Most people work 'in' rather than 'on' their business.
When you work in the business, you focus on operations and tend to keep critical success factors and business development strategy in your head. When you work ‘on’ the business, you become more of a leader/manager and less of a doer of the work.
Working ‘on’ the business involves sharing your strategic thoughts and mental models with others (partners, employees, suppliers and customers). Working in the business, demands that you keep all the balls up in the air by yourself.
The process of sharing with others clarifies and enhances your original vision. Articulating and writing down your vision and personal guiding principles can generate some break throughs that may have a major impact on your future direction.
When you work in the business, you focus on operations and tend to keep critical success factors and business development strategy in your head. When you work ‘on’ the business, you become more of a leader/manager and less of a doer of the work.
Working ‘on’ the business involves sharing your strategic thoughts and mental models with others (partners, employees, suppliers and customers). Working in the business, demands that you keep all the balls up in the air by yourself.
The process of sharing with others clarifies and enhances your original vision. Articulating and writing down your vision and personal guiding principles can generate some break throughs that may have a major impact on your future direction.
Communicating your assumptions/beliefs, values, vision and personal guiding principles with others, who have different experiences and skills, will allow you to discover new possibilities about what's next for your business.
Whenever we can visualise the finished product, service or outcome ahead of time, we are halfway there already.
The ability to feel and experience the success before we reach it sets the project in subconscious motion.
Whether you are participating in a group or are talking one-on-one, it is all about helping others make better decisions.
Developing a strategic or business plan for the next twelve months is one way to work on your business, rather than in your business. This plan could be just a few pages or an extensive plan developed with your key people.
Strategic thinking considers a broader point of view, connectivity to shareholders, stakeholders and other functional groups, and includes having an “end game” in mind. Being both strategic and a good business partner requires some time, but like planning any project that requires preparation, in the end you'll find you save time when your up-front planning has been thorough.
Whenever we can visualise the finished product, service or outcome ahead of time, we are halfway there already.
The ability to feel and experience the success before we reach it sets the project in subconscious motion.
Whether you are participating in a group or are talking one-on-one, it is all about helping others make better decisions.
Strategic thinking and systems thinking are two valuable 21st-century skill sets.
