Successful business strategies are the backbone of thriving businesses and highly successful business people. Here are 10 random, yet essential business takeaways that have me thinking as we approach our 18th year in business and I reflect on this past year.

• Nothing is more powerful than what you can CONTROL in your business. Take inventory of what those ”controllables” are and focus on executing them to the fullest in the New Year.
• Nothing is more frustrating than what you can’t CONTROL in your business. Always work on making that list smaller.
• Your existing customer is always your best one! Take incredibly good care of them.
• In every situation, every challenge and opportunity, look for the win-win … there is always one there.
• A strong ego is a great driver for success. A big ego is the inevitable downfall of so many business leaders.
• Always have an open mind and listen to varying opinions, then distill them to come up with the best solution that fits your needs.
• Capitalize on your strengths and what you like and do best. Do the same with those around you.
• Fully develop and execute the 3 drivers of team performance; compensation, recognition, and accountability.
• An effective “sales engine” in your business is incredibly hopeful and rewarding. Focus on putting it in overdrive in 2011.
• Thinking in terms of logic and common sense always makes the most sense! Always consider things from the other point of view. Accept that for things to work over a period of time they have to always add up and make sense.

As you ponder these points I think you will agree, you don’t have to be a business owner to adopt them as principles. In fact, embracing these strategies is among the best ways to catapult your career in your own business or the business you work in. They will help you capitalize on the outstanding opportunities that exist today and pave the way for a most successful future.

Ziad Khoury – Founder and President, Frontline Performance Group

When does employee loyalty cross the line and become management irresponsibility? We are fortunate in that the overwhelming majority of our clients have a deep desire to support and care for their frontline teams. They do this for many reasons; some altruistic, some not. Some care for their teams because they are genuinely concerned for their well being. Others, while not driven by a deep compassion for their employees, demonstrate care because it is in the best interest of the business. Regardless, these employers have a common understanding that taking care of their employees helps them take care of their customers. They recognize it is just good business.

We frequently run across organizations who under the banner of loyalty retain employees for extended periods of time that have no business working in a frontline capacity due to their poor attitude, inability to engage or influence customers, or both. It is in these situations that many well-intended leaders fall. What they fail to recognize is while employers have an obligation to provide all of the communication, tools, training, support, compensation, recognition and other resources necessary for the employee to achieve an expected level of performance, the employee has a reciprocal obligation to at least “attempt” to achieve that level of performance by using the resources the company has provided. Notice I did not say obligation to immediately achieve the expected level of performance, as someone could be improving month-to-month and still be below the target.

There are many reasons why someone may underperform. It could be a learning difficulty, an inability to acclimate quickly to new technology, an illness or a traumatic life event that is inhibiting their effort short-term. These things can be forgiven if the underperformer is earnest in attempting to improve. Not attempting, however, is inexcusable and usually a sign of a deeper problem. If an employee is unwilling to try and improve when their employer has invested in their skills development, what they are really saying is “The company goals and needs are not important to me. I am going to do my own thing.” This mindset can become not only damaging, but viral and contaminating, as the renegade performer’s interests may not be aligned with the company’s interests. An employer who allows this to happen repeatedly is not being loyal; they are using the banner of loyalty to mask a weak-kneed unwillingness to make tough decisions – one of the true hallmarks of great leadership.

Chris Brown - Senior Vice President, Frontline Performance Group