Commanding Business

Band-aid strategies for pleasing customers isn’t enough to differentiate your business—it needs to be designed for service from the ground up. In today's interview with Patricia O’Connell we discover the importance of service design in businesses that compete today. Patricia shares her journey of discovery in the field of service design and the inspiration behind Woo, Wow, and Win, a guide to service design, strategy, and the art of customer delight. Patricia currently serves as the President of Aerten Consulting, in New York City.   Key Takeaways: [1:03] As a journalist transitioning from print to web, Patricia found service design thinking a necessity. [4:30] The big idea behind Woo, Wow, and Win. [7:12] The importance of co-creation. [9:40] The 5 Principles of service design. ● The customer is always right, provided they are the right customer for you. ● Don’t surprise and delight your customers, just delight them. ● Heroics should not be required for good service. ● Anywhere you play, you have to play well. ● You’re never done. [28:22] The 10 E’s of Customer Experience. [31:49] Patricia can be found on Woowowwin.com   Mentioned in This Episode: Woo, Wow, and Win: Service Design, Strategy, and the Art of Customer Delight, by Thomas A Stewart and Patricia O'Connell Woo Wow Win @Woowowwin on Twitter Praxent @PraxentSoftware on Twitter

Woo, Wow, and Win reveals the importance of designing your company around service, and offers clear, practical strategies based on the idea that the design of services is markedly different than manufacturing. Most companies, both digital and brick-and-mortar, B2B or B2C; are not designed for service—to provide an experience that matches a customer’s expectations with every interaction and serves the company’s needs. When customers have more choices than ever before, study after study reveals that it’s the experience that makes the difference. To provide great experiences that keep customers coming back, businesses must design their services with as much care as their products. Tune in for our interview with Tom Stewart, an authority on intellectual capital and knowledge management, and an influential thought leader on global management issues and ideas.   Key Takeaways: [02:04] Service design is the most important management discipline you haven’t heard of. [3:56] Services are experiences, and therefore open to user interpretation. [6:45] It's harder to produce planned outcomes with services. [11:36] Starbucks is a beautiful example of service design, from start to finish. [16:06] The four design archetypes: The Trend-Setter The Classic The Old Shoe The Bargain [19:58] Design your business around customer emotion. [25:33] Critical moments can make or break your customer relationships. [30:06] Providing an omnichannel experience is hard. [32:50] A big city hospital designs the patient experience. [35:16] Growth is the great enemy of strategy. [38:38] How to learn more about Thomas Stewart or Woo, Wow, and Win.   Mentioned in This Episode: Woo, Wow, and Win: Service Design, Strategy, and the Art of Customer Delight, by Thomas A Stewart and Patricia O'Connell Tom Stewart on LinkedIn Tom Stewart on Twitter Praxent @PraxentSoftware on Twitter

Service design thinking is the designing and marketing of services that improve the customer experience, and the interactions between the service providers and the customers. We interview Marc Stickdorn, consultant, speaker and author of This Is Service Design Thinking.  Key Takeaways: [1:03] The big idea behind This Is Service Design Thinking. [3:47] How the linear approach can waste two years of your life. [8:01] Silos make an organization easy to manage, but this creates friction. [11:10] The classic trap of change management. [12:43] Adapt the process to the existing culture in small increments. [16:20] Fail early. Fail safe. Fail cheap. [17:54] Effective ways of prototyping and market testing. [24:45] A “Service Safari” requires management to use their product and sell it. [26:41] Becoming a customer-centric organization. [28:21] This Is Service Design Doing is a more experienced approach to integrating service design.   Mentioned in This Episode: More Than Metrics This is Service Design Thinking, by Marc Stickdorn This is Service Design Doing, by Marc Stickdorn Praxent @PraxentSoftware on Twitter

In The Customer Funded Business, best-selling author John Mullins uncovers five novel approaches that scrappy and innovative 21st century entrepreneurs working in companies large and small have ingeniously adapted from their predecessors like Dell, Gates, and the Zieglers. John Mullins is an Associate Professor of Management Practice at the London Business School and a worldwide speaker and educator. He is a regularly published author at Harvard Business Review and MIT Sloan Management Review.   Key Takeaways: [1:05] The big idea behind The Customer-Funded Business book. [3:30] Raising capital is a huge distraction. There is a better way. [6:57] Does Venture Capital funding ever make sense? [9:55] Three out of four VC-funded companies fail to return the capital that goes into them. [12:26] The pay-in-advance and subscription models allow entrepreneurs to collect a customer’s money before delivering the product. [16:54] The scarcity-based model uses a limited time offer to lure an immediate purchase. [23:49] The key to a successful service-to-product model is segregating the two offerings. [30:40] Airbnb is a good example of the Matchmaker model.   Mentioned in This Episode: Customer-Funded Business: Start, Finance, or Grow Your Business with Your Customers' Cash, by John Mullins, Ph.D. How to Finance and Grow Your Startup Without VC Built to Sell Praxent @PraxentSoftware on Twitter

Keith Casey is co-author of A Practical Approach to API design: From Principles to Practice. Former Developer Evangelist at Twilio, his current work with Okta focuses on identity and authentication APIs. Keith is a software engineer focusing on creating open architecture, specifically APIs. His goal is to get good technology into the hands of good people to do great things.   Key Takeaways: [2:43] Keith Casey describes APIs from a business perspective. [5:04] Why would a business adopt an API strategy? [7:01] Twilio eliminates the need for a carrier contract and provides enterprises with immediate cost structure. [10:03] Zapier captures an event and then sends the information to another system. [12:48] Jeff Bezos’ memo ensured APIs would be part of Amazon’s future. [19:23] Salesforce and their development community built APIs to integrate with other systems and platforms. [21:45] The concept of API-First gives users a toolbox instead of a finished product. [25:45] Security implications shouldn’t keep a business from designing an API strategy.   Mentioned in This Episode: The API Design Book Casey Software @Caseysoftware on Twitter Praxent @PraxentSoftware on Twitter  

Journalist, author, and speaker, Karen Dillon is a former editor of Harvard Business Review Magazine, and the former Deputy Editor of Inc. Magazine. She recently co-authored Competing Against Luck with Clay Christensen.  Using the Jobs to Be Done framework, Karen Dillon and her co-authors help businesses understand what causes customers to "hire" a product or service. With that understanding, a business can improve its innovation track record, creating products that customers really want. Jobs theory offers new hope for growth to companies frustrated by their hit and miss efforts   Key Takeaways: [1:11] Karen Dillon defines Clay Christensen's Theory of Disruption using a real-world example. [8:02] Can an incumbent company’s actions be predicted when faced with a threat from an entry-level rival? [15:57] Karen explains why "likelihood to purchase" is still so unpredictable, even with today's plethora of customer knowledge and data gathering tools. [19:42] Customers make choices based on the Jobs to Be Done in their lives. [21:08] Karen Dillon outlines three dimensions of the Jobs to Be Done framework. [27:03] Trigger events often occur before a customer makes an actual decision to buy. [34:39] The Jobs to Be Done Interview is used to identify a customer’s trigger event. [40:58] Karen Dillon provides a tip for marketers who sell business-to-business.   Mentioned in This Episode: Competing Against Luck Jobs to Be Done Karen Dillon @KarDillon on Twitter @ClayChristensen on Twitter Praxent @PraxentSoftware on Twitter

David Hubbard is a Revenue Growth Expert and CEO of Marketing Outfield. He works with private and public companies to strategically align sales, marketing, and product development efforts and grow annual revenues by 25-50%. He creates growth machines by integrating a company’s core values into the customer decision-making process.   Key Takeaways: [1:14] Many companies struggle to find alignment between the three revenue-producing functions of product management, product marketing, and sales. [3:31] When companies struggle with alignment, the customer experiences mixed messages in the purchasing decision-making process. [9:11] Technology is causing marketing efforts to be more complicated than ever before. [11:42] Make the most of sales and marketing efforts through integration. [17:28] Align systems to create a growth machine. [24:00] Focus on the core value of the company. [25:33] Making a product successful in the marketplace is the greatest cost a company has. [28:09] Pressure can force entrepreneurs to do things faster than they should be done. [31:00] A good product manager is the most important thing you can have in your business.   Mentioned in This Episode: @MOutfield - David Hubbard on Twitter David Hubbard on LinkedIn Praxent @PraxentSoftware on Twitter

Jim Kalbach is a noted author, speaker, and instructor in user experience design, information architecture, and strategy. He is currently the Head of Consulting and Education with MURAL, a leading online whiteboard for digital collaboration. Previously, Jim has worked with large companies, such as Audi, SONY, Elsevier Science, Lexis Nexis, Citrix, and eBay, among others. Jim Kalbach authored #1 Amazon Business Development Bestseller, Mapping Experiences: A Guide to Creating Value Through Journeys, Blueprints, and Diagrams.   Key Takeaways: [1:05] Jim Kalbach never worried about what title was on his business card. His focus is on facilitating big-picture, strategic conversations. [3:36] Jim marries the idea of design information architecture with visualizing strategy in Chapter Three of Mapping Experiences. [5:46] Customer-centric thinking is a fundamental shift in the way business gets done. [8:54] Business leaders can use customer journey mapping, or experience mapping, to create a visualization. [11:04] Blue Ocean Strategy gets to the core of why an organization exists, and what value they are creating. [16:35] Organizations must look at strategy as a creative endeavour. [23:36] Unpacking Clayton Christensen's Jobs to Be Done framework. [29:16] Jim Kalbach’s view of Jobs to Be Done has six dimensions and goes well beyond task analysis. [34:03] With business strategy, deciding what you're not going to do is as important as deciding what you are going to do.   Mentioned in This Episode: Mapping Experiences: A Guide to Creating Value Through Journeys, Blueprints, and Diagrams, by Jim Kalbach Experiencing Information @jimkalbach on Twitter Praxent @PraxentSoftware on Twitter

Author of the NYT and WSJ bestseller, Flash Foresight, Daniel Burrus is a leading futurist in global trends and innovation. A leading consultant to Google, Proctor & Gamble, IBM, and many other Fortune 500 firms, Daniel Burrus provides strategic advice for predicting forthcoming market innovators and anticipating disruptions before they disrupt. His Anticipatory Organization Model uses the key components of hard and soft trends to identify transformative, pre-active solutions. Key Takeaways: [1:33] To see the invisible and do the impossible, you must start with certainty. [7:02] How a forecaster can separate hard trends from soft trends. [9:45] The three categories of hard trends: ● Technology ● Demographics ● Government Regulations [19:24] Examples of how soft trends can be influenced and manipulated. [22:41] The anticipatory organization must be agile. [25:28] Amazon is using anticipatory techniques along with hard and soft trends to create a new experience for their customers. [29:25] The key is to be pre-active to future known events. [30:48] The next four years will include the transformation of every business market.   Mentioned in This Episode: Daniel Burrus @DanielBurrus on Twitter Daniel Burrus on LinkedIn Flash Foresight: How to See the Invisible and Do the Impossible Praxent @PraxentSoftware on Twitter

Author of six books, with a seventh in the works, Bill Halal is a Professor Emeritus of Management, Technology and Innovation at George Washington University. As the President of TechCast, Bill Halal and his team study the impact of artificial intelligence, the age of knowledge as compared to the age of consciousness, and future forecasting with a goal of simplifying change at the meso-economic level.   Key Takeaways: [1:09] TechCast is a collective intelligence system that collects background data on emerging technologies, social trends, and wildcards. [2:56] TechCast has forecasted that 30% of routine knowledge work will be automated by 2025. [9:08] Bill Halal explains the Age of Consciousness, a great frontier to be explored. [11:59] In the future, the corporation will be redefined as the focus of making money becomes obsolete. [15:39] The future of organizations is one of small, self-contained enterprises. [19:39] A stable economic system less prone to booms and bust is a possibility of the future. [21:00] Universally guaranteed income may allow people's innate goals and interests to emerge.    [24:56] How can managers use forecasts to navigate a meso-economy? [27:34] Traditional corporate accounting systems do not include social impacts. [29:00] A successful corporation needs a committed labor force. [30:36] US corporate leaders need a transformation from their single-minded focus on money. [34:40] Find out more about Dr. Bill Halal.    Mentioned in This Episode: Bill Halal Bill Halal Books TechCast Global Conscious Capitalism Praxent @PraxentSoftware on Twitter

Best-selling author of three customer service books, John DiJulius shares how a company can make their customer service approach and their customer experience their single biggest competitive advantage. Training is the #1 factor in an employee’s ability to recognize and deliver world class customer service. In order to extract the gifts of a millennial workforce, an organization must include them in the corporate purpose.      Key Takeaways: [1:32] Is it possible for a business to make price irrelevant, by competing in experience wars? [7:36] A real business example of how Lexus breeds customer loyalty by reducing a ‘grudge by’ factor. [10:24] How to reinforce the customer service vision statement using the 3 pillars: ● Quality ● Customer Interaction ● Going above and beyond. [13:03] The Starbucks example — A customer service vision statement must be MOAT: ● Measurable ● Observable ● Actionable ● Trainable [16:49] The currency for millennials is purpose. [17:57] E-commerce giants give us whatever we want instantly. [22:34] How to measure the service aptitude of a company. [27:55] Training is the only way a business can proactively shape an employee to increase their awareness of what a world class customer experience is. [30:55] The always and never list. [34:39] The secret service component is the ability to collect customer intelligence and utilize it to personalize their experience. [35:30] How FORD represents the most important things to the person you are serving: ● Family ● Occupation ● Recreation ● Dreams   Mentioned in This Episode: The DiJulius Group The Customer Service Revolution Praxent @PraxentSoftware on Twitter

New York Times bestselling author and applied neuroscience expert Christine Comaford knows what it takes to move people from the Critter State into the Smart State, where they have full access to their own creativity, innovation, higher consAciousness, and emotional engagement. When an entire culture maintains that state, it becomes what she calls a SmartTribe. Focused. Accountable. Collaborative. Imbued with the energy and passion to solve problems and do what needs doing, again and again and again. Today, Christine Comaford unpacks those ideas for us, offering practical tools for business leaders and managers.   Key Takeaways: [1:53] Christine Comaford shares the big idea behind the predictability of building a company. [3:09] Leaders should assist employees in moving from the critter state to their smart state. [6:55] Christine outlines key questions for creating an Outcome Frame: ● What would you like? ● What will having that do for you? ● How will you know when you have it? ● What of value might you risk or lose? ● What are your next steps? [17:24] The Outcome Frame helps leaders teach others to arrive at insights and aspiration. [19:40] Advocacy shows a lack of trust in an organization. Leadership development is much more effective in the long run. [23:07] Christine explains how to deal with conflict via the Feedback Frame: ● What’s working is… ● What I would like to see more of is... [30:48] Christine outlines a tool for helping teams operate in their smart state by focusing on high-value activities, as opposed to low-value activities. [41:02] Revenue inflection revolves around people, money, and business model. Christine describes the characteristics that are present at each major level of company growth. Mentioned in This Episode: Smart Tribes Book Smart Tribes Institute Praxent

Tim’s guest, David Evans, is one of the world’s leading authorities on multisided platform-based businesses. Many of the most dynamic public companies, from Alibaba to Facebook to Visa, and the most valuable start-ups, such as Airbnb and Uber, are matchmakers that connect one group of customers with another group of customers. Don’t let the flashy successes fool you, though. Starting a matchmaker is one of the toughest business challenges, and almost everyone who tries to build one, fails. In today's episode, David Evans explains how matchmakers work best in practice, why they do what they do, and how entrepreneurs can improve their chances for success.   Key Takeaways: [1:03] The 3 big ideas behind the book Matchmakers. [3:15] David Evans describes three scenarios for overcoming the critical mass challenge that platform entrepreneurs face. [8:01] Scenario three requires pre-commitment from one side of the match to encourage investments into the platform. David gives an example from the video game industry. [11:37] The crux of the platform-based business is that there's reluctance on both sides of the platform, and entrepreneurs have to overcome that reluctance. [14:09] David Evans describes how Apple used the self-supply strategy model to gain commitment and users. [20:20] Developing the right pricing model is crucial to a successful matchmaker business. David Evans offers some pointers. [24:37] David Evans offers a description of the history and future of the payment card industry, which all started with Diner’s Club. [36:50] Using mobile devices and payment platforms to move money can transform economies in developing countries. [42:38] Why haven't mobile devices and payment platforms taken off in the United States? Friction must exist and be big enough to make consumers change habits and adopt new technologies. [47:25] How to best connect with David Evans and gain additional insights on Matchmaker businesses.   Mentioned in This Episode: Matchmaker Economics Praxent

The smartest, most successful companies are using radically new membership models, subscription-based formats, and freemium pricing structures to grow their customer base―and explode their market valuation―in the most disruptive shift in business since the Industrial Revolution. Today's guest, Robbie Baxter, unpacks The Membership Economy: Find Your Super Users, Master the Forever Transaction and Build Recurring Revenue.   Key Takeaways: [1:09] The big idea behind the membership economy. [2:47] Cost certainty is part of the appeal to subscribers of membership-based organizations. [8:18] Robbie Baxter unpacks three components within the membership economy: suspension, community, and loyalty. [16:02] Businesses who adopt the membership economy business concept experience major benefits, including recurring revenue. [22:27] Incumbent businesses in classically organized industries can adapt to the membership economy by focusing on and building off of the mission of their members. [30:42] Robbie Baxter explains how a manicure business demonstrates the difference between fixed cost and incremental cost and why this matters in the membership economy. [36:24] How to best Contact Robbie at Peninsula Strategies and read The Membership Economy.   Mentioned in This Episode: Peninsula Strategies The Membership Economy @robbiebax on Twitter Praxent

Today’s guest, Jay Harman is the CEO of PAX Scientific and author of The Shark’s Paintbrush. In The Shark's Paintbrush, Harman introduces us to pioneering engineers in a wide array of businesses who are uncovering and copying nature’s hidden marvels. He shows business leaders and aspiring entrepreneurs how we can reconcile creating more powerful, lucrative technologies with maximizing sustainability. Jay Harman injects a whole new vocabulary and way of thinking into the business sphere that speaks to both small start-ups and corporate giants.   Key Takeaways: [1:14] Biomimicry looks to nature to determine how nature has solved a problem humans are facing. [2:48] Jay Harman designed a boat based on the “using the least to get the most” techniques used by nature. [7:23] Examples of breakthrough innovations that are fundamental game-changers. [16:59] PAX Scientific projects may allow for energy savings of up to 50%, meaning we may be able to reverse the negative effects of climatic change. [20:40] The opportunities to optimize the energy requirements of automotives are endless. [22:57] Reverse engineering a frozen whirlpool allows for an inventory of variables to study.     [26:16] How to best reach Jay Harman.   Mentioned in This Episode: Praxent PAX Scientific PAX Water The Shark’s Paintbrush

Sangeet Paul Choudary is co-chair of the MIT Platform Strategy Summit, an Entrepreneur-in-Residence at INSEAD business school, and author of Platform Revolution and Platform Scale. In this podcast episode, Sangeet Choudary defines the concepts and drivers behind the platform business model, including the three trends that gave rise to this type of business entity. He also explains why he created the metaphor of the shift and how intelligent central platform businesses re-circulate learned data to create more efficient markets for the future.   Key Takeaways: [1:07] Sangeet Choudary contrasts the platform business model with the pipeline business model.  [5:59] Apple and Android versus Nokia and Blackberry―an example of the shift. [10:28] Intelligent platform markets encapsulate the flow between the producers and the consumers. [13:54] Not all platforms are benevolent, but they should be. [17:50] Sangeet describes three trends that have given rise to this new type of economic entity.  [21:32] Platform opportunities differ by market structure, consumer division and new forms of production.    [31:17] Sangeet describes the network effect―a phenomenon where the utility of a system increases its value as it is used by more people. [34:37] Learn more about the platform business model discussed in this podcast.   Mentioned in This Episode: Praxent @praxentsoftware on Twitter Platform Ed Platform Scale Platform Revolution Sangeet Paul Choudary on Youtube

Jack Daly is a worldwide expert on sales and growing sales. He has built six companies into national firms, is an Amazon bestselling author of Hyper Sales Growth, and has completed 15 Iron Man competitions in eight countries. Jack Daly's proven methodologies focus on people driving the business. On this episode, Jack speaks with Tim on how to build an invincible sales organization, the four legs to a strong culture and the ‘hire slowly, fire quickly’ technique.   Key Takeaways: [3:45] Eliminate everything from your calendar, except for High Payoff Activities.  [8:02] Sales are created by human relationships. [16:56] To build an invincible sales organization, put people first. [20:04] What are the four legs of a strong culture? [24:37] Invest in explaining the long-term strategies of the company with new hires. [29:36] Hire slowly, fire quickly. [33:13] How does implementing the firing quickly method impact other team members? [36:02] Recruit as a process, not as an event. [47:14] Is it wise to turn a rock star salesperson into a sales manager?  [52:06] How to best contact Jack Daly.   Mentioned in This Episode: Jack Daly Hyper Sales Growth The EMyth Revisited Praxent Praxent on Twitter

Marshall Van Alstyne is a Professor at Boston University and a Digital Fellow at MIT. He co-authored Platform Revolution: How Networked Markets Are Transforming The Economy And How To Make Them Work For You, and is a father of the theory of two-sided markets. Marshall joins Tim today to discuss how cutting-edge businesses are built on platforms: two-sided markets that are revolutionizing the way we do business. Tune in as they dig deep into the brilliant future of platforms, revealing how they will irrevocably alter the lives and careers of millions.   Key Takeaways: [1:06] Marshall Van Alstyne explains how the rules that managers use to navigate the competitive landscape are changing from a Porter, 5 Forces way of thinking about the world to a Peter Drucker way of thinking about the world. [1:26] In a platform business, the mindset shifts from managing a product to managing a community. [10:21] How to create a market, value and wealth from an area in which there are spare capacity and resources. [13:19] What is the macroeconomic impact of platform driven markets? [18:48] The launch problem is made easier by borrowing existing users from another platform, or by seeding the market.     [22:48] It’s easier to add a technology to a community than it is to add a community to a technology. [26:37] Thoughts on how business schools are teaching management practices today, and how it should be taught in the future. [32:05] Tips to use as guidelines for managers who want to leverage their external resources.    [37:28] Contact information for Marshall Van Alstyne.   Mentioned in This Episode: Platform Revolution @InfoEcon on Twitter Praxent Praxent on Twitter

Today’s guest is the multi-faceted and uniquely talented Adam Richardson. He is the author of the book Innovation X: Why a Company’s Toughest Problems Are Its Greatest Advantage, and is a contributing writer for the Harvard Business Review. Adam was formerly a design lead at Frog Design focusing on strategy and user research practices and today, he works as a product manager at Financial Engines. He shares his insights on how companies can continually bring innovation to the market, start solving ‘wicked’ problems and truly understand the customer experience.   Key Takeaways: [1:14] There are common problems within certain business segments. If your company is able to solve the problems you have the advantage. [5:44] Instead of attempting to solve problems with a purely internal, operations perspective, bring in an external, customer-oriented perspective for a balanced solution. [11:48] A wicked problem is a type of problem that is very systemic in nature. You know there is a problem, but the fundamental challenge is trying to figure out what the problem actually is. [12:26] To understand wicked problems you need to first start forming solutions.  It's an iterative process where your understanding of the problem develops as you come up with initial solutions. [15:35] Ethnographic research is working with a small number of customers in an intimate, emotional way. [23:08] How can leaders adopt the challenge of the unknown to solve wicked problems? [27:37] ‘Design Thinking’ is neither universal among designers nor exclusive to them. [38:11] Leaders have to manage internal and external communications, and reinforce the company’s vision. [40:54] Customer journey mapping is one of the most powerful tools a company can use. [45:44] Relinquish some control in order to provide the customer a unique experience. [50:06] Contact information for Adam Richardson   Mentioned in This Episode: Adam Richardson @richardsona on Twitter Frog Design Financial Engines Jobs to Be Done NPR One Praxent Praxent on Twitter

Geoffrey Parker is a Professor of Engineering at the Thayer School at Dartmouth College, where he also serves as the Director of the Master of Engineering Management Program. In this podcast, he joins Tim to discuss his recent book, The Platform Revolution: How Networked Markets Are Transforming The Economy And How to Make Them Work for You. He also offers insights to business leaders who may be in the process of transitioning their existing data, from an informational intercompany resource into a new product offering or service.   Key Takeaways: [1:38] Geoff Parker defines a platform. [5:38] A real life business example of how Marriott International controls every aspect of the customer experience vs. Airbnb who controls very little. [10:00] The platform is part of a longer arc, which started with global outsourcing. [15:30] Industries with regulations and high failure cost will be disrupted first and it will affect their end markets.  [24:52] How does the globalization movement affect local economies?  [27:22] How can leaders mitigate risk through this transitional period and should they develop their own platform strategies? [33:07] Incumbent firms have an opportunity to repackage and repurpose their existing data into new products and services. [39:31] How to best connect with Geoff Parker and join the Platform Revolution community.   Mentioned in This Episode: The Platform Revolution The Platform Strategy Institute Praxent

This is Mike Michalowicz’s second visit on the Commanding Business podcast. During this episode, we announce the release of and have an in-depth conversation about his new book, Surge: Time the Marketplace, Ride the Wave of Consumer Demand and Become your Industry’s Big Kahuna. Mike describes why companies who want to succeed need to commit to a niche and then master it to attract customers, why a general practitioner doesn’t experience the same surge as a specialist and why he vows to eradicate entrepreneurial poverty.        Key Takeaways: [1:00] A reader’s question led Mike to write a book to help businesses find explosive growth by correctly timing the market. [3:55] Mike describes the process of selecting a narrow niche and identifying its potential. [4:29] In his personal mission to eradicate entrepreneurial poverty, Mike identified bookkeeping as the niche with the most potential. [6:16] How to overcome a scarcity mentality when picking a focus. [10:39] S is for Separate. When clients are selective they are invested in the outcome.  [19:25] U is for Unify. What movement does a business need to unify their offering?  [24:33] R is for Rally Cry. A reason or purpose to defend yourself and your product. [28:37] G is for Gather. Evaluating what is working and what is not working through observation. [34:49] E is for Expansion. Find what is working and duplicate it in complementary niches.   Mentioned in This Episode: Mike Michalowicz Mike Motorbike Surge: Time the Marketplace, Ride the Wave of Consumer Demand and Become your Industry’s Big Kahuna Praxent

After graduating from the U.S. Naval Academy at the top of his class, David Marquet was asked to become the Captain of a nuclear-powered attack submarine. One year later, Captain Marquet was given an opportunity to lead a different submarine, one which had the worst performance record in the fleet. It was on that ship Captain Marquet realized the leader-follower environment was inadequate for his organization to perform at a top level. He shares his story with us today and takes us through the journey which is documented in his book, Turn the Ship Around, a book USA Today has named one of the Top 10 Business Books of all time.   Key Takeaways: [1:30] Captain Marquet describes his leadership experience on the worst performing submarine in the Navy, at the time. [7:24] How did eliminating the task and report policy help to turn the ship around? [14:14] What are the rituals, habits and protocols of all organizations? [18:03] What is wrong with being told to “Be Empowered”? [22:20] Defining businesses in a two-dimensional space and why your team should function diagonally. [28:50] Ask your people “What is the timeframe you want to win over?” [34:21] Giving up control in very small steps and evaluating the outcome is the first step to implementing Captain Marquet’s practices. [39:38] Give people permission to give you feedback about your performance.   Mentioned in This Episode: Captain David Marquet Turn the Ship Around

Today’s guest, Danny Gutknecht is an expert in all things, talent. He is CEO of the HR Management company, Pathways and is the author of a new book - Essence: Meaning at Work. He shares his model of Essence mining, a way for companies to uncover key information used to drive higher productivity, collaboration, and innovation within their organizations. In addition, he defines organizational meaning language and gives real world business examples of how to incorporate aspirations, beliefs, and values into core principles and goals.   Key Takeaways: [1:05] Find out how to build cohesive, productive teams if you understand your organizational meaning language. [7:09] There are 3 consistent themes shared throughout organizations: aspirations, beliefs and values. [10:17] So, is it still important to post a company’s mission statement and values for all to see? [15:40] What is an Organizational Dynamic Lingua Franca and how does it apply to business today? [23:17] A structured natural conversation is the best way to get to the “meaning language” and the passion with an organization. [28:29] The connection of meaning shows that meaning can be pulled out as a separate entity. [36:24] Contact information for Danny Gutknecht and how to pre-order his book, Essence: Meaning at Work.   Mentioned in This Episode: Essence Mining Essence: Meaning at Work Pathways Human Fugue

Bijoy Goswami joins Tim to discuss his ideas on bootstrapping as an entrepreneur, the Human Fugue philosophy and his book The Human Fabric: Unleashing the Power of Core Energy in Everyone. Bijoy helps entrepreneurial companies in Austin, Texas, to grow into what they want to become by creating communities, like Bootstrap Austin, which take on a life of their own after members advocate for their continuation. Tune in to hear about Bijoy’s ideas on processes and how they are ever evolving and improving.   Key Takeaways: [1:19] Bijoy shares his journey and how Bootstrap Austin evolved into a community. [10:13] Comparing a Steve Jobs quote to Bijoy’s methodology. [13:23] What are The Four Houses of the Human Fugue?  [25:22] An authority based system of resource allocation doesn’t work. [29:40] When we ask “What’s the meaning of life?” we have already misunderstood the word "meaning." [36:24] The U.S. as a society tends to process things in the third house, which leads to incredible outcomes. [41:08] How does value get created? [42:25] What differentiates the Maestro personality from the Practitioner and the Steward? [46:57] Models are fundamental to being human. [50:07] The fourth house is about finding models to fit you better by discarding other models that aren’t relevant for you. [53:33] The 3-step process for meaning is the next step of the human journey. [58:02] Contact information for Bijoy and links to the projects discussed during the podcast.    Mentioned in This Episode: Praxent Bijoy Goswami Human Fugue Bootstrap Austin The Human Fabric

Tim’s guest, Mark Moses, has had two ultra-successful businesses, starting his first at the tender age of 19. He is a long-time entrepreneur who is now coaching CEOs from all over the globe. He says, creating specific measurable results based on your company’s vision is the first and simplest step for an effective leader to take. According to Mark, putting the right people in the right positions will assist in driving business growth. If you follow the guidelines of his book, Making Big Happen, you too can create a billion dollar business.   Key Takeaways: [1:11] Mark decided to jump into the mortgage business after his student painter business took off. [3:16] The theme of the book is how to live, work and give big. [4:31] Knowing the specific and measurable activities – real life examples. [9:48] The 5 things that drive business growth. [12:01] Mark brought in Jack Daly by selling him on our vision. [16:02] Business needs may trump personal relationships. [18:59] Get the best coach you can and make a vision you can follow. [21:30] What will get in the way of your vision and figuring out how to overcome it.  [23:40] Measurable activities, which will lead to the business results you want. [26:18] Blind Spots.  [28:15] Contact Mark Moses.   Mentions: Praxent Make Big Happen Grasshopper CEO Coaching International  

Improving business processes can be a difficult task if management approaches it without first determining the needs of the stakeholders. Gathering information from this group will help the improvement team to understand what drives your business's profit and loss. From there, creating baseline metrics will help the team to measure their progress towards improving processes. The Lean Six Sigma framework takes all of this into consideration when assisting companies with doing what they already do, only better. Kimberly Watson-Hemphill of Firefly Consulting talks with Tim about the commitment needed for a company to reach peak efficiency, implement continuous improvement and sustain the benefits of these important qualities over the long-term.   Key Takeaways: [1:05] Helping companies do what they do, even better! [2:54] What are the symptoms I need to look for if I think my business needs improvement? [4:28] What drives revenue and profit? [7:17] Empowering employees to make decisions. [12:06] Good old fashioned communication makes everything better. [13:44] Lean Six Sigma gives the team tools and a framework. [15:47] Solving a problem with recruiting - a real life example. [21:10] When Lean Six Sigma is implemented it is a win for everyone. [23:10] Linking continuous improvement to all important business problems. [24:31] Define, measure, analyze, improve and control. [27:41] Stakeholder analysis! [30:39] Contact information for Kimberly.   Mentions: Firefly Consulting Praxent Lean Six Sigma Smart Tribes Innovating Lean Six Sigma book Kimberly Watson-Hemphill

New managers often find themselves tangled in a web of different processes. If they are joining an existing organization, the processes that might have worked for their predecessors, often don’t fit current business needs. If they are entrepreneurs starting from scratch, they are tasked with finding the right framework to assist them in leading the company forward. Having disarmingly honest conversations with employees will help to align the interests of clients, employees and the business as a whole. Once leaders have a functioning framework in place, their task then become executing their strategies with clarity and purpose.   Key Takeaways: [1:09] About John’s impressive background [3:25] A disarmingly honest conversation leads us to aligning interests [5:59] Pushing people until they quit gave me a chance to grow as a leader [12:25] Connecting with people, systems & processes, and the job of the leader [14:15] Clarity – Execution – Sustainability [15:37] Defining core values and creating purpose [20:30] Leaders need to have a strong system of execution [23:28] The proper framework will reduce stress and keep you balanced [27:01] Getting help [29:29] Levels of Sustainability [32:20] John’s contact information: John@ms-tx.com, (512) 922-6225   Mentions: Praxent Market Sense Who Hiring Method

If you are the guy who is in charge and accountable, everyone will be looking to you for guidance and strength. Understanding your endgame will help you to prioritize and focus in times of high stress and responsibility. Today’s guest, Nick Norris, knew he wanted to be a Navy Seal from a very young age. While he was at the Naval Academy the unthinkable happened, the twin towers were attacked and Nick’s perspective about his career changed. He was thrust into a place of leadership from the very beginning of his service. He shares his insights about how to shift your purpose, gaining knowledge from mentors and making split decisions when they are needed most. He is the thought leader and entrepreneur behind the revolutionary Predator War Paint.    Key Takeaways: [1:05] A mission to become a Navy Seal changed dramatically after 9/11 [5:13] An involuntary shift in purpose - it all became real [8:50] A leader should put others before themselves [13:01] The heavy burden of being a true leader [15:42] Situational awareness is something which is gained through experience [18:00] I would feed off of other people’s knowledge but make my own decisions [21:44] In the pursuit of entrepreneurship the ability to prioritize is beneficial [26:36] Entrepreneurs need to be clear about their end game first and then execute [30:07] The “how” is somebody else’s job [37:53] Predator War Paint is a superior product which is Made in the U.S.A. [40:15] Contact Nick or contribute to his Kickstarter campaign   Mentions: Praxent Predator War Paint Nick@predatorwarpaint.com Naval Special Warfare for Family Foundation

Founder, Arnie Malham, of CJ Advertising seems to have done everything right while growing his business. He founded his niche advertising agency with the help of others. After proving his worth to his initial clients, they introduced him to other prospective clients within the same industry. He used his private business book collection to start an education movement within his company, which then led to another revenue stream, the Better Book Club. Also, when he hit the 10 million dollar/25 employee mark, instead of getting stuck in mire he joined EO, which helped him to propel his company forward. “Courage is a key component to success”, he says. Arnie shares which books influenced him and his organization in today’s episode.    Key Takeaways: [1:11] Founding and growing CJ Advertising [3:38] Employee education was a struggle until we built software which helps to reward readers [5:50] Changing the mindset of an entire organization [7:54] The importance of recognizing the title of Founder [9:58] You must have courage when struggling to grow your new business [14:31] Live or Die - Jumping over the 10/25 hurdle [15:51] Using pattern recognition to find solutions faster [17:37] Resilience [19:12] The art of letting go [21:26] ‘Now Arnie’ would tell ‘Past Arnie’ to chill   Mentions: CJ Advertising Better Book Club Legal Intake Professionals EO Tipping Point Great By Choice Scaling Up Good to Great Double Double

Some companies grow so fast they don’t have time to think about the decisions they are making. Whether it’s hiring, making the best proposals or which city to open their next office in, taking care of clients should always take precedence. Tim Hamilton talks with Scott Weintraub, CMO of Healthcare Regional Marketing (HRM), about the magic moment when it’s finally time to divvy up the work and start giving people proper titles. HRM desires to be a thought leader in their industry and founding members are writing a book to give other great start-ups the hindsight 20/20 they never had.   Key Takeaways: [1:06] How Healthcare Regional Marketing got started [4:39] Hone your value proposition [7:11] A different way of selling by lowering defenses [11:21] By the book proposals [14:22] Hiring is an acquired skill [15:43] Things moved so fast in the early days [18:42] Our company is project oriented with an emphasis on client service [20:16] We will become thought leaders in our niche in the pharmaceutical industry [24:46] We eventually had to give ourselves proper titles and divided roles [28:35] Travel time was costing us big bucks and cash flow is really important [30:41] Momentum helps organizations to paddle forward [32:02] A great strategy executed poorly is worse than an ok strategy executed fantastically [34:28] Listening to the pulse and asking specific questions in the form of a dialogue [36:28] Results: The future of pharmaceutical and healthcare marketing - the book [38:53] Writing a book was easier with help [41:11] Research reading recommendations by Scott [42:42] Contact Scott   Mentions: Healthcare Regional Marketing Praxent EO Audibles Net Promoter Score Advantage Media Group Scaling Up Mastering the Rockefeller Habits The One Thing

Everyone is on the same team when playing the great game of business. Tim’s guest, Jack O’Riley, is a coach and specialist in Open Book Management. He takes us through the 3 core principles of The Great Game of Business, including how the principles are utilized, received by the employees and how the principles assist a business with increasing revenue. The benefit of having the entire organization see and understand the books is that everyone is able to see how their position impacts the organization as a whole, leading them to strive for financial growth.   Key Takeaways: [1:00] Mr. O’Riley’s history [2:12] What is open book management philosophy? [4:04] The 3 core principles of The Great Game of Business [7:42] The open book policy doesn’t apply to compensation or litigation [10:41] If you plan to make a profit you have to have cash [12:54] Building a rhythm [15:15] Follow the action [18:25] Employees quickly see that their efforts to improve the business, ends up in their pockets [22:45] Using real life examples as a teaching technique [24:59] Building leaders through financial literacy [26:36] Read the Great Game of Business and take the 2 day class [28:18] Contact Jack   Mentions: The Great Game of Business Praxent Gazelles Slack Book  The Coaching House

Are you willing to do the hard work it takes to change and reach your desired outcome? If you are a CEO or an entrepreneur in business today, you must build up your mental, physical, emotional and spiritual resiliency to prepare yourself for adversity. When adversity presents, you will be able to see it for what it is and overcome it without taking it personally. Your business space is also your personal space. When you are down your business is down and when you are strong your business is strong. Gina Mollicone-Long details the 5 steps of change and how recognizing them can help us learn from obstacles that put us on the right track and lead us to realize our goals.   Key Takeaways: [1:27] Moving what’s in the way (obstacle), out of the way (of your boundary) [6:40] Modifying your behavior is the first step in the static process of change [9:43] The 5 basic steps of change: The Comfort Zone – No Change The Desire or Beginning The Breakthrough – The Change Point Mastery of the New Behavior The New Level [18:21] It’s fine not to believe in yourself, but how is that working for you? [21:28] An obstacle is simply feedback to put you on the right track [25:05] The Green Monkey example, the gift of awareness [32:09] Resiliency can be gained through good life practices [36:08] Desire comes from readiness and you cannot become unready [39:02] You probably know to ask yourself ‘what do I want?’ Here’s a better question to ask. [42:30] Change doesn’t have to be painful [45:29] Leading based on values and vision instead of reacting to circumstances [48:50] Systematically accessing intuitive intelligence [49:37] Contact Gina or her greatness group   Mentions: The Secret of Successful Failing Think or Sink The Greatness Group Gina Mollicone-Long Praxent podcast@praxent.com  

The Freedom at Work program is a real strategy for empowering people in the workplace. Using democratic principles to remove fear-based leadership, WorldBlu is transforming businesses from the inside out. Our guest, Traci Fenton, was recently named by Inc. Magazine as a Top 50 Leadership Innovator and is the Founder and Chief Evangelist at WorldBlu. She shares with us the core principles of her organization and real life examples of success in organizations that have adopted the Framework of Freedom model.   Key Takeaways: [1:34] Democracy in the workplace [2:57] Certified Freedom Center workplaces [4:12] The 3 parts of the Freedom at Work model Freedom-Centered Mindset Freedom-Centered Design Freedom-Centered Leadership [5:57] The power question to ask yourself [6:48] The 3 core attributes of a Freedom Center Leader Using power correctly Love Ubuntu [8:21] It all comes back to self-worth [11:32] Where do people get their self-worth? [14:04] Business relationships should start with completeness [15:55] A breakthrough moment for Rich Sheridan of Menlo Innovations [18:51] Eradicating fear should be a number one priority [19:58] False Evidence Appearing Real [22:23] Building a bridge to transform people’s lives [26:04] Looking at challenges and opportunities without fear [29:24] Contact Traci at WorldBlu and sign up for The Freedom Center Leader Program   Mentions: WorldBlu Inc. The Happiness Advantage Menlo Innovations Joy Inc. Dreamhost IncTANK Praxent    

Many extraordinary companies have had two primary positions of leadership. One being the visionary and the second is the executor. Understanding the difference between the visionary (aka the pie in the sky idea person) and the executor (the dig-in implementer) can make or break your business. Mark Winters’ book, Rocket Fuel, suggests most companies should only use the C-XX titles externally and should embrace a more descriptive title for each person’s internal functions. If all the members of a business are on the same page and have the same objective, the organization is able to flourish financially while maintaining mutual respect for those within its ranks.   Key Takeaways: [1:13] The big idea behind the Rocket Fuel book [4:04] The combination of the visionary and the integrator [5:41] Putting a leadership team in place is the first threshold [7:12] A visionary is an idea engine and the personality of the organization [8:04] An integrator is the executor and the management [10:24] The case of the missing integrator function [12:38] Dysfunctional symptoms can be created by the visionary's lack of clarity [14:25] It is essential to have intensity, but people can react adversely to it [16:07] The integrator functions as the glue that unites the people, processes and systems [18:46] The 5 rules:   Stay on the same page No end runs The integrator is the tie breaker Employee seats have no special rules Maintain mutual respect [23:16] The 5 tools: The accountability chart The core questions The 90-day world Weekly level 10 Scorecard [26:29] Do problems arise by having just one integrator? [27:47] The dynamic duos [29:03] Strip the leadership team of the titles when used internally [30:08] Contact Mark   Mentions: Rocket Fuel Now Rocket Fuel Book Traction @markcwinters Mark Winters Linkedin  

Is your business taking on any clients who give you money when what it requires is a profitable endeavor? Try using your lack of resources to encourage innovation and creative change within your organization. Mike Michalowicz, the author of three business strategy books, used the advice of his mentor to learn the process of growing colossal pumpkins. After a year of taking it all in, he implemented the 5 core elements of the pumpkin growers into his business. It resulted in success, and he now helps people express their authentic selves through their business.   Key Takeaways: [01:17] A lack of resources will force innovation [03:00] Survival mode doesn’t foster your long-term business growth [04:51] Express your values through business; it should be your soulmate [09:01] Persistence is the basis of success [11:33] Mike’s life purpose is to guide people in expressing their authentic self via their businesses [12:58] How colossal pumpkin farming can lead to colossal business growth [14:11] Five core elements of colossal pumpkin farming or growing your business [21:40] Mike found 3 primary ways businesses use to convey information and engage in activity Computer-based input Verbal commands Physical action [22:41] A hack to systemize your work: simply record each thing you do [24:34] Sort your clients by revenue; determine their profitability and what their cringe factor is [27:04] The concept of loss aversion: people are more motivated to retain than to gain [29:27] You grow by saying no [31:04] The Profit First Book – Take your profit first [35:03] Google “Mike Mic” to get to Mike’s website   Mentions: Mike Michalowicz Profit First The Pumpkin Plan The Toilet Paper Entrepreneur Strategex Praxent  

Entrepreneurial startups often find themselves maturing before they’ve had time to analyze their growth. The business structure builds itself based upon its initial framework which may no longer be applicable to the company’s present challenges.   Mike Paton, the co-author of Get A Grip, details the key components of the EOS model and describes the tools used to strengthen a business to ensure long term success. He details the steps involved in identifying a company’s vision and how to execute it.   Key Takeaways: [1:24] What are the 6 key components to an entrepreneur's business? Vision People Data Issues Process Traction [4:31] The Vision Component is ensuring the entire organization is working towards the same goal [7:26] Identifying the goal starts with uncovering the 8 core values of the organization What are the core values of the organization? What is the core focus of the organization? What is the company’s 10-year target? What is the marketing strategy? Target market Three uniques Proven process Guarantee                                                                                           5.) A 3-Year strategic plan, which is tied to the fiscal year       6.) 1-year plan - Predictions & goals for the upcoming year       7.) Quarterly rocks - Assigning ownership to company “rocks”       8.) Company’s issue’s -  The 50 other things you want to tackle [29:53] The People Component is having the right people & right seats [31:08] The accountability chart enlightens leaders to consider structure over familiarity [36:16] Executing your vision can bring about implementation issues           [41:14] Access to the tools we discussed in this episode   Mentions: EOS Implementer Get A Grip Achieve Traction @praxentsoftware  

Many businesses grow stale when a large number of employees decide to quit engaging in the organization, but stay at their current positions. If your leaders are not challenging existing employees with something new or fringe every three to six months their creativity level drops or becomes non-existent. Blending the knowledge of the current workforce and new talent (rookies) serves to expedite the creative process and enlivens the creative environment as a whole. Effective leaders in your organization will produce a fluid habitat, one which multiplies the abilities of each person on the team.   Key Takeaways: [1:51] Is knowledge the currency of this internet equipped world?  [5:19] We need to let go of things which are no longer true [9:15] Modern leaders need to be able to lead when appropriate and follow when appropriate [11:55] Exploring the book Rookie Smarts [15:00] What are the downsides to experience? [16:26] Intuition is our brain combining multiple historical data points and forming a conclusion [21:35] Assumptions can limit your ability to learn something new [24:18] Using improv to build on an idea at work [25:51] Leaders, use your rookie talent [27:34] How to keep your entire team in the rookie zone [34:12] New managers are little disasters [40:42] The logic behind the “Multiplier” leader [44:24] The mindset of the “Multiplier” leader [48:00] The 6 different leadership styles - Harvard Business Review [48:57] Are you able to get more than 100% of your abilities? [52:02] Contacting Liz and finding her books   Mentions: The Wiseman Group @lizwiseman info@thewisemangroup.com The Thinkers 50 Multiplier The Multiplier Effects Rookie Smarts Gazelle’s Growth Summit C K Prahalad The Invisible Gorilla Experiment The 6 Different Leadership Styles Praxent  

Joining together the formidable pattern recognition abilities of the human mind with the agility of data-driven simulation modeling is a company's best option for overcoming challenges. Business Laboratory captures information from experts in your organization to gain insights and systematically inserts the scientific method to create a living model of your business.   Key Takeaways: [1:48] Building simulation models for companies with lots of moving parts [4:28] Modeling is mimicking real life in a simulated world [6:38] Pattern recognition in the human mind is visual [9:24] Information from experts is key [10:37] Augmenting humans with computer models [11:45] A hackathon example from Praxent [16:28] Data is the fuel for scientific investigation [17:32] Legacy industries can benefit from analytics - Moneyball example [20:21] Which came first the data or the hypothesis [25:38] Applying the scientific method to business [31:04] Debates driven by data are essential to today’s businesses [32:45] Programmers are excellent problem solvers [34:53] Hiring techniques for problem solvers are outdated [37:30] Revealing thought processes [38:11] The analytical sandbox is a place for talented people to play [41:13] Contact information for George   Mentions: Business Laboratory Profit from Science Praxent Moneyball Great by Choice The Progress Principle  

Who handles recruiting within your organization? If the responsibility currently resides in Human Resources, it might be time to re-think your recruitment strategies. Knowing the qualities and attributes the open position requires will assist you in finding the right person. Start by developing a profile of the role you want the hire to play within your company. Consider the qualifications, the skill set and the experience the person needs to make a smooth transition into your company's structure. Recruiting can be expensive but not as expensive as hiring the wrong person.   Key Takeaways: [1:10] Kelly helps companies acquire “A” players [2:00]  “A” players are the top 10% of candidates available for a role [3:08] The importance of building out your recruiting strategy [4:40] Pay for a premium account on LinkedIn [6:31] An example scorecard - Using metrics in order of importance [10:04] Develop a description of the role in which you are seeking to fill [17:30] What are the requirements your company truly needs in a hire [20:30] The best question to ask for any role [21:35] Capturing the information you find on LinkedIn [23:10] Breaking through the noise of recruiting solicitations [29:10] Streamlining the interview process through behavioral questions [33:17] Educating yourself on best recruiting practices [37:00] Recruiting should be part of your daily business life [41:16] Finders, Minders and Grinders [41:57] Re-designing the org chart [45:50] One person should not be doing all of the recruiting efforts [47:41] Contacting Kelly for consulting   Mentions: Praxent LinkedIn Who: The A Method for Hiring Traction Get Geary  

To become a financial asset for your company a brand needs to have an essence, a promise and a personality. Building your brand requires sustainable differentiators, scientific research and most importantly, focuses on your customer’s point of view. Your brand should also closely resemble the strategy of the business to benefit your end customer. There are three questions your organization needs to answer to achieve top of mind awareness within your business sector. When you have answered the three questions you have the criteria for the top of your brand value pyramid.   Key Takeaways: [1:26] A brand is a financial asset [2:56] The #1 predictor for brand success is [3:36] Brand essence [5:26] Meaningful differentiation [8:22] Brand promise - Your vision of your client’s future [10:02] Whole Foods breaking down the brand [12:44] The 3 big questions of branding [15:51] Making intangibles concrete [18:40] Business strategy and business brand are synonymous [20:20] Your brand should benefit your end customer [23:37] What is a brand personality [25:57] What language do you use to communicate with your clients [26:53] Brand archetype [30:05] Playing the brand archetype game [34:03] Scientific research brings a quantitative aspect to it [36:40] Tim takes part in a brand value pyramid exercise [42:53] Today’s option packages are tomorrow's standard equipment [48:03] Contacting Deb   Mentions: Sol Marketing Praxent Investor Pitches The Hero and the Outlaw Brand Asset Management  

Hiring a business coach may seem expensive and time-consuming for your organization but an outsider's perspective may be exactly what your team needs. Leaders may be in need of self-awareness coaching and managers probably need to learn more effective communication skills. A coach will help to identify core values and translate those into a 3 to 5-year strategic plan. Leadership skills are often self-taught practices which could use a little polishing.   Key Takeaways: [1:23] Communication breakdowns led Gary from judge to private sector [2:52] I help organizations develop strategies with 3-5 year plans [5:15] Content and process conversations [7:36] Telling someone one time doesn’t always get you the desired outcome [9:19] Senior leaders need a strategic plan [11:04] A one page plan helps flush out company goals for this month, this quarter & this year [13:27] Identifying core values [15:19] Figuring out the puzzle in a small timeframe, what’s it look like done [19:04] Get out of your business to start working on your business [20:27] Males learn best from pictures, women from talking it out [22:26] A family or organization, handle both the same [23:40] Leadership versus technical work or subject matter experts [27:04] Do colleges teach leadership skills [31:26] Full circle into self-awareness [32:01] When there’s no one to prep the new generation   Mentions: Gary Minor Petra Coach Gazelles Praxent Emyth  

Many small businesses accept every client solely on the monetary aspect. The key to turning your business into a seven figure business is learning to say no in order to attract the right customers to you. If you find your True North, which will only come from keeping your patience through chaotic times, you will lead with direction and purpose. Believe that your business can feed your soul if you are focusing on the difference you wish to make in the world and doing something you love to do. Learn to be present, honest and authentic while following your strategic plan but keep yourself open to a different path if the universe suggests it.   Key Takeaways: [1:41] I grew up poor in Florida knowing I wanted to be a millionaire [4:30] Something was missing so I read everything thing in the personal development realm [6:30] Conscious Millionaire revealed itself to me [8:22] I grew my Father’s business, it wasn’t the same as having my own company [10:15] A business can actually feed your soul [11:20] I gave up my life for business and I would never do it again [13:01] I can’t work with more than 7 clients and still find joy [14:19] Staying highly focused and having only the important pieces [16:58] You need to get really good at attracting the right customer [18:52] My personal motto is “Trust perfect timing” [21:05] If we allow ourselves the patience, we see that out of chaos a new direction presents itself [23:16] I think we’ve passed the pivot point of conscious thought [26:20] What do you love doing so much you lose track of time [28:25] What are the differences I would enjoy making [30:28] What do you do almost perfectly every time [32:17] One sentence that sums up your True North [33:18] Values are really about behaviors [35:52] Business today is about being whole and complete as a human being [37:55] Soft skills and hard skills [40:29] Making a hiring decision based on the values of your business [42:38] Finding J V online - The 7 steps to 7 figures   Mentions: Conscious Millionaire - Grow Your Business by Making a Difference Health and Fitness Podcast Green Festival Gallup Strengthsfinder Return to Love - Marianne Williamson Moleskin Books Jim Collins Gary Ryan Blair  

From recruitment to retirement the Birkman assessment tool creates awareness in your organization. Understanding yourself is your first step to becoming a great individual. Understanding the personal styles of your team members will make you a great leader. Jim Blanchard explains how to break down the 11 dimensions of this tool and how it offers objective language for subjective conversations. From incentivizing employees to be the best they can be to dealing with emotions in the workplace, this scientifically proven program covers it all.   Key Takeaways: [1:06] What led Jim to the Birkman tool [2:30] Describing the assessment tool through motivators and behaviors [5:20] Expanding your life while being more productive [6:28] Analyzing the 11 piece parts of a personality profile [13:05] The big discovery of you can measure how you expect other people to treat you [17:08] Are you asking me to do something or telling me to do it [17:45] Becoming aware of perceptions of yourself and others [18:08] Idealistic versus realistic personalities [20:20] Understand why financial incentives motivate me but no one else [25:24] Understanding how different categories blend together [26:05] Giving ourselves permission to live life based on our needs and interests [28:10] Your empathy score - Dealing with emotion in a business environment [30:49] Breaking down change and freedom [36:55] How quickly do you make decisions - try breaking down the pieces [40:00] The benefit of leaders who are self aware [42:14] Leaders should read the book “the advantage” and understand strategic anchors [43:52] Every decision should be based on the company’s core values and strategic anchors [45:10] A manager manages, a leader leads [46:24] Retention: People stay at companies when they feel they are being developed [47:04] 62% of leaders hired outside the organization fail after the first year   Mentions: Birkman Personality Profile Five Dysfunctions of a Team The Advantage Strategic Positioning Inc. Praxent  

Becoming self aware and recognizing your strengths and your weaknesses as a leader can ultimately make or break your business. Delegating tasks, sharing your vision and investing in your employees will give you more time to do what you are good at and will empower your employees to be productive on their own. Continually tearing down systems and processes with the goal of never doing useless items again will catapult you to reaching your well defined, one desired metric.       Key Takeaways: [1:05] Andy wanted a business with residual income and found it with pagers [3:45] I wanted to build a lifestyle business which took care of itself [4:45] Andy had difficulty delegating and was a dictator in business [6:52] Issue’s with a singular power hungry vision [8:20] DIY implementation of the Rockefeller Habits [9:40] The process is more than a checklist, it takes time and due diligence [11:00] Translating a 50 page ardent document into a one page goal sheet [13:42] Giving people the proper credit and helping to define their roles [15:22] Two-weekers include checking in to verify productivity levels [18:29] Setting the tone of vulnerability and authenticity as the leader [20:48] Differences between micro managing and true managing [21:59] Setting clear expectations and guiding people [23:53] Learning to build a business, not just having a job [24:52] An example of a coaching call [27:50] Identifying strengths through DiSC [28:55] Investing in the professional development of your team by 10% [30:55] Tearing down systems and processes [32:36] Figuring out your one metric to improve upon i.e. Moneyball [36:10] CEO’s are looking to solve different issues but ultimately increasing revenue [36:41] X factor is generally an industry bottleneck [38:29] How does a company start, try PACE [40:12] How to get in contact with Andy   Mentions: PetraCoach AlignToday EO RockefellerHabits  DiSC Nuts! info@aligntoday.com    

Key decision makers appreciate compelling and powerful messages from your salespeople. An intuitive opener is able to deliver the message and discover what truly matters to your prospects. A proficient closer should move the process along to close the sale using a refined sales language. If you have blind spots in your business don’t chuck your existing structure, find out what processes can be amended to overcome objections and dramatically change your close ratio.   Key Takeaways: [1:13] Business are missing the blind spots when developing their business [2:05] Don’t throw away your existing development efforts just change a few things [4:02] What is the missing link to creating new income [6:15] Realistic sales cycles and defining the message [8:03] Sales messages are compelling dialogue paths [10:22] The Rock Star Checklist for sellers [13:33] Customize your message for your business and your clients [15:28] Refine and narrow your target [17:04] What truly matters to your prospects, 3 times exercise [20:35] Key decision makers want the right person involved in the sales process [21:40] The Hunter/Farmer and Openers/Closers [22:48] Attracting the right sales people without the BS [26:32] Opening salespeople are more intuitive and they create fast, meaningful bonds [29:45] Demonstrating sales language proficiencies is a blind spot [32:25] Why an Objections Manual is critical [34:32] Let your hunters hunt, record them so they can move on to more sales [37:48] Language + Delivery = Outcome [40:33] Sometimes the devil is in the details, are your sellers prepared? [42:24] A real life client example of dramatically improving your close ratio [47:23] Date, time, date, time, date, time   Mentions: KoppConsulting BizDevDoneRight ckopp@koppconsultingusa.com    

You are currently living in a construct. You have created mental models, good and bad, to promote your own self interests. Each day you use these models as paths to guide you through life. You then apply labels to these things so you know how to react to situations. Becoming aware that you are the architect of this construction allows you the freedom to not be swept away by your inner monologue. As an entrepreneur, you will find this difficult as you prefer to be in control. Take the challenge of allowing your purpose to find you by becoming consciously aware. .   Key Takeaways: [1:06] The feeling of joy has left us there’s an undercurrent of stress [2:41] I used the work of the great spiritual masters and applied it to post industrial society [3:45] Reach out and claim your birthright of joy [4:27] Use your internal monologue to guide you, the voice of judgement [5:47] We live our lives according to our mental models [7:46] Awareness is a foundation block [8:00] You are the observer, or the witness, and not the voice in your head [8:50] An example of a downward spiral and mental chatter [10:56] The stories we tell ourselves individually and globally [11:57] Visualize this [15:44] As you become more aware you are less likely to be swept away [19:12] The moment you label something bad the suffering begins [22:45] Everything you do is in your perceived self interest [26:28] Stress is caused by everyone acting in their own self interest [27:49] Meditation and Practice will add instances of clarity to your life [29:10] Your purpose finds you if you are consciously aware [30:24] Entrepreneurs are control freaks, you can not connect the dots looking forward [31:18] Dr. Rao is human too & Tim’s mentor example [33:08] Uneasy lies the head which wears the crown [35:28] As Governor Jimmy Carter thought he could be President, so he made it happen   Mentions: AreYouReadytoSucceed? StartWithWhy EO    

Building your sales force from scratch has its advantages as long as you are clear on which behaviors, you as the sales manager expect from your new hires. The first people on your team will likely help you to figure out your go to market strategy and must be willing to experiment and share. For this reason, they should be curious, industrious and organized. If an interviewee has these 3 elements it will shorten the length of the onboarding process. Using a backwards planning training strategy your new employees will reach baseline viability faster to become an asset to your organization instead of a cost.   Key Takeaways: [1:19] Training and development for sales onboarding [2:10] Hubspot helps businesses to capitalize through inbound marketing [3:06] How should behaviors be scaled and executed consistently [4:59] Sales is not mimicry [5:50] Fundamentals of inbound marketing, the product and sales acumen [8:00] The right salespeople are industrious, curious and organized [10:22] How the interviewee’s prepare for the interview shows industriousness [11:22] How to find a person’s curiosity level [14:38] Product knowledge is not as valued an asset as responsiveness [16:12] We created an in house program because an off the shelf didn’t fit our needs [19:24] Compensation is based on longevity sales vs quick hits [21:27] The GPC Framework for solving a business problem [23:44] Inbound activity also includes what is going on in between conversations [25:52] Sales Manager concerns are basically these 2 things [27:02] Your first people help you to figure out your go to market strategy [30:40] Our specialization path for inbound marketing [33:12] A BDR closes for time, a salesperson closes for money [34:39] Baseline viability is a day of work without shadowing another employee [37:50] Backwards planning uses 4 questions as a basis for your training program   Mentions: Hubspot SASSoftware TheSalesAccelerationFormula PredictableRevenue @andrewtquinn    

: Are daily tasks bogging you down and keeping you from moving your business forward? If so, gather your executives and hit the pause button every 90 days. Step back and gaze into your industry looking for bottlenecks or problems which need to be solved. Craft the essential question based on creating solutions to those bottlenecks. Be aware of unintended consequences which may lead to additional revenue generation. A successful business is a resilient business and faith in life creates resiliency.   Key Takeaways: [1:11] What is the X Factor [1:30] Industry bottlenecks need create solutions [4:37] How to change our cost per sale was our essential question [6:17] We serviced our customers faster than our competitors by answering the essential question [10:45] Industry bottlenecks versus individual business bottlenecks [14:06] 5 different points of view or diagnostic levers lead you to 25 bottlenecks [21:37] Unintended consequences or by products of your business used to generate revenue [23:38] Tom’s is a great example of generating revenue from a negative externality [25:45] Relationship drivers that control your business; the Outback example [28:20] Every 90 days talk about your essential question [31:58] The essential question must be tracked in a metric form [32:48] Synthesized innovation [34:11] Daily tasks get in the way of innovation [36:29] Faith in life creates resiliency and opportunity  [39:19] A personal reflection on the concept of gratitude and human development   Mentions: BreaktheBottleneck Holganix HBR EO Gazelles EMyth GoodtoGreat Praxent

Prolonged fear and stressors have negative health effects on teams therefore depleting them of their effectiveness. Why not make some changes to your corporate culture to alleviate burnout and increase loyalty? Customers will sense when your team is functioning at optimum levels and when your people believe in what they are doing. Clients then aspire to be closer to your tribe through partnerships. It’s a chemical response they can not resist. Build a circle of trust to ensure your work community looks out for the organization as a whole, not just themselves.   Key Takeaways: [1:18] Acknowledging the patterns to understand the “why” behind our actions [3:56] Burnout led to Simon’s purpose - to inspire [6:57] The checklist of success was complete but I needed a shift in perspective [10:56] The chemicals that lead to the good health of animals [15:33] Prolonged fear and stress cause negative health effects [17:07] Allow a social trigger to lead you to the process of understanding your origin story [19:52] Your why statement can lead you to tears [21:00] When ideas are repeated they can change the world [22:37] Clients can sense if employees believe in their work and make decisions based on vibe [23:33] A real life example of caring for the person in front of you [25:53] Clarity of why, discipline of how and consistency of what [26:40] A personal why very closely linked to the why of the organization [30:04] Partners, Tourists and Terrorists [32:57] Building a circle of safety is at the core of Leaders Eat Last [36:14] The entire company is negatively affected during layoffs, not just the newly unemployed [38:48] Trust, styles, givers, takers and matchers - making sense of it all [44:37] Often top talents are takers [46:14] Interview tips and escape routes [47:26] A lifetime employment policy with a 3 month hiring process   Mentions: StartwithWhy SimonSinek Man’sSearchforMeaning TippingPoint Authenticity Praxent LeadersEatLast GiveandTake Outliers NextJump @steveshed

How do you get your customers from their current reality of riddled with problems to the future reality of alleviating the pain or removing the problem completely? You need to get the idea out of your head and into a format people will pay attention to. Crafting the proper unique value proposition is key. This single element relays your ability to get your customer to their desired outcome without being bogged down by the solution. If they believe your unique value proposition they will ask you about your solution which leads to invaluable feedback from which to base your pricing.   Key Takeaways: [1:00] So what’s up with the Spark 59 name [2:01] Failing to find the right customers and markets [3:18] A repeatable meta-process [5:38] The Lean Canvas tool [7:54] 9 Lego blocks to create a business model [10:12] Running off the rails at the artist stage [12:18] Innovation + Business Applications = Cash Flow Positive [12:53] A love of products that make a longer term impact [15:16] We hire a particular service to do a particular job [18:18] Competition isn’t necessarily in just one category [20:58] A vehicle to build better entrepreneurs is the true product [22:42] The unique value propositions job is to make you stand out [24:34] The finished story benefit, the time box and the risk reversal [28:11] Testing the value proposition and the art of the demo [30:36] How much are you willing to pay for this solution is a bad question to ask [31:42] I was reluctant to write a book but demand testing proved positive [35:50] The magic of traction   Mentions: Spark 59 JobstoBeDone CrossingtheChasm RunningLean PracticeTrumpsTheory Praxent

Salespeople are made not born. If you have the right people in your organization the best thing for your company is to support and develop existing talent. Sales managers should work together with their team members to identify what characteristics are needed to be a professional salesperson. And emphasize how important sales is to your company empowering them to have authentic conversations with clients as peers. As often younger salespeople will attempt to befriend the client instead of having an equal conversation out of a need to be liked.   Key Takeaways: [1:53] Sandler addresses skill gaps in companies large and small [3:35] Structures and strategies [5:30] Negative perceptions of sales starts early i.e. Head trash [8:47] Who is really in the position of power? [10:34] Authentic conversations with your peers [13:29] People buy emotionally, they make decisions intellectually [17:25] The ideal salesperson has these characteristics [22:00] Salespeople are made not born [23:39] Understanding existing issues that need to be addressed [26:52] The role of a sales manager is to develop their people [29:20] Hold employees accountable to their own goals first [30:58] Using a parenting book as a guidebook for sales managers [33:04] A hallmark of good sales leaders [33:46] An example of transformational leadership [36:44] Adam Boyd on LinkedIn   Mentions: Sandler Marketsense NurtureShock