Priorities for Business Owners
One of the major attributes of successful management is the ability to choose what is the right and realistic priority from all the competing priorities that confront a business.
The setting of a clear goal focuses and aligns the energy and effort of the team to achieve stunning results.
So often, short term goals and tasks are set reactively in response to an event or circumstance.
However, for longer term priorities we need time to reflect and review to consider the options and then to choose the right priority.
It must be a conscious choice to move from making reactive decisions to proactive decisions.
It's the fundamental change of moving from functional thinking to strategic thinking.
This is often easier said than done, so let's have a look at some of the steps that need to be considered when deciding on which are the key priorities.
1.
Always Having the End in Mind* What is the one thing that would move you closer to that goal? What will have the largest impact? 2.
Consider Cause and Effect Often the focus is on the effect (the outcome) that is required rather than the cause (the input) to achieve that effect or outcome.
Let's look at an current agricultural example.
Farmers need to provide and look after the bees and insects (the cause or input) to have their crops pollinated to achieve higher yields (the effect or outcome).
But to look after the insects the farmer may need to look after the environment etc.
So, sometimes the priority may be more than one step away from the effect we are seeking.
3.
Consider Symptoms v Disease Once again a full review needs to consider whether the priority set addresses a symptom of an underlying structural disease.
Solving one issue may only lead to a manifestation of the underlying problem in another part of the business.
As an example in business a symptom of poor morale within the company may be the result of many issues.
Short term fixes may bring a temporary improvement but the disease has not been addressed.
The disease may be the fundamental culture of the business.
So until the disease is diagnosed and appropriate treatment applied the symptom will continue to surface.
4.
Consider Facts v Opinion Constantly review whether your priority is based on fact or opinion.
Gut feelings should be recognised but then questioned.
Take time to consider the facts.
Consider whether the priority we are setting is based on opinion, either our own or someone else's.
Opinions are based on beliefs.
A belief is something we hold to be true.
This may or may not be real.
Unconsciously we look for and find evidence to back up that belief.
Whenever possible check the validity of beliefs, opinions and gut feelings under the clear bright light of facts.
If necessary be prepared to change.
*In this article by Ray Moore, he looks in more depth at some of the concepts he raised in his book 'The Levels: Can Your Business Step Up to the Growth Challenge' available from Amazon.
co.
uk.
The setting of a clear goal focuses and aligns the energy and effort of the team to achieve stunning results.
So often, short term goals and tasks are set reactively in response to an event or circumstance.
However, for longer term priorities we need time to reflect and review to consider the options and then to choose the right priority.
It must be a conscious choice to move from making reactive decisions to proactive decisions.
It's the fundamental change of moving from functional thinking to strategic thinking.
This is often easier said than done, so let's have a look at some of the steps that need to be considered when deciding on which are the key priorities.
1.
Always Having the End in Mind* What is the one thing that would move you closer to that goal? What will have the largest impact? 2.
Consider Cause and Effect Often the focus is on the effect (the outcome) that is required rather than the cause (the input) to achieve that effect or outcome.
Let's look at an current agricultural example.
Farmers need to provide and look after the bees and insects (the cause or input) to have their crops pollinated to achieve higher yields (the effect or outcome).
But to look after the insects the farmer may need to look after the environment etc.
So, sometimes the priority may be more than one step away from the effect we are seeking.
3.
Consider Symptoms v Disease Once again a full review needs to consider whether the priority set addresses a symptom of an underlying structural disease.
Solving one issue may only lead to a manifestation of the underlying problem in another part of the business.
As an example in business a symptom of poor morale within the company may be the result of many issues.
Short term fixes may bring a temporary improvement but the disease has not been addressed.
The disease may be the fundamental culture of the business.
So until the disease is diagnosed and appropriate treatment applied the symptom will continue to surface.
4.
Consider Facts v Opinion Constantly review whether your priority is based on fact or opinion.
Gut feelings should be recognised but then questioned.
Take time to consider the facts.
Consider whether the priority we are setting is based on opinion, either our own or someone else's.
Opinions are based on beliefs.
A belief is something we hold to be true.
This may or may not be real.
Unconsciously we look for and find evidence to back up that belief.
Whenever possible check the validity of beliefs, opinions and gut feelings under the clear bright light of facts.
If necessary be prepared to change.
*In this article by Ray Moore, he looks in more depth at some of the concepts he raised in his book 'The Levels: Can Your Business Step Up to the Growth Challenge' available from Amazon.
co.
uk.
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