The Four Cornerstones of a High Performance Culture, part 1

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If culture was a pyramid there would be four cornerstones: staff, teams, purpose & values, and strategic planning. At the apex of the pyramid would be a work culture that attains performance beyond expectations. the cornerstones would be defined by the following.

  1. Staffing your organization with the best employees
  2. Teams that are high performance teams
  3. Corporate mission and values that everyone is aligned with
  4. A complete and implemented Strategic Business Plan

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About the Authors

Since working for his family’s boating business to founding his company CMI (Crusading, Marauding Interveners), Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: How to Battle the Business Tsunami by Developing Performance Oriented Cultures. With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. Contact Bruce via email at [email protected] or phone at 800-883-7995. Visit his website at www.cmiteamwork.com.

Alona Banai, CMI’s office manager, wears many hats. She works behind the scenes managing the client process. Alona is the KeyneLink System Administrator for many of CMI’s clients and manages CMI’s Online Marketing including the Company Website, Newsletter, and Social Media.

Alona has been with CMI since February 2011. She has a MS in Plant Biology and Conservation from Northwestern University and a BS in Environmental Science and Hebrew from Washington University in St. Louis. She is also an avid and enthusiastic 5K to 1/2 Marathon participant.

Budget Management Best Practice 2 – Monitor the Market and Be Prepared for Change

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Monitoring changes in the global marketplaceToday’s marketplace is both dynamic and complex; changing rapidly and possessing interrelationships between products, services, and commodities that are often difficult to perceive. These changes and interconnections favor organizations capable of responding to the evolving supply and demand for their current products as well as fulfilling new consumer needs.
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Measuring the ROI of social media? There’s a laugh, and a joke.

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I got an (unsolicited) email offering a webinar to teach me about how to measure, and the importance of measuring, the ROI of social media.

TOTAL JOKE. And a bad one at that.

Social media, business social media, is running wild – with or without you. Your customers and prospective customers are posting on Facebook whether you have the balls to have presence there or not.

And I am not just talking to companies – I am talking to YOU – the individual.

CONSIDER THIS: Of all the grassroots revolutions that have occurred on social media, none of them were started by companies or a governments. They were all started by people – people who were excited, people who were afraid, people who were pissed, and people who wanted change and spoke up. They spoke over CEOs, media, newspapers, government, lobbyists, and politicians.

HERE’S WHAT THEY SHOULD MEASURE: LRI otherwise known as Lost Revenue (and goodwill and customer loyalty) of Idiots.

While Macy’s and most other department stores are/were measuring ROI, Zappos is cleaning their clock, delivering value, connectingwith and responding to customers one on one, and building a billion dollar empire in less time than it took Macy’s to expand to a second store 100 years ago.

Webinars on the subject of ROI of social media are likely run by the same people who thought Amazon.com wouldn’t make it. If Bezos measured the ROI at Amazon in the first five years, he would have quit. He accomplished domination while Barnes & Noble was measuring ROI, and Borders was going broke.

Amazon now has total market dominance based on leadership, vision, and technological excellence. Same with Apple. Microsoft used to laugh at them, now their employees all have iPads and iPods at home.

Measure? No, INVEST RESOURCES IN SOCIAL MEDIA WITHOUT MEASURING. NOW!

It’s way too soon to measure.

MAJOR POINT OF UNDERSTANDING: If they had measured the ROI of TV, or the computer, or the automobile, or the telephone, or the Internet after 5 years, NOBODY would have gotten involved, and we’d be in a technological bog – sinking.

Wake up and smell the opportunity!

People guarding nickels have no idea of the power or the value of business social media, much less social media. They have no idea of the lost opportunity, or the lost revenue. They have no idea of the perception and participation of customers.

My bet is people who measure the ROI of social media HAVE NEVER TWEETED. Wanna take that bet?

I define these people as the ones who still have a small rubber circle in the middle of their keyboard – completely out of touch with what’s new, and trying to prevent the unstoppable force of progress, and customers.

Wanna know who else ‘measured’ financial return?

  • Blockbuster measured online movie services.
  • Blackberry measured smartphones.
  • Microsoft measured music players.

Billion-dollar MIS-MEASUREMENT: Bank of America DIDN’T measure or understand the power of Facebook. They were greedily measuring increased revenue from debit card customers. Their billion dollar loss paled in comparison to their complete loss of goodwill. I doubt they will recover in a decade.

All of those companies are/were foolish.

There’s one company you want to take their time, measure nickels, rely on lawyers, and stick their big toe in the water before getting involved – that one company is your biggest competitor.

Here’s an easy plan to get rolling in a week or two:

1. Gather the email addresses of EVERYONE in your world.
2. Create a first-class, well tagged with key words, business page on Facebook, LinkedIn, and Twitter.
3. Start a YouTube channel by inviting your customers to film WHY they bought from you.
4. Map out a strategy, and goals for engagement, for Facebook, LinkedIn, Twitter, and YouTube.
5. Assign someone to monitor, post, and RESPOND to all who engage.
6. Create six value-based messages, two each for Facebook, LinkedIn, and Twitter.
7. Shoot 2-3 value-based (something your customers could use) videos and post them on YouTube.
8. Invite all of your customers to join you by sending examples of your value messages. I recommend one campaign per media for four weeks – but have links to all in each email.
9. Post something every day on Facebook. Tweet something every day. Link with 2-5 people every day. Post one video a week.
10. If you really want to create some buzz, convert your contacts to Ace of Sales (www.aceofsales.com) – and send emails that differentiate yourself from the competition.
10.5 Only listen to your lawyer if they tell you what you CAN do.

Start there.
Start now.
Start.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].

Recommended Resource – Advocacy

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Advocacy: Championing Ideas and Influencing Others
by John Daly

About the Reference

Advocacy by John Daly provides actionable methods to effectively market ideas such that they are acted upon by the organization. Too often, worthwhile initiatives are pushed aside because they do not receive the critical level of support needed to move forward – merit and positive cost-benefit alone are not typically enough to ‘sell’ an idea. Rather, reputation, relationships, timing, and persuasive messaging is needed to garner the attention and buy-in necessary to gain action on one’s proposals.

In Advocacy, John reveals a step-by-step framework of activities to build the critical mass intangibles needed to drive organizational action. These immediately implementable actions are supported by highly illustrative examples and tools/templates – everything needed to create and execute a plan to get action on one’s next proposal.

Benefits of Using this Reference

StrategyDriven Contributors like Advocacy because of its immediately implementable methods for effectively dealing with the organizational politics common to all businesses. While meritorious competition between initiatives tends to best serve the organization, reality dictates that politics, power struggles, and positioning often hinder the progression of top ideas in favor of less deserving ones. Thus, Advocacy provides the crucial real-world tools every leader should practice when putting forward proposals; thereby ensuring more equitable treatment of the body of ideas being considered.

If we had one criticism of Advocacy it would be that John’s examples are a bit too numerous and a bit too long. While we believe the illustrations could be more concise, it is usually better to have too much than too little detail and the extra here is not a significant distraction.

Effectively dealing with office politics, power struggles, and positioning is a matter of life in today’s business world. Advocacy‘s positive promotional methods provide a comprehensive, actionable way of dealing with these influencers with the goal of benefiting the organization; making it a StrategyDriven recommended read.

Budget Management Best Practice 1 – Line Item Awareness

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Budget Management Line Item AwarenessThe primary organizational responsibility of every executive and manager is the diligent management of resources. This oversight is clearly expressed through the effective management of an executive or manager’s assigned budget.
Hi there! This article is available to StrategyDriven Personal Business Advisor Remote Access and Dedicated Advisor clients and those who subscribe to one of the article's related categories. If you're already a Remote Access or Dedicated Advisor client or a related category subscriber, please log in to read this article. Not a client? We'd love to have you on board. Check out our StrategyDriven Personal Business Advisor service options.