This is the time of year when you are likely to receive two phases of emails, tweets and blog postings. Phase one (roundabout now) provides a handy list of the business tasks you can do whilst relatively undisturbed or less hectic with meetings. Phase two happens throughout January, and it includes 101 benefits and uses of setting goals and targets for the forthcoming year.

I would like to suggest an alternative to lining up these recommendations, lists and tasks – PAUSE AND LOOK AROUND YOU.

But I love my business

Most of us who run a business do. We have all heard some people in business saying “it’s not really a job, I would do it anyway”, and that may apply to you.

My invitation is to be really honest with yourself and become very aware of the things that you would love to do if your business disappeared for a month without any harm. If you need a help starting your awareness, try exploring the headings of leisure, sport, health, family, friends, your community.

What do I do?

Carry a notebook and pen (electronic stuff tends to have close work links so can be distracting), and as you spend more time thinking about non-business life, jot down the new things that you start to notice. Maybe “call old frinds2, “take a walk”, “read a book”, “try a new recipe”. You will gradually rediscover the activities you used to enjoy when you spent less time on the business.

Even better, instead of writing notes just get up and enjoy the reading, chatting, running or tasting.

What if I have a good business idea?

Well, make a note of it but resist the temptation to dash to the computer and act further. The idea will not get lost – just dealt with after your break.

What will the result be?

Strangely enough, this may take you back to the times of a junior employee – when a day off was a day off, a holiday was just that.

You may not start 2012 with goals or marketing plans, but you may just rediscover the reasons you do what you do and remind yourself what success actually means. That is worth quite a lot.

Whatever your faith or traditions, enjoy the festive break!

The word ‘failure’ can be very emotive, and in a business context can be quite debilitating. I was recently asked to do a short workshop of about 45 minutes on the subject of failure and thought that I would share it with you.

Aims of the ‘failure’ workshop

• to explore what the word means to you
• to discover your current strategy for failing
• to leave with a modified strategy that may be more effective

The workshop runs in two sections – the ‘process’ part and the emotional / human part.

Take a minute and to yourself what the subject of failure triggers in your mind, and what failure means to you. Is it ever useful? Is it emotional? Is it alien as a concept? Our group came up with a board full of words, almost all related to emotion rather than pure fact or logic. The factual words we got were ‘outcome’ and ‘goals’.

Perhaps if we had to come up with an emotion-free definition of failure it may be:

’something that results in an outcome that you did not want, and / or does not result in the outcome that you wanted.’

Setting good outcomes or goals

We discussed a number of formulae for setting good outcomes or goals and, without exploring each one in detail, wondered if we could emphasise two components and also add two more steps to most of the models.

It’s worth emphasising:

• evidence – make sure that you know what success will look like to avoid a false perception of lack of success
• control – be very aware of what you have control over before setting a definite goal. If there is something significant that you cannot control, it is unrealistic to expect success all of the time.

What we could add:

• acceptable tolerances – they exist in engineering, so why do other business settings get encouraged to pin everything down to a specific value rather than an acceptable range?
• potential side-effects or by-products. Often if an outcome is not achieved there is consolation in the form of lessons learned or other benefits. Why not consider there in advance so that their existence is seen more as  as benefit than spin for something going wrong?

The overall recommendation is to avoid being so specific in your original aims that success or failure balances on a knife edge. This reduces underlying stress and the burst of disappointment, which dissipates as the events fit into perspective.

Reflecting on how we would approach something which could go wrong, we noticed what a more flexible and realistic approach to setting goals could be like.

This ended the ‘process’ part of the workshop.

Emotional reaction to failure

We started the part of the workshop that deals with individual reactions by considering how we would coach a colleague or client through a setback or failure. With that in mind, we contrasted it with the way that we reflect on our own setbacks, and in general found that we offered others more understanding and tolerance than ourselves – even though we were not being insincere or condescending to them.

One of the most common emotions expressed was fear about what might happen, and we will probably follow-up with a workshop on this, because fear of the new or unknown can definitely rectrict business growth and personal development.

For now, the lesson was to treat ourselves at least as well as we do our colleagues to get a more useful reaction to setbacks.

The new strategy

Having gained an appreciation of some practical elements of our processes and some more helpful insights into our own reactions it was time to consider an amended way of approaching important tasks. The steps we considered follow – you can of course expand and fill in stages that you personally find useful:

• set appropriate goals that you have control over and which make it clear what will have been achieved
  • add acceptable tolerances to some of the figures
  • add a ‘bail-out’ condition, i.e. if things are not working, when is it wise and acceptable to stop
  • be aware of any useful side-effects (including learning and improving) that add to the overall value of the experience
• monitor your progress
• review both planned and unplanned benefits and setbacks
• reconsider your tolerances in the light of your experience – you can probably tighten them a little for next time

Summary

The concept of failure is such a personal that I can’t give a definitive guide in a manageable blog post or even a group workshop. However, here are some of the key points that people found useful:

• with practise you can replace the word ‘failure’ with more useful ones or focus only on the learning points. This can be useful as long as you appreciate that for many people failure is a real word that triggers real emotions which need to be considered. The well-worn phrase ‘there is no failure, only feedback’ is valid only if it is sincere and acknowledges personal disappointment or frustrations
• there is a scale between ’success’ and ‘failure’, with many useful outcomes in between
• setting useful goals is vital – both to know when you have achieved something and to be aware of what lies along the scale towards total success. Goals can include tolerances, acceptable lessons and the odd surprise
• the concept of tolerance is not a cop-out. Sometimes second and third place are OK when they lead to first
• business involves people and people have emotions. It takes skill and practice to work with both emotion and logic, and it is key to recognise which one is influencing the decision process at any one time

So, enjoy tweaking the way that you go about things in order to recognise how far towards the success line your actions are. Failure will still exist, but it may be a place that you are aware of rather than frightened of, and one which you rarely visit.

A couple of times I have recently got involved in helping people make the most of their opportunities at events or exhibitions, and someone suggested that I put up a few hints for anyone planning to do a demonstration or have a stand. The notes below are just a short taster of the thought process that can really give you results.

How do I choose the right exhibition to attend?

It can be so tempting and flattering when you are invited to attend or exhibit at a show – with privilege tickets, a guaranteed audience, early discount or other carrot. So always do a bit of research to find out and decide:

• who typically attends
• what competition will be there
• do people visit the event to sell or buy
• what do you expect your time and money to get you?

What resources do I need?

To some extent, that depends on the answer above – what your aim is. Do you want people to take a sample, book an appointment, experience your product or style of presentation?

If you want people to stop to talk with you then make sure that you have some refreshments ready and space where you can talk undisturbed. All too often people are geared up to give away leaflets and samples but have not planned to help anyone who is really interested. Always have a diary and plenty of business cards, but avoid thinking that success means how many cards you have given out.

Who should be on a stand?

If you are just attending an event, then people on the stand need not necessarily be the subject experts, but they should know what your business or organisation does and does not do. As a minimum they should be able to:

• make a visitor at ease
• enquire what the visitor wants and be able to understand their answer
• explain what your organisation does WITH RESPECT TO the visitor’s needs
• be able to get them time with the ‘expert’ e.g. book a time for them to chat now or later
• be able to take detail and make an appointment for a follow-up discussion
• know when to stop talking and let the visitor think!

Be very aware of the keen helper, who loves what you do but cannot explain it in simple terms or relate it to a visitor’s needs. Equally, a keen helper who is not an expert can provide a good welcome and act as a very good triage system to make you as effective as you can be.

What should I give away?

Basically, something that will remind people of you and which they will not take purely for the sake of it. For example, sweets and pens disappear rapidly but have little benefit to you. Ensure that anything you give out is asked for rather than thrust into people’s hands, and it must contain your contact details and ideally a hint of what you do.

What about doing a demonstration?

In crude terms, do a demo or presentation either when people would not understand what you do from a description, or if they need to see you do it in order to spot the difference from your competition. So a presentation should fit the audience needs, not be a sales pitch. And a free taster session should educate the recipient about you, not just give them something for nothing.

A golden rule is that when you want to demonstrate your skills and not all of the audience can interact, you must have helpers on hand to give people some sort of commentary. Very often an expert can be doing great things and getting a lot of interest, but their helpers cannot capitalise on it by highlighting some of the special bits that they have done to the visitor standing next to them.

Keep your demonstration relatively short (it is not a free training session after all), so that people who found it engaging can speak to you within a very short time and take it forwards. If your slot is too long, they may hang on until you stop but then dash to look at the rest of the show.

Summary

• know what you want to achieve
• aim to provide a useful and memorable experience, not a sale to every visitor
• give away things for a reason
• have enough help on hand
• ensure your help is fully briefed
• even if your aims are low key, be prepared for a flood of enquiries
• make sure that ‘experts’ are regularly on hand to deal with the post-demo interest
• make the demo useful, and leave them wanting more!

I hope that you have found a few pointers, and remember that each bullet point is a subject in itself. Have fun!

Today I had one of the occasions which anyone in the coaching world loves – an invitation to the opening of a new business, them launching a new product or a new product or service.

This time the invite came form Caz and Dave, who run the Two Hoots campsite near Alresford in Hampshire. They were opening their new camping pods, washing block and kitchen area.

Having had the vision when they acquired the campsite, they have been working on the plans for well over a year. I helped them with their business planning and finances, which benefited hugely from the support of a LEADER grant from the Fieldfare area. All credit to the Fieldfare team, especially Ken Brown and Eloise Appleby for their support in making this happen.

What now? Well, with bookings ahead of the budget and superb facilities, Caz and Dave will be working on the presence of Two Hoots campsite in a many places as possible, and of course making sure that their visitors get the best experience from their stay. I wish them the very best in building on their success so far.

Find the site at www.twohootscampsite.co.uk.

Tomorrow I’m leading a short session for a local group (http://www.linkedin.com/groups?mostPopular=&gid=2040411) under the broad heading of failure. Far from making it a  downbeat session. we will be exploring:

• how we apply the f-word differently to ourselves than those we may be with (sometimes more critical, sometimes more tolerant)
• how we can prevent the real failures (e.g. when no lessons get learned)
• how we can spot things early
• how we can remember to apply good coaching skills to ourselves

Preparation? Well, between now and tomorrow morning you might like to bear in mind a recent event which looked like a failure but had a very silver lining.

I’ll write up how it went, and also produce a quick handout as well.

Following on from last week’s announcement about Prince William and Kate, a few employers might be concerned about their obligations regarding a bank holiday, if one were announced.

I welcome views on this, because there is a mixture of both moral and business issues.

Employers and Bank Holidays

This is where the legal position should be clear. Employees are not automatically entitled to take off bank holidays with full pay – it depends what is in their contract. Employment law gives a right to a minimum amount of holiday, but does allow flexibility about when this is taken. So if you are an employer, you need to follow what is in the contract, what is normally done (‘custom and practice) and consider whether future contracts should have something different in them. It may be that the time off will be taken against annual holiday, or is unpaid.

As an employee the situation is just the same – you are bound by your contract and need to clarify things if an new bank holiday were announced, in case you assume that you can just not turn up that day.

Employer’s moral obligations

Whatever provisions are in your employee contracts, you need to consider how your employees might react to any decision that you make.

• would they consider time off an undisputed right?
• would there be co-operation if your business had to remain open?
• would some who are less keen on royalty want to choose a different day off in principle?

and many other responses …

So, in order to react quickly to an announcement, check out your employment contracts. If you need to, contact ACAS (link for leaflet about holiday pay here) or your HR expert for their view. When you know your legal position, decide on your stance in line with your management style.