1) Define your Strategic Objective.
2) Define the Results You Want
3) Engage in Strategic Work
4) Systemise
5) Quantify Value, Effectiveness, Cost key Behaviours, Habits,
6) Client Acquisition
7) Client Fulfillment
8) Leadership
9) Seek the Truth
10) Listen, Learn, and Innovate Whenever Possible
#1 Define your Strategic Objective..
for your IT Contracting Business? Could day1 be set aside to review your vision for your contracting business and how it must be for it to contribute toward your purpose in life. Your contracting business should serve this vision. What would you have written in your Strategic Objective if that is a statement of what your business will look like when it's done? How powerful is this vision? Is it keeping you focused? Could this be what you would most need to establish on day1?
2) Define the Results You Want
Is it true that in a shrinking economy your intensity of focus must increase? But what to focus on you may ask? Theres so much I hear you say. I get into overwhelm and just shut down or distract into a myriad hatches just to get away. It is true but need to start somewhere so could day2 be used to have some clearly defined results for your vision and purpose to help you keep on track? Would that be a far better use for day2 of your recession experience?
3) Engage in Strategic Work
Leveraging results you want through other people is key. But YOU are the business. How does this apply to you? Well there are many things you can do that speed up the work necessary to ensure your survival. This will require you have access to a strategic network of knowledge and support. Could your day3 be for getting clear on the Strategic Work required, to ensure ongoing survival, even to operate at peak in the most critical times of recession? If not at peak would it still be worth using day3 to get clear on how to utilise this time more efficiently rather than overcome by apprehension, self doubt, fear, and worry?
4) Systemise
You have been advised often to establish and implement systems for every aspect of your business. Could day4 be set aside to look at your systems, especially a system of development that will enable you to make wise decisions and better evaluations regarding contracts to go for, contracts to not go for, contracts that move you forward, contracts that are the beginning of your end. Could day4 be spent reviewing your systems (your habits if you will) that you have in place to ensure you are on track.
5) Quantify Value, Effectiveness, Cost key Behaviours, Habits, Processes
Thoroughly understand the exact, quantified impact that key "reactions", "doubts", "indecisions", "distractions", "hesitations" have if you DON'T let your processes you have conditioned to switch back to clarity, resolve, energy, focus will have on your IT Contracting business. How many new ways to access the right kind of networks, clients do you need? What changes do you need to make to your habits, behaviours, mindset to cover losses? What can you do to trim the shock of the unexpected indeed could we say your variable expenses? Is every habit, behaviour, ritual, viable? Does it have you 'getting-paid'? In short is it an income-producer? Would Day5 be useful to take a little time out to re-evaluate these key aspects in terms of the contribution to the income and value to your client? Could day 5 be spent translating these into Strategic Indicators that are more usefully quantifiable?
6) Client Acquisition
Know exactly who your customers are. Then go out and get them but first need to find the answers to the following questions too, and act upon that information: What is your value in the eyes of your customer? Are your Client Acquisition methods consistently effective on a daily basis? How can you more efficiently communicate your message to more of your Target Market? Where can you strengthen your follow-through with your aftermarket and referral methods? Would day 6 be a good day to look a little more into that aspect?
7) Client Fulfillment
Have you considered how you could be making it difficult for customers to access your real value? Would day 7 be spent wisely if you sat down and removed or found more ways around any barriers preventing your customers from getting what they need. Always keep your promises to your customers in the most cost-effective manner possible.
8) Leadership
How pivotal is your leadership? Would day 8 be worth just dropping everything and considering what you can do as the leader of your company to foster and enhance an awareness of your vision in people who admire, respect you as well as the person next to you, and the person in migrations support, and the account managers in the agency you contract through indeed all the people you rely on on the help deliver your value. Consider setting aside day 8 to evaluate around the value of your leadership in terms of a structured, regular, targeted contact as a means for creating a stable, profitable and cohesive personal networking environment.
9) Seek the Truth
Day 9! What could we do for day9? Perhaps set this day aside to diligently dig down to the truth about your value. Could this 'coming outage', this 'approaching end of contract' be telling you that now more than ever, you must stop and think with more clarity and purpose, and make the necessary adjustments to survive--even thrive--in a challenging contracting environment?
10) Listen, Learn, and Innovate Whenever Possible
Okay its now day 10. Where to from here? Could it be used profitably if we were to resolve how we can better keep our eyes and ears open. We may hate it, disagree with it, get irritated by it but after a while we get that the law-of-attraction is a law that operates by ITS schedule and never by ours. We never know where our next great idea is going to come from. It is important that we don't let the bleak contracting environment hi-jack us from innovating. Innovation is going to happen whether we participate or not. Could day 10 be where we resolve to innovate as it may very well be more crucial now than ever before.
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