All too often I come across business owners who put the proverbial cart before the horse and get more excited about documenting processes before they actually improve them. Documenting a flawed process is like paving cow paths (that zigzag all over the place) as opposed to mapping out a more efficient, and direct path and then paving it.

Some business owners get all excited about the E-Myth, and even though I believe this is a key element in building a scalable business, they tend to overlook those pesky parts about Business Development and jump right into the documenting part too soon.

I can only guess that they gravitate towards documenting things they are already doing because it is something they know they can take immediate action on. Just because someone is willing to “do what it takes” to document an existing process does not mean they are ready to make the hard decisions that are associated with implementing a new strategy.

If all you do to improve a business you know is having trouble growing is to document some processes, you might just be documenting your demise.

One of the biggest mistakes business owners make in terms of developing or implementing a business strategy is that they confuse strategy with tactics.

Their changes in tactics may generate minor improvements, sometimes temporary ones, or they could just be rearranging deck chairs on the Titanic.

It seems a part of human nature to go after the low hanging fruit and to many business owners the tactics are just that, things they can reach and tweak right away.

In her book Being Strategic, Erika Andersen points out how people tend to rush in to developing and implementing tactics prior to creating the strategy. She says “Being strategic means consistently making those core directional choices that will best move you towards your hoped-for future.” Notice she says being strategic implying it is an ongoing state of mind not just a one time decision.

She also provides some common sense advice about not only articulating what your “hoped-for future” looks like, but also taking the time to assess where you are now. It’s a gap analysis that requires you look at the terrain and potential obstacles between you and your goal.

In addition to Erika’s assessment of creating a strategy I would add that the strategy is the foundation upon which everything else is built and needs to be solid so it can support the rest of the complementary roles, structures, etc.

So before you redesign your comp plans or hire that next sales person take a moment to step back and be strategic. Forget for a moment what you have in place and imagine for a moment what your goal is and what your strategy would be if you could start over fresh.