Every Wednesday from Nov. 28 to Dec. 19, local SES branches will be hosting vendor showcases where you can enjoy a free breakfast and lunch, talk with vendors about products, receive special discounts and enter multiple gift card giveaways (including one for a $1,000 Visa gift card). 

 In last month’s edition of Growth Matters, I asked what motivates you to get up in the morning and go to work? Is it the paycheck or your passion? Do you love your job or is it a means to a financial end? Passion drives success for individuals and businesses alike. The earlier you pinpoint your passion and the more you adhere to it, the greater your success will be.  

 Many of the dealers and integrators who own companies in the security industry have what is called a “lifestyle business,” meaning the business brings in enough profits for the owners to live in nice homes, drive great cars, and travel in style. While the owners may appear or may truly be living a comfortable lifestyle, this can change when it comes time for retirement, if a business owner is not prepared.  

How much do you invest in your business each year? Is it a percentage of your growth? What are your priorities when you invest? These are important questions to ask about your company’s investments, because investing in your company is challenge for every single business owner. 

Company leaders should also be excellent communicators; indeed, communication should start with the head of a business. A great owner needs to set the company’s agenda, goals, and priorities. If you are not a natural communicator, as an owner or supervisor, you should either learn them, or find someone who is a great communicator to help you.

RMR grows when service or monitoring results are driven and improved upon though automated processes, and ESX is where you will meet some of the companies that automate systems.

Top-floor management often assumes that if sales were better, so would cash flow be. There is some logic to this kind of thinking, but it often isn’t the answer to the problem. On the flip side: employees tend to blame management for poor business practices when there are cash flow problems often because they feel the stress of limited resources and services that make it difficult to do their jobs.