Are you ready for your game plan?
Are you ready for your game plan?
In many companies, strategy is only communicated to upper management, in some instances kept hush-hush amongst the members of the Board. Why? What appears to happen in these cases is a lack of effective communication amongst departments, contradictory directional plans, heavy processes and a terrible loss of productivity. You could compare it to a 3 story ship, with 500 blindfolded men rowing and no drummer to keep the pace. Do you think the ship will reach the shore on time? I have my doubts!
Having a clear organizational strategy and communicating it with everyone involved in driving your business will help you empower your employees and engage them to the fullest of their abilities.
That is not all though, communicating your strategy does not mean it is simple to understand and that it is linked to every score card in your organization’s pay-for-performance.
Many business owners out there cannot make the difference between their company’s vision, mission statement and strategy. They too often mix these elements all together and start losing game!
Here are a few tips that should help you differentiate these elements and put an end to this myth:
1– You need to be able to communicate your strategy in 25 words or less. If you can’t, you need to go back to the drawing board.
2– Define a clear organizational objective. What should the end result look like?
3- Define your organization’s scope: this is your business domain, or nature.
4– Define your competitive advantage: What differentiates you from other similar domains?
5- Define your value proposition: why should customers by your product/service and not the competitor’s? What’s in it for them if they come to you?
6– You have to clearly gather all necessary data and define the mix that makes your business what it is today: (Competitive offerings, your company’s capabilities and your customer’s needs).
Now that you have all of this information handy, define the following:
7– Your mission: “the sole reason why your company exists”
8– Your values:”aligned with your culture. This will have to explain why your organization will act or behave in a certain way and how”
9– Your vision: “what does your organization wants to be when it grows up”
Finally, the fun stuff: defining your strategy. What you have done above, is analyze your tools, the bats you will playing with, the field, wind factor and your mood, your opponent’s strengths and best players.
Your strategy is YOUR GAME!
How well you play the game will depend on how comfortable you are with your abilities, how well you communicate your plan with your team and how well you know your field.
I always said that professional life is similar to any sports out there. The components are the same, the strategy is the same and the passion we each put into our game depends on our ability to see further in the field—when you hit the ball, do you look at the bat or the furthest point on the field?
Are you ready for your game plan - To learn more about this author, visit Michel Amour's Website.
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How well do you know your game plan? How far can you see?
In many companies, strategy is only communicated to upper management, in some instances kept hush-hush amongst the members of the Board. Why? What appears to happen in these cases is a lack of effective communication amongst departments, contradictory directional plans, heavy processes and a terrible loss of productivity. You could compare it to a 3 story ship, with 500 blindfolded men rowing and no drummer to keep the pace. Do you think the ship will reach the shore on time? I have my doubts!
Having a clear organizational strategy and communicating it with everyone involved in driving your business will help you empower your employees and engage them to the fullest of their abilities.
That is not all though, communicating your strategy does not mean it is simple to understand and that it is linked to every score card in your organization’s pay-for-performance.
Many business owners out there cannot make the difference between their company’s vision, mission statement and strategy. They too often mix these elements all together and start losing game!
Here are a few tips that should help you differentiate these elements and put an end to this myth:
1– You need to be able to communicate your strategy in 25 words or less. If you can’t, you need to go back to the drawing board.
2– Define a clear organizational objective. What should the end result look like?
3- Define your organization’s scope: this is your business domain, or nature.
4– Define your competitive advantage: What differentiates you from other similar domains?
5- Define your value proposition: why should customers by your product/service and not the competitor’s? What’s in it for them if they come to you?
6– You have to clearly gather all necessary data and define the mix that makes your business what it is today: (Competitive offerings, your company’s capabilities and your customer’s needs).
Now that you have all of this information handy, define the following:
7– Your mission: “the sole reason why your company exists”
8– Your values:”aligned with your culture. This will have to explain why your organization will act or behave in a certain way and how”
9– Your vision: “what does your organization wants to be when it grows up”
Finally, the fun stuff: defining your strategy. What you have done above, is analyze your tools, the bats you will playing with, the field, wind factor and your mood, your opponent’s strengths and best players.
Your strategy is YOUR GAME!
How well you play the game will depend on how comfortable you are with your abilities, how well you communicate your plan with your team and how well you know your field.
I always said that professional life is similar to any sports out there. The components are the same, the strategy is the same and the passion we each put into our game depends on our ability to see further in the field—when you hit the ball, do you look at the bat or the furthest point on the field?
Are you ready for your game plan - To learn more about this author, visit Michel Amour's Website.
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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