Posts Tagged ‘feedback’

The Power of Listening

Monday, December 10th, 2018

Don’t you smile when the loudmouth cannot control him or herself wading in with an uninformed opinion because they simply have to be heard. Whether it is in business, politics, or other aspects of life, we underestimate the power of “active” listening, at our peril.

Five Family Office Traits That Throttle Success In Portfolio Companies

Monday, February 27th, 2017

Patient private capital is arguably more in demand today as a source of growth capital than at any time this century. CEO roles in businesses backed by ultra high net worth family offices (Michael Dell’s MSD Capital, Jorge Paolo Lemann’s 3G or Azim Premji’s (founder of Wipro) Premji Investment) are arguably more in demand than at any point in recent history. Free from the demands of quarterly reporting for public stockholders and the constraints of the private equity investing model, why, here is the “perfect” career option surely? All we need to do is focus solely on growing and nurturing the business and its’ brand, take prudent risk and never have to worry about the cost or availability of capital. Wonderful. What am I missing? Actually a huge amount. In an article published today, in the market-leading Family Office media publication, Family Capital, James draws upon his experiences with over a dozen families around the globe. Learn about the Family Office/CEO relationship dynamics and the consequences that are often overlooked by many Family Offices and CEOs until it is too late.

http://www.famcap.com/articles/2017/2/27/insight-five-family-office-traits-that-throttle-success-in-portfolio-companies

© James Berkeley 2017. All Rights Reserved.

Compelling Investors

Thursday, December 15th, 2016

“Please feel free to share investment opportunities in the future….” or “This isn’t right for us at this stage we have a prefer businesses with positive EBITDA” The problem with so many investors is there is no “siren call” to them. Their language is weak, their feedback is meaningless, and there is visibly close to zero commitment to a future relationship with the introduction source. In return, there is no compulsion to make you THEIR priority. To put you at the top of their call list. To keep you uppermost in their thoughts. To reciprocate, in a meaningful manner.

If the game is about identifying, attracting, evaluating, and applying impressive levels of knowledge to high-quality investment opportunities and making wise decisions consistent with an investor’s strategic goals, there is a need to constantly nurture referral sources. You don’t achieve that with bland throwaway sentences or anaemic feedback. You do that best by providing something of value to the introducer quickly (ideas, insights, other investor names, a promotional opportunity and so forth). Of course, that assumes your real intention is to have an ongoing relationship and not banish the referral source to Siberia.

© James Berkeley. 2016 All Rights Reserved.

Profitable Feedback

Wednesday, September 2nd, 2015

An email survey request lands this morning in my inbox from the UK’s Conservative Party Chairman, Andrew Feldman (I am not a member), titled “I want to hear what you think”. It asks a friendly and logical set of “screening” questions about my future intent to become more involved in supporting the Party. What the questions fail to  address are my emotional imperatives (the “why” questions) in getting involved.

It is a common shortcoming of so many feedback or consultative initiatives in businesses, large and small, who are encouraged to “get closer to their clients” or “better understand their client needs”. Face-to-face dialogue, focus groups, surveys and third party feedback that stops shorts of eliciting the really valuable responses due to weak questions or questioning techniques. The result is a low value process, which moves the questioner an inch, not a mile, closer to gaining the other person’s future commitment.

Do you want to know what your customers think or do you want to better understand what might motivate them to act upon anything you might suggest they do? The former gives you information, the latter gives you the expressway to cash or increased commitment. That’s a huge difference.

© James Berkeley 2015. All Rights Reserved.