Commanding Business

This is Mike Michalowicz’s second visit on the Commanding Business podcast. During this episode, we announce the release of and have an in-depth conversation about his new book, Surge: Time the Marketplace, Ride the Wave of Consumer Demand and Become your Industry’s Big Kahuna. Mike describes why companies who want to succeed need to commit to a niche and then master it to attract customers, why a general practitioner doesn’t experience the same surge as a specialist and why he vows to eradicate entrepreneurial poverty.        Key Takeaways: [1:00] A reader’s question led Mike to write a book to help businesses find explosive growth by correctly timing the market. [3:55] Mike describes the process of selecting a narrow niche and identifying its potential. [4:29] In his personal mission to eradicate entrepreneurial poverty, Mike identified bookkeeping as the niche with the most potential. [6:16] How to overcome a scarcity mentality when picking a focus. [10:39] S is for Separate. When clients are selective the

After graduating from the U.S. Naval Academy at the top of his class, David Marquet was asked to become the Captain of a nuclear-powered attack submarine. One year later, Captain Marquet was given an opportunity to lead a different submarine, one which had the worst performance record in the fleet. It was on that ship Captain Marquet realized the leader-follower environment was inadequate for his organization to perform at a top level. He shares his story with us today and takes us through the journey which is documented in his book, Turn the Ship Around, a book USA Today has named one of the Top 10 Business Books of all time.   Key Takeaways: [1:30] Captain Marquet describes his leadership experience on the worst performing submarine in the Navy, at the time. [7:24] How did eliminating the task and report policy help to turn the ship around? [14:14] What are the rituals, habits and protocols of all organizations? [18:03] What is wrong with being told to “Be Empowered”? [22:20] Defining businesses in a two-di

Today’s guest, Danny Gutknecht is an expert in all things, talent. He is CEO of the HR Management company, Pathways and is the author of a new book - Essence: Meaning at Work. He shares his model of Essence mining, a way for companies to uncover key information used to drive higher productivity, collaboration, and innovation within their organizations. In addition, he defines organizational meaning language and gives real world business examples of how to incorporate aspirations, beliefs, and values into core principles and goals.   Key Takeaways: [1:05] Find out how to build cohesive, productive teams if you understand your organizational meaning language. [7:09] There are 3 consistent themes shared throughout organizations: aspirations, beliefs and values. [10:17] So, is it still important to post a company’s mission statement and values for all to see? [15:40] What is an Organizational Dynamic Lingua Franca and how does it apply to business today? [23:17] A structured natural conversation is the best way t

Bijoy Goswami joins Tim to discuss his ideas on bootstrapping as an entrepreneur, the Human Fugue philosophy and his book The Human Fabric: Unleashing the Power of Core Energy in Everyone. Bijoy helps entrepreneurial companies in Austin, Texas, to grow into what they want to become by creating communities, like Bootstrap Austin, which take on a life of their own after members advocate for their continuation. Tune in to hear about Bijoy’s ideas on processes and how they are ever evolving and improving.   Key Takeaways: [1:19] Bijoy shares his journey and how Bootstrap Austin evolved into a community. [10:13] Comparing a Steve Jobs quote to Bijoy’s methodology. [13:23] What are The Four Houses of the Human Fugue?  [25:22] An authority based system of resource allocation doesn’t work. [29:40] When we ask “What’s the meaning of life?” we have already misunderstood the word "meaning." [36:24] The U.S. as a society tends to process things in the third house, which leads to incredible outcomes. [41:08] How does valu

Tim’s guest, Mark Moses, has had two ultra-successful businesses, starting his first at the tender age of 19. He is a long-time entrepreneur who is now coaching CEOs from all over the globe. He says, creating specific measurable results based on your company’s vision is the first and simplest step for an effective leader to take. According to Mark, putting the right people in the right positions will assist in driving business growth. If you follow the guidelines of his book, Making Big Happen, you too can create a billion dollar business.   Key Takeaways: [1:11] Mark decided to jump into the mortgage business after his student painter business took off. [3:16] The theme of the book is how to live, work and give big. [4:31] Knowing the specific and measurable activities – real life examples. [9:48] The 5 things that drive business growth. [12:01] Mark brought in Jack Daly by selling him on our vision. [16:02] Business needs may trump personal relationships. [18:59] Get the best coach you can and make a vision

Improving business processes can be a difficult task if management approaches it without first determining the needs of the stakeholders. Gathering information from this group will help the improvement team to understand what drives your business's profit and loss. From there, creating baseline metrics will help the team to measure their progress towards improving processes. The Lean Six Sigma framework takes all of this into consideration when assisting companies with doing what they already do, only better. Kimberly Watson-Hemphill of Firefly Consulting talks with Tim about the commitment needed for a company to reach peak efficiency, implement continuous improvement and sustain the benefits of these important qualities over the long-term.   Key Takeaways: [1:05] Helping companies do what they do, even better! [2:54] What are the symptoms I need to look for if I think my business needs improvement? [4:28] What drives revenue and profit? [7:17] Empowering employees to make decisions. [12:06] Good old fashion

New managers often find themselves tangled in a web of different processes. If they are joining an existing organization, the processes that might have worked for their predecessors, often don’t fit current business needs. If they are entrepreneurs starting from scratch, they are tasked with finding the right framework to assist them in leading the company forward. Having disarmingly honest conversations with employees will help to align the interests of clients, employees and the business as a whole. Once leaders have a functioning framework in place, their task then become executing their strategies with clarity and purpose.   Key Takeaways: [1:09] About John’s impressive background [3:25] A disarmingly honest conversation leads us to aligning interests [5:59] Pushing people until they quit gave me a chance to grow as a leader [12:25] Connecting with people, systems & processes, and the job of the leader [14:15] Clarity – Execution – Sustainability [15:37] Defining core values and creating purpose [20:3

If you are the guy who is in charge and accountable, everyone will be looking to you for guidance and strength. Understanding your endgame will help you to prioritize and focus in times of high stress and responsibility. Today’s guest, Nick Norris, knew he wanted to be a Navy Seal from a very young age. While he was at the Naval Academy the unthinkable happened, the twin towers were attacked and Nick’s perspective about his career changed. He was thrust into a place of leadership from the very beginning of his service. He shares his insights about how to shift your purpose, gaining knowledge from mentors and making split decisions when they are needed most. He is the thought leader and entrepreneur behind the revolutionary Predator War Paint.    Key Takeaways: [1:05] A mission to become a Navy Seal changed dramatically after 9/11 [5:13] An involuntary shift in purpose - it all became real [8:50] A leader should put others before themselves [13:01] The heavy burden of being a true leader [15:42] Situational aw

Founder, Arnie Malham, of CJ Advertising seems to have done everything right while growing his business. He founded his niche advertising agency with the help of others. After proving his worth to his initial clients, they introduced him to other prospective clients within the same industry. He used his private business book collection to start an education movement within his company, which then led to another revenue stream, the Better Book Club. Also, when he hit the 10 million dollar/25 employee mark, instead of getting stuck in mire he joined EO, which helped him to propel his company forward. “Courage is a key component to success”, he says. Arnie shares which books influenced him and his organization in today’s episode.    Key Takeaways: [1:11] Founding and growing CJ Advertising [3:38] Employee education was a struggle until we built software which helps to reward readers [5:50] Changing the mindset of an entire organization [7:54] The importance of recognizing the title of Founder [9:58] You must hav

Some companies grow so fast they don’t have time to think about the decisions they are making. Whether it’s hiring, making the best proposals or which city to open their next office in, taking care of clients should always take precedence. Tim Hamilton talks with Scott Weintraub, CMO of Healthcare Regional Marketing (HRM), about the magic moment when it’s finally time to divvy up the work and start giving people proper titles. HRM desires to be a thought leader in their industry and founding members are writing a book to give other great start-ups the hindsight 20/20 they never had.   Key Takeaways: [1:06] How Healthcare Regional Marketing got started [4:39] Hone your value proposition [7:11] A different way of selling by lowering defenses [11:21] By the book proposals [14:22] Hiring is an acquired skill [15:43] Things moved so fast in the early days [18:42] Our company is project oriented with an emphasis on client service [20:16] We will become thought leaders in our niche in the pharmaceutical industry [24

Everyone is on the same team when playing the great game of business. Tim’s guest, Jack O’Riley, is a coach and specialist in Open Book Management. He takes us through the 3 core principles of The Great Game of Business, including how the principles are utilized, received by the employees and how the principles assist a business with increasing revenue. The benefit of having the entire organization see and understand the books is that everyone is able to see how their position impacts the organization as a whole, leading them to strive for financial growth.   Key Takeaways: [1:00] Mr. O’Riley’s history [2:12] What is open book management philosophy? [4:04] The 3 core principles of The Great Game of Business [7:42] The open book policy doesn’t apply to compensation or litigation [10:41] If you plan to make a profit you have to have cash [12:54] Building a rhythm [15:15] Follow the action [18:25] Employees quickly see that their efforts to improve the business, ends up in their pockets [22:45] Using real life e

Are you willing to do the hard work it takes to change and reach your desired outcome? If you are a CEO or an entrepreneur in business today, you must build up your mental, physical, emotional and spiritual resiliency to prepare yourself for adversity. When adversity presents, you will be able to see it for what it is and overcome it without taking it personally. Your business space is also your personal space. When you are down your business is down and when you are strong your business is strong. Gina Mollicone-Long details the 5 steps of change and how recognizing them can help us learn from obstacles that put us on the right track and lead us to realize our goals.   Key Takeaways: [1:27] Moving what’s in the way (obstacle), out of the way (of your boundary) [6:40] Modifying your behavior is the first step in the static process of change [9:43] The 5 basic steps of change: The Comfort Zone – No Change The Desire or Beginning The Breakthrough – The Change Point Mastery of the New Behavior The New Level [1

The Freedom at Work program is a real strategy for empowering people in the workplace. Using democratic principles to remove fear-based leadership, WorldBlu is transforming businesses from the inside out. Our guest, Traci Fenton, was recently named by Inc. Magazine as a Top 50 Leadership Innovator and is the Founder and Chief Evangelist at WorldBlu. She shares with us the core principles of her organization and real life examples of success in organizations that have adopted the Framework of Freedom model.   Key Takeaways: [1:34] Democracy in the workplace [2:57] Certified Freedom Center workplaces [4:12] The 3 parts of the Freedom at Work model Freedom-Centered Mindset Freedom-Centered Design Freedom-Centered Leadership [5:57] The power question to ask yourself [6:48] The 3 core attributes of a Freedom Center Leader Using power correctly Love Ubuntu [8:21] It all comes back to self-worth [11:32] Where do people get their self-worth? [14:04] Business relationships should start with completeness [15:55] A

Many extraordinary companies have had two primary positions of leadership. One being the visionary and the second is the executor. Understanding the difference between the visionary (aka the pie in the sky idea person) and the executor (the dig-in implementer) can make or break your business. Mark Winters’ book, Rocket Fuel, suggests most companies should only use the C-XX titles externally and should embrace a more descriptive title for each person’s internal functions. If all the members of a business are on the same page and have the same objective, the organization is able to flourish financially while maintaining mutual respect for those within its ranks.   Key Takeaways: [1:13] The big idea behind the Rocket Fuel book [4:04] The combination of the visionary and the integrator [5:41] Putting a leadership team in place is the first threshold [7:12] A visionary is an idea engine and the personality of the organization [8:04] An integrator is the executor and the management [10:24] The case of the missing i

Is your business taking on any clients who give you money when what it requires is a profitable endeavor? Try using your lack of resources to encourage innovation and creative change within your organization. Mike Michalowicz, the author of three business strategy books, used the advice of his mentor to learn the process of growing colossal pumpkins. After a year of taking it all in, he implemented the 5 core elements of the pumpkin growers into his business. It resulted in success, and he now helps people express their authentic selves through their business.   Key Takeaways: [01:17] A lack of resources will force innovation [03:00] Survival mode doesn’t foster your long-term business growth [04:51] Express your values through business; it should be your soulmate [09:01] Persistence is the basis of success [11:33] Mike’s life purpose is to guide people in expressing their authentic self via their businesses [12:58] How colossal pumpkin farming can lead to colossal business growth [14:11] Five core elements o

Entrepreneurial startups often find themselves maturing before they’ve had time to analyze their growth. The business structure builds itself based upon its initial framework which may no longer be applicable to the company’s present challenges.   Mike Paton, the co-author of Get A Grip, details the key components of the EOS model and describes the tools used to strengthen a business to ensure long term success. He details the steps involved in identifying a company’s vision and how to execute it.   Key Takeaways: [1:24] What are the 6 key components to an entrepreneur's business? Vision People Data Issues Process Traction [4:31] The Vision Component is ensuring the entire organization is working towards the same goal [7:26] Identifying the goal starts with uncovering the 8 core values of the organization What are the core values of the organization? What is the core focus of the organization? What is the company’s 10-year target? What is the marketing strategy? Target market Three uniques Proven process

Many businesses grow stale when a large number of employees decide to quit engaging in the organization, but stay at their current positions. If your leaders are not challenging existing employees with something new or fringe every three to six months their creativity level drops or becomes non-existent. Blending the knowledge of the current workforce and new talent (rookies) serves to expedite the creative process and enlivens the creative environment as a whole. Effective leaders in your organization will produce a fluid habitat, one which multiplies the abilities of each person on the team.   Key Takeaways: [1:51] Is knowledge the currency of this internet equipped world?  [5:19] We need to let go of things which are no longer true [9:15] Modern leaders need to be able to lead when appropriate and follow when appropriate [11:55] Exploring the book Rookie Smarts [15:00] What are the downsides to experience? [16:26] Intuition is our brain combining multiple historical data points and forming a conclusion [21

Joining together the formidable pattern recognition abilities of the human mind with the agility of data-driven simulation modeling is a company's best option for overcoming challenges. Business Laboratory captures information from experts in your organization to gain insights and systematically inserts the scientific method to create a living model of your business.   Key Takeaways: [1:48] Building simulation models for companies with lots of moving parts [4:28] Modeling is mimicking real life in a simulated world [6:38] Pattern recognition in the human mind is visual [9:24] Information from experts is key [10:37] Augmenting humans with computer models [11:45] A hackathon example from Praxent [16:28] Data is the fuel for scientific investigation [17:32] Legacy industries can benefit from analytics - Moneyball example [20:21] Which came first the data or the hypothesis [25:38] Applying the scientific method to business [31:04] Debates driven by data are essential to today’s businesses [32:45] Programmers are

Who handles recruiting within your organization? If the responsibility currently resides in Human Resources, it might be time to re-think your recruitment strategies. Knowing the qualities and attributes the open position requires will assist you in finding the right person. Start by developing a profile of the role you want the hire to play within your company. Consider the qualifications, the skill set and the experience the person needs to make a smooth transition into your company's structure. Recruiting can be expensive but not as expensive as hiring the wrong person.   Key Takeaways: [1:10] Kelly helps companies acquire “A” players [2:00]  “A” players are the top 10% of candidates available for a role [3:08] The importance of building out your recruiting strategy [4:40] Pay for a premium account on LinkedIn [6:31] An example scorecard - Using metrics in order of importance [10:04] Develop a description of the role in which you are seeking to fill [17:30] What are the requirements your company truly need

To become a financial asset for your company a brand needs to have an essence, a promise and a personality. Building your brand requires sustainable differentiators, scientific research and most importantly, focuses on your customer’s point of view. Your brand should also closely resemble the strategy of the business to benefit your end customer. There are three questions your organization needs to answer to achieve top of mind awareness within your business sector. When you have answered the three questions you have the criteria for the top of your brand value pyramid.   Key Takeaways: [1:26] A brand is a financial asset [2:56] The #1 predictor for brand success is [3:36] Brand essence [5:26] Meaningful differentiation [8:22] Brand promise - Your vision of your client’s future [10:02] Whole Foods breaking down the brand [12:44] The 3 big questions of branding [15:51] Making intangibles concrete [18:40] Business strategy and business brand are synonymous [20:20] Your brand should benefit your end customer [23