Very early in their adventure, successful entrepreneurs recognize a key difference between building a business and running one.

They understand and implement processes on two distinct levels. The first deals with structure and definition of the current status; the second deals with the ever-changing dynamics within this current status. Both are joined at the hip by results.

The building blocks for a company’s success are often referred to as stage development. This is simply a defined set of related criteria that are grouped together to define a block or stage.

For example, Stage 1 might be defined as the initiating stage. In this block, the company defines its business mission, its legal entity, its name, its start up capital, etc. Clearly, a well-written business plan is an integral component of the first stage.

Stage 2 might be referred to as the proof of concept stage. Here is where validations, also known as sales revenues, take place. In addition, this is the stage where employees are brought on board, funding is in place, an advisory board is set up, etc. However the various components of the stages are defined, they must be met before moving to the next stage.

The underlying rationale of this stage development is the belief that proper attention to requirements in their proper sequence significantly enhances the probability of sustainability through the later stages. Much like a building, a proper foundation is critical for long-term stability and success.

Within the various stages, however, there are specific activities and functions that must be performed. Both operationally and strategically, these involve other people, be they employees, customers, investors or other stake holders. Achieving results through these other people is just another way of saying effective management.

While many activities in Stage 1 could be the result of an entrepreneur’s sole focus, from the moment the first person is employed in Stage 2 and running through all subsequent stages there resides a premium on effective management.

This is where the Business Tripod for Management is put to use. The three legs of this conceptual tripod are people, processes and programs and it is the supporting intersection of all three that determines the consistent effectiveness of achievement through others.

Similar to the changing terrain that a tripod is set upon, the emphasis on any one leg changes to meet the particular requirements of the current business environment. But always the people that are employed and the processes that they use and the programs that support them must work in concert.

In the turbulent world we call the competitive environment, it is easy to get sidetracked, to get so used to going full speed that we lose sight of the intended destination. Take some time to think about what stage your business is in and apply the business tripod to your operations. I guarantee that you will find a number of opportunities for improvement.

John F. Riddell Jr., director of the Center for Entrepreneurial Growth-Hamilton County, writes each Tuesday about entrepreneurs and their impact on companies and the marketplace. Submit comments to his attention by writing to Business Editor John Vass Jr., Chattanooga Times Free Press, P.O. Box 1447, Chattanooga, TN 37401-1447, or by e-mailing him at business@timesfreepress.com