TBT July / August 2012

TBT

OUR EXPERTS Tackling tough decision-making Page 5

in conversation

Donna Messer: Canada’s Networking Queen talks to Toronto Business Times Page 13

TORONTO BUSINESS TIMES

July/August 2012

www.torontobusinesstimes.com

Exercise: leading the way by example To take care of your business, you need to take care of yourself MARIA TZAVARAS tbt@insidetoronto.com

Keeping in shape isn’t just an important part of David Robson’s life, it’s also a lifestyle.

The Toronto entrepreneur gets up every morning at 3 a.m. to practice yoga for almost two hours – and this is before heading to his studio, The Ashtanga Yoga Centre of Toronto, to teach starting at 6:30 a.m.

“I have to do my own practice before I teach other people because my whole thing is to inspire them and be convincing for people to do their own practice,” he said.

Conor Kelly, personal trainer and founder of Evolution Fitness in Toronto, shares Robson’s philosophy of leading a balanced and healthy lifestyle, and as a business owner, understands the importance of keeping in shape to be an example and do his job well.

Having worked with many business owners, he said more and more they’re recognizing the importance of keeping themselves, and their employees, active. Exercise, Kelly said, is crucial to controlling stress levels, and when you own a small business, stress is inevitable.

“You’re generally going to be busy and have a lot of things going on and you need to have methods of coping with that, so you need to carve out time for yourself to create balance because entrepreneurs can be very focussed with a one-track mind,” he said.

Kelly said if you think of your body as a tool that allows you to be productive every day, then make sure you are taking care of yourself so you can conquer all the demands running your busi>>>MAKING, page 11

Staff photo/NICK Perry

Megan Katz organizes items on the table at Stasis Preserves’ booth in the Trinity Bellwoods Park Farmers Market on a Tuesday afternoon in July.

Business relationships: building and nurturing at farmers’ markets LAURA BOOTH lbooth@insidetoronto.com

‘There’s a really, really nice direct interaction with your customer or potential customer.’

I

n one year, Julian Katz went from selling homemade preserves in a farmers’ market to opening a permanent store in the west end of Toronto.

In January 2011, while working full time in fine dining, a friend approached Katz, wondering if he would fill a spot in a local market for a day. Katz, who had a living room full of recently made preserves, agreed.

“It went really well and there was a great response,” said 26-year-old Katz, owner of Stasis

– Julian Katz Preserves in Toronto’s west end.

“People were really happy and they invited me back to start on the regular Saturday market circuit.” Soon after, Katz made markets his priority, and quit his full-time job.

“I think I was a little overzealous. I was cooking, borrowing

friend’s kitchens, packing my car, driving to farmers, picking up produce and then still doing six markets a week,” Katz said. “So it was a little crazy.”

Now a market connoisseur, Katz said he believes there are advantages for small business owners and entrepreneurs at

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farmers’ markets.

“There’s a really, really nice direct interaction with your customer or potential customer,” Katz said. “So you can get feedback almost on the spot, which is really helpful for developing recipes and finding things that work and finding things that don’t work.”

It’s also a great way to network, he said.

Vendors offer each other discounts and are good at carrying and selling each others’ products, he said. Building a good relationship with farmers is also impor>>>MESSAGE, page 10

2 - of TORONTO BUSINESS TIMES - July/August 2012 art benefi the world ts ofwe healthy call home. turf in Soon this polluted after that part weofstarted the world practicing we callthe home. principals Soon after of IPM that (Integrated we startedPest practici ing grass Management) a bit taller,: Deep over seeding root watering, where needed, cutting grass better a horticultural bit taller, overpractices seedingand where theneeded, use of chemicals better horticu as an absolute last resort.

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Then in 2009, with no phase out period, The McGuinty Government with the stroke of a pen stopped everything. All the tests done to allow Then in 2009, with no phase out period, The McGuinty Government with stroke of it’s a pen stopped everything. tests done to allow healthy Soon turf here and we allare it’s loosing benefi ts control toresearch, weed of good infested healthy turfthethe and related alluse breathing to weed infested turf and the rela products our shelves, the science, the etc etc.

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with We doing at the BP have best we always can as prided stewards ourselves of thewith landscape. doing theA best product we can called as PHOMA stewardsMACROSTOMA of the landscape. A pro The BCThe Government was contemplating a ban, so they watched what we did and learned from what we did WRONG! They banned BC Government was contemplating a ban, so they watched what we did and learned from what we did WRONG! They banned the use the of use of nt stages has for been over in 12 the years testing as and a BIOPESTICIDE. development stages The people for over at 12 the years University as a BIOPESTICIDE. of Guelph and the The Turf people at t pesticides from the andand allowed it to bebeused (IPM accredited companies) andSPRAYING NO SPRAYING onlands. public land pesticides fromhomeowner the homeowner allowed it to usedby bythe the professionals professionals (IPM accredited companies) and NO on public ed about Grass it as Institute it worksinvery Guelph wellare on many very excited weedsabout including it asDandelions, it works veryCanadian well on many Thistle weeds & Clover including and itDande Before Before the Ban, operators andand applicators emptycontainers containers and take them to drop off locations nished with the licensed Ban, licensed operators applicatorshad hadtototriple triple rinse rinse empty and take them to drop off locations when fiwhen nishedfiwith last fall meets (2011) our and current has ban.

SCOTTS It was on registered board to last market fall (2011) and distribute and has it.

SCOTTS It’s tentative on board retail date to market is 2014 and them.

If you read the label on the back of the products on the shelves today, they say, “DISPOSAL...HOUSE HOLD GARBAGE” Doesn’t thisordistrib hem. If you read the label on the back of the products on the shelves today, they say, “DISPOSAL...HOUSE HOLD GARBAGE” Doesn’t this seem wrong...... isquestion it me? just me? to you is 2015.

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Sowe here are loosing control of good healthy turfand andall allit’s it’s benefi benefits turfturf andand the the related breathing issues.issues.

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ay to ..........If manageyou weeds feel and as we restore do and thewant healthy a way weed to manage free turfweeds we areand so proud restore of,the contact healthy your weed local free turf we We at BP have always prided ourselves with doing the best we can as stewards of the landscape. A product called PHOMA MACROSTOMA We at BP have always prided ourselves with doing the we canas as stewards of theThe landscape.

Athe product called PHOMA MACROSTOMA alton member McGuinty’s oftesting provincial office governement and seefor ifover orbest we Dalton McGuinty’s pressure offi ce directly onatthem and to see fast ifof Guelph we track can this put product enough pr has been in the anddirectly development stages 12can yearsput a enough BIOPESTICIDE. people University and the Turf has been the testing and stages over 12 years as BIOPESTICIDE. The people at theCanadian of Guelph and Turf Grass Institute inuse Guelph are very excited about it is as italready works veryso wella on many weeds including Dandelions, Thistle & Clover and itplease eady so soindamaged we can that itdevelopment ASAP. replacement Some turf isforthe only option, damaged so please that make replacement an attempt isUniversity tothe getonly this option, product sothe on Grass Institute in Guelph are very excited about it as it works very well on many weeds including Dandelions, Canadian Thistle & Clover meets our current ban. It was registered last fall (2011) and has SCOTTS on board to market and distribute it. It’s tentative retail date is 2014 or and it ourcurrent shelves as soon meets 2015. our It was registered last Spring. fall (2011) and has SCOTTS on board to market and distribute it. It’s tentative retail date is 2014 o So, myban. question to you isas next

2015. So, my question to you is

..........If you feel as we do and want a way to manage weeds and restore the healthy weed free turf we are so proud of, contact your local provincial or Dalton McGuinty’s office directly andthe seehealthy if we can put enough pressure to fast track thisyour product .........Ifmember you feelofas we do governement and want a way to manage weeds and restore weed free turf we areon sothem proud of, contact local Mail: so we can use it ASAP. Some turf is already so damaged that replacement is the only option, so please make an attempt to get this product on member of provincial governement or Dalton McGuinty’s office directly and see if we can put enough pressure on them to fast track this produc our shelves as soon as next Spring.

Dalton McGuinty, Premier

so we can use it ASAP. Some turf is already so damaged that replacement is the only option, so please make an attempt to get this product on our shelves as soon as next Spring.

Legislative Building Mail: Queens ParkPremier Dalton McGuinty, Mail: Legislative Building Toronto, ON. M7A 1A1 DaltonQueens McGuinty, Park Premier Legislative Building Toronto, ON. M7A 1A1

Queens Park Phone: Phone: Toronto, ON. M7A 1A1

416-325-3777 416-325-3777

Phone: Website: 416-325-3777 Website:

http://www.premier.gov.on.ca

http://www.premier.gov.on.ca

Website: Sincerely, http://www.premier.gov.on.ca Brian Perras Sincerely,

BP Landscaping Ltd. Sincerely,

Brian Perras Brian Perras BP Landscaping Ltd. BP Landscaping

Ltd.

12520 DIXIE ROAD CALEDON, ON L7C 2L7 Tel: 905 840-1111 Fax: 905 843-2988 12520 DIXIE ROAD Website: www.bplandscaping.ca CALEDON, ON L7C 2L7 DIXIE ROAD E-mail:12520 bplandscaping@sympatico.ca

Tel: 905 840-1111 CALEDON, ON L7C 2L7 Fax: 905 843-2988 Tel: 905 840-1111 Website: www.bplandscaping.ca E-mail: bplandscaping@sympatico.ca Fax: 905 843-2988 Website: www.bplandscaping.caWeb E-mail: bplandscaping@sympatico.ca E-mail: b

TORONTO BUSINESS TIMES - July/August 2012 - 3

wellness

Don’t just eat, eat well Lack of time cited as top reason for eating poorly MARIA TZAVARAS tbt@insidetoronto.com

Staff photos/Nick Perry

Personal trainer Conor Kelly demonstrates stretches that can be done while sitting at a desk.

Overcome the obstacles to a healthy workplace Keep yourself and your employees motivated MARIA TZAVARAS tbt@insidetoronto.com

F

or a busy entrepreneur, physical activity is often at the bottom of your list of priorities.

However, it’s ultimately up to the individual to understand the benefits of including exercise in their lives and to make it a priority, said Conor Kelly, personal trainer and CEO and founder of Evolution Fitness in Toronto.

As a business owner, Kelly understands the importance and benefits of keeping in shape, and having worked with other business owners, he said more and more are recognizing the importance of keeping themselves, and their employees, active.

Besides time constraints, lack of funds can also be an issue, but Kelly said there are ways to overcome both of these obstacles. Below are tips from Kelly on how to do so: n Get fit as a group Becoming more popular in recent years are planned

internal events like an inoffice weight-loss challenge.

Since this is done over time, you can put a little money aside each month to eventually use as a reward (give the money as a bonus for the winner or use it to purchase a prize). It gets you and your employees thinking about a healthy lifestyle, and can be a great team-building exercise as well. n Schedule breaks Some workplaces have a policy for their employees to take mandatory stretching breaks. For example, for 10 minutes every two hours, they have to do stretches or get up and walk around.

Office workers are often sitting in the same position for too long, which can lead to muscle imbalances, tightness and all sorts of bodily aches and pains. A lot of people end up going to the chiropractor for neck and back pain that can largely be eliminated by regular stretching and moving around. n Internal fitness rooms Having an exercise room in the office is becoming

more commonplace and is a great way to make exercise easily accessible to you and your employees. Even if it’s a small room, have a treadmill, stationary bike or some free weights so people can use it throughout the day. It can be just the motivation to get people moving, especially when the weather is bad and no one wants to brave the elements for that lunch-hour walk. n Gym memberships While gym memberships can be too expensive for some small business owners, many gyms offer corporate memberships at reasonable rates. Make sure to check out what special rates are offered before you rule out the possibility. n Host a health day Once in awhile, as you can afford, host an office health day when you bring in a health expert for your employees. You could hire a massage therapist or chiropractor, bring in a fitness expert or yoga instructor.

Whatever you choose, it shows your employees you care about their health.

Food is the fuel that feeds our minds and bodies and ensures we perform at our optimum.

But often times eating, let alone eating well, can be difficult when you’re up against hectic schedules and all the demands of running a business.

Long hours and stress come with the territory, but since your business is reliant on you, you should make it a priority to eat properly to avoid becoming sick.

“While there are no guarantees in life, you’ll definitely lessen the risk if you try to live healthier and eat well,” said Toronto nutritionist Rose Reisman. “If you’ve ever seen someone with extreme type-2 diabetes, for example, it isn’t a pretty picture, they’re unhealthy, they don’t feel well and they’re subject to more chronic disease because of that.”

Reisman said when we don’t eat well, our bodies aren’t being fed properly, and the result is becoming tired more often, having less energy, focus and concentration – all which are detrimental to running a business.

Corrine Sandler, CEO of Fresh Intelligence, a market research company in Toronto, said eating well and maintaining a healthy lifestyle is important in helping her run her company for the past nine years.

Sandler said while it isn’t always easy, she makes a point to eat something in the morning, like yogourt and fruit, she brings her lunch when she can, and because she likes to snack, makes sure she has her office fridge stocked with healthy foods.

“That’s the key for me is

having constant water or cranberry juice at my desk, and just having very healthy readily available snacks,” she said.

‘You can’t preach. All you can do is be a role model for your employees.’

–Rose Reisman Sandler said eating well has resulted in many positive benefits to her life, and has definitely made her a better entrepreneur and boss because of it.

“I feel more energetic, more focussed, I have more clarity and a better mood,” she said.

Having worked with many business owners, Reisman said once they begin to lose weight and eat healthier, not only have some been able to reduce their blood pressure or cholesterol medication, but they also express how good they feel.

Reisman said this will all translate well into your business because you will be able to become a more energetic and productive leader to your employees, as well as an example for them to follow suit.

“You can’t preach, all you can do is be a role model for your employees,” she said.

Sandler also believes in trying to keep a focussed and healthy workplace for her 18 employees because their mental and physical health is important to her. They often participate in activities as group and last year, they all

trained together and ran an office 10 k.

Reisman said the number one reason for people eating poorly is lack of time, but she said, you have to make it a priority. There are people who don’t eat anything until late afternoon, and if you’re not eating, you’re not giving your body the kick-start it needs and putting it into starvation mode.

This means when you finally do eat, you are less likely to grab something healthy, but instead fast food with complex carbohydrates to fill you up.

“The key is you can’t be hungry and you have to feel satisfied on what you’re eating, and when you’re starving, you binge,” she said.

All good intentions aside, Sandler admits one of the challenges is sometimes she gets so busy a whole day can go by without eating, so she is making a conscious effort to stop that.

“What I am trying to train myself to do is to eat every three hours so I don’t get to that low energy point where you just crave, crave, crave and you just throw everything in your mouth,” she said.

Reisman said you have to eat before you leave in the morning, even if it’s something small like fruit, something when you get to the office at 9, then again every two to three hours.

“People tell me all the time they don’t have the time to do all this, but I always tell people you don’t have the time not to do it,” she said.

She also added that there will always be temptations to cheat, but to keep in mind once you start eating well, you will get used to the good foods and will feel it the next day if should happen to fall off the wagon.

Getting healthy food on the go MARIA TZAVARAS tbt@insidetoronto.com

I

f you’re like most people, mornings are a hectic time of getting ready and rushing out the door.

The last thing on your mind is eating something as you head out to work.

But food is fuel for our minds and bodies, so if you want to perform well as a business owner, you have to make time in your life to eat nutritious food, not only in the morning, but throughout the day, said Toronto nutritionist and health and wellness expert Rose Reisman.

If you are a busy entrepreneur who wants to eat healthier and encourage your employees to do the same, check out Reisman’s simple healthy eating tips: n Healthy environment Create a healthy atmosphere by providing healthy choices in your workplace. If you have a small kitchen, make sure it has a fridge that you can stock with healthy snacks, or encourage your

employees to bring their own healthy lunches and snacks. This could include things like nuts, yogurt, individual cheese sticks, fruit and cut veggies. n Enjoy a healthy meal together We all know that the monthly work meeting or staff party generally means unhealthy fast foods that are ordered in.

Instead, cater in healthy foods for your staff. There are a number of catering options that will deliver wraps, sandwiches and salads that offer both taste and a healthier food option.

Or, make it a healthy potluck and ask everyone to get involved. n Don’t make junk food easily accessible If you have a vending machine that is full of junk food, either replace it with healthier snack choices or remove it altogether. It is too easy to be tempted to grab a quick hunger fix, like chips or a chocolate bar, when it’s so easily available. n Make your lunches at home

This may be a challenge for many, but presumably, if you are trying to eat healthier at work, you are doing so at home as well.

Try and make food in large portions, for example, a healthy lasagna made with ground chicken or soy.

Freeze it in smaller portion sizes so it can easily be brought to work. If you aim to bring in your lunch twice a week, it’s a good start, and for the other days if you must buy food look for healthier options n Use a food delivery service While many feel this would be out of their price range, this is fast becoming a trend that busy entrepreneurs are opting for and is becoming more accessible price wise. Healthy meals are prepared and delivered to either your home or place of business, and this way you can ensure you are getting a healthy, balanced meal.

Reisman has just launched her food delivery service called Personal Gourmet, and offers meals for as little as $7.95.

TBT

4 - TORONTO BUSINESS TIMES - July/August 2012

TORONTO BUSINESS TIMES

CONTACT US

ian proudfoot Publisher

EDITORIAL Telephone: 416-493-4400; Fax: 416-493-6190 Advertising Telephone: 416-493-4400; Fax: 416-493-4703

Marg Middleton General Manager Peter Haggert Editor-in-Chief Paul Futhey Managing editor wARREN ELDER Regional Director of Advertising Jamie Munoz Regional Director of Distribution

Toronto Business Times is one of Metroland Media Group’s business newspapers.

Pressrun: 25,000; Publications Mail Agreement #: 40013798

Website: www.torontobusinesstimes.com Email: tbt@insidetoronto.com

WHERE TO FIND TBT

VOLUME 10, NO. 8

Toronto Business Times is published monthly by Toronto Community News, 100 Tempo Ave., Willowdale, ON, M2H 2N8

Copies available at many locations, including Enterprise Toronto offices in North York and Scarborough civic centres, Etobicoke Civic Centre, the Learning Enrichment Foundation, Toronto Board of Trade, Canadian Youth Business Foundation, Business Development Bank offices and mailed to business owners and managers throughout Toronto.

Editorial

Consider how and why you hire when pursuing contracts A

human resources manager was speaking the other day of the great parts and the not-so-great parts of a recent job fair they organized.

The fantastic news was they were thoroughly impressed with those who came to the job fair with resumes that spoke intimately about details that were touched upon in the job advertisement. The manager suggests maybe 70 per cent of the resumes directly correlated to the ad.

And the fair was primarily for basic, entry level positions.

That’s quite impressive and no doubt indicative of what a potential employee feels they need to do for employment consideration.

What was missing from the resumes?

“I’d like to see more about the type of environment they’d like to work in,” said the manager.

Because everything changes when an employee sits down at that desk, or learns they can’t get Friday afternoons off or finds they can’t contribute to process planning and then feels

stifled.

A cultural fit between an employer and a technically good employee is not automatic.

Take this same discussion and apply it to your small firm’s pursuit of contracts with a larger entity.

The large company wants to know you can do the kind of work they need. And generally you offer many, many examples that tell them your company’s a good fit and technically qualified.

But everyone else is providing that kind of information, too.

What can you do to ensure you, as a contractor, fit with the culture of the business you’re applying to service?

You’d hate to accept a contract (as would they) and find one week later the relationship is incompatible.

Consider the differences if you’re a contractor who will be visible within their workplace: What if they’re rigidly nine to five, and you take every Friday off ? What if they dress corporate, and you float through their office in sandals. Is that a fit that’s comfortable for both of

you?

When you provide examples of your work for their consideration, is it a random list? Is it companies whose culture they may know? Are you providing reference companies that have affinities and the same kind of corporate standards?

Competition is fierce in just about any vocation. And there are so many aggressive and hungry small businesses out there trying to contract to larger firms on a full-time or ongoing basis.

Are you giving them confidence that any dispute as to the contract will be handled in a manner comfortable to both parties?

New relationships all look shiny in the early days. But for long-term commitments and business relationships it’s a fundamental relationship of values and respect which build a confident bond, once the honeymoon is over.

So consider how and why you hire, and know that companies you approach for contracts are asking the same questions about your firm.

Column

When making decisions, subtract the emotions and watch the results E

very action is the result of a series of decisions.

It’s mind-boggling, actually, to think what it really takes to make a business-altering decision. While the pressure is on once you hit that “We’ll spend the money here” stage; it’s the earlier decisions that have such a great effect on how it plays out.

Desisions such as who comes to the meeting, what you think the consumer thinks and the choice of the roadmap for the plan are critical.

That’s why our Page 5 primer on decision-making can provide some valuable tools.

Sure, we know so much of what these fine columnists say already. But here’s a challenge.

Read those four pieces and challenge yourself to take one or two of those concepts to heart and adapt them to your own decision making.

Put some greater emphasis on one or two aspects of the decision-making process – and you’ll have better focus and a better decision.

Here’s one of my favourite aspects of decision-making: Take your own emotion out

EDITOR’S DESK

PETER HAGGERT of your decision-making. In this business, editorial-types sometimes develop a fondness for features or stories that have served them well through time. It’s up to us to ensure, however, that the content we provide on various platforms meets the need of the audience we’re attempting to engage.

It’s absolutely essential to ditch the emotional attachment and work toward the reader’s need of the moment and into the future.

One season it’s police shows that are the rave on TV. The next it may be a medical show, or reality television. Public interest and need moves fast and that’s, of course, important to know in every business context.

Recently we examined one of

our publications to determine whether the product needed to change its approach to content.

The most fascinating piece of the investigation was the decision to involve the end users – the readers. It was incredibly helpful and interesting.

The most uplifting part?

When an engaged audience showed their passion for the subject matter and, working together, unsolicited, started building story ideas and content models that served them best.

You can’t beat passion. And you can’t beat the passion the consumer has for your product.

So take your personal emotion out of the decision and adopt the passion of the users of your product. When you can do that, you’re turning your clients into marketers on your behalf.

It was the decision to involve our customers into the content decision making that gave us the greatest clarity for redefinition of the product.

A good decision to be sure. n Peter Haggert is editor in chief of Toronto Community News. He can be reached at phaggert@insidetoronto.com

Opinion

Look within: The benefits of an honest self-assessment

‘K

now thyself.’

That quote (often ascribed to Socrates, though it’s officially listed as anonymous), came immediately to mind when reading our oneon-one interview with Donna Messer, Canada’s Queen of Networking.

The line itself has been subject to different interpretations.

Specifically for me, on this occasion, it popped into my mind in reference to a comment Messer made when we asked her about the networking challenges facing the small business owner in Toronto. (Ed. Note: for the full interview, turn to Page 13).

“The most common problem is that they believe as entrepreneurs that everything is on their shoulders,” she observed.

Just my two cents here, but I’m guessing the reason that’s the case is because entrepreneurs often feel that way – that they’re completely and utterly on their own.

Sometimes the situation demands it: Time is an issue.

Money is an issue. Options are limited. Action is needed.

And you, the small business owner, are ‘it’, regardless of whether it’s your forte or not.

Not a fun place to be.

Messer goes on in her answer, noting the danger of trying to be all things to all people.

“It’s about selling your strengths and buying your weaknesses,” she said.

Admitting weakness can be hard to rationalize and accept for anybody, particularly when your

NOTEBOOK

Paul Futhey own individual strengths and work ethic are what have carried you so far.

But it’s important – especially given the myriad challenges a small business owner can encounter. Some people may be more creative and versatile than others, but nobody’s ever perfect.

But you have options, whether you want to get help shouldering a particular responsibility or even turn that weakness into a strength and apply to your own personal skill set.

To get you started, seek the help of trusted friends – they don’t even need to be directly involved with your business – who can pass on their observations to you in a constructive manner.

Fact is, if you’re not aware of your own stumbling blocks, you’re going to keep tripping over them.

The more self-aware you are, the better off you’ll be. n Paul Futhey is the managing editor of the Toronto Business Times.

His Notebook column is a regular feature on the editorial page. He can be reached at pfuthey@insidetoronto. com

Join our LinkedIn group The Toronto Business Times Forum is designed to discuss issues of importance to small business in Toronto. This is a place for ideas and to discuss questions of mutual concern.

TORONTO BUSINESS TIMES - July/August 2012 - 5

op in ion Each month, Toronto Business Times solicits opinions from experts on a question of relevance to the small business community. This month’s question is: What should a small business owner do when faced with a difficult decision?

Tools to help weigh your trade-offs Evaluate the outcomes of your decisions

A

s a university researcher who specializes in entrepreneurial decision making, I know individual actions are the key to the success or failure of most entrepreneurial ventures.

Yet entrepreneurial decision-making often requires small business owners to simultaneously consider many competing facets of a complex dilemma, requiring the skills of an expert juggler.

While I have the benefit of using complex mathematical models to develop my theory of entrepreneurship, less complicated tools are available to help small business owners adopt a more formal approach to decision-making, leading to more defendable decisions.

Small business owners who are tech-oriented, for instance, can train themselves to use some of the commercially available software packages that facilitate multiple criteria decision analysis (MCDA), while those with a thicker wallet can hire the services of a decision analyst familiar with their business or sector.

For business owners with more modest means, however, even a simple spreadsheet can do the trick. The following tips will help you transfer some features of MCDA to a spreadsheet to assist you in managing difficult decisions:

schulich

moren lÉvesque n Criteria identification (columns): Options are evaluated based on various criteria. If the decision is to select a country in which to expand, such criteria could include economic, legal, political and cultural perspectives. Focus on criteria that are quantifiable and pay particular attention to any criteria on which key stakeholders disagree as to their relative importance. n Listing of options (rows): Keep the number of options manageable.

Eliminate clearly inferior options. If a group decision is required, prepare a list and select the dozen or so most popular options. n Quantify each option under each criterion (cells): The assessment of the performance of an option on each criterion can be an undisputable, measurable quantity or a more subjective evaluation. For instance, degree of difficulty (e.g. to learn a language) can be translated into 1 for high, 2 for medium and 3 for low. n Selection of weights (accompanying cells): Weights translate the decision-maker’s preferences regarding the criteria.

Equal weights may not reflect his or her priority. n Identification of the favoured option (outcome): For each row, the weighted sum over the columns of the cell entries assigns a score to each option, which can now be ranked. The highest ranked option is not necessarily the right answer – the outcome is to help understand and communicate trade-offs among the criteria.

Perform sensitivity analysis by varying the weights to observe the implications on the ranking from changes in the relative importance of criteria.

Using criteria weights can help small business owners to better identify their preferences, rank their different courses of action and stimulate fresh new ways to think about their options.

Sensitivity analysis will help small business owners gain perspective on the implications on their decisions from changes in the criteria weights, consider the variations in results among various stakeholders, and to have a discussion that aids stakeholders in understanding the implications of their expressed preferences. n Dr. Moren Lévesque is a professor of operations management and information systems at the Schulich School of Business.

S

mall business owners are faced with decisions daily. Some are more complex or carry more weight than others.

When facing these difficult decisions, small business owners should keep three things in mind: 1. Maintain perspective It’s easy to get caught up in the details of a decision, making it more overwhelming than it needs to be.

Emotions and instinctual reactions can also come into play. Avoid impulsive, uninformed decisions or making a decision for the wrong reasons.

Your first action should be to step back and review the difficult decision within the context of your business strategy.

Ask yourself: n What is the issue here? n What are my emotions and reactions? Are they rational and valid? n What are the potential outcomes of this decision (both positive and negative)? n What is most important to my business strategy? n How does this decision relate to or impact that strategy?

Determine your business priorities and use them to come up with a few key decision criteria to weigh your decision against.

Try to use these criteria consistently. Maintaining a big-picture perspective

ocg

jessica steed and evaluating a decision on what’s really important simplifies and focuses the decision making process.

2. Gather the right information This means objective data, not subjective opinions. What metrics do you need to determine the potential outcomes of your decision and the impact on your business? These could be forecasted trends, financials, industry analysis, resource availability, expertise or something else.

“Gut feeling” is important, but find the data to validate that feeling before making the decision.

Avoid succumbing to information overload (which can make difficult decisions even harder) by targeting the right information. Keeping perspective and referring to your decision criteria, determine what questions you need answered in order to make an informed decision.

Take the time to collect the relevant information accurately, objectively and from a reliable source. The quality of your decision is only as good as the information you base it on.

Bounce your data and the decision off someone that you trust and/or a subject matter expert. It need not cost you a cent, maybe just the price of a good cup of coffee.

3. Make a decision – and keep making them Your business does not hang on a single decision; success or failure depends on a series of decisions.

There are many potential paths with an unlimited number of outcomes.

Whatever decision you make, monitor the outcome and evaluate your decision against your business priorities and the key metrics that informed your decision.

Whether your decision turned out to be right or wrong for your business, you will be prepared to stay the course or change direction when you are faced with the next difficult decision.

Some decisions are easy but for the small business owner, many are not. Use the above guidelines to assist in coming out on the winning side. n Jessica Steed is a senior consultant at OCG Strategy and Organization Consulting, a Toronto-based management consulting firm that helps companies succeed in business and organization strategy, change and people management.

Plan strategically for the best decisions Success hinges on sound decisions

D

ecision-making is a strategic planning function, but many business owners who fail to spend enough time in objective strategic planning and/or make poor decisions in the first place, often end up being confronted by having to make difficult decisions at some time in their business career.

Here is a four-step process that can help you to make better decisions for you and your company: 1. Gather intelligence and data – get the information right in the first place.

Some people do a GAP analysis (where we should be versus where we are) or a SWOT analysis (an honest snapshot of the facts in the current situation and environment).

It is critical to recognize problems and what led up to them. For example, what is the scope and context of the problem?

How did the problem crop up in the first place?

Why does is it need a solution now? Is the problem internal or external to the business, or both? Do time constraints call for a reactive or proactive solution?

Which of the functional areas of the business does or will it affect (sales, marketing, operations, human resources, IT, finance)? And by how much?

sons now and move on. consultant

vernon j. vautour 2. Examine alternative options and approaches: There’s always more than one way up a mountain, so look at the different ways to get through a situation.

‘Make adjustments to ensure your chosen actions give you the result you were looking for.’

Does your business model need to change? Or can it change? Do you need to scale the business up or down? How would different solutions affect or impact the functional parts of the business in these alternative views?

Look at hybrid options as well.

Also, no decision is a decision, so what would the impact be of doing nothing?

Sometimes it’s necessary to take two steps back before you can make a step forward. Learn your les-

3. Choose a corrective plan of action: Once you’ve weighed in on all your options choose a direction that will benefit the business and all aspects of the business in the most positive light.

4. Act on and evaluate progress: It’s important to follow through proactively and continually evaluate and make adjustments to ensure your chosen actions give you the result you were looking for.

In making better decisions in the first place, it is important to establish and monitor your business’s performance.

Understand your business’s success factors and develop KPIs (key performance indicators) that are specifically relevant to your business targets and objectives.

Engage your management team and industry professionals (including management consultants, accountants, lawyers, volunteer board of directors, etc.) as part of your strategic planning team. n Vernon J. Vautour, certified management consultant, is a seasoned professional in small business management, development, strategic planning, training and coaching.

A

t Randstad Canada, we work with businesses both large and small. While these companies may differ in size, they all share one common trait: the success of their business hinges on their ability to make sound decisions.

Effective decisionmaking is an ability and skill that every entrepreneur must possess. When it comes to small business, owners are overwhelmed with problems and challenges on a daily basis, and they cannot afford to make poor choices.

So as a small business owner, how do you make good decisions? There are five main points to bear in mind when you are about to make a decision: n Identify the problem: Sometimes it is difficult to identify the real decision to be made. Identify what the problem is and why it is a problem.

If an employee is consistently late for work, you may think the real decision is whether or not to fire her or him. In fact, the real decision is whether or not that employee is actually a valuable asset to the business and worth working with to change the behaviour. n Gather facts and seek knowledge. Before making a decision, gather as many facts as possible. Seek reli-

randstad

tom turpin able advice from people who you know to make sound decisions and who have enough knowledge on the subject to offer good advice. n Make a plan and set goals: Successful businesses all have a plan or road map for their business. Consider all of the information you have gathered and then extend it into the decision-making process.

Decisions are made with education, planning and commitment. But make sure your decisions are consistent with your goals.

Goal-setting can help you focus your priorities and reduce the inconsistencies that may hinder you from achieving your goals. n Take action: Select the best solution to the problem, but be certain to understand clearly why it is best.

Act decisively and with confidence once the decision has been made. You should have the confidence to know that you have made the best possible decision based on the facts available. n Evaluate, obtain feed-

back and monitor: Once you have taken action to solve a problem, management must evaluate its effectiveness. Evaluation standards must be determined, feedback channels developed and monitoring performed. The goal is to answer the bottom-line question: “Has the problem been solved?”

Always be prepared to evaluate your decisions and honestly admit to yourself if they were sound and, if not, how they could have been improved.

Keep in mind, not all of your decisions will be the right ones. Decision making is a skill like any other, and practice makes perfect.

Whether you’re a small business owner or the executive of a major corporation, the general approach to solving problems is the same.

Consider the steps above next time you are faced with a difficult decision about your business. n Tom Turpin is vice-president of sales at Randstad Canada and is responsible for securing, growing and managing the company’s largest accounts across all lines of business. He is also responsible for HR Solutions’ Recruitment Process Outsourcing (RPO) and Randstad Managed Services lines of business.

6 - TORONTO BUSINESS TIMES - July/August 2012

op i n i on

The three Rs of the midyear review Free yourself from flood of digital details, and take time to think Coach’s Corner H ave the business goals you’d set for 2012 stayed present in your mind, or have they drifted away like new year’s resolutions in the cold days of January?

Midyear is a great time to bring these goals back into view and take stock.

Do you look forward to checking in on your business goals? Or does the thought of a midyear review set your head throbbing?

It was the Cheshire Cat in Alice in Wonderland who said: “If you don’t know where you’re going, any road will take you there.”

Reviewing is imperative to your business progress but can also become a dreaded activity.

Consider breaking your midyear review into the following three steps:

Revisit Be brave. Whether you’ve documented actual business and financial goals for 2012 or simply thought about what you’d like to accomplish throughout this year, you – and your business – will benefit from doing a check in.

Often, what keeps us from revisiting the progress of our business is our own self-judgment. We may think that what we don’t know can’t hurt us.

But unless we know where we are, how can we get where we want to go?

What were the top three

factors will have an impact on your business that can be either positive or negative.

Reset

Sonia Byrne business goals you set for 2012? Did you want to purchase a new piece of equipment? Perhaps you want to finally land a client you’ve been courting for some time. Were you planning to go into a new market, industry or geographical territory?

Revise Reminding yourself of the goals you’ve set allows you the opportunity to look at the progress of your business goals so far this year. After all, it is the opportunity to review and address any external factors that have affected your goals six months into the year.

Examples of external factors would be the availability of production materials, economic conditions, changes in legislation or redirection of client intentions.

It is also possible to be influenced by internal conditions such as your own confidence, skill level, business knowledge and personal support system.

The combination of these

For small business owners, both external and internal issues can feel like they are out of your hands, but they impact the goals you’ve set.

In looking at external factors, you will have to review your options for going forward.

Be honest with yourself.

What has gone well and what needs revisiting?

If you had the benefit of today’s knowledge at the beginning of the year, what would you do differently?

When considering internal factors, what is within your ability to change, in order to have an improved experience for the remainder of the year?

Having a process to follow can result in feeling less fearful of reviewing the midyear business goals.

Allowing yourself the opportunity to “autocorrect” or reset your goals throughout the year – and at least in a midyear review – can result in feeling more in control of your business and more aligned with your goals all year long. n Sonia Byrne is a business and life coach. She can be reached at www. soniabyrne.com

I

f you’re like me, you’re a professional multitasker.

I’m currently writing this column in a coffee shop. I’m streaming music through Rdio, my Twitter feed is ticking away in TweetDeck and I’ve got several tabs open in Firefox.

That’s not all, though.

My iPhone sits on my desk, chirps of new text messages pulling my gaze away every few minutes.

The whole reason I’m in this coffee shop – writing – has taken a backseat.

For as long as people have been working with computers and the Internet, we’ve gotten used to the notion that progress involves us loading up with more and more gadgetscum-distractions.

The ostensible reasons for this are clear: productivity, convenience and staying connected to a veritable firehose of information we face every day.

In theory, this is great stuff. I now have access to more information in one day than most people in human history had in entire lifetimes.

Yet as I’ve spent more and more time online, I’ve noticed my ability to focus on a single task decreasing.

I, along with many of my peers, seem to require a constant and growing stream of feedback, a stream of bit-sized chunks

TECH TALK

GREG HUGHES of data that engage and reward us for ever-shortening periods of time. We are filling every spare moment with digital nourishment.

My own reasons for feeling uneasy about this has a direct reference to another form of media: books. My approach to reading has fundamentally changed over the past 10 years.

I don’t engage as often in what Nicholas Carr refers to as “deep reading, a process of getting lost in a text.

My brain is always tacitly encouraging me to drift off, searching out a quick hit of information.

Carr’s book, The Shallows: What the Internet is Doing to Our Brains, outlines this issue brilliantly.

His thesis is simple, riffing on Marshall McLuhan’s theories of media with a neurobiological twist: as people use specific kinds of technology more often, they ultimately re-shape our thinking patterns.

To wit: technology isn’t

just a tool you pick up at will. It changes us, no matter what we do to stop it.

Some people might argue this isn’t a problem.

We live in a world dominated by multitasking and smooth, fluid transitions from one activity to the next.

Why not embrace that mindset for a future that will only become more and more scatterbrained?

For me, I’m trying my damnedest to not let multitasking take over my way of doing things.

I’m using programs like WriteRoom that filter out the Web, or going into quiet rooms to work. I turn off my devices more often. I do what I can to control the firehose.

It’s essential that we understand a vital point about our increasingly distracted world. Multitasking may be good for productivity and getting rote tasks done.

Yet the greatest innovations we’ve ever accomplished as a species have been done through deep thinking, pondering and questioning. We need mental space that frees us from digital bells and whistles. n Greg Hughes is a writer, editor and Web 3.0 junkie.

Follow him on Twitter at ghughesca

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Studying market patterns and economic cycles is, according to my wife, the most boring thing that can possibly exist. I, however, find it fascinating, and after all, such studies are my foundation for advising clients in how to navigate the confusing, and sometimes alarming world of investing.

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8 - TORONTO BUSINESS TIMES - July/August 2012

NEWS

Business essentials offered at seminar series set for August The Toronto Business Development Centre hosts a weekly seminar series for people in the initial stage of starting a business.

Sessions are on Tuesdays from 6:30 at 9:30 p.m. at 1 Yonge St., and the registration fee is $50 in advance or $60 at the door.

The series of four seminars is a certificate series and also includes a one-hour consulting session with a TBDC business advisor once you have attended all four sessions. n Aug. 7: Starting a Business – The Essentials This seminar offers key points to consider when starting a business. Learn about legal structure, business registration and business licences. Learn the importance of having a

business plan in achieving long-term success. n Aug. 14: Business Research – Will Your Idea Work?

Most Businesses fail, not due to a lack of start up money or a poor idea, but because of weak business research. In this seminar you will learn how to conduct effective research for all aspects of your business idea; what to look for, how to create useful surveys and identify your target market. A research expert will simplify the process while focusing on what is essential. n Aug. 21: Marketing – How to Get and Keep Customers If you don’t have customers you don’t have a business. The facilitator will help you develop your

positioning statement.

Next, you will begin to create effective marketing and customer service strategies. n Aug. 28: Tax and Cash Flow – Ensure Your Business is Profitable Topics for this session include cash flow, HST and allowable business expenses. A good portion of the seminar will be devoted to preparation of a cash flow forecast and discussing techniques to effectively manage cash flow.

The seminar will also discuss how to incorporate your financial forecasts into your business plan.

Book online at www. tbdc.com; call Ted Barton at 416-233-5287 for details; send email to eveningseminars@tbdc.com

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CIBC invests in students

Tyler Dennis, left, Shayne Redford, Ada Rampersaud, Ibahim Kiyemba, Richard Gomez, Aditya Joshua Pardi, Arya Solhi, Shadi Mousavi Nia hold their CIBC Youthvision Scholarship plaques at CIBC’s Yonge and Bloor office in late June. These Grade 10 students from Toronto are among 16 across the province to receive the scholarships, valued at up to $38,500 each. The funds are to help support the teens as they finish high school and to help fund their post-secondary education. The students also received a summer internship through the YMCA. The scholarship program is in its 14th year.

Do you have Toronto’s next great food product?

Toronto’s Next Great Food Product contest is looking for great ideas for a commercial food product or non-alcoholic beverage.

Enterprise Toronto and the City of Toronto’s economic development and culture division are hosting the contest, offering finalists a chance to pitch their idea to a panel of industry experts.

The top five applicants will present their idea at the 2012 Small Business Forum on Oct. 16. The same day, a winner will be selected to display their product at the Canadian Restaurant and Food Association Trade Show

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10 by 4 p.m.

The five finalists will be notified on Oct. 5.

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n franchising seminar Aug. 29 Enterprise Toronto is hosting a seminar on franchising.

Led by Don Thompson of the Entrpreneur’s Source,

the information session will address legal, financial and investing information that should be taken into consideration when looking to get into the franchise business.

The free seminar is being held at the North York Civic Centre, 5110 Yonge St., in Committee Room 3 on the lower level.

The session runs from 10 a.m. to 11:30 a.m. on Wednesday, Aug. 29.

For additional information, please contact Enterprise Toronto at 416395-7416 or enterprisetoronto@toronto.ca

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TORONTO BUSINESS TIMES - July/August 2012 - 9

News

Ernst and Young announce Ontario finalists for 2012 entrepreneur of the year Ontario finalists for the Ernst and Young Entrepreneur of the Year Awards have been announced and Toronto nominees form 16 of the 29 entries.

Winners are to be chosen on Wednesday, Oct. 10, at a black tie gala event.

The finalists have been selected based on entrepreneurial success in sustainable growth and job creation. Finalists, judges, sponsors, and past award recipients will attend the banquet at the Metro Toronto Convention Centre.

Individual tickets are available for $300 and a table for 10 is $2,700.

For information on the event and to purchase tickets contact Katelyn Jarosz at 416-941-1810 The 2012 Ontario finalists from Toronto are as follows (category of entry listed in brackets): Johan Olav Koss Right to Play International (Special Citation, social entrepreneur) Michael Back Collective Point of Sale Solutions Ltd. (Business-to-business products and services) Ezer Mevorach Mevotech Inc. (Business-tobusiness products and services) Gordon Lownds ListenUP! Canada (Businessto-consumer products and services)

John Paul Morgan Morgan Solar Inc. (Businessto-consumer products and services) Richard Karlo Karlo Estates Inc. (Businessto-consumer products and services) Somen Mondal, Shaun Ricci N4 Systems, Inc. (Businessto-consumer products and services) Robert Herjavec The Herjavec Group (Information technology) Leerom Segal Klick Inc. (Information technology) David Fortier, Ivan Schneeberg Te m p l e S t r e e t P r o d u c t i o n s (Information technology) Allen Lau, Ivan Yuen Wattpad (Information technology) John McCluskey Alamos Gold Inc. (Mining and metals) René Marion AuRico Gold Inc. (Mining and metals) Christopher Szybbo CBI Health Group (Services) Gerald M. Soloway Home Capital Group Inc. (Services) Lori Lord Spectrum Health Care (Services) Ray Cao Loose Button Incorporated (Services)

Juggling time-off requests?

Vacation policy a good start MARIA TZAVARAS tbt@insidetoronto.com

Being an entrepreneur means your business largely relies on you to make sure everything is running smoothly But everyone needs a break, and for Toronto entrepreneur Mike Brcic, having 30 staff members could mean potential conflict when it comes to scheduling vacations or time off for himself and his employees.

Luckily in his business, Sacred Rides Mountain Bike Adventures, his employees are in different parts of the country and around the world where each place offers different high seasons for his bike tours.

This means his business is not limited to the spring and summer seasons in Toronto so his employees rarely having a reason to request time off at the same time.

But having 30 employees means people will need to take time off that doesn’t disrupt the scheduled tours, so Brcic still has a solid vacation policy to ensure his mountain bike trips are running smoothly.

This includes requiring advance notice of the desired time off if it’s during the high season, as well as making sure there is someone qualified to fill in for the vacationing worker.

“We try to schedule our trips at least a year in advance and the way our system works is we add a new trip to the website and it triggers an email to our guides and

Corneliu Chisu wishes all the

lets them know, and then they’re expected to email us within a week to let us know if it conflicts,” he said.

Brcic said it works well because most people don’t plan something a year in advance, and in case something does come up, he is flexible and always has a contingency plan.

Gerlinde Herrmann, president and founder of the Herrmann Group, a consulting firm that provides services to support human resources strategies and talent management initiatives in Toronto, said a having a clear vacation policy is a must, but so is having flexibility.

She said the beauty of running a smaller business is that you most likely know your employees and can communicate with them directly about what’s best for them and the company.

“In a lot of small businesses, vacations are something they use as something extra because they may not be as competitive in the marketplace on compensation,” she said. “But you can say things like, ‘We’ve got flexibility, we can give you more vacation time in the summer or you can alternate taking Fridays off.’”

Brcic said his guides love their jobs, and because they’re paid well, he feels that’s incentive enough for them to be loyal and show up and do their job well.

“Most of these people are in the guiding profession because they love being outdoors and playing outdoors, and often they’ll finish

a few trips with me and get a few thousand bucks in their bank account,” Brcic said, adding they then have the freedom to pursue other interests.

Herrmann said how you manage vacation schedules depends on the type of business you have, but regardless, you should have a tracking system that shows who has taken time off and when so you can ensure each employee is getting the same amount of vacation time.

“Let’s say you have X amount of long weekends; your employees can’t all have them off so they have to pick which ones are important to them, so someone with kids may want one that’s near to a school break...someone with a cottage may want the long weekend in the summer, but make sure you keep track of it so it’s fair,” Herrmann said.

Another thing to keep in mind is that employees wanting vacation time should have done their work so they aren’t leaving you, or their co-workers, picking up the slack, which can cause conflicts and resentment.

“If they take advantage of it, you may have to structure it (your vacation policy) to the point where there’s no flexibility,” she said.

Herrmann said as the boss you also have to schedule time off for yourself. As much as many entrepreneurs have a hard time pulling away from the business, she advised to schedule mini-breaks, or, for longer vacations, have a reliable second in command.

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Message behind the vendor matters for farmers’ markets >>>from page 1 tant if you want to know what’s in season, what product will be available in the weeks to come and what produce tastes good, Katz said.

In addition, the socially conscious message dictating how he sources, cooks and sells his product complements the mandate of the venues where he sells.

He is adamant about supporting local farmers, and preserving vegetables and fruits only when in season.

Market manager of The Stop in Toronto, Cookie Roscoe, agrees the message behind a potential vendor’s business matters.

Roscoe gets more applications from vendors than she has spots to fill. Her first duty is to ensure 50 plus one per cent of the market is composed of vendors selling their own products, a provincial requirement.

Therefore, finding room for new local artisans who fall out of the ‘farming’ category, can be tough. So what does she look for in a vendor applicant?

“A truly interesting product that is ethically sourced and provided, and has an interesting story behind it – well now I’m interested.

But your grandma’s cookie recipe? I’m sorry,” said Roscoe.

In addition, she looks

Staff photo/NICK PERRY

Stasis Preserves products on display to see that an applicant sources ingredients from the market, works out of a certified kitchen and lastly, is not coming to the market to sell something another vendor is already selling.

Even if an applicant thinks he or she can create the same product better.

Ana Ferraro, owner of Pablo the Dog, makes homemade dog food using local, quality ingredients.

She believes the regulations and requirements of markets, give her business credibility.

She does warn, however, while the markets have had an overall positive impact on her business and product, there are some challenges associated with them.

“One of the issues is that there are times of the

year where it is better to be there than others. There are weekends that you know are not going to be particularly good depending on the weather or what is happening in the city – you kind of have to stick to it, otherwise you sort of lose your clients or your space,” said 61-yearold Ferraro.

Tips for first-timers ■ Apply to as many markets as you can. See which ones you get into and make your choice from there.

■ Turn down markets that don’t make sense. For example, ones that don’t fit into your schedule.

■ Don’t overschedule yourself, it’s easy to burn out.

■ Sample your product – a lot.

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TORONTO BUSINESS TIMES - July/August 2012 - 11

NEWS

Li ste d Top 10 ways for small businesses to avoid legal troubles

Making commitment to exercise is key >>>from page 1 ness entails.

Running his business for four-and-a-half years, Robson said keeping in shape for him means he can do his job better because he literally uses his body in his business, and just as important, he is a huge part of his brand. This means, it’s important he looks, feels and acts the part well, which in turn also makes him feel better prepared to teach yoga.

“I am asking people to do things I’ve already done, so that gives me a confidence in being able to say, ‘Well I did it so you can do it,’ and it creates a type of empathy, and I think it makes me a better teacher,” he said.

Benefits aside, Kelly said the number one reason people say they’re not exercising is time, but, people have to make the commitment and make it a priority, When you feel well, you’re actually able to perform better and be more productive.

This is because you’ll have more energy, be able to concentrate better and also be better at leading and managing your employees.

1. Chose a legal structure that is right for you and your business (sole proprietorship, partnership or corporation).

2. Make sure you obtain all relevant permits and licenses necessary to operate your business.

3. Choose your business location carefully to ensure it meets your business needs and allows for operation of your business in compliance with legal requirements.

4. Understand your major contracts and make sure your business is as protected as possible.

5. Comply with all applicable employment laws.

6. Institute formal policies to track, collect and maintain accounts payable and accountants receivable.

7. Understand your tax obligations and remit taxes in a timely manner.

8. If your business relies on the development or selling of intellectual property (copyrights, trademarks, inventions etc.) make sure you protect the company’s interest in this property.

9. Obtain appropriate insurance to protect your business from unexpected calamities and law suits.

10. Get legal advice as required and seek assistance from government services designed to help small businesses comply with legal requirements.

Marion Annau

‘It doesn’t make sense to sacrifice your well-being for money if you can’t enjoy it.’

– David Robson “I can tell you without exception, the business owners I work with who commit and go through the process and really get their health in line...all of them report back to me how much more productive they are, how their ability to concentrate continually surprises them, how their stamina has improved and how their confidence has gone through the roof,” Kelly said.

Subsequently, Kelly said this has helped them do better in their businesses, make more money, as well as be much happier people.

Robson said he wasn’t always a person

who put his health and well-being first, so he knows firsthand the difference it makes in how he feels and in his quality of life.

He’s been getting up at 3 a.m. to do yoga for the past five years and not only does he feel calm and happy, but it also allows him to live the life he likes and run a business he likes, as well.

“It doesn’t make sense to sacrifice your well-being for money if you can’t enjoy it,” Robson said Kelly said the owners should be role models. Once they are doing well it will trickle down to their employees, so it’s important for the people at the top to be committed so others will follow their lead.

“It has a huge impact to the bottom line of a company in terms of fewer absences from employees, less sick days and more productivity, and in terms of employee satisfaction and how good they feel working for your company,” Kelly said.

Kelly also added it will mean more to their bottom line if they invest in programs to help their employees, than it would be to pay expensive insurance premiums.

Canada Post awarding innovators with $1 million in prizes required to have at least one ‘bricks-andmortar” store in addition to selling their product online.

The latter is specifically directed towards entrants who only sell their product over the internet.

The best new e-business award will go to an online business that started-up in 2011 or within the first six months of 2012.

A business which has successfully employed a unique twist to marketing and selling a product, can apply for the outside of the box achievement award.

Finally, the consumer champion award recipient will be selected by a month-long

Canada Post is holding a competition for Canadian e-commerce retailers of businesses large and small.

To promote the buying and selling of products and services online, Canada Post is awarding innovators in the Canadian market with shipping and marketing prize packages worth a total of $1 million.

A blue-ribbon panel of judges together with Canada Post will evaluate entrants based on five categories related to e-commerce innovation and success.

The first two include best multi-channel retailer of the year and best online retailer of the year. For the former, applicants are

n Listed is a monthly feature in the Toronto Business Times. Marion Annau is founder and president or Connect Legal, a registered charity that provides free legal services to eligible entrepreneurs.

online voting-poll. Canadian customers can be directed to a site by the retailer, where they will have the chance to vote for their favourite business.

The application deadline is end of day on Monday, Aug. 20.

The winners will be announced at a gala on Oct. 16.

According to Canada Post, about $8 billion dworth of goods in Canada are ordered online every year for residential deliveries.

This number is expected to balloon to more than $15 billion by the year 2016.

For more information visit canadapost. ca/ecommerceawards

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g ood work s Our Good Works feature highlights the charitable deeds of Toronto businesses and employees. If your business is undertaking a good deed, let us know so we can share with our readers! Email the details to tbt@insidetoronto.com

Photo/PETER C. MCCUSKER

Gelato gives back

Elizabeth Moyer, left, and her daughters Jenn and Kaitlyn dig into some cool gelato on a recent warm day during the Mad Italian Gelato Bar fundraising sale to benefit the Hospital for Sick Children.

Pulling together for ALS

Photo/PETER C. MCCUSKER

Lead puller Maggie Kaczmarek and her Equitable Trust team members do their part in support of Lou Gehrig’s disease patients during the recent ALS Ontario fundraising plane pull at Bombardier Aerospace. The challenge that had teams pulling a Bombardier Q400 NextGen aircraft, weighing 37,000 pounds. The event raised $70,000 for research into ALS (amyotrophic lateral sclerosis), a rapidly progressive and fatal neuromuscular disease.

Staff photo/Justin Tang

Mac’s invests in youth program School may be out for the summer, but kids will still have the opportunity to learn from an Ontario Provincial Police youth program.

Operation Freeze 2012 was developed in partnership with Mac’s Convenience Stores encouraging kids to “do the right thing”.

Building on the success of this winter’s Operation Heat 2011 initiative, OPP Detachments will be “positive ticketing” young people who are observed doing random acts of kindness or exhibiting positive behaviour. The ticket is actually a coupon valid for a free 710 ml Froster beverage at all participating Mac’s stores across Ontario.

Since the introduction of the OPP Positive Ticketing Program in of 2010, more than 300,000 Operation Freeze and Operation Heat coupons have been issued.

Citibank pitches in

Rahul Dhar, left, pours mulch to stabilize a tree with son Daivik at Earl Bales Park as part of Citibank’s Community Day in June, which was also part of a worldwide celebration of Citi’s 200th anniversary.

Sico brightens up schools

Staff photo/Justin Tang

Bargains Group helps homeless

The Bargains Group’s Abdul Mohmed loads a pallet for Project Water on July 5. The program provides water to the homeless during the summer. Some 200 volunteers turned out at The Bargains Group in early July to kick off Project Water, which will see 300,000 water bottles distributed to 171 front line relief organizations and homeless shelters.

Canadian paint brand Sico is receiving top marks from schools across Canada for a donation it is making in honour of its 75th anniversary.

Sico is delivering 750 gallons of paint to bring to life the walls of gymnasiums, lunchrooms, hallways and auditoriums at 75 elementary and high schools across the country.

Sico will be donating about $4,500 worth of paint products to the Toronto District School Board; nation-wide, the company will be donating about $33,750 worth of products.

It’s all part of a goodwill gesture to give back to

the community and thank Canadians from coast to coast for their support in Sico paint’s growth over the years, said Dominique Pépin, North American Brand Marketing Director of AkzoNobel, the world’s largest paint company and manufacturer of Sico paints.

When the company was created 75 years ago, the most popular paint colour was white, so décor has come a long way since then. “What better place to infuse colour than in schools, to help stimulate creativity and passion among our leaders of tomorrow?”

Moores holds suit drive

Photo/Courtesy

HSBC brings back the wild

From left, Peter Kendall, executive director Earth Rangers, Todd Shute, senior vice-president national head of large corporate, HSBC Bank Canada, John Lounds, president and CEO, Nature Conservancy of Canada, and Meghan Woodworth, wildlife biologist, Earth Rangers, were on hand as HSBC donated $500,000 to help children across the country ‘Bring Back the Wild.’ The funds will help bring hands-on, experiential conservation education to schoolchildren across Canada.

The Moores boys pose for a photo at Yonge and Bloor in support of the Canadian Suit Drive. Their signs encourage Canadians to drop off their gently used professional clothing at any of 117 Moores stores across the country. Collected items will go directly to local organizations providing job readiness programs for men seeking employment. This is the third year Moores is asking Canadians to clean out their closets and transform their gently used business wear into a second chance for deserving men facing barriers to employment. Donations were being accepted until July 31.

Photo/Courtesy

TORONTO BUSINESS TIMES - July/August 2012 - 13

i n c on versa tion

Getting personal with Donna Messer Connecting goes beyond networking to forge relationships with benefits way they don’t all have to do the same things, they could all take turns doing something. For example, these entrepreneurs here in Leamington, they all have a strength that is easy for them but when they sit at a table and someone says they are an artist, wow, you can draw? Not everyone can do that. Another one is an accountant and not everyone can do that very well. It’s about selling your strengths and buying your weaknesses. Small business owners don’t do that. They try to be all things to all people. I’m suggesting they should sit down and find out how they can work together so that it’s not competition, it is “co-opitition.”

ERIC HEINO tbt@insidetoronto.com

W

ith tens of thousands of productive business contacts in her database, Donna Messer truly is Canada’s Queen of Networking.

Messer doesn’t just teach business people how to sell themselves, she has built a networking empire by shedding light on the grey area that exists between marketing and networking.

As president of ConnectUs Canada, she is hired to coach individuals and businesses of all sizes to develop a systematic approach to meeting contacts, developing mutually beneficial relationships and measuring results.

Toronto Business Times caught up with her on a break from a workshop she was hosting in Leamington.

Q Your website says you

are an expert in personal relationships, calling them “the true currency of business.” What does that mean?

A Let’s take the example

of the women here (in Leamington) with me today.

They are eight women from Windsor and Leamington area and are all professional women either working for a large corporation, owning a small or midsize business and each have been successful in their own right.

In order to take their businesses to the next level they need to know what that next level will be. Because I believe everything is strategic, I want to know who they are and tell them that if they haven’t tried this or this, you can take the following steps to actually begin to see measurable results.

Q You are also an author

and recently released your latest book at the Ontario Science Centre in the spring. How has feedback been so far?

A Effective Networking

Strategies was the first book and this new one is called Cycles of Life - Keeping you on track. It’s a complete how-to of building your relationships in such a way that I’m giving tips and techniques through the book to network and get work.

Whether it’s for a career, growing a business or to reach your dreams, it is a systematic process that does not fail. I’ve given you all the tips and technology and it’s in a story form. Not only can you read about where I’ve come from and how I’ve done things, but you can also share in some of the stories of other people. It’s a book you want to share with everybody. The feedback has been unbelievable. We have almost sold out the first run. At my first event I had about 400 books sold so I’m absolutely thrilled with the results.

Q How does the process of

Photo/JOSEPH HOWARTH

Donna Messer, Canada’s ‘Queen of Networking’, signs a copy of her book, ‘Cycles of Life: Keeping You on Track’ at the Ontario Science Centre earlier this year.

Q How does dispensing

written advice differ from giving verbal advice to people?

A I think when you give

verbal advice to people, if they don’t write it down they don’t necessarily remember what you said.

I like to give people the opportunity to get something from me in writing or for them to get back to me and tell me what they have learned in writing.

‘You have to make sure that if you connect with someone that your connection will go through.’

Q What is the first step you

would take when dealing with a small business owner who wants to network more but isn’t sure where to start?

A The first thing I would

do is Google that person. I would find out if they have a website, if they are on LinkedIn, if they tweet and if they are on Facebook.

What can I find out about them and do they belong to certain organizations?

In my mind people like themselves and will buy and hire people who are like themselves. I need to find something in common with that person if I am going to build a relationship.

Hypothetically, if I had your name in advance I would have Googled you to find out as much as I could so that I could give you something when we talk so that you say, “Ahh, there is something about her that I like.” What that thing would

be is that I am like you.

You have to recognize that networking is strategy. If you are going to an event, do your homework in advance. Don’t go to the chamber of commerce in jeans; try to find out what they wear in advance. You need to show up with gifts and those gifts are people or jobs or creative thinking that you can share with people. Just exchanging business cards doesn’t mean anything.

Q Networking sounds like

it can be a significant time commitment. What are some methods you’d recommend to be efficient with time?

A They need to maximize

the time spent at any event.

If I were to give them a systematic process I would say, OK, you have an opportunity to exchange ten business cards. For each of those ten business cards, say to those people that you would like to reconnect again and how best should I do that? They will say either phone, fax or email them.

If it is a phone number, ask who answers their phone. If it is them then great, but if it is someone else, get their name. Maybe it’s Mary or Bill, and write it on the back of the card.

When that person answers the phone you can say, “Hi, Bill.” He is going to automatically put you through because he thinks his boss has already authorized putting you through.

If it’s an email, ask what you should put in the subject line so that he or she doesn’t delete you because we all get so much junk mail.

If it is a fax ask if it is a dedicated line. If they want you to send something by snail mail look at things called SendOutCards. I’m not specifically endorsing this product, but I’m just

saying that people don’t ever get really good mail.

If you can send something that is relevant and timely that says you are thinking of them that is a good thing.

That is the first thing to do.

You have to make sure that if you connect with someone that your connection will go through.

Q With so many relation-

ships in a large network, after you make an initial positive connection what are strategies to keep those relationships fresh?

A I use constant contact. I

send out newsletters and I use a database management system that allows me to know a little bit extra about people. If I have a group of people that I know are all soccer enthusiasts I might send out a note saying, “Yay! Go team.” I might just send something that says I have been going through a bunch of stuff lately and just wondered what is new with you. You would be surprised at the number of people who say, “Thanks for asking, here is what’s happening.” It is a lot of work and I honestly don’t do it all myself. I hire people to do follow-ups for me so that I don’t have to be all things to all people.

Q What strategies would

you recommend for a small business owner who can’t hire staff to manage their network for them in that way?

A Have a good database

management system that allows preprogramming certain types of information that can go out on a specific timeframe. So when you meet people, input the business card and a letter is generated automatically to each of those people that can be adapted to say I met you at this place, enjoyed this thing and I hope we

can keep in touch. It can go out to however many people, but it is customized.

Then perhaps you say, after the first month of meeting them, send something that you have created in advance but is more customized.

What you do online has to make sense too. If you are using LinkedIn and you also have a blog linked to it, make sure it is current and timely. Try to quote people that are in your own network and that way when they are Googling their own names they are going to find you and will think, “Oh, great, he or she is talking about me.”

Q What would you say is

the most common networking challenge that small business owners are facing in Toronto and how can they meet that challenge?

‘It’s about selling your strengths and buying your weaknesses.

Small business owners don’t do that. They try to be all things to all people.’

A The most common

problem is that they believe as entrepreneurs that everything is on their shoulders. I believe that if small business owners were to actually do some sort of masterminding or getting together with other small business owners that there might be some extra meat that they can all share. That

networking change when you are in a larger environment like Toronto. Does the process of networking change or are there things that need to be done differently here?

A That’s a really good

question and this is strictly my own answer but I think Toronto is better equipped to network because there are so many more experts willing to share. There are so many more organizations you can attend. I would say given the choice between networking in the GTA and a smaller community, there is very little comparison.

Q You were recently par-

ticipating in a world record attempt for the world’s largest business mentoring event. What was it like?

A Well it wasn’t an

attempt, we actually set a world record. It’s the first world record of its kind. I was the moderator and it was held at the Metro Toronto Convention Centre. There were literally thousands of people at the conference and over 4,000 of them were brought into a designated area where we had to bring them in and not let them out. We had seven tracks and each track was a specific business area.

Each person that signed on filled out a form saying this is who I am, this is what I need and these are three questions I have. The three questions had to be asked within a three-minute time frame and the person they were asking was a mentor in that specific track, whether it is technology or health care or anything. I was the moderator. It was like Hockey Night in Canada, I would ring the buzzer and they would move on. In just over a two-hour period we did 4,000 business matches that were validated and documented. That had never been done and we set the record, so if anyone wants to beat that they have to do over 4,000 business matches in the same venue. n To read an expanded interview, visit us online at www.insidetoronto.com

14 - TORONTO BUSINESS TIMES - July/August 2012

Bu s i n e s s A g e n da Wednesday, July 25 n Solar Rooftop Tour and Community Power Seminar, 6:30 p.m. at Humber College, Lakeshore Campus, hosted by the Long Branch BIA. Learn about solar and community power with a post-seminar tour of the rooftop solar photovoltaic system at CanClone Services. Visit http:// greentbiz.org for details; email jhofmann@koenigconsultants.ca to register.

Tuesday, July 31 n Thirty-One Things to Drive Your Business, a webinar hosted by the Retail Council of Canada, featuring Kevin Graff, president of Graff Retail Inc. Free for members of Retail Council of Canada, $50 plus taxes for non-members. Register online at www.retailcouncil.org and attend anywhere with an Internet connection from 3 to 4 p.m. Geared toward store owners, managers and staff involved in training and human resources. For details, contact Chantal Mizerski in RCC’s membership department at 1-888-373-8245, ext. 231 or info@ retailcouncil.org

Friday, Aug. 3 n Small Business Success: Launching Your Business Online teaches how to use online resources to develop and launch business websites in a quick, cost-effective manner. Offered 10 a.m. to noon at the Toronto Reference Library Learning Centre 1, 789 Yonge St., today, Monday, Sept. 17 and Friday, Oct. 12. Call 416-395-5577.

Thursday, Aug. 9 n Understanding the

Business Landscape: Zahra AlHarazi, owner and creative director, Foundry Communications, shares the story of her rise to professional and personal success.

She will explain how to break the cycle of high employee turnover by understanding the immigrant perspective in the workforce, and what leading companies are doing to attract and retain immigrants to maximize performance and productivity. Part of the RBC Diversity Dialogues Series, taking place at the Toronto Board of Trade, 77 Adelaide St. W., fourth floor ballroom, 7:30 to 9 a.m. Tickets are $69 for TBOT members, $89 for non-members. Register at http://bot.com/events or call 416862-4500.

Monday, Aug. 13 n Lose Your Fear of Public Speaking, a free Enterprise Toronto seminar presented by Earl Sky of Vocal Power, who will provide tips on how to optimize your voice to achieve your best vocal. This is an introduction to public speaking that will help build confidence and speaking clarity. Takes place 10 to 11:30 a.m. at North York Civic Centre, Lower Level, Committee Room 3, 5100 Yonge St. Call 416-395-7416 or email enterprisetoronto@ toronto.ca

Wednesday, Aug. 15 n Attract Not Attack – A Gentle and Practical Way to get Clients, a free Enterprise Toronto seminar presented by Chala Dincoy-Flajnik of Coachtactics. Learn how to speak to clients from their point of view, not yours; how to get into your client’s world and get them to ask to work with you; and what the secret is to attracting cli-

ents instead of chasing them away. Takes place 10 to 11:30 a.m. at North York Civic Centre, Lower Level, Committee Room 3, 5100 Yonge St. Call 416-395-7416 or email enterprisetoronto@ toronto.ca n Summer Networking Bash at Atlantis Pavilions at Ontario Place, 955 Lake Shore Blvd. W., 5 to 9 p.m. Connect with 650 business owners and professionals and some of the city’s best connected networkers.

Hosted by Biznetworknews.com Tickets are $35 in advance, $45 at the door, $30 for Biznetworknews. com members.

Tuesday, Aug. 21 n Elevator Speech Breakfast, part of the RBC Business Advice Series hosted by the Toronto Board of Trade. Elevate your personal brand and your company’s profile with likeminded business professionals who want to expand their networks. Deliver a 30-second elevator speech at the podium about you, your business and who you are looking to connect and collaborate with. Casual networking will follow. At Woodbine Racetrack, 555 Rexdale Blvd., Northern Dancer Room, 7:30 to 9 a.m. Tickets are $30 for TBOT members, $50 for non-members.

Attendance is limited. Register at http://bot.com/events or call 416862-4500.

Thursday, Aug. 23 n Growing Your Business Through Referrals: Five things you must do to get and give quality referrals, 9:30 a.m. to noon at 515 Consumers Rd., Suite 312.

Free; register at www.qualityreferrals.eventbrite.com. For

details, contact Cindy Mount at 416-706-9098 or email workshops@ marketingbyreferral.com

Friday, Sept. 7 n How to Start a Food Business, a free workshop organized

by City of Toronto Economic Development Division in Partnership with Enterprise Toronto.

Learn how to develop your business plan and make sure your financing is in place; How to brand your identity, develop your products, and utilize other websites to source information.

Takes place 9:30 a.m. to noon at North York Civic Centre, Council Chambers, 5100 Yonge St. For details contact Michael Wolfson at 416-392-3830 or mwolfso@ toronto.ca. Registration is required at www.eventbrite.com/ event/2349260702

Tuesday, Sept. 11 n Greening Your Business: Good for the Environment, Good for Your Profit, 7 to 8 p.m. at Barbara Frum library, Room B, third floor, 20 Covington Rd. Learn the first steps in achieving environmental sustainability in your operational activities using the Lean and Green process. This presentation will be delivered by Brett Wills from Green Enterprise Movement.

Register at 416-395-5440.

Thursday, Sept. 20 n Open Data, Big Data but NOT Personal Data: join Ontario’s Information and Privacy Commissioner, Dr. Ann Cavoukian, and other leading experts in the field, as they discuss the global open data movement, part of the Toronto Board of Trade’s Distinguished Speaker

Series, 9 a.m. to 11 a.m. at One King West Hotel and Residence, Grand Banking Hall, 1 King St. W. Tickets are $69 for TBOT members, $89 for non-members. Register at http://bot.com/events or call 416-862-4500.

Wednesday, Oct. 3

Enbridge Inc.; Marty Janowitz, vice-president, practice leader sustainable development, Stantec. Free to CBSR members, $75 for non members. Visit www.cbsr. ca for details and to register.

Oct. 20 and 21

n Enriching Your Work in Culture, offered at Parkdale library auditorium, 1303 Queen St. W., over four weeks: Oct. 3, 10, 17 and 24, from 6:30 p.m. to 8 p.m.

WorkInCulture leads this series that demystifies the language of business for creative professionals from any discipline. This course is designed and delivered in collaboration with cultural insiders who will share tips and exercises to help you create a thriving, life-long career. Space is limited; registration starts Aug. 13. Call 416-393-7686.

n The Franchise Show: discover franchise investments that could be your answer to business ownership success; attend free information seminars; speak with leading industry experts; meet with accomplished franchise systems in Canada. The show is hosted by the Canadian Franchise Association and runs from 11 a.m. to 5 p.m. both days.

One-day pass is $10, weekend pass is $15, at the Toronto Congress Centre, 650 Dixon Rd. Call 1-800665-4232, ext. 242, email events@ cfa.ca or visit www.thefranchiseshow.ca

Tuesday, Oct. 16

Oct. 30 and 31

n Enterprise Toronto Small Business Forum, 9 a.m. to 5 p.m. at the Metro Toronto Convention Centre, 255 Front St. W. For general information contact Angie Bellanza at abellanz@ toronto.ca or 416-338-5985. For sponsorship/exhibitor questions contact Jason Li at jli@toronto.ca or 416-395-7499.

n The Conference Board of Canada Summit on Sustainable Health and Health Care aims to bring together a broad range of stakeholders to discuss the major challenges facing Canada’s health care system; at the Toronto Marriott Downtown Eaton Centre Hotel, 525 Bay St. Visit www.conferenceboard.ca for details and to register.

Thursday, Oct. 18 n Canadian discussion on corporate social responsibility: a webinar looking at the national look at the impact, challenges and opportunities, 1 to 2 p.m., hosted by Canadian Business for Social Responsibility. Speakers are Chad Park, executive director, The Natural Step; Paul Hunt, director, Sustainability and Corporate Social Responsibility,

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