Tag: small business

Focus or Flurry – A Personal Lesson in Purpose

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Three Years of Focus AND Flurry

failure - lack of focus purposeAlmost three years ago I began this journey to have my own business.  I felt it was my purpose to help others learn to become better leaders and better team members.  I joined a program to be certified by John Maxwell (one of my mentors) as a leadership coach and become a Founding Partner of the John Maxwell Team of independent coaches.  While I have seen some victories, it has not become the overnight, overwhelming success I imagined it to be.  Which doesn’t mean it won’t be, just not necessarily on the timetable I originally envisioned.

It’s my own fault; every bit of it.  Lack of real focus and a flurry of activity in multiple directions.  Friends and family who mean well try to give me an out and mention that the economy is down, small businesses all over are struggling.  It’s not your fault.  But it is.

Not Giving Up

Let me be clear:  I am not calling it quits.  I still firmly believe I was meant to do this and will continue to try to do it until I am physically or mentally unable to.  However, it’s important to recognize where you have failed and even more importantly, how you can learn from that failure.  My two biggest failures have been lack of real focus and lack of strong purpose.

There have been other failures as well.  Lack of a real solid plan for getting and keeping clients, lack of a comprehensive marketing plan, poor money management, etc.  Passion sometimes blinds us to the realities of life.  Just because I have something to say that can help others doesn’t necessarily mean they will beat down the door.

Choose Growth to Find Purpose and Focus

Reading John Maxwell’s latest book, Sometimes You Win, Sometimes You Learn has helped me put this in perspective.  I can mope and whine about my great failures or I can learn my lessons from it and move forward and do better.

I choose to learn and grow and get better.  So my purpose of sharing all this with you today isn’t to bemoan my failures and give up; in fact, quite the opposite.  I will grow stronger and become more effective and that will equip me even more to add value to you going forward.

failure - focus purposeSo what are my lesson learned and what am I doing about it?  Here’s a brief summary:

  • Enrolled in a marketing training program to become a better marketer of my services.  I am using ActionPlan.com and highly recommend Robert Middleton as he makes this easy to understand and has excellent hands-on experiences.
  • Narrowing my focus and defining my purpose.  There are thousands of leadership coaches out there.  What can I do that is unique and provides value?  After blogging every day now for over a month, I am finding myself focusing a great deal on personal growth qualities and most of my work going forward will focus on that.
  • Re-structuring of systems I use to acquire contacts and maintain communication with them

The biggest lesson which I really had to wrap my head around:  IT IS OKAY TO FAIL AND EVEN TO FAIL REPEATEDLY as long as you learn.  Thomas Edison while trying to invent the lightbulb failed almost 100o times before he achieved success.  Someone asked him how it felt to fail so many times and Edison replied

I didn’t fail 999 times, I simply learned 999 ways to NOT make a lightbulb!

Let’s move forward together and look forward to our failures!  Let’s learn and grow and succeed together!

Action Plan

  • Where you have failed big recently?  What have your learned from it?  Spend some time thinking on the lessons you could or should learn.
  • Who can you team up with to help you see perspective and gain accountability for growing?  If you can’t think of anyone, call me at 321-355-2442.

 

Focus or Flurry for the Entrepreneur – Letting Go

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Letting Go – The Entrepreneur’s Dilemma

Having worked for many a small business in my day, and being an entrepreneur myself now, I have had the unique opportunity to see businesses grow and how the entrepreneur grows (or doesn’t grow) with it.  It’s a great example of a leadership lid because the business will grow to a certain point and then will either slow down drastically and stagnate completely.  It is not a factor of the economy or industry changes, but more a matter of the lack of changes internally.  The entrepreneur simply doesn’t grow his leadership enough to be ready for how the organization needs to change to accommodate corporate growth.

Wearing Many Hats is Heavy

letting go - too many hatsYou see, when you first start out you are quite often the only person doing anything or at the very least everything revolves around you.  It was your vision and your initiative that got things off the ground, so naturally you feel that you and you alone are responsible for success or failure of this venture.  And so you are the executive management, the accounting department, the sales manager, the fulfillment department, the development head, and perhaps even the janitor.

And then success happens.  Sales are up!  Customers can’t get enough of you.  You have to add staff, hire or appoint department managers, expand inventory, install processes, get more office space, create new products, adopt more formalized accounting procedures, and more!  You are spending more and more time in the office, being pulled in multiple directions, and things are bottle-necking because they have to wait for you to come up with a solution or put your stamp of approval on one.

THIS is the crisis moment.  It becomes a crisis because you haven’t yet learned to let go.  When the company has grown to the point where things are waiting on you, then it is time to decide what things you want to keep control of and what you want to let go of and trust others to carry the load.  When you can let go of things and trust the people you have hired to pick up the slack, then the pace of the business can continue and you can grow.  If you insist on keeping your finger in every pie, most of the pies will not come out right.  In addition, you will become weary and burned out and then……another small business bites the dust.

The Simple Solution – 80/20

Apply the 80/20 rule here.  Eighty percent of your efforts should be directed towards the 20 percent of things that you and only you can do; such as visioning for the future and preparing your legacy.  Look at what you do now and think about the things you do daily and weekly.  If someone else in the company can do it at least 80 percent as good as you, let it go.  If it does not focus on the primary thrust of your business, let it go and let someone else do it.  This is an important step in your leadership growth, not only because of what it does for you, but also what it does for your business and most importantly for the people in your business.  It allows others to grow and become more engaged and take responsibility for the profitability of your business.

“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it. “
Teddy Roosevelt

Half the Battle

Easy, right?  Not even close!  You will likely resist this vehemently.  After all, how can you let any of this go and let someone else do it!  You created this, YOU had the vision, and how can anyone else know enough to do it the way you want it done!

We will talk about THAT tomorrow.

Action Plan

  • Apply the 80/20 rule.  What are the 20 percent of things that you and only you can truly do?  Be honest with yourself on this.
  • Make a list of what you are going to let go of.  Next to each one, write the name of the person to whom you will release it.

 

Why Pollyanna Was Right – Positive Thinking

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How to Get Better Ideas

positive thinking yields brighter ideasWho gets better ideas, the positive person or the negative person?  A traditional saying is that “necessity is the mother of invention”; in other words, great ideas are spurred by need.  On the surface, that seems negative but actually the opposite is true.  Taking action happens from a positive attitude.  The negative attitude simply sees the need but the positive attitude not only sees the need but also believes fully that there is a solution if they only look long enough and hard enough to find it.  The negative person gives up, the positive person gives more.

I also believe BETTER ideas come from a positive attitude.  The positive thinker is outward focused and sees possibilities in every situation.  This ignites the thinking processes that want to find not just the easiest way but the best way and they will look at multiple options; not rejecting anything until they determine which will work best.  The negative thinker looks for the easy way out, doubting that anything will work and why not choose the path of least resistance.  This concept is born out in research, as I noted in yesterdays blog, Bouncing Back.  The positive person is simply in a better position to see options and make the most effective choice.  They are also more likely to execute it, which after all is the point.  No solution works if you don’t implement it.  Earlier in the week I mentioned a quote by Zig Ziglar that applies so well here:

“Positive thinking will let you do everything better than negative thinking will.”

Pollyanna Was Right

pollyanna showed positive thinking in all situationsMany people use the term Pollyanna-ish to denote an idea or person who seems to be unreasonably positive.  This is based on the book and movie Pollyanna about a girl who goes to live with a relative in a town that is struggling and her constant positive outlook befriends everyone in town.  Many see Pollyanna’s attitude as almost a head in the sand, ignore the bad things and look at the good things attitude and see it as non-productive and certainly not results oriented.  So typically, referring to something as Pollyanna-ish is meant to be a derogatory term.  I think the opposite is true.  It’s not ignoring the situation, it’s simply refusing to accept it as final.  It is always seeing possibilities.  Being a Star Trek fan, I have to try and fit in a quote here from James T. Kirk (paraphrased a bit):

“I don’t believe in a no win scenario. I like to think there are always possibilities.”

A positive attitude allows you to reach high and overcome odds, it allows you to look for and see the best in people instead of the worst.  It also means you EXPECT the best from people and not the worst.  When you expect the best and make that clear in the way you treat people, most will go out of their way to live up to your expectation.  Will some disappoint you and break your heart? Sure, it’s inevitable.  But it is still better than expecting the worst in everyone else, treating them accordingly, and never being surprised or disappointed.  Expecting the worst in others brings out the worst in you.  Expecting the best in yourself and others creates a world of potential and possibilities that the worst can never bring you.

Think about your employees or colleagues in the workplace.  Do you expect the best from them?  Do you show that by treating them with respect, by giving them YOUR best?  Do you make your expectations clear?  How do you support them?  Encourage them?  Equip them?  As soon as you believe in possibilities and show that daily, they will too and it will show as they strive to constantly meet your expectations.

Action Plan

  1. Apply the thought “always possibilities” to a particular problem you are facing.
  2. Think about how you can give your best to your employees or colleagues. Determine your first step and do it.
  3. How can you communicate your expectations without being aggressive or offensive?

Do We Understand Leaders?

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Expectations on Leaders

I attended an author’s briefing today for a new book called The Work of Leaders.  It was written by a team of four authors and one of them, Julie Straw, presented the briefing.  Lots of great information but one thing she presented near the beginning got my attention and got me thinking and so  I wanted to share it with you.

In the briefing, Julie shared some insight into a lot of the research they did in support of the book.  What caught my attention was a survey they did on employees asking about the shortcomings on their leaders.  They distilled it down and came up with three primary issues that people have with their leaders.  They are, in order,

  1. they want them to be more active about finding new opportunities for the team
  2. they want them to focus more on improving process and making things easier for people
  3. they want them to spend more time motivating and encouraging their followers

What struck me about this was the comments themselves.  Certainly number three is a quality that leaders should embrace.  In fact, a leader should spend the vast majority of their time encouraging people, equipping people, and motivating them to become better than they are.  But the other two items, #1 and #2, are not really leadership issues; they are management issues.

Managers or Leaders

One of the things this tells us is that many people put management and leadership in the same bundle.  When people say that the leader should be more active about finding new opportunities for the team and focus more on improving process, they are really saying that these are behaviors they would like to see in their managers that obviously they aren’t seeing.

Remember the simple formula:

managers are about process, leaders are about people.

So seeking new opportunities and improving process, making life easier for employees; those are the job of the manager.  Equipping, empowering, encouraging, motivating, and growing are the roles of the leader.

That said, to be a truly effective manager you must also be an effective leader.  In fact, perhaps what the results of the survey really tell us is that people would like to see their managers both be more proactive in their management roles but also would like to see them be better leaders than they are.

Leaders are Grown

I mentioned earlier that leaders have a responsibility to grow their followers; it’s an enormous responsibility. But for a leader to grow others, they must first grow themselves.  You cannot give what you don’t have to give.  I think leaders are recognizing this more and more.  One of the other survey results cited in the book The Work of Leaders is what people think they need the most in order to be better equipped for the jobs.   What was number one?

Leadership Training

The challenge is that we can’t just throw a band aid on it. Offering one training course, or sending someone to  a conference, or giving them a book to read will not make them anymore of an effective leader than sitting in a boat makes you a good sailor.

Leaders Sail the Waters Daily

leaders sail the the watersWhile sitting in the boat you are surrounded by the tools you need to sail, but you must first gain knowledge about sailing.  You must spend time developing and applying the skills to sail; knowing how to gauge the wind, navigate the water, determine the course, and bring all elements in line with moving in the desired direction on the water.  You must know how to trim the sails, handle the helm, coordinate the crew, and change direction to as the sea and wind changes to keep yourself on course.  You must be mentored by a more experienced sailor.  You must learn from your mistakes on the water.  And you must do all of this day in and day out to become the sailor you were meant to be.

If you are not engaged on a DAILY basis in developing your leadership skills, the growth necessary to become an excellent leader will simply not occur or will be haphazard and slow at best.  Leadership growth occurs best when it is

  • Daily –  you must do something every day to develop your skills
  • Intentional – you must have a plan for the skills you need to develop and how you will develop them
  • Scheduled – you must set aside time on your calendar for it; otherwise any excuse will help you avoid it
  • Guided – Someone needs to help you see and navigate the process; like a coach or mentor
  • Progressive – build on a skill one by one; don’t attempt to master anything in a day

Spend as much (if not more time) on developing yourself and your people.  When you do, you will be surprised to find how many of the other process-oriented problems will take care of themselves.

Not sure how to start, why not call me for a complimentary consultation.

Action Plan

  1. Identify three skills you need to develop further.  Remember to work from a position of strength and not weakness; in other words, identify your three strongest skills and seek to make them better.
  2. Pick the one you want to start on.  Locate resources to help you develop that skill and secure them.
  3. Set aside time on your calendar DAILY to work on it.  It should be the same time every day.  Guard it ruthlessly; let nothing short of a client need or spurting blood interrupt it.
  4. Keep me posted on how your are doing.  I want to hear your success stories.

Risky Business: The Power of WHY

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Why Powers Risk

WHY Power WHY power makes us do things that others question.  It has been almost three years now since I took this very risky venture on several fronts.  I chose to work for myself instead of for someone else.  I chose to change my primary business from technical training and development to cultivating leadership and personal growth.  I chose to invest in being a Founding Partner in the John Maxwell Team and a certified leadership speaker/trainer/coach.  I chose to pour my resources into developing that business.  For a variety of reasons, it is still not a booming success but I know it is coming and continue to work towards that.

Why Powers Purpose?

The big question I usually get is WHY I chose to make the change to leadership development and fostering personal growth as opposed to sticking where I was with training and development consulting (I still do that by the way).  I can only say that it is the answer to that very same WHY that drives me. Over the years I have worked for several companies, large and small, and through that with many client companies.  A consistent issue I saw in many organizations is that there was plenty of management going on and very little leadership.  And there is a difference, which I have talked about in an Ah-Ha! Moment of the Week video.

And what I saw from this was that most of the problems of the organization was due to that lack of leadership.  I truly believe that

Everything Rises and Falls on Leadership

and that the level of effectiveness of leadership is what determines how a company succeeds and grows or withers and dies.  Small businesses today especially need to embrace this because in this hard economy it becomes real easy to lose vision what you are trying to accomplish and how you are going to get there.  You get lost in the trees of survival that you can no longer see the forest.  Then, when things do clear you are totally unprepared to take advantage of the growth opportunities before you.  I believe in small business and I believe in YOU and that’s the WHY that drives me every day! It’s why I became the TOP-LINE GUY to help you achieve BOTTOM-LINE RESULTS!

Action Plan

  1. What’s your WHY?  Is it specific?  Just making money is not enough; just serving people is not enough.  You need a WHY that will drive you through hard times.  A WHY that will compel you to take risks, financial and otherwise.  A WHY that will set the stage for you to swallow pride and independence enough to seek help to excel.  A WHY that will drive you to learn what you need to learn and gather who you need to gather.  A WHY that demands a legacy to go far beyond where you will ever take it.
  2. Write that WHY down.  Remind yourself of it every day.  Let it infiltrate your organization in the vision, in the mission statement, in the customer service, in employee relations; in everything you do.
  3. Not sure how to make all that happen?  Not sure of your WHY?  Seek a coach or partner who can help you identify it, define it, and live it.  There’s a reason that highly successful organizations have coaches; because that’s how they became highly successful organizations.

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