Tag Archive for: business strategy

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How to Ignite Enthusiasm withYour Mission

Mission EnthusiasmDo you have a mission statement that clearly defines the unique business that you are in or about?

Do your employees and customers understand your organization’s mission?

 

W. Clement Stone said…

“When you discover your mission, you will feel its demand. It will fill you with enthusiasm and a burning desire to get to work on it.” 

Clearly defining your mission helps you to know which opportunities to say “yes” to and which to turn down. It becomes your “energy umbrella.” Every opportunity under the umbrella of your mission is a wise investment of your organization’s energy and resources. Anything outside the umbrella will not resonate with what is important to your organization. It is a valuable tool to decide on what to expend precious resources.

 “Clearly defining your mission helps you to know what opportunities to say ‘yes’ to and which to turn down.”

 A mission statement is an umbrella proposition that should encompass all you chose to do. It defines the business you are in or about. A mission statement, well written, will answer the following questions:

  1. How do you choose to have people behave (most important core values)?
  2. Why is your organization here (core purpose; the heart of your mission statement)?
  3. What does your organization do (products and services you provide)?
  4. What results do you desire for your organization (beyond just making money)?
  5. Who does your organization serve (your customers)?

The key to crafting a good mission statement is to make it simple but not too vague. Make it heartfelt and not too heady. Make it unique to your organization so as to distinguish you from your competitors. Make it memorable and inspiring to all who read it.

Here are a few mission statement examples that may help get you started with creating your own:

Starbucks Mission: To inspire and nurture the human spirit—one person, one cup, and one neighborhood at a time.

Our TLC Mission: We help create cultures of character and success that inspire hope and awaken the greatness in people, organizations and communities—guiding organizations to get clear, get organized, get going, and get results.

When you have completed your organizational mission statement, consider asking your department managers to gather with their direct reports to craft each department’s mission statement. This exercise will help employees to become clearer about the scope of their service to the organization. Additionally, you will find it to be a meaningful and engaging employee team building experience.

I always recommend to my clients that they revisit their mission annually, because their organization needs to evolve as the needs of their target market changes. Your organization’s core purpose and core values should stand the test of time once you get them right. However, keep your mission like clay that you continue to mold as you get clearer on the business you’re in or about.

Enjoy igniting your enthusiasm and burning desire by creating or rejuvenating your mission statement.

Much success and fulfillment,

Ray

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(Adapted from Chapter 4 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz .)

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Infuse Your Culture with Values

Core Values GraphicWhat does your organization stand for—your core values? Successful business owners understand how vital a company’s core values are to creating a company culture that results in happy, productive, successful employees, which, in turn, leads to happy customers and a healthy bottom-line.

Values are your guide for weathering ethical dilemmas. They become the fabric for weaving good sound decisions. Values become your employees’ moral compass. For your company’s values to permeate throughout your organization, it will take conscious, consistent, deliberate actions.

Jim Collins & Jerry Porras (authors, Built to Last) say…

“The only truly reliable source of stability is a strong inner core [purpose and values] and the willingness to change and adapt everything except that core.”

Core values form the root system of your organization. Values nourish and stabilize your company. They represent the ideals that your organization stands for. They form your legacy. The more widespread and deeply imbedded your values, the more likely it is that your organization will stand the test of time. A company that knows and practices core values can weather storms and the winds of change… (Click here to read more of this LinkedIn article)

 

(Adapted from Chapter 3 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz .)

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The Power of Purpose: Know Your “Big Why”

Martin Luther King JrDr. Martin Luther King, Jr., visited India in the early 1960s to learn satyagraha principles first-hand from Mahatma Gandhi’s family and followers.  He used these principles of nonviolence to lead the civil rights movement of the 1960s. This resulted in improving privileges and rights of African Americans throughout the United States.

Like Gandhi, King saw injustice being imposed on people because of the color of their skin.  Martin held dear the words crafted by Thomas Jefferson in the Declaration of Independence:  “We hold these truths to be self-evident:  That all men are created equal; that they are endowed by their Creator with certain unalienable rights; that among these are life, liberty, and the pursuit of happiness.”  For him, it was time to take a stand and create a movement to bring our society back into alignment with this wisdom.  His choice was to do it nonviolently.

Martin Luther King clearly understood his “Big Why”—his purpose for creating one of the most successful Civil Rights movements the world has known.

Do you know your “Big Why”—your Core Purpose? If not, lasting success may elude you.

The core purpose of your organization is like the seed of an apple. “You can count the number of seeds in an apple, but you can’t count the number of apples in a seed.” No one knows the potential yield of your organization and how much your employees can produce in the lifetime of your company.

Ralph Waldo Emerson said, “Cause and effect, means and ends, seed and fruit, cannot be severed; for the effect already blooms in the cause, the end pre-exists in the means, the fruit in the seed.”

Your organization has a unique core purpose for serving the world. This is your “Big Why?”—why your organization was started in the first place—beyond just making money. What’s yours? It is most likely the original heartfelt reason you decided (or are deciding) to take a leap of faith and start a business.

“Knowing your core purpose keeps you centered on what’s most important—during good times and challenging times.”

Remember when you first got excited about the idea of starting your own business—when you got goose bumps just thinking about it? Where were you? What was your inspired idea that grew into your “Big Why?” for doing it—beyond just making money? The answer is something very simple and profound at the core of your mission as an organization.

This is the core purpose of your company. It should be at the heart of everything you do, all the decisions you make. It is why your organization exists. It either solves a problem or fulfills an aspiration or desire. It is the seed that, when properly nurtured, will begin to take root.

Once you and your employees understand your core purpose and have placed it at the heart of everything you do, everyone involved will make good, sound decisions. It will be a compass for all you choose to do.

Here are some examples of core purposes from successful companies that you probably know:

  • Disney – “To bring happiness to millions”
  • Nordstrom – “Service to the customer above all else”
  • Johnson and Johnson – “To alleviate pain and disease”
  • Walmart – “We exist to provide value to our customers”
  • My company, TLC – “We inspire hope and awaken greatness”

What’s the Core Purpose of your organization?

Much success and fulfillment,

Ray

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(Adapted from Chapter 2 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz  and Chapter 28 from my book Ray of Hope: Inspiring Peace)

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Wisdom I Learned from an Ojibwe Leader about Success

On a frigid December day in northern Minnesota, I was facilitating a strategic planning retreat for the Leech Lake Band of Ojibwe. More than 75 people from different departments within the tribal government were meeting in small groups in the ballroom of one of their casino enterprises. I was introducing elements of the strategic planning process, step-by-step, and the participants were storyboarding their input on flipcharts at their tables. Many of the participants had never been asked to participate in a strategic planning process like this before, so part of my time was spent teaching and coaching about the different elements.

Tree of Organizational Success

Tree of Organizational Success

Two hours into the morning of the first day, Vicki, a leader from their Education Department, came up to me on a break and shared a metaphor of the tree, relating it to the strategic planning process. It described perfectly the significance of each element of the process and how each is related energetically and how all are connected to the whole system.

That night I captured her thoughts in the graphic shown, “The Tree of Organizational Success.” That tree became our guide for the next several days of our process. People got it! Since that day, I have continued to use it as a tool to guide groups in their strategic planning processes. Here’s the essence of what she shared with me.

Seed = Purpose: Every tree begins with a seed. The tree exists within the seed. Each seed has a specific, unique purpose. A pine-cone seed can grow up to be only a pine tree. An acorn can grow up to be only an oak tree. An apple seed can grow up to be only an apple tree. Every organization has a unique core purpose for how to serve the world. This is “the big why?”— the reason the organization was started in the first place—beyond just making money.

Roots = Values: With the right amount of sun, water and minerals from the earth, the seed begins to sprout roots. Roots help to nourish the tree by drawing water and minerals up from the soil. They also help to stabilize the tree against external forces like wind and floods. Roots also stabilize the tree within the surrounding soil, which can become weak from erosion. Roots are invisible to the eye, but they serve the tree in several other important ways. The deeper and wider the root system, the more nourishment the tree will receive. Roots represent the core values and culture in an organization. They are what your organization stands for. They are your legacy. The more widespread and deeply embedded your core values, the more likely it is that your organization will stand the test of time.

Trunk = Spirit / Life-force Energy = Mission and Vision: When the tree’s roots spread out and deepen enough, the tree begins to sprout and break through the surface of the earth. It first becomes visible as a delicate sprout that eventually forms the trunk. As the tree grows tall for all to see, its life-force energy and spirit becomes evident. The trunk of the tree is analogous to the mission and vision of an organization. Everyone can see and experience the magnitude of its energy and presence. The mission and vision are the life-force, or spirit, of the organization. Many will be prospered, served and inspired during the life of the organization.

Branches = Departments and Goals Set: Branches bud and spread out from the trunk in all directions. These branches will support the foliage and fruit that will come. The greater the reach of the branches and canopy, the more fruit the tree is capable of producing. It soon begins serving animals and insects—providing shade, food and refuge.The branches symbolize the various departments and the multiple goals of the organization. The loftier the goals set throughout your organization, the greater the potential for organizational and personal achievement.

Fruit = Success and Goals Achieved: As fall approaches, the world begins to see apples form on an apple tree. You—and the world—can now see how plentiful the harvest will become, weather and critters permitting. The fruits of your labor are becoming visible. The fruit harvest represents goals achieved, success manifested. A bountiful harvest serves your customers, employees and vendors.

I love the simplicity and organic perspective that I received from my student (and teacher), Vicki, that day.

Enjoy growing your bountiful tree of organizational success.

Much success and fulfillment,

Ray

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(Adapted from the Introduction of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz  )

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How to Assess the Success of Your Organization in 10 Minutes

Before you begin your 2016 strategic planning process, take this quick and easy assessment. The Circle of Success is a simple assessment tool that will enable you and your employees to see at a glance the “flat spots” in your organization as well as the areas in which you are maximizing your potential. I consider it an organizational medicine wheel.

Circle of Success

Circle of Success Assessment Tool

I have been using this simple, yet revealing strategic planning tool for many years when I work with the organizations I serve. It provides leaders, like you, with a quick visual assessment of many of the ingredients that generate success and profitability in organizations. It’s also a remarkable, engaging teambuilding exercise. Here’s how it works:

  1. You’ll notice that there are four quadrants in this wheel: (1) Planning; (2) Staffing; (3) Teambuilding; (4) Processes. Each quadrant has 4-sectors, or focus areas, (in which to invest energy and resources)—a total of 16 focus areas to assess.
  2. Superimposed on the Circle of Success is a horizontal scale identified by 10 concentric circles with zero (“0”) in the center and “10” on the outer circumference.
  3. Here’s how it works: First, decide what you want to assess—the organization as a whole or any individual department you choose. Invite your leaders to do the same to see how your collective points-of-view align or differ.
  4. Now it’s time to score how you think/feel your organization is doing. The scoring works like this: Zero (“0”) is the lowest score and indicates that your organization or department is performing poorly in that particular area. Ten (“10”) means your organization or department is functioning in an exemplary manner in that particular area and couldn’t do better if you tried.
  5. Score each sector separately by asking yourself, “At this point in time, how well has our organization (or department) defined, communicated and performed in this particular area?” (As a first step, you can score each sector on the matrix shown on the following page if you desire.) For each sector, put an “X” on the scale in the center of the wedge you are scoring.
  6. When you have scored all 16 sectors, connect the dots. (See the example below)

Circle of Success Example 2014-06-26

Example of completed Circle of Success Assessment

  1. Now look at the “wheel” of connected dots you have just created. Would the “wheel” roll? Do you happen to see any interesting shapes? (Similar to looking for shapes in cloud formations, some of my perceptive clients have enjoyed identifying shapes resembling birds, bells, and other outrageous images. Have fun with it!)
  2. Compare your wheel with others who have joined you in doing this exercise. Discuss the similarities and differences.
  3. Now identify low, “flat spots” on the wheel that need attention. These are notable areas in which to set goals and invest resources, maximizing your potential by bringing those areas back into alignment and balance.
  4. Use this tool at least quarterly to see how well your organization (or department) is progressing. There will always be new sectors of your organization that need attention because organizations are living, breathing organisms constantly ebbing, flowing, and morphing.

It’s your turn now. Give it a try. I think you’ll like its simplicity and effectiveness. (Download your free Circle of Success Assessment Guide.)

Much success and fulfillment,

Ray

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(Adapted from Chapter 1 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz  )

To download a free Circle of Success Assessment Guide go to www.EnergizeYourBusiness.biz .

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Goal-Setting the SMART WAY in 2016

Football Goal“Goals provide the energy source that powers our lives. One of the best ways we can get the most from the energy we have is to focus it. That is what goals can do for us; concentrate our energy.”

~Dennis Waitley, author of Seeds of Greatness

“Goals provide the energy source that powers our lives.”

As I am sitting here reflecting on successes during this past year and projecting possibilities for 2016, I am reminded how goals give us greater clarity and direction for living more joyful, fulfilling, and meaningful lives.

Here’s a little guidance about setting goals the really S.M.A.R.T. W.A. Y. Make them…

  • Specific (not too vague),
  • Measureable (so you know the progress you’re making),
  • Attainable (but a definite stretch),
  • Relevant (in alignment with your purpose, values, mission and vision), and…
  • Time-bound (scheduled milestones). It is also important that you have them be…
  • Written (this makes them more solid), and build in…
  • Accountability (hence the need for individual development plans for your employees) and, finally, have a strong…
  • Yearning to achieve them (never underestimate the power of enthusiasm).

Lofty goals can be both inspiring and daunting at the same time. With that in mind, you’ve probably heard the question, “How do you eat an elephant?” And you probably remember the answer: “One bite at a time!” This is exactly how you can help reduce the overwhelmed feeling people may experience as they begin to tackle “big, hairy, audacious goals” (BHAG’s), an acronym created by Jim Collins and Jerry Porras in their book, Built to Last.

17-CH08-Fig07-P105-MM G-O-S-TTo reduce overwhelm and procrastination, large goals need to be broken down into smaller, “bite-sized” milestones in order to get a better understanding of what it will take to achieve them. These milestones are sometimes referred to as objectives, strategies and tactics. A goal can be segmented into objectives, objectives segmented into strategies, and strategies segmented into tactics—in a cascading effect, ranging from larger to smaller segments. This is similar to a stream cascading down a mountain. With each subsequent segment, the goal becomes more refined, more clear, and more specific.

Think of goals more as a process than as a destination. People grow and become stronger as they stretch toward goals. The bigger and more hairy (difficult or complex) the goal, the greater is the potential for growth and transformation, so long as it doesn’t cause people to feel too overwhelmed.

“Think of goals more as a process than as a destination.”

Enjoy this dynamic, effective goal-setting process for jumping to lightspeed in 2016… and feel the force!

Much success and fulfillment,

Ray

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(Adapted from Chapter 8 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz  )

 

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Trust the Force—Work-force, that Is

NASA Hubble-Barred Spiral GalaxyUse your next strategic plan as a vehicle to build trust with your workforce.

Instead of feeling the burden of thinking you have to do it alone, ignite the enthusiasm and passion (the Force) in your employees by involving them in making the new strategic plan come alive.

The more you involve people in its implementation, the greater will be their enthusiastic buy-in and support for the plan–and trust in the direction of the organization.

5 ways to build trust by engaging employees in the strategic planning process 

  1. Involve ALL employees in the process, from the CEO to the frontline –Give everyone the opportunity to share ideas, knowing that all ideas will be considered. This is a skillful way to tap into the vast knowledge and experience that is frequently underutilized in organizations. Allow this collaborative process to be like an artist molding a clay sculpture of the desired future state of your organization. Involving them demonstrates your trust in their ideas.
  2. Encourage your managers to create individual development plans for everyone in the organization – Assign every employee at least one goal to work actively toward achieving. Let everyone have a piece of the puzzle so they can feel a sense of pride and ownership in the success of the organization’s new direction. Allow them to feel a sense of meaning and belonging to something bigger than themselves. Assigning them to a goal demonstrates your trust in their abilities.
  3. Create Declarations of Understanding (DOUs) –List the behaviors that will constitute a sense of support and co-operation among employees—the ways in which they can count on each other. Clarify in writing your desires and expectations regarding your direct reports, and let them reciprocate by sharing their desires and expectations of you. Then, encourage your direct reports to do the same with their direct reports, thus creating a cascading effect throughout the organization. The DOUs help to clarify decision-making authority, solidify boundaries, and minimize unpleasant or awkward “surprises” at employee performance review time. This open dialogue builds mutual understanding and trust.
  4. Keep the plan alive by establishing a team of “Eagles” –A proficient way to keep people engaged is to establish an Eagle Team (or Steering Committee) whose sole purpose is to keep the high watch and continually infuse energy into implementing the plan. This team keeps track of progress and adjusts the plan when new, unforeseen developments arise, recommending mid-course corrections to executive leadership. When building your Eagle Team, assign high-performing employees (“Eagles”) from different levels and functional areas of your organization—and be sure to inform each team member that this special assignment is an honor and privilege. Remember to listen to what those on your team suggest, and act on as many ideas as possible. Failure to follow through could jeopardize the entire collaborative process and undermine trust. Implementing their recommendations demonstrates your trust in their judgment.
  5. Provide transparent, consistent, and frequent communication – Create a systematic communication plan for sharing progress toward the organization’s vision, strategies, and goals. Report milestones achieved and express appreciation for the efforts of all your team members. Be candid in your communications and seek input for improvements from employees at every level within the company, and listen intently to the feedback you receive. After all the energy you will have invested, the last thing you want them to say is, “Why did I bother? They didn’t do anything with my ideas anyway!” The absence of communication will lead you to the “Dark Side” (rumors). The rumor mill is quite efficient but is seldom accurate and constructive. Candid, timely communication builds a culture of trust.

In what other ways do you “trust the Force” (workforce)?

Much success and fulfillment,

Ray

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(Adapted from Chapter 10 of Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process by Ray Madaghiele.

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Successful Businesses Get Going Quickly with Implementation

20-3rd Phase Intro-Fig10-P110-Get Going COI 2015-05-08Once you “Get Clear” and “Get Organized” it’s time to “Get Going” with everyone on the same page and moving in the same direction. Successful businesses know how important it is to move into action quickly after the direction has been set.

In my previous two blog posts I shared the first 5 steps of the strategic planning process that help you to “Get Clear” about the direction of your organization, and three steps to “Get Organized”. The focus of this blog is moving into action.

Here are the next 2 steps of the strategic planning process cycle to help you “Get Going”…

9.  Prepare for Ignition – Jack Welch said, “When it comes to strategy, ponder less and do more.” After you have defined your Goals, Objectives and Strategies, it’s time to identify how you are going to achieve them—tactically. It’s time to pay attention to the details—to identify the detailed Tactics (action steps), to schedule the timeline for accomplishing them, to identify the resources required, and to assign people to each task.

Now the proverbial “rubber meets the road.” Up to this point, you have been building potential energy, similar to that of rollercoaster cars climbing the initial big hill. Now it’s time for kinetic energy to take over as the rollercoaster cars rush down from the top of the hill—as you put your plans into action! It can be very exciting—and sometimes a little scary. So remember, too, that it’s time to step into your fear and experience the fruits of your labor.

Jack Canfield says, “Remember, you and you alone are responsible for maintaining your energy. Give up blaming, complaining, and excuse-making, and keep taking action in the direction of your goals–however mundane or lofty they may be.”

10.  Keep the Energy Flowing – Napoleon Hill said, “All natural laws and all of nature’s plans are based upon harmonious, cooperative effort.” So, who is responsible for the success of your new strategic plan? Everyone! Gain enthusiastic support and buy-in for the plan by involving ALL employees in the process. Assign everyone a piece of the puzzle to help keep the plan alive. Once your action plans are complete, the task at hand is to keep them alive, employing everyone’s cooperation and collaboration. Don’t let your planning book gather dust on a shelf, never to be seen again until next year’s planning retreat. Allow your strategic plan to be a living, breathing guide to individual and organizational success.

Done right, the strategic plan should guide everyone’s actions by constantly reminding them of the most important use of their time. Create an environment where everyone collaborates to deliver “24k Gold Service” that improves customer and employee loyalty and maximizes profitability.

What do you do to “Get Going” with everyone on the same page and moving in the same direction?

Much success and fulfillment,

Ray

Chief Inspiration Officer
Business Energizers™

This post is adapted from my book, Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Click this link to learn more or purchase:

www.EnergizeYourBusiness.biz

I invite you to follow this blog to learn and share valuable tools and tips. And please connect with me on my social media channels.

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The First 5 Steps Successful Businesses Take to Create Their Own Destiny

Energize and engage your employees with an inspiring strategic planning process that helps everyone get clear, get organized, get going, and get results. That’s what successful businesses do.

Here are the first 5 steps of the strategic planning process cycle that, done right, tends to amplify and accelerate the success of any organization:

To Get Clear about your unique company culture and strategic direction…

  1. See Where You Ar05-1stPhase Intro-Fig04-P31-Get Clear COI 2015-04-21e – Many leaders are trying to run their organizations with “flat spots” that decrease productivity, produce inefficiencies, and impede growth. A strategic plan is vital for any start-up or seasoned business. It is like a trail map and compass for hiking in the wilderness. But to begin any journey, you first need to know where you are.
  2. Remember Your ‘Big Why?’ – Knowing your core purpose keeps you centered on what’s most important—during good times and challenging times. The purpose of your organization is like the seed of an apple. No one knows the potential yield of your organization and how much can be produced in the lifetime of your company.
  3. Infuse Your Culture – Values are your guide for weathering ethical dilemmas. They become the fabric for weaving good sound decisions. Values should be at the core of all the decisions employees make. They show what your company stands for.
  4. Know Your Business – Clearly defining your mission helps you know what opportunities to say “yes” to and which to say “no” to. Once you have created your mission statement, you will have defined the limits of what you will focus on as an organization. W. Clement Stone said “When you discover your mission, you will feel its demand. It will fill you with enthusiasm and a burning desire to get to work on it.”
  5. Envision Your Future – When you create a clear vision, it expands the collective thinking of your organization to encompass greater possibility and influence. A lofty vision is energizing. It excites everyone involved. It generates hope for the future. Walt Disney said, “If you can dream it, you can do it.”

How well has your organization done with involving your employees in the creation of these first five elements of the strategic planning process?

Much success and fulfillment,

Ray

(Excerpts from Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process)

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