Tom Peters - 10 Quotes to Create Excellence

Tom Peters is the champion for companies providing excellence in customer service. He writes about it frequently and does so with passion on his blog. The type of passion he wants companies and employees to have in dealing with their customers.

Here is a list of ten quotes from Tom. While all of them are insightful, I particularly resonate with number 5.

1. Excellence comes from human beings doing things of value that customers find memorable.

2. Remember. You are the only human being in the world who can help this particular customer at this particular moment in time.

3. The thing that keeps a business ahead of the competition is excellence in execution.

4. Brand inside is more important than brand outside for sustained success.

5. Leaders' careers will usually be determined by their handling of one or two critical events that no one could possibly anticipate or plan for.

6. Make sure that you spend your time on the things you say are your priorities.

7. Tuck the shower curtain in and give away two-cent candy!

8. It's remarkable how quickly an excellent culture can be torn apart by poor management.

9. Irrelevance comes from always doing the things you know how to do in the way you've always done them.

10. If you love your company and love what you do, you will serve your customers better—period!

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Leadership - John Pepper

John Pepper is the ex-CEO and Chairman of the Board of Procter & Gamble. Not only did he lead the company to dramatic growth globally and set in place strategies for future growth and profitability, he is an exemplary leader. He inspires people and makes them achieve more than they ever thought possible. I have had the privilege of working for John several times during my 23 years with P&G.

In his book “What Really Matters” John Pepper reviews many of the leadership lessons from his 40+ year career at Procter & Gamble and his work outside with United Way, National Underground Railroad Freedom Center and Yale University. I am reprinting an excerpt from the book here. The complete book is outstanding and I highly recommend it for all executives.

John Pepper’s model for effective personal leadership is:

Leadership Mission
To guide and enable outstanding accomplishments and purposeful growth of individuals and institutions to help create and sustain a purposeful future.

Key Attributes of a Leader
* Develops strong personal character – starting with integrity.
* Believes deeply and passionately in the purpose of the organization. A huge appetite to win. The team comes first. “One team. One Dream.”
* Commits and makes a huge personal contribution while helping others to be all they can be.
* Challenges the status quo constantly. Always seeking to improve.
* Conveys deep respect and trust in others and the despite to help them grow.
* Pursues and stands up for he/she believes in with wisdom courage and persistence.

Key Leadership Skill Behaviors
Envision – Create the future and change the game.
Engage – Build relationships and collaborations.
Energize – Inspire people, gain enrollment and commitment.
Enable – Build capability to deliver results.
Execute – show the way in delivering superior winning results.

Go get the book.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Three Extra Hours

In February, Starbucks closed all their U.S. stores for three hours for an employee training session. That’s right; they closed all of their stores during a peak period of the early evening and then opened them all up again before closing at their regular time. In our 24/7/365 world, this seems almost unthinkable, especially for an establishment that sells coffee, the fuel that enables us to live with little downtime.

The press that followed, commented on Starbucks need to get refocused and to bring all of their employees in line with their corporate plan. Strategic planning and alignment is critical for business success. Or they commented on the need to re-instill the importance of superb interactions with their customers. After all, it is the atmosphere of the stores that really brings us all back and positive customer experience is critical for business success. Or they focused on the training that would enable the employees to produce the consistent quality cup no matter what the variety of additives. When we go into a Starbucks anywhere in the US (and even internationally) we don’t want any surprises. Consistency and efficiency are critical to business success.

All important actions. In fact, our consulting group works with clients on each one of these aspects and more. They are all important to business success.

However!

There is another lesson. What would life be like if you were to shut down your operations for three hours? Just three hours! What could you accomplish in that time period without email, internet, phone and visitors? When was the last time that you had three uninterrupted hours to do anything let alone think?

I suspect you could get a significant amount of really important work done. It would be the thinking type of work that always gets pushed aside by more “urgent” matters or fire fighting. While you would have to adjust to not having many of the tools at hand during the period, you would be able to retrain your mind to do the work it really was created for you to do and make use of your core talents.

Giving executives these three hour periods is also something that we do in our consulting group. One of the results of the work described above is a focus on what is really important and then creating the means to capitalize on it most effectively. The company gets the means to accelerate its business progress and the leaders get the time to focus on what is most important to them including think time.

An impossible task? Not at all. Starbucks did it in more than 12,000 stores. You can do it too. If you want some help, call us and we can not only help you create the plans that will drive business progress but will also get you the uninterrupted think and work time that will make your business better than ever.

Three extra hours!

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

B2B Branding - Why Branding Matters in B2B Marketing

Branding is generally associated with consumer packaged goods. These companies call their product offerings, brands. Brand management originated in a consumer packaged goods company, Procter& Gamble, now led by AG Lafely. I was a Brand Manager on several brands including Tide with P&G. Most of these type of companies really embrace the concept of branding and spend a lot of effort and money to establish and keep their brands fresh and focused in consumers’ minds.

B2B companies generally don’t support branding to the same extent. Their product offerings are called products. Perhaps they don’t support the branding concept because their offerings have generally been presented directly to buyers by sales people and not via advertising or shelf position. Yet, there are logos on pens, coffee cups, calculators, USB memory sticks and assorted stuff from various companies. What is the purpose of all this stuff? Proponents will argue that it builds brand by getting the business's name in the office of potential influencers and purchasers, where it will stay top of mind. But then, their materials, website, sales aids and more are all very differentiated and no clear message is delivered. If the name does stay in the customer’s mind, it is out of focus. Tom Peters will tell you that over and over.

Does branding even matter at B2B companies? Or is branding a waste of time and budget compared to "hard ROI" activities that can be proven to drive revenue? Some experts argue that branding plays no role in B2B marketing. Their arguments typically include:
* B2B buyers are rational decision makers (or a committee of rational decision makers) who are not swayed by emotional factors such as brands.
* B2B purchases are all about the relationship between the individual sales rep and the buyer; if the B2B brand means anything, it is created by the sales rep.
* B2B products do not really promote the product’s benefits. Those are a given. Price is the only thing that matters.
* B2B products are too complex to reduce to a tagline or ad.
* B2B companies sell to narrow audiences, so advertising to create a brand does not make sense.

While some of this is true, it is also misguided. I have led businesses in both consumer packaged goods and B2B and know from personal experience the value of establishing strong brands in both.

Here is why.
· If you sell on a cost basis, you will always be negotiating and competition’s price cuts are just as good as yours.
· You are ignoring the product development investments you have made and are not getting the value from them.
· You are essentially telling your customers that everyone is equal and that only the sales inducements matter. Can that lead to kickbacks and bribes of some sort? Yes!
· You have to over-invest in your sales force to do the proper job on the customers.
· You are reliant on your sales people alone. Given the transition from company to company of employees these days that puts your business at risk. And you are paying to do it!

On the other hand here are some of the benefits I have found of branding for B2B companies.
· Branding ties together all of the activities of your company and provides focus.
Branding will provide clarity to the decision process for the customer. Less time is needed to close the sale of an offering.
· Research shows that it leads to a greater willingness to try a product or service by customers.
· The clear focus enables you to “transfer” the goodwill from one product to another.
· Branding generates higher barriers to entry for competition.
There is a willingness to award a larger share of purchase requirement by customers.
· It makes products less sensitive in regard to price increases.
· It can insulate the business from movement of sales people.

AND

· It has been proven that branded products carry higher margins. HIGHER margins.

Here are three examples of companies doing B2B branding.
· IBM successfully created “eServices” to overcome the confusion its alpha numeric naming caused and was wasting millions of dollars. It took the company to market leadership in that area.
· Ingersoll-Rand re-branded itself as “IR” to leverage the IR master brand strategy across all of its divisions. It signaled that it was a diversified company comprised of industrial brands. More success.
· Intel uses branding not only for B2B but also for consumers to drive higher margins than competitor AMD.

It is not just large companies that are using B2B branding. Branding for all B2B companies is becoming even more important with the increase in sale via the internet. The impact of the personal touch of the salesperson is being reduced. More and more B2B companies are looking to marketing people with consumer goods experience to add to their selling arsenal. Smart move.

Branding doesn’t have to be expensive with multi-million dollar ads and campaigns. But it does have to be done right to generate an ROI that makes your investment successful.

If you lead a B2B company are you actively engaged in branding both your products and your company? If not why not?

Let us know how we can help. We have the B2B experience, the consumer packaged goods experience and the branding expertise. We can accelerate your business progress.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Four Commitments a Leader Should Make

Over the past year I have been part of the Executive Forums of Silicon Valley run by Sandy McMahon. It provides an opportunity for leaders of companies to meet together and discuss issues of common interest to the benefit of all. Sandy does a great job of bringing in guest speakers for best practices or on hot topics. He also provides weekly food for though via a newsletter like the message below in blue. It ties directly with the messages of several of my previous posts. If you want more information contact Sandy at smcmahon@ExecutiveForums.com 650-591-3855. You will be glad you did.

In good times and more challenging times, leaders have to lead. There are four commitments a leader needs to make to effectively lead.

To Envision
People who work in organization want to know “where are we headed, what is our goal.” It is the responsibility of the leader to determine the goal and to regularly and clearly communicate it. The leader who fails to create a vision is doing a disservice to those who work in the organization. If there is no goal, what is the future? What is the focus? Why toil to uncertainty except for a paycheck? People want to work towards something and for something that is bigger than themselves and the leader must provide this vision.

To Lead
The wisest leaders understand that they would never ask their subordinates to do something that they would not be willing to do themselves. In the movie “Saving Private Ryan” Captain Miller, played by Tom Hanks, earned and kept the respect of his men because he landed with them on Omaha Beach. Later, when challenged by his squad about the rationale for a mission to save the last remaining son of Mrs. Ryan, Miller used the goodwill he had earned to keep the mission on track. But the commitment to lead must be more than that. The leader must be willing to lead from the front. While Saving Private Ryan is fictional, contrast Captain Miller’s approach to General MacArthur’s approach in Korea. MacArthur never spent the night on the Korean Peninsula, instead returning to his own bed in Tokyo or sleeping on board a ship during the invasion at Inchon. The soldiers that fought under his command knew this and as a result, many did not respect him.

To Communicate
The leader cannot hide behind the desk, isolated in the office. Those that lead must not only be visible, but must communicate to those they lead. Chief among the responsibilities of leadership is to ask what people think. What are they seeing and experiencing within the company? How can we do the job better? The leader is often the most removed from clients, suppliers and employees, so seeking opinions of others is critical to learning. Tied to this is listening with intentionality to what is being said. Many leaders hear but don’t listen. Leaders must actively listen, seeking first to understand, then be understood. There is a quote that serves leaders well: “People should know what you stand for. They should also know won’t you won’t stand for."

To Learn
The leader must be open, willing and ready to become better - as a person and as a leader. This is done by growing, by being open to new ideas and concepts, and by being open to coaching by others. Someone who has a closed mind, who believes that they know all there is to know, is not a leader who will take any organization far. Being in charge and being open to growth does not stop with the person at the top. The responsibility of leadership means that the person at the top should be requiring the same commitment to growth from their direct reports. If those reporting to the top executive aren’t interesting in growing, what kind of message do those people send to those in their departments or divisions?

Sandy McMahon’s concepts are right on target. Being a senior executive is not a plateau. It is a continuous journey and its direction is determined by just how good a leader you are.

Once again, if you want more information on the Executive forums of Silicon Valley contact Sandy McMahon at smcmahon@ExecutiveForums.com 650-591-3855

Thanks Sandy.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Rotting From The Inside Out

The recession is upon us. The economists are debating the issues and given the political climate, the facts are being spun to make political gain. The truth is that many, many businesses and Americans are hurting.

We see it in the consulting world as companies are cutting back and becoming very defensive in their spending. Cost cutting is rampant and often without a solid plan that will protect the business for the future.

As we are working with our new clients, we are providing analysis of the current state of their business and the opportunities that exist for them. Often we see that while their business appears to be healthy on the outside, in fact it is very unhealthy underneath.

A local rancher shared some pictures with me of trees that illustrated this point. The first is a relatively healthy tree. You can see how solid it is.

The second picture is of a tree that is rotting from the inside out and will, in time, cause the death and collapse of the total tree.


What does this mean for you?

In its simplest terms, it means that you must find the “dry rot” and cut it out now. You can save the company by taking the right action. The “rot” could be in your product lines where you have allowed some to become vulnerable to competition or even unprofitable when expenses are allocated properly. It could be with your customers, as some of them no longer justify the expense to keep them. It could be with your processes that have become outdated and are nor efficient any longer. It could be with your organization where the development, care and nurturing of your managers has not taken place and you no longer have the appropriate succession plans or bench strength.

What can you do about this? Unfortunately, most senior executives have grown so accustomed and comfortable with the status quo that they are unable to see the issues clearly and the possible solutions appear to be so distasteful.

The rancher called in a consultant tree surgeon to identify the rotting trees that needed removal and to thin out the trees that needed thinning, even though they were currently healthy. The result was a much more productive environment and one that would thrive in the future.

Are you going to be ready when the recession ends to come out of it much healthier, or will you be weaker from the cost cutting and short term measures? Do you have a “tree surgeon” that you are using in your business?

Let us know if we can help.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Are you suffering from The Emperor’s New Clothes Syndrome?

Children’s fables are written as a vehicle to teach children valuable lessons about life. These lessons also have life applicability to adults and a direct relevance in business to senior executives and CEOs.

The Emperor’s New Clothes by Hans Christian Anderson is a fable about an emperor who allowed himself to be disillusioned. He was so caught up in what he wanted to see and believe that he didn’t see reality. In his case it was about clothing, but for you as a senior executive it could be one of many things.

For those of you who have forgotten the story, here is the thumbnail version. An emperor who was vain and cared too much about clothes hired two tailors who were crooks. They promised him the finest suit of clothes from the most beautiful cloth. This cloth, they told him, was invisible to anyone who was either stupid or not fit for his position. The Emperor was nervous about not being able to see the cloth himself so he sent his ministers to view it. They saw nothing, but knowing the issues praised the cloth. The Emperor allowed himself to be dressed in the creation for a procession through town. During the course of the procession, a small child cried out, "But he has nothing on!" The crowd realized the child was telling the truth and began laughing. The Emperor realized that the people were right but could not admit to that. He thought it better to continue the procession under the illusion that anyone who couldn't see his clothes was either stupid or incompetent.

You can imagine the results.

What does this mean to you as a senior executive you may ask?

“Everything isolates the CEO – be careful not to stifle dissent. Beware the Emperor’s New Clothes – Everyone wants to make you happy and not want to share bad news with you”

Kevin Sharer – Amgen CEO

Hard charging CEOs and senior executives often have this issue. Its not that your staff and the high priced big name consultant firms that you bring in want to deliberately deceive you. All, while they want to do good work, can have a vested interest in NOT exposing the flaws and possibly incurring your wrath. The farther down the line each project gets, the worse it becomes. The “halo” effect comes in to play and the flaws are overlooked. Since you are at least one or two people removed from the issue, it never gets to you.

I recently spoke with a CEO of a large manufacturing firm. His company had removed a popular product from the market that had lower margins in the expectation that customers could be convinced to trade up to new machines with better throughput and higher margins. Not so. The customers were unwilling to do this and stopped ordering. Given the production schedules, the intra-company reports didn’t show the problem. It wasn’t until a trusted employee took the CEO aside for a private moment and told him the truth. In essence, he became the young child in the Hans Christian Anderson story. The company suffered substantial losses. Several executives were asked to resign and extensive damage control was required with the customers.

Malicious? No. Just the CEO being kept out of the loop or given information that was biased to some degree.

This has to resonate with all senior executives no matter how closely you think you have your hand on the pulse of your business. In your case it isn’t a matter of pride like it was for the Emperor. Have you built up a support group that doesn’t provide full truth to you, since they want to look good in your eyes? Do you have big name consulting firms that want to keep the high priced contracts with you and therefore don’t really provide fully unbiased feedback?

Do you have someone that can provide you with unbiased feedback and is able to see the issues and opportunities that exist for you based on their extensive experience?

Do you?

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

How to Lead Management

Too often employees believe that the decision responsibility rests with upper management alone. In doing so, they ignore the fact that decisions are often based on information and recommendations that come from within the organization. As such, the true power of the decision making rests within the organization. Fundamental to this principal is that we allocate resources and make decisions on the basis of facts and logic. The people who have more and better facts about their business can lead others.

This is a critical concept for employees and management to embrace. While this is written to management, I encourage you to share it with your organization. They and you must have a common understanding if you are to move to a higher degree of effectiveness.

In order to fully engage the organization in being part of the decision making process and really contribute to the company’s progress, some training and guidance may be required. The training and guidance is required for both the employee population and your senior management and it has to do with leadership. Leadership of thinking and influencing.

Opportunities with employees for leading and influencing management thinking can be ignored or not understood. In order to capitalize on the opportunity when it comes, employees must understand the following:

· Employees must provide a clear sense of direction as a framework for management's thinking. Effective leadership provides both a sense of momentum and direction that greatly facilitates management's understanding as to how each of the proposals fits in the broad scheme of things. It has to tie to the company’s business plan and that requires employees to know and understand that plan.

· If management does not sense strong well-directed leadership from the employees, they are inclined to fill this void by providing that leadership themselves. This is an unfortunate situation, since regardless of their experience and perspective, they simply do not have the detailed facts and understanding of the business and thus are at a disadvantage in their capacity to fill this role. It also leads to loss of initiative within the business unit or function which is detrimental to the development and job satisfaction of the people.

Employees need to pay particular attention to the following to be able to lead management effectively.

1. Establish their credibility and their right to lead. The right to lead any group cannot be granted, delegated or assigned. Rather, it must be earned through demonstrating the kind of proficiency that commands the respect of others and instills sufficient confidence to follow. The technical proficiency, knowledge of the business and sound principle/approach toward proprietorship of the business puts them in control of the business. Beyond their basic skills and proficiency, they must establish their credibility by ensuring that their proposals are thorough, precise and objective. They must recognize the risks along with the potential for success and share them both for consideration in order to get alignment and agreement.

2. Establish a continuing line of communications. They must make management partners in the business and vice versa. Employees must recognize that management can provide valuable counsel, born of practical experience and breadth of exposure in different and complex situations. If employees are to tap into the resource fully they must keep them advised of the direction and learning, whether it is encouraging or disappointing.

This ensures that management has a continuing grasp as to the flow of the details of the business and are able to participate in establishing longer-term direction. This participation and understanding represents a clear and simple framework within which management can evaluate the proposals. Net, if they understand and agree to the recommended strategy then the organization can focus on the relatively simple executional issues at hand.

3. Establish Project Communication. Related to the second point, both management and employees should stringently avoid surprises, whether they are successes or failures. There should be continual updates to management on progress so that they can share in whatever decisions emerge from the results. This also enables management to provide input well before final proposals are cast in bronze.

Leadership can be in the hands of your organization. To be clear, this is not meant to say that management gives up its decision making responsibility. Quite the opposite. Now you in senior management will have much better information on which to make the decisions. But only if you unleash the leadership power of your organization and set their responsibilities correctly.

Could this be perceived as threatening to you? Not if you want an inclusive culture, have good people and want to maximize the impact of your most valuable and expensive resource – your people.

Leadership rests with all in the most effective organizations.


John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

"When Things Settle Down"

The Maver Management Group helps a lot of senior executives and companies reach their personal and business goals through business acceleration plans. Did you know that over 2/3rds of companies don’t have a written strategic business plan? Sure they have short term activity plans or projects that are being implemented. They may even have a set of targets that will cover the next quarter. But they don’t have a long term plan that will deliver their vision goals and successes.

Why not?

Many times I hear “We know this is really important and we want to give it quality thinking and time. We will get to it when things settle down.”

This isn’t just procrastination. It isn’t putting off to tomorrow what you could do today. It’s more putting off to tomorrow what you should do today. Would you care to guess when things are going to settle down? Right! They never settle down.

In my first general management assignment at Procter & Gamble, it entailed responsibility for two sales national sales forces. I had no specific sales management experience so I planned to take the Xerox course on selling when things settled down.

I told this to one of the company executives and he gave me some excellent advice. He said “what would happen to your division if you were sick all next week? Would it continue to run?”

I humbly said “Sure.”

He said “Then go be sick next week and take the course. The business and you will be healthier.”

I did and it was.

We find without exception with our clients that once the strategic planning process has begun it is the most satisfying work that the executive teams do. It is thinking time and those are treasured times. They hardly exist anymore.

There is another part of this. It is getting the help that is needed to actually make the planning happen and happen well. We all have been part of strategy sessions that were not well led and therefore didn’t accomplish what was expected.

Like most aspects of the senior executive’s responsibility, if something is going to happen that is positive, it is generally going to have to be with a conscious effort from that executive.

Things are never going to settle down so make the decision today to do what is right and get started with some help on your strategic planning. Not only will you have a greater success in reaching your goals, you will find that both you and your team will get greater satisfaction from actually working on the big issues and not just fire fighting.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Just for YOU -Executive Mentoring, Counsel & Coaching

Most CEOs and senior executives know where they want to go. They just need someone that has been there to guide them and show them how to get to their goals.

They lead what can be a very lonely life, despite the many people in their organization or around them. Here’s why and it holds true for CEOs and all senior executives with only some slight differences. CEOs can’t readily bounce ideas off their Board or share problems with them. The Board will want well thought out solutions and will expect the CEO or senior executive to have them. The CEO can’t share openly with his executive team. They, too, expect strong leadership not self doubts or questions about the direction of the company. They want well thought out plans so that they know exactly where they are going and what to do. The CEO can’t readily share with their spouse since they won’t have the level of experience on the business and enough information about any issue to provide unbiased support. They are often limited to “You’ll know the right answer dear.”

So to where or to whom can the CEO turn? The answer is to a knowledgeable and trusted mentor, counsel, coach. This individual has generally been where the CEO wants to go, has significant experience and has a “desk side” manner that enables him to provide the unbiased feedback and guidance that the CEO REALLY needs.

There are a number of sources all of whom claim to be able to fulfill this need. However many will try to drive their own objectives and not the CEO’s or the senior executive's. Do some checking. Pick the right advisor and you will never regret it.

These advisors can help you:
- Provide an unbiased but experienced sounding board to review your ideas, issues and opportunities with you.
- Help you create your vision and agenda.
- Identify your true talents and find ways to showcase your value to those around you.
- Be a thinking partner to plot a new course for your department or company.
- Provide assistance in reestablishing your priorities as well as a balance between your work and life.
- Learn to look forward, but work backwards. Decide what you want in your future and then make a clear plan to get there.
- Determine the value of risk vs. playing it safe.
- Be a better leader. Everybody's looking for a leader to follow. Make magic happen and everyone will follow you.
- Charisma is a teachable skill. You can learn it.
- Select what you want to accomplish and who you need on your team to get there.
- Learn how to practice 'laser business skills' vs. 'don't make waves.'
- Grasp the concepts that your feelings aren't facts and that your thoughts create your destiny.
- Find ways to make acquisitions, mergers, and right sizing all a normal part of business.
- Acknowledge that change is inevitable and get used to it.
- Find many things to celebrate along the road to success and the right people with whom to celebrate.

"I feel as though I have someone accompanying me on this journey - someone to bounce ideas off and someone who will give me direct and honest comments about whether I am being true to myself and the business in the process."
CEO client

There are multiple studies by top research firms concluding that failing to get help is one of the top reasons that business and executives fail. CEOs are in place for a shorter and shorter time as are all other C level executives. Every day counts.

At the Maver Management Group, we have served as advisors to many CEOs and senior executives across a broad range of industries. Their feedback has been consistent in that they valued not only the expertise, but the personal friendship that developed through mutual respect.

Let us help you. Contact us today.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Noah and his Ark – Lessons in Working Together

Today we are finding the daily “disaster” in the news. It can be political disasters, business disasters, economic disasters or natural disasters. We check the news and wince because there is one problem after another. But this isn’t the first time that a worldwide disaster has happened. The one we recall easily concerns Noah and the great flood.

Since the book “All I Really Need To Know I Learned In Kindergarten” by Robert Fulghum, there have been a number of similar type summaries. The basis for this one about Noah and the possible learning come from the Bracher Center for Integrity in Leadership. This Center has many very good materials and I recommend it to you.

Everything I need to know about life, I learned from Noah's Ark:

> Plan ahead. It wasn't raining when Noah built the Ark.
> You had better have a great plan if your vision is a big one.
> Don't miss the boat. If you miss the boat you are doomed.
> Remember that we are all in the same boat.
> Stay fit because even if you're not 600 years old, you may be asked to do something really big.
> Don't be immobilized by critic. Get on with the job that needs to be done. There are always going to be nay-sayers.
> Build your future on high ground.
> Diversity is a good thing so value it. Remember all of the animals were on board.
> Speed isn't always an advantage. The snails were on board with the cheetahs.
> When you're stressed, float a while.
> Remember, the Ark was built by amateurs with “Professional” help.

Noah’s Ark is about how certain people survived the Bible’s Great Flood and why a man of integrity was selected. Clearly, Noah had some Divine direction for his task and you may not have that. However, to survive, achieve and succeed, like Noah, here are some thoughts:

> Proper prior planning prevents pathetically poor performance. You just have to have a plan!
> Emergencies and opportunities seldom come with warnings. Maintain a healthy state for both you and your company. Check often to make sure you have things in balance.
> It really takes less time to do it right, the first time. The costs associated with inferior performance, including re-doing, are incredible. Noah took a long time to build that Ark. Take the necessary time to do tasks correctly, at whatever is an appropriate speed.
> Focus and don’t wander off track. Hang tough.
> Operating with integrity is not just the best path, it is the right path.
> Remain alert to the needs and goals of others, including time constraints, corporate culture and individual needs and idiosyncrasies.
> Graciousness is about understanding that sooner or later, everyone needs a little help. Noah had his wife and family to help. Be willing to offer assistance and ask for it, with ease. >Partnerships, built on mutual respect and competency, are powerful.
> Pay attention to the wisdom of all people, regardless of the package in which they come. >Insights that create success are in the hands of engaged stakeholders. Get your teams involved.

If you are the CEO or a senior executive, no matter what size the storm, always look for the rainbow. The rainbow lets you know that the daily disaster will also pass. Point it out to your organization. They need to see the promise of the future too.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Jump Start Your Strategy Development

Presented by John Maver at the Institute for International Research

Strategy is about determining what is really important and what you can do to influence it. Creating successful strategies depends more on asking the right questions and getting good answers than on getting great answers to the wrong questions.

Senior executives know the value of strategic planning. Sometimes they just need a little help to get started. Here are some Jump Starting Questions. Don’t rush through them. Involve your full executive team and discuss the responses. It will lead to a much better plan.

Who are you?

This sounds like a ridiculously simple question but it is the key to starting with the right questions. It sets the general definition of the boundaries within which you will seek answers to your questions and the platform upon which to build.
• How do you define your market to maximize your opportunities?
• Who are your customers? What are their needs?


What’s in it for me, the Customer?

Businesses are a complex network of issues but there are only a few things that really make the difference in the marketplace. This is your core. You should be able to summarize the responses in 5 bullet points or less.
• What distinguishes the winners from the losers in your market?
• What fundamental benefits are you providing customers?
• How would your customers answer these questions? Don’t be afraid to actually ask them.

Look back. What have you learned?

Change in most businesses happens incrementally. Building a reasonably complete picture at discreet points in time 1 to 3 years ago and comparing each to the current reality can maximize learning. Don’t focus on results. Focus on the assumptions you made. They drive the results.
• What have you learned since your last strategic plan?
• How valid were the assumptions used then and why?
• How does that impact your current assumptions?
• What conventional wisdom about your industry might be incorrect?

Look around in the present. How are you vulnerable?

Exposing your underbelly. Analyzing threats and opportunities is an age-old technique. But the answers can sometimes be politically charged based on the respondent’s point of view. This is designed to reduce the biases to the extent possible.
· The Frontal Attack - If you were made CEO of your competitor tomorrow, how would you attack the plan you are developing today?
• The Side Attack - If you were a small start-up company entering your market, what would you do to carve out the most profitable niche at the expense of your current business?

Look forward. “What If …?”

Step into the future. Suspend reality. Look at the extreme ends of the spectrum of possibilities. Force out the key assumptions.
• Doom and Gloom – If there is only a small chance that results could possibly be worse, what are the aspects of the future state? What external events and internal actions on your part led to this dismal position? - What can you do about them?
• Nirvana - If there is only a small chance that results could possibly be better, what are the aspects of the future state? What external events and internal actions on your part led to this spectacular position? - What can you do to capitalize on them?

Is that all there is?

Examine all the possibilities for incremental business, now that you have opened your mind.
• What related markets are you not serving now?
• What new benefits could you provide?

How do you get there from here?

There are a number of proven formats to capture the data you have generated from your questions and develop the right Strategic Plan for your business. You may already have one that fits your needs. Use it. Then keep your plan current.

We use a simple, action-oriented, living, document format with our clients. If you want a sample, contact me at john.maver@mavermanagement.com

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Strategy -Ten Reasons to Rethink Your Strategic Plan

1 Your customers have changed - physically. With mergers, take-overs and buy outs many are no longer in business or at least not in the same business.

2 Your customers have changed - mentally. The mind set is very different. The “recession” thinking has companies cutting back and reducing their workforce. Your product positioning has to change.

3 Your customers have changed organizationally. They do business in very different ways with the new technologies.

4 Your competitors have changed – physically. Just like your customers they may have been subject to major changes. Many organizations are in disarray after the cost cutting mergers or buy outs. Opportunity!!!!

5 Your competitors have changed – strategically. Our findings indicate that many have no strategic plan. Therefore your plan can have dramatic impact.

6 You may have changed. You are smaller, leaner, more focused. How can you capitalize on the increased speed that it brings?

7 Your channels have changed. The dot coms brought many new ideas. The goods ones stuck.

8 Your opportunities have changed. Companies that are ready can really capitalize on the upswing that is certainly going to happen as the economy improves.

9 Your available talent pool has changed. Many top quality people are available and loyalty has taken another knock. Trade up and get the right people.

10 Your outsourcing opportunities have changed. Successful companies outsource all but their core competencies.

Consultants are available to help you create a new plan. Get a good one.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

France

We enjoy many visits to this blog from people in France. Some appear to be daily visitors.

Would you email me and let me know what is most appealing to you in this material?

john.maver@mavermanagement.com

Thanks

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Ten Myths About Strategic Planning

The impetus and some of the content for this article came from an article in Mike Johnson's sales newsletter (Mike runs Sales Solutions) by Rick Seaman of Strategy Implementation.

CEOs, owners and senior executives appear to believe some or even all of the following myths about strategic planning and implementation. As with any myth, if one follows it, the results can be not just harmful but potentially disastrous. Let me provide a perspective based on our work with many different companies from the very large Fortune 500 top companies such as Procter & Gamble and Clorox to even the very small sole proprietor.

Myth #1A and 1B: We don’t need a strategic plan! We have one but it isn’t written down.
This is like embarking on a trip without a map. Or just having a vague idea of how to get where you are going beyond the immediate next few steps. 63% of companies do not have a written business plan. In fact, many companies don’t even have the vision and goals crystallized. They are just out there in the distant “fog”. Every organization needs some form of plan to set the direction and guide its actions particularly during turbulent market conditions. Otherwise, it will simply respond to events outside the firm and be controlled by them. If you don’t have it written down the day to day pressures almost guarantee that the company will meander and drift and never reach the desired destination.

Myth #2: The plan is a binder on a shelf and length means strength.
Documentation is necessary but the real benefit of a good plan is the mental framework for problem solving that it provides to the executive team and then cascaded down to all of the employees. A cumbersome lengthy document often inhibits use and the plan stays on the shelf. Additionally, there is a tendency to add many, many projects to fill the pages. This just defocuses the organization and spreads scarce resources thinly. At Maver Management Group we use a one page format. Executives and employees can refer to it frequently and monitor simple measures to stay on track.

Myth #3 Once the plan is put to paper the work is done and we can leave it for another year.
Wrong!! A plan is only good if it is followed and updated regularly to track progress, reassess the competitive climate and modify the tactics accordingly. If you have a binder on your shelf, it will only be of service as a dust catcher. It has to be in your hands, used and stimulating your thinking.

Myth #4: Strategic planning can only be done at a resort.
You should be out of the office where there are no distractions from the daily firefighting, the phone calls and of course the e-mails. All you need for a productive process is a meeting room at a local hotel or conference center. Strategic planning is serious and shouldn’t be equated with a vacation. Everyone can play golf on their own time. Team building is important but realistically how much of that is really done on the course itself.

Myth #5: It interferes with our real jobs.
The time set aside for the thinking part of your job will unquestionably take away time from the mundane responses to e-mails and voice mails and possibly from some of the firefighting too. Strategic planning is arguably the most important part of your job because it can determine the effectiveness of all the rest of your efforts. However, it is often viewed as important but not urgent and therefore not done. The investment in it can have a dramatic effect not only on the business results but also on the amount of truly productive time in your workday. This IS your job!!

Myth #6: We can do it without any help.
Unless your core competency is strategic planning and you spend a lot of time honing the process, you need to get an expert. It is extremely difficult to both participate in and facilitate the same meeting. There is an almost irresistible urge to problem solve on detailed issues and therefore lose track of the big picture. Executives need to focus on the thinking so the plan gets the benefit of the best brainpower.

Myth #7: Our industry is different. It changes too fast to allow for a plan.
Let me assure you that no matter in what industry you compete, having a plan is a necessity. Without exception, all of the clients we have had across a broad range of industries have benefited from the critical thinking and the focused direction that the plan creates. Exploring alternative futures, and the actions needed under those conditions, improves your ability to respond to whatever happens and in fact to get out in front.

Myth #8: We did the plan and we will get to the metrics later.
What gets measured gets done. The dashboard in your car provides vital information even if you don’t understand what goes on under the hood. We all need to have “gas gauges” for all of the key elements so that we can measure our progress and adjust our plans and spending accordingly.

Myth #9: If the CEO says it, it will happen.
Top down management is seen in many companies. However, even in these companies the power of the combined executive team results in a better plan. Importantly, their buy-in helps the plan be understood down into the organization and therefore executed much more effectively. Actual execution of any plan only takes place when employees direct their efforts and change their behavior to comply with the requirements of the plan.

Myth #10: The plan is too confidential to be shared with regular employees.
Even the best strategic plan will never produce the desired results if the people who have to implement it don’t know what it is. Clearly, all of the elements are not shared with all of the employees. But it is important to have the corporate plan cascaded down so that each employee knows where they fit in making the plan work. They need to have enough information to make wise choices in their daily routine even if they are not strategic.

Did you believe these myths?

Probably not. However, contact us if we can help you get to where you want to go with your business or personal goals.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

For The Times They Are A-Changin’….Or Are They????

Bob Dylan sang about this back in the ‘60s. 1964 to be more precise. The times are a- changing. Right? We really thought they were then and they have changed in terms of how we accomplish things. However, upon closer examination the basics are still very much the same. We set the same type of objectives, have many of the same desires and want the same positive relationships, for example.

American Idol is back and the theme was ‘60s music this past week. The judges kept asking for the songs to be delivered in a current, contemporary manner, even though the songs themselves were decades old. The same basics, just an updated spin.

Major League Baseball is starting spring training. The equipment has changed in many ways. Just look at the size of the gloves for example and that really is a person behind that catcher’s “mask”. But the basic rules of the game are the same. The way it is played hasn’t changed either over the past decades after the designated hitter was introduced.

So what does that mean to senior executives?

Just like American Idol, Major league Baseball and even the desire for chocolate based ice cream, business is done basically the same. Of course, with modern technology, so much more is possible. And of course we do things in a much different way.

We still need to identify the needs of our target market. We still need to create and market products that meet those needs. We still need to have a written plan to galvanize our company so it is able to meet the demands of the market profitably. We definitely still great people to bring the plans to life. While the execution has changed, the basics are the same.

We at Maver Management Group work with a lot of different companies in many industries. We have found without exception that a simple, workable and useful roadmap plan is applicable everywhere. The analysis is more sophisticated and the implementation much more technology driven, but the basics are the same. We have found that the basic elements of the strategies have remained consistent. Clearly the tactics for executing have changed but the basics have stayed.

When I started in business many years ago, I quickly found a mentor to help me. I knew where I wanted to go and just needed someone who had been there to show me how to get there. The rest I could do myself. No change today except that we are now the mentor. We find as we guide senior executives to get where they want to go, our experience in having already been there is invaluable. No surprises there.

Are the times really a-changin’? Every day, a “new” theory, program, “better than” and gadget are being offered to senior executives. When you cut right through them, they basically are offering what has been offered for decades. The same basic elements are there just like those found in American Idol and in Major League Baseball. No wonder that many companies are questioning consultants, viewing them as an expense and not an investment.

If you are a CEO, a senior executive or aspiring to be one, don’t be misled by the whiz bang “new” program of the day. Find a trusted experienced company. Invest in their sound management principles and let them guide you to reach your goals. Get a mentor. Get one with whom you can build a solid relationship and who has your goals in mind. Get one that will work with you directly and not create the perfect program to go on your shelf rather than into the market. Think back to those that have made a real difference in your life over the years. I’ll bet it wasn’t the whiz bang folks.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

The CEO Psyche

Having been a CEO and having worked with many CEOs at Procter & Gamble, Clorox and in my years of consulting, I have come to understand the CEO psyche, at least a little. Although they won’t articulate it directly and may not even admit it, they generally want the following 4 things in very simple terms:

1 Achievement or advancement toward their personal goals.

2 Achievement or advancement toward their business goals and often as a means of delivering number 1 above.

3 Validation, respect and admiration for their talents and achievements, generally from number 2 above, but also from activities in the public domain.

4 Less stress, more peace of mind, more time with their chosen activities, including just thinking time and less fire fighting and fewer unexpected surprises.

Of course there can be others, but these 4 generally fit all CEOs.

So how do we deliver what meets their needs?

Again, keeping it simple.

First, they need a plan. A plan for each that crystallizes their personal and business objectives and goals. The plan has to identify the core competencies personally and for the business. Then it should lay out the strategies to be followed and the initiatives and plans that bring the strategies to life. It shouldn’t be complex since simplicity will enable it to actually be understood and used by others and be successful. Having select metrics is critical since what gets measured gets done.

The Maver Management Group has created hundreds of these plans for executives and companies across a broad range of businesses and industries. Those plans that get followed get results. As a CEO, current or perspective, don’t you see how a solid plan can power you to your goals?

Second, it's all about people. Not just highly qualified, hard working folks who map on to the strategy, but people trained, directed and positioned to use their talents well. This isn’t about development plans or even recruiting. It is about making sure that the company has the means to gain a high ROI for each of their people. I have been amazed at the very high proportion of companies who pay the full salaries, but get so much less than what is possible in results. Getting the right people, not only makes the CEO job more effective, it also makes it much more enjoyable. See psyche point three above for the rewards.

Third, use of technology and best in class processes. Getting this right makes everything else so much easier and effective. Some benchmarking and internal reviews that include the people actually doing the work can pay huge dividends in terms of progress. Getting the right information analyzed and presented in a useable form speeds better decisions. Think about the reams of data available to CEOs from internal and external sources. The key is cutting through it to make it meaningful. This one not only drives the first three psyche points, it is critical to the last one.

Finally, I would be remiss if I didn’t restate, get some professional help. Most CEOs know where they want to go, they just need someone who has been there to guide them and show them how to get there.

Successful CEOs generally mean a successful company and therefore more successful and happier employees.

Win, win, win.

John


John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

How Small Business CEO’s Can Afford World Class IT Services

Most small to medium sized businesses recognize the strength of, and need to use, Information Technology (IT). Some have not yet reached a size where it is practical to have their own IT Department, while others have a small IT Department but are questioning how best to grow and control that capability.

IT is clearly outside of the core competencies of the Maver Management Group. Dean Lane is an associate of ours and runs his own IT consulting businesses. He has in-depth background and experience in managing the improvement of IT and company operations serving as CIO and interim CIO for a number of large and small companies. He knows his stuff and has written several books as well as this article that has been published in its entirety in a CEO Forum.

Most small businesses can’t afford or don’t need a full time CIO but would still like to have that expertise on tap when it is needed. So what’s a small business to do?

This will come as no surprise on a consulting website, but there are impressive CIOs available on an interim and/or part time basis who can successfully address and resolve these and other concerns. They have been a CIO multiple times before and are skilled at developing, deploying and maintaining an effective IT organization that aligns with enterprise business objectives.

The benefits of putting a CIO on retainer is more than just a cost effective and rapid way to get executive level attention focused on your needs. These individuals bring expertise to bear that only be gained by years of experience doing the job of a CIO. A few other benefits to your organization are that these are individuals that:
· Have been there before and resolved, at least once, the issues you are facing
· Have specific industry and business knowledge
· Can provide interim assistance for a period of time that you determine
· Are willing to work on a fixed fee or time and material basis
· Come with proven approaches and methodologies in all IT areas

Finally, these retained CIOs can negotiate a contract with, and oversee, an Application Service Provider (ASP). ASPs provide information technology solutions to small businesses. Customers of ASPs initially see cost savings and a quick deployment time. The ASP model provides small businesses an alternative to the high fixed costs associated with software projects as well as the impact of these projects being over budget and past deadline. The ASP model allows the small business to refrain from purchasing hardware and software. Another cost saving is that of IT staffing (systems and database administrators, systems analysts, developers, etc., etc.). The savings could more than pay for the investment in the CIO.

For more in depth information visit Dean Lane’s website at http://www.oocio.com. He can help you find the right CIO for your business.

Its all about sticking to your core competencies and outsourcing to get the right expert to move your business to the next level.

John

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

CEO Leadership – Holding solid despite chaos

“…And the rockets’ red glare, the bombs bursting in air,
Gave proof through the night that our flag was still there…”

We generally sing right through this part of our national anthem as we wait for the game to start. That is unfortunate because there is a message there not just for Americans but for CEOs. We, CEOs are the ones that have to hold steady despite the chaos all around us. The entire organization has their collective eyes on us like we do on the flag as we sing. Their reaction and action is going to be dictated by the CEO’s. Undirected action is going to make everything worse. So a clear head and a plan that had been put in place before the pressure moment is critical.

If you can keep your head when all about youAre losing theirs and blaming it on you, …”
Rudyard Kipling

Doesn’t this hit home for the CEO. The credit gets shared and blame is generally singular and it is CEO directed. But “that’s why they pay us the big bucks.” It is also why the lifespan of the CEO is getting dramatically shorter.

CEOs hate surprises because good or bad they mean unexpected action needs to be taken. Look at the problems that Yahoo is having now with the Microsoft offer. Again, having a game plan laid out and in place is critical. It enables not only the right action instead of a reaction but also speed in executing it. The plan had better be clear and at your finger tips. I see so many companies that either don’t have a plan or it is so complex that it just sleeps on the shelf in its large but expensive binder.

Did you work through the Business Acceleration Scorecard in the last post?

Do you have the plan in place?

Is it the right plan?

If the answer to any of these questions is no, be prepared to not only lose your “flag” but also your head.

Call me. I’m the guy companies call when they are tired of struggling through chaos or unexpected events and need a guide to show them the way ahead to their goals.

John


John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Reality Check on your Company's Health - $3,000 value - FREE

How well is your company really doing? Is your perception of reality even close to reality? Is it delivering all that you want it to be delivering? Now is the time to find out what really is and what could be.

Many executives dismiss the reality check for a variety of reasons. Some are:
- No time.
- Not know how to do it.
- Once done, not know what to do about it?
- Some even have a fear of what the analysis will show

These may not resonate with you but you are undoubtedly interested in getting the reality check. Right?

Here is a simple scorecard that I developed that will give the answers and also address all of the points above. Take the quiz. It takes less than two minutes. Feel free to print it out and give it to some of your employees or colleagues. Just put a check in the column that best describes your company for each of the questions.

Click on the photo below and the image will come in clearly.





How did it come out? If you have placed checks on the left half of the questionnaire, you may have some problems.

Contact me and I can review the results with you. This is the free $3,000 value. No charge and no obligation.

This can be your chance to invest in yourself and your company and make those dreams a reality.

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Reality or Perception

“Perception is reality”

The self serving bias. I have recently read in a book by John Ortberg “When The Game Is Over, It All Goes Back Into The Box” (great book by the way) about the self serving bias. This part of human nature had been identified many years ago. It basically says that people generally see themselves as smarter, more talented, and more positive than they actually are. The study of it is really not in my core competencies. However, what struck me were the implications for companies.

Here are some non business examples Ortberg gave.

- In a study, 800,000 high school students were asked if they had above or below average social skills. The responses should have been split 50/50 but not one said they were below average and 25% said they were in the top 1% of social skills.

- The majority of people in hospitals suffering from injuries in crashes that they themselves caused, rate themselves as above average drivers.

- 88% of college professors rate themselves as above average. The rest are being retired or already retired I guess.

Would you care to guess what percentage of CEOs rate themselves as above average?

What percentage of all C level executives rate themselves as above average?

Would you care to guess just how many executives readily admit that their business is in trouble in some way?

I think you know!

The business implication most often is that perception becomes reality and business people do not get the diagnosis or the advisors that they need to identify the issues, find the solutions and reach the goals they want. They dream the big dream we wrote about earlier this month but then through a self serving bias delude themselves. That may very well be because they have no way of determining if or where the trouble exists.

Where do you fit?

How is your company doing?

What are you going to do about it?

Contact me if I can help. I have a simple diagnostic tool that I developed and an introductory offer to get you started.

Call me or e-mail me.

John

John Maver
President
Maver Management Group
(925) 648-7561
john.maver@mavermanagement.com
Maver Management

Martin Luther King, Jr.

This weekend in the United States we celebrate the birthday of Martin Luther King, Jr. He had a dream and it changed the country. You may be reading this note somewhere outside of the US. If you aren’t familiar with Dr King, this link is a brief summary about him. The post here in early January described some of the basics on how he made his dream a reality. He used business principles.

He had a dream and you should have one too. You probably already have one for your business. The series of articles on this website are business oriented. They are meant to either stimulate your thinking or provide some helpful tips on how to get where you want to go in your business. We will return to that theme next week.

Now I am recommending that you expand your thinking to encompass your life and the contribution you can make to society. How can you use your talents to make this bigger dream a reality? This isn’t a suggestion to climb a mountain or stop smoking. It is a suggestion to give your talents to a worthwhile cause that makes us all better off for you being here.

Who can you help or what can you do? You have so much to offer.

Think about it. Have a dream and celebrate making it a reality.

Happy Birthday Dr King and thank you!




John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

Oprah has one - Business advisor that is.

Oprah has one. The President has several. Bill Gates has some. Almost every successful CEO or top executive has a business advisor, if not more than one.

Why do they do that? Call them advisors, coaches, or consultants; they serve the same purpose - making the executive more successful and more fulfilled with what they are doing.

When do you know you should have a business advisor?

1 ) You know where you want to be and want someone who has been there to show you the way.
You have developed a vision for the company. Now how do you make it a reality? Why learn the hard way and stumble into problems when you have no need to do this. You wouldn’t start out on a trip without a map of how to get where you are going. It is the same for business.

2 ) You have no one to bounce off ideas and confirm sound thinking.
There is always a risk that the pressures of the day have caused you to miss something important in a decision. You need an unbiased sounding board. At the executive level, you can’t really let down your guard and talk to your boss or the Board. They expect that you will have all the answers and they will have the questions. You can’t talk to your subordinates. They also expect that you have the well thought out plan and are just looking to you for direction. Same for your colleagues. You can’t talk to your spouse because they are clearly not unbiased and don’t understand the full ramifications. So to whom can you turn?

3 ) You feel you have to do it all yourself.
“It is lonely at the top.” is a truism. However, with a little help you can learn how to get even better results and be able to spend more time on what else really matters in your life. Advisors know how to put in place the strategies, plans, processes, teams and resources. You are an expert in your business and they are experts in their field as well.

4 ) You have that nagging feeling you should do something about your business but are too busy working IN your business to work ON your business.
There never seems to be any time to sit down and think about the future or even what could make a significant difference in what you are doing today. The issues of the day and your people are more than enough for most days. It is difficult to get things under control and your efforts focused.

5 ) You are working ridiculously long hours.
You are continually fire fighting in your business, endlessly trying to solve mundane problems and not spending your time on the thinking and high leverage opportunities. Delegation is challenging. Your team may or may not be good but they demand major portions of your time and if they are not completely aligned to your plans, they demand even more. The business advisor can bring focus to you as well as accountability to keep you on track.

6 ) You feel that with all the effort and worry you are still not getting the results you want or need.
Overheads are relentless. Competitive pressures intensify. Customers are fickle. Your market position is eroding. Technological advances cut into your advantages. There are organizational pressures. It never ends. Get unstuck. Sometime you need a catalyst to ignite the process and jump start the business renewal. The possibilities for business success are great.

There are multiple studies by top research firms concluding that failing to get help is one of the top reasons that business and executives fail. CEO’s are in place for a shorter and shorter time as are all other C level executives. Every day counts.

“In order to be a good coach you must first have played the game”
Vince Lombardi

So what are you going to do?

Let me know if I can help. Fortune 500, top 25, experience for medium and small companies.

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

9/11 - Brian Clark - Leaders Lead

On September 11, 2001 the twin towers in New York City collapsed under attack and thousands died. Only 4 people who were above the 78th floor in the South Tower survived. Brian Clark, then the executive vice-president of Euro Brokers, an international brokerage firm whose offices occupied the 84th floor of the South Tower was one of them.

Brian Clark is my best friend. He is also a leader and leaders lead. The reason I am writing about him now is that he is a good example for all leaders. We need to be ready to lead and actually lead in all situations not just from behind the big desk since that is part of our personal core competencies

Brian, despite being a senior executive, had volunteered to be the fire marshal for his floor. He never expected to be called upon but was ready never-the-less. When the first plane hit the north tower, Brian made certain that this firm’s 285 employees evacuated. Brian and the last few co-workers were preparing to leave when the second plane hit their building six floors below them. Ceiling tiles rained down and debris was tossed from everywhere. As the fire marshal, he was expected to lead and with a flashlight, he began to lead the way down darkened staircase A.

Clark said “We'd only gone down three floors to the 81st floor when we encountered a woman laboriously coming up the stairs with some others. They said they'd just come from a floor in flames and insisted on going up. It became quite an argument there on the stairs. I said we had to get below the flames. The lady was arguing with me but I just had this instinct that down was better than up.”

"Then I heard someone banging on the wall inside the 81st floor. They were screaming, 'Help me, help me. I can't breathe. I can't get out.' " Clark followed the cries and pulled wreckage away to free a man. By the time they made it back to the stairwell, everybody else had disappeared up the stairs. Despite the increasing smoke, Clark and the stranger he rescued started down the stairwell, clearing more debris for a few floors until they were able to continue down to safety. Leaders lead. They watched the towers collapse from just up the street.

Now it would be easy to say that Brian Clark was just lucky. Fortunate yes, but not lucky. It was his leadership that not only put him in a position to save others but to actually do it. He did more as a leader too. Representing his company, Brian attended the funerals of the 61 employees his firm lost. He then went on to assume the position of President of the relief fund that raised millions for those families.

Why is this an important story some 6 years later? Leaders lead. If you are a senior executive or even a strong middle manager, it isn’t enough to go with the flow. You have to make choices like Brian did and lead others to the appropriate course of action. You may not end up saving a life, but leadership is so necessary for the survival of your company. Companies without strong leadership are like rudderless ships.

How are your leadership skills? If you are feeling less than 100% competent, get yourself a coach or mentor who can help. In fact, a coach is a good idea in any event. Brian Clark had coaches.

Leaders lead.

Nice work, Brian Clark!

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management

CEO Tips I Wish I'd Had When I Started

Thank you for your enthusiastic response to this presentation and series of articles.

Many have asked to have it available in one piece rather that in separate postings by tip. It is too long to post like that here.

You can find it here as CEO Tips.

Please feel free to share this with colleagues and let me know what tips work best for you. Also if you have additional tips to share send them to me. I will be adding to this presentation from time to time and always appreciate additional input.

Thanks

John

John Maver
Maver Management Group
(925) 648-7561
Maver Management

I Have a Dream "– Delivering your dream

“I have a dream”
Martin Luther King

With these four words Martin Luther King started to change the course of history not just for the USA but for the world. He had a dream. A powerful dream! Since he spoke those words. African Americans have moved from the back of the bus to now running for President of the USA.

As a CEO or a senior executive, we all have a dream for our company. What it might be. What it could be. What it can be. We don’t call it a dream. We give it a business name like vision, or mission or objective. But it is still a dream.

Martin Luther King had a dream. He made it a reality though the following:
* A simple message that was logical and emotional. It touched the mind and the hearts of Americans. All Americans. In business, we call this branding.
* A carefully laid out plan that spelled out the strategies and specific actions that needed to be taken. He had a written strategic plan that was known to all so that it focused energy and resources.
* A strong team supported by experts who helped craft the specifics of a plan and then implement it. He chose his team carefully. He brought in outside experts who had expertise and experience to accelerate the progress. He knew he couldn’t do it alone and it is always the people that make the difference
* A passion which enthused all of his followers to overcome tremendous difficulties.
* A set of leadership skills which had been honed over the years. He had coaches, advisors and mentors.

What is your dream for your company?

This year don’t make New Year’s resolutions. Craft a dream with the plans and the people to make it come true.

“All our dreams can come true, if we have the courage to pursue them.”
Walt Disney

John Maver
President
Maver Management Group
(925) 648-7561
Maver Management