business

Idealists justify their position by reproaching the Pragmatists action as compromise. And Pragmatists sneer at the Idealists, dismissing their aspirations as idle chatter. Which group is the Business Owner a part of, and how should he navigate between the two?

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In the last episode, I introduced “nerve” as a necessary virtue to possess in order for a leader to make decisions and act upon them – which is what makes a business owner successful. But why is nerve THE critical component? And what if I lack the nerve? If nerve is not a competency, is…

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There are character traits that all successful business owners share; character traits without which a business owner would have a difficult time thriving, if not even just surviving. Without being this sort of a person, they wouldn’t be able to succeed.

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Everything within the domain of business – its end and its means – is subjected under the Lordship of Christ. There are plenty of Christian business owners who confess Christ as Lord over their business. But their approach is to determine their own end and means, as opposed to submitting those points under Christ. Let…

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Without sales there are no customers. Sales is supposed to sell. But because there’s much to the administrative side of sales, many business owners end up loading up the Sales Function with administrative burdens. Instead of selling, sales ends up “managing the sale.” What should a business owner do?

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The game of inventory is a balancing act, if there ever was one. If your business revolves around products anywhere on the supply chain – from production, through wholesaling, to retail – inventory management is a part of your business plan. What parameters should you have for inventory management?

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Nobody cares about the business like the owner does. The owner see and knows that. And usually it frustrates him. He cares about it, so he wants others to care about it too. He wants his employees to care about the well-being of the business. But is that a reasonable outlook? Is it good?

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The size of your business affects how it should be run. You can have a relatively small business, or a relatively larger one. And if you attempt to manage either one as if you were managing the other one, it wouldn’t work. When it comes to structure and systems, size matters.

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Your goal is not to make our customers’ experience with you exciting and unpredictable. You want your customer’s experience to be boring. And even though doing the work might be exciting, that’s also not your goal. Even inside your business, your goal is to make things boring. You want a boring business.

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Your organization needs a lot of things to get done simultaneously. So, each functional department has its own work to do, and is focused on its local efficiencies. But what’s missed in this approach – and most often is in competition with it – is the Global Objective. How can you optimize to meet our…

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