Extraordinary Business

In my September newsletter I discussed the concept of change. Largely I see the majority of us resistant to change (which I would doubt there would be many arguments against this) and as a society/business community expecting change to happen instantaneously. We are very much in a "now" society. Technology has spoiled us to the point where we demand immediate results. Yet there is something to be said for slowing the process down. And truthfully, by taking more time on the front end, we make things work much smoother on the back end.

Think of the place where you work. How often do things change? How often is that change met with resistance? How many of you are familiar with the "Flavor of the Month"? Often the running joke with each new initiative is "this too shall pass" and your employees play the waiting game to see when you will get tired of the new process, idea, or concept and go back to doing things as before. In fact, your employees can condition you to fail in the change process. In some examples I have seen the stand off last for years! Yes, years. And the only result to come out of it was going back to the old way of doing things so it's less painful. This all because of our need to make changes happen quickly and dramatically.

In my newsletter I spoke about incremental change. This process is most effective in companies that have been highly resistant to change in the past. It is a way of conditioning them to be more receptive to change in the future. In addition, the success rates are much higher that the change will be implemented and integrated into your business. To see some of the points, I will refer you to the article here: http://cdn.shoutlet.com/server/bar/51644/8555/0/s/0. To add to that discussion, I will continue on.

The idea of change is simple, yet the execution of it can seem complex. And in a way it is because to truly implement most changes, you need the full buy-in of your staff. The larger the organization, the more people you have to get on board. In most cases, change is driven top down. Somebody in leadership comes up with an idea and wants it implemented. There may, or may not, be a discussion among management on this change before it is passed down to the next layer. Middle management is given the concept and is then asked to drive it down to the front lines. Here it is crucial that middle managers understand all the how's and the why's in order communicate it effectively to the staff. Often this does not happen as effectively as it should. The change may be shared in meetings, emails, or newsletters, but full buy-in hasn't taken place. In the end this leads to resistance and not seeing the full benefit of the change process.

What if the change process was reversed? Instead of speeding the process up hoping to see immediate results, it was backed down to a more realistic time frame. Also, what if the seeds of change was planted in the minds of the employees so that instead of a top down approach, you drove the change from the bottom up. How might that change things?

Right now you might be saying to yourself, "We need to move quickly so we can react quickly." This is true, but more so when you are doing just that: reacting. Often business decisions, personal decisions, political decisions, etc. are a result of responding to an impending crisis. Sadly, we might have even been warned about the outcomes of this crisis earlier where we could have taken action, but the motivation wasn't there for whatever reason. Then when we are forced to deal with it we react. We need to become better at looking further ahead to prevent this from happening. We need to find ways to take the important but not urgent needs and prioritize.

You may also be thinking, "The employees won't come up with the right solution, and then when we don't use it they will be upset." That is because we have conditioned people to pass their problems to others. This is especially true of many managers. Managers often take on the burden of their staffs issues because they live in a false belief that it's quicker and easier to fix the problem themselves instead of coaching and teaching their people how to effectively deal with it. In essence, the ownership of the problem/idea is passed from the employee to the leader. So if it doesn't work, it's now the manager's problem. This is why it is so important to keep ownership where it belongs, on the individual.

If you are able to improve these two areas: being proactive instead of reactive and placing ownership and accountability on your people, over time you will be able to make change happen quickly and effectively. Take steps today to create a culture of change and the first step will start with you!

I encourage others to share their thoughts and ideas here. Open up a discussion and through that learn how to make change happen.

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Imagine you are making a trip to another city. Unfortunately your car is broke down and you have to rely on someone else to get you exactly where you want to go. In an urban area you might call a taxi, take the bus, or ride on a train/subway. If you live out in the sticks like I do, you may have to call a friend or relative to get you where you need to go. Now what if you couldn't speak and you couldn't write anything legible for the person to understand where you were going. Also, what if the person giving you the ride couldn't speak or write anything down either? All of a sudden the communication that we take for granted on a daily basis would probably get very frustrating.

I recently spent several weeks overseas in China. My Mandarin is quite rough to say the least. I can get out some of the basics but I am a long way from holding a conversation. Fortunately most times I had a translator with me to make sure communication went smoothly.

There were times though where I was on my own and it was up to me to get the message across. For example, one day I chose to travel to Beijing which was a two hour drive by car. Fortunately high speed rail was available which was more comfortable and much faster. The challenge was getting from my hotel to the train station, then to Beijing and back.

I had already experienced the challenge of ordering food at the local restaurants. Fortunately most items were pictures and you could point to what you wanted. Yet there were times where the server needed more information that the picture couldn't provide. Now what? In some cases it was a guess. A few times I was pleasantly surprised with something I didn't think I ordered but I managed to get by. In any case, it was extremely frustrating on both sides when we couldn't understand what the other was saying.

Now imagine yourself traveling 80 miles away with little more than a street address. A normally simple process became amazingly complex. I had to plan ahead of time and make sure my translator understood exactly where I wanted to go. I then had to trust that she would write down the correct information. (She must have liked me because I made it back) On top of that, I couldn't read what she wrote so she needed to translate each phrase back to English so I would know what I was "saying".

The taxi rides were very interesting because all the taxi drivers loved to talk, or at least all the ones I rode with did. Imagine having a conversation with someone and all you can do is smile, nod and try to explain you don't understand a single word that person is saying. Again, frustrating.

So what's my point here besides learn the language? This is an extreme example of how difficult communication can be. Many people who have been in a leadership role can relate to this experience even when the people you are speaking to DO speak the same language. The key is mutual understanding.

The other day a client shared how easy their job would be if it wasn't for the people and the difficulty understanding them. Two people can interpret information very differently. We often make the assumption that because we understood what we meant, that others should get the same message. Not the case. Many problems can be avoided if we work toward understanding. This is true whether you speak to a taxi driver in China or an employee on the production floor. The better you get at understanding the easier it will be to get things done the right way.

Labels: Business Coaching, China, Coaching, Communication, customer loyalty, customer service, Leadership, process, Professional Development, Strategy

Labels: "Dan Paulson", "Daniel Paulson", "InVision Business Development", Business Coaching, Coaching, growth, InVision, Leadership, Sales, Strategy

Labels: "Dan Paulson", "Daniel Paulson", "International Business", "InVision Business Development", Business, Business Coaching, China, Culture, growth, International, InVision, Leadership, Strategy

Natasha Vora is a friend of mine who owns Indocara. Her company specializes in bringing textiles and furnishings from Southeast Asia to sell in the US. She has a small retail shop located in downtown Madison as well as an online presence at www.indocara.com.

Though Natasha and I come from very different backgrounds, we do share some similarities. We both had the opportunity to hone our skills at larger companies (in fact, we both spent time at Lands' End), and we both left to pursue businesses that we are passionate about.

Recently Natasha had the opportunity to participate in a local business radio talk show. She shared her experiences and also brought up a really good point, the importance of buying local.

Small business is the key to stimulating the economy. These companies make up the bulk of our workforce and often are the engine for economic growth. Often we forget about these businesses when we shop. The big box stores have created top of mind awareness for many of us and we often do not give it a second thought to go to the large stores when we need something.

I have also experienced the buy local dilemma. Some companies perceive that business expertise or strategy needs to come from a large company in a big city, and that is simply not the case. Yet I have lost opportunities because of the perception that the business knowledge of a company in another state must be better than what can be provided locally.

I think it is important for all of us to support our local economies as much as we can. In order for us to thrive, supporting those in our community is crucial. So before you head to that big box store, maybe check to see if it's available from a local business.

To hear the podcast for Natasha's interview, go to http://loyalearspodcasting.com/wtdy/audio/IB032409.mp3

Labels: "Dan Paulson", "Daniel Paulson", "InVision Business Development", Business, customer loyalty, customer service, Economy, growth, Leadership, marketing, process, Sales, Strategy

What if you could reinvent your business or your product and grow by 20% this year, would you do it? My guess is probably so.

Today I read an article on Inc. Magazine's website (twitter inc5000 if you are interested.) about a small chemical company that did just that.

In Max Chafkin's article, he shared the experience of OMI, a company in Barrington, IL that specialized in industrial strength deodorants. For years, the company made a healthy profit margin of 80% by selling its non-toxic chemicals to engineers and plant managers. Yet Phil Coffey, who would later own the company saw more potential.

Phil had a plan to reinvent the product that had been so successful for industrial use and tap into the consumer products market. He saw a $4.7 billion dollar industry that he could tap in to.

After purchasing the company, Phil took a risk and launched a costly consumer strategy. His risk paid off and now their Fresh Wave product is taking off. In fact, they expect 20% growth in 2009 despite the economy.

The message here is this: opportunity exists everywhere. Unfortunately most of us fail to see it because we are too wrapped up in our own issues to notice. In other cases, even if we do see the opportunity, we may be too afraid to risk it. Phil's company already had profit margins of 80%. My guess is many would be happy with that and be unwilling to take on a risky venture.

Our country was founded on people taking risks; sticking their necks out. In order for us to grow and thrive, we need leadership that is willing to do the same. We need to make educated decisions and find the opportunities we can take advantage of. It is necessary to our survival.

Take ownership of your situation, find ways to re-invent yourself, make wise decisions, and have a plan.

Now is not the time to complain about the economy, your industry, your employees, management, government, or anything else. If you are willing to let someone else control your destiny, you may not like the results.

Labels: "Dan Paulson", "Daniel Paulson", "Inc. Magazine", "InVision Business Development", "Phil Coffey", Business, Economy, growth, Leadership, marketing, Sales, Strategy

Growth is possible anytime, anywhere, in virtually any industry. All too often we miss these opportunities over concerns and fear from what we see occurring in the marketplace. Yet businesses who are poised to grow now will be miles ahead of their competition when the economy shifts.

Why would I say this? It's simple, because most businesses will cut back and wait right now. It may be because they are unable to take action (no resources) or it may be fear (concerns without a plan).

What if over 80% of your competitors chose to do nothing right now, or continued to do things the same way they have always done them? What opportunities does that leave you?

If you are able to take action, you should do so now! Just make sure you are wise in your move. Have a plan, define new opportunities, limit your risk, and move ahead.

Labels: "Dan Paulson", "Daniel Paulson", "InVision Business Development", Business, Business Coaching, growth, InVision, Leadership, marketing, Sales, Strategy

I recently read an article by Barry Thomsen. He puts out the Small Business Idea-Letter. You can find is content at http://www.idealetter.com. The article was titled "It takes time for a business to put up a closed sign."

The article hit home on a key point that I tell many business owners who are struggling; "It's not what you did yesterday that got you here. It's what you have done over the past several months or years." Almost nothing happens overnight. Most problems start out benign. They are symptoms to a larger ailment and they may go unchecked because at the time they seem to be a nuisance instead of a larger problem. They are put off because people are too busy dealing with the daily issues to worry about them. Often when companies realize they need to fix these issues, it may be when they no longer have the time or the resources to do so.

Here's Barry's list. It's a pretty good one. I have abbreviated the original article to fit in this blog. If you would like the original article, please contact Barry at www.idealetter.com.

Customer Care: Treat your customers well or they will spend their money elsewhere.

Marketing: You must advertise and promote your business. Hanging out your sign is not enough.

Owner Attitude: Make sure your attitude is one that people want to do business (or work) with.

Training/Development: Customers want a knowledgeable, courteous staff. Continually develop your people.

Spending: Manage your money wisely. A growing business needs capital. Lavish trips and expensive equipment can cost you dearly.

Ownership: Stay connected to your business. Pay attention to the details so your business will grow.

Business Knowledge: Get to know the business basics, take courses, read and learn.

Salaries: Keep your pay and that of your employees at an affordable level. Reward for outstanding performance.

Keep up to date: Your products and services have to keep up with the times.

Ownership Change: If you bought into a business, you need to learn what the customers expect. Cutting corners could cut your sales.

Build Reserves: Keep cash on hand for the lean times

Product Mix: Learn what your customer is looking for.

Pricing: Make sure your pricing matches what you are offering. If prices fall too far out of line, you may lose your customers.

Big Accounts: While those accounts may pay well, they will cost you dearly should you lose them. Balance out your business so you don't have too many eggs in one basket.

Taxes: Keep up to date on your taxes. Falling behind here can be costly.

Labels: "Dan Paulson", "Daniel Paulson", "InVision Business Development", Business, Business Coaching, Leadership, Sales, Strategy

How versed are your people on the direction of the company? Here is a quick way to find out and it requires only two questions. First, take a random sampling of your staff. Include some leaders as well as front line and start a discussion with them.

Ask them these two questions:

1. What are the primary objectives for the company?
2. What is your role in accomplishing them?

Wait for the response on each question and compare notes. If your employees and leadership gives answers that closely match yours, then you are on the right track. However, if your staff looks at you with a blank stare, you are going to have some work to do.

What is most important now is that you have the right people doing the right things. If your people aren't working on the right goals, you will be wasting time and money. It could also be a sign that you need to review each persons' job expectations and streamline process. Make sure the right work is being done to provide the best performance and service for the company.

Labels: "Dan Paulson", "Daniel Paulson", "InVision Business Development", Business, Business Coaching, Change Management, InVision, Leadership, marketing, Strategy, Vision

One of the most costly challenges in business today are the staffers who punch in, but fail to show up for work. Almost every business has them. They show up and occupy their space, but they fail to perform to the expectations of the job.

While market changes have helped companies reduce staff, how can you be sure that you have the best employees working for you now?

• Better communication: establish clear communication with your people to make sure they understand the goals fo the company.
• Better accountability: Make people responsible. Give them specific goals that can be measured by the employee as well as the leader. Meet regularly to review and discuss.
• Better documentation: Plan out a clear record of performance for your people. If someone is under-performing, make sure you document it. If someone is performing above expectations, do the same.
• Better follow through: Stick to your word and hold all members of your staff to the same standards.
• Better distribution: Distribute work evenly among the entire workforce. Avoid punishing good workers by heaping more work (and greater expectations) on them
• Better measurements: Assess your people, develop strengths once you know what they are.
• Better culture: If you want to be world-class, you must think world-class. Become a culture that talent is attracted to and can perform well in.
  

Labels: "Dan Paulson", "Daniel Paulson", "InVision Business Development", Business, Business Coaching, growth, Leadership, Strategy

Charter Communications is near bankruptcy and it looks like there may be no way out of it this time. Microsoft co-founder Paul Allen has sunk a bunch of cash and lost $7 billion in the process. Could this have been avoided? You bet!

I have been a Charter internet customer for about four years now. Where I live, high speed internet choices are limited. So at the time Charter was the best option for me. For my first 4 months with Charter, it was a nightmare. Billing mistakes and confusion on what i owed led to the cancellation of my service 4 months into the relationship... Even though I paid my monthly bills. After a long discussion with their customer service department I got them to waive the reconnect charges and make the corrections to the bill.

The following year my rates more than doubled without warning. I did not receive a notification and immediately contacted customer service. I was informed that my plan was cancelled and I was bumped to a faster service and a higher monthly fee. Again, after discussing this with customer service, they enrolled me into a promotional package which lowered my monthly rates down to a price point closer to what I was paying before.

Last year (2008) I did receive notification of an increase and was informed that my bill would be doubling. This led to another call and after getting transferred to their customer retention department, a slight reduction in the rate change.

Charter, how could you avoid this? Better service would help. The examples above are my own, and I am not about to share negative feedback from others, but it seems as though Charter chooses to provide poor service on the front end and requires the consumer to jump through hoops to fix a problem that could have been avoided. To their credit, they have addressed my issues and made corrections, and it would be nicer if they looked at their practices and prevented the problems in the first place.

For the sake of Charter, I hope they are able to figure it out. Choices where I live for high speed are better, yet I do not want to go through the hassle of changing it.

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Tomorrow our 44th President will be sworn into office. While Barack Obama spoke of change throughout his campaign, it is up to all of us to make a difference. For future generations to prosper, we must make difficult decisions today. America has always been a land of opportunity and it is up to us as leaders in business and politics to create a strong economy.

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Between 1982 and 1997, Circuit City was growing at a rate 18.50 times the market* and was considered one of the strongest companies in home electronics. Recently it was announced that Circuit City would be closing all its locations and liquidating its inventory after a failed attempt to find a buyer.

Circuit City was one of the companies highlighted in Jim Collins book "Good to Great" which studied the traits great companies possess that allow them to sustain growth above the industry average. Besides Circuit City, Fanny Mae has also experienced its own problems in the wake of the crash of the housing market.

We need to remember that corporate performance can be a fragile thing. There are many factors to calculate why these once great businesses fell and in the end, Jim Collins may have said it best himself in the book's first chapter; Good is the enemy of great.

The key to thriving in any environment is to address the little problems no matter how insignificant they seem to be at the time. These are the issues often overlooked when business is doing well, but are the Achilles Heel when business tumbles. Businesses typically don't fail overnight, they are slowly destroyed by complacency and oversight. The story of these two once great companies might have ended differently had they addressed the warning signs that began to surface years ago.

*"Good to Great" by Jim Collins, Harper Collins Publishers

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Now that 2009 is upon us, let's take the time to approach the year with new determination. While little has probably changed, let's all make it a point to change our attitude about our business and the economy. Look at 2009 through a new set of eyes and focus on how to grow your business. the only way we can all make a positive impact is by finding a way to win, not to survive. It is possible, I have seen it. Several businesses I know are experiencing double digit growth right now. Our jobs as leaders is to take advantage of opportunity. Find that opportunity now! Let's not squander it away with the hope that someone else will change our future for the better.

Labels: "Dan Paulson", "Daniel Paulson", "InVision Business Development", Business, Business Coaching, Change Management, Economy, growth, Management, marketing, Strategy

There is a lot of talk about our economic situation in the media these days. What is your business doing to change its future? Many businesses use economy as an excuse for growth. The theory is in a poor economy you should hold back and wait for the environment to improve.

I would challenge this philosophy as there is more wealth created in a down economy than in a booming one. People and businesses who are ready to grow take advantage of the market when others are retreating. Now is no different. In any market, there are highly profitable businesses. The excuse you have to sit back and wait doesn't fly. To me, it also doesn't make any sense.

If you are running a race and you are in the lead, you do not stop to catch your breath when the run gets difficult. If you are in the middle of the pack, you would never think of stopping because the people behind you would pass you up. If you are in last place and stop, you will never even compete.

What can you do to take ownership of your business and grow now. Waiting could give someone else the advantage and leave you well behind the pack.

Labels: Business, Business Coaching, Dan Paulson, growth, InVision Business Development, Leadership, Money, Strategy

How would you go about saving millions in costs in your business? Would you hire a consultant experienced in 6 Sigma or Lean? Who would be the best at helping you? At Stanford Hospital it turned out to be the employees.

Stanford's employees have so far helped the hospital save over $14 million in expenses. Cost reductions occurred in everything from trash collection to de-linting towels for surgery.

So how do you get so many people focused on cost reduction? It has to mean something to the staff. They need to clearly understand the vision and direction of the business. One difference is they were empowered to make a difference because management didn't have all the answers and the results have been tremendous.

Who are you willing to empower and how would it make a difference in your organization?

Labels: 6 Sigma, Business Coaching, Coaching, Health care, Hospitals, Leadership, Lean, Strategy, Vision

In recent weeks we have heard announcements regarding the airline industry. It's been everything from charging extra for baggage, going out of business, flight delays, repair issues that led to flight delays, etc. My question to you is how has it affected your travel by flight?

Airlines are not known for their service record or reliability (at least not in a positive light.) Do you avoid air travel? What should the airline industry do to improve service?

Labels: airlines, customer loyalty, customer service, FAA, flight delays, flying, Leadership, Strategy, transportation

I recently read an article in Inc. magazine called Paradise Lost by Bo Burlingham. What caught my attention was the story was about Reell Precision Manufacturing. This company had been recognized for its culture and now was struggling for its life.

Reell was a successful company with a strong employee focus. In fact, all decisions were made in the best interests of the employees. For more than 30 years, the company had worked through good times and bad. When times got tough, the leaders took pay cuts to avoid reducing staff. The company was ran by three CEO's that made decisions based on consensus. The formula worked. The company experienced unflagging loyalty while having turnover well below the industry average. So what caused the dramatic turnaround in performance?

Reell's industry was changing. Responsible for making laptop hinges, they found their markets moving overseas. While they were able to make changes and compete for a while, they became burdened by keeping up with increasing sales. Those sales forced capital investments that forced the company to focus on generating more sales to pay for the equipment. Reell became forced to compete on price and reduced margins. In the short term, Reell's decision to globalize their laptop hinge product prevented layoffs. In the long term it nearly destroyed the company because of its failure to balance out the needs of the employees and the needs of the business.

The moral of this story is looking at all aspects of your business no matter how well you are doing. Too much emphasis in any one area can be disastrous.

Article:
Paradise Lost
By Bo Burlingham
Photographs by Mike McGregor
Magazine: Inc.
Issue: February 2008

Labels: Business, Business Coaching, Change Management, Coaching, Leadership, Management, Planning, Sales, Strategy

Recently I was reviewing a Businessweek article by Jack and Suzy Welch that was titled "Trim the Fat, Not the Service." The title alone brings up a good point. If you make your customers suffer through the tough times with you, they won't be there when those times are over... and you might not either.

The moment the word recession is tossed around, many companies begin preparing for the worst. They do everything to maximize their cash and eliminate services. Unfortunately the customers take the hit in many cases. The focus is on cutting costs instead of gaining market share. So, ironically, when you have your best chance to gain new customers from your competitors, you fail to take advantage of it because you are in your basement riding out the storm.

What if your business was prepared for this. What if instead of cutting costs, you had already managed your business to work efficiently while still exceeding your customer's expectations. What if all the people in your organization understood your strategy and were passionately living it each day. What would that look like? How would it change your business when you are growing while everybody else is cutting back?

Right now you are at the crossroads. Either baton down the hatches or take market share from your competitor. If you can't afford to grow your business, how much can you afford to lose?

Labels: Business Coaching, Coaching, Economy, Leadership, marketing, Planning, Strategy, Vision

We need a few good people. Or at least that is what I hear my clients say. Gone are the days of the company man. Now many people see jobs as merely stepping stones to get where they want to be. This is quite a turn around from our parent's culture that hailed the person working 20+ years at one job.

What has caused this change. The greatest factor might have been big business itself. Everyone has heard the story of the dedicated employee ousted from his position due to cutbacks and sending jobs overseas. Other factors may be benefits. As benefits change in relation to the needs of the employees, we see even less loyalty.

This takes us to our current generation. Most employees nowadays consider 2-4 years a long-term commitment to a job. Unlike their parents, they are also more concerned about balancing their personal life with their work. Many are no longer willing to work for just the almighty dollar.

So what is your company doing to find and retain good people? When businesses fail to keep good employees, they should first look at themselves before blaming the employee for leaving. What are you doing to develop your culture to attract people? How do you keep your staff engaged in their work? What are you learning about your employees needs that will let them know you value them and wish to keep them around?

If an employer treats their staff as an expense, they will often find it difficult to retain and hire good people. Given there are fewer people entering our workforce right now, you want to make sure you are a place people talk about working and not about leaving.

Labels: Business, Change Management, Leadership, Management, Organizational Development, Professional Development, Strategy

Business coaching is continuing to gain credibility throughout the world as a legitimate resource to help professionals achieve results. A recent article in the Cincinnati Enquirer (Dec 18,2007) states that "9 out of 10 human resources professionals and clients see the value of coaching as 'very high' or 'somewhat high.'" :

Coaching was originally used to boost the performance of poor performers. My recent experience shows that successful executives are more likely to seek out a coach for themselves. People who strive to be the best and seek to get the most out of themselves while staying balanced.

What is your perception of coaching and if you were to seek a coach, what would you look for?

Labels: Business, Business Coaching, Coaching, Leadership, Professional Development, Strategy

Ever wonder what your business is costing you? Many of you can look to your P & L's to find a number. While that might be accurate to represent the total dollars you are spending, I am more interested in what lies beneath those numbers.

A company with a good strategy, strong leadership, and effective staff can be far more profitable than a business with a good strategy, weak leadership, and a staff unclear of their direction. I have seen companies with comparable sales in similar industries that have differences of hundreds of thousands of dollars (or more) in profitability. That difference could be the measure of what your business is costing you. But how can you be sure?

Here is a little test to start reading between the lines. Please keep in mind that if we are talking about averages it may not mean you do not have room for improvement. Remember, an average is little better than a C grade.

1. Advertising: How are your advertising expenses compared to the averages for your industry? What do the best companies spend? Some companies spend over four times the amount on advertising compared to the leaders in their industry. Unfortunately in most cases more advertising does not lead to greater results.
2. Turnover: How long do you retain people compared to your peers? Higher turnover can increase human resources costs exponentially through training, benefits, wages, unemployment, advertising (want ads), and recruiter bills.
3. Strategy: Great, you have a strategy. So who knows about it? How effectively is it executed? Over 90% of businesses fail to realize their strategy to its fullest potential and over 95% of employees in most organizations do not know what their company's strategy is. This can lead to even the right people doing the wrong things. In addition there can be multiple agendas, wasted time on projects not congruent with strategy, not to mention frustration, anxiety, loss of motivation, and ultimately lost sales.
4. Quality: So your quality is good, but can it be better? Each year, millions of dollars are lost to quality issues. These losses go beyond equipment failure into people related issues. Poor leadership can lead to poor morale and the "I don't care" attitude.
5. Sales: So your sales are down. It's the economy, the political climate, increased competition, the web, we lost our lucky rabbit's foot, etc. Remember, in the face of any bad economy, there are always companies that are growing and profitable. If you are not one of those companies that is growing and profitable, then you could be dying a slow death. Are sales fluctuations a blip on the screen or have steady decreases taken a bite in your profitability? There could be many reasons including the economy, but do you want your business to be influenced by the economy or do you want to be the best in your industry?

So what's your business costing you? What if you could increase your bottom line anywhere from 10-50% just by changing some of the things you already do without adding new technology? Many businesses seem to let these hidden costs go. My guess is because they cannot be seen. They remain hidden in the numbers. I would also guess that even if some companies knew the problems, they might feel powerless because they don't know what to do. What are your thoughts?

Labels: Business, Change Management, Leadership, Management, Planning, Sales, Strategy

It's hard to believe we are into our first full week in 2008 already. Often this is a time of year when we are excited about the targets we have set for ourselves in the coming months. What are some things that you are striving for? What's one thing you need to do on a daily basis so you will reach those goals? What is one thing you need to stop doing in order to accomplish your

Labels: Business, Business Coaching, Leadership, Management, Personal Development, Professional Development, Strategy

I recently heard a radio personality comment on a football game he was watching. The comment was related to how the coach managed the clock and how difficult it must be to keep track of the time outs while managing the plays and accounting for the obvious obstacles created by the opposing team.

What's interesting is as a leader you experience similar change every day. The Leader's team is their people and strategy is their playbook. Instead of one team, leaders are often competing against many teams at the same time. The clock you manage is through your annual goals and your fiscal year. As with any team, you have your standout players, your team players and those who fail to deliver their best.

As you look at 2008, what are some of the biggest challenges you see with meeting your goals?

Labels: Business, Business Coaching, Change Management, Leadership, Management, Personal Development, Professional Development, Sales, Strategy, Wealth