Beginning with the End in Mind

Today is the last day of 2010. By now you have looked forward and looked backward for the purpose of making significant decisions either professionally or personally.

I bet that on your list of goals some of these Top Ten Resolutions appear:

• Spend More Time with Friends and Family
• Lose Weight (or Get Fit)
• Enjoy Life More
• Quit Smoking (or quit some other substance abuse/overuse)
• Get Out of Debt
• Learn Something New
• Help Others
• Get Organized
• Do Something You Love to Do 

It's like we have all been attending the same school and listening to the same professors. Our collective mantra somehow says, "Yesterday was good; Tomorrow will be better yet!"

And all the people said, "Amen!"

**********

My career path has had me interact with the elderly. What I learn from those who have gone before me is like looking at a dirty GPS screen: I know the future is coming but it is not all that clear to me yet.

For example, I have heard many times how wonderful it is to be a grandparent. This year I get to find out for the first time for myself. It will not be someone else's story; I will own it. The GPS screen will get a little clearer.

We are all heading somewhere. As years fade away the playing field will level out dramatically regardless of money in the bank, letters behind the name, titles before the name, achievements and awards, and the number of pages in our experience journal.

Here are some of the things that I have gleaned from listening to those who have gone before . . . lessons that will be left standing when other things fade away in importance:

• Loving and caring relationships will always be important
• Contentment is great gain
• "Do as you would be done by" is still a curriculum to master
• Showing gratitude opens doors
• "No matter how much things change, some things never change." Happy are the people who know what things never change and respect them
• Pity is reserved for those who let faith die 
• The right word at the right time by the right person can accomplish so much
• Accumulated money rots without generosity of heart

Steven Covey, author of The Seven Habits of Highly Effective People, talks about the importance to "begin with the end in mind." "To begin with the end in mind is to start with a clear understanding of your destination. It means to know where you are going so that you better understand where you are now and so that the steps you take are always in the right direction. It's incredibly easy to get caught up in an activity trap, in the busy-ness of life, to work harder and harder at climbing the ladder of success only to discover it's leaning against the wrong wall."

*******

We are all heading into the future ready or not! 

Here is a prediction for 2011: The goals on your list that most closely align with your true values will be accomplished.

Happy New Year!

Benton Clyde Clark

The innate desire to be somehow noteworthy, memorable or at least noticed has motivated people to do . . . well, noteworthy, memorable or noticeable things.

Consider what it must be like to be one of ten children. How do you get noticed when so many are living under the same roof? My neighbor has multiple children who I cannot name. They range in ages from toddler to college grad. Large families cause me to imagine all kinds of things. When my mother got upset she would run down the list of her kids' names — first and middle names — until she got to the one she was after. Me. So it sounded something like this: Jeffrey Laurence Paul Frederick Alan Jack. What must that be like in a family with ten children?

I can only imagine.

Benton, however, did not have to imagine what it would be like. He had nine siblings. Growing up on the Mississippi farm meant they all had plenty to do. I suppose if a chore did not get done on the farm, it was not long before someone noticed. Stuff piles up pretty quickly on a farm.

All the chores could not keep Benton from eventually wondering if there was something more for him than farm life. It was an inner calling to do something noteworthy. At the tender adult age of 18 he left the farm to go work for his older brother at his jewelry store in Texas. Under his brother's professional care, Benton learned about jewelry and watch repair.

The desire to strike out and pave his own destiny kept Benton looking and listening. Stories of fortunes being made up north in Indian Territory intrigued him. His dreams of money and adventure propelled him to leave his brother's store and hop a train towards Chickasa in the Indian Territory with fifty dollars in his pocket.

Pulling to a stop in Purcell, Benton went to purchase a ticket for the remainder of the trip to Chickasa only to discover that his wallet was gone! Penniless and in a town where he knew no one, Benton was nowhere near noteworthy, memorable or even noticeable. A man of weaker resolve might have begged his way back home with his ego bruised to live a life unnoticed in the shadows of the familiar. The 23 year old son of a Mississippi farmer decided that going back was not an option.

Some might call it fate and others might call it Providence when Benton met up with a familiar face from Texas. A gentleman from down South had opened a racket store (a forerunner to the five and dime store) in Purcell and permitted Benton to set up a corner where he could fix watches. It was an opportunity.

Benton hung up a shingle proudly announcing his service.

The town of Purcell was a regular stop for trains from the North Division and the South Division. Railroads required all company watches to be inspected every fifteen days! Benton the watch repairman became a noteworthy stop for railroad employees and a business that moved out of the five and dime into a store of his own.

Within a few years a watch engraved with his name had the reputation of fine quality sought after by railroad employees.

Benton weathered severe economic times by diversifying what he offered in his store. He sold phonographs, player pianos, the first General Electric refrigerators and even cars. Even though jewelry and watch repair remained his core business, it became known that this father of six was resourceful and determined. It was his good business sense in responding to the needs of his market and his creative solutions that kept his business growing while many others shuttered their doors.

Benton's commitment to customer service, superior quality, resourceful and entrepreneurial spirit engraved his name in the territory we now call Oklahoma. A memorable and noteworthy business. A true American success story. Most people do not know this old family story when they pass by one of three jewelry stores that bear Benton's name in Oklahoma City today. Most shoppers are unaware that the fine store was the idea of a Mississippi farm boy.

Ask anyone on the streets of Oklahoma City about Benton Clyde Clark the jeweler and you might get a puzzled look in return. "You mean B. C. Clark?" followed by a warm smile.

B. C. Clark, the business that is known for it's Christmas jingle. A jingle so familiar and so endearing to Oklahoma that Christmas would not be Christmas without it. A jingle that has been sung every year since 1956.

I bet you'd like to hear it for yourself . . . the jingle that is so noteworthy, so memorable, so noticed that young and old alike sing it with a smile on their faces . . .

The familiar jingle

Made famous on Jay Leno

Danced to

Played by

Sung by

And Sung by

Noteworthy. Memorable. Noticed.

fritzed

Fritzed is the word of choice in my family to describe what it's like when life and responsibilities get overwhelming. This past weekend I have heard it a lot.

Dictionary.com says that "fritz" is of obscure origin — possibly coming from the theater. Drama. That sounds about right. Maybe the stage show on that particular day when the phrase was coined headlined an actor named Fritz. He had too many lines to memorize, too many directives being thrown at him by too many people, too many things going on at home, too many critics scrutinizing his every move, . . . and then it happened. He collapsed on the stage. The audience gasped. The corners of the critics mouths curled up fiendishly.

On the front page of the paper the next day a journalist coined the phrase "fritzed out."

Sounds about right. Well, that's my take on it since the origin of the word is "obscure." (Maybe I will post that in wikipedia. After I get my other things done.)

When work and life get dramatic and you feel like you are fritzing out, what do you do?

I mean apart from letting someone be the recipient of some choice words. Or heading out to your favorite watering hole. How do you un-fritz?

1. Step back. It is part of my daily discipline to step back. This is my perspective time of the day when I warm up my motor, assess the lay of the land, and make sure I'm ready for whatever snowballs are going to be hurled at me. But when the unexpected assault begins, I have to mentally make the choice to "step back" and get perspective before I do something that I will regret.
2. (Re)assess. Here's one image of what it means to reassess: I am standing in the middle of my workroom facing all my tools and jars of nails and bottles of glue. Envisioning what I am trying to build, I gather together the tools I need to make it happen. Do I need to call on the glue of my people skills? Is it time to take out the hammer of persuasion? What would happen if I used the screwdriver? One huge help in assessing is being able to implement an objective ear to help me see things clearly before proceeding.
3. (Re)engage. As much as I would like to retreat to an island in the Bahamas for a looooonnnnngggg time, I do have to engage with the matters at hand. The good news is that having stepped back and reassessed the situation, I can engage from a position of strength and control. 

I don't know if Fritz had the opportunity to step back, reassess and re-engage during an intermission or scene change. But maybe if he had, "fritzed out" might have an entirely different meaning.

Too Busy

Always rushing. Too many things to do and not enough time to do them. Something is always screaming for attention. Not enough time to do those things that are most important. Stressed out. Out of control. What can be done?

Start by knowing that you are not alone. Many small business owners feel like their business has grabbed the reins of their lives and is calling all the shots. No one intends to have this happen. (Imagine someone's business plan stating the intent to have their business take over their life!) The solution, however, must be intentional. You have to make up your mind that something can be done, identify what needs to be done and then do it.

Here's an abbreviated list to help jump start your thought process:

1. Just say "No." If it's unimportant, just say no. If someone else can do it, let them. If it doesn't generate revenue, how important is it? If it's urgent, decide who is in control.

2. Prioritize. Some people mistake time management for priority management. Not everything that demands your time is a priority. That's how many people get caught. Identify your priorities based on your vision, your talents, your values, and your revenue generating strengths. Let everything else fall to the bottom of your list where it can be delegated or deep-sixed.

3. Manage your money. When was the last time you heard yourself say, "I'd do it if I had the money." This often feels like a catch-22. Make up your mind that you are in control of spending, earning, and managing.

4. Focus. How important is getting clarity to you? When you know where you are going and how you intend to get there, the journey is more like hopping on the interstate instead of taking all the dirt roads. Gaining clarity can have immediate positive effects on your business.

5. "To thine own self be true." Look inside the treasure chest of your talents, skills, limitations, and strengths. Chances are there is not a suit made of lycra with a bold S emblazoned on the chest. Give yourself to your strengths and let go of those areas where someone else can be more effective.

An essential key to being more effective and successful starts here.

*****
Making an investment in a coaching process can be the first definitive step in turning things around in your business and life. Take charge and start working "on"your business and life!

Of Leaves and Roots

The dynamics of change is curious. I think most people are content with status quo. Change takes effort and for most people life is pretty much o.k. without change.

This is why there will always be Get Rich Quick and Fix It Fast scams - the promise and allure of a quick fix is so enticing. Real change takes effort. Real change costs you something. Real World 101.

Individuals that can engage in real effective change rise to leadership. They are the exception.

*****

An organization began to question why their numbers were dropping. Their product was good but fewer were buying. To grow they knew they had to increase their revenue. The decision was made to formulate a survey and see if they could learn what they were missing.

The survey results seemed to identify some key areas requiring attention; things like packaging and value to the end-user and availability. Surveys can mislead and so can the interpretation of the data collected. The axiom about listening (we have two ears and one mouth) never goes away. Even after we get the survey results.

The key players met to discuss the findings and what should be done about them. Without engaging their clients and potential clients in further discussion (one mouth, one ear with a weak battery in the hearing aid), they began to make decisions.

• Decisions about packaging. Change the font. Instead of square, let's do rectangle. Can't the container be clear? If we package it this way it will look like the customer is getting more. (If we can't change the real value, then we can change the perceived value.)
• Decisions about value. They chose to define value in monetary terms (cost per unit) instead of in terms of benefit to the customer. 
• Decisions about availability. We will put our product in these new venues.

None of the decisions they made were necessarily wrong. All of the decisions increased work load. None of the decisions increased revenue that validated the changes. In other words, they could have done nothing at all and their bottom line would remain basically the same.

It appeared that they were trying to change their harvest by playing with the leaves and ignoring the roots. Leaves are easier to access. You can trim them, rake them into a pile and jump in them, sit back and admire them. But roots are beneath the surface and not so easy to see. They are not as easy to change.

Turns out the company's product itself just did not taste as good as their competition. Changing packaging, pricing or availability did not address the real problem.

*****
Change - effective change - is the arena of Leaders. For effective change to occur Leaders focus their concern on the roots. That's where the real action is.

• Active listening (like radars that never turn off) helps the Leader to hear "through" the answers to its questions.
• Vision casting helps the Leader to take his people from where they are at to where they need to be.
• Priority management helps the Leader stay out of the galley and in the cockpit.
• Reality checks help a Leader to stay fresh and relevant.
• Smart goals and accountability help a Leader to keep moving forward.
• Identifying the root issues and addressing them decisively causes beneficial change.

*****
Put the rake away. Pick up the shovel.

Compelled

A powerful or irresistible effect; influence.

Now there's something I'd like to have in my back pocket. A compelling message-product-service that would cause people to line up and drop money into my checking account!

*****

I remember a story from my Sunday School days of a man who walked through a field and discovered a treasure. Until he found the treasure the plot of land was just some undeveloped real estate - a field of dirt, rocks, worthless trees and bugs.

When I lived in Spain I used to drive away from the city and park my car and go walking out in the Castillian landscape filled with rocks, dirt, scrub trees . . . and sheep droppings. Worthless for most people but for me that barren landscape held value because that's where I could go to retreat from the noise of the "to-dos" and take time to focus. I did a lot of conversating out there with my own thoughts and the Maker of barren fields. But I never hopped back in my car to return home without having made some kind of decision. It might have been a decision about someone I had to talk to, something I had to purchase, a move I had to make, or a course of action that had to be implemented.

Fields have value according to the user.

So the guy from the Sunday School story might have been wandering in the field for similar reasons. Why else would you go out kicking around the dirt and rocks? Apparently he already owned enough stuff to make a life and take some time off. I think he was probably basically happy. After his morning cup of tea he announced to his wife, "I'm going for a walk. See you when I get home."

Out walking in the sun, enjoying the horizon, poking around with a stick until he was interrupted by a hidden something. Brushing away the dirt revealed something he did not already have and once he saw it, he realized he was missing something.

That's when he made a decision that altered his future. Returning home he set about selling everything he owned and approached the owner of the field. "I'd like to buy your field."

The old landowner probably had an interesting conversation. All the intricacies and nuances of bartering and negotiation with his mouth saying, "What field?" and his head thinking, "Oh? How come?" Long story short, he sells. "You want that plot of land, it will cost you." The wanderer walks away and the former land owner with a twinkle in his eye relishes in the deal he just sealed.

But it was the wanderer who found the greater value that the field held and the power it had to alter his life.

****

In a recent coaching workshop the question turned to Our Greatest Talents and how those Talents turned into money in the checking account. These astute professionals seized the moment and turned the tables on me. They asked me about My Talent. What was it? What do people say about their coach?

I tried to change the subject and move on. Nuthin' doin'. They insisted that I say something. *sigh*

"When I have the opportunity to sit down with professionals and business owners I do a lot of listening and a little talking. You all know that. But one thing I invariably hear from everyone is 'That's a good question.' And then I can see their gears turning and their thoughts processing. I know a decision is about to be born."

Around the room a chorus of "Yes, that's what you do" affirmed what we all already knew.

Coaching sessions are like a field. Useless for a lot of people who choose not to go there. But for those who make the choice to break away and focus, the treasure the coach brings is the power of the Question. The Question combined with the owner's desire to see good change in their business and life is powerful. The results are empowering decisions that alter the future.

For those who experience it, it is compelling.

****

What is it that makes your product-service-message compelling to your audience?

Look at your calendar: When is your next scheduled breakaway for "treasure hunting"?

7 Good Tips for Developing a Good Vision

Vision is the stuff of leaders. Vision inspires and gives a reason to get up in the morning. Vision is the impetus for change. 

How does a "regular Joe" identify a vision? Here are some good considerations to keep in mind.

1. Get a good grip on what's really going on around you.
While vision makes the incredible reality, vision is not fantasy. Edward Nino Hernandez may conjure up a vision for becoming the world's greatest basketball player . . . but that is pure fantasy. Edward is the world's shortest man. Coca Cola embraces the vision to refresh the world . . . and I was reminded of this as I sat in a Saharan tent hundreds of miles from modern western city life.

2. Take a good look in the mirror.
Understanding yourself - talents and abilities, character strengths and shortcomings, beliefs and values, and all those things that contribute to making you who you are - is key to developing a vision. If you can guarantee that one person is going to take this trip to the future, you can guarantee that it's you. The better you understand yourself, the better you can make #3 a reality.

3. Surround yourself with good people.
Even the Lone Ranger had an inseparable #2. Commanding leadership relies on people to lead. Surround yourself with good people that share your values, embrace integrity, and pursue excellence. They are invaluable in making your vision a reality.

4. Good values are rich soil for growing good vision.
A good vision benefits other people. At the core of any good vision you will find good values. Good values are timeless. They inspire the human spirit to pursue noble character. Good values attract loyalty, sacrifice, and selflessness. A vision which is self serving will not last.

5. Ask good questions.
Good questions do not accept the cliche. They challenge the soul without defeating it. An apt question  will provide insight, clarity and understanding. King Solomon once said, "It is the glory of God to conceal a matter; it is the glory of kings to search a matter out."

6. Feel good about it.
If you cannot embrace your vision and feel good about it, get rid of it.

7. Good vision needs a good chance to be developed.
If you have identified a good vision, start making choices today that are in line with it. If for some reason you should make a choice that deviates from your good vision, push the reset button and get back on track. Every athelete trains to win the prize. Every farmer plants seed and patiently waits for the harvest. Every soldier submits himself to the purpose he has enlisted for enduring each skirmish for the sake of winning the war. Stay true to your vision and choose forward.

Passion ... Fruit

"Nothing great in the world has ever been accomplished without passion." (Christian Hebbel, German poet and dramatist 1813-1863)

I was once told that no one cares what dead European poets said. That might be true. I have never read a Gallup poll on that topic. But I think Mr. Hebbel nailed it on the head and so maybe I was misinformed about dead poets. Passion and greatness are a great Jerry-McGuiresque couple as in "You complete me."

My wife and I went shopping tonight to feed my addiction: bagels. Don't ask. Just trust me. I get ornery if there are no bagels in the house. If there are bagels in the cupboard then all is well. Bagels aren't a passion of mine. They are just one of my addictions.

But we got sidetracked at the store like I did just now writing about passion. On my way to the bagel shelf we stopped to get bananas. Bananas are one of my wife's unpublicized quirks. She buys them all the time and oftentimes will never get around to eating them. Then they turn spotted and then brown and then black. I am not sure what comes after black except maybe a darker shade of black. If I try to throw them away with the promise that I will buy her some more, she will tell me rather assertively, "Don't throw those away! I'm going to eat them!" I have to sneak black bananas out to the garbage can.

So we are standing at the expansive banana table and I hold up a bunch and say, "How about these?"

"Not those; those are gray." They looked yellow to me but I kept my mouth shut.

We compared bananas. Then I asked the guy who was loading up the table with fresh bananas which ones he would buy if it were up to him.

That's when we had a serendipitous meeting with passion.

This young guy's eyes actually sparkled as he talked about bananas. He explained that all bananas are gassed and that is why they are green. If they did not gas them then the bananas would come even darker green - three times darker - and would be hard like a piece of wood. Once in a while they had to send a case of bananas back because they had not been gassed.

"Do you know which bananas are more nutritious and better tasting?" he asked with the tease of someone who had captured a magical nymph in the backyard.

I did not even have a chance to venture that it depended on what country of origin when he answered his own question. "You look at the stem. The longer the stem, the less nutritious and the less flavor the banana has. Look at this short fat stem," he taught us holding up two different bunches for contrast, "This bunch is full of nutrition and flavor. This bunch with the long slender stems will taste bland like tallow. Look at them. It just makes sense."

Tallow? My taste bud memory program kicked in and I mentally compared the tasteless fat from a rendered cow to some bananas that I had eaten. I understood. I wanted to know more. To avoid that bland tallowy experience I just had to by short stumpy stemmed bananas. Teach me, oh great produce guy; I yearn for more!

"Hey, aren't you the guy who was talking to us about cantelopes a couple of weeks ago?"

"Oh, probably."

I am an unashamed 52 and I still ask my wife how she knows if a watermelon is good or not. Thump it. If I ask ladies nearby thumping on watermelons what they are listening for I get a answer that sounds like they are quoting Farmers Almanac. But after an invigorating conversation with this produce guy, I now know exactly how to pick an excellent melon. I suppose I could have learned it with a Google search, but the internet is not nearly as interesting as a passionate produce guy.

With laughter in his eyes and a smile as wide as the produce table he talked about his passion for produce. Produce! I know, right? This is 2010 suburbia. My wife and I walked away to hunt down my bagels and we laughed and talked about the produce guy. It dawned on me that we did not even know his name. We went back to ask. A new agenda item was to mention our experience to the store manager.

Lawton. The passionate produce guy. You will know him if you ever meet him. He does not just know facts and data about produce; he knows produce.

We paged the store manager. As he approached the counter you could see in his eyes the look of someone getting ready for a Chuck Norris Roundhouse Kick from the Irate Customer.

"We just wanted you to know what a great guy you have working for you in the produce department. Lawton."

The manager's eyes lost their edge and the corners of his mouth turned up. "Oh, you met Lawton. We hear that all the time."

**********

A passionate person is blessed with the power of attraction. Passionate people are like magnets. You want to be near them.

A passionate person is blessed with the power to make a difference. Passionate people are like strong acting baker's yeast. They cause positive things to happen in others wherever they happen to be.

A passionate person is blessed with richness of life. Passionate people are like the zest in a key lime pie from Key West. They take the pedestrian and elevate it to a whole new level.

Just imagine what can happen if you add passion to leadership. Wow. Short-stemmed banana leadership.

Swimming Against the Trend to Sell Soon

Twin Cities Small Business Owners Swim Against the Trend to Sell Out Soon 

The Growth Coach Finds Exit Strategies Being Postponed

Anoka County, Minnesota – As the economy remains uncertain, baby-boomer small business owners ages 46 to 64 in Anoka and Hennepin Counties are delaying the process of selling their business, despite national statistics showing otherwise. 

A recent study by PriceWaterhouseCoopers reported that one out of two small to large businesses will change hands between 2006 and 2016. However, according to a survey conducted by The Growth Coach franchise system in which Alan Furst, local owner of The Growth Coach participated in, the recession has caused many small business owners in the Twin City metro area, claiming sales revenue under $5 million and less than 100 employees, to push back their selling plans and delay retirement.  This is due to the negative impact degraded business performance will have on the near-term selling price of their business.

Based on survey responses, less than 10 percent of baby boomer small business owners in the metro area are planning to sell their business in the next five years. That indicates the vast majority of small business owners are planning to delay an exit strategy until beyond 2015. 

“We coach dozens of baby boomer small business owners annually in the area, which helps us analyze various small business trends in the market,” said Furst, owner of The Growth Coach of Ham Lake. “This latest Business Barometer survey indicates that despite what national statistics report, the uncertain economy is forcing small business owners to re-think and delay a potential business sale until bottom-line results improve and are sustained for several years.” 

The Growth Coach survey also indicated that of those baby boomer small business owners in the Minneapolis-St. Paul area thinking about selling their business:

• 25 percent of their business coaches report that the primary reason for wanting to sell their business is to cash out and collect the equity.
• 23 percent simply desire to retire.
• 28 percent agree that small business owners are setting aside at least two years to properly prepare their business for the selling process. 
• 28 percent are looking to sell to third-party buyers that are not competitors
• 14 percent are looking to sell to family members.

The baby boomer generation has been one of the most entrepreneurial generations in U.S. history. During the last 30 years, more than five million businesses with annual revenues ranging from $1 million to $75 million were founded. The majority of these business owners are now 50-years-old or older.  

The Growth Coach specializes in providing affordable group coaching workshops to business owners and executives utilizing its proprietary Strategic Mindset^® process.  In addition, they provide face-to-face coaching, Coaching Club (tele-coaching), as well as coach entire sales teams and management teams to be more effective with a strategic-focusing process.  All initial coaching services come with a 100 percent money-back guarantee. The coaching process helps clients gain clarity about where they want to go, develop continuous action plans to get there, and receive on-going accountability to stay on track. 

Bob

Once upon a time . . .

Bob worked in the corporate world until Pink Slip Day interrupted his routine. He packed up the contents of his desk into a little cardboard box and was escorted by a friendly security officer to the front door. 

Standing on the sidewalk with his little Cardboard Box he wondered what he would do. He grabbed hold of his Bootstraps and marched himself back home where he dropped his Cardboard Box on the kitchen table next to the Honey Do List.

"Well, I might as well get started on this list while I figure out what's next." He fixed the squeak in the front door. He fixed the squeak in the bathroom door. He fixed the squeak in the bedroom door. 

At the end of the day he was smiling and said, "What a good day. I like fixing squeaks." His neighbor heard him through the open window and called out. "Hey, Bob! My door squeaks. Can you help?"

"Sure!" he called back. "I like fixing squeaks."

Word spread and the next thing Bob knew his phone was ringing. People wanted their doors fixed all over town. 

He printed up business cards. "If you know someone with a squeaky door, tell them Bob can help."

He had a sign painted on his car. "Squeak No More Doors, LLC. Call today for a FREE estimate."

He had his daughter make a website. "SqueakNoMore.com" 

He asked his wife to help with bookkeeping. 

Life was good again. 

"I like being my own boss. I like fixing squeaks."

Until the Rainy Day came. 

Bob bent over to pull on his Bootstraps like he had for the past few years. Only he couldn't get back up. "I'm stuck."

Bob wondered how he could conduct business if he was stuck. Who would take care of the squeaks in his Business? If squeaks are ignored, they just squeak louder and louder. He was the Master Squeak Fixer. But lately there were more and more squeaks and less time to focus on them.

He grew tired of trying to pull on his Bootstraps. "If I could just let go of my Bootstraps. But how?" 

Friends and neighbors thought Bob looked Kind of Funny fixing the squeaks in their doors while bending over trying to pull on his Bootstraps. People noticed that it was not as much fun doing business with Bob. His daughter said, "Whatever." His wife said, "We need more." His customers called in more often demanding to speak with Bob because their doors were still squeaking. 

Bob did not like the Phone.

Bob got a headache. "This isn't what I thought it would be. I wanted more freedom but I work more than ever. I wanted to earn more money but my sales are suffering. I wanted to have fun doing what I enjoy but fixing squeaks isn't fun any more."

Then he realized that he did not own his Business. His Business owned him. And it wasn't letting go. 

*******

Many talented individuals have caught the entrepreneurial bug and bought, inherited or started a business related to their technical skills. That very expertise, unfortunately, has a strong tendency to suck you into the nooks and crannies of the business.  The technical day-to-day guts of the business are addictive and tough to escape. Sadly, a technician’s mindset and mode of operation are insufficient for running a business. These technical assets can be real liabilities and traps for an owner.  

Business ownership is all about strategic leadership, not technical doer-ship. It is all too easy to mistake a technician’s orientation for that of an entrepreneur’s.  

• They mistake busy-being-busy activity for accomplishment.  
• They confuse hard work for intelligent work.  
• They have a technician’s addiction to detail work.  
• They work and think like employees instead of owners.  
• They do the wrong type of work.  
• They fail to grasp that running a business is strategic, entrepreneurial, visionary, and requires strong leadership. 

******

For business to change, the first thing that has to change is how you think about owning a business.

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Objectivity and Earbuds

The car window was down and I was enjoying four things at once: sunshine, a gentle summer breeze, a cup of joe and the daily news. In the middle of an article about new efforts to solve a 25 year old crime the voice of someone shouting interrupted my solitude.

"What's that?" I wondered and folded down the paper to see where the shouting originated. To the left was an oil change guy waving a placard at passersby. To the right was an empty parking lot, the oil change place with some cars waiting, and, of course, the Golden Arches where I had purchased my McCafe. The voice sounded far away but I did not see anything noteworthy.

Back to my article.

The shouting started up again and I tried to ignore it.

The voice sounded more urgent. Something's going on right outside my car window somewhere. It was not a conversation - there was only one voice. Someone was yelling to get attention. I re-examined what was in front of me.

To the left was Mr. Placard Waving Guy dancing to himself with his iPod and bouncing the $10 special for all to see. Pan over to the right and the Oil Change Place had about 6 cars lined up for service. Advertising works if you can find the right way to advertise. I momentarily wondered if I could get some guy to stand on the street and wave a placard at passersby, "The Growth Coach offers FREE Consult!" Nah, probably not.

Standing on the edge of an overgrown field of weeds stood another Oil Change Guy. He was yelling.

Ohhhhh. Now it makes sense. He was yelling to Mr. Placard Waving Guy with the earbuds. He was needed back at the shop to help handle the increase in customers. Got it. But Mr. Placard Waving Guy could not hear because he was too busy dancing in his own little world while doing his job of advertising.

Time to go. I folded up my paper, drank the last bit of coffee, started my car and backed up. Very slowly I drove up to Mr. Placard Waving Guy and stopped. "Hey, they're trying to get your attention!" He leaned down, took the earbuds out and said, "What?"

"They're calling for you!"

Turning to look, he heard the shop calling. "Oh."

*******
Not too long ago I was listening to a business owner tell me about his current situation. It became clear as he talked that he was like Mr. Placard Waving Guy. He was so engrossed in doing what he thought he should be doing that he completely could not hear a screaming need in another area of his business.

My trusty pen sketched on the paper in front of him what I was hearing. "It seems to me like you've got a situation over here that needs your attention."

"Oh," he said, "You're right. I better take care of that."

*******
The benefit of objectivity can help a business owner see the bigger picture and address the most important issues. Cut through the clutter and get out of the same old ineffective routines! Start by taking out the earbuds piping in the mental music you are accustomed to and listen to what's really going on in your business.

By the way, the Growth Coach offers a free consult to objectively listen and help you assess what is trying to get your attention.

The Lost Art of Listening

In a scene from M. Night Shyamalan's movie "Signs," young Morgan played by Rory Culkin takes a baby monitor and stands on top of the family car with his arm stretched high in the sky. From the monitor's little speaker come the sounds of clicks and static. Twisting his hand just a little and the static fades and the clicks become clearer.

Here is a transcript of the conversation that takes place:

  It's just static, Morgan, all right.

  Turn it up. 

  See. It's a code.
  Can I see that, please?

  It's noise. 

  It's broken, Morgan. 

  It's just gonna keep doing this. 

  Maybe some new batteries... 

  We might lose the signal. 

  This is exactly what the nerds want. 

  I'm getting out now. 

  Nobody move. 

  Voices. Did you hear that? 

  Not English, though. 

  You heard the voices, right, Uncle Merrill? 

  I heard them, Morgan. Probably picking up another baby monitor. 

  That's right. 

  Let me see it. 

  Stop! See, this is why we're not watching TV. People get obsessed. 

  I'm letting go now. 

  No, Dad! Don't do it! You'll lose the signal. 

  Don't let go. It gets clearer the higher you hold it. 

  I got it. 

  Bo, honey, I don't want you climbing on the car. 

  Come here. 

  Stop! There's two of them talking.

*******
It takes effort to listen. It takes even more effort to understand.

The Growth Coach promotes the READ model when interacting with people in a sales process. The acronym identifies the first part of the sales process as Relate and Establish the Need. In other words, it's about listening. Asking the right questions in the right way and listening to the answers. Simple.

Why is it so hard? That's one question for the philosophers and therapists to answer.

Michael Maslansky, in his book "The Language of Trust: Selling Ideas in a World of Skeptics," offers 3 Rules of Engagement that guide a person to improve listening / understanding:

Rule #1: Understand Their Truth
Make sure you have a clear picture of your audience. Make the effort to think from their perspective. Accept their worldview and then use your understanding to engage in a dialogue.

Rule #2: Find Common Ground
"You must get people to listen to what you're saying before you can have a dialogue. Otherwise, you'll have two monologues," Maslansky says astutely. Raise your hand if you have been to a networking event that illustrates his point. Before we can move to messages that persuade, sell or change attitudes we must seek common ground.

Rule #3: Ask and You Shall Receive

It used to be true to say, "The more you tell, the more you sell." The new rule appears to be, "The more you ask, the more you engage." The questions to ask to engage in a dialogue are:

• The questions you don't know the answers to 
• The questions that allow you to hear what the individual wants (as opposed to what he will buy) 
• The questions that permit the individual to set the agenda 
• The questions that are open-ended 

******
Someone once said, "A stranger is just a friend I haven't met yet." Engaging people as "friends you haven't met yet" starts to build those essential long-term relationships that we want for attaining new levels of success.

Alan Furst
The Growth Coach
A.Furst@theGrowthCoach.com

Four Questions You Must Answer

Author Brian Tracy in his book The Psychology of Selling says, "Businesspeople ask themselves four questions that you must answer clearly and distinctly to gain the sale. The questions are:

• How much do I pay?
• How much do I get back?
• How soon do I get results?
• How sure can I be that I will get the results you promise?"

Price-conscious customers zero in on the cost quickly. While this is a question that has to be addressed, it is imperative that you lead the conversation to identify the prospective client's needs. In a service-based business climate this upperhand can be easily gained simply by saying something like this, "We have a variety of scenarios that can meet your budget concerns, but before we talk price, why don't you tell me what it is you are looking for?" This engages the prospective client to describe to you her wants, needs and desires.

A common tendency of zealous business owners is to put out a laundry list of goods or services they sell. Much more important to the consumer are the benefits of what you are selling. This is the core of question number 2. The customer is evaluating if the exchange of money for your product/service is in his favor. Does he come out ahead? It's a question of ROI. I'd like to suggest that you consider the ROI from the customer's point of view, not yours. You may think sliced bread is the best thing ever: it saves time at breakfast, it makes sandwich making a more pleasurable experience, and jelly spreads so much more easily. But your customer wants to make a bread bowl salad and sliced bread doesn't cut it.

Question #3 points out the urgency of the need and/or the lasting impact of the benefits you offer. How you sell financial services to a young person is not the same as how you approach someone about to retire. Identify a prospective client's sense of urgency and tailor your solution honestly highlighting the benefits of what you offer.

Consumer advocacy groups, buyer beware alerts, and customer burn notices have taught us to be cautious when making purchases. It all comes down to the risk the prospective client is taking when purchasing what you offer. Your objective is to build trust, reduce risk and provide reassurance.

Take the time to carefully consider these four essential questions every buyer asks in one way or another. Address them clearly (value, cost, time, risk) in a way that aligns their needs/wants with your solutions. Result: increased sales.

The Trial Close

Making sales is a process. Depending on what it is you are selling, the process may have different points of emphasis. But the sales process always has a path it follows. I engage business owners in discussion about these essential aspects of the sales process to help keep them on track to grow their businesses.

When a business owner stays true to the process, increased sales are guaranteed.

The Trial Close is a very important diagnostic tool that can help you determine where a prospective client stands. Due to the nature of the Trial Close, it can be used at almost any point in the sales process. It will guage the level of interest and commitment, identify issues that need to be addressed or concerns that a person may have, provide needed information, or it can produce an agreement that moves to the final step - closing the deal.

A key distinction between the Trial Close and the actual Close is the distinction between asking for a prospective client's opinion and asking for their decision.

Some examples of questions used in a Trial Close include . . .

• Is this what you had in mind?
• Based on what we have discussed so far, does it make sense for us to move to the next step?
• Considering the different options we have discussed so far, which one best satisfies your needs?
• We have identified what you are looking for, I have showed you how our company can meet that need; is there something more you need to know before moving forward?
• What is most important to you about our service?
• Tell me what you think about our guarantee.

Garnering a prospective client's opinions helps you to address the right issues and put forth a solution that genuinely meets their needs.

The purpose of the Trial Close is to help you determine when to close the deal. We all like those times when the signals are so strong that we go right to making the sale. But if you are not utilizing the Trial Close you may be alienating a prospective client and never close the deal. Alternatively you may close too late and risk "boring your prospect to tears" and overstay your welcome.

Are you wanting to close more deals? Using the Trial Close will help you to identify your prospective client's wants, needs and desires so that you can offer tailored solutions.

Splitting Hairs

Every business I have ever owned (four to date) has always been service oriented. In my first business I provided creative services, in the second I provided homecare services, in the third (current) a marketing enhancement service and in the fourth (also current) business coaching services.

With the exception of the first business I found myself considering the question of how to refer to the people or entities that used the services I provided. I know, I know; it sounds like I had too much time on my hands to give it serious thought. The question was particularly poignant when I owned the homecare agency. The elderly people that we provided services for were too valuable in my mind to be reduced to common terminology like "customer," "consumer," or "client." Professionally we referred to these wonderful people as clients. But in my heart they were always much more.

Maybe that's because I am passionate about what I do. I'm not a "job" owner. I am a business owner and my businesses reflect who I am and what I am about in life.

I digress. Back to splitting hairs ...

The dictionary makes a subtle difference between the words customer, consumer and client. In some ways they all blur together. But it seems to me that a customer is transaction based. A person may go through the check out but never consume a product because she is just a "customer." The consumer is pretty obviously a user through and through. A consumer may or may not be the one who is actually paying for services; hence not a literal customer. Then the client is that individual or entity that uses the advice or services of a professional. There is the sense of ongoing reliance on a service.

It's all up for debate and the differences certainly are not a hill to die on as one of my colleagues would say.

The important underlying point goes to your understanding of who is purchasing what you offer. How you perceive them affects how you approach them . . . and ultimately how the money goes from their wallet into yours.

If you are in a service-based business then it is imperative to evaluate carefully the importance of relationship and how it strengthens your business objectives.

If your business is based on a deliverable product, then the transaction becomes the pinnacle of the relationship. You are obliged to make the transaction process a positive experience.

No matter which way your business bends, when was the last time you gave it serious thought and intentionality? When was the last time you really cared?

The Power of a Story

I like a good story. And I really enjoy a good storyteller.

If an author is a good storyteller, I will not put down his book until I finish it.

If the screen writer weaves a good tale, I will be living the parts portrayed by the actors.

If a speaker has some good yarns up his sleeve, he's got me wanting more when he's done.

Just a few weeks ago I was packing up my trade show booth after a Business Expo. My feet were tired from standing for hours and I was hungry. I wanted to get home, sit in front of the television and decompress.

I was putting my brochures into a box when an elderly gentleman walked up to me balancing a plate of food and brochures. "Young man, would you mind if I sat in one of your chairs?" he asked nodding with his head toward the chairs behind my table.

"No problem. I'd be glad to help." I reached and unstacked a chair thinking to myself that home just got a few more minutes away. I should not complain about the opportunity to show kindness -- it's a lost grace -- so I sucked it up, smiled, and set a chair down for my guest.

"Thank you." he said and parked himself down with a genuine smile.

"So, what brings you to the expo?" It did surprise me that this octogenarian would be roaming among the booths of businesses who were targeting young, vibrant, growing businesses.

He glanced up at my table and said, "The Growth Coach. What's that all about?"

"I work with small business owners helping them to stay focused and achieve success and balance in life." It rolled off my tongue like Homer Simpson falling down a mountainside. "But you look like you've got quite a story to tell. I'd like to hear it." I pulled up a chair prepared to listen. It felt good to get off my feet.

For the next 45 minutes I sat in the presence of greatness. This gentleman had started his own business "in the garage" and built it to multi-millions. He told how he had sold it to an international company. He spoke of his inventions. He told me how he was one of the first ever to employ commission-only salespeople. He wove into his biography the names of successful business people, some of who I also knew from previous business ventures. He told me about his family.

I had to know more and so I asked, "What do you do now?"

His eyebrows lifted up high and his steel gray eyes penetrated mine as if to determine if I really truly wanted to know. I did. With a passion coming from deep within he told me how excited he gets when he is surrounded by young people who want to do business. He meets with students in college and forms think tanks. They brainstorm ideas and business plans and then in some cases he funds them. "I want to give back and this is how I do it."

By this time all the other vendors had packed up and left. The hotel staff was taking down curtains and railings, stacking up chairs and vacuuming. I hadn't noticed till now and said, "It looks like they want us out of here."

"I guess so. No one has time to listen any more. But you did. I never got the chance to learn about the Growth Coach."

"The pleasure was truly mine. Thank you for telling me your story. Maybe we will meet again." He reached out his hand and shook mine. There was a moment there that I felt like I was touching a generation of business greatness. I did not want to lose it. I wished my heart could snap a picture of this conversation.

Turns out, I did get a photo of a different kind.

Annette Simmons is the author of The Story Factor. She believes that telling a story is the best way to persuade and motivate people. One of her contentions is that we are so bombarded with data and statistics that we no longer trust them. "People want to believe what a leader has to say, to have faith. It is faith that moves mountains, not facts." Simmons defends that it is the well told story that connects in such a way so as to inspire and influence.

What is your story?

FOCUS x 6

It is all too easy for people to lose track of what is most important to their business. The tyranny of the urgent -- email, voicemail, cell phones, PDAs, . . . and the stack of papers!, etc. – keeps a strategic individual from being focused on the crucial concerns. Consider these six areas where focus is essential to success . . .


FOCUS on Customer Satisfaction
Your company’s primary focus should be squarely on exceeding the expectations of your customers. One business owner said, “I want my sales team to fall in love with our customers, their needs and wants. That’s the best way to switch their thinking from selling our products to being the solution-finders for our customers.” The real value of your business is tied directly to the future, predictable cash flow from your highly satisfied and loyal customers. Without customers, you do not have a business.
Value your customers, serve them well, and sniff out any customer problems or complaints. Keep your customers delighted and coming back for more! Create an environment in which the customer is your enterprise’s primary focus.

FOCUS on Getting Results
Activity is not necessarily accomplishment. Establish the company culture where:

• Thinking and planning are admired
• Actual results are valued more than busyness
• Effectiveness (doing the right things) is rewarded more than efficiency (doing things right)
• Intelligent, meaningful action is prized over procrastination (paralysis-by-analysis) and excuses.

FOCUS on Continual Improvement
If your company is not improving, it is declining. If you aren’t getting better, your competitors may well be.

You can easily stifle continuous improvement by creating a culture where the fear of failure and making mistakes keeps employees afraid to try or offer ideas. Do not let your employees fear failure or making mistakes. Just eliminate repeated mistakes. Failure is not fatal, but failing to change might be.
“If your company is not failing occasionally, either your goals are too low or your rate of innovation is too slow.”
Insist that your employees continually improve what they do and how they do it. Focus on thinking about how to improve their roles, responsibilities, and contribution. Improve systems and processes.
Try new things. If something works better, keep it. If it doesn’t, lose it. Admit mistakes and let go of failed ideas fast. Keep your ego in check. In my creative agency during the 90s I used to say that 95% of my ideas ended up in the trash can. But the 5% that survived made us a great value to our customers.

FOCUS on Profits
Focus on both top line and bottom line growth. Focusing only on revenue growth is often ego-driven. Cash flow and profits are your lifeblood. Keep your gross margins strong.
Avoid over-emphasizing the slashing of costs. Stay on the offensive, not the defensive. Revenue growth is nearly endless while cost cutting is limited – you can only cut so much before you do real damage. Some costs are really strategic investments in the future of your business (new equipment, advertising, training & development, etc.)

FOCUS on the Long-Term
Business is a marathon, not a sprint. Do what is right, always. Maintain the highest integrity and ethics. Your reputation is everything. Business is about sustaining lifelong relationships with customers, employees, investors, suppliers, advisers, etc. Repeat business is absolutely critical to the very life force of your company. Do not take shortcuts.
Calculate the Lifetime Value of your customers. For example, if a typical customer buys from you several times a year, yielding you a total annual profit of $1,000, and you generally retain such a customer for 5 years, the Lifetime Value for a typical customer is $5,000. Stated another way, every time you attract a new customer and serve them well, odds are that customer will be worth $5,000 to your business over time.
Once you know this number, it validates spending money to attract new customers and helps you to determine how much should be spent in the process. Invest a little to make a lot! That’s leverage.

FOCUS on Having Fun
Make business fun. Celebrate worthwhile progress toward your goals. Celebrate your company’s successes often and reward your employees for superior performance. Come up with excuses to praise your team and recognize success. Share the joy. Make coming to work a meaningful and fulfilling event.
Never forget that good employees want to learn and grow, be challenged and rewarded, and fulfill their cravings to be social beings. Make your culture an enjoyable place to work.

Check out upcoming Strategic Mindset Workshops!

True confessions . . .

Real world business owner sound bites . . . Can you identify with any of them?

[  ]  I'm frustrated with my sales people's attitudes.
[  ]  It seems like I just keep working longer hours.
[  ]  "Aruba, Bahamas, Jamaica, Cozumel . . ." I wish I could get away.
[  ]  Customers are taking longer and longer to pay. Don't they know I have bills to pay, too?
[  ]  Life used to be so carefree. What happened?
[  ]  I'm really blessed. I just don't know what to do now.
[  ]  Business seems to have plateaued and I'm not sure what to do.
[  ]  My favorite day of the work week is Friday. My least favorite day is Monday.
[  ]  I like my job. I just can't say that I'm excited about it.
[  ]  Why do consultants always think there's something to be fixed? Maybe I'm o.k. with the way things are.
[  ]  My anxiety always increases at the end of the month.
[  ]  If I just hang on a little longer the economy will turn around and I'll be o.k.
[  ]  I just spent thousands of dollars on an "expert's advice." Look what I have to show for it!
[  ]  Vision? Who has time for vision?
[  ]  "Show me the money!"
[  ]  I've thought about selling everything and running away to sell t-shirts on the beach.
[  ]  Business is great. We're growing so fast I can't keep up. (But it does make me a little nervous.)
[  ]  I don't have anyone to talk to about these things.
[  ]  I feel like I am always having to mop up other people's messes.
[  ]  Work ethic? Why can't people come to work and do their job without me having to hold their hand?
[  ]  Why should I trust anyone?
[  ]  I have lots of good achievements I'd like to talk about.
[  ]  I've got everything I need. In fact, I'd rather be at the office making money than at home.
[  ]  I've got all the motivational-sales-management books and CDs. They all say the same things. Just between you and me, I think I'm still missing something.
[  ]  My friends tell me I need to relax.
[  ]  I've seriously thought about doing something different. I just don't know what.
[  ]  You wouldn't believe how much money I've lost over the past two years. It's really caused me to ask myself some serious questions about the future.

Perhaps you would like to take advantage of one hour of encouragement. Through then end of May 2010 I am offering a no-cost no-obligation hour of listening and encouragement. No strings attached.

Call 763-205-1527 and let me put some wind in your sails.
A.Furst@theGrowthCoach.com

Time for a Check Up

Having been a small business owner since 1990, I have had to face a lot of different dynamics in business. Perhaps the hardest things to face were those that were closest to my own pride and achievement. I much prefer to project the image of self-sufficiency, success, achievement, and “I’ve got it all together.” Very rarely did I find myself able to speak with someone honestly about what others could not see but that I could.

In business it is imperative to face reality. Identifying and owning up to a problem goes a long way towards solving it. It is not always an easy thing to do and requires serious reflection. Here are some suggested questions to spark dialogue:

• When was the last time I thought, “Why do I have to do every thing myself”?
• Why do I seem to be working so much and making so little?
• Describe the difference between working “in” my business and working “on” my business. Which is more important to me?
• Explain why business ownership is truly worth the time, effort, headaches, hassles, and sacrifices.
• Do I feel trapped on a treadmill, moving faster and faster, but going nowhere?
• How often do I face interruptions and repetitive questions from my staff?
• How often do I go home feeling mentally and physically drained?
• What is the difference between busyness and accomplishment?
• Do I dread the drudgery of facing and solving the same issues and problems each and every day – the burden of re-creating the wheel time and time again?
• When I daydream about regaining my sense of freedom, joy, passion, and peace-of-mind, what do I daydream about?
• Do I have anxiety about drowning in projects, problems, deadlines, crises, meetings, employee issues, unanswered voicemails/emails, customer complaints, administrative trivia, and on and on?
• Do I feel like a master juggler with too many balls up in the air and dreading they will soon begin hitting the floor?
• When was the last time I expressed being glued to a phone, computer, email, or pager?
• Am I tired of having customers rely on me personally for services, solutions and satisfaction?
• Am I fed up with missing family time, family events, and making other personal sacrifices on a semi-regular basis?
• What would I do if I had more free time to do the things that matter most to me?

Who do you talk with about these concerns?

Someone once said, "It's lonely at the top." Finding a confidante and an objective ear is no easy task. Trust is huge. Confidentiality is a concern. Letting down your guard long enough to be able to think clearly and develop effective solutions is not as easy as it sounds.

The fact that we remember that someone said, "It's lonely at the top" means that there are lots of business owners who know what that feels like. Why in the world should you as the owner have to touch every transaction, be involved with every decision, help solve every problem, or handle everybody’s job in some fashion? It does not make sense.

Consider how your stress is negatively impacting your employees, customers, vendors/suppliers, friends and if applicable, your spouse and kids. Maybe it is time to expand your view of new possibilities for managing your business and life. The better your business functions, the better your life will function.

Learn to enjoy the journey of developing and running a business and not defer your personal life and happiness until you retire or sell. Live life now! Do not get so caught up in making a living that you forget to make a life.

Learn more. Options are available. Check around by asking your colleagues or networking circles. Do a search on the internet (try googling "business coach, [your city]).

Business ownership can be deeply satisfying and rewarding.

Alan Furst
The Growth Coach
A.Furst@theGrowthCoach.com

Together we can make business better.

15 Axioms for Sales Success

What it takes to make it happen . . .

1. Yes I can! Attitude is everything. Be positive. (When was the last time someone sincerely told you that they believe in you?)
2. Connect with the right people. Learn how to identify them; get close to them.
3. Learn. If you already know everything, log out of this blog. You won't learn anything here.
4. Prepare to succeed today. Every phone call, every handshake, every encounter could lead to the next big thing.
5. Be Valuable. Be known as a resource, not a salesperson.
6. Solve Problems. People want answers to THEIR problems.
7. Keep your eyes peeled for opportunity. Have you learned how to spot it?
8. Seize opportunities. Opportunity is often missed because it involves change, adaptation and a measure of discomfort. Get uncomfortable.
9. I am responsible. Blame chips away at success; responsibility strengthens success.
10. Act on it. Goals, plans and strategies are useless without action.
11. Don't fear mistakes. Failure is not final. Mistakes breed self-determination if seen as a learning opportunity. Review numbers 3, 6, 7, 8, and 9.
12. Take a risk. No risk, no reward. 
13. Keep your eyes on the prize. Success is not a lottery ticket.
14. Balance yourself. You are a complete person, not just a job. 
15. Never, never, never give up. Your journey to success stops when you do.

How are you doing? Let me know by emailing A.Furst@theGrowthCoach.com or calling 763-205-1527.

Are You a Strategic or Tactical Business Owner?

Too many owners/managers are gifted technicians but not necessarily effective as strategic leaders. If you are not leading in your business, then who is? If you are not being strategic, then who is? If you are not proactive, who is?

Here is a set of questions that can help you self-assess whether you are strong strategic business owner or not. Ask yourself . . .

• Do I see the big picture and have a long-term view?
• Do I think more like a CEO or more like an employee?
• Do I create a yearly business plan?
• Is my leadership purposeful, proactive, and planning-based?
• Do I constantly think about the direction and objective of the business?
• Do I focus on the entire business and not just the technical work of the business?
• Have I created plans, procedures and policies to help operate my company?
• Have I developed and documented all our key business processes?
• Do I utilize the leverage of marketing to grow my business?
• Do I spend more time on important matters rather than trivial/urgent matters?
• Have I created a systems-dependent business instead of an owner-dependent business?
• Do I conduct one-on-one monthly coaching sessions with my managers and/or key employees?
• Do I avoid getting buried in the day-to-day details and headaches of the business?
• Have I shaped my business more by design than by default?

Take a look at the questions that you answered affirmatively. These are points to be proud of. What are you doing to strengthen these points to become even better in these areas?

Take a look at the questions that you answered negatively. These are areas that need to be addressed to move your organization to greater heights of success.

Assessing your business is an essential step in finding a solution. You can greatly benefit from becoming a Strategic Business Owner (SBO). An SBO gets the highest and best return possible for his/her time, money and effort. She focuses on working smarter, not harder.

If you are interested in transforming your mindset and ramping your behaviors up for greater success and effectiveness, call me to discuss how a coach can help.

Alan Furst
763 205 1527
A.Furst@theGrowthCoach.com

Fewer than 1 in 5 Expect to Retire?

A 2005 Wells Fargo/Gallup Small Business Index survey shows that fewer than one in five small-business owners plan to stop working and retire over the long term.

WHAT!?

O.K. Maybe more than 80% of small business owners like to be kept busy. Maybe working in their business is how they foresee they will be kept busy until they just can't get out of bed in the morning.

That's not exactly what I had in mind when I became a small business owner myself. I have other things on my bucket list besides being my own employee until I am so incapable that I can no longer work. Ugh. That sounds like slavery. I want to be the guy who starts a business, grows a business and sells a business and can hold the check in his hand with a big smile!

It was before year five in my first business that I began seriously asking the question, "If I were to sell my business today, what would it be worth and who would buy it?" It was one of those questions that filled my mind every day. What would happen to my wife and children if I were to be unable to work? Would my business be worth enough (anything) to take care of them? That question sent me on a journey.

Here's what I learned:

Lesson One: Owning a Business is Not Just about Earning a Living.

If I want to earn a living I can get a job. But owning a business (listen to that word "owning") is an investment. A financial investment. And who wants to invest in something that doesn't have a good return?

Lesson Two: To Sell a Business It Has to Have Worth Apart from the Owner.

This was a hard lesson to learn. My pride in my achievements got in the way of my being able to see what was really going on in my company. I had a long hard talk with a successful business executive one day. After telling him my situation he said, "Your company only has worth as long as you are working there. Who would buy it knowing that you have no intention of working there after you sell it?" My heart sank. In other words, five years into the business and it was, for all practical purposes, worthless. (Don't misunderstand me - I made a very handsome salary. It was not about what I was earning. It was about what the company itself was worth.)

Lesson Three: If Not Me, Then What?

This was the crucial question that really got down to the nuts and bolts. I imagined taking a big eraser and starting to erase me. What was the first thing I could erase that would leave my company functioning and functioning well? That's where I had to start. This took a little brain power to identify everything that was going on. Maybe this was why I was so tired from working such long hours; I was involved in almost everything. Enough of that.

Lesson Four: Make a Plan and Do It

Weaning myself from my business was like raising my kids to be independent and self-sufficient. It required a whole new way of thinking. An intentional way of thinking. I had to find the right people to fill my many boxes, pass on the necessary knowledge to fulfill their duties, mentor them in their roles, then set them free and walk away.

I have oversimplified what I learned. Please do not think that I learned it quick and easy. . . It took me a while to catch on to what I needed to do. I look back and wonder what it would have been like to know a few short cuts. What took me thirteen years to learn in my first business I applied and achieved in only three years in my second business.

It's time for me to start working on that bucket list of mine. One of the items on that list has to do with giving more than getting. I have a plan to be more involved in the lives of other people; in particular business people. To pass on through a professional relationship the truths that I have learned about what it means to be the owner of a business.

Retirement? You betcha. My bucket list has a lot of things on it and no job is going to keep from it.