Most business owners I work with want to grow their businesses.
I guess this probably applies to most businesses in general. But
growth for the sake of growth alone is not always healthy for a
business or its people.
I?ve always believed a business should strive to be healthy
rather than focus just on growth. Of course, this begs the
question, ?What make a business healthy?? This question comes up
often for me so, I have crafted what I call my Healthy Business
Manifesto.
(Before I dive in, I should clarify one point. When I use the
word "business" I mean any organization that has people, money
and a purpose, not just a for-profit business in the traditional
sense. A business can be a non-profit organization, a school, a
church, a government agency or a membership association. It does
not have to be a for-profit entity.)
To be healthy, a business needs to have several things going for
it. Here are the factors I would look for in a healthy business.
First, it needs to have a clearly defined mission that its
owners, managers and employees understand and support.
Second, the business should have resources that are appropriate
to meeting the mission. Lacking them, it should have a realistic
plan to acquire those resources.
Third, each person in the organization should understand what
their role is and how it fits into the overall mission of the
business. They should be able to see a clear link that connects
their success to the success of the organization.
Fourth, the people who own and manage the business need to
understand and accept their role as resource providers. Their
responsibility is to make sure their employees have the
necessary resources at their disposal to be successful at their
jobs.
Fifth, the business needs to generate enough profits to fairly
compensate everyone involved. This includes owners, employees,
managers, vendors, contractors, customers, host community and
perhaps others. Anyone who participates in the success of the
organization needs to be compensated fairly. This compensation
needs to come from the operating profits of the organization.
(Rather than from capital contributions, loans, etc.)
Sixth, the business must have a system in place to monitor the
extent to which it is accomplishing its mission. It should be
able to stay directed toward and course-correct whenever
necessary.
Seventh, the business must be a fun place to be. Whether you're
an owner, manager, customer, employee, vendor, volunteer or
whomever, you should enjoy being a part of the organization.
Does your organization meet these seven standards? If not, what
can you do to help your business become healthier?
About the author:
Kevin Stirtz is the president of Coffee News Twin Cities LLC. He
is also a national trainer and mentor for Coffee News USA and an
online columnist for AllBusiness.com where he writes "Better
Local Marketing." He can be reached at www.BetterLocalMarketi
ng.com or 1-952-212-4681.
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