“How to Reconnect with Meaning, Purpose, Your Business”
(The four corners to effective business development and growth)
Flick the Switch Coaching provides business owners and managers the tools and skills to leverage the very best of their operation.
We do this by helping to create a greater understanding of every element or component of the business.
This part in the series focuses on revisiting or on many occasions visiting for the first time - the relevant questions every business operator and manager need ask themselves and their team in order to avoid or manage the barriers that unfold - seemingly increase more and more as time goes on.
A fluid business structure never occurs without daily conscious attention to reflection.
Simplicity is key
When we Identify, Apply, Measure, Amend, Reflect and Repeat (or reIdentify as the case may be), then observation supports planning and provides greater clarity.
As one might expect, this enables:
more effective decision making
more accurate employment and responsibility provision
more productive time management and people development
and finally more enjoyable growth and engagement
These foundations evolve from:
The Environment (Why, Purpose, Culture)
The Structure (What)
The Implementation (How)
The People (Who) - those who benefit
Each - are aligned to one another.
To be productive, fluid or cohesive - however you prefer to express it
They must never be:
separate
never in opposition
and must be always consistent, clear, relevant.
And depending on your needs, may be directed to any element of a businesses operation: People, Place, Position, Productivity, Profit, Passion ie: Purpose....
So how do we Identify WHY or the Environment ?
“If you focus on goals you may achieve goals, but not growth. If you focus on growth you will grow, and achieve goals”
Environment as you may imagine, refers to both the internal business expectations, attitudes, behaviours and influences; or culture, and to the external business projection, the day-to-day experience, anticipation and expectations by customers, employee’s and employers.
When a business identifies their Values, Vision, Goals and overriding this what is Important and Matters to them as well as their Beliefs (Mission), then this acts as a benchmark from which all members are employed, developed, measured, led and are held accountable.
Many organisations speak of these things, they promote them, employ Marketers to create them
interview communicating them and yet the experience by employee’s, employers and customers is vastly different.
Documenting these values precisely, measuring and modelling, is essential to a business’
growth opportunities, forward momentum, strengths in managing setbacks or change, the recruitment processes and the feeling or culture that the business owner and manager seeks team members to experience in order to achieve that original business plan, vision, mission and goals.
No clarity means no direction which diminishes culture and opportunity.
Identifying the business Environment is a long term thinking operative;
the ability to think strategically
to understand vision
to think through challenges.
As an archetype, this is the Visionary or person with the ability to think through tasks themselves.
Environment requires asking the following:
Think back to when you first started this business - why did you start, what was the vision?
What is most important to you when it comes to delivering for your clients?
What personal standards do you live by in your business?
What do you expect of your clients? Your team?
So How do we Identify WHAT Structures to have ?
As the saying goes:
“Growth doesn’t just happen. Create a Plan”
Structure as one might foresee relates specifically to the organisational and operational processes, systems, planning, how we make decisions, what we choose to focus on and care about and our level of strategic thinking.
When a business owner or manager anticipates the Environment’s Why, then identifying Structure and moving into Implementation and People becomes vastly smoother. It effectively places the business is in a far greater position for success.
Structure includes categories, departments, benchmarks, systems and manuals.
Ask the following:
How do you structure your business to ensure you are moving towards your vision?
What is your approach when a problem arises?
What does success look like in each area of your business (areas identified through the structure that is in place)?
Do you have KPI's and clear benchmarks for success and are your team aware of what success in their individual role looks like?
Shifting to Identifying HOW - or Implementation
It is imperative to:
“Follow effective action with quiet reflection, from quiet reflection comes more effective action”
Implementation as the name dictates involves applying the structure, systems, processes which meet the needs of the Environment.
Implementation includes benchmarking, measurement, reflection and amendment.
It is:
What we do (action)
What we discuss (conversations)
What we decide (decisions)
Start by reflecting on the following:
How do you plan and prioritise your day ?
When do you work 'on your business' rather than just 'in it’ ?
What reports do you receive in order to keep your finger on the pulse of whats really going on; whats working and what's not ?
How often do you meet the deadlines you set for yourself ?
How often does your team meet their deadlines?
Finally the fourth pillar of Business Strategy and Momentum requires reflecting on WHO - the People or Beneficiaries of the Outcomes
Recognising Who to develop in the workplace demonstrates an ability to connect with others.
This reinforces the Why or Purpose of the Environment.
Developing People beyond their position creates momentum, commitment, attraction, opportunity, leadership, productivity, profitability, relationships and legacy.
Ask:
Who is in your team and how effective are they are at achieving their objectives?
How do you communicate with your team?
What regular meetings, 1:1's; and team meetings are in place in order to keep them updated and inspired towards the vision. How often. How are they measured. What are the outcomes. How may these be improved. By whom etc
How do you identify each team members areas of growth and what do you to support their individual growth?
As mentioned at the beginning:
“If you focus on goals you may achieve goals, but not growth. If you focus on growth you will grow, and achieve goals”
A business is vastly more than goals and recruiting to fill positions to achieve these goals.
It begins and ends with People aligned 100% of the time with Purpose.
Profits are an outcome not a Purpose
Provision of a product or service is an experience
People are both the Purpose and the Outcome
They are essential not as collateral rather as integral components from top to bottom.
If a leader is not contributing to a businessman people and culture, then it is time to identify, measure, amend and reflect - alternatively stand down or step away.
I welcome assisting you develop your business or yourself. Your goals are more than just an outcome. They are a Purpose
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