You have your A-game people. You’ve defined your values and purpose and put them into place as culture and routine. Your plan on paper is watertight.
Now you’ve got to make it happen.
This is where some ambitious business leaders come unstuck. Unable to let go of what they were once hands-on with, they get bogged down in micromanagement. This leads to insufferable levels of stress, confusion and inefficiency all around.
And even when revenue builds, profits can suffer when a strong strategy falls foul to sloppy execution.
Rockefeller Habit eight holds the answer.
‘Employees can articulate the key components of the company’s strategy accurately.’
Let’s divide this up into four key elements:
- What’s the BHAG (or Big Hairy Audacious Goal)? How well can you speak your ambitious dream out loud? If you can’t, how can you expect those who work for you to? Where do you want to be in 90 days, one year, ten years? Your progress should not just be mapped, it should be trackable and visible too.
- What are the company’s top three brand promises? Who do you lift up? What connections do you build? What problems do you solve? Be specific. This is more than a hope or an offer, it’s a pledge, a commitment. Drill down and find these answers and then bring them to life. Weave them into your KPIs.
- Ask ‘who are our core customers and why do they come to us?’ What are their problems, hopes, dreams, ambitions? Where will they be in ten years? If the customer is king, then it will reflect in the way we talk about them, treat them and respond to them. Enjoyment is key. Maya Angelou famously said ‘people will forget what you said, people will forget what you did, but people will never forget how you made them feel.’
- What’s your elevator pitch? It’s not just about why you exist and what you do. Ask yourself why would anyone care? What impact do you have on your clients and customers and what good do they go on to do in the world? How are you being the change you want to see?
If you want to grow in a strong, safe and confident way, so you stay sane and in control, you need all of your people to be pulling in the same direction. They need to be able to say what they’re doing, why and who they’re doing it for.
And not in general terms. By being specific, measured and measurable everyone can focus their energies in the right direction and take account of how well they’re doing. The bigger picture becomes tangible.
Part of letting go doesn’t mean losing any of the passion and purpose that kickstarted your business in the beginning. It involves finding a strategic way of passing it on.
I hope you have a great day today.
To systematise your customer feedback strategy, download the Rockefeller Habits Checklist here and if you’d like some practical help in making your strategy come alive, get in touch for a chat We’d love to hear from you.
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PS – if you’re someone who needs more information then please watch out for the details of the next LinkedIn Live session I’ll be part of with Dominic Monkhouse and Karol Popa – Scaling Up Coach. It’s a great way to learn more and ask questions or get in touch.