I've got this client, he is all (100%) operation based thinker. Even when we talk strategy it's operational strategy. Even when we talk about how he is going to get paid back from this venture (which he said is a main goal) we talk about operations.
After a while I feel like I'm beating a dead horse. So now I venture to some experts to help me find some new ways to beat my clients over their heads with strategy. My schpeel is something like this, "Strategy is how you get from where you are to where you want to be and tactics are the things you do in between to get there." I usually get some perplexed looks but in general I think it helps.
My general problem is getting people, who don't get it, to apply the concept to their own business. Sometime we back into strategy by defining all the things they are doing to 'move the ball' then describe the entirety of the tactical collection as strategy.
Another way is to get even more granular. We jump to business modeling and break down the business into bite-size pieces. This can backfire by either a lack of patience or, the other way, we open a can of worms. In general, this is a fantastic tool.
Here's what some others say about strategy:
http://www.thinkingmanagers.com/business-management/business-strategy.php
http://www.planware.org/strategicplan.htm
http://www.briefcasebooks.com/formisano01.pdf
http://www.the-business-plan.com/what-is-business-strategy.html
So, I think, 'how can I get this guy to think strategically about his business?' He already thinks he is thinking strategically. So then it starts to take shape. We share a passion for the mountains. Let's incorporate our shared passion for climbing into this lesson. I look at the idea (mountain climbing) and I think about the options for strategy. One option would be to define the objectives. Which to me are to have fun, be safe, and push our limits. Usually there are route options and approach options, and of course the choice of the mountain, and multi-day vs day trip, etc. But the strategy is ultimately what? How we decide to get from the bottom of the mountain to the top. It's as simple as "that way", as I point with my finger. What we do in between is all tactical. Whether it be hike, technical ice climb, scramble, ski, alpine style, expedition style, whatever. Those are all tactical decisions. The strategic part is the terms and conditions that it is climbed and whether it should be climbed at all.
Tuesday, November 1, 2011
Saturday, October 29, 2011
Non-Profit vs Profit
I'm Back! I'm not really sorry it's taken so long (now I'm sorry I'm not sorry) Guilt is a wily beast.
Ok, so I'm obsessed about this opportunity to help this non-profit organization transition to the next level of development. Much like some of my consulting clients this organization has organically developed and is now kind of on a hamster wheel making it happen, led by a fantastic all volunteer board (so, no real leadership). Anyway, I'll go into more about the organization later. My penchant to write today was initiated by a frustration that one, very influential, board member is stuck on the idea that the person that does this work must have non-profit leadership experience. I mean, really!? As an entrepreneur/make-it-happen problem solver it seems that a lot of non-profit experience could be a bad thing. (ie, career politician)
Mission based is good but it's not limited to non-profit! Many so called for-profit companies operate mission based too. I do. My firm has a mission to support our clients and if we do a good job then we expect to get a reasonable compensation. Wow! Seems like the 'right' way to do business, huh?! Profit NEVER comes into play with our fees. Although we do help our client's with their profits (And How!).
Take a look at these links. There is no operational difference in leading or running a non-profit vs for-profit. Each needs money to support it's initiatives and mission. Each operates to provide some kind of value (in product or service). And if a non-profit operates at break-even every year...that's a problem!
http://www.youtube.com/watch?v=4_6Te-Q2tMc
http://chuck.hubpages.com/hub/For-Profit-vs-Non-Profit-Form-of-Business
http://nonprofit.about.com/od/qathebasics/f/nopvspro.htm
http://blog.penelopetrunk.com/2009/10/30/the-shrinking-gap-between-nonprofit-and-for-profit/
Ok, so I'm obsessed about this opportunity to help this non-profit organization transition to the next level of development. Much like some of my consulting clients this organization has organically developed and is now kind of on a hamster wheel making it happen, led by a fantastic all volunteer board (so, no real leadership). Anyway, I'll go into more about the organization later. My penchant to write today was initiated by a frustration that one, very influential, board member is stuck on the idea that the person that does this work must have non-profit leadership experience. I mean, really!? As an entrepreneur/make-it-happen problem solver it seems that a lot of non-profit experience could be a bad thing. (ie, career politician)
Mission based is good but it's not limited to non-profit! Many so called for-profit companies operate mission based too. I do. My firm has a mission to support our clients and if we do a good job then we expect to get a reasonable compensation. Wow! Seems like the 'right' way to do business, huh?! Profit NEVER comes into play with our fees. Although we do help our client's with their profits (And How!).
Take a look at these links. There is no operational difference in leading or running a non-profit vs for-profit. Each needs money to support it's initiatives and mission. Each operates to provide some kind of value (in product or service). And if a non-profit operates at break-even every year...that's a problem!
http://www.youtube.com/watch?v=4_6Te-Q2tMc
http://chuck.hubpages.com/hub/For-Profit-vs-Non-Profit-Form-of-Business
http://nonprofit.about.com/od/qathebasics/f/nopvspro.htm
http://blog.penelopetrunk.com/2009/10/30/the-shrinking-gap-between-nonprofit-and-for-profit/
Tuesday, June 24, 2008
Confidence
One of the most admired characteristics is 'confidence'. When people are confident and sure of themselves it makes an excellent impression. In fact, it is one of the traits that makes women attractive. It is virtually required of C-level executives and leaders of all kinds for that matter.
In a job search there is a feeling of ethereal discomfort that makes it difficult sometimes to create structure, which feeds insecurities and can reduce confidence. Situations that really have no meaning can lead to thoughts of inferiority. My personal strategy to combat this is to take on a responsibility for making progress.
An example: I was cleaning up my computer last night and noticed Microsoft Office 2003 and Microsoft Office XP so I removed Office 2003 from my system, since I did not need the older version. Bad move. Office 2003 was there because it included Outlook. I deleted it and all my mail, calendar, contacts... SH!T! So I recovered all my files from Carbonite and reloaded Outlook, set up my system back to normal and see an email informing me that I was not progressing on to a third interview. Then my system crashed due to some errors while loading Outlook. Then I got a call at midnight from a stranger across town that she had my lost dog tied up to her fence in the rain. So when I got back from picking up the dog I made a list of things to do to make some new progress on the job search. Progress feels good and reinforces my confidence.
In a job search there is a feeling of ethereal discomfort that makes it difficult sometimes to create structure, which feeds insecurities and can reduce confidence. Situations that really have no meaning can lead to thoughts of inferiority. My personal strategy to combat this is to take on a responsibility for making progress.
An example: I was cleaning up my computer last night and noticed Microsoft Office 2003 and Microsoft Office XP so I removed Office 2003 from my system, since I did not need the older version. Bad move. Office 2003 was there because it included Outlook. I deleted it and all my mail, calendar, contacts... SH!T! So I recovered all my files from Carbonite and reloaded Outlook, set up my system back to normal and see an email informing me that I was not progressing on to a third interview. Then my system crashed due to some errors while loading Outlook. Then I got a call at midnight from a stranger across town that she had my lost dog tied up to her fence in the rain. So when I got back from picking up the dog I made a list of things to do to make some new progress on the job search. Progress feels good and reinforces my confidence.
Monday, June 23, 2008
Dependability
Whatever it is that makes us all different includes a "get it done" category. In my observations there are different degrees from "get nothing done" to "get too much done". There are far too many on the lower end of the scale. To my point, how much nicer would this world be if everyone did what they say they'd do?
I like to think that most people have good intentions, and I will assume here that is the case. What I think happens is a some kind of disconnection between reality and desire. Basically, when a person says they will do something they have every intention of doing it but do not take into account reality, things like: time, weather, resources, other people's influence, etc...
What really boggles me is the apparent disregard for lessons learned. Would it be logical to learn from mistakes to become relatively good at getting stuff done by adulthood? This is what I don't understand. Are people comfortable being late, disappointing themselves and those around them? Are people OK with a lack of dependability?
It's an epidemic! It's a simple concept. Do what you say you'll do.
I like to think that most people have good intentions, and I will assume here that is the case. What I think happens is a some kind of disconnection between reality and desire. Basically, when a person says they will do something they have every intention of doing it but do not take into account reality, things like: time, weather, resources, other people's influence, etc...
What really boggles me is the apparent disregard for lessons learned. Would it be logical to learn from mistakes to become relatively good at getting stuff done by adulthood? This is what I don't understand. Are people comfortable being late, disappointing themselves and those around them? Are people OK with a lack of dependability?
It's an epidemic! It's a simple concept. Do what you say you'll do.
Thursday, June 19, 2008
Progress
I feel like I live my life most enjoyably when I perceive progress is being made. It could be my own my wife's, kid's, at work, fitness, spiritually, whatever. As long as I feel like progress is being made then everything in life is better.
So then, I wonder, is there a built in process for a figurative roller coaster so I can make progress that was already made and lost? This might seem self-destructive but I'm not so sure since the key is 'perception' and progress is being made. I've heard a theory that jives with mine. Relationships are all a push and pull cycle where we pull our partner in until we feel threatened and then we push them away.
Anyway, I notice these kinds of things in myself and other people. We really get motivated by progress. Business owners and sales people are almost always doing great when asked by competition or prospects. Sports teams motivate each other with individual achievements. We've all heard the term "Now we're gettin' somewhere!".
So then I ask, where would we be without progress...emotionally?
So then, I wonder, is there a built in process for a figurative roller coaster so I can make progress that was already made and lost? This might seem self-destructive but I'm not so sure since the key is 'perception' and progress is being made. I've heard a theory that jives with mine. Relationships are all a push and pull cycle where we pull our partner in until we feel threatened and then we push them away.
Anyway, I notice these kinds of things in myself and other people. We really get motivated by progress. Business owners and sales people are almost always doing great when asked by competition or prospects. Sports teams motivate each other with individual achievements. We've all heard the term "Now we're gettin' somewhere!".
So then I ask, where would we be without progress...emotionally?
Wednesday, June 18, 2008
Corporate Culture
As a corporate outsider (consultant, entrepreneur, etc...) I find it amazing how corporate culture can affect a companies success. Any culture other than open and nurturing can be like a virus or cancer that keeps talent bound up in all sorts of negativity and looking for a way out. It also keeps new talent away. Often these negative cultures are invisible to the insider like a new sickness seeping it's way through the system.
Since I am looking for a place to employ my experience, this cultural phenomenon has a personal stake. I pass it off as an anomaly once or twice but then I start to wonder. I think of ways to disprove the theory by creating a list of activities in order of priority. Since I don't have a lot of time I usually bang it out pretty fast. If the assessment proves true to bad culture then I move away from that company fast.
An example: A medical device company going through some changes has some very interesting business development jobs available. I investigate. I like what I see, so I start networking into that area of the company. The more I try to network the more uncomfortable it gets. People are avoiding contact and seem uncomfortable to talk about the company. It's makes me wonder if they are protecting themselves or don't want to risk supporting efforts for someone they don't know. This all contributes to my suspicion. I ask myself, "Do you really want to work for a company with that kind of culture?"
Since I am looking for a place to employ my experience, this cultural phenomenon has a personal stake. I pass it off as an anomaly once or twice but then I start to wonder. I think of ways to disprove the theory by creating a list of activities in order of priority. Since I don't have a lot of time I usually bang it out pretty fast. If the assessment proves true to bad culture then I move away from that company fast.
An example: A medical device company going through some changes has some very interesting business development jobs available. I investigate. I like what I see, so I start networking into that area of the company. The more I try to network the more uncomfortable it gets. People are avoiding contact and seem uncomfortable to talk about the company. It's makes me wonder if they are protecting themselves or don't want to risk supporting efforts for someone they don't know. This all contributes to my suspicion. I ask myself, "Do you really want to work for a company with that kind of culture?"
Tuesday, June 17, 2008
Advice
There is an art to receiving unwanted advice. I'm not sure I'm an artist.
In an attempt to give everyone the benefit of doubt I am going to assume this is my problem. I've got a sort of annoyance reaction, which I try to internalize, when I receive advice that is not welcome. The kind of advice that usually starts with "You should". It is especially hard when I don't understand the 'advisors' position. My bridled reaction is to ask a lot of questions probing their position. My unbridled reaction is to ask a lot of questions about the 'advisors' expertise on the subject. Interestingly enough, both approaches usually end with the 'advisor' wondering why they maintain that position on the topic. I don't consider myself a particularly good debater but, with my competitive nature, I consider this a win.
So why do people think it's appropriate to just blurt out unsolicited advice? "You should do this" "You should do that" Wouldn't it be so much better if people created a dialog about their particular point that might convince the other party of their point? Or better yet, led them to make up their own mind in concurrence with your opinion.
My advice: How do you form an opinion?
In an attempt to give everyone the benefit of doubt I am going to assume this is my problem. I've got a sort of annoyance reaction, which I try to internalize, when I receive advice that is not welcome. The kind of advice that usually starts with "You should". It is especially hard when I don't understand the 'advisors' position. My bridled reaction is to ask a lot of questions probing their position. My unbridled reaction is to ask a lot of questions about the 'advisors' expertise on the subject. Interestingly enough, both approaches usually end with the 'advisor' wondering why they maintain that position on the topic. I don't consider myself a particularly good debater but, with my competitive nature, I consider this a win.
So why do people think it's appropriate to just blurt out unsolicited advice? "You should do this" "You should do that" Wouldn't it be so much better if people created a dialog about their particular point that might convince the other party of their point? Or better yet, led them to make up their own mind in concurrence with your opinion.
My advice: How do you form an opinion?
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