Mark,

I don’t tend to look at things quite as academically as that dealing with people "at the sharp end", but I think that model makes a lot of sense. You can have great ideas, but no motivation then nothing is going to happen. Similarly if you are rubbish with money then no amount of funding will solve that, just more will get wasted! Its a question of having a good range of skills, and if you have glaring gaps a partnership can be an excellent solution, or just working at them to bring the “poor” up to “ok”.

Looking at my client base the most successful don’t do anything radical, they just do what they do well. That is to say I think skills/ability tends to be the no.1 attribute to success. Just working hard, or just having ideas won’t get you far albeit being an important part of the mix.

Anyway a thought prokoving post.

Regards,
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James Smith
Chartered Accountant
www.jamesesmith.co.uk

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Your indispensable guide to Small Business Bookkeeping, Self-Assessment & VAT

Hi James,

Thanks for your thoughts on this. And I totally agree that models have to be used cautiously when dealing with people... I think the general idea is to provide a degree of structure but I tend to find '10 steps...' types of models a little restrictive. For me, the MAIR model is a little more fluid and dynamic and, in my experience, works quite well with entrepreneurs - getting the balance right is key, but I think the extent to which each element can compensate for the others is limited - the approach is about optimisation rather than trade off...However, the Planning and Organisation part of the model can often be the weak point.

I really like what you say about the most successful people not doing anything radical, just doing what they do well - I think doing things better is a simple and effective approach. For me, models like this can provide a useful checklist or framework but, ultimately, are no substitute for a good chat!

Thanks again for your reply - it's great to hear a range of views on various subjects.

Best wishes,

Mark.
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Mark Taylor
www.eriskay-associates.co.uk

Hello Mark

I've never really been one for models as I've tended to go with what has 'felt' right, however in saying that I've never seen this MAIR model before and it looks like logical sense.

For me the key point you raised was planning and organising. Irrespective of what model or style is being used, planning ahead and making sure you organise as much as you can to reach those plans is massively important.

Are there any expansions to this model? Does it go beyond the 4 primary variables?

James also makes some good points as well.

My thanks

Hi James,

Many thanks for your response. I really think this is a great model and deserves to be in wider usage (although I take your point about going with what feels right)

On the whole, I feel that the model works pretty well in its own right, but I have seen one or two adaptations that seem to add some value. This paper shows some adaptations to take account of a wider range of assets: http://www.ilo.org/wcmsp5/groups/public/---ed_emp/---emp_ent/documents/publication/wcms_111395.pdf - this seems quite sensible in light of a lot of strategic thinking which explores competencies, assets and resources (the Resource Based View).

Again I think there is a risk of becoming too academic, and I think the aim with businesses large and small is to strike a balance between a process that is robust and well grounded but accessible and usable - no pressure then!

Thanks for your reply - do let me know if you make use of the MAIR model - I really think its a great little tool.

Best wishes,

Mark.
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Mark Taylor
www.eriskay-associates.co.uk