Spark Magazine July 2017

spark THE FUEL FOR BUSINESS

MAGAZINE

STORY TELLING FOR BUSINESS

LINGERIE BRAND REPLACES AD AGENCY WITH AI

A GOAT THAT SAVED THE LIFE OF A 6 YEAR OLD GIRL

How to find ideal clients

ISSUE NO.11 J U LY 2 0 1 7

Spark Magazine is “The fuel for business”.

The target audience is business people, with an interest in innovation, technology and new ideas. We provide the ideas, motivation, and inspiration for success.

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EDITORIAL

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paradiseinvitations@gmail.com The information in Spark Magazine is of a general nature only and should not be relied upon for individual circumstances.

In all cases take independent and professional investment, financial, tax and legal advice. Spark Magazine and all persons and entities associated therewith accept no responsibilities for loss or damage related to any inaccuracies, errors, or omissions in the magazine, or reliance on anything in the magazine. The views expressed in the magazine are those of the authors and do not imply endorsement by Spark Magazine, its controlling entity or associated persons. Similarly placement of an advertisement in the magazine does not imply endorsement by Spark Magazine its controlling entity or associated persons. In some cases journalists writing for SPARK Magazine may consult to or provide corporate writing for companies mentioned in articles. The journalists or Spark Magazine do not accept payment from companies to cover or include them. ©2015 ©2015 by byPow PowWow WowPty PtyLtd. Ltd.All All Rights Rights Reserved.

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issue no.11 July 2017

Contents 7 News 8

How to find ideal clients

14 Lingerie brand replaces ad agency with artificial intelligence 18 Story telling for business 22 Why empathy is the latest leadership trend 26 Unlocking the four drivers of high performance 30 Margin squeeze creep - and how to side step it 34 Enabling high achievers: how to get the best from your best 38 Charity focus: A goat that saved the life of a six year old girl 40 Leaders must walk the talk when it comes to balance 44 Four types of stories you need in business

The articles in Spark Magazine are of a general in nature only. Always seek independent financial, investment, tax and legal advice.

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The road to great learning is never a straight line...

Consulting

eLearning LMS

BSI Learning helps organisations plan, develop and deliver exceptional learning experiences that utilise technology to engage people and get real business results.

If you need us to help conduct a Training Needs Analysis, Plan and build a new program, develop a piece of eLearning or house it in a Learning Management Solution, get in touch with us today.

Contact: 1300 137 504 | www.bsielearning.com.au

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issue no.11 July 2017

WELCOME T O S PA R K M AGA Z I N E With the 2017 Winter Issue of Spark Magazine we again find, as before, contrasting viewpoints on the outlook for the Australian economy. The National Australia Bank’s May 2017 monthly business survey showed an upbeat business sector, but John Adams, a former economics adviser to government Senator Arthur Sinodinos, and big four accounting firm consultant is reported as saying Australia has missed its chance to avoid a potential “economic apocalypse.”

Which view is right? How is your business tracking? What is your outlook?

Do you have a “Plan B” just in case Adams is right?

Our feature issue this month is about something important to all businesses, especially SMEs. It’s how to find and attract ideal customers. Expert

practitioner in this area, Paul Kennedy CA, gives us some tips and points out the important link to strategic planning.

Toni Fitzgerald tell us why you might want to become a celebrity expert in your area of expertise and how this could help grow your business.

We also feature a series of articles on the importance of the not so easy to master, so called, “soft” skills of leadership.

We are pleased to feature a most deserving charity, “Rights of Girls” and the wonderful life saving work they are doing in Africa.

Paul M Southwick CEO and Editor paul@psfj.co

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BSI Learning explores the future of work from the correctional centre to the boardroom Minister for Corrections David Elliott on the 24th of May, 2017 announced BSI Learning had won the contract to deliver the majority of the education and training in prisons.

BSI Learning as the registered training organisation was appointed following a rigorous tender process and has more than 16 years of experience in working with offenders in Queensland Corrective Services.

to government departments, corporates, non for profits, job services and correctional services.

BSI Learning has worked in the Queensland correctional system for more than 16 years and has delivered the VET in Prisons Program over the past 10 years.

This initiative by the Government would increase the number of inmates participating in education and training by 20 per cent. This will help make offenders job-ready upon release, more equipped to integrate into society and less likely to reoffend.

“We are excited to have the opportunity to partner with CSI and CSNSW to deliver the inmate education program to improve employment prospects and give them an opportunity to make their own choices,” Mr Ivan Kaye, Chairman and Founder of the BSI Group of Companies said. “However, this is just one of many unrelated communities that need our help in one form or another.”

BSI Learning has been a major provider of educational services

“We live in a rapidly changing world and no matter whether you are an

inmate, an entrepreneur or in the public sector, you are not going to thrive without continuous learning, collaboration and peer support.”

“The era of artificial intelligence will disrupt the way almost everyone works, and the more we talk about it and recognise how things will change, the better prepared we will be,” said BSI Chairman Ivan Kaye.

“Education is the key.”

BSI Learning will lead discussions on preparing for the future by hosting six events between now and November for HR executives covering the topic ‘Beyond the Future of Work’.

For any media enquiries please contact Peter McKeon, Group CEO BSI on 02 9216 4000 or pmckeon@bsi.com.au

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Business Builder Group (BBG) The Business Builder Group continues to deliver huge value back to its members with many notable and very popular events in the last quarter. Here are details of two: •

His presentation was supported by attendees being introduced to and using the Referron app.

•

Bill Gates, from the US, the world’s number one expert on referral marketing presented to members and their guests in multiple cities. His key message was around the referral power of engaged customers.

Celebrity Expert makers Toni Fitzgerald and Cydney O’Sullivan presented to a sold out audience in Sydney on the power of becoming “Subject Matter Experts,”’ that is people who know their business, and love what they do. Read Toni’s instructive article in this issue.

Upcoming Event: Discount for Spark Magazine Readers On 14 and 15 September UK based international conference presenter Innovation Enterprise will be running The Chief Strategy Officer Summit at the Sheraton on the Park in Sydney. This summit brings together business leaders and innovators for an event acclaimed for its interactive format; combining keynote presentations, interactive breakout sessions and open discussion.

Topics include:

•

Strategic Planning for Growth

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Consumer insights, Content & Brand Strategy

•

Creative Innovation & Tech Strategy

•

Revenue Strategy

•

Refine your Internal Operations & Culture

•

Sustainability & Long Term Strategy

Spark Magazine readers qualify for a $200 discount if they enrol early at: click here

EVENTS UPDATE

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How to find ideal clients

by Paul Kennedy

issue no.11 July 2017

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f there is one challenge that all businesses share, it’s how to find ideal clients.

It begins with the business plan. In the words of Thomas Edison:

Good fortune is what happens when opportunity meets with planning Business plans are important to: •

identify and document goals and outcomes;

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create a blueprint on how to get there;

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develop relevant marketing initiatives, activities and actions; and

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build the business profile and brand amongst ideal clients and networks.

Key questions for functional and relevant digital marketing Simon Sinek is a British / American motivational speaker, marketing consultant, and author of three bestselling books including “Start with Why.” Meeting someone for the first time, instead of asking “so what do you do?” Sinek suggests the first question should be “so why do you do what you do?”

What does this have to do with the business plan and finding ideal clients?

•

In building the plan, the question Sinek poses is a great place to start: “Why do you do what you do? (what drives you, what motivates you - your purpose, cause, belief - why does your business exist?).”

Answering these questions first helps ensure business and personal goals are aligned, consistent and complementary.

In developing the plan, “Nirvana” is to have ideal clients seek out the business. So anything that takes the firm towards that goal is positive.

Sinek says everyone has a ‘why.’

Sinek’s TED Talk can be found here Having established the firm’s ‘why’, will then lead to ‘how’ and ‘what’ needs to be done (not the other way around). This approach will also help identify who the business’ ideal clients are (and why they are ideal - what makes them ideal).

Ask ideal clients what they need and want (and why) - focus on delivering those needs and wants (rather than on what the business makes or provides). Asking and answering these questions will open up a whole world of where the business may go and how to get there. There’s plenty of advice readily available on what headings (slides) to include in the business plan (so that advice is not repeated here).

Completing the business plan is just the beginning - it’s the implementation and day to day living of the plan that deliver success. That’s the difference between having a plan and achieving goals.

Key criteria for success The key criteria for success are: •

having a well thought out and documented business plan; and

sticking to that plan on a daily basis (living the plan each and every day).

Having addressed the core issues of mission, vision, values, value proposition, services, structure, people, etc., the plan should focus on clearly identifying: •

who the firm’s ideal clients are (who they currently are, who the firm would like them to be, who they could be, and why they are ideal - the types of organisations, their background, profile, traits, characteristics);

•

where they can be found (how do they spend their day; what activities do they participate in; what groups are they members of; what events do they attend; what are their interests?); and

•

how to engage with them on a daily basis (raising the company’s profile amongst its ideal clients and networks; building the firm’s brand; what events and activities the firm should attend or organise).

Marketing initiatives, activities and actions The plan should identify and commit to a series of marketing initiatives, activities and actions that ensure the business: •

constantly surrounds itself with ideal clients; and

•

engages with ideal clients on a daily and on-going basis.

This way, new business won or existing business retained, will be of a type that is consistent with the

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business plan.

Non-ideal clients

These initiatives, activities and actions should be specific and detailed in the plan headings (slides) titled:

The plan should also identify nonideal clients (because they too will seek the business out - and when they do, it’s imperative they don’t distract from business goals - and that they are re-directed to competitors!)

•

Marketing initiatives, activities and actions; and

•

Calendar of marketing initiatives, activities and actions (with timelines covering the next 18 months).

These two headings (slides) are amongst the most critical because they detail exactly what the business is going to do to attract its ideal clients (including how and with specific dates covering the next 18 months).

In doing so, consider what makes them non-ideal - the types of organisations, their background, profile, traits, characteristics. For example, because they are too small, can’t afford the business’ services, don’t value or act on good advice, are slow payers, are high maintenance, or will never be ideal clients.

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A business plan is just as important for individuals A business plan is just as crucial and valid for an individual as it is for a business. Everyone needs a plan - irrespective of whether they are a business, a not-for-profit, selfemployed, an employee or “seeking new opportunities.”

For individuals the plan should include both business and personal goals. These should be mutually consistent, complementary and take individuals to their desired outcomes, both business and personal.

It’s best to discuss and agree the plan with partners, ensuring their views are reflected in the plan.

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Other thoughts and comments Much of the background information required in preparing the plan is readily available from the firm’s website, marketing material, LinkedIn profiles, CVs, other business and personal documents.

It’s not a matter of starting from scratch or re-inventing the wheel.

If the plan is right, it will lead the business to ideal clients and desired business outcomes.

Identify who ideal clients are build a profile of them - what industries are they in; what are their demographics; what characteristics and traits do they have; why are they ideal clients; what makes them ideal?

Generally, there isn’t just one type of ideal client usually, there are many different types of ideal clients (across a wide range of industries, each with different characteristics and a different profile).

Identify them all, prioritise them and then set about getting the firm’s story in front of them.

Also think through why the firm is the best solution for ideal clients’ needs and wants - in communicating with a prospective client, focus on the benefits to them of doing business with the firm.

In identifying ideal clients, consider who their trusted advisers are (confidants they discuss their business matters with and take counsel from - e.g. their lawyer, accountant, or financial adviser).

Think of the parties who will be involved in discussions and the decision-making process when a transaction is being considered. Where practical, include these trusted advisers in the firm’s marketing and business development activities.

A final thought on business planning Have a business plan - but also be open to other opportunities that may not have been considered or identified during the planning process.

Building the client avatar Julie Mason (LinkedIn Sales Strategist and founder of LinkedSalesFormula.com) is a strong believer in developing and knowing the firm’s client avatar (a detailed profile of target customers / ideal clients).

Mason’s advice is: “If you’re struggling to identify and find your ideal clients, or your marketing is failing to generate results, it could be you haven’t fully developed a client avatar for your business.”

issue no.11 July 2017 “Your client avatar needs to go much deeper than simply ‘small business owners’ or ‘accountants’.

While this is at least a start on the demographics, it doesn’t even touch the surface of emotions that will motivate your ideal clients to purchase your goods or services.”

Mason also notes “every sale is based on emotion and justified with logic in the purchaser’s mind - if you haven’t delved into what makes your ideal clients tick, then you are leaving money on the table.”

Drilling down Mason concludes: “This information will help find your ideal clients by using business tools such as LinkedIn, where you can search on the demographics and then create marketing material and content that will appeal to their emotions and draw them towards your business.”

“Unfortunately, most businesses don’t dig deep enough on this topic opting for the basic ‘my ideal clients are accountants.’ Yet, studies show that businesses that take the time to really drill down into the emotions and motivations of their ideal clients will enjoy far more success.”

CASE STUDY ONE Who are the firm’s ideal clients currently - who would the firm like them to be - who could they be?

A leading Australian consulting firm works with medium to large companies in helping develop their strategic thinking, leadership, and sales and marketing skills.

In the past, the consulting firm typically delivered their program at a single location chosen by the client (e.g. the client’s head office).

The program runs for ten months and involves the client’s senior management team coming together for a day each month.

A prospective client approached the

consulting firm about engaging their services. However, the prospective client was a national firm with offices and managers located throughout Australia. The cost and down time of bringing 30 senior managers to a central location every month for a day, for ten months, was prohibitive.

with some loose coins in it, every time someone walks by.

Every day a homeless man sits at the bottom of the steps leading from the parking area up to the Cathedral. He looks bedraggled and down trodden - sitting there sad and down faced, shaking an old and dirty coffee cup

and New Zealand markets).

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This man knows exactly who his ideal clients are - every day, the system delivers him more than 1,300 ideal clients - busloads of tourists on holiday, visiting a grand place of worship, feeling grateful Other than cost and logistics, the for their situation and no doubt prospective client and the consulting empathy for the homeless man. firm were an ideal fit.

Who could walk past him without The solution was to hold the monthly dropping a Euro or two into his cup?

Those Euros all add up. team and individual meetings via video conference, with all managers If Nirvana is ‘to have your ideal coming together in the one location clients seek you out’, then this twice during the ten month program. homeless man has created the The outcome was that the consulting perfect business model. Businesses firm delivered exactly what the client can learn from him!

Some final thoughts on business wanted - all that changed was how development they delivered their service. As a result, the consulting firm has totally • identify ideal clients (the types of organisations and people the re-defined who their ideal clients firm wants to do business with); could be and opened up a much broader range of prospective clients • invest time with ideal clients; they can now offer their services to). • know what ideal clients need and want; CASE STUDY TWO • be the best there is at delivering Know your ideal clients and where those needs and wants; to find them - even better, if they • constantly surround the firm find you! with ideal clients; A wonderful example of someone • “appoint” everyone the firm who truly understands and knows knows as their business their ideal clients comes from development manager (so if they Helsinki in Finland. hear of an opportunity, they can refer ideal clients to the firm); The magnificent Uspenski Cathedral was built from 1862-1868. It is • keep it simple; and set upon a hillside overlooking • love and enjoy what you do! the city. The Cathedral is said to About the Author be the largest Orthodox Church in Western Europe and attracts over Paul Kennedy is the Principal of 500,000 visitors a year. In front of PGV Consulting (a Brisbane based the Cathedral, there’s a large area for business planning and business tourist buses and cars to park while development firm with a focus people drop in to have a look around. on the Australian

Contact details: Mob: +61 404 867 861 Email LinkedIn

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Lingerie Brand replaces

Ad Agency With Artificial Intelligence

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he somewhat terrifying headline of this article is about how Italian lingerie brand Cosabella replaced their agency with artificial intelligence (AI).

Rather than replacing creative talent, the brand uses AI for managing the brand’s digital ad spend and optimising ads for performance. Exactly the things technology is best suited for, and it seems to be working.

The article also includes some great statistics about impressive results the brand has seen since implementing the experiment as well. This means that marketing as we know it is changing.

Only two decades ago graphic designers replaced their colour pencils, cutting knives, glue and paper with computers, now marketers need to be more in tune with facts and figures, statistics and audience reach than they do with powerful headlines.

In the year 2000, at the time of the Sydney Olympics there were 1.2 million small businesses operating in Australia. Now, 86% of businesses

by Toni Fitzgerald

in this country are classed as small businesses, operating with just one to five employees.

This is growth to a staggering 2.17 million businesses, and the media is reporting 40% of Australian jobs will be lost to technology in 15 years! Robots are taking our jobs, from checking in our luggage at the airport to preparing financial business plans. Advertising agencies today have more analytical people on their teams than they do creative types.

Another way In these changing times of robots, disruption and de-personalised

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automated marketing, fortunately there is another way. If you don’t have a truly “obscene” marketing budget, and a complete understanding of the numbers behind advertising and marketing campaigns, there is a totally opposite trend emerging in marketing. This trend is an easy and most effective way to promote known as ‘Personality Expert Marketing’. This is not the ‘The Singing Dentist’, or the ‘Marathon Runner Marketer’ style of positioning. It is about becoming ‘Subject Matter Experts’, people who know their business, and love what they do. Businesses are using Personality Expert Marketing to grow their influence, generate leads and steal the clients right from under the nose of their competition.

It is about positioning the owner YOU as the brand for your business.

Those gym shoes you’re wearing, one look at the distinctive swoosh on the side tells everyone whose brand you like. That take-away

coffee cup you’re carrying, you’re a Gloria Jeans woman! Your T-shirt with the distinctive Champion “C” on the sleeve, the blue jeans with the prominent Levi’s rivets, and your pen with the maker’s symbol crafted into the end, all tell the world a lot about us and our love of brands.

You can invest in artificial intelligence to ‘do the numbers’ or you can invest in making yourself a known, trusted and liked brand.

No one can duplicate you Why is this important? Because the one thing you have going for you that no one can duplicate is YOU. This matters for businesses of all sizes. You can be successful without being a “personality,” but it is essential that you be seen as a credible expert in your niche or industry. Business becomes easier when you are the ‘go-to’ expert... the “celebrity expert” in your area of expertise and in the market you

compete in, be it local or national.

Choosing to become a celebrity expert elevates your status one more level because we all love our personalities!

Tell your story Daniel “Rudy” Ruettiger is a motivational speaker who played college football at the University of Notre Dame. His early life and career at Notre Dame was the inspiration for the 1993 film ‘Rudy’. Why? Put on the field because the captain knew they had no hope of winning, Rudy played a magnificent game and became one of only two players to be carried off the Notre Dame field on the shoulders of his team mates.

That’s it. That is his claim to fame.

Now when speaking from the stage, Rudy urges his audiences ‘tell your story, tell your story, tell your story’.

People want to hear your back-story, why you are the business you are, what drives you and what it is you are about. They want to know you and to like you.

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About the author Recently PR and Media Expert Toni Fitzgerald joined forces with Social Marketing Expert Cydney O’Sullivan. Together they are influencers, thought leaders and trouble makers, and have developed a step by step, fast track method for business owners, coaches, trainers, speakers and professionals to become the recognised celebrity experts in their field. You can find out more about Cydney and Toni here And being a Celebrity in your niche is less work and hassle than being a movie star, and it is still a whole lot of fun.

Five stages There are five stages to creating your brand as a celebrity expert: Stage 1: Finding Your Niche Stage 2: Creating Your Brand Stage 3: Developing your celebrity expert status Stage 4: Rollout – expanding your celebrity brand business Stage 5: Develop an Exit Plan Regardless of your current level, you will increase your potential to make more money from your business and be in a personal position to do more good for others if you embrace the strategy of becoming a celebrity expert.

Unlike an unknown expert, a celebrity expert has a unique following of fans (enthusiastic customers, clients and prospects). This fan following also allows you to focus that group’s attention on positive causes and charities that you can help to be more successful in addition to your own business. That is a very big benefit of becoming a celebrity expert.

Toni Fitzgerald and Arnold Schwarzenegger

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Story Telling For Business

by Gabrielle Dolan

In sales conversations companies can spend a lot of time on ‘small talk’ and swapping random personal stories to try to build rapport with customers or potential clients. Building rapport is good business sense, but also makes scientific sense, especially when it comes to storytelling. Stories are the fastest, easiest and most natural way to build rapport, and establish trust and credibility with someone.

However, the stories companies share in a sales context must have purpose and be authentic because random small talk is often not properly thought through. Stories or conversations with no purpose are hit and miss.

Types of stories There are three types of stories for sales meetings that: • Show how others have benefited from the product or service • Demonstrate business values • Address any potential concerns the client may have.

• Show product benefits Showing how others have benefited from a product or service is probably the easiest to do. Don’t fall

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into the trap of just listing the benefits, but rather explain the benefits of what is offered by sharing stories about what other clients have experienced. New clients, they often want to hear about the work a business has done with other clients similar to them. Choose companies the business has worked with that are similar in size or industry, as well as those facing similar challenges that your organisation has helped them successfully deal with.

Demonstrate your values Demonstrating company values is not often done enough in sales meetings, bit it’s important to do so. However, often this can be in a dry statement, for example. “We value customer service” or “I value trust and am trustworthy”’.

These statements mean nothing.

A client the business has worked with previously has had the benefit of time to get to know the organisation, but is a complete stranger to new clients. The business must demonstrate its values quickly — and one of the most effective ways to do that is through an authentic and appropriate story.

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Address any potential concerns Addressing clients’ potential concerns is often overlooked or avoided in sales conversations.

The key to this is to try and preempt what concerns they may have and listen for cues during the meeting. Then have stories to try and alleviate these concerns.

The following are two stories that have been used in real sales situations:

Baby cries Keith Chittleborough has one of the toughest sales jobs in the world: selling a product people need, but don’t want. He is an audiologist, hearing aid provider, and clinical development consultant for the world’s only extended-wear hearing device, the Lyric™.

A particular stigma is attached to wearing hearing aids — unlike glasses, with frames made by companies such as Prada and Armani, hearing aids are not seen as a fashion accessory. New patients often come to Keith with excuses already prepared for why hearing aids are not going to work for them. So, Keith has to not only explain complex technologies, but also get his patient enthusiastic about something they are resisting.

This is one of his favourite stories to help with this.

Story A big, burly 40-year-old bloke comes to see me; his biceps are the size of my thighs. He’s nervous, but already excited about the product, having done a bit of

his own research. He’s found out, because Lyric™ is so deep in the ear canal and the battery lasts for several months, it can be worn even in bed.

Shyly, he tells me he’s going to be a dad in a few weeks and he wants to be able to hear his new born baby cry at night.

He’s been wearing Lyric ever since, and his daughter is now nearly three years old.

Outcome In just a few sentences, Keith’s story sums up a particular product feature and how it changed one of his patient’s lives.

“Not only is the technology explained, but the emotional connection also demonstrates the value of the technology,” says Keith.

He also believes that this story shows patients that hearing aids are not just for the elderly, which helps to break down some of the stigma attached to using them. All of this is achieved in just a few sentences, highlighting that stories can be just as effective when they are short and sharp.

David and Goliath Jason Garner is a retailing and property executive. He often finds himself in tricky situations where he has to collect lease payments from retail tenants. Obviously, he wants to keep the tenants as clients, but he also has to find a way to recover the money owing. The tenants may be under financial pressure and often go into meetings with Jason feeling like it’s “David versus Goliath”. This is the story Jason shares in these situations.

Story My dad was a printer and I remember as a kid I didn’t see him a lot because he worked seven days a week, holding down multiple jobs. He worked really hard to build his business and he would often miss key family moments because of this. I recall many birthday dinners when Dad wasn’t there. But I am really proud of dad and the upbringing he gave us because I know he did all of this for us and to keep the family going.

He was actually really instrumental in teaching me the importance of not only hard work but also respect for others. I followed in Dad’s shoes and worked in retail for many years, so know first-hand the demands of business — the pressure of sales, the small margins and making sure bills are paid on time — and I know how heavily that can weigh on you and how it affects every part of your life.

I guess the reason I am sharing this with you is because I want you to understand that while I may not fully understand what you are going through, I am here to help you. If I do anything less, my Dad wouldn’t be happy.

Outcome Jason says this story always seems to alter the conversation for the better. “I remember one time when that story changed the mood of the meeting completely,” he says. “The retailer could see that I was not ‘Goliath’, but someone he could work with to overcome this issue. After that, the relationship between us became a partnership rather than a transactional one, which ensured mutual success for all.”

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Edited extract from Stories for Work: The Essential Guide to Business Storytelling (Wiley $29.95), now available at all good bookstores.

Learn more at www.gabrielledolan.com

Gabrielle Dolan

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Why empathy is the latest leadership trend

by Alison Hill

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npack the engagement survey results of many organisations and consistent themes emerge, regardless of industry - lower scores across collaboration, trust, and communication. Whilst these are traditionally described as the “soft”’ skills, they are the hardest to master.

The antidote for these low scores is empathy. More specifically empathetic leaders, leaders who are able to tune in, understand, and connect with others. This is the greatest opportunity for business growth in our current environment.

Return on investment Connecting to others can sound idealist. It is something we get around to once “real” work of stakeholder management, marketing, sales and reporting is taken care of. Like any other aspect of our leadership though it’s important to look at the return on investment (ROI) of empathy.

If we’re going to spend time

connecting with people, what’s the pay-off?

Research is now finding that the ROI on empathy is significant. Empathy is more than a “nice to have” in a fast-paced, competitive landscape.

It is what sits behind successful business metrics. According to a 2016 study from Development Dimensions International (DDI) who researched more than 15,000 leaders in 18 countries, across 160 organisations, the top 10 performing businesses generated 50% more income per employee than the bottom 10 performers on the Global Empathy Index.

Empathy is the ability to relate deeply with others in such a way that they feel understood. In a world of busyness, one of the greatest gifts that we can give to others is the gift of our presence, our time. According to the research from DDI approximately 20% of organisations in the USA invest in empathy training with their leaders. Dedicating time to cultivate empathy is the springboard for greater results across all aspects of your business. This is a trend that forward-thinking leaders are jumping on board of.

Whilst research is identifying the important influence empathy can have, many leaders are

unsure where to start. The following guidelines provide a starting place to increase empathic engagement.

1. Cultivate curiosity Research has indicated that we have approximately 60,000 thoughts every day, many of which are assumptions and interpretations about a given situation, which may not be accurate.

Empathy starts with recognising that your thoughts may not be accurate, and instead being curious and interested in others.

Ask about them, find out more about what makes them tick, get curious about the thought-process and reasoning behind a decision rather than just accepting a decision. Get curious as to what might be going on for someone and what their perspective is.

2. Stay out of judgment It is human nature to categorise experiences as good or bad something we want or something we don’t want. Empathy is recognising and understanding what is going on for someone, without getting trapped by judgment, which is difficult but important for connection.

For example if a colleague discloses they are angry about a decision that was made at work, judgment steps in when we share they “shouldn’t” feel

issue no.11 July 2017

angry. Empathy on the other hand acknowledges the experience of anger: “I understand the decision had an impact on you.” Empathy is the goal at the point, not trying to solve the situation.

Putting judgment aside is recognising that a situation is not good and it’s not bad, it just is.

3. Recognise and communicate emotion Often our conversations are based on tasks, what happened and then who did what. Empathy is expressed deeper when we step into an emotional vocabulary and are able to recognise the emotions expressed

by others and can communicate that emotion back to them. Create a safe environment that allows others to express how they are feeling and be understood. Empathy is not rescuing, solving, or taking on someone else’s pain, it’s sitting beside and understanding it.

4. Small acts of care Empathy can be increased by paying attention to small acts of care, such as holding a door open for others, cleaning cups that are in the kitchen sink, refilling paper in the printer. Simon Sinek suggests that these small acts of care, when done through the consideration of the

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impact on others, boosts our sense of empathy. Sinek says. “The daily practice of putting the well-being of others first has a compounding and reciprocal effect in the way we treat our clients and our colleagues.”

About the author Alison Hill is a psychologist and co-founder of Pragmatic Thinking, a behaviour and motivation strategy company. She is also the best-selling co-author of Dealing with the Tough Stuff, and Stand Out: A real world guide to get clear, find purpose and become the boss of busy (Wiley $27.95). Check out the Stand Out Life podcast here

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Unlocking the four drivers of high performance

by Dr Jenny Brockis

issue no.11 July 2017

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etting the best out of people without burning them out in the process can be hard. As humans we are vulnerable to the impact of mood, stress levels, and wellbeing. For leaders seeking ways to enhance workplace productivity it’s easy to fall into the trap of believing the solution lies in just encouraging everyone to work harder.

But what if this is counterproductive? Findings from brain science remind us we are human, not machine, with thoughts, feelings and emotions playing a major role in determining overall performance.

Feelings of being challenged or threatened by the rapidly advancing technologies that appear to be outstripping our capacity to adapt can lead to fear or uncertainty and a reduction in efficiency and productivity.

This is where leaders using what has been validated by the brain science to work can shift existing thought patterns and mindsets.

Encouraging employees to think more critically about their

individual role and contribution to their workplace contributes to greater clarity of thought, boosts innovation and creativity, and promotes better decisionmaking at all levels.

Whereas for higher performance sufficient knowledge is a given, this alone is not enough. How well we think or apply that knowledge is what leads to the best outcomes.

Ways the modern leader can enhance performance starts with:

Conscious thought Conscious thought involves the prefrontal cortex (PFC), the part of the brain used for applying logic, analysis, reasoning and judgment. It has a few design flaws, namely limited capacity, high-energy bills, being prone to bottlenecks and is the ultimate diva. Flaws aside it works with and regulates other areas of the brain, enables us to pay attention and hold items of information in our working memory.

Cognitive load management has been recognised as an essential skill set in “The Future of Work Skills 2020.” Leaders can promote this by placing high value on those lifestyle choices that enhance productivity, and lead by example. These include getting sufficient good quality uninterrupted sleep, taking

regular exercise, eating healthily, and managing stress levels. In addition, encouraging regular short brain breaks during the workday, taking vacations when due, and periodically switching off from all technology, promotes better brain health and function.

Validating emotion Generated at a subconscious level in response to external cues, we enjoy a full spectrum of emotions that contribute to cognitive performance and are essential to all decisionmaking.

They are the signal to our body that imply the presence of threat or potential reward, and regulate the release of brain neurotransmitters associated with memory formation, which is why memories associated with intense emotion are more memorable.

Emotions are observable and highly contagious. It only takes one person who is upset, angry or anxious to induce similar emotional experiences in others and influence the mood and behaviour of a team or department.

Feelings are personified Feelings are the conscious experience of our emotions. The first question a doctor asks their patient is “How are you feeling today?” Feelings determine our energy level and state of mind at any given moment.

Feeling tired diminishes any willingness to pay attention or put in

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the required effort to work at our best. Feeling excluded or treated unfairly triggers social pain, which hurts as much as physical pain because they share common neural pathways.

Managing thoughts, feelings and emotions Self-regulation is a skill-set developed with practice over time.

Starting with self-awareness, and taking time out to reflect on performance, assists in identifying those areas requiring improvement or modification. Just as athletes use self-regulation to maintain their physical and mental composure, to enhance their chance of winning, the corporate athlete can do the same, to maximise potential and operate at their best.

A workplace culture that encourages critical thinking and recognises how positive emotions and feelings promote a more positive and open state of mind provides the drivers required for higher mental performance.

About the author Dr. Jenny Brockis is the Brain Fitness Doctor specialising in cognitive health and mental performance, and is the best selling author of Future Brain: The 12 Keys To Create Your own High-Performance Brain.

Visit www.drjennybrockis.com

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Margin squeeze creep and how to side step it

by Mike O’Hagan

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the entire business world. graduates. An average wage for f your competitor a well-educated person with a In this ever-connected world where develops much lower university degree is around A$80 a competition comes from anywhere, expenses than you – week, for local companies, and in the margin squeeze will creep every part of the business should be offshoring industry it can be around at “world’s best value”. The internet, A$120. into your industry. If this with its ability to find whatever lower expense resource the need no matter where it is, has Filipinos are online savvy, keen to opened Pandora’s Box. Everyone work, and with the right workplace is also more effective, from micro to the largest businesses solutions, highly productive. then customer delivery can buy, sell, and now “employ” The challenge is how to find, engage, standards can also services or people anywhere in the transfer knowledge, and manage become a competitive world. them. factor.

The Philippines The birth of outsourcing Digitisation On a collision course with the In 2007, the rate of change from digitisation - the internet and new social behaviors, like smart phones and Facebook, accelerated the evolution of business practices.

Ten years on, globalization and automation have forever changed

internet and cloud computing is the Philippines, a country with 105 million people. The Philippines is the world’s 3rd largest English speaking country and every year it produces 500,000 well educated university

Twenty years ago, using countries with low wages was the domain of the big corporate companies.

These large, systemised businesses initially moved phones calls, then shortly after back office processes, to the “cheaper” countries. Because

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many countries were difficult to incorporate in, an industry developed to overcome the issues.

This third-party provider ran structured systems, providing the end “solution” to a set of key performance indicators. This was outsourcing. Employing online in countries with low wages is not a new concept, it’s been happening for over 25 years Nowadays, with the development of cloud solutions even the small, micro businesses can use offshoring to develop a competitive edge.

Initially, these smaller businesses, predominantly consisting of industry clusters like accounting and engineering, and others, used the providers that the corporates were outsourcing to earlier. Smaller businesses are less systemised, driven mainly by tacit knowledge, and so in most cases outsourcing didn’t work.

The large outsourcers say the smaller businesses lacked robust systems. Those smaller businesses who tried it will say their concerns were ignored, that they were the small fish - in any event it all got wobbly and

outsourcing got a bad name.

Twelve years ago, online employment portals like UpWork (founded in 2003 and called Odesk) emerged. This solution provided fast, low cost engagement of virtual workers, often home-based individuals with a screenshots and record function to monitor usage and hours, with an escrow payment system in place for peace of mind. The quality of workmanship varied.

Savvy business owners developed effective “tests” to sort the poor workmanship from the good. Many still use this resource. Whilst there are hundreds of these online employment platforms, without doubt the leader is UpWork who claim 12 million registered freelances servicing 5 million registered clients (Wikipedia 2017).

Issues and opportunities emerge But there was an issue. Virtual home-based workers were not as effective as a team of workers in shared office space – all working together developing the

business. The levels of productivity are very different. A demand grew around the need to develop a sharing and focused environment.

Business owners wanted to build whole teams in one office space, often with their own company culture - teams that could multi task the different needs of the business.

Incorporating a business in a foreign country, renting office space, then employing staff to the local standards was too hard.

Consequently, a new third-party provider emerged - staff leasing, also called co-managed or hosted employment. The staff leasing model has proven to be an ideal solution for small and medium businesses to tap into the low-cost talent. There’s huge growth in this sector.

It is about your people, in your space with your culture.

The challenges are different. No longer do businesses need lower skilled structured process followers.

The smaller businesses forming their own teams require thinkers and decision makers. The industry is scrambling to meet this new demand.

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Possible gains Those who manage to master the management and development of a Filipino team, in a shared office environment, have been rewarded with costs savings up to 78%, with marked productivity gains, up to four, or sometimes six times those in their home country.

Specialised services Theirs is another player called “specialised services.” In addition to having their own work place and team, there is a trend and growing demand for all the services many businesses normally outsource to, like accounting, perhaps IT (networks), marketing, engineers etc. Initially, these businesses provided a back-office function for a Western specialist, however, they are getting smart and now targeting

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the client businesses direct. Where previously the SME business owners were paying $100’s per hour for their outsourced specialised services, suddenly they are available at around $20 an hour. These services are now also booming.

The cost advantages corporates had over small business are disappearing. The ability of the smaller businesses to make decisions and quickly implement them now turns the table on big over small business predominance.

Options

About the author

The options are wide and varied.

Fundamentally, choices are home based or office based. Then specialised services (running a process), with fulltime people who can be fully managed, share managed or self-managed.

Mike O’Hagan is serial entrepreneur today living in Manila. He has ten businesses – chairing the Board on seven of them. He used the Philippines to save one of his businesses from a massive downturn. During this process he made many mistakes and learned many “must do’s”. He also watched thousands of Western businesses fall into the same traps.

He shares his experiences via MikesBusinessTours.com - email mike@ohagan.com.au

Running a team is essentially the same as at home. Leadership – painting the vision, guiding, staff selection training, incenting and managing are pretty well the same as at home.

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Enabling high achievers: how to get the best from your best

by Karen Gately

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eflect for a moment on how well you engage, develop and leverage the capabilities of the high achievers on your team? Do you deliberately support these people to learn and grow with your business? To what extent are you focused on enabling these people to ultimately realize their full potential?

Enabling high achievers to be at their best, takes a deliberate and focused approach. Success depends greatly on leaders taking a “hands on” approach to inspiring and coaching people to succeed.

Working closely with your high achievers is essential to supporting them to take the steps needed to ensure they not only excel today but thrive with your

business in the future. Among the most important steps you can take include these.

1. Articulate a compelling vision Share a vision for the future that inspires people to want to be a part of making it happen.

Allow insight into why you have confidence in your team’s ability to succeed. Help high achievers to understand the critical role they need to play. Ensure they understand the impact their capabilities can have on the success of the team. Guide high achievers to maintain a clear view of their own professional future. That is, not only the goals they want to achieve over the long term, but also the milestones of success along the way. Help them to recognise the skills they need to develop and the experience they need to gain in order to succeed.

2. Create a high performance culture A high performance culture is reflected in the commitment people bring to deliberately

striving to achieve ambitious goals.

Creating an environment in which people are inspired and enabled to be at their best, and win, as a team is essential to getting the best from your best. Start by defining values and behaviours that reflect the organisation’s desire to excel.

Clearly articulate what it takes to be regarded as successful in your business. Value not only what people achieve but also equally how they go about it. In other words, make behaviour matter, and hold yourself and others accountable to the expectations you set.

3. Set meaningful goals and enable learning The high achievers on your team are most likely to be motived to achieve goals that are meaningful to the success of team, business or their career. Start by understanding what they hope to achieve both now and in the future. Understand also how these aspirations align with the needs of your business and how you are able to provide opportunities for learning.

4. Recognise and reward excellence

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Unsurprisingly high achievers like to know when they have achieved, and to be recognised for the standard of their contribution. Most place importance on knowing how they are tracking relative to agreed targets. They want to know how they are going and will typically adjust their approach if necessary to ensure they get there.

Getting the best from your best requires that you act as not only a manager but also coach and mentor. Get to know your high achievers - what they want, what they are good at and how they can still learn and grow. Understand how their mind, emotions, skills and experience each influence their potential and success.

5. Manage poor performers

Build strong relationships built on a foundation of trust and respect.

Aim to influence the choices they make and success they are ultimately able to create.

A common reason high achievers decide to leave a business is frustration with poor performing team members getting away with substandard contributions.

Disgruntled high achievers often complain that they are expected to pick up the slack for those who aren’t doing their fair share.

Take a disciplined and courageous approach to addressing poor performance. Act with compassion, but never hesitate to have the honest conversations needed to address issues. Give underperformers every opportunity to succeed and then hold them accountable for the standard of performance they are able to achieve.

About the author Karen Gately is a leadership and people-management specialist and a founder of Ryan Gately. Karen works with leaders and HR teams to drive business results through the talent and energy of people.

She is the author of The People Manager’s Toolkit: A Practical guide to getting the best from people (Wiley) and The Corporate Dojo: Driving extraordinary results through spirited people.

For more information visit www.ryangately.com.au or contact info@ryangately.com.au

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Charity Focus

A Goat that Saved the Life of a 6 Year Old Girl

www.rightsofgirls.com

Donate at www.rightsofgirls.com All donations over $2 are tax deductible.

We can make a difference – one goat, one girl at a time.

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his year 3 million very young girls won’t be as lucky.

An organisation in Australia is helping to stamp out the practice of ripping the genitals out of very young girls. Female Genital Mutilation FGM is done crudely, without anaesthetic while the screaming, frightened little girl, as young as three, is held down. She is then sewn up leaving only a tiny opening.

“The Rights of Girls Initiative is now working to stop this crime, one goat and one girl at a time,” said strong supporter, Bettina Arndt In Africa it is estimated that 86% of young girls will be ‘cut’. Why? So that when they marry they are offered as virgins thus their family can be paid a “bride price,” generally a farm animal.

Having paid, the loving new husband now has the right to cut open his beautiful bride on their wedding day so they can have sex.

But one goat given to the family now can save a young girl from this torture that will stay with her for the rest of her life.

The Rights of Girls Initiative Ltd was started by the Toni Fitzgerald after returning from what started out as a holiday in Africa three years ago, and now they have saved many hundreds of little girls from this horror.

“I had never heard of this practice,” said Toni, “but hearing the screams is something that compels you to ask ‘why?’ I was meeting beautiful women, and they’d all suffered. One woman I met was trying to single

issue no.11 July 2017 headedly educate the people in the villages – but no one wants to be told their age old tradition has no basis in anything, including religion. She needed something to make people want to listen.

I had remembered reading that China began the One Child policy firstly as a ‘bribe’ – if a couple agreed to only have one child they were given radio. So I thought, if a family would agree not to cut their young daughter, they could be given something very valuable to them…a goat.

I bought four healthy goats for $25 each, and the very next day one father with two young daughters agreed that if we gave him two goats, he would never cut his beautiful little girls. That family has the equivalent of two bride prices now, they have two goats which mean, milk, fertiliser so they can now grow some food, and they can breed and create an income,” said Toni I could not turn my back on this issue and these young girls when I knew so very little could save them from a life of horror, pain and infection. I have been known to spend $25 on a squeaky toy for my dog to chew up, and before ITunes I used to buy a new CD for $24. Now I can buy a goat for that.” $25 Buys a Pizza Meal Deal, a Ticket to the Cinema, a Bottle of Vodka, or the Life of a Little Girl.

As a result of the work Rights of Girls are doing to raise money for goats, the NGO in Mali, Africa, which takes the pledges of the parents and delivers the goats, has seen

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this concept already take on a life of its own. The Association of Good Mothers has sprung up. These mothers are both spreading the word that this practice is wrong, and policing the families who have agreed not to cut and been given goats.

The Rights of Girls Initiative has been instrumental in having over 60 villages now outlaw this barbaric practice of ensuring the daughter can be married as a virgin, and now the family receives a farm animal as the “bride price,”, in return for their pledge.

Rights of Girls has united with International Supermodel, Waris Dirie of Desert Flower Foundation, and together they have a goal to stamp our female genital mutilation in one generation and save one million girls from the torture of FGM by 2020.

“I am horrified to find that FGM also happens in Australia, through some of our migrant population. Yet we can make the biggest difference in Africa right now. We need to buy many more goats. So I am asking every healthy woman in Australia to buy a goat for $25, every parent who has a daughter to buy a goat, and every man who has a sister, girlfriend or wife.

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Leaders must walk the talk when

it comes to balance

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ccording to a recent survey by Price Waterhouse Coopers, 76% of CEOs agree that business success will be redefined by more than just financial profit. Yet so many struggle to actually achieve and maintain that success.

by Nikki Fogden-Moore

Culture is created by the actions of the company leaders not the policies on paper. To shape a highly productive and engaged workforce it is vital that those at the top “walk their talk,� for authentic leadership.

Measurement

According to research from the Global Wellness Institute, workplace wellness is valued at $40 billion globally, with strong growth projections, yet the ripple effect for Whilst workplace wellness was once individuals and the bottom line on considered an arbitrary box to tick the balance sheet is often hard to for the human resources department, track. if considered by companies at all, The most robust corporate vitality that focus has changed and more programs will not succeed if they are investment and focus is being made not deployed and actively engaged into wellbeing and balance at work. from the top down. If companies

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really want to see their workforce thrive, instead of struggle to cope with the increased demands, with a faster paced digital driven environment, virtual teams and flexible working patterns - managers and leaders of any organisation, regardless of size or industry, must practice what they preach for effective and lasting results.

Balance The art of balance, wellbeing, purpose and self-discipline needs to be displayed by the leaders from within. Mark Zuckerberg is known for sharing his top tips on staying healthy while running a global business said “Choose a goal, be disciplined, eat real food, change your routine, give back - make it a charity event or goal within to support a fitness event in the community.” He promotes and actions this ethos throughout the organisation.

Effective leaders ‘Highly effective management doesn’t keep negotiating time and compartmentalising life. Instead leaders with vitality look at creating a blend of work and life seamlessly.

They plan winning weeks, make wellbeing, personal creative time, walk and talks and personal accountability transparent in their agenda.

These leaders are the CEOs, the business owners, the start-ups, the entrepreneurs, the managers and the directors who have a sense of energy, are well presented, mentally agile and dynamic, both professionally and personally.

Corporates who create a leadby-example culture, focusing on productivity and energy reap the rewards with a more engaged and effective workplace. Replace long drawn out meetings, hours for the sake of being seen and ineffective overtime with agile connect sessions, resource sharing, planning between teams

and individuals; where diaries are transparent and integrate home and work responsibilities.

A sense of personal and commercial balance demonstrated from the leadership teams creates a ripple effect of influence and impact for their employees and ultimately their customers. Sustainable success is built by leaders who demonstrate and develop a sense of balance, tenacity and direction for themselves as well as their company.

Combinations Profit and performance are determined by a crucial combination of processes, policies and above all else, the people inside organisations.

It all starts from the top. Leading by example is always the most powerful tool to inspire and engage at all levels of the organisation.

About the author Nikki Fogden-Moore is a global corporate health and leadership specialist and author of Fitpreneur www.thevitalitycoach.com.au

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Four types of stories you need in business

by Gabrielle Dolan

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tories in business have become, for want of another term, big business.

Ultimately using authentic and appropriate stories helps your message be understood and remembered. What’s more, stories have the power to increase engagement, buy-in and trust, all critical components in business when you are attempting to implement change, influence and inspire or get people to buy your products or service.

Over the last decade of working with people in business I have realised that there are four types of stories you need in the workplace.

They are stories of triumph, tragedy, tension and transition. All four types should include a mix of work and non-work-related stories.

Business storytelling is not just about telling stories about business, the personal stories you share in business are normally the most engaging and memorable.

Let’s look at the four types in more detail.

Triumph stories These are stories of achievement — the moments in your career and personal life that you are especially proud of. And looking for a variety of triumphs

that are both work and non-workrelated is important.

First, you will need to reflect upon your personal opinion of what a triumph is. Success looks and feels different to various people. Your personal triumphs may not actually mean you won something; they may mean you had the courage to try.

Many of us can feel uncomfortable with sharing our triumphs at work for fear of sounding like we are arrogant or boasting. Try to get over this. Sharing these types of stories doesn’t have to be about bragging that you got a promotion, or ran your first marathon. Focus on how much the experience meant to you personally and why the achievement was so significant.

It’s also important to look for stories that show how you have helped others triumph. Maybe you were part of a team that received an award. Or perhaps your story

If you demonstrate vulnerability and humility, your story will hit the right note

of triumph is about coaching your daughter’s basketball team when they won the grand final or they didn’t win a game but every one of them improved. Focus on how this made you feel. Remember, this is about whatever success or triumph looks and feels like for you and is not just about winning.

You should also look for stories that demonstrate when you have helped the wider community. Have you volunteered through your company?

Helped out with a children’s fundraiser or stopped a high-rise development in your street?

It’s important to have a combination of your own triumphs and those that came from helping others or being part of a team or community.

Tragedy stories These stories vary according to your perspective of what you consider a disaster. Some examples may truly be about tragic circumstances, while others may be stories of regret.

Stories of regret may be when you didn’t have the courage to do something. This could be going for a promotion or taking that overseas assignment. The regret could be about not asking the love of your life out on a date or feeling like you didn’t spend enough time with your parents when they were older.

Other tragedy stories might be about things that happened to you through no fault of your own. The loss of a

47 issue no.11 no.10 July April2017 2017 43 loved one or the bankruptcy of a company you were working for, perhaps. You need to avoid sounding like a victim, however.

You may also think of a tragedy story that was caused by you.

Perhaps a decision you made that had dire consequences, like making an error while driving that led to a serious accident or providing advice to someone that in hindsight was incorrect.

Sure, these events had an enormous impact on your life, but make sure you focus on what you learned from the experience as opposed to simply complaining about the circumstances.

When it comes to divulging stories, understand that you as the storyteller decide what stories to share and with whom you share them.

Tension stories These are stories of conflict that are driven by your values, loyalties or obligations.

Tension stories that compromised your values might create conflict because you were forced to choose between two different beliefs. A popular example includes a story of a time when you did not stay true to your values. Ironically, sharing stories of when you did not uphold one of your values, and the regrets

you have about that, demonstrates greater credibility than you may think. If you share a story about how you treated someone at work with disrespect and how much you regret it, for example, that story shows that respect is something you value highly.

you were thinking and feeling at the time. Spending time highlighting the anxiety you felt when you made the decision is crucial, as is outlining your fears or level of excitement.

A story that just goes through the logistics is not a story — well, not a very engaging one anyway.

Tension stories can also be about a situation when you were torn between two loyalties. Maybe you had to choose between two highly capable individuals in your team for a promotion.

Another thing to look for is transitions that may have been forced upon you. For example, being made redundant at work or moving countries as a child.

Tension stories are often closely related to your obligations. They may involve a situation when you felt tense about accepting an amazing work opportunity that would be great for your career, but that would mean unsettling your kids who had just started in a new school. Look for the day-to-day too — tension can come from having to choose between working late to meet a deadline and getting home early so that you can cook dinner as promised.

Regardless of what you are torn about, don’t just focus on the decision you made. Make sure these stories focus on your inner struggles and the internal or external tension the event caused.

Transition stories These stories are about key transitions in your life. If workrelated, they might include events such as changing jobs, companies, industries or careers. Non-workrelated stories, on the other hand, may include moving countries, getting divorced, going back to study or having children.

The most powerful transition stories take the audience through what

Your aim is to pick a variety of different transition stories so look for those when you have chosen the change as well. Did you have to decide between two different jobs or whether to take on an assignment overseas?

Also think of stories that demonstrate when you instigated a transition. Maybe you decided to resign, took a sabbatical or dropped out of university to take a gap year.

Unlike the other three types of stories, where day-to-day events like changing cars or swapping from a PC to a Mac can be very powerful, it’s important you choose transition stories that rely on very significant changes and events, whether you knew you were going through it at the time or not.

The key to being a good storyteller in business is to have a variety of these four types of stories ready to use at pivotal moments.

About the author Edited extract from Stories for Work: The Essential Guide to Business Storytelling (Wiley $29.95), now available at all good bookstores.

Learn more at www.gabrielledolan.com

How to Brand ​YOURSELF as ​THE​ Celebrity Expert in Your Niche THE NEW RULES OF MARKETING SUCCESS Today you must be an analytical marketer, drilling down the numbers with Facebook ads, Google Adwords, and understanding these numbers with impressions, click-throughs and audience reach and segmentation...or you are just throwing your advertising budget down the drain!

There is another way. ​If numbers aren’t your thing, the easiest and most effective way to promote is known as ​Personality Expert Marketing​. Experts just like you are using Personality Marketing to grow their influence, generate leads and steal your clients.

It’s basically ​Story-Telling Your Way to the Top!

When you Position Yourself as a Celebrity Expert in your field, you will: Position Yourself Above All Your Competition so you can Easily Outpace them Use your Celebrity Expert Status in Your Marketing to Grow Your Business!

Attract Clients that Would be Next to Impossible to get now Close deals faster and at higher values

FREE How-To Guide Get these 2 comprehensive do-it-yourself Guides Learn the exact strategies used by Australia’s top personality marketers like John McGrath, Naomi Simpson, Jamie Drurie, David Koch and know exactly how you can become a Celebrity Expert

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http://celebrity-expert.com/ Spark