Minimalism, midis and Mad Men

Watching a re-run of ‘The September Issue’, a documentary following Vogue’s Anna Wintour in the lead up to the publication of the (you guessed it) September issue, reminded me recently just how exciting September is.

It may be a time when we bid farewell to lazy days in the sun, bottomless jugs of Pimms and fancy free summer holiday adventures but I still always get excited as I flip the calendar over into September. It always feels like a new beginning after the laid back lull of the summer. Everything wakes up again re-energised. Including the fashion industry.

As the chill sets in I can’t wait to wrap up in a new season aviator (a must-have apparently and I’ve got my eager eyes on this one from Next) and clomp around in some new winter boots (loving these sock-lined clog boots from Topshop). But this blog is supposed to be about work and work issues, so any meandering off the subject to indulge my fashion interests should be kept to office friendly clobber. 

OK, back on track. The good news is the Autumn/Winter season trends seem particularly easy to translate into work wear this year. 

Minimalism. It’s a key theme in these austere times and is perfect for offices with dress codes that are firmly stuck in the dark ages. This collarless dress from Mango is perfect. But the key minimalist winter fashion item has to be the camel coat. The ultimate indulgence when it comes to covering up. And easy to slip over a suit. Coats like this military inspired one from Karen Millen or this cape from Pied a Terre just ooze a sense of classic elegance.

The midi. Now when it comes to skirt lengths little old me prefers them above the knee. So, I need a bit of convincing when it comes to the new midi length. With a hemline hovering somewhere in the dangerously unflattering (in my opinion) territory between your knee and ankle, it's definitely channelling the respectable chic vibe that most offices prefer. I prefer to see them pencil tight though like this one from Oasis.

The Mad Men craze. The next series is just about to hit our screens and everyone is talking about Christina Hendricks (who plays voluptuous office siren Joan Holloway). Curve complimenting dresses (like this one from L. K. Bennett) are destined to bring a bit of Mad Men's Manhattan sparkle (but hopefully less of the sexism, adultery, alcohol and tobacco abuse and scandal) to a grey Autumn day at work.

And that's all from me. Happy September. And happy shopping.

The art of doing nothing. We're experts.

Karen Walker, Grace's squeaky voiced assistant in US sitcom Will and Grace, has a blatant approach to the art of doing nothing at work. Most of us are more covert in our tactics. Sly naps in a toilet cubicle on a painful hangover morning, internet 'research' that extends to the celebrity pages of your favourite online magazine, searching for your next holiday destination when you should be finding the perfect venue for your next corporate event and those epic shopping lists you meticulously construct when you should be writing up meeting minutes. (Of course I have never done any of the above. Ahem.)

Let's face it, doing nothing (and disguising it as work) is a fine art that anyone working in an office learns to master very early on in their career. 

And last week statistics were released to prove it. Apparently junior council staff spend 68% of their time doing nothing remotely productive according to research by a management consultancy firm. It's a shocking statistic. But I'm not exactly surprised. I doubt anyone who has ever worked in an office is. In fact I would argue that splashing out on expensive research was a complete waste of precious budget deficit reducing public funds.

Facebook, favourite blogs, Twitter, eBay, online shopping sprees... having a computer in front of you presents an irresistible world of temptation away from the mundane tasks of the day. It makes it so easy to be slack. And be discreet about it. Who's to know when you're tapping in your credit card details to pay for that fabulous new top, you're not just updating your accounts spreadsheet with this month's sales figures? (Not that I condone such sloppy behaviour. Or have ever done something so slack myself. Ahem.)

So, what can we do to address this despicable state of affairs?

The management consultant's report blames managers for being uncomfortable confronting unproductive staff. So, do we need to be tougher? Maybe introduce more draconian internet security measures? Or Big Brother spying tactics? Yes, I suppose we could. But such blatant displays of the lack of trust in our workplaces will only augment the dismal dissatisfaction pay freezes, redundancies and brutal team restructurings have already inflicted. The answer has to be to look at staff motivation. Why do your team feel compelled to check Facebook every five minutes rather than do their job? How can management ignite enthusiasm and commitment in their teams? What can we do to inspire and motivate our teams when the promise of financial rewards is still out of the question?

Rather than pointing the finger of blame (and splurging on reports that provide a stick to beat our teams with), I think it's finding these solutions that we should be investing in.

Celebrating the 'office feeder'. Let us eat cake.

It's that time of year when offices across the country are filled with back from holiday treats. Creamy fudge from a colleague who has returned from a holiday in Cornwall, maybe some buttery shortbread from a Scottish break, a few tubes of Toblerone hastily grabbed on a flight home or some cheap Spanish sweets. It's all part of office life (and a good one at that). Let's face it, these treats can often bring a glimmer of cheer to an otherwise dull working day.

If you have an enthusiastic baker in your team, I say clap your hands with excitement and prepare for your taste buds to be delighted. Freshly baked goods, often brought in for no particular reason other than to create a bit of office joy are a godsend in my eyes. (I feel at this point I should express my appreciation to colleagues who have provided a whole range of fabulous treats for me over the years. I applaud your skills.)

But some evil people out there (such as this journalist for the Daily Mail) are labelling these generous individuals as 'office feeders'. Yes, apparently you should beware of the double-crossing, two-faced person sharing their delicious, melt in the mouth home-made cookies with you. No, they're not laced with poison but with a far more shocking intent. Apparently, it's an unstoppable desire to make us fat that drives them to the mixing bowl time after time. Forget friendly gestures, they're just trying to make us fail with our diets; it's their rather heavy handed way of making sure we are fatter than them. Pffff. Some people are so ungrateful. And too willing to blame their own lack of will power on someone else.

My view, let there be cake and lots of it. Work is stressful. On a bad day where everything is going wrong, where you've had your head down working and no time to even chat to the person next to you, the temptation of a cake can get you off your seat and catching up with a colleague quickly as you share a bite to eat. It can bring a smile to your face and camaraderie to the team. If you're on a diet, just have a small piece or don't bother. But if you do indulge, it seems unfair to blame the person providing the goodies for your lack of will power.

Anyway, rant over. Office bakers and treat buyers out there, please don't be discouraged by this horrible article. In my eyes you will always be the office lifesavers!

My guilt complex & speaking your mind at work

I have a guilt complex. It's a family trait. Something in my genes and I just can't fight it. It means I feel unnecessary guilty about things and say sorry far too often (frequently for no reason). So, now as I say sorry for not posting on here for so long (it's been over a month) and admit how guilty I feel for neglecting this blog, I know there's no need really for this meaningless confession. No-one's life has suffered because I failed to come on here to share my words of questionable wisdom about the world of work. But still I feel bad. So, sorry.

That now said, I feel I should qualify my absence with a reason (some would say an excuse). Well, I have been extremely busy. Yes, I know, the predictable response. But I really have. I've been writing internal comms announcements and award submissions for a corporate client, doing some PR and social media stuff for a charity and writing lots of articles (I can prove it - look at some of my published pieces).

Now I feel I can move on. Phew.

Yes, there is more to this post than my guilt trip. Today's debate is on whether you should challenge your superiors. Is it a sign of professional strength or an irritation that will secure you a position at the back of the promotion queue?

Based on my research for this feature for Edge Magazine, I would say when delivered wisely, a well backed up challenge is a good idea and a way to positively differentiate yourself from colleagues.  But it has to be done with confidence, conviction, tact and respect. And you have to be prepared to back down with dignity sometimes.

Here are a few tips I picked up:

Be confident in your expertise. Your boss promoted you because they believe you have a unique skill or capability. Your specialist knowledge is empowering and will enable you to make your voice heard and present a justified argument. 

Be subtle about it. Common courtesy and showing respect for seniority is crucial management behaviour. Never imply that you’re trying to influence a superior or manage their actions; they will immediately switch off.

Consider building a coalition. Sometimes it’s better not to act alone. Your voice on its own may not be heard but if you can gather an influential and united group of people to put forward a point of view it could be a more effective way to demonstrate your case.

Look for short term wins. Building the trust of senior colleagues takes time. If you’re struggling to get your voice heard, identify some short term wins and tackle those first. This is a way to demonstrate your capability and test your influencing style before taking on a more significant issue.

Find a mentor. Look out for people who are good at delivering challenges and ask them for their tricks. Most people are happy to share their skills if it’s something they’re good at.

So, off you go and bully your boss. Only kidding. I don't mean bully. I said that in jest. I probably should delete that comment; my guilt complex will go into overdrive if any of you take this literally and get the sack, find yourself at an employment tribunal for bullying behaviour, or in hospital when your boss lashes out at your below the belt challenge,  or maybe your family end up living on economy baked beans when you lose your job, ... I've got carried away so I'll stop there. Sorry.

My ode to the shift dress - the heroine of the summer work wardrobe

Today's Afternoon Debate has a fashion theme. I could label it as 'personal branding' to give it a more professional edge, but the truth is this post is a personal indulgence. It's all about shopping. Yes, today's dilemma is what do you wear to work now the weather is hotting up and a suit feels too stuffy?

In my new self-employed life, I primarily work from home. Most of my communication is via email or telephone. If I wanted to, I could do this wearing my PJs and slippers and just put on my most professional voice (I never do anything so slobby as this though, of course). I no longer have the need for an extensive work wardrobe. And I miss this. Although there is a certain pleasure in not having to worry about what I wear to work each day (no more ironing shirts for me!), it's also an aspect of office life I sometimes mourn. Which is why I'm writing a blog on the subject. It feels like a wonderful indulgence, a release of my shopping frustrations and an excuse to do some internet window shopping.

It's that time of year when clothes are on our mind. A few sunny days into the summer and you find yourself lusting after new lighter and brighter summer clothes.  It's wardrobe transition time (or an excuse to shop). But when it comes to work, how much can you change what you wear? How can you maintain professional and credible image when all I want to wear is floaty florals, loose linen and flip flops?

But fear not, I have one answer right here. I put forward the shift dress as the ultimate solution to the summer work wear conundrum. Still smart and tailored, giving a professional image whilst being a bit cooler and opening up a world of possibilities in terms of exciting colours and fabulous prints.

Office clothing is often far too dull; a depressing combination of black and grey with a flash of white here and there. Everyone blends into one. But if you do want to stand out from the crowd, don't be scared to introduce some bright colours into the mix - see this dress from French Connection (also great if you like to keep your upper arms covered) or this bright blue shift from Next.

Or you may prefer to make your summer fashion statement with a bold pattern - this gingham print dress from Oasis has a pretty summery feel and this Jaegar shift would take you seamlessly from a day at work to a glass of Pimms in the evening.

But my favourite of the season has to be this beautiful dress from Jesire. The vintage feel and summery, lemon shade has got work summer party written all over it!

Happy shopping!

Is it time to get back in touch with our feminine side?

The recession has changed our perspective. Planning for the long term has been overshadowed by the urgency of survival. The softly-softly approach to management that flourished during the blissful boom years, has been squashed under the pressure of the flailing economy. The workplace has become more brutal than ever. Yes, macho management is back. And we're all feeling the consequences.

In the absence of pay rises and generous bonuses, motivation is less about reward and more about fear. Yes, it's the stick that's been keeping us in the office late at night rather than a tasty carrot!

Although the recession has presented many new problems, apparently we’ve handled the management aspects of this by reverting back to a style of leadership that we hoped had been confined to the bad old days. 

Let’s look at a few facts:

• A recent research revealed 85 per cent of employees would rather seek help elsewhere than turn to their managers when they need guidance at work. This is down to three main factors; fear of looking incompetent, a reluctance to bother their busy boss and concerns that they will be unfairly judged based on their question.
• Workplace bullying is becoming more commonplace according to surveys, rising by a third in the last six months.
• British Gas workers voted in favour of strike action over claims of macho management at the company.

Macho management is supporting the rise of ‘corporate imprisonment’ – UK workers are more than ever feeling dispirited and trapped in unfulfilling positions that they would otherwise leave. And many companies fear mass staff walk-outs when confidence in the employment market returns.

So, I vote for the end of intimidation, authoritarianism and fear being used by leaders to hide their uncertainty about the current and future situation of their business. As we prepare for an upturn, is it time once again to embrace our softer side and bring a sense of compassion and humanity back into the workplace?

Go on, be a woman about it.

"Let's have a meeting"

“Let’s have a meeting.” You’ve said it, now you feel better. Go on, admit it, you feel relieved. You can relax knowing you’ve taken the bull by the horns and done something. Pat yourself on the back, a date is going in the diary – a tangible action. Or is it? Do meetings in reality just slow everything down, courting deliberation and procrastination that simply delays getting the job under discussion done.

Meetings have become an unavoidable part of our business culture. We insist on them to make any decision, to start any project, to keep in touch with our team, even just to get through the day. If you don’t have a diary full of meetings you feel like somehow that you’re failing in your job. Even though too many meetings ironically prevent many of us doing our job and getting home on time.

It’s estimated that in the UK 5 million meetings happen everyday. And 80% of that time is wasted. Making sure meetings are well-designed and really needed is one way we can all make better use of our working day. And I'd like to suggest that’s all about injecting some PACE (Preparation, Action, Creative Control and Engagement) into our meeting schedules.

Purpose 
Do you actually need that meeting you have just suggested? If a meeting is habitual or has no clear objectives it can be a waste of time. There is a danger that pointless meetings become talking shops that are self gratifying rather than productive. 
If the only purpose is just to share information, could this be done more efficiently via electronic channels?

Action
A well-designed meeting is crafted to drive action. Measurable outcomes and actions are an essential output of a well-designed meeting. The close of the meeting should not be the end, it should be the start of the next phase of progress. 
The end of the meeting isn't the end of the discussion; the meeting should inspire people to think, discuss further and most importantly act.

Creative Control

A good chairperson is key; to keep order, to keep the meeting moving, keep an eye on the timings and to make sure the points are covered. But just as important is the chair's ability to energise the attendees, keep them engaged and involved. And this means listening and responding, provoking discussion and ideas. A robotic chair, whose only aim is to get through the agenda can fail to achieve anything but good timing and stifle creativity. 


Engagement 
Thorough preparation, commitment and enthusiastic engagement are key to a successful meeting. When you spot someone around the table stifling a yawn, fighting to stop their heavy eyelids from closing or doodling aimlessly across the top of the agenda papers you know the meeting is destined to be a waste. So... 



• Everyone involved should have the information they need to contribute to the meeting in advance of the event. So a good, well thought out agenda (that they have opportunity to add to), an understanding of the expected outcomes and any background. 

 
• All attendees need to understand why they have been invited, what is expected from them and feel motivated to contribute. If a person hasn't got a direct role or anything specific to contribute, should they really be there? 

 

So, before you scurry off to your next pointless meeting, ask yourself does it need a bit of PACE?

My weekend on a film shoot. Inspiring stuff.

Whether it's the recession, reaching-30 crises or just the normal journey so many of us take through life, lots of people around me seem to be either resigned to being depressed by work or contemplating massive career changes at the moment. Job dissatisfaction has slipped into being an acceptable but glum reality. And so the career weary amongst us find ourselves spending most of our days plotting our escape from the daily grind.

But does it have to be doom and gloom? Does the very nature of careers being 'work' mean they are destined to be disillusioning? Do we all have the power to control our own careers?

Everyone has there own views on this but after this weekend I have restored faith in the existence of career satisfaction. It just sometimes means making brave choices and going the extra mile to make it happen. I spent this weekend with a group of people who all seemed to love their work. To the extent that they had given up their weekend to travel to Wales and provide their skills for free, helping a budding film director to make her first short drama. My husband was the lighting cameraman on the shoot and I decided to go along as his camera assistant (yes, carrying boxes, passing him things and generally being an extra pair of hands).

It was hard work - Saturday was a 7:30 start and the final shots were filmed after 20:30 and then back to work at 9:30 on Sunday. But it was also incredibly inspiring to see the young director making her vision a reality and the rest of the crew and actors enjoying being part of the production. It made me wonder how many of us would actually volunteer to give up our free time and work flat out over a weekend? And keep smiling and laughing throughout.

By the end of the weekend, I had picked up a few new skills (I was promoted to script supervisor as well as general dogs body), a greater appreciation for what my husband does and his fantastic talent, and a renewed vigour to continue pursuing my own career dreams. Yes, changing careers, chasing my dream to write and starting out on my own is a bumpy rollercoaster – it’s exciting, incredibly rewarding but also scary and unpredictable. But I’m just going to embrace it.

My new motto... "Feel the fear… and write on."



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What we can all learn from Mr Clegg

Last week’s televised political debate has caused quite a stir. But was Nick Clegg’s victory and the subsequent surge in support for the Liberal Democrats down to a carefully crafted personal brand as much as political substance? Maybe we should all follow his lead, making note of a few tricks from the Liberal leader to accelerate our own professional reputation and career success in a similar way.

Clegg’s demeanour, style and how he addressed questions from the audience and his opponents portrayed him as genuine and open – adorning him with the cherished personal qualities of charisma, trustworthiness and honesty. Whilst Gordon Brown and David Cameron’s performances highlighted less favourable characteristics and attributes. For example, Cameron reinforced his image of being posh and slick. Clegg and Cameron's privileged backgrounds share many similarities - wealthy families, a private school education followed by Oxbridge. Yet Clegg doesn’t carry the damaging posh tag that Cameron constantly has to fight.

Since the Leaders' Debate, the content of Clegg’s answers has been diligently dissected by the media and his political rivals. His responses around immigration have been portrayed as hollow and his opposition to the corrupt Westminster style of parliament accused of being hypocritical. Yet, support for Clegg and his party still rises. Speculation around the rising influence of the Liberal Democrats in Britain's political future, the probability of waking up to a hung parliament on 7th May and excitement at the prospect of having a Chancellor Cable dominate the polls and political commentary. Clegg's brand is proving resilient and victorious in the face of spin and criticism. He has reinvented himself as a rebel, someone new and refreshing, an outsider. He has crafted an personal image that in these dissatisfied times appeals to the masses. And this is proving more influential than the accuracy of his claims.

Branding is no longer the exclusive domain of consumer goods and politicians; our personal brand is something we all need to be alert to and aware of. Should we all be managing our own personal brands more carefully? From how we engage with colleagues to how we dress, in a competitive and uncertain job market is better personal brand management the secret to interview success, promotion and survival?

Image source: www.guardian.co.uk

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Anyone for lunch? Or are lunch breaks just for wimps?

Chances are you're reading this whilst hastily tucking into a sandwich at your desk. Lazy lunches where maybe a glass of wine is consumed and playful banter enjoyed are something of an urban myth. Has anyone enjoyed a guilt-free lunch out with friends recently? One where you are not anxiously looking at your watch every few minutes and wondering what your boss will make of your rebellious lunch time behaviour? Although many of us like to believe Sex and the City brunches are real rather than a figment of Candace Bushnell’s imagination, beneath the optimism we know too well that only the very brave, privileged minority have the time, freedom and confidence to indulge regularly in such frivolity. Should  Miranda, a high powered lawyer by trade, really be spending an hour or so out of the office debating the morality of her friends promiscuity or resolving their relationship woes?

In the real world, more and more of us are reluctant to leave our desks and actually take the rest break we are by law and company policy entitled to. Research shows that only 1 in 6 workers take regular lunch breaks. And the recession is making things worse; the pleasure of lunch breaks is tainted by our fears of being seen as a wimpy worker. Continuing job uncertainty is making us more anxious than ever to please our bosses, feeding a damaging culture of presenteeism in the workplace and compelling us to make our breaks even shorter. But despite good intentions, denying ourselves a proper lunch break, a walk in the park or a gossip over a coffee on a regular basis is neither in our personal interest or that of the business’ we are working for.

I present the following case for taking a well-earned lunch break:

Enhanced productivity. Having a break can actually boost your productivity by re-vitalizing tired thoughts, recharging your energy levels and inviting fresh insight that can make a scary to-do list seem suddenly more achievable.

Coping with stress. Taking a walk or having a grumble with friends over a coffee can release tension and help you manage a stressful day more effectively.

Building better working relationships. Lunch breaks can provide an opportunity to get to know your colleagues. Better social relationships lead to more effective working relationships, which will not only make your working life easier but also could add enjoyment to your job.

Improving your well-being. Going out to lunch doesn't only boost morale, it can also protect your health. Eating at your desk means our keyboards are home to a disgusting assortment of bacteria. The average work station is 400 times dirtier than a toilet – would you ever eat a sandwich off your toilet seat? In addition, uninterrupted computer screen use is jeopardizing our eyesight and hunching over a desk for hours on end is damaging our posture.

Are you convinced? Go on, pop out for lunch, you deserve it.

Bidding hysteria: 5 things that make you tear your hair out.

As part of my complete devotion to using social media as a route to unlimited professional prosperity (read: I'm trying justify my addiction by using it as a work tool rather than as simply a sophisticated time-wasting device), I've started taking part in a few of the discussions raised by various sales and marketing groups on LinkedIn.

The discussion that caught my eye today was entitled: What are the most common problems bid managers face? Here is my response with the top 5 things that came to mind when I saw this question...

Bids, pitches, tenders, proposals, beauty parades ... whatever you call them they can be stressful; causing you to tear your hair out at times. As a business development manager in the professional services industry, they were always the aspect of the job that kept me late in the office and most frequently dialling for a pizza to get me through the dark office hours. But bid writing also keeps your professional adrenalin pumping. They can be immensely rewarding projects to work on and once you understand the challenges it gets easier to anticipate problems and manage them. I would list my top 5 common problems as:

1. Engaging a bid team. Bid management can be lonely (and demoralising) if you try to take it all on yourself. Assembling a team, getting them excited about the potential of the work on offer and securing their commitment and contribution is an important factor in success. It also makes bids far more enjoyable to work on.

2. Keeping the momentum going. As the bid manager you are often the one who makes sure the key milestones are hit that will ensure delivery of the bid, on time and in a winning format. Keeping people interested and involved means you need to radiate energy and enthusiasm (which after a long day/evening editing technical text into readable copy can be a bit of a struggle).

3. Panic! As the deadline gets closer, people panic, the blood pressures of the interested partners rise furiously as they realise they haven't done as much as they should. And as bid manager you need to keep calm and positive and resist the urge to join the hysteria.

4. Making sense of contributed text. Sometimes it can be a few disjointed bullets and sometimes reams of complicated copy presented in the form of long sentences and jargon. Against the clock you can find yourself under pressure to convert this into sparkling, persuasive sales copy that won't send the reader into a deep, peaceful sleep.

5. Managing your time. Pulled in all directions and expected to perform miracles, a good bid manager needs to know what and when to delegate e.g. can a secretary help with the minor tweaks and amends while you focus on creating original content, can an enthusiastic junior fee earner help chase contributions etc?

And looking back over these now, I realise it is overcoming these challenges and managing them with a smile that makes a good bid manager. And also what makes their skills so in demand. Bid managers out there - Afternoon Debate salutes you!

I've taken a trip to the dark side ... and I may just stay here for a while!

Ok, the title and the Darth link are a little bit extreme; I haven't developed a penchant for heavy breathing, a powerful, bass-like voice or a habit for reckless over-usage of a light saber. Yes, you can breath a sigh of relief, the reference to my new position on the dark side is more of a metaphorical reference to my conversion to enthusiastically singing the praises of SEO (previously I whispered them out like a shy little chorister, now I'm belting them out Mariah Carey style).

However, my new dark side is just as geeky as an obsession with Star Wars. SEO has that reputation. But, and here's my first revelation, it's not rocket science. It's not a secret code or IT language that only the enlightened few can understand. It takes a bit of time and thinking but there's a lot of common sense involved. Most importantly it works.

As a writer and marketing professional I've known about SEO for a long time; I understood the theory, the reasoning and had written pieces of basic optimised copy here and there. But as someone who prides themselves on embracing new communications methods, marketing tools and best practice, this didn't feel enough. So, during a few quiet evenings in dull old January, I decided to get into the knitty gritty of SEO and optimise my own website - from key words/phrases, page title tags, meta tags and meta descriptions to internal hyperlinks and external links, I made my way through my site.

And it wasn't just good practical experience of SEO for me. My Google rankings have improved, traffic to my website has gone up (measured on Google Analytics) and I'm already receiving more work enquiries (that have good potential) directly through my website.

SEO is not a scary concept and it's not the dark art you might imagine. But it does involve a certain amount of copywriting skill. A pet hate of mine is websites that you can see have been SEO'd due to the clunky and clumsy inclusion of key words and phrases. When badly written, SEO can disrupt the flow of your text, put your readers off and give your website an amateurish feel.

There is no need to fear SEO but you do need to plan it, integrate it subtly and most importantly get the measurement tools in place so you can see the results of all of your hard work.

And in my crystal ball I see happy clients who love our services more than anything else in the whole wide world

I'm a bit of a sceptic when it comes to the mystical world of psychics - a load of old gobbledygook if you ask me. I believe (and this is my opinion only) that they simply help you to believe what you want to think of as the truth. And what's the point in that? It's not reality and it's not solving the problem.

And (yes, here comes the connection to marketing) many of us also rely too much on our psychic abilities when defining key marketing messages, strategies and value propositions. We form them based on what we think our clients should need, why we think they want to use us and what we believe they should value in our offer. But, it's time to resist the allure of the crystal ball and build your marketing from reality - from the people who you are selling to and who use your products/services.

Marketing should not be about guess work, it should be grounded in facts. Do you really know what your customers are thinking? Do you know what they need, what bothers them, what keeps them in the office late at night? Do you ever ask:

• What they think of your service - what impact it has had on their business? Anything tangible?
• Is there anything they would like to see more of for you? Anything they aren't happy with or you could do better? 
• How you differ from your competition and what makes them keep coming back to you?
• What challenges are they facing at the moment? How could you help?
• What are their objectives? Is there anything you could be doing to help them achieve them?
• What are their personal priorities - saving time, keeping the boss off there back, reducing their budget? How could you help them with these personal 'hot buttons'?

It may feel like a brave move but asking clients these type of questions can help you when you're creating your marketing messages and tools. It will provide you with robust knowledge that can help you create materials that speak directly and persuasively to the critical issues your existing and prospective customers are facing. By understanding value as your client's see it, you will be able to present a much more compelling case to prospective customers.

A new toast: Good riddance frivolity & a heart-warming welcome to savvy marketing

Let's embrace the madness and raise our teacups to marketing on a budget.

Do you remember the days when marketing budgets allowed for flamboyancy? When frivolous hospitality ruled and rounds of drinks consumed in the name of business development could be slyly signed off as a marketing expense. But it's frustration rather than a haze of nostalgic fondness I remember - cringing awkwardly as I watched marketing spend rise that was impossible to measure and flinching at the dubious disrespect for return on investment.

Well, those days are over. Phew. Being more creative with a limited budget could actually be a good thing for the role and credibility of marketing in your organisation. It's an opportunity to strip out the habitual activities that deliver little more than a few tipsy smiles and focus instead on finding new ways to build lasting relationships that will ultimately lead to increased revenues and profit.

Here are a few ideas:

1. Proactively manage your referral network.
An enthusiastic endorsement from a third party is an influential and cost-effective marketing tool. So often people say - "most of my work comes from referrals" - yet do you ever actually ask for referrals? Why not? Could you be collaborating closer with intermediaries to unlock more potential from word of mouth? Is there an opportunity for them to facilitate introductions to their client base for you? Referrals are based on your reputation and trust between the two parties; so why not treat these relationships with the same care and attention you treat your clients?

2. Seek opportunities to collaborate (but be selective).
Creating strategic alliances with compatible partners not only offers an opportunity to share marketing costs and effort but can also bolster your brand and profile. Could you piggy back the marketing activities of a bigger brand that would enhance your credibility and reputation? Do you have a niche expertise or offer that a bigger brand would be interested in? Could you win more work or deliver it more profitably by developing a more joined up approach with a niche supplier? What can you do together to craft an irresistible proposition to a new client? After all in these tough times, half of the work is better than none at all. For shared marketing efforts to work both parties have to benefit, so think what you can bring to the collaboration and what you would like in return.

3. Write articles, speak at events, get your PR up to scratch.
Advertising and sponsorship is a luxury for most firms at the moment. But instead of shrinking into the background, use your expertise to propel you into the spotlight. Yes, it takes more effort, but good quality editorial coverage and speaking slots at key industry events are a far more credible and focused way to communicate your capability and raise your profile within your target market.

Writing persuasive proposals

A bid document is not a technical specification, a price quote or an overview of your company, it's a sales document that should move an opportunity through towards the winning of work.

The decision-makers evaluating the bid will be asking:

• Am I getting what I need? 
• Can they really do it? 
• Does the pricing represent good value? 

The document needs to persuade the decision-makers to respond with a confident 'yes' to all of these questions. 

Your document needs to be structured to persuade the reader and obtain their preference. As a general rule the document content should follow this basic sequence (NOSE).

1. Needs - demonstrate your understanding of the client, their business, their objectives and their requirement.

• Decisions are not always as logical, rational and detailed as we would like to think; they are often quick and based on first impressions. Therefore, what you say first in a bid, the reader will assume reflects are your primary interests and values i.e. you should start with them (the client) and not yourself.

2. Outcomes - identify outcomes and results from meeting their needs.

• These outcomes should be meaningful and valuable to the client. 
• Show a positive business impact of these outcomes e.g. impact on operational efficiency, revenue generation etc. 

3. Solution - Recommend a specific solution.

• Show that you have thought about the requirement and what it means to them and offer something beyond a generic service description. 

4. Evidence - Build credibility by providing examples of where you have done this before.

More bidding - devising a winning strategy

Following a successful pre-qualification stage of a tender, or in some cases as a first stage, you may be asked to provide a detailed proposal document.

When poorly prepared, these bid documents can become simply a generic collection of facts and figures about your firm. While this may be sufficient to win smaller tenders, in more competitive situations you may need to produce a more tailored proposal and take a more client centric approach; showing your understanding of the client and demonstrating your ability to provide value and benefit. 

Success at this stage is to a large extent dependent on your capability and efficiency in communicating your knowledge and offer. Operating in a competitive market means many firms are offering relatively similar services. To win, your proposal needs to clearly and persuasively present a positive business impact to the client. If the client does not perceive superior value from your offer, they will be more likely to choose based on price. 

Creating a bid strategy 
1. Setting up the team: The bid team should include the people best qualified to meet the needs of the bid (and the client). Identify a lead partner, who will be the main point of contact for the client and organise a timeplan for the bid (allocate time for future team meetings, deadlines etc). 

2. Researching the bid: Your understanding of the client's needs and their business should be demonstrated throughout the bid document. What work (if any) are you doing with them already? Who are the key decision-makers? Does anyone in the firm have a relationship with key decision-makers?

Consider contacting the client; would it be possible to arrange a pre-bid meeting with them to discuss requirement/background/criteria of assessment? Not only could it uncover vital information but it will also demonstrate your enthusiasm to the client.

Who are you competing with? Establish customer perceptions of competition/ relative positions of competing firms to inform your response.

3. Devising a strategy: To create client preference, the client must recognise the unique benefits and value of your proposal. You should aim to sell the client solutions rather than selling a range of generic services.

Analyse the requirement, distinguishing between: 

• Core requirement - the basic service the client is seeking. 

• Expected extras - what the client expects. 

• Added potential - where you can add real value to the client. 

Then, when you have done this, you should be in a position to devise your value proposition (what makes your proposal distinctive and attractive to the client). 

To bid or not to bid … that is the question

Deciding to bid can be a huge investment of time and resource - you need to make sure you are investing wisely. Your win rate could also be greatly improved by identifying and eliminating bidding opportunities that you have little chance or interest in winning.

Key questions

Do we want to win the work? Can we win the work?

Acting quickly 

The key to making the bidding decision is to make it quickly. Timescales for submitting bids are often short and the quality of your submission (and hence the chances of you winning) can be reduced by delaying and producing a bid at short notice.


Making the decision 
Consider:

Capability: Your ability to demonstrate that you can perform the work better than your competitors.

Probability of winning: Based on existing relationships, the competition, the client's motives behind the tender and your ability to put together a document in the time available.

Strategic fit: How well the opportunity fits with our objectives and interests as a firm.

Feasibility: How well you can respond to the requirement based on the client's criteria.

Risk: Would this work expose your firm to any risks (that you are not happy can be effectively managed)

Opportunity cost: What (if any) would be the impact of declining the opportunity to tender.

It's time to detox: flush out your bad bidding habits

Bids, pitches, proposals, tenders, beauty parades … whatever you call them, they can dominate the working lives of business development teams. And most of us have a love-hate relationship with them. Whilst winning is incredibly rewarding, bids are also the aspect of the job most likely to involve late-night pizzas in the office and tear your hair out frustration as the deadline gets closer.

To be competitive in a challenging market place and continue to win more work, firms need to be bidding selectively, effectively and efficiently at all stages (from pre-qualification questionnaires, through to more detailed documents and presentations.) I know, easier said than done. Everyone is under pressure to win more work and procurement teams seem to be on a mission to make this as difficult and time-consuming as possible. Which is why it is so important that your bid process (the way you identify and manage tender opportunities) delivers winning results.

And this means recognising and addressing bad bidding habits. I have listed a few of the big ones below - some may seem familiar!

Panic! - bidding sporadically and hastily for everything rather than focusing your time, energy and money on winning the best opportunities.

Cloning - cutting and pasting from old documents (come on some originality and thought please!)

Convenience over quality - moulding old documents/information to fit new requirements. Is that really going to persuade a client you are the firm with their best interests at heart?

The "thud factor" - the more is better approach. How would you feel about reading the bids you produce. Inspired? Or bored?

Poor document structure - savvy bidders will be thinking about how to craft a persuasive document that will keep their readers hooked.

Self-centric corporate blurb - you know the 'we-are-great-me-me-me' blurb you roll out in every pitch document. Too many bids read like corporate brochures. What the client is interested in is themselves and how you can specifically help them to save money, resolve a problem, make them more profitable etc.

Have you got a reputation?

More to the point, is it the reputation you want? No. Oh dear. You shrug, sit back and do nothing, tightly crossing your fingers, saying a little prayer and hoping for a miracle. Unfortunately miracles don’t happen while you wait. 

What you can do is start working more proactively to manage and shape your reputation through your communications internal and with the outside world.

It’s easy for businesses to get pigeon-holed based on their origins and history. But where you’ve come from and what you did to get there, are often very different from where you want to be and what you want to do in the future. Times change, ambitions grow. And to achieve these goals you sometimes need to leave an old reputation behind and build a new one.

So, is it time to ask?

• What is your reputation?
• What are you known for doing?
• What do you want to be known for?
• What does your PR and marketing currently say about you?
• What are others saying about you?

When you understand this you can proactively start to shape your business personality and build a reputation that fits your future.

Make every word count

In the hectic urgency of creating a brochure, website or flyer, it’s tempting to spend all of your creative time on the design. The task of writing good quality, persuasive copy often gets overlooked, which means a mad panic, rising stress levels and rushed wording.

“An attractive design, an eye-catching image, an amusing graphic; the aesthetics of your marketing materials are what first grab a potential new customer’s attention,” Laura Jane Johnson, a freelance journalist and copywriter admits. “But dull, sloppy or clumsy content will soon turn them away. Design is important, but it needs to be supported by compelling content if you want a reader to actually be convinced to take action and make the move to get in touch with you.”

Copywriting is something many of us try our best to avoid. With so many other things to do in a working day, it’s easy to relegate writing the content for a new web page or newsletter to the bottom of a long to do list. But it’s getting harder to escape. The rise of social media, blogging and various other online communications has made copywriting more important than ever. Search engine optimisation (SEO), rankings, Tweets and all those other baffling terms are becoming impossible to escape. And the secret to all of this is a professional understanding of how to apply writing techniques that enhance your visibility in a crowded virtual world.

“It’s an exciting time; especially for writers, whose skills are increasingly in demand,” Laura says. “Social media and online communications when used cleverly are extremely powerful marketing tools. They offer the interactive elements that many people now expect, an effective way to improve Google rankings and increase the number of visitors to your website.”

They’re also cost-effective methods of marketing, something that is welcomed by many businesses struggling to build their market profile on a minimal budget.

As the economy is slowly struggling out of recession, more businesses are daring again to consider growth and the future. As we get less prudent, marketing will once again find itself nearer the top of the agenda. But for a small business, without the luxury of a marketing department, this can present challenges in terms of the availability of the time and skills to deliver projects.

“When it comes to developing a website, brochure, flyer or newsletter, most businesses wouldn’t think twice about employing a graphic designer,” Laura says. “But many cut corners when it comes to developing the content; they take a DIY approach rather than employing the professional skills of a copywriter.”

As a result, many businesses are not creating that great first impression they’d hoped for and are missing an opportunity to communicate their skills, messages and key differentiators loud and clear to new customers. Laura warns:

“Just crossing your fingers and hoping an eye-catching design will distract readers from the content is not enough. The world is not quite as shallow as you may think – most people can see beyond a pretty exterior!”

Laura Jane Johnson works with publications and businesses to create commercial copy and editorial that captures the interest and imaginations of their target audience. For more information on Laura and to get in touch visit www.laurajanewrites.co.uk.

You got it! You got the meeting

You are triumphant. After some savvy networking and diligent keeping in touch, you have been invited in; you have your first sales meeting in the diary with a new customer. Yipee. But restrain yourself from punching the air and breaking into your favourite celebratory jig just yet. Firstly, because, well, we don’t want you to embarrass yourself by revealing your David Brent tendancies.  And secondly, because there is lots to do before the meeting. It’s not just a case of turning up at the right time and rambling on about how great your organisation is.

To help you along here are a few reminders:

1. Do your research. Find out as much as you can about your prospective customer – get their accounts, scan the press, research your contact, does anyone else at your organisation have any information that could help you? Think about their issues, their problems and how you can help them. Then prepare some good open questions.
2. Set your objective. What information do you want to have by the end of the meeting? What outcome are you aiming for? And then think about open questions that can help you achieve this.
3. Consider preparing an agenda and sending it in advance for their feedback and additions. It gives the meeting an objective and ensures both parties are clear about their intent.
4. Prepare your introduction; it will give you confidence. In your introduction focus on the value you can bring to the person you are talking to rather than simply your job title.
5. What messages do you want to get across? Remember to focus on benefits rather than features – don’t just run them through your product list, think about what value you can specifically offer their business. 

And finally, if you really need to do that air punch and jig thing, maybe head to the toilet and get it out of your system in privacy!

Feel the fear ... and network on

Take a few deep breaths. Give yourself a quick, silent, confidence-boosting pep talk. You can do it. Rehearse your introduction line and pray nerves don't induce any embarrassing stuttering and stumbling. Double-check your pocket for business cards. Readjust and straighten your name badge one final time, hoping it’s in an appropriate and visible position. And go.

Walking into a room of strangers, armed with nothing more than a wodge of business cards and a name badge for comfort is daunting, but business networking has become an unavoidable recession reality for many people. In the world of competitive job-hunting and promotion-seeking, the old rule applies more than ever; it's often not just what you know but who you know. So, instead of looking on enviously at a colleague who always seems to know all the right people, it’s time to start investing time in building your own personal network. A well-stocked network could provide a vital lifeline in the event of redundancy and will help bring in the new business opportunities you’re feeling under pressure to deliver.

A few confidence tips for the nervous networker

• Arrive early - it's harder to enter a crowded room where everyone is already settled in conversations.
• Smile.
• Prepare open questions in advance to avoid awkward pauses and to generate conversation. 
• Be interested. Listen to answers to your questions. Nerves can cause you to focus completely on what you're going to say next rather than pick up on hooks to build interesting conversations.
• Set targets. How many people would you like to meet? Don't get too comfortable with one person, keep moving and keep to your objectives. Having a structure gives you a mission rather than floundering aimlessly (or hiding in a corner, then sloping off early).

And when the event is over don't just breath a sigh of relief and pat yourself on the back,  go over the business cards you've commected and plan your follow up actions to ensure you get the most from your networking effort.

Go on, show them you care

Selling professional services has distinct challenges.  Knowledge is undoubtedly a hard thing to sell.  Buying decisions in this sector are based on building trust, demonstrating understanding and personal chemistry.  So, a successful sale is unlikely to be achieved through a cheap and cheerful generic email shot or price driven special offers.  It’s all about relationships.  And with all firms raising their game, it’s harder than ever to compete and differentiate your offer.

But let’s not get too preoccupied with the challenges.  Self-absorbed analysis of the difficulties and procrastination are not remedies.  It’s a proactive approach and positive solutions that will drive successful sales activity.  Although it’s easy to be reactive and take the “they’ll call me if they need me” approach, in a competitive market place you can’t rely on this to deliver.  Focus needs to shift to getting out there, understanding the issues your clients face and proactively providing them with solutions – good reasons to buy your services. 

It’s more important than ever to keep contact going with your clients – existing and potential.  If you’re not talking to your contacts regularly, there’s a good chance one of your competitors is.  Many businesses are facing tough times.  It’s a slight cliché but people buy people.  We prefer to work with people we like and who care about what we are trying to achieve.  So, why not call a contact and ask how things are going? Offer congratulations or a sympathetic ear depending on the tone of their news; people will remember who supported them through the bad times as well as the good. 

And don't make the contact a one-off. Keep it regular, keep it relevant and keep it coming!

  

My article in this month's Professional Marketing Forum magazine

Take a few deep breaths. Give yourself a quick silent, confidence-boosting pep talk. You can do it. Rehearse your introduction line. Be prepared to say no, fight your corner and be impervious to the incredulous stares you are likely to get when you present the facts. It’s time to go. It’s time to talk marketing plans and budgets with your partners.

As we trudge into the final quarter of a particularly difficult year, the time has come to contemplate a new future. Like every other year, your managing partners will be encouraging you to set up marketing planning meetings with your department heads and sector leaders. The format and conclusions of these meetings are predictable. You uncomfortably wince at overspend caused by unplanned, expensive partner pet projects (of dubious value). Everyone at the meeting makes solemn commitments to be more rigorous, more robust and more measured in the year ahead. Then drained of all inspiration due to the depressing reality that budgets are going to be slaughtered once again, you resign yourself to do the same as last year but more economically: a few seminars, minimal advertising, refreshed brochures and an entertainment box at the firm’s favourite sporting event. Long disillusioned sighs are audible across the professional services marketing world.

But it doesn’t have to be this way. 2009 has been a landmark year; the most difficult of decades and not one we are easily going to forget. Is now the time to break the cycle and inject some originality into our marketing plans? Redundancies, recessionary caution and spending cuts have changed the face of business. An adapt or die mentality has got the survivors this far and the same commitment will accelerate prosperity in the recovery era.

During the boom times marketing became an ego-driven pursuit of supremacy; shouting about successes and demonstrating superiority over competitors with over the top hospitality. For marketing, some of our biggest decisions involved pondering whether to choose pricey champagne or whether a good cava would be acceptable. But gone are the days of endless rounds of drinks frivolously consumed in the name of business development, extravagant hospitality packages for events favoured by partners (rather than their clients) and expensive gimmicky campaigns (that were forgotten far quicker than hoped). Tried and tested formulae of previous years suddenly seem insensitively outlandish, a little crass, unjustifiable and far too predictable. With our comfort blanket whipped from under our noses, things could now get interesting.

The case for originality is clear. The delivery will be more challenging. Originality is not about eye-catching gimmicks; it’s about getting the basics right and delivering carefully crafted messages that will attract and engage clients and targets.

What do your clients really want?

Imagine the scenario: you’re in a marketing planning meeting when an enthusiastic partner buoyantly jumps into the conversation. “Why don’t we do something different this year?” Great, a breakthrough. “How about we abandon a few of our regular seminars and hold a cocktail party instead; get a high profile speaker and show everyone just how strong and resilient we are by making a bit of a splash?” Oh. Your heart drops. Not exactly the inspired idea you’d hope for. Instead you face a bitter battle to prove that a cocktail party is probably not the best option.

Our clients’ needs can be overlooked when developing new marketing ideas. We are often too focused on delivering projects based purely on what one partner thinks their firm should do to make them look bigger and better than their competitors. Instead the focus should be on delivering relevant, timely and insightful information that facilitates new enduring relationships with clients and prospects. Let’s take an example:

Through client service reviews you’ve learnt that a number of your clients, forced to cut their teams due to redundancies, are now under-resourced. Your contacts are struggling to juggle their workload and have limited time to coach the junior members of their team that they desperately need to rely on. Providing a helping hand would definitely win you favour. A chat over a glass of wine at a lavish drinks reception will only offer a short-term distraction from the problem, a whole day out at the races could actually make it worse and a secondment may seem politically inappropriate and costly. But if it’s a common trend amongst your clients maybe you could develop a mentoring offering, where fee-earners are trained as mentors and made available to help your clients develop their junior talent. For your stressed-out clients, this could relieve pressure on their time and present a compelling incentive to appoint you on bigger projects in the future.

Embracing change

Keeping up with change can be a challenge, particularly in the unsettling times we are experiencing. What may have worked six months ago could prove to have no relevance today. And who knows where we will be in the next six months.

As new communications channels have emerged, they have revolutionalised how we receive information, how we find it and how we interact. Traditional communications tools such brochures, press releases and seminars suddenly seem mundane, static and slow. Empowered by the internet, the rise of social media and our unnatural attachment to Blackberrys, everyone has the ability to get to the most current information quickly, when they need it, without even leaving their desk. We no longer rely on printed newspapers and trade publications for our news feed – more up-to-date information is always only a few mouse clicks away.

The internet has enabled the democratisation of information. As soon as anyone hears rumblings of a change in legislation or a rumour in the market, they have the power and the technology to find out more instantly, respond with their own views on comment boards and spread the news further. There are dangers associated with this, but also the opportunity to spread your news and opinion far quicker than via a press release, raising your profile and reaching whole new markets with minimal cost and effort.

Instead of focusing solely on traditional print media, savvy marketers will explore new ways to leverage the profile-boosting power of electronic word of mouth. So, look for new media outlets to channel your messages. Consider hosting a webinar (that clients can log into real time or at their convenience) instead of resorting to a static, traditional seminar. Maybe even post it on your own YouTube channel. Use social media (blogging, Twitter, LinkedIn etc) to boost the number of touch points you make with your clients, targets and other connections. Make bold, pithy, informed tweets and status updates an engaging way to attract your target audience’s attention, encourage interaction, drive traffic to your website and improve your search engine rankings. As new ways to communicate open up, work alongside the new emerging media and become a trusted source of reliable and timely information for your clients.

No firm is an island

Your firm doesn’t exist in isolation; it’s not untouchable, it’s not self-preserving, it relies on others to grow. Which is why strategic marketing alliances could be an interesting twist on the typically lone stance most professional services firms take to marketing.

Collaborating with competitors may seem a controversial step too far – although a lively, debate between a panel comprising representatives from competing firms would undoubtedly attract an audience of prospective clients eager to witness sparks fly. But alliances with clients or members of your referral network offer a safer place to start. Maybe hosting joint events (and sharing costs) with an intermediary you would like to develop closer ties with, making a client panel a focal point of an event, piggy backing a bigger brand to attract a wider audience, sharing targets with a multiplier with complimentary interests, arranging joint sales missions or seeking public speaking opportunities at esteemed industry events. Applied with thought, collaborations are a cost-effective and powerful way to boost your credibility and demonstrate thought leadership, without overtly selling.

Appeal to your clients’ emotions

We’ve all heard it before - people buy people and sales decisions are driven firstly by emotions and then the rational appraisal of capability. This is nothing new. But still so many marketing campaigns are stiff, formal and bland.

If you remove your logo what distinguishes your materials from that of your competitors? Often very little. In the days where print and post were the main medium of business communication this could be excused. However, with diverse multimedia platforms now at our disposal, the opportunity to inject our firm’s distinct personality into marketing is only limited by our willingness to experiment.

Most firms now have websites. But they are often little more than online corporate brochures. There is nothing wrong with this - it’s a good base - but there is potential to do more by using carefully applied audio, video, animation, blogs and comment boards to bring your brand to life. Your marketing should give prospective clients an insight into your people and style of working. Webinars, podcasts, Twitter feeds and video client testimonials are all ways to add colour, interest and personality to your communications. Used effectively, strategically and consistently, they can help initiate relationship building and ignite the preference of a prospect before you’ve even spoken in person.

Attracting new business and maintaining a favourable public profile is a top priority for professional services firms at the moment. Even those who were previously cynical about the value of marketing, have been infected with a sudden sense of urgency to present a competitive and compelling public profile. Maybe it’s time to capitalize on this willingness and push the boundaries.

So, back to those planning meetings. Is it time to shake things up? Yes. So, take a few deep breaths. Give yourself a quick silent, confidence-boosting pep talk. You can do it.