- You care about your employee, even beyond work matters
- You don’t ignore your employees and you listen to their ideas
- You don’t favour
- You care about your employees personal and career development
- You don’t just use rules, you avoid operating like a machine
- You make your employee feel like he/she is part of the team
- You communicate openly to your employees
- You recognise your employee’s strength rather than dwell on the weakness
- You inspire your employees
- You don’t micromanage
- You include your employees in your plans rather than surprise them with drastic changes suddenly
- You set reasonable goals which are within reason
- You correct without blaming in public
- You are appreciative
- You don’t belittle your employees in front of other people
- You walk the talk
- You understand all the tasks and roles in your company
- You have a plan
- You accept corrections
- You are not scary
- You create an environment that lets your employees be comfortable with clients
- You treat your employees to lunch, dinner and breakfast
Posted by Cliff (Follow him on @cliffanami). PS: I think Andrew is a great Boss.
- Your boss worries about your work
- You delegate upwards
- You complain about having to work late or weekends
- You shy away from challenging roles/situations
- Your boss can do your tasks better than you
- You focus on the process rather than on delivering results
- You not missed when you are away
- You offer problems to solutions
- You have grown complacent
- You need to work late/weekends
- You restrict your learning/knowledge to your own role
- You have a “Can’t do attitude”
- You shy away from taking risks
- Your boss seeks your advice
- You volunteer for challenging roles/situations
- You are smarter than your boss
- You do what it takes to get results
- Your absence is felt
- You offer solutions to problems
- You are constantly improving
- You don’t need to work late/weekends
- You work late/weekends without being asked
- You help others in the team
- You are interested in learning what others are doing
- You have a ‘can do’ attitude
- You are not afraid to take risks to find solutions
- Are we measuring the right thing?
- Why are we measuring what we're measuring?
- Are we measuring processes or results?
- Now that we've measured, what next?
- Does anyone really care?
- To solve problems using web and digital tools
- To create an environment where the team members feel empowered to grow personally and professionally
- To be sustainably profitable
- To earn a living
- To work on exciting projects and ideas
- To work in an environment with a flat hierarchy
- To become an all-round individual by getting exposed to the various sides of the business
- The process of arriving at the right answer will evolve and be subject to a lot of trial and error
- A mix of quantifiable metrics (revenue, leads, prospects, etc) and subjective peer reviews may be the way to go, with each metric being based on the specific role.
Every week in the office, we have Bounce - a weekly session of sharing and bouncing ideas. This was the topic of the eighth session (held on 8th August 2014) and presented by Andrew, our Technical Director. During the session, the team shared tips and ideas on how to better manage time and prioritise tasks.
- Having a weekly timetable (like the ones you had in school) helps ensure your week is properly mapped out and important tasks have dedicated time allotted.
- Timetables also help you set boundaries that others start to recognise in engaging with you, helping you avoid the common office problem of conflicting schedules.
- Taking time to plan the week or day ahead always helps avoid wasting time jumping from one task to the next as you figure out what to prioritise.
- Evans shared how he uses the Pomodoro technique to split his day into 30min slots (16 in total) and this helps him measure how many slots have been constructively used.
- Having a to-do list is a must. This is especially so for the smaller tasks that you assume will be easy to remember and never do.
- Andrew shared his insights into how having a consistent routine (e.g. through regularly scheduled events like team meetings) helps create a sense of stability in the team.
- At any given time, you can only do one thing. Once you determine which task you will work on, focus on it and give it your full attention. Trying to multi-task often means you do many things halfway or poorly.
- “Once you start something, finish it before moving on to the next thing.” Otherwise you leave a trail of half finished tasks.
- Most of the team use one of several prioritisation techniques such as color-coding, numbers/letters or an asterisk system.
- “One person’s chaos is another’s order.” A messy desk is not always a sign of disorganisation. It could simply be a sign of another system of organisation.
What tips and tricks do you use to manage your time and prioritise your tasks? We'd love to hear of and share other great tips that are out there.
Posted by Andrew (Follow him on @andrewmugoya)
Every week in the office, we have Bounce - a weekly session of sharing and bouncing ideas. This was the topic of the seventh session (held on 1st August 2014) and presented by Sammy, one of our Web & App Developers. Sammy shares reasons why we all have some design bones in us and some tips on how to utilise them.
Design is one of those disciplines that many of us assume is only done by ‘Designers’. Yet, we all do it in one form or another in our daily lives. If you make decisions (or merely have an opinion) about the look or functioning of something, you are already designing it (or how it could be). In other words, if you had a chance to be involved in the making of that particular thing, then you would potentially influence it's final outcome. Everyone has got design instincts and can make decisions, knowingly or unknowingly, about the design of items they interact with. For instance an office chair may “feel right”, “look right”, “function right”, “fit right” and so on.
During last week’s Bounce session, we explored this idea further and discussed various reasons and ways we can and should enhance our design instincts.
Why we should all be involved with the design process
- Design is not embellishment, it is the solution. We should all be part of the solution.
- Design is not only about how it looks but also how it functions.
- Whatever your role, you are much better at it if you have an appreciation of how you can design what you do for better results.
- You work better with professional designers or creatives if you already have an appreciation of what goes into design.
- A good designer combines two things well, a creative mind and knowledge of the necessary tools (e.g. PhotoShop). Not knowing how to use the tools doesn’t mean you can’t still exercise your creative mind.
- Good design breeds confidence in your product. Lack of confidence in it (due to poor presentation and functionality) lessens its chances of success.
- Get involved in the design process. You learn by participating.
- Find and catalog inspirational material. These will come in handy for reference when you are coming up with your own solutions.
- Work with professionals. You learn best by watching the professionals.
- Think of how it works as a whole, not just how it looks
- Practise using the tools where possible. You may not master them but there is still a lot you can do on your own.
- Give your solutions a story. There is rarely a wrong answer in design, just flawed reasoning and/or bad explanations.
- Empathise with the users. Put yourself in their shoes and ask 'how can this product/process be better or more effective?'
- Learn the difference between the decision-makers and the end-users (they are often not the same) and how you can convince each of them to buy into your design.
What has been your experience in exercising your (hidden) design talent? Do you agree we all are (or should see ourselves as) designers? We'd love to hear what you think.
Posted by Sammy (Follow him on @onks_)
Every week in the office, we have Bounce - a weekly session of sharing and bouncing ideas. This was the topic of the sixth session (held on 25th July 2014) and presented by Rasoah, our New Business Manager. Ras shares some pointers she's picked up on how to have effective team meetings.
Team meetings are a very essential part of a company or organisation. Whether held in-person or by remote conferences (like how we do), team members get to delve into each other's world, share their goals, joys and woes. Ideally, team meetings should help bring out the best in each team member. This is where the team members feel the support of each other and also gauge whether they are working on a collective goal. If well conducted, team meetings can highly boost the team's productivity.
Two key things that I've noted that can really help improve team meetings include:
- The team meeting should be something the team looks forward to
- Each team member should be encouraged to participate by being made to feel that their viewpoint is valuable
From my experience, here are some tips that may help in achieving the above goals:
- Ask: What is the reason for holding the team meeting? It should not just be out of routine.
- Distribute an agenda before the meeting. Having a meeting without an agenda is like leaving your house in the morning with no idea of where you are going.
- Some time prior to the meeting, remind the the team about the meeting just incase others are buried deep into their work (happens a lot with creatives and developers) or others have completely forgotten.
- Consider having stand up meetings when having short agendas. This will ensure that the meeting takes the shortest time possible.
- Start on time. This saves everyone's time and avoids distraction from the main agenda.
- Start the meeting by going over the agenda and possibly letting the attendees know how much time has been assigned to each of the agenda points.
- Give each member the opportunity to say something, but with the option of a pass. Feel free to interupt any team member who talks for long. It helps if you can make it a discussion.
- At the end of the meeting, surmarise any key points and assign action items.
- Prepare and distribute minutes promptly after the meeting.
We would love to hear of any tips or pointers we may have left out. What has been your experience with team meetings? Feel free to share by leaving a comment below or dropping us a line here.
Posted by Rasoah (Follow her on @RasoahM)
- Ability to touch and inspect the products
- Ability to try out the products
- Some details are difficult to capture with just photos and text
- There is often a lack of photos (or poor quality ones) for the products
- The copywriting is often poor or inaccurate
- Creating good quality videos requires expensive equipment and talent
- The video shooting and editing process can take long
- Videos tend to require high bandwidth to be effective
- Automatically links each product in your e-store to its corresponding video on vine so you don't have to keep linking them each time
- Presents the video in the product page as a pop-up box that seamlessly integrates into the page
- Is customisable so the embedded video's pop-up matches your stores style and design
- Enables you to present all your product videos in one place via your own 'store front' on the Grape website.
Social media has a way of making you feel as though you are the only one with challenges. As this video we shared sometime back shows, it helps to not believe the hype.
As we do with relationships, we in business are notorious for highlighting our victories and downplaying our losses. It's the PR game we play. No matter the hype, some things are definite in business. One of them is losing clients or customers. Every business experiences it. In this post, we look back at the reasons it has happened to us, how it happened and how we have learnt from it.
We’d be lying if we claimed to be perfect. Let alone perfect every time. There have been occasions our standards have fallen below the levels we’ve set and understandably we’ve been punished for it.
What we’ve learnt: Our experience has taught us that the best way to resolve these scenarios is to come clean, apologise and offer a free solution or offer the client their money back.
A high percentage of our clients when we were starting out were also young businesses. And as our first clients, they inevitably got discounts or got our services at ‘starting-out’ prices. As we’ve grown, our expenses, quality and therefore prices have inevitably risen. Unfortunately, some of the businesses we started out with have been unable to match our growth and meet our higher prices.
What we’ve learnt: Our growth is compromised if our clients don’t grow as well. The first (and preferred) option is to help them grow as much as we can. It is the reason we blog and share our experiences. In cases where we can and have to lose the client, we try and make it as amicable as possible and be as helpful as we can in their transition to other service providers.
Like teenagers, we started out assuming we knew more than we actually did. However, life has a way of bridging the gap between theory and reality. Looking back, there are some clients we should have been more willing to meet halfway. The ‘our-way-or-the-highway’ approach is one of the least sustainable in business.
What we’ve learnt: Every business has to have standards and principles. However, every business should also be willing to learn, especially from its clients. Adopting the attitude that 'no feedback is bad feedback' (no matter how painful it is to take) is helping us to be more open minded about what feedback we should take on board.
Poor systems and processes
As I highlighted in this post, one of the things I’d do earlier is invest time to set up and document sustainable systems and processes. In particular, capturing and documenting project requirements and specifications. Some clients express frustration at the overhead (cost and time) this adds to the project but when things go wrong you get heavily punished, even by the clients who object to it earlier in the project.
What we’ve learnt: This is one of the standards a good company has to be firm about, even to clients. Explaining to both clients and your team the benefits of proper, sustainable systems helps reduce the pushback. Unfortunately it is one of those things you only appreciate if/when its neglected and the project goes wrong.
It goes without saying that a client that is suing you is a client that you have already lost. OK, I know this is not really a reason you lose a client but it is one of the ways that we have lost a client.
What we’ve learnt: The thought of getting sued sends shivers down the spine of many a new entrepreneur. However, if your business is to grow, it is an (almost) inevitability that at some point you will get into a legal dispute. In our case we believed we were right to stand our ground and thankfully this was confirmed through the courts. The key thing for us was losing our fear of being taken to court. Until then, we’d have been ready to do just about anything (even when we knew we were on the right) to avoid a client resorting to this option. Ironically, losing this fear has allowed us to be more open and firm (when we need to be) with clients, thereby making our solutions for them better.
Every business (and I mean every business) has cashflow issues at some point. We are no exception and neither are our clients. When both they and us are having poor cashflow at the same time, heated exchanges become inevitable. Even when the dispute is resolved, the resultant scars are hard to heal and some of our client relationships have ended due to this.
What we’ve learnt: Being open with our clients about the fact that we experience cashflow problems when we are paid late helps them work harder to try and pay us on time. We have also found that having fixed payment dates (rather than one’s triggered by project progress), enables us to plan and manage our cashflow. This also helps keep the project on track.
Not all relationships have been ended by the client. There are times when we have had to terminate a client contract. At times this has been on ethical or moral grounds. At other times it has been due to us realising that the client’s vision or expectations are simply not aligned to ours.
What we’ve learnt: Honesty is the best policy. Not only do you maintain your integrity but you gain the respect of the client.
Has this list been helpful? What has been your experience? We'd love to hear from you.
Posted by Andrew (Follow him on @andrewmugoya)
Every week in the office, we have Bounce - a weekly session of sharing and bouncing ideas. This was the topic of the fourth session (held on 11th July 2014) and presented by Cliff, our Business Analyst. Cliff shares some of the lessons he has learned in his role at Asilia and lets us know how he manages client expectations.
All projects have ups and downs, that’s part and parcel of the project cycle. However, when there are more downs than ups, then it's time to be worried. Often the cause is a poorly managed project and mismanaged client expectations.
Managing client expectations starts right at the beginning of the project. What happens at this stage affects the rest of the project. Starting off with a face-to-face meeting or a phone call is preferred to exchanging multiple emails. This avoids miscommunication and a lot of mistaken assumptions. Other tips and tricks I've picked up on include:
- Understand the problem. It may help to break the problem down into manageable chunks rather than looking at it as one big overwhelming problem.
- Never assume. Ask for clarifications if something is not clear. Draw mockups or pull up examples of how you envision the idea to turn out. You'd be surprised how divergent you and your client's envisioned solutions could be.
- Set clear goals and agree on realistic deliverables.
- Document everything in detail.
- Plan, plan, plan. Plan everything in detail.
- Be honest. Tell the client honestly what you can do and can’t do for them and let them know of any hitches in good time.
- Control the conversation. Remember that you are the expert (that's why your client came to you). Offer effective solutions and don't simply regurgitate everything they say.
- Be decisive. Clients are reassured by decisiveness. Remember you are the expert.
- Keep everyone updated, regularly. It's never a good sign if you have to be chased for updates.
- "Let me get back to you on that". Sometimes it helps to take time to say "No", especially if it may lead to an ugly confrontation or argument. Bad news is often more palatbale if appears to be considered and well thought out.
- Learn to push back. Scope creep is inevitable. However, not managing them can kill your project dead!
- Keep the project in context. Don’t assume yours is the only project the client is dealing with. Your project may be top priority to you but bottom priority to them or just one of many priority projects.
- Be professional. Always. In both good and bad times. Don't get carried away and do or say something regretable.
- Be human. You are not dealing with robots so it's important to sometimes be able to be informal, empathetic or friendly with your client.
- Leave them better than you found them.
- Always ask for feedback. There is always room for improvement and most clients will see this as a positve gesture.
- Finally, it's not how you fail but how you recover. We all make mistakes. The key is to avoid excuses and finger-pointing but instead concentrate on how to make things right. (http://consultingacademy.com)
These are just some of the tips I've picked up but I'm sure there are many more. Let us know if you have any other tips to share. We'd love to hear from you.
The lightbulb moment is an exciting time. As a developer, it's always fulfilling to see novel ideas come to life and graduate to the web. Recently, about a week to my girlfriend's birthday, I was inspired to surprise her with a birthday card. A techie, Google-like version of it.
Check out the result at www.agneswangui.com/happybirthday/.
Click the doodle image on the landing page or any of the links or buttons in the header or footer to see what happens. Enjoy.
Posted by Evans (Follow him on @evansmusomi)