How-to... Profit Leader

Profit Leader

This role leads the company's direction to achieve the desired profit. Profit Leader sets up and updates the organization using Strategers tools. This person is in charge of selecting the Top Manager.

The following characteristics are desirable for a Profit Leader:

Visionary

A good Profit leader must be a visionary.

This person should anticipate movements in the turbulent market and business environment. To know what information and data he needs to collect for decision-making. To have highly developed emotional intelligence and feel customers' needs in the present and future.

Guide

A Profit Leader should be a guide.

This person should be able to articulate decisions through the company's goals clearly. It should be able to indicate the company's direction in the changing business environment and market. And in such a way that everyone in the company can understand it.

The assumption is that the entrepreneur himself represents the role of Profit Leader. I.e., the company founder, but it doesn't have to be that way. Especially at a time when the entrepreneur wants to retire or dedicate himself to another business.

An entrepreneur (company owner) can participate in the election of the Profit Leader (if he does not choose that role himself). It is a complex role. The entrepreneur (company owner) must critically observe himself and recognize or develop the abovementioned skills.

The fact is that a good Profit Leader cannot be a good Top Manager. And vice versa. These are opposed personality profiles desirable for one or another management role. And it is impossible to combine these opposites in one personality. 

If we know and understand someone's job very well, it does not mean that we are suitable to do it well. We often overlook this.

Profit team

The Profit Leader may form his own team to help him better understand the company's business circumstances and makes better decisions.

Being a member of such a team is not a professional position, and this is not their primary job.

A member of the Profit team should have a good "feel" and the necessary knowledge for one or more of the areas listed below:

• What are the business customer segments? What do they want now, and what would they want in the future?
• What products and services does the company provide them? What could be better about them?
• Who are the competition and market intermediaries?
• What are the necessary revenues and expenses to make a profit? Where is too much spent? Where is the money trapped?
• What are the key jobs and resources within the company? What are the success factors of the company?
• And similar…

Profit team members should not be "copies" of leaders. On the contrary, they should provide different experiences and viewing angles.

We can look for members of the Profit team literally among all employees. It doesn't have to be only marketing magicians and super salesmen, but "gems" can also be found among drivers who deliver goods, ordinary sellers who "understand" customers, or insightful employees at any level.

Depending on the nature of the decision we need to make, we can change members often. It is wise not to formalize the "membership" in the profit team - so that you don't have to explain why once a member is invited and the next time they weren't.

To achieve good results in decision-making, additional members who are not employees are recommended. You can find them among professional consultants, advisors, mentors, and also friends, relatives, and customers.

It is recommended to have a Profit team of about 3 to 5 people.

Traction team

The two most important roles in the organizational platform are Profit Leader and Top Manager. That duo is what we call the traction team.

They represent the driving force of the company.