not only provided some positive element to what was a relatively sober discussion but also helped to spread recognition and positivity throughout the organisation. 

The initiating process for giving recognition was simple – he introduced a ten-minute period at the end of each meeting where a manager would mention someone in one of the teams who “deserved recognition” for something they had done in the workplace or in the field.  This recognition was communicated personally to the individual involved who felt that they were “noticed” and respected, and their contribution was appreciated.  Chip suggested that great companies are differentiated by the fact that they are “first-class noticers”.

At the highest level of the transformation pyramid is personal reframing of work from “just a job” to something that is meaningful and worthwhile.  Chip suggested that this can be achieved by helping employees to understand the higher purpose of the organisation – the inspirational “why”,  and to find meaning in what they do by understanding the connection between their daily work and something broader that makes a difference in people’s lives.  

Chip indicated that he learned this lesson from a maid who had worked for a  long time in one of his hotels.  When he asked her why she seemed so happy doing mundane work every day (such as cleaning the toilets), she said that she was able “to create joy” for people who stayed in their hotel away from their home and often without their family or partner.  She was able to mentally connect what she did every day to a “noble purpose”.  This realisation and reframing were “transformative” for her – putting her mundane work in a totally different light and acting as a source of intrinsic motivation.

Chip encapsulated his “transformation pyramid” and its underlying principles in his book, PEAK: How Great Companies Get Their Mojo from Maslow.  He encouraged leaders to use his framework to reflect on their relationships with their employees, customers and investors.  Since the first edition of the book, many organisations worldwide in different industries have used his framework to transform their businesses. In particular, they have found innovative ways to recognise the contribution of their employees.

Reflection

It is often the simplest ideas that have the greatest impact.  Chip demonstrated that focusing on intrinsic rather than extrinsic motivation was the way forward to transform companies and he proved this through his own roles as founder and CEO of Joie de Vivre and as mentor to the founders of Airbnb.  In the process, he addressed one of the key underlying problems associated with the growth of depression – the loss of connection to meaningful work.  As we grow in mindfulness, we can increase our understanding of leadership and what is meaningful in life for us and others, and notice, appreciate and provide recognition to people we encounter who contribute in whatever way to our own welfare and that of our organisations.  Noticing, appreciating and giving recognition require us to be present in the moment – a key aspect of mindfulness.  Being present builds awareness of our self and others.

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Image by Pete Linforth from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Healthy Confidence or Superior Conceit?

In a previous post I discussed how mindfulness can be an effective antidote to narcissism, both in curbing our own narcissistic tendencies and managing the aftermath of a relationship with a narcissistic boss or intimate partner.  I also highlighted the work of Rick Hanson who promotes healthy confidence to achieve an effective balance between needing to be seen as superior and developing a grounded but strong sense of self.  Rick pursues this dilemma in his podcast titled, Confidence or Narcissism?  One of our challenges in developing healthy confidence is to find effective role models  – many of our leaders in government, business and sport have failed to resolve this dilemma in their public lives.

Superior conceit displayed by sports stars – defective role models

In the earlier blog post, I shared Bonnie Duran’s perspective on narcissism where she relates it to the Buddhist concept of superior conceit – the need to be “better than” or “superior to”.  Bonnie explains superior conceit in one of her podcast talks titled, Conceit and Latent Torments.

There are many instances of elite sportsmen and sportswomen displaying superior conceit and related narcissistic behaviour.  For example, narcissistic behaviours have been exhibited by international tennis stars who:

  • Abuse chair umpires and line umpires
  • Throw their racquets in disgust or anger and/or throw tantrums on the tennis court if things don’t go their way
  • Demonstrate a total lack of empathy or concern for the feelings of others
  • Boast about how much they have earned from tennis and their total asset worth (as if their financial resources are a measure of their personal worth)
  • Show a lack of respect for their opponents and/or tennis fans
  • Seek to win at any cost, even if this means cheating or bullying others.

Ash Barty – an effective role model for healthy confidence

Ash Barty has achieved more in one year (2019) than most tennis players (male or female) achieve in a lifetime.  She reached World Number 1 ranking in June 2019 (and held it at the end of the year) and won the French Open, the Birmingham Classic, the Miami Open, and the WTA Women’s Finals – Shenzhen (after being runner-up at the China Open).  Ash was the winner of a tour-topping 52 matches

On top of these achievements, she has been awarded (in 2019) the Don Award (by Sport Australia Hall of Fame), the Women’s Health Sportswoman of the Year, and the ITP Fed Cup Heart Award (for outstanding courage and distinctive representation & commitment).   The individual Don Award is for an Australian athlete “who, by their achievements and example over the last 12 months, are considered to have the capacity to most inspire the nation”.   These awards recognise that in so many ways Ash is a role model, not only for sportspeople but all of us who aspire to achieve “healthy confidence” and its attendant rewards.  Her status as a role model for other Indigenous women had been recognised in 2018 when she was named Australia’s first National Indigenous Tennis Ambassador.

Ash demonstrates healthy confidence through the following traits:

  • Resilience in the face of adversity and setbacks
  • Recognition of the need to take time out to achieve a better balance in her life and master self-management (she spent 18 months playing state-level cricket)
  • Respect for tennis opponents, officials and fans (a trait that is widely acknowledged and appreciated)
  • Empathy and compassion for others
  • Authenticity and humility
  • Amazing capacity to focus and sustain her concentration
  • Valuing and publicly recognising her support team.

Ash readily acknowledges the profound contribution of her mentor and mindset coach, Ben Crowe, in shaping her outstanding success.  Ben observed that, in addition to the abovementioned traits, Ash demonstrates the following characteristics:

  • Acknowledges that there is strength in vulnerability, rather than needing to claim or pursue perfection
  • Recognises that she can “write her own story”, not accept habituated, negative self-stories
  • Has the ability to let go of the things she cannot control while maintaining focus on what is under her control
  • Does not let tennis define who she is, but pursues her true self and values depth of character
  • Is prepared to put in the hard work to achieve continuous self-improvement and excellence.

His insightful and revealing explanation of the underlying philosophy that he has been able to impart to Ash explains why she is an exemplar of healthy confidence. 

One of the problems for us in trying to develop our own healthy confidence is that bad behaviour has dominated the attention of mainstream media, whereas Ash’s exemplary behaviour has been buried under the controversy associated with narcissistic behaviour displayed by some international tennis players.  Kate O’Halloran, writing for the ABC, expressed the hope that Ash’s French Open win will turn the spotlight more on “an exemplary sportswoman whose respected demeanour and success” has failed to attract the media attention that it deserves.

Reflection

There are some very profound lessons for us in the philosophy and behaviour of Ash Barty and some ideas about how we might develop our own healthy confidence.  However, we should be careful of joining the chorus to criticise the narcissistic behaviour of individual international sports stars while indulging in narcissistic tendencies ourselves. 

We can ask ourselves when the last time was that we made a point of highlighting our qualifications or the nature and breadth of our experience when meeting someone for the first time? When did we attempt to outdo someone else’s story (about the drama we experienced, the places we have seen or the achievements we have realised)? How often do we interrupt others’ conversations to focus attention on ourselves? When have we thought that our car/house/dress attire is better than that of someone else’s?  Do we ever measure our personal worth in terms of the assets we have or the importance of our job?  As we grow in mindfulness, we can become progressively more aware of our own narcissistic tendencies and begin to develop a healthy confidence and deep sense of our real self.

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By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Turning From Envy to Valuing the Success of Others

Johann Hari, in his  book Lost Connections, discusses various ways to achieve reconnection to other people, to meaningful work and to meaningful values.  In looking at ways to reconnect with others he maintains that the challenge is to overcome self-addiction (what Jon Kabat-Zinn describes as “myself as the center of the universe”), and transition to valuing the success of others (what Johann calls “sympathetic joy”).  To illustrate this transition, he tells the story of his friend Rachel who was consumed by envy – a divisive emotion that is socially constructed.

Envy – a socially constructed emotion

Rachel was able to describe how she experienced disappointment, sadness and depression when others succeeded at the expense of her own self-evaluation.  She explained that she had become driven by society’s values that encouraged comparison, competition and materialistic values – a society that was based on the assumption that if others achieved power or success there was less to go around for herself (a “zero-sum” perspective).

She lacked happiness and joy in her life because she always came up lacking when comparing herself with others – whether the basis of comparison was financial or professional success, the quality of her home or car or her level of visibility/perceived credentials.  This led increasingly to disconnection from others, in part because she could not express appreciation for their achievements and distanced herself to reduce her envy.

In Johann’s book, Rachel describes how she was able to turn from envy to valuing the success of others – how she was able to progressively experience and express “sympathetic joy”.

Developing sympathetic joy through loving-kindness meditation

Rachel explains how she turned to loving-kindness meditation as a pathway to overcome the pressure of society’s expectations and her socially constructed envy.  Overcoming addiction to self was a slow journey, but as she began to express positive emotions towards others when they “succeeded”, she was able to release the stranglehold of society’s expectations embed in her sense of self.

There are various forms of loving-kindness meditation and the form Rachel described entailed the following steps:

  • You picture yourself being successful in some arena of activity and allow the resultant joy to flow through you – experiencing it holistically in mind, body and emotion
  • You then visualise someone you love succeeding in some endeavour, and again open yourself fully to the resultant joy
  • You progressively focus on success and joy in relation to someone you don’t know well or are not close to, then someone you dislike and lastly someone for whom you have a strong dislike.

This loving-kindness meditation – expressing happiness for the success of others – eventually erodes envy and replaces it with appreciation, valuing others and experiencing real joy (that is no longer solely dependent on your own success but also embraces the success of others).

Reflection

We can move from envy to sympathetic joy as we grow in mindfulness through loving-kindness meditation and reflection.  As the neuroscientists continually reminds us, “we become what we focus on” – if we focus on valuing the success of others (in whatever arena) we will experience joy, if we continue to envy the success of others, we will become consumed by envy and resentment and become disconnected from others.  Sympathetic joy is a pathway to personal happiness, whereas envy leads to sadness, depression and despair because our self-evaluation is based on distorted comparison with others.

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Image by Eric Michelat from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Emotional Intelligence Competency – Adaptability

Daniel Goleman, in his interview for the online 2018 Mindfulness at Work Summit identified “adaptability” as the one of the emotional intelligence competencies that fall under the self-management group of competencies.

Adaptability is often assessed during job interviews for manager positions because the pace of social change, the convergence of technological innovations and economic discontinuities demand adaption by managers who have responsibility for people, infrastructure and financial resources.

As Reg Revans, the father of action learning, pointed out very early, “The past is no precedent for the future”.  This is especially true in turbulent times.  The maxim also applies to employees other than managers as they are frequently required to adapt to structural change, job redesign, system innovations and procedural improvements.  A lack of adaptability can be manifested in people who are focused on the past rather than embracing the opportunities presented by organisational changes.

Goleman suggests that resilience is different to adaptability in the sense that it is more about a person’s capacity to bounce back from setbacks or personal difficulties.  The time required to restore equilibrium after a major upset or source of distress is a measure of a person’s resilience and, in that sense, is considered by Goleman as more an aspect of another emotional intelligence competency that he terms, “emotional self-control”.

Adaptability, in his view, is more about being agile, being able to move with the times rather than becoming fixated with the way things are now.  According to Goleman, research conducted by Richard Boyatzis confirms the view that high adaptability is not only a good predictor of career success but also of overall life satisfaction and happiness.

If you are lost in resentment or anxiety, it is very difficult to be adaptable because you are preoccupied with other time scenarios in the past or the future.

As people grow in mindfulness through meditation, they can gain the self-awareness to identify their own thoughts and emotions that block their adaptability and impede their progress in life.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of badalyanrazmik on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Grow Mindfulness through Humility

I have been discussing being mindful at work.  It seems appropriate to draw on the lessons from superb leaders who turned their companies into great companies that enjoyed longevity as well as success.

In his book, Good to Great, Jim Collins identified what characterised these highly successful leaders.  It was not, as you might surmise, their outgoing nature, their capacity to “sing their own praises” or their readiness to boast about the achievements of their companies.  These great leaders were characterised by two key qualities, “personal humility and professional will” reflected in their quiet, almost shy, demeanour together with their determination and resilience

I want to concentrate on the “personal humility” quality here.  Humility is closely linked to mindfulness in that genuine humility requires a level of self-awareness that is realistic and accurate and not based on negative self-evaluation.

Developing mindfulness through personal humility

Personal humility is a “road less travelled”.  Most people are either boastful of their achievements (a habit cultivated by our competitive society) or dishonestly “modest”.  The middle road is difficult to achieve but beckons when you want to grow in mindfulness and achieve its attendant benefits.

Shamash Alidina, author of The Mindful Way Through Stress, provides some strategies to develop personal humility in his insightful and comprehensive article on how to be mindful at work:

  1. Develop mindfulness practices  – as we have seen through the blog posts on this site, mindfulness meditations and activities help you to develop a genuine self-awareness that is neither boastful nor involves “beating up on yourself”.  These practices enable you to move from self-absorption (talking about your own achievements all the time in conversations with others) to recognition of what others have contributed to your present success.
  2. Being conscious of who has helped you – at any point in time, you can take a few minutes to focus on who has helped you to be where you are.  Being conscious of what you have it terms of work, colleagues and professional networks, can help you to develop a fine-grained awareness of those who have contributed to making you who you are and what you have achieved.
  3. Show appreciation to those who have helped you – this can be expressed towards people who have done even the smallest thing to help you, e.g. finding a resource for you or linking you to another person or idea.  If you develop the habit of showing appreciation in your everyday life, then it becomes a spontaneous act to do so in your work situation/ professional life.  Often we appreciate someone’s words or actions but fail to communicate this to them – we assume they know.  Expression of appreciation is an act of gratitude that builds mindfulness.
  4. Value the opinion of others – it is so easy to quickly dismiss the perspective, opinions or  views of others as if our stance is the right one all the time. However, being humble demands a recognition of the limitations of our own perceptions, knowledge and skills and an openness to others through respectful listening for understanding.

As we grow in mindfulness through mindfulness practices, being conscious of who has helped us and showing appreciation and respect for their help and alternative opinions, we can progressively develop a true personal humility.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of Wokandapix on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Mindfulness – Start Small, Start Right Now

The benefits of mindfulness seem enticing – not the least of which are improved mental health, clarity of mind and calmness.

Yet the change from the habit of busyness seems such a big step.  How do you go from filling every moment with activity – designed to keep up with a racing mind – to the ability to stop and “be in the moment”, fully present to  what is happening around you?

The first step is to change your underlying assumption that busyness will get you what you want – achievement, happiness and success.  Unless you change your underlying assumption, you will not be able to sustain a change in your habituated behaviour – you will keep returning to old habits when under stress.

The second step is to “start small, start now”. These are the words of wisdom from entrepreneur and marketing guru, Seth Godin who writes a daily blog.  Seth’s advice is:

Start small, start now.

This is better than “start big, start later”.

One advantage is that you don’t have to start perfect.

You can merely start.

While Seth is writing in the context of internet marketing, the above advice has application to many facets of life, not the least of which is how to grow in mindfulness.

In an earlier post, I suggested that to sustain mindfulness practice, you can begin with “one breath at a time” – practising mindful breathing.  To start small, is better than not to start at all.  If you begin with one simple mindful practice that breaks your current routine, you will be able to persist and progressively grow in mindfulness.  Persistence then brings its own reward – increasing benefits and reinforcement of your new habits.

The secret is to find a mindful practice, and timing for that practice, that suits you.  Everyone is different, you need to find your own starting point – your next step.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of geralt on Pixabay