William Buist
Building Better Business
Make the change you need today…
Working with business owners seeking the courage
and confidence to build a better business
Planning how to ensure that there will be the money needed by the business, planning to ensure that the company will have access to the required resources, and planning to ensure that a sudden unexpected change does not harm the business creates resilience. It is how the most masterful companies manage themselves all the time.
We had a chance to visit Kuekenhof, a fabulous centre only open during the tulip season, to see the work of those that plan their beautiful gardens. It’s very special.
When we understand the context of the work we are being asked to do, and when we understand the stage of the journey to mastery that our client expects, then we can deliver extraordinary value and exceed the expectations that they have with ease.
The master’s of business know that the better strategy is to use strategic pace. That needs a good plan, a steady series of well designed efforts that mean at the point you need the stamina and strength, it is all ready.
If you want to be seen as the master of what you do, get clarity of the contexts in which you do it. Gather an understanding of them, and be ready to explain them to others seeking the value your mastery brings.
When you speak up, and provide the context that others need, then they will see the true value of your words and feel the gravitas with which you say them.
Mastery is as much about knowing how to communicate what you know and teaching the skills that you have, and that’s teamwork too. When your teams are focussed on the one thing they do, and learn to do it well together, they really do stand out.
Eunice’s blows were both powerful and anticipated, yet specific consequences cannot be predicted. Which trees will stand and which fall can never be known accurately in advance.
The same can be said for running a business.
It was a chance encounter. I had been walking with a friend and we had decided to have a pub lunch together.
What we found was a fabulous establishment with a menu that promised an extraordinary lunch.
I started writing. Words became sentences, sentences became paragraphs and paragraphs became chapters. Towards the end of the two years I had something approaching 50,000 words, just a rough draft.
Much more than that though, I had two years’ worth of thinking, of developing the thinking and garnering (and testing) insights.