Begin With “Why”

“He who has a why can endure any how.”  Frederick Nietzche

My last post laid out the concept of putting your business plan on a single page. The rationale behind that concept is to focus the freelancers' attention to the most important issues and actions she must take to be successful in her consulting practice.  By putting your plan on a single page (POP) you create a graphic that is in your face. The very first issue I listed at the top of the POP, asks the consultant to articulate their "why."  In other words, what is your driving motivation, your passion in life that leads you to this line of work?

This concept of "why" wasn't something that I was exposed to in business school, but it became more apparent when I became an entrepreneur. More recently the concept of "why" has moved into the mainstream. A few people I have come to know via YouTube, including Simon Sinek, have done an excellent job speaking to the issue of "why."

From Wikipedia: Simon O. Sinek (born October 9, 1973) is a British/American author, motivational speaker,  and marketing consultant. [1]

He is the author of four books including the 2009 bestseller Start With Why: How Great Leaders Inspire Everyone to Take Action (2009). [1]   He received a BA in cultural anthropology from Brandeis University [2]

Mr. Sinek asks, “How do you explain why things go well, or not?  What is at play?

His presentation on "Why," presents the concept of The Golden Circle, which he labels as "the world's most simple idea."   Think of a target with a bulls-eye and two outer rings.  The outer ring is what you do.  The middle ring is how you do it and the bulls-eye is why you do it.  

The Golden Ring

• What you do.
• How you do it.
• Why do you do it?  What is your purpose?

The heart of the target area is why you do what you do.  It is more important than what you do, or how you do what you do.  Sinek goes on to argue that "People don't buy what you do, they buy why you do it!"  He says that "The goal is to do business with people who believe what you believe.  Why comes first and then you build trust."

• Build loyalty
• Hire people who believe what you believe (they will give their blood, sweat, and tears.)
• Passion, alignment, values

Renee Warren has also written on the concept of “why.”

Why Discovering Your ‘Why' is the Number! Business Move.  Renee Warren, Entrepreneur Magazine, March 23, 2015

Ms. Warren is the Co-founder of Onboardly which helps start-ups and entrepreneurial-minded companies with their digital marketing efforts.  In her March 23, 2015, article in Entrepreneur Magazine she writes that "Knowing your Why will help you stay committed and help others get on board.  "Passion is infectious."  A great story must be authentic if not dramatic. 

She goes on to say that "Entrepreneurs are looking for freedom to do what they think is best.”

“Customers like to feel they are a part of a cause.  Draw them into your cause.”

"Why drives you, hopefully, it is not money.  Unless you are 100% committed you won't have the passing/drive to make your business a success." 

“To find your why, consider what people ask you to do, or to help them with, Usually for free.  Can those things become a viable business?"

She mentions Steve Paolina, American Self-Help Author who asks, “What is my purpose in life? Keep Writing down answers until one makes you cry.”

Warren ends her article with, "Most importantly, get started doing something.”

Do You Know Your “Why?” 4 Questions To Find Your Purpose.  Margie Warrell, Forbes, Oct 30, 2013

Margie Warrell has gained unique insights into what it takes to defy the odds and lead with authority. A bestselling author and mother of four teens with a background in business and psychology, Margie is passionate about empowering leaders to engage in bigger conversations, take braver risks and make a bigger mark. 

Ms. Warrell states that “a clear sense of purpose enables you to focus your efforts on what matters most, compelling you to take risks and push forward regardless of the odds or obstacles.” “A quick glance at employee engagement statistics points to a crisis of purpose and meaning on an unprecedented level.” She suggests that to arrive at your "why," you should take stock or your talents, values, purpose, and passions.

Beginning your plan with your “why” is fundamental to your success.  It is your driving force that will keep you going when times are tough.  It is a passion which your clients can relate to and will create a bond.  Everything you do in your career as an independent consultant will be built on your “why.”  It is the foundation for the business you are building.

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

Jim Weber, Managing Partner

ITB Partners

Jim.Weber@itbpartners.com

Author of: Fighting Alligators: Job Search Strategy For The New Normal

Current Assignments

1. COO- Atlanta-based Casual Dining Restaurant Company - New

2. Controller - Atlanta-based Consumer Products - Digital Company - Completed

3. Director of Biz Dev, Atlanta-based B2B Professional Services Company:    Completed

4. Payroll-Benefits Manager, Atlanta-based Retail Company:  Complete

5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete

6. Controller - Atlanta-based Restaurant Company: New

7. Outplacement Assignment - Atlanta-based Manufacturer:  Complete

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Put Your Plan On One Page!

I am writing a Freelancers Handbook to help our new consultants become effective, faster.  It is an interesting and important project.  Currently, I am focused on the Chapter about planning.   Most of our consultants are experienced freelancers with more than ten years of experience, and vast experience with business planning.  They probably won't benefit much from this chapter.  On the other hand, many of our consultants will find this subject interesting.  Those folks are accomplished senior executives; however, they are new to self-employment as an independent consultant.  My audience is that new consultant.  They have a voracious appetite for tools and techniques to help them translate their corporate experience to this new endeavor.  My challenge is to provide a no-bullshit tool which they will use.

 

Early in my career, I worked in the Retail Group of a $1 Billion conglomerate.  I helped the Division Presidents and their staffs with the annual strategic planning process, among other things. I became very impressed by one of our divisions which put their plan on a single 8 1/2 x 11-inch piece of paper, using the same format as an organization chart.  The box at the center top of the page was the brand's mission statement.  The next level presented their primary objectives.  Their strategies to meet those objectives were on the next level with lines connecting strategies to the objectives they supported.  Finally, key action steps were listed below each strategy.

 

I thought that was brilliant.  It was a valuable tool allowing management to see the entire Division Plan on a single sheet of paper.  Since that first variation many years ago, the process of putting a business plan on a single page has become commonplace.  A simple Google Search for "Plan on a Page," (POP) will yield a substantial list of web-based tools to automate the process.  Now, 30 years later, I am working to develop a POP format to help my new business consultants jump-start their business development. 

 

I recommend that the first item our consultants tackle is their "why."  In other words, why have they chosen this line of work?  What is their personal motivation to become a freelance consultant?  What is their passion? What drives them to do this kind of work?  It is difficult to have a successful business proposition if you can’t articulate your reason to be in business.  This is the first item at the top of my POP.

 

The second step in my POP is to make the consultant position their business. This is similar to a Mission statement captured in the traditional business planning model. The three questions the consultant must answer are: what is the target customer group/industry segment?  What is the problem to be solved? And, what is the methodology, or technology employed to solve the problem?  Again, this process is fundamental to any strategic plan.  It is the consultant's roadmap, providing direction to focus their business development.  With a positioning statement, one can develop a communications plan, beginning with an effective elevator pitch.

 

That next step asks for the consultant's "entry proposition."  Consider this to be the primary tactic the consultant will employ to secure a prospective client. In many cases, our consultants conduct a short-term strategic assessment, risk assessment, or another type of an evaluation to determine exposure to unforeseen issues.  An entry proposition is a viable way to build a relationship on a smaller, less costly project.  Ideally, this project will foster trust and confidence, leading to larger, future assignments and a long-term relationship.

 

The balance of the plan is about marketing outreach.  I created a table with the following column headers:  Outreach Type; When; How; and Frequency.   The Outreach Type or networking activities include the consultant's personal network, their electronic network, and their target market. I also included Target Market, Social Media, and organizational memberships.    The next three columns require the consultant to indicate when, how, and how often he will contact each.

 

The obvious benefits of having a POP is to focus the consultant's attention on activities to land an engagement.  This focus will improve their organization, time management, and effectiveness. Another major benefit of a POP is to serve as a daily reminder of the consultant's priorities.  I highly recommend that small-business owners and independent contractors make the effort to put their business plan on a single page.

 

 

 

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

Jim Weber, Managing Partner

ITB Partners

Jim.Weber@itbpartners.com

Author of: Fighting Alligators: Job Search Strategy For The New Normal

Current Assignments

1. COO- Atlanta-based Casual Dining Restaurant Company - New

2. Controller - Atlanta-based Consumer Products - Digital Company - Completed

3. Director of Biz Dev, Atlanta-based B2B Professional Services Company:    Completed

4. Payroll-Benefits Manager, Atlanta-based Retail Company:  Complete

5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete

6. Controller - Atlanta-based Restaurant Company: New

7. Outplacement Assignment - Atlanta-based Manufacturer:  Complete

Make Your Exit With Style: Part II

My last post was about Joanne’s exit plan.  After 25 years with her one and only employer, she has decided to leave the company.  She has never resigned from a company before.  The stakes are high and the environment is problematic.  The thought of giving her resignation creates a sense of dread.  That post ended with Joanne’s commitment to a plan of action.

In the next few weeks, Joanne went to work on her plan.  The strategy we formulated was to separate the formal resignation from the severance discussion.  Her first task was to draft a resignation letter.  Before doing so, she sent me an email that outlined the requirements for voluntary termination pursuant to her employment agreement.  Her objective was to make her termination date coincide, to some extent, with her 25^th anniversary.  She was reluctant to provide a firm date, however, as she was unclear as to the effective date for her incentive compensation.  And, she did not want to create suspicion by asking too many questions to confirm those dates.  We agreed that she should leave the official date, “to be determined” subject to the eligibility dates for her incentive program.

A few days later, I received her draft resignation letter.  It was an excellent product, short and to the point.  She told her employer that after 25 years with the company she felt the need to do something different.  She expressed gratitude for her success and professional development. She made a commitment to exit within the terms of her employment agreement.  She incorporated the advice she had received, making the document complementary to leadership. It was positive, aligned with the firm’s core values.

Joanne’s next task was to prepare her Transition plan. The first part of that document was mostly administrative.  She gave the required 90-days-notice. She committed to work through her notice period and to provide support and consulting services after her official termination date.  She agreed to help transfer her responsibilities to other members of the team and to provide further support as needed. Additionally, she offered to be available for additional time, up to six months, to help her employer with other relevant issues.

The second part of her transition plan was to lay out her financial requirements.  It was a detailed list of requests related to compensation and equity issues. I provided feedback to the extent I could and suggested that she seek advice from others for issues beyond my expertise.  Most of her terms were basic, covered by her employment agreement.  Some were to ensure that she received compensation earned in FY 2017, but payable in 2018.  Not a big deal.  Some of her requests were aggressive, like asking for a 12-month continuation of salary and professional outplacement services.  I advised her that those demands are beyond the norm for a voluntary termination, which she must factor into her negotiating strategy.

I saw Joanne again this week.  She briefed me on her progress since giving her resignation, which she said went well.  It was agreed that she could tell other members of the firm individually.   She added that her Psychologist has been very helpful.  They have been role-playing, with at least one role reversal session.  Currently, the partners are reviewing the terms of her proposal. The plan is to reconvene in the next few weeks to finalize an agreement.

Recognizing that some of her requirements are beyond the scope of her employment agreement, she asked how to justify her position.  I suggested that she become an Ambassador for the company. When she leaves, there is no guarantee that her clients will stay with the firm. She could help ensure they do and send new business to the firm.  The company’s downside risk would be clear, without the need for an overt threat.

This is a unique situation, at least for Joanne.  The story is not yet complete, but her confidence has improved dramatically.  If you are facing an unfamiliar situation it helps to have a plan.  Begin with a complete understanding of the situation.  Seek professional help if needed.  Talk to people with experience in the matter.  Be clear about your ideal outcome.  Evaluate different scenarios and role play.  Joanne’s confidence increased with the completion of each step of the process we created.  The more effort you put into planning for the event, the greater the likelihood you will achieve your desired outcome.

Thank you for visiting my blog.
Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

Jim Weber, Managing Partner
ITB Partners
Jim.Weber@itbpartners.com

Author of: Fighting Alligators: Job Search Strategy For The New Normal


Current Assignments
1. COO- Atlanta-based Casual Dining Restaurant Company - New
2. Controller - Atlanta-based Consumer Products - Digital Company - Completed
3. Director of Biz Dev, Atlanta-based B2B Professional Services Company:    Completed
4. Payroll-Benefits Manager, Atlanta-based Retail Company:  Complete
5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete
6. Controller - Atlanta-based Restaurant Company: New

7. Outplacement Assignment - Atlanta-based Manufacturer:  Complete

Make Your Exit With Style!

Last Month, I was engaged by a friend to help her leave her employer of 25 years. It all began with a cryptic text message asking to schedule a phone call. Joanne and her husband, Mike are friends and great networking contacts. Of course, I told her that I would talk with her. After a few more exchanges we agreed to talk Monday, after business hours.

At the appointed time I answered the phone, and we engaged in some small-talk. Eventually, we got down to business. Joanne said that she has decided to leave her employer and make a career change. No surprise so far. Although I did not expect this revelation, I spend most of my time talking to folks in transition or looking to make a career change. It is what I do. She said that she is committed to her decision but, she is not comfortable telling her employer. That was a surprise, so she had my full attention. She admitted that she needs a plan and confidence to execute that plan. Given this overview, she asked if I would be willing to discuss her situation in greater depth. We confirmed for Friday at Seasons 52.

During lunch, Joanne presented her situation. She is a financial adviser with a minority share in the company. She has invested her entire career with this firm. She has done well financially but doesn’t feel valued. She is chagrined that she has not been invited to help chart the firm’s direction. She described the principals as poor leaders. It is not a pleasant work environment, almost toxic. Recently, the organization has experienced an unusual amount of turnover, including a trusted manager. This instability will burden her workload and responsibilities, creating further anxiety. Joanne views this as the optimal time to leave.

She wants to get out of the field entirely, to do something different. She isn’t sure about her next career move, but she knows it’s time to leave this situation. Making an effective exit is her primary objective. However, she has never resigned from a job, and the stakes are rather high. She is unclear as to the process and ideal protocol. She is concerned that senior management will react poorly. She fears an ugly confrontation which may compromise her financial goals. She lacks experience and therefore confidence. But, she is a professional. She is beginning to craft a plan.

When she concluded the background information, the conversation turned to process. She is subject to a management contract with provisions for voluntary termination. She asked how much explanation was required. Should she talk about her displeasure working for the company? Should she reveal her disappointment that after 25 years she has little say in the firm’s direction? When should she discuss terms of her separation? When should she give notice?

My advice was to exit the company as the professional I know her to be. Stay focused on her desired financial outcome. I told her that she is not required to share her rationale for leaving. Just tell them that she has decided to take her career in a different direction. Be positive about her time with the company. Express gratitude for her success and professional development. Don’t say anything that would put management on the defensive. Keep the conversation friendly and positive. Offer to help with the transition, to be available for an extended period, to be determined. I impressed on her that her resignation is the beginning of the negotiation for her severance package.

Joanne agreed to complete the following action items.

1. Itemize her terms, including compensation due
2. Talk with other trusted advisors to gain their advice
3. Draft a letter of Resignation
4. Consider role-playing

By the time we finished our lunch, I could tell that Joanne was more confident. She saw the
logic in my strategy and believed she could make it work. She had clear direction as to next
steps. She had begun taking control. I am looking forward to our next discussion in this
matter. I know it will be interesting.

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

Jim Weber, Managing Partner

ITB Partners

Jim.Weber@itbpartners.com

Author of: Fighting Alligators: Job Search Strategy For The New Normal

Current Assignments

1. COO- Atlanta-based Casual Dining Restaurant Company - New

2. Controller - Atlanta-based Consumer Products - Digital Company - Completed

3. Director of Biz Dev, Atlanta-based B2B Professional Services Company:    Completed

4. Payroll-Benefits Manager, Atlanta-based Retail Company:  Complete

5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete

6. Controller - Atlanta-based Restaurant Company: New

7. Outplacement Assignment - Atlanta-based Manufacturer:  Complete

"What we've got here is failure to communicate." Strother Martin, Cool Hand Luke, 1967

Two weeks ago, Robert approached me for help with one of our engagements.  He is providing field-level project management support for a forty-year-old construction company. It has been a successful engagement which has improved the productivity of the Principal.  Robert has established a solid foundation of trust and has done a good job representing our brand.  The client appreciates our work, but they are unclear about the next project.  We are at an impasse.  

There is a clear opportunity to expand this engagement and.  The client wants our help, but they're stuck.  They cannot quite pull the trigger to expand the engagement.   Robert has done an excellent job building the relationship but cannot get them to the next level.  Additionally, he is having difficulty managing other members of the team.  He has become frustrated by communications between the other Partners and the client.  Some of the discussions have bypassed Robert. This is clearly sub-optimal, creating confusion.  It also violates our business model as all such communications should go through Robert, the Partner in Charge.

Robert called a meeting, which included me and the other two Partners.  The objective was to get focused on the opportunity and develop a strategy to expand the engagement.  Yesterday, we met together as a team.

Robert had three primary objectives for the meeting:

• Discovery: understand the opportunity to expand this engagement
• Local resources: who else could we bring in to help
• Understanding short-term wins and how to exploit them

The first agenda item was to understand the client's culture; their goals and aspirations; and their management style. This company wants to grow.  They have built forty years of goodwill, which is the basis for their marketing strategy.  However, the recession had a major impact on the company. In many respects, they are relaunching the business.   One thing is clear, they need a business development program.  Without help, they will find it difficult to grow.

The client has three major objectives:

• Grow the business
• Enhance brand equity; Strengthen their strategic relationships
• Improve their productivity and operating effectiveness

Robert followed the client overview with a discussion on the communications protocol.  He dispatched that issue, achieving alignment from the others.  I reinforced the point, reminding them about our code of conduct.

Robert and his team came to the meeting prepared with an outline as to how each would approach the situation. I thought it somewhat amusing as all of the documents were typical corporate-style outlines with jargon unfamiliar to most entrepreneurs. I was beginning to understand that we own the communications problem. We are not speaking the client's language, and we aren't helping them with their decision.  In other words, we need to make our case in very clear terms. I suggested that the team might better connect with the client if they translated their terminology into plain-speak.

I spent most of the meeting listening to the discussion, trying to understand everyone’s point of view.  Like many smaller companies, planning is not a part of their culture. They are in a reactive mode dealing with the crisis "de jour."  They are victims of a time management.  There is no doubt that we can help them, once we formulate a communications plan.

Toward the end of the meeting, I had an epiphany.  I told Robert that I should write an article about the company.  Telling the company's story could serve as the foundation for their re-positioning.   We could use the article to demonstrate our capabilities to our clients and prospects.  I saw a clear opportunity for a win-win.  This would give me an opportunity to become familiar with the client and establish a deeper rapport.  Today, Robert told me that the client likes my idea and wants to move forward.

In conclusion, it might be cliche' to say that a successful engagement depends on clear and effective communications.  But, we cannot help them if we cannot make our case.  We cannot make our case if we aren't speaking the client's language.  We cannot speak their language until we know them well enough to develop empathy.

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

Jim Weber, Managing Partner

ITB Partners

Jim.Weber@itbpartners.com

Author of: Fighting Alligators: Job Search Strategy For The New Normal

Current Assignments

1. COO- Atlanta-based Casual Dining Restaurant Company - New

2. Controller - Atlanta-based Consumer Products - Digital Company - Completed

3. Director of Biz Dev, Atlanta-based B2B Professional Services Company:    Completed

4. Payroll-Benefits Manager, Atlanta-based Retail Company:  Complete

5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete

6. Controller - Atlanta-based Restaurant Company: New

7. Outplacement Assignment - Atlanta-based Manufacturer:  Complete