Next Generation Business Performance Model – Leadership Strategies

Within today’s sustainable business model, the business performance or front-office team is typically driven by a leadership DNA person that provides basic leadership functions for the entire organization. While managers manage resources to results, leaders motivate people to maximum performance through increased productivity. Leaders have followers and typically focus on individual motivation and productivity through the formal and informal organization. Leaders cast vision and provide overall direction while managers provide specific directions.

Competent Leadership:
Competent organizational leadership begins with the right leader DNA in the right position aligned with the current business situation. For example, a Driver (Dominant) or Expressive (Influencer), is the most effective leader in a start-up and launch and compete and growth current situation to drive sales, revenue and profit. While an Amiable (Compliant) or Analytical (Steadiness) manager can be more effective in stabilizing and recovering from a decline and survival current situation by managing costs, allocating resources and controlling expenses.

Positive Corporate Culture:  
Effective leaders establish and maintain a positive, results-based corporate culture and a proactive, productive work environment. To maximize performance and productivity it is critical to have the right people (DNA) in the right roles (positions), with the right motivation and skills, doing the right things (priorities) at the right time in the business life cycle. 

Activity-based, authoritative, can’t-do, control-based, job focused, supervision culture
      Apathy – cup half-empty – Evolved from negative employee and customer experiences with minimum
      confidence in their comprehension, capabilities and compliance

Results-based, collaborative, can-do, motivation-based, role focused, leadership culture
      Passion – cup half-full – Evolved from positive employee and customer experiences with maximum
      confidence in their comprehension, capabilities and compliance 

Current business mission statement: 
      Business, markets, customers, purpose, values, employees, customers and stakeholders 

Current offering vision statement:
      Offering, targeted buyer, pricing, value premise, key benefits and primary differentiators

Business Performance Culture:
Building on the positive corporate culture and responding to today’s experience loyal marketplace, the business should adopt an external, market and consumer focused business performance (marketing, sales, service) culture supported with customer friendly people, customer responsive systems, and customer engaging processes, content and messaging.

Traditional: Internal focused, Company, industry and competition perspective culture
      Production, product or persuasive selling, first-generation, seller perspective approaches

Contemporary: External focused, market and customer perspective culture.
      Consumer, solution or consultative selling, next-generation, buyer perspective approaches

Staffing and Development Culture:
Building on an external focused business performance culture and competing aggressively in today’s highly competitive marketplace, requires the deployment of a profile, model and predict staffing, hiring and human resource development strategy.

Traditional: Hire, assume and hope recruiting and staffing culture

Contemporary: Profile, model and predict recruiting, staff development and retention culture

Advisory Board:
Building on internal leadership resources and cultures, competing in today’s volatile marketplace, also requires the formation of an external group of experienced business men and women that can provide consistent leadership perspective, coaching and support decision making. Formal advisory boards or informal professional support teams can provide wise counsel, unbiased insight, valuable networking, resources and accountability. They can provide encouragement and support for executives often creating marketplace differentiators and a competitive advantage for the business. Listed here are several different types of boards that can provide a positive influence on business executives resulting in positive business outcomes.   

Formal Board of Directors: Sometimes required by law and paid a small stipend, in a typical board of directors, the members and the board at large are generally actively involved with the planning, direction and often the ongoing leadership of the business through formal voting privileges and informal executive suite support and consulting. This board is typically made up of several key business disciplines that can provide specific support to the business as required and together provide a broad perspective to the business.

Formal Advisory Board: Often un-paid, formal advisory boards are comprised of several valuable friends of the business that are indirectly involved with the planning and direction for the business but do not get directly involved in the ongoing leadership of the business. The individual members of this type of advisory board offer guidance at all levels of the business but do not have any voting rights for the direction of the business.

Informal Professional Network: Smaller organizations who may not want or need to maintain a formal board, can often assemble an informal professional network with a group of specialized and trusted professionals that can provide regular support through scheduled meetings and/or informal support through individual engagement depending on the business situation. Often a simple letter or email to vetted individuals asking them to serve on an informal support network is all that is required to engage a cadre of valuable support resources.

Virtual Boards or Peer Groups: Some executives choose to join a formal virtual board or informal peer group to collaborate with other executives on key business, personal, family and other issues that may impact the business. Formal virtual boards typically have a fee associated with becoming a member of a group while you can form your own informal peer group that can function similar to an informal professional network only on a scheduled basis. Here are some sample virtual board groups. Artie Isaac ( or Bob Hothem:

Board members: Regardless of which type of board you choose to implement, you should limit it to a manageable (7<9), odd number of members based on the size of your business, your ability to manage it and your resources. There are several types of professionals with specific disciplines that can bring targeted value and perspective to any type of board.

  • An experience business coach (SCORE)
  • A banker or financial person
  • An attorney or legal council
  • A business insurance agent
  • An accountant or tax expert
  • A member of your church or clergy if appropriate
  • A trusted and experienced business executive or peer in a similar size business
  • A trusted and experienced executive in a similar type of business or member of an applicable association in a different market and not in a competitive situation

For more information BPRG today and schedule a FREE 60 minute business performance discovery desktop conference…simply call 937.434.BPRG (2774) or email


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