Цитаты из книги «Конечный бенефициар»

well. Thirty-forty per cent of the companies are B-players. They will never become A-players, because you can’t change character. Unfortunately, the only way they can go is here. – Тренер указал на поле «С». – And start damaging your values. But they do a good job. So just make sure they support the company values. The B-players don’t require any time or any management[154]. Okay, what about C-players? Fire them? Immediately? – В зале стало немного шумновато от наперебой высказываемых вариантов. – Ok, let me tell some of the mistakes that we do when we fire the people. It takes too much time. We are hesitating too much. The rule is simple, if you hesitate, you are ninety per cent right. Make it fast. But while firing the people we often think we are doing them something bad. Actually we don’t. We think about this person, and we should think about the whole team. The biggest reason why A-players leave the company is because of lazybones[155]. So the A-players hire A-players, B-players hire C-players and C-players hire D-players. And if not to stop the process in six month you are surrounded by lazybones. We have a lot of excuses for not firing such people. One is: he will get better. How? He didn’t anything for two years and he will get better, how? Or – I don’t know whether I’ll find a good replacement and do it fast. On this matter Steve Jobs has a saying: «It’s better in the team to have a hole than an asshole[156].»

– So good people don’t have to be tightly managed. And what is next misbelief that it is our responsibility as managers and leaders to motivate people. It isn’t. It is our responsibility to find people, who are already motivated. In one American big retail chain all personnel smiles. And when they were asked: «How do you train your people to smile?» – they answered: «We hire people with smiles». I mean if you are frozen fish you will remain a frozen fish, full stop. I can defreeze you but you will still be the dead fish. So don’t put efforts to motivate people who are not motivated. Put efforts to find people, who are already motivated. I think people should be motivated for themselves. You should have ambition for yourself and my job as a leader is to create for you the space to perform[147].

You should remember two conclusions out of these. The first one is: don’t worry about your weaknesses, don’t try to correct your weaknesses, try to create an environment where you can develop your strengths. And second one is don’t try to change yourself. Be true to your own personality. There are no right or wrong leadership style, you are who you are. You can try to change who you are, but it would be a fake[134]

So, you saw the different styles of leadership. One guy creates space for people to perform, the other one is using them as instruments, the other says: I trust you for hundred per cent, it’s your show now. Completely different. So ask yourself a question, what kind of leader you are?[130]

«If you think as everybody else, you are lazy»

Growing sales does not mean making money. The question is where is the money? You must see your industry very carefully to understand where is the sales, and where is the profit. Very often that are two different places. Apple has seven-eight per cent of market share, but sixty per cent of industry profitability[91].

However, sales, and market share, and growth is different to profit. It’s very-very-very different to profit. We call profit sanity. Sales are vanity, profit is sanity, cash is the king[89].

Далее следовало знакомство с понятием «каталитического механизма» в стратегии компании. Простой пример этому понятию был следующим. Вы фаст-фуд ресторан и даете своему клиенту специальное обещание: на столе песочные часы на семь минут, если за семь минут еда не на столе, за нее не нужно платить. Таким образом, обещание клиенту – еда за семь минут, каталитический механизм – если мы не успели за семь минут, нам не заплатят. Правильно подобранной каталитический механизм скажется на работе всей компании

time during the flight». And you know what was the answer? «We will miss you», – здесь также аудитория не сдержалась одобрить смехом умение выразить свое корпоративное «нет» неугодному клиенту, – That means you are not our customer, we don't care, we stick to our strategy[78]. Для повышения понимания силы бренда спикер привел следующий слайд. На нем был нарисован силуэт человека, мужчины. На теле человека были обозначены три центра принятия решений. Верхний – мозг, рациональное мышление. На этом уровне принимаются решения о покупках в супермаркете, бытовой техники. Ниже идет сердце: покупки, побуждаемые любовью, заботой о детях, родителях, здоровье (йогурт вместо пива, например). Третий центр принятия решений находился ниже пояса. Именно там, где среднестатистический читатель может себе представить. «And you know the interesting thing? The further down it goes the more your margin is[79]». – По улыбкам в аудитории на эту реплику было видно, что даже не очень сильные в английском начали улавливать смысл. И здесь лектор пояснил довольно колоритно: – In Switzerland where speed limit is 50 km/hr men buy Ferrari for about million Euros. For driving more than 50 km/hr they can get to a jail… and they buy Ferrari. So where from the decision comes? So you must be clear: when you are doing your marketing, when you put your advertisement which part of the body you are addressing. This story is more about brand, than a product[80].

Далее в добавок к совету отсеивать «не своих» клиентов тренер предложил давать «anti-brand promise[81]». Это значило следовать за тем, что клиенту нужно, но очень осторожно подходить к тому, чего