Exploring your unknowns

I recently returned from an incredible adventure with my two girls sailing in the Kimberley region of the Western area. It is so remote that it took us nearly five days of sailing to get there and another five days to get home again. In between, we had some truly unique and special experiences that I have no doubt we will look back on for the rest of our lives.

We live in a world where genuine adventures seem to be harder and harder to come by. This is because a real sense of adventure requires certain elements to be present. First, there needs to be a sense of discovery, the ability to explore something unknown or experience something unfamiliar. Second, real adventure must contain an element of risk.

The challenge is that the unknown and the unfamiliar have become increasingly rare commodities in our world. Finding places that are truly off the beaten track has become harder as roads and transportation links have gotten better and information more freely available. We also live in an increasingly risk-averse society. Even if we go to visit a previously unexplored part of the world (or at least unexplored by us) we can pre-arrange accommodation and transfers, read reviews or book an all inclusive 10-day tour. Now I appreciate that there are a select few out there who shun such comforts but my feeling is that this has become very much the norm.

So in planning and preparing for this trip, and faced with this uncertainty, it was interesting to see how my girls responded. But perhaps what was most interesting was seeing an incredible parallel between how they responded and how people in business respond to the unfamiliar as well.

The first part of the response is an over-analysis and over-statement of risk. In our early family conversations there was a lot of concern about crocodiles, getting sea sick, falling over the side of the boat, getting sun burnt and even being bored on such a long trip. Some of these were genuine concerns and there was value in ensuring that high impact risks were adequately managed but it was also true that these risks were given significantly more air play that they ultimately warranted.

The second part of the response is to understate the benefits. Did we really need to go to such a remote and inhospitable place? Is it really THAT special? Wouldn’t they have just as much fun going camping? Again, some of these are reasonable questions to ask but the reality is without personal experience we generally struggle to imagine something dramatically different from what we already know.

The combination of these two responses is that by systematically overstating the risks and underestimating the benefits of doing things differently, we subtly reinforce the status quo. In fact ‘risk’ has increasingly become a rational for inaction even when the risks of inaction may in fact be higher than risks associated with well considered change.

I’ve written before about the trade off between execution risk and strategic risk. Change projects unavoidably carry with them a certain level of execution risk: the risk involved in moving from one way of doing things to another. But generally these types of risks can be contained and managed and as we do more change projects we get better at them and the risk reduces over time. On the other hand, the strategic risk associated with not changing –  the risk that our organisation becomes increasingly out of sync with its operating environment and no longer either provides the goods and services or operated in a way that the market values – is always going to be large and always going to be difficult to manage.

For me, this is the difference between improvement projects which involves small execution risks, and transformation project which involve large strategic risks. In fact research by McKinsey suggests that the strategic risks of transformation projects are so high that only 16% of them result in sustained change over the long term.

The truth is that although it might be more adventurous than most holidays, my sailing trip through the Kimberleys was not a trip into the complete unknown. I had been there once before myself, we were with my parents who had done the trip at least half a dozen times and while we were there we saw at least a dozen other boats go in and out of the King George River. In fact this reminds me of the quote by William Gibson ‘the future is already here – it’s just not evenly distributed’. Although this was an adventure into the unknown for my two girls, it was something that many had already experienced (and survived) before them.

As I said, real adventure is hard to come by, but we don’t need to BASE jump into an active volcano to grow and learn as people and we don’t need to completely restructure our organisations to maintain our market relevance. We just need to be willing to continually push ourselves to take calculated risks and continue to explore our unknowns.

Whether you’re looking for one-off short courses or longer term support within a community of like-minded organisations, the Digital Champions Club is committed to helping its clients maximise the returns and avoid the risks of digital transformation.

I’ll be facilitating immersive two-day intensives on the dates listed below. In this insanely practical two-day program, you will not only learn the framework and a suite of simple tools for use back in your organisation, you will leave with a real world, value-adding project to complete over the next couple of months. 


Digital Champions Two-Day Intensive

4 – 5 SEPTEMBER | MELBOURNE
15 – 16 OCTOBER | SYDNEY

Click here for information and tickets

Automate the task, not the relationship

One of the biggest challenges with the constant barrage of new technologies is making sure we look past the novelty of the new to find meaningful use. This is particularly the case when it comes to automated marketing and communication.

It makes sense to automate low value repetitive tasks that no one enjoys doing. But we need to be very careful that we don’t allow technology to take over the personal and the meaningful. Don’t ever confuse a blog post sent out to your 3,000 followers as a relationship building exercise. That’s just information sharing, real relationship building is far more intimate than this.

Our ability to create meaningful relationships is also incredibly limited. Research suggests that we struggle to maintain more than 150 meaningful relationships which forces us to chose who we want to have each of those relationships with. But these limitations are core to us seeing value in the relationships we have. If we could automate relationships and have as many as we wanted, they’d just become worth less.

This is basic forces of supply and demand at play and this is why we ultimately value the things in life that can’t be mass produced. So embrace technology, embrace automation, but also be very careful you don’t accidentally take something that is meaningful and valuable and just make it cheap.

This blog has been lifted from an interview I did…

Three indicators your current approach to technology isn’t working

‘We operate in a conservative industry and suddenly it became really fast paced. We knew we needed to use technology to drive efficiencies and be competitive but we didn’t know where to start. We didn’t know what to do.’

The above quote comes from one of my clients. We were having a conversation recently and this is how he responded when I asked him why he joined the Digital Champions Club. I’m not sure he realised it at the time but in just a couple of short sentences he identified three excellent indicators of whether an organisation’s current digital transformation approach is serving them.

In fact, if any one of these things is true for you, it’s probably time to step back and make sure your approach is keeping you on track.

Things are getting faster, faster than you are

This particular client runs an accounting and business advisory practice. Accounting is not one of those industries that you’d generally describe as dynamic. Yet over the last few years, a combination of cloud and mobile technology, outsourcing and, more recently, A.I. has started to dramatically change the way the industry operates. If you’d describe your industry as generally conservative and yet you’re finding that things around you are starting to move faster than you are, it’s probably a sign you’re not keeping up with technological changes.

Your margins are being squeezed and you’re facing more competition

Two of the biggest benefits that organisations achieve from successful technology projects are improvements in quality and increased efficiency. Both of these have the potential to dramatically shift an organisation’s value proposition. In addition, the shift of work away from individual premises and onto the cloud is removing geography as a barrier to competition.

You don’t know which technology project to do next

Often not knowing what to do next is not because you can’t identify opportunities but rather because you have more opportunity than you can possibly manage and you may also lack the internal expertise to manage the projects well. This is particularly the case for small and medium sized organisations who don’t have the scale to justify a full time Chief Digital Officer or other technology innovation type role. Instead, often relying on a more traditional IT function whose primary focus is to ‘keep the lights on’ and lacks the expertise in innovation and change management to identify, prioritise and implement new technology solutions.

I have four events coming up where I will be talking through my game plan for successful digital projects. If you’d like to find out more check out the links below.

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Next week I will be presenting two events in Perth. If you’re available on either the 9th of April for 5:30pm or 11th or April from 7:30am you might like to come along and find out about my Game Plan for Successful Digital Projects.

  • Use the promo code ISUBSCRIBE to get half price tickets

I’ll be one of the keynote speakers at the Getting Sh!t Done Club on the 11th June in Canberra and again on the 13 June in Melbourne. Tickets won’t be released until after Easter but if you’d like to be one of the first to know, send us a message and we’ll keep you up to date.

How to predict the future (and almost always get it right)

Understanding the future is the ultimate competitive advantage. Defining strategies and making decisions become a whole lot easier if you already know where the future is taking us. Unfortunately, knowing the future is incredibly difficult…but that doesn’t seem to stop us trying.

  • People buy lotto tickets hoping they’ve predicted the winning numbers.
  • Property investors buy property expecting to make a capital gain.
  • Executives create annual budgets that determine spending priorities for the next 12 months.

Now perhaps this feels like an unfair comparison, and in some ways you’d be right (but perhaps not for the reasons that you’d expect). But if I was being unfair to anyone in this comparison it would be property investors. Well, perhaps not all property investors, but at least long-term property investors. Long-term property investors aren’t too concerned about whether they are right in the short-term. They believe, and the evidence is there to support them, that over the long-term property values go up. So although there is a bonus in buying property at the bottom of a property cycle, over the long-term it won’t make that much of a difference.

Buying lotto tickets and creating budgets (along with any other form of strategic decision making) is, like property investment, a bet on the future. But unlike property investing, the odds of getting it right over the short-term, or even the long-term are not stacked in your favour. The odds of winning lotto are something like 8,000,000:1 which means that if you were to play the same set of numbers for both the Wednesday and Saturday draw for approximately 78,000 years you should expect to win the jackpot once.

And yet I would tell you these are better odds than you creating an accurate 12 month budget.

“Heresy!” you say? Yet, this is the truth. Even though the odds of winning lotto aren’t great at least they are calculable and finite. At the end of the day, there are only 8 million or so different combinations of numbers and we know that one of them has to win. When it comes to budgeting we are making a prediction about not just the organisation’s priorities, but also its operating conditions and countless other factors outside an executive’s direct control. Unlike lotto where the options are finite, for organisations the number of possible permutations of the future they could face are infinite.

And yet, although the odds of getting our budget right are infinitely lower, most people put more faith in their budget than their lotto numbers. People are generally aware that their chance of winning lotto is low and don’t go and spend their winnings until they’ve won. But in business, people will happily start spending their budget well before they know if their predicted future will come to pass.*

*Those of you who are regular readers of my blog would know that I have a general dislike of budgeting. Although this isn’t the focus of this particular article, I can’t help myself but to reiterate that an overt focus on working to budget encourages people to justify decisions based on the cost rather than their value generation. This leads to some perverse outcomes where people spend their budget on just about anything at the end of the financial year. This is rarely strategic, and has little consideration for value generation. Instead it’s done to ‘protect’ their budget so as to justify similar levels of spending in the next budget period. But perhaps the most perverse part of this is that by spending the organisation’s money on things it may not actually need they are likely to get praise from their manager for their ability to ‘work to budget’.

The problem with budgeting, along with many other planning activities undertaken in organisations are reflected in this quote by U.S. President Dwight D. Eisenhower

“Plans are worthless, but planning is everything.”

I would argue that in the way in which many organisations approach their planning activities is that they a) put too little thinking into the planning, and b) put too much faith in the plan.

The starting point for any meaningful planning or budgeting activity needs to be ‘we don’t actually know what’s going to happen’. We cannot predict the future accurately and circumstances WILL change. It naturally follows then that any plan that emerges from the planning process has to have the flexibility to change and adapt as new information comes to light.*

*And this is where I’d argue that budgets are particularly insidious. The data and numbers are often presented (and interpreted) as facts rather than as representations and guesses. This is a growing problem with data-driven decision making more broadly. We forget that the data is often just a representation of something else (ie the amount of time someone spends on your website is meant to represent their level of engagement or interest in your products…as opposed to their level of boredom).


An approach to strategic decision making where only one future is considered (normally the one we prefer the most) and one plan developed is more than just naive, it is Reckless, especially in a world where technology is driving rapid and unpredictable change.

A better proposition, and an approach I see a number of organisations attempt, is to acknowledge that their future is unpredictable and to maintain multiple options that can be enacted if the right conditions emerge. The only issue with this approach is that it’s Reactive and relies on the organisations to be able to identify environmental changes in real time.

An even better approach is to acknowledge the inherent uncertainty that organisations face and take the time to consider multiple futures (or scenarios) during the planning process. Not only will this result in a better plan, it will provide decision makers with the foresight (or memories of things to come) to know if/when the plan is no longer suitable.

But the most Robust approach of all would be to consider multiple futures during the planning process and then have a suite of options you could draw on as conditions evolve and opportunities emerge. This approach not only gives decision makers foresight, it provides them with ready-made plans that can be put into action as required.

Another failed attempt at predicting the future

These are the foundational ideas of scenario planning, a strategic planning approach pioneered by Royal Dutch Shell back in the 1960s. It was famously used to predict and prepare for the formation of OPEC and assisted South Africa through its post Apartheid transition.

Interestingly enough scenario planning was my last ‘real job’ before moving to Melbourne back in 2010. For close to two years before leaving Perth I worked in Rio Tinto’s scenario planning and strategy team, helping the various business units develop robust plans and strategies for the future. And although a lot of my work since has had a futurist slant to it, it was only in the last couple of months that I’ve had the opportunity to work in the scenario planning space again.

Over the last two months I have been working with a state government agency to develop four 10-year scenarios of their future. These were finally delivered at their leadership team’s strategic offsite last week. Using the same video and sound driven approach I use for my keynotes, each of the scenarios was presented as mini movie with customised soundscape that transported participants into four very unique stories of how the future might unfold. We then provided participants the opportunity to ask questions about the future and work on tables to understand what each of the futures might mean for them.

Now this whole article has made my headline look a lot like clickbait. On one hand I’m suggesting that you can predict the future and on the other I’m telling you the future’s unpredictable. It turns out that the secret to predicting the future is to not fall into the trap of picking just one future. Instead of picking one future, scenario planning seeks to define the boundaries around the future, and then help you prepare for a future that will inevitably fall somewhere in-between.

What this means is I can’t tell you specifically what the lotto numbers will be on Saturday but I can tell you that each of the six winning numbers will be between 1 and 45, and no two of them will be the same.

Let’s check back next week and see if I was right.

Find out what makes you common, not what makes you unique

We live in a society that values individuality both in our personal and professional lives. Personal Branding and Unique Selling Propositions are all the rage, but there is at least one area where we are better off seeking out what we have in common with others – rather than what makes us special.

 
Technology.
 
If we look at most of the good apps and software available to us, they generally do one thing really well: Dropbox excels at making it easy to share files with others, Gmail allows us easily receive, manage and send messages, and although I’m not a huge fan, Microsoft Word does a good job of dividing up information into A4 size chunks and sharing them in a way that most other people will be able to access and open.
 
This is in no way an accident. The value proposition for software developers relies on identifying a task their software can do better than others, charge a very small amount of money for it (and probably throw in a free option), and do it a million times over with low marginal costs. The value proposition for almost every software or app developer on the planet is reliant on scale, and therefore commonality. In fact, the general rule for startups is that unless you can have 10,000 active users (which means 10,000 people who all want to do exactly the same thing) then you don’t have something worth investing in.
 
The benefits of commonality and using off the shelf solutions are numerous. 
 
  1. If you find a problem for which there’s already an established solution, then it’s likely you have an actual problem rather than an assumed problem.
  2. The time and cost of developing a solution is greatly reduced if someone has already gone ahead and done it for you. This in turn means that you can solve the problem and generate a return faster.
  3. The competition amongst developers within a particular specialisation means that they have thought far more about required functionality and usability than you have.
  4. The cost of maintaining the solution is greatly reduced because you’re sharing development costs across all users instead of just one.
  5. You can learn from the experience of other users before you. If you’re unique, then you will be making all the mistakes yourself. When you seek out commonality, you can learn from all the mistakes that everyone else has already made. This greatly reduces the risk of implementation and dramatically improves the value proposition.
 
So how is it that we reconcile our uniqueness with the need for commonality?
At a strategic level we need to be able to understand what differentiates our organisation from others. Delivering against our strategy is generally achieved through a series of objectives. Those objectives will consist of multiple activities and we can break down activities into a collection of tasks. It is not at the strategic level, but rather at the task level we should be seeking commonality with others.
 
The ability to find commonality with other organisations and identifying mutual technology opportunities is key to the value proposition of the Digital Champions Club. It allows members to identify new opportunities, reduces risk and leads to faster and more successful implementation. Members of the program explicitly commit to sharing the projects they’re working on and as a result, we now have a shared library of over 100 projects that have been investigated and/or implemented by members of the program. And perhaps 70% or more of those are ones where they could (or have) be copied by another organisation in a different industry with completely different objectives.
 
That’s the power of finding out what makes you common.

Are you ready to fail in 2019?

Are you ready to fail in 2019?

The beginning of January is a magical time of year. It’s the one time where we get to look forward to all the possibility and not have to deal with any of the failures. If you’re anything like me your social media feeds and email inbox will have been flooded with tips on how to achieve your goals to “Make [insert year] the best year ever”. More than any other month of the year, January is a time of immense optimism.

So it’s going to be a bit of a downer when I tell you that most of the plans you are making for this year will fail. In fact research suggests that organisations fail to execute 90% of the plans they make. And if you think this is just about organisations failing you’d be wrong. All over the place people are betting big on yours and other people’s failures.

One notable example is the gym and fitness industry that preys on people’s failed New Year’s resolutions to get in shape. Gyms lock people into long term contracts of 12 or 18 months that clients are expected to pay for even if they never end up going. Research by Finder.com.au suggests that unused or under-utilised gym memberships costs Australian’s $1.8 billion each year.

So to help you plan better for 2019 I’m not going to provide some rah rah advice on how to achieve your goals, but rather some practical advice on how to ensure that when you fail to achieve your goals or complete your projects that at least you do it well.

1. Make your failures small
Small failures are much more palatable than big ones. Using the analogy of a gym membership, it makes more sense to not use a one month gym membership than a 12 month one. Smaller projects (and shorter memberships) might be relatively more expensive but until you know you can achieve your goals it makes sense to make small bets first.

2. Make your failures unique
There is no point failing for exactly the same reasons as everyone else. Spend a little time finding out why other people have failed on similar projects and then build in contingencies for this from the beginning. This will not completely eliminate the risk of failure, but at least you won’t fail for reasons that could have been easily avoided.

3. Fail early
If you’re going to fail then ideally you want to fail before you’ve made a substantial investment of time, money and resources. To achieve this you need to try and identify the unknowns of your project and likely failure points so you can test them as quickly as possible. Once again, this won’t stop you failing but it will greatly reduce the financial, emotional or chronological cost of doing so.

4. Fail often
I’m not suggesting that you actively seek out failure but rather you should regularly put yourself in a position where failure is an option. In some ways failure is a game of odds: the more projects you start, the more improvements you attempt to make, the more likely it is that you will encounter failure. So rather than try and avoid failure all together, see that it’s an unavoidable outcome of creating valuable change.

All the best for your failures in 2019. May they be your best failures yet!

…and if some of the projects you’re looking to deliver this year are technology related, and you’re interested in doing them more successfully (and perhaps even failing a few of them really well) we are currently recruiting new members for the Digital Champions Club. The Digital Champions Club is a digital transformation program for small and medium sized organisations that develops the internal experts you need to deliver value adding technology projects. If you’d like to find out more about the program or to get some free advice on how to avoid projects failing, get in touch to book a free 25-minute consultation with me.

…oh and if you haven’t already seen it, you might be interested in downloading my latest white paper ‘When Technology Fails to Deliver’.

The missing advice on digital transformation

The other day I ran a transformative technology session as part of the Victorian Innovation Festival. During the session I asked the sixty or so participants who was currently involved of some type of digital transformation and about 50% raised their hands. From my experience this is about average these days, one in two organisations have some type of digital transformation agenda they are trying to pursue…and most of them will fail.

Victorian Innovation Festival

The exact rates of failure are hard to gauge, in fact the whole concept of digital transformation is rather murky (not least because there is no clear definition of what digital transformation is). But various research from ‘reputable’ organisations such as Bain & Co, McKinsey and HBR suggest that the chance of failure is somewhere north of 60%. This means you have a chance of beating your local casino playing blackjack than you do of running a successful digital transformation project.

This is probably why there are so many articles and research reports on how to make your digital transformation succeed (or more often than not, how to stop them failing). Yet having trawled through a large number of these I’m consistently surprised that one key piece of advice is always missing. It’s the piece of advice that when I speak, train or coach clients always seems to create the biggest a-ha moment.

And what is that piece of advice you ask?

Do the right projects in the right order…and this generally means starting with the smallest things first.

I think that this seems somewhat counterintuitive for many organisations (and consultants) when we have limited resources and we want to make impact fast then surely we should do the big projects first. The name making, game changing, future proofing type projects that will create the biggest bang.

There are a couple of reasons for this. The first is that the complexity of big projects means that they often overrun on time and cost and underperform on outcomes. The second is that people struggle with big, irregular type changes. Most digital transformation efforts have only a little to do with technology and a lot to do with people. And changing people ultimately takes more effort, more care and more time than changing the technology.

From a people perspective, small changes are what prepare people for medium sized changes, which are what prepare people for big changes. As my friend Owen McCall put it “you can’t just get a fat man to run a marathon,” but you might be able to get him to go for a walk around the block.*

*Now I appreciate that some people might think this is politically incorrect but these are Owen’s words not mine…and Owen would put himself squarely in the fat camp.

So the method I teach people when it comes to project prioritisation is called Rabbits and Rhinos.

Rabbits & Rhinos Matrix

Just for a moment, imagine you were a hunter out wandering the African savannah. You spy a rhino off in the distance and think that if you could just capture and kill the rhino your tribe will eat well for the next month. But as you and your hunting party creep closer, you realise the rhino is armour plated, has a massive horn on the front and over a short distance can run faster than Usain Bolt. Now you could continue to pursue the rhino and perhaps things turn out well or perhaps they don’t…and the whole project turns out to be a dog.

Alternatively you could start by pursuing the rabbits. Clearly rabbits are a lot smaller and there is a whole lot less to eat, but unlike rhinos there are hundreds if not thousands of them (by definition, they breed like rabbits) and they are far fewer risks in catching them.

*Note: The high return, low effort projects are called the Dodos because they are so easy and so valuable we should have already done them all and they should already be extinct. 

There is often a tension people face when choosing the rabbits over the rhinos. The tension is based in the feeling that we are so far behind and we need to catch up quickly (this is often a result of delaying the start of a digital transformation journey for too long). But desire alone doesn’t make change happen. Change ultimately happens because people want the change (there is a personal desire rather than just an organisational one) AND they also believe that they can (because the change is small enough to get their head around).

So if your approach to digital transformation doesn’t make change easy for people, well, you’re best off packing your bags and heading to the casino.

If you’d like to find out more about how you can drive incremental, bottom up improvements in your organisation through technology, head over to the Digital Champions Club.

Happy trials

After nearly three months we finally returned from our Life Work adventure a week or so back. It’s taken me a little time to write about it because a) I’m still sifting through all the memories to find the hidden gems of meaning; and b) the day after we got back I took off to Perth for four days to help an old friend celebrate his 40th birthday.

Two and a half months up and two days back

One phrase that has been with me over the whole journey is plastered across the title of this blog. I found the phrase left in the comments section of either a Facebook or LinkedIn post I wrote announcing our imminent departure a few months back. It was left there, amongst all the general platitudes and well wishing by a friend of mine Georgia Murch. Now there’s a small chance that this was just a typo and that Georgia really meant to wish us “happy trails” but knowing Georgia I would suggest that it wasn’t.

Campfires

At the time I first read it I wasn’t really sure how to take it. When you announce a big trip like this you kind of hope everyone will be joyous and perhaps just a little bit jealous and although I always appreciate a good pun it felt a little bit deflating as well. Weirdly though, I haven’t been able to get the phrase out of my head for the last three months and looking back on it now I wonder if in fact it’s the best, and simplest, way of summing up the whole experience.

Let me assure you there has been no shortage of happiness…but also no shortage of trials. Here is an excerpt from one of Naomi’s Facebook posts highlighting just a few of the things we’ve had to endure during the trip (she assured me this was the abbreviated list).

  1. No time together without kids
  2. Sleep deprivation
  3. Arguing in the car about our next destination
  4. Kids fighting
  5. Stopping the car in the middle of nowhere, getting out of the car and refusing to get back in the car
  6. Mess, everywhere you look
  7. No wardrobes
  8. Stressful packing up and setting up days
  9. Eating crap food at theme parks/on the road because there is no alternative
  10. Drinking bad coffee because there is no alternative
  11. Being pooed on by birds
  12. Missing our dogs terribly and worrying about them after one ends up with a nasty injury, and they dig up our friend’s tennis court and a nice big hole in our hallway carpet
  13. Finding a pediatric dentist along the way to remove a splint after Miss 7 nearly knocks her front teeth out
  14. Miss 7 then proceeds to chip a front tooth on the bath tap
  15. Miss 7 goes to first aid after she flips out of a raft halfway down a waterslide called the BLACK HOLE!
  16. Miss 7 gets bitten by a horse which is distressed by 300 tourists trying to pat it and her being caught in the middle
  17. Miss 9 burns her hand while toasting marshmallows
  18. Miss 9 wakes up in the night and proceeds to vomit in the campervan
  19. Miss 9 sprains her ankle after doing 100 cartwheels
  20. Being stranded on the Gold Coast while our campervan takes a trip to the mechanic for 4 days
  21. The drone gets attacked by a sea bird and now lies at the bottom of the ocean
  22. Leeches
  23. Simon’s flights being cancelled/delayed
  24. Really bad showers
  25. Did I mention the dirt and sand in our beds.

And yet when I read over this list again none of this comes with an ounce of regret. Not only have we had the privilege of enduring these trials as part of a once in a lifetime adventure, I also have no doubt that experiencing these challenges has made all of us better for it.*

*Along the way I’ve been reading Nassim Taleb’s book Antifragile: Things That Gain From Disorder and you could easily look at the above list as a list of disorder, things that are worth mentioning because they are both uncommon and challenging. The academic side of me that I’ve been trying hard to suppress over the last few months of blog posting would then want to talk about how the ability of each of us (both individually and collectively) to absorb and recover from each of theses trials has made us and our relationships stronger…but let’s not go into that.

So why does it take a trip like this to bring us all closer? Why couldn’t we have created such an experience without leaving the comfort of home? There’s no good reason for not doing it, but I can also tell you we didn’t. Perhaps it’s because that ‘in the moment’ conflict sucks. None of the above experiences were enjoyable at the time they occurred, their value is only when looked on in retrospect. Perhaps we just don’t have the energy for it, that after long days slaving away in the salt mines we don’t want to endure further trials…even if they are an opportunity for connection and growth.

Or perhaps we’ve just got really good at avoiding conflict in our day to day lives.

Not only do we live in more controlled environments that have eliminated many of conflicts causes, we have also become incredibly good at avoiding confrontation when challenges inevitably arise. We have smaller families living in bigger houses, we fill our lives with work and other activities, we go on resort holidays and lay on daybeds drinking cocktails out of coconuts…and we have a multitude of devices that require our constant attention. There are now so many other places we can go when the going gets tough that we can sometimes pretend that the challenges of human existence don’t apply to us.

But when you shrink your entire living space to something smaller than your dining room it becomes almost impossible to avoid these types of challenges. And once you can no longer avoid them the best strategy is to embrace them. For us that meant family gatherings around the campfire where each of us shared how we were currently feeling. We asked questions of each other to better understand what was going on and we collectively discussed ways of making things better.*

*In fact, we had one of our little gatherings the day after we got back (this time around a candle on the dining table) and much of the conversation was focused on how we can bring all that was good about our adventure into our day to day lives. The first challenge was how to deal with the incredible amount of unnecessary space in our house. To this end Nomes and I have decided to move out of the upstairs master bedroom and into one of the kid’s bedrooms so we can be closer to them. For their part they’ve agreed to continue to share a room for the foreseeable future (its relative luxury compared to sharing a bed in the camper trailer). In addition, the girls have also voluntarily committed to no screen time during the week in exchange for our weekly family movie (a ritual we started on the trip).

The very last questions I ask my digital champions at the end of a project, after everything’s been implemented and the feedback has been gathered is “Knowing everything you know now, would you do it again?”

And if I was to look back on the last three months and answer that question the answer would be an irrevocable “Yes!” In fact, Nomes and I have already been discussing how we could do a trip like this on an annual basis.

Rounding up the horses at night

So, as much as describing the adventure as a Happy Trial may not sound as appealing as drinking cocktails out of coconuts, I think the accumulation of experiences and where the journey has taken us is infinitely more valuable than any tropical holiday I’ve had in the past. And just because I really do encourage you to consider how you might swing an adventure like this yourself, how you might flip the life and work parts of your life for an extended period and enjoy your own set of Happy Trials, I will leave you with something a little more positive – a list. My list. A reflection on some of the incredible experiences and happy times we have had together over the last few months (and I can also assure that this list is abbreviated as well).

  1. The girls chasing waves in their best dresses and getting completely drenched
  2. Nailing all the rollercoasters at Movie World
  3. Rounding up a herd of horses at 10 o’clock at night in our dressing gowns
  4. Spending a day building a straw bale house
  5. Poppy catching her very first fish
  6. Three generations of Wallers abseiling off a mountain at sunset
  7. Playing story games around campfires
  8. Reading books for no reason except pleasure
  9. Driving my camper van Dennis for extended periods (being behind the wheel is one of my happy places)
  10. Jervis Bay at Sunset with the beach to ourselves
  11. Toasting marshmallows (even after Miss 9 burnt herself)
  12. The girls showing me up in their very first surf lesson
  13. Waterslides
  14. Following the locals recommendation, camping next to an isolated beach and being the only people on it
  15. Stews and other camp specialties
  16. Seeing the girls learn to love reading
  17. Our weekly family movie night
  18. Taking a detour and exploring where my Dad grew up on the Southern Yorke Peninsula in SA
  19. My camper van office
  20. Having the complete support of my team throughout the trip
  21. Seeing the whole team grow and develop in my absence
  22. Having so much time where it was just our family
  23. Having time to stop and reflect on where the world and where my work is heading next
  24. Getting home and starting back at work with renewed excitement and vigour
  25. The anticipation of getting to do it all again

 

Where’s Waller

 

Listen to the locals

On Wednesday we left Byron Bay to head up to the Gold Coast and spend a week at the theme parks. Along the way we had arranged to stop at an old friend’s place outside of Mullambimby. His property, aptly called Altitude 261, required ascending a road that was both rather steep and rather poorly maintained. In fact it was both steeper and less well maintained than I had imagined which eventually resulted in me having to try and reverse Dennis and the camper trailer back down the road, eventually abandoning the trailer in someone’s driveway and busting a seal in Dennis’s transmission.

Lunch at Rod’s place

I probably should have paid a little more attention to the phone call I had with Rod before we turned up. I just mentioned, I wasn’t paying that much attention but I think the conversation went something like this:

Rod: So, what type of vehicle do you have?

Me: I have a camper van towing a camper trailer

Rod: Oh, the last 500 meters or so of the road up to my place is a little rough.

Me: The van is four wheel drive

Rod: That’s good, you will probably want a four wheel drive.Me: What about the trailer

Rod: Hmmmm, I’m not sure about the trailer

Me: That’s OK, I can unhitch the trailer and leave it at the bottom and just come up in the van.

Rod: That a good idea, you can always call me if you get stuck. Lots of people call me when they get stuck.

So at this point I probably should have been a little more concerned than I was. And when I set off from Byron Bay I had every intention of unhitching the trailer and leaving it somewhere. But as we got closer to Rod’s road the lanes became narrower and the number of locations where I could safely unhitch and leave the trailer somewhere diminished quickly. So much so that when I turned into Rod’s road the trailer was still attached.

I think it’s fair to describe the road as ‘deceptive’. It started with a nice bit of tarmac followed by a bit of well graded gravel. With just 1.5km to go to Rod’s place things were still looking pretty good. Then the road started rising sharply, washouts started appearing and it became increasingly clear that the council worker tasked with grading the road had knocked off early.*

*I actually later found out that no one was actually tasked with maintaining the road. Responsibility for its upkeep had recently passed from the state to the local council but there was no money to go with it.

With limited opportunity to turn around I did my best to keep going. But as I dropped back through the gears and the wheels continued to spin, my confidence in Dennis’s ability to tame the mountain started to wane. With still another kilometre or so to go and with Dennis back in 1st gear, I slammed on the brakes just in time to save the engine stalling, which in turn saved us from starting an uncontrolled decent back down the mountain…in reverse.

Now as much as this situation sounds a little precarious, it is about as good as things got for the next hour or so. Given that we could no longer go up, the only option was to go down. I started backing the van and trailer down the hill and managed a tight turn into a narrow driveway. We got the trailer back far enough to execute a three point turn but as I started pointing Dennis slow back down the hill I realised that we were about to tow the trailer off the edge of the driveway into a three foot high drainage ditch.

Trailer positioned precariously

Without enough engine power to reverse the camper trailer further back up into the driveway, we were forced to chock up the trailer and unhitch it from Dennis. We then drove back down to the bottom of the road and called Rod for help…just like he suggested.

Thankfully Rod turned up with a far more capable four wheel drive than our one and after hooking up the camper trailer he successfully towed it out of trouble and up the road for us.

Initially I thought he was just going to tow it all the way up to his place and then perhaps back down the hill for us again after lunch. Then, at a small intersection about another 500 meters or so further up the road, Rod suddenly stopped the car and suggested we unhook the trailer. Initially I looked around expecting to see his house but instead I spied a washed out goat track strewn with gravel, heading up a near vertical slope. It was at this point I suddenly realised we hadn’t even got to the section of road that Rod had initially warned me about in our earlier phone call.

Next time, I’m going to listen to the locals.

Dennis at the doctors

Postscript: After returning from lunch we found a pool of oil underneath Dennis as result of a busted bushing at the rear of the transmission. We managed to nurse Dennis and Daisy to the Gold Coast where we were planning to spend a week at the theme parks. The van is now currently in for repairs and we aren’t sure exactly when we’ll be leaving.

Update

After leaving the farm stay at South West Rocks we spent three nights at an incredible camp site on the Clarence River called Michael’s Clarence Valley Retreat. It looked like the set of a Crocodile Dundee movie and the owner Michael, or Mick, was a Paul Hogan doppelganger. After leaving the Clarence our next stop was Byron Bay where we met up with a couple of friends who came up to escape the Melbourne winter.

Camping along the Clarence River

Out fishing with Mick

My office in Byron Bay

After Byron we stopped off at Mullumbimby, the location of this week’s blog, and then headed up to the Gold Coast for our week long ‘world tour’. We’re currently staying at Paradise Country at the back of the Village Roadshow Studios and on our world tour we’ve so far visited Movie World, Sea World, Wet n Wild World and the Australian Outback Spectacular World. There is little doubt that we’ve hit the ‘peak tourist’ phase of our adventure…I think it’s just about time to hit the road again.

Where’s Waller

 

Slamming into the pot holes on the road less travelled

I’m pretty sure I don’t necessarily believe in karma. If I did, I would have put down last week to a karmic episode, instead I’m now forced to find some other life lesson in what happened.

I had been really looking forward to last week, as much as it meant me leaving Dennis (the camper van) and Daisy (the camper trailer formally referred to as Goldie) for a few days it was going to be the most radical example of our Life Work Adventure. It involved me flying out from our trip to present at three events across three states within three days and then flying across the country to be back with the girls in time for a hot dinner on day four. But I was soon to find that sometimes things don’t quite go as planned.*

*Oh yes, I fully appreciate the irony that my last post was about how great preparation makes planning less necessary…but more on that later.

The expectation was that we would park up the van Tuesday, somewhere around Nelson Bay in NSW, then on Wednesday morning the girls would deliver me to Newcastle Airport (30 minutes away) where I would then catch a flight to Melbourne. Once in Melbourne, I would be picked up by a driver at the airport and driven to a client’s office to run a three hour workshop (on enabling technology adoption) before heading back into the Melbourne CBD for the night. Then on Thursday morning I would rise early and head to the Arts Centre to do a keynote on using technology to deliver more engaging tourism experiences before returning to the airport and continuing to Perth. I would run my final event, an all-day bootcamp for my Digital Champions Club, on Friday before an early Saturday morning flight back to Newcastle (via Melbourne) to catch up with the girls…and catch up on some sleep.

On paper it looked like everything would dovetail in nicely but almost immediately things started to unravel.

Plane cancelled

Firstly, my flight from Newcastle to Melbourne was cancelled with only a couple of hours’ notice (due to a lack of crew) and as there was no other flights leaving Newcastle I then bought a second ticket (on a different airline) to Sydney and a third ticket (on a different airline again) to take me through to Melbourne. Unfortunately, my second flight out of Newcastle departed late (also as a result of crew issues) which meant that I only made it to Sydney in time to watch my connecting flight back out of the gate and take off down the runway. And even though the client was incredibly accommodating (with all the participants volunteering to stay back until 6pm) the multiple delays meant we eventually had to pull the pin and postpone the workshop until a later date.

My plane leaving without me

Thankfully the other events went far more smoothly, though Qantas put on a domestic leg of an international flight to Perth which has different security requirements that resulted in having a $100 bottle of my favourite wine…that I’d bought from the cellar door…in the Hunter Valley…as a gift for the guest speaker who was presenting at the Digital Champions Club the following day, confiscated at the airport.

Bottle of wine confiscated at the airport

If I was a believer in karma or fate I’d probably put it down as some form of retribution for my previous posts on how well prepared I felt for just about any eventuality, or as a good friend of mine in Perth pointed out, perhaps it was the necessary punishment for being so bold as to think I could just go and live and work on the road for three months with my family.

But as I am not a believer in karma I’ve now being forced to come up with a different explanation as to why all these things went wrong. Here’s what I’ve got so far.

  1. If you plan on doing anything, something will generally go wrong
  2. If you plan on doing something irregular or uncommon, then the chances of things going wrong escalates rapidly.
  3. When something does go wrong, you will always wish you built in some additional capacity
  4. If things are important ALWAYS build in some additional capacity
  5. Every time something goes wrong it’s an opportunity to learn
  6. The biggest risk is we don’t learn when we should, and we end up with the same problem at a later date

Oh, and the best thing is this. You don’t necessarily need to wait for the ‘something’ to happen to you. The power of the internet and open sharing means that you can just as quickly and easily learn from other’s mistakes…with far less downside.

So, if you’re ever travelling with your family, working from a van and need to fly out from a regional airport for an important gig, half a day of spare capacity is not enough. Always fly the night before.*

*You might think that this is incredibly niche advice but I guarantee that someday in the future I’m going to get an email to a long defunct email address saying ‘Oh my god Simon, your advice saved my life’.

Update

We left Lake Macquarie on Friday and headed to the Hunter Valley for an impromptu birthday lunch and a spot of wine tasting. We camped for a couple of nights before heading back towards the coast. We stayed a couple of nights at Anna Bay before heading to Nelson Bay…which was the start of the adventures described above.

Birthday lunch in the Hunter Valley

I stayed on in Perth a couple of extra days to catch up with friends and spent a magical day at Rotto on the Sunday before heading back towards the van and the girls on the Monday. After dealing with a couple of days of awkward rain in Nelson Bay (awkward because we haven’t really had to deal with much of that since leaving Melbourne) we packed up and headed north again. We are currently at a farm stay just near South West Rocks and Byron Bay is now clearly in our sights.

The view at Rotto