Thirty years of experience allows The Peak Performance Group, Inc. to provide expert guidance and knowledge and address problems no one else can.  According to Sheri’ Taber, CEO of The Peak Performance Group, Inc., “We work with leading organizations, big and small, to build their capabilities, leadership skills and proficiency. We invest significant time and effort equipping them for sustainable growth, while developing and transferring best practice expertise and functional know-how.”

“This,” she says, “prevents our clients from the stutters and stalls their competition is experiencing.”

Other challenges small business owners report as obstacles to growth are:

Growth
Seventy-two percent want to increase the number of employees within the next five years.

Sales
The majority of small business owners believe increased sales would boost confidence more than any other factor.

Marketing 
Half of the small business owners who believe increased sales would boost their confidence have plans to significantly change their marketing strategy within the next 5 years.  Twenty-eight percent of this group are developing or testing a proprietary product or service they plan to bring to market.

Cash Flow
Over half think that internally generated cash flows will be their most important source of financing desired investment over the next five years.

Skilled Employees
Sixty-one percent report the lack of skilled employees as an impediment and would hire at least one additional employee at the current market wage rate in the next six months if they could find people with appropriate skills. Over 37 percent would employ more than one.

 
Is your company spending enormous amounts of time and energy with less than breakthrough results?  Are you certain that everyone inside your organization is focused on and achieving what really matters – when it matters?  Are you getting your solution to all of your potential markets in the most profitable way possible?

Statistics show that less than 20% of what your people do has a direct impact on your organization’s strategic goals and objectives. When polled, most employees and leaders have no idea how their daily activities impact the company’s goals, direction or its objectives.  In other words, they aren’t doing the right things at the right time and that is costing you a lot of money.

It’s a dirty little secret: Most business owners cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else.

The Peak Performance Group’s Strategy Development Clinics and Workshops can help you develop innovative strategy and an execution plan that will increase your performance, profits and growth.  When the right people and strategy are in place, the organization’s operating processes, programs and activity can be strategically linked and driven by its goals and objectives.  An accountability driven, execution style culture becomes possible. Mistakes are reduced and eliminated, profitability increases, competitive advantage is achieved and sustainability becomes a reality.

Learn More

Contact us if you want to overcome the impediments to small business success.

By Jeff Haden

Hiring a consultant can be the perfect solution when your small business needs specific or specialized short-term expertise. Hiring the right consultant can be tough, though, and after you’ve checked credentials and talked to references, your decision is often based on the conversations you have with a potential consultant.

With that in mind, here are eight warning signs of a potential consulting engagement that won’t work out like you hope:

“Implementation will be easy and seamless.” Every project is disruptive. The best projects are often hugely disruptive because they involve considerable change. A consultant who downplays the disruption factor is inexperienced or fibbing. A consultant who sugar-coats the difficulty up front is unlikely to communicate proactively when problems inevitably occur.

“Don’t worry. We have all the answers.” A consultant’s job is to provide answers, in particular the answers you don’t have. After all, if you had the answers, you wouldn’t need a consultant. The best consultants are willing to say, “I don’t know — let’s figure it out,” because the best projects are collaborative.

“We provide a turn-key solution.” There are very few turn-key solutions unless a consultant provides simple equipment, hardware or applications, and even then, at least some amount of training or process modification is generally necessary. There will always be more training and start-up pain than you assume. Make sure “turn-key” means, “We’ll work with you until everything is running smoothly.”

“You know, I’m not sure your employees can handle that.” A consultant who downplays the skills of your employees is likely to be angling for a long-term engagement. Except in unusual circumstances, with the right training your employees can take over just about any task. Good consultants will show you how to bridge the gap so that eventually your employees are self-sufficient.

“That’s enough detail. I already have a good understanding of the requirements.” Some consultants love fuzzy requirements because misunderstandings or gaps create wiggle room later. Some even see scope-creep as a standard way of generating additional revenue. On the other hand, great consultants want to know as much as possible — the better they understand your expectations, the better they can deliver on those expectations. Think of it this way: A consultant who makes identifying requirements easy up front will often struggle to deliver a great project. Look for a consultant who goes the extra mile in nailing down details. Clear expectations are everything.

“You could handle that yourself, but I really don’t recommend it.” Poor consultants never point out ways a customer can save money. Great consultants operate just like you do. They try to build long-term business relationships, and they see losing a little revenue now as better than losing customers later when they realize they purchased services they didn’t need.

“That’s exactly what your employees want.” Your list of needs, and the list of needs your employees create (especially end-user employees) are often two very different things. Employee wish lists can be very long and very profitable for a consultant. A great consultant tries to reconcile various perspectives and owner/user needs so the project scope is clearly defined. A clearly defined project protects you — and ensures your employees aren’t disappointed later when everything on their wish list isn’t included.

“Absolutely.” Rarely can a consultant provide everything you want for the price and schedule you need. The word “No” might be disappointing, but sometimes it’s the best answer you can get. Think twice about a consultant who appears to agree to anything just to get the gig. Great plans — and great completed projects — are based on reality, not on wishful thinking. Hearing “No” before you get started is a lot better than finding out something isn’t possible after it’s too late.

© 2011 CBS Interactive Inc.. All Rights Reserved.

Read more: http://www.cbsnews.com/8301-505143_162-57342041/8-warning-signs-of-a-bad-consultant/?tag=nl.e808

The group Occupy Wall Street suffers from some of the same shortcomings represented in individuals and groups within the workplace in that they made a lot of noise over something they dislike, but lacked clarity around their cause. As for Occupy Wall Street, they’ve broken the law and as of the date of this writing, are being blamed for the layoffs of many uninvolved innocents. Unfortunately, this is terribly damaging to the credibility of their, um… well, I’d say cause or ‘what they want,’ but they reportedly haven’t clarified that, even for themselves. Few of their own protestors know what they want as an outcome.

Out of work: Employees craft sandwiches behind the counter at the cafe, where 21 of 100 have been let go

We’ve all heard it said, “Don’t make a complaint unless you have a solution.” I believe this is a valid mantra. I also believe it is valid to raise awareness of a situation in order to solicit buy-in and create collaboration around the concern. However, before a person or a group begins to make noise about it, they must have a shared vision and a clear cause. That takes planning.

You will get attention when you create noise. You are also likely to cause disruption and disturb the normal flow. It’s likely not the kind of attention that will produce positive change. You’ll unlikely solicit membership from credible leaders with influence if the noise you make and actions you take are not likely to make a positive impact against a clear cause and positive and meaningful outcome. If you cannot engender membership from highly credible, integritous leaders around your cause you are in trouble. Bugs are attracted to light. They are annoying, messy and produce inconvenience to those in their field of affect.

You won’t be taken serious if you don’t represent yourself as a leader (regardless of your position) with a vivid vision for change if you don’t have some viable and credible ideas that can at least motivate interest and create the environment for collaborative understanding and communication. You will not be able to create the required desire, engagement and action you need amongst those who have the power to support and effect change if you are disrupting or having a negative impact on business.

We need people within our companies and on the outside that are willing to get our attention for good. These kinds of leaders and visionaries have affected great changes in our country and in corporate America throughout history. If you are going to make a noise, if you are going to try to create positive change, do it in a way that motivates those who are affected by your noise to listen. If your noise and disruption negatively impacts those around you, if the “innocents” suffer casualties as a result of your actions, you’ll never solicit positive engagement around your cause – even if it is a good one.

If your organization doesn’t have a culture of inclusion, openness and transparency, begin a small focus group that collaboratively shares ideas that have the potential for the kinds of outcomes that are in the best interest of the company and its people. If you don’t consider what is important to the company and how what you want will benefit the company’s goals and objectives, you won’t get the attention or outcomes you seek.

You’ll get attention, but it won’t be good. The impact will likely be a huge blemish on your integrity, intelligence, credibility, popularity and employability.

Sheri’ Taber is an international award winning strategist, management consultant and CEO of The Peak Performance Group, Inc.

http://ThePPGinc.com

By Emily Maltby

Business owners are increasingly turning to consultants for guidance as they struggle to boost sales amid slower consumer spending, according to a recent article from CNBC. As more businesses turn to consultants to increase sales and cut costs, the Bureau of Labor Statistics expects total employment in the management, scientific, and technical consulting industry to grow by 83% by 2018.

When the recession hit Beehive Kitchenware Co., a firm that makes home décor and cooking tools, owners Jim Dowd and Sandra Bonazoli turned to a business consultant for help.

As Dowd mentions in the story, “Little Guys Tough It Out,” the business began to turn the corner after they implemented the consultant’s suggestions, such as expanding the product line beyond the signature pewter products and into ceramics and wood. Although Dowd and Bonazoli had thought about making such changes, the consultant “was able to show us the numbers and convince us that it was the right way to go,” says Dowd. MORE

http://blogs.wsj.com/in-charge/2011/10/10/good-times-for-consultants/

• Six Florida High School Seniors Win Scholarships from Small Business (11 May 2012)
  
• Join us for Lunch with Congressman Webster (3 May 2012)
  Congressman Dan Webster wants to meet with you May 23 in Orlando - join us for lunch!

The Index of Small Business Optimism gained 0.8 points ending a six-month decline, but about the only good thing to say about it is that the Index didn’t go down. The net percent of owners expecting real sales to improve became less negative by 6 points, “rising” to a negative 6%. The net percent of owners expecting better business conditions in six months “rose” 4 points to a negative 22%, not exactly a euphoric development.

http://www.nfib.com/research-foundation/surveys/small-business-economic-trends

If You Want to Lead a Growth Company

Why do businesses fail to achieve breakthrough performance?  Because they make things too complex.  From the top down, everyone’s day is cluttered with tasks that don’t impact the organization’s strategy and goals.

Organizations that leverage a “Stop Doing List” accelerate achievement, create breakthrough opportunities and increase shareholder value.  The Stop Doing List creates time and space to execute to goal aligned activities.

The Stop Doing List is also a vital component of your strategic plan. If your company doesn’t currently have a formal strategic plan in place – get it done – it is never too late or too early to get it done.

As the leader of your company, it is your job to spearhead the effective development of goal-aligned strategy and be the leading proponent of its execution and achievement.  It is your responsibility to set standards, culture, ethics and to control how your company behaves.

Another very important aspect of strategic planning is the identification of the organization’s Vital Few Objectives (VFOs).  These objectives clarify and direct the organization’s activity.  They bring with them priorities and responsibilities.  In order to attend successfully to the VFOs, leaders must develop, align and cascade Stop Doing List activities all the way down to the line people.

If you want to become a better leader, if you want to spend more time focusing on what matters, when it matters and if you are serious about creating a sustainable growth company, you’ll need to “STOP DOING” nine very specific things.

Sheri’ Taber’s “9 Things Leaders Must Stop Doing, If You Want To Lead A Growth Company” introduces “The Stop Doing List,” a powerful best practice principle and critically important step in the development and execution of successful strategy.  She’ll teach you Stop Doing Strategies that will catapult your company to successive next level bests!

Sheri’ presents this powerful workshop for small business owners who want to lead a growth company.  You may also access it “On Demand” at The Principles of Success Small Business Center – available by November 1st.  Pre-register and receive automatic complimentary access to “8 Days to More Money Bootcamp!“  Click here to learn more and to register.

How do you know what start up costs are going to be incurred? You’ll know this by developing a strategic Business Model and Business Plan. Your CPA or financial expert can help you refine your Financial Model component and a competent business start up advisor or consultant can help you put a plan together that delivers!

Our nation’s business climate is different than it ever has been and it will continue to evolve quickly. A network of experts will help you achieve your goals and reach levels of success that previous business climates could not have provided. In every down situation, opportunities emerge… What opportunities are waiting for you?

There are so many great opportunities in down markets. Businesses that want to compete must have the framework in place to achieve sustainable growth. 98% of business is a science. There really is little guess work; however, a whole lot of innovation and spot on alignment and execution against a strategic plan is required to achieve sustainable growth. Planning is critical. Knowing how to plan often requires expert help.

The investment to contract an expert is far less than what you are losing daily, weekly, monthly and annually when your plan is off the mark or leaves out critical observations, opportunities, threats and strengths you are not leveraging well today. The ROI can be in the 4, 5 and 6 digits depending on your business. A competent consultant will not take your business if you can’t gain significantly from their support and advising.

Today’s business climate is unlike any we’ve ever seen… I estimate it will continue to evolve in ways we’ve never experienced. You are an expert at your trade, widget or service – are you a business expert too? Here are some tips to Building a Sustainable Growth Business

Elizabeth Boyle, Social Media Guru, creative marketing maven and CEO of Reuni, LLC has been managing my social media strategy for nearly six months. I came across the information below and wanted to share it with you for two reasons:

• You need to know it and you need to employ it! If you can’t do it all, start somewhere – it’s now considered a minimum standard
• Elizabeth relentlessly stays on top of all 42 content marketing tactics for me (and all of her clients) and provides services for the five newest social media/marketing areas every business needs to leverage

Joe Peluzzi’s Content Marketing Playbook consists of all of the content marketing tactics and all are ranked in popularity by the CMI community.

The top 10 include:

1. Blog
2. Enewsletter
3. White Paper
4. Article
5. eBook
6. Case Study
7. Testimonials
8. Microblogging (i.e., Twitter)
9. Webinar/Webcast
10. Video

New for 2011
This year’s Playbook includes five brand new tactics added from the community, including:

1. Infographics
2. Online Survey Research Project
3. Discussion Forum
4. iPad Application
5. Multimedia Content Platform

Download the eBook [for FREE with NO subscription form]

Author: Joe Pulizzi