Tradition and Change

There are two quotations courtesy of Despair Inc. which are the topic of this article:

Tradition: Just because you’ve always done it that way doesn’t mean it’s not incredibly stupid.

Change: When the winds of change blow hard enough, the most trivial of things can turn into deadly projectiles.

Both quotations are part of a series of posters I tend to call de-motivational posters. However, there is some truth in these statements, cynical though they may be. While my perspective is likely skewed on account of my cynical sense of humour, I would like to explain why I would seriously consider hanging both of these posters in a meeting room.

The two statements seemingly contradict one another. The first, regarding tradition, promotes progressive thinking and a willingness to embrace change. It encourages the reader to reflect on why things are done a certain way, and to think if it is possibly a stupid thing to be doing, or if it can be done better.

The second, regarding change, is quite the opposite. Change can bring disaster, destroy stability. According to this saying, it can be dangerous to change, and the risk is high.

In truth, the two statements temper one another. A person must reflect on what they do to determine if tradition, which is the status quo, is really the best way to do something, but at the same time, be wary of the potential scope of change and the destruction it can bring. Finding that balance between sticking to the tried-and-true methods and putting forward some risk in accepting change is what will make the difference between surviving and realizing your true potential.

Meetings… A Necessary Evil?

I came across two statements in the last day about meetings. The first was from ThinkGeek and was on a poster showing many hands reaching into the center. The caption said: “Meetings: Because none of us is as dumb as all of us.” The second statement I heard on the radio this morning about a recent study done on meetings. Apparently, a significant number of managers said that meetings were a waste of time, and employees would be more productive if meetings were banned one day a week.

These two ideas are linked, but they say two different things.

Meetings have the potential to bring out ideas, but without background research, meetings can also entrench bad ideas. When entering a meeting, if the people have not prepared properly, the meeting will result in uneducated bad ideas that sound nice at the time. On the other hand, meetings in which everyone is fully prepared can provide a medium for a healthy sharing of ideas and getting input from multiple people. However, meetings where the decision has already been made, especially if only some of the people in the room are aware of that fact, are a complete waste of time and effort.

The other type of meeting is the status meeting, in which everyone in the room shares their progress. While it is important that people on a team be aware of what their team members are doing, this rarely can justify a 30 or 60 minute meeting. A more effective way of delivering the same information would be to have everyone on the team submit a short email with their status to one person, have that person join all the individual e-mails together, and e-mail that back out to the group. It might take the one person an hour to get all the e-mails together, but it will only take 10 minutes for each person to read it, saving up to 50 minutes per person who would have had to go to the team status meeting!

When done right, meetings don’t have to be evil. If they have a specific agenda, people are prepared in advance, and they are kept short, no more than 60 minutes, they have the potential to benefit everyone. Once that structure begins to break down, people begin to dread the meetings, and the benefit of getting the team together declines rapidly.

Business Research in Canada

I was reading an article today in the Metro (a free daily in Toronto) that made the following statement:

Canadian businesses aren’t doing enough research and development, and that’s putting the country at a distinct global disadvantage…. despite substantial federal tax breaks and funding.

This article, while fairly short, was of particular interest to me, as this is what my business does. Optimal Upgrade Consulting is all about R&D for small and medium-sized businesses with a focus on technology. Other businesses exist with a focus on other issues.

My belief is that the problem with the lack of Research and Development in Canada is not the lack of companies doing R&D. While the industry itself is not large, it does exist. The problem is that clients are not abundant. While every small business looking to grow will eventually require the use of technology, that does not mean that every business will perform the research into that technology. Nor will they pay for professional advising, but will use their own understanding of the technology (or lack thereof) to make a decision.

Businesses which specialize in doing research, whether into technology, printing, advertising, or any customizable work, can contribute to the solution. Their marketing needs to target the small and medium-sized businesses, explaining why their expertise is needed. They need to educate their potential clients on the benefits of getting custom advise. Rather than focus on landing the few big contracts that are available, they should devote a significant percentage of their efforts to teaching small business owners about the benefits of professional advise.

Landing a small contract today to advise a small business on a common problem may not pay the bills. But if that client sees the benefit of your advise, they will return with a larger contract once the business has grown, and that is what will increase the volume of R&D business in Canada.

Networking Meeting Topics

I am trying to come up with a topic, and from there, an expert, for an upcoming networking meeting. I have a fair amount of time before the event (over 3 weeks to go), and am looking for ideas.

If you were to attend a networking event who’s goal is to help people find jobs, what would you like to hear spoken about?

Developing a Personal Brand

I have had a few discussions recently regarding the definition of a personal brand, and how you might go about developing one. This topic is of particular interest to small business owners, as having a recognized personal brand is usually associated with increased sales, but you also need to take in consideration what public you want to direct your product, since there are different types of Generations which prefer different things, for example Generation Z , prefer brands that take steps to protect their data, so if you want to approach to them, you need to consider creating products that don’t break this protocol.

A personal brand is a fairly vague term, since it can consist of a variety of components. It can be a photograph or image. It can be a phrase or expression. It can be an idea or concept. In most cases, a personal brand is built from multiple such items, some deliberate, others incidental. Some can be generated quickly, while others will take a long time.

As a person, your personal brand includes your image (see my article What is Your Image Worth for more information) as well as ideas – honest, creative, resourceful. As a company, you may have a slogan, or perhaps a distinctive image. For example, the swish is an easily identified image that makes you think Nike. “You’re fired” is an expression that makes you think of Donald Trump. These are personal brands.

As a small business owner, your personal brand is important. It lets potential customers and clients think of you more easily than the thought of your competitor. It evokes feelings of trust, and that can lead to more business. When putting together a personal brand, run it (whether image, saying, or idea) by a sample group to get feedback on what thoughts your image evokes. Once you’ve established a personal brand, it becomes much harder to change it than if you don’t yet have one.

The Customer is Always Right… Sometimes

There is an old saying “The customer is always right” which is questioned on occasion. In the world of service providers, the vendor usually knows significantly more than the client about what the service can and can’t do. The client has approached you, as the provider, for precisely that expertise. Yet, countless times, the client will disagree with your recommendations and insist on their own path. As a vendor, what do you do?

There are, of course, several issues to be aware of.

  1. Making the client happy – if you want this client to refer you to others, they need to feel that the service you provided was more than satisfactory
  2. Your reputation – the solution you ultimately provide will reflect on your professional image
  3. Solving the client’s true need – in conjunction with the first point, if you don’t resolve the true need, the client may eventually discover this (even though you did point this out several times during your negotiations) and this will reflect on your reputation

There are three stages of working with a client, and the truth of the saying depends on which stage you are holding at:

  1. Before the contract is signed, when you are still working out the details of what needs to be done
  2. While you are doing the work
  3. After the work has been concluded

At the first stage, the customer is not necessarily correct. This is your opportunity to inform the client about what you feel the best solution is. While tact is required, you can disagree with the client openly. The client has approached you for your expertise, and that includes your opinions. The objective at this stage is to come to a common understanding of the need and the solution.

At the second stage, the customer is always right, as long as they are within the bounds of the contract. You have reached your common agreement already, and now your objective is to have a satisfied customer. Fundamental changes to what you have already agreed on will put you back into the first stage. Other changes, while you are entitled to an opinion, and should inform the client, will ultimately go the way of the client. Otherwise, you risk creating the impression that you are stubborn and difficult to deal with (which may or may not be the truth).

At the third stage, you are no longer doing work for the client. You are, however, trying to maintain a relationship with the client in order to generate leads to more business. At this stage, there is not much the client can ask for that was not covered during the first two stages. However, if the client does ask for something, you need to weigh the potential benefit of having an extremely satisfied client who may refer more business to you against the real cost of doing the work now. I’m not recommending that you give your work away for nothing, but it may be worthwhile to use your discretion to determine how to go about dealing with this request.

In summary, when the client asks you to do something, they are not necessarily correct, and you should feel free to discuss, respectfully, the issues involved in the request. However, once you have accepted to do some work, your power to disagree has diminished. If you don’t feel that the client is asking for something reasonable, perhaps you should not accept them as a client.

Benefits of a Mentor

As a small business owner, or one who works from home, you should consider, if you have not done so already, acquiring a mentor. A mentor can provide you with years of experience. Whether it’s advice on getting some contracts drafted by a lawyer, or how to analyze the benefits of different advertising packages, a mentor has been through these same decisions in the past. In addition to the advice that you will get, you acquire an additional form of motivation, as your mentor will encourage you to succeed in your business.

Of course, you will need to find a mentor, and understand how to evaluate the benefits and risk you will gain as a result of pairing up with a mentor.

A mentor for a business is typically a leader, or former leader, of another business. They have succeeded in the past, and are willing to contribute their time and knowledge to help others succeed as well. This gives you the first item to check out – what has your potential mentor done in the past?

You want to find a mentor who understands your business to some degree. While any successful CEO might be able to provide good business advice, you should try to find someone who succeeded in an industry similar to your own. If you are in manufacturing, some of your issues will be unique to that industry. The owner of a service-providing company will not be able to provide you with sufficient advice regarding those issues.

In my case, I provide a service in the technology sector. If I were trying to find a mentor, I would want someone who:

  • Worked in technology
  • Worked with services
  • Worked with consultants
  • Worked with small businesses
  • Started a business from nothing

The ideal mentor may not be the most well-known person, but he or she would be able to provide advice in all the categories listed above. After all, the issues I will be facing will fit into one or more of those categories, so the best advice I can get will be from someone who has experience in those categories.

In looking for a mentor, look to government programs, or your local Chamber of Commerce. Many provide the service of linking small business owners and entrepreneurs with mentors. As well, if you use Linked In, you may be able to locate a mentor by asking for one (use their Questions and Answers feature).

If you have other ideas or recommendations regarding mentorship for small businesses, please comment! I look forward to reading your ideas!

New Edition of Site Published

I published a new version of my website for Optimal Upgrade Consulting which can be found here. Comments and suggestions are always welcome.