5 Key Mindsets for Business Growth

It turns out that achieving profitable growth comes from the “choices” a Leader makes.

Growth is essential for a business; leaders aspire to achieve it, yet for most, it remains elusive. McKinsey states that 25% of companies show no growth, and over the last decade, only 1 in 8 achieved more than 10% annual revenue growth. It turns out that achieving profitable growth comes from the “choices” a Leader makes.

Do you, as a leader, make a conscious choice to grow? Or do you pay lip service to your growth ambitions and let your resolve fade if profit isn’t immediate?

Sustainable growth is challenging, but choosing a growth mindset is the essential first step, and it’s readily available to every leader regardless of the industry, economy, or business size. These growth mindset leaders think, act, and speak differently. They seek to align strategy and capabilities with customer needs, wants, and desires. They explore and invest in opportunities both within and outside their core business. They maintain their direction, commitment, and growth vision despite unexpected turbulence and surprises.

A recent article by McKinsey and Company (see reference) explores the characteristics of these leaders who make a purposeful choice to grow and follow through on that choice. 

“…changes in thoughts and actions arising from choice can make the difference between sustained standout growth and remain with the pack.”

Although McKinsey’s research focused on C-Suite leaders of large corporations, there are actionable ideas that any entrepreneur interested in profitably growing their business can use immediately. Leaders who display at least 3 of the following five characteristics (see infographic) are 2.4 times more likely to outgrow their competitor’s profitability. 

GROWTH LEADERS…

1. Emphasize ACTION over PERFECTION.

2. Are WILLING to FAIL.

3. Know their CUSTOMERS as a PERSON.

4. FOCUS on LONG-TERM growth.

5. COMMUNICATE their SUCCESSES.

Action over Perfection. 

With clear strategic goals, objectives, milestones, and metrics, it is easier for leaders to make decisions in the face of uncertainty. This focus helps leaders maintain momentum even through turbulent times. Seeking more information or waiting for the perfect timing are merely stall tactics designed to put off making a decision

“Perfection is the enemy of progress.”

Winston Churchill

Be Willing to FAIL. 

Growth leaders understand that their core business maintains their current financial results but is unlikely to achieve profitable growth. Expanding the business by innovating into new markets, creating new businesses in adjacent markets, or building businesses through mergers and acquisitions is essential for long-term growth.

Know your Customers as a Person.

Market offerings must meet the needs of the customer. Capabilities and Competitive advantages must always relate to the customer, with all products and services providing customer solutions. 

Growth leaders can improve their chances of achieving growth by committing to innovation while identifying and understanding the needs and wants of their customers. Only by knowing the customer can the correct value propositions be developed that will appeal to them. 

“Don’t find customers for your products, find products for your customers.”

Seth Godin

Focus on Long-Term Grow.

While achieving excellence in current operations is critical, growth leaders rely less on historical budgets that feel “familiar.”, choosing instead to explore how to ignite growth. They adapted their operating model for the long term while understanding the risks inherent in the new businesses and markets they were developing. At times these “growth choices.” came at the expense of a few quarters of earnings while always envisioning their long-term growth aspirations. 

“Overnight success stories take a long time.” 

Steve Jobs

Growth leaders accelerate their results through strategic shifts to higher growth pockets within their current markets, innovate core products and services, and improve execution capabilities. They actively track and measure leading and lagging key performance indicators (KPIs) that align with organizational goals and incentives.

Communicate their Successes.

Growth leaders generate 80 percent more shareholder value than their peers over ten years. Beyond creating shareholder value, growth attracts top talent, fosters innovation, and creates jobs. Growth becomes the lifeblood of an organization, feeding the culture, elevating ambitions, and inspiring a sense of purpose. This growth story must be shared repeatedly by all, both inside and outside the organization, to continue to attract the star performers that will perpetuate the growth mindset.

“When you have a winning culture, employees can speak genuinely and convincingly about why your organization is a great place to work. And that naturally attracts people who are seeking exceptional workplaces.” Gallup

Choose the Growth Mindset today.

Making the deliberate choice to grow creates powerful momentum that drives the entire business toward its vision and creates alignment between executives and frontline employees. The 5 Mindsets for growth highlight essential elements leaders need today to achieve profitable, sustaining growth. Focus diligently once they have made a deliberate and purposeful choice to grow.

5 Key Mindsets for Business Growth

REFERENCES:

https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/choosing-to-grow-the-leaders-blueprint

https://www.gallup.com/workplace/237368/culture-wins-attracting-top-candidates.aspx

 

What Separates Good Strategy from Bad Strategy

Strategy’s primary objective is finding a path to overcoming obstacles a business faces.

 

Know as Strategy Strategist Richard Rumelt speaks powerfully regarding how Strategy’s primary objective is finding a path to overcoming obstacles a business faces. He emphasizes that Strategy focuses a firm’s resources and capabilities against opportunities. In contrast, today, what is thought to be Strategy is instead a combination of ambitions, desires, fluff, and buzzwords mashed up to sound intelligent.

“Fluff is superficial restatement of the obvious combined with a generous sprinkling of buzzwords.”
Richard P. Rumelt

On a recent podcast episode of Inside the Strategy Room by McKinsey & Co, Rumelt dives deep into what separates good Strategy from bad. He emphasizes a recent trend towards bad Strategy as CEOs, executives and boards copy what they see others doing. For Rumelt, many so-called strategies are actually a list of ambitions and desires, not strategies. Ambitions and desire feed and inspire your vision and mission, but not your strategy. Strategy is problem-solving, and Strategy is overcoming obstacles and barriers faced by businesses.

“Many bad strategies are just statements of desire rather than plans for overcoming obstacles.”
Richard Rumelt

Rumelt reminds us that if what we are doing is easy, it probably is not Strategy. Strategy is complex; it requires making choices and commitments that leave things behind. These choices and decisions are what make good Strategy so hard. Many Executives believe that Strategy must include everyone, but Strategy is not a democratic process. Traditional Strategy focuses on Product/Market performance along with Customers and Competition. It emphasizes the numbers and financials rather than understanding the problem. Leaders commit resources where they have a competitive advantage to increase market share or sales revenue. Strategy done in this manner leaves out Organizational Functioning and other inward-facing challenges a business faces. Many times these obstacles are just as significant as those of your competitors.

Strategy is about what is important and what challenges you face! Not just about products and services. A Strategy must be focused to be effective and achieve the results desired. Strategy must be challenge-based, not goal based. If your problem were easy to solve, you or your competitor would have done it already. All stakeholders must get honest and talk about what people don’t want to discuss.

A good Strategy must have a response to these questions:

What’s wrong?
What has gone well?
What are the challenges we face?
What are the big opportunities?
What are the obstacles?
What’s failing? What’s not working?
Why do some customers choose our competitors?

What problems and challenges can you make progress on; commit and make an action plan. Like a physician diagnosing a patient, stakeholders must first diagnose their business’s problems and challenges. For an organization to expend valuable time and resources on a problem, the problem must be:
1. important, and
2. capable of being solved.
Realize that maybe the thing we thought was a problem wasn’t a problem to be solved (because problems have solutions); maybe it was simply a situation or even a dead end.

“A good strategy honestly acknowledges the challenges being faced and provides an approach to overcoming them.”
Richard P. Rumelt

Rumelt talks about “The Crux,” the most challenging part of a mountaineer’s climb, in his most recent book with the same title. Don’t climb if you can not handle The Crux. Similarly, with Strategy, don’t tackle a problem if you can not handle the most challenging part, and every problem has a hard part. Strategy is best formulated by those that know the business best, the CEO, Managers, and Stakeholders. Outsiders and consultants focus on what they all understand best, Financial Accounting and Financial Statements. This emphasis on the financials slants Strategy and goals to numbers rather than obstacles and problems.

Your summary and takeaways.

Strategy does not require sorting through the differences between visions, missions, goals, strategies, objectives, and tactics. It does not require that Strategy be split between corporate, business, and product levels.
Rumelt states the “kernel” of Strategy contains three elements:
1. A diagnosis that defines the challenge or obstacle.
2. A guiding policy for dealing with or overcoming a challenge or obstacle.
3. A set of coherent actions designed to carry out the guiding policy.
So how does your Strategy compare? Do you have a good strategy? or do you need to reevaluate, recraft and redirect your resources to achieve the desired results?

References for the interested reader:

https://podcasts.apple.com/us/podcast/135-richard-rumelt-on-what-separates-good-strategy-from-bad/id1422814215?i=1000580323004

https://www.goodreads.com/book/photo/11721966-good-strategy-bad-strategy

https://www.goodreads.com/book/show/58895961-the-crux

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