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.

What is Your Philosophy of Business?

Here is a powerful idea that is fundamental to creating a culture of accountability…

 

If you are interested in finding out more about
the Brisbane event please click here:

 

 

 

 

If you are interested in learning more about
the Sydney event please click here:

 

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Several people have asked to see the pyramid I mentioned in the video — here are tow of the slides I developed for this program – hope these help!

 

 

 

 

 

 

 

 

Do I Really Need To Say Anything?

I have started a new practice that has made a huge positive impact on my life. As a consultant, I’ve always known that my job was to ask good questions and listen intensely. However, in my personal life I will often give my feedback, opinions, ideas, suggestions and direction without even being asked for it! Because I realized this wasn’t exactly a positive trait, during the last few months I have focused on asking myself a few questions before I open my mouth.

  • Do I really need to say anything right now?
  • Is what I’m going to say adding any significant value to the conversation?
  • Is what I want to say helpful or am I just trying to talk about me?
  • Do they want my advice or simply for me to listen to them?

Just taking a moment to pause and ask myself these questions has totally changed the way I approach conversations with my family, friends and colleagues. I have found that in the past I would often say things that were not relevant, did not help the conversation move forward in a positive direction or were simply an effort for me to impose my thoughts and values on someone else. Carefully thinking about what I am planning to say, before I say it, has cut my comments by 80%. I talk a lot less, listen more, and end up having much better and more satisfying conversations for myself and others.

So to finish, rather than telling you what to do let me ask you a question; Do you think it would be helpful to ask yourself these questions before you start talking?

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Five “Easy” Steps to Dominate Your Market

 

Do these five things CONSISTENTLY and you will crush your competition.
I guarantee!!

 

 

Field Notes: Singapore

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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

The Foundation of Business Success

After more than two decades of working with organizations around the world, the single biggest issue I see in company after company is: Lack of Disciplined Execution.

I meet plenty of brilliant people, who have developed amazing products and services and have unique and compelling strategies for how to win in the marketplace. Yet time and again I see those strategies fail because they are not effectively executed. Below is a article that was created by an amazing company out of New Zealand called Advisory Works. They are among the world’s leading experts in helping companies execute their plans, which is why I am extremely proud to announce that we have formed a partnership so that the team at Advisory Works can assist my clients who are struggling to implement the plans that I help them create.

I believe you’ll find some very powerful ideas in this PDF, things that you can apply right away to help you be more successful in taking the exciting ideas in your company and turning them into action in the marketplace.

Please feel free to share this article with anyone you want to and if you think you might need a little bit of help, don’t hesitate to contact the folks at Advisory Works, you will be extremely impressed.

View and Download PDF

The Four Cornerstones of Strategic Execution 06

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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Signed With a Handshake: How Trust Builds Good Companies

Recently I rehandshakecommend a great book from Bernie Swain called “What Made Me Who I Am.” I was very impressed with Bernie and his approach to business so I asked him if he would share a guest blog for my readers (that’s you). I really love what he sent, and I think you will too, it is a great testament to how important it is to build honest and real trust with your customers. Here is his article…

When you start your first business, it is hard work. The odds are against you. When you start your first business in an industry you know nothing about (other than what you read in a magazine), it is virtually impossible to succeed. And yet, that is exactly what my wife, my business partner and I did more than 35 years ago, when we hung out our shingle as the Washington Speakers Bureau.

No matter how you start, you will quickly learn some important lessons about finances, products, customer service, marketing, and, if you are like us, the need for a business plan. These are the fundamentals of any business. You also learn about the intangibles necessary to succeed, such as leadership, passion, focus, integrity and trust. You often learn these through trial and error. But I learned one of them, trust, by mistake and it became a defining moment in our company.

In our first year, we represented no one. We made no money. Then after 14 months, we signed our first speaker, Steve Bell, the news anchor for ABC’s Good Morning America. Actually, all we did was shake hands. While the practice in our industry was to sign speakers to one- or two-year written contracts, we were too excited to do any paperwork.

This meant that Steve could walk away from us at any time. Loving that idea, he told some of his friends, a group of Washington journalists, that we didn’t require signed contracts and if they went with us, they, too, could walk away.

This mistake attracted our first stable of speakers, all on a handshake. It did one other thing, totally unanticipated. It established an atmosphere of trust. We knew that we had to work hard to keep our new speakers happy or they would walk. But in turn, our hard work showed our clients how much we cared. Instead of being a mistake, our handshake agreements built a deep intimacy and a bond on which we began to rely on each other. That is the basis of trust, and it was a critical turning point for our company, where we continue to “sign” every speaker with a handshake.

We went on to become the biggest speaking bureau in the business, representing many of the world’s leading figures in government, business, sports and the arts, in addition to the media. In talking to many of our clients about the challenges they faced in their careers, I realized that we were in good company. They, too, had benefited from turning points—some intentional and some by way of happenstance—that made the difference at crucial junctures in their lives.

To be sure, not every business agreement can depend on a handshake—employee contracts and vendor agreements, for example, almost always have to be far more formal.

But every company can find ways to foster trust—by delegating responsibility, say, or establishing a compensation system that gives each employee a stake in the organization’s future. The company benefits, the employees benefit and, most important, the customers benefit.

For us, the trust we have with our speakers has spread to all personal and professional relationships in our company. “Can I trust you?” is not a question we ask, but rather, “Is this the right thing to do?”

Trust builds good organizations, just like it builds good families. By contrast, “distrust is very expensive,” as Ralph Waldo Emerson put it. It tears everything apart.

Whether you discover this truth by mistake or by design, you’ll find that trust is fundamental to the success of any group of people you bring together or lead.

Let’s shake on that.

** By the way, I also do this with many of my clients. No contract, just show up, try to help them as much as I humanly can, and they send me a check. I really like doing business that way.