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Reprinted from Ducttapemarketing.com. See original post here.
By John Jantsch
While one business may be organized in departments, job titles and roles and another basically made up of only one person doing it all, every business that grows and thrives internally and externally figures out how to manage three things at all times: purpose, projects and process.
Lots of employees come into businesses hoping to rise to the ranks of management. The thing is every employee in a business is a manager of something. Lots of business owners start a business and quickly realize they must manage everything. The question is manage what?
As a customer, if you enjoyed a remarkable experience with a business there’s a very good chance that experience enjoyed the complete attention of management from three very distinct points of view – but what really made it remarkable was that it didn’t feel managed at all.
No matter how simple or complex a business may seem if it is to come to life it does so essentially orchestrating these three things – communicating purpose as strategy, delivering innovation, growth and positioning through the implementation of project after project and creating a remarkable culture and consistent customer experience through the operation of process after process.
No matter how many people actually go to work in a business, every business needs to fill the role of Purpose Manager, Project Manager and Process Manager even if all three of these roles are played by the same person.
The role of the Purpose Manager is to create and tell the story of why the business does what it does, create and keep the picture of where the business is headed and act as the filter for business decisions made in the name of the brand’s positioning.
The role of the Project Manager is to continually look to break every business innovation, question, challenge, initiative or campaign into logical projects complete with required action steps and resources.
The role of the Process Manager is to receive and implement the tasks and action steps that fall from each project plan and operate established processes that ensure trust is maintained through consistency.
No matter how complicated we want to make our businesses, this is what success comes down to.
But, this is what makes owning a business such a challenge, this is what makes managing people such a challenge, this is what makes doing a job such a challenge. Finding the places where these three roles divide and where they come back together again is the art of the business and it’s not always obvious or even natural.
If you’re the sole employee you must spend some part of each day playing these distinct roles no matter that your innate talents may reside squarely in one or the other.
As you hire staff you must focus on first hiring for your weaknesses in performing or managing one or more of the three roles not on job titles or departments.
As you grow your business you must build purpose, project and process thinking into every new department, innovation and initiative.
You must also guide your entire team to approach their work in this manner and give them the tools that will allow them to embrace purpose, think in terms of projects and know when and how process that delivers purpose is the right path.
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