Kossoff on…

There’s always a lot of excitement and trepidation in the run-up to the Chancellor’s Budget statement – and this year, with all the ‘leaks’ and ‘trial balloons’ that were released, probably more.  Especially on the trepidation side.

So, it’s over.  The announcement has been made.  Now what do you do?

Here’s my advice:

1. Take a deep breath or two and relax. It’s time to think and you want a clear brain while you’re doing so.

2. Recognize that, with all the changes, the one fact that matters most is that the Government is not reducing its commitment to cut the deficit throughout this Parliament. The surrounding information all builds off of that and can change over time.

3. Don’t listen to the volatile or partisan talking heads as you analyze what the impact will be on you and your business. What you want is clear, unbiased (or as unbiased as you can get) data and information. Not opinion. They don’t know you and they don’t know your business.

4. Take another deep breath and, with the information in hand, move into planning mode.

5. Look at the implications – immediate and mid-term – of the Statement and the new Budget. (Don’t sweat the long-term right now.) Specifically, look for the opportunities that arise as well as the potential risks that the Budget brings.

6. Now look at the implications for your customers. Whether you’re b2b or b2c, there will be change to which your customers, too, will need to adapt – and the faster and better you can address their needs, the more preferred a provider you’ll be.

7. Think about growth. Even if your business doesn’t seem like it’s in a good position right now to grow, things change and you need to be ready. So, don’t stop any improvements or innovations you’re putting into place or considering. Look at what’s going on around you – in and out of the horticulture industry, in the UK and worldwide – and start visioning and planning for what’s next.

More than anything, be nimble and willing to move and change and try new avenues for product, service and markets.  Budgets come and go – and your business has survived them in the past. This is just another year coming out of a particularly difficult cycle.

So, now that you know what the Chancellor has to say, the only real question is: What do you want?

Now…go for it.

I tend to keep away from doing the “New Year Predictions” thing – but this year I’m making an exception. I’ve decided to make one prediction for next year and to make it early: 2012 is The Year of the Courageous.

What got me thinking about it – and naming it that way – was reading the transcript and seeing the video of Facebook COO Sheryl Sandberg’s commencement speech to the graduating class at Barnard College.

Speaking to an all-woman class, the topic she took on – and with which I agree – is that the next generation of women need to make different and better decisions as future leaders than their predecessors.

The speech was inspiring. But it was even more than that – and it’s the “more” that led me to think about the courage it will take now more than ever, for both men and women to succeed in creating the life and career they want.

Late in the speech, when she talked about the obstacles women put in their own way because they convince themselves that they won’t succeed even before those obstacles appear, her advice was:

“Do not leave before you leave. Do not lean back; lean in.”

That’s when 2012 became, for me, The Year of the Courageous.

Why now? Why is 2012 different? Simple. It’s because, after having gone through the past few years – which are like no others the world has seen in generations – you have to get beyond your and others’ fears. You have to believe that you can succeed – and then act in accordance with that belief.

The Myth of Better Times

I began my executive advisory business after what was known as “Black Monday” in 1987. Everyone told me that it was the worst possible time to choose to leave a comfy senior position in corporate America to go out on my own. That my dream of being an entrepreneur was all well and good – but that I should wait until times were “better” to begin living that dream.

I didn’t listen. To my way of thinking, starting out when things couldn’t have been worse couldn’t have been a better decision. After all, if the odds were completely stacked against me, I’d know whether I had what it took to create the business I envisioned.

Almost 25 years and innumerable economic cycles later, I still say it was the right decision. I have traveled the world and worked with executives and entrepreneurs who simultaneously challenged me (as I was challenging them) and gave me the joy of seeing their and my success.

It’s no different now. This year I co-founded an e-publishing business – when everyone continues to tell me to wait and see how the global economy pans out. Or how the Big Boy publishing houses adapt to all things ‘e.’ Or for any number of other reasons they put forward in what they say are my best interests.

But, if you look closely, what you see in those well-intentioned thoughts are two things.  First, everything they note of concern is out of my control.  I can’t do anything about any of it.

Second, they are expressing their fears.  Not mine.

So the answer is no. Don’t wait. There’s no such thing as a “better” time – because, no matter what the economic cycle, there are always obstacles to success. There are even more reasons we and others give ourselves to fail – or worse, to not even try.

That’s why what Ms. Sandberg said struck such a chord for me. That’s the underlying message she gave to all those women just as they are starting their professional lives:

Don’t be scared. Don’t convince yourself – or let anyone else convince you – that you won’t succeed. Don’t stop yourself before you ever start.

2012 is going to be a difficult year. There’s no getting around it. But, for the courageous – women and men, both – it will be a year when you see yourself as you want to be – in many cases, possibly more than you thought you could be.

Be brave. Pursue and fulfill your dreams. There’s no better time than now.

Hey Garden Centre Owners!

For years I’ve been on your case about your cafes.  That you didn’t have them.  Or if you did, you weren’t getting the biggest bang for your present and future buck by targeting a younger demographic.  That you needed wifi as a standard offer.  Preferably free.

Well, all that’s true and more now – because Starbucks has just announced its intent to open 300 new stores in the UK over the next five years.  And they’re not just opening them in the Southeast.  Oh no.  Not this time.  They’ve figured out that there’s a whole other part of the country that’s looking for good coffee.  Even more, they want coffee on the go – which means drive-thru.  Seriously.

For those of you who can – and don’t think that just because you’re small you’re out of the picture – you should find out whether it’s possible to do a joint venture with Starbucks.  It’s a common strategy in the States – which means that the corporate precedent is set – and it will make it easier for you.  After all, you’ll be working to a tried-and-true formula with a company that wants you to win.

In any case, be ready to up your game – including logo travel mugs – because the competition is here and it’s real.

The big news today in the UK horticulture world is that HTA Director General, David Gwyther – who, let’s face it, is as much an icon as a person – has left the room.  He announced his retirement with immediate effect.  He’s gone.

Yeeps.  Serious yeeps.  What’s an organization to do?  Especially an organization that has been led by the same person for as long as the HTA had been led by Gwyther?

According to Matthew Appleby’s report, there are no successors in place (which, of course, doesn’t mean that someone from within can’t, won’t or isn’t capable of fulfilling the role) – but that means that the organization gets to be in limbo until whoever is taking over the Big Chair has taken their seat.  And even then, you’ve got to figure in everything from adjustment to learning curve before the shiny new DG is really up and running.

And that’s why – no matter how large or small your organization, whether you’re owned by shareholders or family members – you HAVE to have a succession plan in place.  It’s your responsibility to do so.  In fact, it’s a matter of personal integrity.

The question is always: What if you get hit by a bus?  It happens – both literally and figuratively – which means that at any and all times, your responsibility is to ensure that your organization is prepared to move forward smoothly without you there.

Sure, you’ll be missed – but you’ll be more positively missed if your former team aren’t saying nasty things about you as they deal with all the things for which you didn’t prepare them.  Or the organization.

For sixteen years, the HTA has operated in Gwyther’s image.  When the new Chairman comes in, it will continue and grow in new and different directions – as is only right.  The interesting bit, however, will be in the interim as we all get to watch how well the organization copes – which is, in effect, Gwyther’s real legacy.

Hello everyone – and welcome to the new blog (sort of).  I do love new technology – so we get to explore this new format together.

Since I’m a great believer in celebrating (almost anything),  I thought we’d begin with some freebie resources for you from my new ePublishing venture, Leadership Quantified.  Here we go!

1.  Management Guide to Quality/Lean Implementation – As you know – if you’ve ever read a single article or post I’ve written about Quality and Lean implementation – I’m mostly unhappy with what I see going on out there.  That’s because what is, in fact, a management system gets mistaken for a bunch of tools and techniques that look great but don’t net you the long-term results and ongoing innovation you thought you were going to achieve.

So, typical of me, I’ve written a new comprehensive, self-directed guide to strategizing and managing the process – from start to finish – no matter where you are in the implementation process.  Not only will you find implementation faster, easier and cheaper, but you won’t need consultants and the process will actually give you what you were looking for.  And more.

Best yet, we’ve done a deal with Horticulture Week to provide a free copy of my eGuide for subscribers – new and renewals.  I also hear that, if you switch to a Direct Debit subscription, they’ll send you a copy – no matter where you are in your subscription year.

This baby is priced at £55 (before VAT) on Amazon – so it’s a heck of a deal that the magazine is giving you.  Take advantage of it! (Or, if you need to ask questions of the lovely folks at HortWeek, click here.)

2.  Making Finance Profitable – It’s bothered me for a long time that Finance Departments (even if they’re only one person) tend to forget that their job is to serve the rest of the organization with information, guidance and advice.  Instead, they tend to spend too much time as the “Great Obstructor” – or at least that’s the way it feels to everyone not part of the Finance function.

So, I wrote about it.  Mostly I wrote about how Finance can change its role – and perception – so that it is taking care of its primary customer – the rest of the organization – even as it fulfills all its other responsibilities.  The outcome is that Finance adds to the profitability and innovation of your organization.

Happily, the folks at Information Edge are making the ePaper available for free through the AccountingWeb magazine website.  (This one would cost you £5.50 before VAT.)  To get a copy, just click here.

3. And, finally, in December Leadership Quantified is doing a “Holiday Issue” of our subscription-only Newsletter.  We’ll be providing a variety of materials on topics including Women and Leadership, Branding and Social Media, Customer Service, Innovation and Turnaround…and more.  All for free.  But you have to be a subscriber to the Newsletter to have access to those free materials.

What we’re hoping is that you’ll not only sign up, yourself, but tell as many folks as you’d like…at least those folks you’d like to see succeed.  After all, our mission is:  Helping You Do Well and Do Good. Simultaneously.

So, your success is our goal, too.  Sign up for the Newsletter and let us help!

Happy Freebies!!

Are you familiar with the name Paul Lightfoot?  Or the company Brightfarms?

If not, you’d better become so, because this guy has decided that hydroponic greenhouses growing lettuces, leafy greens, cucumbers, tomatoes and peppers that just happen to be situated on the rooftops of grocery stores is the big “what’s next” when it comes to food supply and supply chain.

I did a quick search on the HW site and didn’t find him or his company.  That’s not good – because it means what he’s doing is not yet on the UK horticulture industry radar.  (I’m hoping that, as usual, my search capabilities are at fault – a not uncommon occurrence!)

He’s doing his stuff in the US – at the moment – but the idea has legs.  Let’s face it, rooftops of any large grocery store are real estate just waiting to be used.  And he’s added value and cut costs by cutting out the middle man expenses for the retailers – big time – while at the same time ensuring fresh product for the consumer.  All based on the deal that, as long as his company does its stuff, the retailer has to buy what he produces.

The implications of this are huge.  First there was GYO.  Now this – which is GYO on steroids.  With a business model.  And funding behind it.

That makes the idea – and the reality – the next evolutionary phase of your competition.  Any thoughts on how you want to take on this market?  Let’s use this space to discuss!

Steve Jobs has died.  He was too  young to go.  Too talented and visionary not to be missed.  Too important to his company, Apple, for his shareholders and the markets to take the potential impact on its share value lightly.

But, ultimately, it wasn’t his vision or the “magical” products that Apple created that are his most important legacy.

It’s that he defined the difference between the two types of executives and entrepreneurs that exist: Givers and Takers.  Moreover, he taught that, by being a Giver, you can create previously unimaginable levels of success.  For everyone.

Here’s how it works.

Read more…

Yesterday I had a root canal – and it got me thinking all about business confidence and the complaints that so-called “business leaders” are making about their lack of confidence in the economy.

What do a root canal and business confidence have to do with one another?  Everything.  Because in both cases, it’s all about fear and paralysis or, conversely, the willingness to trust yourself and those around you to achieve success.

Read more…

Each year, I wait with trepidation to find out if Matthew Appleby is going to invite me to be a judge for the Garden Retail Awards.

The reason for my trepidation is two-fold.  First, I really want to be asked.  It’s a great opportunity for me to see what all of you are doing out there and, particularly, how you are defining everything from “innovation” to “quality” to “best of breed.”  And when the applications are good, I get to simply beam for you guys for doing what you need to do to change your world.

The second reason isn’t as happy-making.  That’s because for the past couple of years I’ve been disappointed – particularly in the levels of innovation risk – that I’ve seen in the applications.  There wasn’t a whole lot of big idea/big concept world changing going on.  At least not driving the industry forward from within.  Or at least not based on the applications I was reading.

Some of you, at this point, are going to be very angry with me.  You’ll say that I’m an outsider and that I don’t understand what it means or what it takes to succeed in your market.  You’ll accuse me of being an American – and, even worse, from the Silicon Valley – which gives me unrealistic expectations anyway.

And you may be correct – because all of that is true.  At least the part right up to the unrealistic expectations.  Because what I know – and what I’ve been writing you guys about for years – is that you can do far more than you believe you can do.

As well, it’s not that there isn’t good, innovative work being done in the industry.  There is.  It’s just that, for a few years there, the moves were all incremental.  Way incremental.  Baby steps.  Miniscule.  Teeny-weeny.

And that being said, for those who were taking those steps I know they didn’t feel that way – which is why I give great credit to those who try and risk and aspire.

Now some of you will say that in these tight economic times – particularly when we were in the early stages of the downturn and no one knew what was going to happen next – it made perfect sense not to be too different.  To try too hard.  To extend too far.

And that’s okay as far as it goes.  Except the risk you run in those cases is that someone out there is willing to take those risks and do the things to which everyone else is saying, “oh no – not now – maybe later.”  Only by the time “later” comes along, those who didn’t push and innovate and aspire are playing a game of catch-up – which is much harder to win.

That’s why I was so happy and excited – application after application – to read about what many of you in the industry have done in this past year.   Somewhere along the way, in the categories I was judging, you guys got past the fear and took some really creative, far-seeing steps – all of which have netted you excellent results.

I’m proud of you guys.  All of you.  Those who aspire and those who are still afraid – because simply by being in the business you’re in, working within the regulatory and competitive confines within which you work, you’re still brave.

But when you attend the awards dinner on the 31st October and, particularly, read up on what the winners did to deserve their award, think about what you’re doing now and next and learn from this year’s crop of winners.  Then, next year, show the industry what you’ve got.

And, if Matthew invites me again, I’ll be there cheering you on. 

So last year it was Bird’s Eye axing 180 pea growers with as good as no notice.

Then it was B&Q – first summarily changing their payment schedule from 30 or 45 days to 90 days and, most recently, cutting growers with as good as no notice.

Now it’s the RPA seemingly having changed or re-interpreted the rules and cutting off payments to growers with as good as no notice.

Do you see a trend?  I do.  And it’s always the same.  The Big Boys – whether in corporate or government form – taking advantage of the Little Guys in the marketplace.

Oh, the Big Boys always have good reason.  And, to be fair, some of those reasons are actually justifiable.  (I know.  I sound almost surprised.  Blame it on my cynical soul.)

The thing is, it’s not about the reason.  It’s about the execution.  And that’s something that can be changed.

But, Little Guys, in order for that to happen, you have to generate a louder voice.  A single voice.  What you’ve read me write about from the start of my time writing for your industry: One Voice.

Sometimes One Voice comes from consortia and partnerships.  Other times it comes from your trade organizations.  If you work it right, it can even come from your trade publications.  Like this one.

What is unarguable, however, is that it is more important than ever that you create that One Voice – across both ornamentals and edibles – because you’re beyond single data points now.  You’ve got a trend – and it’s embedded enough that even the Government feels safe in taking advantage of you.

The only way you can make sure that the players who are playing you to your disadvantage stop – or at least hesitate before damn near killing your industry – is if you band together to determine how to hit them where it hurts.  They’ve got their currency, just as you’ve got yours.  Only yours is a straight shot financial deal.  They actually have more and different places to hit – whether financially, in votes or in your product and service provision.

Get smart and get active.  And do it now.

There really is no time to waste.