By: Kathy Kent Toney, CEO & Founder of Kent Business Solutions

How many of you are trying to determine your next best steps during these ongoing, uncertain times?

You’re not alone! With so many unknowns plaguing business owners and leaders these days, it can be challenging to know how to best position businesses for success—to thrive, not just survive.

That’s why I interviewed Dawn Zerbs of Dawn Celeste. Her focus is on Executive and Leadership Team Coaching. I wanted to get some ideas from her on how we can best navigate the days ahead. And she's well qualified to speak on this subject! Her background includes a broad range of functions, including General Business and Leadership, Change Management, Communications, Strategy, Operations, Technology Implementations, Marketing, and Business Development.
 
Here are three areas or “buckets” she suggests business leaders focus on. If you’re leading a business or team, check out these three tips:
 
1. Determine What Your Customers Need

If your business has suffered from post-pandemic fall-out, the best thing to do is listen, ask and anticipate what your customers need during this time. They likely have needs that are entirely outside of your business. That's okay. Don't bother them, but also don't underestimate the power of being there and listening. Who knows, you may find that you know someone else that can meet their needs!
 
2. Focus on Your Core Competencies

Ask yourself how you might pivot your core skills to meet a current need. Many manufacturers and other businesses are pivoting to meet immediate needs as well. Get creative!
 
3. Think About Your Team

How you approach this depends on what you learn from your customers and a review of your competencies. If you can't pivot, think about how you can continue to help your people.
 
Some Bonus Tips
 
Take the Long View

This interim may be difficult, but think about what your business will look like after the end of the current challenge, e.g., do we start another business, pivot, etc. It's important not to make decisions while in panic mode.
 
Give Others and Yourself Grace

Dawn suggests that we all would do well to take it easy on others and ourselves as we navigate these challenging times. We are all dealing with situations we’ve never faced before! In the meantime, if we can make a daily decision to give ourselves and others grace, this will help us to keep pushing forward to figure things out. This will lessen stress and free up creative juices to find solutions to our challenges.

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Speaking of challenging times, could you use an outside perspective on improving your business? Then I can help! I’d love to be a sounding board or help brainstorm some solutions to your challenges.

If that would work, click the button below to schedule a time to chat!

By: Guest Blogger Gordon Tredgold, CEO & Managing Consultant at Leadership Principles LLC

I always thought I knew what accountability was and what it meant to be accountable. To me, to be accountable was to take responsibility for the situation, to be committed to the outcome and to take ownership result. I always had a strong sense of self and looked to take personal accountability for the situations I found myself in or the results achieved. I never looked to blame anyone else or tried to find excuses for poor performance.

I loved the quote by Rudyard Kipling. We have forty million reasons for failure, but not a single excuse.

No Excuses

To me, that epitomized accountability.

But all that changed when I was made captain of my House Swimming Team at school. My House team had an excellent record. We competed against three other Houses and in my time at the school, we had always been the best.

I took my role as captain very seriously, ensuring that we had good candidates for each event and were well represented. One of the reasons we had a great team is that one of our swimmers swam for the county. He was head and shoulders above the others, and he would swim in and win at least five events.

On the day of the swimming event, sadly, he called in sick. It was a bit of a blow because now I had to find adequate replacements for all the events he would swim in, which would seriously jeopardize our chances of winning.

About an hour before the event started, Miss Etherington, our Head of House, called me to her office to update her on the team. She knew that our best swimmer was out and wanted to know how I was handling it.

I told her that I had managed to find a replacement for four of the five races Paul would be swimming in, but it was impossible to find someone for the individual medley.

She looked at me and said, “as captain of the team, I am sure you know what you have to do.”

I said, "Not really because we need someone who can swim butterfly, backstroke, breaststroke, and front crawl, and we don't have anyone that can swim all those four."

She looked at me again, smiled, and said, "as Captain of the team, I am sure you know what you have to do." I looked at her and said, "but I have never swum a length of butterfly or backstroke in my life, so I am not sure if I could do it."

She just smiled again and said, "as captain of the team, I am sure you know what you have to do."

The Buck Stops Here

The individual medley was the last event, and as I stood on the starting blocks waiting for the start, I had no idea what I was going to do.

I knew both strokes. I had seen them, and I had even tried them. But I had never successfully swum either for more than 5 meters, and here I was getting ready to start with 25m of Butterfly followed by 25m of Backstroke.

As the starter said, "on your marks, get set and go," I could feel the panic rise, but I just dived in, arms wheeling in what I hoped was a Butterfly motion. I somehow managed to complete the first 25m, but I was knackered. A combination of nerves and poor style meant I was a good 10 meters down on the leader. I had no energy left to try and make up the lost ground and barely enough left to complete the remaining three strokes.

I found the backstroke easier than the butterfly, but I still lost another 10-15 meters to the leader. By the time I was onto the breaststroke, I was a good length behind and effectively out of the race and knew I would finish dead last.

So I slowed down and just focused on finishing because I would still get points for the team if I kept going.

When I got out of the pool, Miss Etherington came up to me and said, "Congratulations."

I said, "Congratulations, but I finished dead last."

She said, "Yes, I know, but given that only two teams put swimmers in for the event, your second place gives us the points we needed to win the trophy. If you hadn't swum, we would have finished second. So, congratulations."

She smiled and said, "I knew I could rely on you to do the right thing, to find a solution, to be accountable and step up and do it yourself if you couldn't find anyone else."

Swimming Lesson

This experience was probably the biggest lesson I learned in school, and it helped me redefine my definition of accountability, especially in terms of being a leader.

The buck stops with us; we should never ask someone to do something we are not prepared to do, and if there is no one else, then it’s up to us.

There may be forty million reasons, but there are no excuses.

By: Kathy Kent Toney, CEO & Founder of Kent Business Solutions

Many people are reeling with all the crazy things going on in the world and our business lives. It's not surprising many people are struggling with indecisiveness.
 
So how do you rise above these challenges to become more decisive?
 
Here are four tips:
 
1. Delegate
 
Do a scan of all your responsibilities and determine what you can delegate to others. And if you're finding it hard to let go of some hands-on responsibilities, that may be part of the issue. Ask yourself:
 
Why am I reluctant to let go of _______?
 
More often than not, understanding and dealing with why you're reluctant to delegate makes it easier to start offloading responsibilities. 
 
2. Develop and Use a Standardized Process for Making Tough Decisions
 
It's helpful to build a process that considers all variables. Here's an example:
 
When your team members come up with new ideas to implement, have them fill out a standardized form that includes:

• Background info on the idea
• Rationale
• Resources needed
• Projected financial impact

 
That way, your analysis will be minimal, a simple "yes" or "no."
 
One of my clients followed this approach, and it made the approval process much more streamlined. As a result, more ideas became a reality, which benefited the company.
 
3. Construct Your Process to Prevent Repetitive Decision Making
 
When you create your standardized process, make sure it prevents the tendency to make the same types of decisions repeatedly. 
 
Here's a real-life example:
 
I teamed with a brand-new Business Development organization to develop a sales process. Sales employees were making decisions based on "gut-level instinct," while they ignored significant opportunities. Pursuit decisions were one-offs, causing repeated conversations with the Director for approvals, even for low-dollar volume opportunities.
 
The team and I got to work. We created a robust process that allowed for some opportunities to fly under the radar with little oversight, while others required higher-level approvals and more monitoring. For example, a $100M opportunity would need approvals by a VP, while a 1st level manager could approve a $500K opportunity.
 
The results were outstanding! Over a period of nine years, the process resulted in an increase in sales from $85M to +$300M.
 
Another thing you can do to elevate your business processes to the next level is to automate them. Doing so can take even more manual decisions and activities out of the equation. A tool like the Accelerate Platform is an excellent example of this.
 
4. Take Good Care of Yourself
 
Taking care of ourselves is an area where many of us struggle. But what if we made this a priority? It's a known fact that taking better care of ourselves contributes to better decision-making. If we would do this regularly, could you imagine the positive impacts of all the decisions we'd make? That's a great foundation upon which to build a business!
 
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If you'd like to make that foundation even stronger by improving your processes, I can help with that!
 
Click the button below to schedule a virtual coffee. I’d love to learn more about your organization and explore potential ways to take it to the next level!

By: Guest Blogger Henning Schwinum, Co-Founder & Managing Partner of Vendux

In a recent conversation with a Sales Leader, she shared her frustration about a new executive team member who was using executive team meetings to question many of the established practices. For example:
 
“Why do we have this step in our sales process? It does not advance the sale and is wasting our reps' time."
 
Her go-to response was to dive deep into the history, explain how the process was built, and why this step had to be part of it. In short, she was becoming defensive. And increasingly so with every question raised.
 

I have been there. I have owned processes that I helped to build in a business that I considered mine since I had been there from the very beginning. It is really hard to shed those blinders labeled "experience" and be open to a suggestion from a newcomer, aka an outsider.
 
Jory MacKay describes this well: “The hardest thing about all of this is that it’s almost nearly impossible to see. We create our worldview through our past experiences and hardwire our brains to assume that future events will mirror the past. In this way, our experiences can easily become blinders, blocking us from seeing the endless (and often better) options just out of sight.”
 
Pride and ego do not help, either. The pride of having built something, of having seen it perform well, of having solved a real problem and contributed to the growth of the business. All of this stands in the way of innovation. It is easy to say, “what worked well yesterday does not automatically work well today.” But it is really hard to put it to work.
 
The recommendation I gave to the Sales Leader was to simply respond by saying:
 
“Thank you. Let me think about this and get back to you.”
 
This is not a deflection, and I encouraged her to definitely get back to the executive within a day or two. However, it avoids becoming defensive and allows for reflection. And whether the response includes a change to the sales process or not, it allows the Sales Leader to own the change. It allows her to report back on the review and the possible changes, why the action was taken, and how it bettered the business.
 
Instead of appearing defensive and change-resistant, she now is the hero.
 
In their new book, the Friedman's call to action is this: “Identify a cause that you are passionate about, accept responsibility for it, surrender, and then step up to get involved.”
 
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If you’re wanting to get involved in your business to help improve it, but you or your leadership may not know where to start, that’s where I can help!
 
Our FIRM Fitness Assessment, a 100% virtual tool, gauges your organization's fitness and then pinpoints precisely where to start to make improvements.

Interested? Then take my FREE business assessment! It will give you a high-level feel for what the assessment covers, yet it can give you actionable intelligence to get started on making your business better.

Click the button below to get started!
 
__________________
Jory MacKay - Your Past Experiences Are Blinding You
Sylvia Yu Friedman & Matthew - Be the Hero: Be the Change

By: Kathy Kent Toney, CEO & Founder of Kent Business Solutions

There’s one complaint I hear the most frequently in my role as a consultant is this:

Consultants are too expensive, and their engagements don’t often empower the businesses with self-sufficiency for when they leave the engagement.

No wonder businesses hesitate to hire consultants!

Consultants love a steady stream of income. But when they do this at the expense of businesses by keeping their fingers in the proverbial pie, that's not a good thing.

I’m illustrating this point because it details a need most customers and clients crave--empowerment to solve their issues and chart their journeys. They don’t want to keep hiring consultants to solve their challenges. In the end, if consultants or any business can build in self-sufficiency as a part of their products and services, they'll deliver incredible customer value!

Here are two examples of how I do this with my clients. The first one involved developing a Scrum process for a local manufacturer. The second involved creating a Voice of the Customer process for another local manufacturer. In both instances, I ensured they had all the necessary tools, procedures, and an action item list that contained all outstanding items requiring attention upon my exit.

Both projects were a resounding success, and neither client needed to call me back to help solve any challenges related to their particular projects. One CEO said he would hire me again because I empowered them to chart their destinies, which differentiated me from other consultants he had worked with in the past.
 
I’m giving you these examples because two principles apply, even if you’re not a consulting company. Here are two things you can do to build in self-sufficiency with your customers:

Ensure Everything They Need to be Successful—

During Their Buyer Journey

Your buyer journey should be a seamless experience for your customers or clients. Automated tools can ensure customer interactions happen when needed, and the right system can deliver information at the right time to the right people. Anything you can do to make this a pleasant experience for them is certainly beneficial.

After the Engagement is Over

Ensure your how-to guides or any other information they need to succeed are thorough and easy to understand. If that doesn't happen, your customer service agents could be bombarded with calls, and your customers might get frustrated in the process.
 
In the end, the whole idea is to empower your customers or clients throughout the process. When businesses can do this, they’ll deliver incredible value to their customers or clients!

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Speaking of empowerment, our Accelerate platform can deliver exceptional value to businesses through automating repetitive, manual tasks. This software tool empowers employees to engage in higher-level functions because mundane tasks no longer consume their time.

My strategic partner, Michael Cantu, and I detail this in our upcoming book, No-Nonsense Digital Transformation. It provides a step-by-step roadmap on how to prepare for and implement digital transformation initiatives in your business.

If you’re interested in learning more, click the button below!

By: Kathy Kent Toney, President of Kent Business Solutions

Years ago, I was offered a paying gig as a wedding singer. I had previously sung at several friends’ weddings for free, so I jumped on the chance to get paid for it.

Little did I know this would be a BIG lesson in persevering under fire.

First of all, I came down with bronchitis two days before the wedding rehearsal. Then, once I got there, I realized I had forgotten my music for one of the songs at home, which was a two-hour drive away.

So, the pianist and I decided we'd practice that one song on the wedding day, which was not an ideal situation!

The day of the wedding came, and I could sing, but I still wasn't in the best shape. but I was a far cry from feeling great. Because I felt unprepared and still sick, this got the best of me.

What happened next was embarrassing--

Unfortunately, I forgot to change keys during the wedding in one section of that mostly unrehearsed song, and I kept singing that incorrect key throughout the rest of the song.  

Ugh! It sounded terrible! But I kept forging ahead, acting as if nothing were wrong at all, but inside I was mortified. Eventually, the pianist caught up with me, and thankfully I nailed the next song.

Then the funniest thing happened during the reception. The groom said to me: “You sounded great, Kathy, but the pianist sure screwed up!”

I almost burst out laughing, but instead, I thanked him and didn't say a word about what happened. However, the bride refused to talk to me. And then she refused to pay me!

Although this experience wasn’t fun at the time, I can laugh now. Also, I learned several lessons on how to persevere during difficult situations, especially when you're in the spotlight.

1. Fake It Until You Make It

When I made that mistake, I made a conscious decision to stay committed to my direction, knowing that doing anything else would only make it worse. I pretended I knew what I was doing, even if it was wrong.

Lessons Learned: We all make bad decisions, but sometimes the best course of action is to stick to our guns IF the fall-out would be worse if you suddenly change course. This approach could work well if you're in a new role and need to inspire those around you to follow your direction. In either case, be confident in whatever choice you make.

2. Have a “Don’t Give Up Attitude”

I committed to singing at this wedding, and I wasn't going to let anything stop me from doing that. I also didn’t let the mistake I made limit me from nailing the next song.

Lessons Learned: Make a firm decision to do what you say you're going to do, even if times are tough.  

3. Be Tenacious at Getting the Results You Want

My perseverance in bugging the bride to pay me paid off; I got a check in the mail six months later. Even more important, the lessons I learned in perseverance with this gig were worth all the time, effort, and even embarrassment I experienced.

Lessons Learned: Tenaciously pursue your goals. Then take stock of what you learned. Knowing that you can overcome specific challenges can help build a more profound ability to persevere under fire in the future, which produces even great tenacity.
 

Speaking of challenges, are you in the midst of some that you're unsure how to overcome? Could you use an outside perspective on how to tackle them?

If that's the case, I'd love to have a conversation with you! If it's not something I can solve, I have a whole network of alliance partners that I'd love to connect you with you.

​Sound good? Then click the button below to schedule a chat.

By: Kathy Kent Toney, President of Kent Business Solutions

Are these current less-than-ideal circumstances testing your ability to be resilient? Could you use some tips for increasing your perseverance and endurance?

Then check out the lessons I learned while working in a chocolate-covered almond factory!

Last year I was asked to head up a three-day, 24-hour consulting gig, a time cycle study at a factory that makes chocolate-covered almonds. This project involved recording the cycle times of the processing equipment for each phase of the manufacturing operation.

The catch was this--it was three days in a row, all three different shifts. At first, I balked at the idea. It just didn’t sound like my cup of tea! But I accepted the task and jumped in headfirst. In the end, it was a great experience, and I learned a ton.

But before I get into the meat of what I learned, here’s a funny video—Lucy and Ethel as chocolate candy factory workers. 
 
So, what did I learn? Here are four things:

1. Always Be Open to Learning Something New

I must say, I LOVE my sleep. The thought of a compromised sleep schedule did not sit well with me! But I knew that learning how to do time-cycle studies would be a great new tool to add to my toolkit.

Lessons learned: Don't let your preconceptions box you in from discovering something new.  

2. Forge Ahead in Situations That are Less Than Ideal

Being covered in chocolate dust (I know there are worse things than this!), working with constant ear-deafening noise (even with ear protection), being exhausted, and staying alert were all challenges. But I kept keeping on, knowing the situation was temporary.

Lessons learned: Even when your circumstances are challenging, keep putting one foot in front of the other.
 
3. Even the Best Things in Life Can Get Old

Here's a fun fact--even the wonderful smell of chocolate can lose its appeal. It’s true! Like all things in life, too much of a good thing can get old. Constantly smelling chocolate, smelling like chocolate, and being around chocolate for three days was enough for me!

Lesson learned: Too much of a good thing can sometimes be too much! "All things in moderation" is excellent advice.

4. Challenging Situations Can be our Best Teachers

Wishing you were somewhere else during difficult situations rarely helps, but embracing the challenge as an opportunity to learn often does. The thought of my nice, warm bed was undoubtedly appealing but not realistic. I took the time to learn what I could during my zombie-like state, which helped pass the time.

Lessons learned: Choosing to embrace difficulties as great opportunities to grow and overcome helps prevent the desire to escape.
 
So, that's what I learned through my unique adventure!

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By: Kathy Kent Toney, President of Kent Business Solutions

Being a leader is undoubtedly challenging these days. With the re-emergence of COVID and our ever-changing business environment, it can be challenging to sharpen the tools of our trade.

In light of that, I thought I’d create a quick read of some of my favorite leadership quotes to help you on your leadership journey.
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A man who wants to lead the orchestra must turn his back on the crowd. – Max Lucado

Naysayers can get the best of us. Being effective as a leader involves not caring what others think to the extent that it doesn't negatively impact our actions. It's boldly charting our course to reach our goals and to lead those in our charge with compassion and purpose, no matter what detractors have to say.

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I suppose leadership at one time meant muscles; but today it means getting along with people. - Mahatma Gandhi

When I started early in my career, it was common for leaders to be coercive and lead more with an iron fist. I'm so thankful that times have changed! Great leaders know how to gracefully navigate the ins-and-outs of relationships,  fueled by high levels of emotional intelligence.

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Don't tell people how to do things; tell them what to do and let them surprise you with their results. – George S. Patton

Who doesn't dislike micromanagement when we're the target? I used to love it when my managers would assign me a task and gave me the freedom to accomplish it.

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The leader's task is to get their people from where they are to where they have not been. – Henry Kissinger

I'm so thankful for leaders in my life that did precisely this—called forth the hidden talent in me so that I could step into leadership roles. If it weren't for them, I wouldn't be the President of my consulting firm and a Thinkers360 Top 10 Thought Leader and Influencer in Project Management! Their investing in and believing  made it all possible!

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The definition of success: To laugh often and much; to win the respect of intelligent people and the affection of children; to earn the appreciation of honest critics and to endure the betrayal of false friends. To appreciate beauty; to find the best in others; to leave the world a bit better whether by a healthy child, a garden patch, or a redeemed social condition; to know that even one life has breathed easier because you have lived. This is to have succeeded. -Ralph Waldo Emerson

This quote is one of my all-time favorites. I used to have an abbreviated version posted on my cubicle wall when I worked in the corporate world. To me, if I can make a positive difference in someone’s life and leave the world a better place for me having been here, that’s true success!

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I hope you enjoyed these quotes and that they will help you on your leadership journey!

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By: Kathy Kent Toney, President of Kent Business Solutions

Did you know that not having the right culture in your organization can sabotage the best business transformation efforts, be it digital or otherwise?

A recent study by Boston Consulting Group (BCG) discovered that organizations that emphasized culture were five times more apt to achieve breakthrough performance than those that ignored culture. Yet, many business leaders are unsure how to create these types of cultures.

That’s why my strategic partner, Michael Cantu of Accelerate, suggests the following three tips to help transform your culture for success:

1. Encourage Your Team to Talk About Everyday Matters

Let your team members know there won't be any repercussions for talking about what’s on their minds. Companies do best when they’ve created a culture where employees can come to management anytime and talk about their concerns or ideas.

2. Create an Expectation You Will Be Asking Your Team for Feedback 

Ask your employees regularly for ideas on the best way to do something. Doing so helps them understand that their feedback is vital and requires them to participate within the business actively.

3. Act Upon Those Items

It's a good idea to talk with your employees about why you can't necessarily do what they're requesting right now. Then, make sure you give them a why. You would still want to keep their suggestion as a viable option and revisit it over time.

Other Things to Think About

Radical Acceptance

One over-arching aspect companies would do best to keep in mind is practicing radical acceptance of their employees. Everyone has differing thoughts and ideas, and many people are afraid of voicing their own opinions or beliefs. This discipline involves accepting each team member's uniqueness. 

How to Handle People Stuck in Their Ways

Have one-on-one conversations with employees who appear that they don’t want to change. During these meetings, it's crucial to create a safe place for them so you can discover reasons for their unwillingness to comply. You may be surprised to learn that some are willing to change. There may only be a disconnect in leaders’ minds.  

Next, ask them how you can help them become more adaptable to change. Some answers may be out of their control, but it's helpful if you can redirect them to what is within their power.

If they refuse to change, consider looking for replacements. Bringing in others who champion the type of culture you want can help make your DX efforts run smoother than otherwise.

Before you start replacing people, Michael Cantu has some advice:

“I’ve rarely seen anyone that has been closed off when you talk to them, from a managerial perspective, who didn't open up when they realized their job could potentially be on the line. Either they have started looking for another job—because they don't want to change and do what's required—or they stepped up.”

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This blog is an example of the content Michael Cantu and I have included in our upcoming book, No-Nonsense Digital Transformation. This book talks extensively about building exceptional teams and creating great cultures, so it isn't just for digital transformation fans.
​
Are you interested in learning more? Then click the button below to get started!  

By: Kathy Kent Toney, President of Kent Business Solutions

Did you know that over 70% of all digital transformation efforts regularly fail? There are many reasons for this, but many of these projects never succeed due to one often overlooked factor—not having the right organizational mindset.  

So, what are the qualities of a great mindset? It all starts with team members who:

• Understand the strengths and weaknesses that they bring to the project
• Are grounded in reality, goal-oriented, and are great team players
• View change positively, viewing challenges as opportunities to overcome

These qualities are just the tip of the iceberg, so let's take a deeper dive into some four critical aspects of having a great mindset:

1. Honesty and Candor

Creating a mindset of honesty and candor is essential to have successful teams. Team members should never devalue honesty.

Candor involves naturally talking about things, without negativity, towards other team members. It's discussing what they can do better or how individuals can interact more effectively without pointing fingers.
This also includes Care, which means having an attitude that you are all in this together. It involves determining how to best look after team members and being aware of how individual members are doing.

For example, if an employee is stressed and has been working long hours, check in on them, and if they need it, consider letting them leave a couple of hours early one day. It’s the simple things like this that show you care.

2. Endurance

Endurance is one of the most critical factors of continued success and is a large part of having a great mindset.  

Successful teams complete projects over and over again. It involves team members keeping their mindsets positive and making a decision to endure.

3. Visibility and Transparency

This involves open communication with your stakeholders. It’s letting them know that you will have a mindset of honesty, candor, care, and transparency with them and that you will escalate issues when required. By doing that, you show leadership how much you care about the project, which will pay dividends throughout your work.

4. Change Management

How you approach communication of planned changes has a powerful effect on mindset. That's why a good change management approach is essential—employees in an organization need to understand what's changing. That way, they can prepare themselves for the changes so that they can achieve the right mindset.
 
Doing so is vital because this can change the whole organization's attitude and help create a more accepting environment of digital transformation.

When you can do that, you're well on your way to a more successful digital transformation journey for your organization!

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Are you interested in starting or accelerating your digital transformation efforts, particularly in the area of ensuring employee safety?
 
Then check out COVID Management Checklist! It automates engagement with your workforce, digitizes and centralizes immunization data, and allows for real-time tracking of compliance status. It helps keep your employees and workplace safe.
​
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