Kaizen, 改善: ‘A Japanese business
philosophy of continuous improvement of
working practices, personal efficiency, etc.’
A person I had coached pro-bono in the last year and one half–up to and including their establishing a SoundCloud account, then to effectively launch, establish, then elaborate a very well crafted blog on rapid climate change, emergency management for disaster, and related Federal and State governance into social media–approached me in March about helping his group in the formulation, planning, start, and operation of a four person start up, which I have been doing with great success.
I guided this Director in many phone calls, emails, texts, as he approached, created, revised, and readied to implement his business, which is highly tied into the storm season cycle. This eventuated in his putting into place business strategy about message and brand, processes for continuous business improvement, personal and professional organizational effectiveness, organizational development, building a sales channel, and content creation.
These are great people, who are highly coachable. Giving time is not a laughing matter, but once you know someone, and get on the best of terms together AND they get it, and if not near always soaking up and acting upon your coaching and advisory, then nearly always if you will, it really is a lift. Both to not only the recipient AND the coach/advisor.
Helping others to get better, based on a many, many mistakes and some gigantic judgements–so that others can benefit from a now lifetime of scrapes and bumps–is uplifting. I am the WIDE angle lens for business. I have seen it all and still do. Every day.
This person is on this third and final draft of his business plan after months of work, where I told them, that slower is faster. Like a master builder. Plan it. Do it. Deliver it. Refine it. Repeat. Its hard enough to be able to do anything, without knowing exactly what you are doing, why you are doing it, and how you will do it. The drive to attempt, frame, and formulate matters more than the correctness of final fact.
And own your message. Regard others. Be highly responsive. Don’t go too slow or too fast, nor too large or too small, but rather get to business flow and regularity, where instead of laboring ONE part of component, you develop ALL the parts so you can see what to do next, by not overly polishing small pieces, so you can see how all the parts interact. Build it and they will come.