The Trend is Your Friend

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In the seminal book, “Good to Great”, we learn that a company doesn’t need to be in a great industry to become a great company. To do so, it requires a very candid and strategic analysis of the various components contributing to the firm and then rating them versus a theoretical ideal. It takes effort, but you can improve your company, regardless of size, by applying these principles:

  1. Define what robust, good health looks like for our company
  2. Identify the Key Performance Indicators (KPIs) that indicate our progress
  3. Make the changes necessary to close the gap between where we are and where we want to be

How’s Your Health?

In our C12 Groups, Members work together to develop a picture of what we call robust, good health for their businesses. This is a theoretical snapshot of what the business would look like if all of its resources were focused on its sweet-spot in the market(s) it serves, producing maximum returns. It takes effort, but by reducing complexity to simplicity, you create competitive advantage.

Know Your Numbers

Once you have defined what robust, good health looks like for your company, it’s time to measure where you currently stand in key financial, organizational, operational, and even ministry areas.

By defining the gap, we can identify a set of critical numbers, or KPIs, to direct our ongoing efforts and measure true progress. As you do so, keep in mind the following:

  • Reduce the amount of KPIs to a simple, measured few – Keep the number of KPIs manageable. Avoid the trap of tracking too many KPIs, scattering your focus over too many areas. Do the hard work of reducing complexity to simplicity.
  • Measure regularly, usually on a monthly basis – The frequency may vary based on the KPIs and your business. The key is a continued focus on what you have identified as the most important indicators.
  • Involve the Team – Make sure the entire organization is clear on what measures really matter, and how everyone contributes to each. This ensures every employee knows how winning is defined in their area.

By reducing the KPIs to simple, measured few, and measuring them regularly, the company will trend in the direction of robust, good health.

How Do You Measure up?

It’s not enough to just identify the KPIs that indicate trends. We must make changes to the strategy or process to close the gap. Our initial KPIs indicate the level of performance our current strategy, systems, and processes have produced. To begin trending upward, changes to the strategy, systems, or processes must be made. If our current way of doing things have resulted in a gap, changes in the process will change our trends. By continuing to focus on the right KPIs, we can determine which direction the business is trending, and make adjustments as needed.

Identifying the right KPIs and consistently monitoring trends requires focus and accountability. That’s why thousands of business owners and CEOs gather together once a month to share their experience and gain insight into business best practices as they build great businesses for a greater purpose.  

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  • Kevin Miller Bio

    With over a decade of experience in marketing leadership, brand management, and business development, Kevin has helped numerous companies refine and implement plans to create exponential growth.

    Prior to joining C12, Kevin led a successful Florida-based brand strategy consulting business focused on growing small and medium-sized businesses. Entrepreneurial in spirit, Kevin also has a diverse background in launching start-ups as well as helping struggling or stagnant businesses develop a new course of action. His experience incorporates knowledge from multiple industries including textile manufacturing and design, medicine, real estate, technology, web development, and the creative arts.

    After attending the University of Central Florida where he studied Music Performance, Kevin became involved in worship arts and youth ministries, serving for several years in various leadership roles. He and his wife Beth, an elementary school administrator, have been married since 2000. Together with two sons Kyle and Kamden, they enjoy a wide variety of outdoor activities including hiking, hunting, fishing, and backpacking.

  • Troy Blackmon Bio

    Troy came to The C12 Group in 2008, with a diverse background in executive leadership, sales development, team building, and operations. Through his role as VP of Field Operations, he is committed to serve, equip and encourage CEOs and business owners to lead thriving companies that honor the Lord and serve people.

    During his tenure at Chick-fil-A, Inc. Troy learned that business excellence and glorifying God in the marketplace go hand in hand. Troy managed a P&L of $35+ million in revenue and coached business owners in operational excellence and improving financial results.

    In addition, Troy has been involved in leading small group ministry, including planting a church in Seattle, WA. Troy was formerly Partner at OneAccord, a management-consulting firm focused on accelerating revenue for mid-market companies. While at OneAccord, Troy was privileged to work with numerous technology companies in senior leadership positions, managing sales, marketing, and business development activities. Troy most recently served as the President of a technology private equity group, where he led the management teams of 4 portfolio businesses.

    Troy is married to his high school sweetheart, Shanna, and has been blessed with 4 children. He enjoys golf, cycling, and mountain biking with his family.

  • Mike Sharrow Bio

    Mike joined C12 as a member in 2010 while serving as an executive pastor for a large church in Texas and owner of a healthcare strategy consulting group.  Prior to that, he had served in a variety of leadership roles in both operations and sales corporately for the Walgreen Company, financial services as well as strategic development work with Health by Design.  In 2011 he exited his commitments to join the local C12 practice in San Antonio as an associate chair serving CEOs across that market.  In 2013 he and a partner acquired the greater Central Texas region and stewarded it as it grew to a team of 8 full-time chairmen serving nearly 150 leaders.  Mike is passionate about collaboration, strategic planning, Gospel initiatives and BHAG endeavors.

    With a background spanning Fortune 50 corporate settings, startups, non-profit and local church, Mike has been discipled into an integrated life perspective around the calling all believers share to be disciple-making disciples and ambassadors of Christ across all vocations and contexts.  It was in 2005 when God revealed to Mike the perils of a “sacred versus secular” duality in life and since then he’s been on the adventure of living one life in Christ, with work as worship, business as ministry and life as mission.

    Mike grew up in Alaska, graduated from Trinity International University and the Loyola Graduate School of Business.  He married his bijou of an Iowa farmers daughter, Jacqui, in 2002 and they have 2 girls, Elayna and Sophia.