Many financial planners suggest that you should adopt savings habits by “paying yourself first”. This means that you should save first, and spend afterwards. Well what if you applied this basic concept to a more valuable commodity in your life than money, time? What if you “planned yourself first” and knew when your rests and time off were coming a year in advance? Would you be able to sprint to those rest periods with better form and style? Would you be able to accomplish more results in the sprint periods knowing that a rest (and probably a well planned quality rest) was coming?

I have competed in four Ironman’s, I run my own company, have climbed major mountains, I have three active kids, I surely have ADD, and I have a lot of fun. I am often asked how I can accomplish it all. Like with my fitness training, I believe in intervals. An interval day, interval week, interval year, interval lifestyle. This is the first in a series about these intervals. Let’s start with the interval day and week.

the ceo magazine, business strategy,

At this year’s strategic planning meeting, the CEO of a small automotive parts supplier was feeling optimistic. “We’re on a path to double revenues within five years,” said Jane. “Finally, we’ll have the resources to do things right.” She and the team had been struggling to keep their demanding customers satisfied on a shoestring budget. Jeff, the manufacturing VP, wasn’t as excited. "In my experience, growth creates nothing but problems. Why can't we just stay the size we are?"

the ceo magazine, risk management

Managing risk is a major element of the “chemistry of strategy.” You must understand strategic risks -- what they are, how to identify them, and how to assess and manage them from a strategic perspective. Financial risk is embedded in all risks, since the impact of all risks is ultimately financial. There are five major sources of strategic risk. Two have the potential to wipe your company out overnight (discussed in a previous post), and three, while unlikely to wipe out a company overnight, could smother it over the next three to five years.

the ceo magazine, strategy
Fred J. Conforti, Author, Beyond Goals…Beyond LEAN

In the previous article we talked about needing a vision for the future. We also outlined the typical shortcomings keeping any company from being the best it can be.

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