The Management Team Section of Your Business Plan

Written by Dave Lavinsky


Continued from page 1

The Management Team section should also include biographies ofrepparttar company's Advisory Board and/or Board of Directors. While having well-known advisors/board members adds credibility torepparttar 137173 business plan, it is highly effective to explain how these advisors will directly impactrepparttar 137174 company through strategic advice and/or providing conduits to key clients, partners, suppliers, etc.

In summary,repparttar 137175 Management Team section ofrepparttar 137176 business plan is an opportunity to prove to investors that your company hasrepparttar 137177 necessary talent to succeed. Rather than waste this opportunity by merely showing employee resumes, which could be included inrepparttar 137178 Appendix,repparttar 137179 section should be used to explain precisely howrepparttar 137180 team is uniquely qualified to executerepparttar 137181 venture in its present state.

Please visit http://www.growthink.com/businessplan for a free copy ofrepparttar 137182 2005 Business Plan Guide.

As President of Growthink Business Plans, Dave Lavinsky has helped the company become one of the premier business plan development firms. Since its inception, Growthink has developed over 200 business plans. Growthink clients have collectively raised over $750 million in financing, launched numerous new product and service lines and gained competitive advantage and market share.


Is Your Leadership Is Effective?

Written by Michael Beck


Continued from page 1

Organizational Culture

The foundations of a strong organization are:

1. Developing a clear and compelling Purpose 2. Identifyingrepparttar organization's Mission to achieverepparttar 137144 Purpose 3. Agreeing on a set of Values by which to carry outrepparttar 137145 Mission 4. Adopting a Servant Leader attitude throughoutrepparttar 137146 organization

An organization's Purpose isrepparttar 137147 "Why" of its existence. It’s not what it does as much as what it is striving to accomplish. It is a statement ofrepparttar 137148 greater good it is attempting to achieve. It answersrepparttar 137149 question: "Why are we here?" and helps give clarity and focus to each person inrepparttar 137150 organization. It isrepparttar 137151 yardstick by which decisions are measured.

An organization's Mission isrepparttar 137152 "What" of an organization. It is a definition of whatrepparttar 137153 company does to achieve its stated Purpose. It begins to definerepparttar 137154 core proficiencies of a business and helps keep it focused on achieving its Purpose.

An organization's set of Values isrepparttar 137155 "How" of an organization. It defines what an organization most values inrepparttar 137156 execution of its Mission. It's not an all encompassing list of possible values as much as a statement of whatrepparttar 137157 organization most values in its people and their conduct. It defines behaviors and culture within an organization. It helps setrepparttar 137158 guidelines of what is and is not acceptable.

Atrepparttar 137159 core of Servant Leadership isrepparttar 137160 premise thatrepparttar 137161 customer isrepparttar 137162 most important person torepparttar 137163 organization. As a consequence of that premise, it only follows thatrepparttar 137164 most important people torepparttar 137165 customer arerepparttar 137166 frontline staff. They'rerepparttar 137167 people who customers interact with on a daily basis. This understanding leads torepparttar 137168 philosophy thatrepparttar 137169 job ofrepparttar 137170 manager ofrepparttar 137171 frontline people is to make their jobs as easy and effective as possible sorepparttar 137172 customer hasrepparttar 137173 best experience possible. The result is an organizational chart that looks like an inverted pyramid. This servant attitude focuses leaders on developing those around them. It leads to people working together in a collaborative, solution-oriented environment.

How does one go about developing Purpose, Mission, and Values? Falling back on our understanding of Servant Leadership andrepparttar 137174 importance of everyone inrepparttar 137175 organization,repparttar 137176 creation of Purpose, Mission and Values requires input from people in all areas ofrepparttar 137177 company. They (the Purpose, Mission, and Values) need to be relevant to all involved, they need to be consistent with one another, and they need to be used consistently as a yardstick for decisions and policies. There’s nothing worse than developing Values and just paying them lip-service by not living them day-to-day. A practice like that lacks integrity and actually becomes a demoralizer.

In summary, when we combine personal competency in all areas of leadership skills with an organizational culture which supports people, their development, and their success, we end up with exceptional leadership which, in turn, inspiresrepparttar 137178 best effort in others.

Written by Michael Beck, President of Exceptional Leadership, Inc. a firm which develops exceptional leaders through leadership enhancement and executive coaching. Michael can be reached at 877-977-8956 or mbeck@XLeaders.com , and you can learn more about the company and these ideas at www.XLeaders.com Permission to reprint with full attribution. © 2005 Exceptional Leadership, Inc.


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