“We have always been committed to building trust, communication, and respect with our customers and employees. Our customer-care program is a sentiment to our dedication of providing world-class service and helping people to achieve the American dream.”
SCOTT GRUGEL, DIVISIONAL PRESIDENT, INTERIOR SPECIALISTS, INC.
F.W. Woolworth’s Ten–Cent Vision
When young F.W. Woolworth was a store clerk, he convinced his boss to support his vision to have a ten-cent sale to reduce inventory. The boss agreed, and the idea was a resounding success.
This inspired Woolworth to open his own store and price items at a nickel and a dime. He needed capital for such a venture, so he asked his boss to supply the capital for part interest in the store.
His boss turned him down flat. “The idea is too risky,” he told Woolworth. “There are not enough items to sell for five and ten cents.” Woolworth went ahead without his boss’s backing, and he not only was successful in his first store, but eventually he owned a chain of F.W. Woolworth stores across the nation. Later, his former boss was heard to remark, “As far as I can figure out, every word I used to turn Woolworth down cost me about a million dollars.”
AUTHOR UNKNOWN
7. Is the vision inspiring and uplifting?
I am often asked: “How do I motivate my team—should I give them more money?” Money always helps, but if you make the relationship with your team and what they do for you just about money, then that will be the primary motivator. Your relationship with employees should be about more than just a paycheck. Generation “Y” and for that matter, other generations want a deeper relationship. They want a sense of belonging and a sense of purpose through more meaningful work, recognition, fun, and involvement in the things that affect their jobs and future.
Inspirational leaders and companies inspire their employees with uplifting dream pictures, which ignites one of the true keys to motivation: the possibility and probability of achieving something extraordinarily great—together.
Imagination is the power switch for all potential. It is where a visual image is engineered into a seed of creation—the doorway through which all of us manifest our hopes and dreams, which spark the flames of directed passion and shared destiny.
When the Disney creative team invented the word “imagineering” for the Epcot Center, they knew just as Walt Disney did that this was where the creative force of great things began: in the engineering of a great vision.
Jim Collins and Jerry Porras, in their book Building Your Company’s Vision, talked about creating a BHAG—A Big Hairy Audacious Goal.
“A true BHAG is clear and compelling, serves as a unifying focal point of effort, and acts as a clear catalyst for team spirit. It has a clear finish line, so the organization can know when it’s achieved its goal. People like to shoot for finish lines.”
Companies that create an inspiring and uplifting vision mobilize the energy and focus of their team, and lay a foundation for the creation of a high-performance team culture. It is critical and strategically necessary.
When planning for a year, plant corn. When planning for a decade, plant trees. When planning for life,
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