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With a skillfully developed "immune system", proper tracking reports, everything throughout the living business stayed healthy, even if the business rapidly grew into a major multi-million-dollar business or larger, which many did after 2001.
I used these techniques that I saw in my Vision to build my own living company. Upon replicating my first mini-company, I designed tracking reports. Remember, that living job or mini-company has a living "cell of responsibilities", as shown attached to my company's mini-companies on page 121. The first mini-company I built and then replicated was the direct-mail mini-company. I developed the tracking reports to assure every one of its responsibilities was done and done right. For example, see Diagram Nine over the next 11 pages. It illustrates my direct-mail mini-company's "cell of responsibilities" followed by the tracking reports. In only a few minutes, I could glance over those reports and know that everything was healthy.
As I developed a set of tracking reports for each new mini-company, those reports kept me in touch with every responsibility in my company. In a few minutes, I snapped all responsibilities together in my mind, the pieces to my large success puzzle. As I sat back and snapped together the big puzzle picture in my mind, I knew the missing pieces and then turned around and gracefully, omnipotently conducted my business. Now, I was able to bring out the power of the mind, just as I saw happen during my Vision:
Nothing but forward-movement issues got discussed in this monthly Essence Meeting. The founder clearly outlined for each mini-company specifically what forward movement must be accomplished next month. Then, everyone in the company drove forward for the full month following the Essence Meeting. Everyone drove hard to meet the deadlines set by the founder. No one ever drifted into aimlessness. No one ever drifted into filling his or her day with tasks that did nothing to drive the business forward. For, the founder had determined for each mini-company the projects that specifically drove the business forward. The founder laid out what he expected done, and he set deadlines.
Thus, every month the 21st-century founder sent his 21st-century business into double-time, forward-march action. The next two pages show the outline of actions I prepared for the direct-mail mini-company before the January Essence Meeting at Integrated Management. Of course, I used the same technique I witnessed from future companies in my Fourth Vision.
The greatest payoffs in those future companies during my Vision came by developing the mini-company employees to, on their own, initiate and carry through forward movement...to power-think money-making projects and become creative like the founder. Upon doing that, the living company had successfully become a 21st-century division-of-essence business.
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