The signs seem to be everywhere. Navigate carefully.
Referral to Google Maps can be misleading and possibly ill-advised. That platform appears to assume that perfect conditions prevail. The months ahead are anything but.
A slowdown in the Western Australian-based mining sector will have significant consequences for the national Gross Domestic Product and the well-being of many entities, families, and individuals.
The Western Australia state election was held on 8 March. A Federal election is on 03 May.
History, official records and personal recall establish such events as economic suppressants. Therefore, during the first 20 weeks of the year, Australia and all Australians will be impacted, directly or indirectly, for at least eight weeks as campaigning proceeds, people are distracted, and capital is “parked”.
And who knows the extent, breadth and depth of the implications for the installation of a new, in all likelihood chaotic US President, the ongoing turmoil in Gaza, Lebanon, Ukraine and possibly Yemen.
Contingency planning, based on gaming formats and templates, appears to be a strikingly appropriate, strategic, and preemptive initiative. Be opportunistic and focus on what is immediately present.
Probability suggests that not all answers will be available or apparent, and those that are will not be definitive, categorical or applicable to all.
Canvassing the issues and considering the alternative actions will be revealing and invaluable.
Tread carefully will be the mantra.
That is careful, not defensive. Avoidance can and often does lead to inertia. In such a state, few if any are satisfied and fulfilled.
It is essential to acknowledge that slow does not equate to stopping. That will typically require an accelerator to be applied. Confidence and authority can be effective catalysts for success. Staying focused and avoiding distractions are essential.
In short, business transactions during the ensuing months will likely be slower, more complex, challenging, less productive, and less profitable than the norm.
STEADY AS SHE GOES
Notwithstanding all the countervailing and conflicting external forces, progress can and will be made.
Retaining integrity, self-discipline, and genuine customer focus are essential elements in respecting and maintaining brand value, which is fundamental in both good times and bad.
A consistent presence is reassuring to all within the supply chain and business opportunity funnel. Stop–start loses momentum.
Leadership, creative storytelling, willing support, endorsement, and celebrations are all leverage points to attract attention, interest, demand, transactions, revenue, profits, repeat business, and referrals.
“Follow me” is a timely call to action. It generates appeal during a period in which leadership is less apparent. Be aware. Not all will follow.
GO NOW, GO TRANSACTIONAL
Some fundamentals never change. The need for and rewards from asking for business are accentuated at present.
It is essential to resist the temptation to discount, offer incentives and rebates, or effect radical change during these times of turmoil.
Periods of slowdowns need to be addressed, with an emphasis on accelerating momentum, critical mass and productivity. Often, the most effective lubricants are persistence and a belief in one’s right to secure the business, transaction, or order. Ask and you will receive.
Consistency and continuity will ensure that experiences are recalled and their value calibrated for the future, particularly when reorder patterns evolve. Transactional analysis has concluded, in the main, that brands that are not discounted, restructured, or compromised emerge with a greater presence and an enhanced competitive advantage.
Slowdowns necessitate that everyone in the supply chain work harder. It can be and will be hard.
Effective leaders dedicate themselves to ensuring that all stakeholders enjoy themselves, have fun and believe they are being recognised, respected and rewarded.
SPECIFICS
In life, as in business, there is always a fine line that is walked.
The need to plan long-term remains a pertinent consideration. Preparing and being well-placed for the future is typically a moderating force. A countervailing need is to manage short-term. That is, ensuring cash flows, transactions, and business development initiatives are maintained and capitalised upon, without compromising the integrity of the company, its people, product, service, and application brand.
“Slowdown” can be an absolute term that is applied universally.
Alternatively, it can be a relative measure in which winners emerge because of their preparedness to encounter and push through the headwinds. Winners are winners. Therefore, keep your nose to the grindstone, work hard and realise that slowdown is not stop.
Team unity and the application of the phalanx philosophy enhance effectiveness, productivity, and output. Penetrate, convert, capitalise and defend. It is worth the effort.
Above all, believe. Believe in yourself, your company, your people, your products, and your services. That is one aspect of life and business that should never come to a halt.
By: Barry Urquhart
BIO:
Barry Urquhart is a distinguished market research and strategic planning consultant. He is widely respected as a keynote speaker at leading conferences across Australasia and the acclaimed author of Serves You Right! And Service Please!, the region’s two best-selling books on customer service excellence.
A trusted voice in business strategy, Barry frequently leads impactful business development workshops, guiding organisations towards sustainable growth and service leadership.
Get in Touch with Barry: Email: [email protected], Mobile: +61 041 983 5555.
