It's time to brush up on the basics of business. There are many different strategies you can take to grow your business, and the key concepts fall into five broad categories: marketing, sales, client service, operations/administration, and management. What follows are some tips in each category.

Marketing

Many small businesses get stuck in the marketing vacuum. They fret that their marketing materials aren't good enough, fancy enough, clever enough (you get the picture), so they hesitate to take action. To get out of this trap, commit to the following:

• Identify the market segments that are best suited for your company, and direct your marketing efforts to those constituents. Don't try to be all things to all markets!
• A modest marketing brochure or Web site is better than nothing. Do something instead of waiting until you have the "perfect" marketing piece.
• Create and maintain a good database of clients and prospects. Proactively market to these people in memorable ways that will keep you top of mind.

Sales

Does the idea of selling give you the jitters? That's a problem, since sales is an essential skill for business growth. Make sure you understand the distinction between marketing and sales: Marketing is everything you do to get the appointment with a prospective client, then sales takes over once you're face to face.

• If you're not comfortable with selling, take a good basic sales course. Then practice what you learn immediately.
• Much of your discomfort in selling probably stems from the fact that you're selling you. Get comfortable with this or your business growth will always be a struggle. After all, if you're squeamish selling you, why would anyone want to buy?
• Once you have a new client, you're at the beginning of the next sales cycle. Always think of how you can position for the next job.

Client Service

This is probably what you do best. Most of us start businesses because we love the practitioner aspect of our work. That said, here are a few points to keep in mind.

• Under promise, over deliver. This is self-explanatory and actually one of the easier strategies to implement.
• Be consistent. Clients value reliable resources. When you provide a consistent level of service, they will hire you repeatedly because they know what to expect.
• Always add value. It's one thing to do more than promised (over deliver). When you provide incremental value, you separate yourself from the pack and diffuse the possibility of being seen as a commodity.

Operations/Administration

Successful businesses have systems. Create systems for as many functions as you can, so that you don't reinvent the wheel every time you perform routine tasks. Here are some examples of what can be systematized:

• Database - Use contact management software, such as ACT! or Outlook to track your prospects and clients. Code them so that you can easily sort the database when doing mailings or follow-up calls.
• Financials - You probably use software to record your numbers, but have you learned the more sophisticated aspects of the software that can help you in everything from creating projections to project management? Ask your accountant to help you learn the more advanced capabilities of your software. 
• Proposals/contracts - Create templates, so you don't redo them every time you write a proposal.
• Office operations - Write an operations manual that covers everything you do from mailings to phone etiquette. This may seem like a lot of work, especially for a one- to five-person office, but creating a good operations manual means that anyone can open the manual and follow specific guidelines and procedures in the office.
• Hiring - Develop procedures for hiring freelance, temporary, or full-time people. Use these guidelines every time you hire someone.

Management

If you don't manage your business, it will drift with no direction. Even if you are a solo practitioner, treat your business like your most important client.

• Processes - Focus on one of the above-mentioned areas weekly and you will rotate through sales, marketing, client services, and operations each month. Review what works and what doesn't work regularly, and make immediate changes for improvement.
• People - You need to be proactive, even if you're managing a small business. Make sure that the people who work for you understand what their jobs are and give them the resources to do these jobs effectively. Manage their expectations, celebrate their successes, and give immediate feedback - and you will be a better manager than 90 percent of the people who manage for a living.
• Self - This may be the most important management function you perform. Here are four ways to work on yourself:
• 1) Focus. Concentrate on what you're doing in the moment. That focus may last 15 seconds for certain tasks, but during that time all of your energy goes to that particular task.
• 2) Delegate. Many practitioners think that they do things better than anyone else. If this sounds like you, you are definitely getting in your own way. Learn to delegate, provide reasonable training, and spend your time on what you do best. Simply put, if you're still doing $10/hour jobs, your business won't grow.
• 3) Manage roles. Given the number of roles that independent planners juggle, it's important to proactively manage them. Every week you can prioritize according to which role is more important, and allocate time accordingly.
• 4) Experiment. Growing your independent planning business is part art, part science. Don't be afraid to make immediate changes, even small ones, if you think it will bring improvement.

For more ideas about how to manage "you" more effectively, please turn to this month's Workplace column, "How to Make You Your Greatest Asset" on page 32.

Lisa Aldisert, Convene's Workplace columnist, is a New York City-based management consultant and professional speaker specializing in business growth strategies and leadership development. Her latest book is Valuing People: How Human Capital Can Be Your Strongest Asset. You can e-mail her at lisa@businessgrowthcenter.com or visit her Web site at www.businessgrowthcenter.com.