Accept reality.

Let’s face it.  Sometimes reality stinks. But in running an operation or business, the brutal truth is that some problems can’t be solved.  They can only be managed.  That means you have to understand and play the cards you are dealt.  Wishing things were different (a lack of focus) is a complete waste of two of your most precious assets, your time and your energy.  Now that doesn’t mean you have to accept second best, absolutely not.  It simply means you have to clearly identify the limitations and imperfections of your environment and then determine how to best work within it.  To do so, first identify what you think you can’t do and ask yourself why and if your answer is based on fact or speculation.  If speculation, you have some more questions to ask – be brutally honest.  Second, identify what you can do and find ways to produce similar actions - think quantity.  Third, take personal accountability for making the condition better even if you can’t resolve it now – blaming anyone or anything else is merely sticking your head in the sand.

Progress Not Perfection.

Silver bullets and magic wands don’t exist in business, none that work anyway.  Most significant challenges and opportunities are complex or at least multifaceted and require a methodical approach for resolution.  For example, a methodical approach that may not resolve your problem immediately, but will get you moving towards resolution quickly can be accomplished in four steps.  One, make a checklist of the specific actions you can take regarding the problem.  Two, solicit input from others regarding your checklist.  Three, prioritize your action list and set dates for execution of each item.  Four, focus on completing one item at a time before moving onto the next.

Take Action.

Managing is a contact sport and therefore requires a good deal of action.  If your issue is significant though not resolvable in the short term, you still need to address it with specific actions so you can build momentum for future resolution.  Once you’ve determined what you can do based upon the steps listed above, it’s time to execute.  Decide to take some form of action today, tomorrow, next week and next month.  Take action relentlessly regardless of the size and impact of the action and you will soon transform that un-resolvable problem into a very manageable situation.

1. Establish a “Top Ten” Support List

This is not a list of casual contacts or acquaintances.  It is a list of ten (twenty is better) individuals you think very highly of and value their opinions and perspectives.  Individuals who have depth of experience and have demonstrated skill, talent and know-how in a variety of disciplines.  Keep in regular contact with your top ten list by sending periodic emails and snail mail with items of interest.  For example, what you’re working on, successes you’ve achieved, things you’ve learned.  Once you’ve established some regularity to your outreach process don’t hesitate to pick up the phone and call some of these individuals and ask for their input on a specific challenge or opportunity you’re dealing with.  In most cases the individuals will be flattered that you’ve solicited their advice and they will be happy to give it to you.  Now if you don’t have at least ten individuals on your list you have some additional work to do.  That means you need to get to tradeshows, seminars, conferences, organization committee meetings, etc.  Meet and select the high caliber people you would like to add to your list and start your outreach process.  In a matter of months you will have gained familiarity and established a highly professional image with those you selected.

2. Start a Master Mind Group

A master mind group is a group of people who meet regularly to help each other achieve their goals.  Much different from a networking or business luncheon group, master mind groups are typically small, highly disciplined in meeting regularity and agenda, and have members who are committed to helping each other.  Members not only offer suggestions to help each other with their goals they often take on tasks between meetings to learn more and stay focused on achieving specific results.  They are very results oriented.  To start such a group select three to five people you can collaborate with, draft out a specific purpose and objective statement for the group and establish meeting parameters all can agree to.  The more you put into a master mind group, i.e. the greater the collaboration, the more you will receive from it.

3. Conduct a Survey

Surveys are not only an excellent method for getting feedback and advice on important issues, they can also be terrific vehicles for building and expanding your supportive environment.  When designing surveys be sure to give us much attention to selecting survey participants as to the survey itself.  After all you want incisive feedback and advice so get it from top notch thinkers and doers you have high regard for.  For the survey itself - keep it simple.  Five to ten questions or so is best.  Announce the survey ahead of time with a postcard, letter or phone call letting people know it is coming, the subject, why it’s important and of course how it will be used.  For best results, have the survey sponsored by an educational institution, a trade group or association or even a small consortium of companies or professionals.  If your survey looks professional and the process appears official and sanctioned you will be able to personally follow up with many key participants.  Business leaders enjoy helping other business leaders and a well designed and executed survey will open many doors to contacts you would like to make.  

In running a successful business the brutal truth is who you know matters as much as what you know, maybe even more.  So if you need to build, expand or maintain your personal support network, these simple tips will help you do so, and rapidly.

People.   Do you believe “the system is the solution,” or “the system is only as good as the people who execute it?”  If you believe the latter, and I hope you do, then take time to assess everyone who works for and with you.  You don’t need a sophisticated evaluation tool to do so.  Just ask yourself one simple question - “Is this person and relationship meeting my expectations?”  If the answer is yes, that’s great.  If the answer is no, you have some work to do.  Identify what needs to change, by when, and what the consequences are for not changing.  Make your expectations known and crystal clear to the individuals and ask them for their help in achieving your company goals.  If they don’t get on the bus with you quickly, you need to find someone else who will.  Running a business is all about working with people of course, but it’s a lot easier with the right people.

Plans.  Effective planning; strategic and operational, can make the difference between a good company and a great one.  For great companies, planning is not a static event.  Rather, it’s a dynamic process of creative thinking, challenging assumptions, testing, executing, follow up and continuous adjustment.  If you want to avoid complacency in your company, you need to commit generous amounts of time to continuous planning efforts.  As a business leader, you should be constantly asking and answering these questions: 

            1 - Who are we? 

            2 - Where are we now? 

            3 - Where do we want to be?

            4 - How will we get there? 

            5 - Who does what? 

            6 - How are we doing?

Ask these questions of yourself, your employees and your partners at least once a quarter.  Explain the question thoroughly, listen to responses objectively, and take action accordingly.  You’ll discover more than enough issues and opportunities to prevent you from becoming complacent.

Processes.  To succeed in a competitive market and to make your life easier as well, your business processes must be optimized.  That is, they must be both efficient and effective.  Accepting anything less will always lead to waste, a waste of your time, your money, or both.  To avoid such waste, make sure you’re not complacent about your major business processes.  Once a year, jot down the essential processes that produce results for your business, e.g. sales, marketing, operations, finance, etc., typically about a half dozen or so key processes.  Then, sketch out a high-level flow chart of each critical step in the process, step back, and ask a few questions:

1 - Are you satisfied with the efficiency and effectiveness of each step? 

2 - Is the right person doing this process or this step? 

3 - Can I improve this process by ten percent or better? 

4 - Am I applying available technology wisely to this process?  

You’ll be surprised at the complacency that can creep into your key processes over time; but you’ll also be happy with the improvements you can make by asking these simple questions.

Unfortunately, most companies don’t realize they’ve become complacent until it’s too late.  However, applying these tips now and regularly will keep you from becoming like most companies.