To Grow Your People Grow Your Business

Grow Your People Grow Your Business watering a green arrow that points up as he grows the strategy

If You Want To Grow Your People Grow Your Business
Just think about it…To Grow Your People Grow Your Business.  Can you think of any strategy for business success that does not depend upon growth? Whether you consider growth a leading indicator of organizational performance, a lever for change, or a lagging outcome, growth is what signals, supports, and reflects success.

And business growth is more than that…it is the living force behind what attracts high performing talent, brand name strategic partners and desirable target customers.

High Performing Talent
When you are trying to attract and retain top talent, promising employees are far more compelled to join or stay with a company that is on a high growth trajectory.  High growth is where the energy and excitement is, employees have a chance to develop, grow, prosper, and more easily find opportunities to learn, experiment and innovate.

Being part of a high growth company is exciting, energizing and fulfilling. The opposite, too, is sadly true.  When employees are stuck in a company that is shrinking, they are discouraged, frustrated, and eventually disengaged.

It is difficult to maintain morale when revenue and future prospects are fading away.

Brand Name Strategic Partners
A successful strategy often requires dedicated internal and external partners. As long as their business goals are aligned with yours, strategic partners keep you competitive in the marketplace. You work together to update your products and services so you can rapidly change with customer needs.

Otherwise, you may fall behind or fail like:

  • Kodak who, even though they built the first digital camera in 1975, didn’t adapt quickly enough to digital cameras. Yes, their film was among the best and they owned 90% market share, but that did not matter when film became obsolete and they did not shift their strategy in time.
  • Borders Books. They, too had an early technical advantage based on an inventory system that could optimize and predict consumer buying behavior but failed to adapt to the digital age and changing consumer preferences.
  • Hummer who ignored consumer shifts against gas guzzlers as wasteful and anti-environment?

Desirable Target Customers
Customers, too, are drawn toward success. They are persuaded by prestigious brand names and compelling testimonials. They like to know that what they buy has a sound future.  Growth and a positive company outlook encourage target clients to find you.

How Do You Create the Conditions to Grow Your Business to Grow Your People?
So how do you ensure you have enough strategic clarity to adapt to changing markets and support growth?

  1. Differentiate Your Talent
    First, make sure you keep your employees happy and engaged. Give them a sense of mission and meaningful opportunities for development.
  2. Differentiate Your Value
    Second, see that you exceed customer expectations in terms of measurable value (what they need and want), quality and service.
  3. Differentiate Your Partnerships
    Lastly, maintain close ties with your strategic partners so that your goals stay aligned even as markets shift.

Of course, the most successful companies go further. They keep in touch with their community and act as responsible corporate “citizens” by supporting worthy causes and have a meaningful purpose. This kind of active involvement in helping the world be a better place not only promotes the common good but enhances the company image in a worthy and public way.

The Bottom Line
To grow your people grow your business.  If you want to be able to give your employees a chance to learn and grow, you must grow the business enough to provide the opportunities to engage, develop and retain your top talent. For a talent management strategy to succeed, business growth is not an option.

To learn more about creating the strategic conditions for high growth, download 7 Ways to Stress Test Your Strategy for High Growth

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