The pursuit of perfection has been a struggle for me personally my entire life. What started out as a 'Virgo' trait, has led to a constant battle with striving for flawlessness and setting excessively high performance expectations of both myself and others. Going deeper then just a focus on personal life, my business has constantly been hindered by my inherent need for perfection, and I am not alone. There are many others out there that are exactly the same.
Entrepreneurs are renowned for certain types of behaviours including obsessive compulsive disorders, perfectionism, neuroticism - all often being the key reasons why things somethings don't go in the direction that they would have hoped. I call it self-sabotage, because noone is perfect and 80 percent is ok - yet trying telling that to my brain when it is on overload.
I learned earlier on in my business career that 80 percent had to do and by micro managing, nothing would ever get done, nor would the business grow. If only I could do everything myself, there simply is no need for employees. Letting go and learning to adapt differently was singularly the best thing I could ever have done and the only reason I have been able to grow an international business.
But from time to time, I fall prey to seeing things that are not done quite right, and having my little 'freak out' moment.
When it comes to business, I desire the perfect marketing campaign, the perfect employee, and the perfect business - yet, that is impossible to achieve and without knowing that you cannot place that kind of pressure and expectation on those around you - or you are bound to fail.
With an office move in Melbourne to a larger space, finally, the time had come and an opportune meeting with an American Inside Sales Specialist ensured that Marketing Eye Melbourne had their very first person in this position on board.
We all make choices every single day of our life, and often we don't think enough about the impact of those choices and what they mean to future opportunities that may lie ahead.
I've been back in Melbourne for a week and it has been an eye-opener for so many reasons and this journey continues to help me better understand who I am and what I want to be in the future.
In my experience, graphic designers can be a marketing company’s biggest weapon, with their ability to create collateral that packs a visual punch. Cohesive graphic design communicates key messages within seconds, solving problems through the carefully selected combination of type, space and image. It’s more than an art form; it’s a powerful tool.
If your market isn’t blown away within seconds of viewing your design, you’re doing it wrong.
The drawbacks, well, there are a number but one of them has never been that I didn't want to get out of bed and turn up to work. Instead, I wake up early and make my way to the office as fast and efficiently as possible.
What I find challenging is the same things most small to medium-sized business owners find; people management, enough hours in the day to do all the things that you want to do and find the right talent. The latter being the single biggest issue I think most agencies find today.
Then I meet a client that achieves the impossible, and recently, for me that was Frank Richmond, the Founder of Cirrus Networks.
When I first started doing PR, I used to write a media release and fax it to a media outlet - all with varying results. The headline, like it is today, is worth it's weight in gold, and if you have a strong first paragraph, you may get that call back you have been waiting for.
That was soon followed up with 'pitching' on the telephone and depending on what mood the journalist was in or your ability to 'sell' a story to them, you either walked away with a published article or your press release was thrown in the trash can.
In 1998, the faxing part changed to emailing which was fantastic because it was a much faster and less tedious way of getting a media release out to journalists. It also was a much more environmentally friendly way to operate and allowed for changes to be made to ensure that each email sent out to a journalist was a one-to-one marketing piece rather than an everything to everyone, hit and miss style approach.
Having started my first business at 25 years of age, specializing in technology marketing, I thought I had it all. A marketer who understood technology marketing and who could talk the talk which at that time seemed to be, the height of the dot com boom, the most lucrative marketing position one could hold.
Then of course, someone came along and started talking about company culture, and marketers took a turn to start embellishing the on-boarding process of new recruits, with a mixture of "people marketing" with "technology marketing" - and for a time, that was all the rage. It seemed to be the only thing people were talking about and marketers started to play a role in human resources, giving recruiters and in-house HR managers the tools to "sell their brands" like they were a front line sales executive needing to close the deal in order to reach their quotas.
There have been many hit and misses and lots of unnecessary frustration, but finally I think as a team we have hit the nail on the head and I am about to test it to the nth degree.
Flat Organisational Structure
Weaning employees off hierarchy-driven decision making has been a test of both patience and perseverance. Gen-Y's have been told that they need leadership in order to be successful, yet some of the most successful companies in the world, like Google, are saying quite the opposite. Their investment in a flat organisational structure has not only shown dividends on the balance sheet, but it has created a workplace and culture that the world-over admires and respects.
For smaller companies that have an established organisational structure, driven largely by an entrepreneur, it is more difficult to adapt to a flat organisational structure with the primary reason being that both parties; the entrepreneur and the employees, find it difficult to let go.
I have been travelling the world growing "my small business" and have found that it is almost impossible to be the leader I would have hoped to be, living the life I do. I certainly am no role model in this department, nor do I follow the many books I have bought over time on "how to be a good leader" no matter how much I try but ultimately fail in my pursuit.
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