When I was in university my degree was a Co-Op program - which meant that I had several work-terms through my degree that allowed me to experience different businesses and industries. It was fantastic. I loved my degree and experiences at that time.

In one particular experience, I had the privilege of working in two businesses that shared admin resources (me) which was a partnership between two individuals - one an interior designer and the other a marketing consultant. It was a fascinating look inside these two diverse industries.

At the time, I noticed two hard-working Business Owners with a passion for their work. It was only years after that experience that I really understood the significance of how they ran their business. 

What I learned:

There’s much talk these days about a recession and what that could mean for our own businesses. Recessions can be tough for some and yet others thrive. What’s the secret? Is there one?

In my research I’ve identified strategies that can help businesses not only survive, but thrive during economic downturns.

What I found can be summed up in three main areas:

What’s not to love about your favourite customer?

Whether it's the fact they’re wonderful people to work with, provide you with much of your business, they pay on time or you simply look forward to your interactions together; whatever the reason, each time you do business with them, it’s a good day :).

And why not? I love it when business is fun and enjoyable.

But could working with your favourite customer put your business at risk…?

Our vision is to see more purpose-driven companies excel and sustain through generations, making a positive lasting impact on the world.

How does my company contribute to this?

We coach founders & owners to grow by adding transferrable value, create a succession platform and take a vacation.

Part of lasting through generations is capturing the brilliance, savvy and know-how of you, the founder and owner, to ensure you don’t leave a knowledge gap when you decide not to be directly involved in your business anymore.

Your knowledge is gold and is the foundation of how your company started and what contributes to its ongoing success.

Even if you are aren’t thinking about passing your business to another in the future, or at the point where this has even entered your mind; capturing and transferring knowledge is a skill that takes practice and planning. It’s possible and it doesn’t have to be perfect or complex. And, it can be a process that evolves.

When I was younger I loved to dance. (Well I still do, but I actually took lessons and performed in my youth). What I admired about professional dancers was their athleticism, their grace and their superb amounts of skill. The way they could capture an audience and tell a story through movement.

What I learned was in order to get to be so skilled and master their craft, they practiced all the time and often practiced the basics. Like a musician mastering and warming up with scales. It’s the foundational steps and method that help them to hone their craft. It’s focussing on the foundations of their craft that built the muscle memory and capacity that they have today. The ballet dancers always came back to their pliés.

When I hear and speak to business owners and founders today who want to grow their companies, some of them have all sorts of plans and initiatives. I always love hearing about their plans and vision. It’s inspiring. Until I hear about their method…

Being able to articulate your company’s vision simply is powerful.

It supports your decision-making, how you lead, and provides a guidepost for your company to work towards.

Sharing it with your team, your clients and suppliers can be equally as powerful so people know what you’re about. People are attracted to doing business with companies that have passion and purpose.

If you haven’t articulated or written your business’ vision in a while, I encourage you to use this simple framework which includes what success looks like.

Here’s a vision framework for you to work with:

One of the reasons I see businesses plateau in their results is not funding, or lack of ideas, but resistance in letting go. Letting go and letting their employees do what they were hired to do.

And for some, simply hiring someone can be a huge hurdle to cross.

By letting go and increasing the responsibilities of those around you, you create one of the foundational components to growth and scale.

It can be difficult and challenging.

What does it often come down to?

Trust.

Trust in them, trust in your business as an overall entity, and trust in yourself.

You don’t need to get through your to-do list, focus on managing your priorities.

With changes happening regularly, sometimes hitting us daily, challenging our focus and shifting our plans, you can pretty much toss that to-do list out the window.

These days our weeks are anything but predictable, yet our work must continue.

So, how do we continue to adapt to our still-changing environment?

“I’m too busy growing my business to think about processes”

“Process stifles creativity in our organization”

“Process is considered a dirty word in our company”

I’ve seen too many companies suffer from their belief that if they put structure and flow into their business, their people will feel ‘stifled’.

You know what lack of process, or infrastructure does? It inhibits communication, reduces role clarity, creates inconsistent performance, creates uncertainty when problems arise, and slows growth. Unfortunately, the list doesn’t end there.