Why you should define your offering as a freelancer or consultant

In these challenging times with regard to the state of the economy there are a lot more people without full-time employment who find themselves looking for freelance work and who are seeking to offer one form or another of business consultancy. In my world I meet quite a lot of such people, many of whom are new to the fold of the independent worker, having run a business or been in a settled job for many years.

One of the expressions I do not want to hear when a freelancer introduces himself or herself is “I am a generalist”. Why? Because it is important to take into account what the singular or multiple audience hears, and what they hear is “I am not really good at any one thing”. The corollary of “Jack or Jill of all trades” is “Master of none”.

If someone has been the owner of a business or a senior director or partner or whatever, that person tends to think they know all about business because they think they have seen and done everything. That may be true in terms of having a grasp of a business, but it really will not impress a potential buyer of services, who wants to hear what the freelance consultant can do to satisfy their immediate business need.

Everyone is good at something and can offer a special knowledge. If you have been an owner of a business or an employee, that business specialised in something, whether it was engineering, manufacturing, food processing, importing toys, plastic moulding or accountancy. There must be an area the freelancer is most comfortable in. That is going to be the way to get in to sign a decent contract to help. Once in, you can offer your other skills on the back of your perceived competence in what you have achieved so far. However it is important to get in, so do not ever call yourself a generalist, and concentrate on what makes you happiest and is most financially rewarding.

© Jon Stow 2010

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How to get the best out of our employees and co-workers

In the late seventies, when of course I was very young, Britain organised a recession all for itself. It was punctuated and marked by industrial disputes and strikes, notably by the seamen, the public service workers, and of course the rail workers. I need to say that this is not going to be a union-bashing piece or even a Government-bashing piece, though we have a scene now in a new recession which is quite reminiscent of those bad old days. People now forget the strikes of the seventies were the raison d’être for the confrontation with the miners during the Thatcher years. There was an understandable feeling of “never again”. With hindsight, the approach might not have been quite right, but the thing about hindsight is that you do not have it until after the event.

At the time of writing we have threats of a national strike by the postal workers (threats of staff cuts and modernisation of working practices), and a strike by Corus steel workers (closure of its final salary pension scheme to new entrants, i.e. mainly people who have not joined the company yet). One by National Express Rail workers (pay offer above inflation deemed insufficient) has been settled. One supposes that all these disputes are over genuinely perceived issues without a political agenda.

These strikes make me feel quite uncomfortable in that they can make the recession worse, affecting productivity through travel difficulties and raw material supply, as well as cash-flow, so important to many businesses including especially, small businesses. It really shouldn’t be funny, but there is a comic absurdity in all this, at a time when even the TUC is forecasting that there will be 4 million unemployed within the next year or so.

The confrontation and posturing we see on both sides of these disputes between major employers and unions is certainly not the sort of behaviour we would want to see in small business, and indeed we do not see it very often. However, unfortunately management and workers can still take very entrenched positions, particularly over productivity and in respect of staff absence. It can happen in respect of pay too.

Fortunately the small business owner is in a much better position to do something about these problems and to put matters right. It involves taking a friendly approach which might be alien to the big employers and their workforce representatives. Being nice to someone is certainly never harmful. So, if there is a productivity problem we, our small business owner or SME director should say to the workers individually or together (it depends on circumstances) “I know that you are doing your best, but we really are not getting the results we expect. Do you have a suggestion as to how we could get through more work? Is there a problem you can identify and something we can change?” That way the staff will feel happy that they have been asked and feel more valued. We will be giving them some responsibility for their work and there may well be something the business could change to make the system better and get more work done. At the same time, the staff will feel more able to volunteer issues that concern them and give useful feedback without being asked.

In the case of staff absence, it is always best at the earliest stage to talk to the individual because there may be an area in which we can help. Again, the person will feel valued, and perhaps one could allow some flexibility on working hours if there is something which keeps the person away from work. Of course, common sense must prevail, but again we encourage collective responsibility. Even pay issues are best resolved by talking first, and individual incentives related to personal productivity can also encourage valuable feedback.

None of this is novel, but both small business employers and their staff can get into entrenched attitudes if they do not talk enough or at all. We have nothing to lose by being friendly and kind to those who work for us. I have always found that if our team members like us, they will respect us and try harder to please, which of course benefits them hugely, as well as our business.

© Jon Stow 2009

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Scammers and traps for start ups

Starting your own business is a big step and one that often isn’t thought through. “Business plan? Goodness me, no I haven’t got one.” However, other difficulties that arise in the first couple of years arise from being too trusting and assuming that everyone with whom you deal is acting in good faith.

I freely admit I was caught out once or twice in the early years. Working for someone else, we are often insulated from outsiders trying to screw us out of a couple of bob or quarters or whatever currency we deal in. When we own the business we are in the front line. So it is that when someone telephones and asks to speak to the person who looks after the marketing and advertising, we will often say quite proudly “you are speaking to that person”. We will then take what the caller has to say at face value.

In my first year or so on my own, I had a call from someone who said he was selling advertising in a magazine which would be in all the local doctors’ and dentists’ surgeries, and which was sent out on a quarterly basis. Would I like an ad? When you start out you are often a bit short of business, so I said I would like to try an advert. They sent me a proof of the ad after we had agreed its content over the telephone, I had an invoice and I paid it by cheque. Guess what? The magazine was fictitious. I don’t mean it was an anthology of stories. I mean that it didn’t exist, and I had been taken for £100 I could ill afford, and of course by the time I realised that the fraudsters were long gone.

I learned a serious lesson from that, and it has stood me in good stead.

Another favourite in the UK and I am sure it has its equivalent in other countries is the Data Protection Agency Fraud. If in the course of your business you hold personal data for your customers or clients you must register with the Information Commissioners and pay an annual renewable license fee of currently £35. However, there are scammers who will write to you and offer to register your business for a much higher sum. They send official looking and quite threatening letters in brown envelopes, and there is an example here.

When I received the first of many such letters, fortunately my alarm bells rang and I checked on the internet where there is a great deal of information about this scam. I am pleased to say that people have been jailed over this racket but usually when the raids take place the criminals are long gone. They use PO Boxes and mail forwarding services and are very clever. If you need to register under the Data Protection Act do it directly to the Information Commissioners after downloading their form online.

Then again there is a charity scam which is quite common. I expect it is intended to be targeted at businesses just larger than micro-businesses, but even if there is just you and you are busy with other things you might get caught out. Anyway, someone calls, and the ploy is clever. They tell you that someone in your office, perhaps you, agreed some months ago when they called before that your business would either make a donation to a charity, or you would take an advert in a charity magazine. They will say something along the lines of “the money will go to a charity to help the disabled children” of your town, which they will name. Now, when they name my village, it is transparently obvious that they are blagging, because I would have heard of any special charity, and our village probably is not large enough to have such a charity of its own. However, if you are in a larger town, say Bradford or Canterbury, it is quite possible that there might be such a charity and a busy person or someone in a larger office could fall for it and give the company credit card number to the caller.

The scam works on credibility. If the caller says someone in your office was called and agreed to the payment some weeks ago your instinct might be not to go against this. Of course no one called before, but the lie is simply to suck you in.

It is stating the obvious, but never, never give a credit card number to someone you don’t know who has made contact with you by telephone. You would not if you had such a call on your private line, but if you get a call on your business line from someone purporting to represent another business or a charity it really would be all to easy to be drawn in. I haven’t done it myself, but have been led to the water from which I refused to drink. I think I know better, but people fall for these and the very credible online phishing scams. The crooks are out to get us. Be careful out there!

Disrespect – what you do not want from your colleagues and network

My last blog in this thread contained the word “respect” in the title. I did not plan to follow it up with one about disrespect (incidentally a word which can only be a noun, and not a verb, in my view) but something has happened to prompt me to write it.

I belong to an international network of business advisers, and we have regional monthly meetings for those who wish to turn up. It is useful networking at a nice country pub and we also have speakers, internal and external to update us on various topics which amount to good CPD.

At the most recent meeting we had a guest speaker, who happens to be a friend of mine through networking elsewhere and who is a thoroughly nice guy. He was speaking on a particular discipline which is a major issue in business, and he has a radical alternative and refreshing approach. I will not expand on the discipline; that is not the point of this piece and I do not want the players to be too easily identified.

Anyway our guest, I stress “guest”, gave a very enjoyable and interesting talk for about three quarters of an hour and received impressively lengthy applause at the end. Our group is not usually quite so evidently appreciative, so this was significant. He then took some questions, and the chairman of the meeting started to thank him when a newcomer to our group professing to practice the same discipline, whom none of us had met before the day, started to tear into the premise of our guest’s talk with a ten minute talk of his own. He derided the common sense approach of our guest and said that rules and regulations were there to be followed (I do not think our speaker said they were to be disregarded) but the premise of his long critical statement was that our guest was wrong in almost everything he said, and that the best approach was a by-rote following of the rules; that in itself is material for another blog.

Our guest came back and comfortably rebutted the critic’s arguments. As a professional speaker also, he can look after himself, but I was severely embarrassed at the turn of events, and I know that many other members of the group there were as well. Our speaker had given up his time to speak to us – we were not paying him. I also believe it is disrespectful to criticise a speaker too much whether you know the person or not. One might ask for amplification or clarification of a certain point, but if one really does not agree then it is best to bite one’s tongue and keep quiet, and perhaps try to get a date to address the same audience at another time.

Before the meeting we had welcomed the newcomer whilst some of us were enjoying our pub lunch. Presumably the new guy would like to work with us and be involved in members’ contracts or projects. I would rate his chances of getting future work from or through those present at nil. He had alienated the entire group, and of course people do not forget.

If we are to get on in business or indeed enjoy a full social life, it behoves us not to go round upsetting people. I have many friends with whose views on various subjects I would disagree, but there is no point in going there. It is better to enjoy their pleasant company and work with them if in a business environment. This is obvious to the un-blinkered networking community and to most in our society. This rude troublemaker was the equivalent of an online troll.

© Jon Stow 2009

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Respect – being what our clients look for.

I don’t know what other people do, but I do try to match my manner and behaviour according to the client I am seeing, especially when visiting them in their own environment. My clients come from a lot of different backgrounds and vary in age from their early twenties to late eighties.

So how I deal with them depends on their expectations, and I try to keep them comfortable with me. Of course, if I am seeing a prospect for the first time I have to make a judgement based on experience, but if I know a client I already know what suits him or her.

What am I going on about? Well, I do not wish anyone to feel uncomfortable with me, so I think about my general demeanour, the manner in which I speak and the way I dress. I expect others do the same, whether consciously or otherwise.

Twenty-five years ago (it scarcely seems possible) I worked with a guy who provided bookkeeping services to a rock group and often worked in the office run by the band. My friend always wore his suit and tie when in our accountants’ office, but when he was at the band’s establishment he dressed down to very casual attire, because the staff were very laid back and living in the rock life environment. They would have been uncomfortable with a stuffed shirt and my colleague would have felt uncomfortable too.

It is all about managing expectations. My rule is (and you may laugh if you wish) that if I visit a business office I wear a suit and a tie, and of course a shirt as well. If I see a client who is younger who does not work in an office, so anyone from a drama teacher to a brickie, then maybe a jacket but definitely no tie. You get the picture. Then again these are the people with whom I am on first name terms; I have known them for a while.

There is then the older group, the over-seventies. They expect a tax practitioner not only to where a suit, shirt and tie, but to stay away from familiarity because that is the way they were taught to deal with their elders; they feel entitled to the same treatment and etiquette and that is what they get. I stick to “Mr. Smith” and “Mrs. Brown” etc. unless given permission to use their first names, though I do not get out of my own comfort zone by addressing anyone as Sir or Madam. I am a professional, not a servant!

I have cringed when visiting older people in hospital or seeing on television the elderly spoken to by medical staff using first names. People are stripped of a great deal of dignity by being in hospital or in having difficulty looking after themselves. They deserve to be treated with proper respect as it is better for their morale.

I guess the way I deal with each client is to make me feel more comfortable too; there is a selfish element. I learned from my rock band colleague how to make clients feel at ease with dress code and manner, but he also left a lesson not to get too much into character. I heard he died a sad rock star death at an early age and never had the fame to go with it. That was a hard lesson.

© Jon Stow 2009

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Business card spammers

Like many small business owners I go to a fair number of networking meetings. I go to meet people with whom I may work in the future, and the purpose of attending is to build relationships and expand connections – in other words to get to know people, which can ideally be achieved by talking face to face.

Being a polite person who does not like to offend, I will if requested hand over a business card. Some meetings require that everyone has everyone else’s.

So, just to say that because you have obtained my business card, I do not expect to receive a sales or marketing email from you. If I have just met you, and especially if I have not even had a chance to have a conversation with you, I have certainly not given you permission to bombard me with sales messages, or even to send me just one. You may send me an email saying how nice it was to meet me and you look forward to talking further, or mentioning that you were sorry we did not get a chance to chat, and perhaps next time we can find out a little more about each other.

I want to be able to refer businesses, but only when I know them. I am not a lead in myself, so please have a little respect, and change the attitude you have when you meet new people, which should start with referring others, helping people, and building trust. If you look after relationships first, you will gain pleasure from that, and if you have a mindset of referring the businesses you trust, you will find business comes to you. Most of us know that, don’t we?

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Dispatches from the front – age discrimination

Some of you may have seen a Channel 4 Dispatches episode this week about age discrimination, mainly not in the workplace (which is covered by Government legislation) but discrimination preventing more mature workers from being taken on in the first place. The whole thing was pretty educational, but the first few minutes concentrated on a qualified accountant in his fifties and his trainee accountant daughter. They both applied to specialist recruitment agencies. Despite the chap in his fifties having vast experience the agencies just tended to lose his records and CV, and did not bother to interview him whilst his daughter was invited in for meetings and had emails from agencies with which she had not even registered. In putting older candidates off, they are told that the role is “dynamic”, that they would be bored because they have too much experience, or they would not be suitable for such a junior role.

None of this surprises me in the slightest, of course, as it reflects my experience, though I am now very happy to work for myself and have my own business. I was turned down for HMRC’s tax legislation re-write project a while back because I did not have a university degree. I was surprised as I would have been ideal. As an eleven year old I won a free place at a “posh” school where learning the strict rules of English Grammar was considered essential and I also have an ‘O’ Level in Latin to remind me of the importance of grammar and the origin and structure of our language. This may be a surprise to those of you who think I write in a quite casual way but I would have been an ideal candidate given my technical background too. I realise that this was only one of a number of possible excuses for not putting forward such a mature candidate.

However, I will mention that when I started work for the first time a good while ago I was eighteen. Most new recruits joined banks, insurance companies and accountants straight from school between thirty and forty years ago; some even joined their employers in these sectors at sixteen. That was the “baby boomer” way and to require a university degree is a pretty good age filter for those whose parents could not afford to put them through university. Not having a degree from thirty-five years ago is hardly an indication of unsuitability, especially with a long and respectable track record in between.

In these hard times it will be easier for employers to discriminate and use younger trainees in accountancy etc. to provide cheaper labour than that perhaps thought to be expected by more experienced job candidates. The tragedy is that the trainees will get older, qualify and have a few good years. Then their careers will founder on the “Rock of Ages” in the same way.

For the present, there will be more older candidates seeking positions due to the economic downturn and the huge losses to their pensions pots, and they will have to compete against much younger qualified people who have also lost their jobs.

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Bankers, untimely schadenfreude, and how to avoid their fate

I felt a little sorry for the ex-banking chiefs being quizzed by the Treasury Select Committee yesterday. They are genuinely bemused by the state in which their former employers, the banks, find themselves. We are talking specifically about the two Scottish banks, RBS and HBOS though others took risks and have made considerable write-downs of assets.

The reason I feel a small amount of sympathy is that they are akin to drivers who have been careless in the maintenance of their vehicles. There have been annoying rattles, and maybe the car has not been serviced. If there is a major failure in an important component (and in this case the wheels came off) then one should not be surprised that there is a nasty crash. Just the same, the actual event is shocking to the drivers and these guys are not over the smash, which has been very traumatic.

While it is easy to be wise after the event and we as spectators might have indulged in a little schadenfreude had we not been so badly hurt as passengers in the car, it is a lesson to everyone to make sure that we know every part of our business, and what is working well and what isn’t. The bankers took their eye off the ball. Northern Rock was by no means the first bank to fail. We had the grisly spectacle in 1995 of an old traditional bank, Barings, being brought down by the reckless actions of one man, Nick Leeson, the famous rogue trader.

The recent banking debacle was more of a cultural accident in that they were doing what everyone else was doing in the sub-prime market in the US. At the same time no one apparently thought of the risk, or what would happen if the US economy had a downturn and the domino effect on the market. Those of us in small business knew months before the initial crash in 2007 that the UK economy was struggling too, and we commented on it.

Anyway, we should all look at what we are doing in our own businesses; what works and what doesn’t, and what we should change now because it is going to stop working very soon and need to be replaced. I have stopped using Yellow Pages and Thomson’s because directories do not work for me. They work for other people but not for my businesses. Don’t do things just because other people do them. I am constantly reviewing my marketing, and need to think about whether other people getting on their bikes in the light of the large job losses which actually give my business more competition.

What about you? Do you take a step back and look at your business? Are there areas of risk you should try to eliminate? Is your marketing for purpose in the current climate?

I am taking my own advice anyway. If you need another perspective on your business ask an outsider; even ask me!

Owning our mistakes–not an earnest business blog

We all make mistakes. We try not to, but admitting to failure is a way of helping us to do better. Fortunately for most of us, the errors we make will be relatively minor in our work activities, but a big blooper can be a source of considerable worry. I remember getting something badly wrong when a junior manager back in the eighties. I was terribly upset, and it took me months to put it right, though I did without any damage in the end. It was coming up with the solution that took a lot of thinking. I learned from it, firstly to be more careful, and secondly to give myself more time with testing issues. With hindsight, I had too much work put on me because of the resignation of a colleague at the time and the long term sickness of another. There was a lesson there too in that one needs to know the pressures on staff, which my senior manager and bosses were unconcerned about. Those mitigating circumstances were not enough to let me off the hook in my view. The actual mistake was mine.

I can also think of mistakes I have made either in making career moves or not making them at one time or another. It is however no good thinking “if only I had done this” because if I had done something else at any point I would not be where I am, which is quite happy even if not a billionaire (yet). In business for myself, I have made mistakes, mainly in persisting with the wrong sort of advertising way after it should have been clear it wasn’t working.

Someone whom I knew and alas is no longer with us was a man full of bright ideas; indeed he was a very clever man. He was good at inventing new processes and was an excellent engineer. Something he was not very good at was business, exploiting his ideas or indeed being able to understand whether there was a market long term for the concepts he came up with. He would have been better working with and trusting someone who had a better business brain than he but because of his considerable ego he always knew best; he thought anyone who doubted his abilities to turn his ideas into money-makers was obviously wrong, and consequently his companies would go bust. Ultimately he was risking not only his reputation and means to carry on future projects, but also the security of his loyal family who ultimately had to pay a considerable price because he thought he was always right.

This brings me to the British Government. We have a major economic “downturn” as they call it, but it is clear that we have a serious recession perhaps even comparable with the crash of the early thirties. The Prime Minister blames events in America, and of course they have had a huge impact on all of us, and I am not going to bore you by going through that which you already know. Nevertheless, we (in UK) are much less able to ride the storm than our compatriots in other Northern European countries, largely due to the level of borrowing the Government already has, and the even higher level it is facing in an attempt to buy its way out of the slump with building projects etc. to create jobs. These splurges of our money are described as investments, but we all know that investments have to be in viable long term projects that will return a decent amount in the future. There really is no way of calming a storm once you are in it. You have to ride it out. The expenditure announced by the Government is enormous compared to the likely return even if these expensive jobs which are being purchased are viable long term. Of course the savings to income ratio in Britain is amongst the lowest in Europe, and of course not encouraged by Gordon Brown’s pensions grab, his first act when becoming Chancellor of the Exchequer in 1997. The same move also hit small income investors in British business, who were denied the privilege of reclaiming the tax credits on dividends as had the pension funds. Therefore people have not rushed out to take advantage of the ill-judged and expensive cut in VAT. Few have any cash to spare until the storm blows out.

Coupled with all these mistakes is the failure of the regulatory bodies to do their job, partly because of the splitting of responsibilities. We had the Equitable Life failure over seven years ago, which should have woken up the FSA (whose faceless members later failed to spot the dangers of the US sub-prime market and the practices of the lenders). The FSA, the Bank of England and the Treasury needed to take swift action over the Northern Rock affair which was the first serious breakage, but dithered. The “independent” Bank of England’ was obsessed with the housing market (not translated into wondering where the mortgage money was coming from) at the expense of business, and it was apparent in early to mid-2007 that interest rates were actually far too high. I discussed this with colleagues at the time and found the other day an email on the subject.

The Government is complaining that somehow it is not its fault that the economy’s wheels came off along with those of some other nations, but they did not spot the wheels were loose and tell other nations about their loose wheels. Now we have crashed and we are more badly hurt than many. The consequences for the UK and (which I will talk about soon) the knock on effects for Third World nations who depend on us to a greater or lesser degree are frightening. Somehow the Government and its ministers are not taking responsibility for their blunders, and surely they cannot do so unless they acknowledge them like the rest of us. Their egos are their weakness, but that is why they are politicians. They are no different from my engineer with the bright ideas and no inkling as to how to harness them. They may understand that they are wrong but won’t own up.

Sky News has been trailing their new programmes fronted by Jeff Randall, former BBC business Editor latterly with the Telegraph. Jeff says in the clip “If I were Prime Minister I would resign”. So would I, but that would amount to taking responsibility, wouldn’t it?

© Jon Stow 2009

Referral networking and serendipity

Once upon a time, well in 1985, Dr. Ivan Misner, my fellow Ecademy BlackStar more or less invented referral networking, at least in the formalised way we see it today. Following my accreditation course to a well-known network of business advisers, or management consultants as they were more likely known twenty or thirty years ago, I was assigned a coach. I had weekly telephone meetings with him to assess my progress in getting work and to help me with my marketing. Remember, this was still in the Dark Ages of 2003.

One day, Coach said to me “You should think about joining BNI or BRE”.
“What are they? I asked.
“I don’t know” said Coach “but they are on the list of marketing tips I am supposed to mention”.

Well, even though it was the Dark Ages they had invented search engines and I would have used Yahoo in those days. I tracked down the local BNI franchise and after a false start try-out with a bunch (or a Chapter) which had totally lost direction I joined a pre-launch core group which was to become a full blown BNI chapter with whom I had breakfast every week (and attendance is essential unless you can send someone to stand in for you).

The big advantages of referral networking are that you learn to get on your feet and sell your business in (usually) one minute and, because it is expected of you, you learn to sell not just your own business but that of the other members all the time you are out seeing your clients. It is a huge confidence booster especially when you are feeling your way in business, and it is great to feel you have the support of other members.

I have to say, though, that BNI was not a great success for me in terms of promoting the business adviser – management consultancy type business, which is ironic given that Ivan was a management consultant when he came up with the idea of BNI. The members of our Chapter were all rather small businesses themselves and not my ideal customer. That was in itself fine, because the aim in BNI and clones of it is that the other members sell your services by passing your business card to their clients or customers, recommending you and promising that you will call. No, the problem for me was that the other members of the Chapter were B2C businesses whereas for me it would have been much better if they had been B2B offering office cleaning, industrial electrical contracting, office furniture fitters or something akin to that, meeting owners of larger businesses with a number of employees. I had similar issues with another referral networking group I joined subsequently.

Still, I was nearly three years in BNI, and stayed mainly because I enjoyed the atmosphere and liked most of the members. I was Membership Coordinator (VP) twice and in my second time ran the meeting for four months after the Chapter Director (President) upped sticks and left. I enjoyed that immensely, which is amazing for someone who was nervous of doing his sixty seconds, let alone a 10 minute presentation when he first started out. Towards the end of my tenure the Chapter’s printer cane up to me at the end of the formal part of the meeting and told me it had been the best run in his three years in BNI. I must have been doing something right! It still did not help me get any business and eventually I decided to leave because of the huge time and investment which was no longer paying off.

Why “no longer paying off”? Didn’t I say that I got very little business advisory work? Well, that’s true. However, this was where the serendipity factor came in. When I joined the core group there was already an accountant filling the relevant category which included the area of my particular expertise, which is direct taxation. He and I became good mates and as tax was not his forte I provided a sounding board for him. My friend was in the process of taking a step up from his small local firm (just him) to joining a firm of accountants in London. They had inherited a major tax investigation into the affairs of one of their clients and when my friend joined they had no one of sufficient experience to deal with HM Revenue & Customs (as they now are) in such matters. I was called it to work solely on this one client, for whom I obtained a very good settlement.

Anyway, I earned for myself over a period of nearly four years some tens of thousands of pounds from this work, which was not related directly to what I was marketing in BNI. The point is to get out there because you just never know.

While I was not a great success in marketing the business helping-hand work I had diversified into, I learned a great deal from BNI though the philosophy of “Givers Gain” which is basically the art of giving in order to get. It is a hard thing to get used to for some, but in fact one can get great pleasure from helping others; I always have, but in case you think I am building myself up here, I have to say that giving is fun. My Grandfather used to say that giving was selfish because one really did it to please oneself. Combine that with giving in order to receive and that is doubly selfish, but it is a great way to go about business. Knowing that one has referred many thousands of pounds of business is in itself very satisfying too.

Give BNI, BRX as BRE has become, or a similar organization a go, especially if you are B2C and dealing directly with the public. Remember you have to be at the meetings, not just because the rules say so, but because you need to gain trust and be seen as reliable and reachable in case there is any slight problem with a referred customer of client. Know that your BNI or other colleagues will work hard and do their best for the referred client or friend because otherwise they will let you down too. Give out as much business as you can and if you receive a fraction of that you will be happy and prosper. And there’s always serendipity. You just never know.

© Jon Stow 2009