Business: Goals, Principles, Strategy, and Scaling

What is the business's goal, and how closely does what I do each day relate to it?

An editorial question for independent reflection; not the author’s original assignment.

Your route

Lessons are grouped by task rather than by their number in the program. Each step explains why to watch the next meeting.

1. 1
   Step 1 · Personal goals and businessLesson 2 · Participant case discussion · ≈ 1 hr 53 min

   Participant Case Discussions: Connecting Business Goals with Personal Goals. Strategy

   First distinguish what you want, what the business needs, and what matters to your partners.

   A question for yourself: Which goals am I mixing together right now?

   What the lesson explores

   Personal goalBusiness goalPartnershipStrategyGoalsProfitOwnership stakes and shareholdersTime

   1. 01How to distinguish the business's goal, your personal goal within it, and the broader direction of your life.
   2. 02Why you need to hear your partners' goals rather than assume they are the same as yours.
   3. 03How to look at metrics over time, beyond the current plan.

   Open lesson →Questions and answers · 26
2. 2
   Step 2 · Goal, principles, and strategyLesson 4 · Meeting · ≈ 1 hr 42 min

   Business Strategy, Principles, and Goals

   Examine the connection you will return to throughout the other meetings.

   A question for yourself: What principles guide progress toward the goal?

   What the lesson explores

   Business goalPrinciplesStrategyGoalsRevenue and turnoverProfitManagerCustomers

   1. 01Why it is important to understand the purpose of a strategy session before holding it.
   2. 02How the goal, parameters, principles, strategy, and specific actions connect.
   3. 03Why you need to keep returning to this connection instead of stopping at a document.

   Open lesson →Questions and answers · 24
3. 3
   Step 3 · Finance and unit economicsLesson 5 · Meeting · ≈ 1 hr 37 min

   Business Finance and Unit Economics

   Look at how financial metrics connect to the way the company operates.

   A question for yourself: Which numbers do I understand, and which do I merely receive?

   What the lesson explores

   Cash flowProfit and loss statementUnit economicsOversight and reportingExpenses and costsSalesProductAutomation

   1. 01How the discussion distinguishes cash flow from the profit and loss statement.
   2. 02How financial data connects to business performance metrics.
   3. 03Why you need to understand which period and business area income and expenses belong to.

   Open lesson →Files · 1Questions and answers · 22
4. 4
   Step 4 · Your own developmentLesson 6 · Meeting · ≈ 2 hr

   Development Strategy: The Manager, the Team, a New Business, and Scaling

   Keep sight of your own strategy amid questions about the team.

   A question for yourself: What is my own question about moving forward?

   What the lesson explores

   Development strategyManagerScalingStrategyScaling a businessProfessional developmentCouple relationshipsA state of not knowing

   1. 01How a narrowly framed request can obscure the question of your own development.
   2. 02Why it matters to ask about your own way forward, as well as other people's actions.
   3. 03How a more focused question changes your interaction with the person you are learning from.

   Open lesson →Questions and answers · 34
5. 5
   Step 5 · Company structureLesson 9 · Meeting · ≈ 1 hr 45 min

   Company and Team Structure

   Distinguish areas of work, responsibility, management, and oversight.

   A question for yourself: How do roles and authority actually work?

   What the lesson explores

   Company structurePerson responsibleManager and overseeing leadMarketingManagerManagement systemOrganizational structureTeam

   1. 01How to examine structure through the example of different areas of marketing.
   2. 02How the author's model distinguishes the person responsible, the manager, and the overseeing lead.
   3. 03How to distribute areas of work among the people you have, without creating a separate position for each one.

   Open lesson →Files · 2Questions and answers · 44
6. 6
   Step 6 · Management systemLesson 17 · Meeting · ≈ 1 hr 47 min

   Business and Management: Automation, the Team, and People's Inner Goals

   Consider processes, automation, and the team together.

   A question for yourself: What enables people to make decisions?

   What the lesson explores

   Management systemAutomationPeople's goalsTeamGoalsManagerOwnership stakes and shareholdersLegal structure

   1. 01How the author connects automation and processes with the system for managing people.
   2. 02Why data and an understanding of the company's work matter when handing over decisions.
   3. 03How the team's professional development relates to business goals.

   Open lesson →Files · 1Questions and answers · 8
7. 7
   Step 7 · Metrics and decisionsLesson 19 · Meeting · ≈ 2 hr 5 min

   Scaling a Business: Metrics, People, and Management Decisions

   Return to what lies behind the parameters you use.

   A question for yourself: What understanding is this decision based on?

   What the lesson explores

   Metrics and parametersDecision-makingExpanding perceptionPerformance metricsScaling a businessCustomersReputationEducation

   1. 01How understanding the subject affects the choice of metrics and parameters.
   2. 02Why you need to discuss the basis for assessment in advance with those doing the work.
   3. 03Why the author connects management decisions with a broader perception.

   Open lesson →Questions and answers · 11
8. 8
   Step 8 · Business thinkingLesson 27 · Meeting · ≈ 2 hr 6 min

   Business Thinking: Seeing the Substance, Risks, and Decisions

   Connect what you have examined with your own practice and risks.

   A question for yourself: What do I know through lived experience, beyond theory?

   What the lesson explores

   Business thinkingPracticeProduct and risksDecision-makingRisksSalesMarketingProduct

   1. 01What the author connects with the development of business thinking and real practice.
   2. 02How the discussion addresses the product, launch, quality, and commercial decisions.
   3. 03Why professional results are considered more broadly than the immediate result of a single business.

   Open lesson →Questions and answers · 7
9. 9
   Step 9 · Mistakes and your relationship to workLesson 37 · Meeting · ≈ 1 hr 53 min

   Eight Mistakes in Business and Professional Work

   Examine familiar ideas about launching, development, and your own role.

   A question for yourself: Which mistake can I notice in today's action?

   What the lesson explores

   Business mistakesProfessional workWorkProfessional developmentInner stateGoalsStepping away from day-to-day operationsOperational management

   1. 01Which mistakes the author examines in launching, strategy, and professional development.
   2. 02Why the desire to step away from day-to-day operations deserves examination of its own.
   3. 03How to distinguish a specific business goal from your relationship to work across a long life.

   Open lesson →Questions and answers · 4
10. 10
    Step 10 · Areas of a businessLesson 41 · Meeting · ≈ 1 hr 52 min

    The Goal, Strategy, and Areas of Business and Professional Work, Including AI

    Return to the need to understand areas beyond your own.

    A question for yourself: Which area of the company do I not yet understand?

    What the lesson explores

    Areas of a businessStrategic thinkingAutomationArtificial intelligenceStrategyGoalsManagerProfessional development

    1. 01Why the author suggests understanding areas of the business beyond your direct function.
    2. 02How the goal and actual interests relate to professional actions.
    3. 03How automation and artificial intelligence fit into an overall examination of the business.

    Open lesson →Questions and answers · 4

What the bundle explores

Work with one real task

The selection, viewing order, and questions about your own situation form an editorial route through existing recordings, not a separate program by the author.

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