My business coaching approach was originally built around “The Eight Pillars Of Business Prosperity“. This blog still has this approach.
I believe that there are eight core elements or pillars to any business and you need to be working on each of them to get the best results from your business.
In fact any one of the eight could be a major constraint holding back your business at the moment, which when released, makes your business gain momentum. That’s important. Your focus should be on your biggest constraint, the area that is causing the most friction in your business money-making system.
Here are the eight pillars:
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Pillar 1 – Your Critical Numbers and the way you measure and manage the performance and results across your all the functions of your business. Your critical measures provide the performance benchmark for any future business development ideas.
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Pillar 2 – Your Vision and the way that it is translated into Goals and Priorities that allow you to proactively manage your Time and the time of your employees.
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Pillar 3 – Your Market Position and how you find profitable opportunities and differentiate yourself from your competitors.
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Pillar 4 – Creating More Leads by attracting more prospective customers.
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Pillar 5 – Converting Leads Into Customers.
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Pillar 6 – Making More Sales To Existing Customers.
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Pillar 7 – Leading Your Team.
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Pillar 8 – Systematising Your Business.
One of the ways I explain business coaching is that it is a process for helping you to get from where you are to where you want to be.
The Eight Pillars of Business Prosperity has been designed to help you to clarify where you are, what you want and how you will move forward on your journey.
Why I Increased My Focus
After my health problems in 2009 and 2010, I accepted that I was facing an impossible challenge. I couldn’t keep up to date with what was happening in all the different areas of management.
I decided to specialise in:
- Marketing
- Business Strategy
And I was never going to lose the core beliefs from my training as a Chartered Accountant and my experience as a finance manager/director in industry and commerce. I don’t keep up-to-date with the changes in finance reporting standards and tax but the basic understanding of what drives revenues and costs, profit and cash flow is ingrained deep within me.
If we work together and we drift outside of my knowledge of good practices I will tell you and please, assume I know nothing about legal compliance issues.
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