My sixth book is Houston Legends, a definitive history of a dynamic global capitol.
Houston was the first word spoken from the moon. It is the hub of the world’s energy industry, headquarters of medical innovation and entrepreneurial phenomena. For 200 years, Houston has been the funnel to international commerce.
Houston Legends contains secrets of CEOs, trail blazers and community impresarios, from superstar Beyoncé to heart transplant pioneer Dr. Michael Debakey, from aviation pioneer and Hollywood movie mogul Howard Hughes to Amazon founder Jeff Bezos, from business titan Jesse Jones to community visionary George Mitchell, from oil drilling inventions to NASA space explorers.
I chose representative industries and community service niches as snapshots of a wider photo album. Not every name and fact is in here, but this business focused look gives perspective to modern life. Recurring themes include pioneer spirit, business innovation, community give-back, growth and vision.
I am a business guru at the national and international levels. My other books are about business, save one on Hollywood (which is big business). This book is a nostalgic stroll down memory lane in Houston, with small doses of business advice thrown in. The purpose was to recall and remember our heritage of business, entrepreneurship and the will to achieve even more.
In researching for this book, I studied dozens of others. Most were picture books and dwelled in the old days from community settlement and emerging society perspectives. It was nice to read about the fight for Texas independence and see pictures of all the old homes that used to be located downtown. This book looks at specters of business, commerce, distribution, consumption and opportunity, which typify Houston’s dynamic growth. Hopefully, this history compliments those books full of old pictures.
I started visiting Houston in the early 1950’s. I had an aunt, uncle and cousins that lived here. Houston was so much bigger and more cosmopolitan than the little town that I lived in (Austin). Today, I see Houston as a collection of communities, economic engines and entrepreneurial opportunities. I work all over the world and finally got the opportunity to write a hometown book.
Houston represents many things to many people. This is where we live and work, where we are educated and entertained, where culture and community pride are stimulated and where we learn some lessons in living together with others.
Houston is a growth community. It has seen industries emerge and mature. It boasts generations of healthy families. It encompasses lifestyles, cultures and opportunity that no other world-class city can match.
Yet, when you look at Houston, it is a collection of neighborhoods, business districts and quality lifestyles. Houston embodies many growing communities, the confluence being an international hub for this nation. Creative partnerships account for Houston’s documented growth.
As the city lives the 21st Century, we celebrate the historical, utilize state-of-the art technology and reflect changing social needs will always be at the forefront of the future. With a sense of pride, reflection and optimism for the future, Houston’s business is dedicated to identifying, meeting and serving every need of our community.
Houston is a collection of neighborhoods, cultures and families. Communities which grow and prosper will analyze and serve the needs of present generations. While honoring the heritage, we carefully plan for the future. Whether in the global sense or on the blocks on which we live, layers of generations comprise our essence.
Every community is a collection of lifestyles, inspired through the structures in which they take place are centers of synergy. Houston leaders are contributing to the quality of life and encompass the needs and activities of Houstonians.
Everywhere that you look in Houston, you see the fingerprints of business. This includes downtown, the Medical Center, the universities and colleges, the Galleria, NASA, Greenway Plaza, entertainment and sports facilities, airports, churches, and schools. As business and industry were challenged to perform at their highest standards, the entire community has benefited exponentially. In the minds of innovators and those who have followed, we care, we achieve, and we look for ways to get better at what we do.
As a result, Houston has experienced several eras of planned, sustained growth. We’re more than a boom or a trend. When reading this history of Houston, you will find the legacy of business on almost every page. Orderly growth has been achieved by mastering technology, business standards and adapting to changing community dynamics. Entrepreneurs have embraced innovation, creativity, safety and commitment to quality.
The best indicator of progress made is to periodically re-examine our best work, celebrate the teamwork involved and then re-apply the winning ingredients toward the next phase of growth. Because our community has mastered the fine art of collaboration, we have many great successes to recognize and admire. Houston Legends are symbolic of the mission and actual practices of community leaders, bringing the best minds and resources into successful business partnerships.
Every facet of business plays a part in facilitating orderly community growth. As our communities prosper, so do our member firms. Collectively, we make artistic, technical, procedural and economic differences in the greater Houston area.
As the city progresses through the 21st Century, we celebrate the historical, utilize state-of-the-art technology and continually seek to improve the quality of life. Strategies which address and reflect changing social needs will always be at the forefront of the future.
About the Author
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.
Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.
https://www.strategydriven.com/wp-content/uploads/HankMoore2.jpg333290StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2015-06-05 06:42:182015-12-19 19:24:31The Big Picture of Business – The Making of a Classic: Houston Legends. How Entrepreneurs and Business Made City Grow.
Do you know what’s stopping you or your company from making the changes necessary to have more success? Or why prospects aren’t buying something they need? Or why clients aren’t adopting the changes they seek? The problem is resistance. And as change agents we’re inadvertently creating it.
Change requires that a complacent status quo risk its comfort for something unknowable – the probable loss of narrative, expectations, habitual activities and assumptions with no real knowledge of what will take its place. People don’t fear the change; they fear the disruption.
The Status Quo of the System
To understand why our status quo is tenacious we must understand systems. Simply, a system – for the sake of this article families, corporations, or individuals – is:
a collection of policies, beliefs, agreements, goals and history, uniquely developed over time, which
embrace uniform rules that are
recognized and accepted by all and
constitute the foundation of all decisions.
Because of the law of homeostasis (simply, all systems seek stability) any change potentially disrupts the status quo and will be resisted, even if the ‘new’ is more effective; even if the system seeks the change; even if the persuader is skilled at persuasion tactics.
Until or unless a system is able to shift its rules so that the new product, idea or implementation has the ability to fit in and new rules are adopted that reconfigure the status quo from within, change faces an uphill battle. The system is sacrosanct.
To get folks to change their minds or accept a solution and avoid resistance, it’s necessary to first:
help the system discover the differences between the new and the old,
help the system discover the details of the risk,
facilitate an acceptable route to managing the risk,
facilitate buy-in from the right people/elements
regardless of the efficacy of the proposed change or the need.
Our Guidance Pushes Against Stable Systems
Entire fields ignore these change management issues to their detriment:
the sales model fails 95% of the time because it attempts to push a new solution into the existing status quo, without first facilitating a buyer’s non-need change issues;
coaches end up needing 6 months with clients to effect change as they keep trying to push new behaviors into an old system – and then blame clients for not listening’ or believing they have the ‘wrong’ clients;
consultants and leaders have a high rate of failed implementations as they attempt to push the new into the old without first collaboratively designing new structures that will accept the change.
Persuasion and manipulation tactics and guidance strategies merely push against a stable system. As outsiders, it’s unlikely we can acquire the historic knowledge and consensus from all relevant insiders, or design the new rules for systemic change, for our ideas or solutions to gain broad acceptance throughout the system.
We can, however, facilitate the system in changing itself. Then the choice of the best solution becomes a consequence of a system that is ready, willing, and able to adopt excellence.
Obviously, having the right solution does not cause change: pitching, suggesting, influencing, or presenting before a system has figured out how to manage change is not only a time waste, but causes resistance and rejection of the proposed solution. So all of our logic, rational, good content, reasoning, or persuasion tactics are useless until the system is ready. Facilitate change first, then offer solutions in the way that the system can use it.
The question is: do you want to place a solution? Or expedite congruent change?
Listening for Systems, Facilitating Change
For the past 30 years I have designed unique models that facilitate change from the inside. Used in sales, and now being used in the coaching industry, my Buying Facilitation® model offers a unique skill set that teaches systems how to change themselves, and includes listening for systems rather than content, and a new way to use questions (Read Dirty Little Secrets (www.dirtylittlesecretsbook.com.).But whether you use my model or develop one of your own, you must begin by facilitating change, not by attempting to first ‘understand need’ or place a solution or idea.
I’m suggesting that you change your accustomed practices: the idea of no longer listening for holes in a client’s logic to offer guidance goes against the grain of sellers, coaches, and consultants. By listening for systems, by focusing on facilitating change and enabling consensus and change management, change agents are more likely to sell, coach, and implement.
I’ve written a new book (What?) to help you hear what others are really saying rather than just what you want to hear. I’ve made it free: www.didihearyou.com. Read it, and then let’s start a conversation. Let’s begin to think of managers, sellers, leaders, and coaches as true consultants who can hear what their clients mean. Let’s add a few facilitation skills and be the agents of real change with integrity.
Why do we do what we do? What causes us to succeed, fail, procrastinate? Is it our environment? Our biology? Our New Year’s resolutions? There’s much debate why our motivation goals fail and how to resolve them. I believe we’re addressing the wrong issues.
Why Promoting Behavior Change Causes Resistance
Everything I’ve read on resolving ‘motivation’ issues focus on behaviors: why, how, when. Courses, keynote speakers, books, attempts to pump up, stimulate, and otherwise inspire. All trying to cause the ineffective behaviors to change to effective ones. But change doesn’t happen this way. Motivation involoves both shifting beliefs, and creating new habitual behaviours, that our unconscious status-quo will accept and adopt over time.
Here’s why: A behavior is the action – the representation – of a (largely unconscious) belief. Lasting behavior change occurs only when there is first a shift in the beliefs responsible for the behavior (Complex, due to the habitual and systemic nature of our belief?behavior connection).
So: a belief change will trigger a new behavior to match the new belief.
Trying to change a behavior, without changing the underlying beliefs first, causes pushback because our status quo is being disrupted and threatened. So new behaviors to respond to Commit! Achieve! will create resistance without the necessary buy-in from the foundational beliefs that caused the problem.
To effectively motivate ourselves and others, we must facilitate an unconscious shift from the ineffective beliefs to successful ones, and then introduce new commensurate behaviors. While there are certainly helpful training and coaching approaches to accomplish this, one way to get there is by listening to our Internal Dialogue.
A Case Study in Motivation
I’m going to use myself as a case study, as I have had a continual issue motivating myself to get to the gym. Basically, I trigger my healthy beliefs whenever I hear my Internal Dialogue rationalizing why I don’t need to go. Motivation is an inside job.
Here’s how I do it. I deeply believe I’m a healthy person, and that the gym is a necessary evil to maintain my identity. Whenever I hear my inner voice making excuses [“It’s so cold outside. You really would be better off staying inside where it’s warm.”] I have a trigger that pings me to shift me over to my higher-level beliefs Self, Health, Excellence – who I am. “No, you idiot. You’re a healthy person because you work out, so shut up and bundle up and get out the door.”
Indeed, by listening to my Internal Dialogue in many situations, I’ve trained myself to automatically counter non-motivating behavior with my higher-level beliefs that will then motivate me. (I have written a chapter on how to shift from behaviors to beliefs in my new book What? Did you really say what I think I heard? that’s offered free at www.didihearyou.com.)
Motivating Our Teams to Excellence
We can adapt this for our teams. Right now, we tell them ‘how’ and ‘why’ to succeed. We are hiring keynote speakers to ‘Motivate’ our sales forces and leaders, bringing in consultants to ‘Motivate’ more success. But all this is accomplishing is pushing new activities into the habitual status quo and merely getting some meager shifts that last a brief time. Then we blame the failure on our staff or the training.
Let’s motivate by teaching folks to listen to their own Internal Voices. Here are a few pointers (and again, my new free book has an entire chapter on how to accomplish this):
Listen to your Internal Dialogue when you hear yourself making excuses. Behind every resistance is a belief that is holding the ineffective behavior in place.
Notice the underlying beliefs that keep your current ineffective behavior in place and see if you have other beliefs that might be reweighted to take over for the ineffective ones (In my case, I move ‘health’ up on top of ‘comfort’ when it comes to the gym).
Shift/reweight beliefs to put the effective ones on top.
Add new behavioral choices that match the reweighted belief.
It’s more complicated than merely attempting to add some new behaviors, of course. But the change will be permanent. And you can use the skill any time change is required.
Begin the process of listening to yourself more closely and more often. If you want to learn more about bridging the gap between what’s said and what’s heard (www.didihearyou.com) I’m offering the digital book for free to make sure everyone has the capability to communicate, change, and motivate by truly listening. Or go to www.sharondrewmorgen.com to learn more about facilitating change in sales.
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Every business, company or organization goes through cycles in its evolution. At any point, each program or business unit is in a different phase from the others. Every astute organization assesses the status of each branch on its Business Tree™ and orients its management and team members to meet constant changes and fluctuations.
It’s not that some organizations ‘click’ and others do not. Multiple factors cause momentum, or the lack thereof. As companies operate, all make honest and predictable mistakes. Those with a willingness to learn from the mistakes and pursue growth will be successful. Others will remain stuck in frames of mind that set themselves up for the next round of defeat or, at best, partial-success.
The saddest fact is that businesses do not always know that they’re doing anything wrong. They do not realize that a Big Picture must exist or what it could look like. They have not been taught or challenged on how to craft a Big Picture. Managers, by default, see “band-aid surgery” as the only remedy for problems… but only when problems are so evident as to require action.
Is it any wonder that organizations stray off course? Perhaps no course was ever charted. Perhaps the order of business was to put out fires as they arose, rather than practicing preventive safety on the kindling organization. That’s how Business Trees in the forest burn.
This chapter studies obsolete management styles and corporate cultures that exist in the minds of out-of-touch management. Reliance upon many of these management tenets subsequently brought Enron and many others down.
This includes the characteristics of addictive organizations, their processes, promises and forms. It reviews the Addictive System, the company way and the organization as an addict. This chapter studies communications, thinking processes, management processes, self-inflicted crises and structural components of companies that go bad, or maybe never do what it takes to be good. Topics discussed include the society that produced business scandals, accountants and auditors, pedestals upon which CEOs are placed, spin doctoring, compensations and accountability issues with managers.
Companies are collections of individuals who possess fatal flaws of thinking. They come from different backgrounds and are products of a pop culture that puts its priorities and glories in the wrong places…a society that worships flash-and-sizzle over substance.
Characteristics of Corporate Arrogance
Support others who are like-minded to themselves
Scapegoat people who are the messengers of change
Blame others who cannot or will not defend themselves
Find public and vocal ways of placing blame upon others
Shame those people who make them accountable
Neither attends to details nor to pursue a Big Picture
Perpetuate co-dependencies
Selectively forgets the good that occurs
Find three wrongs for every right
Do little or nothing
At all costs, fight change… in every shape, form or concept
Making the wrong choices
Inability to listen. Refusal to hear what is said
Stubbornness
Listening to the wrong people
Failure to change. Fear of change
Comfort level with institutional mediocrity
Setting one’s self up for failure
Pride
Avoidance of responsibilities
Blaming and scapegoating others
People who filter out the truths
Non-risk-taking mode
Inaccessibility to independent thinkers
Calling something a tradition, when it really means refusal to change
Preoccupation with deals, rather than running an ongoing business
Arrogant attitudes
Ignorance of modern management styles and societal concerns
Failure to benchmark results and accomplishments
Incorrect Assumptions that People Make
That wealth and success cure all ills
That business runs on data. That data projects the future
That data infrastructure hardware will navigate the business destiny and success
That all athletes are role models. That all well-paid athletes are national heroes
That the CEO can make or break the company single-handedly
That doctors don’t have to be accountable to their customers
That education stops after the last college degree received
That TV newscasters are celebrities and community leaders
That having an E-mail address or a website makes one an expert on technology
That the Internet is primarily an educational resource
That technology is the most important driving force in business and society
That buying the latest software program will cure all social ills and create success
That community stewardship applies to other people and does not require our own investment of time
That white-collar crime pays and that highly paid executives will avoid jail time
That senior corporate managers have all the answers and do not need to seek counsel
That return on shareholder investment is the only true measure of a company’s worth
That all people who grew up in the south are racist
That government bureaucrats are qualified to make decisions about taxpayer money
That activists for one cause are equally open-minded about other issues
That corporate mid-managers with expense accounts are community leaders
That deregulation is always desirable and in the public’s best interest
That home-based businesses are more wealth-producing than holding a job
That professionals can get by without developing public speaking and writing skills
Fatal Quotations Often Voiced to Justify Fatal Thinking
“Might makes right. Take no prisoners. Wear the other side down.”
“Everyone knows who we are and what we do.”
“Our accountants will catch it and take care of it.”
“It’s none of their business. The public be damned.”
“We’re not paying people to think… just to do. Make them understand.”
“We don’t need outsiders coming in and hogging the credit.”
“If you don’t cooperate with me, I’ll bring you down.”
“We cannot do that right now. Once this crisis is past, we can think about the future.”
“How does this contribute to our bottom line?”
“If it does not contribute directly to the bottom line, we’re not interested.”
“We have more business than we can handle.”
“Too much competition destroys free enterprise. We need to eliminate competition.”
Addictive Organizations
Addictive organizations are predicated upon maintaining a closed system. Alternately, they are marked by such traits as confusion, dishonesty and perfectionism. They are scarcity models, based upon quantity and the illusion of control. Only the high performers get the gold because there are not enough bonuses to go around. Addictive organizations show frozen feelings and ethical deterioration.
Addictive organizations dangle ‘the promise’ to employees, customers, stockholders and others affected. People are lured into doing things that enable the addictive management’s pseudopodic ego.
All that is different is either absorbed or purged. The addictive organization fabricates personality conflicts in order to keep people on the edge all the time. There exists a dualism of identifying the rightness of the choice and a co-dependence upon the rewards of the promise.
In such companies, the key person is an addict. The CEO and his chosen lieutenants have taken addictions with them from other organizations. The organization itself is an addictive substance, as well as being an addict to others. They numb people down and addict them to workaholism.
The addictive system views everything as ‘the company way.’ The entity is outwardly one big happy family. It is big and grandiose. The emphasis is upon the latest slogans of mission but does not look closely at how its systems operate. The term “mission” is a buffer, excuse, putdown and roadblock.
Rather than embrace the kinds of Big Picture strategies advocated in this book, the addictive system seeks artificial fixes to organizational problems, such as bonuses, benefits, slogans and promotions of like-minded executives.
Communications are always indirect, vague, written and confusing. People are purposefully left out of touch or are summarily put down for not co-depending. Secrets, gossip and triangulation persist, as a result. The addictive organization does communicate directly with the news media and often adopts a ‘no comment’ policy. Company officers (who should be accessible to media) are cloistered and unavailable. The addictive organization does not recognize that professional corporate communications are among the best resources in their potential arsenal.
The addictive system does not encourage managers to develop thinking and reasoning processes. The system portrays forgetfulness, selective memory and distorted facts into sweeping generalizations. We are expected to take them at their word, without requesting or demanding facts to justify.
In the addictive organization, those who challenge, blow whistles or suggest that things might be better handled are neither wanted nor tolerated. Addictive managers project externally originated criticism back onto internal scapegoats. There is always a strategy of people to blame and sins to be attributed to them.
Management processes tend to exemplify denial, dishonesty, isolation, self-centeredness, judgmentalism and a false sense of perfectionism. Intelligent people know that perfectionism does not exist and the quest for quality and excellence is the real game of life and business. Addictive organizations do not use terms like ‘quality’ and ‘excellence’ because such terms must be measured, periodically reexamined and communicated… the organization does not want any of that to occur.
There persists a crisis orientation, meaning that everything is down to the wire on deadlines (not to be confused with just-in-time delivery, which is a good concept). Things are kept perennially in turmoil, in order to keep people guessing or confused. Management seduces employees into setting up competing sides in bogus feuds and manipulating consumers.
Structural components include preserving the status quo, fostering political games, taking false measurements and pursuing activities that are incongruent with the organization’s announced mission.
7 Layers of Organizational Addictiveness.
Companies that Go Bad… self-inflicted Crises.
Self Destructive Intelligence. There exists a logic override. Since the company does not believe itself to be smart enough to do the right things, then it creates a web of rationalism. Since the mind often plays tricks on itself, management capitalizes upon that phenomenon with people who may question or criticize.
Hubris. This quality destroys those who possess it. Such executives exhibit stubborn pride, believing their own spin doctoring and surrounding themselves with people who spin quite well on their behalf. They adopt a “nobody does it as well as we can” mentality. Such companies scorn connections, collaborations and partnering with other organizations.
Arrogance. Omnipotent fantasies cause management to go too far. The feeling is that nothing is beyond their capacity to succeed (defined in their minds as crushing all other competition).
Narcissism. Company executives possess excessive conceit. They are disconnected from outside forces, self-centered and show a cruel indifference to others. The view is that the world must gratify them.
Unconscious Need to Fail. These companies try too hard to keep on winning. With victory as the only possible end game, all others must be defeated along the way. In reality, these people and, thus, their organizations, possess low self-esteem. Inevitably, they get beaten at their own games.
Feeling of Entitlement. Walls and filters have been established which insulate top management from criticism (which is viewed as harming the chain of armor, rather than as potentially constructive). Anger stimulates many of their decisions. The feeling is that they deserve it all. Power satisfies appetites. These executives have poor human relations skills. They believe that excesses are always justified.
Collective Dumbness. Such organizations have totally reshaped reality to their own viewpoints. The emperor really has no clothes, but everyone overlooks the obvious and avoids addressing it forthrightly. The organization dumbs down the overall intelligence level, so that people are in the dark and cannot readily make judgment calls. Cults of expertise function in vacuums within the company. Neurotic departmental units do not interface often with others. Employees are slaves of the system. There exists total justification for what is done and an ostrich effect toward calls for accountability.
Techpitfalls.com
Reasons why companies fail.
Roadblocks to growth, opportunities missed.
Companies come and go. Not every start-up is destined to make it. Yet, in this era of super-hype about tech and dot.com companies, unrealistic expectations precluded most of their successes from the beginning.
The hype now is that the bubble burst. Former dot.com owners are crying that they were stripped of their entitled riches. Employees who were promised stock options came away without still knowing what it takes to build a real business.
The e-commerce and dot.com wars have more than their share of casualties because their players never had the artillery and mindset to play seriously in the first place. Overt marketing hype led to an unwatchful marketplace… which always wakes up to the realities of business eventually.
Technology companies must now learn the lessons that steady-growth companies in other industries absorbed. Actually, most companies still have not truly learned the lessons. Thus, most businesses are at frequent ‘crossroads,’ where turns have deep implications and far-reaching.
I advised several technology companies during their gravy years. I tried to warn them about the things that would get them into trouble:
Focusing upon technology… not upon running a business
Maintaining too much of an entrepreneur and family business mindset
Branding before being a real company
Their system’s inability to deal with any kind of disruption
Each side picks their favorite numbers for ‘success’ because they really do not know
Not comprehending the business you’re really in
Venturing too far from your areas of expertise
Thinking that the rules of corporate protocol did not apply to them
Misplaced priorities and timelines
Making financial yardsticks the only barometers
Wrong relationships with investors… letting angels call too many shots
Getting bad advice from the wrong people, mainly other tech professionals
Rationalizing excuses, ‘the rules have changed’
Feeling entitled to success and exemptions from business realities
Copycats of others’ perceived successes
Working long and hard, but not necessarily smart
Failure to contextualize the product, business, marketplace and bigger picture
Inability to plan
Refusal to change
Most of these pitfalls are common to so many industries. They simply were focused upon tech companies from 1994-2000 because they were the latest flavor. Some heeded the advice of myself and others… many did not avail themselves.
Reasons why some want to grow beyond their current boundaries:
Prove to someone else that they can do it
Strong quest for revenue and profits
Corporate arrogance and ego, based upon power and influence (as well as money)
Sincere desire to put expertise into new arena
Really have talents, resources and adaptabilities beyond what they’re known for
Diversifying as part of a plan of expansion, selling off and re-growing subsidiaries
The marketplace dictates change as part of the company’s global being
Circumstances under which they expand include:
Advantageous location became available
Someone wanted to sell out… a great deal was tough to pass up
Can’t sit still… must conquer new horizons
Think they can make more money, amass more power
Desire to edge out a competitor or dominate another industry
Create jobs for existing employees (new challenges, new opportunities)
Part of their growth strategy to go public, offering stock as a diversified company
This is what often happens as a result of unplanned growth:
The original business gets shoved to the back burner
The new business thrust gets proportionately more than its share of attention
Capitalization is stretched beyond limits, and operations advance in a cash-poor mode
Morale wavers and becomes uneven, per operating unit and division
Attempts to bring consistency and uniformity drive further wedges into the operation
Something has to give: people, financial resources, competitive edge, company vision
The company expands and subsequently contracts without strategic planning
7 Defeating Signs for Growth Companies
Systems are not in place to handle rapid growth, perhaps never were
Their only interest is in booking more new business, rather than taking care of what they’ve already got
Management is relying upon financial people as the primary source of advice, while ignoring the rest of the picture (90 percent)
Team empowerment suffers. Morale is low or uneven. Commitment from workers drops because no corporate culture was created or sustained
Customer service suffers during fast-growth periods. They have to back-pedal and recover customer confidence by doing surveys. Even with results of deteriorating customer service, growth-track companies pay lip service to really fixing their own problems
People do not have the same Vision as the company founder… who has likely not taken enough time to fully develop a Vision and obtain buy-in from others
Company founder remains arrogant and complacent, losing touch with marketplace realities and changing conditions
Everything we are in business stems from what we’ve been taught or not taught to date. A career is all about devoting resources to amplifying talents and abilities, with relevancy toward a viable end result.
Business evolution is an amalgamation of thoughts, technologies, approaches and commitment of the people, asking such tough questions as:
What would you like for you and your organization to become?
How important is it to build an organization well, rather than constantly spend time in managing conflict?
Who are the customers?
Do successful corporations operate without a strategy-vision?
Do you and your organization presently have a strategy-vision?
Are businesses really looking for creative ideas? Why?
If no change occurs, is the research and self-reflection worth anything?
Failure to prepare for the future spells certain death for businesses and industries in which they function. The same analogies apply to personal lives, careers and Body of Work. Greater business awareness and heightened self-awareness are compatible and part of a holistic journey of growth.
Business is in transition… with unclear anchoring of where they’ve been and where they could head. Young and mid-level workers do not really know what it takes to succeed long-term and been.
About the Author
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.
Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.
https://www.strategydriven.com/wp-content/uploads/HankMoore2.jpg333290StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2015-04-17 06:21:172015-12-19 19:31:26The Big Picture of Business – The Fatal Flaws of Corporate Thinking
In his famous poem, Robert Frost declared that he preferred to take “the road less travelled by.” I take that idea not only as a useful philosophy for life, but also as an even better guide for business.
When I began to buy and sell commercial real estate in 1968 I was told that the market had been weak for years, and I was foolish to even consider that kind of investment.
Luckily, my father raised me to be a contrarian.
I smiled and began to invest. The market soon improved dramatically. Since that time, I’ve continued to follow my father’s advice and grown my business into a billion dollar company.
“If everyone is buying, then sell,” he used to say. “If everyone is selling, then it’s time to buy.” He once called his stockbroker, Carr Neel Miller, and asked for his company’s research on the First Charter Financial Corporation. Mr. Miller said, “Fred, the Savings and Loan industry is so shaky that E. F. Hutton & Co. doesn’t even follow it. We have no research.”
My father smiled and bought 4,000 shares of First Charter Financial at $7.00 a share. Four years later, when brokerage houses were heartily recommending the stock, my dad sold First Charter at $28.00 a share. That’s a profit of 300 percent in four years.
It pays to be a contrarian.
Of course, being a contrarian doesn’t mean you always go against the grain. You have to be selective. But being a contrarian means that you are always willing to QUESTION your direction, especially when everyone else seems to be floating with the current.
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Alan Fox is the president of ACF Property Management, Inc, and author of The New York Times bestseller PEOPLE TOOLS: 54 Strategies for Building Relationships, Creating Joy, and Embracing Prosperity. He has university degrees in accounting, law, education, and professional writing. He was employed as a Tax Supervisor for a national CPA firm, established his own law firm, then founded a commercial real estate company in 1968 that now owns over one billion dollars in real estate. Fox is the founder, editor, and publisher of Rattle, one of the most respected literary magazines in the United States, and he sits on the board of directors of several non-profit foundations. Visit www.peopletoolsbook.com.
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