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business to other businesses, to quite possibly lose employees because they do not see a positive direction or de- velopment, or to come to the worst of all possible business scenarios, to help you go out of business altogether! And just think that it's all because you lost sight of a direction for your business, or because you failed to ad- just your business practices fast enough for new situations, or because you failed to recognize the need to change your methodology in the first place. If your business hasn't developed its goals and methods and its "book," don't you think it's worth your time to take a close, hard look at the possibility and the need? Any or all of these developments might already be coming to mind as we discuss this, or some might be hap- pening to you now. Be open-minded and willing to admit your shortcomings. It could save your business. If your business hasn't developed its goals and methods and its "book," don't you think it's worth your time to take a close, hard look at the possibil- ity and the need? Isn't it time that you rethink the aforementioned "attitude" and get in- volved now with the details of docu- menting just what is the direction in which you want your company going, exploring whether all your staff is working toward your goals and aspira- tions? While it is not so important at this time to discuss the specifics of the manual, it is important to realize that the first step toward its creation is the development of your business' mission statement. This mission statement should spell out your overall objective and the purpose for your business. It should include a statement out- lining what you wish your business to be known for and what you endeavor to be recognized for. Further, it should contain state- ments regarding your customer base and your overall commitment to their needs, your willingness to recognize the value of your employees and subs, your commitment to managing capital responsibly, your willingness to be re- ceptive to the ever-changing business SECURITY FENCING INFORMATION RESOURCE WORLDFENCENEWS.COM environment and whatever other busi- ness values you deem critical to the overall mission of your business. The statement need not be longer than one standard page, but it should deal with the highest priorities for which you are willing to "stand up and be counted," and on which you are de- termined to be focused. The object of this statement is to establish in writing what your priori- ties are with respect to your business and your willingness to make whatever commitment is necessary to achieve them. This will serve as a constant re- minder to you that you must stay fo- cused and that you must develop and guide the others on your team to be fo- cused, as well. The statement is your promise to yourself and others to be committed to your business. WORLD FENCE NEWS • JUNE 2012 • 39 And isn't that an important part of It is the logical page one of your "book," and the sooner you write it the sooner you will open your mind and your thoughts to your business' well being. A business can "enjoy poor health" and survive for a while, but is just getting by why you went into busi- ness in the first place? On the other hand, a healthy oper- ation can help your business and you enjoy a firm place in the community, helping you likewise constantly real- ize that PROFIT IS NOT A DIRTY WORD!™, bringing you and your staff and subs (your team) a healthy liveli- hood for a long time. "page one?" In part two, the next column, we will start to develop specifics that need to be incorporated in your business' manual beyond the mission statement itself. World Fence News contributing editor Jim Lucci is president of Man- agement Motivational Associates of Freeport, N.Y., and for many years has written a monthly column on business management and issues which affect fence company owners and managers. He is the major contributor to the Fencer's Field Report which appears monthly in World Fence News. See the ad for Management Motivational As- sociates in this month's issue of World Fence News.