Some thing creative

The 4 Elements of Success

This book talks about building an amazing team in your organization by understanding each member’s
personality. Once you identify and explore the member’s personality profile, remarkable things starts to
happen.

There are 4 elements (personality profile) mentioned in this book, they are; Earth, Water, Wind and
Fire. These elements represent different sets of values and behavioral pattern. We know that different
individual have different sets of value and of course their action and behavior would differ too.

Earth:
It is the foundation of everything we do. It is steady and solid. It stores and saves by working silently and
steadily to preserve various forms of life. A person with this personality is aware of the “gravity” of every
situation and operates on predictable laws. They know that everything matters. If your strength is in
creating order and structure, then earth is your dominant style.

Water:
Water is very important and necessary of all the elements. Without water, nothing lives. Water is very
comfortable with change and works silently and invisibly to nurture and sustain life. They are obviously
very flexible and they take the path of least resistance. If you like to produce a refreshing kind of
harmony, your dominant style is water.

Wind:
Wind is quick, inspiring, revolving and refreshing. It is mysterious, unpredictable and energetic. It is
invisible and hard to restrain. People with this style like changes, new ideas and it have trouble following
through and focusing for long periods of time. If you thrive in chaos and change, your dominant is wind.

Fire:
Fire likes fuel, excitement, heat and pressure. It has no fear of confrontation. It can destroy as well as
purify. Such elements may lack in people skills due to their insensitive to other’s needs and weaknesses.
People who loves challenge, they are the passionate fire personality type.

Understanding Team Dynamics.

One of the major challenges facing all of the elements is understanding how to value and communicate
with one another. Each element has the tendency to brag about their strength. Different elements often
view their weaknesses as strengths. This means that they are not likely to feel the need to change them,
no matter how the other group views them.

Working with Earths:
- Give them time to do their work.
- Leave them alone.
- Provide them with a complete data.
- Include them in major or long term project.

Working with Waters:
- Be sensitive to their subtle voices and suggestions.
- Give them time for reflection or even detoxification.
- Provide constant encouragement.

Working with Winds:
- Keep them stimulated.
- Provide them motion and flexibility.
- They can see the whole picture like no other element can.
- Don’t close them in a single project, rules, procedures and details.

Working with Fires:
- Give them authority.
- Challenge them with big tasks.
- Praise them constantly.
- Their highest need is achievement.

Ways to Synergize All the Elements.

Honor:
Respect the view points of others. Treating others with respect even in conflict will help move the team
forward more quickly once a resolution has been identified.

Humility:
Be humble but not timid. Admit to others and especially yourself that you do not have all the answers
and you are willing to seek for the answer.

Humor:
Always find time for laughter. Dealing with different elements is tough but do always provide space for
jokes when dealing with them. This may greatly reduce the anxiety of your team in accomplishing tough
projects.

High Calling:
Always be conscious that we are here to devotedly help our team to find their fulfillment in life.
Different elements have different needs. As a leader, we need to be able to lift the team to a greater
arena of success.
How to Enhance Your Value to Your Boss.
a. If your boss is an Earth, help him/her to free up more time for analysis.
b. Water boss; help him/her make decisions quickly.
c. Wind boss; handle the details.
d. Fire boss; given him praise, attention and loyalty and you will shine.

How to Grow Your Team.

Hints & Helps:
a. Earth can sometimes be caught up by its own overwhelming sense of responsibility to others. In
that case, they must always be reminded that, alone we can’t make everyone happy.
b. Water can sometimes be hindered by its tendency to take the path of least resistance.
Monitoring and coaching is the best help we can give to waters.
c. Wind can sometimes be stalled by its inclination to lose momentum and focus. We must always
remind them on the objectives and goals.
d. Fire can sometimes be hindered by its own brilliance. Coach them to be a good listener.

Tips on the Elements:
• Earth identifies itself by what it supports.
• Water identifies itself by what it grows.
• Wind identifies by what it moves.
• Fire identifies itself by the flame of its own passion.

Conclusions:
We can’t afford not to have one of the 4 elements. We need them all. In a team like BET, we need all
characteristics from all elements for us to be successful. Even to some scenario where we will need
to adapt for short periods to exercise behaviors from some of our non-natural elements. We must
celebrate the differences we see in others. Honor their strengths and give them room to be unique also.

LEARNING TO LEAD - Bringing out the Best in People. By: Fred Smith.

What is a leader?
Defining leadership is simple: A leader is one who has followers. But performing as a leader is anything but easy, especially in a
church. Some people base their claim on, “being called by God.” But until they have followers, they are not leaders. As Fred Smith
says, “You can claim God called you to be a father, but until you have a child, you are not actually a dad.”

Part I – THE UNIQUE ROLE

ONE -Leading: A Personal Issue
“Leaders get out in front and stay there by raising the standards by which they judge themselves – and by which they are willing to
be judged.”

i) Leadership: More Than a Position.
- Leadership is not a title that grants your license to force others to knuckle under; it’s a skill you perform, a service you render for
the whole group.

ii) Three Legacies
- First: Stickler for Integrity.
- Second: Appreciate the spiritual side of life.
- Third: Whenever you have knowledge that could help other people, you’re supposed to share it.

TWO – What Leaders Are
“To embark successfully on a career involving leadership demands courage. Once a person has decided the part he wishes to play
in life, and is assured he is doing the work for which he is filling a vital need, and then he needs the courage to tackle the problems
he must solve.”

- Leadership is what enables an organization to bridge the chasm between where it is and where it should be.

a) Leadership Is a Function, Not a Title.
- Some individuals think they are leader whey they are not.
- All it takes to be a Leader is to have somebody follow you. That’s all it takes: followers. If people are not following you, you are
not a leader. You may have the Title but that’s all.

b) Leadership Is Serving God, Not the Sheep.
- The right concept of leadership is vital. The theory is important. Nothing is as practical as a correct theory.
- Currently one of the most popular concepts is “servant leadership.”

c) Leadership Is Art, Not Science.
- There is no valid list of common denominators for leaders, no formula to follow. The ingredients vary in each situation. Sometime
for instance, leaders must exhibit courage; other times, their decisions are so obvious no courage is required.

d) Leadership Is Both Material and Spiritual.
- Leaders are forced to relate to money. They need to understand its place and its power.
- Money is not all there is to administration, though many times administration requires handling the budget and the accounting.
Leaders get followers to support the cause, and that includes committing their money.

e) A Leader is Not the Cause.
-A true leader is committed to the cause, and does not become the cause. Staying personally dedicated to the cause can become
extremely difficult, particularly if the cause succeeds.

THREE – What Leaders Do.
“Captain Russell Grenfell, in The Bismarck Episode, wrote: “Every ship’s chief officer followed, roughly, this procedure: Analyze
the situation as it is and the way in which it developed; visualize all the possibilities; assess them to determine probabilities;
estimate the strength of the forces opposed and of our resource; decide upon a general plan; communicate it to those who should
know; move to carry out the plan with economy of effort and material; be sure to calculate the chances of prolongation of action;
and, most important, shoot at the proper target.”

-What are the most important responsibilities of a leader?

a) Maintain the Vision.
- Like the hub of a wheel, everything else grows out of this. Until the vision is established, you have all kinds of trouble. Scripture
says, “Where there is no vision, the people perish.”
- Where there is no vision, the people are unrestrained. To be restrained, to be concentrated in purpose, is essential to
accomplishment, and that is why the leader must define why this organization exists.

- In maintaining the vision, here are several keys for leaders to keep in mind:-

1) Define it specifically – nothing is properly defined until you write it down. Writing forces you to be specific; it takes the
fuzz off your thinking.
2) Express it so other people understand it – A good statement of purpose is straightforward. It comes right to the point.
But it is more that a slogan or an image. Slogans are advertising. There are not really statements of vision or goal. An
image is what you want people to believe you are which may be a prostitution of the vision.
If you don’t focus sharply, you can also get into the confusion of doing one thing for the purpose of something else.
3) Get both organizational and personal acceptance of the vision – Organizational acceptance means the majority will
vote for the motion. Leaders get people to commit themselves personally, not just to provide paid stuff.
4) Repeat the purpose over and over – One very effective leader used this phrase in his vision setting; “say it simply,
boldly, and repeat it often.” Any leader, who doesn’t constantly repeat the essence of the vision, perhaps in different words,
will find the people straying. The purpose must be repeated and repeated because it gives meaning to the organization; it
produces intensity and direction.

b) Gather Others around the Vision.
- Genuine leadership gathers people around the purpose of the organization. Toward that end, leaders need to recognize several
subtle dynamics.

> Decisions are not commitments - The first is short-term, the second is long-term. People decide short-term to work for a specific
emphasis; long-term commitment is aimed at the ultimate purpose. Both are necessary.
> Recognize the “driving wheels.” - There’s a difference between people who provide the momentum in a group and those who
go along for the ride. Wise leader knows that if they get the driving wheel committed, they will bring the others along. Without the
commitment of the driving wheels, the organization moves unsteadily.
> Know when it’s time to change the vision – Leaders know the situation does not hold still forever.

c) Know the Value of Administration.
- Leadership and management are two different things. Many good leaders are not good administrators, and good managers are not
always leaders.

d) Choose a Style of Leadership.
- Since there are different ways to lead, it’s important to make a very clear selection. Unfortunately, great numbers of people try to
be Mr. In - Between. They refuse to select any one chair and end up sitting on the floor. The eclectic approach doesn’t work.

- Here are some typical styles of leaderships:
1) The benevolent dictator – “That’s who we are. We know where we’re going. We know what we want people to do to help us
get there. Yes, we want to be pleasant about it, but we think the way we’re headed is right, and we really are not interested in the
other people’s idea.” They are interested in results, a great many of which could be expressed numerically.
2) The one-man operator – Actually, this more often a one couple operation that runs church like a mom-and-pop grocery store.
3) The team player – Think about a football quarterback. He listens to everybody. He has a coach, but he knows his responsibility
to call the play in a given number of seconds.
4) Leading by compromise – it is possible to lead by compromise. A compromiser has a clever way of getting everybody to give
something. They don’t go very fast. They don’t generally go very far. But they go pleasantly.
5) The consensus taker – You can spot this person immediately, because he’s always sending up balloons, raising a flag to see who
salutes. If the balloon doesn’t get shot down, this establishes his path for the future.
- Similar forethought is important for the on-man operator, the achiever of compromise, and the consensus taker as well.

Part II – DIRECTING YOURSELF.

FOUR - Personal Disciplines.
“Leaders need to submit themselves to a stricter discipline than is expected of others. Those who are first in place must be first in
merit.”

- Leadership, as we have seen, is both something you are and something you do. But effective leadership starts with character.
When leaders fail, more often it is a result of a character flaw than lack of competence.

1) The Discipline of Freedom
- A lot of people try to lease freedom instead of buying it.
• Leasing – trying in small ways to be something you’re not in order to please people – is cheaper. It provides
some breathing room. But by leasing, you never gain ultimate freedom. Freedom cannot be leased; it must be
purchased, and you buy it at a price you do not set. You decide to have it, and then you pay whatever it costs. If
you try to acquire it at your own price, you’re leasing.

- The desire for total freedom has to be tempered, however.
• Freedom – is not irresponsibility. Freedom is an environment in which you discharge your responsibility. I
believe one reason for America’s productivity is that for the first time in history, responsible people have lived in an environment of freedom.

2) The Discipline of Emotions.
- Emotions can be hazardous to your leadership and productivity. Fred Smith called certain feelings “blocking emotions” because they hinder performance.
- Lust for instance, is a blocking emotion.
• It blocked your relationship with God.
• It causes your relationship with your family to deteriorate.
• It tarnishes your self-respect.
• It also spoiled your concentration, and the ability to concentrate is one of the greatest attributes of a leader.
• Intensity is like using a magnifying glass with the sun – you can burn a hole in something that way. Organizations
are almost always in the hands of the intense. These people eventually take over.
- Greed is another blocking emotion. It makes your rationalize all sorts of unreasonable things.

3) The Discipline of Things.
- Leaders also have to come to terms, in a mature way, with possessions.
- What is my relation to things? Here are some questions to check if I’m growing toward maturity in this area.
i) Am I using my possessions and not just accumulating them?
ii) Can I enjoy then and honestly thank God for them?
iii) Am I able to share them?
iv) Am I able to give?

4) The Discipline of Recognition.
- It’s important to get strokes, to be recognized for what we do well. But we need discipline in deciding what kind of recognition we’re going after. What kind of strokes do we appreciate?

5) The Discipline of Accomplishment.
- Closely related to recognition is accomplishment. I believe productivity – contributing to the community – is essential for mental and spiritual health. It is certainly true for leaders.

6) The Discipline of Experiences.
- Life is like a river, is more easily navigated if it has numerous tributaries. The more sources, the deeper and broader it becomes.
- Leaders find that having, and recording, a wide variety of experiences is immensely helpful to their vitality.

7) The Discipline of Ideas.
- Small minds talk about things; average minds talk about people; great minds talk about ideas.
- Minds grow as they grapple with ideas, and leaders monitor the kind of ideas they are handling.

8) The Discipline of Relationships.
- Relationships are obviously both the personal and professional concern of the leader.
- First – your relationship to yourself. “If you’re lonely when you’re alone, you’re in poor company.” That’s one of the tests of maturity: the ability to be alone and at peace with yourself.
- Second – deals with relationships with other people: Am I increasingly able to spend time profitably with people who
are different? Immature individuals can’t enjoy people who are different. They prefer people just like themselves. Maturity is being comfortable with diversity.
- Third – we must evaluate the development of our relationship with God.

FIVE – An Emergency Plan for Saving Time.
“No sluggard need aspire to leadership. There are passive persons who are content to go through life getting lifts from people; who wait until action is forced upon them. They are not of leadership material.”

Twenty-point checklist for saving time in emergencies:-

1) Clean off the desk – To start the battle, sweep away everything you won’t be using in the next six weeks.
2) Stop reading the newspaper – I can pick up three and one-half hours a week right there, and if I only need five hours, that’s a pretty good start.
3) Get up fifteen minutes earlier – Fifteen minutes each morning gives me an added hour and three quarters a week. Add that to the previous three and one-half hours, and the goals of five extra hours is already reached.
4) Delay unnecessary reading – I would postpone all reading that does not directly contribute to what I am doing during this emergency period.
5) Read only parts of books – I’m a firm believer in not eating the whole pie. One piece gives plenty of ideas.
6) Work on the majors only – Not everything in life is of equal importance.
7) Make no radical changes – I want to be very careful during an emergency period not to make any radical shifts, because they require a lot of time to implement. The object of the battle plan is to pick up time, not to change.
8) Avoid the wood-hay-and-stubble activities – If I have time for them, they’re perfectly all right, but they are not eternal. And they can drain a lot of time.
9) Know my limitations – When I am pressed for time, I must pinpoint the counseling situations where I can uniquely help and then push the others to somebody else.
10) Ask permission to say no – When I need to decline something, I want to say no as simply and graciously as I can. When I ask for permission to decline, people generally give it to me.
11) Distinguish between information and relation – Mail and phone calls come in two kinds: information and relation. If someone wants to know how much something costs, I can give the price now as easily as later.
12) Utilize a secretary for informational things – I can hand-mark a whole stack of items where just information is needed, and my secretary knows how to handle them.
13) Deal only with the “driving wheels” – Every organization has some people whose thinking and action control everyone else’s thinking and action. In order to save time during a period of emergency, I only deal with these driving wheels.
14) Protect personal energy – One of the dangers of becoming harassed and time pressured is that it cuts down energy and alertness. So during an emergency period, I don’t want to do anything that dissipates vital energy.
15) Schedule work according to productive hours – The first few hours of the day are worth more than all the rest. So schedule the really creative, productive things for those early hours.
16) Compile a list of second-wind jobs – Do something exciting that you been really waiting to work on – jobs that give you your second wind. Second-wind jobs kill downtime and get you going.
17) Discipline self-talk – All of us talk to ourselves. During an emergency, you can’t afford that. You have to discipline the details-even you’re self-talk – to pick up time.
18) Put curiosity on hold – When you’re strapped for time, you have to swallow your curiosity and not to ask questions. You make statements. Normally in good human relations, we ask questions. But if we want to save time, we don’t.
19) Stay out of sight – During a period of emergency, work at home, lay low. Try to curb your exposure during a time of emergency. If you stay out of people’s sight, you don’t have to offend them with your hurry.
20) Leave meeting first – The most productive people leave a meeting first. They don’t stand around shaking hands and swapping stories. People hang around a meeting to be liked, not to accomplish anything.

- This plan is not at all about how to speed up. It’s all about how to gain some time. In fact u ought to use part of it for loafing. If you’re already panicky, harried, frantic and worn out from the pressure, don’t spend your new time doing more work, or you’ll be right back in the same problem.

SIX – Winning the War for Time.
“Leaders are not impetuous. They keep a balance between emotional drive and sound thinking. Enthusiasm stimulates their energy.”

1) Spending Time or Investing It?
- There are two ways to approach time. One is the technological: minutes as units. The other is the philosophical: minutes as meaning.
- It’s possible to grasp the technological view so tightly that you end up with no meaning. Technology should always be the servant of philosophy.
- Some people think they have to spend time, use it up one way or another- while others invest it. My philosophy is to invest, which means looking for a return on what I do.

2) How Much Is Enough?
- Anyone who tries to meet the needs of people soon finds there is no end of demand for services.
- I believe the situation lies in stating that your purpose in life is to accomplish what is uniquely you, not just whatever comes along.

3) Earning Respect for Your Time.
- People respect us when we can get to the problem quickly.
- If through reading as well as living we have developed the intuition, knowledge, and experience to be helpful to others, and if we have the courage to go right at the issue and not be afraid of conflict, people will see we mean business with our time.

4) Personal Habits.
- Periodically, we have to review our personal habits-those patterns of behavior we establish to save time and then forget about. Sometimes habits deteriorate without our realizing it, until they are hurtful instead of helpful.

5) Organized Versus Orderly.
- It’ important to know the differences between orderliness and organization.
- People who are too fastidious turn orderliness into to an end rather than a means – and that takes a lot of time. It’s much more important to be organized.

6) Temptations.
- There are three temptations that pull us aside:-
i) Procrastination – a lot of procrastination is based on our fear of action. We review and review and review.
ii) Rationalization – trying to prove to yourself you weren’t wrong.
iii) Indecision – people delay making decisions until there is no other decision to make.

- These temptations are like magnetic fields that must be kept away from the computer software. If we are not careful, they will erase our ability to perform.

7) Time Out.
- The last part of the war plan for time is the necessity of time out.
- Two things in life. Saving and time alone.

PART III – GUIDING YOUR WORKERS.

SEVEN – Selecting Your Inner Circle.
“The leader will take counsel from his people, but he will act on what his mind tells him right. He has trained himself out of the fear
of making mistakes.”

The secret of any organization’s success is choosing the right people to play key roles.
One of the most important aspects of successful leadership is putting together a group of people to carry out the mission.
Attracting quality people, first of all, means you must enthusiastically sell your organization to quality people.
Perhaps the more difficult part of recruiting is recognizing the quality people. Here are seven qualities I look for:-

1) Qualities for the Core.
a) The first thing I want is character.
• Statistically, most management failures come from lack of character rather than lack intelligence.

b) Second, a person must have enough intelligent to do the job and also be a possibility for promotion.

c) Third, I want a person to be flexible-and who doesn’t confuse flexibility with lack of integrity.

d) Fourth, I like to have people around me who are excited about learning. Their rates of learning change over
time, of course, but if they are not oriented to growth, if they prefer instead to protect the status quo, I will
have a stagnant organization.

e) Fifth, is to pick team players.
• A true team player does not poach on other people’s responsibility but is available to help at their request.

f) Sixth, the inner circle must be willing and able to confront in a healthy manner. This means the leader must
be willing to listen to those who differ.

g) Finally, I want a person who is comfortable being reviewed. In business, of course, we do this regularly; we even have departments that specialize in reviewing procedures.

2) Seeking and Finding.
- We are gathering assistants and associates-capable people who are able to do what we cannot do, perhaps able to do things better than we ever could.
- A lot of leaders make the mistake of hiring people they like rather than people they respect. They end up choosing individuals just like themselves, duplicating their own strengths and weaknesses, which do not advance the overall organization.

3) When you make a Hiring Mistake.
- No one wants a reputation as a hatchet man. But as a last resort, you must be willing to fire people or relieve them of a particular responsibility. It is more important for the staff to know that you will than that you do. It shows you are committed to your mission and are willing to prune those who will not contribute it.
- How should a person be dismissed? It depends on the reason for dismissal:

Character problems: - In such a case, there is no reason to delay. You may not always need to make the person a public example, but you should move swiftly.
ii) Personality conflicts: - First of all, consider whether this person might work out in a different spot in the organization.
iii) Irresponsibility, shoddy work: - A manager begins by documenting, gathering enough specific information about errors or bad judgments to support the charge.

4) When Not to Fire.
- If however, a staff member is failing because of inadequate training that is a different story. We must be patient and
provide training.

EIGHT – Training the Core Workers.
“Leaders must steer a wary course between keeping their fingers in every pie, dictating in detail what is to be done by whom,
and on the other hand slackening the rein so tat assistants learn only by experience and make costly mistakes.”

- People have great potential if they want to train themselves. Perhaps the greatest challenge in training someone else is getting the person to want to be trained. The gateway, I believe, is personal relationship.

1) Train Strength, Not Weaknesses.
- In developing somebody, the odds of improving existing strengths far outweigh the odds of improving weaknesses. An individual can improve his weaknesses, but it’s rarely done from the outside.
- You can threaten the person. You can make him afraid. But that won’t bring improvement. On the other hand, if you point out strengths and help develop them, you capitalize on the person’s desire to do those things he’s already good at.

2) Training Is Costly.
- One of the expenses of training is that you commit yourself to people who make mistakes. Mistakes are simply part of the bill, and there’s no way to prevent them.

3) Not Everything at Once.
- Training also has to be paced. People can make only so much progress at a time. Even though you see several things they have to learn, you are wiser to break them into pieces they can handle. Have the patience to give the other pieces as time goes along.

4) Seeing the Big Picture.
- Frequently, the person we are training has a job that fits into other jobs, but he doesn’t really know how. In the meantime, he becomes a perfectionist.
- Any staff member who sits in view of the congregation must accept his or her responsibility to the listeners. People on the platform ought to be the people who listen most; their endorsement of what is being said or sung is extremely important. The whole meeting is important, not just what one person does.

NINE – Motivating, Not Manipulating.
“Leadership is getting people to work for you when they are not obligated to do so.”

- Motivation – is getting people to do something out of mutual advantage. Motivation carries an open agenda. You can be totally honest with people.
Manipulation – is getting people to do what you want them to do, primarily for your advantage. If the other person benefits, it’s purely secondary. Manipulation carries a hidden agenda.

1) Walking the Fine Line.

- Whenever we try to motivate without the other person knowing what we are trying to do, however, we need to be careful. We can try to bring out a talent desire a person doesn’t even know exists, but we need to remember three things:
i) Recognize how close we are to manipulation.
ii) Set a check-point, and if the technique doesn’t produce a genuine thirst, stop it.
iii) Never resort to immoral means even for righteous ends.

2) Uses and Abuses
- There are other ways we see manipulation in the church.
i) Appealing to human gratification:- Anything that appeals primarily to human desire is manipulation; anything
that satisfies divine desires is motivation.
ii) Flimsy assurances:- Sometimes we satisfy people too easily-with meeting.
iii) Relying on recognition
iv) Selective appreciation:- When a wealthy person gives a gift larger that other people but small compared to
what he ought to give, exaggerated recognition for that gift is manipulative. Its does not motivate.
v) Misuse of “ministry”:- These forms of manipulation are usually justified because they help the cause.

3) Means of Motivating.
- What are some motivational means? How can we bring out the best in people without resorting to manipulative tactics?
i) Establish a psychically friendly atmosphere
ii) Know a person’s capabilities
iii) Look for ways both of you can benefits
iv) Be honest about your goals.
v) Use people as positive illustrations.
vi) Give a person a reputation to uphold
vii) Complimentary with credibility
viii) Show people you enjoy your work.

4) Finding Thirsty People.
- One of the secrets of identifying a person’s thirst is to see what has motivated him or her in the past. People rarely outlive their basic thirst. If they get a thirst young in life, they seldom lose it.

TWELVE – The Invisible Side of Leadership.
“The most important thing in life is not to capitalize on our gains. Any fool can do that. The important thing is to profit from our losses.”

- Congregations sometimes judge leaders by “apparent success” – and we sometimes judge ourselves that way as well. But leadership is more than outward. To lead a congregation, we must recognize some intangible factors, both good and bad.
- Lets identify three false indicators of successful leadership.

Succeeding at a private agenda – When this happens, the leader progresses but the people don’t. A pastor builds a large church, for example, in order to win a denominational post rather than to serve the people.
ii) Measuring success by the competition – Doing better than other people doesn’t mean we’re successful. We still might not be doing anything close to what we ought to be doing. The essence of leadership is progress toward out spiritual goal, not competition.
iii) Popularity – the fact that people fell warmly towards a pastor doesn’t mean he’s a good leader at all. It simply means he has a likeable personality. A lot of times it’s more important to get the job done than to be liked.

1) What Derails Leaders.
- Impressive-looking leaders can veer into the ditch for a couple of reasons:
i) They were steered by their ego – A lot of leaders starts out humbly, with right purposes, but get diverted into ego trips. Many electronic preachers start out sincere as they can be, but often the ratings catch their eye, and they become showmen.
ii) They became discouraged – This is an opposite reason for derailment, and a more common one. Some of us don’t have enough success to get on an ego trip. The train isn’t rolling that fast.

2) Staying on Track.
- It’s important for a leader to generate some progress – some “win” – to show people. Browbeating them with their failures is a poor way to motivate. People need to see success, to catch a feeling of progress.

3) An Eye on the Destination.
- A leader should never try to lead without first being captivated by a vision.
- Intensity must always have focus, of course. If you are intense about the wrong things, people will lose respect and think you are a neurotic or religious fanatic. The vision must always be of the possible.

4) Knowing What People Need.
- Leaders do not usually know, through intuition, what direction people need to be led. Most effective leaders pick up cues from their people’s needs.

5) Interior Leadership.
- Leadership is more that personality; it’s character. The accomplishment of a goal requires synergy. For each goal is part of a larger goal, thereby developing momentum.
- Good leadership brings out the best in people; it makes more of any individual than he would have been had he not followed.

6) Is It Worth It?
- Three important questions for leaders:
i) Am I enjoying what I am doing?
ii) Am I happy with where I’m going?
iii) Am I satisfied with what I’m becoming?

- It is important that the act of leading make us become what we want to become. This way we do not end up hollow, having our insides eaten away by success.

CONCLUSION.

THIRTEEN – The Rewards of Leadership.
“In every significant event, there has been a bold leader, an object or purpose, and an adversary.”

1) Personal Development.
- For those who have the talent to lead, leadership is a great self-fulfillment.
- Leaders come to the satisfaction, if they’ve used their talents well, of knowing they have rum the race, finish the course, and become what they ought to have become. They will be commended by the Lord as much for their character as their specific accomplishments.

2) Developing Persons.
- Beyond self-fulfillment, leadership offers a chance to see others fulfilled. Leaders help people to see what they ought to be and accomplish what they ought to accomplish. Leaders have that ability to see what others can’t see and to believe, before others believe, that it can be accomplished.

3) Productive, Not Happy.
- Productivity is not the same as doing. Leaders are often most productive when they are not doing. Sometimes their most significant work is instilling vision and excitement in others, having thoughts worth passing on – which often happens best in seemingly casual settings.

4) A Vicarious Thrill.
- Some leaders are visible and receive acclaim for their work.
- A worthy goal for aging leaders is to learn to give up the power, the day-to-day responsibility, and become a shepherd or shepherds.
- The point is not to usurp positions but to mentor younger people and simply say, “I’m available”. The task is not to impose advice (because advice imposed is not advice but an order), but to suggest options and help clarify the other person’s thinking).

5) “God’s Person in God’s Place”.
- Leaders are rewarded by knowing they are where God wants them…with a task great or small.

THE SOUL OF THE FIRM

Authored by Bill Pollard, he shared his practical experiences to run his successful business, that
is Service Master, with 200,000 employees and serve more than six million customers in thirty
one countries.

Bill Pollard was a lawyer by profession and he was invited to join Service Master as a Partner by
The President and CEO of Service Master; a health care business. They serve hospitals, schools,
and home owners and they trade under the major brand names of Service Master, TruGreen-
ChemLawn, Terminix, Merry Maids and American Home Shiled. Bill is currently the Chairman
who also served as CEO for more than 10.5 years.

He had a humble start and was first assigned as a Front Liner, (HouseKeeper , to be exact) in
order for him to experience the feelings and emotions of his Front Line Service workers, to get
to know them better and to better understand how these Frontliners served their customers.
They also dedicate certain day in a year which they declare as `WE SERVE, day, where every
leaders have the opportunity to participate in direct-serving their customer. Such day helps to
keep ServiceMaster in touch with the reality.

Bill Pollard mentioned that people has the potential to contribute in 3 different ways,

1. Contribute values to customers with the service they provide.
2. Contribute value to owners, as their combined effort worth more than the sum of the

efforts of individual participants.
3. Contribute value to each others, as they learn together and experience the satisfaction
of accomplishment and advancement and as they develop their own self worth.

These 3 Principles of People Value correspond to their Companies objectives : To pursue
excellence, Grow profitably, Help people to develop.

Every worker are encourage to actively involve in these 3 principles and by practicing
these principles, they nurture the soul of the firm. These could be achieved thru a fair and
competitive package, paying attention to their workers, hear their needs, and help workers
to reach their goal. Such practices create an environment that contributes to workers
development to be more committed to the firm.

Service Master values a diversity of personality, gifts, ways of thinking, etc. One of the Service
Master Leadership Principle is that they pay based on performance and promote based on

potential.

People want to work for a Cause, not just a Living. Getting the right person for the right job
is also important. A clear mission is stated out to provide an ethic or direction to do what
is right. They identify the right person thru their STAR : Selection, Training, Assessment and
Recognition. They also look for partners or people who are strong in WOO – Winning Over
Others.

Service Masters also values their people by looking at family. Health families are essential to
an effective business firm. Sometimes, spouse are included in business meetings, children are
encouraged to visit their parents at work and to participate in stock ownership of the company.

People are reminded that work is not a curse but an opportunity for one to contribute their
abilities.

Every firm has customers. All business is sustainable as they are able to create and keep
customers. This is one of the best way to celebrate work. In Service Master, they sell and serve
people, people who wants solutions to problems. Build relation of trust with customers, listen
and respond to their needs, empower their people to correct mistakes immediately when they
occur in order to establish a long lasting customer relationship.

Service Master also see the importance to increase productivity of their staff. Improved
productivity and quality service go hand in hand.

Too many large organizations are crippled by the cancer of bureaucracy and expansion of
middle management. People are caught up in activities of the layers but not in results for
the customer. Instead, to ensure organizational structure encourages flexibility, change and
innovation.

In order to survive into the next century, it is better be flexible and ready to change. Peter
Drucker defines innovation as `change which creates a new dimension of performance.” The
reality of future growth and opportunity in any firm is simple dependant on the performance
of its people. Growth is not an option, but a mandate. There must be growth in number of
customers served and growth in revenue and profit. When growth doesn’t happen, changes
must be made. If growth is to sustain itself, the people of the firm must also grow. Hire people
for what they can do, reward performance that benefits customer, not only the boss.

Objectives of Service Master :

To honor God in all we do

To help people develop

To pursue excellence

To grow profitably

These objectives are not just carved in stone on their lobby wall. But it is seen working every
day in the lives of their people. The soul of each person joining together with others to form the
Soul of the Firm.

Empowered people will strive and push for growth. As we empowered people within the
firm, we learn to delegate within a framework of authority and accountability, and we should
never take back the right to make decision. People will not own the result unless they have an
opportunity to participate and understand the reason for their work. If they see no value in
what they are doing, they will have no motivation to improve.

Learning is everybody’s responsibility in a firm. Our business is to train, develop and motivate
our people, to meet the needs and demands of customers. We can’t deliver quality service to
the customer without motivated and trained people.

People who work together to achieve a common goal would want effective leadership, leaders
they could trust and leadership that nurture the soul.

Servant Leadership are givers, not takers. It is not dependable on title, position, remuneration.
They are opportunity seekers and not entitlement takers.

Build on the ordinary and expect the extraordinary. Build a team of people around the skills
and talents of the ordinary person, not just around the special skills and talents of those few
extraordinary people. There are more ordinary people, more to select from, more potential to
develop, more opportunity for commitment and loyalty to the common mission of the firm and
more potential to understand, serve and sell to customer who are also ordinary people.

Marketing 3.0 : From Products to Customers to the Human Spirit.by Philp Kotler

• The crux of the book is based on the simple values-based (not value) matrix above
which demonstrates how marketing today has shifted from Product-Centric (Rational
Marketing – 1.0 era – E.g., Volvo = safety), to Customer-Centric (Emotional
Marketing – 2.0 era) to today’s Human-Centric (Spiritual Marketing – 3.0 era ).

• Marketing 1.0 and 2.0 were about how a brands products and services would serve
its customers. Marketing 3.0 is about how a Brand connect with the human spirit of
its customers who desire that they assume their fair share of social responsibility for
issues that concern everyone (E.g., environment, hunger, poverty, human rights, health
and well being etc.).

• Brands that behave and conduct themselves properly with regard to the environment,
general community at large and create real meaningful demonstrable value that aligns
with the social good will be welcome and respected. The media will promote caring
companies which will influence buying behaviors.

• Kotler put forwards the believed that most nowadayds marketers are still stucked in
the past (i.e: Marketing 1.0 & Marketing 2.0). His new model for marketing treats
customers not just as consumers, but as complex, multi-dimensional human beings –
customers with complex human spirits who are active, engaged, anxious, informed,
creative and have the ability to easily connect with others.

Product, Price, Place and Promotion.

• These four P’s build the foundation of marketing that every marketing student has
been taught in the last few decades.

• Philip Kotler – dubbed by some as “the father of marketing” – was a significant force
in ushering in the consumer era (Marketing 2.0) from the more product centric era
(Marketing 1.0).

• While Kotler still stresses the importance of the 4P’s, he has identified three important
factors driving marketing towards a new era, fittingly dubbed, marketing 3.0.
These forces reflect current societal trends: the age of participation, the age of
globalization paradox, and the age of creative society.

• Marketing 3.0 calls attention to a more holistic and more consumer-involved approach
to marketing. This has been clearly evident with the emergence of social media.
The book is divided into 3 distinct parts: trends, the strategy and the application.

• The first analyzes the current situation, building a foundation based on current societal
trends. This enables the authors to delve into many of the issues influencing the
necessity for change and ultimately suggests revamping many current disciplines
of marketing - the Four P’s, STP(Segmenting, Marketing and Positioning) and
brand building – into the Three C’s – Cocreation, Communitization and Character
building. This leads to into three core concepts: identity, integrity and image, the main
objectives of marketing 3.0.

• The second part tackles how to communicate the marketing 3.0 concept to various
stakeholders: consumers, employees, channel partners and shareholders.

• In the final part, applying the marketing 3.0 theory, there is continued emphasis on the
social-responsibility of companies to act as social champions through philanthropy.
This ties into the responsibility companies have in acknowledging the need to create
more social business enterprises – companies making profit while positively impacting
the society in which it operates – to make product and service offering more accessible
to the ever-growing low-income population.

• Kotler argues that marketers have not truly been listening to the needs and wants
of consumers, eventually causing consumers to feel disconnected from product and
service offerings.

• Human needs and wants are becoming ever more complex, thus revamping the
hierarchy of needs, used by marketers.

• Marketing 3.0 going deeper than merely focusing on the product, services, relationship
with customers; it goes deep into human spirit - how the consumer’s buying decision
actually connect spiritually to their unique characters and preferences, which made
them made the decision to purchase or subscribe to the services rendered or products
offered.

Make Their Day!

Employee recognition that works by Cindy Ventrice

Imagine a company without staff. Then imagine if a company have staff but only demotivated staff.
These two visualizations are sufficient to remind us how motivated staff can be the important asset
of the company. Motivated staff will go beyond the core of their scope of work to keep the
company in top priority. They are willing to save costs for the company, contribute ideas constantly,
highlight the problems and suggest solutions, defend the company’s reputation, stay loyal, remain
integrity and willing to work extra hours – you can easily identify such behaviours of a staff who is
highly motivated. The irony is, most of these staff are only energetic when they are new in the
company. That means, the level of motivation of him will decrease as he works longer. That would
happen when the company doesn’t do anything to recognise the performance of this staff. The issue
here is, some staff are identified to be not so brilliant, therefore, they do not deserve any
recognition. This is an open argument but where possible, we should give recognition to that staff
based on his skill or value or other contributions. Do not totally single him out from any career
advancement opportunity just because you don’t like him coming late for work (in case he’s so good
in achieving sales target for your company).

When Recognition Misses the Mark

• Bonuses aren’t recognition
Staff love bonuses and some of them need them desperately. It is best to offer bonuses to staff but
do not misunderstand that this is a form of recognition unless you tie it with some specific ‘Thank
You’ remark. Staff normally see bonus as a bonus while Recognition is another thing.

• Plaques and awards aren’t always recognition
When the author shared about this, I instantly recalled the awards that I had received from BET. I
agree with what it says that plaques and awards do not really make you feel recognised unless it is
something ‘made’ remarkable. I won the Best Book Summary award somewhere in 2006 and 2008. It
was a certificate presented to me during annual dinner … The MC announced “The Best Book
Summary Award goes to …..” That’s it. But normally I won’t feel any better or motivated after
winning that award. It seemed something was missing as if the MC/ Management was rushing to
give away the certificate just to meet the time scheduled. What’s more, only one person earns the
Best Book Summary while the rest who have been doing their best were not recognised. Using this
example, recognitions are not very equally given to the staff who have done very good summaries.

What Makes Recognition Works

Recognition doesn’t have to be something expensive. You need to know what exactly trigger staff to
be motivated without the involvement of cash or material rewards. Is it praise made in front of the
staff or an email cc to the staff? Is it a plaque with picture of staff hung on the wall in the office? Is it
an incentive trip to overseas? This is something that the Management needs to assess because it
depends very much on the company’s majority’s staff’s interest.

• ‘Identify’ and ‘acknowledge’
Identify means you show commitment and effort to recognise the staff who deserve recognition.
Staff feel appreciated if you show that you spend efforts to recognise them. Acknowledge is showing
that the Management is aware about the staff’s contribution. It is decent to occasionally speak
verbally to the staff concerned that they have done a good job in specific projects or tasks.

Management should give feedback to staff. I myself would not know whether what I do is up to
company’s expectation if they don’t communicate to me on regular basis. I won’t know if I need
further improvement or what I did has exceeded their expectation. The ‘silent treatment’ of the
company or Management will demotivate me. Feedback is not meant to be given only at the end of
the year where evaluation is conducted. Most staff don’t have the patience to wait until year end.
The Head of Departments or management should give feedback, words of encouragement or
acknowledgement whenever something good is done by their staff.

• A Thank You
Thank you is the two MAGICAL words that would make a big difference. An employer who says
Thank You to a staff after a job well done will uplift the morale of that staff. I still can remember the
sincere Thank You words from my employer after I’ve prepared a powerpoint. It is indeed my job but
an appreciation like such means that Management recognises my effort. Sometimes, we might do
the wrong things but instead of being scolded, a Thank You from The Management upon
accomplishment would make us feel like keep on doing similar projects again. The staff will get the
hint that the Management appreciate their contribution and are further encouraged with more
opportunities for improvement.

Four Elements of Recognition that Work

As described earlier. Money and rewards are not all the things the staff need. To be motivated, they
deserve some positive forms of communication, verbal cues or treatment from the Management.

• Praise
Praise the staff who have done a good job, either personally or in front other staff. Some of them are
too timid and dislike being in the spotlight. You may praise them in private depending on their
behavior. Praise whenever they deserve it and don’t overpraise. You will spoil the mood.

• Thanks
This magical words were mentioned earlier. Say thanks sincerely and constantly whenever the staff
deserve it

• Opportunity
Offer opportunity for that staff for career advancement or in other words, tie recognition with
performance or KPI. Staff that do very well in deemed appropriate duration should be offered
opportunity to shine, new responsibilities or promotion.

• Respect
Acknowledge the importance of all departments. Provide tools, resources, and information for the
staff to perform their duties. For instance, the staff in Sales need supporting information such as E-
library and proper updated softwares to make work simplified. Same as the Accounts, HR and other
departments. In Marketing, supporting resources such as destination and wildlife/ bird books are
important to make their work such as article writing effective. In other words, Management must
assess the needs of each department and provide materials that will make them work easily and
happily. Similarly, all staff want to be informed and updated with company’s news, vision and
directions. If too many information (except those private and confidential) are hoarded, the staff
won’t feel respected and they feel that they are not important in the company.

What to be Recognised

• Purpose and quality
Focus on staff’s contribution to department or organisation based on department or company’s
mission statement and vision. Reward based on quality of work done, not just quantity

• Trustworthiness
Staff that are honest, when spotted should be recognised. Reward their good attitude and let that
be a good example for others

• Individual value
Staff have the things that they value for example, promotion, salary increment, assistant, or training.
Identify these values and reward them based on what they need, not the things that they don’t
want:

1) Opportunities for growth: Staff would love constant opportunity for growth. Do set up a
program to monitor their progress and make it known to them that they have opportunity
for growth if their performance hit the mark
2) Pay and benefits: Do not underpay someone or overpay (demotivate others). The pay should
commensurate with the staff’s skill, experience, values, contribution or position
3) Work environment: Providing healthy working environment to staff is important. Think
about the level of noise, office cleanliness, space, interior design, smell, safety, software and
hardware, room temperature, welfare etc. All these could determine the job satisfaction of
staff. They feel recognized and respected if the employer offer a comfortable working
environment for them

Recognition is about Relationship

It is evidence that Strong relationship between Management and staff would create lasting loyalty.
Have we asked ourselves how is the relationship of our company with the staff? This needs to be
assessed thoroughly if staff is deemed as the core of company’s business growth. The relationship
between staff shouldn’t be all the time business or formal relationship. At times, Management or
Head of Departments must approach the staff and sync into a friendship relationship with the staff
(understandable that there is a limit to this). Indeed, an organization is a family unit. If a company
does not operate like a family unit where there is no common ground among departments and
between Management (parents) to staff (children), you can be very sure that the ‘family’ is having an
internal crisis. If you have internal crisis, how are you going to work with your clients? Therefore,
placing some heart to heart relationship with the staff could make a big difference in the
performance of the company. The One on One Program is a good start in BET in terms of
Management-staff relationship but how equal is this program implemented at all level? Do we
assess this? Is this very much implemented and monitored in Sandakan and SRL like in KK? Are the
staff getting the most out of the program? Should we refine the program so that the objectives of
Management is clearer? Are all the staff willing to share their ideas or problems in a group? Should
we reshuffle the groups end of every year so that group members can listen to words of wisdom
from rotating leaders? There are so much we can improve with our existing program.

To go further, the Management should consider the following in their relationship plan:

Remember all staff by name, remember their birthday and their interests
Fill their basket to the brim. Support them, give them all the tools and encouragement. Send
them to seminars or training that would add values to them
Employees have their say. Give more rooms for the staff to speak up such as through Idea
Box and One on One. Whatever programs you have created for this, the single most

important thing you must do is to listen attentively to them and to record down, plus to
follow up. Never underestimate their ideas or problems. Do not cut their conversation in the
middle. Respect must be shown so that they feel they are well taken care of. Do not offer
suggestions too soon or jump into any conclusion before they have completed their
message. It is wise to allow some time to think about their ideas or grievances as you might
get some good solutions to it. Sometimes, their ideas can be contradictory to the company
policies but allowing some time to think about it before replying them is good. This is
because when a staff is voicing grievances or ideas, their emotion is high and they only want
to be listened.
Give sense of ownership. Empower staff with more projects and give more authority for
them to make decision so that they don’t feel they are working for somebody, but, a sense
that they are the owner of the project – though some guidelines must be given by the
Management

Recognition – Whose Job Is it Anyway?

Managers, Head of Departments and supervisors are the persons responsible for
recognition. Recognitions can involve many levels. The best would always be recognition
from the top. Lower ranked leaders like Supervisors also can play their roles by highlighting
staff that deserve recognitions to the top.
Human Resources Department is not the main channel to give recognition since recognition
by nature comes from the supervisor or Head of Departments, as well as from the Top
management. However, HR plays supporting role as coordinator or facilitator for recognition
programs and help to prepare evaluation as well as monitoring the recognition programs.
Every employee can do their bit to give recognition. In some companies, nomination forms
or e-nominations are filled in or sent by staff to recognize the contribution of their co-
workers.


Self- Recognition

Does the Management think that instead of the Management giving recognition all the time, at
times, it should be the staff who should develop self-motivation? Self-motivation is very important
as the company doesn’t have all the time in the world to monitor on the recognition program.
Awareness of self-motivation should be addressed to the staff and the Management can come up
with some initiatives to get staff motivate themselves. Here are some points to consider:

Do your-self compilation. Encourage the staff to keep good comments from guests or
Management so that they can read whenever they feel down. This is what I have been
practicing. I have been keeping encouraging email from Management and co-workers since
2005, the year I joined BET. Reading such good comments motivate me

On top of encouraging self compilation, Management can ask staff to share their good
comments to the rest of the staff or in a company blog. This sounds odd but we need to
break the habit of keeping silence or timidity. Some staff would think that doing this sounds
being pompous but this is worth considering.

Celebrate with the Staff

BET has been practising this during Annual Dinner as well as after we win an award. However, it is a
good reminder that we should celebrate achievement of company with the staff and where possible,
recognise everyone of them. Perhaps the Head of Departments can do that part. Give a specific

reason why we want to recognise them and why we want to celebrate the success together. In our
Annual Dinner, you would notice some staff are hiding from the spotlight or sitting in isolation. We
need to break this barrier and nobody should be left from having a fantastic mood during such
event.

If possible, let the venue event organiser (to outsource) do most of the programs and arrangement
so that everyone, especially Annual Dinner committee have time to relax and mingle around with
the staff to join in the fun. Having been in the Annual Dinner committee for 6 years in a row, I do
admit that much of my time was spent in worries as well as organising programs which didn’t allow
most of us an enjoyable time during the celebration. We hardly have time to talk with other staff
from SDK and SRL, of which, I think annual dinner program should be made simple so that everyone
can have a fun time together.

Assessment of Recognition Programs

Other than planning, implementation and monitoring, assessment of the recognition program is very
crucial. We need sufficient feedback from the staff on the overall job satisfaction. Asking feedback
from staff proves that Management cares and although this can be carried out during One on One
program, a more proper formal survey need to be conducted at least once or twice a year to show
that the Management is serious. Once feedback is obtained, Management must take necessary
action depending on urgency or the importance of the issues highlighted by staff. This follow up will
make staff happy thus make their day!

How to become a Rainmaker = The rules for getting and keeping customers and clients- by Jeffrey J Fox

The rainmaker is the sales person everyone else wants to be. The rainmaker brings the art of
deal to new levels. He brings in the most money, gets the best paycheck, commands the most
respect. Whatever item or service the rainmaker sells, it is sold effectively and successfully.
Rainmakers are not born. They are made. To succeed in sales, you must be above average. To
be a STAR, you must make it rain.

I learned the most from this book;-

1. Make selling easier by teaching customers to want what they need.

By explaining thing what is their need and what will they get by taking the things. The
important of understanding the value for what ever things they want to purchase.

2. Customers don’t care about you so don’t talk about yourself. Make sure you use powerful
questions like “why? Why? You listen to what the customer say. Clarify. Summarize.
Determine how you can help the customer and how your product solves the customer’s
concern.

3.Obey marketing’s first commandment.

-Always put yourself in the shoes of customer

-Good customer are demanding

-Deliver your promise and you’ll bring rain.

4.Always have a pre-call plan. Have a checklist which contains the following;

-written sales call objective

-Need analysis question to ask

-something to show

-Anticipated customer concerns and objection.

-points of difference vis-à-vis competitors.

-Meaningful benefits to customers.

-Dollarization approach; investment return analysis.

-Strategies to handle objections and eliminate customers concerns.

-Closing strategies.

-Expected surprises.

And plan to be flexible. If after sixty second into your two hour painstakingly prepared
presentation the customer say ok I will buy, stop talking and take the order and leave
gracefully. If customer wants to do business with you, but in an entirely different manner that
you expected, adjust to the change. Don’t be so intent on following your plan that you miss a
customer’s cue. Be flexible.

5.Fish where the Big fish are

Rain makers fish where the big fish are. Rainmaker talk to customer s who are familiar with
their products or who already use their product. Customers who want your product are better
targets than customers who need your product. (Customer s who need your product may not
know it. They must be educated, persuaded and this takes time and money.

6.always show customers a return on their investment. Calculate the financial consequences of
going without your solution.

7. When you have a customer on the phone, ask; do you have your appointment calendar
handy? And continue with killer question, will you look into at the facts and decide for yourself
if they make sense?

8.Turn your customer objection into customer objectives. Do by asking, so you were concerned
about… is there anything else that concerns you?

9.Of course never beat up the competition. Say, Yes that company is good. Would you like to
know our points of difference?

10. Excellent selling times are before 8 any morning and after 3 on Friday afternoons.
Remember – the lowest price is not the same as the lowest cost.

11. Always take the best seat in a restaurant.

-You must seat facing out window and your back on the wall- customer facing the wall. The
reason of this so customer can stay focus to you.

12.Treat everybody you meet as a potential client.

-Rainmaker treat nonclients as they do existing customers. They are polite to everyone.
Business can come from unexpected places.

13.Always return every call everyday.

-Returning phone calls is a basic courtesy, but not many people do it, rainmakers return all calls
everyday.

-fast return call is a point of difference. When you return a person phone call that person feels

respected,important.

14.Ten things to do today to get business:

-clip and send an article of interest.

-Talk to a satisfied client and ask who else you might help.

-Send a thank-you gift to someone who referred you.

-Give your business card to someone witch influence.

-Send a latter to the editor of a magazine your customers read.

-Add fifteen people to your mailing list.

-Leave a compelling voicemail.

-Make an appointment

-Call a client you haven’t talked to in two years.

As a conclusion this is must read book to all especially those involved in sales, in this world
today, sales is one of the most competitive fields. There are more products and services
available than ever before, taking pure example tourism… in Sabah only, we have more than
100 tour operators selling almost 90% the same products, price almost the same the only thing
that make people go to you is the service and the way you handle them, the way you keep
them. Therefore the way you treat your customer will make them stay and loyal to you . As for
Borneo Eco Tours we have so many loyal agents and clients as well. It show that we are the
rainmaker!! I encourage you to pick one or two points that you will do something. Of course
you are encourage to read the book by yourself to discover even additional insights.

HOW TO BECOME A MARKETING SUPERSTAR

Unexpected rules that ring the cash register

Author: Jeffrey J. Fox


Because it is its purpose to create a customer, any business enterprise has two-and only two-basic
functions: marketing and innovation. Marketing is the distinguishing, the unique function of a business. –
Peter Drucker

The Definition of Marketing

A marketer’s job is to generate revenue through its marketing campaign. The definition of
marketing itself is the profitable getting and keeping of good customer; the only sustaining life force in
any organization.
Marketing is the epicenter of organization. It is more than sales force, more than advertising,
pricing, packaging, promotion, and trade shows. Marketing is responsible for creating new products that
fills customer needs, for quality control, and for account receivable, inventories and collection. Thus all
departments and functions must be headed by a strong customer-first marketing attitude because every job
exists to directly or indirectly get and keep good customers. It is important therefore that employees are
directed and trained as to why their jobs are important, and how to do them well.

The Superstar Marketing Company

The superstar marketing company spends their time wisely:
a) The CEO and all top people spend time listening to customer and selling.
b) A person’s attitude toward customers is carefully considered during hiring process.
c) All employees are expected and trained to appreciate the customer.
d) Getting the customer’s name spelled correctly.
e) Stays open past closing time to serve late-arriving customer.
f) Greets the customer with warm welcome “Welcome to Borneo Eco Tours. We’re glad you are here”.
g) Invest in constant training which reaches into every aspect of their enterprise. The result is having
people willing to do things that employees in other companies don’t, cant, or aren’t allowed to do.
h) Everyone has the authority and the duty to use their best judgment to do what is necessary to take care
of the customer.
i) Put a time value on the customer relationship. For example, if a woman spends $45 every three weeks
at a salon, and if well treated and well satisfied can be expected to remain a customer for three years
(valued at 52 visits X $45 = $2,340).
j) Investment decision : anything that will help improve quality, lowers cost without hurting quality,
improves selling skills, increases brand awareness, create new products, or in a way betters the
offering to the customer.
k) Pursue market share gains relentlessly and continuously.

Superstar Marketing Strategies

Marketing superstars and the marketing superstar companies never forget that their existence depends on
customer. Customer rewards the good work of a company by buying more product or services, or telling
other good things about the employee’s company. When the customer buy the products, the money is
used to fund the employee’ paychecks. If customers decide that they are not getting appropriate value
for their money, and take their money elsewhere, the company loses its business with the customer and a
paycheck.

Segment Your Customers: Okay, Not Okay
Knowledge of your market shapes your product positioning, branding, communication claims, sales
approaches, channels, pricing, and packaging. All market segment into four types of customers:
1. Sophisticated / Okay – usually bigger companies, sales margin lower but size of sales are often large.
2. Unsophisticated / Okay – generates lower revenue but higher margins, rely on advice, service and
supports.
3. Sophisticated / Not Okay – risky, low margin, arduous decision making process, delays in getting
paid and employees burnout.
4. Unsophisticated / Okay – to be avoided, does not appreciate your products and legal fees is not
unusual.

The Customer Is Not Always Right
The old marketing cliché “The customer is always right” is wrong. The right customer, the “Okay”
customer is always right. The wrong customer, the “Not Okay” customer is not okay for the selling
company.

Use the Seven Growth Levers
Marketing superstar has a “Growth Notebook” to fill with potential ideas to grow your brand or company,
test them and then execute the ideas. Here are seven growth levers for revenue:
1. Introduce new products and innovate
2. Add new end-user customers in current markets, in new markets, and in new geographies.
3. Sell new applications of existing products or current customers.
4. Reduce customer attrition.
5. Raise praises.
6. Light candles and pray that market demand rises.
7. Acquire companies.

You Must Love Your Brand
The marketing superstar is the custodian of the brand. Whatever your brand represents, you must love
and live your brands. You must understand the value delivered by your brand so well that you are never
shy about its price. You must be able to articulate, dollarized value of every benefit and every point of
difference of your brand.

Early to Bed , Early to Rise, Sell Hard, and Dollarize
Marketing superstar have the energy and stamina to sell all day because they are early to bed and early to
rise. They start with dollarization and sell politely, persistently, legally, honestly, consistently, creatively
and relentlessly.

Always Price To Value
Customer buy benefit the get from the product. Do not price your product based on its production and
cost plus a markup, or based on demand and supply. Do not price your product to mirror competitive
pricing and never price your product below cost.
Price your products or services according to the value the customer receives from the products
and constantly educates the sales force, the channels, and the marketplace to real value of the products.
When customers understand the dollarized value, price is just a detail.

The Folly of Price Cutting
Price cuts instantly cuts profit because the cost stays the same and does not stimulate derived demand.
Instead it is followed by competitors and starts the price wars. Increased sales volume from a price cut
only happens when your product is priced above its real value and customer respond accordingly. Good

competitors compete on product quality, product innovation, service differentiation, advertising creativity,
salesmanship, technical service, store location, merchandising skills and employee attitudes.

Always Sell Consequences
The marketing superstar dollarizes and sells on consequences of not buying. It is always more effective
to influence the customer by showing the cost of going without, along with other consequences of not
buying your product.

Derived Demand is Not Direct Demand
Derived demand is the purchase need of customers who use the product as a component, or as part of
the manufacturing product for resale. Direct demand is a consumer products company (end user). The
marketer selling into derived demand markets cannot influence demand. Superstar plan and execute to
increase market share by outselling and outpromoting, not by underpricing the competitors.

Fifteen Super Marketers Must-Knows
1. The single most important ingredient for success is having customers. Marketing superstars get and
keep customers.
2. Customers buy to feel good or to solve a problem. They value the solution in two ways: as the
avoidance of loss or the gain which can always be expressed as a dollar value.
3. People buy what they get from the product. Sell the dollarize value.
4. It is the marketing’s responsibility to dollarize the value of every product benefit and every product
point of difference.
5. Marketing strategy must encompass all three elements: who (customers), what (product bought) and
why (products benefits and uses).
6. Organize and segment customer to “aware”, “aware non-users” and “unaware” for marketing
direction.
7. Product quality is a marketing responsibility.
8. Direction to research and development is a marketing responsibility.
9. Sales a marketing responsibility.
10. Trained sales force will increase revenue. Say “Thank You” to the customer.
11. Salespeople will increase sale if they: a) show the dollarized value b) ask for a commitment and sales
order.
12. The three most important words in marketing strategy are execution, execution and execution.
13. Brand names are intellectual assets, often more valuable than the tangible assets. Always put the
brand name in the headlines and slogans.
14. Every product is branded; always use good, customer-tested, on strategy brand names.
15. Technology does not sell, marketing sells.

Marketing superstar focus on what benefits the customer, dollarize it and sell the value everytime. They
focus on execution of strategies, are always looking for ways to making things better and live to pursue
and keep good customer relentlessly.

Life Strategies: Doing What Works, Doing What Matters By Dr Phillip C. McGraw

Ask yourself right now: Do you really have a strategy in your life, or are you just reactively going
from day to day, taking what comes? The winners in this life know the rules of the game and have a
plan, so that their efficiency is comparatively exponential to that of people who don’t.
This book is designed to give you the tools you need for purposeful, strategic living .Taking a long
hard look at the negative behaviours in your life, and at your current life strategy can be more then
enlightening; it can be the beginning of life strategy. This self check of how you are living day to day
is of tremendous importance, since you will be, and are, accountable for your own life.

Life Law #1: You either get it, or you don't.

Strategy: Become one of those who gets it. Break the code of human nature, and find out what
makes people tick. Learn why you and other people do what they do, and don’t do what they don’t.
The primary goal is to have a quality of experience that is unique and rewarding. The skills you need
to create that quality of life are the skills of understanding and controlling the cause-and-effect
relationships of life.
Because you know how the game is played and you know the pressure points that drive the results,
you create a level of mastery necessary to win. If you know which behaviour gets which result, you
eliminate the errors.

Life Law #2. You create your own experience.

Strategy: Acknowledge and accept accountability for your life. Understand your role in creating the
results that are your life. You are creating the situations you are in; you are creating the emotions
that flow from that situation. You must be willing to move your position and embrace the fact that
you own the problem. Accepting your role in your problems, acknowledging that you are accountable
means that you get it. It means you understand the solutions lie within you.
-when you choose the behaviours, you choose the consequences.
-when you choose the thoughts, you choose the consequences.
-when you choose the thoughts, you choose the physiology.

Life Law #3: People do what works.

Strategy: Identify the payoffs that drive your behaviour and that of others. Control the payoffs to
control your life. The behaviour you choose creates the results you get. If you repeat that behaviour,
then by definition, those results must be desirable.

Life Law #4. You cannot change what you do not acknowledge.

Strategy: Get real with yourself about your life and everybody in it. Be truthful about what isn’t
working in your life. Stop making excuses and start making results. Denial, and the mechanism of
perceptual defence that underlies it, touch your life in more ways than you could ever imagine.
Problems don’t get better with time. You cannot change what you don’t acknowledge. And what you
don’t acknowledge is going to get worse until you do.

Life Law #5. Life rewards action.

Strategy: Make careful decisions and then pull the trigger. Learn that the world couldn’t care less
about thoughts without actions. The time-honoured formula for taking purposeful action:

Be

Do
Have
What the formula says is BE committed, DO what it takes, and you will HAVE what you want. With
this Life law #5, we’re talking about the DO.

Life Law #6. There is no reality; only perception.

Strategy: Identify the filters through which you view the world. Acknowledge your history without
being controlled by it. Accepting this law means that you embrace the fact that, no matter what
happens in your life, how you interpret that event is up to you. Whatever meaning or value a
particular circumstance has for you will be the meaning or value that you give it.

Life Law #7. Life is managed; it is not cured.

Strategy: Learn to take charge of your life and hold on. This is a long ride, and you are the driver
every single day. The essence of this Life Law is that you are your own most important resource for
making your life work. How well you handle your overall life will be a direct reflection of how well
you’re managing your personal life.

Life Law #8. We teach people how to treat us.

Strategy: Own, rather than complain, about how people treat you. Learn to renegotiate your
relationships to have what you want. Relationships are mutually defined: Each participant
contributes importantly to its definition. From the very outset, it is a give-and-take negotiation
between the participants. Together you and your partner hammer out the terms, rules, and
guidelines. Therefore if you don’t like the deal, don’t blame just your partner. You have ownership of
that relationship just as much as he or she does.

Life Law #9. There is power in forgiveness.

Strategy: Open your eyes to what anger and resentment are doing to you. Take your power back
from those who have hurt you. You have the ability to forgive those people-not as a gift to them, but
as a gift to yourself. If that person gets a windfall through your forgiveness, then so be it. The one to
save is you. The one to release from emotional prison is you. The power of forgiveness is the power
to set yourself free from the bonds of hatred, anger, and resentment. Seize the power and rise above
the pain. You are worth it and everyone you love deserves it.

Life Law #10. You have to name it before you can claim it.

Strategy: Get clear about what you want and take your turn. If you cannot name, and name with
great specificity, what it is that you want, then you will never be able to step up and claim it. Since
naming what you truly want is so basic to having it, you must proceed with great care in deciding the
answer. Being wrong or misguided about what you want is even worse than not knowing at all.