In the book The E-Myth, Michael E.Gerber emphasizes the different roles (hats) we play as entrepreneurs and business leaders. He shares that we split our days between the manager, the technician, and the entrepreneur. We put our technician hat on when we spend our time into the day-to-day nighty-gritty part of our business doing things we probably should not be doing. Here is us working hands-on in the business. Then there is the manager role we play when we are focused on fulfilling the current business and serving existing clients, maintaining the status quo. It is only when we work on the business rather than in the business that we think like an entrepreneur. When we plan and strategize for the future, we build new business opportunities and we improve ourselves as business leaders that we move our business forward. 

Well, the challenge is that even if this dichotomy seems more present in small businesses than in medium and large enterprises, there is a manager, technician, and an entrepreneur in every leadership role no matter how big or small your organization might be or if you’re a line manager, department head, C-suite executive or CEO, this is valid for you too. 

So what is your business owner manual? Is a collection of standard operating procedures ( or SOPs) that describe in detail how your business works. Imagine you decide to franchise your business and someone wants to buy the license to run the same type of business you run in another city or in another country, what would you hand over to them as the way you run your business? I call that the Business Owner User Manual or the Franchisee User Manual. 

Show Objectives - The Why

Many business leaders believe the way business is run is clear for everyone in the organization but the reality is that the further away from the day-to-day activities the less insight into how business is done we have. I used to say this in my automotive corporate world that the higher you are on the management ladder, the further away from the cars and the less time you spend driving the products we sell. 

If you wonder how well organized and documented your business is, ask a new employee after they have been through your onboarding process. You might be surprised by what you hear. 

The reality is that a diligently organized well-documented business opens the way to that self-managing self-reliant organization every business owner dreams about. 

But the process of documenting the SOPs is tedious, costly, and the business landscape changes so why should an organization spend time creating their User Manual?  

Key Issues - Owner Perspective:

1. Creating SOPs is time consumptive.
2. Even when creating SOPs, employees often do not take the time to read and implement them.
3. Things change and they often become outdated very quickly.

What You Need to Know - The What

1. The core reasons and benefits of having an SOP
2. How to write an SOP
3. Mechanisms to increase utilization and the updating of the SOPs

​What You Need to Do​​ - The How

1. Begin with the end in mind
2. Choose a format
3. Ask for input
4. Define the scope
5. Identify your audience
6. Write the SOP (Record a tutorial and have it transcribed)
7. Review, test, edit, repeat

Shows

• Next: Episode 5 to 8 - Assigning Roles to Your Players 

In the book The E-Myth, Michael E.Gerber emphasizes the different roles (hats) we play as entrepreneurs and business leaders. He shares that we split our days between the manager, the technician, and the entrepreneur. We put our technician hat on when we spend our time into the day-to-day nighty-gritty part of our business doing things we probably should not be doing. Here is us working hands-on in the business. Then there is the manager role we play when we are focused on fulfilling the current business and serving existing clients, maintaining the status quo. It is only when we work on the business rather than in the business that we think like an entrepreneur. When we plan and strategize for the future, we build new business opportunities and we improve ourselves as business leaders that we move our business forward. 

Well, the challenge is that even if this dichotomy seems more present in small businesses than in medium and large enterprises, there is a manager, technician, and an entrepreneur in every leadership role no matter how big or small your organization might be or if you’re a line manager, department head, C-suite executive or CEO, this is valid for you too. 

So what is your business owner manual? Is a collection of standard operating procedures ( or SOPs) that describe in detail how your business works. Imagine you decide to franchise your business and someone wants to buy the license to run the same type of business you run in another city or in another country, what would you hand over to them as the way you run your business? I call that the Business Owner User Manual or the Franchisee User Manual. 

Show Objectives - The Why

Many business leaders believe the way business is run is clear for everyone in the organization but the reality is that the further away from the day-to-day activities the less insight into how business is done we have. I used to say this in my automotive corporate world that the higher you are on the management ladder, the further away from the cars and the less time you spend driving the products we sell. 

If you wonder how well organized and documented your business is, ask a new employee after they have been through your onboarding process. You might be surprised by what you hear. 

The reality is that a diligently organized well-documented business opens the way to that self-managing self-reliant organization every business owner dreams about. 

But the process of documenting the SOPs is tedious, costly, and the business landscape changes so why should an organization spend time creating their User Manual?  

Key Issues - Owner Perspective:

1. Creating SOPs is time consumptive.
2. Even when creating SOPs, employees often do not take the time to read and implement them.
3. Things change and they often become outdated very quickly.

What You Need to Know - The What

1. The core reasons and benefits of having an SOP
2. How to write an SOP
3. Mechanisms to increase utilization and the updating of the SOPs

​What You Need to Do​​ - The How

1. Begin with the end in mind
2. Choose a format
3. Ask for input
4. Define the scope
5. Identify your audience
6. Write the SOP (Record a tutorial and have it transcribed)
7. Review, test, edit, repeat

Shows

• Next: Episode 5 to 8 - Assigning Roles to Your Players 

In the book The E-Myth, Michael E.Gerber emphasizes the different roles (hats) we play as entrepreneurs and business leaders. He shares that we split our days between the manager, the technician, and the entrepreneur. We put our technician hat on when we spend our time into the day-to-day nighty-gritty part of our business doing things we probably should not be doing. Here is us working hands-on in the business. Then there is the manager role we play when we are focused on fulfilling the current business and serving existing clients, maintaining the status quo. It is only when we work on the business rather than in the business that we think like an entrepreneur. When we plan and strategize for the future, we build new business opportunities and we improve ourselves as business leaders that we move our business forward. 

Well, the challenge is that even if this dichotomy seems more present in small businesses than in medium and large enterprises, there is a manager, technician, and an entrepreneur in every leadership role no matter how big or small your organization might be or if you’re a line manager, department head, C-suite executive or CEO, this is valid for you too. 

So what is your business owner manual? Is a collection of standard operating procedures ( or SOPs) that describe in detail how your business works. Imagine you decide to franchise your business and someone wants to buy the license to run the same type of business you run in another city or in another country, what would you hand over to them as the way you run your business? I call that the Business Owner User Manual or the Franchisee User Manual. 

Show Objectives - The Why

Many business leaders believe the way business is run is clear for everyone in the organization but the reality is that the further away from the day-to-day activities the less insight into how business is done we have. I used to say this in my automotive corporate world that the higher you are on the management ladder, the further away from the cars and the less time you spend driving the products we sell. 

If you wonder how well organized and documented your business is, ask a new employee after they have been through your onboarding process. You might be surprised by what you hear. 

The reality is that a diligently organized well-documented business opens the way to that self-managing self-reliant organization every business owner dreams about. 

But the process of documenting the SOPs is tedious, costly, and the business landscape changes so why should an organization spend time creating their User Manual?  

Key Issues - Owner Perspective:

1. Creating SOPs is time consumptive.
2. Even when creating SOPs, employees often do not take the time to read and implement them.
3. Things change and they often become outdated very quickly.

What You Need to Know - The What

1. The core reasons and benefits of having an SOP
2. How to write an SOP
3. Mechanisms to increase utilization and the updating of the SOPs

​What You Need to Do​​ - The How

1. Begin with the end in mind
2. Choose a format
3. Ask for input
4. Define the scope
5. Identify your audience
6. Write the SOP (Record a tutorial and have it transcribed)
7. Review, test, edit, repeat

Shows

• Next: Episode 5 to 8 - Assigning Roles to Your Players 

In the book The E-Myth, Michael E.Gerber emphasizes the different roles (hats) we play as entrepreneurs and business leaders. He shares that we split our days between the manager, the technician, and the entrepreneur. We put our technician hat on when we spend our time into the day-to-day nighty-gritty part of our business doing things we probably should not be doing. Here is us working hands-on in the business. Then there is the manager role we play when we are focused on fulfilling the current business and serving existing clients, maintaining the status quo. It is only when we work on the business rather than in the business that we think like an entrepreneur. When we plan and strategize for the future, we build new business opportunities and we improve ourselves as business leaders that we move our business forward. 

Well, the challenge is that even if this dichotomy seems more present in small businesses than in medium and large enterprises, there is a manager, technician, and an entrepreneur in every leadership role no matter how big or small your organization might be or if you’re a line manager, department head, C-suite executive or CEO, this is valid for you too. 

So what is your business owner manual? Is a collection of standard operating procedures ( or SOPs) that describe in detail how your business works. Imagine you decide to franchise your business and someone wants to buy the license to run the same type of business you run in another city or in another country, what would you hand over to them as the way you run your business? I call that the Business Owner User Manual or the Franchisee User Manual. 

Show Objectives - The Why

Many business leaders believe the way business is run is clear for everyone in the organization but the reality is that the further away from the day-to-day activities the less insight into how business is done we have. I used to say this in my automotive corporate world that the higher you are on the management ladder, the further away from the cars and the less time you spend driving the products we sell. 

If you wonder how well organized and documented your business is, ask a new employee after they have been through your onboarding process. You might be surprised by what you hear. 

The reality is that a diligently organized well-documented business opens the way to that self-managing self-reliant organization every business owner dreams about. 

But the process of documenting the SOPs is tedious, costly, and the business landscape changes so why should an organization spend time creating their User Manual?  

Key Issues - Owner Perspective:

1. Creating SOPs is time consumptive.
2. Even when creating SOPs, employees often do not take the time to read and implement them.
3. Things change and they often become outdated very quickly.

What You Need to Know - The What

1. The core reasons and benefits of having an SOP
2. How to write an SOP
3. Mechanisms to increase utilization and the updating of the SOPs

​What You Need to Do​​ - The How

1. Begin with the end in mind
2. Choose a format
3. Ask for input
4. Define the scope
5. Identify your audience
6. Write the SOP (Record a tutorial and have it transcribed)
7. Review, test, edit, repeat

Shows

• Next: Episode 5 to 8 - Assigning Roles to Your Players 

On the last show, we discussed the importance of Standard Operating Procedures or SOP’s as we call them and why every business leader should at least consider franchising their business. 

We’ve covered the WHAT and HOW of business operations. We looked at what must be done and how it should be done. In this episode, we’ll be looking at assigning some of those things to roles and eventually to people. So, we’ll look at WHO should do what. 

As businesses grow and begin to create position descriptions (PD’s), understanding how to implement these PD’s versus them only being words on a piece of paper can be a challenge. This episode will help executives move from the duties, responsibilities, and requirements of the positions serve as more than words and create the structure and format in which duties are assigned, employees can have clear objectives and expectations, create appropriate pay for the various classifications, and an effectively managed and led workforce.

Show Objectives - The Why

When employees and supervisors or managers are not clear on the specifics regarding what role each of them plays, it can lead to confusion, low morale, and ambiguity. Effectively managing the implementation of PD’s can create the correct foundation for growth, proper structure, employee development, and succession planning.

As with any winning sports team, your team needs to have clear roles and responsibilities to perform well together and as any highly successful coach, you, the business leader are the one that needs to take that responsibility and remove ambiguity. 

Just looking at the players' jersey numbers in a football team (soccer as you call it in the US) you already know what role they play and it is no doubt who’s gonna be the goalkeeper. Everyone on the team and in the public knows that. 

Think of your business as an orchestra and you be the conductor. In any amazing concert there are a few elements that are crystal clear for everyone: 

• Each player know exactly their roles
• Everyone knows who’s the conductor

I mean you’ll never hear the piano player taking the role of the violin or the trumpets the role of the drums. Never. Why? Because they all know their strengths and what they bring to the table. 

Key Issues - Owner Perspective

1. We don’t need PD’s - we know what we should each be doing
2. How to implement PD’s and at the same time be nimble and agile
3. Gather your team to get the pulse of the matter (what’s happening now on the ground floor of your business)
4. Explain why you need PD’s and roles descriptions
5. Choosing a format and assign responsibilities
6. Ensure understanding and implement them for a test period where you track suggestions and feedback
7. Meeting to finalize the current version and plan the next review date
8. Cascade any correction to linked SOPs if required.

What You Need to Know - The What

1. What is the purpose of the position description?
2. What is the best way to ensure accuracy?
3. What needs to be included in the PD?
4. What to do when completely implemented?

Shows

Next: Episode E3.008 Creating your next 90-gay growth plan - the Foundation for Growth

On the last show, we discussed the importance of Standard Operating Procedures or SOP’s as we call them and why every business leader should at least consider franchising their business. 

We’ve covered the WHAT and HOW of business operations. We looked at what must be done and how it should be done. In this episode, we’ll be looking at assigning some of those things to roles and eventually to people. So, we’ll look at WHO should do what. 

As businesses grow and begin to create position descriptions (PD’s), understanding how to implement these PD’s versus them only being words on a piece of paper can be a challenge. This episode will help executives move from the duties, responsibilities, and requirements of the positions serve as more than words and create the structure and format in which duties are assigned, employees can have clear objectives and expectations, create appropriate pay for the various classifications, and an effectively managed and led workforce.

Show Objectives - The Why

When employees and supervisors or managers are not clear on the specifics regarding what role each of them plays, it can lead to confusion, low morale, and ambiguity. Effectively managing the implementation of PD’s can create the correct foundation for growth, proper structure, employee development, and succession planning.

As with any winning sports team, your team needs to have clear roles and responsibilities to perform well together and as any highly successful coach, you, the business leader are the one that needs to take that responsibility and remove ambiguity. 

Just looking at the players' jersey numbers in a football team (soccer as you call it in the US) you already know what role they play and it is no doubt who’s gonna be the goalkeeper. Everyone on the team and in the public knows that. 

Think of your business as an orchestra and you be the conductor. In any amazing concert there are a few elements that are crystal clear for everyone: 

• Each player know exactly their roles
• Everyone knows who’s the conductor

I mean you’ll never hear the piano player taking the role of the violin or the trumpets the role of the drums. Never. Why? Because they all know their strengths and what they bring to the table. 

Key Issues - Owner Perspective

1. We don’t need PD’s - we know what we should each be doing
2. How to implement PD’s and at the same time be nimble and agile
3. Gather your team to get the pulse of the matter (what’s happening now on the ground floor of your business)
4. Explain why you need PD’s and roles descriptions
5. Choosing a format and assign responsibilities
6. Ensure understanding and implement them for a test period where you track suggestions and feedback
7. Meeting to finalize the current version and plan the next review date
8. Cascade any correction to linked SOPs if required.

What You Need to Know - The What

1. What is the purpose of the position description?
2. What is the best way to ensure accuracy?
3. What needs to be included in the PD?
4. What to do when completely implemented?

Shows

Next: Episode E3.008 Creating your next 90-gay growth plan - the Foundation for Growth

On the last show, we discussed the importance of Standard Operating Procedures or SOP’s as we call them and why every business leader should at least consider franchising their business. 

We’ve covered the WHAT and HOW of business operations. We looked at what must be done and how it should be done. In this episode, we’ll be looking at assigning some of those things to roles and eventually to people. So, we’ll look at WHO should do what. 

As businesses grow and begin to create position descriptions (PD’s), understanding how to implement these PD’s versus them only being words on a piece of paper can be a challenge. This episode will help executives move from the duties, responsibilities, and requirements of the positions serve as more than words and create the structure and format in which duties are assigned, employees can have clear objectives and expectations, create appropriate pay for the various classifications, and an effectively managed and led workforce.

Show Objectives - The Why

When employees and supervisors or managers are not clear on the specifics regarding what role each of them plays, it can lead to confusion, low morale, and ambiguity. Effectively managing the implementation of PD’s can create the correct foundation for growth, proper structure, employee development, and succession planning.

As with any winning sports team, your team needs to have clear roles and responsibilities to perform well together and as any highly successful coach, you, the business leader are the one that needs to take that responsibility and remove ambiguity. 

Just looking at the players' jersey numbers in a football team (soccer as you call it in the US) you already know what role they play and it is no doubt who’s gonna be the goalkeeper. Everyone on the team and in the public knows that. 

Think of your business as an orchestra and you be the conductor. In any amazing concert there are a few elements that are crystal clear for everyone: 

• Each player know exactly their roles
• Everyone knows who’s the conductor

I mean you’ll never hear the piano player taking the role of the violin or the trumpets the role of the drums. Never. Why? Because they all know their strengths and what they bring to the table. 

Key Issues - Owner Perspective

1. We don’t need PD’s - we know what we should each be doing
2. How to implement PD’s and at the same time be nimble and agile
3. Gather your team to get the pulse of the matter (what’s happening now on the ground floor of your business)
4. Explain why you need PD’s and roles descriptions
5. Choosing a format and assign responsibilities
6. Ensure understanding and implement them for a test period where you track suggestions and feedback
7. Meeting to finalize the current version and plan the next review date
8. Cascade any correction to linked SOPs if required.

What You Need to Know - The What

1. What is the purpose of the position description?
2. What is the best way to ensure accuracy?
3. What needs to be included in the PD?
4. What to do when completely implemented?

Shows

Next: Episode E3.008 Creating your next 90-gay growth plan - the Foundation for Growth

We’ve covered the WHAT and HOW of business operations. We looked at what must be done and how it should be done. In this episode, we’ll be looking at assigning some of those things to roles and eventually to people. So, we’ll look at WHO should do what. 

As businesses grow and begin to create position descriptions (PD’s), understanding how to implement these PD’s versus them only being words on a piece of paper can be a challenge. This episode will help executives move from the duties, responsibilities, and requirements of the positions serve as more than words and create the structure and format in which duties are assigned, employees can have clear objectives and expectations, create appropriate pay for the various classifications, and an effectively managed and led workforce.

Show Objectives - The Why

When employees and supervisors or managers are not clear on the specifics regarding what role each of them plays, it can lead to confusion, low morale, and ambiguity. Effectively managing the implementation of PD’s can create the correct foundation for growth, proper structure, employee development, and succession planning.

As with any winning sports team, your team needs to have clear roles and responsibilities to perform well together and as any highly successful coach, you, the business leader are the one that needs to take that responsibility and remove ambiguity. 

Just looking at the players' jersey numbers in a football team (soccer as you call it in the US) you already know what role they play and it is no doubt who’s gonna be the goalkeeper. Everyone on the team and in the public knows that. 

Think of your business as an orchestra and you be the conductor. In any amazing concert there are a few elements that are crystal clear for everyone: 

• Each player know exactly their roles
• Everyone knows who’s the conductor

I mean you’ll never hear the piano player taking the role of the violin or the trumpets the role of the drums. Never. Why? Because they all know their strengths and what they bring to the table. 

Key Issues - Owner Perspective

1. We don’t need PD’s - we know what we should each be doing
2. How to implement PD’s and at the same time be nimble and agile
3. Gather your team to get the pulse of the matter (what’s happening now on the ground floor of your business)
4. Explain why you need PD’s and roles descriptions
5. Choosing a format and assign responsibilities
6. Ensure understanding and implement them for a test period where you track suggestions and feedback
7. Meeting to finalize the current version and plan the next review date
8. Cascade any correction to linked SOPs if required.

What You Need to Know - The What

1. What is the purpose of the position description?
2. What is the best way to ensure accuracy?
3. What needs to be included in the PD?
4. What to do when completely implemented?

Shows

Next: Episode E3.008 Creating your next 90-gay growth plan - the Foundation for Growth

On our last two shows, we focused on Standard Operating Procedures (SOP’s) and why every business leader should at least consider franchising their business. 

Then we looked at Assigning Roles to Your Players and how when employees and supervisors or managers are not clear on the specifics regarding what role each of them plays, it can lead to confusion, low morale, and ambiguity.  

And how every high-performing team has two things in place: each player knows exactly what their role is and everyone knows who’s in charge.

That’s what I want for my team and that’s what we want for you. 

Now, in this episode, we will be looking at how to lead your business with a 90-day plan that sustains your growth and is in alignment with your vision

Show Objectives - The Why

There is a balance to be found between too much planning and the lack of it. It’s been my experience that there are pros and cons for both approaches, but as the leader of your organization, you have to help your team understand how much planning is required to run different parts of your business.

“Anyone can steer a ship, but it takes a leader to chart a course.” – John C. Maxwell  ​

Main Challenges

1. Manager's Perspective:
2. We have to know where we are going
3. What is our annual plan going to look like?
4. Where are we going to be in 3 years from now? What about 5 years?
5. Why only 90-day?
6. What’s step 13 of our annual plan?
7. Leader’s Perspective:
8. This is our WHY
9. This is our Mission
10. Here is where we want to be in 10 years from now
11. This should be our legacy
12. We’ll figure it out

Bridging the gap between the Manager’s and Leader’s Perspectives

• Vision casting
• Vision casting isn’t the same thing as planning
• What’s your long-term plan? Painting your 10-year vision.
• Vision Casting – setting the destination 
• Breaking down your long-term vision into strategic goals
• Setting your 90-days tactical goals
• Create your 90-day plan

​What You Need to Do​​ - The How

1. ​How to become aware of your long-term vision as the business owner
2. What do we need to work on and when
3. Identify the goals in your vision 
4. What goes into your 90-day plan
5. Include your team in the process

Shows

• Next: Episode E3.009 - MANAGEMENT BY OBJECTIVES – HOW TO BUILD A GROWTH DRIVEN ORGANIZATION

On our last two shows, we focused on Standard Operating Procedures (SOP’s) and why every business leader should at least consider franchising their business. 

Then we looked at Assigning Roles to Your Players and how when employees and supervisors or managers are not clear on the specifics regarding what role each of them plays, it can lead to confusion, low morale, and ambiguity.  

And how every high-performing team has two things in place: each player knows exactly what their role is and everyone knows who’s in charge.

That’s what I want for my team and that’s what we want for you. 

Now, in this episode, we will be looking at how to lead your business with a 90-day plan that sustains your growth and is in alignment with your vision

Show Objectives - The Why

There is a balance to be found between too much planning and the lack of it. It’s been my experience that there are pros and cons for both approaches, but as the leader of your organization, you have to help your team understand how much planning is required to run different parts of your business.

“Anyone can steer a ship, but it takes a leader to chart a course.” – John C. Maxwell  ​

Main Challenges

1. Manager's Perspective:
2. We have to know where we are going
3. What is our annual plan going to look like?
4. Where are we going to be in 3 years from now? What about 5 years?
5. Why only 90-day?
6. What’s step 13 of our annual plan?
7. Leader’s Perspective:
8. This is our WHY
9. This is our Mission
10. Here is where we want to be in 10 years from now
11. This should be our legacy
12. We’ll figure it out

Bridging the gap between the Manager’s and Leader’s Perspectives

• Vision casting
• Vision casting isn’t the same thing as planning
• What’s your long-term plan? Painting your 10-year vision.
• Vision Casting – setting the destination 
• Breaking down your long-term vision into strategic goals
• Setting your 90-days tactical goals
• Create your 90-day plan

​What You Need to Do​​ - The How

1. ​How to become aware of your long-term vision as the business owner
2. What do we need to work on and when
3. Identify the goals in your vision 
4. What goes into your 90-day plan
5. Include your team in the process

Shows

• Next: Episode E3.009 - MANAGEMENT BY OBJECTIVES – HOW TO BUILD A GROWTH DRIVEN ORGANIZATION

On our last two shows, we focused on Standard Operating Procedures (SOP’s) and why every business leader should at least consider franchising their business. 

Then we looked at Assigning Roles to Your Players and how when employees and supervisors or managers are not clear on the specifics regarding what role each of them plays, it can lead to confusion, low morale, and ambiguity.  

And how every high-performing team has two things in place: each player knows exactly what their role is and everyone knows who’s in charge.

That’s what I want for my team and that’s what we want for you. 

Now, in this episode, we will be looking at how to lead your business with a 90-day plan that sustains your growth and is in alignment with your vision

Show Objectives - The Why

There is a balance to be found between too much planning and the lack of it. It’s been my experience that there are pros and cons for both approaches, but as the leader of your organization, you have to help your team understand how much planning is required to run different parts of your business.

“Anyone can steer a ship, but it takes a leader to chart a course.” – John C. Maxwell  ​

Main Challenges

1. Manager's Perspective:
2. We have to know where we are going
3. What is our annual plan going to look like?
4. Where are we going to be in 3 years from now? What about 5 years?
5. Why only 90-day?
6. What’s step 13 of our annual plan?
7. Leader’s Perspective:
8. This is our WHY
9. This is our Mission
10. Here is where we want to be in 10 years from now
11. This should be our legacy
12. We’ll figure it out

Bridging the gap between the Manager’s and Leader’s Perspectives

• Vision casting
• Vision casting isn’t the same thing as planning
• What’s your long-term plan? Painting your 10-year vision.
• Vision Casting – setting the destination 
• Breaking down your long-term vision into strategic goals
• Setting your 90-days tactical goals
• Create your 90-day plan

​What You Need to Do​​ - The How

1. ​How to become aware of your long-term vision as the business owner
2. What do we need to work on and when
3. Identify the goals in your vision 
4. What goes into your 90-day plan
5. Include your team in the process

Shows

• Next: Episode E3.009 - MANAGEMENT BY OBJECTIVES – HOW TO BUILD A GROWTH DRIVEN ORGANIZATION

On our last two shows, we focused on Standard Operating Procedures (SOP’s) and why every business leader should at least consider franchising their business. 

Then we looked at Assigning Roles to Your Players and how when employees and supervisors or managers are not clear on the specifics regarding what role each of them plays, it can lead to confusion, low morale, and ambiguity.  

And how every high-performing team has two things in place: each player knows exactly what their role is and everyone knows who’s in charge.

That’s what I want for my team and that’s what we want for you. 

Now, in this episode, we will be looking at how to lead your business with a 90-day plan that sustains your growth and is in alignment with your vision

Show Objectives - The Why

There is a balance to be found between too much planning and the lack of it. It’s been my experience that there are pros and cons for both approaches, but as the leader of your organization, you have to help your team understand how much planning is required to run different parts of your business.

“Anyone can steer a ship, but it takes a leader to chart a course.” – John C. Maxwell  ​

Main Challenges

1. Manager's Perspective:
2. We have to know where we are going
3. What is our annual plan going to look like?
4. Where are we going to be in 3 years from now? What about 5 years?
5. Why only 90-day?
6. What’s step 13 of our annual plan?
7. Leader’s Perspective:
8. This is our WHY
9. This is our Mission
10. Here is where we want to be in 10 years from now
11. This should be our legacy
12. We’ll figure it out

Bridging the gap between the Manager’s and Leader’s Perspectives

• Vision casting
• Vision casting isn’t the same thing as planning
• What’s your long-term plan? Painting your 10-year vision.
• Vision Casting – setting the destination 
• Breaking down your long-term vision into strategic goals
• Setting your 90-days tactical goals
• Create your 90-day plan

​What You Need to Do​​ - The How

1. ​How to become aware of your long-term vision as the business owner
2. What do we need to work on and when
3. Identify the goals in your vision 
4. What goes into your 90-day plan
5. Include your team in the process

Shows

• Next: Episode E3.009 - MANAGEMENT BY OBJECTIVES – HOW TO BUILD A GROWTH DRIVEN ORGANIZATION

We are slowly and surely heading into the end of the season and today we’ll be talking about the use of objectives in your organization to create positive momentum. 

John Maxwell says that “Momentum is the leader’s best friend.” 

And it has been our experience that the difference between leaders and managers is that managers try to solve problems while leaders focus on building momentum.

Show Objectives - The Why

Looking at the current business landscape we find ourselves in, it is obvious that for your business to thrive it has to build up momentum to go through this period and be ready for the next quarter. 

Implementing a growth culture where people are focused on achieving the team’s goals, is going to be the game-changer for you and your organization. 

Leading by goals and objectives keeps you and your team in the game and allows everyone to know where you stand and what would take for the team to win. 

Key Issues - Owner/Manager Perspective:

1. How do I translate what is seen as the future company into something everyone can see as well?
2. How do I give all employees line of sight to business objectives?
3. How do I make that process collaborative - gain their buy-in and energy?
4. How do I share control without giving it up?
5. How to avoid people working in silos and lack of collaboration?

What You Need to Know - The What​

1. Setting goals keeps everyone focused
2. Having common objectives avoids the creation of silos
3. Everyone should know what the score is
4. No one should wonder about their contribution to the team goals
5. The leader is accountable but the team is responsible for its results

What You Need to Do​​ - The How

1. Clarify and/or review your organization’s mission
2. Plot the 3 years vision for the company
3. Chose the next 12 months goals
4. Decide what you’ll commit to doing to reach them
5. List out at least 10 way you could reach your goals

Shows

• Previous: Episode 9 to 13 - CREATING YOUR 90-PLAN - THE FOUNDATION FOR GROWTH
• Next: E3.010 CREATING A PROBLEM-SOLVING MINDSET IN YOUR ORGANIZATION

We are slowly and surely heading into the end of the season and today we’ll be talking about the use of objectives in your organization to create positive momentum. 

John Maxwell says that “Momentum is the leader’s best friend.” 

And it has been our experience that the difference between leaders and managers is that managers try to solve problems while leaders focus on building momentum.

Show Objectives - The Why

Looking at the current business landscape we find ourselves in, it is obvious that for your business to thrive it has to build up momentum to go through this period and be ready for the next quarter. 

Implementing a growth culture where people are focused on achieving the team’s goals, is going to be the game-changer for you and your organization. 

Leading by goals and objectives keeps you and your team in the game and allows everyone to know where you stand and what would take for the team to win. 

Key Issues - Owner/Manager Perspective:

1. How do I translate what is seen as the future company into something everyone can see as well?
2. How do I give all employees line of sight to business objectives?
3. How do I make that process collaborative - gain their buy-in and energy?
4. How do I share control without giving it up?
5. How to avoid people working in silos and lack of collaboration?

What You Need to Know - The What​

1. Setting goals keeps everyone focused
2. Having common objectives avoids the creation of silos
3. Everyone should know what the score is
4. No one should wonder about their contribution to the team goals
5. The leader is accountable but the team is responsible for its results

What You Need to Do​​ - The How

1. Clarify and/or review your organization’s mission
2. Plot the 3 years vision for the company
3. Chose the next 12 months goals
4. Decide what you’ll commit to doing to reach them
5. List out at least 10 way you could reach your goals

Shows

• Previous: Episode 9 to 13 - CREATING YOUR 90-PLAN - THE FOUNDATION FOR GROWTH
• Next: E3.010 CREATING A PROBLEM-SOLVING MINDSET IN YOUR ORGANIZATION

We are slowly and surely heading into the end of the season and today we’ll be talking about the use of objectives in your organization to create positive momentum. 

John Maxwell says that “Momentum is the leader’s best friend.” 

And it has been our experience that the difference between leaders and managers is that managers try to solve problems while leaders focus on building momentum.

Show Objectives - The Why

Looking at the current business landscape we find ourselves in, it is obvious that for your business to thrive it has to build up momentum to go through this period and be ready for the next quarter. 

Implementing a growth culture where people are focused on achieving the team’s goals, is going to be the game-changer for you and your organization. 

Leading by goals and objectives keeps you and your team in the game and allows everyone to know where you stand and what would take for the team to win. 

Key Issues - Owner/Manager Perspective:

1. How do I translate what is seen as the future company into something everyone can see as well?
2. How do I give all employees line of sight to business objectives?
3. How do I make that process collaborative - gain their buy-in and energy?
4. How do I share control without giving it up?
5. How to avoid people working in silos and lack of collaboration?

What You Need to Know - The What​

1. Setting goals keeps everyone focused
2. Having common objectives avoids the creation of silos
3. Everyone should know what the score is
4. No one should wonder about their contribution to the team goals
5. The leader is accountable but the team is responsible for its results

What You Need to Do​​ - The How

1. Clarify and/or review your organization’s mission
2. Plot the 3 years vision for the company
3. Chose the next 12 months goals
4. Decide what you’ll commit to doing to reach them
5. List out at least 10 way you could reach your goals

Shows

• Previous: Episode 9 to 13 - CREATING YOUR 90-PLAN - THE FOUNDATION FOR GROWTH
• Next: E3.010 CREATING A PROBLEM-SOLVING MINDSET IN YOUR ORGANIZATION

We are slowly and surely heading into the end of the season and today we’ll be talking about the use of objectives in your organization to create positive momentum. 

John Maxwell says that “Momentum is the leader’s best friend.” 

And it has been our experience that the difference between leaders and managers is that managers try to solve problems while leaders focus on building momentum.

Show Objectives - The Why

Looking at the current business landscape we find ourselves in, it is obvious that for your business to thrive it has to build up momentum to go through this period and be ready for the next quarter. 

Implementing a growth culture where people are focused on achieving the team’s goals, is going to be the game-changer for you and your organization. 

Leading by goals and objectives keeps you and your team in the game and allows everyone to know where you stand and what would take for the team to win. 

Key Issues - Owner/Manager Perspective:

1. How do I translate what is seen as the future company into something everyone can see as well?
2. How do I give all employees line of sight to business objectives?
3. How do I make that process collaborative - gain their buy-in and energy?
4. How do I share control without giving it up?
5. How to avoid people working in silos and lack of collaboration?

What You Need to Know - The What​

1. Setting goals keeps everyone focused
2. Having common objectives avoids the creation of silos
3. Everyone should know what the score is
4. No one should wonder about their contribution to the team goals
5. The leader is accountable but the team is responsible for its results

What You Need to Do​​ - The How

1. Clarify and/or review your organization’s mission
2. Plot the 3 years vision for the company
3. Chose the next 12 months goals
4. Decide what you’ll commit to doing to reach them
5. List out at least 10 way you could reach your goals

Shows

• Previous: Episode 9 to 13 - CREATING YOUR 90-PLAN - THE FOUNDATION FOR GROWTH
• Next: E3.010 CREATING A PROBLEM-SOLVING MINDSET IN YOUR ORGANIZATION

Although this will evolve over time, what appears to be just a 'nice' thing to do, is really the future of how the business will operate. Think about how different your role and the company's performance will be if everyone uses a proven model for getting at the root cause of problems and then arrives at the best decision. It won't always be right - just most of the time and with the same track record as you.

But how do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

“We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

Problems are opportunities for us to become the solution, rather than seek a solution.

What we’ll cover today:

-      What is a problem-solving culture

-      Why delegating to your team helps them develop this mindset

-      Problem-solving from the outside-in vs problem-solving from the inside-out

-      A Five Steps Framework for Solution-Based Thinking​

Key Issues - ​Owner Perspective:

1. People come to me for solutions
2. Ensuring the root cause is identified
3. Best Solutions are selected
4. Repeatable and used through the organization.

 What You Need to Know

A Five Steps to Solution-Based Thinking

1. Write out the exact problem you have.
2. Draw from your past experiences, resourcefulness and creativity.
3. Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.   Write down what the problem looks like solved.

5.   Trust and have faith in yourself. 

What You Need to Do​

Before you make a decision, you must first enter into problem-solving at a higher level of solution-based thinking where you begin to separate, breakdown, and distill the thinking that has created the conditions conducive for the problem to exist.

Then, after careful and thoughtful consideration, you make a decision, cutting and removing

the parts of your past thinking that no longer serve you.

 Problem Solving

1. Chose a Framework that works best
2. 5 Whys - break down the problem.
3. Ishikawa Diagram (Fishbone) - provide structure.
4. Nominal Group - group selects the root cause(s) from the list.
5. Statement of the Problem and Solutions Conditions for decision Making.
6. Make decisions when the options are clear

 Shows

●    Previous: EPISODES 13 to 16 BUILDING YOUR GROWTH DRIVEN ORGANIZATION

●    Next: EPISODES 17 to 20 CREATING THE STRUCTURE FOR YOUR FUTURE COMPANY

Although this will evolve over time, what appears to be just a 'nice' thing to do, is really the future of how the business will operate. Think about how different your role and the company's performance will be if everyone uses a proven model for getting at the root cause of problems and then arrives at the best decision. It won't always be right - just most of the time and with the same track record as you.

But how do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

“We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

Problems are opportunities for us to become the solution, rather than seek a solution.

What we’ll cover today:

-      What is a problem-solving culture

-      Why delegating to your team helps them develop this mindset

-      Problem-solving from the outside-in vs problem-solving from the inside-out

-      A Five Steps Framework for Solution-Based Thinking​

Key Issues - ​Owner Perspective:

1. People come to me for solutions
2. Ensuring the root cause is identified
3. Best Solutions are selected
4. Repeatable and used through the organization.

 What You Need to Know

A Five Steps to Solution-Based Thinking

1. Write out the exact problem you have.
2. Draw from your past experiences, resourcefulness and creativity.
3. Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.   Write down what the problem looks like solved.

5.   Trust and have faith in yourself. 

What You Need to Do​

Before you make a decision, you must first enter into problem-solving at a higher level of solution-based thinking where you begin to separate, breakdown, and distill the thinking that has created the conditions conducive for the problem to exist.

Then, after careful and thoughtful consideration, you make a decision, cutting and removing

the parts of your past thinking that no longer serve you.

 Problem Solving

1. Chose a Framework that works best
2. 5 Whys - break down the problem.
3. Ishikawa Diagram (Fishbone) - provide structure.
4. Nominal Group - group selects the root cause(s) from the list.
5. Statement of the Problem and Solutions Conditions for decision Making.
6. Make decisions when the options are clear

 Shows

●    Previous: EPISODES 13 to 16 BUILDING YOUR GROWTH DRIVEN ORGANIZATION

●    Next: EPISODES 17 to 20 CREATING THE STRUCTURE FOR YOUR FUTURE COMPANY

Although this will evolve over time, what appears to be just a 'nice' thing to do, is really the future of how the business will operate. Think about how different your role and the company's performance will be if everyone uses a proven model for getting at the root cause of problems and then arrives at the best decision. It won't always be right - just most of the time and with the same track record as you.

But how do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

“We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

Problems are opportunities for us to become the solution, rather than seek a solution.

What we’ll cover today:

-      What is a problem-solving culture

-      Why delegating to your team helps them develop this mindset

-      Problem-solving from the outside-in vs problem-solving from the inside-out

-      A Five Steps Framework for Solution-Based Thinking​

Key Issues - ​Owner Perspective:

1. People come to me for solutions
2. Ensuring the root cause is identified
3. Best Solutions are selected
4. Repeatable and used through the organization.

 What You Need to Know

A Five Steps to Solution-Based Thinking

1. Write out the exact problem you have.
2. Draw from your past experiences, resourcefulness and creativity.
3. Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.   Write down what the problem looks like solved.

5.   Trust and have faith in yourself. 

What You Need to Do​

Before you make a decision, you must first enter into problem-solving at a higher level of solution-based thinking where you begin to separate, breakdown, and distill the thinking that has created the conditions conducive for the problem to exist.

Then, after careful and thoughtful consideration, you make a decision, cutting and removing

the parts of your past thinking that no longer serve you.

 Problem Solving

1. Chose a Framework that works best
2. 5 Whys - break down the problem.
3. Ishikawa Diagram (Fishbone) - provide structure.
4. Nominal Group - group selects the root cause(s) from the list.
5. Statement of the Problem and Solutions Conditions for decision Making.
6. Make decisions when the options are clear

 Shows

●    Previous: EPISODE 13 to 16 BUILDING YOUR GROWTH DRIVEN ORGANIZATION

●    Next: EPISODES 17 to 20 CREATING THE STRUCTURE FOR YOUR FUTURE COMPANY

Although this will evolve over time, what appears to be just a 'nice' thing to do, is really the future of how the business will operate. Think about how different your role and the company's performance will be if everyone uses a proven model for getting at the root cause of problems and then arrives at the best decision. It won't always be right - just most of the time and with the same track record as you.

But how do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

“We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

Problems are opportunities for us to become the solution, rather than seek a solution.

What we’ll cover today:

-      What is a problem-solving culture

-      Why delegating to your team helps them develop this mindset

-      Problem-solving from the outside-in vs problem-solving from the inside-out

-      A Five Steps Framework for Solution-Based Thinking​

Key Issues - ​Owner Perspective:

1. People come to me for solutions
2. Ensuring the root cause is identified
3. Best Solutions are selected
4. Repeatable and used through the organization.

 What You Need to Know

A Five Steps to Solution-Based Thinking

1. Write out the exact problem you have.
2. Draw from your past experiences, resourcefulness and creativity.
3. Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.   Write down what the problem looks like solved.

5.   Trust and have faith in yourself. 

What You Need to Do​

Before you make a decision, you must first enter into problem-solving at a higher level of solution-based thinking where you begin to separate, breakdown, and distill the thinking that has created the conditions conducive for the problem to exist.

Then, after careful and thoughtful consideration, you make a decision, cutting and removing

the parts of your past thinking that no longer serve you.

 Problem Solving

1. Chose a Framework that works best
2. 5 Whys - break down the problem.
3. Ishikawa Diagram (Fishbone) - provide structure.
4. Nominal Group - group selects the root cause(s) from the list.
5. Statement of the Problem and Solutions Conditions for decision Making.
6. Make decisions when the options are clear

 Shows

●    Previous: EPISODES 13 to 16 BUILDING YOUR GROWTH DRIVEN ORGANIZATION

●    Next: EPISODES 17 to 20 CREATING THE STRUCTURE FOR YOUR FUTURE COMPANY

A question I love asking business leaders I work with is, how does your organization look like three years from now? What about five years? Or ten?

As you look at the things you want to achieve in your business over the next years, how big of a team you need around you to allow you to do that? Who in your current team is still with you five or ten years from now?

 That’s some really thought-provoking set of questions I’ll love to explore with you today.

 Show Objectives - The Why

These questions are universal regardless of the growth stage. During Stage I, this is simple. You’re a hand full of people and no processes or organizational charts to think about. During Stage II this is an academic issue because you are so focused on generating sales that the answer to the question is "whatever” and “whomever.” Now you are in a different spot, there is time to give this thought and make it a priority because what happens at Stage III is your future.

 From this point forward your goal for organizing the company is simple - focus all of the employees to pull together in one general direction to maximize impact - "getting the herd headed roughly west.”

 Key Issues - Owner Perspective:

1. This is not a priority.
2. How do I even know where I want to be in 5 years?
3. People aren’t serious. You can’t find good people anymore.

 What You Need to Know - The What

 ·        Not all people on your team need to be with you three years from now.

·        Not everyone has a seat on your bus.

·        Your top talent always has options

·        Some need to step up and some need to go.

·        Don’t send your ducks to the eagles school.

 What You Need to Do​​ - The How

1. Make it a priority.
2. Visualize your future business.
3. Sketch your 3-year organizational chart.
4. Map out your current players to the future roles
5. Identify who’s not up for it.
6. Create a plan to fill the empty seats.

 ​Shows

●      Previous: Episode 16-20 - Creating A Problem-Solving Culture In Your Organization

●      Next: Episode 25-28 - Making 2021 Your Best Year Ever

A question I love asking business leaders I work with is, how does your organization look like three years from now? What about five years? Or ten?

As you look at the things you want to achieve in your business over the next years, how big of a team you need around you to allow you to do that? Who in your current team is still with you five or ten years from now?

 That’s some really thought-provoking set of questions I’ll love to explore with you today.

 Show Objectives - The Why

These questions are universal regardless of the growth stage. During Stage I, this is simple. You’re a hand full of people and no processes or organizational charts to think about. During Stage II this is an academic issue because you are so focused on generating sales that the answer to the question is "whatever” and “whomever.” Now you are in a different spot, there is time to give this thought and make it a priority because what happens at Stage III is your future.

 From this point forward your goal for organizing the company is simple - focus all of the employees to pull together in one general direction to maximize impact - "getting the herd headed roughly west.”

 Key Issues - Owner Perspective:

1. This is not a priority.
2. How do I even know where I want to be in 5 years?
3. People aren’t serious. You can’t find good people anymore.

 What You Need to Know - The What

 ·        Not all people on your team need to be with you three years from now.

·        Not everyone has a seat on your bus.

·        Your top talent always has options

·        Some need to step up and some need to go.

·        Don’t send your ducks to the eagles school.

 What You Need to Do​​ - The How

1. Make it a priority.
2. Visualize your future business.
3. Sketch your 3-year organizational chart.
4. Map out your current players to the future roles
5. Identify who’s not up for it.
6. Create a plan to fill the empty seats.

 ​Shows

●      Previous: Episode 16-20 - Creating A Problem-Solving Culture In Your Organization

●      Next: Episode 25-28 - Making 2021 Your Best Year Ever

A question I love asking business leaders I work with is, how does your organization look like three years from now? What about five years? Or ten?

As you look at the things you want to achieve in your business over the next years, how big of a team you need around you to allow you to do that? Who in your current team is still with you five or ten years from now?

 That’s some really thought-provoking set of questions I’ll love to explore with you today.

 Show Objectives - The Why

These questions are universal regardless of the growth stage. During Stage I, this is simple. You’re a hand full of people and no processes or organizational charts to think about. During Stage II this is an academic issue because you are so focused on generating sales that the answer to the question is "whatever” and “whomever.” Now you are in a different spot, there is time to give this thought and make it a priority because what happens at Stage III is your future.

 From this point forward your goal for organizing the company is simple - focus all of the employees to pull together in one general direction to maximize impact - "getting the herd headed roughly west.”

 Key Issues - Owner Perspective:

1. This is not a priority.
2. How do I even know where I want to be in 5 years?
3. People aren’t serious. You can’t find good people anymore.

 What You Need to Know - The What

 ·        Not all people on your team need to be with you three years from now.

·        Not everyone has a seat on your bus.

·        Your top talent always has options

·        Some need to step up and some need to go.

·        Don’t send your ducks to the eagles school.

 What You Need to Do​​ - The How

1. Make it a priority.
2. Visualize your future business.
3. Sketch your 3-year organizational chart.
4. Map out your current players to the future roles
5. Identify who’s not up for it.
6. Create a plan to fill the empty seats.

 ​Shows

●      Previous: Episode 16-20 - Creating A Problem-Solving Culture In Your Organization

●      Next: Episode 25-28 - Making 2021 Your Best Year Ever

A question I love asking business leaders I work with is, how does your organization look like three years from now? What about five years? Or ten?

As you look at the things you want to achieve in your business over the next years, how big of a team you need around you to allow you to do that? Who in your current team is still with you five or ten years from now?

 That’s some really thought-provoking set of questions I’ll love to explore with you today.

 Show Objectives - The Why

These questions are universal regardless of the growth stage. During Stage I, this is simple. You’re a hand full of people and no processes or organizational charts to think about. During Stage II this is an academic issue because you are so focused on generating sales that the answer to the question is "whatever” and “whomever.” Now you are in a different spot, there is time to give this thought and make it a priority because what happens at Stage III is your future.

 From this point forward your goal for organizing the company is simple - focus all of the employees to pull together in one general direction to maximize impact - "getting the herd headed roughly west.”

 Key Issues - Owner Perspective:

1. This is not a priority.
2. How do I even know where I want to be in 5 years?
3. People aren’t serious. You can’t find good people anymore.

 What You Need to Know - The What

 ·        Not all people on your team need to be with you three years from now.

·        Not everyone has a seat on your bus.

·        Your top talent always has options

·        Some need to step up and some need to go.

·        Don’t send your ducks to the eagles school.

 What You Need to Do​​ - The How

1. Make it a priority.
2. Visualize your future business.
3. Sketch your 3-year organizational chart.
4. Map out your current players to the future roles
5. Identify who’s not up for it.
6. Create a plan to fill the empty seats.

 ​Shows

●      Previous: Episode 16-20 - Creating A Problem-Solving Culture In Your Organization

●      Next: Episode 25-28 - Making 2021 Your Best Year Ever

I can’t believe it is Christmas Day and we’re closing in 2020. The year most people would want to forget but one that will remain in history as the year that weak many people up to reality. 

Before you close your year and you go celebrate the New Year with hope for a new beginning and a different kind of year in 2021, make sure to take some time to reflect upon what did you learn in 2020 and what do you want to take with you in 2021. 

Show Objectives - The Why

Most people react to failure or difficulties is that they want to put it behind as fast as possible so they don’t need to think about it. While that might give some sort of short-term relief, until we take the time to reflect upon how did we end up in that situation in the first place and change the cause of those results, we are not really protecting ourselves from ending up in the same situation again. 

If 2020 was a difficult year for you, and I know it was for many of us, don’t put it behind you and move on to 2021 with the hope that things will get better, give some thought to what contributed to it being as it was and what you could do differently in the future to futureproof your business.   

Key Issues - Owner Perspective:

1. It was out of our control
2. How could we have predicted 2020?
3. What’s that much to learn from 2020? It will probably not happen again in another 10 years.

What You Need to Know - The What

Reflection time:

• What is one thing you are grateful for in 2020?
• What is one thing you will be glad to leave behind in 2020?
• What habit(s) have you developed this year that you will carry
• over into 2021?
• What relationship(s) have you developed this year that you will continue in 2021?
• What is your greatest wish for 2021?
• What will you do to ensure that wish comes true?

Mindset Building – 5 Mindsets for 2021 and beyond

• Burning Desire – The Starting Point of All Achievement
• Persistence – The Sustained Effort Vital to Success
• Faith – Belief in Yourself and Your Team 
• Decision – The Mastery of Procrastination
• Imagination – The Workshop of the Mind 

What You Need to Do​​ - The How

The FIVE Questions:

1. What would I stop doing in 2021?
2. What would I start doing in 2021? 
3. What would I do less of in 2021?
4. What would I do more of in 2021?
5. What would I continue doing in 2021?

​Shows

• Previous: Episode 21-24 - Reorganizing - The Right Structure For Your Future Organization
• Next: Episode 29-32 - Season Finale! 

I can’t believe it is Christmas Day and we’re closing in 2020. The year most people would want to forget but one that will remain in history as the year that weak many people up to reality. 

Before you close your year and you go celebrate the New Year with hope for a new beginning and a different kind of year in 2021, make sure to take some time to reflect upon what did you learn in 2020 and what do you want to take with you in 2021. 

Show Objectives - The Why

Most people react to failure or difficulties is that they want to put it behind as fast as possible so they don’t need to think about it. While that might give some sort of short-term relief, until we take the time to reflect upon how did we end up in that situation in the first place and change the cause of those results, we are not really protecting ourselves from ending up in the same situation again. 

If 2020 was a difficult year for you, and I know it was for many of us, don’t put it behind you and move on to 2021 with the hope that things will get better, give some thought to what contributed to it being as it was and what you could do differently in the future to futureproof your business.   

Key Issues - Owner Perspective:

1. It was out of our control
2. How could we have predicted 2020?
3. What’s that much to learn from 2020? It will probably not happen again in another 10 years.

What You Need to Know - The What

Reflection time:

• What is one thing you are grateful for in 2020?
• What is one thing you will be glad to leave behind in 2020?
• What habit(s) have you developed this year that you will carry
• over into 2021?
• What relationship(s) have you developed this year that you will continue in 2021?
• What is your greatest wish for 2021?
• What will you do to ensure that wish comes true?

Mindset Building – 5 Mindsets for 2021 and beyond

• Burning Desire – The Starting Point of All Achievement
• Persistence – The Sustained Effort Vital to Success
• Faith – Belief in Yourself and Your Team 
• Decision – The Mastery of Procrastination
• Imagination – The Workshop of the Mind 

What You Need to Do​​ - The How

The FIVE Questions:

1. What would I stop doing in 2021?
2. What would I start doing in 2021? 
3. What would I do less of in 2021?
4. What would I do more of in 2021?
5. What would I continue doing in 2021?

​Shows

• Previous: Episode 21-24 - Reorganizing - The Right Structure For Your Future Organization
• Next: Episode 29-32 - Season Finale! 

I can’t believe it is Christmas Day and we’re closing in 2020. The year most people would want to forget but one that will remain in history as the year that weak many people up to reality. 

Before you close your year and you go celebrate the New Year with hope for a new beginning and a different kind of year in 2021, make sure to take some time to reflect upon what did you learn in 2020 and what do you want to take with you in 2021. 

Show Objectives - The Why

Most people react to failure or difficulties is that they want to put it behind as fast as possible so they don’t need to think about it. While that might give some sort of short-term relief, until we take the time to reflect upon how did we end up in that situation in the first place and change the cause of those results, we are not really protecting ourselves from ending up in the same situation again. 

If 2020 was a difficult year for you, and I know it was for many of us, don’t put it behind you and move on to 2021 with the hope that things will get better, give some thought to what contributed to it being as it was and what you could do differently in the future to futureproof your business.   

Key Issues - Owner Perspective:

1. It was out of our control
2. How could we have predicted 2020?
3. What’s that much to learn from 2020? It will probably not happen again in another 10 years.

What You Need to Know - The What

Reflection time:

• What is one thing you are grateful for in 2020?
• What is one thing you will be glad to leave behind in 2020?
• What habit(s) have you developed this year that you will carry
• over into 2021?
• What relationship(s) have you developed this year that you will continue in 2021?
• What is your greatest wish for 2021?
• What will you do to ensure that wish comes true?

Mindset Building – 5 Mindsets for 2021 and beyond

• Burning Desire – The Starting Point of All Achievement
• Persistence – The Sustained Effort Vital to Success
• Faith – Belief in Yourself and Your Team 
• Decision – The Mastery of Procrastination
• Imagination – The Workshop of the Mind 

What You Need to Do​​ - The How

The FIVE Questions:

1. What would I stop doing in 2021?
2. What would I start doing in 2021? 
3. What would I do less of in 2021?
4. What would I do more of in 2021?
5. What would I continue doing in 2021?

​Shows

• Previous: Episode 21-24 - Reorganizing - The Right Structure For Your Future Organization
• Next: Episode 29-32 - Season Finale! 

I can’t believe it is Christmas Day and we’re closing in 2020. The year most people would want to forget but one that will remain in history as the year that weak many people up to reality. 

Before you close your year and you go celebrate the New Year with hope for a new beginning and a different kind of year in 2021, make sure to take some time to reflect upon what did you learn in 2020 and what do you want to take with you in 2021. 

Show Objectives - The Why

Most people react to failure or difficulties is that they want to put it behind as fast as possible so they don’t need to think about it. While that might give some sort of short-term relief, until we take the time to reflect upon how did we end up in that situation in the first place and change the cause of those results, we are not really protecting ourselves from ending up in the same situation again. 

If 2020 was a difficult year for you, and I know it was for many of us, don’t put it behind you and move on to 2021 with the hope that things will get better, give some thought to what contributed to it being as it was and what you could do differently in the future to futureproof your business.   

Key Issues - Owner Perspective:

1. It was out of our control
2. How could we have predicted 2020?
3. What’s that much to learn from 2020? It will probably not happen again in another 10 years.

What You Need to Know - The What

Reflection time:

• What is one thing you are grateful for in 2020?
• What is one thing you will be glad to leave behind in 2020?
• What habit(s) have you developed this year that you will carry
• over into 2021?
• What relationship(s) have you developed this year that you will continue in 2021?
• What is your greatest wish for 2021?
• What will you do to ensure that wish comes true?

Mindset Building – 5 Mindsets for 2021 and beyond

• Burning Desire – The Starting Point of All Achievement
• Persistence – The Sustained Effort Vital to Success
• Faith – Belief in Yourself and Your Team 
• Decision – The Mastery of Procrastination
• Imagination – The Workshop of the Mind 

What You Need to Do​​ - The How

The FIVE Questions:

1. What would I stop doing in 2021?
2. What would I start doing in 2021? 
3. What would I do less of in 2021?
4. What would I do more of in 2021?
5. What would I continue doing in 2021?

​Shows

• Previous: Episode 21-24 - Reorganizing - The Right Structure For Your Future Organization
• Next: Episode 29-32 - Season Finale! 

Happy New Year! Make 2021 your best year yet!

Let’s recap what we’ve looked at over the last weeks in our season three.

We looked at the value of implementing SOP’s in your business and why it pays off to put the time into creating them.

Then we looked at assigning roles to your players and how clarity of responsibilities is key to any winning team. Every high-performing team has two things in place: each player knows exactly what their role is and everyone knows who’s in charge.

The next episode has been about the difference between leaders and managers: managers try to solve problems while leaders focus on building momentum.

We looked at how do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

 The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

 “We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

Problems are opportunities for us to become the solution, rather than seek a solution.

A question I love asking business leaders I work with is, how does your organization look like three years from now? What about five years? Or ten?

As you look at the things you want to achieve in your business over the next years, how big of a team you need around you to allow you to do that? Who in your current team is still with you five or ten years from now?

If 2020 was a difficult year for you, and I know it was for many of us, don’t put it behind you and move on to 2021 with the hope that things will get better, give some thought to what contributed to it being as it was and what you could do differently in the future to futureproof your business.  

What You Need to Know - The What

• Episode 1-4 - Creating Your Business Owner's Manual
• Episode 5-8 - Assigning Roles to Your Players
• Episode 9-12 - Creating Your 90-Day Plan - The Foundation For Growth
• Episode 13-16 - Leadership By Objectives – How To Build A Growth-Driven Organization
• Episode 17-20 - Creating a Problem Solving Culture in Your Organization
• Episode 21-24 - Reorganizing - The Right Structure For Your Future Organization
• Episode 25-28 - Reflection & Mindset - Making 2021 Your Best Year Yet

Before you forget about 2020 and you start the New Year with hope for a new beginning and a different kind of year, make sure to take some time to reflect upon what did you learn in 2020 and what do you want to take with you in 2021.

 Here are 5 Reflective Questions to start your year with:

1. What would I stop doing?
2. What would I start doing?
3. What would I do less of?
4. What would I do more?
5. What would I continue doing?

​Shows

·        Previous: Episode 25-28 - Reflection & Mindset - Making 2021 Your Best Year Yet

·        Next: Season 4  

Happy New Year! Make 2021 your best year yet!

Let’s recap what we’ve looked at over the last weeks in our season three.

We looked at the value of implementing SOP’s in your business and why it pays off to put the time into creating them.

Then we looked at assigning roles to your players and how clarity of responsibilities is key to any winning team. Every high-performing team has two things in place: each player knows exactly what their role is and everyone knows who’s in charge.

The next episode has been about the difference between leaders and managers: managers try to solve problems while leaders focus on building momentum.

We looked at how do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

 The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

 “We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

Problems are opportunities for us to become the solution, rather than seek a solution.

A question I love asking business leaders I work with is, how does your organization look like three years from now? What about five years? Or ten?

As you look at the things you want to achieve in your business over the next years, how big of a team you need around you to allow you to do that? Who in your current team is still with you five or ten years from now?

If 2020 was a difficult year for you, and I know it was for many of us, don’t put it behind you and move on to 2021 with the hope that things will get better, give some thought to what contributed to it being as it was and what you could do differently in the future to futureproof your business.  

What You Need to Know - The What

• Episode 1-4 - Creating Your Business Owner's Manual
• Episode 5-8 - Assigning Roles to Your Players
• Episode 9-12 - Creating Your 90-Day Plan - The Foundation For Growth
• Episode 13-16 - Leadership By Objectives – How To Build A Growth-Driven Organization
• Episode 17-20 - Creating a Problem Solving Culture in Your Organization
• Episode 21-24 - Reorganizing - The Right Structure For Your Future Organization
• Episode 25-28 - Reflection & Mindset - Making 2021 Your Best Year Yet

Before you forget about 2020 and you start the New Year with hope for a new beginning and a different kind of year, make sure to take some time to reflect upon what did you learn in 2020 and what do you want to take with you in 2021.

 Here are 5 Reflective Questions to start your year with:

1. What would I stop doing?
2. What would I start doing?
3. What would I do less of?
4. What would I do more?
5. What would I continue doing?

​Shows

·        Previous: Episode 25-28 - Reflection & Mindset - Making 2021 Your Best Year Yet

·        Next: Season 4  

Happy New Year! Make 2021 your best year yet!

Let’s recap what we’ve looked at over the last weeks in our season three.

We looked at the value of implementing SOP’s in your business and why it pays off to put the time into creating them.

Then we looked at assigning roles to your players and how clarity of responsibilities is key to any winning team. Every high-performing team has two things in place: each player knows exactly what their role is and everyone knows who’s in charge.

The next episode has been about the difference between leaders and managers: managers try to solve problems while leaders focus on building momentum.

We looked at how do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

 The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

 “We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

Problems are opportunities for us to become the solution, rather than seek a solution.

A question I love asking business leaders I work with is, how does your organization look like three years from now? What about five years? Or ten?

As you look at the things you want to achieve in your business over the next years, how big of a team you need around you to allow you to do that? Who in your current team is still with you five or ten years from now?

If 2020 was a difficult year for you, and I know it was for many of us, don’t put it behind you and move on to 2021 with the hope that things will get better, give some thought to what contributed to it being as it was and what you could do differently in the future to futureproof your business.  

What You Need to Know - The What

• Episode 1-4 - Creating Your Business Owner's Manual
• Episode 5-8 - Assigning Roles to Your Players
• Episode 9-12 - Creating Your 90-Day Plan - The Foundation For Growth
• Episode 13-16 - Leadership By Objectives – How To Build A Growth-Driven Organization
• Episode 17-20 - Creating a Problem Solving Culture in Your Organization
• Episode 21-24 - Reorganizing - The Right Structure For Your Future Organization
• Episode 25-28 - Reflection & Mindset - Making 2021 Your Best Year Yet

Before you forget about 2020 and you start the New Year with hope for a new beginning and a different kind of year, make sure to take some time to reflect upon what did you learn in 2020 and what do you want to take with you in 2021.

 Here are 5 Reflective Questions to start your year with:

1. What would I stop doing?
2. What would I start doing?
3. What would I do less of?
4. What would I do more?
5. What would I continue doing?

​Shows

·        Previous: Episode 25-28 - Reflection & Mindset - Making 2021 Your Best Year Yet

·        Next: Season 4  

Happy New Year! Make 2021 your best year yet!

Let’s recap what we’ve looked at over the last weeks in our season three.

We looked at the value of implementing SOP’s in your business and why it pays off to put the time into creating them.

Then we looked at assigning roles to your players and how clarity of responsibilities is key to any winning team. Every high-performing team has two things in place: each player knows exactly what their role is and everyone knows who’s in charge.

The next episode has been about the difference between leaders and managers: managers try to solve problems while leaders focus on building momentum.

We looked at how do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

 The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

 “We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

Problems are opportunities for us to become the solution, rather than seek a solution.

A question I love asking business leaders I work with is, how does your organization look like three years from now? What about five years? Or ten?

As you look at the things you want to achieve in your business over the next years, how big of a team you need around you to allow you to do that? Who in your current team is still with you five or ten years from now?

If 2020 was a difficult year for you, and I know it was for many of us, don’t put it behind you and move on to 2021 with the hope that things will get better, give some thought to what contributed to it being as it was and what you could do differently in the future to futureproof your business.  

What You Need to Know - The What

• Episode 1-4 - Creating Your Business Owner's Manual
• Episode 5-8 - Assigning Roles to Your Players
• Episode 9-12 - Creating Your 90-Day Plan - The Foundation For Growth
• Episode 13-16 - Leadership By Objectives – How To Build A Growth-Driven Organization
• Episode 17-20 - Creating a Problem Solving Culture in Your Organization
• Episode 21-24 - Reorganizing - The Right Structure For Your Future Organization
• Episode 25-28 - Reflection & Mindset - Making 2021 Your Best Year Yet

Before you forget about 2020 and you start the New Year with hope for a new beginning and a different kind of year, make sure to take some time to reflect upon what did you learn in 2020 and what do you want to take with you in 2021.

 Here are 5 Reflective Questions to start your year with:

1. What would I stop doing?
2. What would I start doing?
3. What would I do less of?
4. What would I do more?
5. What would I continue doing?

​Shows

·        Previous: Episode 25-28 - Reflection & Mindset - Making 2021 Your Best Year Yet

·        Next: Season 4  

We are the start of a new year, a new season and I am delighted to share this show with you as we start season 4 on IBGR Network.

 And throughout this season I’ve created a roadmap for us to go on a growth journey together because as John Maxwell wisely said, “The only guarantee that tomorrow is going to be better is if we improve ourselves today.”

 So in the next twelve weeks, we will be working on the business owner. As one of my mentors, Christian Simpson would say we’ll develop the owner, not the business. We’ll cover essential topics to building our entrepreneurial mindset and I am so excited you embarked on this journey with us. 

 Show Objectives - The Why

 The world stops for no one. If we are not moving forward, we are moving backward. With that in mind is obvious that we have no choice but to grow.

And if we think about the law of vibration, we know that everything in the universe is in constant movement. Nothing is still and everything either grows and develops or is disintegrating. There is no such thing as inertia. We are either growing and moving forward or moving backward.

 Key Issues - Owner Perspective:

 The biggest challenge to making personal growth a priority is that we wrongly assume that activity is growth. It is not. Running your business doesn’t guarantee you grow.

 Moving from a goals mindset to a growth mindset.

 What You Need to Know - The What

 Albert Einstein asserted that “Education is that which remains when one has forgotten everything he learned in school.”

 True education and growth come from the school of life and in order for us to succeed as entrepreneurs and business owners we have to constantly challenge our thoughts by asking ourselves these three questions John Maxwell shares in one of his books:

-      Learn: What do I need to learn today that I didn’t know yesterday?

-      Unlearn: What do I need to let go of today that I held on to yesterday?

-      Relearn: What do I need to change today that I was doing yesterday?

 In the book Developing the Leader Within You 2.0, John Maxwell shares Five Ways to Intentionally Not Act Old so we stay active growth seekers at any age. Here they are:

1.   Ask Questions

2.   Keep the Bar of Excellence High

3.   Be People-Centric

4.   Be Posture-Conscious

5.   Remain Today-Focused

 You might not feel you need this list but I can assure you the are some golden nuggets in this list if you take the time to contemplate. 

 What You Need to Do - The How

 Where to start:

1.   Know Yourself to Grow Yourself

2.   Decide Who Do You Want to Be in Three Years

3.   Make An Inventory of Where You Are Now

4.   Create a Personal Growth Plan to Close Gap

 Here is a four-step strategy

1.   Big picture: Where do I need to focus my growth?

2.   Measurement: How can I measure and affect my growth?

3.   Consistency: How can I grow daily?

4.   Application: Can I act on it?

 Shows:

●    Next: Episode 02 Season 4 - Priorities - Maximizing Your Impact - How to Keep Your Mind on the Main Thing and Manage Your Priorities Not Your Time. 

We are the start of a new year, a new season and I am delighted to share this show with you as we start season 4 on IBGR Network.

 And throughout this season I’ve created a roadmap for us to go on a growth journey together because as John Maxwell wisely said, “The only guarantee that tomorrow is going to be better is if we improve ourselves today.”

 So in the next twelve weeks, we will be working on the business owner. As one of my mentors, Christian Simpson would say we’ll develop the owner, not the business. We’ll cover essential topics to building our entrepreneurial mindset and I am so excited you embarked on this journey with us. 

 Show Objectives - The Why

 The world stops for no one. If we are not moving forward, we are moving backward. With that in mind is obvious that we have no choice but to grow.

And if we think about the law of vibration, we know that everything in the universe is in constant movement. Nothing is still and everything either grows and develops or is disintegrating. There is no such thing as inertia. We are either growing and moving forward or moving backward.

 Key Issues - Owner Perspective:

 The biggest challenge to making personal growth a priority is that we wrongly assume that activity is growth. It is not. Running your business doesn’t guarantee you grow.

 Moving from a goals mindset to a growth mindset.

 What You Need to Know - The What

 Albert Einstein asserted that “Education is that which remains when one has forgotten everything he learned in school.”

 True education and growth come from the school of life and in order for us to succeed as entrepreneurs and business owners we have to constantly challenge our thoughts by asking ourselves these three questions John Maxwell shares in one of his books:

-      Learn: What do I need to learn today that I didn’t know yesterday?

-      Unlearn: What do I need to let go of today that I held on to yesterday?

-      Relearn: What do I need to change today that I was doing yesterday?

 In the book Developing the Leader Within You 2.0, John Maxwell shares Five Ways to Intentionally Not Act Old so we stay active growth seekers at any age. Here they are:

1.   Ask Questions

2.   Keep the Bar of Excellence High

3.   Be People-Centric

4.   Be Posture-Conscious

5.   Remain Today-Focused

 You might not feel you need this list but I can assure you the are some golden nuggets in this list if you take the time to contemplate. 

 What You Need to Do - The How

 Where to start:

1.   Know Yourself to Grow Yourself

2.   Decide Who Do You Want to Be in Three Years

3.   Make An Inventory of Where You Are Now

4.   Create a Personal Growth Plan to Close Gap

 Here is a four-step strategy

1.   Big picture: Where do I need to focus my growth?

2.   Measurement: How can I measure and affect my growth?

3.   Consistency: How can I grow daily?

4.   Application: Can I act on it?

 Shows:

●    Next: Episode 02 Season 4 - Priorities - Maximizing Your Impact - How to Keep Your Mind on the Main Thing and Manage Your Priorities Not Your Time. 

We are the start of a new year, a new season and I am delighted to share this show with you as we start season 4 on IBGR Network.

 And throughout this season I’ve created a roadmap for us to go on a growth journey together because as John Maxwell wisely said, “The only guarantee that tomorrow is going to be better is if we improve ourselves today.”

 So in the next twelve weeks, we will be working on the business owner. As one of my mentors, Christian Simpson would say we’ll develop the owner, not the business. We’ll cover essential topics to building our entrepreneurial mindset and I am so excited you embarked on this journey with us. 

 Show Objectives - The Why

 The world stops for no one. If we are not moving forward, we are moving backward. With that in mind is obvious that we have no choice but to grow.

And if we think about the law of vibration, we know that everything in the universe is in constant movement. Nothing is still and everything either grows and develops or is disintegrating. There is no such thing as inertia. We are either growing and moving forward or moving backward.

 Key Issues - Owner Perspective:

 The biggest challenge to making personal growth a priority is that we wrongly assume that activity is growth. It is not. Running your business doesn’t guarantee you grow.

 Moving from a goals mindset to a growth mindset.

 What You Need to Know - The What

 Albert Einstein asserted that “Education is that which remains when one has forgotten everything he learned in school.”

 True education and growth come from the school of life and in order for us to succeed as entrepreneurs and business owners we have to constantly challenge our thoughts by asking ourselves these three questions John Maxwell shares in one of his books:

-      Learn: What do I need to learn today that I didn’t know yesterday?

-      Unlearn: What do I need to let go of today that I held on to yesterday?

-      Relearn: What do I need to change today that I was doing yesterday?

 In the book Developing the Leader Within You 2.0, John Maxwell shares Five Ways to Intentionally Not Act Old so we stay active growth seekers at any age. Here they are:

1.   Ask Questions

2.   Keep the Bar of Excellence High

3.   Be People-Centric

4.   Be Posture-Conscious

5.   Remain Today-Focused

 You might not feel you need this list but I can assure you the are some golden nuggets in this list if you take the time to contemplate. 

 What You Need to Do - The How

 Where to start:

1.   Know Yourself to Grow Yourself

2.   Decide Who Do You Want to Be in Three Years

3.   Make An Inventory of Where You Are Now

4.   Create a Personal Growth Plan to Close Gap

 Here is a four-step strategy

1.   Big picture: Where do I need to focus my growth?

2.   Measurement: How can I measure and affect my growth?

3.   Consistency: How can I grow daily?

4.   Application: Can I act on it?

 Shows:

●    Next: Episode 02 Season 4 - Priorities - Maximizing Your Impact - How to Keep Your Mind on the Main Thing and Manage Your Priorities Not Your Time. 

We are the start of a new year, a new season and I am delighted to share this show with you as we start season 4 on IBGR Network.

 And throughout this season I’ve created a roadmap for us to go on a growth journey together because as John Maxwell wisely said, “The only guarantee that tomorrow is going to be better is if we improve ourselves today.”

 So in the next twelve weeks, we will be working on the business owner. As one of my mentors, Christian Simpson would say we’ll develop the owner, not the business. We’ll cover essential topics to building our entrepreneurial mindset and I am so excited you embarked on this journey with us. 

 Show Objectives - The Why

 The world stops for no one. If we are not moving forward, we are moving backward. With that in mind is obvious that we have no choice but to grow.

And if we think about the law of vibration, we know that everything in the universe is in constant movement. Nothing is still and everything either grows and develops or is disintegrating. There is no such thing as inertia. We are either growing and moving forward or moving backward.

 Key Issues - Owner Perspective:

 The biggest challenge to making personal growth a priority is that we wrongly assume that activity is growth. It is not. Running your business doesn’t guarantee you grow.

 Moving from a goals mindset to a growth mindset.

 What You Need to Know - The What

 Albert Einstein asserted that “Education is that which remains when one has forgotten everything he learned in school.”

 True education and growth come from the school of life and in order for us to succeed as entrepreneurs and business owners we have to constantly challenge our thoughts by asking ourselves these three questions John Maxwell shares in one of his books:

-      Learn: What do I need to learn today that I didn’t know yesterday?

-      Unlearn: What do I need to let go of today that I held on to yesterday?

-      Relearn: What do I need to change today that I was doing yesterday?

 In the book Developing the Leader Within You 2.0, John Maxwell shares Five Ways to Intentionally Not Act Old so we stay active growth seekers at any age. Here they are:

1.   Ask Questions

2.   Keep the Bar of Excellence High

3.   Be People-Centric

4.   Be Posture-Conscious

5.   Remain Today-Focused

 You might not feel you need this list but I can assure you the are some golden nuggets in this list if you take the time to contemplate. 

 What You Need to Do - The How

 Where to start:

1.   Know Yourself to Grow Yourself

2.   Decide Who Do You Want to Be in Three Years

3.   Make An Inventory of Where You Are Now

4.   Create a Personal Growth Plan to Close Gap

 Here is a four-step strategy

1.   Big picture: Where do I need to focus my growth?

2.   Measurement: How can I measure and affect my growth?

3.   Consistency: How can I grow daily?

4.   Application: Can I act on it?

 Shows:

●    Next: Episode 02 Season 4 - Priorities - Maximizing Your Impact - How to Keep Your Mind on the Main Thing and Manage Your Priorities Not Your Time. 

As entrepreneurs and leaders in our businesses, one of the things we have to be on top of is our agenda. Knowing where to invest our time, what is required from us, and what activities give us the greatest return on investment is paramount to success in any business.

 Show Objectives - The Why

 Arguably the two most important resources in any business are time and money. While we can make more money or bring in an investor, the thing that no one has been successful at is making more time. Although we often say “I have to make time” or “I have to find the time,” what we’re actually talking about is managing our priorities. And that’s what we’ll teach in this show. 😉 

 Key Issues - Owner Perspective:

 The biggest challenge to making priorities a priority is the illusion that we are too busy to sit down one or two hours a week to prioritize our businesses and our lives. However, it is essential for any kind of personal and professional success.

What You Need to Know - The What

 Five questions we should all ask ourselves more often:

1.      What should we do more of in 2021?

2.      What should we do less of in 2021?

3.      What should we stop doing?

4.      What should we start doing?

5.      What should we continue doing?

What You Need to Do - The How

Applying the 80/20 in your business.

John Maxwell’s 3R’s to managing your priorities:

1.      What is Required of me?

2.      What gives me the greatest Return?

3.      What gives me the greatest Reward?

Paul Martinelli’s 3 D’s rule for managing your To-Do list:

1.      DO

2.      DELEGATE

3.      DUMP

 Shows:

●       Previous:            Episode 1-4 – Personal Growth – Future-Proofing Your Business

●       Next:                    Episode 03 Season 4 - Intentional Growth – The Only Guarantee of Continuous Business Growth

As entrepreneurs and leaders in our businesses, one of the things we have to be on top of is our agenda. Knowing where to invest our time, what is required from us, and what activities give us the greatest return on investment is paramount to success in any business.

 Show Objectives - The Why

 Arguably the two most important resources in any business are time and money. While we can make more money or bring in an investor, the thing that no one has been successful at is making more time. Although we often say “I have to make time” or “I have to find the time,” what we’re actually talking about is managing our priorities. And that’s what we’ll teach in this show. 😉 

 Key Issues - Owner Perspective:

 The biggest challenge to making priorities a priority is the illusion that we are too busy to sit down one or two hours a week to prioritize our businesses and our lives. However, it is essential for any kind of personal and professional success.

What You Need to Know - The What

 Five questions we should all ask ourselves more often:

1.      What should we do more of in 2021?

2.      What should we do less of in 2021?

3.      What should we stop doing?

4.      What should we start doing?

5.      What should we continue doing?

What You Need to Do - The How

Applying the 80/20 in your business.

John Maxwell’s 3R’s to managing your priorities:

1.      What is Required of me?

2.      What gives me the greatest Return?

3.      What gives me the greatest Reward?

Paul Martinelli’s 3 D’s rule for managing your To-Do list:

1.      DO

2.      DELEGATE

3.      DUMP

 Shows:

●       Previous:            Episode 1-4 – Personal Growth – Future-Proofing Your Business

●       Next:                    Episode 03 Season 4 - Intentional Growth – The Only Guarantee of Continuous Business Growth

As entrepreneurs and leaders in our businesses, one of the things we have to be on top of is our agenda. Knowing where to invest our time, what is required from us, and what activities give us the greatest return on investment is paramount to success in any business.

 Show Objectives - The Why

 Arguably the two most important resources in any business are time and money. While we can make more money or bring in an investor, the thing that no one has been successful at is making more time. Although we often say “I have to make time” or “I have to find the time,” what we’re actually talking about is managing our priorities. And that’s what we’ll teach in this show. 😉 

 Key Issues - Owner Perspective:

 The biggest challenge to making priorities a priority is the illusion that we are too busy to sit down one or two hours a week to prioritize our businesses and our lives. However, it is essential for any kind of personal and professional success.

What You Need to Know - The What

 Five questions we should all ask ourselves more often:

1.      What should we do more of in 2021?

2.      What should we do less of in 2021?

3.      What should we stop doing?

4.      What should we start doing?

5.      What should we continue doing?

What You Need to Do - The How

Applying the 80/20 in your business.

John Maxwell’s 3R’s to managing your priorities:

1.      What is Required of me?

2.      What gives me the greatest Return?

3.      What gives me the greatest Reward?

Paul Martinelli’s 3 D’s rule for managing your To-Do list:

1.      DO

2.      DELEGATE

3.      DUMP

 Shows:

●       Previous:            Episode 1-4 – Personal Growth – Future-Proofing Your Business

●       Next:                    Episode 03 Season 4 - Intentional Growth – The Only Guarantee of Continuous Business Growth

As entrepreneurs and leaders in our businesses, one of the things we have to be on top of is our agenda. Knowing where to invest our time, what is required from us, and what activities give us the greatest return on investment is paramount to success in any business.

 Show Objectives - The Why

 Arguably the two most important resources in any business are time and money. While we can make more money or bring in an investor, the thing that no one has been successful at is making more time. Although we often say “I have to make time” or “I have to find the time,” what we’re actually talking about is managing our priorities. And that’s what we’ll teach in this show. 😉 

 Key Issues - Owner Perspective:

 The biggest challenge to making priorities a priority is the illusion that we are too busy to sit down one or two hours a week to prioritize our businesses and our lives. However, it is essential for any kind of personal and professional success.

What You Need to Know - The What

 Five questions we should all ask ourselves more often:

1.      What should we do more of in 2021?

2.      What should we do less of in 2021?

3.      What should we stop doing?

4.      What should we start doing?

5.      What should we continue doing?

What You Need to Do - The How

Applying the 80/20 in your business.

John Maxwell’s 3R’s to managing your priorities:

1.      What is Required of me?

2.      What gives me the greatest Return?

3.      What gives me the greatest Reward?

Paul Martinelli’s 3 D’s rule for managing your To-Do list:

1.      DO

2.      DELEGATE

3.      DUMP

 Shows:

●       Previous:            Episode 1-4 – Personal Growth – Future-Proofing Your Business

●       Next:                    Episode 03 Season 4 - Intentional Growth – The Only Guarantee of Continuous Business Growth

As leaders in business, it is our responsibility to develop our teams and develop ourselves. When I help business owners taking the HR hat (or better said the HP – Human Potential hat) the first thing we have them do is creating the three-year plan for each of their team members. From where do they wanna be, what roles would they fill, would they even be on the team, what skills gaps they need to bridge to become the person they need to be to perform in that role, and who could replace them if they quit.

 Show Objectives - The Why

 The reason why everyone should consider this a priority is that everything is in constant change. What brought us up to where we are today is not what’s gonna take us where we need and want to be in three years.

Business scale-up starts with skill and mindset scale-up. Business development starts with people development. And that’s what we’ll cover in this show. 😉 

 Key Issues - Owner Perspective:

 The biggest challenge to making individual and team development a priority is the illusion that we are automatically growing just by doing what we are doing in our daily activities. But the fact that we are doing things and that we are experiencing things is not enough if we are not taking the time to pause and reflect upon what we have been through. John Maxwell says we should pause so we allow the growth to catch up. When we are in the middle of the activity, we’re not thinking about what we’re doing, we are into the action mode, we are in it. And in order to grow, we need to allow that space so we think about what we have experienced, how has that impacted us, what did we learn, what could we have done differently and what will I do differently next time in a similar situation. That’s the thought process. 

 What You Need to Know - The What

 Identify your growth needs and your team’s growth needs.

Where do you see yourself in three years? What role would you love to play in your business?

Looking at where you’re going to be in three years what areas do you need to grow in? What skills do you need to develop to be successful in that role?

Where do you see your team in three years? Who is still on your team? What roles do they play?

 Five questions every leader should ask themselves about each of their team members:

1.      Where do I see this person in three years?

2.      What is the uniqueness they bring to the table?

3.      Where in the organization could they use their gifts to make a greater impact?

4.      What areas would they need to grow into to be where they have the potential to be in three years?

5.      What is my plan to helping them bridge that gap?

 What You Need to Do - The How

 Business Scale-up starts with team scale-up. What organization do I need in place in three years to take my business where I need to be and it should be?

Creating your team’s growth plan.

-      Skills they need to do their job well

-      Attitude & Mindset

-      Interpersonal skills

 Involve your team into their growth plan by allowing them to include areas they’ll love to grow into and study like their hobbies and passion,

 With involvement comes ownership and with ownership comes responsibility.

 Shows:

●       Previous:           Episode 5-8 -Priorities - Maximizing Your Impact

●       Next:                    Episode 13-15 - Put Your People First - Multiplying Your Success

As leaders in business, it is our responsibility to develop our teams and develop ourselves. When I help business owners taking the HR hat (or better said the HP – Human Potential hat) the first thing we have them do is creating the three-year plan for each of their team members. From where do they wanna be, what roles would they fill, would they even be on the team, what skills gaps they need to bridge to become the person they need to be to perform in that role, and who could replace them if they quit.

 Show Objectives - The Why

 The reason why everyone should consider this a priority is that everything is in constant change. What brought us up to where we are today is not what’s gonna take us where we need and want to be in three years.

Business scale-up starts with skill and mindset scale-up. Business development starts with people development. And that’s what we’ll cover in this show. 😉 

 Key Issues - Owner Perspective:

 The biggest challenge to making individual and team development a priority is the illusion that we are automatically growing just by doing what we are doing in our daily activities. But the fact that we are doing things and that we are experiencing things is not enough if we are not taking the time to pause and reflect upon what we have been through. John Maxwell says we should pause so we allow the growth to catch up. When we are in the middle of the activity, we’re not thinking about what we’re doing, we are into the action mode, we are in it. And in order to grow, we need to allow that space so we think about what we have experienced, how has that impacted us, what did we learn, what could we have done differently and what will I do differently next time in a similar situation. That’s the thought process. 

 What You Need to Know - The What

 Identify your growth needs and your team’s growth needs.

Where do you see yourself in three years? What role would you love to play in your business?

Looking at where you’re going to be in three years what areas do you need to grow in? What skills do you need to develop to be successful in that role?

Where do you see your team in three years? Who is still on your team? What roles do they play?

 Five questions every leader should ask themselves about each of their team members:

1.      Where do I see this person in three years?

2.      What is the uniqueness they bring to the table?

3.      Where in the organization could they use their gifts to make a greater impact?

4.      What areas would they need to grow into to be where they have the potential to be in three years?

5.      What is my plan to helping them bridge that gap?

 What You Need to Do - The How

 Business Scale-up starts with team scale-up. What organization do I need in place in three years to take my business where I need to be and it should be?

Creating your team’s growth plan.

-      Skills they need to do their job well

-      Attitude & Mindset

-      Interpersonal skills

 Involve your team into their growth plan by allowing them to include areas they’ll love to grow into and study like their hobbies and passion,

 With involvement comes ownership and with ownership comes responsibility.

 Shows:

●       Previous:           Episode 5-8 -Priorities - Maximizing Your Impact

●       Next:                    Episode 13-15 - Put Your People First - Multiplying Your Success

As leaders in business, it is our responsibility to develop our teams and develop ourselves. When I help business owners taking the HR hat (or better said the HP – Human Potential hat) the first thing we have them do is creating the three-year plan for each of their team members. From where do they wanna be, what roles would they fill, would they even be on the team, what skills gaps they need to bridge to become the person they need to be to perform in that role, and who could replace them if they quit.

 Show Objectives - The Why

 The reason why everyone should consider this a priority is that everything is in constant change. What brought us up to where we are today is not what’s gonna take us where we need and want to be in three years.

Business scale-up starts with skill and mindset scale-up. Business development starts with people development. And that’s what we’ll cover in this show. 😉 

 Key Issues - Owner Perspective:

 The biggest challenge to making individual and team development a priority is the illusion that we are automatically growing just by doing what we are doing in our daily activities. But the fact that we are doing things and that we are experiencing things is not enough if we are not taking the time to pause and reflect upon what we have been through. John Maxwell says we should pause so we allow the growth to catch up. When we are in the middle of the activity, we’re not thinking about what we’re doing, we are into the action mode, we are in it. And in order to grow, we need to allow that space so we think about what we have experienced, how has that impacted us, what did we learn, what could we have done differently and what will I do differently next time in a similar situation. That’s the thought process. 

 What You Need to Know - The What

 Identify your growth needs and your team’s growth needs.

Where do you see yourself in three years? What role would you love to play in your business?

Looking at where you’re going to be in three years what areas do you need to grow in? What skills do you need to develop to be successful in that role?

Where do you see your team in three years? Who is still on your team? What roles do they play?

 Five questions every leader should ask themselves about each of their team members:

1.      Where do I see this person in three years?

2.      What is the uniqueness they bring to the table?

3.      Where in the organization could they use their gifts to make a greater impact?

4.      What areas would they need to grow into to be where they have the potential to be in three years?

5.      What is my plan to helping them bridge that gap?

 What You Need to Do - The How

 Business Scale-up starts with team scale-up. What organization do I need in place in three years to take my business where I need to be and it should be?

Creating your team’s growth plan.

-      Skills they need to do their job well

-      Attitude & Mindset

-      Interpersonal skills

 Involve your team into their growth plan by allowing them to include areas they’ll love to grow into and study like their hobbies and passion,

 With involvement comes ownership and with ownership comes responsibility.

 Shows:

●       Previous:           Episode 5-8 -Priorities - Maximizing Your Impact

●       Next:                    Episode 13-15 - Put Your People First - Multiplying Your Success

As leaders in business, it is our responsibility to develop our teams and develop ourselves. When I help business owners taking the HR hat (or better said the HP – Human Potential hat) the first thing we have them do is creating the three-year plan for each of their team members. From where do they wanna be, what roles would they fill, would they even be on the team, what skills gaps they need to bridge to become the person they need to be to perform in that role, and who could replace them if they quit.

 Show Objectives - The Why

 The reason why everyone should consider this a priority is that everything is in constant change. What brought us up to where we are today is not what’s gonna take us where we need and want to be in three years.

Business scale-up starts with skill and mindset scale-up. Business development starts with people development. And that’s what we’ll cover in this show. 😉 

 Key Issues - Owner Perspective:

 The biggest challenge to making individual and team development a priority is the illusion that we are automatically growing just by doing what we are doing in our daily activities. But the fact that we are doing things and that we are experiencing things is not enough if we are not taking the time to pause and reflect upon what we have been through. John Maxwell says we should pause so we allow the growth to catch up. When we are in the middle of the activity, we’re not thinking about what we’re doing, we are into the action mode, we are in it. And in order to grow, we need to allow that space so we think about what we have experienced, how has that impacted us, what did we learn, what could we have done differently and what will I do differently next time in a similar situation. That’s the thought process. 

 What You Need to Know - The What

 Identify your growth needs and your team’s growth needs.

Where do you see yourself in three years? What role would you love to play in your business?

Looking at where you’re going to be in three years what areas do you need to grow in? What skills do you need to develop to be successful in that role?

Where do you see your team in three years? Who is still on your team? What roles do they play?

 Five questions every leader should ask themselves about each of their team members:

1.      Where do I see this person in three years?

2.      What is the uniqueness they bring to the table?

3.      Where in the organization could they use their gifts to make a greater impact?

4.      What areas would they need to grow into to be where they have the potential to be in three years?

5.      What is my plan to helping them bridge that gap?

 What You Need to Do - The How

 Business Scale-up starts with team scale-up. What organization do I need in place in three years to take my business where I need to be and it should be?

Creating your team’s growth plan.

-      Skills they need to do their job well

-      Attitude & Mindset

-      Interpersonal skills

 Involve your team into their growth plan by allowing them to include areas they’ll love to grow into and study like their hobbies and passion,

 With involvement comes ownership and with ownership comes responsibility.

 Shows:

●       Previous:           Episode 5-8 -Priorities - Maximizing Your Impact

●       Next:                    Episode 13-15 - Put Your People First - Multiplying Your Success

When a first heard Simon Sinek say when you put your customers first it means that you put your people second. That really stuck with me. And isn’t that way so many businesses praise themselves on putting customers first?

In this episode, we will look at how can we multiply our success and reach by putting our people first.  

 Show Objectives - The Why

 While putting customers high on the priority list is a must, seeing them more important than our people, we risk losing sight of who serves those customers. They are certainly the ones who bring oxygen into our companies by investing in our products and services, but the people on our teams are the heart that pumps the blood and distributes the oxygen inside the business. Without a healthy hearth and vascular system, there is no oxygen carried around in your organization.

 Key Issues - Owner Perspective:

The challenge is that we get so busy with delivering the things we have on our agendas that we lose sight of taking time to slow down and walk slowly through the crowd.

What You Need to Know - The What

Putting other people first starts with being intentional and here are some things you could start doing.

1.      Develop a greater appreciation for people

a.      Who brings the best in you?

b.      Who are you grateful for?

c.      Make a list of people you appreciate and added value to you.

2.      Ask to hear your people’s stories

3.      Put yourself in your people’s shoes

4.      Place your people’s interests at the top of your priority list

5.      Make winning a group activity

What You Need to Do - The How

Valuing people start with putting people first and adding value to them from a servant-hood position.

Here are five keys to adding value to your team

1.      To add value to my team I must first value myself

2.      To add value to my team I must value others

3.      To add value to my team I must value what others have done for me

4.      To add value to my team I must know and relate to what my team value

5.      To add value to my team I must make myself more valuable

I’ll close with this quote by Zig Ziglar who said, “If you help enough other people succeed you don't have to worry about your success.”

Putting your people first and taking good care of them allows them to take good care of your clients.

Shows:

●       Previous:           Episode 9-12 - The Only Guarantee of Continuous Business Growth - Intentional Growth

●       Next:                    Episode 17-20 - Solve Problems Early and Build Trust with Your Team by Listening Before You Lead

When a first heard Simon Sinek say when you put your customers first it means that you put your people second. That really stuck with me. And isn’t that way so many businesses praise themselves on putting customers first?

In this episode, we will look at how can we multiply our success and reach by putting our people first.  

 Show Objectives - The Why

 While putting customers high on the priority list is a must, seeing them more important than our people, we risk losing sight of who serves those customers. They are certainly the ones who bring oxygen into our companies by investing in our products and services, but the people on our teams are the heart that pumps the blood and distributes the oxygen inside the business. Without a healthy hearth and vascular system, there is no oxygen carried around in your organization.

 Key Issues - Owner Perspective:

The challenge is that we get so busy with delivering the things we have on our agendas that we lose sight of taking time to slow down and walk slowly through the crowd.

What You Need to Know - The What

Putting other people first starts with being intentional and here are some things you could start doing.

1.      Develop a greater appreciation for people

a.      Who brings the best in you?

b.      Who are you grateful for?

c.      Make a list of people you appreciate and added value to you.

2.      Ask to hear your people’s stories

3.      Put yourself in your people’s shoes

4.      Place your people’s interests at the top of your priority list

5.      Make winning a group activity

What You Need to Do - The How

Valuing people start with putting people first and adding value to them from a servant-hood position.

Here are five keys to adding value to your team

1.      To add value to my team I must first value myself

2.      To add value to my team I must value others

3.      To add value to my team I must value what others have done for me

4.      To add value to my team I must know and relate to what my team value

5.      To add value to my team I must make myself more valuable

I’ll close with this quote by Zig Ziglar who said, “If you help enough other people succeed you don't have to worry about your success.”

Putting your people first and taking good care of them allows them to take good care of your clients.

Shows:

●       Previous:           Episode 9-12 - The Only Guarantee of Continuous Business Growth - Intentional Growth

●       Next:                    Episode 17-20 - Solve Problems Early and Build Trust with Your Team by Listening Before You Lead

When a first heard Simon Sinek say when you put your customers first it means that you put your people second. That really stuck with me. And isn’t that way so many businesses praise themselves on putting customers first?

In this episode, we will look at how can we multiply our success and reach by putting our people first.  

 Show Objectives - The Why

 While putting customers high on the priority list is a must, seeing them more important than our people, we risk losing sight of who serves those customers. They are certainly the ones who bring oxygen into our companies by investing in our products and services, but the people on our teams are the heart that pumps the blood and distributes the oxygen inside the business. Without a healthy hearth and vascular system, there is no oxygen carried around in your organization.

 Key Issues - Owner Perspective:

The challenge is that we get so busy with delivering the things we have on our agendas that we lose sight of taking time to slow down and walk slowly through the crowd.

What You Need to Know - The What

Putting other people first starts with being intentional and here are some things you could start doing.

1.      Develop a greater appreciation for people

a.      Who brings the best in you?

b.      Who are you grateful for?

c.      Make a list of people you appreciate and added value to you.

2.      Ask to hear your people’s stories

3.      Put yourself in your people’s shoes

4.      Place your people’s interests at the top of your priority list

5.      Make winning a group activity

What You Need to Do - The How

Valuing people start with putting people first and adding value to them from a servant-hood position.

Here are five keys to adding value to your team

1.      To add value to my team I must first value myself

2.      To add value to my team I must value others

3.      To add value to my team I must value what others have done for me

4.      To add value to my team I must know and relate to what my team value

5.      To add value to my team I must make myself more valuable

I’ll close with this quote by Zig Ziglar who said, “If you help enough other people succeed you don't have to worry about your success.”

Putting your people first and taking good care of them allows them to take good care of your clients.

Shows:

●       Previous:           Episode 9-12 - The Only Guarantee of Continuous Business Growth - Intentional Growth

●       Next:                    Episode 17-20 - Solve Problems Early and Build Trust with Your Team by Listening Before You Lead

When a first heard Simon Sinek say when you put your customers first it means that you put your people second. That really stuck with me. And isn’t that way so many businesses praise themselves on putting customers first?

In this episode, we will look at how can we multiply our success and reach by putting our people first.  

 Show Objectives - The Why

 While putting customers high on the priority list is a must, seeing them more important than our people, we risk losing sight of who serves those customers. They are certainly the ones who bring oxygen into our companies by investing in our products and services, but the people on our teams are the heart that pumps the blood and distributes the oxygen inside the business. Without a healthy hearth and vascular system, there is no oxygen carried around in your organization.

 Key Issues - Owner Perspective:

The challenge is that we get so busy with delivering the things we have on our agendas that we lose sight of taking time to slow down and walk slowly through the crowd.

What You Need to Know - The What

Putting other people first starts with being intentional and here are some things you could start doing.

1.      Develop a greater appreciation for people

a.      Who brings the best in you?

b.      Who are you grateful for?

c.      Make a list of people you appreciate and added value to you.

2.      Ask to hear your people’s stories

3.      Put yourself in your people’s shoes

4.      Place your people’s interests at the top of your priority list

5.      Make winning a group activity

What You Need to Do - The How

Valuing people start with putting people first and adding value to them from a servant-hood position.

Here are five keys to adding value to your team

1.      To add value to my team I must first value myself

2.      To add value to my team I must value others

3.      To add value to my team I must value what others have done for me

4.      To add value to my team I must know and relate to what my team value

5.      To add value to my team I must make myself more valuable

I’ll close with this quote by Zig Ziglar who said, “If you help enough other people succeed you don't have to worry about your success.”

Putting your people first and taking good care of them allows them to take good care of your clients.

Shows:

●       Previous:           Episode 9-12 - The Only Guarantee of Continuous Business Growth - Intentional Growth

●       Next:                    Episode 17-20 - Solve Problems Early and Build Trust with Your Team by Listening Before You Lead

Steven Sample, in his book The Contrarian’s Guide to Leadership, writes,

“The average person suffers from three delusions:

(1)   That he is a good driver,

(2)   That he had a good sense of humor, and

(3)   That he is a good listener.”

I know to be guilty of all three.

I will never forget a conversation I had with my wife Florina when she confronted me about my poor listening skills. She said, “You’re not listening to me. You seem distracted when I talk to you. You keep your laptop in front of you and you’re not paying attention to me.”

That surprised me because as most people, and more importantly, as a professional coach, I thought I was a good listener. But I was wrong. The first thing I did was to apologize and I then started to try to change that and become a better listener.

Show Objectives - The Why

If you doubt we all need to improve our listening skills, consider this thought by show host Larry King who said, “I remind myself every morning: nothing I say this day will teach me anything. So, if I’m going to learn, I must do it by listening.”

I keep it close to me because I have to remind myself all the time to listen more than I speak.

Key Issues - Owner Perspective:

The biggest challenge business leaders face is they believe as leaders they have to have answers and they believe talking is more important than listening. This makes them poor listeners.

I always remind myself that when my lips are moving, I’m not selling, I’m telling. And that is true in business with our team, with clients, investors, as much as it is true with family and friends.

Listening is way underrated and most of us could probably get better at doing it.

What You Need to Know - The What

Why Listeners Are Better Entrepreneurs and Business Leaders

1.      Understanding people precedes Leading (and Selling to) Them

2.      Listening is the best way to learn and grow

3.      Listening saves time and money

4.      Listening establishes trust – by the questions I’ll ask you’ll know I listen

5.      Listening improves relationships

What You Need to Do - The How

How do I know I need to become a better listener?

Here is an idea of how you can know that: give yourself a listening audit.

1.      Record your next important meeting or sales conversation or have someone listen in for you on the call if you’re not able to record it

2.      Listen back to the recording – if you feel uncomfortable hearing yourself speak, that’s the first sign you could improve your listening

3.      If you’re not listening at least 80 percent of the time, you need to improve.

4.      Find a way to remind yourself to listen – add a marker like writing the letter “L” in the corner of your notepad or as a post-it on your desktop

What else could you do?

-         Do people around you feel listened to?

-         What people have you neglected to reach out to?

I’ll close with this quote by Jim Rohn who said, “One of the greatest gifts you can give anyone is the gift of attention”

Shows:

●       Previous:           Episode 13-16 Season 4 - Put Your People First - Multiplying Your Success

●       Next:                    Episode 20-24 Season 4 - Becoming the Employer of Choice – Why Company Culture Matter

Steven Sample, in his book The Contrarian’s Guide to Leadership, writes,

“The average person suffers from three delusions:

(1)   That he is a good driver,

(2)   That he had a good sense of humor, and

(3)   That he is a good listener.”

I know to be guilty of all three.

I will never forget a conversation I had with my wife Florina when she confronted me about my poor listening skills. She said, “You’re not listening to me. You seem distracted when I talk to you. You keep your laptop in front of you and you’re not paying attention to me.”

That surprised me because as most people, and more importantly, as a professional coach, I thought I was a good listener. But I was wrong. The first thing I did was to apologize and I then started to try to change that and become a better listener.

Show Objectives - The Why

If you doubt we all need to improve our listening skills, consider this thought by show host Larry King who said, “I remind myself every morning: nothing I say this day will teach me anything. So, if I’m going to learn, I must do it by listening.”

I keep it close to me because I have to remind myself all the time to listen more than I speak.

Key Issues - Owner Perspective:

The biggest challenge business leaders face is they believe as leaders they have to have answers and they believe talking is more important than listening. This makes them poor listeners.

I always remind myself that when my lips are moving, I’m not selling, I’m telling. And that is true in business with our team, with clients, investors, as much as it is true with family and friends.

Listening is way underrated and most of us could probably get better at doing it.

What You Need to Know - The What

Why Listeners Are Better Entrepreneurs and Business Leaders

1.      Understanding people precedes Leading (and Selling to) Them

2.      Listening is the best way to learn and grow

3.      Listening saves time and money

4.      Listening establishes trust – by the questions I’ll ask you’ll know I listen

5.      Listening improves relationships

What You Need to Do - The How

How do I know I need to become a better listener?

Here is an idea of how you can know that: give yourself a listening audit.

1.      Record your next important meeting or sales conversation or have someone listen in for you on the call if you’re not able to record it

2.      Listen back to the recording – if you feel uncomfortable hearing yourself speak, that’s the first sign you could improve your listening

3.      If you’re not listening at least 80 percent of the time, you need to improve.

4.      Find a way to remind yourself to listen – add a marker like writing the letter “L” in the corner of your notepad or as a post-it on your desktop

What else could you do?

-         Do people around you feel listened to?

-         What people have you neglected to reach out to?

I’ll close with this quote by Jim Rohn who said, “One of the greatest gifts you can give anyone is the gift of attention”

Shows:

●       Previous:           Episode 13-16 Season 4 - Put Your People First - Multiplying Your Success

●       Next:                    Episode 20-24 Season 4 - Becoming the Employer of Choice – Why Company Culture Matter

Steven Sample, in his book The Contrarian’s Guide to Leadership, writes,

“The average person suffers from three delusions:

(1)   That he is a good driver,

(2)   That he had a good sense of humor, and

(3)   That he is a good listener.”

I know to be guilty of all three.

I will never forget a conversation I had with my wife Florina when she confronted me about my poor listening skills. She said, “You’re not listening to me. You seem distracted when I talk to you. You keep your laptop in front of you and you’re not paying attention to me.”

That surprised me because as most people, and more importantly, as a professional coach, I thought I was a good listener. But I was wrong. The first thing I did was to apologize and I then started to try to change that and become a better listener.

Show Objectives - The Why

If you doubt we all need to improve our listening skills, consider this thought by show host Larry King who said, “I remind myself every morning: nothing I say this day will teach me anything. So, if I’m going to learn, I must do it by listening.”

I keep it close to me because I have to remind myself all the time to listen more than I speak.

Key Issues - Owner Perspective:

The biggest challenge business leaders face is they believe as leaders they have to have answers and they believe talking is more important than listening. This makes them poor listeners.

I always remind myself that when my lips are moving, I’m not selling, I’m telling. And that is true in business with our team, with clients, investors, as much as it is true with family and friends.

Listening is way underrated and most of us could probably get better at doing it.

What You Need to Know - The What

Why Listeners Are Better Entrepreneurs and Business Leaders

1.      Understanding people precedes Leading (and Selling to) Them

2.      Listening is the best way to learn and grow

3.      Listening saves time and money

4.      Listening establishes trust – by the questions I’ll ask you’ll know I listen

5.      Listening improves relationships

What You Need to Do - The How

How do I know I need to become a better listener?

Here is an idea of how you can know that: give yourself a listening audit.

1.      Record your next important meeting or sales conversation or have someone listen in for you on the call if you’re not able to record it

2.      Listen back to the recording – if you feel uncomfortable hearing yourself speak, that’s the first sign you could improve your listening

3.      If you’re not listening at least 80 percent of the time, you need to improve.

4.      Find a way to remind yourself to listen – add a marker like writing the letter “L” in the corner of your notepad or as a post-it on your desktop

What else could you do?

-         Do people around you feel listened to?

-         What people have you neglected to reach out to?

I’ll close with this quote by Jim Rohn who said, “One of the greatest gifts you can give anyone is the gift of attention”

Shows:

●       Previous:           Episode 13-16 Season 4 - Put Your People First - Multiplying Your Success

●       Next:                    Episode 20-24 Season 4 - Becoming the Employer of Choice – Why Company Culture Matter

Steven Sample, in his book The Contrarian’s Guide to Leadership, writes,

“The average person suffers from three delusions:

(1)   That he is a good driver,

(2)   That he had a good sense of humor, and

(3)   That he is a good listener.”

I know to be guilty of all three.

I will never forget a conversation I had with my wife Florina when she confronted me about my poor listening skills. She said, “You’re not listening to me. You seem distracted when I talk to you. You keep your laptop in front of you and you’re not paying attention to me.”

That surprised me because as most people, and more importantly, as a professional coach, I thought I was a good listener. But I was wrong. The first thing I did was to apologize and I then started to try to change that and become a better listener.

Show Objectives - The Why

If you doubt we all need to improve our listening skills, consider this thought by show host Larry King who said, “I remind myself every morning: nothing I say this day will teach me anything. So, if I’m going to learn, I must do it by listening.”

I keep it close to me because I have to remind myself all the time to listen more than I speak.

Key Issues - Owner Perspective:

The biggest challenge business leaders face is they believe as leaders they have to have answers and they believe talking is more important than listening. This makes them poor listeners.

I always remind myself that when my lips are moving, I’m not selling, I’m telling. And that is true in business with our team, with clients, investors, as much as it is true with family and friends.

Listening is way underrated and most of us could probably get better at doing it.

What You Need to Know - The What

Why Listeners Are Better Entrepreneurs and Business Leaders

1.      Understanding people precedes Leading (and Selling to) Them

2.      Listening is the best way to learn and grow

3.      Listening saves time and money

4.      Listening establishes trust – by the questions I’ll ask you’ll know I listen

5.      Listening improves relationships

What You Need to Do - The How

How do I know I need to become a better listener?

Here is an idea of how you can know that: give yourself a listening audit.

1.      Record your next important meeting or sales conversation or have someone listen in for you on the call if you’re not able to record it

2.      Listen back to the recording – if you feel uncomfortable hearing yourself speak, that’s the first sign you could improve your listening

3.      If you’re not listening at least 80 percent of the time, you need to improve.

4.      Find a way to remind yourself to listen – add a marker like writing the letter “L” in the corner of your notepad or as a post-it on your desktop

What else could you do?

-         Do people around you feel listened to?

-         What people have you neglected to reach out to?

I’ll close with this quote by Jim Rohn who said, “One of the greatest gifts you can give anyone is the gift of attention”

Shows:

●       Previous:           Episode 13-16 Season 4 - Put Your People First - Multiplying Your Success

●       Next:                    Episode 20-24 Season 4 - Becoming the Employer of Choice – Why Company Culture Matter

When we look at the world’s business scene and the companies that rank at the top of employer of choice ranks, there are two things all of them have in common.

1.      A diverse and inclusive environment

2.      A great company culture

But how can a small business build a culture if they’re not a big brand with deep pockets?

That’s what we’re gonna try to answer on today’s show.

The Why

Most entrepreneurs think that diversity & inclusion and company culture initiative are a costly business. They see it as a cost and that’s it. They cost a lot of money and they take a lot of time.

Interestingly enough, when you look at the D&I culture case, the cost is not in implementing it but in not implementing it, in not having D&I and culture-building initiative.

And the costs are getting higher and higher as time goes by. Study shows that in the next four years, 75% of the workforce will be made of Millenials. I am one of them and we want different things. We want to feel included, we want to feel we are part of a bigger purpose than ourselves, part of something bigger. And here is where the rubber meets the road and where a company culture makes the difference.

Key Issues - Owner Perspective:

The biggest challenge small business owners face is they believe they are too small of a business to need a company culture and that’s only for big brands.

However, when asked, most say they want the benefits of a diverse and inclusive company culture

So the culture-building case is pretty compelling, when done right it reduces cost, captures unrealized opportunity and of course, it is the right thing to do.

So what can we do?

What You Need to Know - The What 

It is in your best interest as a leader to build an inclusive and engaging culture where people feel at best and they bring their best to the table. It is in your peoples’ best interest to contribute to and engage in building culture so you all grow together.

When you look at the data, an organization with a culture of diversity and inclusion is a healthier and more profitable organization.

How do your people feel? Do they feel attached to your company or is it just a rental?

What You Need to Do - The How

How do you create the I’m-all-in mentality?

What do employees want:

• Belonging
• Included in the company culture
• Accepted for who they are
• Valued for their gifts and talents
• Trust leadership to do what’s right
• Believe in what the company stands for
• Company to want the same for everyone
• See diversity across the organization

 When they feel free to be the best they can be, everyone wins.

The 4 Pillars to Embedding cultural change.

1. Awareness
2. Empathy
3. Opportunity
4. Engagement 

When it comes to cultural change and any similar topic, we tend to fall into one of these categories:

• Pioneers
• Champions
• Influencers
• Hesitators
• Obstructors

 What role do you play in this? Which one are you?

Shows:

●       Previous:           Episode 16-20 - Solve Problems Early and Build Trust by Listening Before You Speak

●       Next:                    Episode 25-28 - Your Fast-Track to A Self-Managing Organization by Developing a Problem-Solving Culture

When we look at the world’s business scene and the companies that rank at the top of employer of choice ranks, there are two things all of them have in common.

1.      A diverse and inclusive environment

2.      A great company culture

But how can a small business build a culture if they’re not a big brand with deep pockets?

That’s what we’re gonna try to answer on today’s show.

The Why

Most entrepreneurs think that diversity & inclusion and company culture initiative are a costly business. They see it as a cost and that’s it. They cost a lot of money and they take a lot of time.

Interestingly enough, when you look at the D&I culture case, the cost is not in implementing it but in not implementing it, in not having D&I and culture-building initiative.

And the costs are getting higher and higher as time goes by. Study shows that in the next four years, 75% of the workforce will be made of Millenials. I am one of them and we want different things. We want to feel included, we want to feel we are part of a bigger purpose than ourselves, part of something bigger. And here is where the rubber meets the road and where a company culture makes the difference.

Key Issues - Owner Perspective:

The biggest challenge small business owners face is they believe they are too small of a business to need a company culture and that’s only for big brands.

However, when asked, most say they want the benefits of a diverse and inclusive company culture

So the culture-building case is pretty compelling, when done right it reduces cost, captures unrealized opportunity and of course, it is the right thing to do.

So what can we do?

What You Need to Know - The What 

It is in your best interest as a leader to build an inclusive and engaging culture where people feel at best and they bring their best to the table. It is in your peoples’ best interest to contribute to and engage in building culture so you all grow together.

When you look at the data, an organization with a culture of diversity and inclusion is a healthier and more profitable organization.

How do your people feel? Do they feel attached to your company or is it just a rental?

What You Need to Do - The How

How do you create the I’m-all-in mentality?

What do employees want:

• Belonging
• Included in the company culture
• Accepted for who they are
• Valued for their gifts and talents
• Trust leadership to do what’s right
• Believe in what the company stands for
• Company to want the same for everyone
• See diversity across the organization

 When they feel free to be the best they can be, everyone wins.

The 4 Pillars to Embedding cultural change.

1. Awareness
2. Empathy
3. Opportunity
4. Engagement 

When it comes to cultural change and any similar topic, we tend to fall into one of these categories:

• Pioneers
• Champions
• Influencers
• Hesitators
• Obstructors

 What role do you play in this? Which one are you?

Shows:

●       Previous:           Episode 16-20 - Solve Problems Early and Build Trust by Listening Before You Speak

●       Next:                    Episode 25-28 - Your Fast-Track to A Self-Managing Organization by Developing a Problem-Solving Culture

When we look at the world’s business scene and the companies that rank at the top of employer of choice ranks, there are two things all of them have in common.

1.      A diverse and inclusive environment

2.      A great company culture

But how can a small business build a culture if they’re not a big brand with deep pockets?

That’s what we’re gonna try to answer on today’s show.

The Why

Most entrepreneurs think that diversity & inclusion and company culture initiative are a costly business. They see it as a cost and that’s it. They cost a lot of money and they take a lot of time.

Interestingly enough, when you look at the D&I culture case, the cost is not in implementing it but in not implementing it, in not having D&I and culture-building initiative.

And the costs are getting higher and higher as time goes by. Study shows that in the next four years, 75% of the workforce will be made of Millenials. I am one of them and we want different things. We want to feel included, we want to feel we are part of a bigger purpose than ourselves, part of something bigger. And here is where the rubber meets the road and where a company culture makes the difference.

Key Issues - Owner Perspective:

The biggest challenge small business owners face is they believe they are too small of a business to need a company culture and that’s only for big brands.

However, when asked, most say they want the benefits of a diverse and inclusive company culture

So the culture-building case is pretty compelling, when done right it reduces cost, captures unrealized opportunity and of course, it is the right thing to do.

So what can we do?

What You Need to Know - The What 

It is in your best interest as a leader to build an inclusive and engaging culture where people feel at best and they bring their best to the table. It is in your peoples’ best interest to contribute to and engage in building culture so you all grow together.

When you look at the data, an organization with a culture of diversity and inclusion is a healthier and more profitable organization.

How do your people feel? Do they feel attached to your company or is it just a rental?

What You Need to Do - The How

How do you create the I’m-all-in mentality?

What do employees want:

• Belonging
• Included in the company culture
• Accepted for who they are
• Valued for their gifts and talents
• Trust leadership to do what’s right
• Believe in what the company stands for
• Company to want the same for everyone
• See diversity across the organization

 When they feel free to be the best they can be, everyone wins.

The 4 Pillars to Embedding cultural change.

1. Awareness
2. Empathy
3. Opportunity
4. Engagement 

When it comes to cultural change and any similar topic, we tend to fall into one of these categories:

• Pioneers
• Champions
• Influencers
• Hesitators
• Obstructors

 What role do you play in this? Which one are you?

Shows:

●       Previous:           Episode 16-20 - Solve Problems Early and Build Trust by Listening Before You Speak

●       Next:                    Episode 25-28 - Your Fast-Track to A Self-Managing Organization by Developing a Problem-Solving Culture

When we look at the world’s business scene and the companies that rank at the top of employer of choice ranks, there are two things all of them have in common.

1.      A diverse and inclusive environment

2.      A great company culture

But how can a small business build a culture if they’re not a big brand with deep pockets?

That’s what we’re gonna try to answer on today’s show.

The Why

Most entrepreneurs think that diversity & inclusion and company culture initiative are a costly business. They see it as a cost and that’s it. They cost a lot of money and they take a lot of time.

Interestingly enough, when you look at the D&I culture case, the cost is not in implementing it but in not implementing it, in not having D&I and culture-building initiative.

And the costs are getting higher and higher as time goes by. Study shows that in the next four years, 75% of the workforce will be made of Millenials. I am one of them and we want different things. We want to feel included, we want to feel we are part of a bigger purpose than ourselves, part of something bigger. And here is where the rubber meets the road and where a company culture makes the difference.

Key Issues - Owner Perspective:

The biggest challenge small business owners face is they believe they are too small of a business to need a company culture and that’s only for big brands.

However, when asked, most say they want the benefits of a diverse and inclusive company culture

So the culture-building case is pretty compelling, when done right it reduces cost, captures unrealized opportunity and of course, it is the right thing to do.

So what can we do?

What You Need to Know - The What 

It is in your best interest as a leader to build an inclusive and engaging culture where people feel at best and they bring their best to the table. It is in your peoples’ best interest to contribute to and engage in building culture so you all grow together.

When you look at the data, an organization with a culture of diversity and inclusion is a healthier and more profitable organization.

How do your people feel? Do they feel attached to your company or is it just a rental?

What You Need to Do - The How

How do you create the I’m-all-in mentality?

What do employees want:

• Belonging
• Included in the company culture
• Accepted for who they are
• Valued for their gifts and talents
• Trust leadership to do what’s right
• Believe in what the company stands for
• Company to want the same for everyone
• See diversity across the organization

 When they feel free to be the best they can be, everyone wins.

The 4 Pillars to Embedding cultural change.

1. Awareness
2. Empathy
3. Opportunity
4. Engagement 

When it comes to cultural change and any similar topic, we tend to fall into one of these categories:

• Pioneers
• Champions
• Influencers
• Hesitators
• Obstructors

 What role do you play in this? Which one are you?

Shows:

●       Previous:           Episode 16-20 - Solve Problems Early and Build Trust by Listening Before You Speak

●       Next:                    Episode 25-28 - Your Fast-Track to A Self-Managing Organization by Developing a Problem-Solving Culture

A key component for a self-managing organization is autonomy. People have the authority to make decisions at their level and problems get solved at the lowest level possible without being escalated to the management.

How can we build a problem-solving mindset in our companies so we develop that self-managing company every entrepreneur dreams about?

That’s what we’re gonna try to answer on today’s show.

Show Objectives - The Why

Many entrepreneurs after a few years in business realize that they cannot do everything that is needed for their businesses to grow and thrive. That’s the moment they start to bring people in and build a team.

While their team starts to take things off their plates, as the organization grows, bigger problems land on their desk. They’re still the ones who make all decisions. They feel in control but they’re swapped.

This is the moment they realize they need to start delegating differently. Not only the responsibility for the task or project but also the authority to make decisions.

That’s the moment when things start to change.

Key Issues - Owner Perspective:

The biggest challenge we face in delegating authority is we feel we give up our power. We put ourselves in a situation where others will make decisions on our behalf and that’s a scary thought for many entrepreneurs.

So what can we do?

What You Need to Know - The What

What we’ll cover today is:

• What is a problem-solving culture
• Why delegating to your team helps them develop this mindset
• Problem-solving from the outside-in vs problem-solving from the inside-out
• A Five Steps Framework for Solution-Based Thinking

Change your problem-solving mindset:

• Don’t give answers - Help people find solutions
• Don’t look for perfection – Seek progress
• Don’t expect quick fixes – Plan for incremental steps
• Don’t try to avoid pain – Healing takes time

Which one do you struggle with most?

What You Need to Do - The How

How can we create that problem-solving from the inside-out mentality?

Here is a Five Steps Thinking Process to Solution-Based Thinking

1.                  Write out the exact problem you have.

2.                  Draw from your past experiences, resourcefulness, and creativity.

3.                  Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.                  Write down what the problem looks like solved.

5.                  Trust and have faith in yourself.

A key component for a self-managing organization is autonomy. People have the authority to make decisions at their level and problems get solved at the lowest level possible without being escalated to the management.

How can we build a problem-solving mindset in our companies so we develop that self-managing company every entrepreneur dreams about?

That’s what we’re gonna try to answer on today’s show.

Show Objectives - The Why

Many entrepreneurs after a few years in business realize that they cannot do everything that is needed for their businesses to grow and thrive. That’s the moment they start to bring people in and build a team.

While their team starts to take things off their plates, as the organization grows, bigger problems land on their desk. They’re still the ones who make all decisions. They feel in control but they’re swapped.

This is the moment they realize they need to start delegating differently. Not only the responsibility for the task or project but also the authority to make decisions.

That’s the moment when things start to change.

Key Issues - Owner Perspective:

The biggest challenge we face in delegating authority is we feel we give up our power. We put ourselves in a situation where others will make decisions on our behalf and that’s a scary thought for many entrepreneurs.

So what can we do?

What You Need to Know - The What

What we’ll cover today is:

• What is a problem-solving culture
• Why delegating to your team helps them develop this mindset
• Problem-solving from the outside-in vs problem-solving from the inside-out
• A Five Steps Framework for Solution-Based Thinking

Change your problem-solving mindset:

• Don’t give answers - Help people find solutions
• Don’t look for perfection – Seek progress
• Don’t expect quick fixes – Plan for incremental steps
• Don’t try to avoid pain – Healing takes time

Which one do you struggle with most?

What You Need to Do - The How

How can we create that problem-solving from the inside-out mentality?

Here is a Five Steps Thinking Process to Solution-Based Thinking

1.                  Write out the exact problem you have.

2.                  Draw from your past experiences, resourcefulness, and creativity.

3.                  Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.                  Write down what the problem looks like solved.

5.                  Trust and have faith in yourself.

A key component for a self-managing organization is autonomy. People have the authority to make decisions at their level and problems get solved at the lowest level possible without being escalated to the management.

How can we build a problem-solving mindset in our companies so we develop that self-managing company every entrepreneur dreams about?

That’s what we’re gonna try to answer on today’s show.

Show Objectives - The Why

Many entrepreneurs after a few years in business realize that they cannot do everything that is needed for their businesses to grow and thrive. That’s the moment they start to bring people in and build a team.

While their team starts to take things off their plates, as the organization grows, bigger problems land on their desk. They’re still the ones who make all decisions. They feel in control but they’re swapped.

This is the moment they realize they need to start delegating differently. Not only the responsibility for the task or project but also the authority to make decisions.

That’s the moment when things start to change.

Key Issues - Owner Perspective:

The biggest challenge we face in delegating authority is we feel we give up our power. We put ourselves in a situation where others will make decisions on our behalf and that’s a scary thought for many entrepreneurs.

So what can we do?

What You Need to Know - The What

What we’ll cover today is:

• What is a problem-solving culture
• Why delegating to your team helps them develop this mindset
• Problem-solving from the outside-in vs problem-solving from the inside-out
• A Five Steps Framework for Solution-Based Thinking

Change your problem-solving mindset:

• Don’t give answers - Help people find solutions
• Don’t look for perfection – Seek progress
• Don’t expect quick fixes – Plan for incremental steps
• Don’t try to avoid pain – Healing takes time

Which one do you struggle with most?

What You Need to Do - The How

How can we create that problem-solving from the inside-out mentality?

Here is a Five Steps Thinking Process to Solution-Based Thinking

1.                  Write out the exact problem you have.

2.                  Draw from your past experiences, resourcefulness, and creativity.

3.                  Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.                  Write down what the problem looks like solved.

5.                  Trust and have faith in yourself.

A key component for a self-managing organization is autonomy. People have the authority to make decisions at their level and problems get solved at the lowest level possible without being escalated to the management.

How can we build a problem-solving mindset in our companies so we develop that self-managing company every entrepreneur dreams about?

That’s what we’re gonna try to answer on today’s show.

Show Objectives - The Why

Many entrepreneurs after a few years in business realize that they cannot do everything that is needed for their businesses to grow and thrive. That’s the moment they start to bring people in and build a team.

While their team starts to take things off their plates, as the organization grows, bigger problems land on their desk. They’re still the ones who make all decisions. They feel in control but they’re swapped.

This is the moment they realize they need to start delegating differently. Not only the responsibility for the task or project but also the authority to make decisions.

That’s the moment when things start to change.

Key Issues - Owner Perspective:

The biggest challenge we face in delegating authority is we feel we give up our power. We put ourselves in a situation where others will make decisions on our behalf and that’s a scary thought for many entrepreneurs.

So what can we do?

What You Need to Know - The What

What we’ll cover today is:

• What is a problem-solving culture
• Why delegating to your team helps them develop this mindset
• Problem-solving from the outside-in vs problem-solving from the inside-out
• A Five Steps Framework for Solution-Based Thinking

Change your problem-solving mindset:

• Don’t give answers - Help people find solutions
• Don’t look for perfection – Seek progress
• Don’t expect quick fixes – Plan for incremental steps
• Don’t try to avoid pain – Healing takes time

Which one do you struggle with most?

What You Need to Do - The How

How can we create that problem-solving from the inside-out mentality?

Here is a Five Steps Thinking Process to Solution-Based Thinking

1.                  Write out the exact problem you have.

2.                  Draw from your past experiences, resourcefulness, and creativity.

3.                  Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.                  Write down what the problem looks like solved.

5.                  Trust and have faith in yourself.

In today’s world, a more and more valuable skill becomes listening. And questions play an important part in listening as we only get answers to the questions we ask.

 Show Objectives - The Why

 As business leaders, it is easy for us to fall into the trap of becoming the “Mr. Answer Man” or Ms. Answer Woman” and tell people what to do instead of leading with questions.

 The first approach has us lead from the position where we have all the answers and we’re directing our team, while the latter builds on our capacity to coach our team to reach their own answers, so they become empowered to move the business forward.

Asking questions is also a sign of curiosity, an interest in people, and one of the characteristics of a growth mindset. 

“Have the humility to learn from those around you.” – John C. Maxwell

Key Issues - Owner Perspective:

People expect me to provide them with answers and what if I look uninformed or foul if I ask them what they think and what they suggest we should be doing?

That’s the dialogue that goes on in people’s minds when we teach them to adopt a coaching approach with their team.

What You Need to Know - The What

What we’ll cover today is:

• The value of questions
• You only get answers to the questions you ask
• Questions open doors that otherwise remain closed
• Engage in conversations and connect with people

Great questions to have at hand

• Who do you know whom I should know?
• What have you read that I should read?
• What have you done that I should do?
• How can I add value to you?

What You Need to Do - The How

How can make questions part of my life and how can I lead more with questions?

John Maxwell shares in the book, Good Leaders Ask Great Questions, two types of questions we should ask:

1.  Questions we ask ourselves.

a.      Am I Investing in Myself? A Question of Personal Growth

b.      Am I Genuinely Interested in Others? A Question of Motivation

c.      Am I Grounded as a Leader? A Question of Stability

d.      Am I Adding Value to My Team? A Question of Teamwork

e.      Am I Staying in My Strength Zone? A Question of Effectiveness

f.        Am I Taking Care of Today? A Question of Success

g.      Am I Investing My Time with the Right People? A Question of ROI

2. Questions we ask our teams:

a.      What do you think?

b.      How can I serve you?

c.      What do I need to communicate?

d.      Did we exceed expectations?

e.      What did you learn?

f.        Did we add value?

g.      How do we maximize this experience?

h.      What do I need to know?

i.        How do we make the most of this opportunity?

j.        How are the numbers?

k.      What am I missing?

In today’s world, a more and more valuable skill becomes listening. And questions play an important part in listening as we only get answers to the questions we ask.

 Show Objectives - The Why

 As business leaders, it is easy for us to fall into the trap of becoming the “Mr. Answer Man” or Ms. Answer Woman” and tell people what to do instead of leading with questions.

 The first approach has us lead from the position where we have all the answers and we’re directing our team, while the latter builds on our capacity to coach our team to reach their own answers, so they become empowered to move the business forward.

Asking questions is also a sign of curiosity, an interest in people, and one of the characteristics of a growth mindset. 

“Have the humility to learn from those around you.” – John C. Maxwell

Key Issues - Owner Perspective:

People expect me to provide them with answers and what if I look uninformed or foul if I ask them what they think and what they suggest we should be doing?

That’s the dialogue that goes on in people’s minds when we teach them to adopt a coaching approach with their team.

What You Need to Know - The What

What we’ll cover today is:

• The value of questions
• You only get answers to the questions you ask
• Questions open doors that otherwise remain closed
• Engage in conversations and connect with people

Great questions to have at hand

• Who do you know whom I should know?
• What have you read that I should read?
• What have you done that I should do?
• How can I add value to you?

What You Need to Do - The How

How can make questions part of my life and how can I lead more with questions?

John Maxwell shares in the book, Good Leaders Ask Great Questions, two types of questions we should ask:

1.  Questions we ask ourselves.

a.      Am I Investing in Myself? A Question of Personal Growth

b.      Am I Genuinely Interested in Others? A Question of Motivation

c.      Am I Grounded as a Leader? A Question of Stability

d.      Am I Adding Value to My Team? A Question of Teamwork

e.      Am I Staying in My Strength Zone? A Question of Effectiveness

f.        Am I Taking Care of Today? A Question of Success

g.      Am I Investing My Time with the Right People? A Question of ROI

2. Questions we ask our teams:

a.      What do you think?

b.      How can I serve you?

c.      What do I need to communicate?

d.      Did we exceed expectations?

e.      What did you learn?

f.        Did we add value?

g.      How do we maximize this experience?

h.      What do I need to know?

i.        How do we make the most of this opportunity?

j.        How are the numbers?

k.      What am I missing?

In today’s world, a more and more valuable skill becomes listening. And questions play an important part in listening as we only get answers to the questions we ask.

 Show Objectives - The Why

 As business leaders, it is easy for us to fall into the trap of becoming the “Mr. Answer Man” or Ms. Answer Woman” and tell people what to do instead of leading with questions.

 The first approach has us lead from the position where we have all the answers and we’re directing our team, while the latter builds on our capacity to coach our team to reach their own answers, so they become empowered to move the business forward.

Asking questions is also a sign of curiosity, an interest in people, and one of the characteristics of a growth mindset. 

“Have the humility to learn from those around you.” – John C. Maxwell

Key Issues - Owner Perspective:

People expect me to provide them with answers and what if I look uninformed or foul if I ask them what they think and what they suggest we should be doing?

That’s the dialogue that goes on in people’s minds when we teach them to adopt a coaching approach with their team.

What You Need to Know - The What

What we’ll cover today is:

• The value of questions
• You only get answers to the questions you ask
• Questions open doors that otherwise remain closed
• Engage in conversations and connect with people

Great questions to have at hand

• Who do you know whom I should know?
• What have you read that I should read?
• What have you done that I should do?
• How can I add value to you?

What You Need to Do - The How

How can make questions part of my life and how can I lead more with questions?

John Maxwell shares in the book, Good Leaders Ask Great Questions, two types of questions we should ask:

1.  Questions we ask ourselves.

a.      Am I Investing in Myself? A Question of Personal Growth

b.      Am I Genuinely Interested in Others? A Question of Motivation

c.      Am I Grounded as a Leader? A Question of Stability

d.      Am I Adding Value to My Team? A Question of Teamwork

e.      Am I Staying in My Strength Zone? A Question of Effectiveness

f.        Am I Taking Care of Today? A Question of Success

g.      Am I Investing My Time with the Right People? A Question of ROI

2. Questions we ask our teams:

a.      What do you think?

b.      How can I serve you?

c.      What do I need to communicate?

d.      Did we exceed expectations?

e.      What did you learn?

f.        Did we add value?

g.      How do we maximize this experience?

h.      What do I need to know?

i.        How do we make the most of this opportunity?

j.        How are the numbers?

k.      What am I missing?

In today’s world, a more and more valuable skill becomes listening. And questions play an important part in listening as we only get answers to the questions we ask.

 Show Objectives - The Why

 As business leaders, it is easy for us to fall into the trap of becoming the “Mr. Answer Man” or Ms. Answer Woman” and tell people what to do instead of leading with questions.

 The first approach has us lead from the position where we have all the answers and we’re directing our team, while the latter builds on our capacity to coach our team to reach their own answers, so they become empowered to move the business forward.

Asking questions is also a sign of curiosity, an interest in people, and one of the characteristics of a growth mindset. 

“Have the humility to learn from those around you.” – John C. Maxwell

Key Issues - Owner Perspective:

People expect me to provide them with answers and what if I look uninformed or foul if I ask them what they think and what they suggest we should be doing?

That’s the dialogue that goes on in people’s minds when we teach them to adopt a coaching approach with their team.

What You Need to Know - The What

What we’ll cover today is:

• The value of questions
• You only get answers to the questions you ask
• Questions open doors that otherwise remain closed
• Engage in conversations and connect with people

Great questions to have at hand

• Who do you know whom I should know?
• What have you read that I should read?
• What have you done that I should do?
• How can I add value to you?

What You Need to Do - The How

How can make questions part of my life and how can I lead more with questions?

John Maxwell shares in the book, Good Leaders Ask Great Questions, two types of questions we should ask:

1.  Questions we ask ourselves.

a.      Am I Investing in Myself? A Question of Personal Growth

b.      Am I Genuinely Interested in Others? A Question of Motivation

c.      Am I Grounded as a Leader? A Question of Stability

d.      Am I Adding Value to My Team? A Question of Teamwork

e.      Am I Staying in My Strength Zone? A Question of Effectiveness

f.        Am I Taking Care of Today? A Question of Success

g.      Am I Investing My Time with the Right People? A Question of ROI

2. Questions we ask our teams:

a.      What do you think?

b.      How can I serve you?

c.      What do I need to communicate?

d.      Did we exceed expectations?

e.      What did you learn?

f.        Did we add value?

g.      How do we maximize this experience?

h.      What do I need to know?

i.        How do we make the most of this opportunity?

j.        How are the numbers?

k.      What am I missing?

Most people would agree that character is the foundation of every successful relationship. Especially business relationships. 

 Show Objectives - The Why

As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

Key Issues - Owner Perspective:

Character is not that important and if I lack self-discipline, that’s why I have a team around me to help me and complete me in my weak areas.

But is that true? Can one be a leader if one lacks self-discipline?

What You Need to Know - The What

What we’ll cover today is:

• What is character?
• Why is character important for business success
• Why no one can achieve note-worthy success without self-discipline
• Where you might have placed your discipline

What You Need to Do - The How

Now that we are on the same page when it comes to the importance of self-discipline and character what can we do about it?

• How do we develop self-discipline?
• How do we build character?
• How to assess someone’s character before we place our trust in them.

Most people would agree that character is the foundation of every successful relationship. Especially business relationships. 

 Show Objectives - The Why

As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

Key Issues - Owner Perspective:

Character is not that important and if I lack self-discipline, that’s why I have a team around me to help me and complete me in my weak areas.

But is that true? Can one be a leader if one lacks self-discipline?

What You Need to Know - The What

What we’ll cover today is:

• What is character?
• Why is character important for business success
• Why no one can achieve note-worthy success without self-discipline
• Where you might have placed your discipline

What You Need to Do - The How

Now that we are on the same page when it comes to the importance of self-discipline and character what can we do about it?

• How do we develop self-discipline?
• How do we build character?
• How to assess someone’s character before we place our trust in them.

Most people would agree that character is the foundation of every successful relationship. Especially business relationships. 

 Show Objectives - The Why

As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

Key Issues - Owner Perspective:

Character is not that important and if I lack self-discipline, that’s why I have a team around me to help me and complete me in my weak areas.

But is that true? Can one be a leader if one lacks self-discipline?

What You Need to Know - The What

What we’ll cover today is:

• What is character?
• Why is character important for business success
• Why no one can achieve note-worthy success without self-discipline
• Where you might have placed your discipline

What You Need to Do - The How

Now that we are on the same page when it comes to the importance of self-discipline and character what can we do about it?

• How do we develop self-discipline?
• How do we build character?
• How to assess someone’s character before we place our trust in them.

Most people would agree that character is the foundation of every successful relationship. Especially business relationships. 

 Show Objectives - The Why

As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

Key Issues - Owner Perspective:

Character is not that important and if I lack self-discipline, that’s why I have a team around me to help me and complete me in my weak areas.

But is that true? Can one be a leader if one lacks self-discipline?

What You Need to Know - The What

What we’ll cover today is:

• What is character?
• Why is character important for business success
• Why no one can achieve note-worthy success without self-discipline
• Where you might have placed your discipline

What You Need to Do - The How

Now that we are on the same page when it comes to the importance of self-discipline and character what can we do about it?

• How do we develop self-discipline?
• How do we build character?
• How to assess someone’s character before we place our trust in them.

How do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

 “We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

 Problems are opportunities for us to become the solution, rather than seek a solution.

Show Objectives - The Why

 As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

 Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

 Key Issues - Owner Perspective:

1.  People come to me for solutions
2. I need to solve the problems myself
3. It seems that the same problems come back again and again

 What You Need to Know - The What

What we’ll cover today is:

• What is a problem-solving culture
• Why delegating to your team helps them develop this mindset
• Problem-solving from the outside-in vs problem-solving from the inside-out
• A Five Steps Framework for Solution-Based Thinking

What You Need to Do - The How

A Five Steps to Solution-Based Thinking

1.      Write out the exact problem you have.

2.      Draw from your past experiences, resourcefulness and creativity.

3.      Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.      Write down what the problem looks like solved.

5.      Trust and have faith in yourself.

 Before you make a decision, you must first enter into problem-solving at a higher level of solution-based thinking where you begin to separate, breakdown, and distill the thinking that has created the conditions conducive for the problem to exist.

 Then, after careful and thoughtful consideration, you make a decision, cutting and removing the parts of your past thinking that no longer serve you.

“Momentum is the leader’s best friend.” - John C. Maxwell

How do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

 “We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

 Problems are opportunities for us to become the solution, rather than seek a solution.

Show Objectives - The Why

 As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

 Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

 Key Issues - Owner Perspective:

1.  People come to me for solutions
2. I need to solve the problems myself
3. It seems that the same problems come back again and again

 What You Need to Know - The What

What we’ll cover today is:

• What is a problem-solving culture
• Why delegating to your team helps them develop this mindset
• Problem-solving from the outside-in vs problem-solving from the inside-out
• A Five Steps Framework for Solution-Based Thinking

What You Need to Do - The How

A Five Steps to Solution-Based Thinking

1.      Write out the exact problem you have.

2.      Draw from your past experiences, resourcefulness and creativity.

3.      Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.      Write down what the problem looks like solved.

5.      Trust and have faith in yourself.

 Before you make a decision, you must first enter into problem-solving at a higher level of solution-based thinking where you begin to separate, breakdown, and distill the thinking that has created the conditions conducive for the problem to exist.

 Then, after careful and thoughtful consideration, you make a decision, cutting and removing the parts of your past thinking that no longer serve you.

“Momentum is the leader’s best friend.” - John C. Maxwell

How do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

 “We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

 Problems are opportunities for us to become the solution, rather than seek a solution.

Show Objectives - The Why

 As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

 Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

 Key Issues - Owner Perspective:

1.  People come to me for solutions
2. I need to solve the problems myself
3. It seems that the same problems come back again and again

 What You Need to Know - The What

What we’ll cover today is:

• What is a problem-solving culture
• Why delegating to your team helps them develop this mindset
• Problem-solving from the outside-in vs problem-solving from the inside-out
• A Five Steps Framework for Solution-Based Thinking

What You Need to Do - The How

A Five Steps to Solution-Based Thinking

1.      Write out the exact problem you have.

2.      Draw from your past experiences, resourcefulness and creativity.

3.      Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.      Write down what the problem looks like solved.

5.      Trust and have faith in yourself.

 Before you make a decision, you must first enter into problem-solving at a higher level of solution-based thinking where you begin to separate, breakdown, and distill the thinking that has created the conditions conducive for the problem to exist.

 Then, after careful and thoughtful consideration, you make a decision, cutting and removing the parts of your past thinking that no longer serve you.

“Momentum is the leader’s best friend.” - John C. Maxwell

How do we create a problem-solving culture in our organizations? And why do we have problems in the first place?

The purpose of a problem is to call us forward so that we may go before the very conditions, circumstances, and thinking that created it.

 “We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

 Problems are opportunities for us to become the solution, rather than seek a solution.

Show Objectives - The Why

 As business leaders, we rely on people from vendors to suppliers, from clients to employees and we’d expect them to follow through on their promises. To keep their word.

 Even more importantly perhaps is that we have people who depend on us and in order to be dependable we have to be disciplined.

 Key Issues - Owner Perspective:

1.  People come to me for solutions
2. I need to solve the problems myself
3. It seems that the same problems come back again and again

 What You Need to Know - The What

What we’ll cover today is:

• What is a problem-solving culture
• Why delegating to your team helps them develop this mindset
• Problem-solving from the outside-in vs problem-solving from the inside-out
• A Five Steps Framework for Solution-Based Thinking

What You Need to Do - The How

A Five Steps to Solution-Based Thinking

1.      Write out the exact problem you have.

2.      Draw from your past experiences, resourcefulness and creativity.

3.      Identify the resources you have learned from or adopted as you have dealt with previous problems.

4.      Write down what the problem looks like solved.

5.      Trust and have faith in yourself.

 Before you make a decision, you must first enter into problem-solving at a higher level of solution-based thinking where you begin to separate, breakdown, and distill the thinking that has created the conditions conducive for the problem to exist.

 Then, after careful and thoughtful consideration, you make a decision, cutting and removing the parts of your past thinking that no longer serve you.

“Momentum is the leader’s best friend.” - John C. Maxwell

Servant leadership has become a buzz word but it is not something new. John Maxwell taught it in his lectures and books for years and other thought leaders too as this quote by Zig Ziglar.

 “If you help people get what they want, they will help you get what you want. ”

Show Objectives - The Why

 As business leaders, we need to have the right mindset when it comes to serving people. We might feel is natural to serve our clients but what bout our people?

Key Issues - Owner Perspective:

 Here are some of the misconceptions about servant leadership and servant entrepreneurship

1. The formal education system program us to believe “we’re working for someone”
2. Past experiences of “bad” managers or bosses taught us “it is all about us”
3. I am in chage, I am risponsible – so you serve me

 What You Need to Know - The What

Simon Sinek said that when you take care of your people your people will take care of your employees.

What we’ll gonna cover today:

• What Is Servant Leadership?
• Leaders Add Value to Others
• Leaders Serve Others, Not Themselves
• Building Your Servant Mindset

Develop your servant mindset:

-         Do not rely on position or title

-         Believe in people and their potential

-         Put yourself in other people's shoes

-         Create a supporting environment

-         Measure your success by how much you helped others

What You Need to Do - The How

Making the shift from being served to serving.

• Deep down in our hearts, we want to serve
• Serving is more rewarding than being served
• Go beyond the buzz word of “servant leader”
• From “working for me” to “working together”

The three questions every leader should ask their team:

1.      How are you doing today?

2.      What are you working on?

3.      How can I help you?

Questions to help us serve your people better:

1.      What can I do for them to help them succeed?

2.      What do your people need from you daily that they may not want to ask for?

3.      What can I work on that will help me serve my people better?

4.      How would I know that I am serving my team well?

5.      What is it like for people who work with me? 

Servant leadership has become a buzz word but it is not something new. John Maxwell taught it in his lectures and books for years and other thought leaders too as this quote by Zig Ziglar.

 “If you help people get what they want, they will help you get what you want. ”

Show Objectives - The Why

 As business leaders, we need to have the right mindset when it comes to serving people. We might feel is natural to serve our clients but what bout our people?

Key Issues - Owner Perspective:

 Here are some of the misconceptions about servant leadership and servant entrepreneurship

1. The formal education system program us to believe “we’re working for someone”
2. Past experiences of “bad” managers or bosses taught us “it is all about us”
3. I am in chage, I am risponsible – so you serve me

 What You Need to Know - The What

Simon Sinek said that when you take care of your people your people will take care of your employees.

What we’ll gonna cover today:

• What Is Servant Leadership?
• Leaders Add Value to Others
• Leaders Serve Others, Not Themselves
• Building Your Servant Mindset

Develop your servant mindset:

-         Do not rely on position or title

-         Believe in people and their potential

-         Put yourself in other people's shoes

-         Create a supporting environment

-         Measure your success by how much you helped others

What You Need to Do - The How

Making the shift from being served to serving.

• Deep down in our hearts, we want to serve
• Serving is more rewarding than being served
• Go beyond the buzz word of “servant leader”
• From “working for me” to “working together”

The three questions every leader should ask their team:

1.      How are you doing today?

2.      What are you working on?

3.      How can I help you?

Questions to help us serve your people better:

1.      What can I do for them to help them succeed?

2.      What do your people need from you daily that they may not want to ask for?

3.      What can I work on that will help me serve my people better?

4.      How would I know that I am serving my team well?

5.      What is it like for people who work with me? 

Servant leadership has become a buzz word but it is not something new. John Maxwell taught it in his lectures and books for years and other thought leaders too as this quote by Zig Ziglar.

 “If you help people get what they want, they will help you get what you want. ”

Show Objectives - The Why

 As business leaders, we need to have the right mindset when it comes to serving people. We might feel is natural to serve our clients but what bout our people?

Key Issues - Owner Perspective:

 Here are some of the misconceptions about servant leadership and servant entrepreneurship

1. The formal education system program us to believe “we’re working for someone”
2. Past experiences of “bad” managers or bosses taught us “it is all about us”
3. I am in chage, I am risponsible – so you serve me

 What You Need to Know - The What

Simon Sinek said that when you take care of your people your people will take care of your employees.

What we’ll gonna cover today:

• What Is Servant Leadership?
• Leaders Add Value to Others
• Leaders Serve Others, Not Themselves
• Building Your Servant Mindset

Develop your servant mindset:

-         Do not rely on position or title

-         Believe in people and their potential

-         Put yourself in other people's shoes

-         Create a supporting environment

-         Measure your success by how much you helped others

What You Need to Do - The How

Making the shift from being served to serving.

• Deep down in our hearts, we want to serve
• Serving is more rewarding than being served
• Go beyond the buzz word of “servant leader”
• From “working for me” to “working together”

The three questions every leader should ask their team:

1.      How are you doing today?

2.      What are you working on?

3.      How can I help you?

Questions to help us serve your people better:

1.      What can I do for them to help them succeed?

2.      What do your people need from you daily that they may not want to ask for?

3.      What can I work on that will help me serve my people better?

4.      How would I know that I am serving my team well?

5.      What is it like for people who work with me? 

Servant leadership has become a buzz word but it is not something new. John Maxwell taught it in his lectures and books for years and other thought leaders too as this quote by Zig Ziglar.

 “If you help people get what they want, they will help you get what you want. ”

Show Objectives - The Why

 As business leaders, we need to have the right mindset when it comes to serving people. We might feel is natural to serve our clients but what bout our people?

Key Issues - Owner Perspective:

 Here are some of the misconceptions about servant leadership and servant entrepreneurship

1. The formal education system program us to believe “we’re working for someone”
2. Past experiences of “bad” managers or bosses taught us “it is all about us”
3. I am in chage, I am risponsible – so you serve me

 What You Need to Know - The What

Simon Sinek said that when you take care of your people your people will take care of your employees.

What we’ll gonna cover today:

• What Is Servant Leadership?
• Leaders Add Value to Others
• Leaders Serve Others, Not Themselves
• Building Your Servant Mindset

Develop your servant mindset:

-         Do not rely on position or title

-         Believe in people and their potential

-         Put yourself in other people's shoes

-         Create a supporting environment

-         Measure your success by how much you helped others

What You Need to Do - The How

Making the shift from being served to serving.

• Deep down in our hearts, we want to serve
• Serving is more rewarding than being served
• Go beyond the buzz word of “servant leader”
• From “working for me” to “working together”

The three questions every leader should ask their team:

1.      How are you doing today?

2.      What are you working on?

3.      How can I help you?

Questions to help us serve your people better:

1.      What can I do for them to help them succeed?

2.      What do your people need from you daily that they may not want to ask for?

3.      What can I work on that will help me serve my people better?

4.      How would I know that I am serving my team well?

5.      What is it like for people who work with me? 

One of the biggest differentiators between successful companies and less successful ones is their leadership development programs. While most companies see investment in training and people development programs as a cost, the few that get it, see this as one of the best investments they will ever make because they know that people are the only appreciating asset of their company. 

Leadership expert, John Maxwell says,  

“ Becoming a leader who develops leaders requires an entirely different focus and attitude from simply attracting and leading followers. It takes a different mindset.  ”

Show Objectives - The Why

So often in scaling up an organization, the human factor is forgotten, or at least it doesn’t get the attention it deserves. What good does to have an ambitious scale-up strategy for your market expansion or production capacity expansion if you don’t have an organizational scale-up strategy to sustain it and make it happen.

Key Issues - Owner Perspective:

Here are some of the biggest challenges in attracting and developing leaders:

1. Attracting leaders requires becoming an even better leader.
2. Developing leaders requires focusing on the top 20% instead of the bottom 20%
3. They think they should treat everyone the same
4. They don’t invest time in people, spend time with people
5. They focus on weaknesses instead of strengths

What You Need to Know - The What

Great leaders develop their bench.

Successful companies expect change and plan ahead 

-         Always plan three future positions for each of your key people

-         They have a contingency plan in case someone quits or changes position,

-         They build career development programs

Successful leaders expect problems. They see situations realistically and they plan ahead.

What You Need to Do - The How

The challenge with developing leaders.

• Leaders are hard to find
• Leaders are hard to gather
• Leaders are hard to keep

One of the biggest differentiators between successful companies and less successful ones is their leadership development programs. While most companies see investment in training and people development programs as a cost, the few that get it, see this as one of the best investments they will ever make because they know that people are the only appreciating asset of their company. 

Leadership expert, John Maxwell says,  

“ Becoming a leader who develops leaders requires an entirely different focus and attitude from simply attracting and leading followers. It takes a different mindset.  ”

Show Objectives - The Why

So often in scaling up an organization, the human factor is forgotten, or at least it doesn’t get the attention it deserves. What good does to have an ambitious scale-up strategy for your market expansion or production capacity expansion if you don’t have an organizational scale-up strategy to sustain it and make it happen.

Key Issues - Owner Perspective:

Here are some of the biggest challenges in attracting and developing leaders:

1. Attracting leaders requires becoming an even better leader.
2. Developing leaders requires focusing on the top 20% instead of the bottom 20%
3. They think they should treat everyone the same
4. They don’t invest time in people, spend time with people
5. They focus on weaknesses instead of strengths

What You Need to Know - The What

Great leaders develop their bench.

Successful companies expect change and plan ahead 

-         Always plan three future positions for each of your key people

-         They have a contingency plan in case someone quits or changes position,

-         They build career development programs

Successful leaders expect problems. They see situations realistically and they plan ahead.

What You Need to Do - The How

The challenge with developing leaders.

• Leaders are hard to find
• Leaders are hard to gather
• Leaders are hard to keep

One of the biggest differentiators between successful companies and less successful ones is their leadership development programs. While most companies see investment in training and people development programs as a cost, the few that get it, see this as one of the best investments they will ever make because they know that people are the only appreciating asset of their company. 

Leadership expert, John Maxwell says,  

“ Becoming a leader who develops leaders requires an entirely different focus and attitude from simply attracting and leading followers. It takes a different mindset.  ”

Show Objectives - The Why

So often in scaling up an organization, the human factor is forgotten, or at least it doesn’t get the attention it deserves. What good does to have an ambitious scale-up strategy for your market expansion or production capacity expansion if you don’t have an organizational scale-up strategy to sustain it and make it happen.

Key Issues - Owner Perspective:

Here are some of the biggest challenges in attracting and developing leaders:

1. Attracting leaders requires becoming an even better leader.
2. Developing leaders requires focusing on the top 20% instead of the bottom 20%
3. They think they should treat everyone the same
4. They don’t invest time in people, spend time with people
5. They focus on weaknesses instead of strengths

What You Need to Know - The What

Great leaders develop their bench.

Successful companies expect change and plan ahead 

-         Always plan three future positions for each of your key people

-         They have a contingency plan in case someone quits or changes position,

-         They build career development programs

Successful leaders expect problems. They see situations realistically and they plan ahead.

What You Need to Do - The How

The challenge with developing leaders.

• Leaders are hard to find
• Leaders are hard to gather
• Leaders are hard to keep

One of the biggest differentiators between successful companies and less successful ones is their leadership development programs. While most companies see investment in training and people development programs as a cost, the few that get it, see this as one of the best investments they will ever make because they know that people are the only appreciating asset of their company. 

Leadership expert, John Maxwell says,  

“ Becoming a leader who develops leaders requires an entirely different focus and attitude from simply attracting and leading followers. It takes a different mindset.  ”

Show Objectives - The Why

So often in scaling up an organization, the human factor is forgotten, or at least it doesn’t get the attention it deserves. What good does to have an ambitious scale-up strategy for your market expansion or production capacity expansion if you don’t have an organizational scale-up strategy to sustain it and make it happen.

Key Issues - Owner Perspective:

Here are some of the biggest challenges in attracting and developing leaders:

1. Attracting leaders requires becoming an even better leader.
2. Developing leaders requires focusing on the top 20% instead of the bottom 20%
3. They think they should treat everyone the same
4. They don’t invest time in people, spend time with people
5. They focus on weaknesses instead of strengths

What You Need to Know - The What

Great leaders develop their bench.

Successful companies expect change and plan ahead 

-         Always plan three future positions for each of your key people

-         They have a contingency plan in case someone quits or changes position,

-         They build career development programs

Successful leaders expect problems. They see situations realistically and they plan ahead.

What You Need to Do - The How

The challenge with developing leaders.

• Leaders are hard to find
• Leaders are hard to gather
• Leaders are hard to keep