Simplifying Business Six components to building a successful organization by: Shawn Peterson, Liberty Business Systems
T
he business world is currently in unprecedented times. Businesses have never faced the challenges we are seeing. With uncertainty comes confusion, leading to a tendency to freeze up and become paralyzed. Resist the urge to lock up and remember that as we tackle some of the most complicated times in history, it is still simple. While the large issues seem enormous, we need to plan and execute. This is the exact thing that businesses must do every day to thrive. These times provide an opportunity for businesses to make quantum leaps in their processes, cultures and operations. For a record 126-plus months, the economy grew. This led many organizations to become comfortable with the business climate and complacent in operations. This may have allowed us to keep extra expenses, keep people in the wrong positions and delay technological advancements to improve our processes, among many other items. Focus is going to become more important than ever. What are the areas in which we can excel and bring a positive bottom line? How do we get all of the proverbial oars rowing in the same direction? In this article, we are going to look at six areas to ensure your company continues to be successful: vision, people, data, issues, processes and traction. Vision You must be crystal clear on where you want to go. This is done by answering eight questions: (1) What are your core values?; (2) What is your core focus?; (3) What is your 10-year target?; (4) What is your marketing strategy?; (5) What is your three-year picture?; (6) What is your one-year plan?; (7) What are your quarterly items to complete for each person?; and (8) What are your issues? People Great leaders often reference having “good people” as a reason for their success. It will be imperative that companies have the right people in the right seats. There is no room for people on your payroll to be unproductive or not operate
in their strengths. The question then becomes: How do we cut through buzzwords such as “A-players,” “superstars” and “the cream of the crop”? First, you will need to look at your organizational chart with the names removed. Next, put the absolutely necessary duties into the boxes on the chart. This will create an organizational chart that needs to be filled in. To decide which seat each person can fill, look at your core values and ensure each person lives these out. Secondly, look at these three absolutes for each role: Does each person “get it,” “want it” and have the “capacity to do it”? This process will cut out the emotions and the gray area to optimize your company and fill it with people who wholeheartedly believe what you believe in. Having the right people, in the right seats, doing the right things will be the competitive advantage needed in tough times to out-execute the competition. With the employment environment changing, many potential rock stars will become available to assist in growing your company. Your understanding of direction and accountability will allow you to quickly lock up this new talent. Data Defined metrics allow you to manage your company more effectively. Each person within the company needs to have at least one number that he (or she) is accountable for. This helps define success in a role or project without bias. It can also help us identify issues more quickly and implement course correction at the first sign of problems. Outside of raising accountability, it brings to light the most important markers for the company to be successful and narrows focus. Many “people issues” come from a lack of understanding of what is expected. Having a number and monitoring it regularly allows for clarity. Having great data will also allow you to make truthful and informed decisions more quickly. This will lead to more forward progress. Leaders will have less decision fatigue and will be able to save energy for the more complex decisions.
18 | w w w. o f f ic et ec hno lo g y m a g.c om | Ma y 2 0 2 0
Peterson May 20.indd 1
4/30/20 2:56 PM
