Yet, what do most owners and CEOs (and their companies) focus their marketing (and strategy) on? Exactly! Being better than their competitors. “Our technology is 10% faster than theirs.” “We have the best pizza in town.” “Our bank has the best customer service in our city.” “Our music rocks more than your church’s music.” “Our paper towels are the better picker uppers.” Etc. Etc. Etc. And yawn, yawn, yawn.

I don’t know if you read “Blue Ocean Strategy” or not, but the metaphor that Kim and Mauborgne laid out in that book is perfect for this point. Their main idea was/is that most companies attempt to compete in a red ocean (an ocean filled with competitors where each is extracting blood from the other) which leads to commoditization and low margins/profits. Instead, they argue, you want to create a blue ocean where you’re the only one who does what you do–which also leads to uniqueness and higher margins/profits.

In essence, it’s the same point I’m making here about marketing (and strategy). Whenever you’re focusing your attention on being better than someone else, you’ve automatically defaulted to a red ocean marketing strategy. Now, there’s nothing inherently wrong with that strategy. Being able to claim that your product or service is better by some quantifiable measure (Zyrtex works two hours faster than Claritin) is not a terrible marketing strategy. But it doesn’t get the same attraction and attention that something new does (a la Apple).

Several years ago, Al Ries and Jack Trout, in their book on the 22 Immutable Laws of Marketing brought this to the forefront, when they said,

“Everyone is interested in what‘s new. Few people are interested in what‘s better.” — Al Ries and Jack Trout

I can’t say it any better. In fact, you may want to write that statement on a wall somewhere (like in your conference room). Most marketing campaigns and strategy sessions are focused on being “better,” which isn’t bad–it’s just not great. What you want to focus on is “new, because ”everyone“ pays attention to the ”new“ and ”different“ or ”unique“ thing. Better just gets lost.

So, as you take a look at your company’s products and services, what can you add or change to create something ”new“ and ”different“ this year? What can you do to set your company apart from all the others in your market space? What could possibly create a blue ocean moment for you?

Once you identify that, make sure you make that the focus of your marketing (and strategy). Why? Because, ”Everyone is interested in what’s new. Few people are interested in what’s better.“

To your accelerated success!

P.S. Twenty minutes after (originally) posting this, I received an email from Apple with the following image at the top. Notice the key word.

It’s understandable because leaders lead through their leaders/direct reports. Between meetings and working with and through their direct reports, there’s often very little time left over. Plus, most leaders feel like they’re undercutting their leaders/direct reports if they “go behind the leader’s back” and talk to employees one or two levels down the org chart.

On the other hand, this is disastrous because what gives leaders power isn’t their position but the will of “the people”. And what drives the will of “the people,” or what causes them to want to give power to a leader, is their belief that the leader understands them, cares for them, feels for them, “gets them.”

One of my favorite studies on this subject is related to who wins the election for President of the United States. In every election over the past sixty years, the person who won the election has been the person with the highest “likeability quotient.” For example, JFK over Nixon. LBJ over Humphrey. Regan over Dukakis. Clinton over Bush I. Bush II over Gore and Kerry. Obama over McCain. In other words, forget politics and policies, most people, when they’re in an election booth and have to make a choice, tend to vote for whomever they “like” the most.

In other words, whenever “the people” feel like someone “gets them,” they willingly give power over to that person. But whenever they feel that someone is elitist or doesn’t get them or understand them and their issues, power leaves. Putting politics aside, this is one of the major issues confronting our current president, Barack Obama.

President Obama was voted in on a populist platform where people felt like he understood them and their issues. Unfortunately, two years later, his poll ratings are down almost 20 points, with a higher disapproval rating than an approval rating. Why? For a number of reasons, but if you listen to the comments most people make it’s that they feel he’s “out of touch,” he doesn’t “understand them,” he doesn’t “know what matters to them anymore,” he’s “elitist,” etc.

This same thing happens to owners and CEOs of small and medium-sized businesses all the time. As they grow, they spend all their time with senior executives or their top team or with investors or board members, etc. And then they wonder why their people don’t follow them like they used to. Hello?

Great leaders know they have to frequently be among “the people”. This is why Managing by Wandering Around (MBWA) was such a powerful concept. And I’ve watched it literally transform companies and organizations–small and large. There’s something very powerful that happens when the people of a business or organization feel connected to their leader.

In fact, I was just talking to one of my daughters the other day about her former principal, Suzanne Maxey, whom we all loved. She transformed a school. And one of the ways she did it was she was “among the people.” And she didn’t just show up at events, she valued the input of the students she interacted with (as well as faculty). She “got them.”

In fact, one of my daughter’s favorite practices of Suzanne was that she would often get on the intercom and say something like, “Okay, whoever is in the second row, third seat from the front, please report to the auditorium.” The students would file down to the auditorium and then she’d ask them questions and seek their input (i.e. she held randomly selected focus groups). Suzanne led well for a number of reasons, but one of them was that she was “among the people.” Unfortunately, some of the other principals who have come before her and after her, missed this lesson–to the detriment of the school.

At the end of the day, positional power can only get a leader so far (just ask Tony Howard of BP). What makes a great leader great is that they have referential power; that is, power willingly bestowed upon them–not because of position, but because of choice. And what drives that choice? It’s the belief by “the people” that their leader gets them, likes them, cares for them and understands them.

It doesn’t matter whether you’re running a tech company with $15M in revenue or a multi-national consumer products company with $15B in revenue. If you want to lead well, you need to be among your people. And not just physically, they need to feel you value them, hear them, and understand them.

So, how are you doing at this? How much time each week do you spend with people “down the org chart”? How much time do you spend doing MBWA? How much do your people like you? How much do you like them? What are their major concerns right now? How are you addressing them? Do you “get them”? Do they feel the same?

Remember, if you want to lead well, be among the people. You can’t lead well from a distance. If you’re only meeting with your top level people, you’re missing out. You need to be among the people if you really want to enter the ranks of being a great leader.

To your accelerated success!

I remember, shortly after my board coup several years ago, the movie “Rocky Balboa” came out and in the middle of the movie, Rocky made the following comment to his son,

“It ain’t about how hard you’re hit. It’s about how hard you can get hit and keep moving forward. How much you can take and keep moving forward–that’s how winning is done!”

I immediately put that quote up on my credenza and still look at it to this day. To me, that’s the power of a great quote. In just a few words, it can say so much.

In light of that, over the July 4th weekend, I decided to create my own favorite quote site. As a consultant and professional speaker, I’m regularly on the look out for great quotes. So, rather than horde them for myself, in the spirit of Tom Peters (when you go to the site, you’ll understand that comment), I’ve decided to make them available to everyone.

So, rather than bore you with more content, let me encourage you to go to the site and read some great inspirational business-oriented quotes. I think you’ll enjoy them! Oh, and the URL is pretty easy to remember

http://www.brucequotes.com

Note: I just created the site Saturday evening so some of the topics only have a few quotes, while others have quite a few. But over time, the approximately 400 quotes will grow. The site is still under 48 hours old. Just bookmark it and return to it whenever you either need some inspiration or you’re putting together a talk or training session and need the perfect quote to make the perfect point.

To your accelerated success!

http://www.brucequotes.com

In light of that, I decided to practice what I preach (find out what people want … and give it to them). Therefore, today is the first of a number of video blog posts I’m going to put together for you that will go into more detail about each of these terms.

Today’s edition is focused on answering the most common Google query that’s linked to my site, “What’s the difference between mission and vision?” Most organizations I’ve interacted with have gotten this wrong, so pay attention. The difference is significant. Enjoy!

P.S. The link to the previous post can be found here >>

To help un-complicate the process of defining these terms, here are the definitions I use when working with clients (along with an example or two of each).

1.   Mission: This is what a company does. It should be short and easy to memorize. However, it shouldn’t be so generic that you can’t tell what business it’s in. Note: similar businesses may have very similar mission statements. Why? Because they essentially do the same things.

• To promote and develop the growth of tennis (The United States Tennis Association)
• To organize the world’s information and make it universally accessible and useful (Google)

2.    Vision: This is what a company wants to become. Vision is a seeing term. Therefore a vision statement should be future-oriented. It’s an image of what a company wants to create. It isn’t what a company is, it’s what it wants to become. While mission statements may be similar, vision statements should be very different. They should be motivating and inspiring. And they should drive decision-making.

• Be the safest, most customer-focused and successful transportation company in the world (Norfolk Southern)
• To be the preeminent publisher and provider of self-improvement resources that inspires and empowers individuals to lead the lives they most desire (Nightingale Publishers)

Note: For a video blog post on this subject of mission and vision click here >>

3.   Values – Values are the foundational beliefs about how you want your employees to act. They are the beliefs that create the culture of an organization. They don’t need to be exhaustive. Nor should the simply be the same from company to company. While integrity, trust, honesty, etc. are good core values, they don’t need to appear on your list unless you believe they must. In many cases, they’re givens. I recommend no more than five core values for a company. Once you get past five, very few people can remember them.

• Excellence – To do the best we can, with the resources we have, in the amount of time we have to do the tasks we’re assigned.
• Curiosity – To be insanely interested in knowing, yet never content with what we know. To be a life-long learner.

4.    Growth Initiatives – From a strategic standpoint, what are the three to five most important things you can do to grow your organization? Note: a growth initiative differs from what I refer to as a strategic initiative because a growth initiative is usually related to one or two business units or people—and it can often be completed before the end of the year.

• To add five new joint venture partners by September 30th
• To open an office in Shanghai by July 31st
• To complete a merger or acquisition by December 31st
• To create a strategic partnership with Apple by May 30th

5.    Strategic Initiatives – Strategic initiatives, if you want to keep your entire top team involved, should be initiatives that everyone can play a part in fulfilling. And they should be year-long initiatives. The main key thought of a strategic initiative is that it’s something everyone can contribute to, that will advance the organization. Also, strategic initiatives are usually designed to overcome constraints (whereas growth initiatives are often strength focused).

• To double the number of leaders who have completed our Level Three Leadership program and are ready to take on new assignments.
• To raise the level of execution excellence so that the number of errors rate falls to less than one per thousand.
• To train everyone in every department in effective customer service skills so that every customer has a more positive experience regardless of whom they’re interacting with from our company.

6.    Goals – Goals are dreams with deadlines. They are quantifiable. You should clearly know if you hit them or not.

• To generate $5.7M by 12/31
• To raise our customer service rating to 4.75 by 9/30
• To raise our profit margin from 30% to 35%by 12/31

7.    Tactics – Tactics are the individual activities an employee engages in to complete a goal/initiative/strategy/etc.

• To hire a merger specialist by 3/31
• To design a leadership development process by 6/30
• To recruit three college marketing interns by 3/31
• To renegotiate all vendor contracts by 6/30 to reduce our cost of goods sold by 40% (and saving us $1M)

Hopefully, those definitions and examples will help you get everyone on the same page as you work on (or refine) your strategic plan!

To your accelerated success!

P.S. For a clean pdf of the above definitions and examples, click here >>

P.P.S. If you’d like to go a little deeper on the difference between mission and vision, click on the videos below (which are from more current blog posts)

Note: If you didn’t answer the question from the last post, “What are the major constraints that are hindering me (and my business/organization) from achieving my (our) potential?”, then make sure you do so before proceeding any further.

Okay, so you’ve now identified your major constraints (and as I said last time, they could be external or internal, mental or physical, systemic of situational). They could be a person or a process, a self-limiting belief or a financial limitation (for example).

The next thing you want to do is order them. You want to take each constraint and ask the question, “Where does this constraint come in the priority list of which constraint needs to be solved first?” In other words, you want to play each constraint off the others as you seek to find the major constraint that needs to be solved first.

I liken this to a playoff system (brackets) you see in sports. For simplicity’s sake we’ll call constraints “C”. So you play C1 vs. C2. Let’s say C2 needs to be solved before C1. Then you play off C3 vs. C4. Let’s say C3 needs to be solved before C4. Then you playoff C2 vs. C3 and let’s say C3 needs to be solved before C2 (which means it has to come before C1). You now know what has to happen first. In other words, once you work through this process, you’ll quickly know what the major constraint is for you (or you and your business) this year.

Using the four constraints listed above, it would be understandable to think that you need to solve the financial problem first. But that might not be true. It may be because you don’t have a systematic and methodical process in place to acquire new capital. However, it may be that the reason you don’t have a systematic and methodical process in place is because Sally is in charge of that area and she’s not very competent. She’s been at your company for ten years, she’s loved by every one, but she’s incompetent. You know you ought to let her go, but you haven’t pulled the trigger yet. Why?

Ah, it’s that self-limiting thought that keeps you from changing her out. It may be a belief that letting Sally go will demoralize your team. Or the belief that, “If I just give her some more time and training, she’ll succeed” (which could be true, but hasn’t been for the past five years). Or it could be the belief that, “She’s a single mom and she needs our help.” Or it could be the belief that, “Maybe in a year another position in our company will open up and I can move her over there.” Etc. We all have them. And those self-limiting beliefs do get in the way of making good business decisions.

The beauty of working through this process is that once you play this game, you’ll often find out that what you thought was the major constraint (in this case, “We don’t have enough access to capital”) may, in fact, not be the most important constraint to solve first.

So, before I give you the next step, why don’t we stop here for today. Take out your list of constraints and order them. Play them off against one another and see if you can reduce your constraints down to a handful of the most important constraints to solve first. And most importantly, make sure you identify what the first constraint is that you need to solve before any others!

To your accelerated success!

In its most basic form the theory contends that any manageable system (like your business) is hindered from achieving its potential by a very few number of constraints–of which, one, is the major one. While the book focuses on the throughput of a manufacturing concern, the theory has been expanded into a general management philosophy–which can provide major dividends for you and your business.

Without going through the whole process, you can clearly benefit, at the start of this year, by focusing on its basic idea–which is, instead of looking for 50 or 100 constraints that are holding your business back, you want to look for a handful of major constraints–and then narrow those down to your major one.

The easiest visual picture I can off you is that of a pipe. If you have one section that is clogged so that only a dime’s worth of water can flow through it, it doesn’t matter what you do to improve the other area of the pipe. You can expand the diameter of the pipe in those other sections. You could even upgrade those sections from PVC to aluminum to steel to platinum to gold. And it won’t make a difference—until you fix that one point in the pipe that only let’s a dime’s worth of water through.

Likewise, in your business, you have some built in constraints. And until you fix them, you’ll always be hindered from achieving your goals. All other activities will be less effective, until you solve that major constraint.

Now, while I think it’s true that you win games by playing to your strengths (not your weaknesses), the best teams focus some of their attention on alleviating their weaknesses. For example, a football team that has a great passing game and a terrible running game would be foolish to focus their attention on running the ball. They’ll simply lose–and lose a lot. However, if they don’t pick up their running game, they’ll hinder their passing game’s potential.

In other words, too many people make success an either/or proposition. Either you focus on strengths or you focus on building your weaknesses. When, in fact, it should be a both/and. Run with your strengths and shore up your weaknesses.

However, that said, shoring up and focusing on weaknesses can be both demotivating and difficult for an organization and its people–which is why I like the Theory of Constraints. Because the theory doesn’t say focus on all of them, it says, “Focus on the major one.”

So, how do you do that? Well that’s for our next discussion. But for now, I’d recommend that you take out a piece of paper (or open a new document on your computer) and simply ask the question, “What are the major constraints that are hindering me (and my business/organization) from achieving my (our) potential?”

To your accelerated success!

Note: Your constraints could be external or internal, mental or physical, systemic or situational. For example, your constraint could be an individual. It could be a facility challenge. It could be a mental limitation. It could be a technology issue. It could be a reach issue. It could be a conversion issue. It could be a training issue. It could be a financial issue. Etc. Don’t worry about narrowing down yet. Just start thinking about your constraints.

If so, you’ll want to immediately get your hands on the new free report I just released today entitled, “The Seven Secrets of Fast Growth Companies.”

Inside it you’ll discover,

• The number one differentiator between slow and fast growth companies
• The two key elements you need to use to create a fast growth culture
• A simple practice that can radically reduce the time it takes to implement anything
• A lesson from a Harvard professor that can change the way you think forever about your products and services
• A top team practice that can change any meeting you run—and make it more effective.
• The one metric you need to use before choosing any growth idea if you want to be an accelerated growth company
• How you can create a business that’ll scale fast
• How to avoid letting your market think you’re just like “everyone else.”
• How you can create a business that works 24/7, especially when you’re not around.

• And the number one mistake that most CEOs of small and medium-sized make

To get your copy immediately, just fill in the form in the right hand column entitled, “Interested in the 7 Secrets of Fast Growth Companies?” and then click the submit button, “Send it to me now!”

Then after you read it, post your comments below!

I received an email a few days ago from one of my clients asking about whether or not I had a staff evaluation form for the year end that I could pass along. After answering his question I thought, “I’m sure he’s not the only one asking that question.” So if you’re wondering or have ever wondered about the answer to that question, here are a few quick recommendations.

Number One: No evaluation should ever be a surprise. One of the reasons I’m not a big fan of standardized evaluations is because the best evaluations are based on what you and your employee have agreed to. In other words, evaluations are bad when an employee doesn’t clearly know what they’re being evaluated on—from the beginning of the evaluation period. And even worse, when they’re sandbagged (i.e. blasted over things they didn’t even know they were being held accountable for).

Number Two: The shorter the evaluation form the better. Too many evaluation forms and processes are way too complicated and way too long. Plus, the longer something is, the less operational it is (i.e. if you don’t want to waste your time filling out a long form that your employees won’t use, shorten the form).

Number Three: At the end of the day, you should always design tools (like evaluation forms) that actually accomplish their intended purposes—not just use up time (or fill a slot). And when it comes to evaluations, the intended purposes of an evaluation are to reward positive behaviors and results and redirect incorrect or less effective behaviors. Everything else is extraneous.

Number Four: There are four key questions that every evaluation should attempt to ask and answer (you’ve been waiting for this, haven’t you?). Note: You can add to these four, but you don’t need to.

1. Did they get done what they were supposed to get done (and how well did they get it done)?
2. Did they play well with the others in the sandbox?
3. Did they live out the mission, vision and values of your organization?
4. Did they grow (in their skills, abilities, behaviors, knowledge, etc.)

That’s it. Don’t over-complicate this process. If you want to add additional questions you can, just keep it short.

Number Five: One last thought. The best evaluations I’ve conducted over the years have been ones where I’ve had my employees fill out their forms first and then submit them to me BEFORE we talked. This worked extremely well because I learned things I didn’t know, I got a better understanding of their mindset before we met, and frequently, I found that they were hard enough on themselves–which meant I could then play more “good cop” to their “bad cop” (since they already knew where they had fallen short–and why).

So, there you have it. The four key questions (and really, the only four questions) you need to ask every year whenever you’re evaluating an employee—plus four other ideas to ensure that when you’re engaged in doing your annual evaluations, you’re doing them well!

To your accelerated success,

Note: If you have any other ideas about annual staff evaluations, post your comments below! I’d love to hear your thoughts!

Well, this week, I’m on vacation at one of my favorite places on planet earth, Sea Pines Plantation in Hilton Head, NC. And as is my custom, I get up each morning, get on a rental bike, and go for about an hour long bike ride along the bike paths inside this beautiful resort–filled with wildlife (including gators), gorgeous golf courses, and multi-million dollar homes.

Yesterday morning (Sunday), as I was on my ride, I noticed a number of other people who were running (which is clearly more exercise than I was getting on my pleasure bike ride). And as I saw them, many who were in great shape, I silently thought to myself, “Boy, I wish I were in that great a shape.” Or, “I used to be one of them (like 30 years ago when I was a multi-sport athlete).”

But as I thought those thoughts, my negative thought patterns sprung into action.

• “But I’m not one of them any more.”
• “My knees are in such bad shape from soccer, I can’t run anymore.”
• “It’s been so long since I’ve run, it’ll be an embarrassment if I even start.”
• “I’m too out of shape to run right now, I’ll need to work up to it.” Etc.

You know those kinds of thoughts don’t you?

But something magical happened when I arrived back at our vacation home. I got off my bike and said to myself, “Forget about all the reasons why this won’t work. Just try it. Just run to the fire hydrant. You always talk about speed of implementation. Back it up Jack.”

So I did. Now, it wasn’t pretty. I’d pick a spot. Run to it. Walk the same distance. Run to another spot. Walk the same distance. Run to another spot. Etc. I felt like I sucked all the oxygen out of Hilton Head Island. Hyperventilation would be a polite way of saying what I was experiencing. But I did it!

And this morning, after another hour long bike ride, I ran again. This time, I went about four times farther and sucked a little less oxygen. And so I find myself, on this second day of vacation thinking about how often you and I allow our excuses to get in the way of making progress (not just in our personal lives, but also in our businesses and organizations).

So, how about you? What have you been thinking about doing, but haven’t done, because you’ve allowed your head to get in the way of doing it?

• Calling a prospect (it’s not the right time)
• Hiring a new sales person (I don’t have all the details worked out)
• Creating a new strategic plan (We’re too busy to take the time to work on that)
• Providing critical feedback to an employee (I don’t think they’ll respond well)
• Delegating several tasks (I can get them done faster if I just do them)
• Calling on a prospective joint venture partner (I don’t know if they’ll say, “Yes!” so I better wait)

We all do this. It’s nothing new. But it is reality. What holds you and me back has far more to do with what we tell ourselves than it does with finding some new idea or technique.

So rather than thinking about it today, why don’t you just do it. As long as it’s legal, beneficial, profitable, good, etc. go for it. You’ll be glad you did.

To your accelerated success!