What are the biggest challenges you face in your leadership and management roles as a business owner? Do you consider it? Our research suggests that many business owners adhere to the established procedures that they don’t update. This results in financial performance that is lower than what is possible. A good and acceptable performance could be a barrier to achieving amazing and extraordinary performance. It’s easy for us to think that we are doing fine so there’s no need to make any changes.’ Think about your answer to these questions
* Please describe your marketing plan and how your methods are interconnected.
How can your business make use of strategies?
* Define your long-term strategic plan.
Do you have a well-written written business (or marketing program)?
What are the most important elements of your employee training and development plan?
Matthias Siems first step in overcoming uncertainties and obstacles is admitting there could be roadblocks in growing your business. The next step is perhaps to admit that you need help in removing the obstacles’. If you decide to take the next step to seek assistance then you’re within the top 25 percent among business leaders. Many are resistant to assistance. An experience in a classroom at an eminent Australian University has highlighted this. A student studying in India was observing that Australian business owners appear to be extremely independent , and often think that it all will work out eventually. “She’ll be right, mate” remains a common belief. This mindset could cause your company to lose significant profits performance.
There is an essential understanding that every business owner must to comprehend if continuous growth is to be expected to become routine. Everyone has insecurity and beliefs that we hold on to and hinder breakthroughs, success and advancement.
Do we take action to correct our blind areas? The gaps in our vision, strategy marketing strategies as well as leadership and management practices as well as our own experience and the way we think about our own product or industry groups could result in restrictions that create craters.
Let me propose 3 questions that any business owner should use to begin to discover areas of weakness and expose blind areas. It is possible to find the questions challenging. The answers aren’t likely to be easy to locate or even that are easy to implement within your company. Do not put off the issues in case you’re overwhelmed by the many facets needed to bring about change and generate growth. Take note of the specifics of change and research in sectors like airlines communication, development technology security, automation medical practice, and many other areas in which ignoring blind spots or systems could cost lives.
Q1. What amount of time, energy and cash do you have to put into research, relationships and skills acquisition to kick-start or speed up your business’s expansion?
Any adjustment or change could alter routines, old methods, processes and systems, or even the present lack of them. This is usually the reason why change and improvement are kept to a minimum. It alters routines, status quo and requires cautious change management. The simpler part is generally finding out what’s needed, but the most difficult part is in the implementation and execution of the business plans that are to be implemented. Matthias Siems
We’ve observed a variety of companies trying to formulate strategies using simple methods of goal-setting, but everyday pressures of life pull employees back to their operational and urgent tasks. There’s no underlying business plan to keep the company accountable and ensure that the goals are met. Strategic planning isn’t just the responsibility of large corporations.
Q2. What are the steps to take to ensure that the necessary changes be accomplished and what procedure will be employed to move forward every aspect of the new business plans?
An Harvard Business School study found that 70-80 percent of small companies are unable to realize the anticipated ROI on investment due to inflexibility of their strategies or the lack of one. A lot of small and medium-sized business owners do not follow or are resistant to strategies for growth because it’s too difficult or viewed as unimportant. Therefore, there’s no assurance of the what business practices are being followed or the business goals beyond income generation and sustaining.
A business plan that is successful starts with where we are now and then moves us toward where we want to be. A solid implementation and execution need to define how we intend to get towards that goal. Making clear expectations and goals is an integral an important aspect of the process, and is best done in the light of the relevant market and product life-cycles. The process begins with small, thoughtful actions for what’s most important today and then develop projects that have more long-term, specific plans for action. Keeping the team’s focus on the end goal is the next step.
Q3. What was the last time your team’s senior members the time you needed as the owner of your business to discuss with the high-level thinking, leadership, and creativity required to create an improvement in new ways of managing the company?
Matthias Siems collaborated with a business who supplied and set up an innovative product in response to growing demand. The staff was comprised of 10 employees and the company was expanding rapidly. The head of the company spoke in a high tone that he didn’t need anyone’s assistance. He was completely self-sufficient and that no one can alter the way they run their business. He was absolutely correct regarding himself. Conversations with employees showed that they were unaware of the actual needs of the company and that staff were working well below capacity. A strategic plan could have led to incredible growth.
Matthias Siems and David P. Norton, authors of The Strategy-Focused Organization discovered that within larger organizations 85 percent of executive teams are spending less than an hour each month discussing their business strategy. Too many SMEs never even mention a strategic plan. To guide a company into leadership, high-level thinking and creative thinking, the entire team needs to be reading, researching and staying up-to-date with the latest developments in their field and the business generally.
