Ways to keep you and your team focused on and executing on strategy.

Tactics and fires can side track you.

Before you know it, 12 months have gone by, and you've been reacting day to day, with little thought to WHERE you WANT or SHOULD go.

Here are some ways to keep aligment
1. Have a weekly meeting.

I hate meetings, but this is a non-negotiable.

The results and team focus are deniable once you do this consistently and correctly.

This meeting occurs no matter who can/cant make it (including you)
2. Keep a daily check-in for yourself.

Here is an example

3. Have a Quarterly Target/Goal/Project that the entire company is working towards.

Each person contribute to it differently, but the outcome is a company and team focus

It should be measurable

Discuss this, and individual contributions briefly at each weekly meeting
4. Discuss 1 or 2 times a year, out of the office, preferably out of town, where you think you should be headed?

You want to note dynamic market and economic changes, and see if everything is still in check for your strategy, or if modifications need to be made.
Thats it!

Simple.

Annual strategy development
Quarterly Goals
Weekly Meeting
Daily review along the themes mentioned.

This should keep everyone focused and executing on the company strategy fairly well.

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More from @joshuamschultz

20 Apr
Process Improvement - The basics

Process improvement means
- it costs less to run your operation
- there are few mistakes
- it takes less time to run your business each day
- you can take on more customers without investing in more resources
For the business owner this means:

- more cash
- less stress and fires
- less time in the business

So how do you do it?
While there are countless complex and innovative ways to carry out process improvement, many small business owners can start to see significant improvement with just a little work.

I'll walk you through a basic method here
Read 20 tweets
19 Apr
1/ In growing a business, we often sacrifice the strategic for the tactical.

The day to day reactions can stop an owner from being proactive.

What happens is you move, but not a consistent direction.

It takes longer to get ahead.

Here is how I combat that...
2/ I give a theme to each weekday.

These themes are the major strategic areas I need to focus on given my overall strategy at the time.

These change every few quarters depending on where the company is at and where we are headed.

As of last look, these were my themes...
3/

Monday -> Company Direction and Update
Tuesday -> Brand & Business Development
Wednesday -> Strategy, Vision
Thursday -> People
Friday -> Metrics

Here are the things I would look at:
Read 11 tweets
16 Apr
4 things you MUST get right to really scale a business.

There are more, these 4 are extremely important.
1 People

You need to get the right people, working on the right things, with the right tools, incentivized in the right way.
2. Strategy

You must have the correct strategy, one that you can execute and which utilizes your strengths and capabilities while protecting your weakness. You have to develop and play a strategy that is unique to you.
Read 5 tweets
15 Apr
@StrongpointRich @jasoncoxnc @girdley @WilsonCompanies Thanks Rich.

Sounds like you want to go through a 3
Part step to get ready for the next steps.

Process is not only systems and standards, but about reducing risk and isssues. In other words, you don’t want it feeling like it’s duct taped together and might fall apart in 🚀
@StrongpointRich @jasoncoxnc @girdley @WilsonCompanies 1. Is called process mapping. This writing down what you do now, who does it, how they do it, how long it takes, and what needs to be o be done first (dependencies).

This is a pain because no progress is made, but you have to start somewhere.

This also sets up 2
@StrongpointRich @jasoncoxnc @girdley @WilsonCompanies 2. Optimize

Based on dependencies, possible parallel work, cost structures and capabilities, and a few you other things, you combine steps, eliminate, outsource, and re order them.

“What’s the best way to do this with 100x more volume, without making a mistake?”
Read 7 tweets
5 Apr
SMED is a variation of a technique that can cut days and hours from long processes.

Small businesses don't have extra time.

So running lean is a must.

SMED carries some very important lessons used by businesses to reduce times by 90%+

A history, and lesson breakdown:
Ideas around reducing process time came of age during the industrial revolution when manufacturers were standardizing and measuring.

Frederick Taylor was the first to document his ideas in 1911.

Motion Studies were also made popular at this time.
In 1915, Henry Ford's factories were experimenting with reducing a specific process, die setup.

It could take 8 - 48 hours at a time to switch a die in a stamping machine.

They published some of their ideas in 1915
Read 34 tweets
1 Apr
Turning Expenses into Revenues (Part 2)

I shared how new capabilities can be used to generate revenue in new markets here:



But this isn't the only way. Not everything is a capability to be sold.

Here are more ideas...
There are many expenses that aren't capabilities, but things you can't escape as a part of doing business.

If systems are created to process the output or waste of these processes, sometimes you can mitigate costs or even turn them into a profit.

For example:
1. We got a lot of boxes, so we starting bailing the cardboard and selling it.
Read 7 tweets

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