Toni Hunter's SuperBlog

This is a guest post from Gary Johannes, an amazing networking colleague of mine, 4Networking Regional Leader for the Eastern Region, Bartercard representative, and the man leading the inspiring BRAVE challenge for children with spinal injuries.  Follow his training, fundraising and charismatic view of life www.twitter.com/garyjohannes

Because of the work I do, and the number of people I meet, one of the questions put to me on an almost weekly basis is this: “Networking doesn’t work, does it?”

And the simple answer? “Yes, actually, it does.” In fact, it also works for the majority of the hundreds of people I meet every month.

But, of course, some of the people I come across would give a resolutely negative answer to the same question.

When I find myself chatting someone who is disillusioned by networking, and firmly believes it simply doesn’t work for them and never will, I generally come to the same conclusion: they don’t ‘get’ networking. They’ve got a skewed view of how it works and what it’s for, and that’s letting them down.

Rule no. 1 – Be likeable. People relate to humans, not walking sales brochures

For me, making networking work for you starts with some basics that are applicable to any area of your life. So, I treat people with respect and I talk to them as people, not prospects. No one likes to find themselves cornered at a social event, being sold to as if they were in a car showroom. It’s a turn off. Instead, I’m friendly and I take an interest in the other person – sometimes what I do barely comes up.

Why? Because having a person like you is far more valuable than winning a business lead there and then.

Rule no. 2 – People are valuable. Nurture and protect your assets

If you’re an astute business person, you’ll realise that having lots of contacts in lots of industries doesn’t just give you more chance of winning referrals, it also makes you more valuable to your clients.

How? Well from time to time, your clients will ask you if you know a good wed developer / plumber / financial adviser. The more tuned in you are to the range of providers out here and the quality of their offerings, the more valuable you are to your client as a resource.

Rule no. 3 – Trust is everything. Stay honest

In networking circles, people applaud great work, they offer testimonials and they recommend great providers – it’s all part of the process. But keep letting customers down, and recommendations will quickly dry up.

Don’t promise what you can’t deliver on, don’t go into a meeting trying to be something you’re not, and never, ever lie to win a recommendation, because it will come back to haunt you, and you’ll miss out on more than you ever gained. Networking, after all, is all about trust.

Rule no. 4 – Commit to networking regularly to see the real benefits

You are very unlikely to start winning work at your first, second or even third meeting. People need to meet, know, like and trust you (to steal a 4Networking phrase). Turn up once a year, and how can you possibly expect to build relationships? Turn up once a fortnight, and people will recognise you and, more importantly, remember your name when it counts.

And finally…Quick tips for networking

So to close, a round up of some of the key things to remember as you walk into a your first networking event.

• Never go looking for sales.
• Get to know people, not just what they sell.
• Don’t discount people if they cant buy from you (they may be best mates with someone who can).
• Sell yourself, not your business. Be likeable, warm and approachable.
• The more you give the more you receive, so offer advice and support wherever you can.
• Support others. If a fellow networker does a great job for you, let others know.
• Enjoy yourself. Approach it like a chore and you won’t stick it out for long enough to reap the benefits.

With sincere thanks to Emily Cagle Communications for allowing me to reproduce Gary’s post.

The information provided in this blog illustrates my opinions and experiences, it does not constitute advice and I do not accept responsibility for any actions taken or refrained from as a result of reading this post

This post has been written by a great networking colleague of mine, Sue Isaacson who runs HR Dept a successful HR consultancy and/or complete outsourced HR solution.  I hope you find it useful.

Crashing into Winter

Autumn

Season of mist and mellow fruitfulness is the poetic description for Autumn however, with the clocks going back, the dark nights are here this is the ideal time for employers to review their driving policies. It is estimated that between 25% and 35% of all road traffic crashes involve someone who was at work at the time.

A driver’s reactions depend almost entirely on vision, and vision is severely limited at night. Twilight is one of the most difficult times to drive as our eyes are working to adapt to the growing darkness. After a long day at work tiredness is often greater, and this can make driving even more hazardous. For employers there are numerous laws that cover driving and many of these are ignored by employees once they are travelling around the country.

According to statistics 31% of the UK’s van drivers are not wearing seatbelts, even though they have prevented an estimated 60,000 deaths and 670,000 serious injuries over the last 25 years and are considered to be one of the simplest ways of improving road safety.

Smoking in Company vehicles was prohibited in 2007, but how many times do you see drivers and passengers puffing away? There is a lot of confusion around this with employees believing it is acceptable so long as the passenger does not mind. But this will not save them from a fixed penalty fine.

Using mobile phones or programming a Sat Nav both substantially increase the risk of a driver crashing. Recent research from The Transport Research Laboratory found that text messaging while driving is more dangerous than drinking and driving. Drivers using mobile phones, whether hand-held or hands-free, are four times more likely to have an accident. In addition to this, if the Company is ringing the employee on their mobile phone at the time of an accident there is a risk that they could face prosecution for corporate manslaughter.

As adults working together in a busy commercial environment, it is easy to shun responsibilty for our staff and colleagues.  After all, these ‘problems’ happen to other people don’t they?

Sue points out it is the human tragedy behind accidents that make it imperative for sensible and practical driving policies to be in place.   These policies needn’t be complex or burdensome, but they do need to exist to protect both the business and the people involved in them.

Sue Isaacson is a human resources professional providing advice on HR and employment issues for The HR Dept. She is a friendly, approachable professional and I would highly recommend her easy-to-read monthly emailed newsletter. 

 www.hrdept.co.uk/cambridge.htm     Tel: 0845 078 8454 or email: sue.isaacson@hrdept.co.uk

There are statistics everywhere confirming that building business with current clients is far cheaper than acquiring new clients. I know this first hand being one who invests an inordinate amount of time networking both online and in ‘the real world’.  Here at George Hay we are regularly agonising over how to best spend our marketing budget, but at the end of the day the cheapest and the best business is that done via a qualified referral.  Also, although winning new business is exhilarating, doing business with clients who like you and appreciate what you do for them is very satisfying.

So what do I do to try and maintain client loyalty and hopefully enthuse them to tell their business associates about my good work?

Stay in touch
First and formost, I have found that clients like to be communicated with and want to “belong” to our organisation.  When clients feel that they are ‘out on a limb’ they are more likely to listen to gossip, be more receptive to your competitors or simply undervalue what you are doing.

Keeping in touch could be as simple as sending a regular newsletter or  involving them in your social media circles.  Of course, your top twenty clients (you do know who they are don’t you?) need more personal and regular attention, but that does not necessarily mean expensive wining and dining.  A simple ‘phone call to find out how things are going is all that it required.

Tell your client as soon as you can if an issue does arise and make sure it is clear how you will be dealing with it.

If my top clients prepare management information (which of course I encourage) or minutes of board meetings I ask to receive a copy by email so that next time we speak I have a subject matter to discuss that makes them feel good – their business!  This keeps the service personal and hopefully tailored to their needs.  Newsletters, blogs and emails are great ways to communicate messages but they are unlikely to be 100% relevant to your entire client base.  Also in a service environment, clients are buying personalities and a perception of knowledge, not something generated by your marketing team.

Remember if clients don’t know what you are doing, they wont want to pay for it.

So keep your clients informed.

You could also use this regular communication to survey clients opinions, if they are valued clients they will be honest with you and help you to appraise your operation, just as you help them with their business, but be warned if you have not made regular contact they may question your motives.

Take responsibility
If an issue does raise it’s ugly head or a mistake happens, correct it at the highest level.  Clients appreciate it when a manager/partner who can and will take action calls, rather than a junior person or an administrator.  Don’t forget an apology is what they are looking for, so make sure you eat humble pie whilst trying to convince them that the problem wont happen again! 

Never try and assign or delegate blame.  As a business person you are responsible for making sure your team are working to look after your clients.  Don’t let one department or staff member criticise another; it is unprofessional and clients will not be reassured.   Remember you have to work with these people, there are enough challenges in business dealing with external factors with out allowing conflict with in the organisation.  If there is a problem, everyone in the business needs to work together to resolve it and implement procedures to prevent it from recurring.

One of the biggest bug-bears of most people in business, I believe, is service professionals that over promise and under deliver, particularly in the early stages of a business relationship when they are trying hard to please or trying to win your business.  This is a major faux pas that most of us, if we are honest, have fallen foul of, so keep clients expectations manageable – and the easiest way to do this? – COMMUNICATE!

The information provided in this blog illustrates my opinions and experiences, it does not constitute advice and I do not accept responsibility for any actions taken or refrained from as a result of reading this post.

We all have personality traits that influence our ability to make choices in life.

Successful people generally think from a rational, positive viewpoint.  However, if they do not properly consider the emotional, creative or negative viewpoint, they may not be optimising their potential or more worryingly may resist change or underestimate the need for contingency planning.

Six thinking hats is a management tool created by Edward de Bono that helps individuals with in teams to look at decisions from different perspectives.  Each hat represents a personality trait or viewpoint.

I’ll explain how it works with an example.  Imagine I am the MD of a manufacturing company and am considering stopping production of one of the products because it is failing to generate sufficient profits.

Wearing the white hat is my personal favourite; it brings out the accountant in me!  I review the data, analyse trends and look for gaps in the information that may lead to an incorrect decision.

Then I put on the red hat and think from my heart.  My intuition kicks in, playing against the facts, telling me to continue with the product and ride the storm.

The black hat makes me consider the options available very cautiously and highlights the weaknesses in the data.  What about the cost of redundancies?  What about our market position?  How will the rest of the business cope with the changes?

The blue hat steps in before things get too gloomy.  He controls the process and steers the group of thoughts towards a decision everyone is comfortable with.  He asks the yellow hat for an opinion.

Full of optimism the yellow hat focuses on the future.  Rather than look at historical data he has drawn up projected figures and suggests that should the line close the staff could be re-allocated, increasing production of a more profitable product.

Finally the green hat shakes things up with a few creative solutions to the problem.  He asks is the product a loss leader?  Would the product benefit from re-branding and a marketing campaign?  Have we reviewed our control systems to look for ways to make the product profitable?

Blue Hat asks black and yellow for their opinions on the new suggestions and so the process continues.

By wearing the six hats in turn, I have considered more than the numeric facts and hopefully will reach an informed decision that the team will embrace.

Conclusion

The key to this fairly simple technique does not lie in your ability to remember what colour hat represents which trait, but to learn to consider all of the different viewpoints.

We are all prone to thinking in a particular way, but is that the right way?

I challenge you to use it to your advantage, I believe you will become a more successful and considerate leader if you practice this technique.  What hat are you wearing today?

The information provided in this blog illustrates my opinions and experiences, it does not constitute advice and I do not accept responsibility for any actions taken or refrained from as a result of reading this post.

Forms and more forms, rules and regulations, sign here, don’t forget this, do that…

Entrepreneurs are often discouraged by the bewildering amount of bureaucracy and problems which they come up against.  But with a simple checklist of tasks and a little support, your small business could be up and running in no time.

Do I need an accountant?

It is not essential, but advisable.  An accountant will have the specialist knowledge and experience to assist your business, help you make decisions about the future and relieve you of most of the administrative burden associated with being self-employed; enabling you to devote more time to developing your business and earn that all important cash.

If you are going to engage an accountant it is essential that you involve them from the outset.  Decisions taken at the early stages can affect your business for many years to come.  For example, they can advise you on the best structure for your business and how to deal with other people that have a stake in your business.  (I will deal with some of these points in a future ‘accountancy’ post)

How do I find an accountant?

There are many ways to source professional services, but the key is to find someone you can trust and can work with.  You may be discussing sensitive issues so you need to be comfortable communicating with them.  Ask other business people for recommendations and introductions or attend networking events where you have the opportunity to speak to a potential adviser and find out whether they suit you and your business. Check that they are qualified, as this will ensure the quality of their services is regularly monitored.     Look no further! www.georgehay.co.uk

—————————————————————————

Assuming you plan to operate a sole trader, here are a few pointers for you to consider.

• Inform H M Revenue and Customs

You must inform the Tax Office that you are operating a business as a self-employed person so that  a ‘self-assessment record’ can be created. This will ensure you are issued with a Tax Return

You will also pay Class 2 National Insurance.  This ensures you are paying enough NIC to keep a continuous record should you need to claim benefits or a state pension in the future.  

If your household income is low, also ask them for tax credits application pack.

• Open a business bank account

It is important to open a business bank account, not only will your bank be disgruntled if you continue to use your personal banking facilities for business, it will be difficult to segregate business transactions from personal, which may lead to complications later.  Shop around for the best deals, most high street banks offer free business banking for the first year for start-ups and don’t forget to build a relationship with your business bank manager, they have a lot of business experience to share with you.

• Keep adequate records

You do not have to be a trained bookkeeper to maintain adequate business records; however failure to do so could make life very difficult if H M Revenue and Customs randomly pick your business for an enquiry as you will be unable to substantiate the amounts you have declared. In fact, you may find that you are not claiming relief for all that you are entitled if you do not have a clear record of your transactions.

• VAT Registration

If your turnover exceeds the registration limit in any rolling twelve month period, registration is compulsory.  Until then, the decision whether to voluntarily register is dependant on your customers.  Generally, if they are registered, you may as well be.

• Taxation

The tax year runs to 5^th April.  Soon after this date you will receive a Tax Return.  You may need professional assistance with completing this, but if the business is very small and you have kept adequate records, it is fairly straight forward so should not cost you an arm and a leg!  This form must be completed and submitted to H M Revenue and Customs by the following 31^st January.  If you are not completing the form online, it must be submitted 31st October. The Tax Office will calculate your liabilities for you, before they fall due on 31^st January.

• Business Support

There are many sources of business support for small businesses.  Search on the internet for local networking organisations, where you will find like minded individuals who are experiencing similar anxieties as you.  You may also find these networks are a valuable source of contacts for developing your business.

Find out if you have an Enterprise Agency or Business Link in your area.  These supply consultancy and workshops at heavily subsidised rates.

Ask your professional advisers, such as your accountant or bank manager, if they don’t know the answer, they should know some one who does.

•  Business insurance

Can be an expensive overhead for a new business, but needs to be considered carefully.

• Think positively

You are only as good as you believe you are….

The information provided in this blog illustrates my opinions and experiences, it does not constitute advice and I do not accept responsibility for any actions taken or refrained from as a result of reading this post.