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The 4 Silent Killers Of Your Business

When it comes to your health, high blood pressure is known as the silent killer. Left untreated, it can combine with other conditions, such as high cholesterol or diabetes, and lead to heart disease and stroke.

Stephanie Vozza



Business-Risks-Business-Strategy-Business Leadership

But what about your business? Are there silent killers there, too? Steve Blue, business growth consultant and CEO of Miller Ingenuity, an engineering firm, says yes.

“Most companies have at least one silent killer lurking around,” says Blue. “One may not be bad, but if they combine they can kill your business.”

He offers these four warning signs that the health of your business may be at risk:

1. Meetings Are Love Fests.

When you have a meeting or conference call, does your team make nice and smile or do they feel comfortable enough to challenge each other? Meetings that are too nice – with no disagreements, conflicts or debates – can be a sign that something is wrong, says Blue.

“If there isn’t any conflict, it could be a sign that your people don’t care or they don’t have passion for what they’re doing,” says Blue. “You can’t move a business forward without conflict. The absence of conflict should not be your goal. Productive conflict should be.”

Entrepreneurs should encourage and train their staff to engage in managed, measured and meaningful discussions.

2. Innovation Is On Vacation.

What percentage of your sales is from products or services introduced in the past two years? If it’s less than 20%, your company’s innovation may be DOA, and it’s time to re-energise, says Blue.

“Innovation isn’t a goal, it’s an absolute requirement,” says Blue, adding that innovation isn’t just new products; it’s also internal and external processes and procedures.

At Blue’s company, employees spend the last hour of their day in the company’s creation station, swapping ideas and brainstorming. “You must make time and space for innovation, and allocate resources,” says Blue. He also has an annual innovation award where R20 000 is given to the employee who contributed the most innovative idea.

3. The Customer is Always Right.

When a conflict arises between your company and a customer, does your salesperson side with the customer? While ‘the customer is always right’ has been a business motto for a long time, Blue cautions entrepreneurs to tread cautiously.

“Your customer can put you out of business by squeezing your margins to nothing if they can get away with it,” he says. “Your customers may also abandon you in a minute if they find a better deal somewhere else. So why on earth would you want salespeople who work for your customer?”

Instead, train your salespeople to develop deep relationships with their customers, so when it’s time to give them bad news, such as a price increase, the relationship and service factor will be worth the cost.

“While you want your staff to take care of your customers, their loyalty should be to your company,” says Blue. “Customers don’t pay the bills, profits do.”

4. Toxic Employees.

We’ve all encountered rude flight attendants, clerks and waiters who act as if your requests are an imposition, but do you have any of these toxic people on your staff? Just one can impact repeat business and destroy years of customer loyalty. In fact, it’s the worst of the silent killers, says Blue.

Go through your organisation one layer at a time, asking your staff and customers who the toxic people are. Someone knows. Once you have identified them, tell them they must change their behaviour immediately or they can’t stay.

Set a new standard of behaviour for the entire company, and offer training to employees on proper customer engagement.

“Once you have cleaned house, be mindful that weeds always grow back,” says Blue. “Be prepared to prune the garden often.”

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How to Turn Your Haters Into Raging Fans


Stephanie Vozza is a freelance writer who has written about business, real estate and lifestyles for more than 20 years. A former small business owner, she recently discovered she's better at writing about them. She lives in the Detroit area with her husband, two sons and their crazy Jack Russell terriers.



4 Ways To Find Your Own Business Style

The only way to develop a business style is step-by-step over time.

Timothy Sykes




Finding a style in finance will define how you react to changes and how you approach new situations. It’s as important in business as it is in stock trading. Developing a business style and developing a stock trading system are extremely similar pursuits.

But I’m not going to pretend that it’s easy to do. It will take time and you do have to be willing to work at it.

Here are my four ways of finding your own business style.

1. Get rid of your expectations

You can’t force anything to work. It’s necessary for you to be flexible when it comes to finding a business style. Begin by letting go of any expectations you have before trying a new style.

Prior to attempting a new style, you have to be willing to go into it with no expectations. You never know what you’re going to find.

Related: 8 Steps to Building Your Business According to the Lifestyle You Want

2. Track your movements

Some things are going to work and some things aren’t going to work. I always tell my students in the Tim Sykes Millionaire Challenge that they should keep records of the things they’re doing. Keep these records as detailed as possible because attempting trial and error can quickly lead you in circles.

Don’t fall into the trap (as I did in the beginning) of trying the same thing multiple times because you never tracked the results.

I keep large spreadsheets with notes of the various styles and systems I’ve tried in business. Business mistakes can be costly, so you need to do everything you can to avoid making them.

3. Look at what others are doing


I refuse to believe that someone is doing something truly unique. The moment someone makes a breakthrough in business there are a hundred people replicating the same things. And that can be a powerful tool. Consider what others are doing and see whether you can learn something.

It’s why I also advocate finding a mentor to help you out. They’ll be able to help you out and you’ll benefit from their enhanced experiences in business.

Again, track what you’re taking from other people so you know whether something is working.

Related: I Started Saying ‘No’ To These 6 Things. My Life And My Business Got A Lot Better

4. Refine what you do

Rarely will anything in business work the first time. However, your first attempts will give you a good benchmark as to what you need to do next.

You should never be satisfied with what you have, even if it’s working. Always work on improving your business style. I believe this is the most important thing because it also teaches you how to adapt to changing conditions over time.

Last Word – Constantly Growing

There’s no step-by-step guide for how to develop a business style. The only way to do it is to obey the fundamentals and then develop everything over time.

Even though the process is long, you’re guaranteed to learn a lot of lessons and gain from a huge number of experiences over time.

This article was originally posted here on

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6 Questions You Should Be Asking When Coaching

Top athletes have coaches because they’re winners. Business leaders should be the same.

Nadine Todd



Dr Marshall Goldsmith

Whether you’re a CEO looking for a mentor, coaching your management team, or structuring a coaching programme for your managers to implement, there are six questions that can help anyone get better at anything.

The expert

Dr Marshall Goldsmith is a best-selling author and world-renowned business educator and coach. He has coached top CEOs, including Alan Mulally, former President and CEO of Ford Motor Company.

The key to a successful coaching programme is simple dialogue and establishing responsibility. The person being coached must understand and agree that success lies in their hands. They must take responsibility for their actions.

Related: How Business Coaching Can Help You Achieve Your Goals

The method

Once every few months, have a direct coaching session. Ask (or answer for yourself) these six questions:

  1. Where are we going?
  2. Where are you going?
  3. What are you doing well?
  4. Do you have suggestions for my improvement?
  5. How can I help you?
  6. So you have suggestions for me?

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4 Ways To Develop The Leaders You’ll Need In The Future

One of the most challenging aspects of leadership development is consistently and effectively identifying the next wave of leaders.




One of the most challenging aspects of leadership development is consistently and effectively identifying the next wave of leaders.

It can be easy for those at the top to forget that eventually someone will have to take their place at the helm. And ignoring that fact has lead to issues with succession planning, unwanted turnover and other challenges in leadership development in many organisations.

2016 High Impact Leadership research from Bersin by Deloitte asked 2,422 HR and business leaders from around the world how well they believed they could discover new leadership talent. Just 35 percent of respondents said they were above average when it came to successfully identifying and developing leaders.

To understand why this is, consider the typical leadership development paradox. Traditionally, the first step is to choose who has leadership potential, then develop their skillset. Logically, however, this makes little sense.

How is it possible to identify effective leaders if employees have yet to receive any type of leadership development?

Here are four ways to properly identify better qualified candidates for leadership positions:

1Stop choosing potential leaders based on unrelated skills

Gallup’s 2015 State of the American Manager Report, which studied 2.5 million manager-led teams in 195 countries, found that the top two reasons employees are promoted to management positions are because they were successful in a non-managerial role or because of their tenure with the company. Neither of those criteria have any proven correlation with leadership skills or relevant experience.

Create a better means of measuring for true leadership potential. Look at the culture of the organisation and envision what it would look like for someone to lead by those values.

Also consider how successful leaders evolved over time in the organisation. Then use that information to make a list of recognisable traits to look for as signs of leadership potential.

2Broaden leadership development to more employees

People learn and grow at their own unique pace. Requiring that an employee reach a certain position or be with the company for a certain number of years before they’re offered leadership opportunities holds back those who might be ready for more responsibility now. Or even worse, it might push those who aren’t yet ready into leadership roles.

Instead, let leadership development be a company-wide initiative. This gives more people the chance to take the next step in their career. It also creates a larger pool of possible great leaders to draw from across the organisation.

3Track progress and growth

Track progress and growth

There’s no way of knowing who is ready to step up and lead unless development is monitored. Remember that this is a process. Employees need feedback from their mentors and coaches to know for certain what skills they’ve mastered as well as where there can still be improvements made.

Develop a way to assess progress for different leadership positions, and be clear with employees and coaches about what success would look like in different situations. For instance, explain what is expected of a first time project leader.

Get everyone on the same page about the developing leader’s responsibilities and how that should guide their team.

Then collect thorough feedback from all those involved. Ask the leadership candidate what challenges they faced as well as where they think they thrived. Pose the same questions to those they supervised and organisational mentors.

Over time, this will reveal patterns that make it easier to identify who is best suited for leadership in the long-term.

4Focus on continual leadership development

There is no such thing as too much experience. There is always more that can be learned. After leadership candidates have been identified, continue to nurture them. This keeps employees from feeling that they have plateaued, which is unfortunately common.

The 2014 Insigniam Middle Management Survey: Middle Management’s Critical Role In Saving Company Innovation looked at responses from 200 middle managers from around the world. It found that only 15 percent of managers believe they will ever be promoted to the next level of leadership at their company.

Whether intentionally or not, employees who have proven their leadership abilities are being told that their leadership journey is over – and this hurts both them and the organisation. Encourage a steady stream of highly trained and skilled leaders working their way up by demonstrating that there is no end to development.

In order to clearly see who the next wave of leaders is going to be, employees need to be given the chance to hone and exercise their skills.

That means redefining how leadership potential is identified and providing each employee with the chance to develop personally and professionally.

This article was originally posted here on

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