Preface: “I still keep asking these ‘how’ and ‘why’ questions. Occasionally, I find an answer.” Stephen Hawkins. Genius cannot be that easy, right?
Questions are the Strategic Runway Towards A Great Business
Credit: Donald J. Sauder, CPA | CVA
Are you a businessman or a journeyman in business? Maybe neither? But, if you’ve asked that question, you are on the right path towards more effective management as either one. There is a difference. The entrepreneurial strategy that brought you to where you are in business today, if you are a journeyman in business, may not take you to where you want to be as a businessman. And yet that may not be a problem, because a journeyman in business can be as noble as being a businessman. The journeyman in business sometimes simply discovers benefits when managing their responsibility more effectively like a businessman.
Every business starts with a journeyman in business.
A journeyman in business takes deep risks, a businessman takes calculated risks, first, because he can afford it, and second, because he understands the winning is sometimes as easy as not losing. A businessman hires people who can help his enterprise grow, and he helps his team to grow along with it. A journeyman in business is focused on keeping up with the opportunities in the marketplace, and meeting project deadlines effectively.
A journeyman in business often doesn’t take the time to ask the questions that show they care about their organization, and at the root, the people who help them.
The journeyman in business finds fulfillment through excellent service and workmanship, while a businessman finds fulfillment through calculated expansion. A journeyman in business competes against the fierce competition, while a businessman observes the competition and works to keep the marketplace cooperative. Every business starts with a journeyman in business.
A journeyman in business often doesn’t take the time to ask the questions that show they care about their organization, and at the root, the people who help them. They enjoy and thrive on work. And that is a main reason their vision of an enterprise is sometimes held in check.
The following questions will help the journeyman pinpoint the depth of a lackluster business strategy, and provide a challenge to the businessman working towards an enterprise pinnacle.
If you answer any question “NO” then follow-up and ask yourself – “WHY NOT”?
The blink of the lights to that runway can begin with asking yourself the following business self-assessment questions. If you answer any question “NO”, then follow-up and ask yourself – “WHY NOT”? Document your answers concisely. There a several enterprise segments and we’ll begin with management.
- Does your executive team lead from example?
- Does your executive team have the appropriate free-time to work on the business at least quarterly?
- Does your business have adequate operational, financial, and employee risk safeguards?
- Does your business have a clearly defined executive visionary and integrator?
- Does your executive team have realistic expectations for growth and profitability?
- Does your business have a strong relationship with a legal firm?
- Does your management team regularly complete all tasks scheduled for completion each week?
- Does your management team solve Company problems effectively?
- Does your management team regularly discuss Company issues?
- Do your management team strive to make management decisions that provide long-term solutions vs. short-term patches?
- Do your management team value your teams character more important than team profits?
- Does your management team deliver the field performance you expect?
- Does your business have a cohesive and vetted management team?
- Does your business have regular Company-wide meetings?
- Does management reward and recognize Company employees for loyalty, 2nd mile service, or continuous accountability?