“It is not the critic who counts; not the man who points out how the strong man...
“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”–Theodore Roosevelt, 26th President of the United States
See Inc.com article published March 09, 2015 – http://www.inc.com/john-warrillow/the-one-quote-every-entrepreneur-must-read.html
If you ask any successful entrepreneur, athlete, scholar “What are you doing differen
If you ask any successful entrepreneur, athlete, scholar “What are you doing differently than your competitor to become so successful?” most would, if not all would say “I’m not doing anything different. I’m simply doing what everyone else is doing, only I’m taking action on a consistent basis”.
As business owners, if we can be Consistent on a daily, weekly, monthly, annual basis to accomplish what we have to do… then we can do what we want to do!
If your customers, your staff, your facilities, your meetings, your departments and so on master Consistency, you and your business will gain the ‘Momentum’. With Momentum on your side, you will see Growth and that’s the SECRET to achieving Success!
Do you have Momentum right now or has it fizzled? Here are our Top 3 Tips for getting back into the habit of Consistency:
1) Start your day off bright and early with a focused plan. There are many habits that successful people do before most wake up, start off with picking 3 of them and do it consistently every morning. Click here for top 10 morning habits! 90% of the worlds most successful people wake up before 6am.
2) Set reoccurring weekly time blocks in your calendar for time working ‘on’ your business and working ‘in’ your business. Keep to that schedule; both are important, stay consistent!
3) Stay organized and have a list. Have a written plan of your daily and weekly priorities to focus on. Start a log/journal and write out in priority of importance 3 tasks to accomplish today and check them off before you go home. Get it done – be consistent! Tip: have an accountability partner to check in with
Any time you strive to transform and improve upon an existing business or organizatio...
Any time you strive to transform and improve upon an existing business or organization, there are three key areas that should be examined, evaluated and optimized to achieve the most powerful and lasting results: people, technology and processes.
People: The field of Human Resources (HR) is dedicated to managing and optimizing the performance of employees, people and personnel.
Technology: The Information Technology (IT) function focuses on optimizing the performance of technology assets like networks, email and other systems.
Processes: Who focuses on optimizing processes? Who examines and evaluates a company’s procedures or an organization’s workflows to ensure they are productive? Who performs a strategic analysis of the entire enterprise from the top down, assessing all systems and processes for efficiency?
In most companies and organizations, the function of critically assessing processes, policies and procedures gets overlooked entirely, or else diluted by being spread across too many departments tasked with other core missions that take up all of their available time.
For example, Human Resources officers contribute to processes, policies and procedures, but they may not have an eagle eye view of the complete organization, so they cannot evaluate the effectiveness of the organization’s systems.
Information Technology personnel contribute processes, policies and procedures to the organization also, but they focus on managing tangible and physical assets like computing equipment, not managing workflows or reducing procedural bottlenecks.
Company/organizational leadership is often nominally tasked with the oversight of enterprise-level processes; however, these senior level executives rarely have enough time available to dive deep enough into the workings of their enterprises to effect real change.
Because so many businesses and organizations lack the available capacity, time or know-how to perform systematic evaluations of their internal processes and procedures, Organizational Development and business process transformation consultancies like Ankor Strategies exist to fill this critical gap.
Organizational Development consultants assist executive management teams with examining, evaluating and optimizing processes, systems and operations in a way Human Resources professionals and Information Technology architects cannot. Although there is a critical role to be played in every organization by both HR and IT personnel, when it comes to business process analysis and transformation, that function is the domain of Organizational Development specialists.
Imagine the organization as a pie. One slice is the IT department. Another slice is the HR department. A third slice represents executive management, and so forth. For an enterprise to function properly, all of the slices of the pie must be present for there to be a cohesive whole. But what if the slices need to be shuffled or re-sequenced? What if one slice of the organizational pie is not performing at optimal capacity? An Organizational Development specialist is like a baker who examines the entire pie, not just one or two slices in isolation, and provides recommendations on how these different elements should interoperate in the most efficient and productive manner to improve the organization. Every organizational pie needs such a baker from time to time to ensure the organization is performing at its best.
Although the Organizational Development strategist is not a part of the internal workings of the enterprise per se, this distance is actually a positive because it enables the strategist to assess the organization and complete the Audit in an impartial manner, observing what works and what doesn’t. This allows the strategist to provide honest recommendations to benefit the enterprise, suggestions and improvements that are not colored by internal office politics or tainted by personal biases.
When you sense your business or your organization requires a thorough, systematic assessment to determine if it is as efficient or as productive as it can be, reach out to Ankor Strategies to provide you with a business process audit that focuses on optimization of your systems, processes and operations. We can provide you with the impartial eagle eye view that is necessary to pinpoint real opportunities for improvement and transformation.
What happens to a company when the founder or leader suddenly takes ill and is away f...
What happens to a company when the founder or leader suddenly takes ill and is away for a few weeks? What happens to a business when key employees suddenly quit? Operations quickly grind to a halt, revenue dips, business credit suffers because bills are being paid late and customers become upset because deliverables are late. The potentially negative ramifications of unexpectedly losing key personnel are innumerable. How can your business avoid a catastrophe like this?
The first step to avoid a potentially business destroying emergency is to systematically document your core processes, systems and tasks so that no matter which individuals at the firm come and go, these processes continue unabated. Go back to the basics and clearly define and map out all of the major functions and activities within the organization.
Ideally, you should develop a body of management and operations documentation that is accessible to everyone within your organization at all times. This way employees can carry on tasks in a uniform and standardized fashion, and the organization will continue to function smoothly, no matter which individuals are present on any given day. Your management and operations documentation serves a double purpose.
In addition to formally defining essential tasks and processes at the firm, these documents also provide you a foundation for an employee training program. Training, coaching and mentoring employees using the management and operations documentation as the basis for instruction ensures consistency, repeatability and standardization of critical business activities. Please reach out to us if you are interested in additional help with defining and documenting key functions of your business or preparing enterprise-scale business process management systems.
Your business might be profitable, your market share might be stable and everything a...
Your business might be profitable, your market share might be stable and everything at your company might seem to be in good order, but is your company truly as productive, efficient or as profitable as it could be?
Could your sales or customer satisfaction levels be higher? How about employee morale–could it be better? Is there anything you can do to help your employees work better, faster or smarter?
You cannot possibly know the answers to these or other critical questions unless you conduct a periodic strategic analysis of your entire enterprise, evaluating it thoroughly from the top down to determine which processes and systems can be optimized further to boost your company’s performance. Continuous process improvement is not possible unless your firm takes a critical inward look at its systems and procedures from time to time.
A Focused Analysis of your business should examine each and every aspect of your enterprise, including operations, finances, workflows, inputs and outputs, efficiencies and inefficiencies, client satisfaction, employee morale and more. This analysis will reveal any gaps, bottlenecks or sources of waste that might require the application of additional internal or external resources to address.
There is nothing wrong with admitting your company has some processes or some systems that require modification to become more efficient or more effective; every company has some weaknesses or gaps. It is the wise business owner who faces this reality takes proactive steps to implement cycles of continuous improvement. Company leaders who actively monitor the health of their companies and strive to optimize their processes can help to boost productivity and profitability.
As a hectic business owner or senior level executive, your days probably whip by in a...
As a hectic business owner or senior level executive, your days probably whip by in a flurry of activity. You find yourself constantly moving from one pressing issue to the next, putting out fires and addressing one urgent situation after another, solving problems for junior staff members and constantly explaining to employees how to get things done. At the end of the average day, you’re most likely exhausted, and you probably feel like you achieved a great deal. You were definitely extraordinarily busy, but key questions to ask yourself are: Was I actually productive today? What concrete accomplishments did I actually achieve today? Upon some reflection, you might suddenly realize your day was just frantic, not truly productive.
As the leader at the helm of the organization, your time is supposed to be focused on strategic activities that further the overall mission of the business. Each time you deviate from your strategic leadership role to explain basic processes, take care of routine administrative tasks, help junior employees find missing resources or interrupt your work to solve emergent problems, you are actually costing your business money.
First, there is the opportunity cost of a leader who has been distracted from executing his or her core responsibilities, responsibilities that are now being fulfilled late or are being completed hastily at a lower quality level than they should be. Next, you are being paid an executive level salary, yet you are spending your time on tasks that are supposed to be carried out by junior personnel; in effect, you are overcharging your business for your services. Clearly, there has to be a better way to solve these organizational problems and keep company systems operating smoothly so that you and your staff members can focus on the bottom line and revenue generation.
The good news is that yes, there is indeed a better way to conduct business that will cut your costs, eliminate waste and bottlenecks, reduce inefficiencies and leverage the core capabilities of your business to boost your revenues and profits.
Measurable performance improvements and cost savings can be realized by closely analyzing your business processes and operations, establishing repeatable systems with guaranteed outcomes, documenting workflows and procedures, removing redundancies and redesigning dysfunctional processes.
By systematically organizing your enterprise and eliminating all sources of lost time, labor and effort, you will find that both you and your organization are capable of achieving results faster than ever before. At the end of each busy work day, you will be able to measure exactly what you and your organization achieved, and you will find yourself spending more time on strategic leadership and less time on putting out fires. All it takes is a thorough analysis of your organization using the proven techniques of business process improvement.
You have a dream, a vision to FIRE your boss and become an ENTREPRENUER! So you pick ...
You have a dream, a vision to FIRE your boss and become an ENTREPRENUER! So you pick what you think your pretty darn good at doing; put together a decent plan- maybe in your head or in a note book, lock in some of the details (name, business licence, start-up purchases) and your off- you have started a business!
Do you know one of those Entrepreneurs? Are you that Entrepreneur? How’s it going?
Business is going well, most figure “I’m working on what I am good at, and it’s just me so I do not need to invest my time in other areas…yet”. When will be the right time to start investing in working on your whole business?
So often we see business owners undervalue the importance of starting off their organization with a strong foundation, with a clear plan. A foundation that goes beyond you, the owner, and your skill set… a foundation that can be duplicable, measurable and accountable. It is not a question of if you will get to point where your business needs more than YOU, it’s a question of WHEN!
When building a strong foundation for your business, it is important to spend some time assessing your strengths as a business owner and find the GAPs where you need support! We all need help at some point, but do we know WHAT help to ask for? When looking at the strengths of your company, we encourage you to first evaluate yourself, your strengths. A fun test inspired by Michael E. Gerber’s philosophy & bestselling book, The E-Myth Revisited, goes something like this:
You have 100% of YOU to give to your company, correct?
Of that 100%, how much do you invest in being the:
____% Entrepreneur- the ‘visionary’ and dreamer kind of guy, living in the future
____% Manage- the ‘planner’ and pragmatic kind of guy, living in the past
____% Technician- the ‘hands on’ get things done kind of guy, living in the present
We believe the secret to a strong foundation is all about balance!
Do you have balance? Is one trait stronger than the other? How can you fill in the gap? How can you learn to be more balanced? These questions will help you find the areas for YOU to focus on for your business that may need a new, rebuilt or stronger foundation.
Developing a systemized operational plan that can satisfy the needs of the Entrepreneur, Manager and Technician in you, will create balance and direction for business – A STRONG FOUNDATION STARTING WITH YOU!