SPEAKING
What if the systems that made you successful wind up being the very systems that cause you to fail? Consider the case of Pete. When he took over as CEO of a fast growth firm, things had been unraveling for a while. Revenue had grown, fast, but their systems.
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“If you enjoyed your experience, refer a friend and we’ll give you half off your next order.” It’s a common offer. In this case it came from the car wash. I’ve gotten similar offers from my dentist, a home contractor, the make up store, a video conferencing service and.
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“I want to do it, but he won’t go along.” Stan had just been through an innovative marketing seminar. As a partner in a mid-size consulting firm, he was looking for ways to take the business to the next level. The seminar opened up a whole new world for.
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What’s the difference between a habit and a rule? I had a recent experience with some teenagers that illustrates why habits are more powerful. I was hosting several teens in my home for a weekend. At the end of each meal a few of the kids consistently said thank.
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Purpose is a hot topic; fast growth organizations are putting purpose at the center of their strategy to improve performance at every level. Yet, too often, sales remain transactional. It doesn’t have to be this way. We wanted to help sales leaders experience the difference between a traditional company.
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It’s not nice to fool Mother Nature. If you’re old enough to remember this ad campaign, you’re probably also old enough to remember when people threw trash out the car window, and kids were allowed to follow chemical trucks spraying for mosquitoes. For younger readers, this alternative universe was.
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When people argue over word choice, they often compromise, telling each other, “It’s just semantics.” Try telling that to Mars Petcare. Mar’s strategic choice of a preposition propelled a strategy that generated millions in revenue and enabled them to beat rival Nestle Purina in multiple markets. Look at each.
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When my business school professor told the class, “The purpose of business is to maximize profit for shareholders,” I had little reason to doubt his expertise. As it turns out, he was wrong. After three decades of focusing on driving shareholder return, a coalition of America’s most powerful CEOs.
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Steve knew the project wasn’t working. Energy was waning; the milestones were falling further behind and the weekly meetings were stale, a rinse and repeat of the previous week. In terms of priorities, this project wasn’t urgent. The deliverables would be helpful, but there was no burning platform, no.
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When did you flip the switch? For me it was gradual. Until something happened three years ago that altered my behavior forever. I moved. I’m talking about the change in our buying process. From academia where students use Rate my Professor to evaluate course choices to corporate purchasing departments.
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McLeod & More photos - Loria Crews
