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Learn to Win by Racing

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The Grand Canyon looks very different in person than it does on a map. Like the Grand

Canyon, there are some things that just have to be experienced firsthand vs reading a report or a survey to really accelerate learning. This year I started riding dirt bikes, and with my pro mountain biking background, I got hooked instantly. As soon as I found my ‘flow’ on the trails I wanted to start racing. But unlike mountain bike racing, there are many questions and much more complexity in the type of dirt bike racing that I wanted to do in the GNCC (Grand National Cross Country), Enduro, and Hare Scramble categories. These are 1.5 to 3 hour races in the woods. Not a big deal right? But how do you prepare for a race when you can’t pre-ride the course to really know what to expect in a very dangerous sport? Rather than train for months, I did the unthinkable and entered my first race last week after only having about 15 hours of ride time under my belt. Long story short, it was a great decision and a HUGE confidence booster.

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  1. Don’t get in over my head during the ride and sustain an injury
  2. Have fun
  3. Finish
  4. Get faster each lap (negative splits)
  5. Focus on form, not on speed
  6. It’s okay if the outcome of my first race is deciding that I don’t like dirt bike racing

In your business, what are some of the growth strategies that you are considering?

  • How can you accelerate learning to vet or test ideas?
  • What boundaries or rules can you artificially create for safety?
  • What planning cadence do you have in place for real time feedback?
  • What would a ‘win’ look like?

Back to the racing – I placed 5th, had negative splits, and my last lap time put me in the top three in my category. Nice! But what I learned was that my weak point was descending down steep hills and shifting gears while standing up. There is no way I could have predicted this as my top two things to focus on during my training rides. Looking at the topography map and the race start, I thought hill climbing was the focus. I had to experience the race firsthand in order to improve in the next one. The overall outcome was Read more

Create Your Epic Win

What is your crystal clear vision of the future? What are you and your team building toward? What is your Epic Win™? Get this one question right, and you will have created a source of clarity and purpose for your business. As a huge bonus, Strategy becomes easier as you’ll have a mechanism to help determine growth ideas that you should and should not incorporate.

Epic Win

I have found that in business we really only have control over two things. The Epic Win description, which defines where we are going, and the next 90 days, which is the action plan to move in the direction of the Epic Win. Everything in between is really just a highly educated guess. When running a company from this perspective, getting everyone on the same page with a shared vision becomes critically important. Here are the steps to take to craft a powerful Epic Win.

Shaping Your Epic Win™

To begin the process of creating your Epic Win, start with easy snapshots of your ideal vision of what your company will look like moving forward. The ultimate goal is to create a short phrase that you and your team are emotionally connected with.

Step 1 – Select your time horizon. Anywhere between a 10 and 30-year time frame works. The most meaningful, and hardest to do, is the 10-year mark.

Step 2 – Let’s assume you selected to define your Epic Win at the 10-year mark. How much revenue will your company have? What geographic area will you cover? What kind of markets will you be in? Make sure what you select is bigger than something you can reverse-engineer into immediately. Your team needs to believe it is possible, but should not be able to figure out exactly how they would get there. It needs to be an Epic Win… not just a win.

Step 3 – Make a list of the things that your company is ‘best in the world at doing.’ What are the Core Competencies that have gotten you to where you are today? What separates you from the pack?

Step 4 – Create a list of what your company is the most passionate about. What is your Core Purpose? What is your company’s reason for being? What is your value to the world?

Step 5 – Develop a list of the things that drive your economic engine. How do you make money?

Step 6 – Take your time horizon from Step One, your company snapshot from Step Two, and combine it with the language you created during Steps Three through Five. You’ll typically see a pattern of key words that emerge in Steps Three through Five that your team gets excited about. You can really sense it.

Step 7 – Make sure your Epic Win is measurable. You have to know when you achieve it and you have to know how you’ll keep score along the way. This score is an excellent annual KPI/Metric to track the success of the business.

Epic Win™ Examples:

  • Starbucks – To be the number one global brand.
  • Insight CXO – Increase the value of 1,000 companies by 3X or more.
  • Big Sky Associates – Deliver 5 Billion in value to clients by 2025.
  • Training Concepts – Create 100,000 positive impacts on students.
  • EFI – Be the #1 brand in decorative glass and architectural interiors by 2035.

 

Start energizing your team by developing an Epic Win story that everyone can get behind. This process can take anywhere from one hour to six months. You’ll know when you get it right based on the energy you get back from the team.

 

(Image: Trey Mortensen / flickr)

Your Team Craves Accountability

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Accountability is a very interesting topic. When engaged by the CEO, one of the top wish list items for the company to accomplish is the issue of No Accountability. My response to this is, “I bet within one week, your team will be asking for Accountability and they will resort to their own measures.” I usually get a funny look as the CEO nods yes, but in reality they are saying inside their heads: “That is impossible”… “Not my team.” Why is there this disconnect regarding Accountability between the CEO and the rest of the company?

When launching a new client, one of the first things we do is what we call ‘Innerviews.’ We Innerview select employees from the senior team, key players in the company, and anyone in particular that the CEO would like included. These Innerviews allow for the company to be seen through the employees’ lens. We are not simply interviewing the employee, but rather engaging with them on a peer-to-peer level and asking a few simple, yet powerful, questions. These Innerview questions include:

  1. Why did you start working here? Why are you still here?
  2. What frustrates you the most? Drives you crazy? Repetitive things?
  3. How would you rate teamwork from 1 (bad) to 10 (awesome)?
  4. How would you rate the morale/spirit of the company 1 to 10?
  5. How would you rate communication from 1 to 10?
  6. How would you rate leadership from 1 to 10? This is really a self-rating.

NOTE: Whatever the rating is above, I always ask what it would take to get it closer to a 10. This is where the REAL content I’m looking for comes from. Rather than complaining about teamwork, what would actually improve it?

The BIG Innerview questions are:

  1. If you were CEO for 90 days, what three things would you do?
  2. What are the ‘undiscussables?’ What is below the waterline that everyone knows about, but is not safe to talk about?

Notice the one question I did not ask is about Accountability. Accountability is the ‘red thread’ that links everything together during the Innerview. What tends to frustrate team members the most is the lack of Accountability and follow through by other team members. They can’t do their job right because other people are not doing their job right or following through on commitments. Basically, your employees are as frustrated as you are.

How can the issue of Accountability be resolved? You can start by including your team during your strategic and execution planning. Let them help finalize company goals and priorities vs just assigning them out. Let them work through the steps and tasks to make them happen. Let them decide who is accountable for each step. Give your team a chance to volunteer to own the company Race Plan by determining goals, priorities, and tasks… They will.

(Image: Unsplash / Pixabay)

Why Growth Initiatives Fail – Energy, Time, and Money

light-bulb-503881_1280I have taken a few months off from blogging to work on a book that will be published early summer called The Breakaway Move, Entrepreneurs’ Playbook on Crushing the Competition. After 23 years of entrepreneurial experience, founding several companies, and most recently serving as a business growth coach with hundreds of strategy/execution planning sessions under my belt, I have finally figured out the three main reasons why growth initiatives fail – and what to do about it.

Reason Number One: Not having the right kind of energy within the team that’s responsible and accountable to generate the desired result. What do I mean by this? I’m talking about not having clearly defined Core Values, Core Purpose, and the overarching Epic Win (10-year goal), as well as making sure the growth initiative accelerates the achievement of these principals. Understanding why, other than money and profit, you’re in business goes a long way in getting the team behind a project. Having the team emotionally connect to the project will help them navigate the inevitable setbacks along the way. Choosing projects that excite the team is powerful. How do they benefit personally?

Reason Number Two: The team underestimates how much time it will take to generate results. This can be within the management team, in how long departments actually need to meet their goals, or how long it takes vendors and partners to follow through. And for most entrepreneurial companies, it can mean not getting outside help soon enough to accelerate the learning required to drive results. Plus, an unhealthy team that operates without real trust does not get stuff done as fast as a team that trusts each other. These are below-the-waterline, team-related issues (that nobody talks about), but slow down everything.

Reason Number Three: Anything that takes team energy and time must generate a profit or it’s not worth doing. Just driving revenue is not a good idea, given our current economic stage. The challenge is money/profit usually becomes the number one driver for a growth initiative, and energy and time are second thought. And this is why things fail. The CEO (plus maybe someone else) was behind an idea, but everyone else (secretly) was not connected to it and (secretly) hoped this would just be another failed attempt at change. Companies like GE that have a formalized process to take projects to the Board of Directors for clearance don’t really have to worry about energy so much. But entrepreneurial growth companies absolutely do.

Starting a growth initiative often means you have some tough decisions to make. Say you’re trying to decide between opening a new office in a new market vs. combining two current products into something innovative and new. Assuming both will generate about the same financial results with great execution, which one gets the team excited? Which one gets you closer to your company’s Epic Win? What would be a Crushing Move on your competitors? Which one would just be really cool if you could do it? Which one would your team learn and grow from the most on a personal level? Professional level? Get the point? You can feel the energy build around the right choice by the questions alone.

Set a weekly or monthly cadence with your team NOW and start working through what projects or ideas are worth pursuing and start separating yourself from the pack … create your Breakaway Move!

(Image: Comfreak / Pixabay)

Owning Errors Makes You Faster

A lot of things can happen in a two-hour mountain bike race. Sometimes it feels like the competition AND the trail are both conspiring against you to keep you off the front. These are the days when you don’t get the result you want, you were not there to help a teammate pull through a tough section, or possibly you disappointed a sponsor.

It’s so easy to blame someone else for your own non-performance. “The person next to me slipped a pedal at the start and hit me.” “I was cut off going into the woods.” “My water bottle was not where it was supposed to be.” And the list goes on…

This happens in business, too, of course. And the REAL problem with this thinking is that nothing is learned when you blame others for your own poor result. This fundamental truth needs to be firmly integrated into everyday life of the business. It’s OK to mess up a call, make an accounting error once in a while. It’s not OK not to own it.

Creating an atmosphere in our business that is focused on learning, really out-learning the competition, is a BreakAway Move – a strategy that enables you to separate from the competition.

How to out-learn the competition

Here are some ways to create more learning opportunities in your business:

  1. Make an award out of it. Give out an award weekly to the person who make the biggest mistake and learned from it. Make sure to share that learning with the full team so they can avoid the same mistake.
  1. Make sure the leadership sets the example of how to acknowledge a mistake and what they learned. Employees need to feel safe in sharing information.
  1. Create an environment where one can share a mistake without being publicly reprimanded.
  1. Practice on yourself! Are you quick to blame others first?
  1. Become hyper-aware of people who have a pattern of blaming others for things not working right. Offer to help them discover the root cause and create a solution.

There is a saying in the mountain bike racing world and other competitive sports as well. You learn more in races where you lose vs. the races where you win. Over time, the racer who learns the most begins to win the most consistently.

(Image: Grace / Flickr)

Let Routines Set You Free

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Life is crazy and it conspires to make us and our teams as inefficient as possible. Constantly chasing people, chasing information, chasing prospects, etc., gets tiring and old pretty quick.

But that is the whirlwind most companies have created for themselves. Most entrepreneurs hate structure – or at least the feeling of being locked into one. After all, part of the entrepreneurial dream is to have the freedom to do what you want and when you want. But the lack of structured routines is a problem.

Leveraging the proven Scaling Up framework of meeting routines is one of the most effective processes you can implement to stop the constant-chase mode and turn your company into a prediction machine – one that does not chase, but controls.

Routines To Calm the Whirlwind

Establish the following regular meeting schedule and you’ll find yourself back in control.

  • The routine of the Daily Huddle. This is the number one way to synchronize your team every day and get ahead of the things that might otherwise cause problems. No chasing people through the day. You’ll be able to have a quick connection each day without interruptions.
  • The routine of the Weekly Meeting. The primary benefit of this meeting is to leverage collective intelligence to discuss an opportunity, issues that keep coming up in the Daily Huddles, get the Quarterly Plan back on track, work on Winning and BreakAway strategy moves, etc.
  • The routine of the Monthly Meeting. This meeting looks at metrics, KPIs and financial performance and integrates learning into the company. Struggling to find a day and time to teach the team the new CRM system? Need to get everyone up to speed on the new sales and marketing plan? The monthly meeting is the perfect place for this.
  • The routine of the Quarterly Planning Session. Each quarter, review the last quarter, create goals for the next quarter and the Rocks/Priorities/Action Items to get you there. Keep in mind as you do Quarterly Planning that you need to give thought to the Annual Plan and the Winning/BreakAway Moves.
  • The routine of Annual Planning. This should be one to three days, offsite if possible, to re-evaluate the company’s foundational principals and long-term strategy, backing down into a solid one-year plan.

Companies with a serious focus on Scaling Up should create a routine of Strategy Development and Execution meetings. This should be with a small handful of senior leadership and should meet twice a month. Digging deep into strategy gets difficult with four or more people. Having solid strategy ideas going into Quarterly and Annual Planning makes the sessions much more effective. You’ll spend less time brainstorming ideas and place more focus on vetting and prioritizing solid ideas.

Routine will set you free and give you and your team much desired control. Stop chasing!

(Image: PDPics / Pixabay)

How Will You Double Your Business?

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It’s getting cooler outside, leaves are falling, and it’s now Annual Planning season for your business. Interest rates have been low, unemployment rate is around 5%, and the economy has been growing slow and steady for the most part.

You have to ask, how long will this last? I can’t believe how much residential and commercial construction is going on around Charlotte, NC, these days. It looks like 2007-08 to me, and it almost feels like it too.

Every year I have a professional theme I like to deep-dive with my own business and with my coaching clients. This year it has been Core Customer and Buyer Personas. Last year it was getting Discretional Effort out of employees.

I’m going to get out front and announce it now: 2016 is going to be about creating a serious plan to double the business and get the Winning and BreakAway Moves in motion. The last thing I want to happen is to be stuck in the middle of the pack when the economy flatlines or slows down.

Take extra time this planning season to drill into the 3-5 year growth plans and ask your team these questions.

  • How long will it take to double revenue? Hint…. use the rule of 72. Take 72 and divide it by your estimated (or desired) annual growth rate. 33% is about 3 years (check the math).
  • How much revenue will come from your existing business lines and sales capacity?
  • What is the gap between how much you can grow without really changing anything and your target revenue number?
  • How will the operations side of the business need to change?
  • What are 3-5 Winning or BreakAway Moves that can generate that new revenue and profit?
  • What new capabilities will you need to acquire?
  • What new people, contacts, advisors, coaches, etc. will you need to leverage to accelerate, to get you there faster?
  • What components of the Winning and BreakAway Moves do you need to execute on in 2016 to get the proper momentum?

The purpose of the 3-5 year focus now is to get the momentum going strong in 2016 while you still have an economic tailwind. Get the plan moving, test your assumptions, engage the full team, name your plan to double. There are always a few companies in each sector that seem to defy gravity in slowing economies. Decide now this is going to be YOUR company.

(Image: skitterphoto.com)

Scale Your Sales

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One of the most amazing aspects of being a Business Coach working with growth companies is seeing patterns and issues that most companies face. For companies in the $5M to $15M revenue range, the major thing holding the company back is the inability to Scale Sales. As I have said before, the strength of the entrepreneur or founding team is generally the weakness of the organization. So are YOU the bottleneck?

Scaling Sales can be a complex topic for sure. And company leaders today are tasked with having to sort out all of the advice, sales channels, strategy, etc., on their own. There is not much coordination going on, and everything is a test to see what might stick.

Here are 9 questions to ask yourself and your leadership team to begin Scaling Your Sales:

  1. Is your strength in sales holding the company back in developing its own sales muscle?
  1. Do you have your Core Customer’s buyer persona clearly identified? (If you’re not sure, request our free Breakaway Move toolkit – Part 2 of the two-part series will help you with this critical task.)
  1. Is your company Referable? (This means you’re doing great work!)
  1. How does your Core Customer buy? How do they learn? How would they find you?
  1. Do you realize it takes more than just a website to Scale Sales?
  1. Does your company have clear differentiators? Are you easy to find in a crowded field?
  1. Do you have (or are you prepared to hire) more than one sales person? This reduces the risk of starting over if your sole sales person leaves.
  1. Can you outline the difference between Marketing and Sales? (Hint: marketing sets the stage for a sale.)
  1. Have you created a buyers journey? How are your prospects going to participate in the sales cycle?
(Image: Theplatypus / Pixabay)

Know Your Competition

Know Your Competition

As a professional mountain bike racer, I always know what my BreakAway Move™ is going to be before I start a race. This begins by knowing the course, things like: Where are the blind turns? How long and steep are the climbs? What are the technical sections like? Where are the good places to hydrate?
Next, I have to Know My Competition and think about what each racer’s strengths and weaknesses are. Who is in peak form? Who can really crush hill climbs? Who is wicked fast in the technical sections? Who is just really fast on this course?

Based on my data, I craft my BreakAway Move before the race and decide WHEN I’m going to drop the hammer and Crush the Competition! This is a HUGE mechanism for conserving energy andbike-race-446104_960_720 winning a race.

Your business works the exact same way. You need two to three BreakAway Moves you are always working on and it’s imperative that you Know Your Competition, whether you’re preparing for a race or a business deal. Here are 12.5 steps to start mapping out your competition to plan and execute your BreakAway Move.

How to map your competition

To get started, open a new spreadsheet on your computer and fill it out with the following 12.5 steps.

1. On the vertical axis (rows) write down all of your competitors and the companies that could be your competitors in the future.

Then fill in the horizontal axis (columns) for each competitor with the rest of these steps.

2. Write down as many attributes as you can think of that can describe your competition.

3. What core businesses are they in? Just your line of work, multiple lines of work? If multiple, what are they?

4. Who are their suppliers?

5. Who is their target market? Their Core Customer?

6. How are they funded?

7. What is their Brand Promise? Their differentiating activities in the market?

8. What space are they trying to own? Their geography?

9. Where are they stronger than you?

10. Where are they weaker than you?

11. Add links to their website(s) for quick reference.

12. What words or phrases are they trying to own?

12.5. What are THEIR BreakAway Moves??!!

Creating a great strategy to win begins by knowing your competition, and these 12.5 steps should get you started. You may think of other things to add to your spreadsheet — please let me know what you come up with.

Now create your plan and go after your Epic Win™!!!

(Image: jp26jp/ Pixabay)

Win With A Coach

Win With A Coach

By Robert Fish and Jeanne Clary

board-784363_1280When I talk to someone about Insight CXO and Gazelles, they often want to know what makes us better than the many other business growth coaches and methodologies out there. Even if they are familiar with Verne Harnish’s books, Mastering the Rockefeller Habits and Scaling Up, or the Rockefeller Habits in general, they’re curious about why I, as a successful serial entrepreneur, have fully bought in to the Gazelles approach to growing a business — and why it works.

About a year ago, the owners of Kernersville, N.C., based EFI hired me to help them grow their business. Sometimes when a business owner brings me on as a business coach, the employees get anxious to know what that means for their jobs. Change is tough and the fear of unknown change can be even harder.

That’s one reason why I think the referral letter below from EFI employee Jeanne Clary is so powerful. She didn’t choose me or Insight CXO to come into her office and change their business, and she recognizes that the work to change isn’t easy — but it’s totally worthwhile. Please read what she has to say (below the picture of EFI’s team), and please let me know if you have any comments or questions.

— Robert

We contacted Gazelles and were introduced to Robert as one of their “best.” They provided us a couple of names to contact and interview. We started with Robert, as he was in N.C. He came to our office just about a year ago and spent a few hours with our team, and the rest is history, we never felt the need to interview anyone else. He is now a part of the family. It took us, EFI, several months to get our ducks in a row, prayerfully decide that we were truly ready to make changes, and then clear our calendars, as it would require a lifestyle change for our entire team.

On January 9, 2015, we met with Robert off campus for our very first planning team meeting. To say this was easy would be a fallacy. This meeting was hard, as we truly had to look at ourselves and say “wow, we don’t have real focus and direction, we are not on the same page, nor have we really defined who we are and where do we want to go.” OUCH! Do not get me wrong, Robert did not crack a whip, he just helped open our eyes. The meeting itself was educational, team building and fun, but with a big dose of reality too.

Since those initial meetings, we have meet daily as a team, monthly with Robert, have learned the Gazelle “lingo” (Rocks and BHAG were not part of our daily vocabulary), drawn a clear picture that the entire team looks at and sees the same thing, met opposition and worked through, launched a corporate-wide core values program, hired a quality manager (in less than three months reduced our scrap rate by 25+%), improved productivity and employee involvement considerably … the list goes on.

To say, “this is all a result of “Robert,” you would probably say “that seems like a far stretch,” and I would have to agree with you. BUT it IS a result of Robert coming alongside us, our talents, our values, our experience, etc., and guiding us, encouraging us, holding us accountable, reprimanding us (in his very gentle way when necessary), and being available to talk us through situations, push us back on track when necessary, etc., that we can truly say that is the value we have experienced through hiring Robert as a coach.

EFI is moving on the right path, we are growing with direction and focus, we are changing our lifestyle and way of doing business. We look forward to continuing our relationship with Robert as we continue to grow and take the next steps in increasing the value of our growing company through the Gazelle teachings.

— Jeanne Clary, EFI