RBizz Corporate Accountants - Resources #LeadershipRBizz Corporate Accountants - Resources #Leadershiphttps://www.rbizz.com.au/blogs/tag/business-leadership-skills-eventsMon, 27 Apr 2026 19:20:30 +1000http://zoho.com/sites/<![CDATA[Mastering the Art of Delegating for Small Business Success]]>https://www.rbizz.com.au/blogs/post/mastering-the-art-of-delegating-for-small-business-successDelegation is a vital skill for small business owners who want to scale without burning out or creating operational bottlenecks. By focusing on high-value tasks and empowering a trusted team, leaders can reclaim their time and focus on the strategic growth of their business.]]>


Mastering the Art of Delegating for Small Business Success

small business delegation strategies

As a small business owner, the "do-it-all" mentality is often what gets your venture off the ground, but it is also the very thing that can prevent it from scaling. Many founders find themselves trapped in the cycle of micro-management, handling every administrative task and minor decision while their long-term vision sits on the shelf. In 2026, where business moves faster than ever, learning to delegate is no longer a soft skill—it is a critical survival strategy.

The High Cost of Doing Everything Yourself

When you spend your day responding to every email and managing every basic social media post, you are effectively paying a "CEO salary" for tasks that could be handled by a specialist. This creates a bottleneck that slows down your operations and leads to rapid burnout. By refusing to delegate, you limit your business’s capacity to what a single person can achieve in 24 hours, rather than what a coordinated team can accomplish in a lifetime.

Three Steps to Effective Delegation

  1. Identify Your High-Value Tasks: Audit your weekly schedule and separate "revenue-generating" activities from "maintenance" tasks. If a task doesn’t require your specific expertise or creative vision, it is a prime candidate for delegation.

  2. Build a Culture of Trust: Delegation fails when there is a lack of trust. Instead of assigning tasks and hovering over your team, assign "outcomes." Provide the necessary resources and clear expectations, then step back and let your team find the best way to reach the goal.

  3. Invest in Proper Training: You cannot delegate successfully if your team doesn't understand the "why" behind the "what." Taking the time to document your processes today ensures that when you hand over a responsibility, it is handled with the same care and quality you would provide yourself.

The Freedom to Focus on Growth

The ultimate goal of delegation is to create a business that can run without you. When you empower your team to take ownership of the daily operations, you regain the mental space needed to explore new markets, develop new products, and focus on the high-level strategy that will define your business in the years to come.

Talk to Us About Scaling Your Leadership

If you are struggling to let go of the reins, our team can help you build a structured roadmap for growth. We’ll work with you to identify the operational gaps and help you transition from a "hands-on" operator to a strategic leader. Reach out today to start your journey toward a more balanced and scalable business.
Contact Us


]]>Sun, 15 Mar 2026 17:29:48 +1100<![CDATA[Managing change in your business]]>https://www.rbizz.com.au/blogs/post/managing-change-in-your-business1Most business change initiatives fail due to poor employee engagement and lack of clear direction. By following Kotter’s 8-step change framework, businesses can build momentum, reduce resistance, and embed lasting change into their culture.]]>


Managing change in your business

Managing change in your business

"Gone are the days when flexible work was a perk. Whether it’s hybrid roles, remote options, or custom hours, flexibility has become a baseline expectation." - Recruitment Trends for SMEs by Onside.


The pandemic may have introduced us to the idea of working from home, but the ability to flex where we work from is now a core expectation for many employees.

    Successfully implementing change in your business

      Research by Kotter International found that more than 70% of change projects within a business fail. Why is this?

      The research findings show that employee engagement is the biggest factor. Whether it is a small change to one or two processes, or a company-wide change, it's common for staff to feel intimidated by it.

      So what can you do for successful implementation of change? Here are the principals from Kotter’s 8-Step Program:


    1. Get the team onboard

    Build support and create momentum behind the changes you are making by communicating the benefits with the whole company early on.

    • Start honest discussions with your team and give dynamic and convincing reasons to get people talking and thinking about the change.
    • Demonstrate what would happen if you don’t make the change and what else it could affect in the future.
    • Request support from customers in this instance who may love the product, outside stakeholders and others known in the industry to strengthen your argument.

    Kotter suggests that 75 percent of a company's management needs to support a change in order to succeed.

      2. Form a powerful coalition from all areas of the business

      Share the support you have from all areas in the business (not just the leadership team). Visible support from key people within the organisation will bring others on board and create a sense of urgency. Give these people key roles in the change process to help progress it.

      Once formed, your "change coalition" needs to work as a team, continuing to build urgency and momentum around the need for change.

      What you can do:

      • Identify the influencers in your organisation for this change, as well as your key stakeholders.
      • Ensure that you have a good mix of people from different levels within your firm.
      • Ask for a commitment from these key people.
      • Work on team building within your change coalition.

        3. Create a vision for change

        Create an overall vision that helps everyone understand why you're asking them to do something.

        What you can do:

        • Develop a short summary (one or two sentences) that captures what you "see" as the future of your organisation.
        • Create a strategy to execute that vision.
        • Ensure that your team leading the change are all on the same page.

          4. Communicate the vision

          Embed this in everything you do so it is not lost in the day-to-day operation but a powerful part of this.

          What you can do:

          • Talk often about vision and change.
          • Make sure the vision is applied to all aspects of the operations. For example, ensure it’s added to the training and induction program and is encapsulated into the relevant job descriptions and evaluations.
          • Address people’s concerns and anxieties about it openly and honestly.
          • Lead by example.

            5. Remove obstacles

            Check constantly for processes and structures that need to adjust to allow you to execute the vision and help the change move forward.

            What you can do:

            • Look at your organisational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.
            • Recognise and reward people for making change happen.
            • Identify, or hire, change managers whose core role is to deliver the change.
            • Identify areas or team members that stand in the way of change, and find solutions.
            • Take action to quickly remove barriers rather than letting them fester.

              6. Create short-term wins

              Create short-term targets – not just one long-term goal. Each "win" you produce helps further motivate all staff, this is crucial especially if it’s a big change requiring a longer process and helps them stay on track.

              What you can do:

              • Reward people who help you meet the targets.
              • Look for sure-fire projects that you can implement without help from strong critics of the change.
              • Don't choose early targets that are expensive. You want to be able to justify the investment in each project.

                7. Build on the change

                Keep looking for improvements to the system to ensure the long term goals are achieved.

                What you can do:

                • After every win, analyse what went right, and what needs improving.
                • Set goals to continue building on the momentum you've achieved.
                • Develop a culture of continuous improvement.
                • Keep ideas fresh by bringing in new people to lead the change.

                  8. Anchor the changes in your culture

                  Finally, to make any change stick, it should become part of the core of your organisation. Make continuous efforts to ensure that the change is seen in every aspect, giving it a solid place in your organisation. It's also important that your company's leaders continue to support the change. This includes existing staff and new leaders who are brought in.


                  What you can do:

                  • Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.
                  • Include the change ideals and values when hiring and training new staff so it is enforced from the start.
                  • Publicly recognise key members and enablers of the change.
                  • Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.

                    Talk to Us About Managing Change

                    If your business is going through change — whether it’s new systems, growth, or restructuring — come and talk to us. We can help you plan, communicate, and implement change in a way that keeps your people engaged and your business moving forward.

                    Contact Us


                    ]]>                    Mon, 09 Feb 2026 19:24:17 +1100                    <![CDATA[Honesty is not a core value: Why you must dare to stand out]]>https://www.rbizz.com.au/blogs/post/honesty-is-not-a-core-value-why-you-must-dare-to-stand-out1Core values define your business's identity and uniqueness. Focusing on distinct values that reflect your purpose and sharing and embodying these values fosters a stronger workplace culture and enhances relationships and results.]]>

                    Honesty is not a core value: Why you must dare to stand out

                    Honesty is not a core value: Why you must dare to stand out
                    Practical steps for workplace wellbeing

                    Ask any business owner what their values stand for, and you’ll often hear the same list: honesty, professionalism, and quality. All great things, but here’s the uncomfortable truth:


                    These aren’t core values.


                    They’re the bare minimum.


                    Customers expect honesty. They assume professionalism. They take quality as a given. Touting these as your firm’s values doesn’t make you memorable, it just make you one of the same.


                    In today’s competitive landscape, your ability to stand out matters more than ever.

                    What real core values look like


                    Real values express your unique identity. They make your team say, “Yes, that’s us.” They make your customers think, “I feel that every time I work with them.”

                    Here are some examples of real, human-centred values that resonate:


                    Family First

                    Remembering our purpose in life


                    Enduring Relationships

                    Being there with care and respect


                    Keeping It Real

                    Practical and proven solutions


                    Empowerment

                    Believing in you


                    Fun

                    Because life is too short


                    Each one tells a story. Each one sets a tone. Each one builds an emotional connection, which is exactly what you need if you’re serious about becoming your clients’ trusted advisor.


                    The Power of Simplicity: 3 Words, 7 Words


                    To make values stick, keep them short and sharp. Here’s the rule:

                    1. Three words or fewer per value
                    2. Seven words or fewer to define it

                    Why? Because you need them to be memorable. If your team can’t recite your values, how can they live them?


                    What to Do Next

                    • Audit your current values – are they generic or unique? Do they tell your story?
                    • Define 3 or fewer real core values – make them emotional, memorable, and personal.
                    • Keep each one under 7 words – clarity wins.
                    • Share them – make them visible, repeatable, and part of your daily conversations.
                    • Live them – give your team permission to call each other in (not out) when values are missed.


                    You’ll be amazed how this small shift transforms your culture and opens the door to a more advisory-driven business.

                    As Dr. Seuss said:

                    • “Why fit in when you were born to stand out?”*


                    Contact Us


                    ]]>                    Wed, 27 Aug 2025 15:45:32 +1000                    <![CDATA[Lead Like a Gardener: Grow Roses, Not Mushrooms]]>https://www.rbizz.com.au/blogs/post/lead-like-a-gardener-grow-roses-not-mushroomsAs a leader, if you are acting like a mushroom grower you’re unlikely to have a clear plan yourself, so you can’t share this with your team.]]>

                    Lead Like a Gardener: Grow Roses, Not Mushrooms

                    Lead Like a Gardener: Grow Roses, Not Mushrooms

                    The way you lead your team and grow your business determines whether you’re cultivating a transactional or thriving business. 

                    Ask yourself: Are you a mushroom grower or a rose grower?

                    Mushroom leadership: The hidden danger

                    Mushroom growers thrive in the dark. That’s literally how mushrooms grow (kept in the shadows and fed sporadically). Unfortunately, this metaphor applies to far too many business leaders.

                    Without realising it, leaders who operate like mushroom growers often:

                    • Lack a clear vision for the business
                    • Deliver inconsistent or confusing messages to their team
                    • Prioritise short-term production over long-term development
                    • Create environments where staff are kept in the dark and fed whatever information happens to come up

                    When your people don’t see a future or path for growth, they’re unlikely to contribute their best ideas, let alone stick around long enough to blossom.

                    Rose leadership: Cultivating growth with intention

                    Contrast this with the mindset of a rose grower:

                    Rose growers are deliberate. They prune branches that aren't growing in the right direction. They feed and fertilise consistently. They protect the plant from pests. Most importantly, they focus on the end result: the blossom.

                    As a leader embracing rose-growing principles, you:

                    • Set a clear direction and align with your partners on that vision
                    • Identify each team member’s potential and coach them toward it
                    • Prune behaviours and practices that don’t support growth
                    • Build an environment where development and performance coexist
                    • Celebrate progress and visible results along the way

                    This mindset shift isn’t just about better management, but rather about transforming into a value-driven, future-focused business.

                    Start growing roses.To move your business forward, you need to lead with intention.

                    Here are some actionable steps to help you get started

                    • Define your vision for your business
                    • Align your leadership team
                    • Train your staff to have forward-looking conversations 
                    • Create systems for consistency and follow-through
                    • Celebrate every step forward


                    Contact Us


                    ]]>                    Sun, 10 Aug 2025 19:40:17 +1000                    <![CDATA[The art of delegation]]>https://www.rbizz.com.au/blogs/post/the-art-of-delegationEffective delegation frees up time and boosts productivity by allowing others to take on tasks. Assessing the right person, providing clear instructions and setting timeframes results in enhanced team skills, better outcomes and higher productivity.]]>

                    The art of delegation

                    The art of delegation

                    How often do you get to the end of a working day and wonder where the time went?

                    Perhaps you never got to item 3 (or even item 1!!) on your to-do list. How can you solve this problem without working longer hours? The answer is very simple, but the art in the solution is where the gold is.

                    The answer to free up time is to delegate more – either to existing team members, new people you recruit, or externally to outside contractors. However, if delegation were that easy, everyone would be doing it now, right?

                    So, what is the art of delegation?

                    We say art, because delegation is not an exact science; different approaches are needed depending on who the ‘delegate’ is. Time and effort are required to effectively pass on tasks to others. 

                    Often, the time the delegator needs to put in initially is greater than if they did the work themselves – that’s why so many people don’t delegate.

                    The view that ‘it’s quicker for you to do it yourself’ holds you trapped and unable to be more productive and effective yourself. It also stops others from developing better ways to do things than you already know, i.e. if you teach them your way, then they can master that AND add their own value – two minds being better than one.

                    Here are some essential principles to apply to help you to delegate (as opposed to abdicate!):

                    Delegation

                    • Assess the task, issue to the right person and support - helps build trust and respect
                    • Be specific and crystal clear for greater communication
                    • Request they repeat back instructions, so you know you were understood, enabling higher productivity
                    • Set a time frame and request clarification that the task has been achieved, ensuring jobs are completed on time and are profitable
                    • Both parties to review - opens the door for future work

                    Abdication

                    • Issue tasks to anyone and forget about it - shows distrust and a lack of respect
                    • Giving unclear and little information results in poor communication
                    • Don’t ask if you were understood - results in low productivity
                    • Don’t set a time frame – it can mean jobs are delayed and over budget
                    • Different expectations can result in disgruntled clients
                    • No review results in no future work

                    Delegation is a skill to be learned; applying these principles consistently will ensure long-term success.

                    “No person will make a great business who wants to do it all himself or get all the credit” – Andrew Carnagie


                    Action list:

                    • Which tasks am I currently doing that I could delegate to others?
                    • What can I do with the time I free up?
                    • Who are the best people for me to delegate these to? (Make sure they want to do these as part of their career development).
                    • What is the best way to document what is expected and how it should be done?
                    • What support and review process is needed to ensure success?
                    Contact Us


                    ]]>                    Mon, 28 Jul 2025 18:27:06 +1000                    <![CDATA[If I'm working ON my business what should I be doing?]]>https://www.rbizz.com.au/blogs/post/if-i-m-working-on-my-business-what-should-i-be-doingI’m sure you’ve heard about the need to work ‘on’ your business as well as working ‘in’ your business. But have you ever stopped to think what exactly you should be doing?]]>

                    If I'm working ON my business what should I be doing?

                    Working on your business

                    I’m sure you’ve heard about the need to work ‘on’ your business as well as working ‘in’ your business.  But have you ever stopped to think what exactly you should be doing?


                    First some practical distinctions to compare working ‘on’ and working ‘in’.


                    With the above in mind here are the 5 most important activities you should do:



                    • Prepare a business plan and update it annually – do this in the last month of your financial year or the first month of the new financial year
                    • Prepare a budget and forecast for the upcoming 12 months at the same time as you prepare your plan (and of course review this annually too)
                    • Report against that plan and budget monthly
                    • Communicate the plan and the results to the owners and team
                    • Meet monthly for 1 to 2 hours to review your progress, your numbers, your business structure and any risks and opportunities that exist to improve the business


                    Working on the business is by no means a full-time role – you should be able to do this effectively with 1 to 2 hours per week, ½ a day per month (to review the information and then have an effective monthly meeting) and then 1 to 2 days off-site every year to update the plan and structure.



                    Best practice is to get someone independent of your business to help you establish and maintain these regular disciplines and hold you to account to really improve your business.



                    What do you need to change to work more effectively ‘on’ your business?



                    The business is there to serve you; not the other way round.  You should not be a slave to your business.


                    Contact Us


                    ]]>                    Sat, 19 Jul 2025 20:20:01 +1000                    <![CDATA[Taking on the family business legacy: becoming the successor]]>https://www.rbizz.com.au/blogs/post/taking-on-the-family-business-legacy-becoming-the-successorBecoming the successor to the family business is an honour – but it can also be a daunting role to take on. We’ve summarised five of the core skills you need as the head of the business.]]>

                    Taking on the family business legacy: becoming the successor

                    Becoming the successor to the family business is a genuine honour. But taking over control of the family legacy, and taking the business to new heights, can be daunting.


                    The older generation has been the curator of this business for years and will want to pass the company on to a trusted pair of hands – someone who can continue their hard work.


                    But what are the key skills you need as the new leader of the business? 


                    You may already be fundamental to the operation of your family business. Or you may be returning to the company after a period in industry, or pursuing other life goals. Whatever your experience, it’s important to hone your skills, so you’re ready to take on the role. 


                    We’ve outlined five of the most important skills and capabilities you’ll need as the leader of the family business:

                    ...

                    A deep understanding of the business


                    As the head of the company, you’ll need to have a real grasp of the inner workings of the whole business. That means getting acquainted with the company’s everyday operations, finances, sales, marketing and the overall competitive and economic landscape that you’re trading in.


                    Leadership skills and the ability to develop


                    You’re the boss now, so that’s going to mean developing some strong leadership. Learning these interpersonal and motivational  skills will be critical when you’re managing internal teams, making decisions with your management team and board, and navigating the challenges that every business faces.


                    A clear focus on building good relationships 


                    Good business is always based on solid, trusted relationships. It’s important to nurture these key relationships, whether it’s with your family members, employees, customers or suppliers. Be open, honest and transparent with all your stakeholders to promote the best long-term relationships.


                    An eye for strategy and business planning


                    You’re the person leading the business now, and that includes being the strategic thinker behind the company’s future direction. Think carefully about your goals for the company and create a clear vision for the business's future, with a strategic plan to guide your next steps.


                    Excellent financial management skills


                    Cash is king, so being in control of your finances is a must. Getting to grips with the financial aspects of the business may not seem that exciting, but being in control of budgeting, cashflow and profitability is a key driver to making the company successful in the mid-to-long term.

                    Talk to us about getting ready to take over the family business

                    You’ll want to do the family proud and be the best head of the business you can. But you can’t do that alone. It’s invaluable to have the best advice, support and guidance along the way.


                    Talk to our team about developing your skills as a business leader, setting the best goals for the family business and putting some strategic thinking behind your future plans.

                    Contact Us


                    ]]>                    Thu, 26 Jun 2025 12:41:46 +1000                    <![CDATA[5 ways to improve the governance of your family business.]]>https://www.rbizz.com.au/blogs/post/5-ways-to-improve-the-governance-of-your-family-business.There are specific challenges to running a family business. But by putting the right governance steps in place, you can keep the disputes to a minimum and keep the family company on track]]>

                    Tax planning helps you do more with your money

                    Running any kind of business is tough work. But when you add in the additional challenges of running a family business, things can begin to get complicated – and personal!


                    In a family business, you’re not just dealing with professional relationships. You have close, personal relationships to factor in, alongside the nuanced dynamics of several family members all working in close proximity within a business environment. 


                    But there are ways to ensure you run the governance and management of your family business in a smooth, sensible (and stress-free) way. 


                    Families occasionally disagree and argue – that’s a fact we can’t change! But what you can do is put agreements, processes and good governance in place to make sure these disagreements are not detrimental to the future of your family business.


                    We’ve highlighted five simple steps you can take to improve your governance:

                    Family charter

                    A family charter (or constitution) establishes shared values, principles and expectations for all family members involved in the business. This gives you a clear vision for the family business and fosters a sense of purpose within the company.

                    Family council

                    Getting the whole family together in a room is invaluable. A family council provides a forum for open communication and decision-making, allowing everyone in the family to discuss business matters and address potential conflicts.

                    Clear shareholder agreement

                    Well-defined shareholders’ agreement outlines the rights, responsibilities and expectations of each shareholder, so everyone understands where they stand. This is a huge help in preventing misunderstandings and conflicts.

                    Succession plan

                    With a comprehensive succession plan you ensure a smooth transition of leadership and ownership when the head of the family business retires, sells up or exits. This maintains a sense of stability and continuity within the company.

                    Independent board

                    Having an objective, external board is vital. An independent board of directors brings objectivity and expertise to the business. They can also deliver guidance and oversight to help you achieve truly ethical and responsible governance.


                    Talk to us about the future of your family business.


                    If you want the governance of your family business to run like clockwork, it’s important to have the right governance infrastructure and documentation in place from the beginning.


                    We’ve advised hundreds of family businesses over the years, and can help you set up the processes, agreements and strategic thinking that keeps the company on track.


                    Talk to our team and let’s see how we can take your family business to the next level.

                    Contact Us


                    ]]>                    Wed, 25 Jun 2025 22:48:53 +1000                    <![CDATA[How to embrace neurodiversity in your team]]>https://www.rbizz.com.au/blogs/post/how-to-embrace-neurodiversity-in-your-teamDiverse business teams deliver 60% better results. And, this applies to neurodiversity too. When you embrace the diversity of your team, you create a more innovative and creative workplace.]]>

                    How to embrace neurodiversity in your team    

                    People come in all shapes and sizes – and this applies equally to how our brains work. 


                    Research in neurodiversity has shown that we all think in different ways, and that there’s no single ‘hard-wired’ way for our brains to work. This diversity can be a major asset, but it also has an impact on how you manage your team and the ways your employees will choose to work.

                    What neurodiversity means for you as a people manager

                    Neurodiversity is the description of the variations that exist in the workings of the human brain and mind from person to person. Some of us have brains that work in a more standard or ‘neurotypical’ way. Others of us have  more neurodivergent brain types, where the way our brain functions differs from the neurotypical blueprint. Neither is ‘better’. They are just different and this is key to grasping the varied ways that your team members may approach a problem, or choose to work. 

                    A rough guide to the various types of neurodiversity

                    Employees who identify as neurodiverse are not all the same, and will have specific needs, superskills or work preferences that define how you can maximise their input in your workforce.


                    Let’s take a look at some of the more well-known types:

                    Autism spectrum disorder (ASD)

                    ASD is a developmental condition that affects someone’s communication and behaviour. People with ASD may have difficulty with social interaction, communication and may exhibit repetitive behaviours. Some people with ASD can have restricted interests, for example, having an intense interest in a particular topic, activity or hobby. People with ASD sit on a spectrum, with some being high functioning, and others facing bigger challenges with their ASD.



                    Attention deficit hyperactivity disorder (ADHD)

                    People with ADHD may have difficulty staying focused, controlling their impulses, or sitting still. The condition falls into three main types: hyperactive/impulsive ADHD, inattentive ADHD and combined ADHD (where people show signs of both types). Depending on the individual, this can result in hyperactivity, difficulty in controlling impulses and problems with concentration.



                    Dyslexia

                    Dyslexia is a learning difference that affects reading. People with dyslexia may have difficulty decoding words, comprehending reading material, or reading fluently. This can result in reversing letters or words, skipping words, or adding or omitting letters. People with dyslexia may take longer to read written materials, but can develop their own strategies for learning, working with ideas and tackling certain tasks. 

                    Dyspraxia

                    Dyspraxia is also known as developmental coordination disorder (DCD). It’s motor skill disorder that affects coordination and movement. People with dyspraxia may have difficulty with tasks such as handwriting, catching things or riding a bike, for example. Someone with dyspraxia may have issues with planning and executing movements, such as bumping into things or having difficulty with tasks that require multiple steps. 

                    Other neurodivergent types to be aware of

                    There’s a wide range of other neurodiverse types to factor in as a people manager. These can include conditions like Down Syndrome, colour blindness, Tourette's syndrome and even post traumatic stress disorder (PTSD).


                     

                    The pros and cons of having a neurodivergent team

                    Each type of neurodiversity has its own unique strengths and challenges. For example, people with ASD may have difficulty with social interaction but can be exceptionally good at problem solving. People with ADHD may have difficulty with focus and concentration but may be very creative, energetic and full of incredible ideas.


                    It is important to understand the different brain types and how they affect the way we work. This helps you become a more effective and empathetic manager, while also creating a more inclusive workplace where everyone in your team feels comfortable and happy.

                    Flex your people management to accommodate neurodiversity

                    Different people need different management strategies. This is true of neurotypical employees as much as neurodiverse workers. But there’s a real imperative to flex your management style when working with neurodivergent people. A process, task or approach that works for YOU may be totally wrong for a person living with ASD, ADHD or any of the many different neurodiverse conditions.


                    Here are some tips for getting the very best from your neurodivergent employees:


                    • Be clear and concise in your communication – avoid using jargon or technical language that your employees may not understand. Explain tasks, briefs and requests in the simple terms and use plain English wherever you can. 
                    • Provide written instructions whenever possible – written instructions will help your employees remember the tasks and what’s required of them. Factor in that people with dyslexia will prefer a non-written option, or an alternative strategy. 
                    • Break down complex tasks into smaller steps – a lack of focus and concentration can make complicated tasks a potential hurdle. Set out each step that’s needed in the process, but keep this outline simple and easy to understand. 
                    • Offer regular feedback and support – neurodivergent people want to get their work done the same as anyone else. When you offer support, this helps to reduce the hurdles and smooth out any anxieties the person might be having.
                    • Create a quiet and distraction-free environment – some people will need a ‘quiet space’ to work in. Ensure that your workspaces have options, so people who need silence have somewhere to work, while others can be noisy and energetic. 
                    • Embrace your people’s skills – people with ASD may be your technical superstars, understanding your product inside out and solving incredibly complex problems. Employees with ADHD may well be your creative thinkers, firing out sales and marketing ideas that no-one else has thought of. Know each person’s skills and play to their strengths, to create real diversity and flexibility in your team.
                    • Be understanding and accommodating of individual needs – empathy is a vital trait for a people manager. Try your best to understand the diversity in your team, and how there are many different ways for an employee to complete the same goal. Being an empathetic and understanding people manager will get the very best out of everyone on the team, making you stronger as a diverse unit. 


                    Diverse business teams deliver 60% better results and make better decisions in 87% of cases. With a better grasp of how different minds work, you make your employees feel more valued, and create a team that uses its skills in the most productive ways.


                    When you embrace the diversity of your team, you create a more innovative and creative workplace – and the key to this is getting on board with everyone’s core strengths.

                    Contact Us


                    ]]>                    Wed, 25 Jun 2025 16:53:51 +1000                    <![CDATA[The art of networking: techniques for becoming a great networker]]>https://www.rbizz.com.au/blogs/post/the-art-of-networking-techniques-for-becoming-a-great-networker1Networking is a great way to connect with your industry peers and become an asset to your local business community. We’ve got some top hacks for getting the most from your networking.]]>

                    The art of networking: techniques for becoming a great networker

                    Leading a business can be hard work. But the good news is that you're not the only founder, owner-manager or CEO who's treading this path. Networking with your peers is a great way to make connections with other entrepreneurs, while also looking for new business opportunities.

                    5 ways to improve your networking skills

                    Being part of a wide network of entrepreneurs and business leaders is about being part of the business community. It’s about giving to the community, as well as being supported by it – and knowing that you’re surrounded by other entrepreneurs who share very similar goals.


                    So, networking is a valuable thing to take part in, whether you’re a brand new founder, or a seasoned business owner who’s been around the track a few times. But how do you get GOOD at networking? There’s no simple answer to this, but we’ve highlighted five key things you can do to get more from your networking and to give more back to your community.


                    To become a better networker:


                    If you’re going to make a success of networking, it naturally makes sense to appeal to people. Being genuine and interested in getting to know your peers will help a lot. Be yourself, be friendly and take the time to learn about the people you meet. Ask questions about their work, their interests, their goals and what generally makes them tick. This isn’t just about ‘doing business’, remember; it’s about getting to know people as people, and being part of this community.

                     


                    In networking, listening is just as important as talking. When you're talking to someone, listen intently, look people in the eye and pay real attention. Resist the temptation to interrupt or start thinking about what you're going to say next. Instead, focus on understanding their perspective and asking thoughtful questions. Ultimately, you want to make it clear that you’re interested in what this person has to say, and that you’ve found some common ground together.



                     


                    One of the best ways to build relationships is to be an asset to your industry community. Look for ways to use your experience and skills, and offer ideas, advice and help (if people are looking for assistance).  This could mean sharing your industry knowledge, providing resources, or making introductions to other people in your network. When you help others, you help the community, underline that you’re a valuable resource and that you’re interested in building relationships.



                     


                    Share new ideas, drive innovation and be a voice that stands out in the network. If you want to make an impact, it’s important to stand out from the crowd. A good approach is to be someone who’s known for their expertise, creativity and thought leadership. Get involved in industry discussions, and write articles and blog posts about the big issues in your sector. The more you contribute to your niche/sector/industry, the faster your star will rise.



                     


                    Getting the networking right is one thing, but it’s important to also get your follow-ups right too. Get people’s business cards, phone numbers or emails and get in touch after the event to touch base. A quick email or LinkedIn message could well be the start of a blossoming new business relationship or friendship. It’s also a good idea to connect on social media and to comment, share and repost your new contact’s posts. 



                     

                    What are the best places for networking? 

                  • Industry-specific events and conferences – industry events are great places to rub shoulders with other professionals in your field. You can get involved in discussions, learn about the latest trends and developments and even present your own sessions.
                    • Social media platforms – you’re spoilt for choice when it comes to social media sites to help your industry networking. LinkedIn, X(Twitter), Facebook, Threads and BlueSky all help you connect with the people you’ve met through your networking, and build on those relationships to share your insights and ideas more widely.
                    • Local meetups and workshops – most cities and towns will have regular business meetups and workshops that you can dip into. Business breakfast events and evening get-togethers are a great way to meet local business owners and to find out what’s going on in your local community. 


                    If you’re looking to raise your profile and improve your networking, we’d love to lend a helping hand. We’re connected to hundreds of different business owners and leaders – and we’re more than happy to introduce you.


                    Our advice is to put yourself out there in your industry community, track down your local business peers and get busy with your content marketing and social media posts.

                    Contact Us


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