WINTER 2015
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g n i v i surv ncy a d n u red CY
From Trucks to Treasury
FOR COPIN S G IP
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Family BUSINESS: What do you know about them?
CL A FR IM De EE YO tai D U ls V D R Ins ! id e
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Mike Nahan Dr
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Important financial questions you should ask before marriage
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CONTENTS Winter 2015
IN THIS ISSUE
Issue 3
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Business SO YOU WANT TO BUY A FRANCHISE? Five things you need to consider first
Photo by: Andrew-Knox Kaniki
By Michael Cubbage
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Lifestyle MY SECRET DOUBLE LIFE From Safety Auditor in Australia to Queen Mother in Ghana By Nana Barkey III , Twafohemaa of Anomabo Tradtional Area (Ida Harding)
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Back Talk
Career
BEING AN ENTREPRENEUR IN AUSTRALIA A Q&A With Dr Shola
DEGREE DEPENDENCY Having the degree doesn’t guarantee the job By Nkandu Beltz
Migration FROM TRUCKS TO TREASURY The migration experience of Dr Mike Nahan by Maria Bergwitzt
Winter 2015 | www.smpmagazine.com.au
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CONTENTS Winter 2015
COLUMNS
IN EVERY ISSUE
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Publisher’s Page Editor’s View
Issue 3
You hold the keys to your economic destiny Stories and advice to inspire the entrepreneur in you
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Career
Six tips for coping with role redundancy By Barry Horne
YOUR CAREER COACHES
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No local work experience no problem By Naishadh Gadani
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Degree dependency By Nkandu Beltz
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We Need to Talk Finance Five financial questions you should ask before marriage By Alida Cubbage
Family Business What do we know about them? By Donella Caspersz
Can You Be a Leader? Evaluate your own leadership potential By Marlene Ward
Diversity. We Make it Simple. Cultural Perspectives Group can help your business diversity By Pino Migiliorino
Money
Business
Motivation
Diversity
Winter 2015 | www.smpmagazine.com.au
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Publisher’s Page You Hold the Keys to Your Economic Destiny
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ur nation is struggling with creating enough jobs and restoring our economy to a healthy economic state. Our confidence was not boosted by Australian unemployment hitting 6 per cent in June, especially against a backdrop of rising housing, food, health care and transport prices. Who can save us from this precarious situation? Not the government. They are now facing record budget challenges at federal, state, and council levels. Nor can we count on corporate Australia to bring back jobs they’ve eliminated. We hear of layoffs every day by small, medium and large organisations. While government and private corporations both have roles to play, I think they do not hold the ultimate key to our economic destiny- you and I hold the aces to our success in this global economic financial crisis. Instead of relying on a single job to provide financial security and a predictable career path, we need to embrace the realities of our current economic climate. Unemployment and underemployment is the new norm. The pursuit of multiple income streams is an economic necessity for all, not a privilege for the intrepid and entrepreneurial few. Historically, migrant workers experience greater rates of unemployment than the general population during an economic downturn. This is the reason why each migrant worker needs to supplement his/her compensation from a traditional job with entrepreneurial endeavours and freelance opportunity. This is one of the ways to ride out of income disruptions and career changes such as pay cuts, layoffs, and company merges and sales. We can no longer afford to be totally dependent on a single job or income source. In this issue and subsequent issues of SMP magazine, we will be offering our readers’ series of articles on career strategies, survival in corporate environment, job- hunting, and a myriad of other articles related to entrepreneurship. It is no secret, however, that our real mission is to encourage as many migrants as possible to one day control their own fates by owning their own successful businesses.
“SUCCESS IS NOT TO BE PURSUED; IT IS TO BE ATTRACTED BY THE PERSON WE BECOME.” JIM ROHN, business philosopher
Ownership is where that true power and wealth lie. As my mentor told me “Never rent, always own”. Lack of ownership means lack of control and power in the market. Those who own businesses control jobs, and that is power. They contribute to the tax base, and that is power. Those who work for others may have income, but in reality they have very little power over their own destinies. The season we are currently facing in Australia is favourable for entrepreneurs and start-ups. In the 2015-16 budget, small business individuals will get a 5 per cent discount on income tax payable on business income capped at $1,000 per individual per income year, and a 1.5 per cent cut to the corporate tax rate. They will also receive an instant tax deduction for depreciating assets costing less than $20,000. I am a firm believer that the true measure of a professional is not his or her performance in good times, but his or her response to seemingly daunting challenges. So, in these uncertain times, it’s critical to maintain a positive outlook. Being down casted or speaking negatively all the time about our future will not help the situation either. The wind of change is affecting everyone and the differentiating factor is going to be our individual response to navigate the storm and come out triumphant. The bottom line; it’s up to you to be proactive and flexible about your prospects for earning income and creating the opportunities you will need to thrive now, and for the foreseeable future. Hold both government and the private sector accountable for what’s in our economic interests, but do not rely on them to save you. Don’t look to be rescued. Take responsibility for your own survival and flourish. See you at the top! Tommy Adebayo
P.O.BOX 5201 Canning Vale South WA 6155 Perth Australia. Tel: (08) 9398 3671. Email: info@smpmagazine.com.au, Website: www.smpmagazine.com.au
Winter 2015 | www.smpmagazine.com.au
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Western Australia (WA) 199 Oxford Street Leederville WA Perth Australia. Phone: +610863170217. POBox 5201 Canningvale South 6155 Australia New South Wales (NSW) Level 28, BT Tower, 1 Market Street, Sydney NSW 2000, Tel: +61 2 8098 7889. PO Box 2586, Jolimont Centre GPO Australia Capital Territory (ACT) Canberra ACT 2601, Tel: +612 6102 1125 Victoria (VIC) PO Box 5 | 440 Collins Street West | Melbourne VIC 8007 Queensland (QLD) Queensland (QLD) P.O. Box 243, Main Beach Qld 4217. Tel: +610735036788 Editor
Emily Williamson EDITORIAL Non-Executive Directors Peter Godwin Max De Vietri Eve Howell Jeff Ha Zeeshan Pasha Tony Wright Astrid Wirawan Proof Readers Lee Miles Rumbi Chekeche Article Contributors Michael Cubbage Ida Harding Dr Shola Oyewopo John Tedesco Naishadh Gadani Alida Cubbage Dr Donella Caspersz Marlene Ward Pino Migiliorino Maria Bergwitz Barry Horne
Publisher
Tommy Adebayo PRODUCTION Technology Director Patel Dipen Website Designer Daniel Ngari Creative Director Tamu Mnangwa Zoran Zarković Photo Coordinator Farhad Mobarra Operations Manager Andrew Kaniki Brand Manager Melvin Hachuma App Designer Patel Dipen
BUSINESS DEVELOPMENT Director Business Development Manager Tawanda Kungache General Manager Lee Miles Sales Manager Julia Buchholz
All articles, advertising , contributions and material supplied to smp are opinion of the advertisers, contributions and authors of the article/material. No responsibilities is taken by SMP. Opinion published are not necessarily those of the editor.
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Subscription Manager Bola Adebayo Skilled Migrant Professionals Magazine (ABN 18169512618) is published quarterly by Skilled Migrant Professionals Australia, 199 Oxford Street Leederville Perth WA 6007 Australia. Phone: +61 (08) 63170217. PO Box 5201 Canning Vale South WA 6155 Australia. To subscribe to SMP Magazine or to receive our free monthly newsletter and online exclusive, log on to www.smpmagazine.com.au. CUSTOMER SERVICE: for service on subscription, including renewal, change of address or other customer service matter, call +61430209803, send an email to subs@smpmagazine.com.au. ARTICLE PROPOSALS and unsolicited articles can be emailed to tommy@smpmagazine.com.au. @2014 SMP Australia Media. All rights reserved. Material may not be reproduced in whole or in print in any form without prior written permission. Printed in Australia.
Editor’s View
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Stories and advice to inspire the entrepreneur in you
s we feed the demand for newly arrived and potential migrants to Australia, Skilled Migrant Professionals continues to grow. Since edition one, our goal has been to help skilled migrants by educating, inspiring, and helping them make a new start. Now in our third edition, we are very excited with the increasing success of SMP, and the multitude of skilled migrants we have helped. In our previous editions we have explored tools and tips for success in a new country and heard advice first-hand from successful migrants in Australia. SMP offers valuable information to help guide you on how to make the right choices that will allow you to most efficiently, and most effectively achieve your goals. Edition one focussed on how to find the right job, including how to apply for it, and how to prove your value in order to excel. With this edition we aimed to provide you with the tools to build a strong foundation and grow in your new home. Edition two continued this focus by providing further hints and tips to help ease your transition. This included advice on how to tackle cultural differences, and the practical questions to consider such as which area you will live in, should you rent or buy, and which school do you send your kids to? These are all factors that must be taken into consideration when preparing for the big move. In the third edition of SMP, we focus on the effects and solutions for redundancy, as well as people developing entrepreneurship spirit even when they are working for someone. Inside this issue is an inspiring story about the current Treasurer of Western Australia, Mike Nahan, who has worked his way up from humble beginnings. From seeing his trucking company in the US go bankrupt, to working for the World Bank across Asia, Mr Nahan has worked hard and achieved greatness. Another article included in this edition is by Barry Horne, Principal of Executive Career Coaching, who provides six tips on how to cope with role redundancy. His advice is to be alert, be prepared, be dignified, accept/ seek professional support, become poised, and re-create. Pay attention to political, economic, industry and organisational trends that could potentially affect your job security. If you notice trends challenging the ongoing viability of your organisation, division, team, or role, there are actions you can take you put yourself in a better position. If you do find your role being made redundant, accept the news in a dignified fashion, and if you require support then seek it. Finally, don’t dwell. Re-create yourself and move forward. Whether this means a new career path, further study, or taking a break.
Guidance on how to develop your entrepreneurial spirit and achieve great business success.
You will also find articles to help you develop your entrepreneurial spirit. This includes a Q&A with Dr Shola Oyewopo who has established his own business and now shares his wisdom with others. This edition is full of excellent business facts, advice, and tips, as well as stories shared by migrants achieving great success in the business world. We hope you enjoy reading, learn greatly, and get inspired. To view previous editions and keep up to date with all the SMP latest news, views and resources, make sure you like our Facebook page – Facebook. com/smpmagazine and visit our website www.smpmagazine.com.au If you have a story idea or issue you think SMP should cover, please email us at info@smp-magazine.com.au
Emily Williamson
Winter 2015 | www.smpmagazine.com.au
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Career
SURVIVING Redundancy
SIX TIPS FOR COPING WITH ROLE REDUNDANCY
I Barry Horne is Principal of Executive Career Coaching. He has provided career transition (outplacement) coaching services to executives, managers and professionals across the Mining, Oil and Gas, Energy, Engineering, Financial Services, Professional Services, Transport, Tourism, Agribusiness, and Tertiary Education sectors.
n order to survive in a globally competitive environment, modern organisations are constantly looking to better position themselves. This means that they take steps to improve their offered products or services, change the way they build products or deliver services, and look to reduce the costs of production or delivery. Such steps have implications for how business is conducted and the number and types of roles required in the future. Therefore, organisational change, restructuring and reengineering can be considered normal, and a role redundancy event a high probability across an employee’s career. Anticipating, preparing for, and dealing with role redundancy are increasingly important career management skills. In this article tips are provided that can help employees who feel that role redundancy represents a genuine career threat.
1. Be Alert Pay attention to political, economic, industry and organisational trends that could potentially affect your job security. Trends worthy of attention include: • Government decisions that affect the viability of your industry or field of employment. • Major international political and/or financial events (e.g. Global Financial Crisis). • Pressures felt across your industry (e.g. increased automation). • Increased merger and acquisition activity in your industry. • Financial pressures experienced by the business you work for. You owe it to yourself to remain alert; make no assumptions about your professional indispensability.
2. Be Prepared If you notice trends challenging the ongoing viability of your organisation, division, team, or role, you can position yourself by: • Confidentially sharing your concerns, thoughts, and feelings with family members or close friends. • Auditing your financial situation and formulating budgetary or other strategies that could lessen any lifestyle impact of sudden job loss (seek professional accounting or financial advice, if appropriate). • Creating a high quality, up-to-date resume and aligned LinkedIn pro-
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By Barry Horne, Principal of Executive Career Coaching
file (access professional career coaching support, if necessary). • Increasing your professional visibility (e.g. attend industry and professional events). • Rapidly increasing the rate at which you invite people to connect with you on relevant social media platforms (e.g. LinkedIn). • Taking stock of all key relationships you have as a consequence of your employment and making sure you know how to contact those people in future. • Reflecting on, and documenting, your achievements in your organisation (which are more easily recognised when in the physical environment). • Remaining alert to all opportunities of potential career interest (including some internal opportunities that might be in “safer” areas of your organisation).
3. Be Dignified You may think you know how you will react if notified of role redundancy, however, your actual reaction may be different. In a similar way, it is presumptuous as author of this article to provide well-intended directives on how you should behave when notified. If you find yourself participating in a notification meeting, try to: • Pay attention to proceedings (but recognise that you will not necessarily remember all that takes place and can always ask for clarification later). • Maintain your composure (but acknowledge your human condition and that feelings will attend the event). • Refrain from making comments directed personally at organisational representatives or that more broadly threaten the organisation. • Understand that if your emotional reaction is considered totally unreasonable the organisation may harden its stance towards you and choose not to exercise options that it had otherwise intended to of-
fer to you (e.g. exploration of cross-business redeployment, opportunity to work for a specified period before departure, sponsored counselling or career support). • Know that you may well need to interact with the organisation and its people in future industry and professional contexts (e.g. as a consultant, supplier). • Remember that if you depart on reasonable terms from the organisation (and particularly your Line Manager) you are more likely to secure positive referee support.
4. Accept / Seek Professional Support If you have been notified of role redundancy, it is recommended that you: • Take any opportunity offered to speak confidentially with an on-site counsellor if you feel overwhelmed or distraught at the time of notification. • Access offered confidential counsellor support later if you are struggling to cope with your new circumstances. Also explore whether such support is available to family members if they are similarly affected. • Meet with any on-site Career Coach after your notification meeting. • Arrange to commence any employer-funded Career Transition Program. • Give active consideration to paying for counselling and career coaching support if no organisational financial support is forthcoming. This can help accelerate your adjustment and position yourself positively for future opportunities. • Seek professional accounting or financial advice, especially if the adverse financial impact of role redundancy is high or the amounts involved are significant.
5. Become Poised To restore your balance and present yourself professionally in the future: • Recognise that organisational restructures are a feature of the modern economy and that role redundancy events are usually beyond the control of the employee. • Understand that individual reactions to role redundancy are often linked to loss of valued aspects of work. • Avoid using language such as ‘I was made redundant’. When explaining your new career circumstances to a person beyond your family and close friends, frame the conversation positively using a formula along the following lines (with a hypothetical example in brackets): Fact: The organisation restructured (internally, with impacts on Asia-Pacific operations). Fact: My role ceased to exist (in the new business structure). Future: I am now seeking opportunities (probably in the A, B, or C industries that capitalise on my expertise in X, Y and Z). • Move quickly past the facts, and focus your energy and passion on your future career goals.
6. Re-Create? Whether your immediate focus after role redundancy notification is considering a range of new career options or beginning to search for work opportunities, an important consideration is managing yourself. Consider nourishing your body, mind and spirit by: • Taking a holiday or brief break from work routines, particularly before beginning the energetic task of engaging in search activity. • Blending regular and ad hoc recreational activities into your daily and weekly activity mix. The above tips will better position employees for role redundancy events. If followed, they will be better placed to execute their subsequent search activities.
Career
No Local Experience? No Problem! Three market tested strategies to overcome the local experience hurdle
ON A COLD WINTERY EVENING IN MELBOURNE, I attended a job search seminar for skilled migrants, organised by Engineers Australia. The experts delivered pep-talks on various issues related to searching for jobs including the contentious topic - ‘local experience’. I could sense the issue of local experience was still looming large in the room. One gentleman stood up and asked, “I am a Civil Engineer with more than 10 years of experience in construction and design. I diligently tailor my resumé to each job ad. I am told that my qualifications are great, but I do not have local experience; hence my application will not be considered. Can you please explain if engineering principles operate differently in Australia vis-à-vis my erstwhile country?” His frustration and anger was very palpable. Everyone had the same question – how can I have local experience without a job? It is like a chicken and egg situation, which came first? The presenters attempted to answer; however, no attendees were satisfied with the response. I am sure the same question keeps many skilled migrants awake and thinking – why do employers not value my overseas experience? Over the last seven years, I have discussed the question with skilled migrants and recruitment consultants, and I have formulated three strategies to counter the dreaded question. Let me demystify the local experience issue. In an interview process, the organisation is evaluating you on two aspects – technical fit and cultural fit. A lot of decision-makers value cultural fit more than the former. It makes sense! An organisation can train you to perform a particular task or activity based on your technical skills. However, it would be challenging to change your inherent traits. I think when hiring managers or recruitment consultants say they cannot hire you because you don’t have local experience; they are referring to your cultural fit, including communication skills and presentation competencies. Organisations want to hire someone who will integrate with the existing team. After all, who wants to throw cats amongst pigeons! Here are the three strategies to counter the local experience question:
NAISHADH GADANI BIO: Naishadh Gadani is a Career Coach and Personal Branding Strategist who work with Skilled and Settled Migrants to reduce their job search time and stand-out from the competition.
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By Naishadh Gadani, Career Coach and Personal Branding Strategist
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Do not believe everything they say. Yes, that’s right. If you are given a reason for not being hired due to lack of local experience, just smile. Resist the temptation to ask confrontational questions like Tom Cruise did in the movie A Few Good Men. Hiring managers and recruiters will always be diplomatic in their responses.
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Surprise them with a counter question. When a hiring manager or a recruiter tells you about lack of local experience, discuss it with them. Here is an example: “Thank you John, for reviewing my application and getting back to me. You must have liked my application, however, you will not be considering me due to a lack of local experience. I would appreciate if you could provide some constructive feedback to improve my chances.”
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Address the issue in the cover letter. This strategy works brilliantly. Tell them you do not have local experience but provide compelling reasons to consider you for the job; list stand-out accomplishments and transferrable skills you can offer. For example: You would ask “Do I have local experience?” My answer is, no. Whilst I completely respect yours and the employer’s concerns about local experience, I’d like to draw your attention to the skills and expertise that I have developed in last 10 years. I have generated and expanded business; captured customers in a highly competitive market; implemented marketing ideas and campaigns; and delivered strong customer support. These are transferrable skills that transcend the boundaries of different countries.” Try these strategies. I am sure at least one will surely work for you. Good luck.
Career
Degree Dependency Having the degree doesn’t guarantee the job By Nkandu Beltz Author, speaker and change maker
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n the last few years, I have had young people coming to me saying they can’t find a job. Despite having the right qualifications for that particular role, having a university degree is just not enough. Most employers are looking for more than just certificates. This is the advice I give to my mentees: 1. You have to look the part. During or after your job interview, your potential employer will search for your online presence. The first thing that will show up online is your social media profile. What does your Facebook timeline say about you? What photos can be seen? What comments are made? What language are you using? What does your sense of dress say about you? “Dress is a foolish thing, and yet it is a very foolish thing for a man not to be well dressed” (Lord Chesterfield, 1745). Your body is the best marketing tool you have. Without saying a word, someone has already made an assessment and decided how respond to you. I’m not saying you have to invest in designer clothing but make sure you dress appropriately for the occasion. Be presentable in everything you do and say. 2. What are your values? You have to value what the business values. Make sure your values are aligned with those you wish to work for. Be it a corporate position, or a job at the local supermarket. If you are comfortable with their values and ethics, you will have no problem fitting in.
The job needs to be so attractive that it inspires you to get the best out of you. That’s, of course, the agreement between you and your employer.
3. Talk the talk. How are your communication skills? Are you a good listener? When sitting opposite your potential employers, are you fidgeting and nodding to everything they are saying? What is your body language saying about you? Are you telling them the truth? If you don’t have work experience, don’t lie about it. Ask if they are willing to have you volunteer with them for a short time to gain that experience; show them your interest and commitment. That time working for free is better than being home. Get connected and ask for connections.
5. Can you handle being under pressure? How good are you with conflict resolution? If someone in the office did something wrong to you, would you be able to work alongside your colleague? When I worked at a medical practice, I had a girl disinfect the computer and chair after I used them, as she had no idea what type of germs I carried with me from Africa. Obviously, that’s unacceptable behavior and needs to be discussed with senior management. She did apologise, however, this issue did not stop me from doing my job. A few months later I applied for another job and found the most supportive team anyone could ask for.
4. Are you inspired from within? When hiring people to work on projects, managers want them to think for themselves. They want creative people and employees who can make the best decisions for the business. If you are making them money they will pay you well and they will keep you. There is nothing worse than having to motivate people.
After your potential employer has analysed you to see if you would fit their company, they will look into your qualifications. That’s when you get a call back for the second interview. If you fail to secure a second interview, always ask for feedback and keep working towards better presenting yourself.
Winter 2015 | www.smpmagazine.com.au
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F
amily business has a very low profile in Australia. Despite this, a 2013 inquiry by the Australian Parliament Senate, reported that approximately 70 per cent of businesses in Australia are family businesses. They are therefore ALREADY a vital component of the Australian economy, and the Australian Government recognises they have even greater potential. In the near future, they will extend the activities of the Australian Small Business Commissioner into the Small Business and Family Enterprise Commissioner. The opportunity is there – but WHAT is a family business and why are they important? Typically, a family business is one in which the majority ownership and the strategic business decisions are made by ONE family (or representative of one family). However, in today’s world the ‘family’ has many dimensions other than a ‘blood’ relationship. The Lionel Samson Group was founded in 1829 in Fremantle WA and is now in its sixth generation. It is one example of a family business that illustrates the multi-dimensional nature of family business that emerges with time. Whether they are related by ‘blood’ or other social customs (for example, blended families), family businesses offer many highs and lows. The highs are that family businesses are usually considered entrepreneurial and innovative. In the most recent study conducted by KPMG with Family Business Australia, 70 per cent of the family businesses surveyed indicated that their innovation performance was better than their key competitors. The Queensland company, Bundaberg, is one family business that illustrates this. In business since 1960, Bundaberg now export to over 30 countries, with continual innovation in product lines being a key to their success. However, having to juggle the family with the business can sometimes create tensions in the family business. This is especially the case when new generations enter the business, and the founders and owners of the business have to plan for succession. WA’s Business News recently profiled some of the oldest family businesses in WA who sent out the message that ‘succession’ is a key factor in family business success and sustainability. One example is Galvin Engineering, which was Donella Caspersz is an academic at the UWA Business School. Donella researches, publishes and teaches about family business. Donella is a board member of the International Family Enterprise Research Academy and the WA chapter of Family Business Australia.
By Donella Caspersz, UWA Business School
built up by Roy Galvin from 1930. Now owned and managed by his grandsons Chris and Paul, they have been actively grooming the next generation (their children) to become a part of the business from a young age. Succession is critical for family business to remain a family business. This is because through succession, a family business retains the family values in the ownership and management of the business. The KPMG survey for instance found that 84 per cent of family businesses believed that family values had a crucial influence on their business. Sabine Lau, a respected family business academic, describes this as keeping the ‘family gravity’ in a Harvard Business Review article. I call this family business psychological capital in an article for Family Business Review. Whatever we call it, the lesson is clear: for a family business to remain a family business, ensuring succession BY the family is critical. Family business does business differently to non family business – but that doesn’t make them any less efficient or well run. LinFox, Coopers Brewery, Kennards and Betts & Betts are some Australian companies who are testimony to this. Family businesses are small, medium and large; they are in every industry sector, in any economy including Australia, and they have LONGEVITY. Further examples of long-lasting family businesses include Faber-Castell in Europe, operating as a family business since 1660, Mars (Mars confectionary) in the US, operating since 1911; and of course our own Lionel Samson in operation since 1829. While flying under the radar, family businesses have already contributed to the well-being of Australia. There is a lot of opportunity in establishing your business as a family business, though, doing it well so that it works for BOTH your family and the business needs some careful thought. However, there are many rewards to being a family in family business; seventy per cent of Australian businesses think so.
Business
What do we know about them?
Winter 2015 | www.smpmagazine.com.au
Photo by: Andrew-Knox Kaniki
Family Business
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Business
So you want to buy a Franchise? Five things you need to consider first
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t might be an exciting prospect to buy a business and stay in Australia. Investing into a franchise may seem the way to go, however, like any business decision, this one must not be made lightly. You will find three further resources attached to read further up about buying a franchise, which I recommend you read. You can make an informed decision, and be prepared if you choose to proceed. Personally, I have owned and managed three cafes in the past 15 years, two of them independently whilst the current cafe is a franchise. I can therefore make some comments which might be helpful.
3.Due Diligence and Business Plans.
By Michael Cubbage, Franchise Owner of Caffissimo West End
1. Is this your passion?
If you would like to come to Australia, buying a franchise may seem like the easier option as everything is seemingly in place. Before you buy a franchise or any other business, however, you have to ask yourself the question: “Is this what I love doing?” Once you buy into a franchise, your life is no longer your own as the business demands your attention 24/7. Instead of living your dream of being a small business owner, you may find yourself living a nightmare if you lack the major ingredient to success; passion. Make sure you buy into what you feel passionate about, which brings me to the next point.
2. How much do you know?
Know and understand the product that you sell. This may sound like common sense, however, it surprised me to discover how many franchise owners do not drink coffee and have little interest or knowledge about the coffee industry. Why on earth would you buy a cafe? A lot of people who buy a franchise are fulfilling a long held dream to work for themselves, without really knowing the type of business they would like to enter into. Unfortunately, franchises tend to draw people who have little or no business experience. They have often come straight from a job, or they are buying themselves or family members a job. Product knowledge is essential in marketing your product, and in a franchise you have to think about marketing and customer sales. Whilst buying a franchise might help with the branding and structure setup, it has no obligation to do the marketing for you. Often, people who buy into a franchise expect too much from the franchisor and do not realise how much running of the business is left up to them. Whilst the new owner will usually get training in the systems and procedures when they buy the franchise, they will usually be responsible for finding and training their own staff, as well as day to day running of the business with little support from the franchisor.
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Boring maybe, but oh so important! Before you buy a franchise make sure you can afford it. Have at least six months saved in an emergency fund to cover those unexpected events. Buying a franchise, contrary to popular belief, is not a licence to print money. It is important that you have a viable and practical business plan so there are not too many surprises and no unrealistic illusions. Make sure you check the outgoings and do not just look at the cash flow; this can mistakenly be presented as profitable. Cash flow and profit are not in the same league. Things to take into account include your hidden and fixed costs such as rent, water, electricity. Royalty fees, which you have to pay to the franchisor, is usually a percentage of your gross income before tax. Be prepared for this franchise fee, which is money to be paid upfront for the use of the franchise licence (anything from a few thousand to a million). It will take time for you to establish yourself in the business. Mistakes will be made, if however, you have that financial cushioning, it is one less thing to worry about. Be very aware of the contract obligations you have with the franchisor. Be clear who owns the lease of the premise you operate from, and the conditions attached to those by the landlord. Understand the “take back” clause and when this can be enforced. Make sure you read and understand the fine print, as well as know and understand what you are signing for. Better still, spend money on lawyer. It is well worth the investment that will save headaches and surprises later on. Never sign for something in your enthusiasm that you do not understand.
4. Is there room for innovation?
This is something you might not think about, however, as you settle into your franchise, you may discover certain products that sell better in your local area. Some franchises can be quite limiting in regards to your personal flair and choices. It is for that reason, we bought the franchise we did. It allowed us to be creative in our food choices as well as in our decorative style, however, we are still obliged to purchase the core products, and any other branded product. Find out how much control you have in running your franchise, as buying into a franchise is like entering a partnership in business, so it is important you are a good match!
5. Make sure to talk to other Franchisees.
Prior to signing on the dotted line, talk to the other franchisees. Ask them questions about their experience of being a franchisee, and given the choice would they purchase this franchise again? Owning a franchise has its advantages such as buying power and branding. Just make sure you are prepared and really understand what you are buying. Remember, buying a business is always much easier than selling one. I like to use the analogy of giving birth; once out, you are “stuck” with it and you better prepare yourself for the long haul. We love coffee and we love the cafe we operate. None of this would be possible if we did not have that passion!
Migration
The migration experience of Mike Nahan
From Trucks By Maria Bergwitz, Freelance Journalist
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Photo by: Andrew-Knox Kaniki
ike Nahan, 64, has come a long way since his early days as one of 13 children growing up on a dysfunctional hobby farm in Michigan, United States of America. From seeing his trucking company in the US go bankrupt when he was just 21, to working for the World Bank across Asia, Mr Nahan made the decision to give his professional career a fair go. He is now the Treasurer of Western Australia as well as the state’s Minister for Energy, and for Citizenship and Multicultural Interests. “It was an exercising chaos, and if we would have had to live off the proceedings of the farm we would have all starved,” he says, recollecting memories from his childhood. Mr Nahan’s father had left the farming up to his eight young sons, who were unenthusiastic about the industry. The result was delayed harvesting, over due ploughing, loose horses, and fights for the food at dinnertime. The latter taught Mr Nahan a lesson he has kept for life. “You do not own anything until you possess it,” he says. He then ventured off to study economics. Two degrees later, a bachelor from Michigan and a master’s from Hawaii, Mr Nahan arrived in Canberra in 1978 with a scholarship to the Australia National University. There he completed a PhD in economics before letting love bring him to Perth in 1982. When his wife Nyuk Nahan, also holding a PhD from ANU, received a job offer at the University of Western Australia the duo decided to see what life in Western Australia was like. Mr Nahan’s uncertainty about his length of time in WA, however, soon dissipated with the realisation of Perth’s sunshine. “Remember, I grew up in Michigan,” he says, sounding not much different to any other unexpectedly long-term visitor who grew up in the cold. With a climate accommodating his liking for the outdoor lifestyle, Mr Nahan did not find many difficulties integrating into the then big country town. “I am the same ethnic base as the dominant migrant,” he says, pointing out that, in Perth, everyone is a migrant. “Some are just longer standing migrants,” he adds. “And so if they look at me, they can not tell that I am not from here.” The scene has since changed with multiculturalism blossoming across WA. Mr Nahan says a radical diversification of the state’s ethnic base has diminished much of the tension held by older generations. “We are actually becoming part of Asia now, with our own culture, mixture and approach,” he says. “Which is, given the economic powerhouse of Asia, whether it is India or China, the place to be.” The heavy influx of skilled migrants to WA has been highly pro-
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to Treasury
Perth
Michigan ductive. According to Mr Nahan, about 93 per cent of migrants are skilled. “We could not have done the growth of the mining sector without that,” he says. “We would have, economically, run into a brick wall without the migrants coming in and providing the skilled labour necessary.” For those wishing to pursue a political career, Mr Nahan singles out the significance of local engagement. He says it is important to adopt Australia as one’s own country and to participate in the political system. “If you want to make a contribution to your new country, then participate,” he says. “Do not rely on other people.” Mr Nahan is not one to encourage people into ethnic enclaves. “I readily recognise it is important for new migrants to stick together and join associations, for language, culture, advice and whatnot, but become Australian. “Australia is a culture that absorbs people, sometimes reluctantly, but it absorbs people, it adopts people, and it is changing. So participate,” he says. And Mr Nahan himself certainly has walked his talk of participation. Besides his engagement with the WA Government, Mr Nahan has a 15-year history working for the independent, non-profit public policy think tank the Institute of Public Affairs. Having first run its Perth office from 1990, he then moved to Melbourne in 1995 to become the Institute’s Executive Director. During this time he was also a columnist for the Herald Sun and held a regular spot at a Melbourne radio station. “I went out and covered everything under the sun,” he says. With a fearless approach to heated discussion, Mr Nahan left
his mark and was in 2001 awarded a Centenary Medal by the Australian Government for his contribution to public policy. “I was a commentator on public policies on wide-ranging issues and ran the IPA, which then made a big difference to the debate,” he says. In 2005, however, the Nahan’s decided to leave Melbourne and the IPA and head to sunny Perth. Back in WA, Mr Nahan was asked by the Liberal Party to stand for the upper house, but instead decided to stand for the then Labor-held seat of Riverton. This he won by 64 votes in 2008 and still holds. Mr Nahan’s pathway to success in the WA Government, however, was carved from his technocratic background rather than from strategic pursuit. “I’m not a typical politician,” he says. Rather than accessing the world of politics through party activism, advisory roles, or entering from a safe seat, he came in at a mature age with a broad spectrum of knowledge and experience. “And indeed, one of the nice things people say about me is ‘you do not sound like a politician’,” he says. Mr Nahan does not beat around the bush. “I say it like it is, and that can get me in trouble,” he says, hinting at the valued presence of his media advisor. Mr Nahan draws inspiration from political leaders of no timid nature. His favourite politician was former Prime Minister of the United Kingdom Margaret Thatcher. Locally, he admires the leadership style of former Australian senator Peter Walsh and values the close friendship of his own predecessor at the IPA and former Australian politician John Hyde. “Principle, straight forward, change-oriented,” he says, listing his points of admiration.
Winter 2015 | www.smpmagazine.com.au
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Money
We Need to Talk Finance Y
Five financial
ou have been dating a while, and you are questions you thinking of longer term commitments. You should ask might even think of marriage. There are some things that are uncomfortable to talk about, yet esbefore sential before you tie the knot. Money is one of those marriage topics. Many of us feel uncomfortable talking about the subject of money. We learn from a young age, that this topic can create many arguments and debates, and unless you have bucket loads of the stuff, a constant cause of contention. Marriage has enough challenges, so if you enter a lifelong contract of happiness, it is best to put all the cards on the table; warts and all. So what are the important questions to ask about money, before marriage?
By Alida Cubbage, Entrepreneur, Philosopher, Writer
1. TRUTH ABOUT THE FINANCES Why would you want to know? It is kind of important when you might want to build a house, or anything else which requires some form of lending for the two of you to build a life together. It would also give you a sneak preview into how your sweetie thinks about money as well as their saving habits. Besides, once you’re married, there is no hers or his anymore, and why would you want to carry someone else’s debt around your ankles? Yes, debt and money; it can create a great bone of contention, arguments and even divorce. Better to have all cards on the table so there are no nasty surprises. 2. WHAT’S YOURS IS MINE AND WHAT’S MINE IS MINE. Sound familiar? Even at a time of women’s liberation, we girls get it all wrong sometimes. There is still a belief by the man in the relationship that they must be the breadwinner, and as a woman your money is yours to spend as you see fit. It is important to discuss things like how much money can we spend as individuals without consulting the other, and who pays for what bills? You may even create a financial roadmap with goals along the way so you both know you are on the same team, travelling the same journey. What are their saving habits? A lot of arguments can occur when one is a saver, and your partner is a spender with apparently no care in the world. 3. HOW MANY CREDIT CARDS DO YOU HAVE? Obtaining a credit card is very easy. There was a time banks would automatically send you an approved credit card on your 18th birthday. I am sure you have also received invitations from the banks to increase your credit limit. All that is required is your signature and bingo, before you know it you are a slave to debt. If the person you intend to marry has many credit cards, all maxed out, what do you think will happen? Foresight is hindsight and hindsight is foresight? It’s better to know than not to know; at least you can make an informed decision. 4. DREAMS AND ASPIRATIONS It’s amazing how much you can discover about the other person’s financial attitude towards money and their values around it. Discussions around wedding plans, holidays, children, and a type of place to live. Are you on the same path? How much do you share your dreams and values? 5. MONEY: THE TICKING TIME BOMB Red flags, bells and whistles need to go off when the one you intend to spend the rest of your life with does not want to talk about money. Yes you’re in love, and want to see the best in the person, however, what happens when the veil lifts, and you find yourself at odds when it comes to issues around money? Discovering each-others financial philosophies can be enlightening. The best thing to do to prevent potential divorce is to have an openness around money and to identify possible financial issues that may arise. Put a plan in place to work out the problems together.
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Motivation
EVALUATE YOUR OWN LEADERSHIP POTENTIAL By Marlene Ward
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anagement development is an important and accepted activity within organisations that consider leadership as a very important condition for their success. Talent development is now even considered as a ‘mission-critical’ company process. ‘High Potential Talent’ is seen as a strategic company advantage, and in successful companies; management development has been incorporated into their business cycles. My many years of training have highlighted a number of signs/behaviours that indicate when a person has the potential for leadership. Here is a checklist. You might choose to rate yourself or ask your manager to rate you. As a prospective leader are you…….
Can You Be a
LEADER?
1. Able to accept delegated authority? This characteristic is very much sought after in leadership selection. Do you have the ability to accept a job, handle it, and complete it alone or with limited supervision? Do you have the know-how to perform a delegated task, something outside the routine of daily responsibilities? 2. An informal leader now? Do you lead by example? Even though an ‘eager beaver’ type, you do not offend fellow workers with your leadership style. Because of this acceptance by others, you become a team builder and an unofficial leader of the group. Others look to you for advice and assistance. 3. Loyal to the organisation? Loyalty is dependability, achieving assigned tasks, and a general respect for your organisation. While able to identify problems in the organisation, you take pride in belonging to it and offer constructive suggestions for improvement. 4. Ambitious? Do you want to get ahead and are you willing to pay the price for advancement? Do you set goals and move toward them, even though this may call for overtime? 5. Able to demonstrate a balance of interest in work and in people? Team players work with, not on, people. Do you have patience, an understanding of people, and the ability to encourage others to participate in tasks? This trait must also demonstrate the ability to communicate clearly and concisely. 6. Proficient in social skills? Advancement means meeting people from different levels and in different areas of a diverse organisation. Skills in diplomacy and listening are critical.
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Motivation 7. Community minded? This is someone who draws a fine balance between career, family, and community obligations. An organisation’s contribution to the community is called ‘social responsibility’. 8. Pursuing continuous self-improvement? This person seeks evaluation of work performance by others, and also takes advantage of any opportunities for self –development by attending training courses and reading. 9. Possessive of basic integrity? An individual with basic integrity shows careful use of the organisation’s equipment, makes good use of meeting time, and gives credit to others when due. These people are intellectually honest and have the self-confidence to acknowledge when they don’t have the answers. 10. Emotionally mature? EM is a ‘positive emotional response to inner and outer stress and strain’. Since we live in one of the most stressful times in history, this is a prime characteristic for a good leader. 11. Are you able to lead through persuasion & influence? 12. Trusting of others to lead projects and teams, even though you do not have a leadership title?
What is Management? ART AND SCIENCE Management is both art and science. It is the art of making people more effective than they would have been without you. The science is in how you do that. There are four basic pillars: plan, organise, direct, and monitor. MAKE THEM MORE EFFECTIVE Four workers can make six units in an eighthour shift without a manager. If I hire you to manage them and they still make six units a day, what is the benefit to my business of having hired you? On the other hand, if they now make eight units per day, you, the manager, have value. That is the value of management - making a group of individuals more effective. PLAN Management starts with planning. Good management starts with good planning, and proper prior planning prevents… well, you know the rest of that one. Without a plan you will never succeed. If you happen to make it to the goal, it will have been by luck or chance and is not repeatable. You may make it as a flash-in-the-pan, an overnight sensation, but you will never have the track record of accomplishments of which success is made. Figure out what your goal is then figure out the best
way to get there. Compare strengths and weaknesses of individuals and other resources. Look at all the probable scenarios and plan for them. Figure out the worst possible scenario and plan for that too. Evaluate your different plans and develop what, in your best judgement, will work the best and what you will do if it doesn’t. ORGANISE Now that you have a plan, you have to make it happen. Are the workers trained? Are they motivated? Do they have the equipment they need? Are there spare parts available for the equipment? Has purchasing ordered the material? Is it the right stuff? Will it get here on the appropriate schedule? Do the legwork to make sure everything needed to execute the plan is ready to go, or will be when it is needed. Check back to make sure that everyone understands their role and the importance of their role to the overall success. DIRECT Now flip the “ON” switch. Tell people what they need to do. I like to think of this part like conducting an orchestra. Everyone in the orchestra has the music in front of them. They know which section is playing which piece and when. They know when to come in, what to play, and when to stop again. The conductor cues each section to make the music happen. That’s your job here. You’ve given all your musicians (workers) the sheet music (the plan). You have the right number of musicians (workers) in each section (department), and you’ve arranged the sections on stage so the music will sound best (you have organised the work). Now you need only to tap the podium lightly with your baton to get their attention and give the downbeat. MONITOR Now that you have everything moving, you have to keep an eye on things. Make sure everything is going according to the plan. When it isn’t going according to plan, you need to step in and adjust the plan, just as the orchestra conductor will adjust the tempo. Problems will come up. Someone will get sick. A part won’t be delivered on time. A key customer
One of the most often overlooked management
TIP planning tools is the most effective. Ask the people doing the work for their input.
will go bankrupt. That is why you developed a contingency plan in the first place. You, as the manager, have to always be aware of what’s going on so you can make the adjustments required. IS IT WORTH IT? Managing people is not easy, however, it can be done successfully and it can be a very rewarding experience. Remember that management, like any other skill, is something that you can improve at with study and practice.
For more information visit Marlene Ward Training – www.marleneward.com.au
Winter 2015 | www.smpmagazine.com.au
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Diversity 24
CEOs speak out on diversity
Diversity. We Make it Simple. By Pino Migiliorino, Cultural Perspectives Group
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he Cultural Perspectives Group are leading experts on multicultural and Indigenous communication, and research consultancy. We have been delivering successful multicultural marketing campaigns, research projects, and cultural competency consultant services for more than 20 years. Our business is made up of three agencies; Cultural Perspectives, Cultural and Indigenous Research Centre (CIRCA), and DiverseWerks. Championing diversity and helping others to understand its importance is Cultural Perspectives Group’s core mission. Cultural Perspectives, the Group’s communications offer, helps clients to realise the huge potential of Australia’s multicultural markets. Cultural Perspectives has delivered effective multicultural marketing and communications campaigns to government, corporate, and not-for-profit organisations since 1994. Furthermore, Cultural Perspectives were awarded the 2014 Australian Multicultural Marketing Award for Excellence in Communications for the National Digital Switchover Campaign. CIRCA is an expert in research and evaluation with Cultural and Linguistically Diverse (CALD) communities, and Aboriginal and Torres Strait Islander peoples. CIRCA has specialist experience in dealing with complex and sensitive issues, and its key strength is its national network of multilingual and Aboriginal and Torres Strait Islander research consultants. CIRCA was the 2014 winner of the RICA Public Policy/Social Research Award. DiverseWerks is the Group’s cultural competency consultancy which develops tailored solutions that enable organisations to harness the benefits of cultural diversity to increase their strength and responsiveness. DiverseWerks has unrivalled knowledge and insight of Australian diversity, policy, and changing demographics. Cultural Perspectives Group understands the exciting opportunities a culturally diverse Australia can offer, and seeks to encourage our clients to make their practices more inclusive and responsive.
www.smpmagazine.com.au | Winter 2015
The Value of Diversity in the Workplace By Tony Aveling, Managing Director of AVELING
I
am proud of the small contribution we have made in being part of building Australia’s multicultural workforce over the past 18 years. This has been done by assisting people from different parts of the world gain employment in Australia, or by helping them become more employable, by equipping them with the tools they need to better perform their roles and achieve their goals. This drive is fundamental to everything we do as we strive to make a difference for this, and future generations, by living our values. It’s our DNA to Develop, Nurture and Appreciate our team, our clients, and the wider community, thus creating an environment where people feel welcome and safe to share as they learn. As a Registered Training Organisation (delivering online and face to face training to over 390,000 people in the last 5½ years) we get to see firsthand how different life experiences and backgrounds enhance the learning experience for all. Time and time again, we have had the privilege of witnessing how when people are given opportunities to share who they are and what they know, their sense of identity and pride grows. Providing these opportunities also assists people to gain a better understanding of how to overcome challenges and build better working relationships. This epitomizes how diversity leads to more trust and respect amongst team members through a sense of shared understanding. It is certainly well documented that when teams perform well together, companies benefit. Through better problem solving and increased innovation, companies can become more flexible and adaptable allowing them to better meet the needs of their clients. This continuous improvement is vital in meeting the ever changing demands of today’s fast paced borderless market place. We truly believe that by employing a diverse range of people and investing in them through training and development, companies can improve their longevity. This has certainly proved true for AVELING as we have grown from a one-man operation in 1997, to now employing over 45 permanent team members who range in age from early 20’s to their 60’s, and herald from more than 15 different countries. The creativity that diversity provides is essential to our business. Indeed, the varied life and educational experiences of our team members allows us to provide quality training and support for all of our clients. Whether they are assisting people overcome language or literacy barriers, or giving someone the confidence to believe in themselves through understanding and patience, our diverse team is key to our success and the development of our students.
NEED HELP TO REALISE YOUR AUSTRALIAN DREAM? Contact: Tommy Adebayo Email: tommy@smpmagazine.com.au Phone: +61430209803
Lifestyle 26
My Secret Double Life Betwixt Queen Mother in Ghana and Safety Quality Auditor By Nana Barkey III, Twafohemaa of Anomabo Tradtional Area (Ida Harding)
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any times, I wake up at 5am, and prepare for a challenging, yet rewarding day at work as a Safety Management Systems Auditor. Just before I leave the house, I quickly calculate the time difference, to ensure I don’t wake anyone up before calling Ghana, my other home. All of us migrants in Australia know exactly what I am referring to about these calculations. Since 20 Dec 2014, these calls have become more frequent, as I now live a double life. So let’s start from the beginning! I arrived in Australia at the age of four, with my pigtails and holding the hands of my parents, Dr JGO Harding and Mrs Rosamond Quashie-Harding. My Dad chose Australia when he was deciding on which country to do his Sabbatical leave. My father, a lecturer in the Medical Faculty and my mother a teacher, became my role models in a country that was not very multicultural when we first arrived in the early 80’s. I grew up in Melbourne, Canberra and Sydney, and did not return back to Ghana until the age of 18 years. Meanwhile, my parents did a brilliant job of ensuring that I continued to speak the language, understand the family history and culture, and cook the food. Unbeknownst to us all, this was the preparation that I needed in order to successfully take on the most privileged and honorable role of my life. So let’s move forward to December 2014, where I am now sitting in a palanquin and being lifted by eight strong men. There are thousands of people surrounding me as I am elevated about two meters in the air to be paraded around all the towns and villages. Each time I waived to the well-wishers and acknowledged them, I would also see the Australian High Commissioner, HE Joanna Adamson and her husband, Dr Geoff Randall (Former NZ High Commissioner to South Africa). Yes, I transitioned from a Safety Auditor to a Queen Mother (Twafohemaa) of Anomabo Traditional Area, Ghana. We occupy the central region of Ghana, with a rich history and a huge potential for agri-investment and introduction of new industries. My name is now Nana Barkey III, Twafohemma of Anomabo Traditional Area and custodian of 14 towns/villages. It is my goal to
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introduce Anomabo Traditional Area to the world, and the world to Anomabo Traditional Area. I always knew that I was born into a Royal family, and that there was a possibility that this would happen. I just never thought that it would happen so early in my life, that I would now carry the historical gravitas of the Royal title and the socio-economic responsibilities that come with that title. As a dual citizen, as a Queen Mother and as a skilled migrant, I see this as a great opportunity to create links, encourage investment and build cultural bridges. To whom much is given, much is expected!
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Backtalk 28
Being an Entrepreneur in Australia Q&A WITH DR SHOLA
P
eter Oyeshola Oyewopo is an African-Australian migrant medical doctor working in Western Australia. He has been living and practising medicine in Australia for fourteen years, having relocated from South Africa, where he worked from 1997 to 2001. Originally from Nigeria, West Africa, he and his family now call Australia home. Dr Shola tells us about his journey to Australia, his experience as a General Practitioner (GP), and how he is giving back to the community by mentoring new overseas trained medical doctors. Why did you decide to come to Australia? I emigrated from South Africa to Australia in June 2001. My original plan was to move to the United States for my medical specialist training. However, I fell in love with Australia after watching the Sydney 2000 Olympics, and by a stroke of fate, a few colleagues who had migrated to Australia after the Olympics were very impressed and spoke glowingly about their newly adopted country. I did not need more convincing after that. I wanted to settle in a country where human rights and freedoms were respected, have the opportunity to fulfill my potential as an individual, and realise my dream of starting a family. Fortunately, Australia ticked all the boxes for me and I certainly cannot be happier with my decision to settle in this great country. What are the challenges one will face when starting a medical centre business in Australia? 1. Finance: access to bank fund finance is of paramount importance as you can not get started without adequate funds. Also, it might take a while to break even; hence you need to have some reserve funds for the “growing pains”. 2. Recruitment issues: having a great team of staff makes a huge difference to a work place so it is highly important to choose carefully. Due diligence should be undertaken and reference checks undertaken properly. 3. Location of the practice is of utmost importance. 4. Statutory requirements: seek to understand Medicare, taxation obligations, work choices/employment conditions, as this will stand you in good stead in the long run. 5. Deciding whether to buy an existing prac-
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tice or starting a completely new practice could be a challenge. From your experience, what are the five mistakes most entrepreneurs make? 1. Not doing their due diligence with regard to having a business plan, and not having an understanding of the huge demands of running a business. 2. Finance issues: not securing enough funds to start and run the business. 3. Lack of mentoring/networking to learn from the experiences of others. 4. Poor work/life balance to prevent stress and burnout. 5. Complacency: not investing in both self/professional and business development What do you see as the main challenges discouraging migrants being entrepreneurs, and what is your advice to them? 1. Getting finance for their business ideas. 2. Navigating through red tape: governmental agencies, local council/shire regulations. 3. Lack of self-belief/confidence (fear of failure). My advice, never give up. As the late Australian Prime Minister Malcolm Fraser once quoted, “life wasn’t meant to be easy”. Is there on essential tip that you would give to someone considering being a GP? Be prepared for a long career of hard work but very rewarding all the same. How does one get registered in Australia as a GP? This will depend on the experience of the international medical graduate (IMG). An IMG will need to have passed a minimum of part one of the Australian Medical Council (AMC) examination before registration could be considered. Exceptions to this rule are holders of the fellowship equivalent from the UK or Ireland who may apply for reciprocal specialist recognition in order to commence work as a GP. For all other IMG’s, success in the AMC is followed by an interview process (PESCI) by the respective state medical board. Registration is subsequently granted if the successful IMG is able to secure employment/sponsorship for a skilled migrant visa by a medical practice. Is there any association for migrant general practitioners in Perth? What are they doing to support new migrant doctors to integrate into the system? Yes, there is an association called the Genesis Forum Inc. It was established in November 2011 as a forum for interested migrant doctors (GPs and hospital based doctors), to exchange ideas amongst ourselves, be it clinical or administrative. We meet once every two months.
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At POISE Coaching & Consulting, we specialise in empowering individuals and organisations. For Individuals: We offer coaching designed to support you through your career journey. We work with you to sift through beliefs and thoughts to get to the essence of what is important to you. Together we will design a career plan that suits your life and aligns with your passion. In addition, we offer workshops on how to position yourself for a promotion and to build effective teams. For Organisations: We offer a range of organisational development services including strategic planning, organisational health assessment, research, evaluation, project management, workshops on leadership, team building, governance, conflict management and key note speeches. Our director, Ms Sheila Matete-Owiti has over 16 years’ experience working with government, academic, community and private organisations. Ms Matete-Owiti is an associate fellow of the International Coach Guild and has postgraduate qualifications in information systems and public health. She is an experienced heath policy expert, facilitator, public speaker, c oach and consultant. If you are ready to make the next step to improve the performance of your organistion or to build a fulfilling career, contact us today on consultant.smo@gmail.com or on 0450 609 410
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