“No one can walk your path but you,” Rumi.
Today, we’re going to be looking at some work published from The Game Changers, who have put forward their guide to optimise systems in an organisation in order to ensure that people go from surviving to thriving.
“It starts with one decision- to choose to do something else, something differently for you.
To create change today for tomorrow,” Barry Magliarditi, founder and director of The Game Changers explains. “Business can be hard and uncomfortable,” he says, adding that “the dream of owning your own business and creating the chance to be your own boss, build your own financial freedom and create the opportunity to spend time with your loved ones or travel the world is at the core of what most business owners set out to achieve.”
“The reality of the story is that 4 in 100 businesses will actually start-up, grow and scale.” Barry Magliarditi.
Getting Focussed- Vision - WHY
The first point that The Game Changers say is essential in getting started is a nod to one of our favourite business-academic, Simon Sinek’s work, with finding your why. In order to get the most productive start possible for your organisation, it’s time to get focussed and identify your vision statement, as well as outlining the reason why your organisation operates. Again, this needs to be a more significant and powerful statement than to simply turn a profit. “What are you setting out to achieve in this lifetime, what is your big hairy goal?” the authors add. “It may seem that it will take a lifetime to achieve, yet if you are on the path to achieving that goal, you will soon start moving closer towards it- your ultimate vision.”
Be Bold- Mission - WHAT
The second step outlined by the guide is to cover the what of your organisation- otherwise known as your core purpose- your mission statement. “Why is the vision important?” the authors ponder. “Because underpinning the vision is the mission- what are you going to do to achieve your vision. The mission is the what statement,” they add, while the first why question refers to your vision for the organisation before getting to the what. This is where you outline precise steps in terms of what you want the organisation to be, and consider the subsequent steps to make this a reality. Don’t be afraid to be bold with your ambitions in this regard, the authors add.
Reveal Yourself - Values - HOW
The authors stress the importance of values in the third step of our journey, adding that they remain “the guiding principles that dictate action and behaviour. They are what you hold yourself and your team accountable to every single day.” These then transform into the things that will help you achieve both your vision and your mission which we’ve just outlined, and, according to the authors “are the pathway to success for your and your business.”
Moving onto the fourth step of the process, the authors state that getting real, specific and clear about your goals is an essential piece of the puzzle. “Underpin your vision and mission,” they say, adding that these goals should be “tangible, measurable and get you closer to fulfilling your vision on a year-to-year basis. Set goals for the next 12-months. So when you achieve them, you know you are on the path towards your vision.” I think it’s worth adding that one of the most impactful goal-setting techniques I’ve taken on board with my organisation and consulting is to implement SMART goals; goals that are specific, measurable, actionable & achieveable, realistic and timely.
Milestones - The Flagposts along the way.
As we just mentioned, the latter part of the SMART objectives cover what the authors are outlining in this part of the piece. “Break down your goals into sizeable steps or ‘chunks’, milestones are critical points along the way to achieving your goals and are the necessary steps you will take to get you there,” they add. “Set milestones for each quarter- every three months you must reach each milestone to know you are on target for hitting each goal.”
Before moving to the sixth step of the process, the authors outline the who, in terms of who you need on your team to build an organisation that can succeed, and how to build the right culture. “You want to work with like-minded people who also love your vision, and connect with your mission and values; people who are willing to take ownership,” the authors add.
“To continue building your culture, it is important that the people you work with are clear on roles and responsibilities so that they can excel within your business.”
ORG Chart - How does everyone fit together?
The sixth step of the process outlines your organisational chart, which pulls together the core roles required for your organisation to succeed in hitting its vision and mission statement. “Even if you are a team of 2 or 3, it is important to know who is doing what or ‘double hatting’ multiple roles in your business,” they say. “It also allows you to see clearly what roles will need to be filled over the coming years as you grow and work toward your vision.” This also helps immensely when it comes to everyone knowing their role, responsibilities, and being aware of how their daily actions contribute to the organisation as a whole, which helps keep up morale and productivity.
Position Descriptions - Know Your Number
The seventh step of the process outlines position descriptions, which as we’ve just mentioned, helps your staff know all the subsequent responsibilities and accountabilities of their role. “The role might also require key skills, attributes of qualifications to deliver on those responsibilities,” the authors state. “It is also important that the role belongs in your organisational chart with clearly defined reporting lines, performance measures and review periods.”
KPI’s - How we measure success.
Up next, outlining and how to measure your key performance indicators - KPIs - is an essential piece of the jigsaw we’re assembling. “They let you know how you are tracking and if you are on the path to achieving your objectives and goals,” the authors mention, outlining the areas that need their own relevant and targetted KPIs. These are your marketing division, sales team, people, development, finance, operation and delivery and distribution elements of your organisation. Marketing, for example, should have KPIs that encompass things like campaigns per month, number of leads added to the database and compare these to a target for leads to build the database each month. If, at the end of the month the marketing team hasn’t hit their goal, this might be time to take an objective look at the tactics they’re deploying to see if a change in direction might be more effective in targetting new leads.
As the authors explain, the how-to’s are “the processes, procedures, workflows, instruction manuals and operational manuals, templates and checklists” that your organisation has in place already to ensure the flow of business as usual. “They form the basis for how to operate your business in each area, and streamline processes and create the efficiency and consistently requires to let everything you do, no matter who does it, a success. The How-to’s systemise how you and your team achieve the same results over and over. They also capture lessons and for part of the constant and never-ending improvement strategy within your business.” Just as in the case of KPIs, each key area of your organisation should have some form of how-to processes mapped out for marketing, sales, finance, delivery and distribution, etc.