Security Sales & Integration July 2022 - 74

EXECUTIVE DECISIONS
Business Fitness by Paul Boucherle
paul@matterhornconsulting.com
@swisssherpa
Business Visioneering Part 2
▶ BASED ON MY LAST COLUMN you may
have decided that it's time to update your ownership/executive/department
business vision.
Smart move. Your team will appreciate it. Your
ability to attract and hire new talent is often how
they see themselves in your company's vision
quest. Th is is especially true for new technical
talent, which we all so desperately need, for your
company to grow and prosper. Next, a coaching
moment to help guide your journey.
Before you redefi ne your business vision, make
When rowing a
boat, everyone
must pull those
oars equally
or you will
go around in
circles.
sure and do your homework. Specifi cally test
your company culture to ensure it is able and
willing to support your new vision. Read my
October 2019 column on analyzing company
culture fi rst; it's good insurance.
Most executives/managers struggle with the
idea that their vision must be brilliant, perfect
and Oscar-worthy. It does not. If you are a perfectionist,
I know a little about this affl iction,
you will struggle choosing every word and constructing
every sentence. To heck with that, go for
volume fi rst and then edit for quality as you go.
Many believe it must be a 10-year strategic plan.
It does not. What is the best planning horizon?
Th ink in terms of a three-year segment. Focus
on the steps needed in year one that will get you
to years two and three. Execute those steps with
ferocity. Today, just sit down and begin to write.
Tomorrow, edit, refi ne and rewrite that vision.
Rinse and repeat for a few weeks. It will get easier.
Perhaps an exercise can help you " visualize "
your vision.
1. Envision throwing a huge party in three
Paul Boucherle, Certifi ed
Protection Professional
(CPP) and Certifi ed Sherpa
Coach (CSC), is principal
of Canfi eld, Ohio-based
Matterhorn Consulting
(matterhornconsulting.
com) and an SSI Industry
Hall of Famer. He has more
than 30 years of diverse
security and safety industry
experience.
74
years at a terrifi c location; a country club or fancy
event center. Picture stunningly great food, topshelf
drinks, wine and fancy cocktails. It's outdoors
with gorgeous weather, sunny and warm
with a slight breeze. Can you picture your party?
So, who will you invite?
2. Th e top executives and senior managers who
are your premier clients and drive your successful
growth would be a good start. Th en get bold and
invite a few executives you want to do business
within the near future. Your sales team can help.
Th ey may have become stuck in purchasing department
purgatory or have a midlevel manager
blocking their progress. Prospects mixed with
Security Sales & Integration JULY 2022
happy clients is a winning combination.
3. What brings them to accept this party invitation?
Th e execution of your vision that delivers
innovative ways to deliver measurable business
value to them, of course!
4. Is your vision practical and reasonable, and
does it have a chance for success? Overly complicated
visions that don't make sense will be hard
to follow and gather support. To be eff ective,
keep your message simple and visceral.
5. What tools, training, processes and coaching
will enable that vision? If you have serious gaps
in those commitments, your team will quickly
lose steam. Focus on addressing those issues in
the fi rst 18 months.
6. Are your timeframes realistic to make progress,
or are you trying to boil the ocean on a slow
simmer? Be ready to gain and actively listen to the
feedback of why your time frames are unrealistic.
Separate the long-term, big issues that will take
12 months or longer to fi x from process issues
that can be solved or modifi ed in the short-term
to make progress toward your vision accelerate.
Th e clarity of your vision must be " seen, "
" felt " and " owned " by all your associates, period.
If they are not committed by their actions, not
words, you should encourage them to pursue another
career opportunity. When rowing a boat,
everyone must pull those oars equally or you will
go around in circles.
" I can see for miles and miles... " Th e Who famously
sang this song. Letting your team know
where they need to row the boat through stormy
weather, darkness, big waves with confi dence and
clear command communication of expectations,
tools and training makes for a successful voyage
to the island of prosperity.
I have found in my military and business career
if a leader is confi dent, has a clear, well thoughtout
vision with clear objectives, and trusted me
enough to take them there, I will always grab the
oars and row in that direction with vigor.
Having the right NCOs (noncommissioned
offi cers) or departmental leaders that are squared
away and all in ... that will support your vision.
Strategic vision is essential; however, tactical
planning and support is what makes it happen
for your troops.
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