This document discusses setting New Year's resolutions for one's business in the coming year. It suggests identifying realistic goals that address key issues rather than an impossible wish list. Another task is to assess how the business operates and whether the right staff are in the right roles. Finally, it recommends carefully reviewing emergency protocols and succession planning, as well as reflecting on past successes and failures to build upon strengths and avoid mistakes going forward.

1. What is YOUR New Year’s Resolution?
As 2014 closes, thoughts turn to the year ahead. What
will it bring? How will things seem in another twelve
months? Will my business continue to grow? What
issues will I have to deal with next year? What can I do
to be the best practitioner I can be?
Whilst it is impossible to guess exactly what will cross
our threshold over the next year, it is possible to take
proactive steps to deal with most of life – and work –
throws at us. Perhaps the first step is to identify a
realistic set of goals. Not a wish list of impossible
targets, but a strategy for really getting to grips with all
those little issues that you keep meaning to deal with.
Another task is to really assess how your business
operates. Do you have the right staff doing the right
things? We are not suggesting wholesale sackings, but
a clear-eyed look at the skills and personalities available
stacked up against the requirements of your company.
Perhaps one of the things on your list of goals is to
arrange training or to diversify in some way? If so,
include that as part of your assessment.
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Another job is to look really carefully at your emergency
protocols and succession planning. In practice, it is
often the case that one or two key people do 70% of
the day-to-day management in a small or family
business. Even in large firms, there may well be key
people, without whose input things start to fall apart.
However, it is never wise to have indispensible people
who could, let’s face it, just not be around without
warning. From breaking down in the car with no
cellphone signal, to being hit by the proverbial bus –
how will your business function if key people are
unavailable? Furthermore, what is the long-term plan
for the business? Who will run it when you or someone
else retires?
Finally, the turn of the year is a really great opportunity
to look back at what went well and what didn’t. What
kind of feedback have you been getting? Have you
been getting any at all and if not, why not? The key to
future success is building on past success and avoiding
past mistakes, so if you don’t know how things have
gone, you need a way to find out!
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