How can I drive more traffic to our website?

So many business owners and managers of all sizes, particularly in Australia are grappling with this question. There is now so much hype and misinformation out there, it is hard to form a succinct and effective action plan to get things going. Here we will give you few top tips to get you going.

a)       Plan & Action. Like most things in business in life and in business, nothing gets done if there isn’t some research and planning. You Marketing Plan or your Business Plan should now have a dedicated section to eBusiness or Internet Marketing. Essential topics include: domain name/s, hosting, website design, SEO (search engine optimisation), online directories, social media, eCommerce, content, such as expert article or posts, and experts and outsourcing. This document doesn’t need to be long; depending on your business, it may just be one to two pages. The key thing is to prioritise, allocate resources and action each area or task effectively. Too often, I see businesses do the research and planning, write the plan or get an expert to do it, and let it sit on the shelf gathering dust! A plan is useless unless it is backed up by solid, co-ordinated action. Remember, we cannot do everything ourselves. All business owners should consider their eBusiness action areas as cogs in the machinery of their business- some or all of which might be better outsourced to experts. Consider this: if outsourcing or getting an expert or expert information costs an initial $2,000, yet when the appropriate systems are built for your business, this returns $4,000 net profit to you each and every year, then the return on this investment is excellent. The key again is systems and automation, so things can run with your supervision and entrepreneurial input and guidance, not you doing everything yourself. For domain names, hosting and nearly everything in between, have a look at…………..

b)       Find a Niche. Too many people think they can sell everything in an industry, when usually they can’t. They will lack the expertise, resources and systems to cover the many complex areas and different market needs of modern industry areas. We often fear over-specialisation will minimise tourn-over and results, yet the most successful online and offline businesses have specialised and found gaps or niches where there then is explosive demand. They key variables in any niche are: gap + potential explosive demand. Naturally, when you bring these variables together and you can serve this market through excellence, value and quality, then you have a different, perhaps unique business, and driving traffic to your website or other online channels will be much easier. Remember, when you master one niche area and develop specialist products for it, there is nothing stopping you from later developing adjunct products, especially to add value to your initial offering or even to start a whole new line completely. Some useful sites to help you find niches and trends………………….. .

c)       Content and Expertise. The days of static websites are quickly coming to an end. Websites which were simply online brochures and did not provide regular content, such as an article or blog, Tweet or Facebook post nowdays become stale and unlikely to generate or even hold online traffic over time. You should consider creating a systematised programme for the regular creation of specialist content for your target market. This will add value to your existing products and services, and importantly build expertise, credibility, trust and brand. All industries can benefit from this strategy, particularly professions or service based industries. To get started, consider researching sites such as………………

d)       Keywords and SEO. This area still confuses too many businesses. They often either do nothing or give it to an IT expert, who usually knows little about marketing and business development, and gives you an ‘off the shelf solution’ which is unlikely to work over the long term. Today, online we must think and communicate in terms of keywords. Keywords are the top five to 10 keywords which the main search engines, online directories and social media sites will pick up your website, blog, post or product offer. If we don’t then we fail to even make a start in building an online presence, let alone sustainable traffic. Nearly every business area, industry or sector will have a clear set of top keywords. You must find these out through research, and ensure this research is updated regularly, such as quarterly, or at least bi-annually. Perhaps one of the best kept secrets, is …………..

e)       Build an Online Database. So many websites or other postings still lack a simple, effective method to build an online database. Remember, your database of existing clients or customers, as well as your prospects are perhaps the greatest asset in your business. Yet too often I see businesses failing to build them properly or at all, and then they fail to maintain them, again through effective systems. Websites which can at least capture an Email address in some way, say by subscribing to your online newsletter, fail to create a simple way to build your database. People on your database are already interested in your business or your product. They are a strong qualified audience. See them as people waiting to buy, but you must present the appropriate offer to them. Failing to create or maintain your database will not only hamper efforts to build online traffic, referrals and online ‘buzz’, then fail to bolster your brand and long term credibility. Further, you leave yourself open to constantly re-investing the wheel when it comes to future sales. Too often you will have to generate new leads in a cold market which will be costly and slow. Instead marketing to your existing customers and prospects on your database is a warm market, more likely to purchase from you without too much more effort and cost. Again, systems and automation are the keys here. Email campaigns are still a sound method to build and maintain your database, consider online tools such as…………………

f)        Free Online Directories. The old Yellow Pages or paper-based business directory has moved online in leaps and bounds in recent years. They can be region or country specific or even industry specific. Many of them can be free, but ensuring you sign up is a given to building traffic and locking in key words to major search engines such as Google. To get started consider: Google Local Business……………….

This is an extract from our full report, The Fifteen Step Guide to Business Automation for the price of $47 (normally $197), specially discounted for our readers, valid for 14 days. For further information, please contact info@creatness.com or visit http://www.creatness.com/

 

© Copyright Lee M. Spano 2012. All rights are reserved. Except for purposes permitted by the Copyright Act 1968, reproduction by whatever means is prohibited without written permission of the creator, Lee M. Spano. Materials including pages, documents, images, photographs, graphics, audio and video, are protected by the Copyright Act 1968. The moral right to the work by the creator, Lee M. Spano, has been asserted.  Disclaimer  Information presented here is for education and journalistic and similar purposes, and while information presented here was believed to be accurate at the date of inclusion, nature and circumstances are changing constantly, so that no responsibility or liability is accepted in any way whatsoever in relation to this information, material and content, and the creator, Lee M. Spano does not accept liability for any decisions made or actions taken on the basis of this information, content or material. The information contained in this material might not be relevant or suitable for everyone, and the creator has prepared the material and information to present his opinion and knowledge about the subject matter contained herein. The reader must carefully investigate all aspects of any business or other decision before committing him or herself. The creator of this material has obtained the information from sources he believes to be reliable and from his own personal experience, but he neither implies nor intends any guarantee of accuracy. The creator is not in the business of giving legal, accounting, or any other type of advice or professional advice, and should the reader need such advice, he or she must seek such services from a competent professional. The creator particularly disclaims any liability, loss, or risk taken by individuals who directly or indirectly act on the information contained herein. You therefore agree you will not make any legal or other claim whatsoever against the creator, his/her company or other or associated entities, employees, consultants, or associates in regards to this content. Concerning third party websites, the particulars of any link or URL offered to such sites are provided for the interest, convenience, education and general information of readers. The content found by using these links is not created, controlled, endorsed or approved by Lee M. Spano, and so no responsibility whatsoever is taken for the consequences of viewing or using such content, and so the reader agrees to not make any claim in this regard against Lee M. Spano or his/her company or other or associated entities, employees, consultants, or associates.

A Statement of Working Principles & Values for your Organisation

I have worked with many executives, boards and other managers over the years, yet it never ceases to amaze me how simple things allow greater problems to arise. Many of these simple things are the intangibles. They largely revolve around values, communication and team dynamics.  In recent work, I have addressed this issue through a Statement of Working Principles and Values. In this short article I want to provide some insight how you can draft a similar document and then, most importantly, implement it in your organisation.

Step 1 Catalogue the Issues

The first thing to do is to catalogue the issues. Find out what is working and what is not working at the decision-making or management level Discover gaps, weak linkages, communication problems and draft a concise list. Do this in consultation with others in your business or organisation, either informally or perhaps through a conference or similar event. Then get consensus as to the top five key issues holding decision-making or the business back and highlight these in your list.

Step 2 Return to your Vision

Then go back to the vision or mission of your business. Why do you exist? What is your purpose? Go beyond internal concerns, such as financial or output type goals, and see it from the demand perspective. What do your clients, consumers or even the community want from your organisation? How do you solve an important problem? And how do you do it better than your competitors? Find your unique purpose, your creative edge.

Step 3 Square the Issues with the Vision

Now compare the catalogue of issues with your vision. Have your board or management team ask two important questions:

1. Are our results lining up with our vision?

2. Why not, and what solutions can we come up with to address these catalogue of issues.

As you work through these questions, you will move from problem to solution. Keep emotion out of this whole process. Do not allow anyone to personally judge. Adopt a rational framework for discussion and decisions. Ask the simple question of ‘why’ to seek out evidence for a proposition advanced by your management team.

                Be creative and let the best rational solutions come through. Develop a team synergy by highlighting that we are all here to work towards our higher vision or purpose. Misunderstandings, personal opinions and other small things should not be allowed to get in the way of this higher purpose. When an organisation is so focused, its people will tend to rise and gain a better perspective.  They will often look beyond their immediate or personal concerns and seek out better, creative solutions. They tend to become motivated to make it happen, to make things work because greater things are at stake now. Cultivate this ethos and ensure it can be integrated in all your business communications and activities, even beyond management level.

                Now square the solutions to the issues with your vision. This will be the platform which will allow you to draft your Statement of Working Principles and Values.

Step 4 Draft your Statement of Working Principles and Values

The precise content and topics of a Statement of Working Principles and Values will vary between organisations and businesses, but the function will be the same. This is to provide a concise set of principles, values and guidelines which will directly assist management to achieve and focus on the organisation’s vision.

                It is important to not see these principles and values as cast in stone; they are dynamic and should be reviewed regularly alongside your other key planning documents, such as your Business Plan. I suggest at least annually, if not six monthly, as good timeframes.

                The principles should have a common ownership. They should not be imposed upon the board or management team by one or two people only. They should be contributed to by all of the management team equally. In this way, all of your team will feel part of the process and the result. Ownership is the key here. They will feel more connected to the principles as well as the organisation. They will therefore be more committed to the effective implementation of these principles and values particularly in the long term.

                Even though content and topics may differ, from experience I have found the following topics at least should be considered in your discussions as your draft your own Statement of Working Principles and Values. These are:

·         Communication  Set minimum professional standards and preferred modes of communication, eg. phone calls to be returned within two business days. This is perhaps the most important topic. So many business and personal relationships falter because of a simple, avoidable breakdown of communication or miscommunication. I remember once working with a senior business owner, and his philosophy was: ‘you can never under communicate.’

·         Standards. Consider qualitative and quantities standards for each member of your management team as well as the organisation. For instance, if ‘excellence’ or ‘high customer service’ are important standards, spell them out, set minimum benchmarks here. Even consider putting in place specific business systems so your business can consistently attain these standards.

·         Professionalism. One standard which deserves special attention is ‘professionalism’ or working to ‘appropriate business standards’. Often we assume we all understand precisely what this means, but it often varies between industries, cultures and organisation types and sizes. This dangerous assumption usually results in people never articulating what they mean here, or what can work for their management team or organisation. State the standard, flesh it out, set some minimum benchmarks either in one paragraph or throughout other areas of your document, for instance in the area dealing with communication.

·         Values. This should be a topic which is sprinkled through your document, this facilitates integration. Consider things such as honesty, integrity, respect, notions of service or contribution to your community, creativity, innovation, equality, and flexibility. Describe these in a sentence or two in your document, and then look to state at least one way these values will be implemented, even if it just through an example. Later, build specific systems around these examples which can then creatively spawn other outcomes.

·         Commitment. Ask your management team, ‘what are their commitment levels to the organisation?’ Get specific, how many hours per week for instance are they prepared to commit? How much energy and focus are they prepared to give? Always be mindful of the importance of work-life balance, and understand there will be differences. But at least seek to articulate a minimum standard for the commitment levels for all of your management team. If they all partake in creating this standard, they are more likely to adhere to it over the long term.

·         Architecture of Strengths. Seek to build what I call an Architecture of Strengths in your management team. Find out different areas of expertise, strengths, as well as thinking or working styles. Then seek to allocate tasks, roles and responsibilities accordingly. People will always perform better in areas they love, and these are areas they are good at. If there are gaps here, then this may be cause to expand your team.

·         Disagreement Resolution. Expect disagreements, misunderstandings, a mismatch of expectations, and all the other things which flow from life and business. We are fallible and so are our organisations. However, do not passively accept these things. Be proactive here- seek to manage and fix these weakness and recurring issues. And do this sooner than later. Do not let things fester, especially misunderstandings, which can often be tied to communication problems. In your document, at least state a mechanism for the vetting and resolution of disagreements or misunderstandings. Again, ensure all of your team contribute to the design of this mechanism and it's workable, especially when many may travel or are time pressured.

·         KIS. Keep the document simple. Keep it short. One to two pages is fine. It should be able to be memorisable or at least able to be kept on a desk, iPad, diary or computer screen for regular reflection.

Step 5 Implementation and Review

The final step is to implement these working principles and values. Integrate them in the work and thinking of your board or management team. Then integrate them or a shorter version of them into your whole organisation. Do not just draft them, let them sit in some folder, and never look at them for a few years. See your statement as a key source document. It should be brought to all management meetings. Alongside your vision or mission statement, it should be reviewed daily or at least weekly. Encourage it to be left on the desks of all managers or as a background to their computer screens.

                Review regularly. Ask ‘how well are we implementing our principles and values?’ You may want to take a formal process here, or at least have a regular review process. Initially, this may need to be more frequent, such as monthly, especially if this is very new to your people, or significant change is required. Later on, consider at least have six monthly or annual reviews.

                Do not rest on your laurels. Adopt the Japanese Principle of Kaizen- constant improvement. There is never a perfect company or a perfect board. It is always a work in progress. Look to review and improve a little each day, week or month.

Lee M. Spano

Proprietor Creatness, a leading business development firm in Brisbane, Australia.

For further information or other resources, please visit www.creatness.com

Copyright Lee M. Spano, 2011. All rights reserved. If you wish to use or pass on this content in any way, you should contact the author at www.creatness.com. This content is provided by way of general education and information only. No advice of any kind is provided in this content. If you require further assistance in regards to your particular circumstances or your particular organisation you should consult your professional advisor. You therefore agree you will not make any legal or other claim whatsoever against the author, his/her company or other associated entities, employees, consultants, or associates in regards to this content.

Where Technology is Heading- Constantly, Richly Connected

Where is digital technology heading? This is an important question for both consumers and business. The direction of modern digital and communication technology will shape knowledge, business strategy, government policy and opportunities in a globalised marketplace.

To answer this question, let’s note a few key trends in digital technology over the last decade:

1. Computers and becoming smaller. For most people, the desktop PC is a thing of the past. Laptops and other devices are now powerful enough and portable enough to carry anywhere and everywhere. The Apple Air series of computers is a prime example. I now know many consumers and business people who have dumped their desktop for the laptop coupled with specific ancillary devices.
2. Ancillary Devices. Ancillary devices are now quite varied. They include Smart phones, iPads or similar tablets, and ultra portable laptops. They keys are portability, functionality and connection to the web and other digital communication channels.
3. Mobile Internet. Following the movement towards portable devices, mobile internet modems and related ISP services are now standard ‘must haves’. Access to world-wide resources, news and information is empowering for businesses and consumers.
4. The end of Analogue Media? We are quickly moving towards the end of analogue media. I am seeing in some parts of Australia, paper-based newspapers being given away. The need for up-to-date news worldwide is now better experienced through the web via laptops and other mobile devices. The content is richer, more portable and there is nothing to keep, store or throw away. The slow rise of the eBook is another example. I say slow, because it is something that has been evolving for over a decade. However, the iPad and tablet devices are the breakthrough pieces of technology. They usher in a better experience when reading a book, article or other knowledge format. The other key is portability. You can carry now as many books or other digital items as your memory card or storage device will hold. In terms of other media, namely music, video, photographs, these are all now completely converted to digital formats with good standards of quality and easily able to be transferred through the internet.
5. Complete Multimedia. With the digitisation of all media forms, this ushers is a new generation of portable, on-demand multimedia and cross-media. The newspapers on our digital devices are already rich with audio, video and photographs. The web is quickly crossing over into traditional television, which has already been digitised. Similarly, televisions are crossing over to the web. Most free-to-air television stations now offer all their content online, so you can view it anytime, anywhere. We are likely to see traditional books fade and ebooks embody multimedia and these cross-overs. The eBooks of the future will not just contain text, they too, likely newspapers online will contain rich content, such as audio, video and even live web connections to other media or channels.
6. Completely Digitised. We are nearly at the stage where all content will be completely digitised and free of any physical form, such as a disk. Improving bandwidth and mobile internet will allow you to experience all forms of media, including video which has been the most resource hungry media, completely online. This development creates the perfect marriage between mobile devices, such as the iPad and multimedia streamed or downloaded from online sources. The only thing you now carry is the portable machine that can do these things for you.
7. Social Media and Web 2.0. Social media channels such as Twitter, Facebook and Linkedin, have allowed consumers and ordinary people to openly and easily create content for worldwide audiences. This is empowering for all of us. Coupled with mobile devices and the complete digitisation of all media, there are immense opportunities for business and the micro entrepreneur. The keys will be adding value, credibility and innovative content.
8. Streamlined software and Cloud Computing. We are slowly seeing innovations in software forms. The days of multiple disks and pains-taking installing of programmes may soon come to an end with cloud computing in terms of both data and software programmes. This also sits well with an environment of multiple mobile devices, so you can do your work on any device, any time, anywhere.
9. Movement away from Email. The fax machine is nearly a thing of the past because it relies on paper and telephone lines. Email through mobile wireless internet is dominant today, but it is now being challenged on a number of fronts. First, SMS and Social Media which can be written and received on mobile devices such as Smart phones or iPads are growing exponentially. Video conferencing, such as through Skype are the new frontier. We will want to communicate using new mobile multimedia forms. This is likely to occur at the both the consumer and business levels.

These trends point towards a theme of being constantly, richly connected. We will be connected to news, information, knowledge. software, data and each other, through a suite of multimedia and new media. Innovation, value and engagement will be the things to strive for. Competition and the ‘space to be heard’ will be world-wide and challenging. However, we are moving towards an environment of fast change, diversely flowing ideas, and global opportunities open to pretty much anyone. This is the digital Renaissance of our time. It will give us the potential to grow, engage, serve and create a future limited only by our thoughts and our vision.

Copyright Lee M. Spano, 2011. All rights reserved. For further details visit www.creatness.com

Leaders Creatively Engage with People

The ‘people factor’ in business is often the intangible factor given such little attention. It can be either part of your competitive edge or it can be a systemic problem which is often silent or invisible. It astounds me how so many business leaders fail to appreciate the importance of people in all their objectives. A discussion I recently had with the owner of a national company exemplified this phenomenon perfectly. We both agreed that ‘building a business’ was relatively easy, yet ‘the people thing’ was the ‘hardest thing’ in business to get right, particularly over time. Why?

            People are part of all businesses and at all levels of a business. Consider how many people are directly and indirectly involved in your business: managers, executives, employees, consultants, advisers, business owners, consumers, affiliates, joint venture partners, strategic allies, and people you liaise with in government. All these people impact your business and its success. Many business owners or managers are people passive and fail to see the importance of the ‘people factor’.  Remember, to lead others must follow.

Most business owners or managers focus nearly exclusively on numbers and financial outcomes. But these outcomes depend on how well your people perform, and how well they are all engaged with you and the enterprise’s mission and core objectives. The most successful companies on the planet have innovative, engaging ideas and systems when it comes to all their people. Google and Ford are a couple of modern examples. Some companies even have a code of conduct or similar document, or at least a collection of fundamental ‘people principles’ or values. Things such as communication, mutual respect, care, consideration, managing expectations, team-building principles, negotiation, managing conflict, and personal development are considered, articulated and systematised  by creative leaders.

Let’s take an example which was emphasised again to me in recent days. If you have a ‘challenging’ relationship with someone, and say that person has really let you down, has not been completely honest and has caused you some needless pain. The behaviour is not fatal to your relationship or the business, but it is disappointing and needs to change immediately. Before you react, stop, and look for the ‘gift’ or lesson in the situation.

All too often, we let things fester or hope they will pass or improve. Rarely will this occur. If we are proactive, we may choose to be confrontational. We may blame, judge, use authority to sanction or simply we ‘bring out the big stick’. Anger and negative emotion often results. Relationships become scarred, sometimes permanently. Most of the time this strategy will not work in the long term. The other person will have a perspective which was never given the chance to be heard, and most people hate authority for its own sake. Subordination is an ancient idea based on hierarchical command and control management models. These models limit all human potential and that of an organisation.

What about a completely different approach? What if you are able to see past the behaviour and engage with the person as a human being, not just as a component or a number in the business? Do not judge. Do not blame. Do not descend into negative emotion. Rise above all of these things and look for the good that is in all people. This good is always there, our behaviour just lets us down sometimes. Creative leaders all share a special, almost artistic ability to turn difficult relationships into positive ones.

When you creatively engage with the other person, you rise, and you simultaneously help the other person to rise. You both work from positive emotion, higher values, a higher vision and higher standards. The consequence? You both will rise to values of respect, strong communication, excellence, care and consideration. This is the ‘gift’ in the situation. For example, when someone has done poor work, do not get angry, do the opposite they expect. Instead give them the care, consideration and respect you demand of yourself. Always treat others as you want to be treated- no matter what. This is an ancient principle. The other person cannot produce negative thought and emotion, when such positive thought and emotion is squarely directed to them, despite their ‘challenging conduct.’ They will immediately see the incongruence without it being said to them. Speak of excellence and the standards you set for yourself and your business. They will gravitate to this and will immediately want to rise to these standards. Positive thought and emotion attracts positive thought emotion. Conversely, negative thought and emotion will attract negative thought and emotion.

Creative engagement with all people allows people to overlook small things and stay focused on the bigger picture- your higher vision for yourself and your business. Positivity attracts. It builds long term relationships where people will always go the extra mile. Creative leaders do the opposite of what most ‘people managers’ do. They creatively engage with all people to inspire them to rise to visions and ideas beyond themselves.

Copyright Lee M. Spano, 2011. All rights reserved. For further details visit www.creatness.com

Relationships, Social Media and First Principles

It is implicit that having a vision and mission of service, necessarily involves building long lasting relationships with many different people, stakeholders and other groups. But what are some practical ways we can effectively do this? We noted the rising importance of social media technologies and the emerging ‘Web 2.0’. Let’s look at this further by making the following essential observations:

1. Not ‘one way’ any more. In marketing, traditionally business have seen this as ‘one way’.  Business ‘markets’ to consumers and consumers then buy their products or services. Social media turns this on its head. People now communicate about the business and its products and services, and they can do this globally!

2. Consumers Empowered. Consequently, consumers are empowered. If they do not like your product or service they will speak very loudly, and much of this content can last indefinitely on the web. If your customer service or customer care is poor, then you are likely to pay a heavy price online. The tremendous power of Google means that consumers can create a video, blog, podcast, forum or other online comment that may have serious implications to your bottom line.

3. Service focused. As we noted earlier, a service-focused business is more likely to succeed in the Web 2.0 environment. If you truly put the interests of your clients or consumers first in all you say and do, then this will quickly rise to the top online.

4. Be Proactive.  Your business must also be proactive in social media. You should create a division that is combines traditional marketing, communications and public relations fields into a section where regular business driven content is put into Web 2.0. This is now where customer concerns are addressed, and where you are at the cutting edge of online conversations and sentiment. Businesses are just now slowly realising that being proactive in this way and then integrating this with all their other marketing efforts are keys to success in this emerging environment. 

….Web 2.0 establishes an evolving environment where relationships are king. Where people are paramount. Where service is essential. And where creative win-win-win paradigms can solve problems beyond merely the movement of goods and services. Web 2.0 shows us that we may indeed be on the cusp of business and marketing returning to ancient first principles...

(Extracts from a forthcoming book by Lee M. Spano. For further details visit www.creatness.com ).

Ó Copyright Lee M. Spano, 2011. All rights reserved.

Practical Benefits of Integrating the Principles of Corporate Social Responsibility (CSR)

We are already seeing in the business literature foundational principles moving us closer to the ideas of higher purpose, service and a Creative Centre. One key principle here is Corporate Social Responsibility (CSR). CSR has been around now for some time, having originated in the late 1960s. It has spawned may related ideas, such as Stakeholder Approach, Stewardship, Triple Bottom Line (TBL), Social Accounting, Ecologically Sustainable Development (ESD) or Sustainability. Today with pressing issues such as Climate Change, the ideas and ethos of CSR now take on a new importance and urgency. The challenge today is to take these ideas and principles from institutions and other groups and create win-win-win business models and practices.

The starting point is to understand the concept of CSR and then to integrate it as a core value in an organisation. There are many definitions and permutations of definitions around, but the essential concept is quite simple. CSR refers to satisfactory balancing of social and environmental demands with the financial and material objectives of the corporation.

What are some of the practical benefits of embodying the principles of CSR? Let’s quickly list a few:

1.   The marketplace is changing. Consumers and shareholders are now actively looking for corporations that do more than just pay lip-service to CSR, they look for positive planning and action in this respect.

2.   Marketing & Relationships. Consequently, CSR can assist your marketing and business development, particularly in terms of building long term relationships.

3.   Capitalisation. Capital raising efforts, both public and private, can be improved as CSR principles are clearly communicated to investors.

4.   Employees & Broader networks. Employees and people in your broader networks, such as contactors, professional advisors, affiliates, joint venture partners, and other associates are similarly concerned about CSR matters, so when you focus on these, these relationships also strengthen, which can produce additional opportunities.

5.   Green Economy. The ‘Green Economy’ is now moving quite quickly around the world. German companies, in particular are setting new standards and innovation is advanced and well funded. What this means is your competitive advantage may now depend on the implementation of green or CSR related systems, processes or products. Green labelling has already started in Europe, and carbon taxes or emissions trading scheme are already having direct impacts on alternative energy forms and business processes. Being green is now directly linked to financial benefits.

6.   New Paradigms force Creativity. Thinking about CSR and win-win-win paradigms now forces your organisation to be more creative, more innovative. Old ways of thinking and doing business now need to rapidly change and adapt to this international landscape. We are nearly at a stage where business owners, executives and managers must now embrace these changes to even compete.

Extracts from a forthcoming book by Lee M. Spano. For further details visit http://www.creatness.com/ 

Time Management Feature- 'Monthly Cycles'

Over the years we have tried nearly all of the time management systems available. From paper based systems to complex electronic systems, and everything else in between. Yet we have found monthly cyclical planning to be the most effective. Weeks are often too short, and quarters or annual planning are too long. Monthly cycles provide the pivot that balances short term actions with longer term planning. Monthly cycles have a basis in nature and are linked to several mathematical theories. In any system, remember to keep things simple....

For the rest of this article, including a discussion of the time managment system we have extensively tested and currently use, see our recent eJournal RISE- http://www.creatness.com/newsletters/rise%20June%202011.htm

Lee M. Spano. For further information or to subscribe to our mailing list, visit http://www.creatness.com/