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Conscious Business Development with Martin Harshberger

May 24, 2021

Martin Harshberger, a veteran executive and business management consultant, says that developing sustainable growth requires a combination of long-term thinking and conscious daily effort. Furthermore, too often owners and executives spend most of their time involved in the day-to-day activities of the business and not enough time developing and executing a strategic business development strategy. Consequently, Martin developed an in-depth 4-step framework to help CEOs bring together both business development and strategy to create predictability and repeatability in their organization.

 

Episode Highlights:

  • Martin Harshberger says many companies don't have a strategic plan.
  • And if they do have a strategic plan, they put it in a drawer and don't look at it.
  • Martin talks about why change initiatives never take hold.  
  • Are strategic plans essential?
  • Furthermore, the planning process is actually more valuable than the strategic plan.
  • Martin talks about the importance of frequent progress reviews.
  • It's important that employees understand the strategic plan and that their performance objectives are tied to the plan.
  • Also, many times resources aren’t allocated for with change management initiatives.
  • Emily talks about how the shiny object syndrome.
  • Then, Martin says the primary purpose of the strategy plan is to decide what not to do.
  • Emily asks if budget drive strategy or if strategy drives budget.
  • In working with his clients, Martin talks about repeatable business development instead of strategic plans.
  • Also, company culture is critical.
  • It's important to communicate the role each employee plays in contributing to product development and supporting the customer.
  • In other words, they need to know that what they do matters.
  • Next, Emily asks Martin recommendations for implementing change successfully. 
  • How does a leader get feedback from employees?
  • Egos can get in the way of leadership.
  • Next Emily talks about the unique challenges of leadership in the federal government.
  • Then Martin talks about why more company leaders don't use consultants and coaches.
  • Emily and Martin talk about the mindset it takes to be an entrepreneur.
  • Martin says he's starting a Mastermind of non-competing CEOs.
  • Listening is a key element of being a good leader.
  • Martin started hosting "breakfasts with the CEO".
  • Next, Martin talks about the books he's written.
  • Finally, leaders need to know themselves.

Resources Mentioned: