Heard about mindfulness and want to give it a go?

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I was put on to Headspace by an associate.

Downloadable as an app, it gives you an overview of what mindfulness mediation is and a trial 10 day guided meditation program.

I like it because it uses really simple everyday language and really supports and encourages you as you practice. No need to climb the mountain and listen to Tibetan chimes to get the benefits of this!

There is a lot of evidence about the benefits of mindfulness for yourself and your relationships, but the best way to find out is to try for yourself.  Your initial investment is only 10 minutes a day for 10 days.

If you do try it, don’t expect an immediate revelation, but rather look for subtle changes in your feelings and thinking in different situations that translate through to changed behaviour.

I can’t recommend this enough.



Tuning in and making choices

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Quite often we don’t hear it, or try to ignore it, we have to tune in to it and be willing to listen.

It is our inner conscious, our true self.

There is an uneasiness, a discomfort. It is telling us that something is not right, something is not sitting well with our values and what we believe in. It may be small it may be big, but there is something.

This is where we choose – do we let it go and catch it next time?

Or do we trust it? Trust ourselves? Do we make a stand? Do we make a difference and become a leader?

What will you choose today and what difference will you make to yourself and others?

Holding yourself accountable as a leader with a daily question

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Did I do my best as a leader yesterday and what will I do differently today?

I heard a senior leader talking about a daily reflection he has each day over his morning coffee: he asks himself if he was the best leader he could be the day before and reflects on what he will do differently that day.

What a great practice to hold yourself accountable to yourself and the values you stand for and how you behave in every aspect of your life.

I have started this, and of course there are days when I fudge the answer and I kid myself about how I did as a leader. I can find reasonable reasons to excuse myself from what I should have done. It never works: things don’t change and there is no growth.

The best days are when I have been completely honest with myself and not afraid of what I uncover. During that day I can feel the difference and I am a better leader in every aspect of my life.

Ask yourself the question: be honest, be brave and see what you discover!

Get clear about purpose – a one week challenge

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What is your purpose? Yes, your life purpose but also your purpose right now? How often are we or the people around us doing things with no clear sense of purpose? Does it matter? You bet!

I heard someone having what started as a routine conversation on the phone, when suddenly the energy, passion and commitment burst out of their voice as they established there was an immediate need  to support a friend in need. That sudden clarity of purpose made all the difference to their state and it got me thinking about purpose in our daily life.

So I spent a week trying to be mindful of my purpose in everything I did: making a phone call, taking exercise, reading, writing an e-mail, having meetings etc. The difference in approach and outcomes was quite remarkable. Being clear about purpose suddenly made routine tasks more meaningful, clarity of purpose meant more thorough work, better engagement with others and better and quicker results. It also meant that some stuff that I would have maybe drifted through was discarded as I realised it did not serve my immediate or longer term purpose.

It is easy to lose focus and forget why we are doing what we are doing in a world of distractions and interruptions, but being clear about purpose in the moment, will lift energy, passion and commitment. The trick is to sustain it. The clearer the purpose in the moment the greater the levels of engagement and likelihood of success.

So the challenge is to be mindful of purpose for a week.

Ask yourself the question throughout the day – what is my purpose right now? And ask your team the same question – what is their purpose purpose right now?

See how hard or easy it is to retain mindfulness of purpose and compare what happens when you and other around you are mindful of the why.

Please share any experiences you have with us.


Fear is the mind killer – a great quote

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Fear is the mind-killer.
Fear is the little – death that brings total obliteration. I will face my fear.
I will permit it to pass over me and through me.
And when it has gone past I will turn the inner eye to see its path. Where the fear has gone there will be nothing.
Only I will remain

Frank Herbert

I found this in Seth Godin’s book “What to do when IT”S YOUR TURN (and it’s always your turn)” – a recommended read!

Budgets and Business plans are a waste of time

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A bold statement I know! Realising that I could be missing something, Andrew Dunn an associate with extensive experience in managing the finance side of budgets for major hotel groups kindly agreed to run a sense check and give his own thoughts on the subject.

We would love to know what you think

Murray says:

Over the last few months I have talked to various senior people in the hospitality industry who were busy doing budgets and business plans. Needless to say, they were not enthralled with the time and energy the process involved and the fact that it seemed to consume and almost paralyse the whole organisation with many investment decisions (operational and capital) delayed until the budget is done.

I have to say this is consistent with my memories. No one that I can remember looks forward to budget time, they just look forward to it being finished and being able to get back to running the business – and therein lays the problem!

Some facts about business today:

  • It is hard enough to predict and forecast a month ahead never mind 12 months
  • All larger business are re-forecasting to the end of the year on a monthly basis (recognition of the above)
  • The world is dynamic and unpredictable quickly rendering many strategies set out in business plans irrelevant
  • Today’s successful companies are agile and lead rather than follow their market. Their limited resources focus on work that is meaningful and fulfils the long term vision of the company

Despite all of this we persist in dedicating massive amounts of time and energy into creating budgets and plans to solve last year’s problems which are largely outdated as soon as they are printed (remember many are done 2-3 months in advance of the financial year starting!)

The result?

  • A lot of business plans in drawers gathering dust (often returned to where they came from having been dusted off for this year’s process!)
  • Patch work strategies and tactical plans to address unforseen problems that arise
  • Time and effort spent analysing/justifying numbers that do not meet budget
  • A lot of time spent on the urgent but not necessarily the important for the business
  • Another review and changes to the budget and business plan format and process to make it “better” next time

What’s the answer? I don’t know, but I do reckon it would be worth a discussion to come up with a solution that was faster, more accurate and meaningful whilst keeping the banks, owners and financiers happy. Not to mention engaging the people involved in the process.


  • Engage people in the process and get true commitment and accountability
  • Get the business working consistently on the important rather than urgent
  • Shape the future rather than react to past events and situations
  • Deliver better results over short, medium and long term

Oh and not least – save time, money and reduce the opportunity cost of having the business tied up in budgeting and planning.

Some ideas:

1. Turn the existing month forecast to the end of the financial year into a rolling 12 or 18 month forecast. Let’s makes sure it is done well and at any point in time it becomes the budget

2. Don’t bother setting plans for a year, know what has to be achieved for the business in that year (owner’s longer term asset plan, the management company strategy) then set 90 day plans – review, adjust and reset after 90 days. (see Success Alliances for Hotels)

3. Every 90 days review the world you are operating in. Where a goal or activity is no longer relevant then stop it. Accept that the world has changed and what needs to be done and do it – don’t wait for the business plan to come around again.

Some will argue that the budget is an important process to go through the business in detail. I would argue that an in depth review once a year is not sufficient anymore. Modern reporting allows managers to know their business better than ever before, they need to be supported and encouraged to know and be across at any given time what is important to the business and review in depth as the year unfolds.

Would we really save time with all this?

The forecasts are being done monthly, so in theory no extra time is needed.

A 90 day review when done effectively can be done in a half day. (Remember we are looking forward and on things that matter)

Too easy?

Maybe, or maybe it should be easy to free up the time for people to do better work on the stuff that is relevant and current.

Andrew’s Comments

I could not agree more that the traditional annual business planning cycle utilised by the majority of the industry should be reviewed. There must be a better way. Is it called an annual business plan because it feels like it takes all year to complete?

Is there life beyond budgets?

A rolling forecast process is certainly one way forward in reducing the resources directed towards the annual budgeting process. In order for this to be a success there are a number of aspects to consider:

  • Is the current forecast process robust? Are the right tools and processes in place. Does it produce good forecasts? This might be the first thing to review when considering implementing a rolling forecast process. Once everyone is comfortable (managers, corporate office, owners, shareholders) that the forecast process is delivering then perhaps its time to look at changing the budget process.
  • Improved collaboration with owners might be needed – owners and managers need to be speaking the same language. More often than not the owner is presented a business plan and then the negotiation starts. In order for the rolling forecast process to be a success there needs to be better and more consistent dialogue with hotel owners on what the future looks like rather than a monthly meeting just focusing on past performance (which is still important!).
  • What is the end game? Is it just to reduce the time spent on annual budgets or is it also to develop a better and more strategic way of managing the business?

Owners will always expect an annual budget but there are better ways to deliver. The annual budget process can definitely be reduced if not entirely replaced.

Any change that can potentially make a business more agile, more responsive and more strategic is worth further thought. Perhaps the business planning process is the best place to start.

 If you read this and are inspired to look at a new way for your business then drop us a note. We would love to share our thinking in more detail and see if we can assist your discussion with the rest of the business and facilitate a more strategic approach to business planning and budgeting.





Have you ever “gone round the room” and failed?

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A great blog from Seth Godin who as always gets to the point quickly and makes it with great conviction!


Recognising the forgotten ones and what they bring

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We have our stars. We are always on the look out for them and make sure that when we find them they are rewarded.  We expound their virtues to all who will listen and look to grow and develop them to be ready for the next opportunity. When they leave it is a great loss.

Then there are the non performers. They are the battle we want to win so we put a lot of effort into “rescuing” them and making them better or if we can’t win, moving them on. When they leave it is a great relief

Then there are the forgotten ones. They turn up everyday and do their job with no fuss. They allow the stars to shine and clean up the mistakes of the non performers. When they leave, they leave quietly and we don’t know what we have lost

Do you have any forgotten ones? What do you do for them?

Genuine recognition of what they bring and a simple “thank you” is often enough.


Collaborative Strategy vs competitive thinking

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“Tomorrow’s strategies will not come from competitive thinking rather they will come from radical thinking about how best to discover and create value. Value creation starts with people united with a purpose that creates passion for discovering how to create more and more value together.”

This is an excerpt from a good article on Collaborative Strategy by Jay Deragon

Switch off, breathe and switch on

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Switch off from all those “urgent” e-mails, appointment reminders, to do lists, reports

Switch off from those “important” calls to receive and make

Switch off from Facebook, Twitter, Google+, LinkedIn and all the rest

Switch off from the music, the radio and whatever other noise surrounds you

Switch off from other people and their busyness

Just Switch off and be yourself

Now switch on to yourself

Switch on to your breath; just breathe

Thinking ?

Switch back on to your breath and clear your mind

Keep breathing and be aware

Thinking again? That’s okay.

Switch back to your breathing

Switch on to your body and your feelings? Explore and discover!

Keep breathing and be aware


Now slowly switch yourself back on

What did you discover?

What did you learn?

How do you feel?

…..consider carefully what else you need to switch back on and go

When will you next give yourself the time to switch off and explore?

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