Ea r t hs t y l e Au t u m n / Wi nter 2020
The Seeds of Opportunity
I commenced in the landscape industry as an apprentice in 1986 and started my own business in 1996. Before this current situation I have worked through three serious droughts and two global financial crises. All these events dramatically affected business. How you manage your business during the downturn, and perhaps even more importantly, how you plan for your future beyond the crisis, can set your business up for success in the years ahead.
Twelve years ago the world faced what is now referred to as the ‘GFC.’ It was at this time that I was forced to consider the viability of retaining all my staff. I wrote the names of all my employees on a whiteboard, just over 30 staff. Reflecting on those names was a very sobering experience. I knew I could not retain everyone, it was clear I was going to have to make some very difficult decisions. Those decisions were generally going to be based on good, sound facts, not on personality or personal bias but on who added most value to my business. It was with a heavy heart that several weeks ago, I felt a sense of déjà vu, here we go again...
OUR COVER STORY | IAN BARKER, IAN BARKER GARDENS Despite the fear I also knew that I had to keep making informed decisions. Not decisions based on emotion but based on as many facts as I could gather. One of my first steps was to look to the past to see how other businesses had survived previous downturns. “The recession we had to have,” as announced by the then Treasurer Paul Keating in 1990, is a perfect example. Researching how business survived through this tumultuous period was one of the most valuable steps I undertook and it has stood me in good stead for this current crisis. Still, make no mistake, that sense of fear is still with me, particularly so with this crisis, however, there is no choice but to forge ahead.
Remind staff that now is the time to stay calm and make good decisions. Ask your staff to concentrate on only the things they can control and don’t stress about the things they can’t. Giving them 2 or 3 simple key items to concentrate on is far better than telling them nothing. Be positive but don’t lose their trust by being overly optimistic.
As an employer, manager or supervisor one of the most important roles you have is to lead. Your staff are looking to you more than ever for guidance and reassurance. This is often very challenging, you won’t have all the answers and that’s okay but my advice would be to be as well informed as you possibly can; be honest, frank and inclusive. Times of stress are often the most effective times for staff to really feel they are invested in your business. It is at such times staff can clearly relate their work ethics and contributions to the achievements of your business as a whole.
Look after your current clients. I know we all need new clients, either now or in the months ahead, but don’t forget the clients you have now. Chances are that they will also be under tremendous stress and may be looking for the smallest indiscretion to put your job on hold or cancel a service, so look after them. Make sure your staff are also looking after them and remind your staff that the only reason your business has work is because of the ongoing support of clients.
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Market your business. Now is not the time to stop marketing. In fact, if it is within your means, step your marketing up; while of course paying careful attention to cashflow. There is lots that can be done that doesn’t cost the earth.
