A Quote by Huda Kattan
To scale your business, you need to delegate responsibilities to others and establish a strong company culture.
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Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.
The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.
The only way to handle big business is to delegate, delegate, delegate.
Where has this book been? The Culture Engine demystifies the what and how of driving your company's culture to produce transformational business outcomes. Chris Edmonds operationalizes culture while offering practical tools necessary to align your people and gain profound competitive advantage.
If you want your company to succeed, you have to have the confidence in your business to take a bet on its future - to risk destroying a mediocre business model for the chance to have a strong one.
As for academics, I do not see why their responsibilities as moral agents should differ in principle from the responsibilities of others; in particular, others who also enjoy a degree of privilege and power, and therefore have the responsibilities that are conferred by those advantages.
If your home market is strong, you can be a strong global player because you have scale and can bring down the cost of production and remain competitive globally. When we started, our home market wasn't strong, so we had to do more business globally.
Understand this - as a new company, if you don't know how to get interested prospects into your company, then you don't have a company. At the same time, if you, as a owner, have to drive every lead into your business, then you need a real lead generation strategy.
I have this whole theory that whether it's in your personal life or in your business life, you have to establish a culture of generosity wherever you are.
As a business owner, leadership is more than just telling others what to do. Leadership is about the investment we make into others and the responsibilities we accept for being the voice and direction that others count on.
What does the world need that you can provide?”?Express your social mission, whether it’s cause marketing, volunteering, culture, environmental initiatives, sustainable products, or corporate philanthropy?Start before scale: make a commitment, take small steps and then scale when you’re ready?Internalize and share your social mission?Be unfailingly transparent – “If you’re not scared by what you’re saying, you’re not sharing enough
I say, "This is my objective" and when I stick to it, I succeed. When I deviate, I'm in trouble. Do what you do best and delegate the rest. There are things I do better than others, and there are things I'm horrible at and I delegate those.
We all go through stages. Concerns about appearances, making good impressions, being popular, comparing yourself to others, having unbridled ambition, wanting to make money, striving to be recognized and noticed and trying to establish yourself, all fade as your responsibilities and character grow.
I believe that every business and company takes two years to establish.
Most of the time, when you need something at a company, you make it. If you want to sell a product, you create it. If you need a head of marketing, you hire one. If you want to create a great company culture, what do you do? The lack of a clear answer on this is why I believe most companies don't have a great culture.
What I like to say when you get into something that feels like a bubble or, at least, feels irrational is that you still want to build a company that has a strong discipline, business-building culture.
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