During the stage of one of your business cycles, you must be very practical, because no one else is there to do various tasks. However you are unable to pay extra hands. If you have managed to navigate the troubled waters with this initial phase, you have achieved the first “patch” on your commercial journey. You have a little mass and a form of business structure appears. Now you have someone else to do “work” and it’s time for you to “be strategic.” – any purpose.
Whether it’s a lot of “tripe” or it is very important for your business to continue the trip.
Your trial is to deal with what is in front of you, because it always looks more urgent and concrete. Unfortunately, if you do that, you place your business potential at risk in the long run. While you concentrate on the steering wheel around the hole, you will miss the opportunities and threats that appear.
As a person, you need to have two planning time frames in your mind.
1. Short-term survival.
2. Long-term strategic position, so your business can build a sustainable competitive advantage. Achieving this will increase your ability to optimize your return on your investment ROI.
It’s hard to become a strategic leader if you don’t know what strategic leaders should do. The following definition can help you better understand, in a practical way, the difference between leadership and management.
A leader pushes forward on a route that does not have a road sign that is established, while the manager will direct their ship through a roadmap founded by the leader.
In your business requires a balance between the opposite set of polar skills. In a larger business, one can achieve the balance needed in the team. The manager of the SME type business owner may not have this team, so they have to serve the opposite pressure points in this pole in their own heads. Just because it’s not easy doesn’t mean it’s not necessary.
In your strategic role, you must be able to drive into a direction, where you have taken unclear signals but there are no road signs. You must constantly scan the horizon to see an unclear signal or approach the threat. When you see the light at the end of the tunnel, do you see it as an opportunity or as a train approach that might trample you?
In the early stages of its business cycle, a successful business, I admire the commercial achievement, used to borrow money to go to international events and training programs. At that stage he would never be able to buy anything on this event, but he always returned with an idea, which he could play back into commercial products. This forms the basis for commercial success later. Will you be committed to this type of investment, or do you see it as a cost?
Kerryman’s voice never said- “It takes a great person to hijack the field correctly, while anyone can come later and scratch him”.
Can you hijack or are you just a person who disturbs the hijacked field?
There seems to be a flock instinct in most of us. If you are a part of the herd, then you can’t get further from the herd. We have registration in the office that sounds
When the herd arrives, it’s too late.
A safe but more barren filled is in the middle of a herd. Here you will be less noticed. If you swallow any expert who should and opinions that are safe at nominal value, your business will lose a competitive advantage. Challenge beliefs and current mindsets, including yourself. Synthesize information from many sources before developing your own point of view. Your assessment call is very important. You will never have complete information, so believe your “intestine”. Your decision based on your “intestine” will be far more often than what will be wrong.