Eden Sunshine's BLOG

The Customer Doesn't Always Know What's Best

Whoever came up with the statement "the customer is always right" was wrong. The reality is that this statement was designed for people who couldn't be trusted to effectively connect with a customer in order to create a win win environment.

 

But the customer is not always right. The customer doesn't always know what they NEED. They might know what they WANT. But the two are entirely different.

 

Henry Ford once said, regarding the first car he ever built, "If I'd asked my customers what they wanted, they'd have said a faster horse."

 

Effective leadership listens and observes trends. They do talk with customers and look to the future. They might not base their decisions on what the customer says they want however. They look for trends that reveal what the customer really needs or at least will want in the future.

 

I recommend that we do this intentionally. Take some time and simply ask the question, 'what trends and opportunities seem to be emerging that our clients and industry will be interested  in the future?'

 

Here are a couple trends I have observed.

 

I see an ultimate decrease in the demand for commercial office space. Why? Technology is going to enable us to be able to telecommute more effectively. It's already happening.

 

There will be an increased demand in resources, training, materials and equipment designed for people to successfully work independently at home.

 

More outlets will emerge for socialization. It is already happening. Look at on-line social media. People will need to connect to others. If that isn't happening at work its going to happen somewhere. Starbucks like places will continue to grow as long as they can cater to the home-based work crowd. Wifi and Internet access, a quiet place to sit for long stretches of time will become common place in our neighborhoods.

 

I believe the next major break in technology since the desktop computer will be high functioning voice recognition programs. Think Star Trek and how the crew would interact with the computer. Key pads, mouses, touchscreens would become obsolete.

 

I would love to hear your feedback on trends in the world you see emerging too. 

 

Please post your comments below.

Stress is for Quitters!

"Never quit something with great long-term potential just because you can’t deal with the stress of the moment." 

    Seth Godin

 

Recently I celebrated my 10 year anniversary helping business owners create better organizations that will serve their lives. I have had a blast doing it and have witnessed hundreds of success stories. And sadly, many failures too.

 

I believe that the quote above captures the essence of why some people "make it" and others don't. The fact is that when transforming a business, when implementing professional and personal change people are going to deal with some stress in the moment.

 

How people deal with the stress is going to be the primary determiner of whether they keep going or they quit.

 

But those that quit often won't admit that it was because of stress or even that they were quitting. It's too personal doing that. Rather, they will blame outside circumstances, make some excuse or simply look for an apparent easier way out.

 

Stress makes things grow. Consider exercise. You can't grow a muscle without putting some pressure on it. You can't improve your capacity to run a longer distance unless you push your body to run further today than you did yesterday.

 

And you can't improve your business and life unless you are willing to deal with the discomfort that comes with change.

 

By the way, when it comes to stress, as it relates to developing your business, the underlying cause of the stress comes entirely from your mindset or thoughts.

 

In other words, your stress is coming from what is happening between your ears.

 

If you believe a course of action will have long term potential worth pursuing you will likely encounter some internal challenges. When that happens simply acknowledge that you are approaching or in your 'uncomfort zone', don't make excuses or look for ways out.

 

Stay the course and deal with the internal conflict. That's when you and your business will grow.

 

Ask yourself...

 

Why do I feel this way?

What am I afraid of?

How can I reframe or rethink the situation so I don't feel so stressed.

 

Once you deal with the internal conflict and resolve to keep going that's when you have really won!

 

I would love to hear your comments. Simply enter them below.

 

The Lost Art of Wooing

I received a phone solicitation today from an individual hoping I would do business with them. I didn't know this person but was familiar with the company. After our brief conversation I resolved that I probably won't hear from that person again. I wasn't in the market for their services today. They were simply casting their line and hoping a fish would bite. I have a feeling that in this particular case, this individual is going to be fishing for a long time.

 

Now I am not against cold calling. Which is exactly what this was. In fact, I think that I could, at some point, be a prospect for their services. Sadly, they will never get the opportunity because, like I said, I probably won't hear from them against.

 

Why don't businesses woo their prospects anymore is my question? Why won't they take the time to find an ideal prospect and basically say in so many words, "I believe I can help you and am willing to invest in building your trust and confidence in me and when you are ready, I will be there for you?"

 

Which approach do YOU believe will produce better results? 

 

Find nine people who you think are good prospects and promote to them once.

 

Find one ideal prospect and promote to them nine times building trust and confidence in your products or services.

 

I would love to hear your comments. 

You Look Ridiculous!

"Only those who attempt the absurd will achieve the impossible."

    Albert Einstein 

 

I have discovered that when called to a mission of high importance or meaningful purpose it might seem absurd to pursue it. "You want me to do what?" I often find myself saying.

 

The grandest of callings often seem impossible or ridiculous. Which means that if we choose to pursue them we run the risk of looking silly. People might criticize us. They might challenge us. They might even chuckle at us behind our backs.

 

I suspect Walt Disney, Mother Teresa, Martin Luther King, Moses, Jesus Christ, Bill Gates, Jack Welch, Thomas Edison, Albert Einstein and many others like them have felt the same way at some point during their lives.

 

Let's put it this way, when faced with an opportunity to do something that seems impossible, do it anyway. You will be in good company.

Steering A Rudderless Ship

I woke up this morning with an image in my head about a giant ship with powerful motors driving the vessel ahead. But oddly, the ship was without a rudder or instruments to steer the ship.

 

It was a weird visual because all the people on the ship seemed oblivious to the fact that the ship was heading straight to disaster. Nobody was paying attention to where the ship was going because it seemed irrelevant. They didn't have the equipment to steer the ship anyway. The only option to insure their safety was to stop moving all together. But a vessel sitting, floating at sea is at risk too. 

 

I suspect there is a moral to the story. You can't just sit still. If your business isn't moving forward in someway, you will eventually die.

 

But if you have your foot on the gas and don't have the systems in place to effectively guide the business, you will likely run aground or hit an iceberg.

 

Having a destination is critical. Having a method for steering and pointing your organization is a vital tool.

 

We call it communication. And highly effectively businesses have highly effectively processes for making sure the business is pointed and moving in the right direction.

The Competitive Edge... What Most Businesses Don't Do.

Consider the extreme differences between being proactive verses reactive in your business.

Being reactive suggests an emotional response that comes from fear, pressure, procrastination or focusing on the immediate situation. Think about it for a moment. How much of your day to day activity is made up of reacting to situations?

Being in reactive mode leads to only one thing; always being in reactive mode. It is a never ending loop. We reactive and resolve, hopefully, and then we wait for another situation to arise that we can react and resolve again.

Being proactive suggests an action that is grounded in confidence, foresight and thinking ahead. In proactive mode we engage in future thinking and issue resolution before the issue comes up. We focus on building rather than repairing. Get the idea?

The nice thing about being in proactive mode is that there is a ton of leverage that comes out of it. A little proactive thinking and action will go a long way to eliminate the situations that we are forced to react to also.

Want a competitive edge in your business? Consider that 97% of business owners operate unsuccessfully in reactive mode on a day to day business. Begin to work proactively and you immediately will experience an advantage in your business.

This Guy is a Genius!

"Kyle, you're a genius," My three year old daughter said to my 12 your old son after he had finished adding up his allowance from last week.

 

My wife and I just laughed. "Where does she get this stuff?" I asked her.

 

"She hears us," She replied.

 

Employees in business hear the words of the leadership too. Then they repeat them. Unfortunately, most of the time, businesses are not intentional about the words or language of their business. As a result, there is no clear messages being conveyed throughout the organization. The language is different. There is no unity.

 

The Level 7 Principles of Defining Results and Conveying Information specifically address those issues.

 

When there clarity in the messaging...

• People are speaking to your clients and prospects in a manner that is compelling and relevant.
• People in the organization are focused, enthusiastic and intentional about the goals and direction of the organization.
• A culture is established that unifies and binds people and makes their work more meaningful and more productive.

It takes real genius, using the words of my daughter, to focus on the language and communication within an organization.

Are You A Verbal Brain Dumper?

Join me for the next Level 7 Experience on June 15th and 16th. click here >>

 

Are you guilty of Verbal Brain Dumping?

 

This is the process by which we communicate and train people by explaining things verbally and expecting them to get it, understand it, and replicate it based solely on your verbal communication.

 

I once read that when you train someone verbally they will only retain about 30% of what was communicated. Personally, I think that number is high.

 

If they see it only, they retain about 20%.

 

If they read it only, they retain about 10%.

 

But if they hear it, see it, read it and do it, retention goes up to over 80%.

 

Another argument for creating a system driven combined with solid training and an environment of accountability increases employee effectiveness dramatically and shortens the learning and success curve.

 

By the way, good training suggests that a person can demonstrate proficiency in the thing they were trained. How many times have you quickly explained something to someone and then were disappointed because they just didn't get it?

 

In a Level 7 Business, training includes:

1. Having people read the system
2. Having someone explain the system verbally
3. Having the individual watch as the system is being demonstrated
4. Having the individual being trained actually do it until they can demonstrate proficiency.

In this environment, which begins with having a quality, well developed, proven and documented process, a business maximizes employee performance and the success of the organization.

The Best Way to Innovate

To innovate alone or with another...that is the question.

 

I was meeting with a company the other day. We had just finished a team building process centered on the theme of innovation. After the activity we discussed how their company engages in innovation. We learned that in many ways, largely due to the personalities of the primary leaders of the business, that a culture of "innovate on your own" was largely embraced.

 

Knowing the leaders of this business well, I suspect this was not intentional. The fact is that their own style of innovation is such that they like to go into their offices and figure things out on their own. This is not a bad thing mind you.

 

However, some people are far more effective in the innovation process when they are able to brainstorm with others.

 

The point is this. According to The Level 7 Principle of Improving Performance, innovation can happen many different ways in an organization. Innovation is necessary and it must be systematic. If you aren't getting engagement from the people in the organization, then you might need to revise your system for improving performance to ensure innovation effectively takes place in the business.

 

Here are some key points to remember.

 

1- Innovation or improving performance in your business must be systematic.

2- Your systems, including this one, could be influenced, positively or perhaps negatively, by your personality.

3- Some people like to innovate alone. Other like to innovate in a group. Consider your people and create an environment that supports both.

What Ordinary People Don't Have.

Resolve says, "I will." The man says, "I will climb this mountain. They told me it is too high, too far, too steep, too rocky and too difficult. But it's my mountain. I will climb it. You will soon see me waving from the top or dead on the side from trying."

    Jim Rohn 

 

Ordinary people require no resolve because they have no mountain. Yet, we all have a mountain, a calling to greatness. A meaningful mission. Most people run from the calling. It eludes them. They avoid that quiet whisper deep down prompting them to greatness. They listen to the world that screams out that they are ordinary. The world is lying to them.

 

You are not ordinary. You have a calling. A calling to greatness. A mountain to climb. Discover the mountain. Make it yours and resolve to get to the top. Or die trying.

 

Are You Keeping the Unspoken Promise?

 

"Losers make promises they often break.  Winners make commitments they always keep."

    Denis Waitley 

 

When a prospect decides to do business with you they do so anticipating that your business will fulfill an often unspoken promise.

 

Do you realize that when people make a purchase from your company or agree to utilize your services they do so because they anticipate that the product or service they are buying is going to meet some need or want of theirs.

 

Unbeknown to most of us this is analogous to making a promise. Your business suggests through it's marketing, advertising, positioning and sales message an offer to satisfy that need for your customers. Through our communication we suggest something like, "If you do business with us we will meet your need." That's a promise. Sadly most businesses don't do a good job of meeting the promise. Some resist the idea of making a promise. "We can't promise anything," they say. "There are no guarantees," they often continue.

 

Those that say that straddle the fence when it comes to committing to provide stellar service, quality, excellence and fulfillment. They play it safe. And those that play it safe have a hard time differentiating themselves.

 

Nordstrom's promises...

McDonald's promises...

Southwest Airlines promises...

Domino's promises...

Apple promises...

Geiko promises...

 

I suspect you have heard the saying, "under promise and over deliver?" I believe we must bring alignment to what the customer wants or needed and what we WILL deliver. If we want to WOW the customer with a value added service like making them feel valued and important or creating exceeding confidence and certainty in your products or services, that's great.

 

We must know exactly what the client is expecting. Then make sure we are sending a message that communicates that we intend to meet those expectations. Then we must deliver on it.

 

Imagine how powerful your message and company could be if you promised your clients you would...

 

Save them 20% on their logistic services.

Increase their ROI on their Internet marketing activities by double digit numbers.

Eliminate all their worry when it comes to HR related issues in their business.

Provide a dining experience that is like a new adventure every time.

 

What promises is your business making that really matter to your prospects and clients? I welcome your feedback on this question.

Getting Down? Establish Intentional Motivation

Staying on top of your game, keeping your people and business moving forward and creating the energy, momentum and enthusiasm to achieve the goals and vision of the business are core responsibilities of a business owner or leader.

 

If you own a business...this is one of your primary responsibilities. Certainly you expect your people to be effective in executing their primary responsibilities. Shouldn't you as well?

 

Here are a couple simple (simple doesn't always mean easy) steps to being more effective and consistent with your responsibilities as a leader.

 

1- Be clear with your goals and vision. Get them in writing. Schedule time to review and update them on a regular basis. I recommend weekly, but no less than once per month. The more frequent you review them, the more focused you will be.

 

2- Make sure your goals pass the goose bump test. Do they get you going? If not, go back to Step 1 and rewrite or define them until they do.

 

3- Create a system for communicating your goals to your people. Be consistent and intentional about it. Having a one-time conversation won't cut it.

 

4- Assess regularly if your people "are getting it." In other words, are they buying in. The simplest way of knowing is when you hear your people having independent conversations using the same language you've articulated when sharing your goals.

 

Example: One of my clients uses the acronym WIGS to describe there goals. WIGS stands for Wildly Important Goals. When they hear people saying something like, "Well this is one of our WIGS", they know they are getting it.

 

Implementing these steps will help you stay focused and motivated as you are developing and building your business.

Getting Your People to Buy Into Your Business

Sometimes we spend so much energy marketing our products and services externally in an effort to generate new business, we overlook another critical aspect of marketing. Specifically, marketing your company values and culture internally.

 

I am going to make an assumption that you deem intentionally threading a solid, definable and vibrant culture in your business is important to you. Some very successful organizations, I believe, might deem this THE MOST IMPORTANT THING.

 

The Level 7 Principle of Threading Culture is all about building a strong, self sustaining set of values and beliefs in the organization that drive or influence every decision in the business from the bottom up or top down.

 

Assuming we are considering these things (most businesses don't by the way) we often think of threading culture by means of traditional approaches of internal communication and training.

 

What if we thought of internal communication and training more like we think of marketing our products or services. Aren't we interested in selling our ideas, or in this case, our core values to the people within our business? Don't we want them to buy in and take ownership of them?

 

As you devise your Threading Culture Systems, perhaps a subtle shift in your thinking from conducting training and traditional communication to marketing and internal brand building might increase your effectiveness.

R & D for a Small Business? Yeah Right! You Must Be Kidding...

I asked a client the other day how much he invests in research and development in his company on an annual basis.

 

“Eden,” he laughed, “I’m a small business with 25 employees and do less than 3 million dollars a year in sales, I can’t afford an R&D Department.”

 

“What do you think R&D is?” I asked.

 

“Well, that’s when you have a department specifically focused on identifying and testing new ideas and enhancing current products or services.”

 

“That’s correct,” I replied. “So are you saying that because you are a small business you don’t identify and test new ideas or enhance your current products or services?”

 

“Of course not! We are always looking for ways to make things better.”

 

“Is there really a WE or is it usually just YOU? I would imagine that you are probably the only one that is consistently looking for ways to make things better right?”

 

He agreed.

 

I continued, “And I would suspect that your process of improving your business is random, spontaneous, and haphazard.  It’s probably what we call ‘interruption innovation.’”

 

An example of ‘Interrupt Innovation’ is when you walk into your place of business after a networking meeting and begin to make some changes based on idea you just heard that you liked.

 

Meanwhile your staff is saying, here we go again, changing things that don’t really need to be changed. Or worse, talking about making changes and then nothing happens.

 

Most business owners hardly give their current systems and procedures a chance to work before they are changing it and doing something differently.

 

So the difference between a large business with a dedicated and obviously funded R & D Department and your business is that they know they are doing R & D, and are intentional and organized in their approach. But because you, who don’t recognize that you are doing R & D, are not intentional about it there is a lack of organization to your approach.

 

Part of the appeal to entrepreneurship is the coming up with new ideas. You became a business owner because you believe that you can do something better than what is already being done.

 

I am not suggesting that you should give that up. In fact, I am going to encourage it. But do so in a way that supports the development and improvement of the business in a consistent and orchestrated manner, while creating an environment where your people actively engage in supporting the improvement and innovation of your business as well.

 

Here are some tips that will enable you to increase your effectiveness in improving your business.

 

1- Remember your business is a collaboration of systems working together to produce the results of the business. If you make a system better, you improve the business.

2- Schedule specific times to review your systems and procedures. Put it on your calendar to work on your specific systems and view it as a priority. 

3- Research and Development ultimately comes down to learning. Think about it, that’s what big companies with fat R & D budgets do. They are learning, exploring, testing and researching.

 

A small business does this by intentionally exposing themselves to information that will help them see and understand new opportunities through reading, attending seminars, surfing the internet etc.  Many of our clients set aside specific times of the week and close their doors to read and learn about things that will give them information that will help them improve their business systems.

4- Encourage your staff, regardless of the size, to get involved in the process of helping to innovate and improve your systems. If they are working the system, then it stands to reason they should be the master of it. Your bookkeeper should be the master of those systems as an example. Empower them to introduce ideas and offer suggestions on how to improve the systems they operate. Create an environment where your people take ownership of the systems they operate.

 

Engaging in these steps will give you the same leverage as the huge companies with deep R & D pockets.

Are You the Conductor or Just Blowing Your Horn?

Running a business well is analogous to being a great conductor of an orchestra. Great orchestra's have people that are well able to do their individual jobs. The drummer plays the drums. The violinist plays the violin. They are talented in their individual roles. They also have sheet music, which in my opinion is like a system, to keep them on the right note.

Have you ever noticed, even the greatest orchestras in the world use sheet music. I am going to assume the players are some of the best in the world too. Interesting. Highly talented and experienced people using a system. Suggesting that even the best people need a system to make sure they stay in sync with the rest of the group, team or organization.

Even with the sheet music and highly talented experienced people in place, I suspect, and I could be wrong here, but without the conductor leading, the orchestra probably wouldn't sound right.

The question for you is how are you orchestrating and leading the behaviors and activities in your business? Do you think you are doing it when in fact you are just a blowing a horn in the back of the room? I have never seen a good symphony where the conductor was sitting in the back playing a horn or another instrument. He or she was leading, conducting, orchestrating.

Their instrument is a baton. At least that's what I think its called.

Your instrument to ensure effective orchestration and results in your business include a combination of your vision, your effective and consistent communication, your systems, your culture, your accountability and your innovation. Those are some of the elements necessary that will ensure that your business runs like a world class symphony sounds.

Not sure you have all that you need to lead your business like a great orchestra. Join me for The Level 7 Experience tomorrow =>>.

 

Alas! I've Built The Perfect Business

When I ask people to describe their perfect business or specifically how they would like their business to serve their lives, I often get a deer in the headlights look. As if they have never been asked the question before.

 

I consider this a very relevant question. Don't you? I find that having a business that DOESN'T serve your life can be a huge point of frustration and contention for a business owner. The remedy begins with defining how you want the business to serve you. From there you can begin to create a business that will do just that; serve your life.

 

For me personally I believe that a business that serves my life must do four things.

 

1- Provide me an income that helps me achieve my personal financial goals and lifestyle.

2- Allow me to take the time off that I want and truly be free from my business when I am away.

3- Allow me to do the work I enjoy most in my business.

4- To give me the satisfaction that I have been instrumental in creating something meaningful, worthwhile and is consistent with my vision of a great business.

 

Obviously, when I consider these things I am going to be very specific about each. Because with that clarity comes focus and with focus comes passion and with passion come commitment. When I am committed I will do what's necessary to get it done.

 

What do you believe it means to have a business that serves your life? I really want to hear your comments or feedback on this. Simply post your comments below.

 

Want to actually build a business that really serves your life? Join me for the next Level 7 Experience. Click here for details =>>. If you haven't done the Level 7 Experience before I promise it will change your thinking about your business and life forever.

Leaders are Born. No. They're Made. Which is it?

We just completed our 4th Annual Level 7 Community Roundtable last Thursday and Friday. What an amazing group of businesses owners if I do say so myself. (Perhaps you will join us for this exclusive, by invitation only event next year. The first step is to participate in our upcoming Level 7 Experience however. Check it out!)

One of the questions that came up centered on the topic of leadership development within our businesses. Here are a couple of key points that the groups resolved.

1- Some people have natural leadership abilities. Others are not naturally gifted.

2- Whether gifted or not, everyone can improve upon their leadership abilities.

3- Leadership is indeed a skill or an action. And since it is a skill or action it can be learned or taught.

4- Regardless of personality and style, all leaders have 3 things in common. The have a very clear vision. They passionately and enthusiastically own it. The communicate it in a way that gets others bought into the vision; who in turn own it.

5- To the degree that a leader is able to successfully do all three, will have a direct impact on the effectiveness of their leadership.

6- The first step is to get very clear on their vision and goals. Getting clear and specific on a vision is a skill that ANYONE can develop.

7- The second step is for the leader to be honest with themselves in terms of their own commitment and passion for the vision. If they are not sold out, then don't expect others to get excited. Go back to crafting the vision before moving on. When the leader has an emotional connection to the vision, that can be very powerful.

8- The third step is to develop a strategy that will effectively, creatively and consistently communicate the vision until others get excited about it too.

I would love your comments and feedback specifically on point 8. What are some of the creative things you have done to communicate your vision and goals to others in your organizations that has resulted in enthusiastic buy in?

9- When developing leaders in our organizations, we need to guide and mentor them in the execution of steps 6-8 until they become effective leaders too.

10- There is an underlying system or process behind how to do steps 6-10 successfully. Discover that and you can begin to successfully replicate leadership development in your business over and over.

Getting Your Backside Handed to You in Business? Learn to Kick A**!

Your skill and ability as a leader and manager is critical to the success of your business. According to Malcolm Gladwell, author of Outliers, it takes 10,000 hours to become a master at something.

 

That's 3-5 years of consistent engagement doing the work or activities you want to master.

 

A friend of mine years ago was studying a martial arts system called Kempo. He had been at it for 8 years and had achieved the level of brown belt. The next level for him would have been black belt. At the time, it seemed that he had spent a long time to get to that level.

 

In our immediate results society the idea of investing more than 4 minutes on something seems unreasonable, but 8 years, come on!

 

I have to admit he was very good. He even shared with me how he had been 'jumped' by 3 guys while in Detroit when his car broke down in a bad part of town. He took the guys out so fast, that it even surprised him. His craft became instinct for him. Perfectly natural.

 

As I look back and calculate the number of hours my friend spent getting to the level he had attained, I figured he had about 6,000 hours invested over the last 8 years. If you do the math that's about 755 hours per year or 15 hours per week. Which was about right considering the amount of time he spend training and training others. Despite his time spent so far and competency, he wasn't a master yet.

 

Just because we have the title of business owner, CEO, leader, whatever...doesn't make us a master of our craft. Just because we call ourselves a manager doesn't mean we are competent because we have a title.

 

Leadership and management work is a skill, a trade, a craft which we must work at to become masterful and effective especially if we want our businesses to be successful. And if we spend little or no time "doing" proper leadership or management work, how can we expect to do it well.

 

If my friend hadn't invested time in his martial arts training I suspect he would have got his rear end kicked, or worse, when he got ambushed.

 

If we don't spend sufficient time becoming better leaders and managers, the end result is that our businesses will get our backsides handed to us. Which is the fate of most businesses today.

 

Lesson: Become a master of leadership and management work.

 

Will you join me for the next Level 7 Experience? It could change your business and life forever. Click here for more info >>.

All the Time Motivation

Being motivated, excited, driven, on top of your game all the time is challenging. But it's necessary. Motivation and drive moves things. It makes things happen. Consider the alternative. Complacency, hopelessness, boredom.

 

Do you ever feel like your motivation levels and drive are random? Like one day you've got it and the next day you don't. Come on admit it. We all have our ups and downs. 

 

But being motivated and excited might not be as random as you think. I have discovered there is a direct relationship between what is going on between your ears and your levels of motivation.

 

Most of the time, people leave it up to chance whether they will be on top of their game or not. In other words, circumstances dictate their motivation rather then dictating their attitude.

 

When you have a positive hope for the future, you will be motivated.

 

Here are some action steps you can take, intentionally, to stay motivated and on top of your game.

 

1- Clarify and review your vision regularly, even daily if necessary. It's OK to revise and update as you become more and more clear what you really want for your business and life.

 

2- Take time on a regular basis to feed yourself with new ideas. Read books, magazines, trade journals to fuel yourself with ideas that will lead to new possibilities. Remember don't be random about the innovation in your business. If you come up with something actionable, consider the system or area of the business your idea impacts and be systematic as you make the improvement.

 

3- Surround yourself with other like minded, creative people who can stimulate your thinking and inspire your hope. Meet with them on a regular basis.

 

4- Bring your own thoughts into captivity. The world wants to distract you and often reminds us of the bad news. Be aware of what you are feeding your mind. Personally, I don't watch the daily news. You've heard the saying, "Garbage in, Garbage Out." Simply be conscious of what you are listening or watching. At the same time be conscious of what your own thoughts are saying. Enough said about that.

 

5- Take action DAILY towards your goals. When we have a hope or dream but don't do anything about it that can lead to frustration and depression. Schedule time everyday to work on something that will help you achieve your long term vision.

 

 

If you want to better understand the Level 7 Core Business Principles - Read The Level 7 Manifesto: A Simple, Common Sense and Proven Approach to Businesses Most Complex Problems and Frustrations. Get it now >>

 

Don't Stop Believin'

Some people have had a really tough year or two with the economy thing going on. Many have not survived and some are still trying to figure out how they are going to make it the next few months.

 

When we are in survival mode it is very difficult to focus on the future and place any attention on our vision.

 

Victor Frankl, author of the book Man's Search for Meaning, wrote vividly of his accounts as a prisoner in a Nazi concentration camp during WWII. He, and this is a very liberal paraphrase, suggested that he was able to survive, even as others around him were dropping like flies, because he continually thought about what life WILL be like when he was free again.

 

Most of the other prisoners who didn't make it only focused on their present condition. They were in survival mode.

 

The point being, we need to focus on a positive hope for a future. We need to keep our minds fixed upon our vision and future goals. Otherwise we could fall victim to the same fate of the businesses that aren't going to make it.

 

What are you believing in today for a positive future tomorrow? What will your business look like in 3, 5 or even 10 years from now?

 

I believe these are important things to be think about.

Running business on a wing and a prayer...

There are still a few spots left for tomorrow's Level 7 Experience Teleconference. Click here >>.

 

Taking the risk to start and get into business takes courage, guts and confidence. I admire that about business people. I admire their aspirations to make things better. That's what business owners do. They take an idea, a situation, a condition and look and find a way to improve upon it.

 

To me, that's admirable.

 

However, that same confidence could also lead to their demise. Over confidence could result in an unwillingness to admit or recognize our short comings.

 

Over confidence could lead us to believe we have it all together. The reality is that most businesses are just "wingin it". What does that mean?

 

When it comes right down to it most are just trying to figure out how to make their business work. Some will spend a life time, granted with some or even above average success, to ultimately reach a level of accomplishment only to get stuck. Not knowing how to get to the next level.

 

In other words, they don't really have a formula. A system. A method. A philosophy that could be replicated time and time again. In any business, at any size. It looks more like survival rather than certainty.

 

Perhaps its the thrill of the unknown that we enjoy. Maybe we really like the idea, deep down, that we don't know how our efforts are going to play out. Although, I don't buy it. Most the people I know that own businesses want some certainty of success beyond their confidence in themselves or a prayer (Prayer can be powerful however).

 

If you want to stop relying on a wing and a prayer then...

 

...here are seven things every business must do to ensure continued and replicable success.

 

1- Set goals like crazy. Be intentional about everything the business does.

 

2- Measure your goals objectively. That which gets measured gets done.

 

3- Create systems so that every goal you have has a consistent, predictable way of accomplishing it no matter who is operating it.

 

4- Thread your culture on purpose. Most problems in business stem from people not knowing and understanding the key beliefs and values of the business. Businesses must be intentional about building a self sustaining culture. Otherwise the culture is dependent on the owner.

 

5- Ensure accountability. The business must be absolutely certain that people will do what they say they are going to do. EVERY TIME Period.

 

6- Make sure your business communicates effectively. This included communication from leadership through the organization, communication from employees to management, communication from employee to employee and even communication from the business to it's clients. Quality communication demystifies expectations.

 

7- Be intentional about innovation and improving performance. Don't over innovate or under innovate. Great businesses innovate and improve in areas when its relevant to do so.

 

If you want to better understand these 7 Core Business Principles - Read The Level 7 Manifesto: A Simple, Common Sense and Proven Approach to Businesses Most Complex Problems and Frustrations. Get it now >>

Trying to Shove a Square Peg in A Round Hole...

Sometimes it just doesn't fit.

 

Sometimes an employee just doesn't fit. It happens. Occasionally we hire the wrong person. It could stem from several things. It might be a result of not knowing the "right type" of person you are looking for in the business. You know what I mean by "right type", someone who fits the culture and personality for the business. It could also be from a faulty hiring process itself.

 

Either way we ended up with the wrong person.

 

Despite all our efforts to mentor and guide that person to fit the culture of the business, sometimes they don't fit. Let's stop trying to shove a round peg in a square hole.

 

Sometimes we get the wrong customer. Hard to imagine but it happens too. This condition could stem from a variety of reasons. it could be our marketing message. Sometimes it's our conversion process (Let's face it, occasionally a sales person will over promise beyond the businesses capabilities).

 

Stephen Heitz, Director of the Interactive Division at Lavidge, and I were talking the other day about the mistake businesses make trying to get customers to conform to the way the company does business.

 

In other words, trying to get the customers to do it our way versus look at the nature and needs of the customer and deliver a service or product congruent with how they want it.

 

Now don't get extreme with me. I understand there are some limitations or even choices we make in terms of how far we will go to cater to a customers needs. I have many friends in the real estate business who are on call and available 24/7. Even my wife's OB/GYN went on vacation and was unavailable while she was in labor. We have to draw the line somewhere.

But the fact is, often we try to shove the customer in a square hole when perhaps we need to look more carefully at our services and be willing to become a round hole instead.

Working Harder is NOT the Answer!

Joe Cerino, President of HAR Adhesive Technologies, and a role model for how to implement and get results through the Level 7 System shared a conversation he had with another business owner recently.

 

He told me that this other business owner when asked what it takes to do well in a tough economy suggested, "We just work harder than everyone else."

 

Joe and I both agree that doesn't necessarily ensure success in a good or bad economy. Indeed it could be a factor. But it could also hurt you.

 

Joe, upon hearing this comment from the other owner, piped in and said, "I don't entirely agree. Before we apply hard work we have to be intentional about what we are try to achieve and be sure we are actually doing the right things."

 

That's genius Joe. And so true.

 

Working hard but without intention and doing the right things is like speeding down the highway to a destination but going the wrong way. We have to know and be exceedingly clear on the direction or results we want to produce and make sure we are doing the right work or effort to get there.

 

All the hard work in the world won't get you to where you want to be if your goals are fuzzy or you are doing things the wrong way.

 

The Level 7 System is suggests that by applying the Principle of Defining Result, which ensures the goals and direction of the business are crystal clear to everyone, and the Principle of Creating Replication, which makes sure we have the best possible method for getting the results we want, we will have the tools in place to ensure our hard work will pay off.

 

Want to find out more about The Level 7 Systems, check out The Level 7 Experience >>.

The Key to Winning is the Hand-Off

Wilson Kipketer of Denmark holds the men's world record for running 800 meters in 1:41.11. That's darn fast I say.

 

Yet the Santa Monica Track Club Men's Relay Team holds the world record for the same distance in 1:18:6. Granted each man ran 200 meters of the 800 meter race. It goes to show that a group of people working together towards a common goal can often produce a better result than one person can do on their own.

 

No one would ever deny that both Wilson and the track team are world class.

 

Both Wilson and the Track Team have the same goal; cover the distance of 800 meters as fast as possible.

 

There approaches were different. The team was able to leverage and combine talents. Walter was on his own.

 

One of the things Walter doesn't have to worry about in his race was dropping the baton. The team has to think about that. In fact, it is one of the keys to their success. If anyone drops the baton, they lose.

 

The baton pass is critical. Yes, having the right talent is important too. But all things being equal, that doesn't play into the equation. All the parties are talented. Or should I say, fast.

 

I propose that even though most businesses, unless you are a solopreneur, have team members working with them, they are dropping the baton often.

 

In business, your success as a leader and effective manager comes down to the baton hand-off. Let me put it in business terms. How well you convey information or communicate to people on your team is critical. Specifically, communicating the results you expect and how to perform their job or responsibilities the best they can is the key.

 

I have found that the simplest, most effective, reliable and proven way to improve or maximize employee performance is through quality systems.

 

I have seen businesses try to win the race without them and they NEVER perform as well as companies that use systems to ensure quality performance.

 

Handing someone a system will enable them to be the best they can be in their role in the business. And if your people perform well, then your business will win!

 

Want to be World Class? Then your job is to build a systems-driven business, made up of great systems, and make sure you get them in the hands of your people.

What are You Great at Doing?

Great businesses have high standards. It's a key differentiators in business. Setting big goals, big vision is what they do. Now don't miss understand, bigger is not necessarily better. Better is better. Great businesses, it seems, know what they are good or great at doing?

 

McDonald's is great at selecting promising new locations and ensuring return of investment for every franchise owner.

 

Starbucks is great at mass customization and creating an environment for people to hang out.

 

Zappos Shoes is great at creating an employee driven culture.

 

Wikipedia is great at ensuring quality content through collaboration and self governing accountability.

 

What is your business good at doing? What is it great at doing? What is your business potentially the best in the world (as you define your world, either industry, location, market) at doing?

 

Can you describe it? If not, then how can you do it? If you can't do it then you won't be it.

 

Tomorrow I will describe what I believe every business must resolve to be great at doing that will simplify and guarantee certain success in their organization.

 

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