Blue Chip Journal, Issue 77

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FPI The power of SUPERIORITY Excellence as the standard 50 www.bluechipdigital.co.za
I f Having a business and a team whose sole focus is striving for and achieving excellence is, was and has always been the best line of defence. you’re motivated by the fear of past events, you’ll behave a certain way – but being motivated by the future and by what you can achieve, changes the game. According to the dictionary, “excellence” can be defined as the fact or state of excelling, superiority, eminence. I don’t know about you, but this definition inspires and excites me to do an amazing job in our business and for our clients. In these unprecedented times of what I can only personally describe as chaos, it is certainly going to take more than simply “doing a good job” to get us through the coming turbulent weeks and months. With all the changes being made across businesses and within teams, we have already seen that the acts of innovation, creativity and, ultimately, excellence that make the difference. We are seeing that it is the communities, teams, groups, family units and friendship circles all coming together, going above and beyond and applying the much-needed discretionary effort, that are critical to making these differences. Now anyone as passionate about the power of excellence as I am will understand. And they will likely have been banging the drum about the benefits of streamlined systems, processes and controls that are well thought through and strategically planned – the very things which are now proving to be the most essential tools for businesses. However, this is not an article on the value and importance of business continuation and disaster recovery; this is an article about why having a business and a team whose sole focus is striving for and achieving excellence is, was and has always been the best line of defence. Like you, I own a business which has its day-to-day challenges that we have to face and deal with and distractions that are constantly pushing us to work in the business rather than on the business. So, how do you achieve excellence? There are many ways, but nothing as complicated as you would expect! Here are my TOP FIVE KEY INGREDIENTS FOR EXCELLENCE: 1) Your strategic leadership team must have the necessary skills, abilities, qualities and attributes to add value in their roles, to the team and the business as a whole 2) Your business must have in place, and maintain, objectives, plans and processes for continual improvement. Ensure that your commitment to quality and excellence is maintained at all times 3) The needs and expectations of all interested parties are considered fundamental to operational goals 4) All your team members have all the capabilities to ensure that clients (internal and external) receive the best possible service and that they demonstrate a high level of competence at all times 5) Your services and systems are designed, engineered and managed to meet your clients’ requirements by the simplest and most cost-effective means possible Once in place, your commitment to excellence should be understood by – and communicated to – all the staff within your business. With all the changes being made across businesses and within teams, we have already seen that the acts of innovation, creativity and, ultimately, excellence that make the difference. Michelle Hoskin, Coach, Standards International www.bluechipdigital.co.za 51
Page 1 and 2: Issue 77 • October 2020 www.bluec
Page 3 and 4: LOCALLY. OF INNOVATION
Page 5 and 6: 100 % SAVINGS 0% TAX WOULDN’T YOU
Page 7 and 8: The advice we give our clients and
Page 9 and 10: You can either watch it happen or b
Page 12 and 13: On the money Making waves this quar
Page 14: COACHING Money taboo Innovative fin
Page 17 and 18: ASSET MANAGEMENTINVESTMENT Fee pres
Page 19 and 20: BRAVE/6432/MOM/E Your clients’ in
Page 21 and 22: WEALTH MANAGEMENT “AMCs combine t
Page 23 and 24: RETIREMENT PLANNING carefully consi
Page 25 and 26: COLUMN HOW TO NAVIGATE volatile mar
Page 27 and 28: investment to their countries. For
Page 29 and 30: ASSET MANAGERS PRO LARGER MANAGERS
Page 31 and 32: ASSET MANAGERS It has not been clea
Page 33 and 34: ASSET MANAGEMENT Identifying, partn
Page 35 and 36: ASSET MANAGEMENT The company has a
Page 37 and 38: FINANCIAL SECURITY not be that exci
Page 39 and 40: EVENT forecasts, annual performance
Page 41 and 42: DIVERSITY After entering the financ
Page 43 and 44: FINANCIAL PLANNING 4. Greater focus
Page 45 and 46: TECHNOLOGY No longer are our though
Page 47 and 48: FINANCIAL PLANNERS I received the i
Page 49 and 50: Staying abreast of the latest regul
Page 54 and 55: FINANCIAL PLANNING Be the example
Page 56 and 57: B LIFE PLANNING uilding a financial
Page 58 and 59: HY ? CHINA Why now… OFFSHORE INVE

Blue Chip Journal, Issue 77

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