Consultants Jeremy Eden and Terri Long define low-hanging fruit as the targets or goals that are easily achievable and do not require a lot of effort. Your business can achieve better results with greater ease by thinking small and reaching for the low-hanging fruit like many of the smartest companies today. Eden and Long share 77 of their most effective techniques for generating real performance improvements drawn from their success working with major companies. In Low-Hanging Fruit, the authors explain why leaders should not agonize over large-scale change efforts and ways to reduce costs. Instead, they show leaders how to go after small solvable problems and uncover the low-hanging fruit.
“True low-hanging fruit is within your reach. Harvesting low-hanging fruit produces bigger results with much less risk than those big projects on which companies rely, like strategic transformations and enterprise-wide systems! Individual pieces of low-hanging fruit come in all sizes — from those worth millions of dollars to those worth just a few thousand dollars. Collectively, it is your growth engine,” write Eden and Long. Of the 77 techniques outlined by Eden and Long, the first few help leaders and managers find ways to see problems easily, for example “Ask “Why?” Five Times to See the Real Problem.” This point illustrates the importance of asking “Why?” which will help you gain progress toward finding the right problem to solve.
If you think you don’t have the resources to be faster, better and more profitable, think again. Low-Hanging Fruit will help managers and leaders to boost productivity in their organizations by identifying and solving hidden problems.
FOUR STEPS TO BUILD HABIT-FORMING PRODUCTS
When was the last time you checked your smartphone? If you’re like most people, almost certainly within the last hour. What about your Twitter? Or your Facebook page?
The fact is that smartphone manufacturers, Twitter and Facebook have all created products that are, in the words of consultant and entrepreneur Nir Eyal, “habit-forming.” As Eyal explains in a new book, Hooked: How to Build Habit-Forming Products, a habit is in fact a shortcut for the brain. A habit is an automatic, almost unconscious reaction by the brain to a trigger.
Habit-forming products are an obvious boon to business. Consumers automatically use the product on their own, again and again, without any prompting from ads or marketing. Of course, not all industries need habit-forming products. The sale of life insurance, for example, requires salespeople, advertising and word of mouth. There is no habit for the consumer to acquire.
But for many companies, success depends on developing such habit-forming products. For those companies, Nir Eyal offers a four-step circular framework, which he calls the “Hook Model,” to ensure that consumers keep returning to their products, over and over again.
The Hook Model
The first phase of the hook model is the trigger. This is the spark to the entire process. Triggers can either be external or internal. External triggers might be an email, website link or even an app icon.
External triggers propel consumers through the loop of the model in the hope that eventually consumers will no longer need prompting from external triggers; instead, the prompting comes from internal triggers — triggers that come from within the consumer. Internal triggers are formed slowly, taking weeks or even months of frequent usage. Eventually, however, the consumer automatically turns to the product whenever a particular emotion or need arises.
The second phase of the model is the action that the consumer takes as a result of the trigger. Building on the behavioral work of Stanford University professor B.J. Fogg, Eyal explains that consumers take action when there is both motivation and ability. External triggers will seek to spark motivation — an ad will seek to give a reason for the consumer to use the product — but it is internal motivation that in the end proves most powerful. Motivation without ability is useless, however, which is why companies work hard to make the use of the product as effortless as possible.
Variable reward is the third phase of the Hook Model. In traditional terms, consumers take action because they want a problem solved. The key word in Eyal’s definition, however, is “variable.” The consumer expects something as a result of the action, but exactly what that reward might be varies, and this is what keeps the consumer returning again and again to the product or service.
The last phase of the Hook Model is investment. In this phase, the consumer will put something — time, effort, social capital, money — that encourages the consumer to continue with the Hook cycle. Research has shown that the more consumers invest time and effort into a product (or service), the more they value that product. An additional motivation to return to the product is “stored value.” The more songs you download to iTunes, the more likely you are to return to iTunes to listen to them.
Pinterest, the online bulletin board, exemplifies the four stages of the Hook Model. The external trigger that sparks the consumer’s engagement might be a recommendation from a friend or reading about the application in books (or book reviews). The consumer takes action by registering on the site. The variable rewards include seeing what others have posted, reviewing what one has posted (after the first cycle), and the comments and likes to those posts. The consumer now makes a further investment by posting new images or commenting, liking or sharing (repinning) other posts. “Each pin, repin, like or comment gives Pinterest tacit permission to contact the user with a notification when someone else contributes to the thread, triggering the desire to visit the site again to learn more,” the authors write.
Filled with examples and anchored by the Hook Model, Hooked is a hands-on guide for companies seeking to emulate the amazing success of Pinterest, Twitter and others and build their own habit-forming products.
What would it mean to you and your organization if everyone became as good as your star performers? Everyone would be aligned in working toward something important, a compelling collective purpose. Everyone would believe their teammates had the commitment and skills to achieve it. Organizations filled with this kind of energy are great places for their people and for the bottom line.
William Seidman and Richard Grbavac believe that this is possible and they point to Affirmative Leadership as the answer. Affirmative Leadership is a scientific, proven methodology for creating leadership programs that are based on each company’s own unique strengths and needs.
In The Star Factor, Seidman and Grbavac describe four phases to implement affirmative leadership in any company:
Phase 1: Discover – find out what your stars do that makes them successful.
Phase 2: Prepare – use what you learn from your stars to develop a training plan for everyone else.
Phase 3: Launch – start using this training program to instill the same passion that your stars possess in all employees.
Phase 4: Guided Practice – use the training for long-term internalization of these successful practices.
To learn more about affirmative leadership and how to make all of your employees stars, join us on February 26th, for our Soundview Live webinar with William Seidman and Richard Grbavac, Discover What Your Top Performers Do Differently. Perhaps you can invite your stars to the meeting to bring them in on the concept from the start.