Podcast appearances and mentions of larry bossidy

Guest: Jeff Wilke, former CEO of Amazon Worldwide Consumer and chairman of Re:Build ManufacturingJeff Wilke worked more than 20 years at Amazon, overseeing the million-person team that speedily gets packages from warehouses to doorsteps. In hindsight, he observes that Amazon Prime's exponential growth was actually an incremental daily process.“I used to say things like, ‘If God was running this plant, whoever is your God ... they can't violate physical laws. How well would they do?' And then we know where we are,” Jeff says.“If we're perfect in it, compounding over all this time, we're going to get there. But when you're in the middle of it, it can feel almost impossible.” Chapters:(01:37) - Grit and longevity (02:24) - Flow state (07:29) - Refining mental models (12:29) - The ivory tower and the shop floor (16:49) - Gnarly holidays (20:41) - Identifying grit (24:28) - Reflecting and learning (27:36) - Christmas 2000 (31:06) - The duplicate bug (34:01) - Incremental progress (38:36) - Prime Video (43:05) - Organizing the day (46:42) - Amazon's leaders (49:55) - The Whole Foods acquisition (53:33) - Amazon Fashion (59:54) - The great Kindle battle (01:02:40) - How to work with Jeff Bezos (01:05:11) - Leaving Amazon (01:09:48) - Re:Build Manufacturing (01:14:35) - What “grit” means to Jeff Mentioned in this episode: Peloton, Andy Jassy, Daniel Kahneman, Zoom, Allied Signal, Toyota and the Gemba Walk, MacKenzie Scott, Bob Thomas and Crucibles of Leadership, David Risher, Toys “R” Us, Amazon Prime, Jeff Blackburn, Louis Pasteur, Netflix, Bill Carr, Steve Kessel, Larry Bossidy, Rick Dalzell, West Point, John Mackey, Liesl Wilke, Tony Hsieh, the Met Gala, Anna Wintour, the Pittsburgh Steelers, Tim Tebow, the New York Jets, Shopbob, Gucci, Zara, Cathy Beaudoin, Walmart, Dave Clark, John Doerr, Bill Baumol, and Bing Gordon.Links:Connect with JeffTwitterConnect with JoubinTwitterLinkedInEmail: grit@kleinerperkins.com Learn more about Kleiner PerkinsThis episode was edited by Eric Johnson from LightningPod.fm

Este episódio é essencial para o líder que busca impulsionar seu time e alcançar metas reais através de ações estratégicas e bem executadas. Vamos falar mais do livro "Execução", espero que gostem! Receba o livro na sua casa: https://amzn.to/3Chp6GB #liderança #execução

In this episode of THE MENTORS RADIO, Host Tom Loarie talks with Ram Charan, Fortune Magazine's “most influential global consultant alive,” whose client list is literally a Who's Who of well-recognized global innovators and business titans. His 30 books have sold more than 4 million copies, in more than a dozen languages. As a world-renowned business consultant, author and speaker, hailed by The Economic Times as the world's most influential business consultant and with a career spanning more than 40 years, Ram continues to provide unparalleled insights and practical solutions globally to top companies, CEOs, and boards, including Toyota, Bank of America and Novartis. Known for his ability to cut through complexity and address core business issues, Ram's real-world advice is not only relevant but also actionable from Day One. In this episode we delve into Ram's vision for businesses navigating today's chaotic landscape, drawing from his extensive experience and unmatched expertise. In this episode you will learn: The importance of the U.S. dollar and its impact on costs down to the local shoe shop.  Why inflation of at least 4% will stick with us. The difference between business leaders in India vs U.S. Why India is on fire economically. What Tik Tok symbolism means to all of us. Why we need to focus on the gifts God gave to us. The importance of learning and curiosity to success in today's world. AI and why we all should take a one week course to learn the fundamentals. The switch from engineering to math. The importance of business savvy and why it is lacking in the U.S. SHOW NOTES: RAM CHARAN: BIO: BIO: Ram Charan BOOKS: Three of Ram Charan's books were Wall Street Journal bestsellers and Execution, co-authored with former Honeywell CEO Larry Bossidy, spent more than 150 weeks on the New York Times bestseller list. Here is a list of some of Charan's books, you'll find more when you click on any of the books below: Leading Through Inflation: And Recession and Stagflation, by Ram Charan and Geri Willigan Rethinking Competitive Advantage: New Rules for the Digital Age, by Ram Charan Execution: The Discipline of Getting Things Done, by Larry Bossidy and Ram Charan What the CEO Wants You to Know, Expanded and Updated: How Your Company Really Works, by Ram Charan Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way, by Ram Charan, Dennis Carey, Michael Useem WEBSITE: Ram-Charan.com BLOG: https://ram-charan.com/blog/ LINKED IN: https://www.linkedin.com/newsletters/ram-charan-s-corporate-advice-6997950667722006528/

Today lets tak about Execution.  To do that I want to share with you some thoughts I picked up from the best selling book "Execution". In "Execution: The Discipline of Getting Things Done", Larry Bossidy and Ram Charan provide a framework for business leaders to achieve results. They argue that execution is not just about having a good strategy, but also about having the right people in place and creating an environment where they can be successful.   The authors offer a three-part framework for execution, which includes setting clear goals, aligning people and resources behind those goals, and holding people accountable for results. They also provide tools and techniques for each of these components.   1-Goal setting:   The authors suggest that goals should be SMART: specific, measurable, achievable, relevant, and time-bound. They also recommend setting goals at multiple levels, from the overall company down to individuals.   2-Aligning people and resources:   The authors argue that alignment starts with understanding what each person's strengths and weaknesses are. Once this is clear, leaders can assign tasks and roles accordingly. They also recommend creating "accountability maps" to make sure that everyone understands who is responsible for what.   3-Holding people accountable:   The authors argue that accountability is essential for execution. To hold people accountable, they suggest setting clear expectations, providing feedback regularly, and using rewards and punishments appropriately.   Major Building Block of Execution is Leadership.   7 essential behaviors of a leader   The first essential behavior a leader needs it to know the people and the business. Understanding your people and business is critical to truly executing on priorities in any business. A Leader also must insist on Realism. Rather than avoiding the truth a great leader needs to embrace the truth. This requires a leader to identify and deal with weaknesses as well as the current influence of the markets. Setting clear goals and priorities is also a critical element of leadership. People and organizations cannot execute if the direction of the company isn't clear. Don't overcomplicate things with too many goals or priorities, and make sure that communication is clear and simple. You've heard the phrase the "fortune is in the followup", and leadership absolutely requires you to follow through. Being someone that always follows through is important for a leader, it means that people will believe what you say and take you seriously. Your actions speak much louder than your words. The fifth behaviour a leader must have is the ability to reward the doers...the people that are getting things done. The goal is to drive progress and "execution", so its important to reward that behavior in the people as they do it. Expanding the capabilities of an organization and its people is a key element of a leader. Its important for people feel like they are "growing" inside a company. Plus, you will develop and expand relationships, networks and opportunities when you invest in growing people. Leaders know themselves and their capabilities. They know their own strengths and their own weaknesses. Accepting and acknowledging your own weaknesses and working to improve these is a great trait for a leader. You are a much more influential and productive leader when you are aware of the talents and resources you have, and when you understand your weaknesses and challenges that you must overcome. Thank you so much for joining the Daily Mastermind Today.  Please share this with someone you feel might benefit from the content.   Have an Amazing Day.   George Wright III  

Today lets tak about Execution.  To do that I want to share with you some thoughts I picked up from the best selling book "Execution". In "Execution: The Discipline of Getting Things Done", Larry Bossidy and Ram Charan provide a framework for business leaders to achieve results. They argue that execution is not just about having a good strategy, but also about having the right people in place and creating an environment where they can be successful.   The authors offer a three-part framework for execution, which includes setting clear goals, aligning people and resources behind those goals, and holding people accountable for results. They also provide tools and techniques for each of these components.   1-Goal setting:   The authors suggest that goals should be SMART: specific, measurable, achievable, relevant, and time-bound. They also recommend setting goals at multiple levels, from the overall company down to individuals.   2-Aligning people and resources:   The authors argue that alignment starts with understanding what each person's strengths and weaknesses are. Once this is clear, leaders can assign tasks and roles accordingly. They also recommend creating "accountability maps" to make sure that everyone understands who is responsible for what.   3-Holding people accountable:   The authors argue that accountability is essential for execution. To hold people accountable, they suggest setting clear expectations, providing feedback regularly, and using rewards and punishments appropriately.   Major Building Block of Execution is Leadership.   7 essential behaviors of a leader   The first essential behavior a leader needs it to know the people and the business. Understanding your people and business is critical to truly executing on priorities in any business. A Leader also must insist on Realism. Rather than avoiding the truth a great leader needs to embrace the truth. This requires a leader to identify and deal with weaknesses as well as the current influence of the markets. Setting clear goals and priorities is also a critical element of leadership. People and organizations cannot execute if the direction of the company isn't clear. Don't overcomplicate things with too many goals or priorities, and make sure that communication is clear and simple. You've heard the phrase the "fortune is in the followup", and leadership absolutely requires you to follow through. Being someone that always follows through is important for a leader, it means that people will believe what you say and take you seriously. Your actions speak much louder than your words. The fifth behaviour a leader must have is the ability to reward the doers...the people that are getting things done. The goal is to drive progress and "execution", so its important to reward that behavior in the people as they do it. Expanding the capabilities of an organization and its people is a key element of a leader. Its important for people feel like they are "growing" inside a company. Plus, you will develop and expand relationships, networks and opportunities when you invest in growing people. Leaders know themselves and their capabilities. They know their own strengths and their own weaknesses. Accepting and acknowledging your own weaknesses and working to improve these is a great trait for a leader. You are a much more influential and productive leader when you are aware of the talents and resources you have, and when you understand your weaknesses and challenges that you must overcome. Thank you so much for joining the Daily Mastermind Today.  Please share this with someone you feel might benefit from the content.   Have an Amazing Day.   George Wright III  

Cet invité m'a bluffé par sa capacité à revenir de loin. Du haut de ses 26 ans, Jean-Pierre Chessé débarque en Chine dans les années 90. Sans argent, il lance Sinodis, une boîte d'import et de distribution de produits alimentaires occidentaux. En rétrospective, il attribue cette décision à l'inconscience plus qu'au goût du risque. Là où d'autres se cassent le nez, lui réussit son pari, non sans surmonter quelques difficultés. Dans cette conversation fleuve où les anecdotes et les péripéties de la vie s'enchaînent, Jean-Pierre évoque une confiance en soi acquise tôt pendant ses études, l'importance de faire de sa différence une force et la nécessité de s'adapter à la culture de son pays d'accueil. Humble avant tout, Jean-Pierre se décrit à la fois comme un bisounours et comme “le moins bon parmi les meilleurs”. Et pourtant, les faits peignent un autre portrait : Le plantage monumental d'un géant de l'alimentaire de plusieurs milliers d'euros, une erreur qu'il assume pleinement et qu'il transforme avec pugnacité en renaissance. La vente de la même entreprise quelques années plus tard pour 200 millions de dollars. L'absence de contrat pour des collaborations colossales pendant des années. L'intelligence de répondre aux attentes de ses interlocuteurs en se positionnant comme une valeur ajoutée. L'adoption de méthodes américaines pour créer du rythme et une atmosphère positive au travail. Une reconversion réussie dans l'investissement avec son family office et la philanthropie pour accompagner les entrepreneurs aux idées brillantes. Jean-Pierre vit intensément et ça se sent. Il fait preuve d'une grande résilience et retire de nombreuses leçons de son parcours. Un nouvel épisode aussi passionnant qu'inspirant ! TIMELINE : 00:00:00 - Introduction 00:05:50 - Présentation 00:20:20 - Arrivée en Chine 00:45:00 - Les secrets de sa réussite 00:56:18 - Le dérapage avec Carrefour 01:20:30 - Repartir en croissance après une crise 01:40:10 - Le management 01:50:39 - Ses critères pour investir 02:14:30 Les bénéfices de la discipline 02:30:40 - Rachat par le groupe Bongrain 02:45:42 - Accompagnement d'entrepreneurs On a cité avec Jean-Pierre plusieurs anciens épisodes de GDIY : #89 Fabrice Grinda - FJ Labs #185 Fred Jousset - WebHelp & Art Explora #191 Martin Ohannessian - Petit Ballon #252 Michael Benabou - Financière Saint James #331 - Jean-François Pillou - Around.us #131 Pierre K Morizet - Price Minister #106 Jean de la Rochebrochard - Kimma Ventures & Human machine #171 Patrice Thiry - Tomcat Capital #327 - Laurent Alexandre - Auteur Avec Jean-Pierre, on a parlé de : Jean-Philippe Cartier Jonathan Cherki de Contentsquare Evercontact La Vie - Bacon végétal L'épisode #164 Ravi Gupta: The Realities of Success du podcast The Knowledge Project Jean-Pierre vous recommande de lire : “Execution: The Discipline of Getting Things Done” de Larry Bossidy & Ram Charan Un merci tout particulier à Elsa Dessaigne pour la mise en relation. On embrasse Livia Chessé et Julien Lepleux ! La musique du générique vous plaît ? C'est à Morgan Prudhomme que je la dois ! Contactez-le sur : https://studio-module.com. Vous souhaitez sponsoriser Génération Do It Yourself ou nous proposer un partenariat ? Contactez mon label Orso Media via ce formulaire. Vous pouvez suivre Jean-Pierre sur Linkedin.

Qu'allez-vous apprendre :02:05 : Ses débuts dans la vente10:43 : Rester leader de son marché18:10 : L'approche commerciale22:56 : Recruter des A-Players33:16 : Faire des As de la vente44:58 : La vente complexe47:19 : Craquer les grands comptes53:57 : LE meilleur conseilEn bref :

Pour aller plus loin, Cédric vous a préparé une série de mails sur l'antifragilité pour vous aider à appliquer ce concept à vos vies. Cliquez ici pour vous inscrire gratuitement : https://www.formactions.outilsdumanager.com/inscription-mailantifragile2Aujourd'hui, je reçois une personne que j'admire beaucoup : Cédric Watine.Alors pour ceux qui ne le connaissent pas encore : Cédric est fondateur de la société Fogepack spécialisée dans la fourniture de packaging, et surtout créateur du podcast et de la méthode Outils du Manager.Vous allez le comprendre en écoutant cet épisode : Cédric est vraiment un passionné érudit du management, du leadership, de l'art de donner envie à des collaborateurs de travailler ensemble et de tirer une entreprise vers le haut.Cédric est disponible sur LinkedIn mais aussi sur YouTube où je vous invite à le suivre. Je vous mettrai tous les liens dans les notes de l'épisode.Tout ça pour dire que Cédric est une personne que j'apprécie beaucoup et c'est à ce titre que j'ai décidé de le réinviter sur le podcast pour parler, cette fois-ci, d'un tout autre sujet : le concept d'antifragilité.Ce concept a été élaboré par un philosophe libanais absolument brillant : Nassim Nicholas Taleb.Le livre en lui-même est assez complexe à lire et j'ai trouvé très intéressant que Cédric nous parle de ce concept d'antifragilité, qu'il nous l'explique et qu'il le rende concret et applicable au monde d'aujourd'hui et au monde de l'entreprise.C'est précisément ce que Cédric a accepté de faire dans cet épisode que j'ai trouvé passionnant.C'est un nouveau format d'épisode et je serais curieuse de savoir si ce type d'échange vous plaît, n'hésitez pas à me le dire sur les réseaux sociaux :)Notes et références de l'épisode :Pour retrouver Cédric :Sur le podcast Les Outils du ManagerSur LinkedInSur YouTubeLien pour s'inscrire à la newsletterLes livres cités dans l'épisode :Antifragile de Nassim Nicholas TalebMa vie de patron: le plus grand industriel américain de Jack Welch Tout est dans l'exécution de Larry Bossidy et Ram CharanJouer sa peau de Nassim Nicholas Taleb1. Faites vous coacher par moi !DEMIAN, un concentré de 10 ans d'expérience d'entrepreneur. Les formations DEMIAN vous apportent des outils et méthodes concrètes pour développer votre projet professionnel. Il s'agit d'un concentré maximal de valeur et d'expérience pour qu'en quelques heures vous gagniez l'équivalent d'années de travail. Découvrez DEMIAN !2. La NewsLa News du vendredi est une mini newsletter pour vous nourrir en plus du podcast. C'est une newsletter très courte, à lire en 5mn top chrono de ce qui m'a marqué dans les dernières semaines : livres à lire, réflexions, applis à télécharger, citations, films ou documentaires à voir etc. Pour la recevoir, il n'y a qu'à s'abonner à la newsletter sur mon site !3. Des conseils concrets sur ma chaîne YouTubeEnvie de lancer votre propre podcast ? De bénéficier de conseils sur quel matériel utiliser ? Ma nouvelle chaîne YouTube est faite pour vous !4.Contactez-moi ! Si le podcast vous plaît, le meilleur moyen de me le dire, ou de me faire vos feed-backs (et ce qui m'aide le plus à le faire connaître) c'est simplement de laisser un avis 5 étoiles ou un commentaire sur l'application iTunes. Ça m'aide vraiment, alors n'hésitez pas :)Pour me poser des questions ou suivre mes tribulations c'est par ici :Sur Instagram @paulinelaigneauSur LinkedIn @pauline laigneauSur YouTube Pauline LaigneauVous pouvez consulter notre politique de confidentialité sur https://art19.com/privacy ainsi que la notice de confidentialité de la Californie sur https://art19.com/privacy#do-not-sell-my-info.

Want to learn the secrets to purchasing a company or the top 5 sales tips? If so, my podcast interview with Chuck Hamrick Jr. is a must-listen. I'm Trace Blackmore, host of the Scaling UP! H2O podcast, and in this episode I have the pleasure of interviewing Chuck Hamrick Jr. of Eagle Engineering Water Technology, and today we're covering everything from purchasing a company, sales tips, creating a work-life balance, and publishing papers. Don't miss this career-benefiting interview. Listen to Episode 271 on Scaling UP! H2O's website or tune in wherever you get your podcasts. Bottom line: Chuck Hamrick shares his secrets to buying a company. Your roadside friend, as you travel from client to client.   -Trace Blackmore   Timestamps:  Thank you to everyone who came up to me during the AWT Conference and upcoming Events for Water Treatment Professionals [01:44] Chuck Hamrick Jr.'s career journey in water treatment [ 13:51] The secret to buying out a company [19:46] The top 5 tips for sales and Chuck's favorite sales tools [22:40] The best way to pass the baton to the next owner of your company [27:05] Creating the best Work-Life Balance [31:48] What you need to know when writing technical papers [33:37] Advice for professionals and students [36:28] Lightning round questions [40:00] Thinking On Water With James [46:03]   Thinking On Water With James:  In this week's episode, we're thinking about softening before or after a reverse osmosis unit. What are the advantages and disadvantages of placing a water softener either upstream or downstream of an RO? If placed downstream, how do you keep the RO from scaling up? When feeding antiscalant, how may stroke and speed pump settings impact effectiveness? Does criticality of the RO system impact the design of where the softener is placed? If an RO removes dissolved solids, why would a water softener even be needed downstream? Are there any reasons to place the water softener upstream that can offset the reduced capital costs of placing it downstream? Take this week to think about whether a water softener should be placed before or after an RO unit.    Quotes: “If you are given an option to buy out a company, try to learn as much as you can immediately about how the business works.” - Chuck Hamrick  Jr. “A ‘no' is just one step closer to a ‘yes'. The more ‘nos', the more chances that I'll be making more sales.” - Chuck Hamrick Jr. “If you find a trusted and knowledgeable person, don't hesitate to come up and talk to them, introduce yourself to them, and learn from them” - Chuck Hamrick Jr.   Connect with Chuck Hamrick Jr.: Phone:  419-345-4866 Email: chuck.hamrick@eaglewatertech.com Website: eaglewatertech.com LinkedIn: in/charles-d-hamrick-jr-cwt-b18062125/   Links Mentioned:  Wilson Learning 5 Simple Rules For Transitioning a Family Business To the Next Generation, from Inc. Grit: the power of passion and perseverance | Angela Lee Duckworth (TED Talk) The Rising Tide Mastermind Submit a Show Idea AWT (Association of Water Technologies) Jeffrey Gitomer-Sales Training Programs   Events:  Check out our Scaling UP! H2O Events Calendar where we've listed every event Water Treaters should be aware of by clicking HERE  or using the dropdown menu.   Books Mentioned:   Traction: Get a Grip on Your Business by Gino Wickman What the Heck Is EOS? by Gino Wickman I Said This, You Heard That by Kathleen Edelman Boiler Water Treatment by Colin Frayne Drop by Drop: Articles on Industrial Water Treatment by James McDonald THE HOUR That Changes Everything by Richard Pearson Grit: The Power of Passion and Perseverance by Angela Duckworth Consistency Selling: Powerful Sales Results. Every Lead. Every Time by Weldon Wong Life According to Jesus by Jack Graham The Little Gold Book of YES! Attitude by Jeffrey Gitomer  Little Platinum Book of Cha-Ching by Jeffrey Gitomer Confronting Reality: Doing What Matters to Get Things Right by Larry Bossidy and Ram Charan Lead, Sell, or Get Out of the Way: The 7 Traits of Great Sellers by Ron Karr  

Book Summary: Execution by Larry Bossidy and Ram Charan In "Execution: The Discipline of Getting Things Done", Larry Bossidy and Ram Charan provide a framework for business leaders to achieve results. They argue that execution is not just about having a good strategy, but also about having the right people in place and creating an environment where they can be successful. The authors offer a three-part framework for execution, which includes setting clear goals, aligning people and resources behind those goals, and holding people accountable for results. They also provide tools and techniques for each of these components. Goal setting: The authors suggest that goals should be SMART: specific, measurable, achievable, relevant, and time-bound. They also recommend setting goals at multiple levels, from the overall company down to individuals. Aligning people and resources: The authors argue that alignment starts with understanding what each person's strengths and weaknesses are. Once this is clear, leaders can assign tasks and roles accordingly. They also recommend creating "accountability maps" to make sure that everyone understands who is responsible for what. Holding people accountable: The authors argue that accountability is essential for execution. To hold people accountable, they suggest setting clear expectations, providing feedback regularly, and using rewards and punishments appropriately. Major Building Block of Execution is Leadership. 7 essential behaviors of a leader The first essential behavior a leader needs it to know the people and the business. Understanding your people and business is critical to truly executing on priorities in any business. A Leader also must insist on Realism. Rather than avoiding the truth a great leader needs to embrace the truth. This requires a leader to identify and deal with weaknesses as well as the current influence of the markets. Setting clear goals and priorities is also a critical element of leadership. People and organizations cannot execute if the direction of the company isn't clear. Don't overcomplicate things with too many goals or priorities, and make sure that communication is clear and simple. You've heard the phrase the "fortune is in the followup", and leadership absolutely requires you to follow through. Being someone that always follows through is important for a leader, it means that people will believe what you say and take you seriously. Your actions speak much louder than your words. The fifth behaviour a leader must have is the ability to reward the doers...the people that are getting things done. The goal is to drive progress and "execution", so its important to reward that behavior in the people as they do it. Expanding the capabilities of an organization and its people is a key element of a leader. Its important for people feel like they are "growing" inside a company. Plus, you will develop and expand relationships, networks and opportunities when you invest in growing people. Leaders know themselves and their capabilities. They know their own strengths and their own weaknesses. Accepting and acknowledging your own weaknesses and working to improve these is a great trait for a leader. You are a much more influential and productive leader when you are aware of the talents and resources you have, and when you understand your weaknesses and challenges that you must overcome. Thank you so much for joining the Daily Mastermind Today.  Please share this with someone you feel might benefit from the content. Have an Amazing Day. George Wright III

Book Summary: Execution by Larry Bossidy and Ram Charan In "Execution: The Discipline of Getting Things Done", Larry Bossidy and Ram Charan provide a framework for business leaders to achieve results. They argue that execution is not just about having a good strategy, but also about having the right people in place and creating an environment where they can be successful. The authors offer a three-part framework for execution, which includes setting clear goals, aligning people and resources behind those goals, and holding people accountable for results. They also provide tools and techniques for each of these components. Goal setting: The authors suggest that goals should be SMART: specific, measurable, achievable, relevant, and time-bound. They also recommend setting goals at multiple levels, from the overall company down to individuals. Aligning people and resources: The authors argue that alignment starts with understanding what each person's strengths and weaknesses are. Once this is clear, leaders can assign tasks and roles accordingly. They also recommend creating "accountability maps" to make sure that everyone understands who is responsible for what. Holding people accountable: The authors argue that accountability is essential for execution. To hold people accountable, they suggest setting clear expectations, providing feedback regularly, and using rewards and punishments appropriately. Major Building Block of Execution is Leadership. 7 essential behaviors of a leader The first essential behavior a leader needs it to know the people and the business. Understanding your people and business is critical to truly executing on priorities in any business. A Leader also must insist on Realism. Rather than avoiding the truth a great leader needs to embrace the truth. This requires a leader to identify and deal with weaknesses as well as the current influence of the markets. Setting clear goals and priorities is also a critical element of leadership. People and organizations cannot execute if the direction of the company isn't clear. Don't overcomplicate things with too many goals or priorities, and make sure that communication is clear and simple. You've heard the phrase the "fortune is in the followup", and leadership absolutely requires you to follow through. Being someone that always follows through is important for a leader, it means that people will believe what you say and take you seriously. Your actions speak much louder than your words. The fifth behaviour a leader must have is the ability to reward the doers...the people that are getting things done. The goal is to drive progress and "execution", so its important to reward that behavior in the people as they do it. Expanding the capabilities of an organization and its people is a key element of a leader. Its important for people feel like they are "growing" inside a company. Plus, you will develop and expand relationships, networks and opportunities when you invest in growing people. Leaders know themselves and their capabilities. They know their own strengths and their own weaknesses. Accepting and acknowledging your own weaknesses and working to improve these is a great trait for a leader. You are a much more influential and productive leader when you are aware of the talents and resources you have, and when you understand your weaknesses and challenges that you must overcome. Thank you so much for joining the Daily Mastermind Today.  Please share this with someone you feel might benefit from the content. Have an Amazing Day. George Wright III

Johnny Black is the Director of EpicIT Pty Ltd where he works with leaders to facilitate the journey from strategy to measurable performance. He is a registered psychologist with experience in business development specializing in Strategy, Leadership, Organizational Development, and Performance Management. Residing on a small farm in the KZN Midlands, Johnny has helped a wide range of clients ranging from large corporations to small family-owned businesses. He is passionate about helping organizations and leaders translate their strategy into execution. Johnny joins me today to discuss how to lead through leaders and take the journey from strategy development to creating measurable, sustainable leadership performance. We discuss why Johnny believes its more important for organizations to focus on lead metrics over lag metrics and how they impact the overall health and sustainability of your company. We explain the four disciplines of execution and why your strategy should be concise yet informative. We also discuss some of the common challenges many organization leaders face when developing a sustainable strategy, why many businesses often fail to meet their strategic goals, and why a top-down approach to measuring leadership performance can be ineffective. “It's not about building a great strategy. It's about how do you take that strategy, filter it down, get everyone focused on it, and deliver on that strategy.” - Johnny Black This week on Engage Relate Perform: ●      The connection between leadership development and building a sustainable business●      Focusing on lead measures vs lag measures●      The four disciplines of execution●      How many strategic objectives should your strategy have●      How to measure your strategy's success●      The biggest challenge many leaders face when developing a sustainable strategy●      Why a ‘top down' approach to leadership may be ineffective when measuring a leader's performance●      Understanding accountability performance and how to build a system around it●      Where leadership ‘fits into' good strategic planning and execution●      The necessary narratives that Johnny believes leaders of the 21st century should focus on Resources Mentioned: ●      Book: Closing the Execution Gap by Richard Lepsinger●      Book: Execution: The Discipline of Getting Things Done by Larry Bossidy and Ram Charan Connect with Johnny Black: ●      EpicIT Pty Ltd●      EpicIT Pty Ltd on LinkedIn●      EpicIT Pty Ltd on Facebook●      Johnny Black on LinkedInEngage, Relate, Perform! Thanks for tuning into this week's episode of Engage Relate Perform. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.Stitcher I TuneIn I Spotify I Google I Apple I iHeart RadioBe sure to share your favorite episodes on social media to help me reach more amazing listeners, like you. Join me on Facebook and LinkedIn. For more exclusive content and information, visit my website. While you're there, be sure to download your free copy of my ebook: Engage, Relate, Perform – 90 Days to Conscious Leadership and Performance Culture, an effective guide to getting inspired for your leadership journey to guarantee that you give (and get) the best out of your existing relationships for long-term results.

Today's guest is Larry Bossidy … the former chairman and CEO of Honeywell International and author of the book Execution: The Discipline of Getting Things Done. Have you ever put together a business strategy that didn't work? Or perhaps the plans to execute that strategy weren't effective and ultimately, you failed? Building a strategy is one thing and executing it successfully is another.  But Larry knows what it takes to get things done and in this conversation, you're going to hear how he leverages three things, just three things to make big things happen: people, strategy, and operations. It was the process and discipline he put around those parts of the business that made his teams successful and it's what you can focus on as a leader if you too want to be successful.

Today's topic is how to lead and how to manage your business for profitability during inflation and our guide will be guest mentor Ram Charan, interviewed by The Mentors Radio host Tom Loarie, who is himself a seasoned CEO in the life sciences realm. Ram is well-known as the world's premier advisor to CEOs, business unit managers and boards of directors. He has an unparalleled, up-to-date view of how economies and leading companies work and it what it takes to succeed in an ever-changing world.His 27 books have sold more than 3 million copies, including one of the best-selling business books of all time which he co-authored with Larry Bossidy, Execution.

Billionaire investor Ken Langone and Larry Bossidy, former Honeywell CEO, speak about the RADical Hope Foundation, their effort to reach young people struggling with mental health. The two united after Bossidy's grandson Chris Martin, a Gonzaga University student, died by suicide aged 20. Bossidy first discussed the tragedy in a moving 2018 Squawk Box appearance, that caught guest William Shatner by surprise. RADical Hope's new program -- RADical Health, being pioneered at NYU -- encourages students, parents and college communities to talk openly about mental health and teaches freshmen the skills to “stay well and resilient.”  Plus, only on Squawk Pod, Joe Kernen reflects on what talking about mental health means for a proud college dad. To find out more, visit https://radicalhopefoundation.org/If you or someone you know needs immediate help, please call the National Suicide Prevention Lifeline at 800.273.TALK (8255) or contact the Crisis Text Line by texting HOME to 741741.In this episode:Ken LangoneLarry Bossidy, @RADICALHOPE_FdnJoe Kernen, @JoeSquawkBecky Quick, @BeckyQuickAndrew Ross Sorkin, @andrewrsorkinKatie Kramer, @Kramer_Katie

In today's episode, world-renown business advisor to Jeff Bezos and other corporate CEOs -- the humble and brilliant Ram Charan talks with Host Tom Loarie about the new rules of competition today and how to stay ahead with YOUR business. Ram Charan is a constant student of how to gain an edge in business and his principles work for every business, regardless of location, product(s) and circumstances. Yes, Ram holds a doctorate in corporate governance from Harvard Business School, along with other degrees and studies, but it his humility, his ongoing and incisive observations and his seasoned ability to identify changes and trends—in economies, corporate transactions and productivity, and principles of consistent success—that really set him apart. The world changes constantly. Ram notices. Fortune Magazine calls Ram Charan “the most influential consultant alive,” thanks to a reputation earned through more than thirty years of wise counsel to the top companies, CEOs, and boards of our time. 32 books, more than 4 million copies and 4 best sellers.   His 32 books have sold more than 4 million copies and include 4 of the best-selling business books of all time, one of which he co-authored with Larry Bossidy, Execution. His latest book “Rethinking Competitive Advantage: New Rules for the Digital Age” is destined to be another best-seller. Today, the rules of competition are changing, and changing FAST. This is a historical pivot for business. How do we succeed, ride the wave and prosper? Ram Charan delivers six new rules to prosper in today's digital age, regardless of the size of your business. Find Show Notes here. Be sure to subscribe for FREE to our podcast HERE. Find The Mentors Radio on any device and platform—including Apple podcasts, Google Play, Stitcher, iTunes, and more,

In this session, Ram discussed the ever-evolving world of competitive advantage. He shared how current changes desire to rethink of competitive edge strategies. He shared some data-driven strategies and some best practices that are executable and easy to implement. Bio: Ram Charan is the co-author of the bestselling Execution and Confronting Reality, written with Larry Bossidy, and the author of Know-How and a dozen other books. A former award-winning Harvard Business School professor, he is a worldwide expert on business strategy, execution, corporate boards, and building a high-performance organization. He has worked with the CEOs of some of the world's most successful companies, including GE, Bank of America, Verizon, Coca-Cola, 3M, Merck, Aditya Birla Group, and Tata Group. Ram's Book: Rethinking Competitive Advantage: New Rules for the Digital Age https://amzn.to/3x5cU3w Discussion Timeline: TIMELINE Stage 1: Lead-in 1. Starter: Give your starter pitch 1-2 points/key takeaways that this book points to: 2. Vishal briefly introduce the guest and kicks off the session Stage 2: Subject Matter Expertise 3. What is the state of organizations today? 4. How to steer an organization when external forces influence your internals [pandemic etc.] 5. What are some good habits you surfaced for a constantly evolving organization 6. What are some signs that you are steering in the wrong direction? Stage 3: Introduction as an author 7. Explain your journey to your current role? 8. Could you share something about your current role? 9. What does your company do? 10. Explain your journey to this book? 11. Why write this book? Stage 4: Main points on the books 12. What has changed about business today that has rendered obsolete the classic rules of competitive strategy established by Michael Porter and others and requires a new playbook? 13. As an advisor to some of the world's top CEOs, how worried are they about competing with digital giants right now and what is their best hope? 14. Does Wal-Mart stand a chance at competing with the ultimate digital giant of Amazon? 15. Why is imagination such an important skill for competing today? 16. What is the reason companies should spend more time thinking about their ecosystem than on their direct competitors? 17. Why do you say that companies need a money-making model, not a business model, and what's an example? Stage 4: Rapid Fire [Say what comes to your mind] 18 a. #FutureOfWork 18 b. #Technology 18 c. #Leadership 18 d. #Competition 18 e. #Partnership 18 f. #Capitalism 18 g. #GoodBusiness 18 h. #BadBusiness 18 i. #FutureOfLearning 18 j. #CompetitiveAdvantage 18 k. #1ThingsMisunderstoodAboutCompetition Stage 5: Closing 19. What are 1-3 best practices that you think are the key to success in your journey? 20. Do you have any favorite read? 21. As a closing remark, what would you like to tell our audience? About TAO.ai[Sponsor]: TAO is building the World's largest and AI-powered Skills Universe and Community powering career development platform empowering some of the World's largest communities/organizations. Learn more at https://TAO.ai About WorkPod: Work Pod takes you on the journey with leaders, experts, academics, authors, and change-makers designing the future of work, workers, and the workplace. About Work2.org WorkPod is managed by Work2.org, a #FutureOfWork community for HR and Organization architects and leaders. Sponsorship / Guest Request should be directed to info@tao.ai Keywords: #FutureofWork #Work2.0 #Work2dot0 #Leadership #Growth #Org2dot0 #Work2 #Org2

Para entender a execução, você precisa ter em mente três pontos principais:  1- Execução é uma disciplina e parte integrante da estratégia.  2- Execução é a principal tarefa do líder da empresa.  3- Execução deve ser um elemento-chave da cultura de uma empresa. No seu sentido fundamental, executar é uma forma sistemática de expor a realidade e agir sobre ela. O livro “Execução” foi publicado em 2019. Os autores são os consultores empresariais, Larry Bossidy e Ram Charan. É difícil implementar uma cultura baseada na execução, mas é fácil perdê-la.  Este é um livro sobre como fechar a lacuna entre os resultados prometidos e os alcançados. Liderar os processos que vão levar a isso é o verdadeiro trabalho de um líder. Nos ajude a empoderar a humanidade com o conhecimento dos livros? Compre essa e outras obras na loja do ResumoCast lá na Amazon www.resumocast.com.br/amazon Sabia que você pode entrar no Clube do Livro do ResumoCast e debater esse e outros grandes livros junto em um grupo de leitores empreendedores? Saiba mais em www.resumocast.com.br/apoiase Conheça a Codirect https://codirect.com.br Entre para o Clube do Livro: https://www.resumocast.com.br/apoiase

Competing in the healthcare ecosystem is tough and it's even harder for regional health plans.  Despite the competitiveness, many regional health plans continue to thrive and Dean Health Plan is one of these gems.  Dean Health Plan is 35 years old and is headquartered in Madison, WI.  The Health Plan is an integrated, provider owned model.  Dean Health Plan is part of the SSM Health based out of St. Louis, MO. With us today is Les McPhearson, President of Dean Health Plan and Board Chair of SSM Health Plan.  Les has worked in several areas of the healthcare ecosystem including payors, providers and brokers.  He has experience in IT, operations, M&A and more.  Les will share his perspective as a regional player and tell us how Dean Health Plan remains competitive in the face of stiff competition. Show Notes: Books: Execution: The Discipline Of Getting Things Done by Larry Bossidy and Ram Charan; The Effective Executive: The Definitive Guide To Getting The Right Things Done by Peter Drucker: Team of Rivals: The Political Genius Of Abraham Lincoln by Doris Kearns Goodwin; 5 Levels of Leadership: Proven Steps to Maximize Your Potential by John Maxwell

In this session, Ram discussed the ever-evolving world of competitive advantage. He shared how current changes desire to rethink of competitive edge strategies. He shared some data-driven strategies and some best practices that are executable and easy to implement. Bio: Ram Charan is the co-author of the bestselling Execution and Confronting Reality, written with Larry Bossidy, and the author of Know-How and a dozen other books. A former award-winning Harvard Business School professor, he is a worldwide expert on business strategy, execution, corporate boards, and building a high-performance organization. He has worked with the CEOs of some of the world's most successful companies, including GE, Bank of America, Verizon, Coca-Cola, 3M, Merck, Aditya Birla Group, and Tata Group. Ram's Book: Rethinking Competitive Advantage: New Rules for the Digital Age https://amzn.to/3x5cU3w Discussion Timeline: TIMELINE Stage 1: Lead-in 1. Starter: Give your starter pitch 1-2 points/key takeaways that this book points to: 2. Vishal briefly introduce the guest and kicks off the session Stage 2: Subject Matter Expertise 3. What is the state of organizations today? 4. How to steer an organization when external forces influence your internals [pandemic etc.] 5. What are some good habits you surfaced for a constantly evolving organization 6. What are some signs that you are steering in the wrong direction? Stage 3: Introduction as an author 7. Explain your journey to your current role? 8. Could you share something about your current role? 9. What does your company do? 10. Explain your journey to this book? 11. Why write this book? Stage 4: Main points on the books 12. What has changed about business today that has rendered obsolete the classic rules of competitive strategy established by Michael Porter and others and requires a new playbook? 13. As an advisor to some of the world's top CEOs, how worried are they about competing with digital giants right now and what is their best hope? 14. Does Wal-Mart stand a chance at competing with the ultimate digital giant of Amazon? 15. Why is imagination such an important skill for competing today? 16. What is the reason companies should spend more time thinking about their ecosystem than on their direct competitors? 17. Why do you say that companies need a money-making model, not a business model, and what's an example? Stage 4: Rapid Fire [Say what comes to your mind] 18 a. #FutureOfWork 18 b. #Technology 18 c. #Leadership 18 d. #Competition 18 e. #Partnership 18 f. #Capitalism 18 g. #GoodBusiness 18 h. #BadBusiness 18 i. #FutureOfLearning 18 j. #CompetitiveAdvantage 18 k. #1ThingsMisunderstoodAboutCompetition Stage 5: Closing 19. What are 1-3 best practices that you think are the key to success in your journey? 20. Do you have any favorite read? 21. As a closing remark, what would you like to tell our audience? About TAO.ai[Sponsor]: TAO is building the World's largest and AI-powered Skills Universe and Community powering career development platform empowering some of the World's largest communities/organizations. Learn more at https://TAO.ai About WorkPod: Work Pod takes you on the journey with leaders, experts, academics, authors, and change-makers designing the future of work, workers, and the workplace. About Work2.org WorkPod is managed by Work2.org, a #FutureOfWork community for HR and Organization architects and leaders. Sponsorship / Guest Request should be directed to info@tao.ai Keywords: #FutureofWork #Work2.0 #Work2dot0 #Leadership #Growth #Org2dot0 #Work2 #Org2

Bill Toon is an expert in sales and marketing. Craig and Bill discuss some of the common traps that business owners face, systems and processes you can use, and how to grow revenue. Action Items: Access our FREE Resources Subscribe to The Biz Sherpa Newsletter Follow The Biz Sherpa on LinkedIn Follow The Biz Sherpa on Instagram Follow the Biz Sherpa Facebook Page Subscribe to The Biz Sherpa Youtube Channel Subscribe to The Biz Sherpa Podcast on Apple Podcast, Spotify, Google Podcast or Stitcher. Connect with Craig on LinkedIn TRANSCRIPTION: Speaker 1: From his first job flipping burgers at McDonald’s and delivering The Washington Post, Craig Willett counts only one and a half years of his adult life working for someone else. Welcome to The Biz Sherpa podcast with your host, Craig Willett. Founder of several multimillion-dollar businesses and trusted advisor to other business owners, he’s giving back to help business owners and aspiring entrepreneurs achieve fulfillment, enhance their lives, and create enduring wealth. The Biz Sherpa. Craig Willett: This is Craig Willett, the Biz Sherpa. Welcome to the Sherpa’s Cave. Today, I’m really excited to have with me, Bill Toon Jr. Bill is a good friend of mine, but he has a lot of experience in sales and marketing. Today, we’re going to be focusing a lot on that. I’m grateful that he’d take the time to be with us and open up the secrets to success that he has experienced in his life. Bill, welcome to the show. Bill Toon Jr.: Craig, thank you for having me. I’m really excited about this. Craig Willett: Glad to have you. So, tell me a little bit about—tell us all about your background, where you started, if you have some education insights you want to give. Because sales and marketing is something I think you can’t learn by a textbook. So, experience is a real teacher, I believe. But— Bill Toon Jr.: I agree with you. I’m a Southwest kid born in New Mexico, raised in Arizona. But in my career of working for Dow Chemical twice, General Electric twice, in different businesses, I’ve lived in Connecticut, New Hampshire, Michigan, Atlanta, Arizona three times, LA. Craig Willett: So, you could say if you’re in sales and marketing, be ready to move around. Bill Toon Jr.: Yeah, be ready to move. Be flexible, if you want to move up the ladder, especially if you’re in Corporate America. Craig Willett: Yeah. Well, speaking of Corporate America, you have a lot of experience, as you mentioned in Corporate America, but recently you made the move to be a business owner, tell me a little bit about that. Bill Toon Jr.: I did. My career spans about 30 years, it’s always been in sales, in some form or fashion of an individual contributor of all the way up to a large P&L as a senior vice president. But in that, it was customer-focused, and it was selling product to them, and then just doing it in a profitable manner. But that 30 years has involved, as I said, Corporate America, but I also worked in a small family business that my father had started and I actually helped an injection molder with his sales and marketing plan and spent about 18 months with that person who happened to be my mentor. Craig Willett: So, you got a little bit of flavor for entrepreneurship and small business in the process. Bill Toon Jr.: Exactly. And now, I’ve started my own which was a—and I’m blessed to be able to have those two small family businesses that I worked in. But there came a choice in my life where I needed to do something different. Did I go back to Corporate America? Did I get back on the road? I was traveling 75,000 to 220,000 air miles a year. Craig Willett: Wow, that’s a lot of time away from family and from home base. Bill Toon Jr.: Exactly. And that took a toll on the life as well as my relationship with kids and my wife. Craig Willett: And so, now, what’s it like to go and blaze your own trail? Bill Toon Jr.: Well, my wife doesn’t ask me anymore like, “Are you going to go on a business trip,” and get me out of the house. So, we’ve normalized that at the house. Craig Willett: That’s good. Bill Toon Jr.: But now, it feels good, because you’re able to finally get into balance in your life. You’re finally able to enjoy. Living in Utah, it’s wonderful, especially with the Jeep that I can go a lot of places and both in the winter as well as the summer. And I’m really enjoying this beautiful state. Craig Willett: I think a lot of business owners might say, “What are you talking about having time on your hands?” When you start knowing a business, it monopolizes your time. How do you view that? Bill Toon Jr.: It’s a forced balance that you have to do. And obviously, there’s a lot of late hours, there’s a lot of time when everybody’s asleep that you sneak into the office and you’ve got to do your QuickBooks, you’ve got to do other things that you probably didn’t have to do in Corporate America. Craig Willett: Oh, okay. So, yeah, you take on a lot of different roles other than your specialty. You have a lot of different hats as a small business owner. Bill Toon Jr.: You do. Craig Willett: Great. Well, I’m glad you’d come today. I really want to know and help our audience know what some of the common traps are in a business owner’s face as they try to grow their businesses. But what do you find as things that typically trip up business owners? Bill Toon Jr.: I found that owners that trip up, the trap is they don’t have a rhythm. They don’t have a cadence that has processes and tools in place. You also find that an owner will try to wear many hats, will try to be the operations person, the CEO, the accountant, the HR person. Craig Willett: By necessity, sometimes. Bill Toon Jr.: By necessity sometimes. Craig Willett: So, that inhibits developing the rhythm or an expertise in sales and marketing, even though they may have skills? Bill Toon Jr.: Exactly, exactly. And there comes a time when they’re going to have to hire somebody, they’re going to have to delegate and allow them. And I call it the “delegate and elevate,” where you can finally work on your business and not be in it. And they probably say that the other thing is not having a clear sales strategy. And a lot of people are like, “What do you mean—” Craig Willett: Yeah, what is that, a clear sales strategy? Bill Toon Jr.: Yeah, exactly that you’re in the sales world and that’s all you believe. But no, it’s the days of Henry Ford, and a black Model T—which color would you like, black or black or over. Having a great service and a great product only goes so far, and then competition is going to come in, and you’re going to have to get aggressive, but you need to have that sales strategy that will further and make your product or service that you’ve got sustainable. Craig Willett: That’s a really good response to have something be sustainable. What can a business owner do to better manage growth and all the other aspects of the business so they can keep a focus on sales and marketing, so that that doesn’t die out? Because if you’re not selling, then you’re dying, right? I mean, everybody has—people say, “Well, I don’t have to sell.” Well, even if you have one contract, and that’s all you work on all the time, you have to renew that contract. So, you have to be selling, finding out the needs to be able to renew a contract, even if you’re just in a service business. So, I don’t think there’s a business owner out there that could dismiss the fact that sales and marketing is a key component. Bill Toon Jr.: Right. Craig Willett: So, what can they do to manage the other aspects and balance personal life, but keep the business growing? Bill Toon Jr.: There has to be a non-negotiable forced balance of life. And there’s four quadrants. It could be your faith, it could be your family, personal life, and then work. And I’d probably say that that ought to be the order, at least in my world, and really try to bring balance to your life. But I also have something I called SAMO, which is strategy, analysis, methodology, and organization. And I’ll talk a little bit more about that, most likely in our conversation, but it’s a matter of having those four pillars in your business and then just executing. But I think that there’s some in it— Craig Willett: So, putting some processes and some systems in place that don’t require you to reinvent the wheel every day and make you spend even more time in the business. Bill Toon Jr.: Yeah, and have a foundation that you’re not building this profitable revenue management on quick sand. That you’ve got this foundation and these pillars, but you know what, and I also find that small business owners really missed the boat when it comes to who they hire. And I’m a strong believer—and it’s probably by necessity—I’ve always hired people smarter than me, which I try to— Craig Willett: You’re trying to imply that wasn’t hard? Bill Toon Jr.: Yeah, exactly. And that they really need to surround themselves with great people, create a vision, and then get out the way, let them do what you’ve hired them to do it and— Craig Willett: But that’s hard. It’s your baby as a small business owner. You want to get in and say, “Hey, wait, let me show you all the things about this. Here’s how I did it.” Bill Toon Jr.: Right. But I have to challenge you to go back to the traps, go back to the balance in the business, that if you aren’t hiring great people and giving them the vision and the right job description and getting out of the way and letting them, there’ll be times you’re going to have to put in controls and pulse measurements of what they’re doing. Craig Willett: Right. Bill Toon Jr.: That’s all just, again, this cadence or this rhythm of running a business. Craig Willett: I like that idea. It takes a little bit of capital to have, to be able to hire people and allow them to do that. What are some of the key tips? I know a lot of business owners want to know, how do you grow revenue? I mean, that seems to be, right, the thing that gets measured most. You go to renew your bank loan, they want to see, did you grow last year? They don’t want to see sales down. And they don’t want to just see units up, they want to see the dollars of sales up too. And so, you can’t lower the price to get the sales, as far as units up to last year, but have the profits be lower. So, what’s the key? You obviously have worked in that your whole life, so you have to know some tips and some tricks you can share today. Bill Toon Jr.: Well, I go back to that phrase, I said SAMO—strategy, analysis, methodology and organization. But my organization that I’m part of, the Sales Xceleration, we’ve been around for many years. And if you look at—we’ve surveyed thousands of small business owners, when we start an engagement with them. And in that time, if you look at strategy, only 12% of small businesses actually develop a written revenue plan that has a knowledge of competitors, has strategies around margin and these other things. And so, only— Craig Willett: So, pricing, profitability, who’s your competition. Bill Toon Jr.: Exactly. Craig Willett: And where is your customer. Bill Toon Jr.: Yeah. Craig Willett: What are their needs? Bill Toon Jr.: And then, he goes on further. You go to analysis—only 11% of our clients when we start actually have sales goals, quotas, KPIs, metrics, compensation, time about that. Craig Willett: What’s a KPI? Bill Toon Jr.: Key Performance Index. And I would say, it’s just the metrics that as you have a cadence and you’re looking at that strategy down the road, and are you going to meet your number for the year, then, yeah, then you should be doing certain actions, like calling X number of customers a week, visiting this many customers, have this many lunches, and all these metrics that you might have that are pre-determined. Craig Willett: Wow. Bill Toon Jr.: And then, you go down to one step that really blew me away when I started, was that only 7% of our clients when we started actually had any type of CRM or customer relationship management tool, and had it to where they would put sales process into it and use that as a tool. Craig Willett: To follow up and— Bill Toon Jr.: As to how you’re going and as a database for your customers, and allow you to do digital marketing campaigns from that database. Craig Willett: Wow. Bill Toon Jr.: So, only 7% of thousands of clients that we’ve worked with. Craig Willett: Wow. So, you could say the small business world is ripe for that. I remember, somebody told me you get what you measure one time. And so, if you’re not measuring activity, you’re not measuring sales, you’re not measuring margin, then it’s a wish. So, if you’re measuring, then you have the behaviors or the activities that lead to sales, right? And that’s what you try to get people to do. Bill Toon Jr.: Right. And there’s the old saying, trust but verify, inspect what you expect. But then, the last one on the O, only 12% of our customers or clients or small business owners actually have a job description for their salespeople, onboarding process, continuous training. They don’t do any of that— Craig Willett: Somehow that comes as no surprise. I mean, Corporate America, right, has the ability to do that and has to to standardize things. Small business, it’s hard for the owner to sit down and write the book on it. So, maybe that’s where somebody like you comes in. You can come in and help with whatever that manual is, or have outside training, because it’s hard as a business owner to be balancing the books, negotiating with the bank, hiring the people, negotiating the contract to purchase your product, ship it, and then you’re supposed to have a sales manual and manage the Salesforce? Bill Toon Jr.: Exactly. Craig Willett: So— Bill Toon Jr.: And you’ve got to juggle it all. But again, I go back to somehow you have to figure out, how do you afford to hire a few people around you that are specialists in this? And it could be a fractional basis. It could be a full-time employee. But there are roles out there that you need to have to be able to run these businesses. Craig Willett: So, I guess you could really say that, quite frankly, there isn’t—you can’t afford not to hire somebody in these areas. Bill Toon Jr.: Exactly. Whether it’s full-time or it’s fractional or part-time or consulting. Craig Willett: Great. If you’re growing revenue, there’s a lot of ways to do it, right? I mentioned one, you just cut prices so much that people are calling you up because you’re giving it away. And that can generate sales as far as unit volume, and potentially dollar volume. But how do you know as a business owner, how do you know as you run a sales organization that you can protect profitability? Because I think that’s one of the concern business owners have is, “Hey, I’ve hired somebody, and I’m afraid they’re going to give it away. And I don’t want them to give it away, because I’m used to this good profit margin.” Bill Toon Jr.: It’s all in the details and the planning. And there has to be a specific plan as to what your revenue is, what your products are, what the profitability is going to be around that. And then, you’ve got to build—once you have your margins and your product and your sales plan built, then you build your compensation to reward your sales people for selling those higher margin products. Craig Willett: Oh, I see. Bill Toon Jr.: And send them down that path that this is what’s important, but then you take a step further is to where you’re actually having regular reviews of what your revenue is, what your margins are, which products you’re positioning. So, that way you can pivot or adjust and if it’s going down that wrong path of profitability. Craig Willett: So, that’s why I have the checks and balances in place and have a system that allows you to maintain that profitability. How much leeway do you give a sales force on pricing? Bill Toon Jr.: Each business in each industry is different. And it really depends on how much margin they have in the first place, how much competition is out there, what the market pricing is giving you. It depends on what you’ve defined as your value proposition in the marketplace and how many people have an illness—companies have an illness, that you’re the only one that can provide that cure. Craig Willett: Oh, okay. So, you have a lot of ability to maintain pricing. Bill Toon Jr.: You have. Craig Willett: When you’re unique. Bill Toon Jr.: But the two additional points on that, I think that are real important is you’ve got to avoid that slippery slope of discounts. Of always meeting them on price, because all that means is you don’t have the right value proposition. Craig Willett: Right, because you’re not valuing your product enough, how is somebody else going to? Bill Toon Jr.: Exactly. And you’ve got to stand firm on what your value proposition is. You’ve got to do your homework in advance, which is a key component of marketing. And the last point I’d make on this subject, is that you really have to have the courage to be able to walk away from that unprofitable customer. And I know back, when I first started, that customers were King and that you do whatever they said. And that’s because there was always plenty of margin, and there weren’t a lot of competitors. But today, it’s okay to shake hands with a customer and say, I love you, but I don’t have the ability to meet the needs that you have as a company. And maybe we can do business in the future and walk away from it. Craig Willett: That takes a lot of character to do that, not everybody wants the sale. So that takes a lot of leadership to be able to do that. Now, you have a lot of experience in Corporate America that probably gives you a pretty good track record in growing revenues and growing profits in divisions. Tell me a few stories that you might have about those experiences that you’ve had in Corporate America that can translate into something practical that small business owners can use. Bill Toon Jr.: I have two, I have Dow Chemical and General Electric. And the Dow Chemical, I just love Dow. I love the people, their current President CFO was in my training class at a college. Craig Willett: Oh, really? Bill Toon Jr.: And, and he’s a great leader, and he belongs where he’s at. But what I loved about Dow is that you had a lot of high IQ people that you were surrounded with a lot of PhDs and chemical engineering, chemistry scientists. And I was blessed to be part of a group that actually went out and invented products that were needed based upon demand, three years, five years, 10 years out. Bill Toon Jr.: And that was a global job in two different business units within Dow Chemical. And— Craig Willett: So, you learned early on the need to innovate based on future customer needs, so that you are bringing unique product to market. Bill Toon Jr.: You’d have channel partners. You’d have other organizations like IBM, who has a slew of PhDs that are working on intellectual property, and that we would bundle with our intellectual property. And if we could build those together, then we could solve a solution. And we did. The PlayStation 3, five years before it rolled out with those great graphics, it was done because of an invention where we had disruptive technology to replace chemical vapor deposition in the semiconductor manufacturing process with a spin on dielectric, which is completely disruptive. And that was done years in advance and at board level decision-making at Sony, Toshiba, IBM and Dow Chemical. Craig Willett: Wow. Bill Toon Jr.: So, it was wonderful that you could work with such high IQ people and solve what you knew were going to be the illnesses in the future. Craig Willett: I think that’s great, because I hear time and again as I interview people on this podcast that one of the secrets to business success is knowing what your customer’s problems are, and being able to solve them, sometimes even before they really realize what they are and you provide a better way for them to do that. And so, that uniqueness allows you to build revenue and growth. What are some other experiences you’ve had? Bill Toon Jr.: The customer intimacy that you just described, second to none back in the GE Plastics days, led by Jack Welch. And I was— Craig Willett: What a great business leader he was. Bill Toon Jr.: I was there in the early parts of my career. And you knew certain things that you were going to absolutely work 24/7, but you were also going to play 24/7. And it was to the point where, you would have that experience of playing hard, working hard with not only your peers, but also the customers were involved in that. And you knew, you would never get out hustled on a deal. And that you would throw every bit of resources into that deal to be able to solve that customer’s need. But on the other side of it too, is you knew you would never lose a deal. due to a lack of a relationship and your targeted customer. Craig Willett: Really? Bill Toon Jr.: There was that much determination and resource put behind it, that you would know that customer, and we’re talking about down to who’s sweeping the floors, up to who’s the CEO of that organization. That you had relationships throughout there, and you were aligning your resources at GE, to the resources of the customer at each level, which is a wonderful experience. Craig Willett: I like how you put it because I think that’s really key, it’s the intimate relationship. I think we lose track of that. We think we live in a world where you click to order nowadays, and I think for some commodity-type products, that probably is the best way. But there has to be in the world of small business where you’re offering some unique proposition, whether it’s a service, whether you’re a dentist, or whether you’re a consultant, or you have a new product that you’re manufacturing, you have to intimately understand and know your customer to be able to fulfill their needs. And I like how you put it to know from the person that sweeps the floor to the person that’s sitting in the boardroom. If you know them and develop that relationship, then you’re going to be able to respond, and you’re going to be able to be evolutionary with your company and continue to develop the product to suit the need. Bill Toon Jr.: As an account manager, I was able to change a territory in two-and-a-half years, from 4 million in revenue to 17 million in revenue. Craig Willett: Whoa, whoa, wait a minute. Let’s hear about that. Bill Toon Jr.: And then, I— Craig Willett: How did you do that? Bill Toon Jr.: That was a wonderful experience. The first when I walked in there, I called customers and they would hang up on me the minute I told them I work for General Electric. I was so proud to work for them. And I’d call them back and I’d finally get them to say, listen, I’m not the guy that they fired before me, I’m a different person. And then, I found out that they had this productivity selling technique where I could bring other resources throughout the whole General Electric Company to my little plastics customer in Rio Rico, Arizona as an example. And be able to go in there and bring in an expert that could do set up time reduction for the injection molding machines and the presses. Craig Willett: Wow. Bill Toon Jr.: And if I could help them save money, then all I asked was for equal, and whatever I saved in competitor share, or can I raise your prices half of what I saved you. And obviously it was a win-win for everybody. Craig Willett: Wow. Bill Toon Jr.: And I started doing that everywhere. And all of a sudden, the value and the relationships at every level in that organization became something that allowed us to generate more revenue and knock out competitors. Craig Willett: I like that thought because people are on new technology, little leery to make a major investment upfront. So, if you offer to partner with them, “Hey, we’ll bring the solution, and if we save you money, we just want to partner then. We’re going to take the risk and we’re going to share in the revenue. So, you didn’t just increase the units of sales or the number of occurrences, you just actually took something evolutionary that was saving them money and were able to grow revenue based on a different way of looking at the revenue model. Bill Toon Jr.: Exactly. And you’d have six sigma black belts that would accompany you and it was all process related. And again, I go back to, if you love your customers, you’ll eventually understand what’s keeping them up at night. And whether it’s in accounting, their books, I even took forklifts off of customer’s books and did a lease—buy-leaseback with them. Craig Willett: Wow. So, you found ways—I like that, because so often I think it’s easy to get stuck in this. Here’s the revenue model. Here’s my revenue proposition to you. But I think it takes more than that. I think it takes being able to look at what is revenue, and why would someone be willing to pay me for this. And sometimes we have to put that model upside down. So, you went from, was it 4 million to 17 million? Bill Toon Jr.: Correct. In about two-and-a-half years, and really set the foundation for my sales career that’s it’s more than features and benefits. It’s a value proposition. It’s a complete package of that relationship between the two of us. Craig Willett: I like that, because I think that’s a key for small business owners to step back and look at, “Am I pricing right for what I do? And am I really delivering a product that is making a difference? And if so, how can I price that best?” Because so often, we think, oh, it’s second nature to us. I’m solving a problem. I know how to do that in my sleep, but to them, they haven’t been able to solve it. So, there’s got to be a way to capture that premium. Now, that leads me, I thought, when you first told me that, and I don’t know who else is watching today would have thought the same thing I was thinking. And that is, “Oh, so you went from 4 million to 17 million.” I thought, “Okay, you went in and hired three more salespeople and trained them.” But that’s not what your answer was. Craig Willett: But I do think it’s important to talk about managing a sales force, because there’s a lot of businesses who have that chance in the first three to five years of being in business to have more than one salesperson. And how do you do that? How do you go through the process of managing a sales team? Bill Toon Jr.: To manage a sales team, trust is number one. There has to be a trusting relationship, no matter what your title is, amongst everybody on that team. And that’s a leader’s responsibility to create that environment of trust. And— Craig Willett: So, you’re talking within the team, or also within the company? Bill Toon Jr.: I’m talking about anybody. As an example, you have a sales leader and you have a sales team. But they’ve got to be able to trust the sales leaders, boss or vice president, they have to be able to trust people that are in support roles. And it just has to build this environment of collaboration, trust, trial and error. It’s okay. And it’s transparent and it’s authentic leadership. Craig Willett: Because we live in a different world today, I don’t think there’s a lot of trust, anywhere. So, how do you engender that from the beginning? I mean, even starting with a sales force of one or two. How do you develop that trust? Bill Toon Jr.: But you know what, it becomes communication, communication, and if I didn’t mention communication, that— Craig Willett: Oh, really? Bill Toon Jr.: It has an open communication. But I also believe—just like I believe that the best salesperson is the one who listens 90% of the time to the customer, and doesn’t sit there and talk. And I think that a leader has that responsibility also, that they talk less than their people. And because they’re hearing, and they’re putting pieces of the puzzle together as to what’s going on in that team or in that individual’s life, both personal and professional, and truly understanding that person, so you can actually give them guidance, coach them, and help them in their journey within their career. Craig Willett: So, taking an authentic interest in the people tends to build the trust. Bill Toon Jr.: Exactly, exactly. Craig Willett: If you’re struggling to figure out how to have people gain trust in you, right, they have to trust you, so you have to take an interest in them to where they feel that you care. Bill Toon Jr.: Exactly. And a spinoff of that communication, though, also is you’ve got to have that, that rhythm of communication of feedback, both positive and development feedback. And I know my cadence and my rhythm is to have a weekly conversation with the sales team, and then have a monthly recap, and then have official documented quarterly and annual reviews that are working on their strengths, given the data. That’s not opinion, it’s factual, here’s the data. And then, on the business development or the development needs of that person, the personal development needs, that they can sit in an elevator with the CEO at the end of the year. And within that elevator ride, they can tell that CEO what their strengths are and what their development needs are and what they’re doing to build upon both of those areas. Craig Willett: Wow. That’s pretty good. So build on the strengths, identify where the weaknesses are and development opportunities and identify, and encourage it. Bill Toon Jr.: And many times, those development needs aren’t because the person’s imperfect and has done something wrong. It’s just where they are in their evolution of their career. Craig Willett: And I think that’s a healthy way to look at it, otherwise it could come back to be a little perplexing. Bill Toon Jr.: Probably the last thing I’d say in this would be have fun, make work fun. And I’ve always told my wife that if I’m laughing and if I’m cracking jokes and having a good time, that means that there’s money in the bank. It’s because— Craig Willett: So, she knows to get serious when you’re not. Bill Toon Jr.: Exactly. And she’s given me guidance in my career before, that, “Hey, you haven’t been laughing lately. How’s it going at work?” Craig Willett: That’s interesting. Bill Toon Jr.: It becomes true. Craig Willett: Yeah, and have fun. Sometimes I think—I had a friend, he told me he started a business and in the business he had—it was a sales organization—but he had a slide that people could slide down. I think of that as fun. But I think the fun you’re talking about is really enjoying what you’re doing, enjoying the relationships you’re building, enjoying the people you’re interacting with. Bill Toon Jr.: Yeah. And a great sales leader will actually develop competitive-type scenarios within the team. And we’ll have contests, we’ll have trips that we’ll go on as a team. I was blessed to go to a lot of Masters golf tournaments when I was at GE. Craig Willett: Hey, lucky you. Bill Toon Jr.: Yeah. Been to Toronto Winter Olympics on GE due to a contest. Craig Willett: Wow. Bill Toon Jr.: I mean, there’s all sorts of things that— Craig Willett: And small business owners probably can’t afford those types of trips, but they can probably do something. Bill Toon Jr.: They can do something. And there’s two things really that drive employee satisfaction. One is just a general recognition, that they’re valued, that they’re loved, that they want them there, and that you appreciate what they’re doing. But there’s also just some sort of reward. And it could just be small. It could be a dinner for you and your wife or something like that, and as an award for hitting a milestone. Craig Willett: Wow, that’s an interesting perspective. Even the small things matter. That little recognition, getting something that maybe others didn’t get, but to you personally recognizing, “Hey, you did it.” I know, I talked to somebody the other day, who was an employee and started out in the factory. And he said that the owner liked him and wanted him around and bought him a whole life insurance policy just to try to show him how much he appreciated him and wanted to keep him there. Something that others weren’t getting, not that he felt he was better than others, but the owner certainly recognized some leadership characteristic. He came to become the president and CEO of the company someday, starting out in probably one of the entry level jobs. But, yeah, you never know what they’re going to become. Craig Willett: And when you trust and believe in someone, that’s a really strong motivation. I like that. Bill Toon Jr.: You do that for your child, why wouldn’t you do it for an employee? That’s putting food on your table. Craig Willett: That’s a great observation. So, I’m wondering, we talked a little bit about sales, I’m wondering about marketing. Marketing is an evasive term, because it’s so all encompassing. And you mentioned some CRM, customer relationship management, tools that are out there. But what role does a marketing plan play in developing or growing your revenue? Bill Toon Jr.: So, I’ve got a marketing degree. And it’s interesting that what I was taught in marketing versus what marketing is today is completely different. Craig Willett: Really? Bill Toon Jr.: Today is more of an IT-type of role, heavy, technical, very digital-driven. And right now, marketing really plays a key role in the top of the sales funnel for the sales team. That they’ve got to bring in qualified leads, they’ve got to be experts in influencing social media, use of AI, use of drip campaigns. I mean, all these different types of digital or electronic marketing that’s involved. But then, marketing also plays a critical role in developing the language that you’re going to communicate to the outside. Craig Willett: So, there’s a message, there’s a brand. Bill Toon Jr.: A lot of that’s branding, and again, developing that value proposition. Because— Craig Willett: So, that takes it a little bit away from the digital. So there is still this creative, come up with what’s going to resonate with your target audience, your target market, but then there’s also the implementation of how do you harvest and identify leads within that target market. Bill Toon Jr.: Exactly. And so, you really depend on marketing to develop that customer persona, that then becomes a qualified lead that is done through the digital marketing side. And once you’ve defined all of that, and man, it’s about messaging. It’s about creating that communication, both internal and external. Craig Willett: I like that in some respects, because I know I’ve been the—I don’t want to say victim—but I’ve been identified that way by people who’ve been able to get me to see messages often enough to where I respond and buy something. But sometimes you don’t want to be overwhelmed by it either, though. There’s sometimes too much contact can be a little bit annoying. What do you say about that? Bill Toon Jr.: And especially when it’s automatic, it’s AI-driven. I’ve got—when I do some lead generation and mining, I’ve got strict instructions on how we build it, that I want to reach out once like on LinkedIn, and LinkedIn Navigator. I want to reach out once, if they connect with me, there’s many software programs that tell you within a nanosecond, then send them a second message and say thank you for connecting and that. And then, everybody knows that that’s like a bot. And that one that— Craig Willett: That’s doing that right. Bill Toon Jr.: So, I want it to be more human. And I’ll either do it myself, the second reach out, or I’ll have instructions that wait a day or two, and let our connection sink in, and then approach them like a human being would do. Craig Willett: Oh, wow, I think that’s great. That’s interesting that you can make it more personable, because I think that’s one of the dangers. But one of the things I’m walking away today as I sit here, and say, if I were starting a small business today, or I owned one right now, I would definitely try to get to understand artificial intelligence. Start to understand and implement—because there are a lot for small businesses of this customer relationship management, CRM software out there. But make sure you personalize it and make sure you bring it to a personal level so that you’re using it as a reminder and as a motivation, not as an annoyance. Bill Toon Jr.: Right. And truly—versus when I’ve got my marketing degree—today, truly is a global customer base, that you physically can’t do it by yourself and get to everybody or do your messaging. That’s why you have to use social media, which is also a global platform. And also your digital marketing becomes that and you can get overwhelmed if you try to do it all by yourself. Craig Willett: Yeah, that’s a lot for a business owner to undertake unless they really, that’s all they want to do all day long. So, how do you develop—what are some keys to developing a marketing and sales program this cohesive? Bill Toon Jr.: You’ve really got to get down into the weeds and you have to be specific and well-defined about what your products are, who your competitors are, what type of margin you want to have, the KPIs that you’re going to use, your sales processes. Craig Willett: So, these are really the fundamentals of starting a business. Anyway, you have to know what problem your product solves and who is going to be your user. It’s easy to say, “Oh, everybody will want to use my product,” but that’s a fallacy. Bill Toon Jr.: It is. Craig Willett: There’s no way you can be all things to everyone. And so, when you define those, you really—once you have those defined though, how do you implement it? So, you get into the weeds, but sometimes it’s easy to stay in the weeds. So, how do you get out of the weeds then to implement? Bill Toon Jr.: We go back to what I’ve been preaching about the over communication. And that’s communicating within your organization as to what products and services you had, and also educating the outside world that you have specific niche that you solve problems in. But that leads into the value proposition. That there’s, as I stated before, not many companies still today, when I’m talking to companies, I asked about their value proposition and they bluntly throw out something of what they do. Bill Toon Jr.: And then, I’ll go and I’ll ask another person in the organization, I’ll get a different answer there. Ask another person, and you get all these different stories of what they think that the value proposition is. But that’s one of the first things that I like to do with my clients is let’s really define what the value proposition is, so we’re on the same page. So, everybody’s customer facing and everybody has the same message. Craig Willett: That’s interesting. You know what I’ve done successfully in one of my businesses, is I went out and I trademarked the value proposition. And it became what we put on our signs, what we put in all of our messaging, and that is “Own for Less than Rent.” And that was for office buildings. But that was the value proposition and everyone knew it. And so, when a sales call came in, the sales force knew how to orient them to understand and walk them through that process of owning for less than rent, and it made marketing messaging easier. It also made the buying properties easier. It made hiring contractors easier because we all had one common goal. And we knew who our target markets were that we were after. Bill Toon Jr.: So, you knew the segments that you were playing in and who the customers were in that. And then, it sounds to me, like the final point I’d have on this is that everything is actionable. And like an HGE leader and then he went allied to Larry Bossidy when he just made it real simple: plan, execute, and deliver. Craig Willett: Yeah. Bill Toon Jr.: If you had a detailed plan, then it’s a matter of everybody pinning their ears back, going out and executing it. And the natural byproduct of that execution is that you’re delivering whatever your commitments are. Craig Willett: Right. Yeah, you deliver your commitments. You deliver results to the company. You deliver exceptional product to the customer. Bill Toon Jr.: Exactly. Craig Willett: That’s interesting. I like that. So, I think there’s one thing to where it really has to start. And I don’t know if this is hiring your first sales person. But when I think of small businesses that I associate with, one of the challenges is going from somebody who might be charismatic, and a good salesperson, as a business owner or entrepreneur, to being able to delegate that to somebody else. And hiring, basically, your first sales manager, somebody that you’re going to bring in, to not only take over your role in selling, but also being able to then recruit and train and execute with the Salesforce. What are some keys to being able to hire? Because I think that’s a stumbling block a lot of small business owners—it’s easy to get sold by somebody coming in, a sales person. But how do know it’s the right fit? And how do you find—what are the characteristics of a good sales manager? Bill Toon Jr.: That’s a sales leader, as people work for people. And if you keep that in mind, that sales leader has got to be a great recruiter. They’ve got to be great at cultivating and developing relationships. They’ve got to be able to mentor, coach, and have almost like the sports background of a football coach, where you have that mentality that you have a bunch of players. You’re going to have to communicate with them, you’re going to have to cultivate them, you’re going to have to mentor them, you’re going to have to coach them. But you also need to set a vision. So, that sales leader has got to be able to stand at the forefront and say, “This is where we’re going, this is why we’re going there and enjoy that we’re going to be on this journey,” and then set those goals, be able to hold people accountable for those goals. And while they’re holding them accountable, they’re still inspiring them. They’re still leading them. And they’re still making it fun in this whole journey of selling, which really is just another competitive sport event in my mind that it has all those attributes, right? Craig Willett: Right. Bill Toon Jr.: The people that are playing as well as the people that are coaching— Craig Willett: Isn’t that what you help do, though, now with your sales acceleration program? Your ideas to be able to help business owners identify the talent, the direction they need, but it also helps identify talent and bring in, help them hire these types of people, right? Bill Toon Jr.: Yeah. There’s almost not a word for what I’m doing. Because a consultant will come in, ask a bunch of questions, write a report, hand it to the owner and say, “Hey, good luck.” Craig Willett: Right. Bill Toon Jr.: And here’s the bill. Now, with what I do is I go in and ask the same questions. But then I say, “Hey, owner, if they want to stay involved in the business and want to still lead the sales team, let me just spend three or four months here, and work on the infrastructure.” Everything we’ve talked about, the SAMO, right, the strategy, the analysis, the methodology, the organization, which includes the people. Bill Toon Jr.: And I don’t believe anybody wakes up in the morning and kisses their spouse, their dog, their friend, or whatever and says, “Hey, I’m going to go to work today for 12 hours, and I’m going to absolutely be terrible and I’ll see you tonight.” Craig Willett: Right. Bill Toon Jr.: I think people get up in the morning, they want to achieve, it’s the human nature to be successful. And so, they go to work, they want to be in an environment that’s fun, that has great organization, has a great value proposition to their targeted customer base. But then, has a leader that has all these people skills but isn’t afraid to hold people accountable. Because I think that’s the key to this whole thing is that you’ve got to set the processes in place. And then the last two things that really make a key sales leader is in today’s world, you’ve got to be technology-minded. You’ve got to be able to understand the CRM, understand how to gain insights on it on your KPIs, and metrics— Craig Willett: So, I’m taking notes on this. I know now I’ve got some characteristics. They have to have experience in these areas. Bill Toon Jr.: They do. And they have— Craig Willett: And they have to be willing to hold people accountable for activities and actions and results. Bill Toon Jr.: Yup, exactly. And then, the last thing that I’d say is that, that sales leader has got to be somebody that has a thirst for knowledge, for continuing education. And why? Not only to keep up with all the tools and the processes, and the inventions that are happening throughout different industries. It isn’t just a high-tech description I’m giving you. This has happened in the chemical industry, real estate. It’s happening in many locations. But they’ve got to have this thirst for new knowledge and be a sponge, so they can teach and coach it to the people. The sales manager gets into a car, goes on an account call, they’ve got this windshield time that they can educate and coach and teach after they find out that they may be struggling with a certain technology. Craig Willett: Oh, wow. So, they can help identify and help bring them along with the tools that are out there that can help them increase their performance. Bill Toon Jr.: Exactly. So, I work on the infrastructure three or four months, but then there’s a lot of times it has an owner that says, sales is not my expertise. It isn’t something I enjoy. It’s not sales. And— Craig Willett: Sales, I hate rejection. So, can you find someone who will take it for me, right? Bill Toon Jr.: So, what I’ll do is I’ll stay a total of the year. I’ll work three or four months on the infrastructure, then I’ll run on a fractional basis, part-time. Be there weekly. I’ll work on their sales team, and that’s from hiring salespeople, holding them accountable, making strategy, comp plans, sales processes. Craig Willett: I like this fractional thing, because it seems easier for a business owner to take that on as a, financially, when it’s not looking at making a full-time hiring decision. And then, how do you hire your replacement, though, when you go, because at some point, the company is going to become dependent on you for that leadership. And I’m sure you don’t have time to work for them full time. So, how do you go about bringing somebody along? Bill Toon Jr.: Well, I think that if you’re doing the proper job internally while you’re there as a fractional sales leader, that you can develop talent to be able to take over for you. And then, in the chance that you’ve identified something or someone, then I’ve got a program to where I actually put them through a certified sales leadership program, and start grooming them and giving them these opportunities. And at the tail end of my engagement, I empower them and I’m more sitting back watching them and giving observation as they start going. So, I transition from coaching just to salespeople to it becomes a coaching a sales leader, and then allows me to transition. And on the other end, we may have to go out and hire somebody and bring him in that I would do that with plenty of notice, because it takes a good three months to find the right person and bring him in, onboard them and get that cadence going, that you’ve worked so hard on that infrastructure to get into place. Craig Willett: Right. And if you don’t hire right, then that drops off and you start all over again. Bill Toon Jr.: Exactly. Craig Willett: And that’s the risk, I think, to small business owners is, sometimes one of the keys is to bring in outside expertise on a part time basis to help get there. And it’s like putting the training wheels on. Like you said, get a cadence, get things up and going smoothly, and then try to maintain that and keep it and grow it. Bill Toon Jr.: Exactly. Craig Willett: Very good. Well, no one can come on the Biz Sherpa podcast without being asked, probably the most embarrassing question that I always ask. And that is, what is your greatest failure? But there’s a follow up to it—what do you learn from it—because I think in their lives, a lot of secrets to success. Bill Toon Jr.: Absolutely. But when you asked me that question, I can come into something that’s near and dear to my heart in the last several years. In 2015, I moved my wife and a couple of kids from New Hampshire to Utah, and thought that it would just be a year. That I’d get transferred out with my company or find another job. And then, all of a sudden, our business exploded, which was positive. Bill Toon Jr.: All the changes that I put into place for three or four years of hard work were now coming to fruition. And we were making a lot of money. My division became one of the top divisions in the company. And our turnover went from 78% on the sales team down to 30%. Craig Willett: Wow. Bill Toon Jr.: Which was below industry average. And we had all these great things going. And I just kept commuting for another four years. But in that time, my father passes away in 2016 and I had to say goodbye to him on FaceTime, because I couldn’t get back to Arizona in time because it happened so quickly. And then, at the end of 2017, and I share this without shame, I share it so that parents can really pay attention and understand that it could happen anywhere, but at the end of 2017 while I’m in a hotel in Indiana, I get a call from my wife at 2:00 a.m. telling me that my daughter is on life support. My 25-year old daughter. Craig Willett: Oh, wow. Bill Toon Jr.: And she’s dying of a heroin overdose. Craig Willett: Oh, no. Bill Toon Jr.: And it’s not an addict. It’s not somebody that stole. This was a beautiful woman that was going to school and was working and went to a party and just didn’t come home. Craig Willett: Wow. Bill Toon Jr.: So, you ask about a failure, that especially when that happened, knowing that I was commuting, and putting work over my personal life, it causes all these what ifs in your life. What if I would have been there? What if I would have been more intimate with the situation? What if that night, I would have called her from my hotel room? All these things that you ask yourself, when it’s such a tragedy, and I’m telling you that, that took three years to get out of that funk of the death of a daughter, and especially in a manner where you possibly could have really helped out. Craig Willett: Wow. That’s life changing. Bill Toon Jr.: It is. Craig Willett: And sobering. Bill Toon Jr.: It is. Craig Willett: To think about. Bill Toon Jr.: Then you ask the question of what do you learn from that? I’ll go back to what I said about the non-negotiable part of a balance in life, that you’ve got that quadrant of faith, family, personal, and work. I let that get out of balance. And unfortunately, it cost me something pretty, pretty dear to me. And it took me a long time to get out of that mental part of it. My work never suffered. In fact, I jumped into work more than ever to hide from it. Craig Willett: Right. Bill Toon Jr.: Instead of addressing it. And I was blessed to have great leaders at my employer that finally came to me and said, “Hey, you need to go home and here’s a package.” Craig Willett: Wow. That’s a blessing right there. Not many people can be that honest. And I think it’s really great that you’re honest about that. I know, you said almost a forced structure in there to where you get that balance. And I can understand that it’s really easy, especially for business owners having been one. My wife tells me—I spent a lot of time. One time, she said, “You’re going to spend more time with the important people and your children are going to grow up and not know their dad.” And so, I can relate to what you say. I changed. I resigned from a lot of different things and scaled back and changed some of the focus of my life. But it’s real easy to get out of there. And whether it’s forced on us, or whether we view it as an opportunity to bring that balance because things are more important than the business success, more important than the money. And I’m sure as I listen to you, Bill, it’s a heart-wrenching moment to think about a daughter that you wonder, what could I have done? What if? And could I have had a better relationship, would she still be alive? Bill Toon Jr.: Exactly. Craig Willett: I’ve never had to face that. But I think it brings a whole different level of intimacy, a whole different level of engagement with the people you do interact with. That personal level you talked about. That intimate relationship with the customer, with the people you work with. How has that made a difference in the last two or three years? Bill Toon Jr.: Yeah, it’s made a big difference. During those days of GE, where you were working from 7:00 a.m. to 11:00 p.m., and then working really hard but playing really hard and everything, I always had in the back of my mind that if I ever ran a team, I would force balance. And I did do that. When I became a leader, I forced where, when I was traveling, and I traveled a lot to my sales team especially in my last leg of Corporate America with Schwan’s Home Service, that I would travel to all of our remote locations. But I would not let the leader go to dinner with me. I made them go home or go to the gym or go do whatever they want. That I just wanted them during the day. We work really hard, we get everything done. And then, I would go back to the hotel by myself or whatever. I didn’t need them. I wanted them to have balance in their life. Craig Willett: Oh, wow. That’s a great concept. And I think it’s something we can all use. Bill, I’m grateful that you’d take the time today. This has been a wonderful insight into what it takes to be successful in sales and marketing, and how to build that inside of a smaller organization. And I think you’ve offered some great tips. I know it’s taken a lot out of your time and schedule, but I appreciate you doing this. Bill Toon Jr.: And I want to thank you for doing this, for giving back to the community with what you’ve done and taking your experience and allow people to have some platform to share best practices and help others, so they don’t have to reinvent the wheel. Craig Willett: Well, I appreciate that. You got the gist of the purpose of the Biz Sherpa. It’s to inspire entrepreneurship and business ownership and to do it in a successful manner. Or if you’re a business owner already, sharpen that saw so that you can do an even better job. And I think the experiences of others, I think are the greatest teachers. We could put together a book but I didn’t want to write a book. This is really about real-life people and experiences. And I think as you, as business owners connect with others, you’ll find that. You’ll sense that there’s a human connection that transcends dollars, cents, products and services. And people feel that and people—and you said at the beginning, people want to do business with people. Bill Toon Jr.: That’s right. Craig Willett: And so, I appreciate you being here today, you’re a good friend. And I’m grateful that we had this opportunity. This is Craig Willett, the Biz Sherpa. Thanks for joining us for this episode. Speaker 1: Be sure to go to our website to access the resources related to this episode at www.BizSherpa.co. If you enjoyed this show, tell your friends about us and be sure to rate our podcast. Craig would like to hear from you, so share your thoughts in the Facebook community @BizSherpa.co. Follow us on Twitter @BizSherpa_co and on Instagram @BizSherpa.co.

In today's episode, the world's premiere business consultant and advisor, Ram Charan, talks with The Mentors Radio Host Tom Loarie about his Six New Rules for businesses—large and small—to avoid extinction in today's digital era. Ram is well known as the world's premier advisor to CEOs, business unit managers, and boards of directors. In addition to other degrees and experience, he holds a doctorate in corporate governance from Harvard Business School. He is a learner par excellence, regardless of where or in what circumstances he is immersed. In sum, Ram has an unparalleled, continuously up-to-date view of how economies and leading companies work and it what it takes to succeed in an ever-changing world. Fortune Magazine calls Ram Charan “the most influential consultant alive,” thanks to a reputation earned through more than thirty years of wise counsel to the top companies, CEOs, and boards of our time. 32 books, more than 4 million copies and 4 best sellers.   His 32 books have sold more than 4 million copies and include 4 of the best-selling business books of all time, one of which he co-authored with Larry Bossidy, Execution. His latest book “Rethinking Competitive Advantage: New Rules for the Digital Age” is destined to be another best-seller. Today, the rules of competition are changing, and changing FAST. This is a historical pivot for business. How do we succeed, ride the wave and prosper? Ram Charan delivers six new rules to prosper in today's digital age, regardless of the size of your business. The first show airs Saturday morning, after which it will be posted below. Find Show Notes here. (posted after Sat show airing) and DO NOT MISS AN EPISODE, LISTEN WHENEVER YOU WANT - by subscribing for FREE to our podcast (on any device and platform, from Apple podcasts to Google Play, to Stitcher, iTunes, and more, HERE.

Donald (Donnie) Hampton, Jr. is the Chief Executive Officer of Pace Industries, LLC, an integrated company based in Detroit. With facilities across the United States, Pace Industries provides quality die casting, manufacturing, and engineering solutions worldwide. He has more than two decades of leadership experience for reputable companies like Honeywell International, Hayes Lemmerz International, Rea Magnet Wire, and Faurecia. Before launching his executive career, Donnie graduated from Tiffin University with a degree in Accounting and entered the U.S. Navy. Later, he earned his Master's in Business and Finance.  In this episode… How can CEOs impact workplace culture? What steps can you take to attract A Players to your business? How can you become the right boss for your employees? These may seem like daunting questions, but Donnie Hampton is here to answer all of them and more. From Navy veteran to CEO, Donnie Hampton has climbed the executive ladder for over 20 years. He knows what it takes to strengthen your leadership and positively impact your company. But the journey to effective leadership hasn't been without its challenges. On this exciting episode of the Talent Wins podcast, host Chris Mursau talks with the CEO of Pace Industries, Donnie Hampton, about all things leadership. Donnie shares stories about his personal inspirations and mentors, how to attract and maintain A Players within your company, his values and commitments to his team, and much more. You won't want to miss this episode of the Talent Wins podcast with special guest Donnie Hampton! Resources Mentioned in this episode Chris Mursau on LinkedIn  Topgrading on LinkedIn Topgrading Donnie Hampton on LinkedIn Pace Industries Good to Great: Why Some Companies Make the Leap… And Others Don't by Jim Collins Execution: The Discipline of Getting Things Done by Larry Bossidy, Ram Charan, Charles Burck on Amazon

¿Cuál fue tu porcentaje de cumplimiento de tu estrategia del negocio año pasado? Un 90%, 60% o menos del 50%? ¿Cómo pudimos mejorar el cumplimiento de nuestras metas aún en momentos de cambios extremos? ¿Cómo logró crear una cultura organizacional enfocada en la ejecución y no solo en la planificación? Una estrategia sin ejecución es simplemente un sueño no alcanzado. En este episodio realizaremos un resumen del libro Ejecución: El arte de hacer las cosas de Ram Charan y Larry Bossidy. Este libro me enseño a como la ejecución es la diferenciación más grande que existe en las empresas extraordinarias. Hablaremos de los factores que incluye la ejecución, los comportamientos esenciales del líder que ejecuta, los 3 procesos claves de la ejecución: personal, estrategia y operación así como el método para hacer presupuestos en 3 días que si se puedan ejecutar y llevarnos a una diferenciación estratégica sostenible.

Great teams that are successful always execute, right???  Nope.  You might be shocked about how many teams that are winning, still don't execute very well.  In fact, can you recall when you were actually taught to execute?  Just like anything in Leadership, including Leadership itself, execution is it's own skill set.  It has it's own rules, it's own dynamics.  If you really want to learn how well your team works together, execute on a goal that's not a day to day activity. We'll dive in to the roadblocks, myths, and unintentional missteps behind why execution doesn't happen.  Discover the difference in getting things done and getting that one, special thing done.  In this podcast, we'll share 8 simple steps to really grow your execution muscle.  The more you use that muscle, the more you'll understand how your team functions and what you are really capable of accomplishing. Recommended reading: https://www.franklincovey.com/the-4-disciplines/ Pre-order the 4DX 2nd Addition:  https://www.amazon.com/Disciplines-Execution-Expanded-Achieving-Important/dp/198215697X Execution, by Larry Bossidy and Ram Charan:    https://www.amazon.com/Execution-Discipline-Getting-Things-Done/dp/0609610570 Let's Connect in LinkedIn:    https://www.linkedin.com/in/mark-charest-a08369a4/

Dr. Kingsley interviews Dr. Christine Senn, Project Manager Extraordinaire, on the benefits of using project management in clinical research. She discusses the importance of certifications and how it will help you site manage your trials more efficiently. For those interested in learning more she recommends reading Lean Six Sigma for Service by Michael L. George, and Execution: The Discipline of Getting Things Done by Larry Bossidy and Ram Charan. For more information on certification please visit ACRPNET.org.

On this episode of RADical Hope Radio, RADical Hope CEO Liz Feld sits down with accomplished businessman and RADical Hope Chairman, Larry Bossidy. They discuss the urgency of the mental health crisis among young people, the RADical Health program and much more.

E21: Tom Crane is China Construction America's Head of Shared Services and Vice President of Human Resources & Communications. The parent company is the largest construction company in the world. He forms and provides operational management of the organization's Shared Services Center functions, while increasing their long-term strategic and operational effectiveness, efficiency and speed of delivery. Tom is also a member of the board of directors of Plaza Group Holdings, LLC. He previously served as Chief Human Resources Officer at Skanska USA, where he led a 70-person team and $19 million budget and played a key role in Skanska USA achieving an 85%+ employee engagement level and limiting voluntary salaried employee turnover to 12% per year. He served as Director of Media Relations for Honeywell. He holds a bachelor's degree in Communications from Temple University. Tom's LinkedIn Profile: https://www.linkedin.com/in/thomasbcrane (https://www.linkedin.com/in/thomasbcrane) WHAT YOU'LL DISCOVER: ●     Why a background in journalism and communications can provide a strategic advantage in the C-Suite. ●     How to influence others through your writing. ●     What Tom learned working as executive leader for three companies on three continents. ●     The moment Tom learned to write under pressure when the stock price was at stake. ●     The mental shift you must make to become an effective communicator. ●     How to improve your communication by identifying patterns in others. ●     What Tom learned from former Honeywell CEO, Larry Bossidy, about leadership. ●     The “grassroots” approach to selling your idea to the C-Suite. ●     The key for having tough conversations at work. ●     When employee turnover is okay and when it's not. ●     The most important data points you should track when it comes to employee turnover. ●     How a single relationship Tom built early in his career transformed into a big opportunity.  ●     How employees from under-represented groups can rise to the C-Suite. HIGHLIGHTS: Things to know when writing an email: ●     Your mission. ●     Your strategy. ●     Your intent. ●     Your audience. Then bring all those things together. Traits Tom would instill in every employee: ●     Self-awareness. ●     Spending more time thinking about the bigger picture ●     Accountability and responsibility for the whole process even though you only have a part of it. Tom's advice for employees from the underrepresented groups in C-Suite: ●     Establish a mentor relationship, both inside and outside of the company. ●     Stay focused of what you can produce the best. ●     Socialize your ideas. ●     Don't be afraid to be visible. ●     Let people know that you have an opinion. QUOTES: “Make it better than you found it.” “We are only the caretakers for the roles we have. That's our legacy.” RESOURCES:  On Writing Well, William K. Zinsserhttps://www.amazon.com/Writing-Well-Classic-Guide-Nonfiction/dp/0060891548 ( https://www.amazon.com/Writing-Well-Classic-Guide-Nonfiction/dp/0060891548) Crossing the Unknown Sea, David Whyte,https://www.amazon.com/Crossing-Sea-Work-Pilgrimage-Identity/dp/1573229148 ( https://www.amazon.com/Crossing-Sea-Work-Pilgrimage-Identity/dp/1573229148) Execution: The Discipline of Getting Things Done, Larry...

E5 Beyond Meat, Chief Growth Officer, Chuck Muth on the secret ingredient for building positive relationships. Beyond Meat is a rapidly growing, disruptive company that makes plant-based meats substitutes. Under his leadership, the company grew net revenues rapidly by expanding distribution into approximately 111,000 retail, restaurant and food service outlets in more than 83 countries worldwide. He leads the company's growth initiatives and has been instrumental in building a high performing sales and commercial organization. Beyond Meat Inc. launched one of the most successful IPO's in history, increasing value 164% in one day. Note that most stocks don't do that in 5 years.  Prior to joining Beyond Meat, Muth had a long career in the beverage industry. Including: ...the creation of a new entrepreneurial sales/commercial organization within the Coca-Cola Company called Venturing & Emerging Brands (VEB) as Senior Vice-President with revenue increases of over 200%.  ….Vice President of Sales at the Honest Beverage Company after its acquisition by Coke growing revenues from $35 million to over $230 million.  ... Senior Vice President of Sales and Marketing at The Philadelphia Coca-Cola Bottling Company. Prior to 2004 Muth served as the Vice President/General Manager of Joseph E. Seagram's global non-alcoholic beverages business unit. Muth began his career as a Route Salesman for The Coca-Cola Bottling Company of New York where he progressively advanced his career with promotions to District Sales Manager, Division Sales Manager, Director of Brand Management and Branch General Manager. Throughout his career he contributed to these big companies by growing their revenue and establishing their name in the world. Muth is a graduate of Montclair State University with a BS degree in Marketing and Management and an MBA in Finance from Fairleigh Dickinson University. Chuck's LinkedIn: https://www.linkedin.com/in/chuck-muth-3245929/ (https://www.linkedin.com/in/chuck-muth-3245929/) Beyond Meat website: https://www.beyondmeat.com/ (https://www.beyondmeat.com/) WHAT YOU'll DISCOVER IN THIS EPISODE: ●Chuck's journey truck driver to the C-Suite. ●What you learn going to a high school with kids from 80 countries. ●Early in his career, he went to jobs where he questioned if he could handle it. Then he learned to grow quickly in it. ●The true power of no nonsense, direct communication. ●Two strategies you can use to boost employee retention. ●The incredible story of how Chuck came out of early retirement to join the C-Suite at Beyond Meat. It involves Seth Goldman (founder of Honest Tea/Executive Chairman of Beyond Burger) , Ethan Brown (Founder of Beyond Burger), The New York Jets, and grilling a Beyond Burger. ●The phrase that enticed him to come to Beyond Meat... "I want you to come with me and let's change how the world sees food". ●How Raymond Lane, Executive Chairman of Hewlett Packard, challenged Chuck during his interview, and Chuck was able to address the elephant in the room. ●How the President of Coke Bottling predicted Chuck would not stay in retirement very long. ●The difference between “retiring” and "emotionally retiring”. ●What to think about when you're making important decisions. ●The secret to creating positive relationships throughout your career. ●Two key lessons he learned from bad managers. ●What the best employees do. ●The easy way to check on your competition every day. QUOTES: “I've always focused on the job I was doing and worked incredibly hard to excel at it. That led to promotions." "Do the right thing. Follow your true North." "My bullets always come from the front. If I am having an issue with someone, I'm honest about it." “Make the right decision for the right reasons.” "Sometimes it's short pain for long term gain." RESOURCES: Execution, Larry Bossidy https://www.amazon.com/Execution-Discipline-Getting-Things-Done/dp/0609610570...

In our premier episode we talk about the state of Humanity in Tech in 2020 and some of what CES brought us followed by an interview with best selling author and internationally recognized expert on Digital Transformation Charles Araujo where we discuss the dawn of the Digital Era and the New Human Age. Introduction: Can you believe it is 2020? * Shane can’t believe that there are still no jetpacks, flying cars, teleporters, or food synthesizers. * Matt talks about the Gizmo smart watch from Verizon that his daughter got for Christmas - https://www.cnet.com/news/verizons-180-gizmowatch-lets-parents-track-kids-location-activity/ * Laura talks about brain scanning as a way to better understand yourself and references the work of Dr. Amen - https://www.amenclinics.com/blog/how-brain-imaging-can-change-your-life/ CES - Consumer Electronics Show 2020 discussion * Sex Tech at CES for the first time - https://fortune.com/2020/01/09/sex-toys-ces-2020-2/ * CES 2020 Overview - https://www.techradar.com/news/ces-2020-day-3-all-the-latest-news-analysis-and-cool-new-gadgets * Samsung NEON AI Entities - https://www.cnet.com/how-to/neons-artificial-humans-are-scary-realistic-confusing-and-completely-enthralling-heres-everything-we-know/ * Link to Ev Williams Medium post on Innovation and the concept of the "adjacent possible”, from author Steven Johnson’s book “Where Good Ideas Come From" - https://evhead.com/try-more-things-f5c743e73a98 Interview with Charles Araujo: Charles Araujo is an industry analyst, internationally recognized authority on the Digital Enterprise and author of three books, including international best-seller The Quantum Age of IT: Why Everything You Know About IT is About to Change. As Principal Analyst with Intellyx, he writes, speaks, and advises organizations on how to navigate through this time of disruption. He is also the founder of The Institute for Digital Transformation and a sought-after keynote speaker. He is a regular contributor to CIO.com and has been quoted or published in Time, InformationWeek, CIO Insight, NetworkWorld Computerworld, USA Today, and Forbes. Book Reference: “Execution: The Discipline of Getting Things Done”, by Larry Bossidy and Ram Charan - https://www.amazon.com/gp/product/B000Q9IR0A/ref=dbs_a_def_rwt_hsch_vapi_taft_p1_i0 THE NEW HUMAN AGE: A LIVE BOOK EXPERIENCE - https://www.charlesaraujo.com/category/newhumanage/ "YOUR DIGITAL" FUTURE PROGRAM - https://www.charlesaraujo.com/your-digital-future/ How to find Charles Araujo on the internet: http://www.charlesaraujo.com https://twitter.com/charlesaraujo https://www.facebook.com/AuthorCharlesAraujo/ https://www.linkedin.com/in/charlesaraujo Thank you for listening, be sure to check out our website at www.techno-biotic.com for detailed show notes, links and more--- Send in a voice message: https://anchor.fm/techno-biotic/messageSupport this podcast: https://anchor.fm/techno-biotic/support

Host: Nancy May, President and CEO, BoardBench CompaniesGuest: Larry Bossidy, Chairman emeritus Honeywell International, AlliedSignal, and director at GE, JP Morgan Chase, Merck & Co., Berkshire HIlls Bancorp and others. In this podcast, I speak with the world- famous Larry Bossidy, former CEO and Chairman of the $24 billion diversified technology company Honeywell International, which merged with Allied Signal. Larry is director emeritus of JP Morgan Chase and Merck & Co, The Business Roundtable and is active with many other high-growth and innovative companies today. A respected leader throughout his career at the helm and in boardrooms, Larry and I discuss the practical side of boardroom operations, some of which are often overlooked. There may be surprises here, too, as he reveals some of his personal side and current interests. This will touch on his involvement with the Peace Love organization, which deals with teen suicide. Larry Bossidy is chairman and former CEO of Honeywell International, a $40-billion Fortune 100 diversified technology and manufacturing leader. Earlier in his career he was chairman and CEO of AlliedSignal, chief operating officer of General Electric Credit (now GE Capital Corporation), executive vice president and president of GE's Services and Materials Sector, and vice chairman of GE. He has served at the helm of seven companies during the course of his career. He and his wife Nancy are proud of their six daughters, three sons, and 31 grandchildren.For more information about the Peace Love Organization please go to https://peacelove.org/For more information on this show and others, please go to BoardBench.com and our contact page.Disclaimer: This program is not intended to be a substitute for professional legal advice. Always seek the guidance and advice from a licensed attorney on the matters discussed in this show. The views, perspectives, and opinions expressed in this show are those of the show Guest and not directly those of BoardBench Companies, LLC. (c) Copyright 2020 BoardBench Companies, LLC all rights reserved. http://www.boardbench.com See acast.com/privacy for privacy and opt-out information.

David McDougall joins the show to share his 20- year-plus expertise on what it takes to make a good Chief Sales Officer (CSO) and what sales management professionals need to foster in themselves in order to run better teams.   Ever wonder how big game deals pursuit prepare a future CSO? Tune in to hear some seriously insightful advice on what it takes to take on the C-Suite.   ABOUT OUR GUEST David McDougall is Vice President, Cloud and Managed Services at ConvergeOne. His career spans over two decades and he has held the position of Executive Vice President and Chief Sales Officer at CSS Corporation, as well as senior positions at firms including Capgemini, T-Systems, Siemens, and Inacom Corporation.   GET IN TOUCH WITH DAVID ON LINKEDIN   THANKS TO OUR SPONSORS OC Executive Search: OCExecutivesearch.com Podfly Productions: Podfly.net Veterans of Foreign Wars: VFWpost1.org   KEY TAKEAWAYS [1:51] Michael introduces David McDougall and asks him to share an interesting tidbit about himself.   [3:03] David touches on the multiple ways in which sales skills translate to different roles and even transcend the professional sphere.   ON MENTORING [5:25] There are people who play a seminal role in shaping our professional futures; David shares the impact one of his superiors had on him as well as the organic nature of this mentoring relationship, as opposed to formal. He also shares what being a mentor himself has taught him.   [9:11] David and Michael discuss the importance of mentoring at the C-Level in terms of promoting company culture.   ADVICE FOR CSOs [10:11] Listening may be the one most important sales skill according to David; he breaks down the ways its consultative aspects can impact your interactions. David shares what it takes to become a Chief Sales Officer, from getting the numbers to being perceptive with your human resources — as well as some important KPIs to track performance. He opens up about the things he's learned in his two sojourns as CSO: People are everything so build a great team Take the time to understand your organization Set very clear timelines and makes sure everyone is on the same page Don't move away from what you know works   [21:17] David explains how the CSO leads the charge to get deals done and touches on all of the working parts that need to work together for it to happen. This means that your team has to trust you and you have to be the head cheerleader for the overall organization!   RAPID FIRE CSO QUESTIONS [23:24] The surprising, the rewarding, and the overlooked.   SALES MANAGERS [26:18] David dives deep into what teams working well together look like and the opposite while weaving in necessary attributes of a good sales manager and how they affect a team's performance: Be in the trenches — don't micromanage Get to know your people and keep up to date with them Find, palliate, and improve on your team's weaknesses Showcase your team's strengths Be ready and willing to make difficult decisions When the vibe is off, start probing your team! Build trust Ask for and be open to feedback; you can always get better   [35:51] If you've exhausted every possible option — repurposing, new talent, multiples — to resolve performance issues, it may be time to rebuild your team from scratch. If you're there, you'll want to over-communicate why you need to do this; what's working, what's not working, what you tried, so as to not negatively impact your recruiting process.   [38:12] How do you manage your top prima donna?! David shares his advice on this prickly beast.   CSO AND C-SUITE [41:14] The relationship you build with the CEO and the CFO is critical and it starts at the interview process. Everyone needs to be on the same page, understand the go-to-market strategy and the strategic plan to get there. David touches on the slight differences between being a newly hired CSO and a long time CSO in the company.   [45:13] David talks about what you should be doing and the skills you should be building if you aim to become a VP or a CSO. Go read! Learn!   BIG DEALS [46:34] David and Michael discuss how big game deals are unique and different from normal-sized deals and how they contribute to the ability to run a sales organization.   DAVID'S ADVICE FOR HIS YOUNGER SELF [51:34] Continue being positive, stay on your vision, work hard, be grateful and there will be setbacks.   BEST WORST JOB DAVID'S EVER HAD [52:13] David goes back to his help desk days, getting unhappy customers with problems... It taught him a few lessons!   [55:09] Michael thanks David for coming on the podcast to share his insight and closes out the podcast with his favorite takeaways.   We hope you learned something today and enjoyed the conversation. Please gives us five stars on iTunes and share your comments so we can improve and ask the questions you want to hear.   MENTIONED IN THIS EPISODE Leaders Eat Last, by Simon Sinek Execution: The Discipline of Getting Things Done, by Larry Bossidy, Ram Charan, and Charles Burck Grit: The Power of Passion and Perseverance, by Angela Duckworth TEDtalks Sales Hacker podcast   SPECIAL THANKS TO Jalan Crossland for the music Angela Johnson at OC Executive Search Joseph Batty at Podfly Corey Coates at Podfly   ABOUT YOUR HOST For the past 20 years, Michael Mitchel, B.A., has been interviewing leaders in their fields. He started his career recruiting for United Parcel Service in Seattle, where he implemented the company's Welfare to Work program for the Washington State District. He has recruited for Federal agencies and U.S. Department of Defense contractors for classified programs internationally. He Founded OC Executive Search in 2001 to serve companies ranging from startups to Global F10.   Michael is an honorably discharged veteran of the U.S. Navy and enjoys skiing, cycling, traveling, photography as well as hiking in the Colorado Rockies with his cattle dog, Kala the Wunderdawg.   FIND MICHAEL MITCHEL ON LINKEDIN AND ON TWITTER

Awhile back, a client was expressing his frustration with one of his managers. He said: I’ve delegated the work. I’ve made expectations clear on time, budget, and quality. I’ve set deadlines. But, this person isn’t on track. I see a train wreck coming. He knew that he could swoop in and take over but, being a good student of leadership, he was fearful of micro-managing. “What to do?” was his question. I recently stumbled across an article in the Wall Street Journal about an event featuring Warren Buffett. One of the attendees remarked that he was, “Struck by Mr. Buffett’s emphasis on hiring high-quality managers and then getting out of their way.” The moment I read that, I immediately thought of the situation with my client — and started wondered if I and others have done a great disservice to managers in how much we emphasize delegation. Warren Buffet is, of course, correct. We should hire the best people and then do as much as we can to get out of their way. I’ve said the same myself to our Academy members and listeners. And now, with some reflection, I fear that I’ve probably not said enough this next part: Buffett is describing the ideal. But most of us don’t have the ideal. Most of us didn’t get to pick every member of our team. Most of us don’t have teams of people, all with years of proven track records. Even when those things are true, almost never does work stay the same. Many of our teams members are doing work they didn’t go to school for — and in some cases, hold jobs that didn’t even exist a few years ago. In the leadership roles I’ve had in most of my career — and I’m guessing for you too, clear expectations and good people alone haven’t carried the day. Most team members — and yes, even experienced managers — need support and coaching, especially if the work is new or the situation unfamiliar. But we are hesitant to step in to help, even when know we probably should, because we fear being labeled as a micro-manager. It’s not micro-management if everyone’s on board. It’s not micro-management to assess where someone is and where they need help. It’s not micro-management to put together a plan to support someone in doing great work. And it’s certainly not micro-management to agree to check in every few days and spend time training, asking questions, and working through problems. It’s only micro-management when you do those things, without invitation or buy-in from the employee. Larry Bossidy is the former CEO and chairman of AlliedSignal and Honeywell. In his book Execution: The Discipline of Getting Things Done* he reports spending almost half his time developing the executives under him. Think about that. Half of the CEO’s time at one of the largest and most successful companies in the world. So yes, hire great people and get the heck out of their way if you’re only slowing them down…but don’t claim fear of micro-management as a proxy to not show up. If you have someone who’s struggling right now, ask how you can help. If they need and want your support, define check-in points over the next few weeks where you can do just that. You can help coach, open doors, and provide resources while they still own the work. If you are supporting people by helping them do their jobs better, that’s not micro-managing. It’s the job that managers are called to do.

Takeaways It’s Not About Learning: It’s about applying what you love and who you are to what you do. While you need to understand your product, It’s more important to know how to sell than it is to know all the technical features and benefits of your offering. Comparing sales to fitness… you can educate yourself all you want about what it takes to get a perfect six pack, but none of that matters until you start applying that knowledge. Application and execution are the most important part of the puzzle. Be You: It’s okay to be inspired by successful salespeople, that likely why so many people listen to this show, but at the end of the day, you have be you. Everyone is different and what works for one person might not have the same impact on someone else. Whatever gives you energy, whatever makes you passionate, whatever gets you going in the morning – use that to build the YOU that you want to be. You have the power to make the choices that will empower you in the long run, so choose to be you from the start and you won’t let yourself down. Compete With Yourself First: Success in sales comes from a burning desire to be the best. That doesn’t by default mean you have to aggressively beat other people, it just means that you are uncomfortable staying where you are. As a result, you put in the work it takes to push yourself in order to move, grow and advance. That has to come from within or nothing is going to change. Full Notes https://www.salestuners.com/keenan/ Book Recommendation Execution: The Discipline of Getting Things Done by Larry Bossidy and Ram Charan Sponsor Costello – What if every sales rep inherited the habits of your best rep? With Costello, they do.

A graduate of the Culinary Institute of America, Roger Kaplan has over 40 years experience in the hospitality industry as a nationally acclaimed chef, owner, operator, entrepreneur, concept developer, manufacturing liaison and consultant. Now, as Founder of RK Innovations, a restaurant support and collaborative consulting company, Roger brings experience from various leadership positions including, nationally-acclaimed Chef Chef Owner of City Grill, VPO of Ruth's Chris Steak House, as a Director of R&D for Boston Market, and as a restaurant entrepreneur. Show notes… Favorite success quote or mantra: Seek perfection. Accept excellence. In this episode with Roger Kaplan, we discuss: Growing up in a food-conscious household. What we do and do not learn in culinary school. The value of education vs. experience. The importance of the desire to learn. Everyone you meet could teach you something. The importance of learning. Your sphere of influence. You must know everything about your craft. You need mentors in your life and career. Create a successful and impactful culture. Create a narrow, focused vision. Vision statements. You must provide the tools for success in order to breed success. Passion for people. The restaurant industry as the best industry. Today's sponsor: Wisetail.com, A Premier Learning Management System, Wisetail Grew Up Alongside Some of the Most Recognizable Restaurants In the Industry. This Has Helped Shape Their Product and its Functionality Through Real-World Feedback and Rigorous Testing.   BentoBox helps restaurants grow their business through a connected suite of tools, offering them an integrated website to connect with their guests and drive revenue online. Restaurant owners and operators are able to easily update menus, promote specials, take catering and event inquiries, sell merchandise, gift cards and more. Revel Systems integrates front of house and back of house operations into a single dashboard. Designed to increase security, stability, ease of use, and speed of service, Revel's streamlined ecosystem provides businesses with the right tools to grow. Learn more at revelsystems.com/unstoppable.   Knowledge bombs Which "it factor" habit, trait, or characteristic you believe most contributes to your success? Relentless pursuit of success. What is your biggest weakness? I assimilate information too quickly. What's one question you ask or thing you look for during an interview? Can do, will do attitude. Can you fit in? Are you willing to improve? What's a current challenge? How are you dealing with it? Getting people to understand that although restaurant can be very successful, the first five years will be the biggest trial. Just because you were successful in the past doesn't always mean it will cross over. Share one code of conduct or behavior you teach your team. Take responsibility for yourself. Live for execution. You are measured by what you achieve, not what your intent was. What is one uncommon standard of service you teach your staff? Every person that walks into your establishment needs to be happier when they leave. What's one book we must read to become a better person or restaurant owner?GET THIS BOOK FOR FREE AT AUDIBLE.COM  Execution by Larry Bossidy and Ram Charan What's the one thing you feel restaurateurs don't know well enough or do often enough? They don't invest in education and development. What's one piece of technology you've adopted within your four walls restaurant and how has it influence operations? Data inventory technology. Star Chefs. If you got the news that you'd be leaving this world tomorrow and all memories of you, your work, and your restaurants would be lost with your departure with the exception of 3 pieces of wisdom you could leave behind for the good of humanity, what would they be? Embrace your family. Embrace your friends. Be successful. Contact info: Instagram: @RKinnovation Thanks for listening! Thanks so much for joining today! Have some feedback you'd like to share? Leave a note in the comment section below! If you enjoyed this episode, please share it using the social media buttons you see at the top of the post. Also, please leave an honest review for the Restaurant Unstoppable Podcast on iTunes! Ratings and reviews are extremely helpful and greatly appreciated! They do matter in the rankings of the show, and I read each and every one of them. And finally, don't forget to subscribe to the show on iTunes to get automatic updates. Huge thanks to Roger Kaplan for joining me for another awesome episode. Until next time!   Restaurant Unstoppable is a free podcast. One of the ways I'm able to make it free is by earning a commission when sharing certain products with you. I've made it a core value to only share tools, resources, and services my guest mentors have recommend, first. If you're finding value in my podcast, please use my links!

In this episode of the 5 Leadership Questions podcast, Todd Adkins and Daniel Im breakdown the leadership book The 4 Disciplines of Execution: Achieving Your Wildly Important Goals by Chris McChesney, Sean Covey, and Jim Huling. In their conversation they discuss the following questions: What's the book and why does it matter? Overview of the book How applicable is the book to leadership in my church? What are things churches should ignore from the book? What can you do this week in light of the book? BEST QUOTES “If you practice these four disciplines of execution, you will reach your goals." "If you want results you need strategy and execution." "We are not only selling the vision, now we are breaking it down into parts so we can actually accomplish the goal." "If you want to get out of the whirlwind, then you need to develop a pipeline." "Lag measures are the results that you get. Lead measures are the inputs that you do." "For a lot of churches what stands between them and getting stuff done is a stack of post it notes." "When you are modeling, you have the right to coach at a higher level." "The process is for the people, the people are not for my process." "Don't read this book by yourself. Read it with someone else." RECOMMENDED RESOURCES LifeWay Leadership Podcast Network The 4 Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling Blueprint Coaching Events Text "blueprint" to 888111 for information about Blueprint Coaching Events Good to Great by Jim Collins Built to Last by Jim Collins Execution by Larry Bossidy and Ram Charan Death By Meeting by Patrick Lencioni 5LQ Episode 292: Death By Meeting Book Breakdown No Silver Bullets by Daniel Im Ask Me Anything with J.D. Greear

Bill Conaty, former Senior Vice President of Human Resources at General Electric. Bill served alongside leaders like Jack Welch and Larry Bossidy and was responsible for developing the legendary HR practices that made GE one of the most admired companies in the world. Bill is recognized as a world leader in the area of human resources. He is the author of “The Talent Masters: Why Smart Leaders Put People Before Numbers”. He is a currently a senior advisory partner at Clayton, Dubilier and Rice. He serves as the Chair of the Board of Trustees at Bryant University and has served on the Advisory Board of Cornell University’s Center for Advanced Human Resource Studies. As a world leader in human resources, Bill is a highly sought-after speaker and featured guest on CNBC’s Squawk Box. Connect with David on Twitter: twitter.com/DavidNovakOGO See more Podcasts: davidnovakleadership.com/leadership-podcast/ Take our Free Recognition Survey: davidnovakleadership.com/survey

On today's show, Gene discusses one of the hardest jobs a leader has - Confronting Reality - as he reviews the book of the same title by Larry Bossidy and Ram Charan.

Change is the Waterloo for many leaders. Though often necessary, change is costly and should not be undertaken flippantly. In episode 16, Richard offers practical tips to leaders who are seeking to implement changes in their organization.  SOCIAL MEDIA Follow Richard on Twitter. Follow Richard on Facebook. RESOURCES MENTIONED IN THIS EPISODE  “Spiritual Leadership: Moving People onto God's Agenda” by Henry and Richard Blackaby. Find it here. “Execution: The Discipline of Getting Things Done” by Larry Bossidy and Ram Charan. Find it here. “Leading Change” by John Kotter. Find it here. UPCOMING EVENT BMI will be hosting a Spiritual Leadership Coaching Workshop on Oct. 24-26, 2018. Register soon to receive the early bird rate! For more info or to register, click here. Contact us at podcast@blackaby.org with any questions related to this podcast.  

Leaders are enamored with visions. But visions are worthless if leaders can't execute them. At the end of the day, what people did counts, not what they talked about doing. In episode 15, Richard discusses this month's leadership book pick: “Execution: The Discipline of Getting Things Done” by Larry Bossidy and Ram Charan. Be prepared! Next month's book discussion will be on “The Effective Executive: The Definitive Guide to Getting the Right Things Done” by Peter Drucker. Find it here. SOCIAL MEDIA Follow Richard on Twitter. Follow Richard on Facebook. RESOURCES MENTIONED IN THIS EPISODE “Execution: The Discipline of Getting Things Done” by Larry Bossidy and Ram Charan. Find it here. “Death By Meeting: A Leadership Fable…About Solving the Most Painful Problems in Business” by Patrick Lencioni. Find it here. “The Five Disfunctions of a Team: A Leadership Fable” by Patrick Lencioni. Find it here. UPCOMING EVENT BMI will be hosting a Spiritual Leadership Coaching Workshop on Oct. 24-26, 2018. Register soon to receive the early bird rate! For more info or to register, click here.

In this episode of the 5 Leadership Questions podcast, Todd Adkins and Daniel Im breakdown the leadership book The Checklist Manifesto by Atul Gawande. In their conversation they discuss the importance of creating checklists and how they can help you become more efficient and effective. What's the book and why does it matter? Overview of the book How applicable is the book to leadership in my church? What are things churches should ignore from the book? What can you do this week in light of the book? BEST QUOTES “This book will help you scale. It will help you delegate." "The world is becoming increasingly complex. In order to get things done consistently, his premise is you have to use checklists." "We don't like checklists. They can be painstaking. They're not much fun, but I don't think the issue here is mere laziness." "Under conditions of complexity, not only are checklists a help, they are required for success." "Checklists raise wide, unexpected possibilities." "That's not my problem is probably the worst thing people can think." "The book is going to help you in your church develop systems for recruitment and training." "Checklists are your friend." "You need to create some key checklists in your area." "Think about one of the things you would love to hand off. Identify it, create a checklist for it, and train someone up." RECOMMENDED RESOURCES Pipeline 2018 Conference The Checklist Manifesto by Atul Gawande New Churches podcast Ministry Grid The Power of Habit by Charles Duhigg Execution by Larry Bossidy and Ram Charan The Effective Executive by Peter Drucker The Tipping Point by Malcolm Gladwell Blink by Malcolm Gladwell  Freakonomics by Steven Levitt and Stephen Dubner Tell Me Something I Don't Know podcast The Four by Scott Galloway No Silver Bullets by Daniel Im The 4 Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling

How can leaders move people onto God's agenda? Leaders influence people in two primary ways. Who they are has a big impact. So does what they do. In episode 12 of “The Richard Blackaby Leadership Podcast,” Richard draws on principles from his popular book “Spiritual Leadership: Moving People onto God's Agenda” to discuss the ways leaders can most effectively motivate people. Follow Richard on Twitter: https://bit.ly/2GDXNDM Follow Richard on Facebook: https://bit.ly/2kcjqlL Resources referenced in this episode: “Spiritual Leadership: Moving People onto God's Agenda” by Henry and Richard Blackaby. Buy it here. “Execution: The Discipline of Getting Things Done” by Larry Bossidy, Ram Charan, and Charles Burck. Buy it here. NOTE: BMI will be hosting a Spiritual Leadership Coaching Workshop on Oct. 24-26, 2018. Register soon to receive the early bird rate! For more info or to register, click here.

Lawrence A. Bossidy is the retired Chairman and CEO of Honeywell International Inc., a global $40-billion advanced technology, controls and manufacturing company. Mr. Bossidy is the co-author of the best-selling book Execution: The Discipline of Getting Things Done and its sequel Confronting Reality: Master the New Model For Success. You will want to hear Mr. Bossidy's wisdom and leadership insights on this episode of the oGoLead Leadership Podcast with David Novak. Connect with David on Twitter: twitter.com/DavidNovakOGO See more Podcasts: davidnovakleadership.com/leadership-podcast/ Take our Free Recognition Survey: davidnovakleadership.com/survey

La ejecución es el enlace que hay entre las aspiraciones y los resultados de una empresa. Por lo tanto, es el trabajo más importante para un verdadero líder. El mayor obstáculo para tu éxito será siempre la falta de ejecución. En este episodio revisamos un excelente libro llamado La Disciplina de la Ejecución en los Negocios (Execution: The Discipline of Getting Things Done, 2002), libro de Larry Bossidy y Ram Charan, CEO de los grandes y súper consultor respectivamente, en la que nos hablan de las tres piezas que debe desarrollar un líder para poder manejar con éxito los tres procesos principales de una empresa: la gente, la estrategia y las operaciones.     ________ Episodio patrocinado por Instituto de Emprendedores: Conoce el Plan Midas, 5 fases y 10 pasos para pasar de no tener ni siquiera una idea de negocio a tener una empresa de éxito, funcionando, generando ingresos y calidad de vida para ti y los tuyos. Enfócate en conseguir tus metas con una empresa que te proporcione los mejores resultados. El Instituto de Emprendedores te da el plan de ruta para alcanzarlo. Contenidos, cursos y coaching grupal con Luis Ramos, de Libros para Emprendedores. Consigue tus metas, ¡AHORA!  ________ ¿Necesitas un hosting de garantías para tu página web? ¿Rápido y con el mejor servicio al cliente? En Libros para Emprendedores utilizamos Siteground, porque nos da flexibilidad, rapidez en el servidor y rapidez en el servicio. Habiendo probado muuuuchas otras opciones, nos quedamos con Siteground, porque por muy poco más, obtienes mucha más calidad y tranquilidad. Haz click aquí para obtener un 60% de descuento al contratar tu servidor Siteground: https://librosparaemprendedores.net/siteground   _______________   En esta página encuentras las notas del episodio de hoy: https://librosparaemprendedores.net/072    Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook Nuestro grupo de Retos para emprendedores: http://librosparaemprendedores.net/retos   Además, recuerda que puedes suscribirte al podcast en: - Nuestra página: http://librosparaemprendedores.net/feed/podcast - iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es - Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNet - Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb - iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html - Spreaker: http://www.spreaker.com/user/8567017/episodes/feed - Stitcher: http://www.stitcher.com/s?fid=81214   y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( https://www.facebook.com/EmprendeLibros/ ). Hosted on Acast. See acast.com/privacy for more information.

La ejecución es el enlace que hay entre las aspiraciones y los resultados de una empresa. Por lo tanto, es el trabajo más importante para un verdadero líder. El mayor obstáculo para tu éxito será siempre la falta de ejecución. En este episodio revisamos un excelente libro llamado La Disciplina de la Ejecución en los Negocios (Execution: The Discipline of Getting Things Done, 2002), libro de Larry Bossidy y Ram Charan, CEO de los grandes y súper consultor respectivamente, en la que nos hablan de las tres piezas que debe desarrollar un líder para poder manejar con éxito los tres procesos principales de una empresa: la gente, la estrategia y las operaciones.     ________ Episodio patrocinado por Instituto de Emprendedores: Conoce el Plan Midas, 5 fases y 10 pasos para pasar de no tener ni siquiera una idea de negocio a tener una empresa de éxito, funcionando, generando ingresos y calidad de vida para ti y los tuyos. Enfócate en conseguir tus metas con una empresa que te proporcione los mejores resultados. El Instituto de Emprendedores te da el plan de ruta para alcanzarlo. Contenidos, cursos y coaching grupal con Luis Ramos, de Libros para Emprendedores. Consigue tus metas, ¡AHORA!  ________ ¿Necesitas un hosting de garantías para tu página web? ¿Rápido y con el mejor servicio al cliente? En Libros para Emprendedores utilizamos Siteground, porque nos da flexibilidad, rapidez en el servidor y rapidez en el servicio. Habiendo probado muuuuchas otras opciones, nos quedamos con Siteground, porque por muy poco más, obtienes mucha más calidad y tranquilidad. Haz click aquí para obtener un 60% de descuento al contratar tu servidor Siteground: https://librosparaemprendedores.net/siteground   _______________   En esta página encuentras las notas del episodio de hoy: https://librosparaemprendedores.net/072    Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook Nuestro grupo de Retos para emprendedores: http://librosparaemprendedores.net/retos   Además, recuerda que puedes suscribirte al podcast en: - Nuestra página: http://librosparaemprendedores.net/feed/podcast - iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es - Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNet - Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb - iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html - Spreaker: http://www.spreaker.com/user/8567017/episodes/feed - Stitcher: http://www.stitcher.com/s?fid=81214   y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( https://www.facebook.com/EmprendeLibros/ ).

Did you know that execution comes down to 3 main things? People. Strategy. Operations. Not those on their own but how the leadership abilities in charge of the organization engage with those three components. Is your leadership style to delegate and then completely step away? Yikes. Are you a micromanager who builds distrust and angst within your team. Oy vey. Or do you take the time to have real conversations, give honest feedback and encourage debate and idea generation. Yeah! Larry Bossidy and Ram Charan deliver a book on leadership and how it impacts an organization's success or failure on project execution. We're talking a few thousand dollars to a few billion per project. Either you have what it takes or need to learn it quickly if you want your organization to succeed. With this book in your tool kit, I think you've got a better chance of less butt-covering, more authentic engagement and an even greater chance of becoming a better leader.

Full Notes https://www.salestuners.com/keenan/ Takeaways It’s Not About Learning: It’s about applying what you love and who you are to what you do. While you need to understand your product, It’s more important to know how to sell than it is to know all the technical features and benefits of your offering. Comparing sales to fitness… you can educate yourself all you want about what it takes to get a perfect six pack, but none of that matters until you start applying that knowledge. Application and execution are the most important part of the puzzle. Be You: It’s okay to be inspired by successful salespeople, that likely why so many people listen to this show, but at the end of the day, you have be you. Everyone is different and what works for one person might not have the same impact on someone else. Whatever gives you energy, whatever makes you passionate, whatever gets you going in the morning - use that to build the YOU that you want to be. You have the power to make the choices that will empower you in the long run, so choose to be you from the start and you won’t let yourself down. Compete With Yourself First: Success in sales comes from a burning desire to be the best. That doesn’t by default mean you have to aggressively beat other people, it just means that you are uncomfortable staying where you are. As a result, you put in the work it takes to push yourself in order to move, grow and advance. That has to come from within or nothing is going to change. Book Recommendation Execution: The Discipline of Getting Things Done by Larry Bossidy and Ram Charan Sponsor Costello – What if every sales rep inherited the habits of your best rep? With Costello, they do.

Rusty Shelton -  first spoke at Harvard on the changing world of PR and marketing at the age of 23. Today, as CEO of Shelton Interactive, he leads one of the country's fastest-growing digital marketing and PR agencies. Founded in 2010, Shelton Interactive features a unique and forward-thinking communications model that integrates PR, social media, graphic design, website development, and SEO—services that are normally handled by multiple agencies—under one roof. The company has launched more than 30 New York Times and Wall Street Journal bestsellers. Barbara Henricks -  is president of Cave Henricks Communications, a full service media relations and consulting firm, specializing in book publicity, media strategy for thought leaders, and platform development. Barbara has spearheaded campaigns for some of the biggest names in business today, including Jack Welch, Tom Rath, Ram Charan, Larry Bossidy, Maria Bartiromo, Clay Christensen, and Marcus Buckingham. A former journalist at NBC, Henricks has represented over 40 bestsellers during her publishing career. Show Highlights: Every individual and brand is a media outlet whether they realize it or not. @RustySheltonTraditional media is being heavily challenged more and more by new media every single day. @barbarahenricksThere are no gatekeepers in media anymore. Making a noisy online world, now deafening. @barbarahenricksThere is a massive opportunity to communicate and interact with anyone now, but few people know how to do this well. @barbarahenricksDo you own your real estate online or is it on rented property? @RustySheltonThere are three types of media: Owned, Earned and Rented @RustySheltonWhen you own your media, you can leverage that to get access to your audience any time you want to. @RustySheltonSocial media is rented real estate. It's relevant and needed – but not totally controlled by you. @RustySheltonMicro media allows you to make constant impressions and manage strong relationships with your audience. @barbarahenricksTwitter and LinkedIn are the two most used and relevant platforms for sales people. @RustySheltonThe power of perception for sales people is key because they should be seen as a person of authority in their industry. @RustySheltonHow easy are you to find online? If you aren't discoverable, how can you expect to grow an audience? @barbarahenricksNever sacrifice your credibility. Always be accurate and always be authentic. @barbarahenricksThe more connection to your audience that you own (email list, subscribers, etc.) the more leverage you have over the long term. @RustyShelton The Action Catalyst is a weekly podcast hosted by Dan Moore, President of Southwestern Advantage, the oldest direct-sales company in America, and Partner with Southwestern Consulting. With more than 45 years in sales leadership and marketing management, Dan has a wealth of knowledge to share on how to make better use of time to achieve life, sales, and other business goals. Each week, he interviews some of the nation's top thought leaders and experts, sharing meaningful tips and advice. Subscribe on iTunes and please leave a rating and review!

This week, we dedicate the entire show to community questions about training. Guest: Bonni Stachowiak (@bonni208) Question from Jordan I am a young manager (mid-20’s). My job requires training large amounts of staff on software and technology. Many of the staff are twice my age, and tend to ignore me when giving trainings. I’m, not sure if this is because of my age, or because I have only been with the organization for 5 years, and many of  them have been here for 20+. Or perhaps it is because of the subject matter of the trainings? Do you have any suggestions on how to get through to them? Is it content or credibility? Seven Principles for Leading People Older Than You [episode #59] Seek out people who are giving you objections and find out how to best serve them. Dave mentioned How To Win Friends And Influence People* Lynda.com* is a good solution for learning popular software online at your pace Adobe Captivate is a good option for creating your own simulations Screenflow for the Mac is great for screencasting Camtasia is another option 2nd Question from Jordan Do you have any suggestions on conferences one can go to, to expand skills on leadership and coaching? Bonni says a conference is a place to build a network, generate new ideas, and learn about new products Dale Carnegie Training provides a great resource for changing behavior, which is a great way to get better and leadership and coaching Question from Kris I am a manager in a large company and managing a global transformation programme. I am at a cross roads and my development plan includes getting more training on the following: (a) Leadership of global teams (physical and virtual) and (b) Strategic planning and organizational development (how does one define and develop a global organization, roles, numbers of people, strategy, governance, teams, processes, etc) to implement a global transformation programme. Do you have recommendations on books, education or coaches for my further development? Good to Great* by Jim Collins Execution* by Larry Bossidy and Ram Charan The Fifth Discipline* by Peter Senge Coaches: Bill Bliss, Tom Henschel, Pam Fox Rollin but find someone who’s done what you’ve done and what they’re reading Question from Suzie Audio comment If you are a nurse or know one, check out OneLoveforNurses.com Jane Hart publishes the Top 100 Tools for Learning Poll Everywhere is used by Bonni in her classroom Question from Andres In a world of free online courses and MOOCS (Massive Open Online Course); what type of course would you be willing to pay for? What type of content/delivery would definitely be worth spending your (not your employer’s) money on? Bonni mentioned attending a class from Linda Krall on creativity Dave spoke about Michael Hyatt’s class of 5 Days To Your Best Year Ever Question from Elmer How do you make training accessible to the newest employee while bringing something to the table for the most experienced manager? I usually try to leave the conversation open for the subject matter experts in the room to share their knowledge (within reason and on topic) so there is a feeling of collaboration and not speaking down to them in those situations. Creating a course that is comprehensive is difficult. Dave suggests segmenting the training, if possible. How can you get the subject matter experts engaged in a leadership capacity in the classroom? Use a problem-based or case study approach. This engages the more knowledgable people in the room. 2nd Question from Elmer One of our bosses/stake holders wants us to make our classes archiveable or semi-future proofed so we do not have to constantly go back and re-teach the classes one on one. What are some of the best ways to do that? “If the recording of the class was the equivalent to being there, then why are you holding the class in the first place?” -Bonni

This week, we dedicate the entire show to community questions about training. Guest: Bonni Stachowiak (@bonni208) Question from Jordan I am a young manager (mid-20’s). My job requires training large amounts of staff on software and technology. Many of the staff are twice my age, and tend to ignore me when giving trainings. I’m, not sure if this is because of my age, or because I have only been with the organization for 5 years, and many of  them have been here for 20+. Or perhaps it is because of the subject matter of the trainings? Do you have any suggestions on how to get through to them? Is it content or credibility? Seven Principles for Leading People Older Than You [episode #59] Seek out people who are giving you objections and find out how to best serve them. Dave mentioned How To Win Friends And Influence People* Lynda.com* is a good solution for learning popular software online at your pace Adobe Captivate is a good option for creating your own simulations Screenflow for the Mac is great for screencasting Camtasia is another option 2nd Question from Jordan Do you have any suggestions on conferences one can go to, to expand skills on leadership and coaching? Bonni says a conference is a place to build a network, generate new ideas, and learn about new products Dale Carnegie Training provides a great resource for changing behavior, which is a great way to get better and leadership and coaching Question from Kris I am a manager in a large company and managing a global transformation programme. I am at a cross roads and my development plan includes getting more training on the following: (a) Leadership of global teams (physical and virtual) and (b) Strategic planning and organizational development (how does one define and develop a global organization, roles, numbers of people, strategy, governance, teams, processes, etc) to implement a global transformation programme. Do you have recommendations on books, education or coaches for my further development? Good to Great* by Jim Collins Execution* by Larry Bossidy and Ram Charan The Fifth Discipline* by Peter Senge Coaches: Bill Bliss, Tom Henschel, Pam Fox Rollin but find someone who’s done what you’ve done and what they’re reading Question from Suzie Audio comment If you are a nurse or know one, check out OneLoveforNurses.com Jane Hart publishes the Top 100 Tools for Learning Poll Everywhere is used by Bonni in her classroom Question from Andres In a world of free online courses and MOOCS (Massive Open Online Course); what type of course would you be willing to pay for? What type of content/delivery would definitely be worth spending your (not your employer’s) money on? Bonni mentioned attending a class from Linda Krall on creativity Dave spoke about Michael Hyatt’s class of 5 Days To Your Best Year Ever Question from Elmer How do you make training accessible to the newest employee while bringing something to the table for the most experienced manager? I usually try to leave the conversation open for the subject matter experts in the room to share their knowledge (within reason and on topic) so there is a feeling of collaboration and not speaking down to them in those situations. Creating a course that is comprehensive is difficult. Dave suggests segmenting the training, if possible. How can you get the subject matter experts engaged in a leadership capacity in the classroom? Use a problem-based or case study approach. This engages the more knowledgable people in the room. 2nd Question from Elmer One of our bosses/stake holders wants us to make our classes archiveable or semi-future proofed so we do not have to constantly go back and re-teach the classes one on one. What are some of the best ways to do that? “If the recording of the class was the equivalent to being there, then why are you holding the class in the first place?” -Bonni

Welcome to the sixth episode of Coaching Skills for Leaders! This week's topic: The Importance of Making Time to Coach. I begin the show by speaking about my first job out of school and revisiting our coaching definition from episode #2. If you want to know what is important to people, look at their calendar and in their checkbook. Why don't we make time to coach? People don't know the correct way. Perception that things take too much time. I cited some of Larry Bossidy's comments and lessons from the book Execution: The Discipline of Getting Things Done. Coaching takes time. Are you investing time into coaching? Here are four ways to get started: Contract with the other party on development priorities Plan out the schedule of when to meet and what to do - book it Follow-through on your coaching commitments Be flexible and yet consistent You make life easier during review time as well if the above four things are done consistently. Make a commitment this week to do one of these things above. Stay connected with the show on iTunes, our website, or on Facebook I'd love your feedback on this show as well as any questions or topics you'd like me to address in future shows: Visit CoachingforLeaders.com/feedback to submit comments, questions, or feedback See you in a week for the next episode!

Welcome to the sixth episode of Coaching Skills for Leaders! This week's topic: The Importance of Making Time to Coach. I begin the show by speaking about my first job out of school and revisiting our coaching definition from episode #2. If you want to know what is important to people, look at their calendar and in their checkbook. Why don't we make time to coach? People don't know the correct way. Perception that things take too much time. I cited some of Larry Bossidy's comments and lessons from the book Execution: The Discipline of Getting Things Done. Coaching takes time. Are you investing time into coaching? Here are four ways to get started: Contract with the other party on development priorities Plan out the schedule of when to meet and what to do - book it Follow-through on your coaching commitments Be flexible and yet consistent You make life easier during review time as well if the above four things are done consistently. Make a commitment this week to do one of these things above. Stay connected with the show on iTunes, our website, or on Facebook I'd love your feedback on this show as well as any questions or topics you'd like me to address in future shows: Visit CoachingforLeaders.com/feedback to submit comments, questions, or feedback See you in a week for the next episode!

Larry Bossidy, former chairman and CEO of Honeywell and AlliedSignal.