and they inspire people to act.
Mediocre leaders assign a bunch of tasks
and get caught up in the daily activities of
the business.
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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)
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MAKE NO LITTLE
PLANS, THEY HAVE
NO MAGIC TO
STIR MEN’S
BLOOD.
—DANIEL BURNHAM
STOP. PAUSE.
THINK.
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How does what you have read so far inspire
you to think differently about your business?
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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 of these two candidates would the premier refining company hire?“
A GOOD MANTRA
IS MARCHING ORDERS!
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ACT
:
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ASK YOURSELF WHAT IS YOUR
COMPANY’S “BAM”?
BUSINESS ACTIONABLE MANTRA
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DOES YOUR COMPANY HAVE DRONES,
CRONES, OR OWNERS?
WHY, WHEN I ASK FOR A PAIR OF
HANDS, DO I GET A BRAIN?
–HENRY FORD
Toyota gets an average of 40 ideas a year from every employee!
Companies like Toyota developed an “all hands on deck”
philosophy which drove a culture of true continuous
improvement and a much superior product which
has DOMINATED the market for MANY years.
In fairness to Henry Ford, he was trying to create an assembly
line in an age of craftsmen. He needed consistency and
didn’t want workers thinking. He wanted his workers to
only do what they were told. After manufacturing matured,
the idea of a mindless workforce became a liability.
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