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Making Decisions in Tough Times
The document discusses the impact of key decision-making on various business aspects including administration, sales, operations, financials, and technology. It emphasizes the importance of creating decision profiles to enhance understanding and implementation of effective decision-making systems. Finally, it outlines the next steps for individuals to complete personal and influencer profiles and utilize them for informed decisions in challenging times.
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Making Decisions in Tough Times
- 1. Making Decisions inTough Times Presenter: Jan Triplett, Ph.D. COO, BSC All Rights Reserved • © 2009 Business Success Center
- 2. Results of KeyDecisions 2
- 3. Results of KeyDecisions Affect all areas 2
- 4. Results of KeyDecisions Affect all areas Administration - staffing 2
- 5. Results of KeyDecisions Affect all areas Administration - staffing Sales - how & who 2
- 6. Results of KeyDecisions Affect all areas Administration - staffing Sales - how & who Operations - what sell 2
- 7. Results of KeyDecisions Affect all areas Administration - staffing Sales - how & who Operations - what sell Financials - pricing 2
- 8. Results of KeyDecisions Affect all areas Administration - staffing Sales - how & who Operations - what sell Financials - pricing Record Keeping - technology 2
- 9. Results of KeyDecisions Affect all areas Administration - staffing Sales - how & who Operations - what sell Financials - pricing Record Keeping - technology Now & in the future 2
- 10. How to Createa Profile © Business Success Center, 2009 3
- 11. How to Createa Profile ★ We do this with our business management clients © Business Success Center, 2009 3
- 12. How to Createa Profile ★ We do this with our business management clients ★ You can do it by. . . © Business Success Center, 2009 3
- 13. How to Createa Profile ★ We do this with our business management clients ★ You can do it by. . . ★ Making assumptions © Business Success Center, 2009 3
- 14. How to Createa Profile ★ We do this with our business management clients ★ You can do it by. . . ★ Making assumptions ★ Testing - tracking & evaluating © Business Success Center, 2009 3
- 15. How to Createa Profile ★ We do this with our business management clients ★ You can do it by. . . ★ Making assumptions ★ Testing - tracking & evaluating ★ Reviewing and refining profile © Business Success Center, 2009 3
- 16. How to Createa Profile ★ We do this with our business management clients ★ You can do it by. . . ★ Making assumptions ★ Testing - tracking & evaluating ★ Reviewing and refining profile ★ Using it to improve how you make decisions & encourage others to make decisions © Business Success Center, 2009 3
- 17. Decision Profiles Provide. . . © Business Success Center, 2009 4
- 18. Decision Profiles Provide. . . Understanding of how decisions are made © Business Success Center, 2009 4
- 19. Decision Profiles Provide. . . Understanding of how decisions are made Way to create & set up decision-making systems © Business Success Center, 2009 4
- 20. Decision Profiles Provide. . . Understanding of how decisions are made Way to create & set up decision-making systems Help with implementation & follow through © Business Success Center, 2009 4
- 21. Decision Profiles Provide. . . Understanding of how decisions are made Way to create & set up decision-making systems Help with implementation & follow through Nothing wrong with any profile you use. But it may change the customers & staff you select & how you things get done. © Business Success Center, 2009 4
- 22. Decision Profiles Tell.. . © Business Success Center, 2009 5
- 23. Decision Profiles Tell.. . ★ How they view their world - the 40K View © Business Success Center, 2009 5
- 24. Decision Profiles Tell.. . ★ How they view their world - the 40K View ★ Believer, Rebel, or Competitor & Risk Tolerance © Business Success Center, 2009 5
- 25. Decision Profiles Tell.. . ★ How they view their world - the 40K View ★ Believer, Rebel, or Competitor & Risk Tolerance ★ How they view their role & aspirations © Business Success Center, 2009 5
- 26. Decision Profiles Tell.. . ★ How they view their world - the 40K View ★ Believer, Rebel, or Competitor & Risk Tolerance ★ How they view their role & aspirations ★ Big & Little Gridder & Game (Social, Big Business, Small Business, Gov/Non-Profit, University, Political) © Business Success Center, 2009 5
- 27. Decision Profiles Tell.. . ★ How they view their world - the 40K View ★ Believer, Rebel, or Competitor & Risk Tolerance ★ How they view their role & aspirations ★ Big & Little Gridder & Game (Social, Big Business, Small Business, Gov/Non-Profit, University, Political) ★ Problem Space © Business Success Center, 2009 5
- 28. Decision Profiles Tell.. . ★ How they view their world - the 40K View ★ Believer, Rebel, or Competitor & Risk Tolerance ★ How they view their role & aspirations ★ Big & Little Gridder & Game (Social, Big Business, Small Business, Gov/Non-Profit, University, Political) ★ Problem Space ★ How they organize their world & make decisions © Business Success Center, 2009 5
- 29. Decision Profiles Tell.. . ★ How they view their world - the 40K View ★ Believer, Rebel, or Competitor & Risk Tolerance ★ How they view their role & aspirations ★ Big & Little Gridder & Game (Social, Big Business, Small Business, Gov/Non-Profit, University, Political) ★ Problem Space ★ How they organize their world & make decisions ★ Planner Style (Forward, Back) © Business Success Center, 2009 5
- 30. Decision Profiles Tell.. . ★ How they view their world - the 40K View ★ Believer, Rebel, or Competitor & Risk Tolerance ★ How they view their role & aspirations ★ Big & Little Gridder & Game (Social, Big Business, Small Business, Gov/Non-Profit, University, Political) ★ Problem Space ★ How they organize their world & make decisions ★ Planner Style (Forward, Back) ★ Goal (Dissatisfied, Opportunity, Status Quo) © Business Success Center, 2009 5
- 31. Decision Profiles Tell.. . ★ How they view their world - the 40K View ★ Believer, Rebel, or Competitor & Risk Tolerance ★ How they view their role & aspirations ★ Big & Little Gridder & Game (Social, Big Business, Small Business, Gov/Non-Profit, University, Political) ★ Problem Space ★ How they organize their world & make decisions ★ Planner Style (Forward, Back) ★ Goal (Dissatisfied, Opportunity, Status Quo) ★ Decision Style © Business Success Center, 2009 5
- 32. And How TheyAct/Think © Business Success Center, 2009 6
- 33. And How TheyAct/Think ★ Acting Style © Business Success Center, 2009 6
- 34. And How TheyAct/Think ★ Acting Style ★ Stimulator - intuitive, without structure, implement quickly © Business Success Center, 2009 6
- 35. And How TheyAct/Think ★ Acting Style ★ Stimulator - intuitive, without structure, implement quickly ★ Processor - structured, systematic, integrators © Business Success Center, 2009 6
- 36. And How TheyAct/Think ★ Acting Style ★ Stimulator - intuitive, without structure, implement quickly ★ Processor - structured, systematic, integrators ★ Thinking Style © Business Success Center, 2009 6
- 37. And How TheyAct/Think ★ Acting Style ★ Stimulator - intuitive, without structure, implement quickly ★ Processor - structured, systematic, integrators ★ Thinking Style ★ Innovator - futurists, focus on opportunities © Business Success Center, 2009 6
- 38. And How TheyAct/Think ★ Acting Style ★ Stimulator - intuitive, without structure, implement quickly ★ Processor - structured, systematic, integrators ★ Thinking Style ★ Innovator - futurists, focus on opportunities ★ Analyzer - detail, dissect everything, slow to decide © Business Success Center, 2009 6
- 39. AND, How TheyDecide! 7
- 40. AND, How TheyDecide! ★ Changers ★ Experimenters - free-thinking, take bold action 7
- 41. AND, How TheyDecide! ★ Changers ★ Experimenters - free-thinking, take bold action ★ Perfecters ★ Try it before buy into it, free-thinkers but cautious 7
- 42. AND, How TheyDecide! ★ Changers ★ Experimenters - free-thinking, take bold action ★ Perfecters ★ Try it before buy into it, free-thinkers but cautious ★ Performers ★ Doers, “go to people” - combine Stimulator & Processor 7
- 43. AND, How TheyDecide! ★ Changers ★ Experimenters - free-thinking, take bold action ★ Perfecters ★ Try it before buy into it, free-thinkers but cautious ★ Performers ★ Doers, “go to people” - combine Stimulator & Processor ★ Conservators ★ Improve what’s there through careful increments 7
- 44. Next Steps... © Business Success Center, 2009 8
- 45. Next Steps... ★ Completeyour own personal profile. © Business Success Center, 2009 8
- 46. Next Steps... ★ Completeyour own personal profile. ★ Complete your profile of other influencers. Review to see if you are on course. © Business Success Center, 2009 8
- 47. Next Steps... ★ Completeyour own personal profile. ★ Complete your profile of other influencers. Review to see if you are on course. ★ Make changes. But, change is the most difficult part of decision-making. So, think through your unique implementation issues (Problem Space) before taking any action. © Business Success Center, 2009 8
- 48. Next Steps... ★ Completeyour own personal profile. ★ Complete your profile of other influencers. Review to see if you are on course. ★ Make changes. But, change is the most difficult part of decision-making. So, think through your unique implementation issues (Problem Space) before taking any action. ★ Then use the profile to help you make & act on decisions. © Business Success Center, 2009 8
- 49. Recommended Reading ★The Artof Making Decisions by Wirasinghe ★Buying Facilitation & Dirty Little Secrets by Morgen ★Decision Making Styles by LeKander ★The Magic of Change by Britton & Cummins ★Neanderthals at Work by Bernstein & Rozen ★Networker’s Guide to Success by Triplett ★ Give me your card to get slides ★ Contact me at triplett@bscusa.com if questions ★ Set a meeting for input & recommendations © Business Success Center, 2009 9
- 50. Making Decisions inTough Times Here’s to your success! Jan Triplett, Ph.D. triplett@bscusa.com Twitter: @JanTriplett ownersmba.com Blog: ownersview.com © Business Success Center, 2009 10
- 51. Our Support =Your Success © Business Success Center, 2009 11
- 52. Our Support =Your Success • Business Management Services – Financials • Virtual CFO, Financials & Pricing Reorganization – Marketing • Virtual Marketing/Sales Mgr, Marketing Reorganization – Virtual Incubator & Accelerator - VIA Program to fix, stabilize & grow your business – Owners MBA Course • ownersmba.com (January 2010 - 18 hours) © Business Success Center, 2009 11
- 53. BSC Credentials © Business Success Center, 2009 12
- 54. BSC Credentials • Clientsfrom A-Z (Accounting firms to zoos) • Built sustainable to Million $+ businesses • NCRC Certified Technical Advisor • Top Austin 20 Management Consulting Firm • 5-Star National Award, SBA • Financial Services Champion, SBA • Certified Green Business, City of Austin © Business Success Center, 2009 12