On a personal level we call it a resolution. In business it’s called a plan, a strategy or just a plain ‘ol goal. The beginning of the year is the most popular time (although it shouldn’t be the only time – but we’ll leave that subject to a later date.) to contemplate improving ourselves, our lives, our businesses and the world around us.

 Give back to the community;
 Increase profitability by 20%;
 Realize the work/life balance you crave;
 Improve your level of physical fitness;
 Expand your business to a 2nd location;

….It all starts with a vision.

As business people, we tend to dismiss the discussion of vision and belief, or faith, as being “out there” or “too new age” to be a business application, but the importance of vision in a strong leader and in a successful company is undeniable.

To have a vision means to literally see yourself having achieved what it is you want to achieve.

Imagine:
 You hear the applause as you cross the marathon finish line;
 You see your 7-digit savings account balance;
 You taste the ‘99 Cheval Blanc as you toast your first million dollar deal;
 You feel the wind and sun on your face as you motor along the coast of Maine in your new 52 foot Grand Banks (a gift to yourself for meeting your 20% profitability growth goal).

Your vision is your burning desire and you live your success first, in your mind.

One of my favorite quotes is: “Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.” --Joel A. Barker

Future- focused planning, visionary leadership – these may seem like a new ideas, but if you pay attention to business books, journals and publications you know that the topic of vision, visionary leadership, future-focused management, etc. has been around for years. Written in 1994, the book Built to Last – Successful Habits of Visionary Companies by Jim Collins, Jerry I. Porras, spent over 6 years on the Business Week best seller. These discussions have now become more mainstream.

Small businesses tend to lag larger businesses in adopting new ideas. Don’t continue to play catch up. Business is business, large or small. As 2006 begins, I challenge you to develop a vision of yourself and your business succeeding, achieving the results you need to take your business to the next level.

Develop and protect this vision as you would any other valuable business asset. Visit this vision regularly throughout the year. Then, with your vision in the forefront, you can’t help but take the actions that will move you closer to making it real. I think you’ll be surprised by the difference such a seemingly “out there” practice can make.

To get you in the mood, here are some of my favorite pearls of wisdom on the subject. Here’s to your happy, healthy, wealthy and wise 2006. ..and remember, BE BOLD. It all starts with a vision.

Throughout the centuries there were men who took first steps down new roads, armed with nothing but their own vision. –Ayn Rand

Capital isn't scarce; vision is. –Sam Walton

If you don't have a vision, nothing happens. --Christopher Reeve

Formulate and stamp indelibly on your mind a mental picture of yourself as succeeding. Hold this picture tenaciously. Never permit it to fade. Your mind will seek to develop the picture. –Norman Vincent Peale

The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet. – Theodore M. Hesburgh

I skate to where the puck is going to be, not where it is going. –Wayne Gretsky

Where there is no vision, there is no hope. –George Washington Carver

Do you know the difference between Management and Leadership?

Below are distinctions between management and leadership and a few features each tends to emphasize.

Leadership
1. One who leads or guides others to destinations they would not go alone.
2. Vision & Inspiration
3. Leadership of people
4. Effectiveness “doing the right things”

Management
1. One who handles, or directs
2. Control
3. Management of things, resources, schedules
4. Efficiency “doing the things right”

Most people have a higher comfort level for management tasks, and I don’t mean only the management of staff. I mean the overall, day-to-day function of managing and doing 'things'.

I also believe that most organizations are “Managed” and that few are actually well-led. This is a key reason why many businesses are unable to break away from the pack, to differentiate and to see the big success they know should be possible.

You may be limiting your own success and that of your business, not for the lack of motivation or the lack of management skills. You may be limiting your growth by the lack of a strategic vision; by not “seeing” your organization thriving and reaching new levels of performance.

It has been proven that having a strategic vision adds real power to setting directions, motivating action, and guiding the decisions you make. Why then do so many organizations shy away making the visionary process part of their normal planning? Perhaps they are uncomfortable with a process they view as a “foo-foo” or “touchy-feely”. Or, perhaps they consider strategic vision to be impractical, too intangible or based on “fantasy”.

When done with precision, a strategic vision is intensely practical, reflects your values and ideals and is based on facts. Things to consider when framing your strategic vision include:

Scale – How big do you want to be?
Scope – What business expansions / contractions do you want in the future? Products, services, industries, locations, special niche focus, etc.
Competitive Focus – Differentiation between your offering your competition. Remember your competition includes businesses that are competing for your customers’ dollars, not necessarily providing the same products and services.
Image and Relationships, A.K.A. “Brand” – How do you want others to “see” you? What image do you want to project?
Organization and Culture – What are the underlying values that will guide your organization’s behavior and reputation? To what extent do you want to consider strategic alliances with other institutions?

Right now, take a few moments to envision 12 months into the future. Your business, your service or product, your life; describe them as if you were painting a picture or telling a story. Where are the results you will have achieved 12-months from now to have made this possible? Think about where you want the scale, the scope, the competitive focus, the brand, and the culture of your organization to look like or be at the end of 2006. Create your strategic vision. It doesn't need to be lengthy or eloquently phrased pros. Just write something that gives a clear picture of what you want your organization or business to become. This will give you the direction and sense of purpose that will guide your day-to-day decisions and actions, as well as those of your employees. Leverage your future to grow your present.

Until next time – Bold Results start with a Bold Vision! Go out there and Be Bold!

(The inspiration for this article came from a 1996 speech by Ian Wilson, in June, 2000. Thank you, Ian.)

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Note to Readers: This is the ninth article I've posted to the MaineToday.com BLOG. It would be nice to hear from those of you passing through. The point of writing these articles is to provide information that will help you learn new or reinforce existing and better ways to do business with the ultimate result of reaching the greater levels of success you know are possible. Please let me know you're out there and if there are any particular issues you find challenging in your busienss.

The snow is falling as I watch from my office window writing this article. December is a special month. We busy business people must take the time to reflect on December; acknowledge its uniqueness and “see” its beauty.

We business people must also take the time to reflect on the past 12 months before jumping into our 2006 planning and, at the very least, before our 2006 plan is finalized. It’s important to acknowledge the accomplishments and disappointments of 2005 and “see” the lessons each presented. What worked and what didn’t and why?

The clock is ticking down on 2005. As I write this there are barely 3 weeks left in the year. Take a few moments, right now if possible, to consider where you and your business were on January 1, 2005. What did you expect from the coming year? What results did you plan on this year? Was it: Increase Profitability xx%, Add xx New Customers, Generate $xx New Revenue?

And how would you grade your 2005 performance? Use the traditional scale (or at least it was the traditional scale when I was in school…) and give yourself and your business a grade for 2005.

100%________You should be writing this article.
90% - 99%____A
80% - 89%____B
70% - 79%____C
60% - 69%____D
50% - 59%____You’re in Some Real Trouble
Below 50%____You’re in Some Really Big Trouble

It is critical that you take the time to think about this and then to get to the “Why” of the grade. What were the most significant accomplishments and / or disappointments of the last year that brought about this performance?

Get two pieces of paper and draw a line down the center of each. On the top of one, write “Accomplishments”. At the top of the other write, “Disappointments”.

On the left side of the “Accomplishments” page write down all your 2005 accomplishments; from the simple: “Incorporated the Business” to the grand: “Broke the $1 million sales mark”.

Do the same on the “Disappointments” page. On the left side write down the disappointments from 2005; from the simple: “The increase in the price of oil has increased our expenses by 45%” to the grand: “Lost 2 major clients accounting for 30% of our gross revenue”. Don’t worry, no one has to see this and there’s no penalty for being too proud. There is, however, a penalty for not being totally honest with yourself. Face it and write it down.

On the right side of each page “see” and then write the lesson presented by each accomplishment and disappointment. What did you do (or not) that bought about the outcome? What could you have done differently?

For example:
Accomplishment: “Incorporated the Business”
My role? - Concern about potential tax and liability issues. Researched pros/cons of various ownership structures. Consulted CPA and attorney.
Possible Lessons: The only good business risk is the one you decided to take based on the potential for a greater reward. Keep sight of the details. Do what you know needs to be done.

Disappointment: “Lost 2 major clients accounting for 30% of our gross revenue”
My role? – Didn’t prioritize client contact outside of order/service delivery. Failed to deepen client relationship to the leadership level. Poor time management contributed to service delays.
Possible Lesson: Don’t overestimate the strength of the client relationship. Don’t under-estimate the “new guy” in town. Treat every client like a new client. Get to know the client at all levels. Cross-sell into multiple areas of the client’s organization.

When you’re through, read over your entries. Then put the papers away. Take a drive around the Old Port and down Congress Street. Head over the bridge and check out Mill Creek Plaza and the trees all aglow around the pond. Enjoy December, the beautiful lights, our beautiful communities and friends and family.

Before you conclude your 2006 planning, take these 2 pages out again and be sure to “see” and carry forward the lessons your 2005 accomplishments and disappointments present. In doing so, you’re less likely to repeat the mistakes and are more likely to duplicate and even improve on the accomplishments from the year before. This will give you a head start on 2006 and on making this year your Best Year Yet.

If you have any sugguestions for topics on future articles please send them my way. In the meantime, Until next time – Bold Results start with a Bold Vision! Go out there and Be Bold!