| It's
Lonely at the Top
Every
owner or executive who sits at the top of the hierarchy
needs a place to turn. It is lonely at the top, but
that doesn't mean that the view is always clearest there.
The problem is when you are at the top of the organization,
there is normally nowhere to turn within the company
for an honest assessment of a situation.
Every
owner needs a confidant in business. This is the person
who has a knowledge of the business, who the owner trusts
to provide a reality check and who is not encumbered
by ulterior motives. Subordinates, as good as
they may be as individuals, may sugarcoat and skew their
input to avoid
upsetting the boss.
There
are many places where owners can turn to find a confidant.
Some set up a board of directors, others have a trusted
friend or knowledgeable relative, a partner can serve
as a confidant if there is one and still
others turn to an accountant or other close professional.
Many of Management One's clients turn to their affiliate
to serve as their confidant, reality check and an important
source of outside information and feedback.
Whoever
you choose as a confidant, make sure that he/she is:
1. There
for the long term, not to just give advice, but to follow
through during implementation.
2. Someone whose judgement you trust.
3. Knowledgeable about your industry and your business.
4. A person who cares about your success.
The
decision, the consequences and the risk are yours. Your
success may depend as much on the input from your confidant
as your own experience and decisions!
TEAMWORK: A Success Story
At
the end of the 2002 football season, Coach Rob Wicinski
was lamenting to his friend, affiliate Rick Ford (Chicago),
about another losing season for his high school team,
the Geneva Vikings. They had finished with a
sorry 2 and 8 record. Rick had a thought: He had successfully
implemented the Winning@Business™
process with Fortune 500 companies down to small, local
businesses -- why couldn't a talented football team
like the Vikings
benefit from the W@B
process as well?
Coach
Wicinski was intrigued with the possibilities. Donating
his time and expertise, Rick began the training
before the next season (2003). Team meetings took on
a new air of excitement and importance. Problems were
solved in a different manner. Just like in businesses
that implement the process, morale, dedication and commitment
all improved. The team set a goal to have a 5-4 season.
. . and they did!
"Next
year!" was the rallying emotion of the group. The
team, Coach Wicinski and the entire coaching staff were
dedicated to the process. This past 2004 season, the
team members barreled by their past year five wins and
achieved an amazing 8-1 record -- sending them to the
playoffs for the first time since 1986! They then won
their first postseason competition, their second and
their third! The team made it to the Illinois state
semi-finals
where they were finally defeated. "Next year"
they are resolved to go all the way.
Rick
is quick to credit the remarkable coaching staff and
the talented young Vikings for their incredible achievements.
Coach Wicinski, in turn,acknowledges the contributions
Rick made to the team: "Because of the
process Rick implemented, everyone knew their role and
we had measurable goals that players and coaches paid
attention to. Everyone worked as a team to achieve success."
Congratulations to everyone from Management One!
Sales Blurb
When
you are talking, you aren't selling. Most people don't
want to be "sold" -- they resist! As much
as they don't want to be sold, they love to buy. By
asking questions and applying effective listening instead
of
offering opinions and making presentations, a prospect
will convince himself to buy.
"Quote of the Day"
"When
you change the way you look at things, the things you
look at change."
-- Dr. Wayne Dyer
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