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Will You Add? - Small Business Strategy- A Framework for Change
No business can survive without communication. But in a people-oriented business like Reiki it's especially important to keep in touch with others - and not just your clients, either. Here are a few networking tips for anyone who's trying to develop a Reiki practice.The best way to marketWord of mouth may be the best way to promote any business. That's why it's important that you get to know, and keep in touch with, as many people as possible who could help you with your business. Basically, these individuals will fall into three groups - potential clients, current clients, and colleagues (other practitioners).Getting to know potential clientsJoin local business and social groups (like the chamber of commerce) to get the w
The challenge is to distinguish the right 20% from the trivial many. Once
Perhaps the person most credited with the creation and growth of the cosmetics industry, both across America and throughout the world, is Helena Rubinstein. From extremely humble beginnings, Helena Rubinstein built an empire that helped her become not only one of the most recognized celebrities in the world, but amongst its wealthiest persons.The exact year of her birth remains uncertain. Various sources state her birth date as being on Christmas Day, 1870, 1871 and 1872. Whatever the case, her place of birth indisputably was in Krakau, in what is today’s Poland. Helena was one of eight children of Augusta and Horace Rubinstein, the latter an egg vendor. Helena reportedly enrolled in medical school but dropped out. When at age 20 she was being pushed to marry a widowed aristoc
Instead of waiting for change to act on us, it is good practice to seek out new opportunities on a regular basis. Although seeking out change may feel overwhelming, strategic thinking and planning can ease the process of helping us anticipate, plan for, and create the future.
THE FOUNDATION
A good way to begin "strategic thinking" is to remind yourself why you chose the business or industry you came to be in. What were your hopes or aspirations at the time? While probably not at the top of your thoughts, the core values that attracted you once are most certainly still important to you. No matter what opportunities you choose to pursue, start by reminding yourself about the things that really matter to you. If you are doing this with a team, the process of identifying the most important common values is always a good first step. One you are clear on what is really important at the core; there are many good tools and methods to help identify opportunities. In this article I offer four frameworks to consider; perhaps one will be tempting to delve into depending on your situation.
POSITIONING
In any business or organization it is important to differentiate yourself in a relevant, meaningful way from everyone else out there. A good starting point is to take a closer look at the unique competencies and strengths in your organization.
In a method commonly used in strategic planning known as SWOT (Strengths, Weaknesses, Opportunities, and Threats) it becomes relatively easy to identify strategic opportunities by mapping out organizational strengths, weaknesses, the market situation, customer needs and the environment. I highly recommend trying this out for your business. If you are interested in reading more about SWOT go to http://www.netmba.com/strategy/swot/
PRODUCTIVITY
Whether you face increased competition, or simply don't want to work as hard as you have in the past, you can become more efficient by focusing on what you do best. In 1906 Italian economist Vilfredo Pareto observed that twenty percent of the Italian people owned eighty percent of their country's accumulated wealth. Over time and through application in a variety of environments, he developed a concept that has become know as "The Pareto Principle," "The 80-20 Rule," or "The Vital Few and Trivial Many Rule." The rule states that a small number of causes is responsible for a large percentage of the effect in a ratio of about 20:80. In a management context, the theory is that 20% of a person's effort will often generate 80% of their results.
The challenge is to distinguish the right 20% from the trivial many. Once y
Recent events like the Enron disaster have left hitherto unconcerned employees worried, and they have now begun asking questions about their benefit plans and filing lawsuits if they do not receive satisfactory answers. Fiduciaries and companies are being frequently dragged to court over actions resulting from their employee benefit plans. A well-thought-out employee benefit plan thus has become an important recruiting and retention tool.It is becoming increasingly necessary to find an advisor with the right background and expertise to help you in a specific situation. It is of utmost importance that you find an advisor who is concerned about you and keen on professionally resolving your problem.ERISA (Employee Retirement Income Security Act) or employee benefits attorn
THE FOUNDATION
A good way to begin "strategic thinking" is to remind yourself why you chose the business or industry you came to be in. What were your hopes or aspirations at the time? While probably not at the top of your thoughts, the core values that attracted you once are most certainly still important to you. No matter what opportunities you choose to pursue, start by reminding yourself about the things that really matter to you. If you are doing this with a team, the process of identifying the most important common values is always a good first step. One you are clear on what is really important at the core; there are many good tools and methods to help identify opportunities. In this article I offer four frameworks to consider; perhaps one will be tempting to delve into depending on your situation.
POSITIONING
In any business or organization it is important to differentiate yourself in a relevant, meaningful way from everyone else out there. A good starting point is to take a closer look at the unique competencies and strengths in your organization.
In a method commonly used in strategic planning known as SWOT (Strengths, Weaknesses, Opportunities, and Threats) it becomes relatively easy to identify strategic opportunities by mapping out organizational strengths, weaknesses, the market situation, customer needs and the environment. I highly recommend trying this out for your business. If you are interested in reading more about SWOT go to http://www.netmba.com/strategy/swot/
PRODUCTIVITY
Whether you face increased competition, or simply don't want to work as hard as you have in the past, you can become more efficient by focusing on what you do best. In 1906 Italian economist Vilfredo Pareto observed that twenty percent of the Italian people owned eighty percent of their country's accumulated wealth. Over time and through application in a variety of environments, he developed a concept that has become know as "The Pareto Principle," "The 80-20 Rule," or "The Vital Few and Trivial Many Rule." The rule states that a small number of causes is responsible for a large percentage of the effect in a ratio of about 20:80. In a management context, the theory is that 20% of a person's effort will often generate 80% of their results.
The challenge is to distinguish the right 20% from the trivial many. Once
Spring is traditionally a time for new beginnings and as we start to springclean our homes, some of us may be considering springcleaning our careers.Why are so many of us unhappy at work? There are probably as many reasons as there are unhappy people, but there are a few underlying factors which influence many of us. Think back to your school days and the careers advice you were given by teachers, advisors and your parents. Just how useful was it?My own memories are of a half hour session with a teacher at the age of 14, when I said I wanted to be a nurse, because it was the first thing that came into my head, influenced by my parents’ opinions. When I was 18, I had another half hour session with the same teacher, who expected me still to be planning a career in nursing
POSITIONING
In any business or organization it is important to differentiate yourself in a relevant, meaningful way from everyone else out there. A good starting point is to take a closer look at the unique competencies and strengths in your organization.
In a method commonly used in strategic planning known as SWOT (Strengths, Weaknesses, Opportunities, and Threats) it becomes relatively easy to identify strategic opportunities by mapping out organizational strengths, weaknesses, the market situation, customer needs and the environment. I highly recommend trying this out for your business. If you are interested in reading more about SWOT go to http://www.netmba.com/strategy/swot/
PRODUCTIVITY
Whether you face increased competition, or simply don't want to work as hard as you have in the past, you can become more efficient by focusing on what you do best. In 1906 Italian economist Vilfredo Pareto observed that twenty percent of the Italian people owned eighty percent of their country's accumulated wealth. Over time and through application in a variety of environments, he developed a concept that has become know as "The Pareto Principle," "The 80-20 Rule," or "The Vital Few and Trivial Many Rule." The rule states that a small number of causes is responsible for a large percentage of the effect in a ratio of about 20:80. In a management context, the theory is that 20% of a person's effort will often generate 80% of their results.
The challenge is to distinguish the right 20% from the trivial many. Once
Private practice marketing is challenging enough without all the limitations we put in front of ourselves.Do you have any beliefs that limit you and get in the way of you being successful in your business?Let's discover how to identify your limiting beliefs and how to blow past them.Identifying your limiting beliefsTake a moment and consider what thoughts and beliefs you may have that get in your way. Ask yourself what do I consistently think about that gets in my way.How do you hold yourself back?How to blow past your limiting beliefsOnce you have identified your limiting beliefs, begin to question them, even make fun of them. This sets you up to come up with a good reframe of the limitation, which is simply a powerful w
PRODUCTIVITY
Whether you face increased competition, or simply don't want to work as hard as you have in the past, you can become more efficient by focusing on what you do best. In 1906 Italian economist Vilfredo Pareto observed that twenty percent of the Italian people owned eighty percent of their country's accumulated wealth. Over time and through application in a variety of environments, he developed a concept that has become know as "The Pareto Principle," "The 80-20 Rule," or "The Vital Few and Trivial Many Rule." The rule states that a small number of causes is responsible for a large percentage of the effect in a ratio of about 20:80. In a management context, the theory is that 20% of a person's effort will often generate 80% of their results.
The challenge is to distinguish the right 20% from the trivial many. Once
Our countries growth and expansion of urban and suburban areas has created a unique opportunity for wildlife managers. Our wildlife is slowly losing their natural habitat to this growth and many species adapt very well to their new suburban and urban surroundings. It's when nature gets too close that problems arise. Our profession, the Nuisance Wildlife Management Professionals, who primarily resolve those human/wildlife conflicts through a variety of means.It's 5:00am and you hear something running inside your attic. Your first thoughts are "Is it a mouse, a squirrel or a raccoon? What am I going to do? Who am I going to call?" This is a common dilemma that our clients find themselves in.Certain species of wildlife can be a real nuisance for homeowners. Squirrels can g
The challenge is to distinguish the right 20% from the trivial many. Once you start looking, you will find powerful implications in every area of your business Do 20 percent of your products account for 80 percent of product sales? Do 80 percent of your visitors see only 20 percent of you web pages? Does 20 percent of your sales force produce 80 percent of the revenues? Is 80% of your time spent on Trivial Many activities? What competencies are bringing you the majority of your results? Once you figure this out the idea is to focus!
PARTNERING
Forming an alliance with a complementary partner can have many benefits. Working together with a partner may enable you to offer more value to clients, create new combinations of services, and think through ideas from new perspectives.
If you think a partnership might be beneficial, start by identifying your own core competencies. Only then, should you start looking for a partner. When you are successful at finding a candidate with complementary strengths, it is time for both of you to sit down and do some strategic planning. So many partnerships begin without clear roles and responsibilities, expectations and written goals.
PERSONAL GOALS
For any of you who are in transition, thinking about transition, trying to build a motivated productive team, or are simply reevaluating your own strengths, I would like to share with you a paragraph from Dr. Mel Levine's groundbreaking book "A Mind at a Time."
"Each of us is endowed with a highly complex, inborn circuitry- creating innumerable branching pathways of options and obstacles. While some of us have brains that are wired to handle a lot of information at once, others have brains that can absorb and process only a little information at a time (often with greater accuracy). While some of us have brains that store and retrieve from memory with precision and speed, others possess brains that access facts more slowly or with less precision. Some kinds of minds prefer to dream up their own original thoughts rather than drawing upon the ideas of others, and vice versa. Although some of us have minds that are more comfortable and effective visualizing complex political or even religious ideas, others are apt to do much of their thinking in words and sentences. So it is that we all live with minds wired to excel in one area and crash in another. Hopefully we discover and engage in good matches between our kind of mind and our pursuits in life."
While this book is intended primarily for parents, educators and doctors, it has
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