Strategic Planning

5 Signs Your Mission Statement Sucks & What to do About It

Mar 18, 2014

A mission statement can be a great asset to your organization. When created with thought and skill, it can motivate you and your team towards a common goal and quickly tell clients why they should pay attention to you.

Most organizations realize that they should have a mission statement, mainly because everyone else does. However, a lot don’t realize why it is so important and how they should create it.

Company Gains Competitive Edge with Corporate Culture: A Case Study

Feb 4, 2014

Your most important asset is building a culture in which people have the ability to work together, openly share their knowledge and leverage off each other’s insights to create something new and wonderful on an ongoing basis.

Farmers’ Mutual was the largest mutual insurance company in Ontario with 48 brokers representing 80 offices when they contacted BizXcel. They had a staff of 75 employees, most of which had been with the company for many years. They were in the process of moving into a new state-of-the-art facility.

3 Ways To Make Confident Decisions & Put an End to Second Guessing Yourself

Jul 30, 2012

Let’s face it, not everyone has the ability to make confident decisions. How many times have you been faced with a decision and not known which path to take? What emotions were running through your body? I can guarantee you there was a rush of frustration and anger because you find you doubt yourself. We make decisions constantly throughout our day, whether it’s deciding what to eat for breakfast or what television show to watch after work.

The Readiness Factor: A balanced approach to strategic planning

Jun 25, 2012

I was facilitating three separate strategic planning sessions over the past couple of weeks. The success of each planning session was impacted by one important factor: Readiness.

According to the word readiness is defined as the state of having been made ready or prepared for use or action and it is also defined as prompt willingness. These are two different perspectives that quickly can change the outcome of the facilitation if not balanced appropriately.

Identifying the Leaders of Tomorrow in your Organization

May 4, 2010

Do you know the leaders of tomorrow in your organization?  They aren't always who you think they are.  Many people confuse managers or supervisors with leaders but the truth is the title doesn't make the leader.  Leaders don't need a title to lead.  They lead because others follow.

So how do you make a leader?  Well, that is where I think many go wrong.  I don't know that you make a leader.  Rather leaders are born and its up to us to recognize these future leaders and then nurture them.  Not an easy task, but there are some things that you can look for.

How's Your Vision?

May 3, 2010

Not your eyesight, your vision. The vision of your company and the vision of your team. If you were to ask someone below your upper management what the vision of the company is - would they be able to answer? Could they tell you what good the company does, and how they are important in it?

If not, maybe it's time to re-do your vision. Understandably you may not be able to overhaul the company mission statement, sometimes that's out of your hands. However, you can redirect your team and realign them with a vision they can really believe in.

Four Ways to Increase Employees' Skill Level

May 3, 2010

Are your employees jacks of all trades, but masters of none? While it is a good idea to cross train so more than one person has important knowledge, too much can cause a person to become overwhelmed and unable to invest the time to become an expert in one area.

Your company then loses out by not being able to provide a higher quality product at a higher price. Furthermore, by always having to learn new skills or try to remember ones they haven't used in months, your employees are not as productive.

Killing the Sacred Cow: Improving Your Business

Apr 19, 2010

Are there certain practices at work that are set in stone? Are there things that you couldn’t do without? Have you ever wondered what would happen if you no longer followed them? Chaos and confusion would ensue, right? Or would it?

Perhaps it’s time you fired up the old barbie and killed your sacred cow.

"Your sacred what?" Your sacred cow.

A sacred cow is something in your organization that you do not question or challenge, even if you ought to. These are practices that are unreasonably immune to criticism. They could include:

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