You’ve made it to the final instalment of the business leadership series. Your business model is sound, the vision is set, and the operation is running – but how do you keep your people motivated and ready to do their best work, day after day, month after month, year after year?
Parts 1-5 of this business leadership series helped you set the foundation to run the business successfully. Now you are ready to zero in on the challenges and opportunities that will have the biggest impact on your customers and on your bottom line. It’s time to put words into action and start running the business each day.
I just came back from a three-day leadership course. It was an insightful course that not only reinforced some of what I already knew about leadership, but also taught me new skills to help me improve as a leader. Most importantly though, it got me thinking about why I’d decided to become a leader in the first place.
In part 1-4 of this business leadership series you’ve investigated the business structure, identified the gaps and communicated a clear and vivid vision. Now, it’s time to start thinking about how you can improve the financial results of your business. In part 5, you will analyze and identify what you can (and should) focus on in your business to make it profitable. In other words, you have to find the key levers that drive results and that you have control over.
As you reach step 4 of this business leadership series, we return to the idea that every business has several key constituents. And, importantly, these constituents all have a different focus.
Absolutely essential in your role as business leader is inspiring everyone involved in your company to achieve higher and higher levels of success by: creating the vision. After implementing part 1 and part 2 of this Business Leadership Series, you now have a solid understanding of the company, and should be ready to paint a picture of the future.
The second instalment of the Business Leadership Series offers a structured guide to go deep and get a good, close look at the current state of your organization from a number of different perspectives. Now that you’ve got a grip on the business model, based on part 1 of this series, and a high-level view of the organization, it’s time for a more detailed look at what’s happening.
I’m excited to introduce our latest blog series – this time, we’re giving a crash course on business leadership, geared toward intermediate level professionals. Imagine you were suddenly promoted from your current role to running the entire business – this series will provide a step-by-step guide and tried-and-true strategies for how to succeed and lead from the top. It also provides a great refresher for business leaders moving to a new organization or seasoned executives looking to get back to basics and direct their company toward an ambitious goal. We’ll help you understand how to run your profit and loss (P&L) center – and provide tactical steps on how you can do it successfully.