Strategic Business Leadership. Learning Objectives Know how to write the personal and company vision Know how to write SWOT statements Know how to analyze.

Strategic Business Leadership

Learning Objectives

Know how to write the personal and company vision

Know how to write SWOT statementsKnow how to analyze data in tool to develop

vision and SWOT statementsUnderstand how to engage members in the

SBL process

Working with SBL

Ideal situationsReal world experiences

Introduction to SBL

Exercises Exercises may be worked on

with the Coach during coaching sessions.

Owner may work on exercises without the Coach between sessions, if desired.

The Coach can edit members’ responses to statements during or after coaching sessions.

Review of the Front Wheel

The Front Wheel: Provides direction, which is powered by

the Rear Wheel. Looks at the personal drives of the

business owner to set the best course. Provides everything to achieve goals

set for the owner within the business.

Front Wheel: Personal Vision

Work role and time involvement Personal passion for what you do best Clear definition of what you need and want from

company Material desires and lifestyle Non-material values—psychic rewards Family desires Retirement Business exit strategy Any pocket visions

• Personal Vision Statement Maintain controlling interest in my business while

reducing my work efforts to no more than 25 hours a week

Take mid-six figure annual income from business to maintain current lifestyle

Spend minimum of six weeks each year with wife on our sailboat

Only perform activities in business I enjoy including selling major clients and handling media relations

Develop son-in-law as COO to run the business day-to-day

Feel sense of accomplishment in my painting Write and publish (self publish if necessary) a fiction

novel

Frank’s Personal Vision Statement

Rear Wheel Objective

To move the leadership style of business owners from “Idea of the Week” to a style based upon Strategic Thinking.

Idea of the Week

Idea of the Week

Idea of the Week

Idea of the Week

Idea of the Week

Step 1: Company Vision

Components of a Company Vision What is your market position? What will your company do? What geographical markets do you want to

be in? What particular market segment will you

focus on? How do you treat your stakeholders

(customers, employees, vendors, etc)?

What is your cultural statement?

Frank’s Business Vision Statement

Frank’s Business Vision Statement To be a high-quality, custom solutions provider with state-

of the art metal fabrication technology for the metal fabrications industry.

To manufacture our products in the USA. To sell solution metal fabrication products throughout

North America through a sophisticated selling system. To have an enlightened, skilled, dynamic, forward-thinking

management team supporting and directing a motivated, loyal and flexible workforce.

To develop non-customized products/commodity products that could be bought in bulk by distributors.

To stay with, although not necessarily be on, the leading edge of new state-of-the-art materials.

Step 2: A Look in the Mirror

Company SWOT

Company Strengths

CompanyOpportunities

CompanyWeaknesses

CompanyThreats

Step 2: A Look in the Mirror

Company StrengthsThose strengths possessed to a greater

extent by your company than by the competition.

Examples:ProductsGeographic MarketsCustomer, Client or User SegmentsSales and Marketing

Must look at the owner’s strength

Frank’s Strength Statement

Frank’s Strength Statement Our company strengths are our reputation for quality

workmanship in our products and a talented, experienced engineering team.

Our firm is renowned for the unusual level of customization we offer at reasonable pricing levels.

Our product line in our niche market—namely specialized framing brackets, custom bar-joists and angled girder plates—has been exceptionally successful.

We have loyal customers who count on our precision components to “fit first time, every time.” Consistently meeting—and even exceeding—our customers’ expectations results in a high rate of repeat business from shopping center and commercial building contractors.

Step 2: A Look in the Mirror

Company Weaknesses Identify the major weaknesses of your company.

Focus on weaknesses possessed to a greater extent by your organization than by your primary competition.

Look for characteristics responsible for product failure.

Most owners want to focus on strengths and ignore weaknesses.

Must look at the owner’s weakness

Frank’s Weakness Statement

Lack of focus by the CEO on Big Picture items. Quality-control problems due to way managers and

employees are compensated. Company sales are more dependent on one salesperson

than other, causing her to be overburdened. We have no formally designed sales structure or

systems for prospecting for new business. Our inventory turn rate is low and ties up capital. 75 percent of receivables are over 30 days, even

though the sales terms of the company are net 30 days. Shipping costs are high which limits our ability to ship

outside a certain radius.

Step 2: A Look in the Mirror

Company OpportunitiesWhat internal or external opportunities

exist that: If eliminated, changed or improved could

have major positive impact. If capitalized on by the company could

have major positive impact. Owner may have an opportunity that can

aid the organization.

Step 2: A Look in the Mirror

Opportunities may exist because of:

Raw Materials

Competition

CapitalLegislation

Step 2: A Look in the Mirror

Economic Trends

Changes Taking Place withYour Customers or Clients

New Product/Service

Environmental Changes

Frank’s Opportunity Statement

Frank’s Opportunity Statement Create a Planning Team that will meet weekly to discuss

company challenges and opportunities. Possibly produce a new aluminum line as an adjunct to

our current products. Get ISO certification and form strategic alliances to

improve our cost structure and open new markets in other countries.

Modernize the fabrication plant to lower the number of production personnel hours.

We may be able to enter a larger market in a city within our current market range.

We can develop a distribution strategy to attract new distributors around the country.

Step 2: A Look in the Mirror

Company Threats What has real possibility to happen in

the future to hurt your company, but over which you have no real control.

You can prepare for threats, but you can’t stop them from happening, only react to them.

Add owners threats (illness, incapacitated)

Frank’s Threat Statement

Frank’s Threat Statement Threat of new competition from composite

materials replacing steel in our type of products in the future.

New competitor from 200 miles away who may secure our customers with lower pricing.

May lose our good sales representatives due to the lack of sales plan.

Growing unionization of welders locally is a threat to our hiring capable welders within our current wage range.

Question and session take a way

SBL (Part 3): Company Plans

Learning Objectives: Setting a Goal for a Critical Success Factor Conceptual vs. specific Strategies Building S.M.A.R.T. Action Plans Understanding the use of Tactics

SBL (Part 4): Making it Happen

Learning Objectives: Dealing with obstacles to Strategic Focus Changing course when necessary Reviewing and modifying plans Value of Operations Team (Planning Team)

Getting Your Member to Use SBL

Learning Objectives: Dealing with common objections Embracing SBL as part of personal and

company culture Reinforcing SBL benefits through use of

Personal Vision

Your SBL Statements

Learning Objectives: Personal & Company Vision review Individual facilitator approaches Importance of proper format and sequence of

your SBL plan Assuring your SBL alignment for success

• Personal Vision Statement Maintain controlling interest in my business while

reducing my work efforts to no more than 25 hours a week

Take mid-six figure annual income from business to maintain current lifestyle

Spend minimum of six weeks each year with wife on our sailboat

Only perform activities in business I enjoy including selling major clients and handling media relations

Develop son-in-law as COO to run the business day-to-day

Feel sense of accomplishment in my painting Write and publish (self publish if necessary) a fiction

novel

Frank’s Personal Vision Statement

Frank’s Business Vision Statement

Frank’s Business Vision Statement To be a high-quality, custom solutions provider with state-

of the art metal fabrication technology for the metal fabrications industry.

To manufacture our products in the USA. To sell solution metal fabrication products throughout

North America through a sophisticated selling system. To have an enlightened, skilled, dynamic, forward-thinking

management team supporting and directing a motivated, loyal and flexible workforce.

To develop non-customized products/commodity products that could be bought in bulk by distributors.

To stay with, although not necessarily be on, the leading edge of new state-of-the-art materials.

Best Training Take-Aways

Aha moments Commitments to your prospects Commitments to your members Commitments to yourself

This is not…

T H E E N DThis is…

The B E G I N N I N G !