1. Start with a clearly defined goal
2. Develop a comprehensive strategy to achieve that goal and
3. Systematically execute the strategy

Sounds familiar right?  We joke about ‘Ready. Fire. Aim.’ – because we know that it makes no sense to take action before knowing what that action will be.  Yet, so many people and, again, so many businesses, start off each day with no clear goal (other than maybe to get through the day). Over the years, they pride themselves on being able to overcome unforeseen obstacles and adversities (rather than anticipating and avoiding those obstacles and adversities).  For the most part, they are just satisfied with having survived another day (rather than rejoicing in having achieved their objectives).

One of my favorite quips is that there are three kinds of people:

1. Those who make things happen
2. Those who watch things happen
3. Those who wonder – ‘what happened?’

On the personal, individual side, it really doesn’t matter which of the three describes you.  If you want to wander through life aimlessly and simply accept whatever life gives you, then it is your life and no one has a right to criticize, question or judge you.  If you are running a business, however, such an approach is irresponsible (you have a fiduciary responsibility to your investors, your employees and your dependents to be as successful as possible) if not dangerous (you could lose everything).

So let me help you.  It really isn’t that difficult.  In fact, I am always the first to say that running a successful business is not rocket science. In truth, many aspects of running a successful business are mostly common sense; they are just not common practice. So I develop business systems and processes to turn common sense into common practice.  Let’s take a look at a systematic approach to making your business more successful and your personal life more fulfilling.

Step 1 – Goals

In every endeavor, business or personal, start with the three most important words for success – “What’s the Goal?” If you don’t know what the goal is, how will you achieve it? Clarification of the goal is essential to the execution of the strategy to achieve it.  And, as we will see, every endeavor is simply a series of goals broken down into smaller and smaller goals.

The primary goal of any organization is its MISSION. It is the reason the entity exists. It is the WHY.  This is where we will focus today – on the primary goal of a company.  In the next article we will focus on strategy.  The strategy for a company is derived from the VISION.  The VISION is the second goal of any organization.  It tells us where our MISSION will take us.  It defines WHAT we will do in order to accomplish our MISSION.  Thus, in a business without a clear MISSION, the direction and production of the entire workforce will be inefficient. So let’s start with our MISSION.

Developing Your Mission Statement

Here are the steps I take to assist my clients with clarifying the MISSION of their company. You can apply this approach to any company and pretty much any aspect of your life.

1. Belief Statement
2. Brand Identity
3. Unique Selling Proposition
4. Marketing Message
5. Mission Statement

Although very few people realize it, and many companies succeed despite the fact that they don’t even have one, the foundation of every business mission is the Belief Statement. As Simon Sinek so succinctly puts it, ‘People don’t buy WHAT you do; they buy WHY you do it.” Thus, your ultimate success is contingent upon whether or not people buy into your MISSION.  And your MISSION comes from your Belief Statement.

Your Belief Statement

Your Belief Statement is the absolute core of your entire business.  There are exercises that I give my clients to assist them to develop their Belief Statement but that is beyond the scope of this article.  There is plenty to be gained by seeing the result.

Using Apple as an example, their marketing message might be:

We make great computers. They are beautifully designed, simple to use and consumer friendly. Want to buy one?

If they did that, they would have communicated WHAT they do.  But here’s how that is communicated starting with WHY:

In everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and consumer friendly. We just happen to make great computers. Want to buy one?

All that we have done is reverse the order in which the information is presented. People don’t buy WHAT you do; they buy WHY you do it.  So, to develop your Belief Statement, simply use the foregoing as a guide and describe WHY you are in business.

Now that you have your Belief Statement clarified, it is time to tie it to your Brand.

Brand Identity

Your brand simply needs to represent your belief. Following along with our example of Apple, the Apple brand stands for technological innovation. It is not merely a computer or telephone device company; it represents technological innovation delivered through computers and telephone devices.  Devout Apple users buy technological innovation.

What is your Brand Identity? What do you stand for?  When people see your company name or logo, how do they associate with it?

The Kinney Group, for instance, is all about systematic success.  People who believe you should have a plan before taking action and then systematically executing that plan are comfortable with my approach and do business with us.  People who do not want to be held accountable, who prefer to fly by the seat of their pants, are very uncomfortable with my approach.  I will never be able to convince them and I do not try.

Thus, your brand identity also helps in determining your target market.  Once you know who you want to target, you need to convey to them why they want to do business with you.  You need to capture their attention.

What Makes You Unique?

Very closely aligned with your brand Identity is your unique selling proposition (USP). Do people line up for days for the newest Apple product because of the price? No. They line up because they want to be the first to own a new piece of technology.

Maybe your USP, however, is price. Or, maybe like Nordstrom’s, your USP is customer service. Or maybe it is convenience.  Ours is execution.  We don’t simply offer strategic advice; we work alongside our clients and execute the strategy.  The list can be relatively long but there will always be one common factor: the USP must strike an emotional chord in your prospect. As everyone knows, people buy on emotion and justify purchases based upon logic. Your USP is the emotional reason people buy your product or service.

Now Tell the World

Okay, now you know WHY you went into business (MISSION).  You know what inspired you to develop your business (BELIEF). You know how you want your company to be perceived (BRAND). You know what makes you unique (USP).  Now it’s time to put them all together and tell the world! (MARKETING MESSAGE)

You will develop a multitude of marketing messages depending upon the venue or medium.  And you gain greater credibility with the more different mediums you use (people simply give more credibility to something they see or hear from multiple sources).

And, depending upon the mediums chosen, you will have to reword and reformat your message in a variety of ways.  A tweet is limited to 140 characters.  A billboard will most likely have even less. A radio ad is nothing but words.  A television or Internet commercial is going to have a lot more words (or not) but also have imagery.  In all instances, your marketing message is going to be more consistent, and therefore more effective, if the underlying message is the same – based upon your MISSION.

Your Mission Statement

And finally, your MISSION statement is an outward facing message that is carved in stone.  Sometimes you see the mission statement on a placard in an office.  Usually you will see it on a website.  And, in the best case scenario, whether you see it or not, the MISSION is conveyed through the actions, words and manner or your employees.  Just remember, your MISSION is WHY you are in business.

As you develop your MISSION statement, keep in mind that you are taking the emotional component of WHY people want to purchase your product or service and making a pledge that you will fulfill that desire they are seeking. If, for instance, your USP is price your MISSION statement may read as “Our MISSION is to provide our customers with the lowest price possible on the products they need most in life.”

In Summary

When you systematically build your business, starting with a strong foundation based upon a clearly defined MISSION, you will be consistent.  All of the foregoing elements may evolve – at least in the way you express them – but you won’t find yourself going in multiple directions, constantly re-inventing the wheel or wasting time starting over and over again if you start with a clearly defined MISSION.

The old adage ‘time is money’ is a truism.  In business, and in life itself, you only have so much time.  If you are making a sale, you will only have so much time to capture the attention of your prospective client or customer.  If you are raising capital, you will only have so much time to capture the attention of your prospective funding source.  And even if you have already raised capital, you will only have so much time to satisfy the objectives of your investors (even Microsoft has to show consistent growth in order to maintain or increase the value of its stock).  In every instance you must efficiently develop, refine, produce, market, sell, distribute and collect on the sales of your product or service.  And the most efficient way to achieve all of the foregoing is through the systematic execution of your strategy.  And that is where we will leave off today.

As stated previously, your MISSION is your reason for being in business.  In the next installment, we will address where your MISSION will take you (VISION). From your VISION we will be able to develop your strategy.  So get started on developing and refining your MISSION.  It is the foundation for your success!

As I travel and do work around the world it amazes me that there are business owners and managers that still do not realize that their most valuable resources are human. Among the greatest challenges to managers is controlling people. It is critical to the performance of the company to hold people accountable for performance. Learn to create an Environment of Accountability by effectively measuring performance and taking appropriate action.

Consistent focus on the goals of the company reinforces Strategic Alignment and creates a winning team atmosphere which fosters an Environment of Accountability. A transformation occurs as the Team holds itself and each other accountable allowing the business owner or manager to focus on Leadership rather than Operational skills.

Leaving from Venice, we got as far as being huddled in a grand dining room for the safety briefing before disbanding with no idea of even the location of the life boats.  Plenty of people remarked that this safety briefing was ‘a joke’ or a ‘waste of time’.  As experienced cruisers, the fact that we did not feel as safe is not so much important; what is important is the fact that we were not, indeed, safe.  Again, as with everything I preach in business, it all starts with ‘What’s the Goal?’

Among the chief concerns, if not the mission of a cruise line, must be the safety, well-being and enjoyment of its passengers.  That safety briefing, required on all cruise lines, is a critical factor to the accomplishment of this mission.  Every aspect of it must be carefully detailed in a strategic plan.  Every execution of it must be carefully monitored in an accountability management system. What are the three steps to everything I preach in business?

1. Clear Goal
2. Comprehensive Strategy
3. Execution

The headline reads ‘After sinking, some wonder: Is cruising safe?’.  Of course! – it could be…

If safety is a priority (goal), a comprehensive plan can be developed that takes into account every known or conceivable variable (strategy).  It is then critical to implement an accountability management system to measure performance and get back on track on a timely basis (execution).   As is the case in terms of profitability for companies following this formula, the degree of safety of cruising is a function of the comprehensiveness of the strategy – not only what you plan on doing but also every thing that can go wrong (accounting for pilot error for instance) and the effectiveness of the accountability management system.

Now that safety is a consideration, based on my experience, I will cruise exclusively with Royal Caribbean in the future.  Every cruise line features amazing food, great diversions, cool destinations and plenty of entertainment.  The big selling point moving forward will be safety.  Royal Caribbean would do well to incorporate that into its mission statement.  Travelers like me will appreciate them for their attention to a safe and enjoyable vacation.

In our neighborhood, there was a junk yard down the hill on the other side of the wall at the end of our street.  We were young, we had energy and we all had access to nails, hammers and even saws.  We never built anything approximating a tree house.  Why?

Would you build a real home without a blueprint?  Fortunately, for all of us who grew up in my neighborhood the answer is no because, even if we were still fool hearty enough to try, zoning laws would not allow it.  You can have the most detailed idea of what you want to build but you are required to have professionally drawn up blue prints in order to get the permits to build it.

For those of you who own a business and a home, it is arguable that your business is your most valuable asset.  Without your business, it is unlikely that you will be able to afford to maintain your home.  So, if your home requires a blueprint, what about your business?

The foundation of the U.S. economy is entrepreneurial business ventures.  Pretty much anyone with an idea or a passion can create the opportunity to own their own business.  And, while government regulation does not require that entrepreneurs have a business plan, the realities of attracting capital do necessitate a business plan (your blue print).  Why?

Capital sources and financiers want to know if you are building on solid ground.  They want to know the prospects for actually making money by investing in your venture.  They want to know:

• What are you building?
• Why is it different or needed?
• How much money do you need?
• How will you use the money?
• How much money will they get back?
• What are the risks?
• When will they get their return on investment?

But if you are not seeking outside capital, do you still need a business plan?

When we built our tree houses we never sought outside capital.  We knew we wanted to build a tree house and we just went ahead and built it.  I think the best we ever did was to build a platform that might have supported the weight of two of us – until the single limb that was supporting the platform gave way -  and Tommy Flemming’s arm got broken in the fall.

We were kids building tree houses, our parents supported us and Tommy’s arm healed.  We could afford to build without a plan.  Can you?

All of these ‘excuses’ are reflective of poor management skills. As a manager, your job is NOT to DO things, your job is to get things done through other people. When you do not delegate, you are holding your people back and stalling your own management career.

In order to develop your people, you must, of course, trust but verify. The whole point is that your job is to develop your people and if you can not do so then either they or YOU have to go.

• the Corporate Vision is clearly defined and communicated
• management is in strategic alignment and
• there is a framework for systematic execution of the Corporate Vision

Management Team Development ensures that the management team has the skills to perform at the top of their game and actually execute the Corporate Vision. This is not rocket science.

In fact, as with any type of coaching, it is common sense; it is simply not common practice. That’s why people like Tiger Woods employ a coach. Amateurs practice until they get it right. Professionals practice until they can’t do it wrong.

At all levels of management, our Focus on the Fundamentals program will ensure that your management team operates at peak performance by focusing on the following management fundamentals:

• Interpersonal Relations
• Planning
• Strategic Alignment
• Time Management
• Delegation
• Managing Accountability
• Staff Development
• Leadership

Interpersonal Relations

CEOs, business owners and managers deliver top performance when they learn how to develop their interpersonal relations skills, including and especially effective communication skills, and employ them to direct and motivate each member of the team.

Planning

The key to achieving any goal is to have a plan. And that plan needs to be in writing. Learn the fundamentals of developing a Business Plan, Succession Plan, Departmental Plan, Career Plan, Life Plan or any plan to get you to where you want to go.

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Strategic Alignment

You have a vision, it is broken down into goals and you have a plan to achieve those goals. Do you have the right resources? Are your resources optimized to ensure the most efficient achievement of the goals? Create Strategic Alignment throughout the organization for maximum results.

Time Management

Time is the most elusive resource available to every manager. Time can’t be bought, earned, saved or created. Either manage time or time will manage you. Learn how to control time, eliminate time-wasters, increase productivity and increase profits.

Delegation

The number one obstacle to advancement among managers is ineffective delegation. Think it is easier to just do it yourself? Faster to do it than explain it? You’re better at it anyway? If you answer yes to these questions you are not developing your team and you are not developing as a manger. When you’re ‘doing’, you’re not ‘managing’. Learn to be more productive through effective delegation.

Accountability Management

Your most valuable resources are human. Among the greatest challenges to managers is controlling people. It is critical to the performance of the company to hold people accountable for performance. Learn to create a Culture of Accountability by effectively measuring performance and taking appropriate action.

Staff Development

It’s a fact. In business, just as in sports, the best team wins. Jim Collins’ concepts of get the right people on the bus, the wrong people off the bus and the right people in the right seats is among those that you must learn. Develop effective recruitment, interviewing, hiring, orientation, training, development and retention processes to maximize workforce productivity.

Leadership

Leadership is not a function; it is a way of being. Being a leader and being in a leadership position is not necessarily the same thing. We offer a variety of workshops, trainings and coaching sessions to focus leaders on their strengths, teach the difference between leadership and management and provide a solid foundation for leadership development.

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Recruiting

‘A’ players seek to work for ‘A-player’ organizations. ‘A-player’ organizations have a clear corporate vision that is executed through a professional management team and clearly communicated throughout the organization through properly executed job descriptions. A properly designed job description provides the foundation for every aspect of recruiting.

Hiring

The second biggest mistake companies make in hiring new employees is to hire them on the basis of past performance at former companies. It is essential to attract a range of candidates, both from within the company as well as from without, and apply a systematic approach to objectively evaluating, interviewing, checking references and negotiating with prospective employees.

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On-Boarding

The single biggest mistake that companies make with new employees is to welcome them as the newest member of the team and then abandon them once they are hired. It is critical to have a comprehensive on-boarding program that includes a formal orientation and a 30, 60 and 90 day review through a properly selected mentoring team.

Training & Development

Among the best recruiting tools a company can employ is a solid program of employee training & development. If you are seeking to hire ‘A’ Players, they are the types of employees that seek to continually develop their knowledge and skills. D.G.Kinney’s formalized plan of employee development ensures consistent improvement of employee morale, workforce productivity and company profitability.

Retention

Among the greatest investments you can make into the continued success of your company is in recruiting, hiring and developing a team of ‘A’ players. Their skills and knowledge are an invaluable aspect of your company’s intellectual property. The proper use of objective performance reviews, salary reviews, bonus programs and employee recognition programs are critical to the retention of ‘A’ players and the continued success of your company.

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All of these ‘excuses’ are reflective of poor management skills. As a manager, your job is NOT to DO things, your job is to get things done through other people. When you do not delegate, you are holding your people back and stalling your own management career. In order to develop your people, you must, of course, trust but verify. The whole point is that your job is to develop your people and if you can not do so then either they or YOU have to go.

Here are two immediate steps you can take to convert from a culture of micro-management:

1) Evaluate the managers to ensure they possess the requisite fundamental management skills. Most importantly, in this regard, this is primarily a function of leadership skills. It also includes planning and holding people accountable but I would start with an evaluation of leadership skills.

2) Evaluate the personnel to ensure they have the requisite skills to accomplish the assigned tasks. Most organizations lack the simple tools to properly and objectively evaluate their personnel because the fundamental tool for doing so, the Job Description, is improperly designed. Most Job Descriptions feature a subjective list of responsibilities and may include a few competencies that are expected. What they lack are specific metrics for measuring job performance along with limits and extent of authority. Metrics provide an objective means of measuring job performance while the limits and extent of authority provide a means of controlling and recognizing growth.

When your managers have the ability to lead and your employees have a clear understanding of performance expectations you will have a foundation for changing the culture of micro-management.