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Entrepreneurs generally have a lot in common. We’re passionate about our work. We care deeply about delivering high quality products and services to the people who need us. We have a “never-say-die” spirit.

Another thing we have in common is a bad habit of focusing on what went wrong. We often lose sight of the great things that went RIGHT, especially when it comes to doing a year end review. When you focus on the negative, you can make growing your business much more difficult than it needs to be.

If you don’t appreciate what’s working, you can easily find yourself stuck in a never ending cycle of chasing the next “thing” (an opportunity, a marketing strategy or idea that you think will make you more successful). If you simply focus on what IS working and tweaking that – you’ll get better, faster results with less effort.

As you reflect on your business, I encourage you to STOP and appreciate just how far you’ve come in the previous 12 months. Looking back on your growth helps you make plans for the future AND can encourage you to pat yourself on the back for a job well done. This simple process can inspire you and motivate you to dive into your next set of goals.

Here are a few tips for objectively analyzing your business:

1. Review your 2011 goals - If you’re like most service professionals, you created a list of goals you wanted to accomplish. This could have been at the beginning of the year or any time during the last twelve months. Take a look at your list and check off any goals that you’ve completed. Put them on a new list titled “My 2011 Accomplishments.” With each goal jot down exactly which steps you took to get there and how you feel about the results you created.

2. Take note of any other major accomplishments you made during the year - Sometimes you end up making strides or accomplishing things that you didn’t plan for. Well done! Just because you didn’t plan for them doesn’t make them less important. Write down any of these achievements. By noting what you did to accomplish them, and how the opportunity came about, you can see how you can replicate the results.

3. Don’t beat yourself up or wallow in regret - Even the best laid plans sometimes get put aside or readjusted. Don’t use this exercise as an opportunity to chastise yourself over missed opportunities or plans that didn’t go through. Take note of the plans that didn’t work out, because you may want to work on them again in the coming year. But let your criticism end there. This part of the process is about reflecting on what went right! Forgive yourself for any mistakes in the past and take steps to avoid the same mistakes in the future.

4. Share your successes - If you’re in a mastermind group or part of a power partnership, these are perfect people to tell about your successes. Sharing how far you’ve come in the last year can help reinforce that you’ve completed a job well done. Encourage others in your group to do the same. If you don’t have a team of partners that you work with or a partner that you’re accountable to, now may be the perfect time to find one. In fact, this is something I can help you with. If you’d like to connect with a group of supportive, like-minded entrepreneurs who are actively growing their business, I have just the solution for you.

There’s a lot of talk these days about organizational culture, and more and more companies are beginning to describe their cultures as key differentiators. Is this just a passing fad, or is it really that important? Let me answer that for you from three perspectives – from leadership, from customers, and from workers. But first, we need to agree upon a definition so that we can be sure we’re all referring to the same thing.

What is It?

An organization’s culture can best be described as the “commonly-held set of values and principles that shows up in the everyday behavior of its people.” Notice that I’ve italicized the last part of the definition. The culture is not defined by the framed prints in the boardroom or the statements of values on the website. Rather, the culture is defined by how people actually behave on a day-to-day basis. And every organization does have a distinct culture – whether by design or by accident. You notice it immediately when you walk in the door or even when you deal with them on the phone. So why is this important?

The Leadership Perspective

The reason culture is so important from a leadership perspective is that, believe it or not, it’s the single most significant influencer of organizational performance. Let me show you why. Consider the company where you work and think about all the various job functions that exist there. You may have sales people, finance people, operations folks, clerical staff, shipping and receiving, a receptionist, etc. Now imagine that every single one of those people didn’t care about the quality of their work, they were disengaged, they didn’t like or trust their boss and the company, and they couldn’t wait to go home every day. Now take a moment to imagine the opposite. Imagine that every single one of those people loved what they were doing, were fully engaged, were totally committed to the company and its mission, felt acknowledged and appreciated, and demonstrated a passion for excellence. How do you think the bottom-line performance and results would compare between these two scenarios?

Of course it’s obvious that the second company would outperform the first one every time. And what do you think most accounts for the difference in how those people show up at work? It’s the organizational culture. The culture is what most determines the attitude and style with which people approach their work every day. The two examples I gave you were illustrations of vastly different cultures – and they produce vastly different results. Great organizations and their leaders understand this, and they take very specific steps to intentionally create and sustain the organizational cultures they want to have.

The Customer Perspective

It’s often said that people buy from people they like. Think about your favorite vendors. It’s likely they have great cultures. You probably enjoy working with them or purchasing from them. When we deal with companies that have great organizational cultures, we typically feel more comfortable, we’re more confident that they’re likely to do what they promise, we have more confidence in the quality of their products, and we simply like them more! Think about companies like Zappos, Southwest Airlines, Apple, or Nordstrom. We like doing business with them, and their corporate culture is a big part of it.

The Worker Perspective

We each bring to the workplace our own set of values, heavily influenced by our families, our upbringing, and our prior experiences. When we work in an environment that matches our values, we feel a sense of fit and belonging. It’s easier for us to get engaged, and consequently, to do our best work. Just as great organizations are purposeful about selecting employees who are good culture fits for their unique workplace, smart workers are just as purposeful about selecting employers whose corporate culture matches their own style and set of values. Clarity is a key to doing this successfully. The more clearly an organization has defined and institutionalized its culture, and the more clearly a worker or potential worker has thought about his/her own value system, the easier it is to find a mutually good fit. And the better the fit, the easier success becomes – on all fronts. Incidentally, if you’re a job candidate trying to assess the culture of a potential employer, here are just a few simple suggestions:

• Notice how the receptionist answers the phones
• Notice how strangers/visitors are greeted
• Notice how people relate to each other
• Notice how much/little people smile and seem to be having fun
• Notice the physical aspects of the work environment
• Notice how prominently values are/are not displayed in the workplace, on the website, in the corporate materials
• Notice to what degree the company talks about its culture
• Talk to current employees to get a sense of how they feel about the culture

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