I believe there are 4 steps to find customers who will perfectly fit your expertise and business philosophy, and 3 tools that can help.
As a new year starts, I want to share what happened in the past 365 days and how I have decided to adjust my company.
How well did your business do this year?
Answering this question can bring up a lot of emotions, especially if things did not go as expected. You might feel the pressure of setting end-of-year deadlines. Looking back can result in guilt if we didn’t reach our goals, or anxiety about setting new ones.
Many business owners feel a tug-of-war between accomplishing daily duties AND stepping back to see the “30,000-foot view” of their company. But even though it can be really scary, doing a Year In Review is very helpful. That’s why I recommend taking time to look back at what happened using data that is quantitative (numbers) and qualitative (experiences). Once you review the results (good and bad), you reduce the risk of failure by making adjustments to your plans for the next year.
Here are six helpful resources to guide you through the process.
This is step 3 in a series about how to develop a Strategic Vision Board for your business.
In this step, I’ll explain what it means to Center your business, why you need to identify the main purpose for your company, and how to find balance as an owner.
As part of my Year In Review, I kept track of how many books I was able to read. Compared to last year, I finished fewer books (21 books versus 26 last year). But although less of my time in 2018 was spent reading, I chose to delve into a few subjects that took more effort to get through.
Another year has come to a close.
It’s time to reflect on how 2018 went.
And that can feel… like getting your teeth drilled at the dentist’s office.
I’ll admit, as much as I believe in how great the Year In Review process is, that doesn’t make it entirely pleasant to actually experience. But the benefits make this sometimes painful process worthwhile.
You’re invited to read my analysis of what happened—good and bad—for my business in 2018.
Some years, things go really well.
And some years, they do not.
If you’ve experienced a lot of difficulties in your business, you may be tempted to see it as a massive failure:
“What a crummy year! It was so terrible. I can hardly wait for it to be over.”
“The new year can’t come soon enough.”
Even you were not able to meet your strategic business objectives this year, I encourage you to consider the positives that happened, rather than speeding past it.
I was recently asked to explain the “Impact Score” in a Strategic Risk evaluation process. This is easy to do with a tool called the Strategic Risk Severity Matrix.
In this post, I’ll walk you through each step of using this tool, along with a practical example to demonstrate how it works.
In part 4 of our series on Frequently Asked Questions about Company Culture, we discuss leadership transitions, decision-making, and why it’s important to make room for your staff to grieve.
Watch the recorded video here, or read below for bonus-filled content.
This is step 2 in a series about how to develop a Strategic Vision Board for your business.
In this post, I discuss why building strong relationships is important in strategic planning and how to identify your Ideal Customers.