Weekly Business Idea

October 19, 2018 – Can You Create the Future?

Posted on | October 19, 2018 | No Comments

Main Idea:

Are you looking to grow your business?  Are you looking to grow you?  What have you done to grow your business or yourself?  Do you know where you spend your time?  Are you spending your time in areas that are moving you towards your goals?

Expansion of the Idea:

I know I ask some stupid questions.  All small business owners would answer that they want to grow their businesses.  The problem is that they have good businesses or they have acceptable levels of cash flow.  Their businesses have grown over the years as has their personal spending and time demands.  And as Jim Collins would say, “Good is the enemy of great.”  Because they have good businesses, they are unwilling or unable to take the next steps to make great companies.

Generally, there are three things that are necessary to grow our businesses.

  1. Time
  2. Money
  3. Ideas

Sometimes, you can get by with minimal additional funds but you almost always need time spent in the right way as well as ideas that need to come from external sources.  I will talk about ideas in my next weekly idea.

The owner’s time is generally a limiting factor in the business.  I frequently meet with small business owners that tell me that they want to grow their business.  However, when pushed, they don’t have the time or won’t spend the time to invest in the business.  They are making enough money and don’t feel the need to give up time or money to really improve the business.  Or sometimes, they working so many hours and don’t feel they have the time to explore how to improve.  Either way the business trudges along and eventually gets outpaced by a competitor.

I know that my business has had two major inflection points over the last 20 years.  The first inflection point was when I was working way too many hours. I was probably headed towards health issues and other problems.  The second time was when things were pretty good but some external factors created issues.  My reaction to both sets of problems was the same.  The first thing I did was look inward.  I decided what I wanted.  I then evaluated where I was spending my time and what was I spending it on.  I then thought through what I needed to learn.

The same is true for most small business owners and managers. They need to look hard at where they spend their time.  They need to be intentional about doing the things that they should be doing that will grow the business.  This will include:

  • Planning
  • Marketing
  • Delegating & Coaching
  • Managing
  • Learning

These are probably the top five areas that small business owners fail.  A big part of that failure is that we are not intentional about how we spend time.  We get caught up in the urgent and don’t spend enough time in Stephen Covey’s Quadrant II which focuses on the important but not urgent.  I know running a business is hard.  Sometimes we have to just find a way to create some free space to do some planning.  That will free up more space and we can do other things.  The point is that we have to start somewhere.

I have a poster in our office that has the following quote by Peter Drucker:

“The best way to predict the future is to create it.”

You can create your future.  It all starts with your time.

Questions to Ponder

  1. Do I have cushion in my life?
  2. Are there areas that need more time from me?
  3. What areas are sucking the life out of me?
  4. Am I delegating everything that I should?
  5. What have I learned in the last 6 months?

September 14, 2018 – What is Holding You Back?

Posted on | September 14, 2018 | No Comments

Main Idea:

Do you know what your personal limitations are?  Do you know how far you can push yourself?   Do you know the limitations of your business?  Are there certain things that you just aren’t good at and will never learn?  Do you know the power of your mind?

Expansion of the Idea:

During the 1940’s, most people in track thought that no one would ever break the 4 minute mile.  There had been some marginal improvements in the world record until July 1945.  It stood at 4 minutes, 1 seconds.  For the next 9 years, no one was able to beat the current world record.  However, there was a runner from Great Britain, Roger Bannister, who thought he could break the 4 minute mile.  He finally did break it in 1954.  As soon as he broke it, there were a number of other people who broke it also.  Was there a new training method that suddenly helped?  No.  What was the secret sauce that allowed these other people to break the 4 minute mile?

It was their previous beliefs that had held them back.

Can it really be that simple?  Can we change our beliefs and as a result change our results?

I see this play out at small businesses all the time.  This shows up in the following areas:

  • Sales
  • Public speaking
  • Understanding taxes
  • New technology
  • Managing millennials or baby boomers
  • Time management
  • Education

The problem occurs when you think you can’t do something or don’t have the time to do something.  Once you create that barrier, it is tough to get around it.  However, if you change the mindset from “I Can’t” to “I Will”, then a lot of good things start to happen.  You might succeed.  Or you might fail which leads to learning new things which leads to future success.  The point is that our mind puts up a lot of barriers because of fear of failure.  When we can reprogram our mind and look for how to make things happen, we are really changing our future.  Henry Ford said it best:

“Whether you think you can or you think you can’t, you’re right.”

Questions to Ponder

  1. What am I saying no to?
  2. Are there areas that I need to grow into?
  3. What new things should I attempt?
  4. What do I need to learn?
  5. Can I encourage my team by showing them that I believe in them?

August 31, 2018 – On What Are You Dependent?

Posted on | August 31, 2018 | No Comments

Main Idea:

Are you important to the success of the business?  Does your leadership determine the success of the business?  What happens when you mess up?  What keeps you on track?

Expansion of the Idea:

Most of St Louis is following the red-hot Cardinals.  While they aren’t as strong as the Boston Red Sox or even the Chicago Cubs right now, they have radically turned their season around since the middle of July.  Most people are pointing to the change in managers as the reason for the change in the players performance.  However, there was a second piece that is as important as the change in the manager.  The Cardinals radically changed their lineup.  Some veterans that weren’t producing either are on the disabled list or were traded.  Most of the bullpen was turned over.  There was a shift to youth.  Either one of the changes would not have produced the results without the other change.

Yesterday, I was reminded about the link between leadership and people.  I was at the debrief of the Global Leadership Summit.  Craig Groeschel spoke about how leadership matters and why he got involved with the Summit this year in spite of all of its problems.  Craig is the founding pastor of Lifechurch.tv, a multisite church which has exploded in 25 years.  His church is adding new sites as fast as they can acquire and build out the sites to meet their needs.  He knows leadership and is focused on developing leadership.  He mentioned something that was kind of unusual for someone with that much success.  He said that the real key to the success was not him because he was in the right place at the right time.  He gave the credit to his executive team which has been in place for the last 20 years.  That is unheard of in the church world or the business world.  I think Craig might not be giving himself enough credit.  At the same time, it is obvious that leadership and having the right team are both critical for success and growth.

What does this mean for our businesses?

Sometimes our businesses get stuck and we focus on marketing campaigns or systems.  We can get focused on a lot of different things.  However, we should first critically evaluate our leadership and make sure that we are leading well and continuing to grow as leaders.  Then, we can look at our team and make sure we have the right people doing the right jobs.  It is critical to have the right team beside us that will pick us up when we fall down or tell us when we are making mistakes.  We need to personally insure that we are continually growing our leadership.  This will happen through education, feedback and careful self-analysis.

The only way for our businesses to grow is through our people.  And the only way our people will grow is through our leadership.  Craig Groeschel’s favorite mantra is “Leadership Matters”.

Questions to Ponder

  1. Am I growing as a leader?
  2. Do I have a personal improvement plan?
  3. Have I set the right culture so that people can tell me when I screw up?
  4. Do I have the right team?
  5. Is my team focused on continual improvement?

August 24, 2018 – What is Hard for You to Do?

Posted on | August 24, 2018 | No Comments

Main Idea:

What is important to you?  What does your business need?  Is there something that only you can do?  Are you consistently doing the things you used to do that made you successful?  Does the urgent get in the way of the important?  Do you have anything that you struggle with doing even though you know it is critical to your success?

Expansion of the Idea:

All of us have strengths and weaknesses.  These can get defined in a million different ways.  For the purpose of running a business or organization, how would you rate yourself in these areas:

  • Sales
  • Marketing
  • Employee Management
  • Operations
  • Finances
  • Leadership

If you are like most people, you probably have one or two areas that you give yourself high marks.  Then you have one or two where you really struggle and the rest are areas that you are more than adequate.   The problem for me is that I tend to put off the areas that I struggle in.  For me, my weakest area is Marketing.  That is why I struggle every Friday when I start to write my weekly idea.  I know it is critical that I do consistent marketing.  I also know that I get referrals based on staying in touch with clients and referral sources.  Yet I still fail to write the weekly ideas every week.  Writing is not one of my strengths and it is too easy to get distracted by some other urgent task.

I see this same scenario play out with a lot of small business owners in different areas of their business.  Business owners frequently fail to give feedback to their employees as well as coaching them on how to improve performance.  Or, some business owners don’t understand the financial side and they put that off because it requires too much mental energy and it is too depressing.  Very few small business owners spend time doing strategic planning because they don’t know where to start.

Each of these areas requires consistent investment of time by the small business owner and manager.  Of course, you can and should outsource some of this but there needs to be a system to review and manage the performance in all of these areas.   This needs to be built into your daily, weekly, monthly and annual schedules.  We recommend using checklists to keep you on track.  When we focus on all of the important tasks, not just the ones we can do easily, we will grow our businesses.

Questions to Ponder

  1. What critical tasks do you find difficult?
  2. Is there a way to delegate or outsource it?
  3. Do you need additional training or education?
  4. Have you brainstormed with your team on how to fix this?
  5. Do you have the right advisors to help you?

August 17, 2018 – Do You Know What You Are Assuming?

Posted on | August 17, 2018 | No Comments

Main Idea:

Do you know why you get the results you are getting?  Have you verified that your prices are at market price?  Are your employees happy?  Is your customer service outstanding?  What do your clients think? Do you have any areas of vulnerability?

Expansion of the Idea:

Every day we go to work thinking that the day will unfold one way and frequently it goes the complete opposite.  We end up with surprises in all areas of our businesses.  It could be a key employee, large customer or major supplier that surprises us.  Or it could be a new competitor or your computer system that crashes.   A lot of different things need to work the way you have designed them in order for the business to properly serve your customers, employees and yourself.

Small business owners generally like to think that they are in control of their lives.  They are in business for themselves because they did not like working for someone else.  They frequently didn’t like how their former employers handled situations and people.  As a result, they go into business to get control.  The ironic part is that they are not aware of how dependent they are on all sorts of things that are outside of their control.

When you are dependent on someone else, you are making some assumptions.  Some of the assumptions are pretty explicit such as:

  • Customers will continue to buy from you
  • You will be able to supply your customer’s needs
  • Your supplier will provide high quality goods
  • Your employees will show up for work
  • Your product or service is the best in your industry

The explicit assumptions are what small business owners worry about.  However, they don’t always think about the hidden or implicit assumptions such as:

  • Our computer systems are safe and secure.
  • Our products will not be made obsolete by new technologies, industries or competitors.
  • Our employees are able to give their best to the business.
  • Our systems work well.
  • Our systems work just as they were designed.
  • Our customers are delighted with our services.
  • I am managing the business well.
  • My employees are telling me what I need to know.

It is really important to identify hidden assumptions and to test them to see what the true answer is.  During World War II, Winston Churchill set up a separate department called the Statistical Branch or S Branch.  It was completely outside the normal chains of command and reported only to him.  It was the only way he could make sure that he got the unfiltered information that he needed to make decisions.  He wanted to minimize the effects of his assumptions.

The same is true for our businesses.  We can take actions to reduce the assumptions or at a minimum to identify them.  That will help us in our decision making and allow us to be more proactive.  You may not be able to predict when a storm will knock out electricity to your business, but you can be proactive in making sure that your computers are working properly.  Anything we can do to improve our odds of success is worth pursuing.  You will strengthen your businesses as well as reduce some stress.

Questions to Ponder

  1. When was the last time you and your team did a SWOT analysis?
  2. Do you have a process for identifying hidden and explicit assumptions in your business?
  3. What can you do to test the assumptions?
  4. Who should be involved in brainstorming hidden assumptions?

August 10, 2018 – What Are the Blips On the Radar?

Posted on | August 9, 2018 | No Comments

Main Idea:

What can make or break your business?  Do you have some existing problems that need to be addressed?  Do your policies fit your culture of accountability?  Are you overlooking how your key employee is behaving?  Does everyone operate with the same principles?

Expansion of the Idea:

Most people, who know me well, know that I have two days a year that are committed every year.  These two days are nonnegotiable.  These are the two days of the Global Leadership Summit.  The Summit has been transformational with my life.  This includes every aspect of my life from my personal self-leadership to how well I function as a husband, father, grandfather, business person and community volunteer.  I have been going to the Summit since 2002 and I have been actively involved in promoting it in the St Louis area since 2013.

Promoting something like the Summit is great until it isn’t.  In March this year, there were some newspaper articles that indicated that the founder of the Summit did some inappropriate things.  Since then more has come out and it sure looks like the founder abused his power and committed sexual sin.  It is not my place to judge anyone.  I will tell you that my world was rocked because this is someone I respected.  However, the facts that were reported indicate that, whether he crossed any lines or not, there were circumstances that should have been red flags to some around him, including his board of directors.

I obviously don’t know what happened or didn’t happen.  However, I do know that most of us are reluctant to have a difficult discussion with a key employee, especially when we are facing a violation of core values and one that could impact the long-term viability of the organization.  We tend to believe those people that we know the best.  This is human nature.  We also don’t want to have these difficult conversations, especially when we are betting our businesses on these conversations.

The problem is that when we don’t have these conversations, we are still betting our organizations but we have ceded control of the outcome to others.  The reason is that we no longer control the flow.  By having the conversations, we can control how they go and the outcomes.

I attended the first day of the Global Leadership Summit today.  The leaders at the Summit addressed the issues today.  They did a great job with that.  And they had to bet that what they did was appropriate.  If they didn’t do enough then they would have been tried in the court of public opinion and they would be finished.  They needed to hit the topic head on and then move on.  They did a great job.  It was a bet the farm discussion.  Yet, going into this morning, I wasn’t sure if it would be enough.

The same is true for our businesses.  We have these problems all the time.  (Hopefully not the exact problem.)  However, we are reluctant to completely address issues and we end up paying for it.  The key point is that we need to hit issues early and often.  When we do that, they don’t grow to be bigger issues.  Every time we hit an issue when it first shows up as a blip on the radar, we eliminate a much bigger issue that was going to show up as a tank in our backyard.

Questions to Ponder

  1. Is everyone in your organization operating according to your values?
  2. Are there any discussions that you need to have?
  3. Are there any action items that you are afraid to have?
  4. Discuss the above with your team.

August 3, 2018 – What Decision am I Avoiding?

Posted on | August 3, 2018 | No Comments

Main Idea:

Is there a conversation that you need to have but have been putting off?  Is something in your business not working right but you are afraid to fix it because the rest of the business is going well?  Is there a decision that you need to make but you are concerned that you will make the wrong one?  Is procrastination one of your core values?

Expansion of the Idea:

Most of us have our routines and preferred methods of doing business.  We have systems for running our businesses.  We have vendors we deal with.  Our product lines are identified.  We are constantly focused on trying to get new sales but the rest of our business is frequently constant.  We get the same reports and we make the same decisions.  We get into ruts.  The good part of ruts is that they help you move in a certain direction.  The bad part is that direction may not be where you need to go.

I was reminded about these ruts by a number of situations in the past couple of weeks.  My men’s group has been meeting in a certain place that isn’t meeting our needs.  The service has been going downhill and the place is just not clean.  The problem is that it hasn’t been a good place to meet for several months.  However, we were ignoring some warning signs and kept meeting there.  Finally, we decided that we needed to rethink our decisions.  We will end up changing but there is a cost to changing.  Too often we put off these decisions because we think we won’t like what the future holds.  As a result, we get stuck in the past.

I see this frequently with small businesses.  They have policies that worked 10 years ago.  Now, Amazon has changed their industry and they have to do something different.  (As a side note, Amazon doesn’t have to be in your industry to change your customer’s perceptions of service.)  Business owners have advisors who are stuck in the past.  There might be a key employee who has always produced but isn’t producing at the same level.  A key product is slowly losing its market share.

In every business there are a number of decisions that are never identified or if identified, are never addressed.  Business owners risked everything when they went into business but now when they are making decent money they don’t want to risk anything else.  This is the equivalent of the prevent defense in football.  How often does the prevent defense actually prevent the team with the lead from winning the football game?  Business owners need to continually improve their businesses and to do that, they need to embrace risk.  The key is to control the risk and make decisions when they need to.

The funny part of these decisions is that frequently we have a little voice in our heads that is telling us we need to do something.  Yet we don’t do anything because we are afraid of the consequences.  However, there are consequences if we don’t do anything.  Henry Cloud writes about playing our life forward as if it were a movie.  What would the future look like when you take the current situation and view yourself 2 months or 2 years in the future?  If that isn’t going to work for you, then you need to do something.

The starting point for all of this is to identify the decisions that you are making implicitly, ignoring or avoiding.  Some should legitimately be deferred because there is no harm in doing so.  Some should be delegated because someone on your team is in a better place to make the decision.  Others need to be addressed sooner rather than later.  When problems are allowed to fester, they generally won’t improve by themselves.  When we get ahead of some of these issues, we can really drive our businesses.  It may take 5 hours to fix something now.  If allowed to continue, we can add a zero or two to that fix.

Questions to Ponder

  1. Are there decisions you know you need to address?
  2. Are there conversations that need to be had?
  3. Why are you putting off the decisions or conversations?
  4. What is the cost of not addressing the issue?
  5. Gather information to minimize the risks.
  6. Brainstorm with your team or advisors.

July 27, 2018 – What is My Marketing Message?

Posted on | July 27, 2018 | No Comments

Main Idea:

Do your customers know all that you do for them?  Can they refer you easily to someone else?  When you meet someone at a cocktail party, can you explain how your business helps your customers in a sentence or two?  At a cocktail party, can your team explain how your business helps your customers?

Expansion of the Idea:

I have struggled with my marketing message for quite a while.  I have continually improved it, but I know it isn’t exactly where it should be.  The reason is that we do a lot for our clients and some of it is behind the scenes and is complicated.  When we try to explain complicated pieces, we end up using industry specific terms. That creates confusion because current and prospective clients frequently don’t understand those terms.  Even my best clients would struggle to explain to others what we do.  Or if they can explain what we do, it would be complicated.  How can I possibly expect them to refer me to others when they can’t explain how I help them in a simple and concise manner?

The first problem with marketing is that most of us don’t understand it.  The second problem is that it is hard to determine if time and money spent on marketing is working.  The third problem with marketing is that it is absolutely critical to our businesses.  Peter Drucker wrote the following years ago:

“Because the purpose of business is to create a customer, the business enterprise has two–and only two–basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business.”

If marketing is absolutely critical to our businesses and at the same time we are not doing it right, what is the path forward?

Most small business marketing gets focused on the product or service and not about the customer’s needs.  Messages get technical and lengthy.  That creates complexity.  And that is the quickest way to turn off your customers.  Too often we try to send our messages out to appeal to the widest possible audience.  What would happen if the message was simple and clear and only focused on the core audience?  Could the message resonate with that person?

I think that this area is one that the small business owner must own.  He must be intimately involved with the value proposition for the customer.  This doesn’t mean that she needs to do it by herself.  Getting a good marketing professional to guide you through this will help.  Read marketing books.  Brainstorm with your team.  I have been using Donald Miller’s book StoryBrand and the website support to clarify my message.  The point is that we need to keep refining our message until it is clear and simple.  I have finally come to the conclusion that I help clients get control of their finances and their businesses.  I had a hard time settling on the wording.    Yet I think it resonates with my clients because it is focused on their real needs and wants.  Even though they care about taxes, they care more about getting control.  They don’t want surprises.  That is where our marketing messages need to focus.  What is our product or service going to do to help our customers?

This is a journey.  There is no easy fix.  You will end up with some good ideas but they may not be exactly where you need to be.  I encourage you to push through and keep testing and brainstorming.  Keep refining.  Getting a clear and simple message will help connect you to your customers.  And you might be surprised what it does for your team.

Questions to Ponder

  1. What is my current marketing message?
  2. Do my customers think it is clear and simple?
  3. Is my business growing?
  4. Brainstorm with your team and external professionals.
  5. Test it with your customers.

July 20, 2018 – What is Critical to My Success?

Posted on | July 20, 2018 | No Comments

Main Idea:

What is driving your business?  What are the things that you need to get right?  What are the pieces that you need to grow?  How do you know if your business is working properly?  What metrics are you looking at?  Are they the right ones?

Expansion of the Idea:

If you are asked to name the top two or three things that are critical to your business success, what would they be?  If you are like most business owners, you would probably say sales, cash flow and people.  You might include marketing, quality control or product mix.  There are a number of other items that might be at the top of your list.  The point is that most leaders will point to a few key things.

Frequently this is where the analysis stops.  If I were to ask you to name the critical steps of generating sales, you might be able to tell me.  However, rarely will a small business owner actually measure the key functions that are necessary to generate the right levels of sales.  Very few small business owners could give a numerical evaluation of the health of their relationships with their team.  Almost no one can tell if their marketing is doing anything positive except depleting their bank account.  We know a lot about our businesses but we tend to leave a lot up to chance.

The obvious question is “What should we measure?”

This question is not easy to answer because each business is a little different.  Even businesses in the same industry are in different seasons.  A start up needs to look at different metrics than a 50 year old company.  And to complicate it further, it might change throughout the year because of the seasonality of the business and the natural business cycle.

To figure out what to measure, it is first necessary to identify CRITICAL SUCCESS FACTORS.  This requires a little soul searching and brainstorming with your team.  At the company wide level this might be number of sales calls or order fulfillment percentages.  In my case, it is directly related to how much time I focus on marketing efforts.  Normally there are specific things that the company needs to get right.  Then you have to cascade it down into departments and employees and determine what they must do for that piece of the company to work right.

Once you figure out what is critical for the company, department and employee to succeed, then you should look for ways to measure it.  This is called KEY PERFORMANCE INDICATORS.  KPI’s can either be lead indicators, which measure activity, or lag indicators which measure results.  Ideally you would have a little of both.

The new manager of the St Louis Cardinals has identified his KPI’s.  One of his most important indicators is number of errors.  The Cardinals have been playing sloppy baseball and he is focused on playing those Cardinals who will be able to improve that KPI.  (Of course, last night, they committed three errors and at least two other mental errors.)  Whether his KPI is right or wrong, he has identified it as what he is focused on.  There is clarity in his communication and in who will be playing baseball every day.  Everyone knows what to expect.  I think they will improve because of it.

This whole process is not easy and can be a little time consuming.  Yet, the benefits are huge.  When you focus on what is critical for the business or at the employee level, everyone knows what is necessary.  It improves communication and focus.  When businesses hit rough spots, everyone knows where they need to focus.  It builds teamwork and will help you achieve your goals.

Questions to Ponder

  1. Do I know what is critical to our success?
  2. Does my team know what is critical?
  3. What are we measuring?
  4. Are the KPI’s properly identified and measured?

July 12, 2018 – Are You Practicing Your Skills?

Posted on | July 12, 2018 | No Comments

Main Idea:

Do you have a world class business?  Do you want a world class business?  Are you on the top of your game?  Is your business working well or do you have a lot of surprises?  Do you put out fires or do you try to prevent fires from starting?

Expansion of the Idea:

The last few days I have watched replays of most of the World Cup semifinals.  Even though I knew who won, I watched the replays because I really like the game.  I can’t tell you how many times I was dumbstruck by a move that one of the players made.  The skill, athleticism, vision and creativity exhibited by the players is simply outstanding.  It is great to see athletes compete at the highest level.  Soccer players are some of the best athletes in the world.  Obviously, they were blessed with talent.  However, I am pretty sure that most of these players are some of the hardest working athletes you will find.  It is inconceivable to me that they could perform as they did without continually practicing their skills.

As I was watching the games, the following question popped into my mind:

Do I practice my skills as much as the soccer players do?

In my case, I have two types of skills to consider.  I have to think about the technical services that I offer to my clients.  I need to do my best to make them world class.  I take continuing education classes and meet with peers to discuss problems and solutions.   I practice these skills by performing accounting, consulting and tax services for clients.  I have spent a lot of time working on these skills.  I know that I need to continually improve in this area or I will be left behind.

 

The second type of skills that sometimes get overlooked are those needed to run a small business.   Even if you took a few management courses in college, none of us are really prepared to run a small business.  We get a lot of on the job training.  Some of this is good and some is bad.  Rarely, do we get intentional about how to improve our leadership and our management.  We are too busy trying to get the next sale or meet payroll that we don’t focus on our skills which would allow the business to really move forward.

What would be involved in practicing our leadership or management skills?  It might include:

  • Having a management checklist and system
  • Getting feedback from everyone around you every week
  • Taking courses or reading books
  • Watching leadership expert videos
  • Setting goals and evaluate progress towards them
  • Start measuring the right stuff
  • Brainstorm with your team on how to improve
  • Surround yourself with the right advisors and mentors
  • Having difficult conversations with team members or customers

Leadership and management of a small business requires intentionally doing what you think are the right next steps and then continually evaluating the outcomes.  When you are deliberately working on our business, you are at the same time practicing your management skills.  When you keep practicing with an open mind on the outcome, you will become a better manager and a leader.  And that will transform your business.

Questions to Ponder

  1. Do I have a management control plan?
  2. Do I know where the business is going?
  3. Do I intentionally work on my leadership and management skills?
  4. Am I learning new things every day?
  5. Am I really open to feedback?  (I mean really open.)

A great place to start on all of this is to go to the Global Leadership Summit on August 9 & 10.  That has been invaluable to me over the last 16 years.

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  • About

    These weekly ideas are brought to you by FitzGerald & FitzGerald P.C. For more information about how to use these ideas with your small business contact Tim FitzGerald at trfitz@fitz-net.com.