Last month we talked about your organisation’s cultural agenda for 2012. Growing and evolving your organisational culture in the right direction is everyone’s role and responsibility. This coupled with a common purpose and goals are imperative in order to mobilise and synchronise your workforce. So why do find we have employees who behave like they are part of the competition? Why do we have pockets of them within our organisation deliberately behaving like they are playing on a different team to the rest of us within the organisation?

I always thought the competition was on the outside of our organisation and not on the inside, but unfortunately that is not the case in some organisations. So why do some employees take pleasure in game-playing, undermining projects and basically compete head-to-head to make our life difficult? The answer resides somewhere between lack of skills/competence and megalomania or ‘tin god’ personas. The lack of talent of these individuals creates behavioural patterns that creates a diversion and deflects attention onto other people and areas.

I recently read an interesting book called ‘Infinite Talent’ written by Rob Clarke, CEO LearnX Foundation. Rob differentiates between finite and infinite talent. Infinite talent he describes as ‘a spontaneous, genuine experience and is a person’s purest expression of who he or she ultimately is’. This talent is within you; what you observe, how you act and interact.

People who have infinite talent are able to achieve extraordinary things. They have a number of qualities in common; namely:

1. Curiosity – seek to understand, then to be understood
2. Test knowledge through their experience/s
3. Change agent – a catalyst and driver of change
4. Take ownership
5. Deal with ambiguity
6. Be part of the solution

Applying these qualities in your work and personal life enhances your mental agility, positive attitude and ‘can do’ mindset. It enables you to be an authentic cog in the solution wheel. Your mental mindset is what makes you an infinite talent.

Be part of the solution and not the problem in your organisation. Live everyday with a can do attitude. So, the next time someone shares with you all the reasons why something can’t be done, try and turn their thinking around so they share with you ideas on how it can be done. Remember success comes in cans and not can nots.

I will leave you with a quote that resonated with me from Rob’s book and it is from President Barack Obama…’Change will not come if we wait for some other person or some other time. We are the ones we’ve been waiting for. We are the change that we seek’.

So what can you do to engender a new culture of thinking and behaving in your organisation in 2012?

If you recall the 2007 movie The Bucket List, corporate billionaire Edward Cole and working class mechanic Carter Chambers meet in hospital and decide to do the things they’ve always wanted to do before they die. So why not take the same approach to your business right now and prepare your ‘Business Bucket List’?

Instead of ‘waiting for the economy to pick-up’ or ‘getting ready for the next big wave’ – imagine you only have a year to improve your business and make a lot of money what would you do?

Let’s get started with five items for business growth and survival that definitely should be on your Business Bucket List …

1. Create a brand not a business

Understanding the term ‘branding’ is the first step to successfully building a brand. Search Google for ‘brand terms’ and get an impressive list of 13,400,000 results, from which you probably only need six …

• Brand Promise – your Unique Selling Proposition (USP) and the benefits you deliver;
• Brand Identity – the mark/s that visually present your brand;
• Brand Image – the set of beliefs around what your brand stands for Brand Strategy – how you promote and build a positive perception in your customer’s mind;
• Brand Positioning – how your brand stands against others; and
• Brand Management – maintaining consistency with your brand.

Make sure you have all the elements of a strong brand and not just a pretty logo – it’s really one of the best investments you’ll make.

2. Own your slice of the market

You need to own your part of the market place and make sure that it is a ‘viable’ piece to own – Kodak the film manufacturer did this but failed to change and technology moved from traditional film to digital, now they face impending bankruptcy. Look at trends in the market, survey your customers to better understand their needs and keep innovative always!

Your brand needs to be easily identified and recognised for the niche market that you want to own and not confuse the audience  – simpler is better.

3. Create an online experience not just a website!

Invest in an online business platform instead of just a smart looking website, it’s what’s under the hood that counts! It should include a Customer Relationship Management (CRM) system, an e-newsletter and Blog platform that links to Twitter, Facebook and other social media marketing platforms and effective search engine optimisation.

4. Embrace the world of digital video

They say a picture says a thousand words, well high definition digital video ‘shows’ a thousand words. The biggest driver of growth on the net is video with over 3 billion videos viewed a day on YouTube alone. Video can be used in so many professional and innovative ways including product demos, factory walk-throughs, time-lapse project completions, client testimonials, key management interviews and corporate profiles. Create some content and then establish your own YouTube Channel!

5. Get more bang for your buck

Get a bigger bang for your marketing dollar by cutting out wasted, non-effective marketing activities. To do this however you need to measure what works and what doesn’t – very difficult to do with traditional methods like direct mail or print advertising, but extremely easy and accurate with online marketing.

Google AdWords campaigns can be targeted to specific keyword searches that take place in a specific geographical area. You can instantly see what ones are working and which are not, make adjustments to your campaign in real-time and even change the ad or have multiple ads on the one campaign. Search Engine Optimisation (SEO) techniques can also bring you from obscurity on the net to number one on Google for nominated key phrase searches.

So try things a little differently this year – just because everyone in your industry is doing things a certain way, that doesn’t mean you have to follow suit. Get creative, be innovative and demand to be noticed for doing things uniquely.

We all love to win new business. There is nothing like the buzz of pitching, signing a contract and kicking off a great partnership, but as we enter a new year, it’s worth taking a step back and considering your relationships with existing clients and learning to say ‘no’ to new clients who might be hindering, rather than helping your business grow.

Learning when to walk away from existing clients and say no to prospects is a skill, but get it right and your business will flourish and your Monday mornings might not be such a drag.

If you want to enjoy working with your partners or clients in 2012 and increase the amount of new business from companies you actually want to work with rather than those you don’t, consider the following:

1. Has your potential client got unrealistic expectations?

All of us have met people who like to throw their weight around and expect the earth. If you think your prospective client’s expectations are unrealistic, don’t be afraid to say so. But before you do, be upfront with them and let them know how your business works. Winning business is a two-way street so make sure your prospect understands it’s a partnership from the start.

2. Is there a cultural fit?

If your business is small, agile and results-driven, it could be a big mistake taking on a corporate client driven by process and characteristically caught up in red tape. The most successful client relationships I’ve had have been with like-minded companies. The worst may have paid well, but getting simple projects over the line was a constant struggle.

3. Do they have a good reputation?

There are good businesses and bad businesses. Some pay their bills for example, others don’t. Some treat their staff with respect, others don’t. Do your homework and find out which category your prospective client falls into. If appropriate, find out why they ended the relationship with their previous supplier or partner.

4. Can you add value?

It’s always tempting to take the money and run, but it’s not a good idea in the long term. Ask if your company can provide a product or service that will really add value to that customer. Not only should they have a good reputation but you need to protect your own. A business’s reputation is precious. It can years to build up but can be ruined in seconds.

5. Do you think you can work with them?

It’s an obvious question but something I’ve learnt to do more of since I set up my business is trust my judgment. If I don’t think we can work with an organisation, they may be too focused on process, for example, or refuse to listen to advice. Yes, you can learn to compromise, and no organisation is perfect, but no amount of money is worth a customer making you and your team unhappy.

6. Do they have the budget?

When starting out, your gut instinct is to take on any new business that comes your way. A company might do something really exciting, offer the latest product or service, but if they can’t pay their bills, all of your hard work will be for nothing. This can be tricky when working with start-up businesses but you’ll soon resent working for fees below market value. If you have your doubts, consider shortening your payment terms or asking for a deposit upfront.

7. Does the new business conflict with existing contracts?

Perhaps the new customer is a competitor to an existing client. Is it worth the risk? It’s a small world and it is quite likely your clients will cross paths. Be upfront with your existing client about the prospect. They may not have an issue and this approach will safeguard you from having to come clean, and risk losing a valued client, further down the track.

8. Are your customers growing with you?

This article has focused on turning down new business but if you have ongoing agreements with customers, then it might be time to walk away. If your fees have stayed the same for a number of years, and they still expect your undivided attention, then it might not be an effective use of your time. This is a tough decision, but if your time could be better spent trying to win bigger accounts or servicing other clients, it might be the right decision for you.

9. Will it be fun?

Yes, we’re talking business but if you run a business, chances are you work long hours. So it’s a good idea to try and enjoy as many of those hours as possible. If the prospective business doesn’t interest you or get you fired up and happy to leave your bed in the morning, what’s the point?

- Jocelyn Hunter is managing director of BENCH PR.

According to RSM Bird Cameron, there are ten things businesses can do now to improve profit, cashflow and reduce stress levels going into 2012.

“Some businesses have already started the New Year with cashflow difficulties as the cash cycle has tightened considerably through December and January. Now is the time for business owners to consider opportunities to restructure their business in light of what’s not working for them,” RSM national head of business solutions Andrew Graham said.

Follow these tips to get in the best possible shape for the year ahead:

1. Review the products and services you sell and tailor the mix to appeal to changing customer needs for 2012. Start considering and planning for other times in the year when customer needs change, for example Easter and change in seasons.

2. Review pricing structures to ensure competitiveness and profitability. Put formal procedures in place to monitor and proactively respond to competitor pricing changes.

3. Review stock levels to make sure you can satisfy customer demand for profitable product and service lines, and identify slow moving stock that can be liquidated as “bargain buys”.

4. Review sales, marketing and promotion plans and make sure they are optimised to help achieve the best results throughout 2012. Ensure all staff are aware of the targets for each week and be proactive in addressing shortfalls.

5. Review staffing plans and confirm acceptance of the rosters by all staff. For non-retail businesses, aim to schedule annual leave plans for the year as early as possible to ensure the business continues to operate effectively all year round.

6. Review fraud and theft protection systems and ensure all staff are reminded of their responsibility to be vigilant at all times.

7. Review debtor lists frequently and regularly and actively chase all overdue accounts.

8. Review the use of finance products for effectiveness. Overdrafts, premium funding, lease facilities and cashflow funding products can all be excellent tools to help match a business’s cash flow with planned outlays.

9. Complete a GST health check. Small businesses are in danger of losing time and money because of unreliable or outdated business systems causing them to incorrectly report GST.

10. Remember that you deserve to enjoy a break as well and it is vital that you are able to operate well. Plan some time off during slower periods throughout the year so that you are well rested and enthusiastic in the busier periods. Take care of your health and enjoy downtime with family and friends during the year.

Figures from Roy Morgan research show one in four full-time employees have accrued over 25 days of annual leave, with many not taking this time off due to economic and job security concerns, as well as fear about an increased workload when returning to the office after a holiday.

According to Tourism Australia, business owners need to counter these employee fears as holidays build morale and motivation in the workplace, which directly contributes to the success of a business.

As part of its No Leave, No Life program, Tourism Australia is helping employers and employees understand the effects of stockpiling annual leave. Managing director Andrew McEvoy said employers need to do more to enhance employee engagement, productivity, and overall financial performance by following a plan to reduce annual leave liability.

“The good news is that there are easy-to-implement methods employers can use to encourage a leave taking culture, with clear benefits to be gained such as reduction of leave liability on the balance sheet, plus the other benefits that flow from building and engaging with a productive employee community,” McEvoy said.

Tourism Australia’s No Leave No Life website features an Employer Resources and Tools page with a series of modules and practical case studies to help employers undertake a successful annual leave program.  Key areas include:

• Identifying challenges facing management such as pressure to meet targets, lack of reporting, competing priorities, etc;
• Recognising the barriers to leave taking and prioritising leave taking policy in the workplace;
• Integrating leave planning into current processes to ensure adequate coverage;
• Engaging employees – CEO, management and HR commitment is critical to success;
• How to set objectives and review regularly;
• Considerations to keep in mind when encouraging leave – compromise with employees on leave taking within the context of your plan to ensure acceptable outcomes for employees and management;
• Developing a holiday planning checklist to help staff better manage their departure from and return to work;
• Points to help managers look at how to measure the success of their annual leave policy.

If many of the pundits are correct, 2012 could be a difficult year for many businesses.

Behind the hype and headlines, the fact is there are businesses that will do well during 2012. So will your business be one of them?

In many ways the decisions you make and the actions you take at the beginning of the year will determine the level of success of your business during the course of the year.

There are common factors among successful businesses, what are they?

1. Establishing business objectives for the year.
2. Tracking and measuring performance against those objectives.
3. If objectives are not being achieved, finding out why and taking appropriate action to get back on track.  Importantly being frank in assessments and recognising the need to make hard decisions.
4. Review, review, review.

Having objectives gives you the ability to move focus when necessary to a more relevant and achievable objective.

It is important to remember that if you were not happy with last year’s results, you are unlikely to improve it unless you actively plan and change strategies.

If you want to get your business year started on the right foot, please join Abby Practice on Tuesday 7 February 2012 at 12.00pm for the first of our series of locally based business workshops for 2012 – “Setting Business Objectives for 2012” – where you will engage with other experienced business owners to build your plan for success in 2012.

Click here to register.

Places are limited so act early to ensure your place at this important event.

The eight key customer service shifts were identified in the global BDO Service 2020: Megatrends for the decade ahead report, which is based on the views of 479 business leaders around the world.

BDO Australia national chairman Tony Schiffman said businesses should view the report as a warning of what’s to come in customer service trends over the next 10 years – with businesses set to wage an ongoing battle to beat customer expectations, to adopt a range of new technologies and use customer service as a global competitive differentiator.

The eight ‘megatrends’ are:

1. Global competition will drive up service standards;
2. Companies must maintain service standards in the face of ‘the need for speed’;
3. Firms must learn to use the increased transparency brought by social media to their advantage;
4. Companies must use new sources and types of data to rethink the way they track and personalise their service;
5. Good employees will remain fundamental to good service but with technology as an enabler;
6. More firms will outsource aspects of customer service to new kinds of specialists;
7. The rise of the mass affluent and other customer segments will force companies to find new product or service niches; and
8. Customer expectations, including the purpose of the store, are evolving with new technology.

According to Schiffman, customer service has never been more important to business than it is now, as globalisation creates significant new consumer markets and aggressive new global markets.

“International and domestic business is more connected and competitive than ever before,” he added.

The full report is available now for download free of charge, here.

To help SMBs better plan for these events, the Belmont Business Enterprise Centre is hosting a series of free webinars throughout 2012.

The Belmont Business Enterprise Centre (Belmont BEC), is part of the Small Business Advisory Services – National Disaster Assistance (SBAS-NDA) program, will host webinars this year on:

• Cost Control
• Efficiency
• Finance Options
• Market Research
• Customer Service Management
• Communication

The ‘Protect Your Business from Disaster’ webinars are live presentations requiring attendees to have internet access with audio, or for those without internet access, they can be attended via telephone linkage.

The webinars are complimentary to any small business that has suffered directly or indirectly from natural disasters.

The Belmont BEC was one of 25 not-for-profit business advisory organisations to receive government funding to help SMBs impacted by natural disasters. The organisation has chosen to provide national assistance “virtually”, via one-on-one telephone assistance, email, mentoring through web meetings and group training webinars.

“Small businesses are constantly facing situations in day to day business where they need to seek professional advice. They don’t necessarily know who to turn to, and help can sometimes be expensive. This webinar has been designed to help businesses cope with uncertain situations in their businesses,” Belmont BEC manager Carol Hanlon said.

To find out more about the webinar series and to register, click here.

While the majority recognise its importance, Australian businesses are not embracing change. Change is a natural occurrence, not only in business, but life in general and it’s how we adapt to that change that is important. Change is often the part that’s either left out, or is an afterthought for most businesses, yet it can be critical to the success of a project.

In order to understand the attitudes of business executives and office workers towards change, Canon Australia conducted two research studies to investigate further and look at what it takes to implement successful change in an organisation. The first survey questioned business owners and senior decision-makers responsible for change, the second focused on people within business not responsible for change.

The research revealed some interesting insights and disparities into the thinking of business owners and employees across a number of verticals. So why are we not embracing change and what can be done to implement successful change?

The importance of embracing change

Change is an important priority within pretty much all Australian companies, with 88 percent of senior decision-makers considering it either an ‘extremely high’ or ‘high priority’ within their business. This was echoed among the employee respondents with the majority considering it a priority. Senior decision-makers believed change to be a catalyst for a number of benefits, including improved cost efficiencies and increased productivity.

A key finding of the study was that technology is not only at the centre of how businesses in Australia will change but it is considered the most significant change organisations will go through in the next decade. This was over and above other areas such as general company changes, people changes and wider economic/legislative changes, productivity and margins. However, it’s not about implementing technology for technology’s sake. Organisations need to take the time to look at how their business is evolving and growing, working out how technology can align with the business, changing it for the better and making it more competitive.

In a world of accelerating change and global competition, those organisations that are not continually adapting their strategies, processes and being agile to risk, are being left behind. On an international scale, the study revealed some interesting statistics. Senior decision-makers ranked Australian businesses fourth in terms of their willingness to change, behind China and India and the US but ahead of Japan, the UK, Canada and Brazil. Employee respondents were more optimistic, ranking Australian companies equal first with China as the most willing to change.

Competitive advantage is evidently top of mind for both senior decision-makers and employees alike with a clear majority believing their business would be left behind if it does not change with an average 77 percent across both surveys (87 percent for the senior decision-makers and 67 percent for employees.) Yet despite agreeing change was important (86 percent) just 39 percent of Australian organisations embrace it and under half (49 percent) take a proactive stance on change.  What are the obstacles to change and how can we overcome them?

Obstacles to change

People’s resistance to change was considered the biggest barrier – ranked by 30 percent of senior decision-makers and 37 percent of employees. This was followed by lack of vision or understanding by executives, along with lack of direction or leadership from senior management cited by employees. Fear of the unknown was cited across the two surveys as the leading reason people are resistant to change, followed by people liking the way they currently work, a lack of trust in new systems, a lack of trust in management direction, and too much change already going on in the organisation.

An interesting finding from the research is the gap between how effective Australian business leaders feel they are when it comes to implementing change, versus how effective employees really think they are. Eighty four percent of senior decision-makers felt they have the necessary skills to deliver change but when it came to the employees, only 47 percent thought the leaders within their company had the necessary skills to help deliver change.

The Canon research showed that the gap for many businesses facing change is the failure to equip the all-important people managers with the necessary tools to communicate change effectively. Strong leadership at the top, coupled with change managers at the front line, are both vital for driving the message.

According to the BCI, though large-scale natural disasters create headlines, the most common causes of disruption to business are man made, with the prolonged loss of power, failure of a key supplier, or equipment breakdown the main issues.

To help SMBs tailor continuity tools used by big business, the BCI has designed 13 interactive half-day workshops, which will be delivered by a local business continuity expert and provide practical information and real-world examples on:

•          Good practice business continuity principles and methods;

•          How to apply principles and practices in your organisation; and

•          How business continuity can reduce disruption and deliver value.

BCI Australasian Chapter president Tim James said SMBs are more vulnerable to business disruptions than large organisations for many reasons.

“This is because they are often single site operations where the loss of the site means the business is closed, or they may concentrate on small markets or areas that can be wiped out by a wide-scale natural disaster,” he said.

James said the workshops will help businesses to anticipate and plan for disruptive events.

“Workshop participants will leave with practical business continuity concepts and tools that will help to build resilience in their workplace. As well as the knowledge that they don’t have to leave their fate to luck, participants will also get a year’s free Affiliate membership of the Business Continuity Institute which will give them access to extensive ongoing benefits,” he added.

The half-day workshops will be held at:

• Townsville City Centre – 13 February
• Perth City Centre – 14 February
• Penrith City Centre – 14 February
• Newcastle City Centre – 15 February
• Adelaide City Centre – 21 February
• Melbourne City Centre – 28 February
• Geelong City Centre – 29 February
• Brisbane City Centre – 5 March
• Sydney, North Ryde – 6 March
• Canberra City Centre – 6 March
• Gold Coast City Centre – 12 March
• Hobart City Centre – 13 March
• Wodonga City Centre – 13 March

To register or for more details, click here.