Posts Tagged steve gray

Juggle that business

That’s right juggling…

Juggling business resources

Juggling your business resources

When you know that the business has so many elements it’s almost impossible to juggle them all, you start to realise there must be an answer to being able to juggle at least SOME of the elements.

For those with a big enough business or the resources to do it, you might simply delegate those things that require more time to make sure things are done right. Not all of us are that lucky.

For those who are starting out, or those who want to keep the business alive and happening even though you have a small crew, this planning document is for you.

Download the free PDF file, it’s at the end of the article… It’s just two pages of planning material that you can copy to your heart’s content, then USE IT to get your planning act together. You know what they say… “Work on the business not just in it.” When you realise that’s a truism you want to aspire to, then drag this out and make it happen.

Ok, so it’s a planning calendar with a sheet of questions and query points to get you started. The aim is to get you thinking about the three key areas that make your business tick, then plan to work on each area. If you get stuck you can refer to the questions on the list, then develop  some starting points to go from.

Enjoy and drop me a line to let me know if it works for you or could be altered to make it better!

Planning guide

Regards

Steve Gray

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Are you scaring employess away?

Image courtesy of Stock Images from freedigitalphotos.net

Image courtesy of Stock Images from freedigitalphotos.net

You hire people, you want the best, you are given guidelines to follow, some formal and some informal (e.g pick a woman)…

You find the job description template, write a description and send it off for approval.

The supervisor reads it, sees that it’s comprehensive and approves it, based more on the key selection criteria and the basic job description.

The process continues and you get what you get, a new employee. Hopefully they are a fantastic fit to the team and in a short space of time become a profitable addition to the organisation, however reality tells an all to common different story, at the end of the probation period, the person is ousted and the process begins again. Or worse, the person makes it through the probation period and becomes an anchor weighing things down often for a variety of reasons.

But I have an issue or three with the approach that causes this drama to happen.

Most job descriptions I have seen are too wordy and can actually scare people away from applying, and sometimes those that do apply find the job is not what they thought it would be, or they have the wrong ‘disposition’ (attitude, personality etc) for the job.

I have applied for enough positions to see this first hand and I now believe there should be a more relaxed approach, at least in the first instance.

Okay so there are those who say the idea is to attract more of the right people so you don’t end up getting too many applicants for the role, fair enough, but find another way of doing it rather than trying to bury people in detail and scaring them off.

The ideal employee is probably a fun team player, a person who is interested in more than just the role (it might be seen as an entry role to the organisation). Of course they will have the qualification to do the job, but the right attitude and personality will make them a better fit to the whole system, not just the technical aspects of the role.

Start thinking about how you can get a simpler approach started, then add the details in at another layer if need be.

Simply put, your current processes might just be causing long term headaches for the organisation.

Regards

Steve Gray

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Ready for answers to your business success?

Image courtesy of Stuart Miles freedigitalphotos.net

Image courtesy of Stuart Miles freedigitalphotos.net

Your business does what it does, you have built it up to be all it can be.

You realise there are only a few things you need to make happen to get positive results.

More sales, more customers and effective systems to deliver the results, right? But other ‘things’ seem to get in the way of this simple approach and you are left wondering what happened.

The simple answer is, there is more to your three pronged approach than meets the eye.

Here’s how it works…

  • Energy – Your team has a certain amount of energy to give to the job they do, things happen to boost or sap that energy, harrassment, poor pay, poor training, poor leadership can sap energy… Get the point, and get good at these things
  • Flow – When things are going great your people seem to get a lot done readily, it all seems to come together like a well thought out plan but more automatically and with greater ease, people will be happier, relaxed and able to get on with things
  • Systems – The policies, procedures, checklists, coaching and mentoring. If these are done well, people know they are working for an organisation that wants positive results. They feel supported and can get on with what they do best
  • Positive values – Things like respect, cooperation, service and quality all come into it. Check your organisations mission and vision, are there values clearly spelt out as part of that? There should be, to ensure all your team are focused on the right approach to each other and the customers.
  • Useful communication – Lot’s of communication takes place, but is it useful? Arguing with customers… not useful (well, rarely anyway). The same with the staff, how well do your team communicate with each other? Excellent leadership often starts with positive and useful communication – Talk, listen and make great notes to implement solid results. Coach and mentor your leadership team to coach and mentor their team members in fantastic ways to make the organisation work effectively

Now you are about to ask “What happens if I don’t have those things or they are out of alignment?” Simple, things slide… Sales, Customer numbers, energy is sapped and the results of all this can cause your business to fold in on itself.

What to do to solve the challenge? Call me to tailor a suitable approach for your organisation 🙂 Ok if that’s not possible take each pointer in this list and work on the details of it with all your people.

  • Learn to train your people to pursue all these points to build organisational excellence
  • Brainstorm with your team to find out how they can assist with these points
  • Listen to the feedback your team provides, then figure out how to implement the positive changes they point out along the way
  • Communicate the positive changes as you introduce them
  • Live with the notion of organsiational change, it happens, so make it happen in a useful way to get positive results NOT the opposite

It’s now up to  you to put this information into action, it may not be easy, it may take a while to achieve, it all starts with you.

 

Regards

Steve Gray

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We can’t do that here…

Image courtesy of Stuart Miles from www.freedigitalphotos.net

Image courtesy of Stuart Miles from www.freedigitalphotos.net

Many enterprises have challenges trying to keep up with what’s happening in the world, technology changes, practicalities in the workplace, better processes and procedures so how do you keep up? If like other organisations you find yourself saying “We can’t do that” there will be reasons for it. Let’s pull out a few ideas and possibilities and take a look at what might be preventing us from achieveing the results we want.

Key imporovement areas

  • Best practice in all areas of the business
  • Flexible work arrangements
  • Coaching and mentoring
  • Training
  • Innovation
  • Intrapreneuring/Entrepreneuring
  • Better induction and probation processes and procedures
  • Living Values

All of these things, and more, are some of the things that are making organisations ’employers of the year’. They have higher productivity, less staff turnover than others in their industry. They are also making organisations more profitable with stronger foundations to weather challenging times.

Yet all too often organisations don’t implement these things because of a few simple things. Want to know what they are?

Ignorance — The staff in control of an area don’t know what “best practice is’ or if they do they don’t want to do it because of a perception it will create more work for them. They think it may be better to bury their heads in the sand unless they have a solid directive from the boss to do

Loss of power or control — They are the boss, or the supervisor, they currently have a measure of control, you better believe it, anything that threatens this they will eliminate as fast as they can. Either by deriding it, trying it but making sure it fails or seeing it as a fad and dismissing it.

Fear of failure — Fear of success — Yes fear of… both of these are valid and are problematic. “We can’t try new things, what if we fail, it will  have cost us dearly and what’s wrong with how we are doing things now?” and for success… “We are a small business and want to stay that way there is no need for us to ‘go for the big time’ and try new fangled things…” SIGH… each of these loops around and devour each other, the more I don’t want to fail the more I probably will… These two areas are key points of business psychology and require careful handling. If you have team members who fit into these categories, are they the best people to assist your business to be all it can be?

We don’t know how — Things like Best Practice, Coaching/Mentoring, training and exploring business values. You may not know how to do these now, but what if you were to learn about them and slowly build your skills in these areas, or at least get some of your team trained in these areas. The aim is to build skills which can add to the flexibility of the organisation rather than being too rigid and unable to move.

We don’t know why — Why you should do something… Let’s see if your industry has developed  new technology and you have not kept up to these then you could be going backwards fast. Consider printing industries when computers started to make an impact on layout and design, effectively cutting out many people from the process. Things got easier and more cost effective for the client. Again it’s about ignorance, know what is cutting edge in your industry and business in general and aim to do it.

We don’t have the money — People said that when computers came in, they managed, some fought to the bitter end but one way or another computers made a huge difference. What else will cost money now but probably save the business in the future? LOTS of things, if yo have looked into each of the initial areas I mentioned you will know they can be highly beneficial to  your bottom line and profitability, while making the staff happier in the long run.

We don’t do change — Many people fear change, what if it goes bad, what if it costs us, what if… but what if it makes the business more effective, more profitable and have a better bottom line… Then that’s got to be useful right? Some see the glass half empty, some half full, others drink it and order the next drink. We all have choices, if your people won’t change they are probably  stuck in  some form of fear loop, seeing the worst rather than entertaining the possibility things might be better.

It’s up to you how you handle your business and develop that ‘can do’ attitude to make the most of what you have. Move to the can do approach to add depth and value to  your business, keep your staff happy and make more money in the process. The flexibility and strength this can add can be very useful in a highly competitive marketplace.

Regards

Steve Gray

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Did You ‘Value’ Your Business?

In the past set of nine articles I have outlined some ways to look at the values your business operates with. Now it’s up to you to take each and develop some guidelines around each for how you want your team to operate. May I suggest you hand the list to your top people, give them a head start, tell them to develop some ideas and options and email them to you (compile the details in a  group meeting). Then develop an organisation wide set of values, possible scenarios and situations around them.

Compile the guidelines into your master operating procedural documents, begin to live it, refer to it and explore all it has to offer.

Any future steps the organisation takes should be done in light of these core values, then over time these can be ‘tweaked’ to suit.

Now you are fired up to tackle this as a project (even you small business operator…) then here is a link you can email to your team to work with.

Adaptable

Quality

Passion

Accountability

Integrity

Collaboration

Tolerance

Respect

Leadership

And another article on values to tie it all together

 

Now look at how you bring the various aspects of this together to create great results for your business by taking positive action.

Oh and while you are at it, get your team to explore any other values they think would be useful for your business, drop me a line to let me know via the comments for this post and I will take a look and consider adding them in.

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The ideal business

Sounds like a great title huh, you probably thought, oh is it one that makes great $$ (yeah) and does it have incredible profits (well YEAH!) and does it mean I have to hardly run it… and don’t have to have many skills???? umm probably not.

What I’m thinking of here is the structural side of the business idea, rather than the sort of business it might be. So no it’s not the far out super freaky pizza business that serves east west Tex-Mex surprises with a Thai influence.

Imagine a business, where you have made things tick over nicely the staff are stable (and happy), your customers like what you provide and the way forward looks good. Income and profitability tick over nicely and you wonder about the bigger picture now you have more time to, you replaced yourself multiple times with great people and can sit back and “enjoy the view”. Now it’s time to look that bit further, or perhaps differently to cause your business to do more of what you want it to.

You know when to put on new staff, knowing when the rest of the team are pushing the limits, and you can handle the ‘lag time’ until they are ‘up to speed’ in the role. You have great measurement tools in place to know what’s working and what’s not. You know what the profit margin is and where it goes to.

What next? Is this it, is this the holy grail of your business goal/s? Are  your challenges at an end? Do you simply sell it off and retire (early?) or do you go for the thrill of the chase… the adrenaline injecting process of doing more, and creating anew to push yourself that bit further.

Let’s go for the latter… Lets explore how you can replicate the process to explore success in business and do more, be more have more. After all we live in a world of abundance and by the sound of things if you have read this far you have probably said to yourself yes I do all these things and I am in that lovely lofty position to be able to do more.

You have created an ‘organism’ which grows, it’s more than just sustainable and you can stand back and enjoy the benefits of it’s growth. Now take out a pen and pad and jot down the mechanics of the business, what makes it tick, what makes it profitable? What sets it apart from your competition to the point where you don’t have to even be there anymore to enjoy it.

Take that list and ask, Can I develop a formula from our current successes to be able to reproduce that in other businesses… short answer will probably be yes.

I suggest at this stage  you take a look at the list in a way which deals with the essence of the success and not just trying to think about other businesses you might like to try out or test. Look at the structure, how information flows, the team and culture, the values and beliefs, all the things which can cause the internal structures to remain steadfast and provide the right sort of support for growth.

Now you know what makes your current business tick and the building blocks for ANY new business, it’s up to you to act on the information.

If you create a new business or five, hold this thought in your mind… “in war success has never come to those who fought on more than three fronts” (go on prove me wrong…) it’s said this was Hitlers downfall in the end. So how will you as a business owner develop more businesses without this happening.

Firstly you will be mindful of it, secondly you will probably recognise that each business will not be run by you, you simply provide the ‘right structure and resources’ then step back and advise on ways to tweak the enterprise to generate greater success.

Go on, give it a go, if things go well through great planning you will end up with a site of businesses making good profits you will be able to share around with others, therefore creating more positive abundance in the world.

 

 

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Your Brilliant Business

Your brilliant business is caused by people doing more of the right things – Thinking – Adding value – Loving what they do – Taking initiative – Exploring options and providing great service to name a few.

Well that’s my view.

Image courtesy of Stock Images http://www.freedigitalphotos.net/

Image courtesy of Stock Images http://www.freedigitalphotos.net/

We could spend ages debating the issue, what a brilliant business is, how it’s measured and the results it provides. But I want to focus on the ethereal things which caused it to be a brilliant business. The initial points I put up are a big part of that.

Let’s go back to the start, your business started with an idea, you could see what you wanted, probably saw yourself running it, and could proabaly see how things would turn out. In your minds eye you saw a plan of action coming to reality and all the key pointers I started this article with are what bought the dream to reality.

It was you in the beginning who put in the effort, you did the thinking, the planning, took initiative, explored options and provided great service to ensure prospects and customers would come back for more.

The next step in your business was a big one, you took on staff, partners and or associates who could see what you saw, felt what you felt and heard the positive accolades for the products and service you provided for customers. You managed to  encourage your ‘team’, they got motivated, excited and became driven to follow in your footsteps.

The results spoke for themselves, happy customers, great products and services and the bottom line reflects the top level positive work everyone puts in.

There it is, your brilliant business, brilliantly utilising your ‘soft resources’ to ensure the ‘hard resources’, products and services, are in the right place at the right time for your ideal prospects and customers.

Sadly all of this is not a common occurrence, in fact it’s a rare situation, in a world where hope, excitement and the ‘thrill of the chase’ has been eclipsed by businesses which start up and fade, some fast, some slow.

All of the main points mentioned and so much more information is available to those who want to ensure their ‘business idea’ is given the best chance of survival in the ‘formative part of the business process’ and thriving in the maturing part of the process, yet too many fail fast.

All that was required was the right sort of research, a solid plan of action and the ability to cause people to follow your brilliant lead. Alas too many businesses do not have that and what could be a great start soon becomes millstone.

Let’s ask then, what sort of business do you want to have? One with brilliant prospects and outcomes or one doomed to failing fast? Now ask what will you do to make sure it’s not the latter!

Regards

Steve Gray

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