Book 2 – Lesson 21
ROLES OF BUSINESS
FROM JOHN STRUGGLEDORK:
Words:
TALENT: 
The talent (Latin: talentum, from Ancient Greek: τάλαντον, talanton 'scale, balance, sum') was one of several ancient units of mass, a commercial weight, as well as corresponding units of value equivalent to these masses of a precious metal. The talent of gold was known to Homer, who described how Achilles gave a half-talent of gold to Antilochus as a prize. TALENT IN TODAY’S WORLD: a characteristic feature, aptitude, or disposition of a person or animal.
· The natural endowments of a person
· A special, often athletic, creative, or artistic aptitude
· General intelligence or mental power
· A person of talent or a group of persons of talent in a field or activity
FLEXIBLE: capable of being readily changed; twist, turn, pliability
· Not bounded by rigid thinking
· Able to bend without breaking
· Ability to change and then make a decision to stay the same
TEACHABLE: Willing to learn…
· Capable of being taught
· Capable of taking instruction
INERTIA: is the resistance of any physical object to any change in its state of motion (including a change in direction).
· It is the tendency of some HUMAN to keep moving in a straight line at constant linear velocity.
· The principle of inertia is one of the fundamental principles of classical physics that are used to describe the motion of objects and how they are affected by applied forces and can be applied to the motion of Humans, both Meta-Physical or Physical. (BRAIN-SET MIND-SPACE)=1
ACCELERATION : in physics, is the rate at which the velocity of an object changes over time
· Is due to the net force acting on the object, i.e. the net result of any and all forces acting on the object. As a vector, this net force is equal to the product of the object's mass (a scale of volume, width, and depth of quantity) and the acceleration. In today’s world of thinking, both Meta-Physical or Physical.. VISIBLE – INVISIBLE=1
BELIEF: is the psychological state in which an individual holds a conjecture or premise to be true. Dispositional and Concurrent belief concerns the contextual activation of the belief into thoughts (reactive of propositions) or ideas (based on the belief's premise).
· acceptance by the mind that something is true or real, often underpinned by an emotional or spiritual sense of certainty
· confidence that somebody or something is good or will be effective
· a statement, principle, or doctrine that a person or group accepts as true
· an opinion, especially a firm and considered one
· faith in God or in a religion's gods
Roles in a Business
In the last week, I have been in Singapore and Taiwan and the following learnings have occurred for “ME” to think about.
In Singapore, I was exposed to a book by Author, Verne Harnish: http://youtube/wvFqk11pQLs
"The Greatest Business Decisions of all Time"
(Big Thought) as follows in descending order:
5. Jack Welch and GE created their own University… GE’s investment in
EDUCATION
4. Samsung, to send employees on 1 year sabbatical to study language and culture=
INDOCTRINATION
3. Sam Walton (founder of Walmart) had Saturday meeting of all managers (“The hog call”)
= FEEDBACK
2. Apple decided to re-employ Steve Jobs (the unreasonable man)
= QUALITY AND STANDARDS
1. Henry Ford (founder of Ford Motor Company) doubled employee’s wages. So the employees could buy his products!
= FLOW and EXCHANGE
My thoughts are summed up as follows:
~ FLOW AND EXCHANGE
~ QUALITY AND STANDARDS
~ FEEDBACK LOOPS
~ INDOCTRINATION, CULTURE AND VALUES
~ EDUCATION AND TRAINING
I don’t understand the details (content) of each of these decisions. I do though understand the context (space created) by these decisions. The ability to hold the space of these decisions takes an energy force that has the power beyond normal human reasonableness. As a mere mortal, I understand the G.O.D. of these decisions and know how each has changed the business world. I would be hard-pressed to come up with a better list of decisions in the business world. In the world of social responsibility and accountability, I think about the following leaders and wonder what their greatest decision would have been?
~ J F Kennedy
~ Margaret Thatcher
~ Martin Luther King
~ Gandhi
~ Nelson Mandela
~ Mother Teresa
I wonder about the greatest decision they would have made. I don’t wonder about whether they are REASONABLE or UNREASONABLE. The world will not change for reasonable people. The world changes for the few HUMANS that are UNREASONABLE. It takes courage and belief to be a leader. Talent supports the courage and belief. If you are FLEXIBLE and TEACHABLE, have a QUALITY and STANDARDS and the DISCIPLINE to hold a position, TALENT has INFINITE POTENTIALITY. No matter:
RIGHT OR WRONG GOOD OR BAD
Every role and company must have a level of leadership.
Every Human is designed with the CAPACITY to be a leader.
1. Accounting Department
2. Legal Department
3. Human Resources
4. Administration
5. Training Department
6. New product design: “Including costings and pricing”
7. I.T. “Computers, hardware and software”
8. P.R. Department
9. Marketing Department
10. Sales Team
11. Customer Complaints
12. Warehouse
No matter what role you play in any of the above departments…… As a HUMAN you have the choice to be your best and create meaning for your own life by the choices made. Are you willing to:
~ Lead your life? or do you….
~ Just follow along to get along? or do you…..
~ Just hang around and get out of the way of your true potentiality?
To “ME”, I’m not a victim of my circumstance. I’m the leader of my own future and am fully…….
RESPONSIBLE and ACCOUNTABLE FOR MY WORLD
UNTIL NEXT WEEK
JDS OUT
FROM CHIWI STRUGGLEDORK:
Looking IN from the OUTside
Words:
Observation: is the active acquisition of information from a primary source. In living beings, observation employs the senses. (1)
Reality: is the state of things as they actually exist, rather than as they may appear or might be imagined. In a wider definition, reality includes everything that is and has been, whether or not it is observable or comprehensible. (2)
A Priori: formed or conceived beforehand (3)
Lesson:
What do you do Chiwi?
We are an outsourced partnering company that focuses on small business entrepreneurs and the arrangements they want to create in the future.
Why would someone hire your services?
There are two primary reasons someone would engage an outsourced partnering company:
1. We get people to make decisions.
2. We hold them accountable to their decisions.
Sounds pretty simple to me. So why would they use your services? Can’t they do this themselves?
Often, the answer is, “No… they can’t or are not willing to do it for themselves”. Companies/businesses would use our services because we are independent of the organization. We are not IN the business. We can stand from the outside and look IN. Previously, I wrote about REFLECTIVE and showed how people can be so busy with activity that they become unproductive. When I analyze a company, I see it as it is, as I am not emotionally attached. My mind is not influenced by “a priori” special case. Or to put it another way, I do not have to deal with the history and all the associated hooks that come with it.
Yes, but what makes you special? Anybody can do what you have just said.
What make me special is that I have experienced what most business owners have gone through or are still going through. I am able to make accurate, unbiased observations of the scenario. This is where I put myself in a state called zero equilibrium.
R. Buckminster Fuller says, “If you observe long enough, you can see the gears of the Universe”. He goes on to say that most people don’t observe long enough and so do not see the pattern integrity evolve and therefore conclude that events are random and unrelated.
Hence, if you can see the pattern integrity of a scenario as it really is, then you can be accurate in your predictions. For example, Ms. Dorkette’s company was not in great shape when we first met. She was frazzled, her energy was frenetic and she was under pressure from all directions.
After I accessed the present scenario of Ms Dorkette’s company, I can comprehend all the inter-relationships and then take predictive and directive action to push towards people’s created future arrangements. Holding people to task, then getting them to alter course, which is unchartered for them, is the challenge. The “a priori” history I referred to above is due to habits over time. It takes at least 21 days to form a new habit (4). The habits are where the resistance to change happens.
HABIT PATTERN OUTCOME
When I first met Ms. Dorkette, she was like Pollyanna. She thought everything was wonderful, the sun shone, birds sang and that she was a fantastic business owner running a profitable business. She admitted that she could use some help to fine-tune her business.
Our company’s modus operandus is high impact with regular frequency of interaction. The ideal is a meeting of once a week with reporting in between.
So we got started with regular weekly meetings for the first month. She tells us everything is fine and that all is well. Therefore we proceed and get her moved into her new premises. She took possession in August and still had not moved in yet (it was now October). We start putting in systems and processes so she can get the job done without having to employ lots of people.
We try various reporting mechanisms and find it is difficult to get a routine going.
The New Year arrives and we are revved up and ready to go. Planning sessions for the year, projections and creation of future arrangements are implemented. All is well in Ms. Dorkette’s world/mind. The real REALITY is that the business is in disarray. Production has bottlenecked because various tasks other people used to do have gravitated back to Ms Dorkette. Some of the functions she does not like doing and therefore get put off, thus consuming more energy as she dwells and stalls.
Lack of production means limited $ is coming into the business. The main things that are coming into the business are bills. She starts to fall behind, be in arrears and so SHOUTS, “I NEED MORE SALES!!!!!”
This is a difficult moment, as I can foresee that more sales will only exacerbate and compound the problems she is going through. My recommendation is that she FOCUS on delivering as agreed upon to current customers, as she was getting upset people demanding their money back as a result of delivery outside people’s expectations. We reach an impasse and I realize I cannot help someone in this SPACE…. Someone who really is not prepared to work through the advice given.
I send her a letter thanking her for the opportunity of working with her. I outline the process we have gone through and the progress made.
Two weeks pass and I receive an email requesting help to prepare for a meeting with the Bank Manager. I give her some advice and leave her to it. A week after this meeting, she asks us to come back and help her, as she realizes she is in trouble. This is the moment of zero equilibrium…. this is the REFLECTIVE moment I wrote about previously. It is when you reach zero equilibrium and see things as they really are.
We then meet and agree that for me to work with her and assist her to manage her business, she has to follow my DIRECTIVE.
There in ends the first phase of what I do…. REFLECTION. Get people to see the world as it really is.
The next phase is….. REFRACTION, which I will write about in lessons to come.
1. http://en.wikipedia.org/wiki/Observation
2. http://en.wikipedia.org/wiki/Reality
3. http://www.merriam-webster.com/dictionary/a%20priori
4. http://www.slate.com/blogs/quora/2013/05/06/does_it_really_take_21_days_to_break_a_habit.html
Chiwi Struggledork…… OUT
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