I had the pleasure of meeting an old school friend the other day who has been involved in a number of successful ventures.

A really genuine bloke who appears to have the midas touch when it comes to business decisions.

I asked him how he came up with his ideas.

Paraphrasing - he basically said that he doesn't touch anything that hasn't been done before or has no proven market.

He just looks at making his offering different (target a new niche, higher quality, different channels....).

Just being different has worked for him (along with alot of hard work of course!).

Just being different can work for you too!

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When things go bad, putting your head in the sand, or anywhere else for that matter, is not an option.

We all have a tendency to do this, but those who realise they are doing it and get on with sorting out the problem are those that will generally fair better.

Problems never go away by themselves. We need to recognise this and get on with dealing with the problem at hand rather than letting it fester.

Whether we use someone else to sort the problem out for us (does this invoke an image of a hitman I wonder :) ) or we get on and do it ourselves is irrelevant.

What is relevant is that the problem gets sorted.

The problem goes away.

Stress levels drop.

Life moves on!

Photo: Christophervanbelle

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I was watching the Dark Knight again the other evening.

There is an excellent scene in the hospital when the Joker shares his views on "the plan" vs. the anarchy that he is believes in. He tries to convince us all that he has no plan - he just "does".

The man of course has a plan, no-one could create the chaos he creates without one! It's just his version of a plan.

We all need a plan, one that allows us to create the vision we are trying to achieve.

Without one, unless we happen to be extremely lucky, chaos will ensue and we will not achieve the end we are seeking.

Make that plan. Check that it makes sense. Execute it. Keep an eye on how you are doing. Replan if necessary.

A plan will keep you on track!

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Sometimes we have a good day.

If we are used to being under pressure and duress and a good day arrives where things go exactly according to plan with no hassles - it actually seems like something is wrong!

We feel like something bad is looming!

Now, if you have done nothing to help yourself get out of the pressure/duress and continious problem cycle - then possibly something bad is looming as a consequence.

If you have been working to make things better by improving your business in some way - then maybe this is your reward and you are going to start having other good days.

Celebrate this achievement.

Go on  - have a treat!

And think, if this is going to become the norm - then you can start doing all those other things that you know you need to do to grow and develop your business.

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Goodwill comes with a customer when you have generated a solid working relationship with them.

Goodwill comes with a customer because you have delivered what you said you would when you would.

Goodwill come with a customer because you acted openly and honestly with them.

Goodwill is depleted when one part of a company fails to deliver it's promises.

Goodwill is depleted when the truth to the client starts being selective.

Goodwill is depleted when you can't stand over your word.

Goodwill is not easily won back!

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Why meetings need to have a purpose - think this little video says it all! Enjoy.

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One of my failings (one of my many a few would say!) is that I tend to say more than necessary.

This is especially true if I am passionate about the topic on which I'm speaking. A fault that was picked up on Dragons Den earlier this year!!

I operate, when unchecked, on the 100 words is better than 10 principle.

For getting a hard point across, or when you need to make a quick decision, this is not the most effective way of communicating.

If I catch myself rambling now, I stop, take stock and finish off.

If I want to make a point - I say it as directly as possible. Get it out there on the table for discussion and then move on.

This is difficult. It is taking alot of practice, but hopefully it'll be worth it in the end.

Flowerly language sometimes has no place in the business world.

Say it how it is and get on with it.Don't be rude or insulting, just clear and concise!

And on that note, I'll stop writing.. or have I made the point well enough...I'm not sure... maybe I should write more...

No, no - clear, concise and with brevity.

Time is money!

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We've all heard the expression that a team is only as strong as its weakest link.

Weakness is a very subjective term. It can relate to many things, but in a team sense usually relates to a physical or mental capability.

Any skill can be learnt so to me, the biggest challenge in any team is getting everyone "on-side".

The biggest break in any chain comes when the attitude towards the success of the endeavour is less in one member of the team than the rest.

The leader or manager of that team has to recognise if this is the case with any team member(s).

Find out why the motivation is not there.

Make it personal to the team member - what's in it for them and the team.

Share and encourage.

Attitude is a state of mind.

An effective manager can overcome this. If they can't - who is at fault? The team member or the manager?

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"I want to see results"

"I want to see tangible benefit"

"What have you been doing? What can you show me?"

.....

The challenge with planning or implementing process change is that it takes time.

Instant gratification and process change are not good bed-fellows.

This is a problem when you are involved in planning or process re-engineering (either from the offset or as a consequence of a major problem in an organisation).

Management expect to see instant results from process change. In reality, results take time to see and are measured in step changes over a period of days, weeks or months depending on the change being implemented.

If you are engaged in this type of activity, ensure that the key players are aware of this. Demonstrate how the changes will be measured once implemented.

Set expectation or else you will be deemed to have failed.

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Verbal communication is a wonderful thing. It allows us to share ideas and express our views.

In business, we use it to help us determine what we want. Unfortunately (and I'm guilty of this myself), we reach a verbal agreement and the detail doesn't get put down in writing so there is a reference point.

If there is a problem - who is right, who is wrong? What exactly was agreed?

This leads to unnecessary conflict.

So if you make an agreement on anything, make sure the details are captured in writing and signed off by both parties.

This is your baseline and reference point.

It saves an awful lot of hassle!

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We have all had a customer complain.

Some do it in a kind hearted way and some come down on us like a ton of proverbial bricks!.

How we handle this scenario can determine the long term longevity of our business.

• Do we ignore them and hope that they just go away?

Or

• Do we work extra hard to get them back on side?

What nicer tale to tell than to be able to take a once disappointed customer and turn that customer into a brand advocate?

Embrace the challenge of a complaint.

• Learn from it.
• Impress on that customer how much you regard their opinion on your product or service.
• Go back to them. Demonstrate how they have contributed to an improvement.
• Make them part of the "team" to help with the improvement if that's appropriate.
• Ask them to be a reference when all is well  - you'd be surprised how many will say yes.

You've proved your mettle - why wouldn't they?

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The slaughter of young birds in our garden by the cat is starting to cause some distress.

• Birds arrive and nest in their usual places.
• Eggs hatch.
• The cat has a field day and brings us presents each day of a couple of poor sad little corpses.

Will anything be different next year?

No, because birds can't learn in the same way that we can from past mistakes.

Human beings (supposedly!) are different in this regard.

• We understand why things go wrong and generally know what to do about it if it does.
• We understand how to stop the same things going wrong in the future.
• We continue to make the same mistakes.

We need to change this mindset!

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Shotokan stopped for the month of August while our sensei took a well earned break.

I managed to use the fact that classes have stopped to stop doing any form of exercise.

I felt lethargic, bloaty and fed-up.

What have I done about it?

Nothing.

Why not?

Because doing nothing is generally easier - (but not necessarily right!)

Classes start again in a couple of weeks. I will go back and feel much better. This I know.

Sometimes we don't have that structure.

Sometimes we have to go it alone and just get on with it.

Now I've written this, I've re-motivated myself.

What do you need to get on with doing?

**Footnote - since I wrote this, I've found out there are some classes to attend. So I'll be going. The message still stands though so going ahead and posting!

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I rang my bank the other day to organise some business banking arrangements.

The request was submitted on Tuesday and a pleasant conversation had with the account manager.

Not a word was heard back by Friday. The communication was non-existant.

In fact, the whole things was a bit of a black hole.

I chased it up on Friday afternoon.

• "I have no news, I'll tell you when I do" was the response.
• "Great, when will that be?" I ask.
• "No idea!" was the response.
• "So what am I supposed to do in the meantime?" I ask.
• "Be patient" (or words to that effect) was the response.

I am the customer. I simply want to know when I can expect a response. If it's going to be a week - tell me!

Of course, I am looking for money from a bank - they could simply be hoping that I will go away :)

Communication - the ability to open your mouth and inform your customers what is going on!

Photo: Aaron Wagner

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We've all experienced it. A particular client engagement has gone wrong. Complaints are made.

• We assign someone to make sure the client gets sorted out and is back on-side with us.
• The planning and execution of re-establishing a solid relationship takes a bit of time.
• Another complaint comes in while the road to recovery is just getting started.
• Lots of managers jump into the mix and the right hand loses track of what the left hand is doing.
• Nothing really gets any better.

Keep it simple.

• Assign a lead to get the client back on side (account manager, project manager, business owner.. whoever).
• If anything comes in, make sure everything is channeled through that person to make sure the business is aligned in its approach.
• Make sure the lead has the full support of the management team.
• Work as a team and avoid to many chiefs.
• Win your clients confidence back.

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I was reading a book edited in 1962 about preservation and jam-making (yes - very "good life" I know!).

Except for the dated references to the role of women in society, every other aspect of the book was highly relevant and precise.

There were no pretty pictures or fancy methods for undertaking the different preservation techniques.

Instead, the instructions were clear, accurate and precise - and they worked.

Sometimes, the traditional or "old-fashioned" ways of doing things are still the right way.

Photo: Treehouse1977

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Assumption : There are a few definitions, but from my perspective - Assumption can be defined as :-

"digging a big hole that is time-consuming and expensive to extract yourself from!"

Never assume anything when running your business or projects.

It you don't know - check!

If it needs clarification - write it down and review it. Make that phone-call. Send that email.. whatever ... just get "it" clarified.

If it needs a signature - get one!

Ask, check, clarify - never assume!

Assume (ass.u.me) - it really can make an ass of you and me!

Photo: PMarkham

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Measurement all sounds a bit tedious when we are frantically trying to run our businesses and make enough money to survive and grow.

But without measurement, how do you know whether you are getting any better or not?

1. Is your customer service improving or decreasing in quality?
2. Where is the money going?
3. Are you making as much on each piece of work as you were a year ago?
4. Are your expansion plans going as scheduled?
5. How happy are the staff working in your business?
6. ...

For most of us, measuring relevant areas of our business is not as complicated as trying to measure the longevity of a volcanic explosion (if it is, our business is likely to be totally out of control!).

Start small. Look at what you want to measure. Figure out a simple way of performing that measurement and grow from there.

You can only benefit!

Photo: NASA

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I was listening to the radio this morning during which an excerpt from an interview with Barack Obama came on which covered him describing his "Rose" moment and his "Thorn" moment over the last month.

He chose a short vacation he'd spent with his family as his Rose moment, but when it came to the Thorn moments - he didn't know what to pick on, the list was endless.

So it is with most of us.

We focus on the problems and challenges we face. We could talk about them until the end of time.

But, if we were to sit and think about our Rose moment(s) - what do we think of? Can we even remember when something went well? Those small victories in the seeming un-ending set of challenges.

I am sure that we all have those great moments where we have been genuinely uplifted. We don't dwell on it though - the next Thorn has arisen and we're on to that.

We need to celebrate our Rose moments. We need to remember and savour them so that when things get bad - we know that sensation of what it is like when things go well.

Whether in business or in our personal lives, how you celebrate doesn't matter - the key is that you do!

Photo: cjc4454

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Business intelligence a.k.a. knowing and understanding your customer and your market, is a very useful mechanism to help your business grow and develop.

BUT....

It needs to be more than about simply collecting data or information on your customers and market. You could have the most fantastic business intelligence software out there, but all it can do is collect data and present it in a manner that you determine.

To be "intelligent", your business needs to understand firstly what information it needs and secondly what to do with that information i.e. to understand how it is going to shape your business.

So take the time to understand what you are looking for and then figure out how you are going to capture and analyse that data. Otherwise, you are not looking at business intelligence, merely business "data" which doesn't help you in the slightest!

Photo: Ivan Walsh

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