| Summary | | | | What Symptoms Tell Us |
| "If you don't know where you're going, how will you | | | | When training is poor, standards are fuzzy and |
| know you've arrived?" It's an old saying that's still true | | | | systems are sloppy we say that management has a |
| in business. Knowing precisely what your business | | | | problem. The same applies in reverse. When a |
| exists to achieve is called business focus. If your | | | | company functions well and customer service is |
| business lacks clear focus you diminish your chance of | | | | outstanding we must give management much of the |
| success. Lack of focus creates many problems. In | | | | credit. Employees may provide outstanding service |
| particular, it makes it virtually impossible for your | | | | and display excellent technical competence. They |
| employees to perform well. | | | | deserve credit for that. But it's a clear sighted |
| Importance of Focus | | | | management that creates the environment that |
| Without clear focus you can't clearly determine your | | | | enables high quality staff performance. |
| target market. That means you can't have clear, | | | | Focus And Consequences |
| precise performance objectives. Lack of such | | | | The basic point I'm trying to make is that while poor |
| objectives leads to unclear and fuzzy performance | | | | employee performance is a major issue, it's almost |
| standards. That leads to sloppy systems. On and on it | | | | always a consequence of something else. Unless we |
| goes. You scratch your head and worry why your | | | | fix the "something else", the performance problem will |
| staff seem unable to "put their best foot forward". | | | | continue. And I'm suggesting that the "something else" |
| What Business Are You In? | | | | is often lack of clear business focus. |
| Only you can answer that. But if you're not sure, how | | | | Where To Look First |
| on earth can you expect your staff to know? "But | | | | Before you rush off to improve employee |
| Leon," you might be saying, "we know we're retailers... | | | | performance, expand your product line, streamline your |
| have been retailers for 65 years since granddad | | | | systems or review your business plan, consider your |
| opened the first store after World War II. We sell | | | | business focus. Answer the question "What business |
| shoes in eight stores in three cities. And we're good at | | | | are we in?" It will help to answer the questions under |
| it." | | | | "Who Says?" too. |
| Who Says? | | | | Narrow Your Focus |
| Try answering these questions. Who do you sell to? | | | | You can't be all things to all people. A narrow focus |
| What sort of shoes? In what price range? Who's your | | | | beats a broad focus almost every time. As the old |
| "ideal" customer? What are your most profitable lines? | | | | saying goes, "Do only those things to which you bring a |
| Who are your major competitors? Are you a market | | | | unique perspective. Buy everything else around the |
| leader nationally, regionally or locally? Who else, outside | | | | corner." It's far easier to develop and manage a |
| of shoe retailers, competes for the same consumer | | | | business with a narrow focus then it is to juggle the |
| dollar as you do? What distinguishes your business | | | | competing demands of a broad focus. A broad focus |
| from those of your competitors in the eyes of your | | | | stretches and thins your resources. A narrow focus is |
| prospects and clients? | | | | much easier to manage. It also enables you to position |
| Connection With Employees | | | | your business clearly in the minds of staff, customers |
| You see, really successful businesses can answer all | | | | and prospects. That's a huge business advantage. |
| these questions precisely. When we see their staff in | | | | Conclusion |
| action we're impressed. We wish we had staff like | | | | Managing a small-medium business is demanding. I |
| them. What we don't realize is that the level of | | | | know. I've run such a business for over 30 years. |
| proficiency doesn't start with outstanding training and | | | | Managing employee performance is a major |
| development. It doesn't start with excellent | | | | management responsibility. It's a lot easier with a |
| performance standards and simple, effective systems. | | | | crystal clear business focus. |
| It starts with clear business focus. | | | | |