Busy Fools

I thought Blackberrys, Microsoft Outlook and Open Plan Offices were all supposed to save us time and make us more efficient. Yet most of the middle managers I come across seem to be busier, more stressed and consequently more indecisive than ever before.

A packed diary might fool some into thinking we are successful but in truth it simply says we have no time to seize new opportunities, think creatively or sit down with a colleague in need.

Here are a few of the tricks I’ve picked up from those that seem to have got the balance right;

• Be clear about your priorities – know what your role requires of you and where you want your career to go, eliminate any activity that doesn’t relate directly to these objectives


• Avoid committees – they rarely make good decisions, they spend far too much time discussing minutiae and they steal time from your diary way into the future


• Learn how to close a phone call – with a few well chosen phrases. My favourite is ‘don’t let me keep you any longer’ This way you can politely terminate the call without ending the relationship


• Don’t get comfortable – some of my most productive meetings have been conducted standing up and the worst, in unventilated meeting rooms in comfortable chairs


• Break habits – just because meetings normally start at 10am and last for 60 minutes in the conference room it doesn’t mean that’s the right formula. Try different durations, locations and times depending on the urgency and desired outcome.


• Say no – not ‘I’ll consider’ it or ‘Come back to me, next week’ Busy fools allow their mouths to operate independently to their brain, just say what you mean.


• Ignore email – at the very start of the day, begin by mapping out what you really need to achieve rather than allowing your Inbox to dictate your day.


• Go on a course – If Microsoft Outlook or similar handles your email and diary then set aside half a day to improve your knowledge of its functionality and the settings you use. Most people don’t use these systems efficiently and an hour invested in training could save you days over the next year.


• Take action – Reply, file or delete every email and letter on first sight, don’t let them loiter around, take action immediately.


• Tell the world – how you operate, if you find it best to check emails at defined times, say before 10am and after 4pm include a note to that effect in your signature. Do likewise with ‘out of office’ and voicemail.
  
  In the future, there will be yet more gadgets that need our attention; managers must take back control so that the technology doesn’t manage them.
  

Big is Bust

I used to think, like many of our corporate leaders that big was beautiful. Words like grow, acquire and expand never failed to feature prominently in strategic plans.

Now industry giants like General Motors fail while Reva makers of the G Wiz electric car, foresee a 3 to 4 fold increase in production over the coming year. In air travel British Airways is close to bankruptcy having lost £148 million in three months alongside mammoth pension liabilities. In the same industry newer, smaller and more nimble operators are opening new routes.

Contrary to popular belief, being big is no longer a recipe for success. In fact, in the current trading conditions for many, its a recipe for disaster. Smaller businesses tend to;

• have better internal communication


• are more trusted by their clients


• command greater loyalty from staff


• foster a spirit of team work


• innovate more quickly


• adapt to change earlier

All characteristics required to survive the recession. A recession that, as a result of redundancy is creating a host of new start ups. Independent businesses owned by the guy or girl that does the work, with no need to answer to shareholders. Motivated simply by a heartfelt commitment to serve the customer - isn't that a better way to do business?

Traders and Toilers

You are probably very good at your job, so in theory you could run a successful business doing what you already do well, or could you?

It seems to me that the most successful entrepreneurs are rarely highly skilled at making the product their business provides. Richard Branson probably can't fly an Airbus but that doesn't preclude him from being a very successful owner of an airline.

As one considers the leap from employment to self employment its important to assess whether we have the talent required to grow a business. Here are a few questions which might indicate the level your entrepreneurial instinct;

What did you trade at school?
It might have been pens, records or books, it doesn't matter what it was. The fact that at an early age you were trading is a sure sign you'll be a success in business.

Do you advertise and sell your old cars or part exchange?
Part exchange is the easier option but its also a sign that you'd rather take the easier route than squeeze out the extra profit that's essential for a business to succeed.

Without checking, write down how much cash you have on you now.
One of the wisest sayings in business is "Turnover is vanity, profit is sanity but CASH is king"
If a business can control it's cash it wont fail, this means not just knowing what's in the bank at any given moment its also about being able to ask for the cheque without embarrassment or hesitation.

So if you are about to make what could be the biggest decision of your life take a moment to assess whether you really have what it takes. If you have doubts don't give up, get input from others and look for a partner that balances your skill set.

Time to share

Perhaps its the recession or maybe there's an awakening that there could be more to life than serving a corporate god for the rest of our waking lives.

Over the past few weeks several friends and clients have asked to 'have a word' The 'words' have all been similar; change, new, different. The sentiment is always the same, they want to leave the 9 till 5 and start their own business.

Apparently most recessions breed a flurry of new businesses as people choose to set up on their own rather than search for a new job. This one looks to be no different. Unlike the early 90s when I made the leap some factors are easier now.

There's no need for premises or even a business phone line, simply get a decent Blackberry or iPhone and your office goes wherever you go. We all do our own typing anyway so you don't need to hire administrative support at the outset. Advertising is most effective online and its immediate, so there's no need to time your start up to coincide with the annual publication of the Yellow Pages.

Most importantly of all, size really doesn't matter! Most clients whether they be consumers or corporates now know that its the person that delivers service not the logo. If you can be trusted to deliver what you are selling you are well on your way.