Achieving Business Excellence with John Spence

How to Get the Best Talent for Your Company

The last video I posted was on the importance of having top talent in your organization (here is a link). I got a great follow-up question from my friend Brandon West the owner of PHOS Creative (the company that does our digital marketing) asking: “Do you have any resources that would be helpful to us in starting a stronger recruitment initiative? Sites, books, tools, contacts, etc.” Instead of writing him a long email, I decided to just shoot this video with my best ideas on how to find, hire and retain top talent.

Please send me any business or leadership questions you have and I’ll be happy to shoot a video with my best ideas and suggestions.

I hope you will share this video with your network. Thanks so much – John

 

Here is the book I talked about from Geoff Smart and Randy Street – I very highly recommend it.

Some BIG Ideas on Strategy

This video is an overview of some of the most important ideas I’ve ever learned about creating and executing a winning strategy for your business.

If you found these ideas of value, I very much hope you will share the video with your network.

Thanks – John

A Perfect Breakfast Storm

240_F_90927099_z6LSkcqAbKKIpsbNmhygPROfNiNTK1x9Recently I witnessed a perfect storm of two prevalent business problems:

 Activity vs. Results and The Law of Unintended Consequences.

 

I was having breakfast at a very nice hotel. When I was seated I asked the hostess if I could have a menu but she explained to me that they only offered a buffet. So I walked over and put together a plate of food. When I returned there was a glass of water on my table, however, I really like to have iced tea with my breakfast, so I looked around to try to catch the attention of one of the servers. I was literally the only person in the restaurant, yet I couldn’t get any help. The staff was feverishly working away at folding napkins and setting tables for lunch (it was 8:40 AM), busy as could be and completely ignoring me. When I started to eat my meal, the eggs were cold, the sausage was cold and the potatoes were cold, so I decided I might as well have some yogurt, because it’s supposed to be cold. I set my plate to the side and went back to the buffet for the yogurt, upon returning my plate was still there and no iced tea. After I ate my yogurt I waited patiently for someone to come over so that I could ask for a check, and no one ever came to my table. So on my way out of the restaurant I mentioned to the hostess that no one asked me to pay for my breakfast, to which she replied, “Oh it is included in with room, you have already paid for it.”

That is when it dawned on me. Because they had no way to earn a tip, nobody put any effort into helping the customers, it was much easier to just look busy folding napkins so that their manager did not give them a hard time. Again, I tell you these sorts of stories not to complain, but to hold up a mirror and ask you: Do you ever do this in your business? Do you judge your employees by how early they get to work, how late they stay and how busy they look – not on the quality of their work or results they deliver? Is your reward and recognition system in alignment with the priorities of your business?

Are you paying your people to do what is most important and drive success, or to have nicely folded napkins?

If you would like some ideas about how to improve your culture, I wrote a short ebook with my best ideas. Here is a link to learn more:

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Leader of the Future = EQ + Technology

How-to-Become-a-Better-Leader-730x493I have just returned from two weeks of working with clients in New Zealand and while I was there I was asked to give lectures at the University of Auckland and the University of Canterbury. The topic they asked me to address was, “Leading in a Time of Disruptive Change.” This is a topic I know pretty well, but I decided it would be nice to get some additional opinions to add more depth and credibility to my comments, so I sent a note asking for input to some of my friends including Marshall Goldsmith, Guy Kawasaki, Seth Godin, Tim Sanders, Jim Kouzes, Tom Morris, Joe Calloway and several other top thought leaders, asking what they would share around this topic.

Everything they offered revolved around two key ideas: EQ + Technology

 

EQ = Emotional Quotient

The next 10 years will mark one of the most explosive eras of technological advances in the history of humankind. It is hard to believe that the smart phone was invented just 10 years ago and in that time span people around the world have downloaded more than 2 billion apps. Connection by computers is increasing at a dizzying rate, whereas connection between people seems to be decreasing at an equally alarming rate. A successful leader of the future must be superb at collaboration, personal connection, empathy and interpersonal communications. They need to be effective at bringing people together, creating high-performance teams, developing deep levels of trust and building real relationships with the people they lead. For some people EQ comes naturally, they are great at working well with other people and showing genuine concern, caring and empathy. For others of us (me included) EQ is just not something we were born with, however, through study and practice I have been able to increase my level of EQ significantly and so can you. Either way, natural or learned, the skills necessary to display EQ are essential for tomorrow’s leaders.

Technology

I mentioned it briefly above, but it bears repeating, in the next 10 years we will go through a truly overwhelming influx of new technologies that will be highly disruptive to every business (and person) in the world. That might sound like hyperbole, but I assure you it is not. Last year I attended the Abundance 360 Conference (an offshoot of Singularity University) where some of the world’s top technology experts outlined the eight major areas of technological change that would have the most impact on the human race in the next decade.

  1. Computer speed / deep learning
  2. Artificial intelligence (AI)
  3. The Internet of Things (IOT)
  4. Advanced robotics
  5. Augmented reality
  6. Virtual reality
  7. Synthetic medicine
  8. Genetic decoding/recovery

As just one example, the director of the business school at the University of Canterbury explained that in 2026 you will be able to buy a laptop for $1,000 that surpasses the brainpower of a single human, and by 2046 you will be able to buy a laptop (if they even exist anymore) that will exceed the brainpower of the entire human race. When you apply this computing power to the areas I have listed above, the impact is literally unfathomable. Therefore, to be effective, future leaders don’t need to embrace change, or even revel in change, they need to DRIVE change. They will need to be visionary in their ability to predict how these seismic technological shifts will impact their industry, their individual businesses and their customers. As another example, a good friend of mine who is the president of a prominent university here in the US lamented to me, “We are training students today for jobs that don’t exist on equipment that has not yet been invented, which means we are going to have to completely change the way we educate our youth.” Now if that isn’t a disruption, I don’t know what is – and the same thing is going to happen to you.

Leader of the Future = EQ + Technology

What do you think?

 

*** Also, I am very pleased to announce that my blog has been named one of the Top Small Business Blogs to Follow in 2016.
To check out the other winners and their superb blogs click HERE

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20 Questions To Make Better Business Decisions

8D9xPlllM2WzeTfM4McZ-Tl72eJkfbmt4t8yenImKBU8NzMXDbey6A_oozMjJETcYears ago I attended a class on Precision Questioning and Precision Answering, it was a tough class but I learned a lot. One of the most important things I learned, which I had experienced many times in the business world, is that very few people use a process in order to make important decisions, they just go with general ideas and a gut feel. Again, from years of experience, I have watched many senior executives make huge decisions, multi-million-dollar decisions, not using any kind of a formal process for organizing their thinking. Here is a list of 20 questions I use when helping organizations to make important business decisions.

  1. What is the real timeframe for this decision?
  2. Who needs to be involved in making this decision?
  3. Who does not need to be involved in making this decision?
  4. Can this decision be overridden by a person higher in the organization?
  5. If so, why are they not making this decision?
  6. Do we have the data necessary to support making a good decision?
  7. How do we know that the data is reliable and up-to-date?
  8. Do we have the financial numbers necessary to make this decision?
  9. If so, how do we know that they are accurate and up-to-date?
  10. Who else in the organization will be impacted by this decision?
  11. Do they need to be involved in making this decision?
  12. How, specifically, will we implement this decision?
  13. What metrics will we use to track success or failure?
  14. Who, specifically, will be responsible for the implementation of this decision?
  15. What is the real timeline for the overall implementation of this decision?
  16. What do we expect, specifically, as a successful outcome from this decision?
  17. Is there anything we would have to stop doing or change in order to implement this decision?
  18. Will this decision have a major impact on our brand in the marketplace?
  19. Well this decision have a major impact on our customers?
  20. What are the ramifications if this decision is wrong or poorly implemented?

If you have to make a major decision in your organization I strongly encourage you to use this list of questions in order to ensure that you are making a good decision. I can’t guarantee that the decision will work out perfectly, but I can almost surely guarantee that if you don’t go over this list and at least entertain several of the key questions, there will be a good chance that the decision will fail.

Are there any questions that I missed?

The Top 4 Business Trends of 2015

Last day of 2015I have literally just walked off the stage from my last presentation/workshop for 2015. It’s been an extremely busy year with more than 200 days on the road, zigzagging across the United States and Canada and delivering programs in Australia, New Zealand and most recently Poland. As I look back over the year here are a few big takeaways that I think you might find of interest.

 

  1. Culture and talent are critical. In most of the businesses I worked in this year the single biggest place where they could reduce waste, reduce costs and increase revenues and profits was in the quality of the people on their team and the culture in the organization. I believe that companies need to put more focus on hiring, growing and retaining top talent – and building a winning culture of engaged, satisfied and loyal employees who are highly results driven, customer focused and accountable. To me, these should be major strategic objectives in almost every business.

 

  1. Lack of accountability and disciplined execution are the biggest problems I see in almost every organization worldwide. There is no shortage of bright, sharp, talented people who can develop highly innovative strategies and ideas – but there is a huge shortage of people that can take those ideas and effectively turn them into results in the marketplace. Again, another place to see major revenue growth and profitability in many companies is focusing more on execution.

 

  1. As I look at the programs I was asked to deliver, there is a clear pattern of a handful of workshops and keynote speeches that the majority of my clients asked me to focus on:
Advanced leadership, especially leading organizations through change

I delivered this program for a number of companies whose industries were undergoing massive change and were challenged to get their employees not just to embrace change, but to drive change.

Winning culture

Many of my clients requested that I help their organizations learn more about how to create higher levels of engagement, commitment, teamwork and collaboration – what I have come to call creating and “ownership mentality” throughout the organization.

Business excellence/strategic thinking

I spent a good bit of time this year helping companies take a hard look at their current operations, benchmark against best practices and fine-tune their strategies to be successful in the future.

Consultative sales

Although I started my career doing high-level sales training, I stepped away from it for a few years, but now many of my clients are asking me to help their entire organization become a sales organization focused on being trusted advisers to their customers.

My recommendation would be to look closely at your organization and make sure that none of these are areas that you are neglecting.

 

  1. Lastly, I am becoming more and more aware that building a strong network of people that want to help and support you (because you are helping and supporting them) and then using that network to generate strong positive word-of-mouth… should also be one of your major strategic objectives. It has become obvious to me that social media, combined with social proof, are the future of referrals and word-of-mouth marketing. But all effective networking and word-of-mouth marketing is based on, delivering massive value and being so incredibly remarkable at what you do…that people want to remark about you, that is, tell other people about how great you are. Just trying to build up your email list or the number of contacts you have on LinkedIn is not an effective strategy, it only works when the connections are created through trust and strongly demonstrated competence.

So those are some of the major things I noticed about 2015, which means they will probably continue to be big issues in 2016. Are you seeing anything different?

I very much look forward to your thoughts – John

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On The Intolerance Of Mediocrity

5117ec57cab7b.imageI have spent the last 20 years of my career studying excellence. I have read dozens if not hundreds of books on the topic, interviewed CEOs, Olympic gold medalists, artists, musicians and other people who have achieved preeminence in their field. I especially enjoy spending time with world-class chefs who are insanely focused on producing only the finest dishes they can humanly make. Recently I read an article from one of the top chefs in the world that discussed how he built his restaurant into one of the most revered eateries on the face of the earth.

His simple four-step formula for excellence?

  1. Strive every day to be the best in the world.
  2. Be completely intolerant of mediocrity.
  3. Constantly innovate and push the envelope.
  4. Deliver a truly world-class dining experience to every customer.

I read that list and thought to myself that you could pretty much copy it, change number four a little bit, and it would apply to being excellent in nearly any business. But I have one big problem, its number two, something I believe in very strongly, but can cause a tremendous amount of stress in your life.

For those of us who want to be highly regarded at what we do, I believe it takes a complete intolerance of mediocrity, both in yourself and in those you work with. However, taking on that attitude means that you will often be frustrated and sometimes be seen as too aggressive or even a bully. I have been mentoring a young man that wants to be one of the top 10 chefs in the world and during a recent breakfast he asked me, “If I become one of the best chefs in the world, will any of the people that work for me like me?” And I quickly answered, “No, they will think you’re an asshole.” I know it sounds harsh, but it’s the truth. In order for him to demand near perfection and be completely intolerant of anything less than excellent, he will have to step on a lot of toes and bruise a lot of egos.

Which brings me back to…me.

I struggle mightily with this idea. I coach all my clients to stop tolerating mediocrity and to remove anyone on their team that is not a solid contributor to the success of the organization. According to a recent test I took, I literally broke the scale on self-competitiveness, so I obviously have no problem (or perhaps it is a problem) in pushing myself very hard to achieve excellent results. But I will say that my focus on making myself and my company absolutely the best I possibly can does make it extremely hard on the people that work with me and the vendors we do business with. I am accused by many of being too harsh, unrealistic and overly demanding – which part of me takes is a great compliment and the other part of me feels almost embarrassed about because I know how difficult it can be to work with me.

In the end though, I know that to achieve a high level of success I must be unwilling to settle for mediocrity. On the other hand I am coming to the realization that the distance between “Mediocrity – Good – Great – World-Class” has a lot of room for delivering fantastic work, without having to be constantly stressed and frustrated over not delivering world-class work. I understand now that driving for near perfection can often times drive people into the ground, yet if I challenge them to deliver the best they possibly can a level that I can accept as really, really great work – then I don’t have to be an ass. It’s a tough lesson to learn, but one that I’m working on.

What about you?

 

*** By the way, I have written a short and focused e-book with my best ideas and tools to help you build and sustain a winning culture in your organization. It sells for just $4.99. If you’d like to learn more about the book here is a link: Winning Culture e-book

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My Top 10 Business Success Tips

untitled10In November of this year, I will be the guest of the American Consulate in Poland in order to deliver a number of classes on entrepreneurship and business excellence at several universities in Kraków. Today, I received an email from a contact in Russia that is interested in possibly hosting a few business seminars in Moscow, and in that email, he asked me for a “bullet point” list of business tips to put in their newsletter to promote the events. So I sat down and tried to come up with the ten most important things I could offer, and I thought the list turned out pretty cool, so here it is.

John Spence’s Top 10 Ideas for Business Success

  1. The quality of the people that you can get, grow, and keep on your team will determine the success of your business in the long run. Other companies can copy your products, distribution, and marketing and beat you on price, but if you have top talent that is loyal, engaged, and excited about working for your company, then you have a huge market advantage.
  2. Whoever owns the “Voice Of the Customer” owns the marketplace. The company that listens to the customer the best and understands their needs, wants, fears, desires, and wishes – this company will be able to create a massive competitive advantage for itself.
  3. The formula for business excellence is: (Talent + Culture + Extreme Customer Focus) x Disciplined Execution = Business Excellence
  4. One of the keys to success in any organization is having a clear, compelling, tightly focused and well-communicated vision and strategy for growth.
  5. Culture = Cash. The number one factor for having highly engaged, satisfied, and loyal customers is having highly engaged, satisfied, and loyal employees. Remember this: the customer’s experience will never exceed the employee’s experience.
  6. Ambiguity Breeds Mediocrity. If you want to create a culture with high levels of both personal and mutual accountability, it is essential that you establish clear, specific, measurable, and binary goals.
  7. In every business, there are a handful of Moments Of Truth. These are the three, four, or five MOST important interactions with your customer on which you must deliver flawlessly, every single time for every single customer, if you want to grow a successful business.
  8. To be successful in the future, the rate of internal innovation must exceed the rate of external innovation (II>EI). As a business, you have to innovate, create, strategize, and implement better than anyone you compete against in the marketplace. As an individual, this also means that you have to continuously improve every single day in order to out-innovate the people with whom you directly compete.
  9. Don’t worry about the competition; instead, worry constantly about being better than you were yesterday and about absolutely delighting your customers. This is how you win in business.
  10. You become what you focus on and like the people you spend time with. Whatever you fill your brain with and whomever you choose to spend your time with will determine what your life will look like a decade from now.

I truly welcome your additions to this list. It would be fun to get this list up to fifty or even one hundred business tips.

How to Build a Personal Advisory Board

mentor advisor, mastermind business successI received an email this morning from a colleague who was asking about how to expand their network and specifically how to create an “Advisory Board,” of key individuals with specific expertise that could help him be more successful in his career. I get a lot of inquiries about this subject so I thought I would give you some brief advice about how to at least get this process started.

Step One: Determine exactly what you are interested in learning about. It does you no good to simply connect with people hoping that they might be able to add value to you, so it is important that you take the time to sit down and think through the skills, capabilities, information and expertise you hope to gain through your advisory board.

Step Two: Once you have a very clear idea of exactly the kind of person you want to meet, send a clear and focused note to everyone in your current network asking them if they know anyone who possesses the skills and experience you are looking to learn about and might be willing to assist you as a mentor or on your Board of Advisors (Basically a group of mentors).

Step Three: When one of your current contacts identifies a potential advisor, do as much homework as you possibly can on that person before you get introduced to them. Google them, check their LinkedIn profile, see if they have a Facebook profile, ask your contact for any and all information that they will share with you – before they make the introduction. And then create a very clear and specific outline of what you hope to learn from this person so that your contact can make a solid and compelling introduction on your behalf.

Step Four: Once the introduction is made be extremely respectful, do not waste one minute of their time, explain exactly what you’re hoping to achieve, and then ask them what they are interested in learning more about so that you can work as hard as you possibly can to help them gain new information and ideas that would be of value to their personal and/or professional growth. Remember, for a networking or advisory relationship to be successful you must give as much or more value back to the person who is advising you as they are offering to you. You have to make a significant effort to constantly be on the lookout for ways that you can help them, bring them new ideas/information and introduce them to other people that they might find value.

Step Five: Once you create a solid advisory/mentoring relationship with this new contact, and you feel comfortable that you have gotten to know each other fairly well, ask them if they would introduce you to three people they feel would also add a lot of value to your growth and who would enjoy spending time with you and find value in the kind of information you would bring to them.

Step Six: With each of these new contacts go back to step three and repeat the process over and over again. If you do this diligently, and always strive to add as much value as you possibly can back to your mentor/advisor, you will look up in a few years and your network will have grown exponentially and you will have a handful of very key advisors who could literally change the trajectory of your career and life!

I hope you found this helpful, and if you did please share it with everyone in your network.

Thanks so much – John