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The Being & Doing of Business - June |
Tamara Goddard (left): Business Counselor
& TACC Business Services Officer
Denise Findlay (right): Certified Professional Co-Active Coach & TACC Business Advisor
We here at TACC are always evolving and creating new programs and tools
in response to our clients’ needs and by using our own intuition about
what is needed next. As a result we have evolved the Coaching Corner
into what we call “The Being and Doing of Business”. This was an idea
that emerged as a result of some milestones taking place here for the
TACC staff. I just received my certification as a Co-Active Coach and
my colleague, Tamara Goddard, will be soon receiving her certification
as a Business Counsellor. Subsequently, we realized that much of the
work I do with clients in coaching has to do with how they are “Being”
in their business and much of the work Tamara does as a Counsellor has
to do with the “Doing” of it. The “Being & Doing” are a perfect and
necessary combination for success in business. You really can not have
one without the other. The “Being” focuses in on how you are in
relationship to your business, i.e. how you approach the many facets of
your business and how that affects your success in the long run. The
“Doing” focuses on taking the action necessary to make things happen.
The
“Being & Doing” Business Wheel model is a tool you can use to
create focus & actions for your growing business while honoring
your true life’s purpose.
 The centre of the wheel represents the learning and action required on your part in order to achieve the goals you set
forth for yourself in the second layer.
The second layer of the wheel represents the different critical areas of business that you may
wish to focus on in order to achieve your overall goals.
The outside rim of the wheel represents you and how are being in the
running over your business overall which supports your learning and
action and ultimately the achievement of your goals. Coaching
facilitates exploration in these areas leading to increased learning
and actions.
Definitions
Management
· The role of management is clearly defined and the Management strategy is developed.
· Policies and procedures well documented in Operations Manual.
· Management strategy consistently applied in day to day operation.
| Operations
· Operational efficiency is optimal.
· Operations Strategy developed and documented.
· Operations Manual developed and applied consistently.
| Marketing
· Niche market clarified and branding matches niche.
· Marketing Strategy developed and consistently implemented.
· Marketing strategy clearly supports long term growth targets.
| Sales
· Sales Strategy is developed and flows from
Marketing Strategy, supporting monthly financial projections.
· Sales tools are effective and
readily available.
· Sales goals targets are reviewed and adjusted on a monthly basis.
| Finances
Financial projections are fully developed and referred to monthly.
Financial projections support personal and operational requirements.
| People
People Strategy developed and reflected in day to day operation.
Employee professional development plans in
place.
Workplace offers opportunity for challenge and fulfillment for employees.
| Growth
· Growth Strategy fully developed.
· Long and short term goals guide daily operations and are reviewed consistently.
· Growth targets are consistent, realistic and measurable.
· Growth Strategy is flexible and reviewed and updated consistently.
| Systems
· Systems are in place to ensure consistency.
· Systems provide measurable results in the areas of management, operations, marketing, sales,
finances, people and growth.
· Systems are flexible and reviewed and updated consistently.
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Try It!
The
eight sections of the wheel represent the different areas of business.
Seeing the centre of the wheel as 0 and the outer edges at 10, rank
your level of satisfaction with each area by drawing a line to create a
new outer edge. The new outer edge represents your wheel of business.
Based on this, which areas would you choose to focus on?
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