Why women excel in small business
In my time (and in an era when it was unfashionable to do so) I frequently promoted women over men into positions of authority and I did so for reasons close to the heart of the small businessman: practicality, commitment, loyalty.
For example, women don’t ask the same questions as men, questions like ‘Which model and size of car do I get?’ and ‘How about expenses?’
Rather they want to know what they will be doing, what responsibilities they will be taking on. They are focused on personal performance to the exclusion of trappings (which is not to imply they don’t appreciate the trappings) and this is why women excel in small business. Their scale of priorities is smack on for commercial success.
Although men and women may approach business in a slightly different way, the explosive growth of women-owned businesses over the past decade attests to the success of their ‘non-traditional’ style.
o More than half of women business owners (53 per cent) use intuition or right-brain instead of left-brain thinking, which emphasises analysis, the processing of information methodically, and developing procedures. Intuitive processes often allow someone to see opportunities that aren't readily apparent and to know if they are right without the use of reason and analysis.
o The way in which women business owners make decisions is usually more whole-brained than men's (i.e. it is more evenly distributed between right-brain and left-brain). This allows someone to use creative and analytical processes, a characteristic that is critical for small business management, especially in uncertain situations.
o Women business owners tend to reflect on decisions, and to weigh options and outcomes before taking action. In addition, women don't hesitate to gather information from business advisors and associates. The advantage here is the shared knowledge that is gathered through interpersonal interactions and liaisons.
o Women entrepreneurs describe their businesses in family terms and see their business relationships as a network. This personal touch is often what drives employee motivation and productivity. The downside is however that they may lack policies and procedures which are clearly stated.
o Women have the ability to balance different tasks and priorities. In business for themselves or for someone else, the ability to be flexible and adaptable is a distinct advantage these days when everyone is expected to perform many duties.
o Women entrepreneurs tend to find satisfaction and success from building relationships with customers and employees, from having control of their own destiny, and from doing something that they consider worthwhile. We all spend the majority of our lives at work. If our work and our personal values are not in alignment, sooner or later we feel conflict. Women entrepreneurs have used this internal conflict as a motivation in order to create the life that they desire.
o Entrepreneurs in general are more similar to each other than they are to the working population in general. Compared to the general working population, entrepreneurs tend to be more logical and analytical in the way they make decisions, no matter their sex.
WOMEN’S VS. MEN’S NEEDS
Women business owners view commercial ownership with different concerns and interests than their male counterparts. Although some are interested in a large, profitable organization, many prefer their new business to be small, friendly and easy to manage.
Because growth usually equals structure, many women business owners choose to remain small to avoid dealing with an operation that would require layers of management and a culture that might lack support or is rigid, unfriendly, or limiting. They start their businesses for a variety of reasons.
In addition, many women seek personal satisfaction, a certain balance, broader horizons, the respect in the industry, the excitement of growth and the opportunity to learn new things. They tend also to set up on their own to create a secure future and to have choices about their lifestyles. Many have a community mission which they plan to support or fund. Many want to provide good jobs and a secure future for a dedicated staff. Finding a better way to deliver services or making a difference in the lives of many people is often at the top of the list.
Measuring success
If you measure success strictly by your business's profitability, it is often difficult to stay focused. However, if success is measured by the journey, and not just with statistics, the path becomes much clearer and easier to follow. By maintaining their freedom and flexibility, women business owners can become truly creative and confident.
And by providing an environment that cultivates respectful relationships, owners are able to focus on performance and profitability. This is not easy, but, for women, it is essential and the rewards are definitely worth the effort.
Measuring available
Although available statistics on women in small business in the
o Women don't relate to the traditional business support groups such as the Chambers Of Commerce or Business Link.
o Women feel intimidated networking where the majority of participants are 'men in suits'.
o Women face difficulties being taken seriously for funding.
o Domestic and caring responsibilities.
o Lack of confidence.
o Lack of role models.
"One of the clearest ways for the
Global Entrepreneurship Monitor 2001
This new programme tested different delivery methods to ensure that they successfully met the specific needs of female entrepreneurs. Some of these particular needs include:-
o Access to women only networking opportunities
o Child friendly networking being held at lunchtime
o Access to successful business women role models
The results from the project are impressive.
o 73 per cent said the project gave them the motivation to move forward in business.
o 13 per cent of participants have now started a new business.
o 16 per cent have joined a networking group.
o 22 per cent have found new customers.
o 11 per cent have taken new staff.
o 14 per cent reported an increase in business.
Contrasting statistics from the USA
Encouraging though the foregoing may be to the authors of the project, contrast the findings with this research data from the
In fact, estimates are such that women-owned firms now provide jobs for 18.5 million people and generate sales of nearly $2.38 trillion annually. And according to recent studies conducted by the U.S. Census Bureau and the National Foundation for Women Business Owners, this trend is only expected to increase. Below are several findings from these studies.
o Between 1987 and 1996, the number of women-owned firms has grown 78 per cent.
o Employment by women-owned firms has increased by more than 100 per cent from 1987-1992, compared to an increase of 38 per cent in employment by all firms. For women-owned companies with 100 or more workers, employment has increased by 158 per cent - more than double the rate for all
o The top growth industries for women-owned businesses between 1987 and 1996 were construction, wholesale trade, transportation, agribusiness and manufacturing.
o Women-owned businesses stand the test of time. Nearly all women-owned firms in business in 1991 were still in business 3 years later, compared to 2/3 of all
o The largest share of women-owned businesses continues to be in the service sector. More than half (52 per cent) of women-owned firms are in services; 19 percent are in retail trade and 10 percent are in finance, insurance and real estate.
o Employment growth in women-owned businesses exceeds the national average in nearly every region of the country and in nearly every major industry.
THE VALUE OF PERSONAL GOAL SETTING
Personal goal-setting is crucial when you are deciding whether or not you would like to own your own business. Because your business will have an impact on every other area of your existence, it is critical to know how it fits into your lifestyle and whether it allows you to reach your other goals.
Two of the benefits you will receive as a result of defining and aligning your major goals in life are peace of mind and focus. Let us take a look at a few of the other benefits of personal goal-setting:
o Know, be, do and have more.
o Use your mind and talents fully.
o Have more purpose and direction in life.
o Make better decisions.
o Be more organized and effective.
o Do more for yourself and others.
o Have greater confidence and self-worth.
o Feel more fulfilled.
o Be more enthusiastic and motivated.
o Accomplish uncommon projects.
Remember, you will not pay a price for setting goals. You will pay a price for not setting them. We can choose to get caught up in the everyday activity of our lives without feeling any real sense of purpose or we can choose to accomplish something meaningful with our lives that gives us a sense of direction and self-motivation.
Ninety-seven per cent of the population does not set goals for two major reasons: (1) FEAR (False Evidence Appearing Real) is preventing them from doing so and (2) There is a risk that the goal may not be reached.
One question a lot of women ask is how to know if a goal is good or bad. In other words, how do you discriminate between the really important goals and the nice-to-have but not really important ones? You will know whether or not a goal you have chosen is important by answering these five questions.
o Is it really my goal?
o Is it morally right and fair?
o Are my short-range goals consistent with my long-term goals?
o Can I commit myself emotionally to completing the project?
o Can I visualize myself reaching this goal?
If you have answered ‘no’ to even one of these questions, you may want to reconsider this goal. In the short-term it may appear to work for you, but in the long run, you may exposing yourself to a lot of unnecessary conflict and frustration. Be sure to set big goals as well as multiple goals. Big goals force you to reach in and use the potential that is inside of you. Long-range goals help you to overcome short-range failures.
They can also help you to change your direction without going back on your decision. Whether or not they ever reach the goals they have set, people who set big, long-range goals have been found to have higher self-confidence, higher self-esteem, and greater personal motivation.
The bottom line is that more than half the rewards and benefits achieved from goal-setting come from actually taking your first step in that direction, regardless of the consequences.
There is a very simple process in seven steps that you can go through to set any goal whether personal or professional. To be effective, the goal you choose must include all seven of the following steps:
On a periodic basis, it is important to re-evaluate your goals to make certain that they are in alignment with what you truly value and want out of life. Remember, goal-setting is a life-long process. Once you have completed one goal, be sure to replace it with something else. This way you will always reap the benefits that goal-setting provides.
DECIDING THE RIGHT TIME TO START UP ON YOUR OWN
Overall, specialists who study small business start-ups have found that the most important characteristics for success include:
o Knowledge in the field through both formal training and on-the-job experience.
o Attitude or willingness to work long hours for many months and sometimes years, without expecting much income.
o A business plan - a business without a plan is a ship without a rudder.
o Capital, cash, resources.
o Action - implementation - get-it-done.
If you are to the point where you feel comfortable with those five areas, there is a very high probability that you will succeed should you decide to start your own business. However, if you feel weak in one or more of these areas, you may want to ask yourself if ‘now’ really is the right time.
The personal resources you will require to commit
Being self-employed usually requires more knowledge, time, planning, resources, and energy than working for someone else. Make sure that you are willing and able to commit to whatever it takes to make your venture a success. This may mean taking into consideration any other goals that you may have, as well as current and future responsibilities.
As a general rule, estimate the amount of time you think you'll spend on your business and double it. Believe it or not, this is one of the best ways to determine the time commitment that you will be making to run your new business.
Flexibility in application
Obviously, some types of businesses are more flexible in terms of time commitment than others. You might want to adjust your business goals to meet your lifestyle goals. How hard do you want to work? Do you want to hustle sales every day? If you are determined that your weekends are free, you should eliminate retail sales, real estate, and many service businesses from your list of possibilities.
But you shouldn't get discouraged. There are businesses to match every lifestyle and you have to find one that is right for you. Be sure to involve your family in the decision process. Their support is critical. They will help you narrow your search and they can also be your supporters as you climb the mountain.
NARROWING THE FOCUS TO MEET YOUR OBJECTIVES
There are thousands of different types of businesses in the marketplace. Each business fills a certain need that the market is demanding. In some ways, this is good because it gives you unlimited choices for the type of business you can start. On the other hand, it may be overwhelming to try to sift through all of the different possibilities and choose the right one for you. In order to make this process easier, here is a step-by-step procedure for narrowing your business options. First, let's start with you.
Your search for the right business idea will be aided by learning the necessary steps to take so you can best assess your interests, skills, abilities, knowledge, and talents. Once you have determined what you are interested in and skilled at, we can take a look at the marketplace to see what is being demanded by the consumer.
A personal assessment for determining your business idea
Basic ideas for your business most often come from the following sources:
o Spin-off from your present occupation.
o Hobby or special interest.
o Answer to the question, ‘Why isn't there a . . .?’
o Shortcoming in the products or services of others.
o New or different way of using ordinary things.
o Observed need.
o Technological advance or changes in society or social custom.
To help in your search for the right idea, take the following steps and assess your interests, skills, abilities, knowledge, and talents to help you determine what you are best at.
Part 1: Assess your interests
Your interests are simply your likes and dislikes, your preference for one thing and your dislike of another. Begin by writing down what interests you. Start with broad categories.
o What are your hobbies currently? What were they when you were younger?
o What school courses did you enjoy when you were younger?
o Were there any jobs that you really liked or got a lot of satisfaction from?
o What kind of sports and recreational activities have you participated in and enjoyed?
o What do you do in your spare time? What would you like to do if you could?
o What do you consider to be a lot of fun?
Once you have created your list of interests, identify anything that you particularly dislike doing. List these activities below your interests along with the reasons for your dislike. Your interest inventory is not a rigid indicator of what you should do. It is only a starting point for helping you learn the range of your interests. It is important to not confuse interests with abilities and skills. Once you have completed this list, review the activities and interests you have identified and look for patterns. Do any appear consistently? If so, circle them.
Part 2: Building your skills inventory
The key to picking your business idea is knowing and being able to articulate all the different skills you possess. The word ‘skills’ is being used in the most general sense possible. You are not looking for skills which you and you alone possess in all the world. It is sufficient that you have the skill to any degree. You are looking for any you may have exhibited while doing something. You will need to really open yourself up when making your list.
After you have developed your list, circle those skills which represent your strongest abilities and which you take the greatest pleasure in performing. Now see whether a pattern exists that can lead you to explore what your business should be. Write down any patterns that appear.
Part 3: Recalling your ‘power stories’
Everyone has memories of times in their lives when they felt particularly strong and on track. It may be the time you gave your first speech, or the day your child was born, or it may be the time you reached a goal you had previously thought impossible. Whatever it is, these are the times when you felt the most proud of yourself. Call these memories ‘power stories’.
Whether or not anyone else is aware of these times in your life or thinks they are important is irrelevant. The important thing is that they matter to you. Recall a list of seven personal power stories. Divide a sheet of paper in half. On the left side of the page, write down each of your power stories. On the right side, list the skills and talents you used in each story. What skills and talents reappear in each story? Circle those.
Part 4: Building your special knowledge inventory
List any special knowledge you have acquired according to the following sources:
o Learned in school, college.
o Learned on the job or by actually doing at home or work.
o Learned from seminars, workshops.
o Learned by reading avidly.
o Learned by talking to people.
You should list as many special types of knowledge as you can think of. Circle the 5 types that you would like to use in business.
Part 5: Self-Estimates
On a scale of 1 (low) to 7 (high), rate yourself (as compared with other people) on each of the following traits. Be as objective and accurate as possible. Remember, there are no right or wrong answers. Try not to rate yourself the same in each ability.
|
___ Clerical |
___ Musical |
___ Teaching |
___ Managerial |
|
___ Technical |
___ Scientific |
___ Mechanical |
___ Empathic |
|
|
___ Numerical |
___ Sales |
___ Artistic |
Then list your top 4 traits with the rating for each.
Part 6: Dividing up your time
You need to decide, as a future business owner, how you want your time to be spent. Divide the following categories in terms of percentages of time per week based on 100%. Try not to give each one the same percentage.
o With People:
o With Information:
o With Things:
Part 7: Why do you want to start your own business?
Write down all of the reasons why you want to start your own business.
Part 8: Determining your priorities
As you begin combining your work and family responsibilities, make sure you know what your priorities are. Begin by listing any current time commitments and then estimate how much time you spend on these regular activities. Think through your priorities. What activities must you continue? What can you let others do? What activities are expendable?
Now that you have completed your personal assessment for helping to determine your business idea, try to pull the information together to see whether a picture of yourself has emerged so that you can gain a sense of what type of business would best suit your skills, knowledge, business goals, and your reasons for wanting to start a business. You most likely will begin to see a pattern that leads to a specific idea or to a general category of business such as service, retail, or manufacturing.
MATCHING PERSONAL INTERESTS WITH MARKETPLACE NEEDS
Research indicates more and more that you must enjoy what you are doing if you want to be successful in the long run. If you start a business based on the latest get-rich quick scheme, you will find yourself getting tired very quickly. On the other hand, if you focus only on what you like and you disregard the needs of the marketplace, you may soon find yourself scraping to pay your bills at the end of the month. Then what is the answer? Like most of the things in life, the answer is to find a balance.
It is likely that almost anything you would like to give, someone else in the world would like to receive. The trick is to find that person and presenting your product or your service in such a way that they simply can't resist what you have to offer. This is matching personal interests with marketplace needs.
Let's look at an example...
Susan was very interested in adventure travel. She had worked as a travel agent for several years and she was now thinking to start an adventure travel company for women. She decided to test the waters by putting an advertisement in Cosmopolitan. When very few people responded to her ad, she became very disillusioned and she decided that her idea might never be successful.
That's when a friend told her of a new magazine that she had just seen at the news stand called Outside Woman. It sounded interesting so she purchased the magazine and read it. After talking to the editor of the magazine, she learned that a lot of women who read this particular magazine were interested in travel as a way to open their worlds and go beyond their fears. Susan also learned that most of these women were in their 30's and 40's, not early 20's like she had previously thought.
Armed with this new knowledge, she created an adventure package that aimed at ‘women who wanted to experience the spiritual side of adventure travel’ and she placed an ad in the magazine that her friend had recommended. The response was tremendous. Within several weeks, she was able to book a first group outing and her business was born. Susan's story is one of success. However, without a little luck, her story could have been one of failure. Market research is often the difference between succeeding and failing miserably. Susan never gave up her dream of doing something she loved. But until she reached the right group in the marketplace, she was doomed to failure. Moral of the story?
Look inside yourself to learn what you like and what your dreams are. Then open your eyes and take the time to find others with whom you could share your dream. All in all, it may take you a little longer, but it will be worthwhile.
VISUALISING YOURSELF IN BUSINESS
When you are trying to choose the best business for yourself, it is easy to get caught up in the belief that what you have been doing, you must continue to do. Without careful consideration, you may end up trading your small office or cubicle at work for a small room at home that keeps you just as tied down as your old job. Or you may end up having to spend most of your day pounding the pavement on sales calls when what you really wanted was to remain at home for most of the day.
To help you ‘feel’ your business before you actually start it, you may want to try using visualization to get a mental picture of what your day will actually be like. By doing this, you will discover what you will be feeling as you go through a typical business day. You can then use this information to help you determine if you are on the right professional track.
Before you invest money, time and energy
It's important to evaluate the lifestyle of your business direction before actually investing money, time and energy into it. Going into business for the wrong reasons (i.e. a panic decision to quit an undesirable job, impulsively starting a business just because, or to simply have more time) without adequate research can be a ticket to failure, either in your professional life, your personal life, or both.
Questionnaire to get you thinking
The following questions are a simple way to get you thinking about what your day will look like once you own your business. As you consider each question, notice how you feel. Do you feel tense and agitated as you read each question or are you getting excited and motivated? Even if you don't know the reason why, listen to your feelings and trust yourself.
1. It's time to get ready for your business day. What time is it?
2. You get dressed for work. What do you wear?
3. Someone depends on you before you leave. Who is it? What do they need?
4. You open your door to your business. Where is it located? What does it look like?
5. You look around. Who else is there with you?
6. You produce (or handle) the product of your business. What is it?
7. A customer purchases that product. What does he/she look like? Male? Female? Age? Occupation?
8. You've started building customers. Why did the customer choose your product/service and how did he/she know about it?
9. You think about your product or service. What does it cost? How did the customer pay for it? Cash? Credit Card? On account?
10. You glance down at your customer list. What and when will he/she purchase from you the next time?
11. It's lunch/dinner time. What are you eating?
12. You eat. Where? With whom?
13. The morning has come and gone. What do you see yourself doing during the second half of your day. Producing something? Selling something? Going somewhere?
14. It's time to close up. What time is it?
15. You prepare your bills or count your money. How much did you "make" today? How much is in actual cash? How much is owed to you?
16. It's time to go home. Are you going straight home or do you have to stop somewhere first?
17. You've arrived home. Do you have household responsibilities when you get home?
18. You need to do book work/paperwork for your business. When do you do it?
19. You want to talk about your day with someone. Who do you talk to?
20. You prepare for your business for the next day. What do you do?
21. It's time to sleep. What time is it?
APPRECIATING YOUR SELF-WORTH
Self-esteem and self-confidence are essential to the health and wellbeing of every person. If you are thinking of starting your own business, you must know and trust in the fact that you are capable of facing and overcoming any challenges that await you. Without such belief, success will be extremely difficult, if not impossible, for you to achieve. If you do not believe in yourself or your product, you will project an air of defeat which others will sense. The end result is that no one will feel comfortable buying from your business.
What is self-esteem?
o Appreciating one's own worth and importance and having the character to be accountable for oneself and to act responsibly toward others.
o Confidence and satisfaction in oneself
o An absolute necessity.
To better understand yourself and to identify whether or not you may be lacking in self-esteem, review the list of items below. Check off the characteristics in the list that you think apply to you. It's important that you be as honest with yourself as you can.
1. Constantly put myself down; am highly self-critical
2. Have difficulty accepting compliments
3. Often feel victimized by others
4. Feel lonely, even when with other people
5. Feel empty - like I have a hole inside
6. Feel different from other people
7. Feel depressed
8. Feel shame and guilt
9. Don't believe in my own ability; have self-doubts
10. Fear new situations
11. Fear failure
12. Fear Success
13. Fear being out of control
14. Have high need to please others
15. Anxious in business settings (panic attacks, anxiety)
16. Managing time demands; feel stress, excessive worry
17. Put things off and get into trouble for it
18. Vulnerable to others' criticism, real or imagined
19. Don't state opinions for fear of what others will think
20. Keep others at a distance emotionally
21. Have self-destructive behaviors
22. ‘Numb out’ to relax (watch TV, eat, sleep, fantasize)
23. Have negative attitudes; use negative self-talk
24. Have difficulty setting and sticking to goals
25. Have trouble asking for what I want and need
26. Am often angry and aggressive
27. Make unrealistic self-assessments
28. Think in black or white; no tolerance for ambiguity
29. Can't tolerate imperfection
30. Don't feel connected to family or community
31. Lack pride in or information about my ethnic, cultural, or gender group
Once you have identified all of the characteristics that apply to you, go back over this list and pick four areas you see as most vital to the success of your business. Think about each of them. Brainstorm ways in which you could improve these four areas of your life. Set solution-based goals and then track them so that you can see your progress.
EVALUATING TRENDS IN HOME BASED SMALL BUSINESS
According to a recent study conducted by the National Foundation of Women Business Owners (NFWBO), home-based, women-owned businesses in the
Listed below are several key findings of this study.
· Nearly two-thirds (63 per cent) of home-based women-owned businesses employ people in addition to the owner. Full-time employment, including the owner, numbers 5.6 million people. Part-time or contract income is provided for an additional 8.4 million people.
· Demographically, home-based women business owners are very similar to non home-based women business owners. They are no more likely to have children at home - which contradicts the supposition that women base careers from home to balance the needs of work and a young family. While their education level is somewhat higher, their age distribution and racial composition is the same as non home-based women business owners.
· Home-based businesses owned by women are much more likely to be newer, smaller firms or in the field of business services.
· The average age of a home-based woman-owned business is 6.1 years. These businesses stand the test of time.
· Key issues for women-owned businesses, regardless of location, include maintaining business profitability, managing and maintaining business growth, managing cash flow, and keeping up with technology.
· Information technology is making it all possible. Information technology is opening doors for all kinds of new businesses by allowing for greater freedom of choice. Women entrepreneurs have taken advantage of these choices and created home-based businesses to better fit their lifestyle needs.
· Home-based women business owners are technologically savvy. In fact, home-based women-owned businesses are just as technologically savvy as other businesses with over half (56 per cent) having at least one computer and nearly 4 in 10 (39 per cent) owning more than one. Two-thirds (66 per cent) have a computer fax/modem, 55 per cent use a cellular phone, 30 per cent have CD/ROM capability, and 32 per cent use an on-line information service.
· Home-based women business owners are much more likely than other businesses to use private sources and credit cards to finance their businesses than they are to depend on business loans, leased equipment, or vendor credit. Only 12 per cent of home-based women-owned businesses used a commercial loan during 1994, compared to 40 per cent of non home-based women-owned firms.
THE PROS AND CONS OF WORKING AT HOME
With today's rising demand for service-oriented businesses along with recent technological advances, the opportunities for home-based businesses have never been better. However, before taking the plunge, you may want to consider some of the pros and cons of working from home.
The PROS of a home based business include:
· Financial Benefits. One of the biggest advantages of a home based business is the financial benefits it provides. A home based business allows you to eliminate the cost of an office, a major expense for most small businesses. Also, most home based business owners are eligible for a partial write-off of their house payment, utilities, and maintenance costs. (The laws are becoming stricter in this area. Be sure to check out current tax legislation.)
· Flexibility and Freedom. Let's face it. Work takes up a lot of our lives. Because of this, more and more women want the flexibility and freedom associated with owning a small business. Even if they must put in more hours than their corporate counterparts (which is highly unlikely these days), home based business owners gain the flexibility to structure their own time and control their own lives.
The CONS of a home based business include:
· Vague Boundaries. One of the greatest challenges of working from home is to set definite boundaries between work and family obligations. Friends and family members may have a difficult time adjusting to the fact that you have to work while you are home. Remember, this is a transition period for them, too. As long as you are straight-forward about your expectations, you should be able to eliminate most of the conflicts before they occur.
· Increased Self-discipline and Isolation. In addition to the skills every woman needs for starting her own business, a woman who starts her own home based business must also possess two additional skills - namely, the ability to be self-disciplined and the ability to deal with isolation. These are critical skills for anyone thinking about starting a home based business. Although you will still have some interaction with the outside world, chances are it will be far less than you are used to. Be honest with yourself. If the thought of spending many hours alone makes you nauseous or you are easily distracted and find it difficult to complete a project on your own, a home-based business is probably not for you.
MAJOR FORCE IN WORLD ECONOMICS
Women are not just becoming a major force in the world economy, they already are. Employment by large corporations is generally decreasing but employment by women-owned businesses is growing. In fact, women-owned businesses now are employing 35 percent more people in the
There are studies that show that it is more likely for them to offer flex-time, tuition reimbursement, and job-sharing than
CASE STUDY
Penny Ferguson is one woman who is an inspiration to us all, here she tells her personal success story.
"After facing many personal challenges in my life - being left by my mother as a baby, three traumatic marriages and the devastating loss of my 26 year old son Phillip, I came to a point in my life where I really didn't know what I wanted to do. I felt battered by life's blows, low in energy and emotionally lost.
I threw myself into various training programmes. In the course of one year I qualified in massage, sports massage, aromatherapy, color healing, Reiki healing and as a hypnotherapist, probably to heal me as much as anything. I also did a tremendous amount of personal development workshops.
These workshops fascinated me in one respect - there were many business people, some of whom were senior in their organization, who were very committed to this type of development, but none of them, when I asked them, could think of anyway that they used what they learned in the workplace. It was as though this was something that was for them only to be practiced at evenings and weekends but not to be talked about back in the workplace - people would think it was all too 'pink and fluffy'.
This really challenged my thinking because I could not see how each person being personally developed did not apply to the whole person - surely it is the same person at home and at work, simply different aspects of the life but the whole person needed to be in both places.
The more I developed these thoughts and developed myself and my thinking I realized that to enable people to become the best they can be it had to be an integral part of their whole life - my vision became clear from that moment on. I also now knew that all my life experiences would help me in being able to work with others - I had been there, got so many things 'wrong' in my life, and through changing my thinking could turn it round.
I also knew that I could combine personal development with all I knew and had taught in business so that the 'soft' side of personal development could be grounded in hard nosed business facts. I felt sure that this could make the teaching of skills come alive in a totally different and more fulfilling way.
I started to work on constructing my own workshop, a course which would help others, not just in their professional lives but their personal lives too - real life skills. I started my first course with a small group of people in my drawing room. To my surprise, I quickly began to attract more and more interest in my work, just through word of mouth.
Within a year my bank manager was offering me a loan to expand my business. I found it hard to believe my own success. Soon I was taking clients from multi-national companies such as ICI, police forces, the Ministry of Defence, Sun Microsystems, Powergen and Barclays. Many people were wanting to know the secret of my three day programmes. All I could tell them was that I had combined what I had learnt from my own personal experience with the business skills that I had acquired in management.
What I had come up with was a formula for taking personal development into the business world that was working and people were making significant changes in their lives. That was seven years ago. We have now had over four thousand people who have come through the courses, I act as a private coach to executives internationally, and do public speaking internationally.
It is incredibly exciting seeing how many people are changing their lives really significantly and becoming more effective leaders as a result of this work. I also have trained others how to run my programme and I have worked with several big organizations, one being a police force, taking the programme throughout their entire workforce. The feedback from delegates is quite astonishing and clients report significant improvement in bottom line results.
My dream is also to take this into schools and work with young people. On all my workshops I offer one free place to a teacher from a primary or secondary school - it is my way of giving something back and some of the stories I am now being told about the results from teachers who have attended the programme is unbelievably exciting.
I am now much clearer about what it is that we are teaching that enables individuals to change their lives, in some instances quite dramatically. It never ceases to amaze me the courage people show in turning their lives around, in some cases, dramatically. I believe that I have used what life has taught me and turned all the negatives into powerful learning experiences".
© Jim Green 2004
Jim Green is an entrepreneur and bestselling author with an ever-growing string of niche non-fiction titles to his credit. You can view his range of how-to products at this website