Tag: ndash

  • Could your hobbies help your business?

    Could your hobbies help your business?

    Could your hobbies help your business? I believe they can.

    For example if you find that your mind tends to wander and you lack focus and concentration then taking up a hobby could help. Choose one that you enjoy and helps you to train your mind to focus and concentrate for several hours. By developing concentration and focus you can really benefit your business, for instance if you ever get involved with lengthy negotiations.

    As a personal example, whilst playing the cello, I’m frequently playing with others for 4 hours or more with only one break – and concentrating hard as I’m often going through music for the first time. Or in Toastmasters International meetings, I may be called upon to review a two hour meeting and need to have been paying attention throughout. What hobbies do you have – or could you have – that could be used to develop your concentration?

    If your business is wearing you out and you collapse at the end of the day – could a hobby help to build your physical stamina?

    Some of the most challenging situations I’ve found can be meetings abroad. You’ve probably had to get up at the crack of dawn (or arrived late the night before after a long day), and are either having to speak in a foreign language, or at least working with others who are – and whose English may not be 100% – meaning you’ve got to work harder to understand them. I’d assert that if you’ve got good physical stamina, you stand a better chance of performing in these types of situation. So are you up for activities such as triathlons, long hikes, or dancing to boost your stamina?

    Think about the hobbies you have and how they may be able to help you in your business – and if you don’t have any, then now is the time to start. You’ll enjoy yourself, they will help you to relax and at the same time you can build new beneficial business skills.


  • The Ultimate Guide to Conducting a Formal Disciplinary Hearing

    The Ultimate Guide to Conducting a Formal Disciplinary Hearing

    In my last column, I shared the best practice way to undertake a disciplinary investigation.

    Disciplinary Hearing 101: Keep It Fair, Keep It Friendly

    Hey there, HR hero! You’ve already got the basics down – your employee has been accused, you need details, and you’re about to call a meeting. Now, let’s walk through the actual hearing and make sure you nail it for both justice and sanity.

    Step One: hand the baton to an impartial officer

    • Pick someone who hasn’t touched the case yet – no part in the investigation.
    • Give them the detective’s notebook (the investigative report) and let them play the “hand‑off” game.

    Step Two: send out the official “You’re Invited” letter

    • Tell the employee exactly what they’re being accused of.
    • Attach all relevant statements—so they’re not guessing.
    • Set the date, time, place – also say, “Feel free to bring a colleague, a union rep… anything you’re comfortable with.”
    • Give at least 1‑3 days notice to let them prep. The more the better.
    • List anyone else who’ll be in the room.
    • Explain possible outcomes and how they’ll get the final decision.
    • Ask them to confirm they’ll attend and whether they’ll bring someone along.

    Step Three: prep like a pro

    • Draft your questions ahead of time.
    • Gather every note, letter, and email related to the case.
    • Check the employee’s record for prior warnings or similar incidents.

    Step Four: Conduct the hearing

    Begin by warming everyone up—introduce the roles. If the employee’s got a sidekick, welcome them (but no cross‑talking unless they say “go!”).

    1. Ask if they’re fine stepping without a companion; record the answer.
    2. Read the allegation verbatim—no drama.
    3. Invite the employee to talk it out. Listen, don’t interrupt.
    4. Spot any parts they disagree with—e.g. “Where are you in this?” & “Why? Tell me why.”
    5. Let them recollect the day in their own voice.
    6. Highlight the seriousness—safety, legal, or company vibe—and confirm they get it.
    7. If there’s a history, ask why that pattern keeps popping up.
    8. Give them a chance to say “I was dealing with X—here’s why it matters.”
    9. Offer the floor one last time: “Anything else before we wrap up?”
    10. Close the session for you to consider the facts.

    Step Five: Fairness check

    Make sure the process respects natural justice. No bias, no pre‑judgement. Treat everyone like a human, not a case number.

    Step Six: You’re done – what now?

    • If there’s no action, write it down and send it.
    • If a sanction is in play, pick the fit one—Speedy: Written Warning (6‑12 months), Last‑Chance: Final Written Warning (12 months), or Exit: Dismissal (notice, or no‑notice for gross misconduct). You can also look at demotion or pay cuts.
    • Deliver the decision in writing — keep it cool, keep it clear.

    Step Seven: Tell them they can appeal

    Let them know their right to an appeal, give the deadline (five working days from the decision letter), and outline how to file it. They’ve got time—use it wisely.

    So that’s the hearing process in a nutshell. Next time you want to know what happens when the appeal kicks in, just keep the eye on that next chapter. For more help or a friendly chat, reach out – we’re here to keep your disciplinary journeys smooth, fair, and a smidge less stressful.

  • How to Overcome the Fear of Selling

    How to Overcome the Fear of Selling

    We take the word ‘no’ to be rejection, and in so many cases it is not. The understanding of this word will really help so many of us to overcome that natural fear of selling.

    When a customer says ‘no’, it is only ever a ‘no, not today’. We live in such a dramatically changing lifestyle that circumstances and situations change very rapidly.

    Lets imagine a world where nobody could say no, the word simply did not exist. What would you be doing more of? How many more calls would you be making? How many more people would you approach? I illustrate that because within this word – ‘no’, there is a massive business opportunity.

    I once tried to sell to a company for two whole years, every couple of months or so; we would go back and try to sell. Finally after two years of trying, they gave us a small order, then a slightly larger one and lastly, the biggest order we had ever received.

    ‘No, not today’ is an expression that I want you to embrace completely in your professional sales career. Understand what a ‘no’ means – it is not a straight ‘no’, it is a ‘not right now’ or ‘no, not today’. I’m not saying you have to put pressure on your customers or be pushy. I’m not saying you have to continually ask and make it difficult for the relationship to grow. But understanding what a ‘no’ is will make you an absolute fortune.

    Let’s use telesales as an example. Within a telesales team, you get a huge amount of rejections and as a result you see the core rate of phone calls made drop over time. The sales staff would take longer lunch breaks or more frequent toilet breaks – any excuse to not pick up the phone. When I worked in a telesales environment, every so often I would have some fun with the team. I’d ask them to see how many ‘no’s’ they could get in that day, as many as possible. I’d state that the person to get the most will win two bottles of wine, the second – one bottle and the third, a box of chocolates. You would instantly see the core rate rocket and as it did, so did the ‘yes’s’. Of course, people would still be saying ‘no’ but the example I’m pointing out is – if you want more ‘yes’s’, you have to get some ‘no, not today’s’.

    As you begin to understand the opportunity of a ‘no’, it becomes so exciting. My experience in sales, over many years, has shown me and demonstrated over and over again, the importance of getting a ‘no’.

    I was never despondent of a ‘no, not today’, we would simply add them to the list and would re-contact that prospective customer, maybe within 3 months, maybe within 6 months but we would stay in contact.

    In every business I have been involved with, our biggest source of revenue comes from our existing client base. The second biggest – the list of ‘no, not today’s’ and the third comes from a completely new list of people who we have never been in contact with before.

    So…in summary…don’t undervalue the ‘no, not today’s’. Keep a list and stay in contact regularly. In the process of understanding the word ‘no’ – it completely removes this ridiculous fear of selling and helps us to be so much more professional.

    You cannot win them all. It is highly unlikely that we will ever produce a selling technique that will help the seller to close every sale.

    If I wanted to compete with your business – I would simply ask for your ‘no, not today’ list. I will guarantee I will make an extremely successful business and take market share from that list. Value your ‘no, not today’ list, it is priceless.

    Good luck & great success!

    Richard Denny is one of the world’s most inspirational business speakers and business growth specialists. He is one of the foremost authorities on sales, management training and personal development. Richard is an international best seller and has written 5 hugely successful books which have sold two million copies worldwide and been translated into over 28 languages. He has been dubbed the Millionaire Maker by the Daily mail and Birmingham Post.


  • A ‘must have’ guide to HR procedures & policies

    A ‘must have’ guide to HR procedures & policies

    HR policies and procedures often feature fairly low down on companies’ list of priorities and at Threedom Solutions we understand that. There are so many variations and suggestions for HR policies and procedures but we believe that there are 15 key policies/documents you need to be legally compliant. We refer to them as the Threedom 15, and they go some way to protecting you in this ever increasing litigious society. Let me walk you through them below with a short explanation as to why.

    1 Contracts of Employment
    Not just a policy on having them, but actually HAVING them helps. These are a must-have within two months of the start date containing the main Terms and Conditions of employment, and referencing the various policies (ideally the ones listed below), collective agreements if applicable and directing your employee to other key documents they need to be aware of.

    2&3 Discipline & Grievance
    These should outline the company’s disciplinary, grievance and dismissal procedures. This is a statutory necessity.

    4 IT usage
    We find it’s always best to let your staff know up front what they can and can’t do – right? Especially in this day and age with the lures of social media such as Twitter/Facebook/LinkedIn and the temptations of the Internet.

    5. Job Specification and personal profiles
    As with the contracts, this is about HAVING these documents – they need to be bespoke, relevant and up-to-date. How can you measure an employee’s performance and either praise or take action if you have never told them what is expected of them?

    6. Performance Management
    This must be closely linked to the above – it provides the means of how to deal with any issues, in a clear and upfront manner.

    7. Managing Probation Periods
    Likewise – it is critical to set out the expectations and standards of behaviours, work and attitude for all new employees. This policy should help guide them and the managers undertaking any reviews as to what will be managed, how it will be managed, how it will be recorded and why.

    8. Data Protection Policy
    This is one that is often missed – it’s assumed to be someone else’s remit but boy, oh boy is it important. It’s not just about what you store, but how you store and safe guard it – both for your employees and also your customers. Failure to do so could lead to a huge loss of customer goodwill to say nothing of the potential fines. The Information Commissioner is able to fine up to £500k for third-party related data losses or exposure. Now I know that’s an extreme figure and any penalty is decided on according to circumstance i.e. the level of data loss and existing prevention measures in place, but obviously any substantial fine is enough to seriously impact your company’s future.

    9. Equal Opportunities
    The introduction of the Equality Act in 2010 brought together all the acts and laws in relation to discrimination and harassment, therefore it is more critical than ever to make sure your staff know what they can say and do, or, as importantly, what they can’t or shouldn’t.

    10. Sickness Absence & Sick Pay
    This speaks for itself – a chance to tell your staff your attendance requirements (or hopes in some cases!) and then payment terms

    11. Holiday entitlement
    As above

    12. Appraisal Policy
    This one is frequently seen as a ‘nice to have’ rather than necessary but we should be keen to encourage staff, guide them in their roles and then support them in making any changes

    13-15 Health and Safety Policy Document incorporating Accident Reporting & Risk Assessment process
    This is the basic information telling staff what you must do to make sure your business complies with health and safety law. It will help you decide who’s responsible for health and safety, guide on how to manage the risks, consult employees, provide the right workplace facilities, make first-aid arrangements and report accidents

    Obviously the actual numbers of available and possible policies are much greater – almost infinite but these are the ‘must haves’ in our opinion ☺

    So are you compliant?