In a previous post, I outlined the importance for executives to stop working “IN” the business more than they work “ON” it. The challenge for most executives, of course, is that in order to back out of day to day tactical work, they need to have a trusted team in place to handle the “IN” work. This is where it gets tricky because the hardest part of delegating “IN” work is trusting that it will be done well. Often times, delegation happens in the thick of stressful time crunched situations where, without proper training, employees will likely fail. And that’s where our mindset needs to change... Because delegation is a short game strategy. Teaching is a long game.

One of the core tenets of scaling a business is to spend more time working ON it (meaning focusing on strategic activities that drive growth) and less time IN it. This can be incredibly challenging for execs that are really competent and may feel more comfortable with tactical work, or for those of us (and I’ll raise my hand here) who are type-A control freaks and figure it’s just faster and easier to do everything yourself. Unfortunately, both of these behaviors can present significant barriers to growth.

Somewhere along the way, you may have become convinced that stasis is safer than movement. Consistency feels comfortable; volatility is frightening. But, in this ever-changing world, we are constantly forced to reinvent ourselves and, in some cases, our businesses. And this reinvention process by very nature requires an entrepreneurial mindset. Constant reinvention requires the ability to drive a long-term vision, create opportunities for growth and foster new ecosystems. But how to actually DO it?

Most growth-focused businesses have processes in place for ensuring customer satisfaction and loyalty, but what does it mean to have a truly customer-centric business, particularly as it relates to marketing?

Although we’re just a little over a month past the halfway mark of 2018, now is the time to start thinking about strategic planning. Not the plan itself... but the plan behind the development of the plan.

Scaling sales is the number one challenge most businesses face. Whether you’re struggling to drive lead generation, responding to incoming leads, staffing a sales team, or modeling sales compensation, sales likely takes up more headspace than you may like to admit. In truth though, we often make sales much harder than it has to be.

With a glut of new business books launching on a weekly basis, it can be challenging to figure out which are worth the time investment. And by “worth,” I mean books that deliver actual field-tested strategies that can easily be implemented in your day to day business... no theoretical BS.

What makes a business a success? Is it a great idea? Access to funding? Great staff? Although an innovative idea, money and an awesome team can be instrumental, in truth, there are many founders who face extraordinary odds (more than 50% of businesses fail in the first three years) and somehow manage to power through.

Technology is often discussed among loyalty marketers as an integral way to magnify customer engagement, customer experience, and customer loyalty. But, technology can also have a counter-productive effect.