“This isn’t personal. It’s just business.”
Those words still ring in my head following a tough budget negotiation in September.
Unfortunately that’s standard procedure for some. If you fall in this category or have found yourself saying similar words recently, here’s an insight: You’re no Donald Trump.
Business is as much a personal, emotive statement as anything we do. The companies and individuals who understand this rule flourish, and the ones who don’t? Well, they may prosper but it is usually on the backs of someone else. Rarely do these actions create a position in people’s mind that says, “built to last.”
Depending on how you view the world, a majority of business people are decent, caring and understanding. They’re friends, friends of friends, colleagues, neighbors, etc. It may not always seem that way in a dispersed world. But don’t be fooled. Your circle of influence is a lot tighter and more transparent than even you may realize.
Your reputation depends almost entirely on performance and building customer/client loyalty, which is an incredibly difficult task without creating a personal stamp. One of the first steps, however, should be to drop the pretense and remember that it’s not ‘just business.’ It doesn’t matter whether you’re selling Internet services, stocks or job candidates.
Now, this isn’t to say that everyone who you do business with needs to be your closest friend or confidante -- or that every interaction will result in great personal connection.
As you make the rounds this holiday season, try to think personal first, business second. You’ll be amazed at the results.
If you doubt the veracity of these words, then consider a Warren Buffett line after his purchase of Borsheim’s Jewelry: “If you don’t know the jewelry, know the jeweler.”
Thursday, December 09, 2004
Monday, November 15, 2004
Reputation Matters
In the 10th annual Reputation Quotient Study published in Monday's WSJ, readers can find obvious findings. http://www.harrisinteractive.com/expertise/reputation.asp
Then come the not so obvious and what no one ever studies closely enough -- how personal reptutation can either transcend or destroy a company's standing.
Case in point. This year's biggest loser, Disney, went from fourth last year all the way down to 16th in this year's edition. Reasons cited include greed, ridiculous salaries and general disenchantment with the company. One respondent said, "Next thing you know they'll layoff Mickey and Goofy to enrich their salaries."
With names on trial such as Ovitz and Eisner, it's clear that the company's magic has been lost.
At the other end of the spectrum lies Coke, which remained in the #3 spot despite their well documented problems.
However, unlike Disney, Coke's drumbeat doesn't revolve around imperial personalities gone wild. Names such as Heyer and Daft don't hold as much sway as Eisner and Ovitz, and for that basic fact, Coke is breathing a sigh of relief.
Coke also seems to retain an emotional connection, which is something that Disney has seen fade.
What can the rest of us takeaway from this study?
1.) Name awareness doesn't always translate into results. It's what you do with the awareness that makes a difference.
2.) While the public's attitudes toward business show modest improvement, the gap between the very top earners and the rank and file remains an extremely violatile source of discontent. And outsourcing isn't going away as an issue anytime soon.
3.) Standing for something is the best strategy to manage ebbs and flows.
Anyone interested who grabbed the top spot? Johnson & Johnson, of course. Not too shabby for a drug company. Rounding out the list at #60 was the perennial loser, Enron.
Then come the not so obvious and what no one ever studies closely enough -- how personal reptutation can either transcend or destroy a company's standing.
Case in point. This year's biggest loser, Disney, went from fourth last year all the way down to 16th in this year's edition. Reasons cited include greed, ridiculous salaries and general disenchantment with the company. One respondent said, "Next thing you know they'll layoff Mickey and Goofy to enrich their salaries."
With names on trial such as Ovitz and Eisner, it's clear that the company's magic has been lost.
At the other end of the spectrum lies Coke, which remained in the #3 spot despite their well documented problems.
However, unlike Disney, Coke's drumbeat doesn't revolve around imperial personalities gone wild. Names such as Heyer and Daft don't hold as much sway as Eisner and Ovitz, and for that basic fact, Coke is breathing a sigh of relief.
Coke also seems to retain an emotional connection, which is something that Disney has seen fade.
What can the rest of us takeaway from this study?
1.) Name awareness doesn't always translate into results. It's what you do with the awareness that makes a difference.
2.) While the public's attitudes toward business show modest improvement, the gap between the very top earners and the rank and file remains an extremely violatile source of discontent. And outsourcing isn't going away as an issue anytime soon.
3.) Standing for something is the best strategy to manage ebbs and flows.
Anyone interested who grabbed the top spot? Johnson & Johnson, of course. Not too shabby for a drug company. Rounding out the list at #60 was the perennial loser, Enron.
Thursday, November 04, 2004
"He's One of Us"
Sometimes there's brilliance in simplicity.
"He's One of Us" explains the re-election of George W. Bush as well as anything else.
Character attributes -- leadership, conviction and faith -- created a wave of support that carried Bush past Kerry, who in the end, suffered from a lack of consistency and perceived personal warmth.
What do all these reasons have in common? It's the intangible, stupid.
Those whom aspire to be leaders would benefit from taking this conclusion to heart.
"He's One of Us" explains the re-election of George W. Bush as well as anything else.
Character attributes -- leadership, conviction and faith -- created a wave of support that carried Bush past Kerry, who in the end, suffered from a lack of consistency and perceived personal warmth.
What do all these reasons have in common? It's the intangible, stupid.
Those whom aspire to be leaders would benefit from taking this conclusion to heart.
Sunday, October 31, 2004
And the next President is...
Actually, we don't know yet. It may take awhile to determine the winner.
As you watch votes flow in, here are some point-of-view (lower case) overtones to consider:
If Bush wins, he'll be able to point back to the War on Terrorism as his "One Big Thing" that got him through a close race. It's amazing to watch how disciplined Republicans are with staying on message, often to the extreme of clouding facts with reality. But in a rapid image, 24-hour news cycle, the schtick seems to work, especially if Bush holds on to win a second term.
If Kerry wins, he'll be able to point back to his ability to differentiate views and values on issues as a deciding factor. He never established a message along Clinton's "It's the Economy Stupid." However, Kerry did appear authentic and different enough to force a deciding vote. If he loses, Kerry will wish a "Vote for Change" message had been portrayed instead of the Vietnam memory lane stuff.
And if neither wins and it's a tie? Or worse yet, a repeat of 2000 where one candidate gets the popular vote and the other wins the electoral map? For point-of-view purposes, it won't prove anything that substantial. And that may be the greatest takeaway.
Instilling and portraying a consistent point of view will only take you so far; at some point, other factors such as sheer will, luck and outside influences take over.
Happy voting,
JG
As you watch votes flow in, here are some point-of-view (lower case) overtones to consider:
If Bush wins, he'll be able to point back to the War on Terrorism as his "One Big Thing" that got him through a close race. It's amazing to watch how disciplined Republicans are with staying on message, often to the extreme of clouding facts with reality. But in a rapid image, 24-hour news cycle, the schtick seems to work, especially if Bush holds on to win a second term.
If Kerry wins, he'll be able to point back to his ability to differentiate views and values on issues as a deciding factor. He never established a message along Clinton's "It's the Economy Stupid." However, Kerry did appear authentic and different enough to force a deciding vote. If he loses, Kerry will wish a "Vote for Change" message had been portrayed instead of the Vietnam memory lane stuff.
And if neither wins and it's a tie? Or worse yet, a repeat of 2000 where one candidate gets the popular vote and the other wins the electoral map? For point-of-view purposes, it won't prove anything that substantial. And that may be the greatest takeaway.
Instilling and portraying a consistent point of view will only take you so far; at some point, other factors such as sheer will, luck and outside influences take over.
Happy voting,
JG
Thursday, October 28, 2004
Why Disney Won't Get What it Needs
So Disney needs a new chief executive officer. No big news there.
Realistically, will they be able to attract what they really need? Not likely. Here's why:
1.) The same company built on the reputation of one man, Walt Disney, now resembles the reputation of a hundred convicts. Just as it took nearly 20 years to undo the company's brand under Eisner, it's going to take a long time to bring back the magic. One individual can't do it alone. Neither can Mickey Mouse, Doofy and all the other characters that define Disney.
2.) Special interests serving their own needs vs. a shared cause. The recruiting process will probably yield star candidates, but is that what the company really needs at this point? Another imperial ruler would prove devastating to the company's future standing.
3.) Who really wants the job? Fallen brands usually don't find out how far they've fallen until it's too late. One of the key areas where this reality turns up is in retention of leading talent. Beyond the obvious number two, it's hard to name anyone still within the ranks that can lead the company out of its mess.
While the flashy headlines will be aplenty, underneath, it's a perfect case study for why companies that lose their bearings have to face the music sooner or later.
Realistically, will they be able to attract what they really need? Not likely. Here's why:
1.) The same company built on the reputation of one man, Walt Disney, now resembles the reputation of a hundred convicts. Just as it took nearly 20 years to undo the company's brand under Eisner, it's going to take a long time to bring back the magic. One individual can't do it alone. Neither can Mickey Mouse, Doofy and all the other characters that define Disney.
2.) Special interests serving their own needs vs. a shared cause. The recruiting process will probably yield star candidates, but is that what the company really needs at this point? Another imperial ruler would prove devastating to the company's future standing.
3.) Who really wants the job? Fallen brands usually don't find out how far they've fallen until it's too late. One of the key areas where this reality turns up is in retention of leading talent. Beyond the obvious number two, it's hard to name anyone still within the ranks that can lead the company out of its mess.
While the flashy headlines will be aplenty, underneath, it's a perfect case study for why companies that lose their bearings have to face the music sooner or later.
Friday, October 22, 2004
To Be An Oracle
The Point of View (POV) of the week goes to Deval Patrick, the coming and/or going? General Counsel of The Coca-Cola Company.
In a rare, off the corporate text moment, Patrick addressed a crowd of Atlanta leaders earlier today with some of the most pointed remarks you'll ever hear from a corporate executive. Particularly one from the tight lipped, button downed company otherwise known as Coke.
Patrick used the context of globalization to drive home points related to how crises can often present a mandate for change. But only when individuals and companies can recognize the basics contained within the mandate.
More than the speech text itself, the performance clearly put Patrick in his own class of point-of- view leaders.
Here's hoping Coke can retain this stunning example of world class talent. Local executive circles could use more upper tier, role models such as Patrick.
In a rare, off the corporate text moment, Patrick addressed a crowd of Atlanta leaders earlier today with some of the most pointed remarks you'll ever hear from a corporate executive. Particularly one from the tight lipped, button downed company otherwise known as Coke.
Patrick used the context of globalization to drive home points related to how crises can often present a mandate for change. But only when individuals and companies can recognize the basics contained within the mandate.
More than the speech text itself, the performance clearly put Patrick in his own class of point-of- view leaders.
Here's hoping Coke can retain this stunning example of world class talent. Local executive circles could use more upper tier, role models such as Patrick.
Tuesday, October 19, 2004
Top 10 Ways How NOT to Create Value
1.) Be all things to all people. Obvious, right? Well, look around. You'll find at least three to four entities guilty of this practice everyday.
2.) Allow the market to determine your pricing. Markets may set parameters, but you're the only one who determines the final level.
3.) Give away services for free.
4.) Related: Do what the other guy does for less.
5.) Maintain the status quo. Lawyers and accountants feel compelled to practice this one because, in their minds, the "profession" demands that they do so. Maybe they're right, but for the vast majority, this is the wrong way to go.
6.) Over-rely on your sponsor or parent organization. Once you're more defined by a sponsor, be prepared to face down the value question with more frequency.
7.) Don't differentiate along individual lines. Can anyone tell any difference between the Final Four accounting firms or firms in any other services sector?
8.) Rely on proven techniques at the expense of exploring new ones. Hey, if it works, keep doing it until it doesn't, right?
9.) Stay in the standard comfort zones. If you're not doing at least one thing a day that makes you squirm with discomfort, then don't expect any breakthrough moments.
10.) Quantity at the expense of quality. If we just get five more clients, everything will take care of itself, right? Well, that obviously depends. But you get the basic point.
Happy business and brand building,
JG
Tuesday, October 05, 2004
When You're Number Two
Chief Operating Officers and other c-suite subordinates, take note. Tuesday's vice presidential debate will show the importance of serving the team, while at the same time, how to use your own views and values to create differentiation.
Vice President Dick Cheney is the consummate number two role player, but don't let appearances fool you. He can speak candidly and persuasively about the president's policies while remaining strong and independent in his own views. Vice presidential hopeful John Edwards has a different challenge. How to show gravitas yet still advance the candidacy of the Democratic presidential nominee John Kerry.
What to watch or look for:
1.) Who pulls the first punches on issues vs. personality
2.) Who makes a better emotional connection with voters
3.) Who shows that while he may be his "own man," this race isn't about them
Tuesday's debate will present the standard bearer of effective leadership brand: When to know when it's about you, and when to know when it's about your organization or something larger.
Vice President Dick Cheney is the consummate number two role player, but don't let appearances fool you. He can speak candidly and persuasively about the president's policies while remaining strong and independent in his own views. Vice presidential hopeful John Edwards has a different challenge. How to show gravitas yet still advance the candidacy of the Democratic presidential nominee John Kerry.
What to watch or look for:
1.) Who pulls the first punches on issues vs. personality
2.) Who makes a better emotional connection with voters
3.) Who shows that while he may be his "own man," this race isn't about them
Tuesday's debate will present the standard bearer of effective leadership brand: When to know when it's about you, and when to know when it's about your organization or something larger.
Tuesday, September 28, 2004
Ultimate Job Interview
Thursday's presidential debate represents the ultimate job interview.
Two candidates vying for Leader of the Free World will square off and share their views on foreign policy. That's pretty heady stuff.
What if...you had to debate directly for your next job or major business opportunity? Would the potential high stakes make you stronger, sharper and more aware of the need to differentiate?
Chances are most of us would shudder at the thought of open debate with a competitor. But that's exactly what we face in today's climate.
Think 'debate' during your next interview or presentation. The exercise will do wonders.
Two candidates vying for Leader of the Free World will square off and share their views on foreign policy. That's pretty heady stuff.
What if...you had to debate directly for your next job or major business opportunity? Would the potential high stakes make you stronger, sharper and more aware of the need to differentiate?
Chances are most of us would shudder at the thought of open debate with a competitor. But that's exactly what we face in today's climate.
Think 'debate' during your next interview or presentation. The exercise will do wonders.
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