RESILIENCE – ADAPT OR DIE

2020 is an election year and has also kicked off with several local and global issues for us to contend with. What might these mean to us this year and beyond? An unfair question perhaps: but whatever the answer it will likely involve the ability to adapt to change.

The theory of natural selection has important parallels to business:

Markets, environments and technologies change constantly and the businesses and their people most suited to that change, or most able to take advantage of it, survive and flourish.

Species die out because they cannot cope with new climates or compete with a more aggressive species or due to unforeseen events. Businesses do too, but unlike animals, they do so because of their own choices: they choose whether to respond to change, adjust their strategy, embrace new technology and bring on and develop new skills.

Those that respond survive in business, those that let the world change around them die out.

The best way to thrive now is the same as it was ‘then.’ You must always put the customer first.

Dr Ian Brooks, author of many books including 10 Steps to Becoming Customer Driven, states: “the main thing in business is to have profitable customers who want to stay with you for a very long time. This is more likely to happen if you focus on the basic principles or keys to business success”.

The first key is to deliver such superior customer value that your customers are so delighted they want to come back for more. It is not enough for them to be satisfied or even happy. If you want their loyalty, they must be delighted. Specifically, you must understand what you have that your customers want so badly they are prepared to pay for it. (Don’t think it’s about products or quality, think total customer experience every step of the way, including acting as their trusted advisor)

Change bring uncertainty

Despite the need for agility, the drive for change is often met with resistance. There is a conflict between desire to progress and reluctance to change. This must be carefully managed.

On one hand leaders and marketers, those charged with driving the business forward, will be constantly looking at how change can benefit the business. On the other hand, the operations team are often under pressure to maintain performance. Change often means increased risk and ensuring changes are implemented successfully is a big challenge. Saying ‘no’ to change can be the default response for an over-stretched or misaligned team.

But this must not be the default position. Before saying ‘no’ to an idea ask your people; “what is the ultimate cost of missing this opportunity or doing nothing; in business terms?”. The team needs to ask, “what are the benefits and risks to our existing customers, services and business processes if we go ahead or do not go ahead with this change?”

Adaptable, Agile, Successful

Truly agile organisations have mastered the paradox to be both stable and dynamic at the same time. Try and embrace and trust change and work on being loose and supple, not rigid and brittle.

This is where change management is necessary. The change management process needs to make sure the right questions are asked along the way: Is the change necessary? Is it worth the cost and resources? What are the risks? How can we negate these risks? If the right processes are followed, ideas and communication are allowed to flow and the right questions are asked (and answered), there is almost always a mutually agreeable solution that can be found.

Practise and refine your change management process and develop a more agile team and a more agile business. Putting controls and people in place to get it right is a strategic no-brainer, but there are challenges and objections to overcome along the way.

The success of change management relies largely on organisational change, in the broader sense – changing people’s attitudes through great leadership.

Ian Featherstone is a business advisor and leadership coach, and the owner of Glass Half Full. He specialises in the construction industry, particularly the joinery & cabinetry sector. For more information or to find out how you can move your team forward, please visit www.glasshalffull.co.nz

***In the end we have to make a decision and jump right in wholeheartedly***

Change the knitting.

Joiners September 2023

Change the knitting.

“Stick to your knitting” is a paradigm of the past, its time to embrace diversification, visualisation, and manufacturing technology in the Joinery, Kitchen, and Furniture Manufacturing Industry

In the dynamic landscape of the joinery, kitchen, and furniture manufacturing industry, adaptability and innovation have become key factors for sustained success. As the demands and preferences of customers evolve, industry professionals in New Zealand are finding new avenues to thrive by embracing product and service diversification. This not only meets the personalized needs of individual customers but also integrates the power of visualisation and manufacturing technologies to create one-of-a-kind pieces.

Diversification: Beyond the Traditional

Traditionally, professionals in the joinery, kitchen, and furniture manufacturing industry have often focused on producing relatively standard products for their customers. However, the modern market demands more versatility. This is where product and service diversification come into play. Instead of solely manufacturing cookie-cutter items, firms are exploring a wider range of offerings. This includes custom-built cabinetry, bespoke kitchens, with challenging technical details and layouts, and unique furniture designs that cater to the specific preferences and requirements of each client.

Diversification not only broadens the scope of business but also establishes a brand as a go-to solution for unique and tailored designs. For instance, incorporating sustainable materials and designs in response to growing environmental consciousness can set a business apart. By adapting to current trends and customer demands, professional tradespeople in New Zealand can secure a competitive edge and foster customer loyalty.

The Fusion of Visualisation and Manufacturing Technologies

The integration of visualisation and manufacturing technologies has revolutionized the joinery, kitchen, and furniture manufacturing industry. The ability to provide clients with a realistic representation of their envisioned space before it is even created is a game-changer. Advanced software allows most companies to generate detailed 3D visualizations that capture the design, layout, and functionality of a project. This technology enables customers to make informed decisions and provides tradespeople with a clearer understanding of client expectations. Its even now possible to -recreate textures and lighting that makes it difficult tell the difference between a high quality rendered graphic or a high-resolution photograph.

Moreover, this integration streamlines the manufacturing process. Computer-aided design (CAD) software facilitates precise measurements, reducing the margin of error during fabrication. Automated machinery, guided by digital blueprints, ensures accuracy and repeatability, resulting in higher quality products and brands. This technological synergy accelerates project completion timelines, which is a significant benefit for both tradespeople and their customers.

Crafting Individuality in Every Piece

One of the most compelling aspects of product and service diversification in this industry is the opportunity to craft individual pieces that resonate with each customer. Unlike mass-produced items, which often lack a personal touch, custom joinery, kitchens, and furniture are a manifestation of the client’s desires and lifestyle. Tradespeople are not merely creating functional pieces; they are shaping stories and memories that are embedded in each meticulously crafted detail.

This approach caters to a growing demand for exclusivity and self-expression. Homeowners are increasingly seeking designs that reflect their personalities and align with their unique living spaces. Professional tradespeople who can translate these aspirations into reality are poised to thrive in the modern market.

Navigating Challenges and Seizing Opportunities

While diversification and technological integration offer immense promise, they also come with challenges. Adapting to new manufacturing processes and software requires training and investment. Additionally, keeping up with evolving design trends demands continuous learning. However, these challenges are stepping stones to success. By embracing change and seeking growth opportunities, our teams can expand their skillsets and businesses.

Collaboration and networking within the industry also play a crucial role. Sharing experiences and insights can foster innovation and collective growth. Joinery, kitchen, and furniture manufacturing associations provide platforms for professionals to connect, learn, and stay updated on industry trends and technological advancements.

In Conclusion

The joinery, kitchen, and furniture manufacturing industry in New Zealand is undergoing a transformation driven by diversification, visualisation, and manufacturing technologies. Professional tradespeople who venture beyond traditional approaches and embrace change are better positioned to flourish. By offering customised solutions, integrating cutting-edge technology, and focusing on creating unique pieces, these tradespeople can not only meet the evolving demands of their customers but also pave the way for a prosperous future in this dynamic field.

Ian Featherstone is a cabinetmaker, machinist, business advisor, mentor and leadership coach, and the owner of Glass Half Full. He specialises in the construction industry, particularly the joinery & cabinetry sector. For more information or to find out how you can move your team forward, please visit www.glasshalffull.co.nz

Winning on service in an uncertain economy

Joiners June 2023

In an uncertain economy, companies must focus on delivering exceptional customer service to build customer loyalty and insulate themselves from any economic backlash. The experiences of customers play a pivotal role in their continued allegiance to a company and their likelihood of providing referrals and positive reviews.

It is crucial for companies to measure and monitor leading indicators of value change and to focus on customer experience metrics to ensure the delivery of high-quality service that drives the decision to purchase. Companies must listen and learn from customers to enhance their experience and create “switching costs” (measured in time and effort) that lessen the likelihood of defection to a competitor. By doing so, companies can position themselves well for the turnaround when it arrives and be better prepared for the next uncertain economy.

What are Customer Experience Metrics?

In general, what do customers want regarding their service experience? The process of identifying and selecting the right customer experience metrics begins with understanding all the interactions within the customer journey that occur, perhaps captured in the form of a touch map (google that). With this information in hand, a company can begin to prioritize the touchpoints that most significantly impact the customer experience in total. Choose a small metrics set that captures the company’s performance for each critical interaction. These metrics can become the basis of a customer experience scorecard, allowing the company to monitor and track progress toward delivering a superior experience.

Retain & grow talent, invest in engagement and deal with poor performance.

Now is always the best time to invest in the “right people”, to start evaluating who is “on the bus” has the company’s back and is always willing and able to do the right thing for clients and the team. If you have people who are disengaged and not performing, you may need to ask yourself if they should be on or off the bus? Listen to your gut, then get the process underway. If things are uncertain, don’t carry low performers & distractions and create a culture of average, where your best people cannot be their best.

“Customers have memories. Their service experience today, if positive, will enhance their future value to your company, a critical consideration in an uncertain economy.”

— Don Peppers, Founding Partner, Peppers & Rogers Group

Don’t Panic; we only need to retain current volumes or aim for moderate growth.

Most Joinery companies are small to medium and only need a minimal market share. To maintain or grow this a little, you must provide better value & service to your clients, get to know them, and understand what creates value for them. It’s not lower prices, don’t get caught by thinking that it is. If a client says price is the most important thing, they are likely not your best client or one you want to keep for the long term.

Do more for your customers.

Are there other areas of the project where you could provide products?
Is there value in your design or technical advice you can charge for?
Can you introduce other trades or service providers and get referral fees or mutual referrals?

In summary, the uncertain economy won’t last forever, but strong customer relationships will endure. Companies can make smart decisions by recognizing customers as the best “low-cost growth” option, monitoring lifetime value change indicators, focusing on customer experience metrics, and learning from customer feedback. By acting on these principles, companies can deliver superior customer experiences and better prepare for the next uncertain economy.

“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

― Maya Angelou

Collaboration, Planning and Technology use.

Joiners March 2023

I am finishing this column, feeling grateful for having a roof over my head, power and internet, despite being in the middle of the weather event in February 2023. Many people are suffering as a result, yet we are reminded how New Zealanders rally together and help each other in times of need.

As businesses, joiners, fabricators and building industry participant’s I believe we can collaborate more effectively daily, not just when there is a crisis or for industry events.

I do see examples of this, when businesses share parts of a project or outsource work to others when they know they don’t have the capacity or the resources to achieve the desired result themselves. These examples usually exist as a re-action to a situation, but I believe it can be part of our everyday pro-active decision making.

One of the biggest challenges facing the industry today is the lack of clear timelines and milestones on construction sites, as well as difficulties in managing our own schedules to match. The target dates for site measurements and installations seem to be constantly changing, making it difficult to get a clear picture of when things will be completed. However, there is a significant opportunity for the building industry to use technology to provide real-time communication to all project participants, eliminating the need for constant site visits, texts, emails, and phone calls. This excessive communication is typically carried out by the most valuable people and is not considered a “value-adding activity” according to the “lean” definition – “something that the customer is not willing to paying for”.

Some building and joinery firms use electronic and online scheduling tools, which are reasonable; however, they still rely on humans to input information and update it in real time, and it’s hard to find examples where this information is reliable; this is a human problem, not a technological one. The opportunity is to follow a disciplined process, being proactive with communication and pushing out the actual status in real time. Talk to builders about their frustrations in this area, and you will soon see that we are all in this together, then improve it.

Expect to see massive advances in the use of BIM technology and A.I in the next few years to automate some of this information flow.

I am astonished at the amount of forward work in the pipeline for many Joiners. Sure, new builds may reduce, but the renovation market and in particular the high-end market still seems buoyant. Most of you are still juggling install dates and have far less capacity than your need to meet demand.

Many of these high-end projects have diverse elements, details, and finishes, it could make sense for different joinery businesses to work on them together. What I am proposing is that those joinery businesses who hold the relationship with the client or builder, pro-actively assess their own capability to not only “do” the work but “can they do it” as efficiently, to the same quality and in the same timeframe as another business? Get clear on what you are good at and what you are passionate about and ask yourself this question, given to me by Ken Winter, founder of Danske Mobler Furniture “what is the best use of my time right now?”

All businesses and individuals have their strengths and weaknesses, accept this, and then identify others who may be more capable or may have capacity to deliver elements on time. We only have so many hours to sell, and some jobs have a higher “Gross Margin $ per hour” than others. If you work out your Gross Margin $ per hour on various elements of a job, you may get some insights into how to lift your profit and to realise the best use of the time you have in your business.

In more mature markets, firms have become specialists and work together to help each other get better, recognising each other’s strengths and building on them. I challenge the industry to move further in this direction, as it will benefit many firms.

The most valuable relationship is the relationship with the customer, how you deliver the experience and product is secondary. If you have the relationship, deliver on time, to the quality level, you will be the one receiving the referral and be in control of your destiny.

I’d welcome some debate in the above subjects or to have some helpful conversations about how you can move forward. Contact Details can be found below.

10 Article Summary

I thought I’d reflect on the last 10 issues main points and summarise for reflection by us all over the break

(When you might get time to read this magazine!) as we plan for 2023 and beyond.

June 2020 – We are not in same the same boat

Yes, we are in the same storm, but we are not in the same boat. We are all individual.
Keep yourself and your business ship shape, be pro-active, work on improvements every day.
Those that respond to change survive in business, those that let the world change around them die out.

September 2020 – Measure Success

Know your numbers, set relevant KPIs
Keep it simple
Measure, recognise and feedback often.

December 2020 – Communication – We are human, not Robots

Seek first to understand.
“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Maya Angelou
Stay calm and “respond” and not “react”
Be consistent

March 2021 – Mindset, Believe & Grow

A “fixed mindset” assumes that our character, intelligence, and creative ability are static truths which we cannot change in any meaningful way.
A “growth mindset,” thrives on challenge and sees failure not as evidence of unintelligence but as an educational springboard for growth and for stretching our existing abilities.
We can choose to believe that the obstacles, diversions, errors, and failures that come onto our path are impediments to progress, or we can choose to belief that these things provide growth opportunities that we are privileged to experience and learn from.

June 2021 – Is saying no bad for business?

“The aim in business is to have profitable customers, who stay with you for a very long time” Dr Ian Brooks.
Understand who your most profitable customers, jobs, or product types are over the long term?
Do what you are passionate about. Say no more often.
Be brave and let your clients experience the competition and feel the difference.

September 2021 – Put on your own oxygen mask first

Look after yourself first, its ok to take a rest or a break / holiday.
“When angry, count to 10 before you speak. If very angry, a hundred,” Thomas Jefferson.
Priorotise “me time”.

December 2021 – Being fully booked does not make us immune

Don’t be a busy fool
Understand your economic engine (Jim Collins “hedgehog concept”)
Understand the value you add and charge accordingly.

March 2022 – These times require Stewardship; – what is it?

Nurture the culture and every individual
Build connection to develop and unite teams.
“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea. “ Antoine de Saint-Exupery.
Don’t get stuck in management or micro-management mode.

June 2022 – Managing People Through Change

“Change is the only constant in life.”
Recognise and appreciate that some people find change uncomfortable
All your improvements come from change, so change is good.
A leader’s role is to understand each individual and to be able to “get them on the bus” of change.

September 2022 – Good Timber

Every challenge and obstacle on the path, provides an opportunity for personal growth.
“Time under tension” gives us strength and growth
Good timber does not grow with ease: The stronger the wind, the stronger the trees.

I wish you all a safe, joyful, and restful holiday season and all the very best for 2023

Good Timber

I came across this poem by Douglas Malloch in a YouTube video, which immediately made an impression on me. At the time, I was going through a challenging period in my life.

There are many sayings about when life gets difficult, we get stronger, and I believe that it is true. Sometimes we must brace ourselves for what lies ahead, face it, lean into it, and in that process, the time under tension gives us strength, a strength that lasts beyond the event that is taking place at that moment. It’s more than having a growth mindset. It’s also about knowing what you can and cannot control.

Recently a coach at a fitness class I attend used the term” time under tension”, she was encouraging us to slow down and let our muscles feel the strain and weight of the exercises and not to use speed and momentum but to make our body hold itself in position for more extended periods. That’s where the real growth is.

I believe that is the same for our minds. If, in the face of adversity, we slow down, be calm, be present, be proactive and lean into the issue, we will make the best decisions and grow. Life will always throw obstacles and pressure onto our path. Instead of avoiding it, if we move towards it with the knowledge that there is growth, we will discover how remarkable humans are.

It seems that the 2020s will continue to dish out plenty of obstacles. A rapidly changing economy, high inflation, wars, uncertainty of an upcoming election year, global tensions in many areas, and so on. We have endured a lot in the last two years. Most of us will acknowledge that we did get through “because we had to” it demonstrates that when the unavoidable is upon us, we can accept that it is coming, do what we believe is correct at that moment, move past it, and reflect on the personal, team/family growth that occurred as a result. Trees get stronger in the harshest environments, the pressure of wind, rain, snow and the fight for light all contribute to their strength as they grow. They respond to the climate, season after season, shedding leaves and growing seeds and reaching into the depths of the earth for sources of energy to keep reaching out and up. Everything they need is already at their feet.

GOOD TIMBER

by Douglas Malloch
The tree that never had to fight
For sun and sky and air and light,
But stood out in the open plain
And always got its share of rain,
Never became a forest king
But lived and died a scrubby thing.
The man who never had to toil
To gain and farm his patch of soil,
Who never had to win his share
Of sun and sky and light and air,
Never became a manly man
But lived and died as he began.
Good timber does not grow with ease:
The stronger wind, the stronger trees;
The further sky, the greater length;
The more the storm, the more the strength.
By sun and cold, by rain and snow,
In trees and men good timbers grow.
Where thickest lies the forest growth,
We find the patriarchs of both.
And they hold counsel with the stars
Whose broken branches show the scars
Of many winds and much of strife.
This is the common law of life.

Managing People Through Change

Heraclitus, the Greek philosopher said, “Change is the only constant in life.”

At a time when we hope that the rate of change will settle, it seems to be speeding up, with more surprises around every corner.

However, if we take a proactive approach to managing change with our teams, we can help them get to a better place and get used to the fact that change is constant and something we need not fear.

For things to get better, for improvement to take place, this requires change.

In life and in nature, cycles of change happen daily and throughout the seasons.

It’s often not the change itself that makes people nervous and anxious; it’s when change is not anticipated, happens as a surprise or is a shock, that emotions can kick in and make the transition challenging to understand and accept.

As with most things in business and psychology, there are processes that can help us.

The diagram below illustrates very well the roller coaster ride of emotions, understanding, adaptation and ultimately acceptance that can occur for most of us through the process of change.

Our role as leaders, is to help people see that the status quo is not an option, to paint a picture of the future and show a pathway to get there. We must understand that every person is unique and should be allowed to experience their own version of their current reality. This reality is based entirely on their own perceptions, fears, and emotions. We should expect resistance, so be prepared to listen, support and coach people around the obstacles and towards an understanding that the change is a good idea. The grip that fear has on them, will loosen and they will be free to adapt, to try doing things differently and accept that change is good and hopefully, be looking out for opportunities to change more, for the better, in the future.

Remember to share your vision of the future, tell them what your just told them and just when you think you are done, tell them again and accept questions to gain an understanding every step of the way. The aim is to have a team of willing participants reach the future state who are ready to take the next opportunity for change, when they see it.

Its more than steering a course – this situation requires Stewardship

March 2022 marks 5 years of writing this column, thank you to Bob, Michael, and Joiners Magazine for the opportunity to share views, stories, and ideas all of you in the industry.

As we move further into 2022, we are sure that the only thing we can be certain of, is more uncertainty and with that the challenges of leading a business forward in unchartered territory once again.

To lead in these times, will require something more, like Stewardship, which can unite, align and bring out the best in your team.

Beware of getting stuck in managing mode

The traditional approach is to create a plan behind closed doors, plotting the course and controlling the flow of work and resources.

Instead, with belief in the life that exists throughout the organisation, a process of invitation and encouragement can be set into motion, connecting people to each other and to their dreams for themselves and for their shared experience of community… revealing hidden gifts and releasing pent-up energy… and cultivating the organisations inherent capability to thrive.

To enable the system to take on a life of its own and to help it become truly self-generative, the challenge of stewardship is to navigate a thoughtful mix of control, guidance, and nurturing; to tend to both individual and collective; and to support the system’s wisdom, learning and enrichment, as well as its accomplishment of tasks and milestones.

Along the way, the wise steward’s questions include: What would bring the most life to this situation? What is the wisdom that is needed now? What seems to want to come to life here? How can I serve this unfolding, either by disturbing things, by planting a seed, by cultivating a freshly sprouted initiative, or by compassionately hospicing something that needs to die?

Stewardship requires thoughtful crafting of structures and systems. It necessarily takes a holistic view — which in organizations means linking purpose with passion, brand with culture, and worker with customer and community.

Management Controls

Management continues to be appropriate for the useful, surface-level busyness of the day-to-day, with its focus on controlling the parts — rather than on the system as a whole — through tactics, action plans, performance goals, and expert-driven solutions in a push to achieve certain, generally known, outcomes.

Leadership Guides

As we shift our focus from efficiency of parts to effectiveness of interactions, leadership becomes the stance of choice. Where patterns of relationship and supportive, connected infrastructure are the primary leverage points, leadership offers guidance (rather than control) through strategies, structures and processes. The leader shapes human dynamics through influence and incentives, as well as through shared values and principles.

Stewardship Nurtures

If our aim is to grow the capability of the system — then we shift from managing the parts and leading for effectiveness to stewarding the health of the whole. Here, control and guidance are replaced by encouragement and invitation, with continuous iteration and attention to evolving patterns of “what wants to happen here?” The goal is not to control, but to create the fertile conditions for something new and unknowable to emerge. The intention is to nurture the system’s intrinsic and ongoing capacity for learning, innovation, self-organization and, ultimately, thriving.

Adapted from an article by Michelle Holiday

If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.
~ Antoine de Saint-Exupery

If you would like to talk in confidence about any of the above or feel the need to reach out, please call me for a no obligation chat (number on website link below)

Being fully booked does not make us immune to hard times.

Many of us are pleased to be working in the building industry, at least there is plenty of work, and the outlook for 2022 remains strong.

However, for many people, these last couple of years has taken a toll on our mental health, and there are many people suffering as a result. It’s easy to think that this is just happening to us but remember the Master Joiners slogan; “don’t go it alone”. You are not alone. Reach out for help if you need it.

I have had more contact this year with joiners and cabinetmakers than almost any other year, and whilst firms are “flat out busy”, I see a lot more anxiety, uncertainty, frustration and generally less happiness.

There has also been a productivity drop due to the stop and re-start because of lockdowns. Every time we come back from a long break, it simply takes time to get “back into the groove”. To add to this, our industry has suffered interruptions and re-work from global and local supply chain delays.

Anyone providing joinery to new builds or major renovations will be having a significant % of their installation dates moved out due to delays in building materials, shortage of subcontractors, or further restrictions on site. This creates a never-ending juggling of the plan, and many companies are adjusting schedules daily as a result.

It’s an excellent time to remind ourselves that we can only influence or do something about the things within our control. For many situations, all we can do is communicate appropriately to the affected parties as soon as we know something has changed.

“You can only control what you can control”
Heather O’Reilly

Many things increase costs, impact customer and team satisfaction, and reduce profit.

So, what can we do to minimise the impact and risks of these “happiness and profit hazards”?

Be realistic; know your capabilities and capacity and plan to this level, allowing a % for job schedule slippage.
Learn to say no, decide who your “A” customers are, and plan to look after them.
Reduce complexity and supply risk by specifying reliable products from reputable sources. Simplify designs so that site a measure is either not required or there are less critical measurements required before you can start. Provide full-size templates if necessary, or mark the floor for builders, hold each other to account for accuracy.
Review your trading terms to allow for larger deposits to cover more materials, reserve the right to change the specification of some items, with consent, when supply impacts your start date or results in additional site visits and extended snag lists.
Utilise the clause in your t&c’s to increase prices if the quote is past its expiry date, if you don’t have such a clause, get advice, and add it in.
Consider adding a clause to allow you to use a variation process when extra labour costs will be incurred due to site schedule changes or return to site trips to fit hardware or other items not available at the initial installation time (often items specified by other parties). Talk to your clients about this.
Review your prices and hourly charge-out rates, make sure you charge for professional services such as design, technical advice or drawings for building consent or client sign off. Don’t just think they are an overhead cost, they are not.
List Health and Safety compliance in your pricing and if appropriate, disclose this amount to client. These costs have been imposed on you and will ultimately be passed to the consumer.
When you face a situation where a client requests to delay for a few weeks, and you have no more space for 3-6 months, let them know your situation and that you may not be able to make a firm commitment to a new date if they give up their booking. They may miss out and must wait. Just like what is happening to NZ citizens trying to get a MIQ booking. Let clients know in advance of this potential situation during the sales process.

I wish you all well for the remainder of 2021, a good restful holiday, and a renewed flexible mindset for 2022 and beyond.

If you would like to talk in confidence about any of the above or feel the need to reach out, please call me (number on website link below)

Ian Featherstone is a business advisor, mentor and leadership coach, and the owner of Glass Half Full. He specialises in the construction industry, particularly the joinery & cabinetry sector. For more information or to find out how you can move your team forward, please visit www.glasshalffull.co.nz

Put on your own oxygen mask first

This article has been inspired by two industry events from 2021 and some life events I have heard of and experienced. At the Master Joiners Conference in Hamilton, we were privileged to hear Mike King speak about mental health, in a way only he can do, particularly men’s mental health. The engagement of the audience and the conversations after Mikes presentation demonstrated the underlying awareness, concern and need that exists among us.

In Wellington, at the NKBA conference, Nathan Wallis, a Neuroscience Educator spoke to us about the human brain and how different parts of the brain control our body’s response to the environment and how stressors in life can trigger emotions, neurochemicals, hormones that ultimately affect our behaviour and how to learn and respond to the world around us.

The focus on mental health during the last decade is helping. However, in NZ, too many people still die by suicide. Many others continue to struggle in life with internal challenges, depression, anxiety and stress. However, more people are now receptive to seeking help. I believe we all have a responsibility to recognise and aid this process as appropriate.

As business leaders we often take on more in life than is necessary, sometimes to overload. We think we must be strong and be in control of our emotions.

We rarely take time for ourselves, and we suppress our feelings and emotions and “push on” being tough and continue to “work hard” because that’s what we think we “should do”.

I will summarise one of the concepts from Nathan Wallis: Humans are the only mammals with the ability to have conscious thoughts, apply reason and learn languages and music. This part of our brain (Cortex) is what we use to solve problems, develop relationships, make conscious decisions, train each other, most of the things we aspire to do well at in business. However, suppose the rest of our brain (brainstem), which other animals possess, is activated and we are stressed. In that case, we are essentially in a state of high alert, ready to be triggered into the fight, flight, freeze mode, into anger, violent language or violent behaviour, withdrawal, or to completely freeze.

If humans are in this “stressed mode”, then the brain stem is ruling the moment. The cortex is essentially “turned off”. In this state, logical reasoning, thinking, rational choices, brain development and learning are impossible. So, children and adults in this state cannot respond in the way you think they should. In addition, they cannot absorb, understand, or learn anything at all whilst remaining in this state.

To illustrate, Nathan described a pair of scales, with the brain stem on one side and the cortex on the other; as one increases, the other declines. If the brainstem is activated like the illustration below, then the cortex is essentially turned off.

So how do we practise some form of mind control? You may have noticed your awareness of this already, through publicity and from others who practise some kind of mindfulness, meditation, yoga etc.

You will also notice that schools are educating families on this subject. In some countries, it is already an established daily routine in school and at home.

A great start is to recognise and observe this happening in ourselves and then practise calming our brainstem to achieve a more helpful, healthy state of mind.

With practise, we will develop the ability to show compassion and reasoning and to deal with and lead others in a much more meaningful, helpful, and effective way. The effect on others and the culture of our organisations will be of enormous benefit.

“When angry, count to 10 before you speak. If very angry, a hundred,”

Thomas Jefferson

Conscious breathing, relaxing activities, and some music can calm and decrease brainstem activity and allow a state of clarity to exist. The result will be clearer thinking, control of emotions, and sharp wisdom, ultimately leading to a healthier, fulfilling state of being.

Of course, this takes practice, discipline and making time for yourself and overcoming negative thinking and behaviour that can become barriers to something that is 100% in our control. We already know this, so I challenge you all to make some small change to benefit yourself, then those around you will also benefit.

If we look after ourselves first, we will be in a much better state to do what we wish to do; achieve, train, help others, make a difference, create a great culture, and ultimately be happy.

For more information visit:

https://www.iamhope.org.nz

https://www.nathanwallis.com/ You can also find lots of videos on his YouTube channel, including many on brain development in early human life.

www.helpguide.org

https://mentalhealth.org.nz/helplines

IS SAYING NO BAD FOR BUSINESS

After believing for many years that the joinery and building industry is seasonal, I am starting to change my view. Traditionally we have seen our business’s experience peak demand towards the end of the year. However, the last few years many of us have returned after the summer holidays with full order books and more inquiries than we can handle or process. This year is certainly no exception, almost everyone I am speaking with has more inquiries than they can handle, very long lead times and are feeling anxious about letting people down and worrying about how much they have to do.

On top of this, business owners and their key people are in danger of taking their eye of the ball and losing touch with key clients, team members, process controls and key business and personal relationships, leading to surprise resignations and a decline in customer satisfaction and personal relationships alike.

“A company finds its destiny by answering 3 questions
1. Who are we?
2. What do we stand for?
3. How do we serve?”
Tom Chappell

This is a great time to remind yourself of why you are doing this in the first place and ask yourself some pertinent questions:

What is my own passion & purpose for this business?
What is the business’s purpose?
Who are our ideal clients?
Why are they our ideal clients?
What is the value proposition for our chosen clients?
What are the company’s values? And are we living them?
Who are our most profitable customers, jobs, or product types over the long term?
Where do we have a competitive advantage?
What is our actual capacity for the different work types and are we prepared to increase this?
Am I or others losing touch with our team? Are any of them a “flight risk”

Ian brooks, a well-respected business leader, speaker, and expert on creating and selling customer value has a quote I always remember, contained within his theme of “it’s about the customer always”.

“The aim in business is to have profitable customers,
who stay with you for a very long time”
Dr Ian Brooks

It is a good idea to have conversations with regular clients (who you wish to retain), to understand their future demand and build up a forecast against a budget and the available capacity.

Once you have asked yourself the 10 questions above and are clearer, its then much easier to decide who your chosen clients are, the type of work you desire the most, that which is the most profitable (in profit $ or profit per hour or unit of capacity, not %).

Then, when you look at the new inquires and understand how much work is coming from your regular clients, its much easier to decide which additional opportunities to pursue and those to gracefully decline or refer elsewhere.

Also review your digital messaging on your website, social media etc, you may be attracting the wrong type of clients for these circumstances.

And of course, this cycle will change at some stage, so be prepared to adapt and adjust your focus and strategy to remain flexible in your approach, the team and pricing strategies.