Creating Legacy Approach

Focused on the needs of small businesses that are locally owned and operated

Guiding Principles

Team

  • Everyone knows who they are and what journey they are on (they also know they are a work in progress) 

  • Everyone knows what they want (in terms of be, have and do) and how that fits in with the vision of the business they are a part of 

  • Everyone is clear on how they contribute and add value (roles tied to strengths and passions) 

  • Everyone has a roadmap for their development 

  • The team is rewarded based on results (shares / bonuses) How the results are measured and how the rewards are calculated is transparent 

  • Ownership participation is available with transparent eligibility and terms 

  • The character of team members (how they contribute) matters as much as their competence and performance (what they know)   

  • The “how” results are accomplished (aligned with agreed shared values) is rewarded and not only “what” results are delivered. 

Customer

  • We are clear on what success looks like for our customer and the value we add to them 

  • The customer’s experience is critical 

Business

  • Owner(s) have a vision for themselves, not just their business and they see where their business fits in with their personal vision 

  • Vision and roadmap for the business is clear and communicated to the team and customers 

  • Who the business serves and that value proposition is clear to customers and the team 

  • The “what we do” and the “how we do it” both matter. 

  • Profit and growth are by-products of focus on the team and customer 

  • There is an abundance mindset, not a scarcity mindset 

Community

  • Making a difference in community  via involvement and give back is part of what the team is passionate about 

Who We Work With

  • Owner and the team is open to change, learning and growth.  They buy in to the guiding principles of the Creating Legacy Approach 

  • Owner and the team believes that team development and customer experience are top priorities. 

  • Owner is willing to have “skin in the game” and commit to implementing the Creating Legacy Approach. 

  • Owner / leadership are open to rewarding team results (shares / bonus) 

  • Owner sees contribution to the community they serve as a priority 

  • Owner wants to help their team be successful 

Challenges Or Risks With Implementing The Creating Legacy Approach 

  • Owner doesn’t know what they want – vision, values and their “why” (why am I doing what I am doing?) 

  • Business vision isn’t clear in terms of identity and strategy 

  • Owner sees implementing the Creating Legacy Approach as a cost not an investment 

  • Owner is trapped in their existing role and work 

  • Team doesn’t feel valued 

  • Everyone is too busy to work on implementing the Creating Legacy Approach 

Components of the Creating Legacy Approach

Identity

vision, values, strategy, goals (for the business, owner and

individual team members)

People Development

baseline, plan and delivery

Customer Experience

design, implementation and management

Answer the “who are we” question 

 

Answer the “why are we here” question 

 

Answer the “where are we going” question 

 

Answer the “how will we get there” question 

 

Answer the “what will we need to do” question 

 

Answer the “how will we know we are on track” question 

 

Identify how we explain our philosophy or ideology 

 

Get to know the team – complete assessments of personality, strengths, values, attachment style, saboteurs, enneagram etc 

 

Complete a “what do I want (be, have, do)” exercise 

 

Help the team answer the “what is my personal vision?” question (based on values and “what I want" exercise)

 

Complete a career roadmap for each role and a plan for each team member 

 

Develop success metrics for each role or responsibility (including the what and the how) 

 

Measure and report success metrics transparently (in terms of how they were established and calculated) 

 

Reward performance based on results and how they were accomplished (alignment with values) 

 

What is the ideal customer journey for interacting with our business and team? 

 

What does “success” for our customer look like and how do we measure and track it? 

 

Does each person in our team understand how they contribute to the overall customer experience? 

 

Is it clear what value we add for our customers? 

 
 
 
 

Operations

systems, processes and results tracking

Community

needs, areas of focus and partnerships

Telling Our Story

letting our team and customers know how we are doing

Identify systems needed to run the business (eg accounting, scheduling, storage and retrieval of information) 

 

Identify processes needed to run the business 

 

Identify key deliverables by role for running the business 

 

Identify critical measures of success / metrics (qualitative and quantitative) 

 

Establish a dashboard of critical metrics to report on how the business is doing operationally 

 

Identify community organization(s) that the team is passionate about making a difference with 

 

Establish relationships with the community organizations to identify their needs 

 

Build plans to partner and deliver on the plans with the community organizations we chose to partner with 

 

Identify how the team can participate 

 

Identify what level of financial support the business will contribute 

 

Communication (regular and clear) to the team on how we are doing as a team and as a business 

 

Communication with our customers and potential customers via marketing and social media messaging 

 

Networking with small businesses in Tucson via established business groups 

 

Capture the results we have achieved with the businesses we work with.  Make sure we keep data of baseline and results along with commentary and feedback.   

 

Get customer’s permission or help with telling our story to potential customers. 

 

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