Know your range to achieve it

“A person who aims at nothing is sure to hit it” – Anon

There is no doubt that all of us need to aim within our range but it’s also true that we need to fulfil our true potential by improving constantly and aiming at the highest standards.

Ordinary people achieve extra ordinary things by having the right attitude and approach to personal goals.

It’s not enough just to set a goal. We need to have a plan that takes us to our destination.

Thomas Edison said that “Genius is one per cent inspiration and ninety-nine per cent perspiration”.

What stops us achieving genius then if we are ready to work hard?

It takes time and William Jennings Bryan gave food for thought when saying “Destiny is no matter of chance – It is a matter of choice”.

You cannot achieve anything unless you have belief or faith.

That includes not allowing negative attitudes of others to limit us.

Knowledge leads to wisdom and so learning is a vital part of our journey.

Wise choices always produce best results.

That does not mean we will not make mistakes but when the lesson is not lost on us we become stronger.

If there is one quality that seems lacking in business at times its humility.

Whatever we achieve is just part of the longer journey.

Thinking too much of ourselves can only lead to a fall and small steps are as important as big steps.

Moving forward is the simple principle of everything we do.

Continuity in business is vital because it defines the leadership on show.

Being part of a crowd takes us to the same place.

Good leadership can be lonely but you need to follow an accurate map to find your way.

Set the standard for others by being innovative and creative, forming a vision that others fail to recognise.

Time is valuable so use it well.

Find a life balance that works.

Loving what you do and loving those you do it for is a great driving force to steady your aim and hit the bull’s eye.

Your work is a "Portrait of You"

“I can’t always succeed but I can deserve to”.

These words were spoken by Jonny Wilkinson, one of the World’s most accomplished and respected sporting figures.

He went on to say that “preparation is power”.

In any form of life but especially in business a strong work ethic carries us a long way.

Jonny genuinely believes that the harder he worked the more likely he was to succeed.

He never wanted to be famous but simply to play rugby because that was what he loved.

He has always been a gifted player but dedication played a huge part in the outcomes.

He saw his work as a “portrait of himself”.

He understood the point made by Joshua J Marine in his career: “Challenges are what make life interesting but overcoming them is what makes life meaningful”.

When he got knocked down he got straight back up again.

He recognised too that setbacks help to shape a winning team.

Sport often teaches overlapping lessons for those choosing business as a career.

Identifying with the truth of Jonnys approach may help us to reach the peak of our own career but never forget that being happy to do what we love finds its own satisfaction.

"Brothers in Arms" - Literally

Up to the age of ten I felt my life was like Huckleberry Finn, free to have adventures without my parents paying too much interest and then, in the early hours of January 13^th I became aware of something happening in our house.

I was woken by voices and activity and my auntie coming in to tell me not to be worried.

When someone tells you not to worry, even as a child, you know something big is happening.

After a gap my auntie returned and asked “would you like to come and meet your brother?”

Now, up to this point, I knew nothing about an impending brother but what was about to begin was a remarkable journey.

If you suffer from Insomnia you can read a little of our family at:

http://dcarpenter1.blogspot.co.uk/2012/06/book-on-social-comment-that-can-only-be.html

Our sense of humour became a hallmark of our personality.

Where adversity showed itself we pressed on, firm in the knowledge that together we could overcome any odds.

Though we originated in the Midlands we soon moved to Manchester and I have forever referred to him as a “Mancunian”.

He loves people and they love him back. He calls it “natural charm”!

He becomes the life and soul of any room and from one meeting I constantly get questions of “when’s your Mike coming up again?”

Life for us was filled with the laughter we created but we never laughed at others, only with them.

If I have been half as loving, loyal and devoted to him as he has me I will be grateful and have accomplished a good thing.

We never had sibling rivalry. Ours was the “Musketeer” approach to life, all for one and one for all.

I mention this only because I want to record the remarkable and unique relationship we have continued to share, because of the circumstances thrust upon us.

We had to learn from an early age how to survive and we developed a positive spirit when facing adversity.

It has served us both well.

It’s Important, to my mind at least, to develop character that will enable you to live through the Inevitable storms that fall upon us all from time to time.

For Mike, now more than ever, that quality remains a strength.

After years of pondering what was hindering his health we finally know he is dealing with Pompei disease.

Just like you right now, we all asked “whatever is that?”

It’s very uncommon and results in muscle wasting.

Think Muscular Dystrophy and you will understand the disabling Impact.

I can only imagine the frustrations it brings when your life has been strong and active.

If mental strength matters, this disease will find Mike a strong opponent in the challenges ahead.

Six hours of treatment in one day every week for life will help slow the effects.

My image of Mike now is the laughter he will bring to the medical staff, never once feeling sorry for himself.

We developed a code of courage from being very young and I celebrate my brother as an example of perseverance and positive spirit.

In him and many others facing adversity we see “real” life that gives us perspective.

It seems we will be dusting down our “Musketeer” uniforms again.

They may need letting out though - His more than mine of course!

Unity through “adhering to what’s written” has saving value

I recognise that a “rebel in the camp” can work one of two ways and the determining factor is “motivation”.

Such an attitude can create disharmony or if it’s based on standing up for integrity, it has positive power.

No-one ever agrees on everything and this can be beneficial when it’s done respectfully.

Some of my best friendships have been formed with those who express a concern based on principle and not for self interest.

We all like strong people who are willing to point out faults in an idea or action.

The objective in a business is harmony and it can be disturbed by those who only trust their own thinking.

Let me illustrate:

I should say this is based on a true story.

A passenger aircraft at 36,000 feet suddenly had all four engines struggling, only to shut down completely.

At this height they knew they could glide a certain number of miles, which would fall short of any airport suitable for landing.

Efforts to re-fire the engines failed.

The manufacturer’s manual said the plane needed to dive steeply to 28,000 feet if the engines were to fire again.

The dilemma was that if it failed and height was lost they could not rise above mountains on their flight path.

There were two choices.

Dive or maintain their height? Both relied on faith and hope.

What did the crew in the cockpit decide?

They relied on the “written word” of the manufacturer and not human instinct.

They began to dive and at 28,000 feet engaged the engines.

Engines 2,3 and 4 failed.

Only engine 1 re-engaged but to great relief!

The type of aircraft involved is able to fly on one engine and the destination was reached with no serious incident.

263 passengers arrived late but safely.

Ash from a volcano was found to have entered the engines.

It had not been seen on the radar and so was impossible to diagnose.

The crew referred to the “manual” and trusted the guidance written.

Companies have written rules, guidelines and principles too.

They are for a purpose, to make us safe and create a harmonious consensus.

Our Board of Directors or our Boss may at times make decisions we don’t understand.

Expressing our concerns properly is fine but those with key responsibilities are the ones with the big picture and there are times we need to trust them to act in line with the “manual” when difficulties arise.

Nothing works when people refuse to co-operate.

Most things in life have happened in the past and those with experience have been trained to deal with them, writing a manual for such events to ensure quick, but relevant actions.

We may never even notice but we can be sure that being reasonable and calm in our dealings, we adhere to a well tried and tested approach to success.

Be strong but also ready to yield when greater experience can be trusted.

A “Rudderless” approach to business drifts to nowhere

A company that denies the value of a marketing plan is entirely rudderless.

Would a football club succeed without a quality Coach?

I can say with some authority that those without a marketing plan fail more frequently than those with one.

Any good Managing Director should insist on one.

The company’s reputation, branding and growth depends heavily on strategic thinking and without a marketing plan in place you will simply drift, lack controls and leave the future to chance.

Even if you are doing well by ignoring marketing you would be shocked to find what you would have achieved by having one.

Investing zero in marketing will produce zero return.

Investing something wisely will pay for itself and add to your gains.

Good management is vital to any company and you may immediately associate a rudderless company as without such skills.

A rudder enables control of direction of course but my point actually relates to marketing

The balance of both sales and marketing working together is the key to best success.

One reinforces the other and doubles the impact.

To many, marketing is a mystery.

That’s because, intelligent as they are, they are not a marketer.

What you communicate and how you communicate it, has power.

Even more important is the need to be effective, ensuring you convey the important facts that set you apart from others.

Just by looking at a website, I can anticipate strength or weakness in understanding this vital subject.

Some are so awful I wonder how a Managing Director would explain such a breakdown in understanding.

In years gone by your receptionist was first impression but now they are the second experience to make an impression for you.

Have you looked at your website recently?

When was the last time it was refreshed?

People come back to see what’s new.

With no new story or information your company appears stagnant.

The lesson is this:

Marketing is hugely cost effective when done properly.

If that’s not your experience you have the wrong person acting for you.

Don’t assume anyone can do it.

The good results testify to having the right marketer.

Using the Chartered Institute of Marketing you can invest in your staff developing new skills.

Investing in knowledge always brings a return.

Build for the future if you want to enjoy one.

Think beyond yourself to maximise your BEST influence

In any lifetime we all see a change in culture, not always for the best but it demands we be adaptable to change.

In differing degrees society has always had a “me first” approach to life but it seems, to me at least, that in 2013 we see a great deal of the “what’s in it for me” approach to life.

For some people, having to put others first would disable them!

John Ruskin summed it up well when saying “When a Man is wrapped up in himself he becomes a very small parcel”.

In fact such a man has a very small mind and a common symptom might be a very large ego.

Such people will never lay down any roots since they can only commit to themselves.

They have a narrow, distorted view of life where others must lose for them to win.

It’s devoid of the reality that when we all help each other, everyone wins.

It’s one of the reasons we have an unequal society.

For varying reasons everyone cannot always achieve the same as another – but what I challenge here is that there is no excuse for anyone opting out of helping and encouraging others to fulfil their potential.

So heres a question for all of us.

When was the last time we did something in someone else’s interests when we knew that nothing of consequence would result for us?

Hopefully we won’t struggle with the answer but of course the reward should be the satisfaction of giving freely to achieve something good.

Some people will do things to please the Boss but never for colleagues.

They are Influence seekers but poor associates and team players.

Some do well regardless though because it’s an accepted culture to be selfish but self reliance weakens us. No man or woman is an Island.

Ever had a Boss who was nothing short of useless when promoted?

They exist but time isolates them and when real accountability arrives...they fall.

What we have learned was given to us through others.

It places an obligation on us to share with others.

If we are neither a sharer or carer we will become obsolete.

What are we building that testifies to us being skilful?

To have talent and limit its influence is to show no talent at all.

It’s a privilege to help others and even though it takes time and effort it will always have its rewards.

Not being able to think beyond ourselves raises serious questions about our makeup.

It limits all levels of relationships in which selfishness will deprive us of the best experiences.

Maybe we can at least reflect and find a way to support others more.

When we all do it – the results will be significant,

Follow the “Model” of Sir Alex Ferguson

There’s no doubting that the retirement of Sir Alex Ferguson at Manchester United FC has stirred huge reaction, predominantly positive.

No-one has earned a retirement more and is held in such high regard.

Looking closely at some of the lessons is useful for the Individual and also to any business.

The bond and expectation held for any member of the Manchester United Staff produced a unique outcome.

The management style was firm but fair and fused a “never say die” approach.

Failure was seen as a way to learn and success was used to illustrate the shared capability.

Many managers in business have failed to understand that their obligations extend to developing, nurturing and encouraging staff to fulfil their potential and recognise the need to perform at their very best within a team.

Sir Alex constantly said “remember the shirt you are wearing and be glad to have the man at the side of you working with you”.

Pride and respect produce an environment that works for everyone.

People of this mindset police themselves and root out any distracting behaviour.

The theme that “Together Everyone Achieves More” becomes a reality. 

Anyone who thinks they can achieve alone is doomed to failure.

Nothing can happen without engaging others and those who value others always achieve more.

There are many stories of Sir Alex of how, away from trumpets, he showed acts of kindness and support to others.

Even when exercising discipline his players understood the reasons.

Just as you discipline a child in love, they accept the lesson when you explain the reasons for it.

Yes, its likely Sir Alex is viewed as ruthless by some but if he was consistent in warning the outcomes of bad behaviour, any later actions were at least consistent with his word.

This actually leads to respect and makes people feel secure because it’s a leadership quality in which nothing is taken personally.

It’s said he never held a grudge with staff he disciplined, quickly putting his arm of reassurance around them and setting their aim high because they were in a place of learning that gave them the opportunity to excel in their career.

He knew they had to want the opportunity though.

Fierce loyalty to staff soon resonates as a glue to bind people together.

The business world can be fast and furious and it’s easy to lose sight of others and leave them behind. 

Every manager needs to find someone capable of carrying on their role and instil the qualities that have made the Company as good as they are.

You get a sense that Sir Alex fitted the mould of a father figure and his staff was his family.

It’s been a remarkable achievement where he never courted the media.

He believed in strong values of pulling together and sharing ups and downs but staying strong.

There are few managers in life that can create such widespread affection when retiring.

The truth is he is described as “unique and never to come again”....but if he is, the rest of us are failing in the leadership we are setting.

Will people care if we leave?

If so, we never made your mark and likely everything we did will now change.

Looking at ourselves honestly in a mirror can be deceiving.

We may not see what others see!

However successful we see ourselves the best measurement is how we developed and supported the talents of others.

That way, at least we leave something of value behind when we move on.

It’s a hugely rewarding feeling we can have pride in.

“Disposition” is a vital key to assessing staff capability

I met a newly appointed senior manager recently who was bringing his experience to his new Company.

It was his first week and he repeatedly expressed the view that “changes are the key”.

Of course it is entirely possible but it struck me as problematic to set a course that was so definite without assessment internally first.

It reminded me of a football team that was regularly changing managers only to create disruption.

The difficulty for me is that some people use “change” to look busy and competent.

It’s the old pencil behind the ear and clipboard in the hand.

It’s more important to do the right things for the right reasons, at the right time.

Another fear for me was raised on hearing “these are not my people and I will build my own team”.

The best managers are able to work with and develop existing staff and it begins by respecting the value of staff and taking them to a new level that they will enjoy and progress.

Will this situation work out?

 Time alone will tell but it reminded me of some aspects of recruitment that I have never been entirely at ease with.

I grew up with Personnel which has modernised to become Human Resources.

It ensures fairness and equality at Interviews but am I the only one that thinks it has lost something in the modern process.

Most Interviews are controlled where everyone gets the same questions and is assessed on the strength of answers.

They are so “text book” that recruiters can indicate the types of questions to prepare for and the best answers.

It’s become like taking an exam.

It’s like looking for a Stereotype, not a Prototype!

It’s become rather clinical but has lost the ability to establish a big key to success – a person’s “Disposition”.

Get a person’s disposition wrong and you increase the chances of disruption.

Whenever interviewing I look for feedback to add to what I already have.

Getting an opinion from Reception when they arrive and “engage” always helps.

Whoever collects them from reception and leads them to the boardroom is also a good guide.

Its additional information that helps to assess their “interaction” with people and reveals how they are likely to get on with people and represent your Company.

Never devalue this information because it’s a real life indicator to test what you get in the Interview.

I have been amazed and pleased over the years how the “balanced” disposition of some has achieved more than the confident academic achievements of others.

We all search for the “all rounder” but ignore their disposition at your peril.

Running to Finish the Race leads to success

The right people.....

With the right skills..

Doing the right jobs

On the surface it sounds straightforward and yet close scrutiny of many Companies leaves you wondering if the formula was ever evident?

Another prevailing problem is the lack of planning to develop the individual to succeed personally whilst being a good team player.

Nurturing people is seen by some as time consuming when faced with economic challenges.

Such thinking is narrow and failing to understand that in tough times a strong and motivated staff is what keeps you afloat.

When managers don’t fit the formula above it will never be possible to build the best foundations and good staff will move on when frustrated.

Imagine a capable member of staff able to reach the highest levels of skills in an endeavour to reach the pinnacle of their Industry being Ignored!

I recall in the 1980s and 1990s in the Chemical Industry that the very best of the Industry had previously spent a short period with one Company before moving on in frustration.

I imagined all of them staying together at that one Company and what you would have had was an unbeatable team.

Letting good people slip through your fingers because of not paying enough attention is very costly.

The worst offenders are those who fear competent colleagues because of their own insecurity.

It’s far better to ask “how long will it take you to be capable of doing my job?”

I want all my staff to progress to management and promise to make it achievable for them.

Yesterday was to learn but today is to progress and tomorrow is to achieve.

Finding those with the stamina to run the course is one thing but without pacing them and training them to finish the race - we fail in our obligations.

It’s time to “RATE” success of our Towns

Here in Barnsley our local authority can be congratulated on the level of industrial and retail premises available for use.

Success in business is encouraged.

Inevitably, as with other areas, take up is not 100% of available sites.

The big success highlighted here is bringing ASOS to Barnsley because of its ability to offer employment in a deprived area.

I can’t help wondering though what huge benefits they were offered that makes their location attractive for profits.

I also ponder the Towns ease at selling land for development of Supermarkets and the like.

Our retail and small Industry are being crippled by business rates that at times are hard to ponder in times of austerity.

ASOS and our large Supermarkets who have large premises will clearly have much lower business rates per square metre than a retail store in the Town.

Perhaps this is why our retail Industry is disappearing with more shops empty and boarded up.

When your rates are twice that of your rental costs it must be an Issue for Landlords too when trying to attract tenants.

Debenhams are coming in the future as part of our retail development.

To assume they are not being offered attractive terms would be naive.

I have no problem with this for accrued benefits that may come from it.

I do wonder though why the same flexible approach is not available to other premises in the Town to get them occupied.

The benefits are obvious and fill all the same arguments for some, albeit on a smaller scale.

They are nonetheless an important and vital part of our local economy.

Barnsley is good at Innovating support and this area of concern merits concern.

What we need is the even handed approach that is part of the Towns character – practiced by those who take the decisions.

Small Companies can succeed where Large ones fail

When we measure progress in business there’s a danger that we put quantity before quality.

High volume at low cost is right for some markets but the best place to be, in my opinion, is where quality enhances your reputation and your return becomes sustainable.

Quality usually means your competitors are less and your customers more loyal.

Selling to ten people with profit is better than selling to a hundred people for no profit!

Having surveyed thousands of people over the years all my data says 70% of people will buy quality where the benefits are justified.

Environmental issues, regulation and Health and Safety have created pressures to do things better, usually requiring Investment and changes in methods.

The key is to measure where you get your return on Investment.

Many Companies aim at a percentage return as a guide to success but this can be misleading.

40% of a £100 single unit is £40 but 25% of £1000 single unit is £250.

So the percentage is a poorer guide to actual pound notes and influence.

The deciding factor of choice is the market you are aiming at.

I spent a lot of time selling a tonne of product at £6000 when my competitors were selling an alternative at £400.

Our manufacturing cost was low making the return substantial.

The downside was that it took longer to sell, being more specialist, but the return justified the time.

We never lost a customer because once proven; there was always a reason to justify buying it again as a preferred choice.

I have always argued that sales people should create customers, not orders, because you can predict the outcomes more accurately.

A customer this month, lost next month, produces no stability in results.

Selling on price alone will see your vulnerability increase and your margins decrease.

If you sell £10 Million at a loss and others sell £1 Million at a profit, who will survive?

Every part of a business must be cost effective.

There must always be accountability to ensure these things are monitored.

Taking the risk out of business by doing what you are best at will provide a profit and a future.

A business is an operation but may show a need for a surgical “operation” too.

Staying alive sometimes means facing tough decisions.

Building your business through its different stages of success is crucial.

They are often categorised this way:

•         ‘Micro’ businesses:

–      Less than 10 employees (including Start-ups)

–      Less than £1M annual Turnover

–      Often less than three years in business

•         ‘Small’ businesses:

–      Between 10–50 employees

–      Greater than £1M annual Turnover

–      Usually established more than three years

•         ‘Medium’ or ‘established’ businesses:

–      Between 50–250 employees

–      Greater than £10M annual Turnover

–      Established more than five years

Whilst you may be judged on Turnover it’s far more important to measure your success by profits.

With this focus you will never forget the Importance of revenues.