Scale Architects
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Michael Vann is the President of the Vann Group, LLC. Michael has over twenty years of strategic consulting and transactional advisory experience. He focuses his efforts on helping owners build and realize their value by creating the framework for continuity and scalability within their organizations. His areas of expertise include strategic facilitation, succession/transition planning, and …
If you look close enough you will find a lack of critical optimism at the root of just about every problem you are facing as a business leader. However, despite its importance, critical optimism is incredibly rare. In this article, I’ll show you what it is and how you can embed it in your company culture.
Though spikes and disruptions will hit and the future is far from clear, many businesses would benefit from taking a step back to reassess not only their long-term goals but also the process by which we establish those goals. This is one of those areas that, if was as leaders are not intentional, we could end up suffering from a side-effect of COVID-19 for a very long time: a heightened emphasis on urgency.
Culture is what you communicate, celebrate, and compensate. Culture is not your cleverly word-smithed statement or aspirational values or wall art or a well paying corporate job for your local screen printer. It is not some credo crafted at an offsite convention. Culture is much less glamorous and much more relevant than that.
Great leaders empower their people. Good leaders think they empower their people. The gap between the two is much greater than you think. In this article, I’ll give you 5 ways to bridge that gap!
Does everyone in your company understand your common goals? Does everyone in your company agree with those goals? Does everyone in your company work effectively and efficiently toward achieving those goals? If not, you might be surprised how much it is costing you every day.
As a business consultant and coach, some of the most powerful and transformational moments I've experienced have been the simple act of telling a business leader or executive team something that they already know. Reflecting on this made me ask why we so often know the right thing, but fail to do it.
If your business was in Whitewater in March, the last five months have likely been brutal. Stuck between Fun and Predictable Success, you didn't have the agility or the depth to weather the economic uncertainty caused by the COVID-19 pandemic. But there is hope! Here are the three phases of what I believe is the best strategy for you to regroup and get your business back into winning form.
You and your leadership team have been through a lot. You've almost certainly had some extreme challenges, some small wins, and a lot of hard work. But as you look to the horizon, you're realizing; this is far from over.
Your culture isn't the words on your walls, t-shirts, and website. It is those things that you do as a company that works and is therefore promoted, encouraged, repeated, and honored. Let me pick on integrity to illustrate my point as many, many businesses will include integrity in their core values.
There is one choice every successful Founder must make. At some point, every Founder will need to choose between transforming culture and character of the organization to create the ability to scale OR limiting the growth of the organization to keep it within its current operating capacity.
Your business culture isn't a fixed set of values you scribbled with your mission statement on a napkin one night. Instead, it is a dynamic set of hierarchical values that can and should change in response to the business' growth and development.
