JK Harris
Official Guide
Business Consulting Expert
JK Harris Quick Facts
- Main Areas
- Business, Entrepreneurship
- Best Sellers
- Flashpoint: Seven Core Strategies for Rapid-Fire Business Growth
- Career Focus
- Author, Speaker, Consultant
- Affiliation
- Flashpoints Consulting, JK Harris & Company
JK Harris is the founder and CEO of JK Harris & Company, the nation’s largest tax representation firm, and the author of Flashpoint: Seven Core Strategies for Rapid-Fire Business Growth (Entrepreneur Press, 2010). JK (John) Harris is the quintessential entrepreneur: an astute leader with tremendous business acumen who’s always on the lookout for new opportunities. After holding senior management positions in a number of companies, he went on to found or purchase more than 18 businesses in his 35-year business career—and he has plans for more.
Crediting much of his success to lessons learned from other entrepreneurs as well as his own experience, Harris has made it his mission to share his knowledge and expertise with business owners and managers across the country and throughout the world through his books, speeches, and consulting services. In 2009, he created Flashpoints Consulting as a resource for entrepreneurs who want to grow bigger, stronger, more profitable companies. In addition to books, JK Harris publishes a free newsletter, e-books, and other valuable business information products under the Flashpoints brand.
Free Articles & Book Excerpts
JK Harris Books
Flashpoint: Seven Core Strategies for Rapid-Fire Business Growth
www.theflashpoints.com/books
Sales Flashpoint: Fifteen Strategies for Rapid-Fire Sales Growth
www.theflashpoints.com/books/#sales
IRS Tax Secrets: the individual and small business owner's guide to sovling IRS and state tax problems
www.theflashpoints.com/books/#TaxSecrets
Articles by this expert
SelfGrowth articles and saved writing connected to this expert.
Article
***Seven Strategies to Stay Ahead of the Competition
Business is war and the competition is the enemy—right? Wrong. Though competition is a fundamental aspect of being in business, savvy entrepreneurs know that viewing competitors exclusively as adversaries is not only shortsighted, it’s potentially damaging. A better strategy is to build alliances with your competitors and let them help you become better and stronger. Here’s how: 1. Know who your competitors are. This sounds basic—so basic that it’s often overlooked by many business owners and salespeople.
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***Achieve Workforce Stability by Putting People in the Right Places
Workforce stability is a key to any company’s longevity. Turnover is not only expensive from the practical dollars and cents perspective—the cost of recruiting, hiring, and training—it also means that you lose a sense of the company’s history when people leave. That “corporate memory” is important, and it takes workforce stability to develop it. A stable workforce also means that your people get to know each other and build strong relationship, and, in a positive upward spiral, those relationships contribute to the stability of your workforce.
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***An Entrepreneur’s Number One Priority: Take Care of Yourself
Whether you’re a business owner or an entrepreneurial-style manager, you’re going to spend a great deal of your time taking care of other people—employees, vendors, business associates, friends, and, of course, family. “Taking care of” can mean nurturing, of course, but in this context, it also means problem-solving, mediating, motivating, and sometimes even scolding. When you’re the go-to person, you’ll find yourself being many things to many people, and if you’re not careful, you won’t have enough energy left for yourself. That’s why you must remember to take care of you.
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***Employee/Employer Relationships are like Marriages: Compatibility with Company Culture is Key
Compatibility is an important element in strong, long-lasting marriages, and it’s also the key element in strong, successful employer/employee relationships. Consider this: You want every person you hire to have the basic tools to succeed, and a critical part of that is being sure the individual’s skills and personality is a good match for the job.
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***Free Speech in the Workplace: An Entrepreneurial View
As an avid reader and author, I am a big supporter of the First Amendment and the right to free speech and freedom of expression. But as a business owner, I have the right to limit the speech and expression of employees while they are on the job. I have, for example, the right to insist that my employees not use profanity when they are speaking with clients. I also have the right to establish a dress code that employees must abide by while working.
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***Take Action and Get Your Advice from Successful Entrepreneurs
According to its website, the U.S. Small Business Administration (SBA) is an independent agency of the federal government that “helps Americans start, build and grow businesses.” It’s true that you can go to the SBA and they will tell you how to start and run a business, how to get all the necessary licenses and permits, how to keep your records and pay your taxes, and so on. But they’re also going to tell you that you need all of your ducks in a row, your business plan completed, checked and double-checked, and absolutely everything just right before you open your doors.
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***Invest in Your Top Sales Performers to Take Your Company to the Flashpoint
Most companies tend to invest most of their development resources in the underperformers, the salespeople who are struggling. They tend to pay far less attention to the top or even the mid-ranking performers. Consider the flaws in that approach: If you’re a top performer bringing in the revenue, how does it make you feel to see all that attention being focused on the people who can’t get the job done?
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***Make Your Goal to Succeed Big and Fail Small
If you’re in business, you’re going to make mistakes and you’re going to occasionally fail. That’s okay, because that’s how you learn and how you get better and grow. The key is to minimize the impact of your mistakes and failures. Make your successes big and your failures small, and you’ll always come out ahead. The best way to do this is to test before you implement. Never assume that any idea will work; always test it for proof.
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***Words are Weapons – Use Them With Care
Sticks and stones may break my bones, but words can never hurt me. You probably learned this rhyme as a child and maybe chanted it to a playmate who was teasing you. It would be nice if it were true, but it’s not. Words can hurt. They can also help. They’re powerful. And their strength is not only in how other people talk to you, but in how you talk to them—and how you talk to yourself. For example, I don’t have problems. Problems are negative, they’re anchors that can drag you down. My competitors have problems they have to deal with.
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***Cut the Fat, Keep the Muscle
A certain amount of redundancy is important in any organization because you need backups. You don’t, for example, want to have just one individual be the only person who knows how to do a key job. On the other hand, you don’t need too many people doing the same job, either. You want to get rid of the fat and keep the muscle. It’s easy for a rapidly-growing organization to get fat—and it’s just as easy for a company operating in tough times to get too lean. It’s a lot like the human body: We put on a pound or two, and we don’t really notice it so we don’t worry about it.
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***Growth Essential: Know Your Customer
To create an effective marketing campaign that will drive growth in your company, you have to know your customer—and this isn’t as easy as it sounds. There are two angles to the issue of knowing your customer. One is to have a clear picture of your prospective customers. Who has a need for your product or service, is likely to buy it, and can afford it? For individual consumers, you’ll want to know their demographics—how old they are, where they live, how much money they make, how many children and pets they have.
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Websites & resources
SelfGrowth-published websites, downloads, and contributor profile websites connected to this expert.