16th March 2006
The Ben Franklin Program for Focusing on What's Important.
Here's a curious question: Do all your daily efforts push your business towards your objectives?
For most businesses, the answer is no - executives and employees spend a fair amount of time...
16th March 2006
Rather than view strategy as a selection of options, here is another approach: creation or invention.
Strategic planning is not strategy
Strategic Planning, often synonymous with Annual Planning, details how you are going to get where you have de...
16th March 2006
Back in the 19th century, an Italian economist quantified the general relationship between a minority of producers and a majority of output. Sound familiar? The simplified version of Vilfredo Pareto's ratio, known as the 80/20 rule or the Pareto Principle...
16th March 2006
How much time do you spend just thinking? Take a guess - how much during any given day, week or month? I'm don't mean the kind of thinking you do while driving in your car, commuting on the train, during your morning run, or even in the shower. I'm referr...
16th March 2006
Like many of my clients, I am always looking for ways to speed things up - to produce more results with the same or even fewer resources. We probably agree on this. The key is certainly not about working harder; it may not even be about working smarter. B...
16th March 2006
Many entrepreneurs and executives play the role of Chief Cook and Bottle Washer on the job. They feel that it is their responsibility to do everything and anything to expand their business. Although this is often appropriate in start-ups, there comes a ti...
16th March 2006
If you can't track it, don't do it.
Every high-performance venture needs a tracking system. A tracking system with well-designed metrics lets everyone know how well they are doing relative to their commitments. It is a guide to whether additional or ex...
16th March 2006
"The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man." -- George Bernard Shaw, Maxims for Revolutionists
It is probably the numbe...
16th March 2006
How can you get more done?
Can you really do more than you already do? Is there still room left on your plate for even one more thing? The truth is I don't know anyone (successful) who has too little to do. Not one of my many clients--nor any of my fr...
16th March 2006
Have you ever had a terrific idea which you didn't act on? Of course you have. I don't mean anything fancy either. Nothing earth-shattering. Just a plain old-fashioned good idea which would have made you more money. But you didn't get moving on it.
Oh ...
16th March 2006
Let's talk about values...
Yours.
What kind?
Family values, personal values, corporate values.
So what are values - and why are they important to creating breakthroughs?
Values are things we strive to gain or keep. They are the expressi...
16th March 2006
Do you ever try to predict the future? Are you usually right, or wrong? If so, then read on.
Can you predict the future of your industry? Can you predict the future of your business? No one can say with certainty what will happen next week much less o...
15th March 2006
Want to make an immediate and dramatic increase in the overall performance of your company? Try creating a set of Specific Measurable Results (SMR) for each department or functional unit.
Specific Measurable Results? Of course, your sales force has the...
15th March 2006
Most discussions of management and leadership talk about what to do to help people be their best. Here are six ways executives and entrepreneurs routinely do the opposite.
1)They don't provide a vision for the company.
Today, most companies hav...
15th March 2006
Many entrepreneurs have worked their way into a box.
They started a businesses to provide freedom, but in reality what they have is job plus financial risk. They have placed themselves at the center of their business universe, and although in theory th...
