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***

Fix the Roof When the Sun Is Shining

Keep the schedule full.

As the economy shifts, many of us in the joinery industry find ourselves with less work. However, not everyone is facing a slowdown; just this week, I spoke with three firms enjoying record months. So, it’s not all gloom and doom. For those of us with some “spare time” in our workshops or teams, it’s crucial to ensure this time is being used wisely.

We’ve all seen how tasks can drag on when there isn’t enough work in the pipeline, leading to a lack of pressure to keep things flowing smoothly and profitably. The phrase “fix the roof when the sun is shining” comes to mind—a reminder to make the most of the time we have, before things change and business picks up again.

Many companies have had to downsize due to the economic climate, retaining only their best team members for the future. However, even with a leaner team, there are times when production gaps or site delays lead to underutilised hours. Without a focus on productivity, jobs can expand to fill the available time, resulting in lower gross profit and a loss of momentum within the team. The key is to maintain a sense of urgency and focus.

Every job must contribute to the bottom line and time is the thing we have the most control over, what we do with it and how well it is spent.

If a job has a set number of hours allocated, it’s vital to aim to complete it within that target. If the pace slows down, the job becomes less profitable, and the team may lose their edge. When work picks up again, they may find it challenging to regain their previous pace and efficiency.

Now is also an ideal time to tackle those internal projects and improvements that often get pushed aside. Whether it’s software upgrades, housekeeping, material storage optimization, inventory control, training, or branding initiatives, these tasks should be treated like any other job in the business. Create a detailed plan with objectives, a budget, and a timeline. Enter these projects into your planning system, and when there’s a production or administrative gap, schedule them in. Make it clear to your team that maintaining pace is crucial for both customer jobs and internal projects. Place emphasis on these improvement projects at toolbox meetings. By doing this, you are creating a positive vision of the future and demonstrating your commitment to the business, the team and the culture.

Some companies are seizing this opportunity (while keeping cash flow in mind) to focus on improvements.

Remember, the economy is cyclical, just like everything else. Now is the time for your team to practice, challenge themselves, and learn new skills. This applies across all areas of the business, from customer service, production and installation.

Ian Featherstone is a cabinetmaker, 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

Use E.I not A.I. for better relationships.

The Importance of Emotional Intelligence in the Joinery Industry

The market may seem tougher now, but there is more than enough work around for your business, the key is to create the right personal connections in the right way. Make them human connections, not electronic or artificial, stop emailing quotes and follow ups to an inbox, and start delivering proposals, ideas and real value face to face with prospects and clients; the actual people you are doing business with.

In the joinery industry, where craftsmanship and precision are paramount, the human element plays an equally critical role in ensuring success. Emotional intelligence (EI), defined as the ability to understand and manage one’s emotions as well as those of others, is a vital skill set that can significantly enhance customer relationships, boost sales, and improve team dynamics.

Building Strong Customer Relationships

Customer satisfaction goes beyond the physical quality of the work produced. It’s also about the experience customers have throughout the process. Emotional intelligence helps professionals to connect with their clients on a deeper level, understanding their needs, concerns, and preferences.

Understanding Customer Needs: Joiners and designers with high emotional intelligence can better discern customer desires and concerns. By actively listening and empathizing with clients, they can tailor their services to meet specific expectations, thereby increasing customer satisfaction and loyalty.
Effective Communication: Clear and empathetic communication is essential in managing customer expectations and addressing any issues that arise. Emotional intelligence enables more effective communication, ensuring that clients feel heard and valued. This reduces misunderstandings and fosters a positive rapport.
Conflict Resolution: In any customer-facing role, conflicts are inevitable. An emotionally intelligent approach to conflict resolution involves staying calm, understanding the customer’s perspective, and finding mutually beneficial solutions. This not only resolves the immediate issue but also strengthens the trust between the business and the client.

Boosting Sales

Sales in the joinery industry is not just about showcasing beautiful woodwork; it is about building relationships. Emotional intelligence can significantly enhance sales performance in several ways:

Building Trust: Trust is a crucial component in any sales relationship. Salespeople who exhibit emotional intelligence can create a trustworthy and reliable image, making customers more likely to engage and commit to a purchase.
Identifying Customer Motivations: Understanding the emotional drivers behind a customer’s purchasing decisions allows salespeople to better address their needs and desires. For instance, a customer might be more concerned about the sustainability of the wood rather than just the aesthetic appeal. Recognizing these motivations can lead to more personalized and effective sales pitches.
Personalized Sales Approaches: By leveraging emotional intelligence, sales people can adapt their approach to suit different customer personalities and emotional states. A customized approach not only makes customers feel valued but also increases the likelihood of closing a sale.

Enhancing Team Dynamics

A joinery business thrives when its team works harmoniously. Emotional intelligence is crucial for fostering a positive and productive work environment.

Improved Communication: Teams with high emotional intelligence communicate more effectively. Members are more likely to listen to each other, understand different viewpoints, and convey their ideas clearly and respectfully. This leads to fewer misunderstandings and more collaborative problem-solving.
Better Collaboration: Emotional intelligence fosters empathy among team members, enabling them to support each other and work together more effectively. This collaborative spirit is essential in joinery, where projects often require input and coordination from multiple specialists.
Conflict Management: In any team, conflicts can arise. Team members with high emotional intelligence can manage conflicts more constructively, addressing issues before they escalate and finding solutions that satisfy everyone involved. This maintains a positive team atmosphere and keeps projects on track.
Leadership Development: Emotionally intelligent leaders are better equipped to inspire and motivate their teams. They understand their team members’ strengths and weaknesses and can provide the support and guidance needed to help them succeed. This leads to a more engaged and productive workforce.

Conclusion

Emotional intelligence is an invaluable asset in the joinery industry, enhancing customer relationships, boosting sales, and improving team dynamics. By cultivating emotional intelligence within their teams, joinery businesses can ensure not only high-quality craftsmanship but also exceptional customer experiences and a positive, collaborative work environment. As the industry continues to evolve, the ability to connect with others on an emotional level will become increasingly important, distinguishing successful businesses from their competitors. Investing in emotional intelligence development is, therefore, not just a beneficial choice but a necessary one for long-term success.

The team and culture you create is your most valuable asset. See here for some practical tips. https://glasshalffull.co.nz/emotional-intelligence-tips/

Navigating Uncertain Waters: Why Businesses Shouldn’t Go It Alone in Uncertain Times

If you are a Master Joiner Member, you will be familiar with the term “don’t go it alone”. In this article, we will explore the importance and benefits of seeking help and why going it alone may not be the wisest choice, especially in uncertain times.

In the ever-changing landscape of the economy, businesses face a multitude of challenges. From economic downturns to shifts in consumer behaviour, the path to success can often feel like navigating uncharted waters. However, amidst uncertainty, there exists a beacon of support that many business owners overlook; industry associations and professionals. Seeking help can not only provide invaluable guidance for business growth or making changes, but also foster a sense of camaraderie and support for mental health, benefiting both the owner and the business itself.

Strength in Numbers: The Power of Industry Associations

Industry associations play a crucial role in supporting businesses across various sectors. These associations bring together businesses of similar interests, providing a platform for collaboration, advocacy, and knowledge sharing. By becoming a member of an industry association, business owners gain access to a wealth of resources and expertise that can help them navigate the complexities of their respective industries.

One of the primary benefits of joining an industry association is access to valuable insights and trends. These associations often conduct research and analysis, providing members with up-to-date information on market dynamics, regulatory changes, and emerging technologies. Armed with this knowledge, business owners can make informed decisions and stay ahead of the curve.

Moreover, industry associations offer networking opportunities that can be invaluable for businesses. Connecting with peers, suppliers, and potential clients within the industry can lead to new partnerships, collaborations, and business opportunities. Building a strong network not only expands the business’s reach but also fosters a sense of camaraderie among entrepreneurs facing similar challenges.

The Expert Touch: Leveraging Professional Guidance

In addition to industry associations, seeking help from professionals such as, accountants, legal advisors and consultants can be instrumental in navigating complex business challenges. These professionals bring specialized expertise and an objective perspective to the table, helping business owners make informed decisions and avoid costly mistakes.

Whether it’s devising a business plan, financial and cash flow planning, optimizing operations, or ensuring compliance with regulations, professionals can provide tailored solutions to address specific needs. By outsourcing certain tasks to experts, business owners can free up valuable time and resources, allowing them to focus on core competencies and driving innovation within their business.

Camaraderie and Mental Health: Finding Strength in Community

Running a business can be a lonely endeavour, especially during turbulent times. The weight of responsibility, coupled with the pressures of uncertainty, can take a toll on one’s mental well-being. However, by actively engaging with industry associations and professionals, business owners can cultivate a sense of camaraderie and support.

Making time to participate in networking events, workshops, and peer-to-peer forums provides opportunities for business owners to connect with like-minded individuals facing similar challenges. Sharing experiences, exchanging ideas, and offering mutual support fosters a sense of belonging and solidarity, mitigating feelings of isolation and stress.

Furthermore, seeking help from professionals can alleviate the burden of decision-making, reducing feelings of overwhelm and anxiety. Knowing that you have a dedicated support system in place can instil confidence and resilience, empowering business owners to navigate adversity with greater ease.

The Ripple Effect: How Helping Others Benefits Everyone

It’s often said that the greatest reward lies in helping others. This sentiment holds true in the realm of business as well. By actively engaging with industry associations and professionals, business owners not only receive support but also have the opportunity to pay it forward.

Mentoring aspiring entrepreneurs, sharing insights, and offering guidance not only enriches the lives of others but also cultivates a sense of fulfilment and purpose for the mentor. Furthermore, collaborating with peers on industry-wide initiatives fosters a culture of cooperation and collective growth, driving innovation and progress within the business community.

In essence, seeking help is not a sign of weakness but rather a strategic investment in the success and sustainability of businesses. By leveraging the expertise and support of others, business owners can navigate the uncertainties of the economy with confidence, knowing that they are not alone on their journey.

Together, we can weather any storm and emerge stronger than ever before.

Team Engagement

In the fast-paced world of the New Zealand joinery industry, where precision, creativity, and teamwork are paramount, fostering a highly engaged workforce is not just a luxury; it’s a necessity. Team engagement goes beyond the realms of job satisfaction; it encapsulates the emotional commitment employees have towards their work, organization, and its goals. In the context of the joinery industry, where meticulous craftsmanship and collaboration are essential, a highly engaged team can significantly impact the quality of work, customer satisfaction, and overall business success.

Importance of Team Engagement:

Engaged teams are the backbone of any successful joinery business. They are motivated, dedicated, and passionate about their work, which directly translates into superior craftsmanship and customer service. Engaged employees are more likely to be innovative, take initiative, and collaborate effectively, leading to increased productivity and efficiency. In the joinery industry, where attention to detail is key, an engaged team ensures that every piece of woodwork is crafted with precision and care.

Benefits of Team Engagement:

Enhanced Quality: Engaged employees take pride in their work, leading to a focus on quality. Every joint, every finish, and every installation reflect their dedication, resulting in superior products and satisfied customers.
Improved Customer Satisfaction: Engaged teams are more customer focused. They listen attentively to clients’ needs, offer creative solutions, and ensure that the final product not only meets but exceeds customer expectations. Satisfaction is not enough, only delighted, raving fans of your business are likely to recommend the company to others, leading to increased referrals and business growth.
Higher Retention Rates: When employees feel valued and engaged, they are more likely to stay with the company for a long time. This reduces turnover rates, saving the company time and resources spent on recruiting and training new staff. It also retains skill withing the business.
Increased Innovation: Engaged employees are more open to sharing ideas and collaborating with colleagues. A culture of engagement encourages innovation and continuous improvement, driving the company forward in terms of design, techniques, and processes.
Positive Work Environment: A highly engaged team fosters a positive work environment where employees support and uplift each other. This positivity is contagious and contributes to a healthy workplace culture, boosting morale and overall job satisfaction.

Actions to Improve Team Engagement:

Effective Communication: Transparent communication is the cornerstone of engagement. Leaders should communicate the company’s vision, goals, and expectations clearly. Regular team meetings, one-on-one discussions, and an open-door policy create an atmosphere of trust and openness.
Recognize and Appreciate: Acknowledge and appreciate employees’ hard work and achievements. A simple “thank you” or public recognition can go a long way in making employees feel valued. Consider implementing an employee recognition program to celebrate milestones and outstanding contributions.
Professional Development: Invest in training and development programs that enhance employees’ skills and knowledge. When employees see that the company is willing to invest in their growth, they are more likely to be engaged and committed to their roles.
Empowerment and Involvement: Involve employees in decision-making processes and value their input. Encourage them to share their ideas and suggestions for improvement. When employees feel that their opinions matter, they are more likely to be engaged in their work.
Work-Life Balance: Strive to maintain a healthy work-life balance for employees. Avoid excessive overtime and provide flexibility when possible. A well-rested and balanced workforce is more likely to be engaged and productive.
Promote Team Building: Organize team-building activities and events that foster camaraderie and collaboration among employees. These activities create strong bonds among team members, leading to better teamwork and communication on projects.

In conclusion, in the dynamic landscape of the New Zealand joinery industry, team engagement is not just a buzzword; it’s a fundamental aspect that can make or break a business. By recognizing its importance, understanding its benefits, and taking proactive measures to improve engagement, leaders and owners can create a thriving, innovative, and customer-focused joinery business that stands out in the market. As the industry continues to evolve, a highly engaged team will be the driving force behind the success of joinery businesses across New Zealand.

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

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.

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.