Business Development Training: Services reaching Maturity?

Are you seeing more competition for each engagement?
Is it harder for you to get a decent price for your services?
Are the Purchasing Dept involved in getting you to drop your price?
Are longtime clients putting out RFPs for “your” work?

Maybe it’s time to recognise that your services have reached the Maturity stage or commodity stage of their Cycle.  It will get more and more difficult to make money on that particular work.
You’ll begin to see lower-cost competitors, off-shoring, or begin to lose to in-house teams as the mystery goes out of your services. The symptoms above are reliable indicators that it’s time to begin reducing your dependence on that work and find new problems to solve

One of the big factors that causes price pressure in mature categories is decreased risk. The first time a company tackles a problem the perceived risk is high. They want to get it done right, and quickly, so they’re less sensitive to cost and place greater value on external expertise as a way to reduce risk.

After something has been done a number of times, the risk of getting it done right goes way down, so the perceived value of the service declines,and the client no longer feel the need to pay expensive external consultants.

When risk and business impact declines, so does your access to key people. While the top people pay attention to unfamiliar matters with potentially high stakes, once the risk goes down, they delegate downward and move on to emerging issues that have greater risk and impact. They’ll still like and respect you, but it you’re associated with issues that are no longer relevant to them, neither are you. This is why when your problem matures, you need to be associated with a different business problem within the same industry.

To avoid suddenly realizing that you’re in a tough spot such as described in the opening paragraph, become an industry expert, knowledgeable about your clients. Challenges and opportunities, and keep yourself well informed so you can recognize the early signs that the problem that drives demand for your service is maturing and declining in significance. If you know what’s going on in the industry, you’ll know which problems to shift your association toward.

Always invest in emerging issues, preferably in robust, growing industries.

The Purpose of the Performance Appraisal

Performance appraisals like lots of management tools, can be misused.

HR managers usually say it’s their most important device for reviewing team members.

Our experience in running our Appraisal Skills Training Workshops is that, if not used properly often managers, supervisors, as well as employees hate the thought of them.
Their Internal HR consultants try really hard to encourage their completion and managers use their creativity to delay the process.
It’s seen by all as an uncomfortable practice to carry out.
The manager and the employee can sometimes feel on different “sides”.
Appraisals can sometimes wrongly be seen as determining pay increases and in rare cases who is made redundant and who gets promoted.
Commonly they focus on what people have done wrong.

We think the real point of performance appraisals are generally to

  •  Give feedback on performance to employees
  • Facilitate communication between employee and manager
  • Identify employee learning and development needs
  • Document and explain any criteria used to allocate organisations rewards
  • Used as the basis for personnel decisions: salary increases, promotions, re-assignments, succession planningetc
  • Provide the opportunity for organisation diagnosis and development
  • Validate recruitment selection techniques and human resource policies

The most important purpose or goal of the appraisal is to improve performance in the future for both employees and team leaders.

Managers can get valuable information to help them make their jobs more productive.

Through feedback given in performance appraisals managers can identify problems that interfere with everyone’s performance and take steps to rectify them.

We suggest that if there is a shift from blaming to identifying barriers to performance the fear associated with appraisals can disappear.

When managers move have to a more cooperative and learning dialogue, appraisals become more comfortable and effective.

This puts the manager and employee on the same side, and working towards the same goals, improving together.

While managers make an effort to be as objective as possible, there are always concerns about accuracy.

When you’re evaluating your staff it’s wise to be aware of factors that may affect your assessments.

Here are a few factors of which you should be aware
We suggest you take a look and just ask yourself “Are my appriasals free from these biases”


Generalising is the tendency to rate someone high or low in all categories, based on their performance in some areas.
This does not help develop employees because the appraisal is less than specific in areas that do need development.

Different Standards of Evaluation

Evaluation terms such as fair, good, v.good, excellent, or PRB1 PRB2 etc, are commonly used in performance appraisals.
Managers should however be aware that the meaning of these words will differ from person to person.
There needs to be an additional process which tries to get all the managers “on the same page” when defining performance.

Lenient Bias

Expect this when a manager has not been shown the Normal standards of performance (see above)
and  they are lenient and will tend to get defensive when discussed.
It’s ok they don’t know the standards that’s the problem not their judgement.
Question is … Could this be you?

Is it external factors more than employee performance?

Blame can be given  to the employee when the root cause was external.
Credit can be given too. Think recessions and upturns??

Is it the system / processes or the person?

Performance is a function of both the individual and the system he or she works in.
If both factors are not taken into account, it will be increasingly difficult to improve on performance.

Performance appraisals are a necessary tool in ensuring development.
If conducted fairly and appropriately the information gathered can be used to vastly improve the performance of the entire team

If you need assistance… Why  not take a  look at our Appraisal Skills Workshop

SMARTER Objectives: Free e-book guide

In an effort to ensure Employees and Line managers get the most out of each other they AGREE objectives.
(We cover this in our Appraisal Skills Training Workshop )
Often they agree SMART objectives and targets.

There are lots of ways that SMART and SMARTER are represented, this is our version

Specific : To your role as an individual and to the outcomes you are trying to achieve

Measurable : So that you can both objectively determine whether the end result has been achieved

Agreed : Upon by you and your Line Manager. Note we don’t use the word SET but AGREED

Realistic : And within your accountability, authority and control

Timed :   To include milestones that will indicate progress

Empowering : We all like to think we are making a difference and can have a choice on the HOW

Reviewed : Absolutely no point in writing them down and filing them.
Only by reviewing them do we learn anything about what’s possible.

We’ve put together a free e-book on how to agree SMARTER Objectives

Here it is … Rainmaker e-book Agreeing Objectives