With today’s technology, I was sure that there would be a fast and easy way to hook up with other professionals. Linked In is an obvious choice, but, again, it requires pre-preparation and time to spend joining groups and engaging in communication exchanges. Most of us time-constrained professionals don’t have the luxury of this prep time. There has to be an easier way, so in discussion with my business partner we have resorted to the power of Twitter.

Imagine being able to land in your business destination and following a twitter message being able to connect, there and then, with local professionals. Be it to arrange ad-hoc meetings or just socialise in the company of a like-minded individual. This is what Women in Business In Town, #wibit, allows you to do, which we launch today…

I am in Aberdeen next week, and have already started twittering with the #wibit hashtag.

Why am I doing this? Well, I am in the sphere of organisational development and diversity, and appreciate the power of connecting with business women, and businessmen, from a wide variety of fields. Here’s why:

Degrees of separation

In today’s interconnected world means that 6-degrees of separation is a reality, not just a saying.

It’s not what you know…

People do business with people they like – meeting them in advance gives your business development a boost.

Don’t underestimate

Even if you think that you cannot be of use to someone else, you will never know unless you ask them. Doing so face-to-face gets your creative brain working (and theirs too!).

Give and thou shalt get

How can I help you? Is such a simple sentence, yet so powerful. It increases trust in you, feel-good on your not-so-lengthy relationship and the all-time winner of the confidence in that you have others’ interests in mind (rather than just your own). Once you have deposited in another’s “emotional bank account” at Stephen Covey called it, the other person will be keen to help or connect you too. I find this a true recipe for success.

Cross-fertilise ideas

I often use new encounters as a way to think about new solutions to an existing problem or issue. I simply ask the person “what would they do if…”. I have not come across anyone who has not felt good about being asked their professional opinion on a subject – people appreciate the fact that you a) feel confident enough to ask them b) appreciate their views.

So, as you are about to head off on your business journey, or whilst hopping into your taxi at the airport, tweet that you are in townwith #wibit at the end of your message, and let the twittersphere lead you to your next impromptu meeting.

In my previous life, I had a retail business offering bespoke design services in jewellery, accessories and home interiors. We often held events in our Creative Sanctuary with participants from some of the largest companies in the FTSE 100. I remember their looks of awe and, to a certain extent, envy at what I had achieved with the business. To say that they loved the Studio, was an understatement.

“I have no passions” were the commonest responses to my questioning why they would not consider doing something they loved. This was often followed by “I really would like to do something else, as I am not fulfilled in what I am doing now”…

Then the penny dropped. The reason I was the happiest I had ever been despite the personal risks I was taking (and for those who do not know, the business folded a year later, at a great financial loss to me), was that I was doing what truly made my heart sing.

UK and International Plc is risks of draining itself from its best people who are slowly exiting corporate life to entrepreneurship, purely because they are not engaged. In the 90s and 2000’s the fashionable personal development tools were based around “What do you want to achieve?” followed by “What are your strengths and what weaknesses do you need to develop?”.

This is where common HR/Talent Management falls over itself and counter-intuitively begins what I call Personal Destruction. If you want to tap into the best of what your employees can offer, focus on their strengths. If you, as an employee or professional, want to succeed, build on your strengths.

I have learnt the hard way – one of the reasons by previous business failed is because I was NOT doing what I am genuinely, wonderfully good at (excuse the brashness, but part of this exercise requires us to appreciate how good we are…). More details of that at a different blog….

So, how do you achieve engagement or find out what your passion is?

1.Tap into what makes your (or your employees’s) heart sing.

Think of something that you love doing.

It may be a hobby, it may be a learning course that you excelled at. These are the things that cause you least worry or concern. Go back, even as far back and school, and look at your favourite subject(s) and your extra-curricular activities. Remind yourself of the time you were fully immersed in that activity. What were you doing? What did you like about it? During what parts of the activity did time fly for you?

Consider something that really annoys you

Because some of us are not motivated by just goals, think about something that you would like to change. The wonderful Anita Roddick said “Frustration is a great source of motivation”. So, take the problem solving approach and think about what really niggles or even annoys you. In my case, I was annoyed I could not walk into a shop and design a piece of accessory that I wanted there and then. If I wanted a bespoke handbag or jewellery piece I would have to spend days researching and walking into dirty workshops in Hatton Garden or Islington.

Consider what it is you feel is missing and what you would do to make it better? What would you do to adapt the service or product to suit you or your needs?

2. Identify you Special Traits

I love the name the personal development guru, Jack Canfield, calls this: your Core Genius. List exactly what are the skills and character traits that you bring to the table that doing the thing you love tap into.

In my case, it was channelling creativity and strong empathy and guidance in helping others tap into their creative streak. I also enjoyed having an audience, as drama was my first passion. Today, this is manifested in public speaking and working with groups.

3. Correlate your Inner Inspiration table

Draw a table with the activities you enjoy (1) or things that frustrate you (2) on the left hand side, and the Special Traits on the right. Leave a final column to the right empty. As you do this, let your mind run wild with all the great Special Traits you can bring to the table. No one is looking at this other than you.

4. Superimpose your Job/Role Today on you Inner Inspiration table

In the final column that you should have free on the right, write down how far your current role takes advantage of your Special Traits. If you find it hard, then consider what you would have to do in order to design a role, or project, that utilises those strengths.

You could go one step further and design a business that would home-in on these strengths based on what you would really love to work on or even change.

These are the steps that entrepreneurs go through in a more intuitive way. However, there are times where, like all of us, they do get distracted by daily requirements and take their eye off focusing what they do best. Successful people don’t. Actively tap into your own strengths, and those of your people and you will see, feel and hear the difference.

Want to be Inspired further? Join me at the Inspire event in London, 19th March, More details here.

A month ago, two women were also among the group of sailors who sailed single-handedly around the world. Spending over 90 days sailing solo in the Vendee Globe Race, Sam Davies and Dee Caffari, proved that they not only succeeded were other men failed (19 sailors of the 30 did not actually finish) but they also did it as women.

Sam Davies proved to the world that attitude is everything. In a wonderful clip she danced to Girls Just Want to Have Fun in the middle of the southern ocean. Clip Here Despite minimal press coverage, I believe these two women are great role models for women, and other minorities, around the world.

So, how did they do it?

• Preparation – it is more brain than brawn. At times, it is easy for women to feel disadvantaged. However, our brains are wired for strategic thinking as well as being very finely tuned with our intuition. Skippering involves “feeling” the boat as she glides in the water as much as planning. The same can be said about business too. Listening to intuition is just as important as strategy.
• Maintaining a positive attitude, no matter what: when you are faced with what feels the whole world is against you, taking a step back and re-assessing why you are doing what you are doing is key. Allowing your mind to wander from a problem or issue and then coming back to it later gives your brain the equivalent of fresh air. Sam’s dance to Girls Just Want to Have Fun is a great example of doing just that.
• Appreciate what their strengths are and working with them: as mentioned, physical strength is not a woman’s strength, so strategy in racing becomes even more critical. These two women made sure they thought through the implications of their moves. As they were smaller in size compared to men, they also made decisions around their boats to overcome their limitations.

So, next time you are in a situation were you feel you are the odd-one-out or even the underdog, I invite you to consider:

• How can I prepare for this situation better than those around me?
• What can go wrong?
• If it does, what can I do to redress the situation?
• How can I keep myself going when the chips are down?
• Who do I need to call upon to help me through?

So, as we congratulate these women for their achievements in representing the strengths of the “fairer sex”, I would like to draw on another female skipper’s words: Ellen McArthur. She said “As a woman, you are obviously never going to be as strong, but you just have to train harder”.

This is a time when large corporates should learn from the lessons that small business can share. I can personally recount a time in my life when my previous entrepreneurial venture had its days numbered, that my staff gave me 150%. Numerous stories exist, movies have been filmed of the super-human effort of all employees, owners, suppliers alike to save a fighting cause. Far from Hollywood, however, sometimes the ship does sink in the end. Despite the immense efforts, new ideas tried, products sold it sometimes is not enough.

As the person who lost the most in that venture (3 years of pain, tears and not to mention endless pots of money raised on re-mortgages and credit cards), I take the memory of my staff working round the clock to try and redress the situation. At one time, one of my staff did not want to leave the premises to attend to her mother who had just been hospitalised with heart issues because she felt guilty of leaving – she had developed such a strong sense of duty to “do her bit” that she did not want to leave. I had to gently push her out the door….

I was shocked, and, at the same time moved. What had I done to deserve such loyalty, such care, so that my employees were so devoted to and attached to the business?

I had done just that: I had given them faith and something to believe in. I had given them the belief that they could really be instructive in turning things around. I gave them freedom to try new things – at the end of the day, it would not have hurt to try, would it? I had also been very open with them about the situation. I did not choose to hide behind the veil of hope. I kept them informed of the status quo, and that we were running on empty. Money was tight (that is what ultimately killed the business), so we could not spend a penny more. And perhaps it was this combination of events that really made the difference.

So, here is a note to large businesses out there. As you are cutting R and D budgets (according to the Financial Times, in 2008 the total R&D expenditures of S&P 500 companies, based on the approximately 200 companies that report them quarterly, declined 13 per cent – from a total of $43.1bn in the fourth quarter of 2007 to $37.4bn in the third quarter of 2008), consider the following lessons from a faltering business which experience the ultimate engagement levels from its employees:

• Give faith: give each one of your employees the knowledge that they can make each make a difference to the business’ future, that they have been selected and trained because they have the capability to make things happen
• Empower: enable them to take their own decisions, remind them that they are accountable for them. When people are treated like adults, they behave like adults (it is only in an environment reminiscent of a playground that they behave like children)
• Enable freedom: give them the wings to try what they think is the best approach to solving a problem without fear of reprisal nor criticism
• Be transparent: openly communicate the challenges and state what may happen if there is no turn-around. Honesty will be appreciated and results will ensue
• Foster creativity: your employees are on the “shop floor”. They know what needs fixing and can suggest ways that would make a difference to them and the business. Support avenues of creativity whereby departments collaborate on resolving processes, communication blockages or new customer propositions. Listen to them.

These days no business large or small is immune to the challenges of the credit crunch. However increasing employee morale and achieving workforce engagement to as close as 100% as possible can really make the difference when the chips are down. Act now, before it is too late.

I have always advocated, and my unorthodox career “course” is an example of this, that diversity in experience and the people who support us along the way is critical. A single mentor can be good – for perhaps particular issues, in a particular context. However, what we need is a circle of mentors, a network of supporters, each with a different capability to support us along the way.

It was refreshing to see the article written by Dr. Kathy E. Kram, a professor of organizational behavior and a distinguished faculty scholar at Boston University’s School of Management, and Dr. Monica C. Higgins, an associate professor focused on leadership and organizational behavior at Harvard University’s Graduate School of Education, called “A new approach to mentoring“. They summarise their thoughts as follows: 

“It takes a Network .

The Situation: The traditional mentoring arrangement just doesn’t work anymore. A single senior colleague can’t possibly keep up with all the changes in the fast-moving world of work.

The Solution: People should create and cultivate developmental networks instead-small groups of people who provide regular advice and support.

The Strategy: There are a number of steps to take when setting up a network, such as carefully assessing your strengths, weaknesses and goals and figuring out what you need to know to advance your goals. And when your network is in place, you should regularly reassess it as your situation changes-while making sure that you help out your allies as much as they help you.”

The authors proceed to advise:

 ”1. Know Thyself
Although this tip may sound clichéd, it’s crucial. When people seek out help, they generally aren’t as well-prepared as they could be. Only if people know their own goals, strengths and weaknesses will they be able to figure out whom to turn to for support-and know how to ask for and apply advice effectively.

You should start by reviewing appraisals and developmental feedback that you have received. And ask yourself tough questions. What do you really enjoy doing at work? How can you best contribute, given your talents and interests? Where would you like to be in two years? In five years? Are there skill and knowledge gaps that you want to fill? Do you have a healthy balance between your work and outside commitments? Who knows you well enough to give useful feedback?

You should also assess your interpersonal skills. Are you comfortable reaching out for help, sharing your experiences and soliciting feedback? Or even just starting conversations with strangers? If you have shortcomings here, it’s vital that you address them, or you may have trouble creating an effective developmental network.

Fortunately, many organizations offer a range of activities to help people answer these kinds of questions, such as leadership-development programs and career-assessment tools.

2. Know Your Context
Knowing yourself is only half the equation. You must also know as much as possible about how to achieve your goal-whether that means a promotion, a new career or simply better balance in life.

If you’re looking to advance at your job, for instance, you must understand how the promotion process works at your company and figure out which potential sponsors might be keen on coaching you. If you want to change careers, you would want to be sure you understood the ins and outs of your desired field, everything from its hiring practices to what’s expected in the job. A good way to proceed is to build up contacts in the industry, perhaps by attending professional conferences.

These new contacts may then introduce you to people already working in the area that you aspire to join. And if you nurture these relationships, over time these people may become part of your developmental network. But it’s key to focus on a handful of relationships with individuals who seem to genuinely care about you and have wisdom or resources to offer. And be mindful of what you can offer to each of these individuals to create mutual learning.

3. Enlist Developers
Next, it’s time to actually build your developmental network, enlisting people who can help you advance your goals. So, whom should you choose?

Let’s say you’re a product manager in a technology company aspiring to reach a higher position. You’ll want to develop alliances with people at more senior levels who can sponsor and promote you, coach you and serve as a role model.

This, however, isn’t sufficient. What about peers who can help you learn to navigate the company’s politics and can share information about those at more senior levels? And are there individuals outside your organization who can help you keep learning? Professors or fellow students from graduate school could remind you about theories or practices that might be useful in your current job. Contacts at professional organizations could give you insights into new technology, while people in your family could act as a sounding board.

For some, forming outside developmental relationships may be just the kind of help they need to make a career change. Indeed, the greater the diversity of one’s network, the more open-minded one is likely to be regarding next steps.

It is critical to remember that high-quality mentoring is a process of give and take, where both parties learn from each other. So, you should approach potential developers with a sense of how they might benefit from an association with you.

What can they learn from you-new skills? Maybe they’ll be able to develop insight into how people in your job see the world and prioritize what’s important. Could helping you be an opportunity for a senior manager to hone coaching skills or to develop confidence in mentoring others?

Having a clear sense of these possibilities will make it easier for you to empathize with your allies, ask relevant questions and disclose relevant information about yourself as you ask for guidance.

4. Regularly Reassess
As your career and life unfold, you’ll need to keep reassessing your developmental network; the setup that served you well a few years ago may not work as your situation changes. You must ask yourself which developers can still help you meet your goals, and which need to be eased aside for new ones.

This may sound calculating and borderline manipulative, but remember that you’re not actually discarding old allies. As you bring new people into your network, don’t discard the old ones, just look on them in a different way-perhaps as valued friends whom you consult occasionally instead of colleagues that you frequently rely on for advice.

In short, it’s a matter of being more intentional when it comes to seeking out advice, and this is relevant for everyone, at every career stage, not just for those starting out.

For a look at a successful reassessment, consider a young software executive we’ve interviewed. When he started out, he wanted to become an expert in dealing with client problems, so he sought out a senior colleague who served as a role model and eventually provided him with exposure to clients. He was promoted several times and built a strong developmental network, including his boss, the vice president of marketing, several of his immediate subordinates and one of his peers.

After 12 years, he was interested in moving into a leadership position where he could run one of the company’s business units. But the current leaders appeared to be quite comfortable in their roles. And he began to feel that there were few people he could turn to for advice, given an increasing sense of competition among his peers (and his own fast-paced trajectory).

So, he began to build a developmental network that could help him manage his new challenges. The first person he turned to was his wife, who provided continuing support and confirmation during this difficult time. As she worked through the issues with him, she hit upon a crucial piece of advice, encouraging him to look outside the company for a new job where he could meet his goals. At the same time, he consulted an executive-search firm, which counseled him about where he might turn for opportunities.

Putting all of it together, he left his company for another firm, where he led several teams. Now he’s considering launching a start-up of his own.

5. Develop Others
As you enlist people in your network, consider how you can benefit them, as well. Remember, high-quality mentoring is about mutual learning; consider how your high-quality relationships serve to develop others and your organization.

As you enlist more senior colleagues, for instance, you’ll be providing them with opportunities to gain new knowledge from you, to hone their coaching skills and possibly boost their enthusiasm at work. Similarly, as you enlist junior colleagues in your developmental network to hone your coaching skills, you are creating an opportunity for them to bring you into their developmental networks. Exploring these complementary personal goals can solidify the relationship and ultimately help both of you and your organization.

If you’re a senior leader, meanwhile, you should also work to foster developmental networks in your organization. Just by forming your own network, and joining other people’s networks, you will serve as a role model. But you can also actively encourage coaching and mentoring among those that you manage, by designing jobs to encourage peer coaching, for example. And you can launch leadership-development programs that help individuals to develop the skills and self-awareness they’ll need to build strong developmental networks.

Ultimately, these developmental networks can enhance organizational performance and development. It is, in essence, a win-win proposition for you and your organization.”

It is great to see academia and business experience can concurr: opening your personal horizons with what I call the Mentoring Mesh, your own mesh of mentors to help you through your career course is a strategic imperative for your personal, and thus, organisation’s development.