Businesses often start with a personal calling

19/08/2014

It never ceases to amaze me how passionate and animated entrepreneurs become when they talk about their business and what they do. To those listening it can come across as “in your face”, however, the reality is, most founders are just so proud of what they have achieved. Business and personal time are inextricably linked, feeding each off every minute of the day.

The successful high growth entrepreneurs I have worked with often started their business because of a “calling” – this means putting something right, fixing a problem, chasing a dream of freedom, pursue a passion, wanting to make a difference or proving to others they can achieve something quite amazing.

So many entrepreneurs often forget that their business is also an asset with value. The danger is when the founders view their company solely as an asset. This creates inward focused strategies, lack of customer focus, greed, ultimately this will lead to only one place  – a disconnection with the real world and decline. My advice is when the voice of the “calling” gets overshadowed by the asset, its time for a rethink. A danger zone is just around the corner. Its about balance, of course a business must generate wealth, however it works far better and in my view becomes more profitable when its game plan is linked to a purpose.

The feeling of doing what you do because it makes a difference to others is probably one of the best you can have in your career, long may it last!


Climbing the staircase of growth

02/07/2014

There has been extensive research into the business life cycle, however few studies have pointed to the practicalities of the intervention that are pivotal at each stage of growth. There is undoubtedly some common ground and overlap across the different phases, however some conclusions can be drawn in relation to – what support is needed at these critical stages. My experience shows that companies hit major challenges at a number of key points on their growth journey, particularly as it relates to employee numbers:Staircase

When a business reaches 5-7 employees – this is when a company starts to take shape and the founders find themselves faced with a set of challenges they never envisaged. Leadership skills become tested at this point as does managing people and cash. Funding for growth becomes a critical issue.

When a business reaches 25-30 people – the leaders are now faced with the issue of relatively high monthly costs to run the business. Structure and team working becomes vital. I believe this stage presents a real danger zone as organisational development and financing, along with more strategic selling become vital to sustained development. It is at this point that business owners set out to recruit a sales manager/director – a challenge for many! Financial control becomes a full time job

When an SME approaches 50 people – corporate thinking and mindsets are presented with KPIs becoming even more important as business issues become more complex and demanding. Management teams become preoccupied by sustainable revenue streams – key functions start to emerge and divisional perspectives give rise to profit centre management. Tight operational monitoring, management and control need to be embedded to ensure lean processes prevail. Staying ahead of the game is vital otherwise a disconnection from the market place will lead to stagnation and potential decline – not a good place to be!

An entrepreneurial mindset conducive to embracing constant change is vital to making the above transitions. The most common challenges for entrepreneurs along the journey present themselves in the form of how to:

  • Achieve clarity in relation to business and personal aspiration – vision, strategy and plan
  • Effective sales and marketing in increasingly competitive environments
  • Organisational development – the right team in place all working towards a common goal
  • Financial engineering – getting the right funding in place and managing the finances
  • Managing costs and ensuring lean and efficient processes across all functions

Non-executive directors (NEDS), coaching and mentoring prove to be vital external inputs to addressing these key challenges and stages of growth. One thing that inhibits the growth wish of many entrepreneurs is the management of people. Embedding effective organizational processes and systems are vital. A business can only grow as quick as its team so getting the people elements is vital.


Sales: A profitable career

10/03/2014

The UK needs more sales professionals. It’s a core skill many of the successful business people and entrepreneurs I have met possess. They commit time, effort and energy learning how to sell, they train hard and learn how to build long lasting relationships and win-win outcomes with customers.

Those individuals who learn how to effectively sell will always have employment, they get the highest paid jobs and many often go on to set up their own business. They enjoy fulfilling careers and make a big difference to their employers.

The call centre and door to door commissioned sales, sales-rep provides the classic view of a career in selling – the reality is these can be both highly paid positions and they provide a grounding in the vital skill of having a great telephone or face to face conversation – essential to success and personal progression.

Train hard, learn, read and hone your sales skills – it will deliver a long lasting and profitable career.

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