Do you ever want to be given a plan, a step-by step approach or a list of instructions, “Do this and your business will grow”?

Well this is pretty close…

In the ever-evolving world of business, achieving sustainable growth is a goal that's often easier said than done. It requires a well-thought-out strategy and the ability to adapt to changing market conditions.

To help you navigate this journey, I’d like to share the SVO Model of Sustainability and Growth TM – a simple yet effective framework that emphasizes simplicity, verification, and seizing opportunities. By following this model, you can create a robust foundation for your business's long-term success.

Growing your business can be fun, challenging, rewarding and all-encompassing. It can also feel frustrating, never-enough and like spinning your wheels.

An interesting question to consider if you have aspirations to expand is: how are you measuring growth?

There’s the traditional metrics of using revenue and profit. Those are great measures.

However, measuring growing using only the metric of growing top-line sales is using a very narrow lense.

AND these metrics are lagging indicators. They are the result of the activities you’re engaging in.

What are your leading indicators? (These are the actions you’re taking that LEAD TO the results you’re looking for.)

If you’ve been tuning in for a while, you’ve heard me discuss the many contributing factors to building value in your company.

I’ve touched on attributes like growth potential, differentiation, financial performance, diversification of people, suppliers and employees, but you know what these all boil down to?

The SVO Model of Sustainability and Growth…

I was speaking recently with someone who had sold not one, but two businesses in the past several years.

I asked her what she found was the more challenging aspects of selling. She said that one of the biggest challenges was getting her processes in order. She didn’t build it with selling it in mind and certainly didn’t think about capturing her processes as they operated.

So, preparing to sell her business the first time was quite onerous because it’s something she had to start from scratch.

It wasn’t until this was in place that her business could be properly evaluated (along with other metrics).

Standard operating procedures are not only valuable when you’re trying to sell your business, they are actually very powerful to…

I just had the pleasure of taking the weekend to do some hiking in the Cape Breton Highlands and let me tell you: If you’ve never been to Eastern Canada in the Fall, you’re missing out.

The leaves were stunning. Absolutely breathtaking.

It was walking through the woods, experiencing the quiet beauty and perfectly imperfect landscape of rivers and mountains that filled me with a peace that was so wonderful to experience.

It was there that I was able to be reminded of me; and what I’m wanting to accomplish. And how fortunate I was to be able to take these moments in a busy life to reconnect to that.

I’ve been working to create opportunities for more space in my work and calendar. Not only to work on projects that are important to me but to think more deeply about my work and how to improve on certain areas of my business. Particularly HOW I work.

What I’ve learned is space in my workweek leads to business growth…

There are a number of metrics as a business owner for you to consider in the running of your business: revenue, pricing, expenses, profit, but there’s another important piece to knowing your numbers.

Understanding your cash flow.

Cash flowing through your business is like water flowing through a river; if it dries up, the environment around that river dries up and suffers.

You could have sales going through your business, but there’s a timing to cash flow and if that timing is off, it could hand-tie your business, inhibiting growth. If cash is running like that flowing river, then you have enough to fund growth and allow your business the flexibility it needs to operate.

The considerations that go into cash flow are largely around the timing of when money comes and money flows out, and ensuring there’s more coming in than going out.

For money coming in, consider things like…

As you work to grow your business, do you find yourself ever saying, “I’m not sure anyone else can do this,” or “what I do is so unique.”

OR, “I wouldn’t even know how to train somebody on this, I do it differently every time!”?

If you’re interested in scaling your business and growing your results, one of the most frequently raised topics of concern is about consistency and getting the rest of your team members to deliver.

“If I don’t do it, it won’t be the same client experience” or “We won’t achieve the same results.”

Some of these perspectives may be factual and some may not.

Even if it’s factual now, it doesn’t mean that can’t change.

If you’ve often wondered how you can get your team working towards goals with the same sense of urgency that you have — you are not alone.

As a leader, meeting deadlines and goals are important, and yet you can’t accomplish this unless you have the whole team on board.

So what do you do when everyone isn’t on board? Or, have the same sense of urgency that you do?

A few weeks ago I mentioned that I would share the year-end review that I conduct in my business to close out one year and move forward in the next.

By sharing my process I hope this supports you to hone in on what’s important in your business. 

My mission is to help Leaders and Business Owners create sustainable businesses. In order to create a sustainable business, knowing the metrics that convey the health in your business is so important. This way you spot problem areas that need to be addressed and successes that you can leverage or lean into.

If you chose to grow your business, you know whether or not you have a healthy foundation in which to do so.

I like to keep it simple.