There’s a story about two men who are walking through the forest one day. Suddenly a grizzly bear comes tearing through the bush towards them, all fury, claws and fangs!

The one man glances at the other. “Quick Ken, run!”

Photo by Michael Elliott

Ken’s expression is fatalistic. “Don’t be stupid,” he says. “You can’t outrun a grizzly.”

“I don’t have to,” says the other man. “All I have to do is run faster than you.”

In some ways I regard this as an analogy for business. Many companies and organisations are content to do enough to stay just ahead of the competition – or in the pack somewhere -- but few seem to have the desire to outrun the bear.

To outrun the bear means moving your organisation from – in the words of Jim Collins – good to great. It means not being content with just fighting fires everyday, or going through motions.

It means a desire to build something special.

Here are some steps to consider for those who want to outrun the bear.

1. Examine your motivations and that of the team. Do you and your team have a passion for the business? What drives you? And them?
2. By accepting you have a passion for the business, understand that it costs money to make money; so you’re going to have to spend. What is your budget?
3. Ask yourself: Where are you wasting money? I’ve heard that a one percent savings is as good as a ten percent gain in new business. Is there an opportunity for profit in the wastage?
4. Audit your marketing. This includes strategies, tactics, teams and tools such as your website. Does it generate leads? If it doesn’t it’s wasted money and wasted opportunity.
5. Hold a facilitated workshop to develop a business and marketing strategy. Invite key stakeholders (staff, management, clients, suppliers, friends) and work out what your opportunities are – including new trends, new products, new markets…
6. Put the plan together and then delegate responsibilities – including systems and processes – for carrying out that plan. Delegate a champion to keep everybody on track.

Finally, hold quarterly strategic meetings and report-backs to keep the plan on track.