|March 21, 2011
from the desk of Chuck Violand...
Good Monday morning, <<First Name>>—
When we think of small business owners who’ve taken a raw idea and wrestled it into a thriving business accountability to others isn’t usually one of the disciplines we associate with this success. Rather it’s the opening from the old TV series The Lone Ranger with the segment from Rossini’s William Tell Overture paying in the background.
In the real world nothing could be further from the truth. As I discuss in today’s Note every successful business owner discovers early on that accountability within a business flows in multiple directions. Mastering the discipline of accountability not only helps us grow our company, but helps us escape Groundhog Day as well.
ESCAPING GROUNDHOG DAY MANAGEMENT Part VI
by Chuck Violand...
In Part V of this series on Escaping Groundhog Day Management we talked about the first sub-category of Discipline: the ability to execute. Now we’ll focus on the second: to be accountable. Yes I’m talking about you, the owner. Whether we like it or not accountability is not a one way street or even a two way street. It’s a traffic circle where we continually encounter traffic from multiple directions and where we’re all accountable to each other to make it through the circle safely. Think of yourself as a car in that traffic circle. Our accountability here is not just to ourselves. Rather it’s to become part of the traffic flow in an effort to help us and the other vehicles safely reach our destinations. In a broader sense isn’t that why people do business with us—with the goal of achieving their own desired end?
Too many times we tell ourselves the reason we went into business was because we didn’t want to be accountable to anyone but ourselves. We wanted to be our own boss; call our own shots; be in control of our own destiny. The whole Lone Ranger thing. The reality is the days of the Lone Ranger business owner are over and have been for some time. You can’t grow a business in a vacuum. Therefore it doesn’t just belong to us any more, despite the fact that our name may be the one at the top and the bottom of the company checks. We have just as much accountability to our people as they have to us. We have to let them know how the business is doing and where it’s going. We are accountable to deliver on the promises we make.
It’s easy to lose sight of just how accountable we are to the others involved in our company. When our business is young we’re focused on our own survival, so we typically have a “me” focus: my bills; my money; my company; you work for me.
As our company grows it becomes more about “us”. We surround ourselves with a team and work together to grow the business; we develop interdependence with the people we rely on in our company; we build relationships with employees, bankers, customers and outside advisors.
As our business matures we become more “them” oriented. Our thoughts turn toward leaving a legacy; providing for the loyal people who’ve supported us over the years; assuring the financial security of our key employees even as we scale back our own involvement.
Whether our companies are start-ups or second generation enterprises too often the stakeholders who are most easily overlooked in the day-to-day bustle are the people most dear to us—our families. They are the ones who supported our dreams when the future looked the darkest; the ones who sacrificed financially and emotionally during our absence while we were growing the company. We mustn’t forget to also be accountable to them.
When we realize how little we can accomplish on our own, and we recognize the tremendous contributions others have made to our success, it’s easy to move beyond a “me” focus and get one step closer to escaping Groundhog Day management.
Registration for THE VIOLAND EXECUTIVE SUMMIT is underway now!
June 16-17, 2011
Course selections are on a first come, first served basis and seats are limited.
This year's courses...
• Results Driven Selling
• Managing Your Team to Peak Performance
• Family Matters
• Situational Leadership
• Hiring "A" Players
• Raging Profits/ Fearless Numbers
• Leading a High Performance Organization
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THE VIOLAND EXECUTIVE SUMMIT
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Develop complete and accurate scopes
Minimize price objections from customers and adjusters
Build trust and rapport with clients and adjusters
Increase Closure Rate:
Build trust with customers
Sell jobs through customer education
Provide timely estimates
Increase Gross Profits:
Accurately price jobs
Understand production contingencies
Minimize supplements and negative change orders