Growing Pains... and how to manage them...

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As per normal, there was a moment of inspiration for this post... it came about following a series of conversations with SME clients, all juggling the many 'hats' involved in running a developing business.  Operational demands, client and sales development, personnel management, cashflow - the list goes on - and the biggest difficulty? All these various 'hats' draw attention away from the one thing that will guide their way out of 'multi-hat' management... the business strategy.


The undeniable truth of growth in business, is that at times, it can be quite 'painful' - or at least - uncomfortable for those leading it.  Owners, principals, managers, founders all have to change their tack, and become directors or leaders of an evolving organism, which can at times be unruly and challenging as it advances.


There are realities which must be employed in order to harness your SME's growth, and ensure it is on the right track.  They can be difficult to implement, but are necessary nonetheless.


My advice? Make time to step back [hard but absolutely required]. Observe the growth to date in a detached and realistic manner; compare it to that of competitors, colleagues and those you aspire to.  Where do you sit, by comparison? Examine your future plans in line with the current position of the business - what is working, what isn't, what's needed next?


Don't underestimate the efficacy of the SWOT analysis - at every level in your organisation.  Why? Because it will provide you with clarity and insight, as well as an informed viewpoint.  


Undoubtedly, the time needed to build strong scaffolding for your business growth plan is time well-spent, so don't put your growth strategy on hold.  Meeting clients experiencing the discomfort of growth regularly, I know only too well how difficult it may seem to take time 'out' to do the labour-intensive work of planning.  The reality? If it doesn't happen, you risk your business turning into a walking sticky-plastered-leaning-tower-of-Pisa... e.g. functioning, not at an optimum level, and leaning in a hugely questionable direction.


As I regularly say to clients - the one thing that will undermine stress and anxiety in business change - is planning and action.  Why? Because it provides the individuals involved with a real sense of tangible outcomes, instead of merely feeling as if they're simply 'treading water'.  


Next step... implementation... my next blog post!

Share the Vision!

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Talking with a client yesterday, we stumbled across a subject which lead us into the whole issue of 'sharing the vision'.  Not just with clients, stakeholders and the media - but [and most importantly] with your people.

As you all know, in a previous life, I worked in HR, and can state unequivocally, that I am passionate about staff buy-in.  Why? Because, to utilise the often over-used term, "bringing your people with you" can change the way you do business in a very meaningful way.  Think of what your people bring to your business - in terms of delivery to customers, operational efficiency, management of the organisation - clearly communicating your vision can influence how every role and responsibility is delivered.  How? Through commitment.

Commitment comes in the form of consideration, connection to and full comprehension of a vision.  It means that your people SEE, KNOW and AGREE with your vision.  Your people become followers, advocates, collaborators and supporters of your vision.  Imagine how powerful your business could be, if you shared your vision?

Another Consonant, Carol... Cs, Ps and USPs!

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I found myself driven to write about this following a course I delivered to some start-ups on Market Research.  To contextualise the training, it was a prescribed course [and a valuable one, in fairness] for individuals about to set up a business.  What was my problem, then?  The jargon.

As I continued, with gusto, through the merits of Market Research – how it is a must for your business – on to the jargon of Cs, Ps and USPs, I found my head spinning involuntarily in a sea of pointless consonants. 

These motivated business people didn’t need to listen to the jargon... they wanted simple, clear advice and guidance on how they could de-risk their business idea.

What’s the point of this rant? To be precise; it’s the importance of understanding your market... who’s the competition and most importantly, who’s the customer [and that you have enough of them].  You don’t need Cs and Ps.  You need information, and market research.  Facts, detail and validation is key.  An understanding of why and how you can offer a better, more novel, or effective solution to the customer’s problem. 

More of the same? Check it out here.

In business - it's nice to be nice but it's more important to be professional...

Image - JackMalcolm.com

Definitely one of the defining learning curves for most colleagues, clients and friends in business - the importance of professionalism. Why? Well, let's be honest, as a nationality - we like to be liked. We don't readily warm to the notion of people in some way not thinking we're 'nice' or 'good fun' ...

Why does this pose a problem, I hear you ask? Well. Think, for a moment, of some of the individuals - famous or not - you admire. Ever wonder why they might be respected? Do you think it's because they tell a good joke in the pub or because they deliver a creative solution to a client problem?

Lacking professionalism in our approach to clients, our business, our colleagues - how we communicate, manage and interact - can damage our business's brand in an unimaginable way.

In todays' business climate, it is more important than ever before to ensure that professionalism is at the core of your operation. Reputation for delivery, customer service, attention to detail and attitude - amongst many other things - will decide whether your business will survive [just about] or sustain itself and grow.

Does your business have a reputation for professionalism?

Mini-Musing... Stay On-Target

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Sounds straightforward, doesn't it? Staying on-target. What does it mean to you? Keeping to budgets? Delivering on projects? Sticking to your business plan? Keeping the client relationship sweet?

Actually, it's all of these things and more. Staying on-target means keeping your business's trajectory to the front of your mind, and to the front of those at the centre of decision-making and leadership in your business. Losing sight of how your business is progressing can be catastrophic. Many casualties are resultant from visionary 'slides' which normally occur when a business is functioning successfully... the time during which it is felt that no time or energy is required in the direction of reviewing or adjusting the business model.

Be complacent at your peril, folks - if you don't keep your eye firmly on-target - you may well find yourself at a loss to your competition, or sorrowfully bemoaning the loss of client contracts...

Dignity at Work?

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Suffice to say, it's been quite a while since I handed in my final year thesis on this subject.

The sad news is, since that fateful day [and thankfully a 1:1 - one of very few in my four years at uni!] - I seem to have heard ceaseless stories condemning the very essence of Dignity in the Workplace. I also experienced, first-hand, the impacts of bullying in a work environment.

All most of us want, in a work scenario, is to be treated fairly and provided with the tools [training, support etc] to conduct our job to the best of our ability. Obviously there are other factors, such as remuneration, career opportunities, which need to be considered - but in general, the issues which contribute to staff happiness relate to the environment in which they work.

Since the recession 'bit' in mid-2008, I have heard, first-hand, several stories which alarmed me hugely - from verbal abuse, to isolation / intimidation and, in most instances, overloading. The impact, on the individual is often catastrophic - though the experience may be confined to the working week - its effects are carried through to most areas of the person's life. Confidence, self-belief are damaged, whilst stress and anxiety levels are immediately driven upwards - and frequently, the individual considers that they are responsible, in some way for the behaviour which has been directed at them.

In my own experience, it was overburden and psychological manipulation [the only way I can describe it], which forced me to take stock and redefine my career. I must say that now, I would treat the behaviour I experienced differently, but then I was so ground-down by the daily misery, I simply didn't have the courage. The greatest irony of my experience - I worked in HR. In fact, on one occasion I remember delivering a presentation on Bullying & Harassment, and thinking afterwards, that I could never report such incidents as those I had experienced - no-one would believe me!

Undoubtedly, businesses [small and large] are suffering as a result of the times we find ourselves in, with budgets tightening and internal structures creaking under the weight of heavier workload and less headcount. However, this does not in any way mitigate the responsibility and duty of care required towards those in the employ of the company - if anything, it should point to a more focused policy and heightened awareness.

What Do You Do, Then?

Copyright: mylot.com

As small businesses and start-up companies, we're very attached [for that read, "often obsessed"] with our venture / organisation. Sometimes this level of entrenchment leads to a near-blindness to the realities of business... particularly our client 'message'.

Loving our company, our service or product as much as we do, can lead to a level of misdirected messaging - particularly in relation to the customer we wish to attract.

Reading a recent post by the fantastic Thomson Dawson, entitled "The Seed Of Better Outcomes In Your Business Development Conversations", I was reminded of the conversations I have had with clients again and again in the early [and growth stages] of their businesses. Fearful of cutting out potential leads or projects, they will frequently adopt the “all things to all people” approach... or worse still, struggle to define their actual offering. What this leads to, unfortunately, is a real lack of clarity for both the company itself and its prospective client.

Don’t let this happen to your business! Define your value proposition, products and delivery method... it’ll dictate whether you survive or thrive.