Small Business Marketing – 5 Deadly Networking Mistakes

Networking – Traditional face to face business networking is a very effective way for small businesses to find new contacts and leads. Unfortunately, it’s also rather easy to get wrong. Here are a few of the most common mistakes, and how to avoid making them.Mistake #1 – Breaking into conversations Take a look at the body language of people who are already in conversation. If they are standing facing each other, they probably prefer not to be disturbed just now. Better to look for someone who’s on their own and introduce yourself, or approach a more ‘open’ looking group of 3 or more.Mistake #2 – Not paying full attention to the person you’re withWhen you’re speaking to anyone at a networking event, be totally focussed on that person. It’s so rude to gaze over their shoulder around the room to see who else might be useful to speak to – and they will notice and remember.Mistake #3 – Not collecting other people’s business cardsThis is so much more important than passing out your own cards. Always carry a small notebook and pen so you can write down their contact details if they don’t have a card.Mistake #4 – Talking too much about yourself or your business When you’re networking, it’s much more powerful to ask questions of the other person. Let’s face it everyone loves talking about themselves so let them be the ones who do most of the talking.Mistake #5 – Sticking with people you already know You go to these events, investing your precious time and money to meet NEW people! By all means say hello to people you know but don’t get trapped into lengthy conversations with them. Arrange to catch up over coffee or on the phone.

Publishing Choices For Writers – Self-Publishing Print on Demand, Introduction

Under the self-publishing umbrella, there are many options for writers when they are considering how they want to get their work out into the general public. Traditionally, authors were limited with either working with a traditional publisher, or finding someone to help them self-publish their work. As discussed in other articles of this series, there are many different ways for authors to get their work out there depending upon each author’s individual needs.In the past, whether an author worked with a traditional publisher or self-published, hundreds of their books needed to be printed at any one time. With the advent of new technology, writers can now actually see their work in print prior to printing without sticking them with too many unsold copies of their book. In addition, they have the option to print a copy of a book only when one is sold. Authors can do this through Print-On-Demand (POD) technology.


Print On Demand, as the name implies, allows an author to print as small a number of copies as they want, whenever they want, through a digital printing process. Because the book is being printed digitally, there is no need to set up the traditional offset printing presses, which would be cost prohibitive for a single or a just a few copies of a book. Once the set up is done for the digital format, it is done and can be used repeatedly whenever the need arises.Print On Demand solves many issues for new writers not being published by a publishing house. For example, prior to getting their work out to the general public, authors may want to have an advance review copy of their book for either their own review or to send to a book reviewer. Having an established book reviewer give a good review of a book prior to full printing is a good indication as to ultimately how many copies should be printed. In the alternative, a bad review might indicate the need to go back to the drawing (or in this case writing) board to clean up the work.Also, Print On Demand solves the storage issue for books for both a publisher and an author. In the past, whether published traditionally or self-published, when a book was done, there were copies hanging about until sold. Both publisher and author would have to warehouse them which could get expensive, although the author usually ended up with hundreds of books on their kitchen table or in their basement. With Print On Demand, a book is only printed when needed.


At the same time, in order to see a copy of their book in print prior to printing the larger number of copies, an author would have had to pay an absorbent amount of money to a printer to get the single copies. Now, it is usually just a small set up fee to the digital printing company and an author has a book in print.All the above are some benefits of Print On Demand. However, it is not the answer to all publishing ills. In the other parts of the POD series I will discuss some negatives that may be deciding factors on not going with Print On Demand publishing.

The Role of Change Management in Successful Information Management Solutions

IntroductionImplementation of Information Management solutions necessarily brings change to any organization. Business practices, role and relationships all affect the way in which people work and interact on a day-to-day basis. Whether the driver for implementation is for productivity, compliance or risk reduction there is always the need to consider what impact there will be on user communities.Document and records management practices in organizations are not often front-of-mind for most managers and employees and asking them to think about information in a different way or even at all, as a corporate asset requires a fundamental mindset change. This will take many employees out of their comfort zone, impact on their confidence and competence to perform the work and creates a situation where individuals can sense a loss of control in their work context.It is natural that most people initially react with caution with concerns about their future, security and where they will fit in to a new order of things. In any group there will be 10% who are excited by the prospect of change and at the other end 10% who will resist change regardless. This means that there are 80% who can be influenced one way or the other.The successful implementation of an information management system extends far beyond the design and implementation. It extends beyond the support and operation. Effective information management requires a fundamental mind-shift by stakeholders and everyone in the organization that relies on information in their work activities. This shift needs to be carefully executed to create a requisite culture in which information is appropriately and thoroughly managed as a key organizational asset.What is Change Management?Change management is the art of influencing the majority to positively accept and commit emotionally to the change. Many of the issues arising as a response to change can be real or perceived and are closely related in a cause and effect network. Either way, they need to be addressed to avoid resistance or rejection of the change. This requires a combination of communication, understanding, mentoring, coaching and general support with the aim of building trust. It is from this position of trust that the task of building the work culture required for successful information management begins. The ’4 Cs’ of change management help us think about the change from an effected user point of view.Comfort People are creatures of habit and develop patterns of working within a comfort zone of daily activities.Control Changed practices may cause a loss of control over daily routines and activities. This may come through changed reporting lines or responsibilities which can evoke a level of discomfort.Confidence The introduction of new practices may undermine employee confidence in their ability to perform. Some may see this as challenge, for others it can be stressful. Often the introduction of computer equipment is something that can be discomforting. Some people, particularly older workers may have no experience with computers and can cause self doubt over their abilities to learn the new skills required.Competence To be able to operate in a changed work environment there is always an element of re-skilling required. This necessarily means that current skills, often developed over an extended period of time will need updating or may become redundant. This uncertainty can impact on an employee’s competence and ability to perform.The management of the complex web of responses, issues and perceptions requires focused attention. The skills of a change manager are built on an understanding of human behavior and the change manager’s role is to assist people to understand the change and what it means in personal terms and has been proven to be a significant success factor in building Information Management capability.Why is Change Management important?As volumes of information inevitably grow and our regulatory obligations increase amid the ongoing business pursuit of productivity, we cannot afford to waste the opportunity to exploit the benefits of information management solutions.Studies repeatedly show that a key risk in the success or failure of information management solutions is stakeholder resistance to change. Through an investment of time and effort in preparing the user community for the coming change the chances of resistance are lowered. In short without a disciplined approach to managing stakeholders through the change then realization of anticipated benefits is put at risk. This has impact on business productivity, staff moral and the bottom-line. So it would seem logical for us to deploy our information management solutions in the most effective manner.Some common Change Management pitfalls of an IM solution implementation


We are seeing an ongoing consolidation of the information management vendor community and a subsequent convergence of the underlying technology. There is a growing recognition by organizations that an information management capability is needed. Further, audit activity frequently highlights any shortfalls in performance and organizations react accordingly.The selection of an information management solution is an important corporate investment and common pitfalls addressed by change management include:Focus on TechnologyIgnoring the emotional needs of users in the rush to get the technology in place can create a real project risk. Many organizations with an information management solution already in place experience a negativity of opinion towards the system. Often the cause of this perception can be traced to an initial technical implementation focus that neglected the needs of those who consequently struggled to apply new functionality in their work activities. An effective change management approach including awareness building and communication can turn this perception around.Recognition of the Business importance of InformationThe low profile that information management has in most employees’ minds can be an issue. We are all busy and in the scheme of things ‘filing’ is not front-of-mind for the majority of employee’s striving to keep pace with everyday work pressures. Document management and filing, can fall down the priority list partly because of work pressures and partly because of limited awareness and can be seen one of the things that ‘should’ be done’ rather than something that ‘must’ be done.Organizations recognising the business value of information as an asset can then raise awareness of its importance and manage it accordingly. An increased awareness of this importance should also influence the planning of information management system deployments.Business Case and BudgetThe business case for information management is focused on risk, mitigation, and productivity. However; many benefits are intangible and have an indirect impact on the bottom line. Unfortunately associated costs are very tangible and visible.Consequently, there are challenges in the development of the business case as it can fail to excite the financial fundamentalists who view the whole undertaking in terms of an unavoidable cost that must be minimized. For the uninformed, change management activities can be seen as non-essential and result in budgets being set to minimise cost adding to the risk of failure.Although not unique to Information management implementations these above factors can create significant project risk. Change Management techniques are designed to address the human behavioral issues that can adversely impact on project success and as such, are a necessary inclusion in any deployment activity.What are some Change Management best practices for an IM solution implementation?When it is apparent users are not participating in Information Management practices an objective assessment can identify a way forward that is usually cost effective and will meet organizational needs within a much shorter timeframe. This assessment must take an independent and holistic view of the situation from multiple perspectives.This assessment must identify the root causes of any associated issues and develop a clear strategy to build the information management capability required. There are a number of common elements that have emerged as issues with information management implementations that have nothing to do with the incumbent technological tool and the strategy developed must consider how these are to be addressed.The capability assessment framework enables organizations to holistically assess information management practices and to identify improvement opportunities that will build capability. This is achieved by benchmarking current organizational practice against best practice in each of the dimensions of the framework. The best practice benchmark criteria in the framework have been identified through experience with multiple organizations across industry sectors and geographies, and are augmented through industry collaboration and global academic research outcomes.The dimensions of information management identified in the framework are defined as follows.StrategyBest practice organization’s should have a clear strategy relating to its management and use of information The strategy clearly defines the content and structure of the information, how it is to be governed and applied to support the primary business strategy.ContentWe can assume that most organizations have the information content that is required to manage their business. If this is not the case then it is difficult to envisage the organization operating successfully or at all. However, most organizations suffer from an ad-hoc approach to the management of this important asset. Best practices relating to managing this content start by having an inventory of the content, a consistent architecture governing naming conventions, taxonomy, where content is held, how content is held, i.e. hard copy soft copy formats and who can access what categories of information.ProcessDue process governing how information is created, stored, accessed and communicated is fundamental to the governance of enterprise information.Governance is the combination of processes and structures implemented at management level to inform, direct, manage, and monitor the information management activities of the organization. This consists of clear policy, procedure and business rules guiding information management practices. These must be developed in context of the organization’s business activity and be clearly communicated to stakeholders.Information management governance also includes the development of business classification schemes, taxonomy, naming conventions and rules governing the creation, storage, protection, communication, sensitivities, use and appropriate destruction of information.CultureThe manner in which information is treated and perceived in an organization is reflective of organizational culture. Best practice organizations have clear understandings and norms recognising the importance of information as an asset. This mindset needs to be pervasive across the organizational culture and is fundamental to induction and staff development initiatives.Change management during information systems implementations is a clear best practice aimed at creating the cultural awareness and mindset required.RelationshipsOrganizations operate within a network of relationships with stakeholders. These stakeholders include customers, suppliers, regulators and industry bodies. Best practice organizations have clear understanding and service level agreements with other stakeholders in order that corporate record keeping obligations are met and to ensure information is shared appropriately and to the level required to maximize efficiency.ServicesThe application of Information as an asset is fundamental to the services or products offered to the market place. Best practice organizations embed value-adding knowledge and information into services to maximize attractiveness and utility. Corporate discipline ensuring the validity of information shared is necessary to mitigate risk of non-compliance and avoid potential litigation.TechnologyInformation technology is fundamental to the management of the information asset. Clear and consistent architectures, data and information structures, security and operational tools indicate a mature approach to information management. Best practice organizations have clearly defined architectures.Change Management Best PracticeThe capability assessment framework facilitates benchmarking against specific best practice indicators. The absence of any of these indicators provides an opportunity for the organization to improve. Over and above these specific indicators the following themes have emerged as overarching best practice in change management as information management capability is developed.GovernanceAs discussed above governance is the combination of processes and structures to inform, direct, manage, and monitor information management activities. This includes effective record keeping practices. It is important that organizations develop governance practices as early as possible in implementation projects. This often means putting governance in place prior to specification, selection and deployment of a technology solution. This has a double benefit. Firstly: stakeholder’s become familiar with information management expectations and the requisite culture begins to develop; and secondly; the organization gains the opportunity to refine its governance structures prior to full deployment.Information Management SystemThe selection of an enabling information management technology to meet performance and functional requirements should follow a diligent approach. It is best practice for selection criteria to consider wider information management architectural needs. The functional richness of available solutions can allow the retirement of duplicative products providing islands of functionality. Workflow or WebPages are common examples of these islands where products have been acquired for a single one-off purpose and are unable to integrate with core applications. Once configured and deployed the new infrastructure can provide the opportunity to create an integrated technology architecture thereby reducing support cost.PilotsThere are many examples of high cost, high-profile failures in the information technology industry. Often this can be traced to over-ambition and a big-bang approach to deployment.Implementation of Information Management capability within well defined scope delivered in incremental steps provides many benefits. Primarily incremental implementation through a series of pilot deployments allows adaptation of the solution based on real experience before attempting to conquer the world. Many organizations are benefiting from the adoption of this approach.


User FocusThe inclusion of change management activities focused on preparing stakeholders to take on the reformed work practices mitigate against risk of stakeholder resistance. This involves considering the emotional needs of all stakeholders to ensure that they feel in control, are comfortable and have the confidence and competence to execute new work practices. For many stakeholders the learning of new skills and changed role and responsibility provides enhanced career opportunity.ArchitectureMost of the solutions available in the marketplace offer rich functionality to manage documents and content in a web-based environment. Full use of the functionality on offer can simplify the technical architecture and realize savings in licence and administrative cost further justifying investment.Change Management Roles and ResponsibilitiesThe change manager works very closely with stakeholders and it is important that relationships based on trust are established. The personal attributes of a successful change manager are empathy and patience. The role and responsibility of the change manager is focused on understanding stakeholder needs, building an awareness of the need for change and supporting these stakeholders as they transition to new work practices.Some key responsibilities for the change manager include communications, setting up reporting and communication channels, participating in business process reform, workshop facilitation, staff training, mentoring and awareness building. In short, any activity that interacts and prepares the user community to participate in reformed work practices.Regardless of the scale of undertaking information management projects require a change management capability. In large scale projects there may be dedicated change management resources. For smaller scale projects this role may be a part-time or shared responsibility. The change management role can in many instances be a shared role across the development. Sometimes this can be provided through a corporate change management function. Regardless of how the role is resourced it is essential that it is included.Many routinely conducted project activities such as workshops, interviews, training and presentations are in fact change management opportunities as these events they are interactions with stakeholders. They therefore present the ideal opportunity to develop the relationship of trust between the project team members and stakeholders.It is important to avoid the situation where contributing stakeholders feel as though they have been sucked dry for information by technical people. This can be avoided through the development of awareness of the importance of the project team/stakeholder relationship thereby maximizing the value of this contact time.Further, ‘champions’ can be identified from within the stakeholder community. This provides a critical change management input. As these champions are representatives drawn from the stakeholder community their roles can be a very influential and positive contributor to project success.SummaryResearch shows proves that higher levels of user acceptance and greater use of installed solutions are achieved when deliberate change management activities are included in the implementation work plan and life cycle. Best practice in change management is focused on the early involvement of stakeholders and on building a trusting relationship. Accordingly, leading organizations have recognized its importance and routinely allocate resources as projects are plannedFor most organizations there is the opportunity improve information management performance. A place to start is through a benchmarking assessment of information management capability against best practice to identify how to realize available benefits by learning from the success of others.This paper has emphasized change management and the resultant outcomes and opportunities as best practice. The selection of an information management solution is an important corporate investment. For those organizations considering implementation and for those that have current infrastructure in place, there is the real opportunity to maximize return on investment and to create a work culture that displays the requisite information management behaviours.

Systems Thinking in ‘ORGAN’-Izations

What is systems thinking? Systems thinking is the process of understanding how things influence one another within a whole. That definition and many like it are found all around the internet, but do we know what it looks like in action? I found it confusing in many cases due to these same resources stating that a systems thinking approach is the opposite of breaking a larger system down into its parts to be analyzed and/or improved. It is my opinion that using a systems thinking approach in an organization is a balance of both.I’ve read a lot about tearing down these functional areas as if they are some kind of barrier standing in the way of a systems approach. I am going to disagree with this and state that we simply need to work with them differently. I strongly agree with the need for these teams, but the information within should be openly available to all other teams and the communication paths should be directly available.In every business we have a product, service, solution, etc… to provide to someone and in many it is important to have expertise organized into functional teams within the organization. These functional teams need to be in place for organizations to provide important pieces such as expertise, accountability and responsibility. Building a culture of relating these functional teams to systems that are part of a larger system and promoting collaboration between these systems is how I would describe getting your organization to a systems thinking approach.A systems approach provides many things from efficiencies and cost savings to feedback loops and product improvements. It can even have a positive influence over morale.After recent discussions on systems thinking I was looking for an example of an organization that utilizes a systems approach effectively. What I realized is that not only is the human body a great example of many things working together for a common goal, but that we study and teach on this subject recognizing each of these parts as systems working together.If you were to look up the Human Organism and write down the highlights, you are probably going to write something like skeletal system, muscular system, nervous system, etc… See the common factor?


Now hold that thought and let’s look at the human body as we look at our own organizations. Imagine a standard org chart with organ systems breaking down into each system (nervous, muscular, digestive, etc… ), then to the organs themselves (heart, lung, liver, etc… )From atoms to molecules to organelles that form cells which form tissue which leads to organs that make up an organ system and results in an organism.If the body worked vertically it probably wouldn’t function let alone be what it is today. The body maintains our functional groups that allows for expertise, responsibility and accountability; but still has many interworking systems.Notice that when we speak of the functional teams that make up the body, we refer to them as systems. The body has 11 major organ systems, but what you cannot display in such a standard org chart representing the body is the overlapping of these systems. Nearly all of the major organs of the major systems have other organs from other systems connected to them. Notice that I said there are 11 ‘major’ systems. Choose your belief here, but whether fantastic evolution or a genius creator, the need for interworking systems was obviously not overlooked. I listed some organs that fall under their organ system, but what happens when I ask you where the hypothalamus resides? It is a gland so let’s say its functional area is the endocrine system, but it’s function is being responsible for the activities of the autonomic nervous system. This happens to us everyday right? Your software developers are not writing software to develop software.We’ve decided that with the org chart of the human body if you will, it needs a system to link the system, hence we have what is known as the neuroendocrine system. This is found again and again throughout the human body where functional areas overlap. The muscular and skeletal systems work so closely and are dependent on each other for optimization of movement and support that we have a musculoskeletal system. Genius right?The musculoskeletal system is not a whole new functional area of the business with new management, etc… Consider instead that it is a space where representatives from both systems come to collaborate on their ideas of how to reach the common goal and then returns to their own system.Aside from not addressing dependencies from multiple functional areas to optimize the outcome, silos cause other issues in the organization. Regardless what your functional area is, it is better than the others right? If you are an installation tech, you could meet your goals if development had it together and if you are in development your product is fine if only your installation guys were smart enough to implement it.We’ve got to tear down these silos and interact. Every decision made in a functional system is going to change the overall system. If your change is not matched and/or countered by other changes the result has changed. What a standard org chart (silos) doesn’t do is help us identify where a problem is or visually instill the idea that what one does has a greater consequence to the common goal. As an example, let’s assume you have hypoglycemia.Well, hypoglycemia is a condition that occurs when your blood sugar (glucose) is too low. Now you have double vision, fast heart, nervous, shaking, sweating, etc… Each system is reacting. If you take medicine to rectify the symptoms without understanding the true cause you could damage your pancreas or cause other systems to work harder to counter the new effects while not actually curing the problem.Hypoglycemia can be caused by medications or alcohol so it could be the fault of the mouth. If not the mouth maybe the overall digestive system for not breaking down the carbohydrates or back down in that functional system to the pancreas for not producing insulin. Maybe it’s the blood stream and maybe it’s that the liver and/or muscles aren’t storing glucose properly. It very well might be a digestive system problem, but unless we understand how systems overlap you might of just replaced your director of digestion when in fact the problem could of been any one of circulatory, muscular, or endocrine systems.Similarly, defects in the muscles and bones can be the result of neurological problems, metabolic or vascular disorders, nutritional imbalances, etc… If any one of the systems that make up the human body were to over/under produce or change what it does all together, it can drastically change every other system and the overall result of what they were previously working together to do.


The body has 5 vital organs being the brain, heart, lungs, kidneys, liver, and pancreas. Scroll up if you need to, but I’ll just tell you that the blocks are red and each resides inside of a functional system. What?! The brain isn’t higher than bones? All of these systems work together and due to this the information uses the nervous, muscular, circulatory, and other systems to share information where they overlap and transport it to another system it interacts with. If you were to put your hand on a hot surface the body reacts by sending signals to other parts of the body. Your muscles contract to pull away, it notifies your brain of the incident, your blood pressure increases while you breath heavier, your pupils dilate, and you start releasing hormones like adrenaline.Many systems in the body just worked together to notify, react and rectify and it did so by communicating within interworking systems rather than all information leaving the critical areas and coming back via the same point it went it out. Good thing or you might just still have your hand on a hot surface waiting for that single point of communication to be available.Any living organism is amazing, but remove any one system or even tamper with it without proper communication to the others and if you are still alive, you’ve just caused cancer.To do this an organization needs to instill a culture of collaboration and team building so that the vital organs can work together while the functional manager acts as a servant leader to keep his experts focused, trained, and with the tools they need to do what they do.With all of the communication that the body has going on, you can provide it with the right nutrients and not only is it healthy, it becomes self healing when the unknown arises. Shouldn’t your organization be self healing?