How to Assess The Business Literacy™ of Your Team—Part 2

Business Literacy™ Stimulates Entrepreneurial and Personal Mastery

In this series, I will share the traits, actions and strategies pertaining to entrepreneurs. Often, they have innate traits—visualization and optimism—that drive their mission to establish their company.

So, what is Business Literacy™?

This course introduces Business Literacy as a coaching feature to provide context for the coachee. It is a springboard to the core elements of leadership.

Business Literacy shortens the gaps between thinking (concept) and implementation (action). This model can move your thinking from resource-sapping competitive thinking to abundant, self-renewal creative thinking.

I define Business Literacy as an individual’s, then a company’s, ability to learn and to implement new information, strategy, data, technology within a short learning curve.  Companies have their own literacy quotient based upon the composite learning of its associates at all levels from the mailroom to the board room.

Business literate companies encourage interdependent rather than hierarchical reporting structures. They foster value by demonstrating it in support of lifelong learning in their company associates.

The leadership team assesses the associates’ ties to the company by measuring how closely aligned personal career goals and company goals mesh. Alignment with values is how leadership can stimulate loyalty through the ranks.

“The one with the shortest learning curve leads(tm).” Michelle Cubas

Business Literacyincludes the following:

  • Literacy includes competency in all business communications, presentations and writing skills as they apply to creating a corporate strategy, promoting a business message or drafting a memo.
  • Literacy directly affects internal communications quality, which reduces errors and heightens clarity.
  • Literacy includes the associates’ reading and comprehension pace
  • Literacy includes practiced and encouraged interpersonal skills like courtesy, manners, tolerance and awareness. It can be learned through an effective human relationship style development program.
  • Literacy directly affects performance, productivity, and results of the entire company.

From this model, you will see how the entire organization becomes

  • Resilient to disaster and disruption
  • Responsive and agile to sharp market moves
  • Resolute in seeking results through critical thinking ability.

In this article, I refer you to Michael Gerber’s hallmark book, The E-Myth Revisited. Gerber’s work captures the entrepreneur’s actions precisely. The reader strongly identifies with the character and personal awareness hatches from this objective exposé. As Gerber captures the actions, I want to share with you how to capture the entrepreneur’s talent to create and use the vision from a whirling vortex of energy to power them. It is this “charm” that attracts others to the entrepreneurial dream and ideas. It is a power worth studying within corporations, because it wraps around the ability to persuade and influence others.

Entrepreneurial Ideas to Consider:

  1. Stimulate “intra-preneurial” thinking and processes at all levels of your company. Start with yourself and gather sincere input. Look for the gaps. Who better than those on the line and engaging customers to provide insight and input that is relevant?
  2. Understand what you intend to measure for results. Be sure the core elements relate and link back to enterprise objectives. Use metrics to connect them beyond just measure vertical units. Measure relational outcomes.
  3. Limit meetings you attend and call. A company looses ground when it squanders resources.
  4. Consider communication and Human Capital issues are essential.
  • Communicate differently and more effectively.
    1. Email makes it easy to address individuals rather than blast “mandates.”
    2. A hand-written note is powerful. Team members will appreciate the outreach, know that you’re vigilant and will respond directly rather than drown in anonymity— anonymity erodes accountability.
  1. Understand the difference between productivity and performance (like efficient and effective.) Allocate your resources accordingly.
  2. Set specific objectives for each category of your business (service, distribution, training for example.) If you have team members, have them write and submit three bullet points as to how their work supports those objectives. This is useful when conducting reviews. You can use quarterly progress reports as steering wheels for remaining in “flow.”
  3. Seriously assess and measure what price you paid to achieve your results. How was morale affected? Has absenteeism rates changed? Is fatigue the norm or enthusiastic optimism?

Sample review from Part 1—

  1. Check your attitude pulse to identify fear and a strategy to deal with it.
  2. How is information shared in your sphere of influence? If there are silos, how will you have them interact?
  3. How eager is your team to continue training and learning? How does it relate to their personal goals?
  4. Whom have you identified that works in your company only for money?
  5. What adaptation did you make to move from DO to VIEW™?

Enjoy this webinar to learn more—Influence is B.L.I.S.S.

 

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