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How can you help a company?

Updated: 10/3/2023
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13y ago

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Answer:I have been an executive management consultant for 15 years, and during that time I have worked with many CEOs, VPs, and other executives and I have coached them on how to grow their companies. In my years, I have found a few common traits among successful companies, and the people who work there. These few nuggets of wisdom apply to everyone - not just executives and managers.

1. Believe in your company's purpose.

The person who asked this question probably cares about his/her company, and wishes to become a more constructive and positive force in the growth and success of that company. That desire only comes from a sense of purpose and belonging. To help your company, you must believe in it and its people. Because, to help a company grow, you will have to commit your own time and emotional involvement. When you believe in the company you work for, that commitment becomes a worthwhile and rewarding investment.

The corollary to this statement is a stark and sometimes bitter pill, but deep down you will recognize it as the truth. If you do not believe in your company, then leave and find a new place to work. If you do not believe that your company can achieve something purposeful, then you are only along for the ride - you are coasting. Your time and emotional commitments will become resented burdens, if they are not already. You will not be switched on.

There could be many reasons you don't believe in your company: maybe management doesn't listen; maybe there is no accountability; maybe it is in a dwindling industry - or any one of countless causes. It doesn't matter why - if you cannot bring yourself to believe in your company, then find a company you can believe in.

2. Learn more than just your job.

Too many people just do their job, and they don't take the time or energy to learn and understand how their job interacts with the rest of the company. A procurement clerk, for example, who takes the time to understand how her tasks interconnect with sales and production will gain key insights into growth opportunities. Not only will she better understand how to improve her own performance, but she will become better equipped to suggest improvements across the entire sales, procurement, and production departments.

3. Learn and understand your company's strategy and mission.

Companies don't just grow. There are competitive pressures - other companies are trying to grow too. There is only so much room for growth in the industry, and so one company's growth will ultimately come at the expense of another's. What is your company's growth strategy, given the prevailing and future market pressures?

At this point, I need to stop and define strategy, because it is the most overused and yet most poorly understood term in business. Strategy is the process of understanding what is happening - and what will happen - outside your company, and then developing a plan that best positions your company to capitalize upon those external events when they occur. For example, in the recession of the early 1990's Hewlett Packard (HP) developed a strategy based on the prediction that the economy will someday improve, and when it does, business will start buying new computers and peripheral equipment. During the recession, HP invested heavily in new technologies, and when the recession did end, HP was ideally positioned to start selling advanced printers at extremely competitive prices. Within a few years, HP grew its printer division from an insignificant supplier to a global leader in computer printers. HP did that through strategy - by looking at what is happening (or going to happen) outside the company, and then repositioning the activities inside the company to exploit those events to the benefit of the company.

If your company does not have a strategy, it will not sustain growth. Period. If you can't find your company's strategy, ask. If no one knows, then demand your company develop a strategy. If your company does not seem interested in a strategy, see the corollary note to point number 1.

4. Make decisions that support the strategy.

Now that you have a strategy, you have a guiding principle that will shape every decision you make. Imaging yourself in Hewlett Packard in the early 1990s, and you had a choice to make: either keep an employee and go into further debt, or lay off that employee limit the losses. Now that you have a strategy - to position the company to sell high-value computer printers at competitive prices when the recession ends - you have a guide, or yardstick, that will help you make that decision. Will this employee help you make better printers? If so, you better keep that employee. If not, it might be time to say goodbye.

You can make these decisions in confidence because you know what direction the company is headed. As long as you make sound and defensible decisions, you will make these decisions knowing you are supporting the company's growth. It is like huskies on a sled dog race - as long as they all pull in the same direction, then the sled moves nicely. But if the dogs are not given a direction - a heading - then each dog will pull in the direction that it alone things is the best way. No matter how hard the dogs pull, the sled will not go any faster until the musher leads the way for all the dogs to pull together.

5. Measure your progress.

How can you tell if you are helping your company, hurting it, or simply irrelevant? You can't tell, unless you measure your progress. If, for example, you have decided that you need to increase your overall employee morale, then you need to measure and track employee morale so that you can assess whether the measures you are taking are in fact working. In this example, you could engage an independent third party company (that has no bias) to conduct surveys among the employee population every six months. This will give you successive readings on the employee morale, and therefore provide concrete feedback about the success of the initiatives you took to improve employee morale.

6. Communicate, communicate, communicate.

Most problems in business happen because people did not know enough about what was going on elsewhere in the same company, department, and team. Seek out your subordinates, peers, and superiors, and discuss with them what you are doing and find out what they are doing. Hold and attend regular status review meetings - not just with your team, but with members from every department involved (see point number 2). Become the person that everyone counts on to know what is happening and how to make things happen.

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13y ago
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13y ago

The best way to help a company, and I assume a small or new company you mean, is to buy a product from them, and then give an honest review of their product and services. If they have a good product and customer service then tell your friends and family about it. Word of mouth is the best thing for a company to have. I own a small computer company and by far the best ways people have helped me is by refering customers to me.

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12y ago

cite your strenghts: skills , education, experience, and how they will cover the job description as a unique combination, and that you will be focus to acquire any training successfully in order to be an expert in the field, doing task effective (producing a desired or intended result) and efficient (accomplish a job with a minimum expenditure of time, money and effort/energy) to exceed the expectatives.

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11y ago

By noT losing it. 3GBD

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