Nick Hynes is somebody who loves to build leading edge businesses. During the past decade he has led and sold companies such as Overture and The Search Works – both of which became leaders in their fields. He likes to find a space in the market ‘where the rules have not yet been made’. Nick then employs enthusiastic people who deliver excellence. So where do you work best? Is it in a place where the challenge is to improve the existing system? Or is it in a place where the rules are not yet written? Looking at the latter, let’s explore how you can thrive in such a space.

1) You can put yourself in a place where you can pioneer the new rules.

Several years ago Nick Hynes gathered all 20 members of the company for a super teams workshop. Opening the session, he said:

“How many of you have previously worked in marketing? I see, around 90%. How many in digital marketing? Around 40%. How many in our specialist area? Around 10%. That is not surprising, because we are blazing a trail. We must do what we know works - which is why we are having today’s workshop – but we will also be inventing new rules. My role is to set the company’s goal and explain the guidelines. But I am also going into new territory and will need your help as specialists. The company’s goal is not up for debate. But along the way we must have your input on implementing the strategy. One caveat: once we have made a decision, we do not go back to debate - we deliver. Because our backers demand that we produce results. So before we begin the actual session, I am prepared to take any questions – though some I may not be able to answer. Then, after the workshop, it will be up to you to decide if you want to come on the journey.”

Laura is another person who enjoys making the rules – but she often does this ‘to the side’ of an existing company. Her latest venture, for example, is running the retail arm of a technology business. The company wanted to expand into the High Street and already had some outlets, but these shops were performing badly. So they recruited Laura to build the business. Because the ‘rules’ for running retail did not exist within the company, she was able: a) To build on the existing shell; b) To set the rules for running the retail arm; c) To do whatever was necessary to deliver success. Laura’s approach is taken by many people who want the benefit of a ‘centre’, but also have freedom to build successful prototypes. (Once the prototypes develops a good income stream, the centre may want to roll-out certain processes, but we will come to that later.)

So how can you find a place to make the rules? Nick and Laura are leaders who can, to some extent, ‘call the shots’. They must still present a compelling case to win the backing of sponsors, however, be these senior managers, a board or bankers. But examining their careers provides a pointer for others starting out on this road. During their twenties and thirties, both Laura and Nick sought out leaders who were doing pioneering work in their respective fields. Nick joined Air Miles, the loyalty company, during its formative years. Laura worked with an innovative and highly respected retailer. You will, of course, pursue your own path towards finding pioneering work. This may be in an entirely new field; or ‘to the side’ of a company that provides the freedom be inventive – providing you succeed. If you cannot be the leader of such an enterprise, then hitch your wagon to somebody who has the ability to make the new rules of the game. Try completing the following sentence.

The specific things I can do to put myself in
a place where I can pioneer the new rules are:

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2) You can pioneer the new rules – but also reassure your sponsors by delivering some quick results.

Nick Hynes underlined a key point when speaking to his people: “Our backers demand that we produce results.” Imagine you have found your ‘perfect role’. You have the chance to invent the rules. Your backers – be these bankers, a board or your manager – may appear supportive, but they will be extremely nervous. So get some early wins. Manage your sponsors by focusing on the 3 Rs: responsibility, reassurance and results. Take responsibility by being proactive with your backers. Go to them, rather than wait for them to come to you. Demonstrate that you are on top of the job. Reassure them by showing you have a clear plan – even if you know some things can change – and always provide accurate information. Results are crucial, however, so do whatever is necessary to deliver the goods. Try completing the following sentence.

The specific things I can do to reassure my
sponsors by delivering some quick results are:

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3) You can deliver great results – then move onto the next place where you can pioneer the new rules.

Laura and Nick each have a track record of delivering great results - which certainly helps when you are looking for future backers. This underlines two points. It is important: a) To set a specific goal which, when you achieve it, will be considered a success. b) To do everything possible to deliver that success. This means setting the right goal and implementing the right strategy in the right way. If you are a leader, it means putting the right people in the right places to get the right results. (The link at the bottom of this piece shows how The Search Works practiced this approach.) Whether you are a leader or an individual contributor, try completing the following sentence.

The specific things I can do to deliver great results are:

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Pacesetters don’t hang about. Like returning explorers, after a short rest they want to embark on the next adventure. Where to find such opportunities? Sometimes these can be within your present work place, particularly if it wants to utilise your experience. Good organisations then make sure you have the mandate to deliver the desired results. Sometimes you may look outside the organisation. Having done pacesetting work, you will have met many people on a similar journey. Some will be in your company; some will be with ‘competitors’. Your next venture may emerge from conversations with these people or your key sponsors. It will not come from a ‘job advert’. So go out to meet people, explore their challenges and help them to succeed. Sooner or later somebody will say: “How can we take this further?” You can then embark on the next adventure. Try completing the following sentence.

The specific things I can do to move onto the
next place where I can pioneer the new rules are:

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