I've been working with a lot of people getting their house in order lately and a few of these have been high stress for the people involved - various reasons, some preventable some not, but that stress could definitely have been reduced for the people on a couple of these projects.
It's pretty variable project work in scope and expectation.? All kinds of stuff that involves countless hours preparing strategic documents, updating policies and aligning to project scope. All with the aim of engaging or becoming, third party service providers/suppliers.
I'm a process-driven consultant who also coaches people on how to simplify business, so I've got more than a few thoughts on how to make this kind of process more streamlined - no matter what size business you have, or what side of the tender process you're working on:
- Don't put off until tomorrow what you could do today. That's a good rule for business at any stage of any process, things always take longer than you expect them to.? If you know you've got a date coming up to do something, then start it now.? Identify exactly what is involved and work backwards in setting deadlines.? Give yourself as much time as possible between that final immovable deadline and your expected finish date - allow for unexpected risks or interruptions to pop up.
- Identify your risks. I know risk management isn't sexy and that there often isn't an immediate financial benefit to doing that work. But there can be a long-term cost involved in not doing it, and sometimes that presents in the inability to put your hat in the ring for a job because you don't have time to put things together.
- Demonstrate regulatory obligations. Understanding what you're legally obligated to do and documenting your processes for those obligations will make your business stronger in the long run. Not everything needs to be documented but sometimes it's smart business to do it anyway.
- Show your commitment to cultural competency. There are so many ways you can do this and not all will be relevant to your business model, but if you're working with people in any capacity then look hard at how your business demonstrates commitment to te Tiriti o Waitangi and how you work with and alongside different cultures. Document your inclusion and diversity approaches. Financially this makes good business sense (plenty of scientific literature to support this) as well as part of being a bloody good human.
- Think and behave strategically. Know why you're doing something and how it contributes to your bigger picture. If you're short on time, aim for what will give you the highest impact now.? Stop chasing all the shiny distractions.
- Be proactive in your business. See number 5. Plan out your actions to align with your bigger picture.? That doesn't mean filling every second of every day on your calendar or writing endless task lists, instead identify what key things will help you to deliver on your goals, and then prioritise the tasks that will enable you to get there.? Set yourself deadlines to achieve these by, and be honest about your ability to do them; not every opportunity is right for you now.
- Delegate and outsource. Not everything makes sense for you to do yourself.? Knowing what you are not an expert in and when it costs more for you to do yourself is key to this.
- Have a sounding board. A second opinion is important. It is nearly impossible to read a label clearly from inside the jar and that's exactly where you are sitting while you're in the thick of something. Whether it is proof reading documents, checking for understanding or clarity, or ensuring all steps have been covered, having that second or even third set of eyes is a crucial step in this process.?
- Check metrics. If you're going to market, this is your protection to ensure that you have clearly laid out all expectations and have a solid way to measure those. If you're an applicant, this is where you ensure you are eligible to apply. In either situation this backs you in contestable processes; including potential audits down the line (something any supplier needs to be prepared for).
At some point, most of us will be presented with an opportunity to grow our business. Understanding if that growth is aligned with your vision and values and if it is likely to be profitable will be much easier if you've done the strategic work behind the scenes.
Whether you're outsourcing contracts or seeking to become a third-party supplier to another organisation, these suggestions will help you to identify if any opportunity is the right one for you and enable to format your approach to it.
Having the work done in advance, will simplify your ability to respond with much less stress.
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