Guy Kawasaki, co-founder of Alltop.com, asked John Spence, author of Awesomely Simple: Essential Business Strategies for Turning Ideas into Action, what companies needed to do in order to succeed.
There is nothing particularly “revolutionary” in these prescriptions. However, there is a big difference between knowing these ideas are good and living them every day, so here is a quick audit to test how well you are doing. Score these on a scale of 1-10 with a ten meaning “we are world-class at this, we totally rock!!!” and a one meaning “We are horrible at this; this does not describe us at all.”
1. We have a clear, vivid vision that is extremely well communicated throughout our entire organization.
2. Our company is a talent magnet. We have only the best people on our team.
3. We have lots of open, honest, and transparent communication across the entire company4. Everyone in the business works with a strong sense of urgency to deliver results.
5. We are fantastic at flawlessly executing on all of our key initiatives.
6. We have strong, trusting relationships with our customers and listen to them intently to understand their needs, wants and concerns.
A score below a seven should concern you. A score below five scare the crap out of you. A score above fifty means that you’re going to kick butt.
To read to the entire article, click here.
By Bill George, author of 7 Lessons for Leading in Crisis
Throughout the country, the anger at bankers is palpable. This isn’t a narrow populist phenomenon; rather, it reflects widespread mistrust in the nation’s financial institutions. A “Bank Anger” tour has percolated across the blogosphere. “I Hate Banks” yields 70,000 Google Index results.Read the rest of the article here.
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Stephen Multon, president and Chief Insight Officer of Action Insight Inc., guest writes for John Spence's blog. In his entry, he talks about John's new book Awesomely Simple: Essential Business Strategies for Turning Ideas Into Action:
I just finished reading John’s new book, Awesomely Simple, and really appreciated the emphasis in Chapter two and several other chapters on hiring quality people who fit the organization’s culture. Like me, John has something to say about the old cliché, “People are our most valuable asset.” He says, “Your talented people are your most valuable asset and your worst people are your biggest liability.”
Read the rest of the entry here.