We tried something fun at our last marketing meeting. We took the word management and broke it into as many “other” words as you can. It was an exercise in looking at something from many perspectives. You will come up with more Maybe. When one plays this game, it’s hard never to associate some of what symbolically with the initial word and also to plant some meaning into each.

D.H. Robertson recognizes the role of managers as, “the islands of conscious power in the sea of unconscious assistance.” As a Business Owner, the vision is handled by you, mission, culture, and leadership of your organization. That’s a full plate. A complete lot of people mix up leadership and management. My definition of the difference is this: Leaders make a vision for the future of the business, motivating their team through establishment of a clear vision. Obviously one’s style of leadership might be different from another business owner’s style. For example, you might be a task-oriented leader with the majority of your focus on work processes. Or possibly you’re a people-oriented leader who makes the needs of your employees a higher priority.

  • 2 types of system case 1.DESKTOP CASE 2.TOWER CASE
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Or you may be a mixture of both. A manager settings and administers the business or different departments in the business. Business owners need to lead, but take a look at themselves as managers often. Let’s change that. Some say drive is exactly what motivates them. Some say motivation is what drives them.

But as business owners, we all have a common thread – a belief that what we should do will make a difference, and ultimately make us a profit. As you know, as a business owner, you must plan and forecast, staff and organize, motivate and lead, coordinate and communicate, and measure and test. Where a lot of business owners get hung up is in establishing the systems necessary to get more out of their business with less time and less effort.

Clearly “knowing” these six steps is effective, but awareness is only the end of the iceberg. Focusing on how to implement the steps is the next step. Let me provide you with the short version and encourage you to connect to me and our business coaches to help you truly put these necessary systems into place. A. Business: Would it surprise one to learn that a lot of business owners do not have their business mapped out in terms of the overall hierarchy of the firm?

Certainly developing a business chart recognizes positions, and defines who each reviews to. Flowcharts are part of that organizational process. What process do you have drawn first up that shows what happens, second third, etc. For instance, you might have a sales rep. To have a sales rep, you have to have something or service to sell either. To truly have a product or service to sell, you ‘must’ have a customer who needs that service or product. To start, break your departments into functional areas and define what happens in each area, developing a path for your employees to check out.

Involve your whole team. A team member who’s clear on expectations will get a lot more accomplished than person who does not have any idea what is expected, needed, or supported. Document, document, document. Many companies use records as a “CYA” location, but a successful documentation is really so that you can determine what’s working and what needs modifying.

B. Developing and Writing Systems: Once you’ve learned the Organizational part of the journey, you can address writing the systems that will support the process actually. To get this done, have a mindset that you will be going to constantly look for ways to boost upon what you have set up. One key thing you can start with is back activity schedules with KPIs (Key Performance Indicators).

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