A Company Of Owners. Daren Martin
Читать онлайн книгу.
alt=""/>
Author and thought leader Blake Leath was once asked:
WHAT CAN WE DO TO
GET OUR EMPLOYEES
MORE ENGAGED?
28
His response:
I WOULDN’T BOTHER.
He went on to point out that if your company system, culture,
and ethos don’t engage people already, then trying to “pump
the employees up” in some kind of a “rah, rah” fashion is not
going to work. You have to create a company culture that
taps into people’s desire to succeed.
29
COMPANY CULTURE BEGINS WITH
VISION
31
A CLEAR VISION IS PARAMOUNT.
Owner companies have a clear direction that is understood by
everyone throughout the company. They have a shared vision,
which is meaningful & attainable. A clear company vision
should drive behavior at every level.
32
A STUDY WITH OVER 23,000
WORKERS, MANAGERS AND
EXECUTIVES REVEALED THAT. . .
Only 17 percent felt their organization fosters open
communication that is respectful of differing opinions
and that results in new and better ideas.
Only 10 percent felt that their organization holds people accountable for results.
Only 13 percent have high-trust, highly cooperative working relationships with other groups or departments.1
Just because leaders know what the vision is
doesn’t mean everyone else does.
From the Harris Interactive and FranklinCovey “xQ (Execution Quotient) Questionnaire,” 2004, in Steven R. Covey, The 8th Habit, (New York: Free Press, 2004), 2-3.
33
If you want to build a ship, don’t drum up people together to collect
wood and don’t assign them tasks and work, rather, teach them to
long for the endless immensity of the sea.
—ANTOINE DE SAINT-EXUPERY
Dynamic leaders tell stories; they paint imaginable
pictures of the future, and they inspire people to act.
Mediocre leaders assign a bunch of tasks
and get caught up in the daily activities of
the business.
34
Great leaders
are great
storytellers!
SCRATCH THE SURFACE IN A TYPICAL
BOARDROOM AND WE’RE ALL JUST
CAVEMEN* WITH BRIEFCASES, HUNGRY FOR A WISE PERSON TO TELL US STORIES
—ALAN KAY
* and cavewomen (addition mine)
35
36
MAKE NO LITTLE
PLANS, THEY HAVE
NO MAGIC TO
STIR MEN’S
BLOOD.
—DANIEL BURNHAM
STOP. PAUSE.
THINK.
38
How does what you have read so far inspire
you to think differently about your business?
39
Guy Kawasaki points out companies need a mantra, not a mission.
A mission statement is a bunch of management words on
the wall that don’t tend to drive action.
Example:
“Our mission is to provide a superior customer service
experience by utilizing our years of experience to
enrich our community and employees through
providing a quality . . . ”
POKE ME IN THE EYE WITH A STICK!
A mantra directs actual behavior. It tells you how to act,
what to do, what to make a priority, and so much more.
mantra is
“WE ARE LADIES AND GENTLEMEN
SERVING LADIES AND GENTLEMEN.”
BRILLIANT.
I had a client who had as part of their mission:
“TO BE THE PREMIER REFINING COMPANY. . .”
I suggested this as a litmus test for all behavior and decisions.
This should shape the questions they ask, including
“Is this the way the premier refining company would do it?“
“What would the premier refining company do in this situation?“
“Which