Leadership Thoughts from Bob Jonas
July 29, 2010
Welcome Back. We've got lots of in depth business strategy to share with you today.Thinking Strategically During Times of Business Uncertainty
The question we all face: What do I do during this time of Business uncertainty?
The news channels tell us that the “Great Recession” is over; others tell we are heading for a double digital recession. Who do you believe? Are you waiting for someone to tell you what to believe? Don’t wait. Now is the time to think strategically.
Here is how you overcome the uncertainty:
1. Know what you are trying to accomplish.
· You need to have a clearly and precisely written objective
· You should focus on ONE overarching objective, i.e. “Acquiring 10 new customers by year end.”
REMOVE the UNCERTAINTY by staying focused on your ONE Business Objective
2. Know the differences between your firm and the competition and make sure you are telling the right people.
· You need to state your Strategy as simply as possible, don’t get fancy
· You need to state the VALUE you offer to your customers
· You need to tell them and re-tell them the value they received…don’t sell. i.e. use social media, voice message, newsletters, PR, advertising all with the same VALUE message
REMOVE the UNCERTAINTY by knowing what you are doing to achieve your objective
3. Be specific in the action steps you will take to implement your strategy.
· You should pull your team together and obtain alignment to effort
· You should make sure all team members understand and commit to implement the strategy to achieve the overarching objective
· You should create a 30 day work plan of action steps, i.e. meet with your team on a very regular basis, maybe daily, weekly, semi-monthly or monthly. As least monthly refresh your 30 day work plan.
REMOVE the UNCERTAINTY by driving daily closer to achieve your overarching objective
Don’t just talk about it…do it! Let me know your results.
Executing Growth Plans
September 21, 2009
Many of the business leaders and managers I talk to each day ask me this question: Why is my strategic plan not being implemented:
All of us would like to find out why strategic plans don’t get implemented. What do you think? If you could jot down the answers to the following three questions and email them back. I will compile the responses from everyone and send you the results.
- Know your Strategy Statement: How does your organization differentiate itself from the competition?
- What are the top 2 or 3 initiatives that will implement the strategy?
- How will you know if your organization’s performance is on track?
Travel Strategy Planning… BEWARE Big Brother Is Watching!
August 26, 2009
Thought you might find this of value…
I travel the Illinois tollway system almost every day…words of warning from big brother.
Illinois will begin using photo radar in freeway work zones in July. One mile per hour over the speed limit and the machine will get you a nice $375.00 ticket in the mail. Beginning July 1st, the State of Illinois will begin using the speed cameras in areas designated as “Work Zones” on major freeways. Anyone caught by these devices will be mailed a $375.00 ticket for the FIRST offense. The SECOND offense will cost $1000.00 and comes with a 90-Day suspension. Drivers will also receive demerit points against their license, which allow insurance companies to raise Insurance rates.
One mile per hour over the speed limit and the machine will get you a nice $375.00 ticket in the mail.
This is the harshest penalty structure ever set for a governmental unit involving PHOTO speed enforcement. The State already has two camera vans on line issuing tickets 24/7 in work zones with speed limits lowered to 45 MPH. Photos of both the Driver’s face and License plate are taken. Pass this on to everyone you know who might be affected!!!
For more info: http://www.dot.state.il.us/press/r033005.html
Warmest Regards,
Bob
Business Strategy Navigation 2009 - Part 7
July 30, 2009
You Can’t Manage What You Can’t Measure
Management, by definition, requires intimate knowledge of what is being managed. And business knowledge depends on measurement. Good Strategic execution plans encourage and demand constant measurement of progress toward each initiative and objective. This measurement occurs via both internal and external feedback. Each consists of hard-and-fast performance measures (financial growth, percent customer retention) in key strategic areas, as well as qualitative responses to the changes taking place. The mechanism of measurement encourages adaptability: external feedback notifies managers of relevant (and sometimes urgent) changes in the environment, while internal feedback efficiently integrates employee innovation and input.
I’d like to hear from you on 2 measurements. 1. What are some of the metrics you use in your business? 2. How are we measuring up with the information we are providing here at BobJonas.com? Please let us know.
Tomorrow we will wrap up with Business Strategy Navgation as we take a look at “The Problem of Strategy.”
Strategically Yours,
Bob
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Business Strategy Navigation 2009 - Part 6
July 29, 2009
The Ride, Part II: Implementation
Once the ship has hit the water, it’s time to move. The most intricate and brilliant execution plan is worthless hidden in a desk drawer beneath a stapler and dirty coffee mug. Strategy’s beauty lies in its careful implementation-and ubiquitous involvement. Any disturbance of the status quo is bound to make waves among employees and managers all-too-familiar with alleged strategic panaceas. Front-liners must be assured that the strategy is relevant and necessary. The American Productivity and Quality Center suggests company-wide education and involvement: “There must be a sense of urgency and a convincing argument that the proposed [strategy] will mitigate wasteful, whimsical changes.”
A well-designed strategy avoids such “wasteful, whimsical changes” by consistently involving representatives from all areas and levels in its creation and implementation. None of the new initiatives is irrelevant, because each builds on the input of those it affects. None is an annoying surprise, because each initiative addresses a widely understood goal. And nothing happens suddenly or irrationally: “a management system does not appear instantaneously,” write Kaplan and Norton. “Because of its scope, complexity, and impact, a new management system must be phased in over time.” A Strategy International execution plan facilitates strategic planning with the benefits of short-term proactive change. It does not expect-or, indeed, allow expectation of-sudden results, but promotes steady, directed, creative work toward a discernable future goal. It harnesses the creativity and proactivity of all of the organization’s members in its movement toward a final objective.
Tomorrow we will delve into metrix, “You can’t manage what you can’t measure.”
Strategically Yours,
Bob
