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Growth starts with having the right attitude and the right mindset. In this video, I will share with you how you can nurture a growth mindset in your business 

What is a growth mindset?  

A growth mindset is a belief that we can develop our talents, abilities, and skills through dedication and hard work. 

How do we develop a growth mindset? 

As its name suggests, a growth mindset is a mindset of growth. It involves believing that we can grow, that we have control over our growth and development, and that if we work towards it, we can improve ourselves and be better.  

Remember the key words: belief, control, and development 

Where do we start? 

Experts believe that nurturing a growth mindset involves different sets of strategies. Here are three strategies you can start employing today to help you develop a growth mindset. 

  • Learn vicariously. 

Learning vicariously or learning via proxy means learning from the mistakes of others. Mistakes are teachable moments—use this as an opportunity to learn something new or to improve current processes. It would be a waste of resources if the lessons do not get shared to others.  

For example, if someone in your team makes a mistake, take this as an opportunity for everyone in the team to learn. Replace blame with curiosity and try to find out what caused the mistake and how this can be avoided in the future.  

What’s another way to learn vicariously? Read! In one of my previous video, I discuss how reading is a daily habit of Bill Gates and Warren Buffett. They do this to stay relevant and even become better business leaders in this ever changing world.  

  • Consider struggle as part of the process. 

Every expert started from the bottom. Struggling to master things is part of the process. Expect to struggle if you wish to grow. 

Take Michael Jordan for example. His career as a basketball superstar is best known for what did NOT happen in the beginning—he did not make it to his high school basketball varsity team. Instead, the coaches thought he was too small that they put him in junior varsity. 

This stung him so badly that he used this struggle as an opportunity to keep practising every day in school until he made varsity. He went his way to basketball stardom from there. 

Many times the fear of struggle is what causes us from trying new things. If we start accepting that we are all made to struggle and that this is part of the growth process, this will help calm our fear of trying new things, a key aspect of building a growth mindset. 

Don’t avoid struggle. Learn to embrace it. Try to control struggle by placing it in a context that you can control. If you want to learn how to do this, please reach out to me so that we can chat. 

  • Regard failure in a different light. 

Failure is necessary for success. Failure is an effective teacher.  

Failure is the time to apply extra effort to significantly improve your results. It’s OK to fail—and the best thing that you can do after failing is to understand what you can learn from it. And for a very successful entrepreneur like Jeff Bezos, founder, CEO and President of Amazon, failure is key to his billion dollar success. He famously said, “I’ve made billions of dollars of failures at Amazon.com.” 

The ability to learn from failures and past mistakes is a critical skill set that business owners need to master, as I discuss in a previous video

It is often said that growth happens outside of your comfort zone. And in this discomfort zone, there is a struggle. There is a failure. And that’s OK. It’s easy to aspire to become the world’s most successful entrepreneur, like Jeff Bezos—or even to aspire to succeed like Michael Jordan did as an athlete. But they didn’t start from the top. They worked from the bottom. Jeff Bezos started Amazon inside his garage, and Michael Jordan started in junior varsity. They both struggled, made a lot of mistakes along the way—but the most important thing that they did was to learn from their struggles and their mistakes, and used those lessons they learned to grow and become better. And that’s exactly what having a growth mindset means—embracing struggle and failure as part of the growth process.  

Do you struggle to come to terms with certain struggles or even failures in your business? Do you avoid growth and development opportunities because you are too busy or that you have too much to handle? If you can identify with those questions, please send me an email and let’s have a chat. 

If you are interested to know more about what a business has to go through when facing exponential growth, you can download the first chapter of the book, ”$20K to $20 Million in 2 Years” absolutely free here. The chapter talks about the differences between a good and a great business and puts out questions that make you consider how you can turn your business from good to great. 

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Great leaders motivate people. What do great leaders do repeatedly and consistently to motivate their team?

As leaders, we want motivated people to work in our teams because they’re productive and perform at their best.

Everyone is motivated by their ‘WHY’. Our ‘WHY’ explains why we do what we do. In a previous video (Understanding our WHY—and why that matters), I explored why entrepreneurs and business owners need to know and understand their ‘why’. The answer is because our purpose as business owners guides us on what we should do and how we should do it by providing a very good reason on why we should do it.

Employees are also motivated by their WHYs. The common advice is to lead employees in a way that aligns with their WHYs. This is important—because if we miss out in understanding what that WHY is, we run the risk of rolling out policies that, although well-intentioned, will run contrary to motivating people.

Let’s take a very well-intentioned attendance reward program that recognised and rewarded employees who came to work on time every single day for oneentire month, which I discussed in a previous video. On the flipside of this program was that if anyone came in tardy at any time during the month, they will not be eligible for this reward. At the end of the program, the company found that the policy became counterproductive. In fact, the company discovered that they lost 1.4% of daily productivity!

The problem with this program is that it tried to motivate people through an external motivating factor, like money, which they found out does not effectively motivate people. What gets people motivated instead are internal factors—which is essentially our WHYs or our PURPOSE.

So what should you do instead?

In another video, I discussed examples of policies designed to align with employees’ internal motivating factors. One company focused on providing employees with a reasonable amount of autonomy through reducing working hours. This, in turn, gave employees a greater sense of responsibility. Another policy focused on continually providing opportunities for professional development. It aligned with the employees’ desire to develop their skills.

These policies were designed through a significant course in time and suited the kind of business that the companies were involved in. These certainly require long-term planning prior to execution.

Perhaps the more pressing question for you is: what can I do consistently and repeatedly starting today so that I can build and nurture a team of motivated individuals?

Here are some practical tips to motivating people in your team that you can do on a regular basis.

  1. Be more engaged with people.

People, in general, appreciate it when other people take an interest in their well-being. They particularly appreciate it when they know that their bosses care for them and are working to provide support. Schedule time with your employees to check in on them regularly, whether weekly, fortnigthly or quarterly. Check on them—how are they doing? Do they have any issues that you need to address? In some organisations, top bosses schedule 15-minute catch up meetings with their subordinates at the end of the week to check up on their progress and general well-being.

  • Make it a habit to ask when an employee is facing a problem or challenge at work: what do you need to help you do your job better?

Often, the people who cause problems have the knowledge and ability to solve them. Many times, too, these problems can be resolved more quickly when employees are provided with some level of support by the organisation--perhaps tweaks in the process, provisions of additional resources, or designing better policies. But we can’t find solutions if we don’t understand the problem, and so it is always a good idea to ask.

  • Help employees find meaning and purpose in their work.

Not everyone will have the privilege of knowing and understanding their WHY—or even find meaning in their work. This is more common with people who perform repetitive tasks. To me, one of the best ways of motivating them is to make them understand how important their tasks are in the whole scheme of things.

Let’s say you have an employee who is responsible for filing boring paperwork. The task itself can be tedious, and repetition can make it boring. For some, menial tasks can be disheartening, and this can cause people to make mistakes. One of the best ways to motivate people to do this task is to make them understand the repercussions of sloppy work. What happens if he or she files an important document in the incorrect folder? What if that document is important and required by, say an important regulatory agency or a key client? And what if the document was urgently needed but could not be found merely because it was filed incorrectly?

When people understand how important their job is, it will be easier for them to understand how important it is for them to do it well.

  • Train! Training comes in many forms: formal training, mentoring, shadowing, or even cross-training in different departments. Find opportunities where employees are allowed to train and be trained.
  • Praise publicly, criticise privately.

No one is perfect and we’re all prone to make mistakes. Feedback is crucial so that we know whether we’re doing a good job or a bad one. The key to motivating employees is knowing how to provide feedback. Recognising employees publicly results in two things: (1) it provides feedback to that employee that the bosses see the good work, which motivates the employee to continue doing good work, and (2) it provides other employees with behaviour that they can model so that they, too, can be recognised.

On the other hand, providing negative feedback privately is also important because it provides the employee with an opportunity and a game plan to rectify his or her mistake. It is also an opportunity for you, as leader and business owner, to understand certain issues and concerns that contributed to this mistake—and provides you with an opportunity to correct it. It’s also a learning opportunity for both you and the employee to learn from this.

If you are interested to know more about what a business has to go through when facing exponential growth, you can download the first chapter of the book, ”$20K to $20 Million in 2 Years” absolutely free here. The chapter talks about the differences between a good and a great business and puts out questions that make you consider how you can turn your business from good to great.

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While the global pandemic has disrupted economies and industries around the world, many small businesses are fighting back by pivoting and creating disruptions in their own market. What emerges are inspirational and admirable examples of how businesses can respond to challenges that are outside of their control.

In this video, I talk about three small businesses, how they pivoted and adjusted their businesses, and how they took advantage of the changing needs in their respective markets during the Covid-19 pandemic.

The global health crisis has brought about sweeping changes in how we work, where we eat, where we go, and how we go about our daily lives. While many have been negatively impacted by the pandemic, there are some businesses who have been able to turn things around and make the best out of this situation.

This is exactly what three businesses—Single O, Walks, and Education Perfect—did. In what is now known as a #covidpivot, these businesses have been able to create a new business model, a new product, and a new market for their business, respectively.

New business model: Single O

Founded in 2003, this café based in Sydney serves customers with ethically sourced coffee. Before the global pandemic, they operated three cafes, a stall at a local farmer’s market, an overseas branch in Tokyo, and also a thriving wholesale business.

When social distancing restrictions were imposed, they immediately switched to a takeaway model. More notably, within 48 hours, they created a special blend they called “Stimulus,” which was meant to give people a “caffeine hit and a boost in productivity” because they wanted to bring something uplifting to an otherwise difficult situation.

They didn’t stop there. They added a pantry that sells like butter, eggs, and flour because they knew that supply of these essentials would become an issue. They also started making restaurant-quality ready-made meals; vacuum packed for people to enjoy at home.

They also partnered with their wholesale customers in a program they called “Kickback,” where their customers earned 30% in coffee credit if they ordered directly from them, thereby creating an incentive for customers to come back and order from them again and again. They also launched “Parachutes,” ready-to-go, single use bag of coffee grounds. They’ve also partnered with new businesses and hosted brewing masterclasses on Instagram.

They are still innovating. They are redesigning the café customer experience for the post-covid new normal. This includes, among others in their pipeline, the world’s first self-service batch brew tap system.

New product: Walk’s Tours from Home

Founded in 2009, Walks is a tour company that offers walking tours of cities in Europe and the USA.

The travel and tourism industry is one of the worst-hit industries in the world. To support Walk’s guides, to keep their customer base engaged, and to nurture brand awareness, the company launched Tours from Home, a virtual city walking tour where guides, chefs, and storytellers engage their customers in the comfort of their homes.

According to their website, these special “Tours from Home” feature limited time only content covering topical, provocative, and fascinating subjects not generally covered on existing Walks tours. While these tours provide an entirely different experience, these provide measures to help keep the company afloat, support their partners, and continue to engage their customers.

New market: Education Perfect

Based in New Zealand and with offices in Australia, United Kingdom, United States, and Singapore, Education Perfect is an education platform that claims to “enable transformative learning and learning experiences for lifelong learners.” They offer education platforms for home, school, and work.

As schools physically shut down across the world and learning moved to the home, Education Perfect grabbed the opportunity to push its platform to new markets. They offered free licenses for institutions in Asia at the beginning of the outbreak, which they allowed  schools to use until May. They expanded their offering worldwide as more countries were forced to lockdown and keep people home.

In the process, they were able to sign up more than half a million users in over 100 countries.

Single O Café, Walk’s Tours from Home, and Education Perfect are just some of the many businesses around the world that have adapted in response to measures introduced during the pandemic. This is by no means an exhaustive list of business models that have emerged. Do you know of other businesses who have successfully pivoted? I would love to hear these stories, send me an email, and let’s chat.

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Some teams work in-house. Some teams work from home. As more companies are creating policies and measures to respond to the current global pandemic and its residual effects, which experts predict to linger for at least two more years, workplaces will look very different from today.

In this video, we explore how you can boost employee morale when you have in-house and remote teams working with and for you in this ever-changing workplace.

The sweeping changes brought by the coronavirus pandemic will affect the workforce in various ways, and this includes employee morale. Many workers have been encouraged to work from home to lower the risk of coronavirus spread. Some companies, such as Facebook, Square and Google, have started putting infrastructure in play to enable some of its workforces to work from home in the long term, or even permanently.

Telecommuting or working remotely is not an entirely new concept as it has existed to some degree for a few decades now. However, the events in recent years, such as globalisation and the emergence of certain risks, such as the coronavirus pandemic, combined with shifts in modern technology and demands for greater workplace flexibility has made remote work more familiar and accessible to more workers.

While remote work has its advantages, particularly in providing workers greater autonomy and flexibility in how and where they work, it also has its downside. Health experts monitoring the effects of increased remote work during the global pandemic reports that mental health issues are surging.

And then there is also the issue of how remote work is viewed by in-house workers who have not experienced working remotely. There is a certain stigma with remote work—some people may think those who work from home, work less to watch Netflix more or take excursions to the mall or the beach more often.

Well, if you’ve ever tried working from home, you know that this is far from the case. In fact, more studies show that people who work from home suffer from anxiety and stress precisely because they work longer hours.

If you’re a business which keeps a mix of remote and in-house workers, this becomes a pressing issue because this affects overall employee morale, and consequently, employee productivity. So how do you motivate your team and boost team morale when your team is a mix of remote and in-house workers?

Here are three key factors:

(1) Keep deliverables and policies clear.

First things first, determine how employees will be evaluated.

Employees are appraised based on whether they show up at work or not. In the traditional workplace, this is measured by their physical presence at work and the number of hours they spend working. Did they show up today? Did they work the full 8 hours?

In remote teams, measures are not as straightforward. While there is software that may allow you to measure whether a remote worker is working on their desktop at particular times of the day, this seems rather counterintuitive to why we allow remote work to begin with, which is to provide greater autonomy and flexibility. In my previous video, How to motivate employees the right way, I explored how cutting the number of work hours to provide employees with a greater (but reasonable) amount of autonomy motivates employees and results in greater productivity.

As work shifts in-house to remote locations, measures of productivity should shift, too. And these measures should apply to both in-house and remote teams. The focus, then, should be on output,  creating and enforcing policies that enable and encourages workers to focus on delivery. Did they do the work that they were supposed? Where they able to accomplish the work?

But what if workers are required to “show up” to work at specific hours of the day? What if the type of work requires teams to chat with or deal with customers at particular hours of the day? How do we, as a business, handle that?

Here’s an example of a business whose employees all work remotely but “show up” for work at pre-determined times of the day: Mountain Bikes Direct. In a previous video, I discuss how they keep their team motivated despite all of them working remotely from different parts of the world. The key to this productivity is being clear about what is expected from each team member. Being fair to everyone is an important factor that determines employee morale.

(2) Stay in contact.

Promote a positive, inclusive culture by setting up regular catch up meetings, where both in-house and remote team members are present.

The catch-up meetings can be a venue to update the team about the state of current projects or a venue to elicit help from each other to fix issues. Alternatively, these can be informal virtual coffee or cocktail meetings (depending on the profile of your team) for people to just catch up and share stories to nurture team bonding.

Aside from these catch-up meetings, businesses should also define how employees can report challenges or issues with work specific to them. Determine a communication plan with clear channels for escalation.

What if a remote worker experiences connectivity issues in the middle of critical work? Where should he or she report this issue, and how should he or she proceed? Or, what if an in-house worker needs to reach a remote team at hours outside of operations for a critical issue? Or, what if an employee, whether in-house or remote, suddenly needs to take a day off for personal reason?

(3) Keep health checks and policies in place.

Experts say that the global pandemic will change the way we work. Remember your team member who would report to work even if they are sick just because work needs to be done? We used to measure worker diligence and commitment based on what an employee is willing to sacrifice just to get to work done. It was normal to see a sick person report to work because things needed to get done.

Not anymore.

These “norms” should soon change—and as leaders and business owners, it’s our responsibility to keep everyone safe and healthy. There is a need to revise health policies, particularly policies on when employees should not report to work due to particular illnesses. The new policies and norms should also include measures that address employee mental health, particularly to remote employees who are more susceptible to loneliness isolation, anxiety, and even depression.

People are driven by their purpose. They are motivated to work when they see that their work contributes towards this purpose. They are also motivated when there is fairness when policies are equally enforced so that good work is recognised and offences are corrected.

If you are interested to know more about what a business has to go through when facing exponential growth, you can download the first chapter of the book, ”$20K to $20 Million in 2 Years” absolutely free here. The chapter talks about the differences between a good and a great business and puts out questions that make you consider how you can turn your business from good to great.

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While being professional entails knowing how to manage our emotions to allow us to work despite pressure, studies have also shown that emotions influence productivity. Happy employees are more likely to be professional.

In this video, I explore what determines an organisation’s emotional culture and how this impacts team performance and team productivity. I further discuss what team leaders can do to nurture a positive emotional culture.

One of the pillars of professionalism is self-regulation. This means that we need to have the ability to work under pressure. However, the flip side of this coin involves what experts now call psychological safety and the need to take care of our mental health.

A recent study by Google concludes one key factor that differentiates mediocre teams from high-performing teams is psychological safety. These findings suggest that emotional culture play an important role in organisational performance as emotions affect team productivity and performance.

What is emotional culture?

There are many facets of workplace culture. The most recognised facet is organisational culture, which defines a set of understanding on how to do things to achieve a goal.

But there is also emotional culture which “predicts many important work outcomes, including employee absenteeism, teamwork, burnout, satisfaction, psychological safety, and objective performance outcomes like operating costs.”

What determines emotional culture?

Emotional culture is contagious—and it trickles from the top. How managers behave and react to different circumstances sets the tone for the team’s emotional culture.

How does emotional culture affect productivity?

Imagine what could happen if you have a manager who consistently reacts negatively to mistakes. Or, what if this manager is prone to blame members of the team for mistakes caused primarily by circumstances out of their control? What if this manager focuses on putting blame rather than using mistakes as opportunities for team members to learn and improve? How do you think the team will react?

  • Team members will be afraid to make mistakes or try new things. This instantly “kills” the growth mindset.
  • Team members will be more focused on doing what they think the manager thinks is right and appropriate, rather than what is good for the team. They will afraid of disappointing their manage. When things go wrong and team members are afraid, it sets off their fight-or-flight response, which instantly “kills” their ability to be creative or innovative.
  • When team members are focused on “not making a mistake,” they’re likely to only focus on just the job or task at hand, and not finding new ways to improve the process. This kills productivity right away.
  • There is no psychological safety because no team member will feel safe in taking risks and making mistakes and doing things differently. If team members are not allowed to learn, grow, and be innovative, there is no incentive for anyone to perform well.

If you have a team leader who consistently focuses on mistakes and putting blame, you are unlikely to build and nurture a high-performing team. What you have is a team of robots or “yes” people who will do only what they are told and nothing else.

And when the environment becomes even more unbearable, team members are likely to jump ship and find work somewhere else. In this scenario, you are more likely to lose the best people in the organisation.

How do you nurture a positive emotional culture?

  • As a leader, keep your emotions in check. Observe how you react and see how your own employees react.
  • Replace blame with curiosity. In my video on How to Build High-Performing Teams, one of the key things to change is mindsets—and one that redirects the focus on issues and root problems, rather than on people.
  • Take a step back and take care of yourself, the leader. Perhaps you are stressed, which is affecting everyone else in the team. In the video, Maximising The Best Asset in Your Business, I discuss how rest is important to encourage creativity and problem solving in the long run.
  • Ask for help. When we have been doing the same things for a long time, it is easy to develop blind spots. Because of this, we tend to think that how we do things is “normal” and “acceptable.” Perhaps they are, but there may be things that are not as acceptable or maybe some things that need improvement. It’s hard to see beyond our blind spots, so we may need someone—a person looking from the outside in—to show us what we don’t see. This someone can be a mentor, a trusted colleague, or a business coach.

Do not let your pride limit you on what you can do in your business. I personally seen successful businesses be ruined by the business owner due to the individual’s perception that only he knows what is best for the business. I have seen his team members leave the organisation, and yet he stubbornly refuses to change his mindset about the business. The result? He is now working alone on his business and struggles to make ends meet. Please do not make the same mistakes as he did—ask for help.

If you are interested to know more about what a business has to go through when facing exponential growth, you can download the first chapter of the book, ”$20K to $20 Million in 2 Years” absolutely free here. The chapter talks about the differences between a good and a great business and puts out questions that make you consider how you can turn your business from good to great.

Read more >