Benefits Of Business Networking Groups Exclusively For Women

Just as it is for men in the business world, for women in business, life is just as hard and some would say somewhat harder. I’ve launched a new business venture and know exactly how hard it is to get a small business enterprise off the ground.

I’m a passionate believer in business networking because my business has grown as a result, in fact I’ve seen so much power in word of mouth marketing that I know run my own business networking clubs in the area where I live.

Exclusive women only business networking groups are becoming more and more common but does it really make sense? After all the basis of business networking is that you want to convey your business services to fellow networking partners so that they can refer clients to you, so why would you want to cut your audience in half (potentially less than half) by restricting it just to women?

The fact is that many women feel more comfortable in an all woman environment and actually get to trust other networking partners much quicker. There’s evidence to suggest that women network better than men because women focus more on the relationship building whereas men will focus on the end result of getting the referral. Having both networking partners in line is surely bound to deliver a faster and more powerful result.

Whether it’s politically correct or not to say so, it’s clear that in some business circles, women are still perceived to be less than equal. I think that there are countless examples of great women in business to demonstrate that this perception is a completely outdated position and gradually it is dying but not before time. So again when it comes to feeling comfortable when networking, clubs exclusive to women meet the need.

Many women running small businesses also have to juggle family life and therefore feel an affinity with other women in the same situation. It may help build rapport or it may simply just help understand the challenges but whatever the reason it helps get to that point in the relationship where you know, like and trust the other person and so are ready to start giving and receiving referrals.

Many traditional networking groups have been established over decades and probably don’t fit in with family life in terms of the meeting times. Women’s networking clubs understand this point and ensure that the meeting times are at a time of day that isn’t going to conflict with the school run. This may be the difference between being able network or not.

So it’s not really about cutting your audience in half, there’s clear reasons why all women networking clubs work well but by nature of the fact that half the business population is excluded, womens business networking clubs should be regarded as complementary to the networking concept as a whole and not a substitute.

So why aren’t there all male business networking clubs?….come on, that would be sexist!

5 Keys For Driving Growth Through Innovation

Many companies struggle with the concept of innovation–what it means to them and how exactly it contributes to the growth of their business. It stands to reason that the primary factor behind this uncertainty is that these organizations do not understand the key variables that affect organic growth via innovation.

Fortunately, enough experiential data is now available to draw viable conclusions about how to accelerate growth through innovation, as well as how to mitigate the risk associated with unstructured innovation. This data can be distilled into five key variables for successful innovation.

Key #1: A Climate for Innovation

One way to mitigate the challenges of innovation is by establishing a climate suited for innovation; in other words, an organizational culture that rewards calculated risk-taking, collaboration and trust. Such a climate enables employees to learn from their mistakes instead of being punished for them. It also supports quicker execution of ideas and a more agile organizational structure, all of which minimize exposure from innovation risk.

Key #2: A Balanced Innovation Portfolio

Innovation-elite firms understand that achieving uncommon industry growth rates means going beyond the traditional research and development focus. Companies that manage to grow through innovation typically develop a balanced innovation portfolio that spans many areas–products and services, processes, strategy, even the core business model. These companies also vary the required degree of innovation, from incremental to significant to breakthrough levels.

Organizations that deploy innovation in this way almost always generate higher return on investment than companies that limit innovation to new products. Also, companies that innovate simultaneously in multiple areas reap more rewards than those that innovate in a single area.

The Apple Corporation, for instance, has experienced tremendous success with the iPod, a product innovation. However, the success of the iPod is largely due to the introduction of iTunes, a business model innovation. Through this combination of product and business model innovation, Apple created $ 70 billion in shareholder value in just three years.

Key #3: Collaborative Teams

The third key to innovation success is to assemble innovation teams that are capable of flawless and speedy execution, and then manage these teams for high performance and collaboration. This is easier said than done. To begin with, the best teams will be composed of people with diverse problem-solving styles. That is, some will excel at seeing the “big picture” while others revel in the details, and still others operate best in between.

In addition to a well-managed balance of problem-solving styles, effective teams must have a cognitive level (i.e., knowledge) and motivation level appropriate to the innovation problem they are trying to solve. Companies that do well in this area typically adopt any number of organizational and interpersonal assessments, inventories and management approaches to determine the capabilities of their employees (e.g., Myers-Briggs, DiSC, Kirton Adaption-Innovation theory, etc.).

Key #4: A Systematic Process

The fourth critical variable is to make innovation repeatable, predictable and scalable. This means making it systematic using a consistent process, or methodology, that is applied by all teams. The process must also be robust enough to accommodate multiple innovation pathways because, while some growth projects require “thinking outside of the box,” others require more structure within existing paradigms. There are various methodologies available; the important thing is to choose one that is structured enough to produce results, yet approachable and flexible so that everyone in the organization can adopt it to the necessary degree.

Key #5: Proven Techniques and Tools

The tools most often associated with innovation are creative techniques, such as brainstorming. Yet, the most successful innovations strike at the heart of what customers want and need. Uncovering unmet customer expectations, especially latent ones, requires the application of any number of research techniques from surveys to ethnography.

Whatsmore, there exists a bevy of powerful idea generating tools, such as Random Entry, Provocation and Movement and others that go beyond simple brainstorming to generate outside truly unique and innovative solutions.

Once the ideas are generated, there are several techniques that enable the objective analysis of competing ideas so the best one is chosen. Designing and piloting the subsequent solutions requires yet a different set of tools, many familiar to those in the process improvement arena.

The point being, organizations that succeed at innovation understand that innovation is a process, and they provide the tools needed to navigate the process from end-to-end: from defining the problem, to discovering the solution, to designing and demonstrating the result.

Buying a Florida Business

To sell or buy a business in Florida is not an easy task and can be quite daunting. The most important thing is the research and it requires lots of research to be done while making decision to buy or sell a property. Florida business brokers can be of great help for this task. They are well experienced people and they would lead you to the right way.

At present with the economy facing a down turning revolution it is the best time to buy or sell a business in Florida. Many business ends up to be on sale as they are not making any remarkable profits and their income is not equivalent to their outflow of cash. But remember this is not the reason behind the sale of every business. Many a times business is kept on sale by the owner as he does no have anyone to take care of and he wants to retire in life. Also relocation is a solution for this problem.

Current period is the best time to buy or sale a business and to step in to it first of all make sure what kind of business are you looking for. Research online about your desired business and you can do this online. Your options can vary from opening a hotel to opening a beauty salon. Also if you love kids you can very well open a daycare. Even they are available on sale.
First of all decide on which business are you looking to buy and then decide the locality where you want your business to set up. Talk to a Florida business broker. They are specially trained people to help you get the best business deals. To get the right business your way you need to follow many steps and a Florida business broker can ease all your steps.

Finance is one if the major problem for this. Plan a proper budget before you start searching for a business and discuss the budget with your broker so that he can get you the best deals. Once you are all settled with your finances Florida business broker would act as your complete guide regarding how to buy a business.

Once your financing is settled, your Florida business brokers can explain how to buy a business. They’ll meet with you and find out your interests. They can then be on the lookout for Orlando businesses for sale that fit exactly what you’re looking for.

This education is different from other education, basically Entrepreneur Education mind creativity education.

Any type of education is compulsory for the people, to grow up their future. All the progress in this world happened due to education. Education is the basic need of our life, without education nobody achieve their goal. Now in these days uncountable educational institute available in the market, those provide the services in different type of projects. All the types of education beneficial for the people, but due to present condition of the world and ups and down; we need to get the education of this type that make our future. Business education is very necessary for your future, Entrepreneur Education also its best example.

This education is different from other education, basically Entrepreneur Education mind creativity education. In this education we not get the education about the business and accounts, this education have three steps and all the steps compulsory for business. Many business flops due to less knowledge and not the proper information about this business. In this education people just develop the ability that how to create the idea of the business, that is most suitable for you and make your future. After creating the next step is collect information about your idea and market value of your idea, then the final step is fulfill your idea. It is true, if you apply all the method then your business make a progress by leaps and bounds.

Large number of educational institute available in this city, those are also providing the services of this education, but our Entrepreneur School famous in this education. Every year large number of students came here for this study and many get the degree of this education after completing their education period.

Our Entrepreneur School famous due to its unique quality from others institute. Our school registered form the American board of education, and give their student degree after completing their education period. In our school not just learn that how develop the business, but also clearly explain that how make fast and increase their cash flow. Uncountable tricks also told to the student for successful business. Our school staffs have much experience and knowledge in this field.

Our Entrepreneur School also arranged the seminars related to this education, these seminars prove very beneficial for people. Our school provides all the services in very low prices, large number of educational institute also provide the same services but price is not same. For more information about this education and our educational programs then you must visit our website. http://roguecfoblueprints.com/Fund-Your-Startup-eBook-FYS-eBook.htm

Next Generation Leadership and Generative Leadership

The reason we have interest in Next Generation Leadership is because the last generation of leadership interpretations were inadequate. They didn’t deliver the goods of enabling actual leadership and leadership results, however captivating the leadership framework and stories.

Leadership is a field that needs some clarity and usefulness where we outgrow our appetite for “next generation leadership” because the last generation didn’t produce satisfaction and effectiveness. We need an understanding of leadership that is fundamental, clear, observable, necessary, executable, rigorous, and learnable. We need an interpretation that brings us closer to the “eternally valid aspects” of leadership, regardless of culture or historical era.

Leadership, as with any other field of human endeavor, is a field of distinctions, practice, and discourse. As a discourse, leadership shows up for us based on what story and distinctions we have for it, and these shape and enable the actions we take as leaders. Our personal discourse of leadership may be rich and enabling, or sparse and remote. For many people “leadership” is just a word that names something that is not clear, a bit mysterious, but seems important. They lack the distinctions to see, learn, or carry out effective leadership, though they do experience occasional moments where it seems to happen anyway.

Leadership draws tremendous attention with many books, programs, and approaches, as we try to explain, show, inspire, and enable effective leadership. The wide diversity of interpretations and approaches is also a symptom that we don’t have a clear shared interpretation of what it is. We don’t have, for example, such a wide diversity of interpretations for basic chemistry- it’s pretty settled as a field of understanding, interpretation, and practice. We still lack such a foundational understanding of leadership. The diversity of approaches to understanding leadership is reflected in a wide diversity of business leadership programs, business management courses, executive leadership programs, and offers of leadership coaching.

“Generative leadership” is the name of the field that has been focused on developing just such a fundamental set of leadership interpretations and practices, to find identifiable fundamental structures and regularities of the ways that effective leaders observe, act, and generate results. We don’t believe that generative leadership is the only, final, or right interpretation of leadership, but rather that it provides a fundamental and permanent dimension of leadership interpretation that addresses what is missing in the mainstream common sense. It provides a focus on what is fundamental and non-discretionary about leadership and also provides a frame which allows for variations in style, culture, situation, and historical moment. It acts as a foundation and cross check on other interpretations to increase the value they can provide by addressing the generative aspects of: what is observable, executable, learnable, and produces leadership outcomes.

The roots of generative leadership extend back into a discipline called ontological design, developed by Dr. Fernando Flores, and it is related to the field of ontological coaching, developed by Julio Olalla. The discipline draws from many other fields including neuroscience, linguistics, somatics and embodiment, cognition, biology, psychology and emotions. Developed by Bob Dunham since 1981, generative leadership comes from the original questions of “what is action?”, and “how do human beings produce action and coordinate action?” These questions are so fundamental that they also provide powerful new answers to other questions including “what is leadership,” “what is management,” “what is a team,” and “what is an organization.”

These generative answers – which mean ones that are observable, executable, learnable, and that produce the outcome that is named – are based on focusing attention and action on phenomena that are not part of our mainstream awareness. These include commitment based management and coordination, the power of conversations to generate action and results, the role of care in producing passion and ownership, and practice based learning. Some of the key areas of focus of these interpretations include the role of emotions, body, and language in generating action, the role of care in value and satisfaction, and the essential aspects of coordination that underlie effective team performance.

In generative leadership acts of commitment, like requests and promises, produce the generative power of language and conversation. All action is understood to be preceded by conversations that shape and determine its outcomes, both through performance and coordination, and through the assessments of the outcomes. All conversations produce some kind of commitment that shapes future action, and the impact of every conversation is based on the coherence of its language, emotional tone, presence and body language. What people listen when others speak is based on their history and background. Leaders know how to connect to the historical listening and the care of others, and to provoke commitment for future actions.

The point about these distinctions is that they are all generative – observable, executable, learnable, and always are part of generating the results. This is the power of the generative way of “observing.” This way of being an observer – of what one sees and pays attention to – enables being an actor that takes different kinds of action based on these fundamental aspects of human communication, coordination, leadership, management, and teamwork.

Although these distinctions are not yet part of our mainstream education and training, they address phenomena that are always present and in which we are always moving as human beings. We are in a situation similar to medicine hundreds of years ago when doctors didn’t know or study anatomy, but anatomy was always there determining what was happening as a result of their actions. Physicians became more effective when they became aware of and skillful with what was already there – anatomy, biochemistry, and the systems and dynamics of the body. We believe that leadership and management face a similar historical moment: that practitioners are conscientious, hard-working, and dedicated, but are blind to the anatomy and dynamics of their domain of action, which is there all the time and determining their outcomes whether they pay attention to them or not.

To address this Bob Dunham founded the Institute for Generative Leadership in 1998 based on work he and his colleagues have been involved in since 1981. The Institute has trained hundreds of executives, business owners, managers, and professionals through its Generative Leadership Program (the GLP program). Bob’s experience includes being an executive in multiple companies, including as Vice President of Motorola Computer Systems, Vice President of Business Design Associates, and Chief Operating Officer of Action Technologies. He actively consults with client companies in management and leadership development.

A bit more about Bob: he is co-author of the book The Innovator’s Way, the Essential Practices for Successful Innovation with Dr. Peter Denning, published by MIT Press. He designs and delivers multi-year programs in leadership in the US and South America, including the Generative Leadership Program (GLP). He also delivers the Coaching Excellence in Organizations (CEO) program in a joint venture with Newfield Network, one of the leading schools of coaching in the world. He is a guest lecturer in the Executive Certification Program for Presidio Graduate School and in the Leading by Design Fellows Program for the California College of the Arts, and was Adjunct Faculty, Executive in Residence, in the Presidio MBA program in Sustainable Management for three years. Bob has also been published with a chapter in the book Being Human at Work, edited by Dr. Richard Strozzi Heckler, as well as in numerous publications, including Communications of the ACM, Training Magazine, the International Journal for Coaching in Organizations, and the Center for Quality of Management Journal.

The intent of the GLP Program, the CEO program, and others that are in development is to provide generative leadership training that enables people to become more self-generating as leaders, managers, team members, and human beings. These programs provide what is not currently available from other forms of traditional and mainstream education and development: as an MBA leadership program, providing a new dimension to current forms of management leadership training, management development, and organizational performance development. We believe that we provide an essential element to what may someday be a degree in leadership that offers actual leadership skill, not just leadership studies.The results of the programs are being demonstrated by our GLP participants and graduates and our CEO participants and graduates that now number in the hundreds.

Our ambitions and purpose for generative leadership are not just to be thought of as next generation leadership, but to go beyond the next generation as an important foundation for future developments in leadership. We believe that it is now possible to have leadership be clear, observable, executable, and learnable with appropriate practice and feedback. The world is calling leaders to new levels of challenge and our understanding of leadership must provide generative foundations for leadership action and learning.

Leadership Development – Leadership Styles and Training

What makes a good leader?

Leadership development

Ever since we started Impact Factory, lo these many years ago, we have struggled with the whole notion of leadership development or leadership training. Indeed, we have resisted writing about it in much detail because the subject is so subjective.

Are leaders born or made? Can you use management leadership training to give leadership skills to someone who isn’t leadership material? How is it done?

Given that we’re being asked to create a lot more leadership programmes of late, we decided we’d take a hard look at just what makes a good leader.

Even of you don’t think of yourself as a leader, you will have areas in your life where other people look to you for leadership. So here are some essentials qualities and skills you need to be a good leader in whatever leadership arena you’re in.

Leadership training

Training is a misnomer when applied to leadership. Any leadership development programme has to include at least a passing reference to the following

Introduction to the concept of leadership behaviours
Discussion and debate about leadership
A widening of the definition beyond traditional leadership stereotypes
Personal understanding of individual leadership qualities and strengths
The difference between leadership and management
A look at how people perceive, their perception is their reality
Assumptions and their effect on how people see the world
What are your terms of reference and seeing the bigger picture
Personal patterns and beliefs
A look at the elements that have influenced and shaped the participants
Establishing ownership of individual’s leadership behaviours

A programme needs to be designed around the development of the individuals involved rather than towards competencies identified as required by the organisation.

Leadership style

What does a leader look like?

No cookie cutter models here. Everyone can develop their capacity to lead, from church committees to local pressure groups to business teams to political parties. When someone is committed to, and practises using their leadership capabilities at all levels in their life, then they can and will develop their own potential as a leader.

There is a tendency, in our Western culture, to see Leadership as synonymous with white, middle class, male, in charge. There’s a kind of unspoken template of what leadership is supposed to look like. Now we know that isn’t true. Leadership can and does come in many different shapes and forms.

Good leaders don’t conform to a template. Indeed, leaders are people who don’t usually follow the party line. They have an edge to them, they get up people’s noses sometimes, they make decisions – lots of them – that often others don’t like. They say the things that need saying in a way that others understand.

Don’t let the picture get in the way

However, it is important to acknowledge that people developing their leadership skills are often hampered by their picture (or other people’s picture) of what a leader is supposed to ‘look’ like.

This is when it’s important to understand that the role of leader is not only completely individual (remember, they don’t fit a mould!) but also has to be worked at with belief and will and determination by the person occupying it.

It’s different for everyone

Not only that, leaders will be experienced differently by the individual people they lead. One getting encouragement, another understanding. That, of course, will be due to the leader’s ability to see what each person needs (more on this later).

In addition, not every leader is going to be a great leader in the sense that the world around them acknowledges their leader status. Many leaders get no ‘public’ recognition, only their personal satisfaction of a job well done.

Leadership theory

Seeing the Big Picture Vision

When the ‘vision’ word is used it usually means that someone has an idea of what the future could look like and a plan to get there. No point painting rosy, pie in the sky pictures (‘we’ll double our turnover in a year; we’ll create international markets; we’ll be number one in the UK’, etc.) if pie in the sky is all they are.

More like, ‘we could double our turnover in a year, this is how we could get there, this is what I expect from everyone in the organisation to help us get there and any new ideas are welcome’.

The ability to see

There is one essential quality for anyone in any position of leadership: the ability to see what is going on. Seeing is clarity. Seeing in the ‘wood for the trees’ kind of way.

We’ve heard the following phrase from a number of people throughout the years and it’s a good one – get your attention off yourself and on to whatever is going on.

What you’ll see

Here’s what you’ll be able to see if you do that: you’ll be able to see things from other people’s points of view; you’ll be able to understand what’s going on for them. You’ll be able to see what other people are capable of and how to help them achieve it. Most importantly, you’ll be able to see the whole picture not just your little bit of it.

Leadership skills

What makes you tick?

Know thyself. To be able to see you need a clear understanding of what has made you the way you are and what has shaped and influenced your life. The clearer you are about what motivates and affects your behaviour, the clearer you will be able to see what is going on with other people.

You didn’t spring fully formed from Zeus’s head – many things have affected you over the years. A good leader is proud to acknowledge role models, people, places, things, etc, which have inspired them.

You can’t do it alone

Any good leader worth their salt should be able to name 100 people, places, things, right off the bat. Why? Because they know themselves well enough to acknowledge who has supported and inspired them along the way, and what support they still need to get things done.

Leadership quality

Qualities

Think about what qualities your role models have that are attractive to you, that make them inspiring. Now, putting aside modesty, false or otherwise, think about what qualities they have that you also have. You have to know who you are and accept that you have outstanding qualities – leaders are able to do that.

Beliefs, rules and patterns

How well do you understand the rules, beliefs and patterns you have created in your life so far? Everyone’s got ’em.

They can be the simple kind of rule – you should brush your teeth twice a day. They can be the more complex kind – you should treat everyone the way you expect to be treated. Beliefs can be things like – I believe everyone should be fair. And patterns can be as simple as going to and from work the same way every day.

When identifying your rules, patterns and beliefs see if you can avoid putting a value judgement on whether they are good or bad; this is far more about seeing just how well you understand your own behaviour.

Leadership management

Moving things forward Innovative thinking

Leadership requires innovative thinking; it requires people making positive and inspiring impacts; and it requires them to be able to motivate others. What is needed is an ability to think and act ‘out of the box’; out of the accepted or ‘right’ ways of doing things.

The culture of tomorrow will be one where change and innovation are the order of the day. Out of the box thinking and identifying future needs go hand in hand.

There’s no such thing as ‘can’t do’

‘Can’t do’ is an alien concept to a real leader. Leaders get things done. They have commitment, persistence, determination and resilience. Couple all of that with creative problem-solving and you have a person things happen around.

What we mean, is that no matter what their personality, there will be a kind of buzz around them; things change when they’re around; indeed, things might even get shaken up when they’re around. It isn’t always comfortable being around leaders.

You can’t stay stuck

Along with a ‘can do’ attitude, is an ability to move things forward. When others get bogged down, good leaders know how to motivate and inspire the people around them. They are willing to take risks and stand up for what they believe. They want to get things done and bring people along with them.

Development training

Can training develop leadership skills?

In our view, you cannot ‘send’ someone on a leadership programme who doesn’t want to be there and expect them to become a leader. It’s not like the reluctant presenter who gets sent along to a course and finds out that it’s not so bad after all. If your prospective leader isn’t fully engaged in the process, sending them along to be ‘taught’ leadership skills will be a waste of time and money.

If you fall into that category, then no amount of leadership training is going to develop your skills.

However, if you have to step into a new leadership role, or there are greater expectations of how you manage people, or you’ve become a project leader, and you have a willingness to develop and take on new skills, then it’s really possible to give yourself a leadership boost. Everyone can develop their capacity to lead, from church committees to local pressure groups to business teams to political parties. When you are committed to, and practise using your leadership capabilities at all levels in your life, then you can and will develop your own potential as a leader.

Management training

We believe there is a real difference between management and leadership. You don’t need to be a leader to be able to manage other people. However, to be an outstanding manager, you do have to have some of those essential skills and qualities that are necessary in developing as a leader.

Even if you are a manager with no major aspirations of leadership, there will be people who will turn to you for leadership, whether you like it or not. Therefore, when looking for training to develop your skills, it might be a very good idea to look at leadership courses as well as management courses.

Leadership courses

There are scores of courses available calling themselves Leadership Training, Leadership Development, Leadership Skills, etc. We cannot judge just how good they are, but if you think about everything you’ve read so far and feel in synch with our sentiments, then that’s what you need to look for: courses that incorporate a clear approach to developing leadership skills.

Earlier in this document we outlined some of the things to look for in a Leadership Training Programme. Add to that list a few more essentials:

How to initiate leadership behaviours
Understanding how commitment works
Leading by example
Influencing skills
Empowering and motivating others
Thinking on your feet
Handling yours and others’ stress

In our view, really good leadership courses need to incorporate all of these elements to be truly effective. Equally important, a programme needs to be relevant to your specific leadership needs and not something off the peg.

This is why Impact Factory only delivers tailored leadership training; so that each and every course fits the organisation to a ‘T’.

In conclusion:

Expect the unusual, the quirky, the non-conformist, the doer, the inspirer and you’ve got yourself a leader. To become one or to develop your leadership skills you have to be fully engaged in the process of development and just like everyone else, you have to practise, practise, practise.

Key Learning Points:

The power of aligning personal motivation and business objectives
The capacity of strong well expressed beliefs to motivate others
Communication is far more than just words
Leadership is not just about getting people to do what you ask
It is far more about seeing what is needed and carrying people forward with your vision
Being able to create the impact you want
Expanding your spheres of influence
Being able to talk to people in terms they understand
Using appropriate language
The relevance, development and use of personal style
Putting across concepts and ideas with ease and flair
The value of creative risk-taking and “out of the box” thinking
Making sure projects move forward without having to do all the work yourself.

Know more about Business Networking Groups

The networking systems are reaching sky height at the present day. More than 50 per cent of the total population of the world are connected with each other via networking systems. Nowadays people do most of the things with the help of several networking systems, like shopping, contacting with others, selling, banking, studying, and many more. People also start doing business with their integrated business networks paradigm; it is a kind of business which are organised by the social networking. In this type of social networking, only business minded people are able to enter and do their activities. In business networking, people can create a new business relationship and bring more opportunities for the business. With that type of networking, the dimension of a business also gets bigger and at the same time new technology can influence the business too.

Business Networking Groups

A bunch of people serving the same thing is commonly known as a group. When many groups are gathering together and serve the same purpose, the business networking groups become more cost effective. The main objective of these groups is selling a product or promoting a company regardless of the purpose. The business networking groups also have effective communication with the other members of the groups. It helps to keep the consistency of the networking systems. Many times the organisation faces difficulties to maintain the networking group. Only suitable technological networking systems will give those organizations the efficiency to control those difficulties.

Business Referral Network

Referral network system is a traditional marketing procedure that promotes the product by speaking to the customers directly and spreading the business. A business referral is developed by the trading provided by the organization. The organizations also use referral to motivate and guide the individuals those who are already in the business networking. They deliver small video clip or a speech to the members or sometimes a direct conversation with the help of networking system. The traditional marketing referral is famous because it is fully digital and developed. The best thing about a business referral network is that it can be delivered to many people at the same time without spending any extra cost.

Business Referral Groups

The business referral groups are also developed in several places of the world as the networking organisations hope to run their businesses all over the world. In the United States Of America and United Kingdom, there are corporations that are building their business referral groups, but not a particular region. The benefits of referral group are that the primary organization sometimes does not have to influence or make the strategy. Depending on the regional expectations, the group members are taking the initiatives for the organisation.

Business networking is already getting popular all over the world. Especially in the western world, business networking is growing very fast. But the good thing about business networking is people from other parts of the world are also able to enter into that particular networking system if they wish to. With less labour and the technological expertise, people can get benefits from the business networking.

Business networks method for business events and groups in Colorado and Denver business by referral. For more info about networking for business development please visit at 4br.biz.

Confuse Business Networking and Social Networking at Your Peril

I started researching business networking & social networking websites to find out how many there are and what they offer. Most of us have heard of Facebook and MySpace when it comes to the social side and to a lesser extent, Twitter of course, and LinkedIn is starting to emerge as the benchmark for online business networking.

I tried hard to find a list of social networking sites so that could see the playing field but still found it difficult to understand exactly what each site is good for. As I started to think about it there’s also the other angle that you need to decide what you are trying to achieve.

For example, many businesses use social networking as a method to promote their online businesses and some would say in a subversive manner, other more traditional businesses are actually looking to be part of a wider group of peers where ideas can be discussed.

This latter idea is true online business networking and the core platform offering from many business networking websites is to allow you to build up a network of contacts, to interact with other members to share ideas and pass referrals. Some of the more sophisticated also offer the opportunity to “meet” with investors so the site actually becomes and means to financing your business venture.

If you’ve had a dabble on Facebook purely for the interest then you’ll know how easy it is to get really carried away and lose a lot of time. This is my word of warning about any online networking – it can take over your life! Always come back to what is true to your business objectives, don’t get sucked into fun discussions, remember that business is business and those that remember this are the ones that succeed.

Having said that, you can’t ignore social networking altogether. For many it’s just a bit of fun but for others it’s a serious way to promote their online businesses. Whether it’s on line or face to face, one thing remains true about networking and that is that it all works through the power of word of mouth.

How many times have you received a joke via e-mail or text message? And if it’s a good one, what do you do? If you’re like me you pass it on to your friends. Now imagine doing the same if it were a link to your business website, traffic to your site would grow exponentially in a short space of time. This is the principle that many on line businesses use so next time you get a recommendation for a website through any social media, think about where it has come from and what’s the motivation behind it.

To summarise, online business networking and social networking appear to fulfil similar needs but from a business perspective they could be further apart with business networking meeting the needs of a traditional network for business whereas social networking is used to promote business in a more subtle manner.

Paul Yates offers Business Networking Tips and information about social media marketing together with a list of social networking sites.

Public V Private Sector Innovation – The Basis For Success

A lot has been written over the years about both public and private sector innovation. Following the wave of managerialist reform in the 1980s and 90s it has been widely believed that the Public Sector could improve its innovation performance by looking to the Private sector. That is not the conclusion we drew from a recent comparative study of Private Sector CEOs and Public sector heads of agencies experience of innovation. Innovation was commonly pursued for different reasons irrespective of whether in the public or private sector. The approach adopted differed primarily based on the degree of uncertainty presented by the environment and whether the innovation was in response to an unexpected situation or part of a deliberate repositioning. The means available for being proactive, as well as the options available for managing uncertainty in the different contexts, most explained the difference between the sectors and the likelihood of a successful outcome.

The backdrop to the debate

Over the past few decades public sector innovation has been a hot topic in many countries. This has been in response to rapidly changing national and global circumstances requiring increased innovation in both policy and delivery to meet the needs of diverse stakeholders within limited budgets. While the need for innovation has increased there is a general perception that the public sector lacks the capacity to deliver it. This perception has been reinforced in the research literature, with the public sector frequently characterised as conservative, bureaucratic and reluctant to change. However, much of this past commentary has been based more on opinion (and perhaps a little prejudicial stereotyping) rather than solid evidence. There have been few direct comparisons made between the public and private sectors approach to innovation and none that considered both successful and unsuccessful innovations. As with all areas of public management, innovation in the public sector has been influenced by changing ideological conceptions of governance and public management. The New Public Management (NPM) of the 1980’s widely advocated the adoption of private sector management principles in Government. One of the implications has been a focus on the similarities between the public and private sectors in their approache to innovation, rather than the differences. We sought to understand what is unique about the public sector and what implications this has on the approach to innovation most appropriate to the public sector context.

How we did it

We collected 84 stories of innovation from the 25 CEOs and 20 Public Sector leaders (generally heads or deputy heads of Government Departments). Forty two of these stories were of innovation experiences which were successful and a further 42 unsuccessful. Detailed qualitative analysis was then undertaken to identify patterns within and between these stories. What this analysis overwhelmingly revealed was that, regardless of whether it was the Public Sector or the Private Sector, the way the leader thought about innovation was driven by the context they found themselves in and the problems they needed to solve – not some higher meaning or concept of innovation. Understanding and accounting for the context in which the innovation occurs is therefore crucial to the adoption of the best approach. The stories were drawn from a wide variety of contexts so we looked for those contextual characteristics that were common. Two characteristics emerged:

– The Level of Uncertainty the CEO/Head held about both their organizational situation and the environment it was operating in; – The Level of Pro-activity inherent to the CEO/Heads situation – whether the innovation was part of a planned strategy or a response to external triggers that needed to be incorporated.

Public V Private: What are the differences?

The first and most obvious difference was the existance of three quite distinct approaches to innovation in the private sector. Following the wider literature we labelled these incremental, evolutionary and revolutionary. The public sector, howerver, only displayed two, which we have called:

– Ministerial: innovation that occurs through interaction with and on behalf of the government’s political appointee; and – Departmental: innovation that occurs within a department and has been initiated internally and led internally.

Interestingly, and contrary to what many might expect, relatively few Public Sector innovations could be classified as incremental – characterized by low levels of uncertainty. This may reflect the generally more complex environment which the Public Sector confronts – particularly the diversity of stakeholders and interests which must be managed during any change to existing process. Secondly, the private sector interviews showed that the approach taken by the CEOs to different types of innovation can have a significant impact on the likelihood of success or failure. The same can be said of the public sector but the reasons for this are completely different.

Irrespective of whether a private sector CEO was reacting to an organizational circumstance or proactively innovating there was little difference in their likely success or failure. In the public sector the difference was dramatic. Indeed there was only one successful innovation from a reactive context in the public sector. Conversely the complexity or uncertainty appeared to have little impact on success for the public sector indeed the public sector had more revolutionary successes than failures suggesting a well developed innovation capability when circumstances are right – a finding which challenges those negative stereotypes!

There is a case for comparison or benchmarking between ‘Departmental’ innovation and the private sector. However ‘Ministerial’ innovation, presents such a significantly different innovation context that comparison with private sector approaches is of limited value. For example, comparisons are sometimes made between the role of the Board and that of the Minister and Government in terms of oversight of executive functioning. When it comes to innovation, the Board will generally take its lead from the corporate executive. In the public sector, in addition to performing an oversight role, the Government is an important source of innovation initiatives. Departments have an obligation to pursue political initiatives and these may be introduced with relatively little advance warning and with limited scope for modification or adaptation at the Departmental level. Consequently, public sector managers are far more likely to find themselves reacting than are their private sector counterparts.

A further and particularly significant difference is that the private sector assumes and accepts that failures are a normal part of innovation. The failures are acceptable as long as the successes outweigh the losses from a commercial point of view. This is reflected in the use of probability based approaches – an approach completely absent in the public sector profiles. In the private sector, return on investment is the ultimate measure of success. In this context, speed to market can be more important than a perfectly implemented idea. Removal of all uncertainty associated with the idea is a luxury that it cannot always afford nor indeed always need. By contrast, failure is not acceptable in the public sector due to the attendant political risks.

Historically the public sector, in many Western Democracies at least, has been very successful in the implementation of quite complex and revolutionary innovations – not least the extensive reforms of the 80s and 90s. However, it has arguably succeeded because it can use time as a resource to reduce uncertainty in a way that the private sector cannot. Innovation in the public sector then is highly sensitive to time and the quality of the idea, in a way that does not exist in the private sector.

It is significant then that of the thirty public sector stories collected we only had one successful story where the innovation was initiated in a reactive context. To put it another way, where the public service had little influence over the idea or the timing of the implementation, the chances of failure were substantially increased. The concern is that the public services in many countries may increasingly be confronting an innovation environment where reduced influence over the nature of the idea and the timing is the norm. The implication of this is that it removes some of the key strengths of public sector innovation, by reducing the time taken to implement complex public policy, and the ability of the public service to temper bad ideas through the reduction of uncertainty. If this trend is believed likely to continue, new models are needed designed to deal specifically with this environment.

Dr Chris Goldspink is an Executive Director of the Sydney Australia based research and consulting firmIncept Labs. The company helps SMEs, large corporates and Government deal with uncertainty in current and future environments by providing targeted research and supporting innovation, risk management, change and quality governance.

A Spider’s Web Advantage In Business Networking

Aside from securing you with effective business marketing online, entrepreneurs interested in joining networking groups also can receive perks as soon as they sign up in business networking sites.

The internet has made the world a smaller place for any person who has access to it. Proof is the mushrooming of so many social networking sites one can sign in for free. In these sites, there are always new things to do like, being introduced to new people, building ties, reuniting with long lost friends or engaging in forums with people all over the world. Entrepreneurs doing business online have their own networks, and they have their own perks too.

Business networking is a common phenomenon in the world of entrepreneurs. They are built for businesses to come together essentially to share business referrals and other business opportunities to one another in a more personal manner, in meetings they can have outside the circle. Because of such networks, businesses can have strong connections with each other when the need to expand arises or when there seems to be trouble in achieving goals. Through this system entrepreneurs extend their help to each other and at the same time establish important relations that could help each member prosper. Being a part of business network group is also a cost-efficient way to gain support from the business community while having people back you up in the promotion of your products and services. Some businesses need other business’ products and services, through networking businesses can find their best partners hence deals can be made without fuzz.

Business networking groups have also already established their websites for online businesses to avail of the benefits of being a part of a network. Business networking sites are functional for any online business because through them business marketing can be done in a breeze. The foundation of an online business is on how well products are endorsed and how much sales are made. Because everything online is fast-paced the threats of competition is doubled hence, the success of these processes could be hindered. The facilitation of the sale of their products or services can happen in a more effective way through business networking sites. Of course, because there are so many online businesses, there is also a lot of business networking websites to choose from, each offering different benefits and prizes for their members. Aside from being effective in business marketing online, there are also perks in joining business networking groups.

Online business networking groups provide big discounts for its members when they avail of products from their co-members’ businesses. Also, membership to this group that happens on the website is free and any member has a chance at their lotteries where incredible prizes are up for grabs. In other words, through a business networking website, any entrepreneur can instantly become a member and have the opportunity to create ties and widen opportunities.

Doing business whether it be in a small or large community, online or not is serious matter. Truly, there are benefits of joining a business networking group, just like joining an online social network, you get to know more people, exchange conversations and produce transactions. However, what is most important in being a member of any business networking group online is to know whether the services and the benefits offered really work.

Are you looking for an organization of members which run a powerful internet listing of businesses, products and search directories, also offering its members benefits, discounts, prizes and business networking? Then, just log on to Julio Martinez’s http://www.abclisting.net.