The Force for Good System

The Force for Good System empowers companies in the startup phase to clarify what is most important and establish key systems early on that help create traction, early wins, and attraction of key team members and investors to help your company get off the ground.

• Trying to get the business off the ground is usually harder than expected. You don’t know what you don’t know.
• Figuring out which services and products the company is going to sell, how those products will be made and delivered, and deciding on pricing is challenging out of the gate.
• Launching a new product or service usually comes with challenges, mistakes, and disappointments. Most new products are buggy, not exactly what the customer wants, and don’t perform the way you might have hoped.
• There isn’t a system in place for anything yet. How you are going to deliver customer service, create your product, pay your bills is all to be determined.
• Wearing multiple hats leading a small, inexperienced team is stressful! Founders often struggle to get everything done with limited people, systems and funding available.
• Most founders grossly overestimate how popular their product or service will be out of the gate. Most initial marketing programs fail, forcing founders to pivot after spending half their marketing budget with little to show for it.
• Most founders underestimate the financial cost of getting started and many aren’t aware of options available to fund a pre-seed business.

Companies stuck at the survival stage will benefit greatly from the Force for Good by finally having a simple way to implant into every person on your team the key activities they can drive to produce meaningful results. The System also unlocks the brilliance in every person and resource you have to move into creatively solving the puzzles of scaling, serving, and delivering transformative impact.

• The company still needs more customers (scale) to survive. While there is revenue coming in, there’s not enough to invest in building the business or pay the founder much (if anything).
• Marketing and sales continue to be a puzzle. Founders lose sleep trying to figure out ways to bring in more business, especially when they have limited budget and insufficient marketing and sales experts on the team.
• There aren’t enough hands to take care of the customers they have. The company really needs to add another customer service rep, or needs to improve product quality, or needs a better marketing software, but there simply aren’t the funds, or the time, to do anything but keep the ship from sinking.
• The company still does not have great systems and operations in place. This is frustrating to customers and employees alike. Founders are constantly dealing with the litany of problems and complaints.
• Making payroll each week is a crazy exercise in begging Peter so you can pay Paul. The stress of making sure there’s enough cash in the bank to operate, buy needed supplies, and make rent is constant.
• Companies at this stage could have an opportunity to attract funding to give them the cushion they need to grow, but many founders simply don’t know the option exists or how they could participate.
• Options for exiting the business are minimal, with low profitability and traction preventing other possible owners to pay a desirable price for the business. The Founder is stuck feeding the business and sees no real way out other than to keep going.

• At this stage, the business has enough profits (and/or funding) to thoughtfully scale through some or all of these ways:
  • Improve, innovate and expand products and services to create remarkable results for customers.
  • Investing in well-analyzed marketing systems where dollars invested results in measurable company sales, and thereby generating scale.
  • Upgrading the team by adding best-in-class leaders and experts capable of guiding the company through its next stage of evolution.
  • Adding key roles into the organization allows team members to be able to reduce the number of hats they wear and focus on specific functions and desired outcomes.
  • Investing in the much-needed systems to increase efficiencies, remove functional obstacles, improve collaboration and connectivity, elevate customer experience and service, centralize and aggregate data where it can be quickly reviewed for daily/weekly/monthly cycles of performance improvement.
• Everyone in the company is excited about the purpose at hand and everyone knows what their role is in creating the most needed outcomes for customers, the team, and for the company.
• Team members are set free to bring their best ideas, creativity and brilliance to fulfilling the purpose, goals, and impact of the company. People love coming to work and are passionate about the important contributions they are making.
• Team members throughout the organization report loving their job. Everyone on the team is committed to the purpose, embodies the values, and knows the important company-wide breakthrough, along with their own personal performance breakthrough they are working on.
• The Founder is focused on big-picture thinking and no longer needed for day-to-day decisions.
• Each year, the Company busts through one or more massive breakthrough that elevates the company to the next level of greatness. Each year there is successive, dramatic progress in the most needed areas of scale, impact, performance, and profit.
• The company has a strong and trusted leadership team in place who exemplify and model the core values of the organization.
• The company is well on its way to manifesting its 10-year impact goal, which embodies the impact, scale, and profits envisioned by the Founders.
• The company is paying its people well, the Founder is taking a salary and collecting distributions (even if only minimal), and there is plenty of cash to invest in the chosen areas of investment.
• At this point, the company starts to become exciting and attractive to possible future buyers. Should a founder choose to exit at this stage, there is hope of finding a good buyer.

• Profits are now being directed towards future company breakthroughs, the next 10- year goal, and sharing profits with the team and shareholders.
• Customer and team members alike are company ambassadors whose lives have be made better by the purpose, values, culture, and solutions created by the company.
• The Founder’s initial vision has been actualized and is ready for the next level vision.
• The Founder and investors receive regular, healthy distributions and have choices about how to fund the continued evolution and betterment of the organization.
• The company is now a valuable asset which others would be lucky to own and steward. The Founder regularly receives calls from interested buyers who would love to invest and partner with the organization.