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Making the LeapTaking Your Company to the Next Level
Business Mentors
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Goals Take a new look at your business Provide a vision for the future Define the tips for success Understand foundation building Provide an expectation for the change process Get the ball rolling Tips and tools to improve chances of success
and manage the process
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Business Mentors Expectations Listen Intently and Actively Create Action Plan notes Make friendships and form accountability teams Implementation is hard when schedule is already full
Use workshop time wisely - next week is too late
Ask Questions and get clarification
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Introductions In order of appearance
Me Ken Tucker Phil Rosebrook, Sr David Rosebrook
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Workshop Format Presentations for vision and provoke thought
Brainstorming and idea sessions
Accountability and follow up Action Plan and Execution
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Times Are a Changin’
Competition Consolidation Pricing pressures Expectations
Companies Clients
“A competitive world has two possibilities for you. You can lose. Or, if you want to win, you can change.”
Lester C. Thurow Educator
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Discussion Your expectations from today
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Next Up Putting in perspective and definitions of success…
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Taking Your Business to the Next Level - Overview and getting Started
Phillip Rosebrook, JR Certified Restorer
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Why Are We Here? Business Owners Responsibilities
You Family Employees Employees families
Only work 1/2 days - Which 12 Hrs? How are you going to spend your time
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More…People of Character do the right thing not because they think it
will change the world, but because they refuse to be changed by the world
Michael Josephson
Pursuit of Excellence What mark are you making? Are you running in place? What is the difference between you and those that “made it” in this industry?
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What does it take?
Opportunity Attitude Aptitude Great Staff Vision Market opportunities
Cash
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Reality“Opportunity is frequently over looked because it is typically
dressed in overalls and looks like hard work” Strong leadership Desire to succeed Commitment to excellence Clear vision Focus Reinforcement and recognition Proactive measurements and information
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The Opposite of Success Top line revenue Profits at the expense of cash flow
Profits without quality life Being tied to your business with little free time
Reactive business
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Success Defined Working on your business Being in control of your time Doing what you want when you want Cash freedom Living within your means Proactive business that works synergistically to achieve goals
Empower your staff and upward mobility
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Your Business A tool to fulfill your life’s ambitions
Livelihood for your family Livelihood for employees family
A service to your community
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How Big Do You Want to Be? Why?
Retirement - what does it take Do you want to work again? General financial freedom What will you do?
Income Relevance Pride or the challenge
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Are You Ready? You are discontent with current situation
You have a strong staff You are willing to invest financially and with time
You have market opportunities
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Your Options Grow
Necessity Fits your opportunity, staff and expectations
Stay the same Desire Goals Fits your opportunity, staff and expectations
Get out and work for someone else
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Resources Cash Staff Facilities Contacts A plan
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If You Are Not Ready Create an action plan to get where you want
Get out Sell Joint venture Close it down and take a job
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Really? What is the cost of your business and what is the price?
What is your value in the market?
Take a critical look and be honest
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Where To Start?“Begin with the end in mind”
Thomas Watson - IBM
Create a saleable business Network and gain a vision of what it can be
Write down in great detail what your company will be Identify your team
Create and action plan and start to implement - EXECUTION!
Build on quality, service, excellence and value
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Business Mentors StrategyThe principle is simple: (1) create a dream that is so big that it will keep you excited,
(2) define the dream in minute detail, (3) live in the dream so that it becomes real to you on the inside, (4) and then hold on to it so tightly that no one can take it away from you.
James Allen
Partnership Issues, leadership and responsibilities
Where are you going? Build it on paper first Measurements and information Positions and responsibilities People on the bus
Define vision Create strategy
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First Step Who is going to run your company?
Honest personal assessment Review your staff Look outside Know your personal strengths and weaknesses
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Characteristics of an Effective Leader
"America is too great for small dreams." Ronald Reagan
Positive Proactive Good planner Able to see the big picture Good communicator Leadership traits
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Partnership Issues Clear Job descriptions and responsibilities
Exit plan - contractually Positions based on abilities - Focus on “fit”
Titles are important Compensation based on position Goal alignment
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What to Expect Change is dynamic - things happen
Make take several years - focus on the big picture
Go as far as you can see… Cost will be high but… Some staff may not make it Maintain focus
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Summary Decide what you will do Create a plan for your company Assemble your staff Communicate your plan Create a strategy Obtain resources Assess your plan