Ideas are everywhere. 

What separates a good idea from a successful business is its implementation. Visionary leaders always have many ideas and are often prolific. Because of this, they use a two-step process: 1) vision and 2) action. This direct vision to action style is ideally suited for the first and second stage of business growth because it facilitates driving the business. 

However, when a company is in its third stage of growth, and mainly when it is in a time of transformation from one stage to the next, this two-step process of vision to action holds the business back because it skips two vital steps: assessment and planning. 

In the third stage of growth, a business needs to become more intentional in the steps it takes to ensure retention of its current customers as well as the attraction of new ones. When leaders continue to follow the vision to action model without taking the proper time of assessment and planning, they can lose control of the direction of their business. A well laid out plan, based on the real strengths of the company, allows the leaders to choose the course for which the business is most suited. Moreover, it empowers the business to grow successfully. 

Too many ideas can be a detriment to your business. Ask yourself: is your business trying to be all things to all people? Are all of your products, programs, and services equally well marketed and supported? Alternatively, are there so many that the business is unable to meet customer requests promptly?

As a business grows, of course, there may be many attempted programs and services with a variety of results. However, as your business breaks through the third barrier of growth, it is vital to parse down your offerings to only those that are genuinely successful in meeting the needs of your customers. Growth may have slowed or stopped in the business because the programs have outgrown the business’ ability to provide them. By assessing the products and programs the company can support, and eliminating some it can’t, this can free up resources to grow those that remain with greater excellence.

Culture change does not require a large personality

If you are responsible for the leadership of your business, you know how vital your team is to its success. This is true for getting things done and also for creating a positive culture in your business. 

It’s important to know that cunning manipulation or inspirational appeals to staff are not required to build an extremely healthy organizational culture. These practices are hazardous to building positive influential culture. What is far more critical are straightforward, honest declarations of what the business stands for accompanied by actions that prove them to be true? That’s where the rub is. Sometimes showing something is true is much more complicated than merely stating it.