This may be a familiar situation for you. The week starts with a vigour and a mindset of positivity and a list of actions you are going to achieve. Then within less than ten minutes of walking into work, you are ambushed with all sorts of unforeseen problems that you need to attend to.

It’s one that can make us squirm more than Stephen King’s last horror story. You know, that chat you need to have with one of your direct reports where you have to point out a big fat negative in their work. Why is it so hard? I’ll tell you why….

Yesterday, I had a training session with a client of mine. He was struggling with communicating his marketing and sales objectives to his team. Mainly because they are all different, and on their own agendas. Sound familiar…?

It struck me that this topic is very common, so I thought I would share a few key points I use to turn this scenario into an advantage.

THE DILEMMA WE PUT OURSELVES IN WHEN WE PERCEIVE THREAT INSTEAD OF POSSIBILITY

It was an important meeting. A meeting that would be the beginning of beautiful and important things. We would hatch fun and creative plans together. We would make an impact on the community. We would grow our businesses. The limits were endless.

We all know what Einstein said about the definition of insanity. And, retail businesses it is very common for people to remain at the same size or same level of profitability year-in-year-out. Every year brings with it similar ebbs and flows, as well as similar results.

The induction. Talk to any HR Professional and they will advocate a well-structured and comprehensive induction for all new employees. Some of us do it well, some do it poorly, or sometimes not at all depending on resources, circumstance, and our individual business culture. But, what can we do (no matter what) to increase the chances of a new employee becoming a long-term success?

I have worked in the commercial side of business for most of my career. It was my job to sell the products or services, to track the results against targets, and to ensure customer service levels were of a consistently high quality. This initially taught me to know my numbers well, and to have a tight rein on my processes and costs. Then I started to discover that the people I was in charge of didn’t just do what I needed them to do, and they required all sorts of support. Stuff that I though only friends, and family, and spouses were there for. I mean, why do I need to be the shoulder to cry on? Why am I the one that needs to re-arrange things for their mum’s birthday? It was a long hard road, but I finally clicked that the people side of things was so much more important than the numbers, and a good mix of both meant that results started to follow.

The common perception is that visual merchandising (VM) is about making your products and your store look nice, but I assure you that there is a lot more to it than this. It is healthy to view your VM as a hub that links directly to all of your other main business departments. These usually include Stock Control, Marketing, Customer Service, Human Resources & Professional Development, Housekeeping, and of course Sales. Understanding that VM directly links with other functions within your business starts to open up new levels of creativity for you while making it easier to justify further resources on your VM and in-store animation.

Consistency in customer service is more of an aspiration rather than a destination. Even the ultra-positive person must admit that it is physically impossible to serve every customer every day with the exacting consistent standard and experience. However, I hope we can all agree that when it comes to managing staff one of the best attributes a leader can display is consistency. If I think of the worst managers I ever worked for, it would be the ones that were happy and relaxed one day, and then riding me on every detail the next. It would become a constant worry on my mind – which version of my manager is going to rock into work today?

In the world of industrial design the process of forming an idea for a possible new product always starts at the same place – The problem. Every new product (defined as the “solution”) must have a well-defined problem to solve, and the solution must be a unique one. In designing the new solution a designer must go through a process, and one of the key elements of the process is to observe the failings of current solutions available to the user. It is amazing how much can be gained through the power of observation. Observing the user through a re-occurring irritation or frustration can tell us a lot about how to find the right solution.

You may be a school leaver. You may be a cubicle-escapee. You may be starting the very post-trend “side hustle”, or a freelancing venture. Whatever your situation, it’s all very exciting with a large element of fear and anxiety. Recently I heard an interview with a business owner who’s venture is turning over in excess of $60m a year, and another that has over 20 000 users. Independently they both admitted that in the face of these achievements they still had times of doubt, and “weren’t sure if this thing was going to work”. There is no doubt – business is tough, and holds up a mirror to our fears.

Some people can be horrible to deal with. You are trying to be helpful, respectful, and patient but the more you try to appease them the more unpleasant they become. I once had a customer literally shout and chastise me over a staff incident for about an hour until she wore herself out and finally accepted my offer that I would investigate the incident and pass it onto senior management to be dealt with. I can see her face now, and it sends me to an energy draining place that leaves me deflated and beaten up. Have you experienced something like this?

Selling can be a dirty word in some workplaces. I’ve been in sales for over 15 years, and I still cringe at the thought of picking up the phone to make a cold call sometimes. Then there are many people in our teams that do not see selling as remotely relevant to their roles (nor their lives). Here are a few tips for all of those people out there that hate selling to their core, as well as those leaders that find it difficult to get their teams to sell effectively.

Initially, when working with a new client, I always want to get to know the people, and what everyone does. Then, talk will turn to product, numbers, and the associated business and cultural conversations. Once this is all done, one of the key areas that always intrigues me is the working environment of the business leaders. Not only what their day/week looks like, but also where they work.

As a young manager I was introduced to the GROW model to help with performance reviews and the coaching of my team’s ability. It is an ultra-simple coaching model, and because of it’s simplicity I had always hunted for more sophisticated tools. I always felt that there were tools out there that high level managers and coaches were using that could propel my people management skills to another level. As I transitioned from lower level management to mid-level management I never did find anything that was as effective as GROW.

There is a game I play in emotional intelligence workshops. It involves the group visualising the best boss they have ever had and then describing them. Then we do the same for the worst boss they have ever had. The results usually end with a lot of laughter and it can be quite therapeutic for all concerned. There is nothing better than visualising that boss that made your life hell and openly getting all of your angst out in a safe environment where anonymity is your closest best’est friend.

I just downloaded Brin. It’s a new app and I have no idea what it really does yet. It wants to talk to me, and provide me with a whole host of info. Everyday there is a host of new apps to explore and discover. Another accounting software, platforms that integrate with a whole lot of others, or the category of super popularity – productivity apps! As soon as you get to grips with Snapchat, Instagram pulls out a competitive platform, and the dance is never ending.

What is the most energy sapping aspect to your life? For those parents out there, being a parent is probably at the top of the list. For those that manage staff it may be the constant strains of their team. Maybe it is your customers, or suppliers, or a physical thing like long-distance driving, presenting, or just long working hours. These are all common answers, however there is one underlying factor that leaves us exhausted on a daily basis. The common drain I talk about below stops us from performing efficiently and has a big impact on our ability to rest and recuperate as well.

I was so lucky to attend an amazingly unique training session as a participant last summer. It was held on a small horse ranch in the Yarra Valley wine country of Victoria, Australia. The session was conducted by a good friend of mine, Cheryl Cruttenden. Cheryl expertly uses horsemanship as the basis of her executive training. I found the horses a little scary to start off with (their big and I’m a big scaredy-cat – I know, I know, I know… it’s embarrassing). Once I got over my fears, the session was both insightful and valuable to highlight personal and team growth opportunities.

There are many tough aspects to Sales and the act of selling within your business. We can become demotivated due to a lack of progress, continual rejection, and a confusion of how much time and resource should go into sales activities. This can be magnified when you are managing a team of people where Sales is a considerable part of their function within the business. So, how are we expected to keep pushing forward with a positive mindset and a high-energy approach!?!