Networking is an essential and highly effective marketing tool. Don't over-complicate it - the crux of networking lies in simply getting out, meeting people, treating everyone well, and positively engaging your community of potential clients.
What social circles are you currently a part of? Of course you belong to a range of family, friend, and acquaintance circles. What about recreational sports teams? Religious groups? Hobby clubs? Exercise groups? Classmates in post-secondary, leadership, or other self-development classes? Even your role as a spouse or parent can grow your network of first-level relationships.
Maybe you feel uncomfortable with attempting to "sell" your good friends, and worry that you will lose something cherishable in your relationship the minute you start "talking business." Again, don't over-complicate networking and stress over pressuring your personal relationships into professional ones. It's not a win-lose situation - go for the win-win! If the opportunity comes to talk about how you can help a friend, take it. If they're not interested, let it go until the opportunity arises to discuss how your professional role might benefit them. It's not a do-or-die situation, and your family and friends are not obligated to support you as a direct consequence or result of your personal relations with them. Don't put a personal relationship on the line to make a buck.
Give the best you have to every personal and professional person in your life, and you will find networking to be the key to your business's success.
Showing posts with label success. Show all posts
Showing posts with label success. Show all posts
Wednesday, February 26, 2014
Wednesday, March 27, 2013
Steady as She Goes
"Steady as she goes" is an order for a helmsman to keep a ship on its current course. The same term could apply easily to a business that is navigating the dangerous waters of growth, diversification, or generational transition.
Before you plunge your business toward a period of expansion, fundamental change, or operational shift, did you take the time to map your route? Yesterday I had an amazing crew of people at a GrowthCLUB seminar, where we did exactly that. Plotted our course, measured the distance between points, and made sure the goals and steps of the trip were feasible, satisfying, and profitable. We ensured that the next 90 days would be a journey toward success.
Furthermore, did you consider how to keep your ship on course? No one can predict life's curveballs - there will inevitably be one or two or many thrown across your path. Personally or professionally, you can expect storms that have the strength to throw you off course. How will you maintain the road we just laid out? How will you keep your focus on the goals you want to achieve? How will you avoid sabotaging your own success?
How will your team members buy in to your vision? When the storm comes, will they batten down the hatches or throw in the towel? No captain can man a ship on his own - your key players need to be standing by your side. How will you address their concerns and help them fair the journey?
How will you read your terms of navigation? Business financials and Key Performance Indicators will indicate red flags, rocky areas, failings or strengths. No captain journeys too far without checking his navigation devices; similarly, no business owner can realize success without watching its progress in the books.
Finally, when you glimpse the lightkeeper's beacon and realize a key strategic goal in your business's success, I hope you will take the time to recognize the value of your hard work and self-discipline. I hope you will realize the valuable contribution of each team member as well as your own strength as a business owner. I hope you will realize the full extent of what you have achieved, how you got there, and why you got there. I hope you will be able to measure the results, quantify them, and know in solid terms where you are and where you have been. And hopefully, where you're going next.
Where are you going in the next 90 days?
Furthermore, did you consider how to keep your ship on course? No one can predict life's curveballs - there will inevitably be one or two or many thrown across your path. Personally or professionally, you can expect storms that have the strength to throw you off course. How will you maintain the road we just laid out? How will you keep your focus on the goals you want to achieve? How will you avoid sabotaging your own success?
A business coach is that voice - the one that says "Steady as she goes."
How will your team members buy in to your vision? When the storm comes, will they batten down the hatches or throw in the towel? No captain can man a ship on his own - your key players need to be standing by your side. How will you address their concerns and help them fair the journey?
It's called TeamRICH - a seminar all about communication, team-building, and cooperation.
How will you read your terms of navigation? Business financials and Key Performance Indicators will indicate red flags, rocky areas, failings or strengths. No captain journeys too far without checking his navigation devices; similarly, no business owner can realize success without watching its progress in the books.
That's FinancialMASTERY - a seminar all about business financials. Knowing what they are, what they mean, what they're telling you, and how you should make decisions based on what they're telling you.
Finally, when you glimpse the lightkeeper's beacon and realize a key strategic goal in your business's success, I hope you will take the time to recognize the value of your hard work and self-discipline. I hope you will realize the valuable contribution of each team member as well as your own strength as a business owner. I hope you will realize the full extent of what you have achieved, how you got there, and why you got there. I hope you will be able to measure the results, quantify them, and know in solid terms where you are and where you have been. And hopefully, where you're going next.
Because your success is my success.
DAVID GREEN
ACTIONCOACH LETHBRIDGE
309 10 STREET S
LETHBRIDGE AB T1J 2M7
1.888.891.3302
iambusinesscoaching.com
Tuesday, March 5, 2013
What is Essential to Your Business?
What are the top priorities for your business? Is it staying on top of technical skills and technology? Is it maintaining a strong marketing presence? Is it ensuring your service is spectacular? What is the "make or break" element to your business?
Prioritizing the strategies for growing your business depends on the factors that drive success in your industry. You want to be sure that you maximize effectiveness where it truly matters, and work on the support systems to maintain that element while your company grows.
Economic recessions give businesses an opportunity to cross-examine all the functioning elements of their operation and cut costs in areas that are not central to their success. When money becomes tight businesses often fall back on the barebones systems that will keep their operation going, without sacrificing the effectiveness of elements that are essential to their success.
When you examine the workings of your business, be sure you have the elements of your operation prioritized correctly. While most businesses attempt to cut costs in marketing and advertising, this can be one of the biggest mistakes you can make. No business survives unless potential clients are aware of who they are, where they are, and what they do. Other businesses may try to trim their services and will sacrifice long-term clients in the process. Do you know how to manipulate the workings of your business effectively, to get the results you want?
If you're not sure how to prioritize your business elements, how to manipulate processes and personnel to increase productivity or profitability, or you're wondering exactly how to maximize profits in the coming year, give me a call. Running a business is no small task, and accessing the ActionCOACH knowledge base of thousands of business owners and case studies worldwide can bring amazing results to your bottom line. Learn the systems that will give you the greatest return on investment now and far into the future - isn't that one of your top priorities?
Prioritizing the strategies for growing your business depends on the factors that drive success in your industry. You want to be sure that you maximize effectiveness where it truly matters, and work on the support systems to maintain that element while your company grows.
Economic recessions give businesses an opportunity to cross-examine all the functioning elements of their operation and cut costs in areas that are not central to their success. When money becomes tight businesses often fall back on the barebones systems that will keep their operation going, without sacrificing the effectiveness of elements that are essential to their success.
When you examine the workings of your business, be sure you have the elements of your operation prioritized correctly. While most businesses attempt to cut costs in marketing and advertising, this can be one of the biggest mistakes you can make. No business survives unless potential clients are aware of who they are, where they are, and what they do. Other businesses may try to trim their services and will sacrifice long-term clients in the process. Do you know how to manipulate the workings of your business effectively, to get the results you want?
If you're not sure how to prioritize your business elements, how to manipulate processes and personnel to increase productivity or profitability, or you're wondering exactly how to maximize profits in the coming year, give me a call. Running a business is no small task, and accessing the ActionCOACH knowledge base of thousands of business owners and case studies worldwide can bring amazing results to your bottom line. Learn the systems that will give you the greatest return on investment now and far into the future - isn't that one of your top priorities?
Thursday, February 14, 2013
Big Business vs Small Business
Which is easier to coach - a big business or a small business?
The answer is a big business. Hands down.
If it's growth you want, ActionCOACH has the systems and tools to make it happen. Don't procrastinate making the most of what you have. Take action and call me today.
The answer is a big business. Hands down.
A big business is led by people that understand they did not achieve their company's size on their own. They had help along the way. They had mentors, experts, consultants, training, business education opportunities, and/or other business knowledge bases that they took advantage of. They are already familiar with the concept of coaching, because they have already used third-party methods to drive the growth they have already experienced. They welcome the opportunity to bring in a trained coach to put their business on a path toward key goals. The Business Coach is there to lead that process and ensure objectives are met, goals are obtained, and success is realized. A big business becomes an even bigger business, using tried and true tactics and a professional overseer.
A small to medium-sized business is often built on the hard work and risk-taking of one or two business owners. It's an enterprise that owes its existence to good ideas, solid product or process management, sufficient financial practices, and some level of effectiveness in marketing. Blood, sweat, tears, time, and money have all been drawn from the owners to make their enterprise a system to supply them with money to live. How does a Business Coach fit in that scheme?
The key element that illuminates the role of a Business Coach for a small or medium-sized business is the need for growth. It's the moment in time when a business owner wants to take steps toward becoming a large business - a solid industry leader. It's that moment when a business owner's dissatisfaction with the state of his enterprise overcomes resistance to change. That is the moment when a Business Coach becomes a key player in that business's success.
But will the dissatisfaction of that moment carry the small business owner through the learning curve ahead? Will that business owner be able to trust and keep up with the foreman they have placed in charge of their business growth to ensure the results they want are obtained? Is that business owner willing and able to shift their mindset to the next level, and take their business to the next level with it? Those are some of the questions a small to medium-sized business owner needs to ask themself.
If it's growth you want, ActionCOACH has the systems and tools to make it happen. Don't procrastinate making the most of what you have. Take action and call me today.
Tuesday, February 5, 2013
Making Tough Decisions
It's true that the only constant in life is change, and as we adapt and react to it we often have to make tough decisions. Sometimes the choices we make will adversely affect people we care about, slow the progress of causes we have a passion for, or stem the tide of personal financial increase. Making tough decisions requires unique strength, and the ability to weather the consequences of those decisions is a mark of true endurance and perseverance.
How do you face and make tough decisions? Business owners make tough decisions on a fairly regular basis. Some are more tough than others.
1. Separate yourself from the issue. In business, it is important to remind yourself to look at a situation objectively and work from the most unbiased standpoint possible. We can easily rationalize what we do when it will save us grief. But when we eliminate our personal emotional involvement, we may discover that the situation takes on a whole new light. Depending on the weight of the situation, I would also recommend removing yourself physically. Take a day or two away. Step out of the everyday, regain your perspective, and make a decision that makes sense whether you are in the trenches or not.
2. Make sure you're focussing on the important factors. This might sound redundant, but just because you've separated yourself from the issue doesn't mean you've appropriately prioritized what is truly important in this decision-making process. Try to nail it down to three utterly imperative factors that must be taken into account. And make sure those factors are really the ones that are most important. One way to do this is to match them against steps and processes essential to your business success. Are these factors the weighty ones that will help or hinder your company from achieving its goals? If not, it might be time right now to re-evaluate how much time you've spent already on this decision.
3. Evaluate possible repercussions. No one can effectively predict the future, but it's invaluable to look ahead and try to determine to the greatest extent possible how your decision will reverberate through your business. Consider both the positive and negative probabilities and possibilities. If you're leaning towards a choice with a number of negative consequences, now is a good time to consider how you will counter those effects and how much they may impact your productivity, business strategy, and ultimately, your success.
4. Take as much time as you need. Tough decisions shouldn't be made easily. Whether it takes you two hours, two days or two weeks to weigh in the factors that need to be considered, take the time to do it. You are the business owner - take as much time as you feel you need to make a good decision. But be careful - don't use the "I need more time" feeling as an excuse to procrastinate. You can only dedicate your time to one god - either Idleness or Productivity. Take the time you need, but take no more than what you need.
5. When the choice becomes clear, make the decision. It's that simple. When the door opens, walk through it. Don't hesitate, second-guess, or procrastinate. It will only cloud your judgment, tempt you to rationalize what shouldn't be rationalized, and draw out a situation that doesn't need time to become more complicated. When the way becomes clear, follow the path.
6. Make a plan. A plan for execution and fallout clean-up of this decision. Maybe it's simple and maybe it isn't. But after the consideration you've given this issue, be sure you consider how to effectively implement that decision and handle all the adjacent side effects. Write it down.
7. Don't look back. When you walk through that door, don't forget to close it behind you. You gave that decision all it required - adequate perspective, weighing in of the important factors and consequences, and time to make sure you'd considered everything appropriately. You made the decision to the best of your ability. Now man up, move forward, and take whatever the fallout is in stride. You made a good decision.
Our economic climate is demanding more and more people to make tough decisions. Are you prepared to face those decisions? As business owners we are concerned with success - both our success and the success of our families and communities. There's no lack of wealth in our system, but the distribution and redistribution systems of that wealth are changing. The value of commodities is shifting and worth is being determined by altering standards. In this kind of uncertain environment, people withdraw into personal circles of security. Loyalties diminish as each individual struggles to find their niche, meet obligations, or simply survive. Trust becomes more scarce as each person seeks to find a way for themselves amidst these fluctuations. As a business owner, you are going to need to make some tough decisions. Take time now to prepare to handle them.
How do you face and make tough decisions? Business owners make tough decisions on a fairly regular basis. Some are more tough than others.
1. Separate yourself from the issue. In business, it is important to remind yourself to look at a situation objectively and work from the most unbiased standpoint possible. We can easily rationalize what we do when it will save us grief. But when we eliminate our personal emotional involvement, we may discover that the situation takes on a whole new light. Depending on the weight of the situation, I would also recommend removing yourself physically. Take a day or two away. Step out of the everyday, regain your perspective, and make a decision that makes sense whether you are in the trenches or not.
2. Make sure you're focussing on the important factors. This might sound redundant, but just because you've separated yourself from the issue doesn't mean you've appropriately prioritized what is truly important in this decision-making process. Try to nail it down to three utterly imperative factors that must be taken into account. And make sure those factors are really the ones that are most important. One way to do this is to match them against steps and processes essential to your business success. Are these factors the weighty ones that will help or hinder your company from achieving its goals? If not, it might be time right now to re-evaluate how much time you've spent already on this decision.
3. Evaluate possible repercussions. No one can effectively predict the future, but it's invaluable to look ahead and try to determine to the greatest extent possible how your decision will reverberate through your business. Consider both the positive and negative probabilities and possibilities. If you're leaning towards a choice with a number of negative consequences, now is a good time to consider how you will counter those effects and how much they may impact your productivity, business strategy, and ultimately, your success.
4. Take as much time as you need. Tough decisions shouldn't be made easily. Whether it takes you two hours, two days or two weeks to weigh in the factors that need to be considered, take the time to do it. You are the business owner - take as much time as you feel you need to make a good decision. But be careful - don't use the "I need more time" feeling as an excuse to procrastinate. You can only dedicate your time to one god - either Idleness or Productivity. Take the time you need, but take no more than what you need.
5. When the choice becomes clear, make the decision. It's that simple. When the door opens, walk through it. Don't hesitate, second-guess, or procrastinate. It will only cloud your judgment, tempt you to rationalize what shouldn't be rationalized, and draw out a situation that doesn't need time to become more complicated. When the way becomes clear, follow the path.
6. Make a plan. A plan for execution and fallout clean-up of this decision. Maybe it's simple and maybe it isn't. But after the consideration you've given this issue, be sure you consider how to effectively implement that decision and handle all the adjacent side effects. Write it down.
7. Don't look back. When you walk through that door, don't forget to close it behind you. You gave that decision all it required - adequate perspective, weighing in of the important factors and consequences, and time to make sure you'd considered everything appropriately. You made the decision to the best of your ability. Now man up, move forward, and take whatever the fallout is in stride. You made a good decision.
Our economic climate is demanding more and more people to make tough decisions. Are you prepared to face those decisions? As business owners we are concerned with success - both our success and the success of our families and communities. There's no lack of wealth in our system, but the distribution and redistribution systems of that wealth are changing. The value of commodities is shifting and worth is being determined by altering standards. In this kind of uncertain environment, people withdraw into personal circles of security. Loyalties diminish as each individual struggles to find their niche, meet obligations, or simply survive. Trust becomes more scarce as each person seeks to find a way for themselves amidst these fluctuations. As a business owner, you are going to need to make some tough decisions. Take time now to prepare to handle them.
Tuesday, December 4, 2012
Planning for Success
Planning saves time and money. Planning points us in the right direction, gives us a roadmap, and puts goals and dreams into a tangible framework of steps. Planning gives us an overall perspective of where we are, where we've been, and where we're going.
December is a great season for planning. Not only is it a time of celebration and reflection, but it is also the season for planning and preparing for the future. In January we turn over the calendar to a new year that stretches in front of us full of promise and potential. In all the busy parties and receptions, fundraisers and family dinners, gift-buying and gift-receiving, and the travails of winter storms, make time to sit down and re-evaluate. This year is drawing to a close - what will next year bring for you?
I extend a personal invitation to all of you to join me for our GrowthCLUB session on December 11. It's a unique session geared towards taking some time to evaluate the state of the union in your business. What is the current financial state of affairs? What will your goals be for next year? By this time next year, what would you like your business to look like? What changes would you like to make to your marketing campaigns and systems? How would you like to build your team toward better collaboration and communication? How would you like to improve your sales and bottom line? Join us for an opportunity to sit down with other business owners and discuss ideas, opportunities, and proven tactics that can change your business for the better.
December is a great season for planning. Not only is it a time of celebration and reflection, but it is also the season for planning and preparing for the future. In January we turn over the calendar to a new year that stretches in front of us full of promise and potential. In all the busy parties and receptions, fundraisers and family dinners, gift-buying and gift-receiving, and the travails of winter storms, make time to sit down and re-evaluate. This year is drawing to a close - what will next year bring for you?
I extend a personal invitation to all of you to join me for our GrowthCLUB session on December 11. It's a unique session geared towards taking some time to evaluate the state of the union in your business. What is the current financial state of affairs? What will your goals be for next year? By this time next year, what would you like your business to look like? What changes would you like to make to your marketing campaigns and systems? How would you like to build your team toward better collaboration and communication? How would you like to improve your sales and bottom line? Join us for an opportunity to sit down with other business owners and discuss ideas, opportunities, and proven tactics that can change your business for the better.
"If I have an idea and give the idea away it is not gone, but I still have it! This experience does not conform to the arithmetic of things.
Let us examine this experience from the point of view of exchange. If I have an apple and you have an apple and we exchange apples -- then you have an apple and I have an apple. But if I have the idea that the apple is red and you have the idea that the apple is small and we exchange ideas, then you have two ideas and I have two ideas. It is quite obvious, therefore, that the laws governing thoughts or ideas are different from the laws governing things. If I have an idea and give it away, I still have it to give again, and if I give the idea away again and again, I still have the idea left."
Let us examine this experience from the point of view of exchange. If I have an apple and you have an apple and we exchange apples -- then you have an apple and I have an apple. But if I have the idea that the apple is red and you have the idea that the apple is small and we exchange ideas, then you have two ideas and I have two ideas. It is quite obvious, therefore, that the laws governing thoughts or ideas are different from the laws governing things. If I have an idea and give it away, I still have it to give again, and if I give the idea away again and again, I still have the idea left."
--Nicolas T., 19 May 2011
Friday, November 9, 2012
Down Time
As we all know, maintaining balance is key to feeling good and operating at a level of productivity necessary to achieve desired outcomes in all areas of life. While it may not be easy, it is imperative that we recognize, accept and act on some principles that may seem counterintuitive or simply difficult to embrace.
First of all, we must recognize that we cannot maintain optimum productivity in one area 100% of the time. For example, we cannot consistently offer the same level of mental investment into an operating budget for 24 hours straight. Our minds and bodies are simply not given to that kind of intensity for an extended time period. We must take breaks, change our activities, and give different areas of our being the opportunity to exercise. For some people, 20 minutes at a keyboard and 20 min away from the keyboard is a good rule of thumb for avoiding eye strain or carpel tunnel syndrome. Taking a brisk walk before engaging in learning or creative problem-solving can improve our mental capacity and chemically improve our chances of achieving satisfactory ends quickly. The key is to find what works to bridge the gap from where we are to where we are going, and having the courage to embrace it. And know that the answer does not lie in duct-taping ourselves to our desk for 3 days.
Second, we need to recognize that focus is essential. And by that, I do not mean living at the office 365 days a year staring at the same numbers over and over. We need down time. And we must have down time that is as intense and focussed as our work time. It is interesting to note that workers who have little focus at work often tend to have little focus outside of work, as well. They are constantly thinking of work as much as they are constantly thinking about leisure time activities. They are often completely unrested, imbalanced, and tend toward higher stress levels and burnout. When it's time to relax, put your mind, energy and power into something completely and wholly unrelated to anything at work. Focus hard on play and you will find a greater power to focus at work. In whatever activity you are engaged in, focus. Get focus, keep your focus, and don't release your focus until it's time to change that focus. Focus.
Third, recognize that you are the boss. In every situation in which you find yourself, you have choices. You are responsible to ensure that your life is balanced. It is not a decision made by your spouse, your business partner, or your mentor. Choose how you will balance the demands in your life. Choose how you will invest your time. Choose your thoughts as carefully as you choose your activities. Ensure that when it's time to rest from one labour, the other areas of your being are awakened and given their opportunity to exercise. Choose to discipline yourself, balance your energies, and focus. Make good choices day after day, and feel good about those choices as you begin to embrace a successful lifestyle. You are your own boss - no matter what.
First of all, we must recognize that we cannot maintain optimum productivity in one area 100% of the time. For example, we cannot consistently offer the same level of mental investment into an operating budget for 24 hours straight. Our minds and bodies are simply not given to that kind of intensity for an extended time period. We must take breaks, change our activities, and give different areas of our being the opportunity to exercise. For some people, 20 minutes at a keyboard and 20 min away from the keyboard is a good rule of thumb for avoiding eye strain or carpel tunnel syndrome. Taking a brisk walk before engaging in learning or creative problem-solving can improve our mental capacity and chemically improve our chances of achieving satisfactory ends quickly. The key is to find what works to bridge the gap from where we are to where we are going, and having the courage to embrace it. And know that the answer does not lie in duct-taping ourselves to our desk for 3 days.
Second, we need to recognize that focus is essential. And by that, I do not mean living at the office 365 days a year staring at the same numbers over and over. We need down time. And we must have down time that is as intense and focussed as our work time. It is interesting to note that workers who have little focus at work often tend to have little focus outside of work, as well. They are constantly thinking of work as much as they are constantly thinking about leisure time activities. They are often completely unrested, imbalanced, and tend toward higher stress levels and burnout. When it's time to relax, put your mind, energy and power into something completely and wholly unrelated to anything at work. Focus hard on play and you will find a greater power to focus at work. In whatever activity you are engaged in, focus. Get focus, keep your focus, and don't release your focus until it's time to change that focus. Focus.
Third, recognize that you are the boss. In every situation in which you find yourself, you have choices. You are responsible to ensure that your life is balanced. It is not a decision made by your spouse, your business partner, or your mentor. Choose how you will balance the demands in your life. Choose how you will invest your time. Choose your thoughts as carefully as you choose your activities. Ensure that when it's time to rest from one labour, the other areas of your being are awakened and given their opportunity to exercise. Choose to discipline yourself, balance your energies, and focus. Make good choices day after day, and feel good about those choices as you begin to embrace a successful lifestyle. You are your own boss - no matter what.
Tuesday, April 10, 2012
I Am ...
At ActionCOACH, we believe in creating, verbalizing and reinforcing "I Am ..." statements that reflect who we are. Just check out the banner at ActionCOACH Lethbridge, or the 14 Points of Culture.
I believe that "I am a business coach who is focused on results." As I verbally affirm that fact, it becomes just a little more true.
Have you created "I Am ..." statements yet? The rest of your life can and will be determined by who you are today. Have you defined in specific terms who that person is?
One of the great things about who I am (an ActionCOACH Business Coach) is that I am part of a worldwide team collaborating to bring to fruition the vision of ActionCOACH - World Abundance through Business Re-education.
I am an ActionCOACH, and my success is your success.
N2A27QKB48TK
I believe that "I am a business coach who is focused on results." As I verbally affirm that fact, it becomes just a little more true.
Have you created "I Am ..." statements yet? The rest of your life can and will be determined by who you are today. Have you defined in specific terms who that person is?
One of the great things about who I am (an ActionCOACH Business Coach) is that I am part of a worldwide team collaborating to bring to fruition the vision of ActionCOACH - World Abundance through Business Re-education.
I am an ActionCOACH, and my success is your success.
N2A27QKB48TK
Monday, October 18, 2010
Key Performance Indicators (KPIs)
A Key Performance Indicator (KPI) is exactly what it sounds like - a number that indicates the performance of an individual or an organization in a key task.
For an excellent look at KPIs in the real world, let's turn to the sports industry. How many times on television have you seen the photo of a professional player with a list of numbers next to them? Every minute detail of that player's performance is carefully tabulated, averaged, compared, and grossed into the team's overall performance; this performance is then carefully tabulated, averaged, compared and modified as the season goes on to determine playoff standing, probability of yearend final standing and the possibility of making history. Every one of those individual stats contributes to a larger number that translates into predictions, player swaps, and the future of teams as a whole.
Coaching is not just for sports - and neither are stats. Every player in a business is part of a team that is shooting for common goals, and their KPIs (personal stats) will translate into team stats; these, in turn, will help indicate how well a business is meeting its objectives.
If someone on your team is having a difficult time developing personal KPIs, have a sit-down with them. Talk about the top five things they do each day and the top five things they do that generate the most revenue for the business. A business runs on time and money, so developing KPIs based on these fundamental resources makes it easy to see the affect of individual's tasks on the business as a whole. Take three of those tasks and make them measurable. A salesman could develop a KPI based on number or dollar value of sales. A process worker could develop a KPI based on how long it takes them to accomplish their task. Once these tasks are identified and scaled, you have a list of trackable, measurable KPIs. (on a sidenote - this is important! Everyone is responsible for certain tasks, and therefore certain KPIs. No KPIs appear where there is no specific performing player! ie: every KPI should have a name attached to it.).
Develop KPIs this week - get a clear idea of how well you are performing. Start keeping stats, and stay tuned for the best ways to use your KPIs to get measurable/quantifiable results ...
For an excellent look at KPIs in the real world, let's turn to the sports industry. How many times on television have you seen the photo of a professional player with a list of numbers next to them? Every minute detail of that player's performance is carefully tabulated, averaged, compared, and grossed into the team's overall performance; this performance is then carefully tabulated, averaged, compared and modified as the season goes on to determine playoff standing, probability of yearend final standing and the possibility of making history. Every one of those individual stats contributes to a larger number that translates into predictions, player swaps, and the future of teams as a whole.
Coaching is not just for sports - and neither are stats. Every player in a business is part of a team that is shooting for common goals, and their KPIs (personal stats) will translate into team stats; these, in turn, will help indicate how well a business is meeting its objectives.
If someone on your team is having a difficult time developing personal KPIs, have a sit-down with them. Talk about the top five things they do each day and the top five things they do that generate the most revenue for the business. A business runs on time and money, so developing KPIs based on these fundamental resources makes it easy to see the affect of individual's tasks on the business as a whole. Take three of those tasks and make them measurable. A salesman could develop a KPI based on number or dollar value of sales. A process worker could develop a KPI based on how long it takes them to accomplish their task. Once these tasks are identified and scaled, you have a list of trackable, measurable KPIs. (on a sidenote - this is important! Everyone is responsible for certain tasks, and therefore certain KPIs. No KPIs appear where there is no specific performing player! ie: every KPI should have a name attached to it.).
Develop KPIs this week - get a clear idea of how well you are performing. Start keeping stats, and stay tuned for the best ways to use your KPIs to get measurable/quantifiable results ...
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