To succeed in your solo business, you have to understand your physiological and psychological needs. So how do you identify these needs and get your business to satisfy them?

Broadly speaking, needs can be divided into two categories: physiological and psychological.

Basic, physiological needs

These needs are the essential, innate and universal requirements for our well-being and health. We all have physiological needs that have to be satisfied for our bodies to function and stay in good health. These include air, water, food, warmth, shelter, sleep/rest, and safety from harm.

As soloists, we work to keep a roof over our heads, food on the table and that extra warm coat for when we have to venture out of our snugly home offices in winter. But on closer examination, some of the things we might refer to as needs turn out to be something different. Often, we confuse our Wants and Needs.

While our Wants are certainly helpful in providing a window to our actual Needs, they can also thwart or compete against other Needs. For example we may feel we need the waterfront home in the best suburb, but a high mortgage may undermine our ability to satisfy our food, sleep or safety needs. Alternately, the waterfront home might be temporarily satisfying or thwarting another type of need – our psychological needs.

Satisfying your psychological needs

In addition to our physiological needs, we have psychological needs. You may have come across these through Maslow’s Hierarchy of Needs. Maslow believed that it wasn’t just physical and safety needs that had to be satisfied. People also needed to feel that they belonged to a group and were loved, respected, and were able to self-actualise (live their potential).

Maslow’s theory provided the spark for us to begin understanding how human needs influence behaviour. Today, our understanding of psychological needs centres on how our behaviour is self-determined and presents an ABC of psychological needs:

Autonomy

Autonomy must be close to the heart of all soloists. It doesn’t mean we all want to be islands in the sea of humanity, rather that we need to have choices and be free to act as we choose. And think about it, how many of us chose the solo business path because it gives us the opportunity to be our own boss? There are plenty of opportunities to revel in our autonomy as soloists – from designing and delivering our own product or service, to poring over options for that new computer purchase.

Belonging

We need to feel that we belong to a group, whether it’s our family, friends, or work colleagues. We need to feel we are able to connect with others. And as soloists, this is a need we often meet head on in the early days of our ventures. Consequently, we participate in forums and join business or professional groups. Also, part of the belonging (or relatedness) need is love – to be loved and to love others. And while business and love aren’t usually two words that appear together very often, love can flow in our solo ventures. It might be the love you have for your work, showing you care for a client, or your client showing their appreciation of your work.

Competence

We need to feel that we are capable of getting the outcomes we desire. Many soloists start their businesses in fields that they’ve been working in for years, and so have developed a certain level of competence already. But going solo means facing new challenges and in doing so, developing further competence. It can also be the case that soloists are embarking on a new field and have to develop their skills and knowledge as their business grows. When the task is too challenging and the competence need is not being satisfied it can lead to stress, overwhelm and doubt, and thwart other needs.

Understanding your own physiological and psychological needs and creating the environments to satisfy them will not only give you more satisfaction, performance and well-being, but it can also give your business an edge when used to understand your customers’ needs.

This article first appeared in the online community for solo business owners www.flyingsolo.com.au

Related posts:

1. Meeting your clients’ needs
2. Seven ways to create a sustainable business
3. Career Change: Designing my new brilliant career

There is plenty of career advice out there for job jockeys who want to change their employer. But what about a career change for soloists? What do you do when you’ve lost heart in your business? How do you tell it “I’m just not that into you”?

I’ve been going through what those in the personal change industry call [adopt warm counsellor voice] a transition. I’ve been in my current field for seven years, just completed a qualification in a different field, and most importantly, have discovered another (yes, third) field that I’d rather be playing in. Sigh.

In a way, it’s exciting because like the kid in the candy store, I can see much joy ahead of me. On the other hand, part of me doesn’t want to let go of my current business. We’ve had so many fun times together. We’ve grown together. Spent so many late nights together. Parting seems intolerable.

So I’ve decided to go for Option 1.5 The Cake and Eat It strategy. That is, it takes the best aspects of each of my options (1. Stay and 2. Leave) and creates a new option, 1.5 my new brilliant career.

So how did I get here?

1. The thrill has gone. I think it’s common for your feelings about your business to change over its lifecycle. But when my feeling of unrest was joined by a lack of interest, I knew it was time for a rethink. I wasn’t sure if I wanted to ditch the business and do something different or if it just needed a bit of a rejuvenation jag.

2. The cycle of (work) life. Over the course of my working life, I have changed my career focus about every seven years. The lack of attachment to one, lifelong career has given me the freedom to move or shift as my life or situation changes. And as a soloist, I can act on a career change when I’m ready.

3. What next for me? Having made the decision that I was ready to move on (or at least sideways), I sat down and re-visited my values, purpose, strengths, interests, knowledge, skills and abilities – all those things that I personally bring to my work.

I asked myself: what am I interested in now? What’s important to me now? What aptitudes do I want to develop? All this comes together and forms my soloist capital or potential – something that I can access whenever I choose.

4. What next for the world? Here at Flying Solo, you’ll read a lot about business being about connection. Recent technology changes mean that connecting with people who are interested in your product or service is easier than ever. With the world in flux, new market needs are emerging every day, some of which will endure. For me, I see so many opportunities to address these needs with my unique mix of soloist capital.

5. Embrace my inner-entrepreneur. This is my favourite step as it’s about bringing it all together, creating something new and getting very excited. It’s the time of grand visions and audacious goals. Enthusiasm for what I’m doing not only means that I enjoy my work (yay), but it also goes hand in hand with being more productive. And I’ve found that people love to be connected to exciting things.

So I’m now putting Option 1.5 into action. I’ve taken aspects of my former business (the knowledge, the skills, the contact list!) and merged them with the opportunities (the excitement, the obsessive interest, the talent to be developed) and created something fresh: My new brilliant career.

And as a soloist, I don’t need to go out and find an employer who has a position like this. I am my own job creation programme.

This article first appeared in the online community for solo business owners www.flyingsolo.com.au

Related posts:

1. How people change: Working with the stages and processes of change
2. How will a sea change affect your business?
3. Understanding your needs as a solo business owner

If you’ve been looking for a job recently, you’ll know that relying on the newspapers or job sites for finding out about job opportunities doesn’t turn up many “woo hoo” jobs. At the other end, if you’ve ever looked for staff, you’ll know that advertising can be costly and often, unproductive. So how do you tap into something that everyone acknowledges is hidden? 

It’s all about connections. At the moment we are inundated with new ways to connect with others. Word of mouth, or buzz, is just a Facebook or Twitter update away. But is anyone using this new accessibility to connection to match those who need staff with those who need work?

A philanthropic venture called Karmic Leads is giving job hunters and employers an alternative place to connect. And it’s not just a service to hook you up with “jobs” but includes matching for mentoring, speaking, and board positions. 

I love this idea. It’s sort of like a Craigslist for work and it goes beyond the “9to5, full-time, employee” work model. 

I have no idea how they are making money from it – as it is apparently a no-cost service – but I assume it is being approached with long-term goals. While the site doesn’t mention any other services, I would imagine that reciprocity would be at work.  Those who use the job connections service would be likely to pay-it-forward by perhaps using one of the parent company’s other services. There are lots of possibilities to make this one work, if only for the database and connections it makes for Karmic Leads. 

I’m not aware of any similar local sites but it would be a very timely business opportunity for someone who likes to connect with others. And it would get us a step closer to making the real job market visible. 

I wonder if I know anyone who would be up for the job?

:: Thanks to Triple Pundit for the lead. ::

Related posts:

1. Dismantle the Job Network
2. True stories from the Job Network
3. Career Change: Designing my new brilliant career

Well, unless you are an internet addict, in which case it will make you less productive.

The study by Dr Brent Coker from the Department of Management and Marketing survey 300 workers, 70% of whom engage in Workplace Internet Leisure Browsing. They found that those who rewarded themselves, upon completing a task, with a little bit of WILB were 9% productive than those who don’t. 

Unfortunately for those who can’t bear to be separated from their Facebook, Twitter or email, your productivity is lowered by breaks because you get irritable when your precious internet browsing is interrupted. (I have no idea why I’ve written this in second person)

It seems to support what we already know about working effectively:

• break activities down into short tasks
• reward yourself upon completion of task
• make the reason for doing the task more compelling than not doing it.

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In the wake of the Federal Government’s overhaul of the Job Network I bet Job Network staff are crying into their chipped “You don’t have to be crazy to work here, but it helps!” coffee mugs. I usually have sympathy with those in slashed government-funded services, but not this time. In fact, the only argument I have is that the Government should have killed this bloated, self-serving efficiency drain outright and not just wounded it.

A dumb idea is born

The previous Liberal government replaced the Commonwealth Employment Service (CES) in 1998 with a decentralised and privatised system, the Job Network (JN). Different organisations – some private, some non-profit, and some specialists in supporting the disadvantaged – would be funded to match jobs to jobseekers and train and support the unemployed. Allegedly, it was going to be cheaper and more efficient than a centralised, unwieldy bureaucratic agency. The number of agencies reflected, in the jargon of JN aims, “the use of competition to drive greater efficiency for the taxpayer and increased choice for consumers”.

In reality, the Job Network spent ten years too busy elbowing their way to the funding trough to reflect on what they were doing for the unemployed or employers. Which was bugger-all; something that even the politicised Productivity Commission admitted in its 2002 report into the system.

How it ‘works’

There are two main ways for a Job Network provider to get money: place their client in a job or offer Intensive Assistance to disadvantaged clients (long-term unemployed, disabled, indigenous etc).

Putting someone who’s been unemployed for less than two years in a job nets the provider $1650 if they stay there more than 13 weeks.  It doesn’t have to be the right job for the right person, just a job. “So it should be,” say some. “I pay my taxes and I don’t want some dole bludger turning down work to go surfing”. The problem is, cramming anyone into any job isn’t good for employee or employer. JN providers are uniquely gifted at putting the shy and/or poor English speakers into telemarketing, people with bad backs into cleaning, over-40s computer-phobes into admin, and people with no transport into a two-hou-a-day casual job 90 minutes away by car with 5am starts.

$1650 is a nice little earner, but the real money for the Job Network is in Intensive Assistance. That’s Job Search Training and ‘Customised Assistance’ for the long-term unemployed and disadvantaged. After a tragically long unemployment stint a few years back, I landed in a leading provider’s Job Search Training course. Over three fulltime weeks, I learned that resumes should be good, not bad; that most jobs weren’t advertised so we should cold-call; and that jobseekers shouldn’t be fussy about the jobs they apply for. That took care of an hour, leaving only 104 hours to twiddle our thumbs and fight over the one cold-calling phone.

The Job Network has been criticised for failing the long-term unemployed and disadvantaged by focusing only on work and not on overcoming personal barriers but I think some of it misses the point. I have friends who’ve worked in the Job Network who have been strongly encouraged to keep Highly Disadvantaged (HD) clients in training programs and face-to-face assistance as long as they can. In other words, they’re worth more to their JN provider unemployed than employed. The Productivity Commission’s 2002 assessment into the Job Network found that “Intensive Support (comprising Job Search Training and Customised Assistance) will comprise around 80 per cent of Job Network providers’ revenue in ESC3”. ESC3 was Employment Services Contract 3, a contractual obligation for long-term unemployed and/or disadvantaged.

Inside the asylum

The average Job Network office combines the efficiency of Fawlty Towers with the cheeriness and warmth of a Romanian orphanage. Don’t get me wrong; some nice people work there. Or used to, since the staff turnover is so high that, if you don’t like your employment consultant, just wait five minutes.

Job Network clients are encouraged – and after a couple of months, forced – to travel to a JN office to use their jobseeking resources. These usually consist of the local jobs section from three days ago, a roomful of computers with no staff around to tell people how to use them or unlock the passwords, and the Yellow Pages. Sometimes they have a jobs board; I was impressed that my current JN provider included (in March) a job ad with a closing date in early January.

The staff, victims themselves of pressure to deliver profit and suffering from high burnout levels, don’t appear to have many useful skills to share with the unemployed. They tell participants that most jobs are unadvertised, but can’t tell them how to use informational interviews or networks. They just order them to cold-call from the phonebook. They tell their clients to jazz up their resume, but don’t provide anything helpful like a resume service, or even a colour printer. I guess they don’t get funded for such things.

In other words, these paid professionals can’t provide a service that can be found free in your local library via the book What Colour Is Your Parachute? They can’t even help with specific applications advertised with their service, since they routinely withhold information about the employer from the jobseeker. (“It’s a retail position in a big company somewhere. I can’t say more”). This is insanely counterproductive, since everyone knows that the applicant who demonstrates knowledge of the company they’re applying to increases their chance of getting the job.

JN providers get lots of money taking on High Disadvantage (HD) clients, but seem to have no idea how to remove their barriers to employment. Even specialised services for the disadvantaged, I’ve heard from friends in the Disability Employment Network, have no idea how to help their clients. I have seen JN caseworkers flummoxed by women re-entering the workforce after raising children (odd, considering that they come across as the most highly motivated clients). (See True Stories From Job Network)

They don’t get paid for letting a client from another Job Network provider fill their vacancy, so they tend to fob off ‘outsiders’ calling about a job. (See: True Stories From the Job Network)

They do get paid, though, when their clients get a job; even if the client gets the job through no help from the Job Network provider. I’ve only gotten jobs through ads, contacts and door-to-door resume shopping – never from the Job Network. That has never stopped them from demanding my employment details so they can claim government benefits. I’m not alone in this; check out other people’s experience in Web forums. 

So JN services, and their ever-changing roster of employees, are pressured to chase profits and at the same time comply with Byzantine Federal Government requirements. This is the problem with semi-privatised or ‘purchased’ services. Which master should they serve, the market or social need? The usual outcome is that they dither between the two, to the satisfaction of neither. They can’t afford to cast off the shackles of government funding guidelines, but they can’t afford to annoy potential employers either (especially considering how few they have). Job Network flunkeys have got to take it out on someone, and that would be their hapless clients.

Powerless in every other regard, the JN is the omnipotent overseer with their clients. Anything they regard as ‘noncompliance’ (lateness to appointments, refusal to cold-call employers from the phone book) can be used against the client in the form of recommending a Centrelink breach. Anecdotally (ok, in my experience and that of my friends who were either clients or JN workers) frustrated JN workers learn to take an adversarial approach to the unemployed. Don’t want to apply for cleaning jobs because of your back surgery? Noncompliance. Get an ulcer even thinking of talking to strangers? Go for an interview at the telemarketing company or get reported for noncompliance.

If the JN has to comply with government guidelines even when it’s impossible, their clients have to comply with the JN even when it’s impossible. (See: True Stories from the Job Network) 

Can we end the Job Network?

What we’re learning from current worldwide recession is that governments should provide services; not purchase them, provide rebates for them or farm them out. You can’t run a service for the disadvantaged as a business, and you can’t run a business that’s solely dependent on the government teat.

Maybe the former CES was overly bureaucratic, expensive and unwieldy. Still, the Job Network has been an unfortunate experiment in proving that privatised doesn’t always mean more efficient, and government-funded doesn’t always mean equitable. 

On December 2, 2006, the Australian newspaper obtained a leaked document showing that the Department of Employment and Workplace Relations paid $158.7 million to Job Network providers between July 2003 and April 2005. Two organisations had been paid more than $10 million, and 37 were paid more than $1 million.

I’m glad people are finally questioning the usefulness of the Job Network, but the next step would be to actually dismantle this nadir of grant-fuelled middleman inefficiency and corporate welfare. I suppose such a radical move is unlikely under a Prime Minister whose wife, Therese Rein, made a personal fortune from leading Job Network provider Work Directions.

Still, in my crazy Keynesian fantasy, the Federal Government will replace the Job Network fiasco with a revitalised, more efficient CES. (Government services have learned to work smarter, not harder, before. I’m sure they can do it again). 

The Government of my imaginary social democratic world will create jobs for the long-term and disadvantaged unemployed themselves, rather than trying to persuade reluctant employers to do so. They’ll include confidence-building and the fostering of networks in their job search training. Lastly, they’ll encourage their staff to read books like What Colour Is Your Parachute and use their wisdom.

Well, I can dream…

Carolyn Ride is a writer, editor and, according to the Job Network, has excellent communication skills which make her the ideal candidate for the position of baker’s assistant. 

Related posts:

1. True stories from the Job Network
2. Good karma job hunting: Connecting with the hidden job market

The following stories were all either experienced or witnessed by me…

True Story 1: Helping women return to the workforce

In a group orientation in a leading Job Network provider, we were told we had to make three cold calls from the Yellow Pages every time we were there or face a breach recommendation. One participant, a fifty-something woman re-entering the workforce after raising a family, got flustered. She wanted to do whatever possible to get a job but wanted some guidance on how to approach employers. Should she target companies she already recognised? What would she say if an employer asked about her work history, given that she had not worked for an employer for thirty years? The employment consultant snapped “I’m not here to answer every little question or hold your hand. Just call them and ask for a job”! This employment consultant was also too impatient to show the woman how to use the computer, so two clients did it.

True Story 2: The right person for the right job

I saw a job advertised on jobsearch.gov.au, placed only an hour before I saw it, by a Job Network provider I didn’t belong to. They gave no details of the employer, but the job looked good and just right for me, so I rang them. I spoke to an officious and frosty woman, who demanded to know if I was a Job Network member and had a job ID. Yes I did. She asked me if I was registered with her Job Network provider. I said no, I wasn’t, but I was with another provider and very keen to apply for the job. She said, “Well, the job requires editing skills, so it probably won’t be right for you”. I said I had edited a magazine, two theses and multiple business publications. She was silent for a while. I filled the silence by asking about the employer. She said, “Well, I can’t tell you anything or everyone’s going to go swamping them with phone calls”. I asked if I could send my resume. Sighing theatrically, she answered, “I suppose so. You’re definitely not our client?” I emailed my resume. Half an hour later, I got an email saying the job had been filled.

True Story 3: Don’t mess with us

Amazingly, this all happened in one morning at a major JN provider which has managed to avoid this week’s funding cuts. Obviously at the time the staff had been told to put a boot up the bludgers’ bums, because two Employment Consultants (ECs) did the rounds of the ten clients who were there, dispensing stern words (in tandem) to all.

First, the fiftysomething man who, as a result of three knee surgeries, told them he preferred not to do any heavy labouring.

EC 1: “You shouldn’t discount any type of work just because you don’t feel like it. I have a feeling that you’re using the excuse of a sore knee to avoid work”.

Man: “I have a medical certificate. I’ve had three surgeries in the last couple of years”.

EC 2: “It really does sound like you’re leaning on this knee stuff to avoid participating. Have you read Louise Hay’s You Can Heal Your Life? She’s really clear on how so-called physical symptoms are actually emotional problems”.

Man: “No, I haven’t heard of her, but it sounds interesting. Have you got anything about that here?”

EC 1 (angrily): “We’re an employment services provider, not a lending library. I suggest you go to the library and get your own copy”.

Second, another fiftysomething man who had had no luck with the Yellow Pages or the Internet.

EC 1: “(Company X) down in Brisbane has jobs sometimes. Here’s the address. You’ve got a car, right? Well, hop in it and take your resume down to them. They might have something”.

Man: “So they have jobs going now? Why don’t I ring them”?

EC 1: “No, but it never hurts to go see them. Don’t ring them; it’s much better for them to see their applicants”.

Man: “It’s an hour away and I don’t even have enough petrol money. I’m not going all the way down there with no money for a job that doesn’t exist. That’s ridiculous!”

EC 1: “You’ve got no excuse. We reimburse transport costs. In some instances, with receipts. I think maybe you’re refusing to comply with your mutual obligation requirements. Let’s go to my office right now and ring Centrelink and say you don’t want your payment since you’re not a sincere jobhunter”.

EC 2: “Yes, they’d be really interested to hear that!”

Thirdly, a twentysomething man looking through newspaper ads and minding his own business.

EC 1: “Yes, I know you, and I hear you’ve got a lot to say about us. I was standing behind you at Centrelink the other day and I heard you complaining to the lady at the counter about us. I suppose you didn’t think we’d find out about that, did you? Well, actions have consequences, you know.”

EC 3: (previously hiding behind computer in the corner): “I’m pretty sure that’s a breach. I think the rest of you can learn something from this”.

Me (really sick of it all by now): “Excuse me, but I think service users actually have a right to complain about their Job Network provider. I don’t think anything in the employment contract says they can’t”.

EC 1: “We’ll be the judge of what’s appropriate or otherwise.”

EC 3: “I think it’s time to check this young lady’s job contacts for the day, isn’t it?”

What about you?

Got any true stories from the Job Network?

Carolyn Ride is a writer, editor and one of the many ‘customers’ of the Job Network who .

Related posts:

1. Dismantle the Job Network
2. Good karma job hunting: Connecting with the hidden job market

When times get tough, it seems the tough get a little creative. The Grand View Coffee Shop opened in the small town of Vassalboro, Maine last week and is gathering international attention for its very unique USP: All the wait staff (male and female) are topless.

Media reports indicate that the owner, Donald Crabtree, received over 150 applications for the 10 new positions – many with no coffee shop experience but plenty of the other pre-requisite, um, friendliness. Crabtree says that workers were not selected on an ideal or ‘10’ body shape but rather to cover the range of bodies from thin to full-figured.

In what we would consider an abysmal employment practice, but seems to be quite common in the US and the adult industries, staff are not paid a wage and make money only through tips. Tipping has apparently been high, and by the end of the week, it was reported that the 58-seat shop was full as soon as it opened at 6am, with queues out the door.

For those redesigning or starting new businesses in these unique times, there are a couple of lessons to be learned from the topless coffee shop:

• Think laterally about what people really need.  What do people continue to need through hard times? Drugs of choice can include alcohol, sex, caffeine, love, food, toilet paper, etc. How can these needs be combined in a unique, profitable and positive way?

• Be persistent. Crabtree experienced a lot of opposition from the local community but as there was nothing illegal about what he was doing, the council could not stop him. (I wonder if health regulations would stop this kind of business in Australia?) Of course, the community may run him out of town but with the influx of visitors they will get from all the publicity, it is doubtful that other business-owners in the town, who would benefit from the flow-on, would get onboard.

• Never underestimate the power of local media.  This story first appeared in the local paper but was picked up by AAP and was across the world in days. Yes, even the Letterman show has called. And who knows what other publicity could have happened because Crabtree turned his mobile phone off after two days. The darn thing just kept ringing with “out of state numbers” and he was losing his voice from all the interviews.

So, for the sake of the workers of the Grand View, let’s hope the patronage and high remuneration continue. And while Crabtree’s venture is clever, I hope future job creation involves a fair wage and won’t require giving the shirt off your back – literally.

Related posts:

1. Seven ways to create a sustainable business
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Is consciousness around work finally beginning to shift?

Could we be starting to see work as something that doesn’t have to be a drudge or a means to a financial end?

Perhaps.

The uncertainty of the current economic climate seems to be influencing people’s decision to stay in jobs they are not happy in. It has been a jobseeker’s market for the last few years with some employers offering everything including the kitchen sink to attract talent.

But with massive job losses overseas, and prediction of 300,000 losses in Australia in the near future, the attitude of workers seems to be “hold on to what you’ve got” even if you’re not happy. In an article in Saturday’s Courier Mail, journalist Lucy Kippist asks “What can we do?” to get enthusiastic about a job which has lost its shine.

I’m quoted in the article, along with Robert Gerrish from Flying Solo, giving my own take on how you can enjoy your work (complete with Top 5 essentials for Lovin Your Work! I’m slowly learning how to speak in dot points.).

Why I ask if this represents a shift is because they contacted me, not the other way around, to comment on something their news-sense was picking up on.

Does it take a meltdown of the global financial market for people to start thinking more deeply about how they spend half their life?

You can check out the online version of the article, Enjoyment in Employment.

Related posts:

1. Good karma job hunting: Connecting with the hidden job market
2. Understanding your needs as a solo business owner
3. Career Change: Designing my new brilliant career