By Rudolph Rosenberg | Tuesday, February 25, 2014
Explore this course at lynda.com.
Does every employee contribute to the business performance of the company? Or is it really just sales and marketing people who do? These are questions I get asked time and again and the answer to both is pretty straightforward: When it comes to business performance, everyone is contributing, whether consciously or not.
Of course, sales and marketing folks participate in a very obvious way by taking action every day to increase sales, but sales is just one of many ways to contribute to a company’s performance. Finance people, for example, contribute by making sure money is not squandered and can be used to get more salespeople in front of more customers to increase sales indirectly. Customer service personnel ensure that customers are happy and have good reason not to use the service of a competing company—therefore indirectly securing future sales with existing customers.
The same goes for every other role that in one way or another helps directly or indirectly to generate more sales. So, yes, everyone can make a positive business impact, if they know how their job relates to business performance.
Understand how your role impacts the company
Companies sell products and services to customers—it’s really as simple as that. The key is figuring out how your role is connected to that simple concept. Either you enable sales with new customers or more sales with existing customers, or you make it easier for another team to make more sales. But in one way or another, there’s always a connection between your role and more sales. Sometimes it takes more than one step between your role and increased sales; perhaps your role is about saving money, which enables more investments, which in turn maximize sales. That’s fine, as long as you map it all out.
Identify the levers of business performance
Next you need to identify the specific objectives, or levers, in your job that you need to deliver in order to make a significant business impact. Across your many responsibilities, determine the top three activities that influence business performance and write them down.
Set yourself a goal for this year
For each of those levers, define a SMART objective. SMART means that you must define your objective in a very detailed and Specific way, Measure your progress, be able to Attain your objective within a certain timeframe, choose a goal that’s Relevant to the task at hand, and make sure that it’s Time-bound; in this case, you must be able to achieve it this year.
Track your performance
Finally, you need to track your progress. This last point is possibly the most important one of them all. Since your objectives are measurable, you should be able to sit down once every month and see how you are faring against them. Take five minutes to see if you are on track, and if you then realize your objective was too ambitious or way too easy, revise it. You need to have something to reach for which actually takes a year to achieve. By the end of the year, you’ll most likely have helped impact your company’s business performance much more than you’d expect.
Want to learn more about boosting your business impact this year? Find out how to assess the financial health of your business and its competition with my lynda.com course Financial Literacy: Reading Financial Reports.
With online video courses at lynda.com, you can reach your goals faster. Learn software, improve your skills, and get an inside look at how the professionals work.
Share this article:
Tags: Business, Finance, Rudolph Rosenberg, Business Performance, Financial Results
You can change your email preferences at any time. We will never sell your email. More info
Thanks for signing up.
We’ll send you a confirmation email shortly.
Sign up and receive emails about lynda.com and our online training library:
Keep up with news, tips, and latest courses with emails from lynda.com.
We've updated our terms and conditions (now called terms of service).Go Review and accept our updated terms of service.