Business Vision is the key to Business Success

Now that you have a personal vision on why, how and what you want to get out of your life it’s time to ensure your Business’ vision supports your personal vision.

Business Vision 01


There is one commonality amongst successful business owners and that is a very clear vision on why, how and what they are committed to achieving personally and from their business.

A successful business owner starts with why they are in business because this enables them to overcome any road blocks that may be in their way along their business journey.  Should you not have a vision you leave yourself exposed to external forces which inhibit your ability to overcome road blocks.  It is the business vision that you are driven by that enables you to take control and be responsible for the decisions that you make.  By doing this you eliminate external forces from blocking your business success.  These are the reasons why your business vision is the most important tool for business success.


There are many ways to critically think and brainstorm your business vision, the following are a few activities to get you visioning about your business over the next 5 years:

Where you are right now?

SWOT Analysis

o   External factors (Threats and Opportunities) – competitor focused.

o   Internal Factors (Weaknesses and Strengths) – your business focused.

o   What do you want to be famous for?

Points of difference

o   What are the Top 3 things THEY get wrong that YOU get right by comparison?

o   What do YOU get wrong that THEY get right by comparison?

o   How are you different from your competitors? Is it obviously different or quite similar?

o   Why would customers purchase your product/service over your competitors?

What business do you want to become?

Target market

o   Who are your customers that are raving fans?

o   Who should you have as customers that your opposition have?

o   Who shouldn’t you be working with?

Quality position

o   How do you tell the difference between a GOOD verses a BAD operator in your industry?

o   What Quality should you be known for?

Customer service

o   How would you want to be dealt with?

o   How should you treat your customers?

o   What standards should you set for this as a minimum?

Summarise your critical thinking and analysis and prepare a one page document, dated 5 years from now, in the 1st person, that illustrates WHY, HOW and WHAT you are operating your business.  Ensure it is in alignment with your personal vision.  Sign it off as a commitment, review it routinely and note where you have chosen to edit your path.

Business Vision 02

To amplify your business success ensure that the key members of your business understand and where possible have contributed to the business vision.  Over the years it has been a pleasure watching the smiles on the faces of long term employees of a business when they are introduced to the businesses vision.  They are involved in the business’ Why!  This is the same for your customers, suppliers and the public as it illustrates commitment to act your beliefs.

WHAT next?

If you need any further inspiration to WHY you are in business and what your business vision should look like then watch Simon Sinek’s TED talk.  I guarantee it will be the most valuable 18 minutes you have ever spent working on your business.

Book in for a 2 hour free no obligation discovery session with me to take your business to the next level!


Business is Personal

Your personal vision

There are many business articles and blogs that analyse why personal relationships in business are beneficial.  What I want to touch on is a little deeper being the importance of a personal vision for a SME business owner and how that relates to their business vision.

Business is personal

Many businesses have a business plan that includes operational strategies that underpin the culture, structure and vision of the business.  What is usually lacking is the business owner’s personal vision which should be supported by the business.  The personal vision sits right at the tip of the Business Triangle.

The Business Triangle

The business must provide the business owner with:

  1. The lifestyle that they want
  2. Enough time to enjoy it
  3. The cash to afford it
  4. A valuable, saleable business asset
  5. An outlet to develop the business owners skills

If the business owner is clear on what they want to get out of life they can more effectively manage their business by aligning a business vision that is supportive through strategy and operational execution.  An example from my experiences working with SME business owners is the pain point of not enough personal time to have a life (which is quite common).  They didn’t have a personal vision and hadn’t associated that Business is Personal – meaning the business is there to support their personal vision.  Once a clear personal vision had been set we could work on the areas of the business that needed to change to support that personal vision.

The business is not the driver with the business owner being the vehicle to drive the business to the business vision…it is the other way around.

The simplest way to prepare a personal vision is to do some critical thinking about you and what you want to get out of your life.  Focus on the following areas:

  1.        Family
  2.        Health
  3.        Business
  4.        Wealth
  5.        Hobbies
  6.        Social
  7.        Skills
  8.        Education

Summarise your critical thinking and prepare a one page document, dated 5 years from now, in the 1st person, that illustrates how you are living your life with reference to the above 8 areas (only mention the most relevant and impactful areas).  Sign it off as a commitment, review it routinely and note where you have chosen to edit your path.

The next stage is to review your business vision, culture, structure and operational strategies to ensure that they align and support your personal vision.

The toolkit to be a better business leader

My toolkit to be a better business leader was the result of studying for my MBA and drawing on the wisdom from the many business commentators.  It is a high level overview and its purpose is to navigate leaders in the right direction as I found there was no exact kind of leader that one should model themselves.  To be a better leader encompasses a range of competences; an awareness of ones emotions and self; and effective communication.


Competences include the underlying personal factors of a leader such as character traits, patterns of behaviour and cognitive mindsets.  It was DuBrin (2006) that provided the framework from which a leader can measure their personal traits against that of the researched list identified as traits of a better business leader.  That intelligence can be used in conjunction with the Hersey-Blanchard situational leadership model to aid in an understanding of a leader’s behavioural match to their followers.  Then Gosling & Mintzberg (2003) came from a different perspective to illustrate the five mindsets that leaders should move between and integrate into their behaviour as an all-encompassing competence.

Emotional awareness encompasses qualities such as having an awareness of oneself; ability to self-regulate; motivation; empathy; and social skills.  It was Goleman (2004) that provided a framework of emotional competencies and his contention was that leaders who were emotionally aware have a tendency to provide a nurturing and encouraging culture within their organisations.  Whereas Caruso & Salovey (2004) explored a leader’s disposition in the context of influencing others and identified that an awareness of one’s mood assisted when dealing with followers, problem solving and communication.

Self-awareness involves reviewing and analysing feedback about oneself to improve personal effectiveness as a leader.  It was Drucker (2005) that stated performance comes from strengths not weaknesses and that leaders should improve their strengths as this generates a higher return on investment than bettering their weaknesses.  In contrast, England (2002) described The Johari Window where the contention was that too much of the time leaders ignored their weaknesses unless they had the self-awareness to reflect and see that inability for themselves.  An ability to reflect is aided by the use of the Myers Briggs Type Indicator (MBTI) that identifies a leader’s preferences, ways of thinking and how they interact with others.

Communication encompasses awareness for positioning or influence; and the ability to use communication to influence others.  It was Brenneman (1998) and Gerstner (2002) that illustrated in their situations how communication was paramount to explain what mattered to turn their organisations around.  In contrast the Centered Leadership model outlined the capability to focus on the networks required by leaders as their research indicated that leaders needed to manage their connections differently with newer ways of communication for the digital age.


“The picture emerging from the neuro-science labs is that you ignore your gut at your peril.”

Morse, G. (2006). Decisions and desire. Harvard Business Review, 84 (1), pg 51.

A final thought to ponder; does an awareness of one’s effectiveness of Gut feel fit within a toolkit for a better business leader?  Possibly, however it is an awareness that is utilised in all of the components of the toolkit.  It maybe discouraged in organisations as there are many quantitative and qualitative frameworks, models and tools to use to arrive at a justifiable decision, however the business leader is not immune to the pressure of ignoring his/her gut as such an awareness of its effectiveness can provide a competitive advantage.

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