One for all and all for one.

For many years I have been a part of a small peer review group that meets up a few times each year to assist each other on a variety of different subjects. I rate the importance of these meetings extremely highly and they have proved to be of immense worth to each of the participants.

So how do they work? I would venture that for a successful group to operate there needs to be a few clear ground rules:

1. Each of the participants is from a seperate region to bring differing viewpoints to the debate and ensure that there is no competition issues.

2. The participants need to be of a similar mindset to enable appropriate open discussion.

3. You need to be prepared to be entirely open about all aspects of the business - from finances to people, systems to service.

4. You agree to rotate meetings with the host dictating the agenda as relates to their company and any specific problems they are facing.

5. You meet 3 or 4 times a year.

Our group has consisted of 4 or 5 agencies with a core of three ever present members. As you would expect there are some changes which occur as people move on but the guiding principles remain unchanged - a desire to learn, assist and support without passing judgement. It is no co-incidence that the members of this group are amongst the very best agencies in the country and have grown at a rate far in excess of the average. Where others have declined and failed we have prospered due in no part to the advice and support that we can call upon from each other to make the most of opportunities that are presented to us.

A visit typically lasts two days - starting at lunchtime, working right through dinner and finishing in the early afternoon the next day. At our early meetings we learnt about the general position of each agency and the issues which they were facing; this is vital background information which assists as we have moved on to helping solve specific problems identified by the host.

The range of topics discussed over the last 5 years is wide and varied and includes staffing; financial control; service offering; diversification plans; strategic direction and succession planning. In visiting an agency I get as much as I would as host. I learn someting new, get a chance to compare important issues and potential solutions, understand the thinking behind decisions and perhaps most importantly come back keen to implement what I have learned.

Our review group is a source of expert consultancy advice, available free as and when needed and perhaps most importantly it is objective, based on experience and cuts straight to the point! No allowances for ego's or sensitivities made!

Our experience has inspired other such groups to set up, from gender specific to role specific, and it has provided a ready source of help for our staff on any specific issues that they may face. A most useful network to tap into and a real example of collaborative working with no hidden motive.

I would exhort others to follow this example if you are serious about improving yourself and your business. The model can work in any industry and at any level. The most important thing is trust - do you still have the capacity to trust and be trusted?

The lonliness of the long distance runner

Being an entrepreneur, running a business, is inherently a lonely existence. Whilst you are at the centre of everything that is happening in your company and aware of changes within your industry, all too often there is no-one to turn to when making vital decisions. I equate running a business to completing a marathon – it is a long journey; at the start there are high levels of enthusiasm, excitement and anticipation; difficult challenges to encounter and overcome but there is always a goal in sight and the sense of achievement in reaching it is difficult to describe to anyone who has not run the race.

Any serious and dedicated athlete realises the need for a coach and mentor to help them reach their goals and yet in business so few entrepreneurs follow the same path. No doubt without a coach you could run a marathon but will you ever realise your true potential? Why is it, when it has been proved that businesses which take advice and support fare better than those which do not, that there is an inherent reluctance to access these extra “tools” which may give you a competitive advantage?

Perhaps it is the popular hunt for instant success that makes many people treat business like a sprint. I would argue that, in business, long term sustainability is far more important than short term glory. The current example of many banks should highlight the damage that can be done by the lack of long term planning – learn from their mistakes.

So how can you help combat the feeling of isolation and tone your entrepreneurial abilities ready for the marathon ahead? Accessing help is easier than you would expect – finding quality support is slightly harder.

Firstly do not get hung up on the definitions of advice, mentoring, support, incubation etc – let the academics worry about such minutiae – most people want a combination of all of these at different points in their business life. You need your own personal “coach”. Source someone who you can trust; they should be independent, impartial, experienced and most of all approachable.

The next step is to use them effectively. They are not there to run your company but to help you develop your skills, hone your decision making and to bounce ideas off. Their role is essentially passive and most of the effort should be made by you but through their guidance you will develop solutions to business issues.

So being an entrepreneur can be lonely at times but those who seek out help and support along the way will develop faster and most importantly reach their goal before their competitors beat them to it.

How do you start such a search? Scour your networks to find someone who meets the above criteria or contact a leading independent business support organisation such as NWES who can help you.