Executive Summary

            What is success? According to Webster’s online site, it is a favorable or desirable outcome.  In most businesses, success is often measured by how big or large a company is, but Jamie Walters dare to think differently.  In her book, Big Vision, Small Business, she goes in detail about strategies for small businesses to stay small, but remain vital, healthy, and rewarding.  The objective of this book is to redefine success, no in terms of revenue and numbers, but in ways that affect and change our communities.

            In today’s culture, we tend to give success a materialistic value.  “The bigger the company’s payroll or revenues, the more it consumes, then the more successful it – and its leaders must be.”  Many of our small business make contributions and positive changes to our neighborhoods, cities, and even our country.  According to Walters, some of the smallest businesses offer opportunities through ideas, lifestyles, innovations, and different practices, many things large corporations cannot or even will not.  She’s not necessarily saying that one, small or large, is better than the other, but there are different strokes for different folks and for her small is better. She believes big vision small businesses have four “keys” to being successful.

The first key is about engaging in inspired visioning and planning.  This key outlines the twelve priorities of big vision, small business.  It also answers questions like “How do you, as a business owner, want others to experience your enterprise?” and “How does your business affect your community?”

            The second key helps a business owner determine which definition of growth suits them.  They should decide what to expand, and when to expand; this is solely their decision.  But when deciding, they should be very careful, aware, and considerate of their vision, mission, and external environment.  Disadvantages as well as advantages should be a major toll also.

            Building and maintaining right relationships is the third key which includes the “golden rules” for right relationships.  Relationships, no matter whom it may be with require commitment and strong communication skills.  Developing right, healthy relationships helps a company in becoming successful in the long term.

Lastly, but not least, the forth key explains why wisdom and balance are two major components of a big vision small business.  It also advises small business owners to use history, their spiritual or philosophical beliefs, common senses, and knowledge of competition, their money, and risk of failure.

In conclusion, Walters believe big is not always better and success should not have a price tag attached to it, but should be measured by the way you affect people’s lives. Success should flow from passion and effort, and how well one accomplishes the big vision; keeping the vision in mind every step of the way.

Full Summary of Big Vision, Small Business

In today’s culture, we tend to give success a materialistic value.  “The bigger the company’s payroll or revenues, the more it consumes, then the more successful it – and its leaders must be.”  Many of our small business make contributions and positive changes to our neighborhoods, cities, and even our country.  According to Walters, some of the smallest businesses offer opportunities through ideas, lifestyles, innovations, and different practices, many things large corporations cannot or even will not.  She’s not necessarily saying that one, small or large, is better than the other, but there are different strokes for different folks and for her small is better. She believes in big vision, small business.

What is a big vision, small business?  According to Walters, BIG VISION is a primer for small enterprise owners to create an ethical, visionary enterprise that is consistent with their values and lifestyle priorities.”  Having a BIG VISION encourages small business owners to build a business with meaning, not just for profit or a quick dollar.  The BIG VISION is a mixture of values, ethics, and philosophical and spiritual beliefs.  It states the business mission for being, and bridges personal life with public lifestyle.  Having a BIG VISION is and should be the foundation of small businesses.

Walter interviews with many small business owners gave her the conclusion that there are twelve priorities of the big vision small business.  They are:

Mutual benefit—Big vision small business owner’s prerogative is to ensure that they and those they do business with benefit rather than having a “zero sum approach.”

Right livelihood—in small business big vision, right livelihood refers to our desire to do meaningful work, conducted in a mindful way that contributes positively to the community, or at least does no harm.

Right Relationships—Relationships to big vision small business owners are no for “image- boosting.”  Some ensure this by committing to provide benefits to employees, forming healthy relationships with customers, or by making their place of business family friendly.

Giving back to the community—Big vision small business owners choose local causes or charitable organizations to help out and make a difference in the world.

Aspiring toward high ethical ground—ethics and integrity are extremely important with BVSM owners, whether it “means admitting a mistake,.. paying your taxes and other bills on time, or turning away business for which you’re not optimally suited…”

Creating a respectful work environment—BVSB owners provide respectful environments for both employees and customers by providing benefits, flexible schedules, family friendly policies, and many other things to show that they care.

Viewing a healthy bottom line as a means rather that the end—“This might mean that a visionary owner works mindfully to find a healthy balance between service and revenue generation.”  A business owner must be passionate about their business, but handle their finances correctly.

Fostering health and wellness—Some business owners may feel that helping people get and stay healthy is their goal and main purpose for their business.

Promoting awareness and self- responsibility—Many small business owners offer information to raise awareness and often go above –and – beyond the operating necessities of their business.

Fostering a different way of working—This means simply being different, not typical.  Many big vision small business owners strive to have a competitive advantage in what they do.

Putting forth a higher level of quality—Offering the highest quality work regardless of the client’s revenue category should be every small business owner’s goal.  They should remember that their work is still a reflection of them.

Connecting one’s business and spiritual philosophies—“Unifying work with one’s spiritual or religious life is the ideal goal to be achieved.”  Being a small business makes it easier for one to apply wisdom gained from contemplative life to the everyday use.

After reviewing her twelve priorities, Walters came to the conclusion that there are four key issues- vision, growth, relationships, and wisdom.  These four key issues inspire big vision small business owners to “keep focus as they manage, and sometimes struggle with, day- to- day realities of running a vision-inspired business in today’s fast paced, mega- competitive, hyper-materialistic world.

Key #1: To Live Large, You Have to Vision Big

      In big vision, small businesses, one must have a clear concept that guides their company.  Having a BIG VISION takes a great deal of visioning and planning.  A clear vision and allied action plan holds a key place with small business ownership.  The vision and plan should be personalized and helps the business to evolve.  “There needs to be a hunger, a fire inside which fuels your passion to achieve an important goal, regardless of your ability level.”  Walters elaborates that having a strong vision or purpose and encouraging employees to achieve that mission can lead small businesses to a high level of performance.

      How does vision differ from mission and core values?  Vision, mission, and core values are often interchanged incorrectly and misused.  Big vision, small business owners should start the visioning process by knowing the difference between these words.

      Walter explains that a vision is the “act or power of anticipating that which will or any come to be.” In many businesses, the vision is put together with no real intention to transform or grow.  A vision should be vivid and imaginative, something to hope for, and be inspired, excluding limitation and expectations of others.

      A mission answers questions likes “what are we doing to make our vision possible?” and “what should our day to day work be?”  Whatever our vision may be, our mission is the path to that vision.

Core values are referred to as the values we hold which form the foundation on which we perform work and conduct ourselves.  Figuring out these values is the code of belief that allows one to begin working on their mission and visions. 

A company’s vision, mission, and core values unite to form the big picture of what a company wants to be.  This visioning process serves an important purpose: to help, get a clear vision on what it is exactly that is being done, and why one chooses to spend quality time doing it.  This process should also reflect many experiences from their personal life,