There is what you want to be and then there is what you have to be. One of my clients knows he would be a great chairman but his business isn't ready yet for him to step away from actively leading his company through its current growth stage. Another client tells me he hates doing his administrative tasks but there isn't enough money to hire a much needed administrative assistant. Just these two stories are typical of so many small business owners who are using the CEO Mindset but have limitations regarding just how much they can act as the leaders and strategists they know they truly are.

Before we go any further, what is a CEO?

The role of CEO and small business owner parallel each other quite a bit. They both are responsible for:

• Setting the vision and tone of the whole company
• Designing the strategy of how the business will develop over time
• Seeking talent through hiring, outsourcing or collaborating with complementary professionals
• Keeping self and others accountable to the stated business goals
• Knowing "cash is king' and keeping revenues are stable, growing and making a profit

As we take a closer look, it is clear that a CEO and a small business owner are more synonymous than we give them credit for.

Related post: What is a "Real" Business Owner Part 2

Signs when your small business isn't ready for you to be CEO

In your head and heart, it is time for a more sophisticated role. However, there are warning signs to signal when to stay put in your current role.

You are feeling uncertain about how to be leader and manager for your business' next stage

Your company, even when you are a sole trader, depends on your ability to manage yourself -- monitoring your own emotional responses, developing confidence in your own authority, communicating effectively while integrating your work and personal life.

Inconsistent or lack of detailed knowledge of the company's financials

This topic alone could be a stand-alone blog post but, simply put, a lack of a stable foundation, a shortfall of expected earnings or poor accounting can stifle business growth and keep you from stepping into the role of managing director.

There is no clear written plan shared with others

Your small business will never be ready for you to be the CEO if the plan is in your head. Without a clearly communicated and written plan shared with your staff, it is hard for you to focus on business development, attracting investors or increasing visibility through networking, speaking engagements or conferences and trade shows.

Lack of personnel

Sole traders already know that if they don't do the work, it doesn't get done. In addition, there are microenterprises that need everyone to do the work of product/ service development, marketing, customer service, administrative tasks and more. Controlling the pace of growth and weighing the quality of current opportunities will support a positive workplace and avoid adversely affecting stress levels.

If you are noticing these signs, it is time to stop, regroup and review. There are times when a small business must focus on the basics to stay viable while, at other times, there must be careful management to avoid growing too fast without the right supports in place. The review (which could include a SWOT analysis) spells out the current state of the business and what needs attention.

Related post: 10 Reasons Why Small Businesses Fail

When what you want to be and what you have to be are at odds

For many small businesses, there can be a combination of difficult external and internal circumstances slowing or stopping business growth. It is not unusual for small business owners to find themselves chafing at the thought that "this business could be so much more if I could (fill in the blank)" instead of ploughing through the everyday must-do's. With some pragmatism, grit and perseverance, you can prepare your small business for the time when you can be CEO.

6 ways to prepare your business

# 1. Learn to manage yourself

Regardless if you are trying to stay afloat, rebuild your business or shepherd a big growth phase, the way you manage the emotional side of your business is a key factor. Not handling your stress level well can hurt your ability to analyse information, make decisions and act effectively. This also includes using good (and personalised) time management skills and avoiding procrastination.

# 2. Develop an informal or formal group of advisors

You can make yourself crazy going round and round trying to analyse choices, particularly when you don't like any of your options. A formal or informal advisory group can help expand any possible tunnel vision, refer you to other resources or keep your spirits up.

# 3. Use a living business plan

Review your business plan on a quarterly or even month-to-month basis so you see developing problems earlier, identify the strengths of the business and make more pinpoint adaptations as needed.

# 4. Keep track of finances

When things are tight or in flux, it becomes more important to review where the revenue is coming from as well as the expenses. This includes tax planning, establishing (or maintaining) reserve capital and a line of credit.

# 5. Learn from more experienced business owners/ executives and develop new skills/ knowledge

While this might refer back to my recommendation regarding advisors, advice can come from veteran business people when you least expect it. Read books, listen to podcasts, watch videos or attend free or low-cost classes to fill in your skill gaps.

# 6. Identify what staffing needs you have and what you want them to do

Before you jump into the "I need to hire someone", write down what you want this person to do, skills needed for the position and the ideal type of personality. It will help pre-qualify the type of talent that would fit in your small business. On the other hand, you might discover you already have the best candidate on staff and can delegate the work straightaway. The written exercise helps clarify what you are thinking as well as what you want.

It isn't the end if your business isn't ready for you to be CEO

As one of my clients is learning, you might be able to start separating yourself from being the number one subject matter expert but you may need to do it in stages. He gives some responsibilities to staff members, takes secondary roles on teams and advises project managers. He finds himself straddling the CEO role and the subject matter expert role as his business launches a product. He can see the projections that say this launch will be a winner but he still has to take things one day at at a time.

There are a myriad of reasons why your business may not be ready for you to be CEO.  It may even feel frustrating or worrisome but it is not forever. It is an opportunity to get those ducks in a row. Prepare yourself and your business so, when you do become CEO, it is smooth and logical.

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Are you dazzled and distracted? Some business opportunities make us feel like we're kids in a candy store. When you are entrepreneurial by nature and a small business owner, you know that you have to keep looking for ways to keep your revenues at healthy levels. How do you recognise the business opportunities that fit you?

Case Study

*Joan (names and details have been changed to maintain confidentiality) is a small business owner who has just released her first product. It's a small company so everyone wears multiple hats. But now it's on the brink of growing rapidly over the next 18 months. It hasn't always been clear that releasing this product was such a great money-making idea. In fact, Joan wasn't at all enthusiastic when it was first proposed to her. So, she brought the subject to our coaching sessions.

We followed a process

Any opportunity can be analysed to see if it fits your business and you. It is simply a matter of being willing to listen to the answers.

Here are five questions to get you started:

# 1. Is this in sync with my business vision?

# 2. If I do X, which goal does this support?

# 3. Given my cash flow, is this a good decision right now?

# 4. Will this make money?

# 5. Do I really want to do it or do I think I am supposed to do it?

Related: The Art Of War - a 13 Point Plan To Mastering Business Strategy

The process is not a straight line

It is important to go through a process of evaluating the opportunity before jumping in. There is an emotional piece to the process that must be included in the decision-making process. It is easy to be caught up in the enthusiasm of the moment. You like and admire a potential collaborative partner. The idea is very much like something you have dreamed of doing. This is heady stuff!

For Joan, she was aware that her business gave her customers peace of mind and the tools for success in her services. This was a key differentiator and relationships matter deeply to her. The product had to be aligned with these values as well.

One way to begin an analysis is to ask why. This can remove some of the glitz that clouds effective decision-making. Completing a SWOT analysis can highlight a number of things such as how your product is different from your competitors to what barriers could derail the opportunity.

Related: Growing Pains and How To Manage Them

The rest of Joan's story

Joan was used to a business model that had services as the central offering to customers. Shifting to a model that had both products and services was unnerving despite her stated intention to go this route. Joan also discovered that she had to trust her employees to execute the plan. Interestingly, they offered to do the majority of the work and report to Joan about their progress on a scheduled basis. Joan expressed feeling apprehensive that she could monitor this initiative while doing her regular work. To her credit, Joan was able to listen to their ideas, projections and analyses and accept that they had a market ready and waiting.

Story has a happy ending

Joan and her team not only secured funding and new customers but also have hired additional employees. By following the process, it was easier to manage the excitement and anxiety as well as the logistics and specifications of the product.

To recognise business opportunities that fit you, you have to be willing to set aside your excitement and ask the 5 questions to determine if it is worth pursuing.

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A coaching session with a client and a post on Forbes.com about span of control set a theme for me last week. How much do small business owners have real control and how to manage the limitations?

The traditional definition of span of control is “the number of people who report to one manager in a hierarchy. The more people under the control of one manager – the wider the span of control. Less means a narrower span of control.”

Important distinction for small business owners

In my work with small business owners who are growing their business, the question of hiring and managing employees comes up over and over. There is some anxiety about increasing one’s span of control too fast but more questions arise around trusting employees to move the business forward. It’s great to see one’s hard work come to fruition when you add new hires or create an executive team out of current employees.

CEO mindset, control and influence

You put the right people in place and they begin to fulfill their roles. But there can be some hiccups as you make this transition. One of the hurdles many of my clients face is when they appoint someone else as a project manager. Adapting to your new role is part of the process of using the CEO Mindset.

Unsettling role change

Like my client noticed, the role change is unsettling when the business is under pressure. Sure, you’ve put good people in place and, normally, there are few, if any,  questions. But what about when there are financial issues? That’s when trust can be tested. If you’re used to calling the shots and/or have a history of getting the business out of trouble, the new role of influencer can be very educational.

What might you learn?

• Learn to trust yourself. You chose the people who are actively doing business development, seeking investors or keeping a product launch on track. You also chose to build the business and stretch your self and abilities as a leader and manager.  Without faith in one’s judgement, you could very well find yourself micromanaging or simply bypassing your staff and doing their jobs for them.
• Remember your responsibilities. One part of being CEO of your small business is find the talent that best fits your culture and needs. But you are also responsible for providing accountability and for making sure revenues are healthy
• Use your influence. Colin Gautrey, an expert on influence, writes that influence comes from power. You have the power due to your position, your ability to persuade and tactical decision-making to choose which persuasive methods to use. You  may have some insights, expertise or recommendations but you have to be willing to act as guide and not the director.
• Use a sounding board. Speak with a mentor or a coach and acknowledge your anxiety and discomfort with your changed role. Managing your stress will allow you to influence more effectively.

You are still an important person in this situation

As one client discovered, after being on vacation, he did put the right people in place and they could resolve a problem without him. He described feeling pleased and somewhat disconcerted that his team could competently cope without him. However, he discovered he could trust his judgement and concentrate on the next stage of growth. He also  learned that effectively communicating his expectations led to his team making good decisions. In effect, his influence was internalized by his team.

For another client, he is in the throes of the learning process of being an influencer and not having complete control over the business decisions. For him, the CEO mindset is not second nature and the limitations on his role require that he use different skills.

Using the CEO mindset is knowing when to let go of control, using one’s influence and understanding that there will be limitations as you change your role in your small business. Do you have any examples of how using the CEO mindset helped you understand your role as leader and influencer?

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Who founded the Small Business Advice Programme and what inspired them?

SmallBusinessAdvice.ie was set up as a not for profit organization and is the brainchild of Simon Coveney, TD. He decided to set up a non-political group of experienced business professionals who would give their time free of charge to help those who could not afford to pay for such a service. A “big brother helping little brother” programme. He approached John Mullins, the then CEO of Bord Gáis Éireann for help with sponsorship and JJ O’Connell, Director of Plato Cork - Plato Ireland and Family Business Ireland for support. It was officially launched as a pilot in the Cork region in October 2009, expanded into the South East Region in May 2010, the Mid West Region October 2010 and the in the Greater Dublin Area March 2012.

It’s great to see that Irish business owners in places like Cork, Waterford and Dublin can get this kind of advice. How does the Small Business Programme work?

The aim of the Small Business Advice Programme is to provide a free and confidential advice service for small business to help them survive the challenges that the current economic climate contains: “To help Keep Your Business, in Business”. It is not designed as an ongoing support or mentoring service. The applicant and adviser meetings are capped at 3 x 3 hour meeting max so that the business does not become over reliant on the advice service or adviser.

Each applicant discusses their advice requirements with the project manager and completes  a brief questionnaire which gives the project manager more information regarding the company, the owner and the areas where they require advice. The project manager allocates an adviser to the applicant and/or the small business.

We are also in contact with local chambers of commerce, business associations, Enterprise Boards and these also refer business to us for support. Similarly we would refer business to these associations also.

What is the definition of a small business in this programme?

Our “target audience” is the local corner shop, butcher, hairdresser, café, retail outlet, sole trader, partnership or limited company who generally employs less that 10 people and has a turnover of less that €500,000; generally a company who cannot afford to pay for an advice service.

What is your role in the Small Business Advice Programme?

As Project Manager, I am responsible for the day-to-day running of the programme. I contact all the applicants, discuss their needs, review the completed questionnaires and discuss with the advisers the needs of the applicant before they meet. After the advisory sessions, I follow up with both applicant and adviser to get feedback …to see if there are ways we can improve the service.

I contact and meet with business associations and business networking groups, giving a presentation on the service we provide and encouraging then to contact us if they or any of their family, friends and colleagues need some business advice.

How are the advisers chosen?

Mainly they are recruited by reference through our existing adviser network. Other advisers come from presentations I give to business groups and more by contacting me through the web site.

All advisers complete an Adviser Profile which gives us information on their background and experiences and they also sign up to our Code of Conduct when dealing with a small business.

What are the most common issues that small business owners seek advice for?

Initially it was mostly financial advice – balancing accounts, cash flow planning, budgets and forecasting, getting paid. Unfortunately, it was “negative” problems and issues. Also, they sought advice for reducing overheads, downsizing, staff redundancies and credit terms.

More recently, the issues are positive ones. As in, how can I grow and expand my business, companies seeking a “company health check”, overview of the company and structure and recruiting staff / staff contacts.

What is next for this programme in 2013?

We’re planning further expansion across the Midlands and the West but a launch date has yet to be finalised.

If an Irish small business owner  wants assistance, how could he/she apply to the Small Business Advice Programme?

The best way is to apply through our web site at www.smallbusinessadvice.ie

Small business owners throughout Ireland can call us on the LoCall number – 1850-763-763.

Many thanks to John McSweeney for taking the time to explain the Small Business Advice Programme.  It can be such a boost for a small business owner to connect with an adviser who has “been there, done that” to learn how to manage positive and negative situations with more skill. Whether you are facing a dilemma or an opportunity, please take a look and see if it could be a great resource for you.

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In 1988 in the North Sea, an Occidental Oil rig exploded killing 167 men. This disaster is possibly the worst offshore oil rig accidents in history (see more of the story here). Those that survived the inferno did so by jumping into the ocean waters despite the great height and frigid waters below. One survivor, Andy Mochan was quoted, “It was either fry or jump, so I jumped.”

Daryl Connor was inspired by Mochan’s story and commitment to survival led Connor to create the change management term of “burning platform.” Since Connor’s introduction, it’s become common in change management to create a sense of heightened urgency so organizational changes are adopted more readily.

The morphing of an idea

Originally, the concept was meant to convey the level of commitment to a decision while recognizing the possible consequences. As Connor reminds us in his blog posts, it was not meant to focus on “peril.” Nonetheless, the analogy of a burning platform has morphed into two main ideas:

• A change project must be seen as a crisis with dire consequences for an organization if they don’t respond and see it through.
• Leaders feel the need to manipulate both information and emotions to manufacture the impression there is a crisis.

And despite Connor’s insistence that the idea has little to do with peril, that is how it is applied in day to day practice.

Where neuroscience comes in

When people are presented with a crisis, it typically triggers the part of our brain called the limbic system. This primitive part of our brain is responsible for emotions, motivation, predatory and defensive behaviors, memory and other functions. But when you’re changing an organization, this is not a discrete event.

Using the “burning platform” as the model to engage everyone to comply with the organizational change could have the counter-effect of raising anxiety and resistance due to higher stress levels. We think less clearly and our emotions are more easily triggered when we’re anxious.

As Walter McFarland wrote, “Instead of motivating people to change in a positive way, a burning platform makes them uncomfortable — thrusting change upon them. In another example, driving change from the top can trigger fear within employees because it deprives them of key needs that help them better navigate the social world in the workplace.”

And when your small business is going through a growth stage

All growth stages are change projects. It doesn’t really matter if you’re targeting a specific type of ideal customer or expanding geographically. The way you prepare yourself and your staff is the difference. One of the challenges business owners face is in the social world of their small business. There are a number of alliances, agendas and conversations happening with and without the leader.

Quite a few of my clients tell me how they have to manage their frustration because business partners and staff don’t see upcoming trends or business opportunities as something to act upon immediately.  Taking into consideration that other people absorb information and buy into a leader’s vision in various ways may seem like you’re putting on the brakes unnecessarily. On the other hand, the reluctance to follow you may eat up time that could be used to your business’ advantage. This is the disconnect noted by McFarland.

You can’t make people follow you

Sure, you want everyone to go along with your vision. And they probably will.  One of the last places I worked for doubled their employees in a matter of months. A number of my colleagues were fearful that it would become just like the other human service organizations they had worked for.

Neither of the founders had any intention of changing the culture to an exploitative and avaricious one. If they hadn’t taken the time to eat lunch with us, hang out and listen to people’s concerns, these stories would have gained momentum and slowed the progress. Their wise approach personified that we were going to go their way but they would pace the changes so they were less scary.

You don’t have to be a neuroscientist to recognize anxiety

Businesses are challenged more to be agile and responsive now. You have dreams of what your business can be. Taking the time to ask questions and listen actively to what is said and not said will reduce the level of fear. It makes far more sense to keep the more primitive parts of our brains quiet as we build more sophisticated organizations.

Would you say that using a “burning platform” fosters or interferes with growth in small businesses? Why or why not? What analogy invites more engagement between leadership and employees in small businesses?

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It sounds a little strange to design your business so it runs without you. However, never fear...your business still needs you.  It needs you, the "CEO." Before you say "but I'm not a CEO", ask yourself 4 simple questions.

# 1. Who do you want to be?

The easy part is finding the tools and resources that will help your business run smoothly. The hard part is creating a clear and realistic role for yourself. This is the most important part of designing how your business can function without your direct involvement. Take a moment to reflect:

• What role do you really want?
• What is so important about taking your business to its next stage?
• What would happen if your business stayed the same as it is now?

# 2. What do you want to do?

As your business grows, it becomes more challenging to do everything. Even in the beginning, it's tough to be chief of the small stuff...and CEO. So, it is essential to identify what you would rather be doing than wearing all of the hats.

• What would you rather be doing for your business?
• How can you make sure you spend your time doing this?

# 3. Who can do it for you?

Now that you know what you want to do, identify who could be responsible for different jobs. This is a major shift. A couple of my clients have increased the number of international markets they serve which means they travel more frequently. They are not  in the office to keep the place organised.  Even if you're not traveling for business, there is always that dilemma of how to take a holiday without your business suffering. It may be time to delegate work to someone else.There are different options so you can determine if you need to hire someone full time or outsource.

• Virtual assistant- There are people who are available for short-term projects or long-term support depending on your business' budget and needs. Companies like Virtual Office Worx or OutofhoursAdmin manage your admininstrative tasks, handle the details for presentations and much more.
• Staff-  Having a dedicated person for sales, customer service and/or administrative tasks is a great way to combine fresh thinking and competence in skill areas where you are weak or distracting.
• Intern(s)-By partnering with a local college or training programme, you foster someone gaining experience in his/her chosen field or industry in a low-cost and mutually beneficial manner.

Related: How Virtual Assistants Can Be An Asset For Small Businesses

# 4. What can do it for you?

There are lots of resources that ease how the "nuts and bolts" of your business are managed. Two important areas are accounting and social media. Sure, they are necessary but they still can eat up a lot of time.

• Cloud accounting Bookkeeping and invoicing are easily automated with cloud services. Resources like Anne Brady McQuillans DFK or Freshbooks can make keeping your records straight so you manage revenue, expenses and taxes with less stress.

• Social media Use services like SocialOomph.com or BufferApp or hire someone to handle some of the posts for you. Granted there is a debate about how to create an engaging and authentic organisational voice. Yet, it has to be your decision of how you connect with your customers and prospects with your small business.

Related: 5 Website Tools To Help Run Your Business Under A Budget

Design what you want and need ahead of time

Using your CEO Mindset is about keeping the big picture clear and your small business moving forward. One of the most important tasks any CEO can do is design how a business is organised. Answer these questions and design your small business so it runs without you and you are doing what you're best at.

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What is smeople and who founded it?

It was founded by myself and my business partner Gareth Duffy.  It is asmall business online network [based in Ireland] where we can buy, sell, barter and network and also raise cash by pitching for it.  The members vote on the pitch they like best and the winner is gifted the cash by smeople.

What was the inspiration for starting this Irish small business collective?

smeople was born of frustration - I run courses helping people become self employed and got fed up of how hard it was for SME's to find sales, raise cash and cut costs.  I wanted to tell them about this brilliant place where they could do business using easy social media functionality and also raise some cash.  It would save them time, money and help them get the cash they need to get going or keep growing.  Then I realised that site didn't exist so I decided to build it myself!!

Click here to view the embedded video.

Also, from talking to people running small businesses, they all seemed to be saying that we need to come together to support each other in trade.  It got me thinking that if we all just gave a small amount every month and, if smeople didn't mind giving a chunk of that away every month, it might just work!  They also wanted some social media that was designed to do business - not the other way around.

Since smeople is about people, how are relationships between SME owners fostered?

They use the marketplace to communicate.  It is essentially a hybrid of Twitter and Facebook with added functions to allow the member to personalise their marketplace.  They can limit their own marketplace to industry, county or town and change that whenever they want.  They can also select their existing business networks and form mini marketplaces using the groups they already belong to.

What kinds of resources does smeople provide to support small business growth?

We have started just offering the marketplace and the fund.  We have other plans to add training, experts corner and some other top secret but very exciting stuff in the new year!  We also write blogs regularly offering tips, support and guidance from experts in their fields - we look for the issues members are facing and then get the answers for them.

Tell us about the funding programme offered by smeople.

As I mentioned, it is quite simple.  You simply record a short video, preferably not longer than 2 minutes explaining what you are trying to do and what you will use the money for.  The members get a vote every month and the one with the most votes gets the cash.  It is a gift, not a loan.  We then follow up a few weeks later to see how you got on.  There is a great video on the site giving some great tips on what we are looking for

Why did you decide to include this funding programme?

Because it is independent,  self funded and not reliant on board approval or excessive application processes - if you can get your ideas across then the members decide. I feel that being judged by your peers is the fairest way to do it as well - being a small business owner is tough and I am personally tired of decisions being made about my own business by people that have never even walked one day in my shoes.  The only people that really understand being self employed are other self employed people

How do you see smeople becoming  a leader in the Irish small business community?

We are trying to show leadership by putting our money where our mouth is and backing our own project.  There is no state funding in smeople or actually any state or bank support at all.  It is small business people taking a risk on an idea.  Hopefully, we will show leadership by doing, not talking.

 Going forward, what additional ways will smeople serve the small business community?

I think that will be up to our members to decide.  This is going to constantly evolve we hope.  We have created the two tools that we were asked for most with the marketplace and the fund.  We will be lead by what our members want.  We have some ideas as I have mentioned but if the members don't see the value then we'll rethink and redo.

Many thanks to Rob Marr for taking the time to explain smeople and it could be a game changer for many Irish small businesses as they navigate challenging economic conditions. This online business collective takes advantage of how SME's connect with one another and support one another. Please take a look and see if it could be a great resource for you.

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Using a disaster recovery plan

Hurricane Sandy: Discovery Recovery Improv Tales - You've designed a disaster recovery plan but the did it work? Here are stories of how two companies had to do a quick "rewrite" during their actual recovery from Hurricane Sandy. Charles Babcock, InformationWeek

Stay Protected In the Event Of a Disaster - Setting up business insurance policies ahead of time can aid when it is time to recover from a naural disaster. Business Insurance News

Business Continuity and Disaster Recovery Planning: The Basics - Not entirely sure where to begin setting up a specific plan for your small business? This post includes a detailed explanation of the process, what you need to include and how to test it before a disaster affects you. Derek Slater, CSO Security and Risk

Leadership during a natural disaster

In New Jersey, Good Crisis Management Has Mitigated Sandy's Impact - Good leadership tips using President Obama and Governor Christie as examples regarding how to manage the recovery for your business. Lauren Stiller Rikleen, HBR Blog Network

How Seamless Defied Sandy, Kept The Hot Meals Coming And Inspired Twitter Love - Interesting lessons from Seamless CEO Jonathan Zabusky. Christina Chaey, Fast Company

Keep communicating

B2B Businesses: Going Social During Natural Disasters - Advice about how social media can be a tool for small businesses who are B2B and want to keep in touch with their customers.  B2B Online Marketing blog

The Aftermath -- Business Communication Rules For Recovery From Hurricane Sandy - Knowing when, where and how to express your concern about your employees, vendors, customers and friends is about skill and timing. There are some important emotionally intelligent tips in this post. Davia Temin, Forbes

Innovation and other rebuilding afterwards

How To Disaster-Proof Your Business - This post offers a list of possible things you might need to protect yourself and your business from a natural or other disaster. TheInc staff compiled a list of 12 products and services that range from a parachute to an indoor power generator. Inc.com

Why Sandy Could Be Good For Small Business - Despite the counter-intuitive title, this post outlines how the slower pace makes time for reflection and planning. There is space for a different level of connection with employees, family and friends which is not often present. Gene Marks,  Inc.com

Hurricane Sandy, A Drenching Reminder That Tough Times Inspire Remarkable Innovation - An interesting reflection on a talk given by Dr. Vijay Govindarajan about how innovations are created under adverse conditions all over the world. There are some interesting questions you can use to check your beliefs about what is and is not possible. Kaihan Krippendorff of Fast Company.

With the uncertainty of climate change and the fact that natural disasters can affect any one of us, it is important to prepare ahead of time with a disaster recovery plan. Sometimes the event is more severe than we anticipated so you do what you can with what you have.  Your entrepreneurial mindset is a great strength!

For all small businesses who are affected by Hurricane Sandy, I hope you have a quick recovery so you can get back to doing what you do best! 

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The post Preparing And Responding When Natural Disasters Hit Your Small Business appeared first on Tweak Your Biz.

The Communication Buzz Factor

Some small businesses just seem to buzz. When you interact with them, people seem to genuinely like their workplace and what they are doing. Innovation seems to flow.

They effortlessly attract customers and they are often found on those lists of "Best Places To Work." There is something the organisation does as a whole that glues them together as a team.

Communication lines are networks

According to research done by Alex "Sandy" Pentland of  MIT's Human Dynamics Lab, there are teams that simply function with excellence. He explained his post, "The New Science of Building Great Teams," that he and his team asked people to wear badges and analysed the data such as tone of voice, body language, whom they talked to and frequency of communication.

• They discovered that how each team communicated was the key to their success.
• They found that teams that communicated beyond the formal channels (e.g. bosses sending the messages or meetings) were more effective.  Since communication can be shared in any direction, it is more likely for ideas to be explored and put into action.
• For this communication to work, there has to be a "charismatic connector." As the business owner acts as one of the nodes in a network, other people become nodes as well.

Related: What's the Importance of the 3 C's in Business - Communications, Coaching and Counseling?

Tips for developing the Buzz Factor

# 1. Spend time speaking with everyone in your organisation.

Whether you have a small or medium-size business, making time to speak with everyone so you model the importance of internal networking. This prevents silo thinking and may even nurture friendships across disciplines.

# 2. Use staff breakfasts, lunches or tea breaks as opportunities to just chat.

A client of mine has lunch brought in once a week and everyone gathers in the conference room. This has been a great place to hear what is going on in people's lives and has informed his response when he is providing accountability. Eventually when projects get mentioned, there is a spontaneous exchange of ideas and advice.

# 3. Stay out of the way so your team and/or staff can bounce ideas off of each other.

Sometimes the boss inhibits creativity and conversation and you have enough to do without being part of every conversation in the office. Allowing gathering points (i.e. water coolers, break rooms, the copier, certain desks, etc.) or use of an intranet are useful tools for these informal conversations.

Related: Fascinating Team Building Tactics That Can Help Your Business Grow

Create your own Buzz Factor

The Buzz Factor is more than a rich environment for creativity and innovation. It's even more than trying to use the latest management craze.  Making sure that people have time to communicate formally and informally fosters a sense of community and belonging.

You, the business owner, can be the charismatic connector with something very simple...a conversation. This is something humans do well. The Buzz Factor is simply networking - chatting, meeting, collaborating - leading to better productivity.

Related: How Collaboration Creates Growth For Your SME

What tips would you add so small business owners develop the Buzz Factor? How could the Buzz Factor be used in a struggling business?

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The post Communication: 3 Tips to Make Your SME Buzz With Productivity appeared first on Tweak Your Biz.

Where do you want to take your business?

Alice intended to get back to her sister but she didn't go about her search in an organised way. There comes a moment when it's time to harness everything about your business and focus it. But you put it off - too busy, too hard or you begin to doubt you can lead your business through its next growth stage.

The real reason for your avoidance?

All strategic plans must be powered by a leader providing the vision and enthusiasm. When the leader resists this role, it can lead to a lack of understanding and clarity about the leaders' expectations so team members may not be sure which actions are the best ones.

Writing it down makes it real.

When you're imagining what your business could be, it stays dream-like and unreal. Put it on paper and now it's another ball of wax entirely. I coached a client who was eager to expand beyond his local region. His vision was clear enough and he had some ideas of what steps to take. However, when I asked about his strategic plan, he seemed to become less decisive and more engaged with other opportunities that had cropped up.

Related: How Clear Is Your Vision

It seems strange that a high performer would stop  moving forward

Even highly talented people can feel self-doubt. For some, operating on a higher level triggers the erroneous belief that you have to have all of the answers or that you have to be "good enough" to succeed in your ideal market. These beliefs eat away at your ability to imagine, make decisions or inspire others to take action.

Steps to eliminate the intimidation factor:

1. Ask yourself, "why am I really avoiding my strategic plan?  We often know the truth about ourselves. Sometimes we build things up in our heads and then they are so anticlimactic when we do them. Why is it too hard, too time consuming or too (fill in your word)? Is this valid? What will happen if I let this intimidate me? Can I live with that?
2. Let go of needing to be the one with the answers: Get input from your team and use tools like a PESTEL analysis and/or a SWOT analysis. Getting data from multiple sources about the world you're operating in releases that pressure.
3. Does this business excite me? Reviewing the vision and mission statement lets you see if you still like your business. If you like it, what's next? If you don't like it, what needs to change?
4. Prioritise the year-long goals: Give each goal a number regarding its importance. Invest resources, energy and personnel only on the ones that are top choices and will move the business vision closer to reality.
5. List the obstacles: Make this a game by encouraging everyone to make a list of what will get in the way of the goals. Give an award out to the person with the longest list. This will allow you and your team to make better contingency plans.
6. Clearly identify who is responsible for each goal: Although the small business owner is ultimately responsible for the whole plan, it is unreasonable for him/her to oversee each goal. Have team members assign themselves specific goal areas and schedule regular check-ins to monitor progress.

Related: Before You Grow, What's In Your Strategic Plan?

Go where you want to go

You can be like Alice and wander your way through. Or...you can allow yourself to feel confident that you've got the ability to lead your company through this growth stage. Sometimes things in business, like a strategic plan, aren't really that foreign or difficult. It's simply finding that step that renews your ability to see your vision become everyday reality. What do you think?

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The post 6 Ways To Keep Your Strategic Plan From Intimidating You appeared first on Tweak Your Biz.