Be the Best at What Matters Most: The Only Strategy You will Ever Need
Format: PDF / Kindle (mobi) / ePub
Winners in business aren't the ones who do the most things; the winners are the ones who do the most important things
Be the Best at What Matters Most is about the one essential strategy for business leaders, entrepreneurs, owners, managers and those who want to be one. Simplify, focus, and win by outperforming all your competition on those things that create real value for the customer. This is about substance, not flash, and the ultimate "wow" factors of high quality performance, consistency and relentless improvement.
- Thought provoking questions, activities, and action steps are built into every section of the book
- Author Joe Calloway, an International Speakers Hall of Fame inductee, has been a popular business speaker for thirty years and worked with hundreds of companies to help them create and sustain success
Be the Best at What Matters Most will help you and your team focus on taking the actions that maximize results, growth, and profit.
most. It has to be in your voice. It has to strike a chord, an emotional chord, with you, not with anyone else. Your list of what matters most should turn you on. You might have a pocket protector full of pens and markers and what turns you on would be something like “We solve the toughest physics problems in the world.” For someone else, what matters most could be “We absolutely rock at making doughnuts.” Say it the way you think it. The way you say it should matter to you. You're not doing
your team should always do with every customer? What are the three things that everyone on your team should always do with everyone else on your team? 10 Winning and Losing Inside the Box There Aren't Any Shortcuts In a tough market, it's tempting to look for shortcuts. Reality check: There aren't any shortcuts. The one business strategy that creates and sustains success is to be the best at what matters the most. What an audacious idea—outperform your competition on those things that create
beautifully crafted vision and mission statements to fade into the wallpaper and become those dusty documents that get dragged down at each employee meeting, only to be put back up on the wall after the meeting is over. Far too often they are so lofty and idealistic that they serve no earthly purpose and do no practical good. You might do well to consider trying a new or additional way of creating focus and driving action. I've had success working with companies on a short-term approach to
driver opened his door, ordered a cup of lemonade, then invited the girls to bring their pitcher onto the bus and almost every passenger bought a cup. After two hours, the girls had made almost $60 for the animal shelter. A valuable lesson was learned—not by them, by me. The lesson was that sometimes, even when everything seems stacked against you, you just go. It's just your time. As Andy Samberg of Saturday Night Live once said, “We don't start the show because we're ready. We start the show
customers phone in orders in advance and reserves special parking spots close to the doors for them. They also have staff inside the store dedicated to assisting these customers. Home Depot says that sales to the largest pro customers grew 11 percent after the program was started. This is a classic example of understanding what matters most to the customers and making that what matters most to you. This raises the bigger question of “How do we find out what our customers want?” You may want