Spark 2016 // The Closing Remarks

I thought very hard about the message that I wanted you to take with you when you leave Spark today. I thought about what I could pass on that would strengthen our belief that Spark is more than just a conference, it is a movement, one that began last year and that continues to burn brighter with every passing month.

While I was thinking about the message for you, I read an article about the resurgence in female-centric conferences that is happening in the US right now. The author wrote:

“Having been to many of these events, and having eagerly participated in a few, I can attest that they’re often stirring and, yes, inspirational. It can be galvanising to be around so many females with superhuman résumés, to hear their tales of surviving corporate battles or even actual wars. You often leave with a rosy glow, a sense of resolve, and a commitment to do more, for other women and for yourself. But then you return to your desk, probably next to a higher-paid male co-worker, and the old, familiar malaise sets in. There was no discussion of changing policies or lobbying members of Congress. No e-mail list to stay in touch and organise. In the end, one wonders if the explosion of these events is a reflection of how far women have come or proof that they haven’t made much progress at all. Why, in spite of all the energy these conferences generate, are women still just … talking?
— Sheelah Kolhatkar, Bloomberg.com February 2016.

And that stopped me in my tracks. It’s a great question, why are we still just talking?

At around the same time I read another article that focused on the lack of women authoring business books.

So I checked the Amazon.com top 20 business books in 2015, and the article was right. Only 3 of the top 20 were authored by women. 

Those books were:

Other than being authored by women, do you know what else they had in common? Those three books were all covering a broadly similar topic, that as women we don’t feel good enough to do what we do. All three wanted to challenge us to do better. None of those business books actually covered a core principle of how to run or grow a business.

Back to the article I read, the author asks:

Why does it matter if we don’t have business books written by women? It matters because if we don’t address this, if we don’t find ways to draw out and express in writing women’s expertise, everybody loses. We’re left with this outdated, skewed perception of business as a boys’ game, and the next generation of women leaders are robbed of women who could have been their role models and inspiration.
— Alison Jones for The Guardian (February 2016)

How many books need to be written, how many books do you need to read which tell you that you are enough, before you start to truly believe it.

You have a voice, we have a voice. What are we using it for?

Are we using it to educate, to inspire, to collaborate?

We talk too much about competition and not enough about collaboration. I am certain that every one of you can look around the room right now and spot someone that you perceive to be a competitor in your sector.

We have to stop doing that, we have to stop diminishing ourselves when the spotlight falls upon others. Tanya Geisler, a US based coach who specializes in Imposter Syndrome said on a recent webinar that when we catch ourselves seeing others as competition because they started earlier than we did or because they won a client that we didn’t we need to stop and reframe. This person is not your competitor, they do not do what you do in the way that you do it but if you are impressed by them then use that feeling to consider them not as your competition but as a model of possibility. I loved that concept because a model of possibility is one that allows you to create space and growth in your future. Whereas the alternative only serves to make you smaller and less sure.

Focusing on collaborative growth allows us to drive forward a new economic model that is focused on the value which we provide to our communities rather than the value that we can extract from them.

So we are talking but we’re not talking about the right things, we are writing but we’re not writing about the right things. What will it take for us to change that? It seems we have some work to do.

Spark is not just a conference, it’s a movement and it will take all our efforts to keep that movement going.

Will you join us?

Would you like to listen to the Closing Remarks?

After my talk, I was approached by Elianne Oei of Tipping Point Consultant who told me she had recorded part of the closing notes, from approximately the first quote. It was one of the most surprising and kindest things anyone has done for me. Elianne has generously shared the audio file with me, so that I can share it with you. 

Questions You Must Ask Before Hiring a Business Coach or Consultant

BEFORE HIRING A COACH OR CONSULTANT FOR YOUR BUSINESS

I’m about to tell you that I don’t want you to hire me.

I really don’t. Which may seem an odd statement for someone who makes a living out of and more importantly, derives great pleasure from making small businesses better.

Let me explain….

The coach/consultancy industry is going through a tricky time right now. Which is common amongst young industries as they establish their future direction. I see far too much “I can teach you how to make 6 figures in a weekend” and far too little of due diligence that you as a business owner should be undertaking before you hire someone to support your business.

Which is why I want to encourage you not to hire me, until you can confidently answer the following questions:

1) Why are you thinking of hiring someone?

If you only ask yourself one question before hiring someone, make it this one; “Why are you considering hiring a coach or a consultant into your business?” Unfortunately, this is often the last question that people ask themselves. And trust me, from personal experience, “because I don’t know what else to do” is always the wrong answer.

Approaches to coaches and consultants are rarely made because everything is running absolutely wonderfully in your business. Usually, when you start to consider an outside advisor it is because you are feeling more than a little lost or you believe you lack a skill set necessary to develop your business. It may be that you have reached a tipping point you don’t know how to move forward from, or you’ve lost direction and want to get back on track or you are ready to stop puttering along in the slow lane when you know that what you have to offer could help so many people.

Whatever your answer, “why” is your first, and best, question. Then make sure you bring in someone who can give you the best support in solving that specific issue.

2) What are your goals?

This ties directly to your “why”. Once you know why you want to hire someone into your business you need to drill down into what it is specifically that you want to achieve. That doesn’t mean that you have to have it all outlined into week-by-week actions. Most of the time you are bringing someone into your business to help you define your next direction and that necessitates a flexible, fluid approach to where you are going. Overall, though, you should know what you want to eventually achieve.

There is a reason that the SMART method of goal setting has stood the test of time. It just works.

Let’s say you think that your goal is more growth. “More growth” is not a goal in and of itself, though. As an example; if your goal is growth then you need to make sure you can answer the following questions fully:

What does growth mean to my business? Is it customer growth, mailing list growth, financial growth?

How will I measure that growth? Numbers? Revenue? Profit? Gut feel?

How will this growth actually happen? What will I have to do in order to achieve it?

Is that a realistic growth target, if so, what is it based on? If you don’t already have historic data from your business to refer to, at least do your research on similar businesses at similar stages.

What is the time period I wish to achieve this growth within, is that a plausible time frame? What are you basing that on?

Because, believe me, asking you to define your goals is the first thing your coach/consultant should be doing and it is better for you to think about this ahead of time so that you are not caught by surprise when it happens. 

3) What is your budget?

If you are hiring on the hope that “this” will be the thing that finally makes your business profitable or because you’ve been sucked in by the “you have to spend money to make money” mantra then hit pause immediately on your search for a consultant or coach.

There is no magic bullet. I cannot say this enough. Nobody, no matter how brilliant, is going to be able to come in and make an immediate, measurable difference to your business. Everything takes time. And that time is going to cost you money. Please do not cross your fingers and hope. Work out what you will need to make in order and how you are going to do that before you sign the contract.

4) Do you need a coach, a consultant or something else?

This may seem obvious but, do you know what you are hiring? Do you know what your business needs? Coaching, consultancy and business strategy, these are unregulated industries. What does that mean?

It means that anyone can set themselves up as any of those businesses, call themselves whatever they like and they are answerable to no one but themselves (except, hopefully, their clients).

Even within the industries of coaching and consultancy experience, training and standards can vary wildly. It doesn’t help that many coaches call what they do consultancy and many consultants are, in fact, offering coaching. To break it down to basics for small business coaching and consultancy as I understand them:

Coach = Someone who works with you to help you personally to remove the blocks which are stopping you from getting to where you want to be from where you currently are. Coaching usually has an individual focus.

Consultant = Someone who brings a level of expertise to one or more areas of your business. This is usually tied to the strategic development of your business and will involve analysis, goal setting and taking action. Consultancy usually has an organisational focus.

Again, these are my interpretations, and as a hybrid of a consultant, who is also an accredited coach, I consider myself a consultant first and foremost, who uses coaching as one of the many tools in my arsenal to help my clients achieve the results they want. You only have to Google Coach vs. Consultant to see how many different interpretations there are of those terms. Which is why you need to do your research. 

5) Have you done your research?

I love a good sales page. They are siren songs to struggling business owners. They promise to solve all your problems. Before you know it, you’re hovering your cursor over that PayPal button ready to give up a significant chunk of money that you may not have in the hope that this time, this is the thing that will solve your problems.

WAIT.

Before you click that button, I need to tell you to step away from the sales page. There are some questions I want you to be able to answer before you hit “pay”

Do you know why you are hiring them? (go back to question 1 if you are not sure)

Have you consumed enough of their free content (website, social media, blogs, downloads, podcasts etc.) to be aware of their working style? Is it a good fit for you?

Have you checked out their testimonials, and if you are being ultra thorough, have you contacted people they have worked with to make sure that they were happy with the results?

6) Are you prepared to be the boss?

When you hire a coach or consultant you are bringing someone into the inner circle of your business. They are going to need to be able to ask you about every area of it in order to help you facilitate the change you want. 

But, and this is important, you are still the boss. You are still in charge, you are still directing where this relationship will go, you are still responsible for setting and monitoring the goals. A coach/consultant who is not being managed by the client cannot effectively help you to make the changes you want in your business. It is not their business to run your business for you.  They may become your right hand, your trusted advisor but they are not your replacement. Set goals, establish regular check-ins and ensure that the lines of communication are fully open between you.

Final Steps

There is no substitute for getting on the phone or setting up a meeting and speaking to your potential coach/consultant directly but it will be a much more productive meeting if you have already considered the above questions so that you know exactly what you are asking for during the meeting.  

Don't ever feel that you have to commit during or directly after that meeting. Ask for a proposal, take your time, ask follow-up questions.

If the coach/consultant is not the right fit for the goals you want to achieve then they should have no hesitation  Taking on a coach or consultant into your business can be a game-changing move, but before you take that leap of faith in the future of business, make sure you are making a calculated leap.

Time for Action

Download the free workbook which accompanies this guide - no opt-in necessary.

And if it is me you are looking for to help you take the next right steps in your business, you know exactly where to find me.

5 Ways I Use Asana in my Business

5 ways I use asana in my business project management

I am an unashamed superfan of Asana. Not the yoga, the project management system. I use it in all my businesses, recommend it to every client and in general sing its praises from the rooftops on a regular basis.

A question I am often asked is “but if I am a solopreneur do I really need asana, how would it benefit me? I don’t have a team to assign tasks to, it’s just me”

My short answer is “absolutely YES, you need a project management system and I cannot imagine running my business without asana.”

However, I understand that doing something just because I tell you to, isn’t necessarily the most compelling argument. So without further ado I would like to introduce you to the five main ways that I use asana in my one-person business and why I think you should too.

As an Editorial Calendar

I keep my editorial calendar fairly simple. Ideas > In Progress > Published. Just three sections. The busiest section is “Ideas”. I don’t get to write as much as I want to right now, so while I am busy carving out time to write more, I collect all the ideas I have into the ideas section.  When I find the time or inspiration I move the topic from Idea to In progress. That allows me to outline it, attach any research to the task and when it is drafted add a link to the Google Doc to the task. Once I get it up on my site the task moves to published where it is tagged with the category it was published in so that I can see at a glance where I need to focus my next efforts.

As a Simple Client Relationship Management System

I have a CRM, I use insightly. But really that is just a glorified address book for me. Asana is where the action happens for my clients. Every client has their own task in asana. In that task I use sub-tasks to structure how I am working with them and the steps each of them moves through during our consulting process. I keep copies of their intake information there for quick reference, links to session notes and reports as well as any other documentation we may be working on or tasks I need to take care of between sessions. It gives me an at a glance history of the client and a one click link to all the information I may need.

As a Business Hub

For my non-profit (Amsterdam Mamas) building a business hub in asana was  the single biggest step forward that we had taken in years. Finally, all the information I had previously stored in my brain, in e-mails and in random folders suddenly had a home. More importantly, the information had a home where other people could access it. I would be lying if I didn’t tell you that building that kind of hub didn’t take some work. By the time we instigated it we had years of information to collate and input. But it has been undeniably worth it.

When it came to setting up my own consultancy I learnt from my mistakes and started the Hub on day one. I have categories according the functions in my business and then link everything up from there. That way, when I need to find something, the first and only place I need to look is the hub. Also, should anyone ever need to know how to run anything in my business, the information is all there waiting for them. The hub is a living repository, it is grows and changes on a daily basis. I couldn’t do without it.

As a System link

The only thing I love more than a good process is a good automated process. Asana is integrated with a number of the tools I use such as toggl (for tracking how much time I am spending on client tasks), typeform (for collecting client data), Gmail (a zap from Zapier enables me to star an e-mail and have it generate that e-mail as a task for me to follow up on in asana). Making asana a part of my workflow means a much smoother experience for me and for my clients.

As a To-Do list

An entry level way to use asana is as a to-do list. You’re really only scratching the surface of its capabilities but as a to-do list, it works great. Checking those little boxes as complete is very satisfying. You simply enter your tasks, give them a deadline and tick them off as you go. My preferred layout is the Upcoming Task view as it allows me to see what I have to get done each day and what is coming up in my deadline list.

Try It, You Might Like It...

There’s no denying, as with any application, asana comes with a learning curve. I find it fairly intuitive but to really get the most out of it, you will need to invest some time in learning how it works. Fortunately, asana has an extensive knowledge base of articles and video training freely available on their website and if you get stuck, the helpdesk team are just an email away. My advice would be work through it slowly and implement pieces into your business. Don’t try to do it all at once. Identify the ways in which it can be most useful to you then make those work before adding more functions on.

Have I convinced you yet?

Do you need more detail? 

Then you are in luck, because I have put together a free, six-part video training where I take you behind the scenes of my own Asana account and show you exactly how I have set it up in my business.

To access the training, just fill out the form below. You will receive and email with your log-in details so that you can get started straight away.