Growing Your Business Quicker And Smarter
Welcome back to take charge of your productivity. I am coach Penny Zenker and we are speaking with CEO Space founder Berny Dohrmann. We are going to be talking about productivity and growing your business quicker and smarter.
B: I am glad to be back. Thank you for having this.
P: I just want to break this down. How do you define productivity first and why?
B: I define productivity as an economic measurement as an investment banker economist. Until I look at productivity as the workspace output that can be measured by the individual. I can look at improvement in that performance and productivity over time and I also look at it as the Happiness Factor. In the happy workspace you see at Zappos, at Pinterest, Apple, and how you’re treated as a customer is off the charts.
P: Absolutely. If I were to consolidate what I heard you say is: Productivity is also measured by the value that is delivered to you in the organization and through your customers.
B: In the markets we are facing, never before has a leader faced what we are facing today. We are facing now a market of super change. The markets of super change.
P: What do you mean?
B: The circumstances of your market, three months ago before this show, we have the government of the US closed down for the longest period of time on record. We didn’t know if we were going to have a budget for the American people or another crash. Now we have a two-year budget. Why? Because cooperation has broken out all over.
P: What is the biggest challenge for CEO’s and leaders in their organization to stay current and to be able to maximize productivity in this way?
B: they have to have a system. At CEO Space, what we did is we created a five-time update so they can come in and out and buy a lifetime membership and go at their pace. They have to find their own model or mechanism for remaining current. Because you’re busy and leading companies. You don’t want to stop and just re-audit. You don’t think you should because you think you are the best. But today, teamwork does make the dream work. On looking at performance upgrading, the boss has to start with their core team. Themselves and the people around them. The cornerstone decision makers. And they have to as never before invest in currency. On a vision retreat plan, I used to tell CEO’s of the Fortune group, that you would do your vision retreats and do those once every 18 to 36 months. And today, you have to do them every 12 months. You have to have the vision retreat so that you can renew the vision of the entire structure of the firm’s package, delivering and customer wow factors against the market of super change. Keeping you leading and bleeding. And then you need to transmit the new vision plan to all of the stake holders for buy in. Which is a failed step in performance. A lot of the performance breakdown is the vision undertaken by the owner and manager. Getting a transmission line built.
P: I think that is a critical factor that a lot of leaders don’t give as much credence to is that the performance doesn’t always come down to the production of the widgets, its buying in and having ownership and a vision and really owning it. I have dealt with a lot of people looking to get greater accountability from their people. I have had such amazing turnarounds by saying lets focus on getting them in touch with the vision.
B: I am speaking at Harvard soon at an entrepreneurial group. When we are talking the head of IT and the entrepreneur group, our discussions are parallel because we are talking about just what you said. Everybody said they want people to do certain things. Clicks, retention, get progression, get in touch, an outcome purchase from the web experience. But they are not looking at behavioral sequences. People make choices to buy through a series of behavioral steps. You want to walk through the behavior of thought processes that the buyer goes through. Not what you want. So most of the times, you have the designers make a pretty sign, or a programmer who has made a functional site but neither are accommodating the behaviors of the buyer. What will the buyer go through to make a purchase? If you model this site so it follows the buyer behavior sequence choice decision making, you get a percentage shift that is astronomical of the buyer actually buying. What it takes to do that goes back to coach or mentor. You want the brains you can’t afford to help you and remember the most powerful words of the English language. Will you mentor me? You can get the best people in your industry to have lunch. You can get the best people to give you that lunch that may be worth months of work. Mentors really make a difference. The actual steps and phases and stages can get things done. Everything is about the sequence. You plane is made to soar but it will crash every time if you work the buttons with the wrong sequence. The most important thing is to re-sequence your venture so that you model it in the right context for brand experience. Remember, you only exist as a brand. The utility of your product is much less important. The quality of your food, the way the lawnmower mows the lawn. Those qualities and features are far less important than the customer experience. When you figure the emotional equation for your customer to own and possess that, then you incorporate that into your brand muscle. Your brand muscle is what will drive you long-term. The most important is renewing your brand. We work with the branding people who redo Hewlett Packer, Price Water House, and the biggest companies in the world. Their thought process and what they are looking at when they are doing a brand experience is so different than the average person throwing a logo on a page. Every touchpoint that the customer is going to read from the time they learn first about you to the time they have after the product sale experience. They design those experiences. What happens when you get it right? People love what they are doing. We feel it. We feel it. We want to come back, as a client. We feel it. Because our service support is so superior.
P: Absolutely. That is really important to think about. The emotional equation from the client and from the individual employee. I want to shift gears and talk about productivity. People also think about time management with that. One of the principles of my program and thinking is that people are focused on the wrong things. In terms of sequence, when it comes to this, they focus on time. We can’t control time and then we create stress. My principle is more that we need to focus on the energy we bring to something. Not the time.
B: In the market of super change we have to adopt a new principle of the adventure of lifelong learning. In the workspace, we get into this is the way we have always done it. That is the enemy. What we need is to constantly look for new smarter ways to enjoy how the customer gets it. We can do triple the output in an hour and have doubled the time off. We can have more freedom in the workplace and do so much more. When you are at a point where you have got some of your work accomplished you need to help others. Your stakeholders with a team. You are part of a dream team. If you are not acknowledged and rewarded, I am stealing from my own book, what happens in redemption, is if you draw a pyramid think of fear, punishment, exploitation. Who wants to reinvent and make a thriving workplace in that model? If you have a circle with hub management and the spokes are all buy-in partners and your model is reward, recognition, and celebration, who wants to work in that model? Everybody! Who wants to reinvent and constantly upgrade systems and be acknowledged and rewarded for making performance improvements? Everybody has a stake in this. They are trying to make it smarter, faster, easier, and helping each other to do it. That gets to be a wonderful workspace. Everybody loves it. I think one of the biggest things a manager can announce is we are reforming our workspace from competition systems to cooperative systems. Competition systems are always resisting innovation. Cooperative systems are always embracing and accelerating innovation. Cooperative system’s first mark is all diversity is celebrated. Look at your workspace and say if you are ethnic, education, money-making, and your third attributes, you’re dressed, you are a culture, if all of those things are present, you are in a competitive workspace and you retard the performance and your customers feel it. If you are in a cooperative workspace all of the diversity is celebrated! Tell me about your sport, song, dress, it’s so fascinating and interesting that we are not the same and it is wonderful how you worship God and I do it differently. We celebrate and we don’t punish differences.
P: I want to bring us back to the concept of energy management. We are managing the energy, the organization, by balancing people’s strengths and creating that cooperative environment. It creates synergy. It’s like being in the flow. Like water. It will go up and over and around.
B: Take the most competitive organizational structure. We don’t have full partnership. We have many people left out. So we try to make a better system. Everybody is in fear so how do you get the safe space to be and we live short lives. We should have thrilling lives. We should love our workspace. There should be plenty of jobs for everyone which will never happen with communism and never happen with competitive capitalism. The final revolution is to get a transparent system all across the world that is full partnered for everybody and creates a future called cooperative capitalism. Free enterprise, private ownership, and cooperation system modeling. And it’s just coming. We started in the early 90’s with 3M and they went up the fortune ladder and won the excellence award more than any single company and they blame it on the cooperative reform that happened in their culture. Cooperation takes you up and you don’t care if you are black, white, pink or green. A woman or a male and you just get excited to everyone’s talent position and maximize their opportunity grid to deliver. Everybody just puts out and has more fun. They come early and leave late and have a ball. They love their home life and their workplace. To some extent, we become cooperative in the workspace vs. competitive. How do you think customers feel? Competitive companies treat you like dirt and you hate it. In a cooperative company, they treat you like royalty and you feel the magic and wish it were everywhere.
P: That is fantastic and I love this concept. I want to mention to the entrepreneurs, you have the opportunity to take your business and take it to a whole new level by implementing this type of cooperative capitalism in your business. Go out and get it Redemption the Cooperation Revolution. Let’s take a break then we will talk more about CEO Space.