How is it that an expert speaker can tell you to do this? Are on your way to SUCCESS?

During the webinar, there was an excellent question about implementing Aims, Strategic Objectives, and Value Statements.

I am a roll-up-your-sleeve type webinar/seminar speaker that tells an audience:
Here is the theory.
Here are the stories of building or starting your business without the theory.
Here are the stories of building or starting your business with the theory.
AND
HERE IS THE HOW.

 

This question by M is spot-on.
I hit this theory of the Three Key Principles.
I gave ways to implement them, but

The question from M is a good one because
She wants to learn new ideas when she goes to a webinar or seminar.
But often, you come out more confused at the end of the hour.
How you did this is the big question. When you did this is another question.

I know how M feels
I attended a snow industry conference.
We had a commercial snow removal division in the company.
I am always searching for networks, software, and new ideas.

I remember looking for an educational program I could learn new ideas.
I was entering a room to find a seat when a speaker said,
"Hey, if the client doesn't like what you are doing or how YOU do the work, then just drop this client."

Holy shit! I have to sit down to hear what this expert has to say!
I looked around the room and at all the people in rapture.

In the back of my head, I think, "How is it that an expert can tell me to do this and you are on your way?

I smiled to myself. I am throwing the Bull Shit card down on the table.
It sounds good in theory.
I need to know more about the how-to.
He did not give it.

I am going to help clear up the static noise. There are no magic bullets.
This speaker must clarify what is needed to put this together. He must have the experience to know if this is going to work, how, and when to implement the new idea.

Let's get to the email.

M emailed me:

Domenic,

Thank you for your knowledge this afternoon. It was great information. I have a question. Starting out as a small business, the thought of implementing this strategy is intimidating. At what point in your business venture did you start implementing this strategy? In other words, how long were you in business before you implemented this strategy? If it was when you had one or two employees, is that what helped you get the results you were looking for?

Thank you, M

I wrote back:

Hi M,

Thank you for sharing your afternoon with me.
You have some excellent questions.

Yes, I can see that it may be a bit intimidating.
It took about three years to build my organization with systems, career development, and growth as a leader.
It took me a few more years to create an environment where everyone thrived.
It took me the same few more years to transform into a leader.

Building your business:
- going from command and control management to a collaborative system,
- going from micromanaging employees to employees as "partners,"
- going from your processes in your head to consistent running systems and flow.
Is going to try your heart and resilience.
You will have good days, ok days, and bad days.

I look back with fondness on the many bad days. (I can tell you it wasn't pleasant at the time.)

The result took time, yes.
But the results started taking form after a year or so.
You could start to see employees coming together as a team.
You could see that systems were working in the departments.
You could see the flow between departments.
The employees started working and collaborating with one clear, concise strategy.

I would tell anyone who thought they could put the brakes on the company or me.
"You can stop me or one of us, but you can't stop all of us—especially people on the same journey."

I believe we all start roughly in the same place with our businesses.
My partner and I were two young, full of piss and vinegar (as my dad used to tell us), working 24 hours, seven days a week.
For roughly ten years, we grew from four employees to six crews.
We had about 18 people work for us with one office staff.
But, we micro-managed everything, EVERYTHING.
All the employees came to my partner and me for every question.

I did have that "Come to Jesus" moment in Disney World.
I wanted more in life.
I also wanted to grow a more prominent company.
But working my heart and soul out in the business was not the answer.

What I found surprising when in the middle of this journey,
I thought that building with systems, systems, systems were the answers.

But thank G-d I hired in year one (after Disneyworld) a coach, Susan Willhelmson of E-Myth.
She would not allow me to build first, starting without defining my aims in life.
She would not coach me with business strategy or systems building.

Building a business was, first and foremost, knowing my whys: my primary aims.

At first, building a business was for more profits for my family.
But as I grew, getting more profits was not just for my partner and me.
I learned that if I get people to their goals and aspiration, I will be more successful.

I believe that you may be implying that you have a few employees.
So, start by taking your aims and turning them into a culture.
(Click for the new webinar to create these aims) These aims will work for 2 or 100 employees.
Do the simple thing that you learned to hire to values then skills.
(Click for my Hiring tool download) This hiring for values works period. 
Create individual positions for each of your employees who will be responsible.
Creating systems and delegating them to the positions. (Click for my System Playbook download) Employees who know their responsibilities will be partner-like in your business. 

You can make more profits and have more free time for life and business.
These three steps will help you.
I saw good results by starting with hiring value-driven people, having individual positions, delegating systems to them, and mentoring them.

I will help you here. There will be more good days.
Sincerely, Domenic