I'm looking out my home office window and there's my garden in all its glory - not!
Last winter I carefully prepared the soil and ensured plenty of nutrients were present. In late winter and spring I planted a wide variety of vegetables and seeds then carefully watered and fed them, but, apart from some lettuce and spinach, nothing's gone as planned. Sydney's weather has meant that things I couldn't control have had a huge negative impact.
For me, there are parallels with my 2011 experience.
This time last year everything seemed rosy. I reviewed 2010's results, revised my annual plans and was totally convinced that 2011 would be one of my best years ever. It wasn't! Circumstances beyond my control meant that, while certainly not (or even near) a disaster, 2011 could not really be described as "the best thing since sliced bread"!
How will my current gardening results affect me in 2012? Well, I'll harvest and use what I can then, in winter, I'll again prepare the soil for next year and start all over again. I know that there are always things like the weather that I can't control. But I also know that the only way I will have totally fresh vegetables is to grow my own and so I will continue in the knowledge that some years are always better than others.
I guess I'm a bit like Chauncey Gardener in "Being There". I understand and accept nature's cycles.
Chauncey, of course, was naive and his simplicity was manipulated and abused. But, we all know (even if sometimes we don't want to accept and face it) that there are powers greater than our own that impact on everything. All of us who teach and facilitate business planning at any level are at pains to point out the need to build in contingency aspects and to constantly review actual against plan so that remedial action can be taken.
The truth is that the only things we can really control are our attitudes towards the future and our response to what actually happens. Customers may or may not buy. Commodity prices may or may not rise or fall. Exchange rates may or may not remain stable. World economic woes may or may not continue (although personally I believe they are more likely to continue). Clients may or may not pay on time. Et cetera! We can plan. We can work to our plan. We can do everything right - and still the desired results might not eventuate. That's the reality.
As you move forward into the unknown - into 2012 - what's your attitude? Are you allowing any negatives from 2011 to dominate? Is there an anxiety because of the realisation that desired results depend as much on what others do as on what you do? There are things that you can do within your own mind to change that (you can move into the blue zone of courage rather than remain in the red zone of fear) and there are also plenty of people available to provide coaching, mentoring, and wisdom to help you on your journey.
Move boldly forward into the future. Your 2011 experience (whether positive or negative) is paralleled by that of countless others. You can make 2012 your best year ever - and if you need help, there are many sources from which you can get it.
I'd love to know what you think. Make a comment below.
More information about me at http://www.dglong.com
Thursday, January 5, 2012
Friday, December 9, 2011
Engagement brings service brings profit
Some years ago I was staying at the Sheraton Towers in Singapore. One morning I was meandering through the hotel lobby and obviously appeared a little lost. A person cleaning the floor greeted me warmly, asked if there was anything I needed and, on being told I was simply going out for a walk, offered guidance as to the nearest train station and the shortest route to Orchard Road. Having been to Singapore many times and being very familiar with the city, I didn't really need his help but, without disclosing this to him, I thanked him for his interest and went on my way. That one experience did more to make me a "Sheraton fan" than did anything else in the hotel.
Back in 1990 I was in England when I got a phone call saying my father was in hospital and I should return to NZ as quickly as possible in order to see him before he died. My flight itinerary was with Finnair and I immediately contacted them to see if, under the circumstances, I could change my flights to another airline as Finnair had no appropriate scheduled flights to Bangkok - the transfer point. I was told "no". I phoned Qantas, explained the situation, and was told to get myself to Heathrow Airport, identify myself to the staff there, and that they would guarantee to get me on the first flight home. They did. I have never since flown Finnair (and have no intention to do so) and I became a Qantas fan.
Now I do not know what training they give cleaners at the Sheraton or to call centre staff at Qantas, but I do know that these two people gave me service that was exemplary and which put their organisations in a very positive light. I have used these experiences to recommend the Sheraton Towers ever since and, until the tragic demise of their service over recent years, I was a fervent advocate of Qantas
My point is simple. Two small actions by people very low in their organisation's hierarchies meant I changed brand allegiance as well as recommending to others that they change their brand allegiance too. This isn't unusual. Market research has for years made it clear that both good and bad service get talked about and shared. Good service can bring about increased market share while bad service can bring about decreased market share. Increased market share can bring about increased revenues and profits.
We all know we are living in a tough economic environment. We all hear organisations bemoaning the fact that business success is getting harder. But instead of increasing service to customers and clients we find reductions in front line service people and an increasing (and to many of us) infuriating reliance on automated responses and machines that are totally unable to provide the flexibility and commonsense that is usually needed. Machines and automation are great for totally standard issues but abysmal at anything requiring thought.
If organisations today seriously want to improve their revenues and their profits they need to improve their service. This is especially the case with retail and "service" organisations. Provide the leadership that creates an environment where you can be successful.
What do you think?
More about Doug Long at http://www.dglong.com
Back in 1990 I was in England when I got a phone call saying my father was in hospital and I should return to NZ as quickly as possible in order to see him before he died. My flight itinerary was with Finnair and I immediately contacted them to see if, under the circumstances, I could change my flights to another airline as Finnair had no appropriate scheduled flights to Bangkok - the transfer point. I was told "no". I phoned Qantas, explained the situation, and was told to get myself to Heathrow Airport, identify myself to the staff there, and that they would guarantee to get me on the first flight home. They did. I have never since flown Finnair (and have no intention to do so) and I became a Qantas fan.
Now I do not know what training they give cleaners at the Sheraton or to call centre staff at Qantas, but I do know that these two people gave me service that was exemplary and which put their organisations in a very positive light. I have used these experiences to recommend the Sheraton Towers ever since and, until the tragic demise of their service over recent years, I was a fervent advocate of Qantas
My point is simple. Two small actions by people very low in their organisation's hierarchies meant I changed brand allegiance as well as recommending to others that they change their brand allegiance too. This isn't unusual. Market research has for years made it clear that both good and bad service get talked about and shared. Good service can bring about increased market share while bad service can bring about decreased market share. Increased market share can bring about increased revenues and profits.
We all know we are living in a tough economic environment. We all hear organisations bemoaning the fact that business success is getting harder. But instead of increasing service to customers and clients we find reductions in front line service people and an increasing (and to many of us) infuriating reliance on automated responses and machines that are totally unable to provide the flexibility and commonsense that is usually needed. Machines and automation are great for totally standard issues but abysmal at anything requiring thought.
If organisations today seriously want to improve their revenues and their profits they need to improve their service. This is especially the case with retail and "service" organisations. Provide the leadership that creates an environment where you can be successful.
What do you think?
More about Doug Long at http://www.dglong.com
Friday, December 2, 2011
Leadership: what a pity there's so little of it!
The other day I was asked for my views about political, business, and religious leadership both worldwide and in Australia. I replied that it was hard to find any - there is plenty of power and authority; there is plenty of command and control; there is plenty of talk - but precious little leadership.
Back in the mid 1990's I conducted a number of surveys in Australia, New Zealand, and South East Asia to ascertain who and why people considered to be leaders. I then interviewed 15 of these and the result was my book Leaders, Diamond or Cubic Zirconia? (1998). In the introduction to that book I make the comment "I am not making any judgement as to whether or not any or all [of those listed] are "diamonds or cubic zirconia". That is a conclusion that must be drawn by the reader."
Today I am far less circumspect. As said at the start - I see precious little leadership today no matter what is the arena in which I look for it.
Over the past 20 or so years we have seen flashes of political leadership - then Australian Prime Minister John Howard's response to the Port Arthur Massacre and his driving through of gun control and current Australian Prime Minister Julia Gillard's recent driving through of the pollution levy are good examples. But these flashes are few and far between. In the main we have the unedifying sight of political point scoring and power plays masquerading as "leadership". The party in power (whether in Australia or anywhere else) wants to remain in power and the opposition parties want to take over so anything goes no matter what is really best in the long term for the world, the country, or the populace.
Business, religious, social etc "leadership" is little different. Leadership in these areas seems to be primarily about numbers - market share, revenues, "value" etc (although these may actually be expressed through using one or another synonym) and in enhancing the personal and positional power and influence of those in charge. CEO's and executives seem to act as though they have forgotten that, in reality, they are every bit as much "employees" as are those in entry level positions. This is often seen by the seeking and accepting huge remuneration packages for themselves while fighting against remuneration increases for lower levels and/or otherwise taking action that adversely impacts the well-being and life quality of "employees". Most religious leaders, despite their words, seem to be far too often primarily concerned about narrow sectarian issues and show little or no real concern for refugees, the disadvantaged, and those outside of their immediate area of pastoral responsibility. And so I could continue.
Cubic zirconia abounds!
When I was researching for my latest book my surveys asked a wide range of people for their understanding of leadership. The messages I got back can be summarised as : "a leader is someone who I can trust and respect and who enables me to get things done and who, in the process, inspires me to do my best and to achieve results."
As I replied to my questioner, there is plenty of power and authority; there is plenty of command and control; there is plenty of talk - but precious little leadership. And that's a tragedy.
What do you think?
More about me at http://www.dglong.com
Back in the mid 1990's I conducted a number of surveys in Australia, New Zealand, and South East Asia to ascertain who and why people considered to be leaders. I then interviewed 15 of these and the result was my book Leaders, Diamond or Cubic Zirconia? (1998). In the introduction to that book I make the comment "I am not making any judgement as to whether or not any or all [of those listed] are "diamonds or cubic zirconia". That is a conclusion that must be drawn by the reader."
Today I am far less circumspect. As said at the start - I see precious little leadership today no matter what is the arena in which I look for it.
Over the past 20 or so years we have seen flashes of political leadership - then Australian Prime Minister John Howard's response to the Port Arthur Massacre and his driving through of gun control and current Australian Prime Minister Julia Gillard's recent driving through of the pollution levy are good examples. But these flashes are few and far between. In the main we have the unedifying sight of political point scoring and power plays masquerading as "leadership". The party in power (whether in Australia or anywhere else) wants to remain in power and the opposition parties want to take over so anything goes no matter what is really best in the long term for the world, the country, or the populace.
Business, religious, social etc "leadership" is little different. Leadership in these areas seems to be primarily about numbers - market share, revenues, "value" etc (although these may actually be expressed through using one or another synonym) and in enhancing the personal and positional power and influence of those in charge. CEO's and executives seem to act as though they have forgotten that, in reality, they are every bit as much "employees" as are those in entry level positions. This is often seen by the seeking and accepting huge remuneration packages for themselves while fighting against remuneration increases for lower levels and/or otherwise taking action that adversely impacts the well-being and life quality of "employees". Most religious leaders, despite their words, seem to be far too often primarily concerned about narrow sectarian issues and show little or no real concern for refugees, the disadvantaged, and those outside of their immediate area of pastoral responsibility. And so I could continue.
Cubic zirconia abounds!
When I was researching for my latest book my surveys asked a wide range of people for their understanding of leadership. The messages I got back can be summarised as : "a leader is someone who I can trust and respect and who enables me to get things done and who, in the process, inspires me to do my best and to achieve results."
As I replied to my questioner, there is plenty of power and authority; there is plenty of command and control; there is plenty of talk - but precious little leadership. And that's a tragedy.
What do you think?
More about me at http://www.dglong.com
Wednesday, November 16, 2011
No there's not!
I use public transport whenever possible - it saves the hassle of traffic and parking even if, at least in Sydney, it can sometimes be unreliable.
One of the benefits of using public transport is that it gives me the opportunity to observe people. Yesterday, for example, there was a young man who got on the train a few stations after me. I'd guess he was early 20's, big build, and, from his clothes, was clearly involved in some form of manual work. He was heavily tattooed and sat in the seat in front of me where he openly indulged in drinking a large bottle of beer. The impression I got was "don't mess with me!" We reached his station and, as he stood up to alight, a woman, probably in her 80's and using a cane for support, also stood up from a few seats away. The train lurched and she stumbled. Like lightening the young man reached out, saved her from falling, then gently assisted her down the stairs, out the door, and onto the platform. As the train moved off he was walking and chatting with her and ensuring she was ok.
I couldn't help but compare this experience with one a few days previously when a group of school children got on the train. From their uniforms this very neat and tidy group (males and females) were all from prestigious private schools on Sydney's North Shore. They were aged around 16 and, as is often the case with young people, were talking loudly about their day's experience. At first glance this group appeared to be self-assured and confident. But, as with my experience yesterday, appearances were deceptive. Everyone in the carriage was quickly aware that the boys had sat some form of test and one boy in particular had not done as well as expected. He commented that his father would be furious about the results. One of the girls suggested he discuss his father's expectations with his father and the boy was obviously terrified at the thought. After some further discussion, and as the doors closed after the group alighted, I heard another of the boys then suggest: "Well, if its that bad, there's always suicide!"
Its a very long time since I was a school boy. As the train moved off I thought about my experiences with school tests and exams in the late 1950's. Neither I nor anyone I knew always got the results that our parents expected and there were times when we took results home very apprehensively! Like this group, we too talked about our results vis a vis parental expectations - but I have no recollection of anyone ever suggesting suicide as an option - even in jest.
I find it a sad commentary on our society when a child shows fear in relation to talking with parents and even more sad when, even if in jest, another child can suggest suicide as the solution.
Many years ago (1946) Victor Frankl, a Concentration Camp survivor, wrote a book called "Man's Search for Meaning" in which he recalled the desperation of concentration camp existence. He concluded that it is in knowing that we matter to someone somewhere that gives life meaning. Our society seems to have degenerated into an economic rationalist abyss where all that matters is "the bottom line". In this world, for far too many people, suicide is always an option. And tragedy can strike again.
Every person matters. Every person is important. Every person is deserving of respect and consideration. Every person can make a positive contribution to society. That is the message we need to get out alongside the emphasis on bottom line results. When it is again realised that, despite the rhetoric, we actually do live in a society not an economy then, when someone says "there's always suicide" the response can be "no there's not!"
What do you think?
More about Doug Long at http://www.dglong.com
One of the benefits of using public transport is that it gives me the opportunity to observe people. Yesterday, for example, there was a young man who got on the train a few stations after me. I'd guess he was early 20's, big build, and, from his clothes, was clearly involved in some form of manual work. He was heavily tattooed and sat in the seat in front of me where he openly indulged in drinking a large bottle of beer. The impression I got was "don't mess with me!" We reached his station and, as he stood up to alight, a woman, probably in her 80's and using a cane for support, also stood up from a few seats away. The train lurched and she stumbled. Like lightening the young man reached out, saved her from falling, then gently assisted her down the stairs, out the door, and onto the platform. As the train moved off he was walking and chatting with her and ensuring she was ok.
I couldn't help but compare this experience with one a few days previously when a group of school children got on the train. From their uniforms this very neat and tidy group (males and females) were all from prestigious private schools on Sydney's North Shore. They were aged around 16 and, as is often the case with young people, were talking loudly about their day's experience. At first glance this group appeared to be self-assured and confident. But, as with my experience yesterday, appearances were deceptive. Everyone in the carriage was quickly aware that the boys had sat some form of test and one boy in particular had not done as well as expected. He commented that his father would be furious about the results. One of the girls suggested he discuss his father's expectations with his father and the boy was obviously terrified at the thought. After some further discussion, and as the doors closed after the group alighted, I heard another of the boys then suggest: "Well, if its that bad, there's always suicide!"
Its a very long time since I was a school boy. As the train moved off I thought about my experiences with school tests and exams in the late 1950's. Neither I nor anyone I knew always got the results that our parents expected and there were times when we took results home very apprehensively! Like this group, we too talked about our results vis a vis parental expectations - but I have no recollection of anyone ever suggesting suicide as an option - even in jest.
I find it a sad commentary on our society when a child shows fear in relation to talking with parents and even more sad when, even if in jest, another child can suggest suicide as the solution.
Many years ago (1946) Victor Frankl, a Concentration Camp survivor, wrote a book called "Man's Search for Meaning" in which he recalled the desperation of concentration camp existence. He concluded that it is in knowing that we matter to someone somewhere that gives life meaning. Our society seems to have degenerated into an economic rationalist abyss where all that matters is "the bottom line". In this world, for far too many people, suicide is always an option. And tragedy can strike again.
Every person matters. Every person is important. Every person is deserving of respect and consideration. Every person can make a positive contribution to society. That is the message we need to get out alongside the emphasis on bottom line results. When it is again realised that, despite the rhetoric, we actually do live in a society not an economy then, when someone says "there's always suicide" the response can be "no there's not!"
What do you think?
More about Doug Long at http://www.dglong.com
Wednesday, September 14, 2011
Customer Service - Why can't retailers get the message?
Last Friday was my wife's birthday. In the previous weeks we had been out shopping together and I had taken careful note of those items in which she expressed an interest. Of particular interest to her was something offered by the Australian retailer David Jones. A couple of days before her birthday I went to David Jones in order to buy said item. I walked into their Hornsby store and, sure enough, the item was there locked behind a glass screen. Fair enough. I can understand why it was located in a place where it could not easily be stolen. But now my problems started. I looked around: no staff. Certainly there was a pay station, but it was unattended. I looked further into the adjoining departments. Not a staff member anywhere. I was not the least surprised to see that there were very few prospective customers either! For 10 minutes I waited and looked. In that time no David Jones employee entered either the department in which I was waiting or the adjoining departments. I walked out. David Jones had lost another sale. Since then, in talking with other people, it has become very clear that my experience is a common one and not only at the Hornsby store.
If I was a shareholder in David Jones (and I'm not), I would be furious. At a time when retailers say they are experiencing a downturn, why can't prospective customers get service. Why don't David Jones want my money? Perhaps the shareholders should be thinking in terms of changing the Board and senior management. It seems like they've forgotten customer service.
As readers of my blogs know, this lack of customer service is a major concern of mine. For that reason it was good to read Carolyn Cummins piece in this morning's Sydney Morning Herald (http://www.smh.com.au/business/customer-service-makes-the-difference-20110913-1k7j1.html). Why can't major retailers get the message?
What do you think?
More about Doug Long at http://www.dglong.com
If I was a shareholder in David Jones (and I'm not), I would be furious. At a time when retailers say they are experiencing a downturn, why can't prospective customers get service. Why don't David Jones want my money? Perhaps the shareholders should be thinking in terms of changing the Board and senior management. It seems like they've forgotten customer service.
As readers of my blogs know, this lack of customer service is a major concern of mine. For that reason it was good to read Carolyn Cummins piece in this morning's Sydney Morning Herald (http://www.smh.com.au/business/customer-service-makes-the-difference-20110913-1k7j1.html). Why can't major retailers get the message?
What do you think?
More about Doug Long at http://www.dglong.com
Monday, September 12, 2011
Not the event but the reaction
Death is something we all know will occur yet, whenever it happens to a loved one, it is always heart wrenching. Over recent months 3 of my friends have had their wives die and other friends had their baby twins die a few days after birth. Although I have experienced bereavement in the death of my parents, I have never experienced what these people are going through and I marvel at the dignity and courage they showed at funerals and elsewhere.
Someone once said words to the effect of "life is what happens to you when you're doing something else." I take that to mean that no matter how organised and controlled you are; no matter what plans you may have made or are implementing; no matter what you may think or believe, there will always be things happening that are unexpected and, possibly, unwanted. I know from bitter experience just how easy it is to react inappropriately when bad things hit you out of the blue.
I've thought a lot about this over the past weekend as we've all remembered the events of 9/11 in 2001. It was a world changing event that caused huge reactions at least in the USA, the UK, and Australia. Some of these reactions were appropriate - the grief, the changing of laws to ensure that everything relating to terrorism was a criminal offence, and the heightening of public awareness of risk. But other of our reactions went too far - certainly that would apply to laws which remove basic rights and which cut across ordinary common law civil liberties. This morning's news report in which the most senior military officer in the USA spoke of the "vengeance" (his word not mine) being exacted for 9/11 also falls into this area.
One of the things that makes us human is our ability to control how we react to both the good and the bad when it hits us. With the bad, its easy to stay in "the red zone" and then find that we are exacerbating rather than resolving the situation. I suspect we're doing that with the issue of terrorism.
Shifting our brain's locus of control from the red zone to the blue zone enables higher level learning to take place. Operating in the blue zone also enables us to examine things in a way that encourages creative and innovative solutions to replace past inappropriate actions. Our emotions remain the same - the way we handle these emotions changes.
I've watched 4 families handle tragedy recently. I admire the blue zone control each has shown. Would that we had more blue zone control in the wider spheres of local and international business, social, diplomatic and all other arenas.
What do you think?
More about Doug Long at http://www.dglong.com
Someone once said words to the effect of "life is what happens to you when you're doing something else." I take that to mean that no matter how organised and controlled you are; no matter what plans you may have made or are implementing; no matter what you may think or believe, there will always be things happening that are unexpected and, possibly, unwanted. I know from bitter experience just how easy it is to react inappropriately when bad things hit you out of the blue.
I've thought a lot about this over the past weekend as we've all remembered the events of 9/11 in 2001. It was a world changing event that caused huge reactions at least in the USA, the UK, and Australia. Some of these reactions were appropriate - the grief, the changing of laws to ensure that everything relating to terrorism was a criminal offence, and the heightening of public awareness of risk. But other of our reactions went too far - certainly that would apply to laws which remove basic rights and which cut across ordinary common law civil liberties. This morning's news report in which the most senior military officer in the USA spoke of the "vengeance" (his word not mine) being exacted for 9/11 also falls into this area.
One of the things that makes us human is our ability to control how we react to both the good and the bad when it hits us. With the bad, its easy to stay in "the red zone" and then find that we are exacerbating rather than resolving the situation. I suspect we're doing that with the issue of terrorism.
Shifting our brain's locus of control from the red zone to the blue zone enables higher level learning to take place. Operating in the blue zone also enables us to examine things in a way that encourages creative and innovative solutions to replace past inappropriate actions. Our emotions remain the same - the way we handle these emotions changes.
I've watched 4 families handle tragedy recently. I admire the blue zone control each has shown. Would that we had more blue zone control in the wider spheres of local and international business, social, diplomatic and all other arenas.
What do you think?
More about Doug Long at http://www.dglong.com
Friday, September 9, 2011
Seasons and business
I work from home and as I look out of my office window I see new growth and blossoms on fruit trees that, only a short time ago, were dry sticks. The camellias are putting on a magnificent show; orange and cream clivia flowers are appearing from clumps of green leaves and my vegetable garden is alive with ingredients for summer salads. The strawberries are looking good, too. It’s a great time of year!
Yesterday I was talking with a small business owner who’s going through a hard time. Despite having a reputation for high quality work performed on time and within budget – a reputation earned over many years – sales are down and cash flow has been negative for some time. No matter what he tries in order to generate new business, nothing seems to work and although his core customers continue to be supportive, he is feeling tired and frustrated. “Its hard to maintain enthusiasm and motivation when you feel that nothing’s working,” he said to me.
Business can be like that – especially when you’re a one-person operation and have no internal support. Most small business owners can understand the feeling.
The small business owner with whom I was talking has been in business for 5 years. He’s very well qualified and has an impressive CV. His customers love him for his honesty, his integrity, and the quality of his work. But the nature of his expertise means that he is brought in to deal with specific problems which, once resolved, require no on-going constant relationship. So he needs referrals and new customers for growth and regular cash flow. But in today’s economic environment demand has dropped and he is struggling.
I suggested there was a message for him from the seasons.
1. Its not always summer!
Summer is the time for the beach; for barbeques with friends and family; for enjoying the warmth and sunshine.
For the last couple of years the man with whom I was speaking had been experiencing a “summer” in relation to his business. He had done the hard yards. He had marketed his expertise and had developed an impressive list of satisfied customers. Cash flow had been good and he and his family had enjoyed a high standard of living. Life was good.
But all summers end eventually and an important aspect of summer is to use this time to prepare for autumn and winter. If you’re a farmer, it’s the time for harvesting the grass that has flourished over spring and for making the hay and silage that will feed your animals over the winter months. In addition to everything else, it is a time to think of new ideas and to dream new dreams.
2. Winter can be a ‘downer’.
When its cold, wet, and miserable its easy to get despondent. The days can close in on you and sometimes there seems to be more darkness than light. This is a time when tempers can become frazzled and little irritants can escalate to become “bigger than Ben Hur”. But this is also the time when one needs to prepare the gardens for the coming seasons. It is a time for pruning the fruit trees; removing the remnants of past crops and getting the soil ready for new ones.
The man with whom I was speaking was in the depths of winter. We spoke of the need to re-examine his business model – to prune and prepare before moving forward. We examined possible changes.
3. There is always a spring.
Sometimes spring is late arriving – but eventually it always arrives. You plant the garden in late winter in the hope that about 2 weeks later new seedlings will appear, thinning can occur, and the summer crop is under way. But sometimes the spring rains and warmth are delayed; the seeds fail; and you have to sow again. Annoying but not disastrous.
You change your gardening practices to suit the conditions secure in the knowledge that eventually the conditions will be right for the seeds to germinate and grow. The important thing is to not lose faith that the right conditions will emerge.
We ended our conversation by considering the business conditions that are emerging now and what he will need to do in order to take advantage of these.
We’ve got another meeting organised for next week when we can plan the way forward for my frustrated small business owner. He’s starting to learn from the seasons.
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