6 Simple “Screen Test” Steps for Business Growth
The super organised and resourced amongst you will no doubt have neatly prepared and signed off plans for the new year and beyond. Even the smug amongst you will still have nagging doubts over what the next year may bring. A.I., blockchain, global trade & nationalist tendencies, cybercrime, economy and yes, we cannot forget Brexit.
Whilst there’s no shortage of negative news there are also positive aspects to living in the latter 2010’s heading into the 2020’s, but what of the planning process and where to start?
Here below is my film quote themed list, of 6 steps, that will hopefully help in your planning process.
Everyone who names the films these quotes were taken from will be entered into a prize draw to win a £25 Amazon voucher and each entry, no matter if correct or just funny, will be matched by a £2 donation to Children in Need.
So, either add your entry to the comments below or e-mail me direct via email@example.com – and good luck!
Now on with the planning…
1. “You can’t handle the truth” – The most important factor in creating a successful plan is to truly understand the current position. Seeing the present situation either through rose tinted glasses or negative pessimism will not help establish an accurate platform to work from. Why not gain an external perspective from a trusted third party? Also, whilst you’re at it, permit yourselves time to step back from the day to day stresses of running the company. This can prove invaluable in setting a realistic starting point from which to plan ahead. Tried and tested tools you’ll be familiar with include PEST (Political, Economic, Socio-Cultural & Technology) and SWOT (Strength, Weakness, Opportunities & Threats) to help with your situational analysis.
2. “To Infinity & Beyond” – We don’t quite need the Buzz Lightyear warp drive, but a vision of where the business would ideally be in three years rather than the end of 2019 will lift sights beyond the immediate horizon. This is helpful as it can permit broader thinking as to the business model, its market and essentially the “bigger picture”.
3. “Show Me the Money” – We’re not in business simply for the hell of it, so consider both the revenue, profit and thereby costs that this growth is going to create and map the money projections from year three back to year two and then the next 12 months.
4. “You’re gonna need a bigger boat” – Once the thinking has started around where the business is heading consideration as to the resources needed to deliver is essential. There is little point setting plans that are going to be unrealistic unless the people, plant and systems are there to support its objectives.
5. “May the Force be with you” – Having set out ambitious plans for growth it’s now time to use your “laser” focus and powers of collective creativity to articulate a series of defined projects that will deliver your first 12 months goals. Each project should be accompanied by clear objectives.
6. “These go to eleven” – Keep your eyes, ears and hands on the controls. The best plans can all too frequently be delayed or derailed through the day to day pull of a busy business. This is the reason why ongoing measurement of project and planning progress is essential to your overall success. Make sure everyone knows who is responsible for each key action and what is expected of them by when.
If the above works for your business you can always produce a sequel for 2020.
Don’t forget to submit your film titles and remember every entry no matter if correct or just humorous will guarantee a donation to Children in Need.
If the above has sparked thoughts of growth planning, feel free to share your thoughts via David.firstname.lastname@example.org
NB. There are currently significant funding opportunities for SME’s to support business growth, leadership and management development activities.
Do you run your day or does the day run you?
Scan through this simple list of symptoms and see which apply to you;
If you answered yes to any of the above the chances are you’re suffering with a level of stress that is having a negative impact on your quality of life. We actually need a certain level of stress in our lives otherwise we’d not get much done. Positive stress, also called eustress, gets the deadline met, the presentation delivered and you on board the right train at the right time. It delivers adrenalin, excitement tends to be short term but can improve our performance.
Negative stress is where the mind starts to introduce anxious irrational thoughts that appear to be beyond our ability to manage. It makes us feel bad, it can be both short and long term, has a direct impact on performance and if left unchecked can lead to unwanted mental and physical symptoms.
There are very many causes of negative stress. It can be a relationship breakdown, new boss, new neighbourhood, too much work, not enough work, starting a family, financial worries, illness or losing someone close to you.
The fact is we ALL face these bumps and hurdles in our lives and for most of us, most of the time we can deal with them without any difficulty. Unfortunately, the statistics seem to suggest that an increasing number of us are not coping so well. As many as 12 million adults in the UK will consult their GP about mental health issues each year. Diagnosed with anxiety or depression typically caused by stress this results in 13.3 million working days lost each year. It’s a sizeable and growing problem.
Here’s the disclaimer…I’m no GP, psychologist, counsellor or psychotherapist but I, like many others have had my moments with this increasingly common problem. First and foremost, I would suggest that if you are worried about stress and its effect on you make an appointment to see your GP. If you can sense that there are one or two warning signs and you want to find a way to improve the way you feel I would strongly suggest taking back control of your life.
Of course “taking back control” can be easier said than done but often we fall into patterns of behaviour which help propagate feelings of negative stress. The result is that we lose control of our time, others fill it all too quickly and with that loss of control comes added anxiety. The answer is to evaluate those things we are doing that are causing angst and
My “self-help” route was helped enormously by an old friend who I’d overlooked for too many years. The “friend” is in the shape of a number of tried and tested time management principles that I had learnt as a young manager at Thomas Cook and carried with me or so I thought through my career. What happens over time and new challenges is that we adapt and grow and learn but often let key nuggets of working practice slip through our minds.
I have a theory. Actually I have lots of theories but this one is relevant to our 21st Century dilemma. Once upon a time, long ago in the 90’s, talk of computers, online business and e-mail suggested we would have more leisure time. Thanks to the advent of this fabulous technological era we would all be “chilled to the max” reclining on Ikea furniture and enjoying our newly won down time supping on Sunny D or Sprite.
Fast forward to today and that pipe dream of a technological Nirvana is about as far away as anyone could possibly have imagined. Smartphones, social media, the Internet of Things and now robotics, VR, AR and AI…are you keeping up? All these new wonderful innovations are not going to create time for us they’re going to squeeze into whatever time we have, competing with the multitude of tasks expected of us. As life moved faster so did expectations. News used to arrive via a broadsheet paper stuffed through the letterbox by a schoolboy on a Raleigh 5 speed. Now it’s instantly delivered in our hands via Twitter and we know about a Japanese tsunami before the BBC news team can brief Hugh Edwards.
So with steely determination I attacked the bookshelf in my office, being self-aware enough to know “Googling” the subject would result in momentary success followed by a likely hour of distraction. I found notes in an old Filofax, yes do you remember those? I also found a previous blog on the subject and arrived at the following list.
If you’ve experienced problems with stress and/or or time management drop us a line today.
Sunday is traditionally known as the day of rest, the day we stay away from thoughts of work and revert our attention to more leisurely pursuits. The need for rest and relaxation and diversion away from stresses and strains of our busy working lives make Sunday a perfect day but….
That’s not quite how my Sunday worked out for me.
This Sunday I spent the best part of the day harvesting dead wood from my office, organising myself and planning. It had been a little while since I’d last re-organised but I’m now determined to stay on top of all things real (paper) and virtual (e-mails and digital files).
It is quite amazing how much “stuff” we accumulate and what we regard as important one week but happily consign to the bin the next.
Staying organised takes discipline and the ability to make effective decisions. My biggest problem is fighting the inner hoarder in me – time to be more ruthless.
Of course the process and determination of what “truly organised” is will vary from person to person. They key is to feel on top of things and confident that matters won’t get overlooked and opportunities or deadlines missed.
There is a level of science and tangible evidence of the psychological benefits of having a tidy up in the office. So if you’re in need of a little more order in your life here’s a few tips to get things started:
Once you’ve finished remember you actually haven’t…being organised is an ongoing process. Keep on top of matters to avoid falling back into the bad habits of old.
The greatest advantage, once the job is done is the feeling of control and confidence you get from knowing exactly where things are. You can save a great deal of time and avoid the frustration of duplicating effort by clearing out the clutter and in so doing retain the knowledge of what you have.
For me a cluttered office results in cluttered thinking and working practices. A clean and ordered environment certainly improves my outlook and ability to cope with the ever increasing demands of the modern multi-tasking world in which we live. My weekend might feel a little shorter but the week ahead will prove far more productive as a result.
David Laud – Click Here to follow me on Twitter
Charles Darwin knew a thing or two about evolution. If I can cast my mind back to my human biology lessons, the term coined by the great naturalist was “Natural Selection”. It took a little while for this radical theory to be accepted by the mainstream scientific community but now it is universally seen as the reason we, as humans, exist in the form we do today. Of course not just humans, we can trace the origins of all living creatures through this process.
If Darwin were alive today he would no doubt be fascinated by our individual and organisational development. He might also see how his theory can as easily be applied to businesses as it can to individuals.
A sector currently experiencing a significant series of evolutionary events, shaping their structure, relationships and existence is the legal profession.
Just last week we heard of yet one more familiar north east name going into administration. The loss of 50 jobs and a history of 250 years, gone. They are not the first in this recent wave of firm closures and they most certainly won’t be the last.
Why are we hearing of so many failures? The answer, as in any scientific evaluation, is not straightforward. The truth is that the myriad of challenges that have conspired to arrive at the door of law firms in the UK are individually manageable with care but when they arrive in rapid succession, they create a chain of events that leave only the very fittest and dynamic of practices standing.
The Law Society reported toward the end of 2013 that over 400 law firms had closed in the preceding 12 month period. Last week the same organisation revealed that more than 4,500 solicitors had simply not arranged to renew their practicing certificates. Without it they are unable to carry their work.
The events that have brought about the closure of so many firms include;
These facts and more point to a series of tremors in the legal world that have built to form a seismic event. The consequence of these factors is when the dust settles the clients, both personal and business will have far less choice. On the upside, of those firms remaining we can be assured that they are resilient and very likely to be focussed on the needs and value they can bring to the client.
The conclusion we can draw using Darwin’s theory is that having survived the natural selection process those still standing will be fitter and more prepared for the future. The advantage existing firms have at this time is their opportunity to still act, adapt and ensure their survival and avoiding a Dodo dilemma.
David Laud – Partner i2i Business Solutions LLP
I’m fed up with hearing that we’re living in “interesting times” we’re not. We’re actually living in the times outlined by Dickens in a Tale of Two Cities. I’m sure you all know the opening chapter of the book word for word but just to remind us……
It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going direct to Heaven, we were all going direct the other way – [Extract from chapter I, A Tale of Two Cities by Charles Dickens (1859)
Anyone else feel the contemporary connection with these words?
2014 has presented as a year where we are seeing economic recovery, employment levels rising and an all over feeling of optimism, well so certain politicians would wish us to think. I’m not against a healthy bit of optimism, by nature I’m drinking from the half full cup most of the time but in reality there is still an awfully long and hard journey ahead for many businesses and thoughts of instant solutions are really not helpful.
If a business is going to survive and thrive it needs to have a strong realistic vision of its future, a plan for managed growth and control over its costs. Leaders of these businesses need to retain and recruit the staff that share a passion for making that organisation the best in its particular sector/ sphere of operation. It’s not easy, it takes time. Things go wrong, deals don’t come off, recruits fail to live up to expectation and customers can change their preferences at the least expected moment. What you shouldn’t do is panic. Retain the belief in the business and acknowledge that the World is partly mad and partly sane, you cannot predict everything nor expect to be continually on the back foot.
Even though we’re in what still feels to me like a futuristic date, 2014, the words of Charles Dickens in the opening of the classic Tale seem as appropriate today as when they were first penned some 150 years earlier.
Whether you do face the best or the worst of times I see it as a period for calm heads and a return to the principles of good solid business practice with, of course, the energy, enthusiasm, creativity and originality that will deliver sustainable success.
David Laud FCIM, Chartered Marketer
follow me on Twitter @davidlaud
Have you ever faced the dilemma of thinking how best to phrase the opening line of an e-mail? The trend appears to be for the “hope all’s good with you” or “hope this finds you well”. Nothing wrong with this, it’s polite and shows an interest in the well-being of the person you’re engaging with. But on the receiving end of such an e-mail are we ever tempted to tell it how it really is?
That would be rather “awkward” and put the recipient in an uncomfortable spot as to how to answer such a statement. But in one way this answer to the original e-mail is refreshing as it’s truly honest.
The difficulty of course is that no one wants to admit to fragility or weakness, stress or worries suggest failure. The reality is at some time or another we all suffer from varying degrees of stress and have genuine doubts over either a business or personal direction and our own capabilities; especially when we’re up against it and under pressure.
The media regularly reports on the trend of business confidence sourced from trade and sector specific surveys. I’ve always suspected that they are very heavily skewed, with a positive spin put on the answers. Respondents will want to talk up their own position and only express genuine concern when it is a globally recognised issue such as the height of the recent recession. After so much gloom we’re desperate for good news and we don’t want to disappoint. But it’s easier to consider business buoyancy over the rather more personal and potentially painful analysis of our own self-confidence.
So is our level of personal confidence that important?
The answer is clearly “yes” – A leader’s self-confidence is at the heart of business success and growth. Through the recessionary period many tens of thousands of business owners have faced tough decisions and trading conditions which impact on their personal outlook and mood. With shoots of recovery appearing there’s an expectation that these entrepreneurs and owners will simply click back into overdrive and quickly return to their super confident persona.
The truth is it is not that easy to turn on confidence, it relies on a number of factors and will differ for each person depending on their own leadership skills, life experience, measure of success and management capability.
Optimism and confidence are crucial attributes for business leaders as those who work for them look to the signals from the boss to determine their own feelings of security. It’s not hard to see that a forward looking buoyant and confident business owner will engender a positive atmosphere throughout their organisation. Not that it’s entirely all down to the one individual but if they’re not confident and positive in their communications it will send an uncertain message to others and lead to discontent and discomfort amongst the workforce.
Ironically for certain senior executives their outward view is often believed to be positive whilst the reality is far from that perception. Body language and tone of voice might seem minor elements compared to the content of any communication but we know that as humans we take in a wide range of signals and are naturally very adept at translating them.
If not sure how you’re perceived ask a few trusted colleagues for their unbiased appraisal, it might be quite an eye opener.
Without a clearly understood vision for the future, business owners will be likely to react to situations as and when they arise leading to “knee jerk” responses. This will not breed confidence amongst the workforce no matter how well a leader presents their decisions. A lack of management consistency often creates feelings of uncertainty amongst staff heightened in times of trading difficulties and increased competitive pressures.
At the heart of the corporate confidence issue is the conviction of a clearly articulated and implemented strategy to take the organisation forward. Whilst insecurities and concern still exists in many sectors those who’ll survive will have calm, assured captains steering the business on a course to deliver a strong and sustainable future. With plans in place and everyone understanding their role all who share the journey can themselves grow in confidence and far more readily contribute to the success of the business.
Below are 5 suggested tips to assist leaders develop a stronger feeling of self-confidence.
5 Tips to Build Self Confidence
1. Pragmatism over Perfection. Don’t get hung up on the felling that every decision and act you make must be perfect and borne out of your instinctive powers as a leader. Making the right decisions can often prove difficult but remember there are frequently situations in business where there is no right or wrong response. Be logical and gather the data you need to make an informed decision.
2. Commit to your Decisions — Communicate with conviction and provide details of the outputs from the decision.
3. Failure is an Option – Mistakes will happen and that’s life but make sure that lessons are learnt from any failure and not repeated. The best leaders freely admit to shortcomings and can identify how success was often borne out of projects that didn’t initially deliver.
4. Body Language — We all have moments of fear and trepidation in our lives but if others are looking to you for direction you need to show courage and calmness especially when under pressure.
5. Enjoy the Moment and your Work – We can spend a great deal of time at work especially if you’re the owner or senior manager of a business. There will be good and bad moments but make sure you celebrate the successes with your team and be there to pick everyone up when a deal fails to materialise.