I have a confession to make -  When I travel by plane for business, I have been known to hold other travelers—those who are buyers of my services—captive for much of the ride. 

Nothing delights me more than to close a sale during a flight that most others consider "down time."  I'd like to hope that my new clients bought because they saw the value in what I offer rather than because I wore them down as they careened 500 mph in a metal capsule 36,000 feet above the earth.

My confession isn't made just to clear my conscience, though.  The main purpose is to help you. I want you to know that opportunity rarely knocks, but if you're open minded, you can find it just about anywhere.

Seldom do I hear from successful company executives, "I need to spend more time behind my desk and less time developing business." I do hear the opposite almost every time a business is in the decline.

In our consulting work we find three scenarios that stunt business growth.

1. Decision makers become so focused on internal roles that they forget that a major function of management is to be out in the field creating partnerships, looking for opportunities, developing new products/services, and selling the business. You need to be touching customers to find opportunities.

2. Management is distracted too often, neglecting internal business functions. It may be due to too much golf or too much selling, but certainly not enough steering of the ship. The thought that they are "management," hinders them from focusing on productive work until it's too late and their new role is one of fire fighter.

3. Leaders forget how the business was first built and the power they have over developing business growth and transformation. Track the history of any business and there were those working late nights so that they could be with customers and clients during the day.

Since management commonly believes that if "I" just got out "there," "I" could grow this firm at a phenomenal pace, let our suggestions serve as a reminder to you to get off your duff and do what it takes to build your business.

Here's how to start:

1. Step outside: Executives that get out in the field can open up doors faster than any other person in the firm. Bill Marriot closed a deal worth several million per year for the long beach facilities after he heard that Jeff Neeleman, the founder of Jet Blue was looking to use a competitor for his flight staff's overnights. He made the call and the deal was closed.

2. Offer something special: Executives that work the room and work the business can offer solutions that others in the firm may not be aware is in the pipeline. I once worked with an executive that turned to a prospect and said, "It's under wraps right now that we are expanding our facility in the coming year. We will be ready to take on your business and would be willing to work a deal to bring you on board early." No front line sales person or manager would have dared to release the information.

3. Use successes to build successes: Executives have history that others don't have. Let's say a big-volume prospect is teetering. Those with history can give examples by recounting stories of how they were successful in the past and how their success would impact the client. While you'll still use skills to build business, they're not the end all; history creates opportunities, too. While working with a Texas firm on strategy, the key management team was amazed to hear the two founders tell success story after success story that no senior executive had ever heard.  Ironically the stories came about while discussing a new business model to reach an additional 2000 international outlets and the founders were just trying to get their minds around a new business model.   

4. Use your position: Executives have power just in their title. Picture meeting the CEO of any company, and you already see a decision maker. On the flip side, when an executive is out working with clients, prospects and employees, transformation business change moves rapidly just because of the role the individual plays in the organization. I've seen many deals change in minutes when decision makers start playing out on the field with everyone else.

When all is said and done, business growth and development happens both strategically and randomly. While you need to put both tools in your arsenal to insure that your goals are met, you also have to put yourself in situations that foster opportunities. The best way to utilize what you already have at your disposal is to get out and make opportunity happen.

The Strategic Alchemist, David Goldsmith, is a consultant, speaker, author, and professor who is known worldwide for improving decision makers' individual and corporate performance. Mr. Goldsmith has provided results for Fortune 200 CEOs, was recognized as NYU's Outstanding Professor the Year, was named one of Successful Meetings Magazine's 26 Hottest Speakers, and was awarded CNY's Entrepreneur of the Year Award. To learn how you can improve your performance using these award-winning proven strategies and tactics, check out www.davidgoldsmith.com , email david@davidgoldsmith.com or call (315) 682-3157