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The Do In Business Development

By Bill Scheessele, MBDi

This is the final article continuing the discussion of business development competencies and how being a business development professional is based on the principles of BE, KNOW, DO.

MBDi’s work with professionals has shown the connection of the three pillars of business leadership – Being, Knowing and Doing – to the 12 core competencies of business development.

The first pillar of these competencies is anchored around who the person is – Being. It includes individuals’ principals, values and ethics. Their achievements are tied to their mission and purpose in life, along with the ability to separate their successes in their professional roles from the way they perceive themselves as individuals.

The second pillar of leadership – Knowing – centers on knowledge competency. This consists of seeking out and applying knowledge about people, business, money and technology. People knowledge is the most important competency in this group.

The third pillar of business development leadership focuses on the leaders’ actions, including their ability to make decisions, communicate those decisions and motivate others to reach goals and thus improve their capabilities. Do embraces all the activities necessary to reach organizational goals now and in the future. Doing includes the ability to establish intent, to set clear definable goals and to determine the organization’s objectives, both short and long term. Doing includes determining which tasks are to be completed, establishing priorities and deadlines, and implementing the SMARTS principles of goal setting and planning within an organization. Doing requires tactical leadership skills such as the expertise to recruit and retain the correct individuals, also know as operational skills; ability to establish process; ability to motivate individuals to achieve objectives, and the ability to continue to coach, mentor or train.

Tactically implementing leadership in business development requires the capability to lead people and manage process. Leaders must always keep in mind that an individual’s goals, both short-term tactical or long-term strategic, must be in balance with their long-term mission and their short-term purpose. This brings a holistic approach to the process of leadership and business development. It incorporates individuals, their knowledge and their ability to “Do.”

Bill Scheessele is CEO/Founder of MBDi, a Business Development consultancy based in Charlotte, N.C. For the past 26 years, he has led a team of professionals who assist client firms in leveraging their high level expertise into bottom line business. Information on the company and the MBDi Business Development Process™ access: www.mbdi.com.