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Core Energy Growth

Updated: Jan 2


What growth expectations do you have for your company? Are you waiting for sales to pick up before you hire more people? Are you the bottleneck instead of the growth-leader for your small business? Your thoughts and feelings around growth are more important than you know. Today, I’ll show you how you can choose the thoughts around growth that will best serve you and your business.

There are eight critical mechanical components of business. There are seven levels of core energy. I’m creating a series of posts called Business Mechanics & Mindset. You can read about these topics in more detail in my book entitled, “Business Mechanics & Mindset: How Your Thoughts Create or Sabotage Your Business Success”. Today’s post is the sixth of this series entitled Core Energy™ Growth.


Before I go too far, I’ve created another post that you may want to read before you read this one. It is entitled “What is Core Energy?”. It explains the seven levels of Core Energy™ in detail that will be mentioned in this entire series.

If you want to watch a video of this exact same topic, go here: https://youtu.be/9iKMpcupQ4w

(Core Energy™ is a registered trademark of iPEC and all Core Energy™ concepts described in this blog post are derived from iPEC’s Core Energy Coaching™ program.)

The word “growth” brings up conflicting thoughts among small business owners. Some think that if they grow, they’ll simply inherit more work for themselves. Others want to grow but are waiting for sales to justify hiring more people. Still others, underestimate the cash-suck that growth will cause once they make the decision to grow. And, some believe they are just fine where they are, so why grow?


In my business coaching practice, I’ve discovered that there are four key considerations around business growth:

  1. Growth Mindset: How are your thoughts hindering or helping the growth of your business?

  2. Strategy: What particular mechanism should you use to grow your business (e.g. franchise, organic growth, outsourcing, acquisition, etc.)?

  3. Scalability: How can you grow and deliver improved value and quality to your customers, while improving profitability of your business?

  4. Facility: What infrastructure will you need in the way of office space or technology to support your growth?

I want to illustrate all four of these growth ideas through a simple story.


Jane owns a local flower shop called Flowers Are Us. She started her shop because she loved gardening and especially loved flowers. Jane is stressed out and is often overwhelmed when it comes to special occasions like wedding season, and Valentine’s Day. People rave about Flowers Are Us in the local community and brag how their prices beat the national chains.


I will illustrate Jane’s thoughts and feelings as she climbs the ladder from Level 1 to Level 5 as she considers various growth scenarios.


The Victim – Level 1 – I Lose

Mindset: Jane believes that she has been lucky to get customers in her past, but she is convinced that flowers really aren’t that important. As soon as the economy experiences a downturn, her flower business will crash. As it is, she isn’t making a lot of money anyway, and her customers already complain about her high prices.


Strategy: The best growth strategy is to fill flower orders for now and hopefully earn enough money to retire.


Scalability: If Jane were to grow, she is concerned that she’d need to charge more for her flowers. With people complaining about high prices, there’s no way she could get any bigger.


Facility: There’s no way she will get a loan to build a shop that will leave her in even greater debt when the economy crashes.


Victims will run away from any growth strategy. They see their industry as shrinking Their most proactive thought about growth is that there’s only one choice of growth. And that choice can’t work.


The Fighter – Level 2 – I Win, You Lose

Mindset: Jane is dominating her local town’s flower business. She is doing great as her prices are better than the large chains.


Strategy: She wants to grow by opening another flower shop location in an adjacent town.


Scalability: To keep Flowers Are Us competitive, she will need to find a location at a bargain price and find a competent shop manager who will work for a low wage.


Facility: Jane has created a killer business plan that has received multiple bank offers to loan her money to open up her new location.


Fighters are competitors. They are highly valuable in a competitive market. They will shop around for the best prices to scale. Unfortunately, they don’t trust or empower others which means that any growth is 100% on them. This tactic will work for growth in the short term but is highly limiting for growth beyond a few locations.