Methods, processes, models, constructs, and frameworks provide structure and efficiency in business. They become thoughts, behaviors, strategies, and actions to achieve goals and objectives. Some that we have developed are summarized below for your "tool belt."
GAP is central to all GAPWORX thinking , and it is used with every client and in every situation. GAPS hinder advancement to "Preferred States." When particular GAPS align with our expertise and methods, "WORX" can resolve or reduce them.
Individuals and organizations exist in a present circumstance, and GAPS hinder advancement to their Preferred State.
When those "GAPS" align with our expertise, "WORX" can resolve or reduce them.
Every business is unique, so we first understand where you are today (Actual State) and where you want to be tomorrow (your Preferred State) and highlight the GAPS restraining growth.
With a specific future in mind, we help you to set new directions and to implement priority initiatives that resolve targeted GAPS and improve desired financial objectives.
As the market and your business are in constant motion, company processes and employees must align and adapt to reach your ultimate business goals.
AWARENESS - The First Stage
Behavioral change models highlight the difficulty of change, but our first stage has four goals:
- To help you get past the block of "unawareness,"
- To minimize opportunity lost costs,
- To minimize your investment of time and money, and
- To move quickly to the Action stage, where progress becomes tangible.
You cannot change what you do not know. Awareness helps get you beyond superficial understanding to then know what needs attention first. Awareness is discovery, using a variety of tools such as quantitative and qualitative analysis. We help you understand your Actual State (where you are today - your challenges, opportunities, resources, priorities) and the Preferred State (where you want to be in the future). Together we can "Map the GAPS" so that you can act on them.
ACTION - The Second Stage
The Action stage clarifies what to do, and how to do it. That is best accomplished with clear goals and objectives. Many companies undergo Strategic Planning exercises without involving every employee who affects business outcomes. Without clear alignment of every employee, strategies and tactics are compromised from the beginning. Fortunately small companies are more nimble, and employees can be engaged to improve quickly. Small businesses have constraints of time and money, so it is crucial to have a fast-track mentality for desired change.
ACHIEVEMENT - The Final Stage
Action is the strategy and the day-to-day delivery of product, services and value to your clients. Achievement is fulfilling company goals and objectives. People, market conditions and resources are always works-in-progress, but understanding customer needs and expectations is vital for future business success.
Business owners want to understand the difference between where they are and where they want to be - the classic definition of a "GAP."
Our 4-Step Timeline is consistent with current theories and practices for personal and organizational change. We use cognitive mapping as "mental structures" to plan, follow and implement change. Clarifying the direction of the business, tallying the "blood, sweat and tears" associated with that change, building motivation and commitment to change … all become your company's Roadmap. Also see Preferred State Visioning.
The GAPWORX Balance
In the Double Delta image (part of our company's logo), the outer and broken black delta represents the unresolved "money-robbing performance gaps" that exist in every business. The inner and unbroken blue delta represents resolved gaps, as "where you want to go." These measurable gaps are factual, emotional and behavioral.
Consider a sales person that consistently achieves a "required" job predictive METRIC of at least 60 prospect contacts/week. But the salesperson has limited communication skills, has little company or product knowledge, and is not able to execute an effective sales call. The sales representative is still not creating new customers, revenue or profit to "make his/her numbers." There is not a balance of TALENT to match to the effort. Think about employee roles and responsibilities in your company.
You must have certain performance METRICS - client growth, revenue, profit, etc. - for your business to be successful and even thrive. To best achieve that level of success, your employees must also possess certain skills, capabilities and behavioral characteristics - which we call TALENTS.
The balance you need is when your METRICS are equally supported with TALENTS. Almost without exception, that requires an ongoing commitment to training. Put simply, it is not just WHAT YOU DO, it is also HOW YOU DO IT.
"It is impossible to make good decisions without infusing the entire process with an honest confrontation of the brutal facts … and to act on the implications."
- Jim Collins, Good to Great