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Host: Jessica Dewell
What is dimensionality and use it within ourself so we can use it effectively in groups.
What we really know (and don’t know) at any time about our business.
Live Audience Question: If everyone in a company is in charge of a business growth strategy are there different levels of how should we as leaders include people in that strategy?
Three questions to ground and guide discussion and decisions.
Live Audience Question: I have a feeling that the way we talk today about business growth is linked to the company culture, what should we work on first – for optimal results – company culture or business growth?
Work from shared meaning and a Jess-Story-Fail: self help book managing.
Have you shared your growth strategy with everyone in the company (and is it written down)?
Live Audience Question: If I’m a solo-preneur, when you say “everyone is in charge of my growth strategy,” does that mean “just me”?
Do you know where you, and the team, are at in achieving the growth strategy right now?
When we lose our largest client.
What are your competitors doing?
Live Audience Question: What are best practices in sharing growth strategies and results with everyone when they’re also sensitive or confidential.
It’s BOLD to learn how to share the responsibility of growing your business.
Jess Dewell 3:01
When we’re thinking about growth strategy, it’s about dimensionality. All that means is we have more than one perspective. Look at something through one lens, wearing one hat, take off that hat, switch to another hat, and look at the same set of data with a different hat, a different set of experience, a different perspective. And then be able to work within ourselves, the realm how we as individuals think.
Jess Dewell 4:03
Who is in charge of your growth strategy? And if you just said, you or somebody else’s name, instead of the word, “everyone,” this is the right program for you today. Because, of course, the buck stops with whoever’s in charge, and we’re all in charge of something. So the buck stops with each one of us
Jess Dewell 5:23
To choose what’s right for your business, it comes back to your mission., what are you doing in your business?
Jess Dewell 5:38
The product that you’re offering is doing something. It is providing a value to somebody. And understanding what that is, helps filter out all the right decisions for the best right decision for right now.
Jess Dewell 6:08
What we don’t say is equally as valid as what we do say.
Jess Dewell 6:28
If somebody doesn’t care, there’s going to be an element of everybody that doesn’t care. So everyone is in charge of growth strategy. And everyone is in charge of understanding how their role impacts the bottom line, and what information can be collected, within the work that’s being done within the people being talked to, within each of the roles.
Jess Dewell 7:55
There are three things that we really know about our business. We know our mission, we know our vision, and we know our value. It’s like a map with that big “you are here” button that’s on it, that you see in different places. It’s the “you are here,” your vision, mission, values.
Jess Dewell 13:28
Sometimes getting paid, and having to go to collections and all this other stuff, or waiting. It just comes from our own aversion to wanting to ask for or understand what money is all about, or our own hangups around money. Your hang ups, my hang ups, the team’s hang ups, the company’s hang ups, the other companies’ hang ups. If we can get through some of that, it sets a standard of where else are there potentially triggered conversations that are impacting our communication, that are impacting the opportunity to set up working as much as possible, and as deeply as possible, serving each of our clients that we have.
Jess Dewell 14:35
Part of having growth strategies, responsibility is understanding that some people around us may not interpret, use, or take on the vision, mission, values in their role. And when that happens, that’s okay. Because all we can control is us.
Jess Dewell 15:16
The first question is, Have you shared your growth goals to every person in your organization? The second question, Can you rattle off where you are at right now, with your responsibility and your team’s responsibility in achieving that growth goal? Third question, Really, do you know what your competitors are doing? Or do you only see their ads?
Jess Dewell 17:26
We’re all responsible for growth in some way. To be accountable for it means yes, I am going to hear it. I’m going to accept it. I am going to internalize it. And I am going to use that information in the output of what we’re working with.
Jess Dewell 18:05
Customers have changing expectations, and everybody’s trying to figure out how to grow. We’re trying to figure out how to grow. Our competitors are trying to figure out how to grow. Our customers are trying to figure out how to grow. If everybody’s trying to grow, but we’re forgetting to look around and see what are the actions that somebody’s taking in an outward fashion to show growth, to attract growth, to develop growth, whatever that looks like. That’s going to be some external inside that can add dimension.
Jess Dewell 21:20
Culture can sabotage growth, and a lack of growth can sabotage culture.
Jess Dewell 21:33
Culture and growth starts with responsibility and accountability.
Jess Dewell 22:30
An inconsistency in either being focused on growth, being focused on culture, directly impact the other.
Jess Dewell 37:41
When we are in crisis, we revolve back and go backward to what worked last time.
dimensionality, growth strategy, impact, communication, culture, consulting, mission, values
Who’s in charge of your growth strategy?
Everyone in your company is responsible for the growth strategy. It’s up to you to ask questions to ensure you know what your responsibility is to achieve growth. Space, quiet, even a short a change of pace is necessary to foster the ability to think about how to achieve growth goals. Jess Dewell explores the question: Who’s in charge of your growth strategy?
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