Our success in life and business is the sum total of all the decisions we make. We all want to make better, faster decisions that keep us moving in the right direction. Yet we are often notoriously bad at making decisions. We often struggle with this in both our personal and professional lives. Being aware of these shortcomings doesn’t fix the problem; any more than knowing that we are farsighted helps us to see. The real question is: How can we improve and do better?
Are all processes running without drama and driving industry-leading profitability?
The 212 Degrees concept reminds us all of the power we have within us when we just “turn it up” 1 extra degree. There’s an old Chinese saying that I just love: “The temptation to quit will be greatest just before you are about to succeed.” Are you ready to turn up the heat!
One of the most important decisions you can make as a business owner is to protect one of your company’s most valuable assets…your sales pipeline. The relationships that you and your team have built with customers and prospects will lead to future income. Some prospects will close now, some in three months, some in six months and some next year.
Too many companies don’t protect these assets, but rather leave them on scribbled notes and in the heads of sales people who leave the company taking these assets with them. And, if you don’t possess these assets, you can’t use them. Here are some recommended best practices to protect your sales pipeline by our guest columnist Caryn Kopp.
One of the biggest challenges for many companies is a lack of strategic focus. We say, “yes” to too many things. The result is reduced business performance, ineffective ways of working, and indecision among our teams. This leads inevitably to decreased motivation. I believe, as leaders, our prime directive is to confirm, clarify, and communicate priorities. Then we hold our teams 100% accountable for delivering on those priorities.
Focus drives priorities. Here are some of my favorite words of wisdom from great leaders and thinkers on the art of focus, prioritization and clarity. What are your favorites? Use one or more of these in you next leadership team meeting. Insure your team is focused on delivering on the right priorities, and getting the right things done.
How many times have you heard the expression: “good enough for government work?” Often I am sure. Can it apply to your business or other activities? I know that is not your standard of excellence. Most of the time you strive for better than 90 percent perfection. Consider this: What if we strive for 99 percent? Sounds good, doesn’t it? No more than one error in a hundred. But how good is that really? 99 percent means the following …
Would you rather have great execution than superior strategy in your company? I have heard many leaders say this. However, I firmly believe that you can’t have one without the other. Some leaders say, “Strategy is results.” They think that strategy doesn’t matter as long as you are getting results. However, experience tells us that strategy is not just slogans. It is clarity on the series of choices you make for your company on where to engage and how to win.
Are you really doing all you can to drive profit? The surprising answer is that many leaders and their teams are not. I am not referring to more customers or more sales or more locations or more salespeople. I am talking Profit.
Based upon my experience and that of my colleagues with clients in the US, New Zealand and Europe, here are my eight fundamental drivers of profit. Can you drive consistent profitability or increase it dramatically in the next quarter?