Squirrel Marketing Episode 9 – Harley Davidson vs Honda…Turf Wars

Join marketing guru William “Bill” Bronson and successful sports podcaster Jeffrey Cooperstein as they dive deep into the world of marketing and chase squirrels in all directions.

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all right welcome to squirrel marketing podcast this is bill bronson marketing guru and i’ve got jeffrey the coopster cooperstein the koopster i added that uh sports podcast legend and we’re coming to you live here from empower brokerage yes it is uh insurance health insurance life insurance annuities brokerage and the cool thing about empower brokerage is that they can search the country for the best prices and they’re not tied to one carrier so it’s pretty cool yeah yeah empowerbrokerage.com if you want to check them out get a quote um our fine work see the fine work yeah a lot of a lot of hard-working people here so but uh today we’re gonna talk about harley-davidson and i was thinking jeffrey we would start doing some maybe case studies about different companies and take a look at history take a look at what’s happened yeah so that we can learn from it yeah exactly and you know with with big companies like harley and uh you know there there are so many different case studies that we can we can look at to to try to learn from and and try to take things from and implement that into into our strategy into your strategy so uh no it’ll it’ll definitely be fun i’m not a huge motorcycle guy but i know harley is one of the most recognizable brands in the world so yeah absolutely it’s got a rich history and we’ll talk about some of that’s very interesting and then one of the things that we’ll do after a while i’m not sure if we’ll do it next or we’ll do it after a few different companies but we’ll take a look at something called and you can google this before you listen to the podcast but it’s called porters five forces that shape strategy so porter’s five competitive forces that shape strategy so what we’ll do is we’ll take a look at these company case studies we’ll talk about them and then and then we’ll take that and make sense of it along the way as well as afterwards we’ll really dig deep into porter’s five forces uh theory and and how you can take uh your company or your endeavor and really create a good competitive strategy so you can move forward and and compete so all right let’s dig into it so harley-davidson little history um most of you know harley-davidson is an american icon um cool fact is uh they’re one of two companies one of two american motorcycle companies that survived the great depression interesting didn’t know that and uh oddly enough um both these companies kind of started in the same area so milwaukee and um it’s indian and harley and when do you think harley davidson started business when do you think they made the first made their first murder i know it was early it had what around 1910 close yeah you’re close 1901 is when uh a 20 year old named william harley and his childhood friend named arthur davidson uh they didn’t spend their time video gaming because they didn’t have any video games yeah they didn’t have those back then they spent their time in the garage making stuff and in fact one of them worked at a machine shop and uh i guess in milwaukee that was a big thing uh steel industrial yeah foundry and a tool and dye company and these kinds of things a lot of steel working going on a lot of factory stuff but man just the innovative thought these guys um there were a lot of hills i guess in milwaukee and or are but i guess the hills prompted them to get sick of walking up and down the hills and and sick of riding their bikes up and down the hills it’s a lot of work and they came up with the idea that maybe they would uh put a motor on on the bicycle or something you know and so william harley started tinkering around with designs for a small engine to power his bicycle and that’s why one of the first motorcycles looks like a bicycle with an engine on it i mean it’s just it looks very similar to one of those uh old ones well the nostalgic what do they call them the flyer or the the beachcomber looking about motorcycle the bicycle and um here’s another little cool little tidbit i mean i was reading about this and just everything started coming together for me because i don’t know if you’ve been around boats but have you ever heard of an evinrude motor no i’m not i’m not familiar with boats motorcycles any of these machinery because you’re a video gamer i’m a video gamer yeah i’m a sports guy you know that yeah i know the sports cat podcast sports podcast legend okay so no evinrude is um is a notable boat motor manufacturer i mean they make uh outboard motors and um i don’t know about the rest of it i didn’t do any investigation on evinrude but basically it’s a notable very well made motor and so uh olay evinrude was building engines for cars at the time in the early 1900s and uh and helped william harley design his motor for his motorized bicycle huh and so between uh william harley and arthur davidson and olay evinrude they produced this prototype motorcycle and entered it at a state fair race there in milwaukee and they placed fourth i guess this was in i don’t know 1904 ish somewhere around there so you never you never hear about the third guy behind the scenes it’s always harley and davidson but you never hear about about the third guy well there’s more to it though uh he just sort of helped out in the beginning um but he didn’t really stick with with the endeavor clearly yeah he did his thing um but the there’s two other davidsons uh involved and um i guess one was maybe a brother and one might it may have been a dad um but uh so there was a couple of different davidsons um anyway in 1905 so a couple of years later they sold three of the five motorcycles that they made in that shed in their backyard in fact they took that shed and it’s now they moved it to the factory oh it’s a nostalgic you know that’s awesome thing and they probably set up the tools and the old the old first motorcycle and all that in it uh it’d be it’d be really interesting to go to uh the harley-davidson museum there exactly in milwaukee yeah at their factory first factory now how do you think they decided whose name goes first on the brand um i think it was harley’s idea okay and then he designed the motor gotcha yeah that’ll do it because usually when you’re when you’re thinking of that kind of thing i would think alphabetical order but if you would say davidson harley that just doesn’t flow off the tongue like harley davidson does well yeah i mean uh phonetically it doesn’t yeah you’re right but no i think it was harley’s idea and he sort of brought his friend in on it and uh and i think harley was the driving force on a lot of it even though there were like three davidsons involved yeah that’s interesting um but so anyway they sold three out of the five and then in 1906 the year after they built a factory i guess the parents got sick of them using the garage and they sold 50 motorcycles so they went from three to fifty and then the year after that the year william harley graduated from college so he did all this while in college studying mechanical engineering so then he graduates college builds a factory and produces 150 motorcycles in 1907. wow yeah was that’s a lot i don’t think he had a girlfriend or partied or did much anything slept or eight or yeah that’s insane and that i mean that is that reminds me i was talking my son and you know i’ve been trying to over the years help him find some passion something he’s just really itching to get up in the morning for something he just looks forward to kind of like me in this podcast i really enjoy this but so it reminds me of that and he’s about the same age and i was thinking geez i mean if he could just find something like this to sink his teeth into and i think he’s close i think i think he’s close he really loves cars that’s awesome um and uh and so i was talking to him about interstate batteries and maybe working for that company and getting involved with their uh nascar team and yeah all that stuff but anyway that was a little squirrel um that’s why it’s called squirrel marketing i i guess so consequently i actually i looked i was gonna buy the website and i looked and there there’s an actual a company called squirrel marketing we’re not affiliated with them but anyway um so a little history that’s it’s a really interesting beginning um but what made harley harley what made the company successful from that you know um so the the thing i think one of the main appeals of harley is american made and i think a lot of people nowadays treasure american-made products and goods that you can find here in the states and because harley is that brand they’re basically they’re they’re an extension of america they’re a symbol of american freedom essentially and so i think that’s rare right now at least that’s where they’re really successful yeah actually um the the the fact that they are a piece of americana or american culture that really helps out in a couple of ways we’ll talk about in a minute um but the way they became that is interesting so uh fast forward a little bit to 1914 harley was dominating racing they got involved with racing they just loved the sport they they’re just gearheads they just love tuning the bikes and running the races and and um so in 1914 they made 16 000 bikes that year and that’s not i mean it’s nothing compared to now right that i’ll be making that a day but world war one was coming on and world war one is kind of the catalyst to harley’s immense growth i mean they just because the war effort the government bought 20 000 motorcycles from harley davidson for transporting between bases or whatever you know but on the battlefield so the military used motorcycles too the military really kicked this thing off because now you have these um veterans coming back from war uh really enthralled by this experience on a motorcycle and then they want to buy one too and so um so it was kind of involved and this was before vietnam when war wasn’t cool so you really kind of um idolized these guys who would sacrifice their lives to go off and fight for right for our country and so uh whether you agree with why we’re there or not these guys are still heroes yeah absolutely and and even in vietnam and even today um they’re heroes for their self-sacrifice no question but so that was sort of the start of it and then in uh world war ii they supplied like a hundred thousand motorcycles to the war effort to allies and to uh to our troops and by then they had those nice big ones you know the bigger more powerful motorcycles and they were winning races like crazy and um but in 1920 uh i got ahead of myself by 1920 though they were the biggest motorcycle manufacturer in the world period which was kind of launched by us here in america i mean we we um at least we made it cool now i would hope that since they invented the product that they would be the number one seller i’m just i’m just thinking well there were other people there was some there was some stuff going on in germany there was some stuff going on in japan and and uh and so there was a lot of innovation going on um simultaneously around the world with airplanes and motorcycles and all these kinds of things but um but we kind of we kind of made it a thing and um hardly dominated it then so in world war ii 100 000 motorcycles and then um again in the korean war so a lot of war effort stuff um it was really cool in hollywood absolutely so like so you had james dean on his motorcycle you had it all every everybody cools on a motorcycle you had uh peter fonda um and uh and these guys doing movies um about a motorcycle gang and all that now i i would never before you would you had said it i would have never associated motorcycle with the military when i when i think military vehicle i think big armored hummer tank you know i i don’t think small you know compactable vehicle that you know is unprotected essentially well have you ever seen indiana jones movies a long time ago so you remember the germans on their motorcycles with the little side cars yeah yeah yeah so they would shuttle their like like little cabs they would shuttle uh they would take an uber if you will back in 1920 an uber cycle so they would they would shuttle officers in the little side cars so they had a guy that would that would pick up an officer and rush him to the next base yeah or or there was other ones a little hot shot uh without a side car and they would take messages from one place to another i mean and and they were flying yeah so it was a quick way to get messages to places that didn’t have any kind of communication devices and you didn’t have cell phones back then so yes so but they did have the hard wired communication you just couldn’t do that 20 miles away right uh so you were i guess uh doing the the morse code or whatever um or taking taking documents on motorcycles that’s interesting you know from the general to the front lines or whatever so it was really useful however um not sure why this happened but in 1969 the year i was born they were bought harley-davidson was bought by american machine and foundry and they just about killed the company they came in with their new ideas about slashing wages and workforce and efficiencies and sounds all too familiar um yeah restaurants tend to do it you know you’ll have a great restaurant and then somebody will buy it and then they’ll do like portion control to the point where it’s so tiny and it’s horrible for people that you know used to like it um so harley man they were stripped down slashed the workforce they uh they cut corners on the uh the building line that the procedures they raised the prices as as well they were just trying to really strip mine this this deal yeah and take advantage of its status as being you know cool uh they almost went bankrupt and um in fact the the bikes had such a bad connotation in the market that they had nicknames like hardly drivable oh gosh that’s cringe hogley ferguson and uh so the hot the hog name which started out as a cool thing um there was a group of guys they called themselves the hog guys or something and later on hogg stood for the harley owners group but back then it was pejorative i mean it was uh it was a negative slur they call them a hog you know like it’s just gonna leak all over the place and um it’s even even to the point where when i was a kid probably in the early 80s um i remember thinking i i want a honda over at harley because i don’t want to work on it all the time i don’t want it leaking all over the driveway yeah and my dad even said and he had harley’s he loved them his dad bought him his first one in college and and uh loved harley’s but um he never said anything about it he never dispelled my my thoughts on it because maybe his did leak i don’t know so sin when they had that bad reputation what improved it what got them back to where they are now well what improved them is the exact same thing we’re talking about that we haven’t discussed yet which is the competitive part between harley and honda so so honda we’ll just jump over honda came in in the 50s and they had a little 50cc motorcycle i don’t know if you’ve ever seen the uh uh the wheeling elvi these uh people they dress up like elvis and they yeah and they ride these these little 50 cc motorcycles well a good friend of mine is one of the flying or wheeling elvi uh his name is drew he’s he’s uh he’s super cool but um you know harley made a comment back then in the 50s that they didn’t have to worry about honda because nobody’s going to buy that little thing and yeah so um they they thought they were beyond competition they were above it they were past it now which is a bad thing to get to if you if you get too confident in your industry and you think that you can’t be taken out you’re wrong yeah complacency is never good for sure so honda came in and um they started making a little bit bigger motorcycles by then in the 60s and um late 60s early 70s they had a more than a 50 i think they may have had like a 125 or or uh i’m not sure but they didn’t have any big ones at the time so for us they had a cafe racer style you know they had the for us ignorant people explain what the ccs mean it’s just the size of the motor uh for instance cubic inches gotcha uh 50ccs without looking it up i don’t know what does it mean cubic centimeters something like that okay um gotcha but um so 50cc is a small motor um 600 cc’s is a bigger motor thousand cc’s it’s a big old motor um the the police cruisers probably have a thousand cc or bigger motors so they can fly they fly yeah so the little 50cc it’s like a little mini bike gotcha um and when i was in high school my dad took me up to colorado and we rode motorcycles on the logging trails up in the mountains oh awesome and uh i had a one i had a 150 and he had a 125 hondas both of them something like that and and they were they were cool um small enough to maneuver but powerful enough to get up the hill and uh these were dirt bikes but so yeah so um here’s how honda here’s how harley fixed their problem first of all the company american machine and foundry started to realize what they were doing wrong they were like oh they’re like oh we’re really kind of screwing up here i mean their prices were their their sales were tanking um and so they sent their executives to tour the honda factory what are these guys doing that we’re not doing what is why is everybody saying that they want a uh a honda because the quality is amazing and they don’t want our motorcycles well that’s easy to see so they went and visited honda they talked to them and and honda and the japanese were very accommodating they um they helped him out they gave him advice they showed him things that they could do to improve now why would honda do that i think it’s an honor thing i think it’s an old traditional honor thing where um they were just gracious they were uh competitive but at the same time it’s for the good of the art for the good of the industry um they they helped them out because you know like in other industries let’s say for instance tech apple ain’t helping samsung or giving them any trade secrets probably not you know probably not so that that’s that’s a rare thing yeah but back then maybe not so much i mean you know you would find uh people helping each other and and they were competitors and um so then they would work together on something and then afterwards they would go back to being competitors just like people used to be able to get in the fist fight and not hold a grudge yeah or debate and then still be friends yeah that used to be a thing it used to be a thing it’s still a thing with me and my friends but for a lot of people um it’s uh it’s more narcissistic than it used to be and i think back then it was a lot more about helping each other you know and uh there was still cutthroat and there were still jerks out there i mean but uh the honda people were gracious and typically the japanese are they seem to be yeah anyway we’re not talking about the generals and stuff but we’re talking about regular people um i remember i took judo as a kid and the judo instructor super gracious super generous patient really kind person and and i think that a lot of the japanese are like that but anyway so they brought that stuff back they brought their um their tolerance um there’s a certain tolerance when you do manufacturing and it’s uh it has to do with uh the thousandth of an inch or whatever so they tighten their tolerances and an interesting thing happened harley started to give the people on their line on their production line more ownership of their job so they gave them incentives on quality and it was really interesting what happened because they they took more ownership of it they took more pride in it um they they had uh their production stamp they were pride they were proud of their production stamp and um so they were proud that this motorcycle came from them yeah well they started to institute that as a thing as part of the company culture and their quality went up and um i think that’s that’s a lesson that could be learned from you know for any company is is rewarding people for good work well this is a common thread when we talk about these other companies because some of the most innovative companies that we’re going to talk about began to treat their workforce with more respect more rewards stock ownership in the company or a share of profit you’re usually going to get more out of your workforce when you’re doing those kind of things yeah you share it you should if you if you’re going to share in the harvest with your workforce uh as a bonus structure or whatever and it’s transparent where you can see here’s where if we do really well as a group we’re all going to make more for christmas or whatever something it’s always beneficial for that but but so harley they really came back and they came they came back uh with a vengeance they um before the american machine and foundry sold the company uh they produced something called the liberty edition in 1977 which was uh sort of an american um it was a tribute and so their 1977 model was really a big big seller and but then they tried to follow it up with a confederate edition with all the confederate colors and flag and all that stuff it was pretty controversial even back then in the in the 70s late 70s but anyway so early 80s it was bought by some investors and they really these were these were harley lovers these these guys who bought it they just loved the brand and they’re the ones who created the harley owners group um and they were they started these rallies and and now you find these these motorcycle rallies with 100 000 people yeah you they’re crazy big it’s huge and in fact what we’re going to talk about here in just a second uh it’s it’s that’s what got harley through the problem with honda so early on honda helped him fix their quality problem but honda kept kept going and kept learning from harley how to appeal to more american buyers yeah so it really was a mutually beneficial relationship yeah absolutely but um but so honda started making bigger and bigger motorcycles great quality you know they started making them uh they looked the part they made like i mentioned the cafe racer uh they entered the the races and uh they were really starting to be a major competitor and they started coming into the bigger motorcycle industry um that segment of the market and harley had a big problem with it and um you know it’s funny how you underestimate your competitor and then they come around and bite you yep but it’s all friendly competition really there was no underhandedness about it they they were just competing with the best they could offer and i guess like i said earlier that’s a virtue that just doesn’t really exist very often in the business world no not at all i mean it’s uh there’s a lot of cutthroat stuff going on um but so what happened with harley that we’re talking about now is that really the quality problems really hurt them you know and they continue to have some some quality issues but what’s funny is they came out the other side because of not only their uh how they treated their employees and how the employees had some ownership going on uh of their of their position they had some some skin in the game there but also the harley owners group carried with it uh some revenue so you had the the harley gear and you had the membership and you had these other things that really kind of helped stabilize the the problem that harley had in their revenue so one thing i kind of wanted to get into was harley is now bigger than just a motorcycle brand harley is like a fashion statement it’s a t-shirt brand i think at one point they had restaurants you could even go into and eat at i mean harley became this this entire corporation this entire brand that is you know synonymous with america yeah absolutely um and really the only reason why they had a big problem and i guess this was um i don’t have the timeline on it but it was it was the 80s it was in the 80s um and so they failed to keep looking inward right remember when we talked about the swot analysis the strengths weaknesses opportunities and threats um that’s not something you do once when you’re forming your company that’s something you do all the time and at least once a year well yeah um but harley didn’t do it at all i mean they they it completely ignored their weaknesses and their threats and they actually felt like a lot of people a lot of company owners that if you just focus on your strengths and your opportunities you don’t have to worry about your weaknesses and your threats and that’s short-sighted there’s people who actually think that but if you look at your weaknesses you can work on them and turn them into strengths yeah if you look at your threats you can mitigate the issue prevent them from being a threat and find something involved in it that becomes an opportunity so you’re always trying to take your weaknesses and turn them into strengths and you’re always trying to take your threats and turn them into opportunities and so without looking at or or analyzing their weaknesses so they had a weakness of of quality and and they learned a little bit from it and and they started to help fix that but they had a threat which was honda and they completely looked the other way they were like okay these guys are in there in here um nobody’s gonna buy that stupid little motorcycle well they weren’t stupid little motorcycles forever turned out that yeah they started making bigger ones and bigger ones and nicer ones and the the more appealing designs and all of it and still had the quality right and probably uh without the tariffs and everything cheaper uh and eventually they were cheaper uh there was a there was a problem with tariffs and everything but but really harley started to uh become sort of a celebrity and i remember when you couldn’t really afford one i mean back when my dad had one you could and they were reasonably priced but then in the late 60s early 70s into the 80s they got kind of expensive it was like a rich person’s toy so it sounds like they went through this period of great prosperity and then when they were bought out it sort of went downhill from there and now in the in you know the last 20 years or so it feels like they’ve kind of reverted back to what they were when they first started well it seems like they’ve got some really smart people at the helm now and and um and they realized that we’re an ever-changing uh world um and in fact they um this started i guess it was in the late 80s or so but i wanted to talk about this piece where harley when honda started to really compete with them harley started looking at sending their motorcycles to asia you know to to china and trying to compete in that market and so they spent a lot of money on it and this was one of the problems that i’m talking about with them financially not only did they have a problem with honda being a major competitor and they didn’t plan it for it but they also decided to sort of attack back and try to break into the chinese market the only problem is they didn’t do their research very well first of all the chinese didn’t want the big motorcycles they were too heavy going to this monument and they needed to be maneuverable for the roads and the thing that for the for the job the job didn’t require a big honking motorcycle right um but also they had no idea the chinese government required the destruction of motorcycles after 11 years so yes the destruction right of motorcycles yeah there there’s no classics in china you don’t have a classic car you don’t have a classic crazy they destroy and recycle and so therefore they don’t have any junkers or whatever but they also don’t have any nostalgic pieces yeah that’s that’s that’s 11 years motorcycles destroyed crushed whatever and so harley had no idea and so uh they had to make lighter smaller cheaper motorcycles for that market because people weren’t going to spend a whole lot of money knowing that first of all uh they may be a long way from a shop to fix it right so the quality has to be there but it has to be small enough to maneuver and uh it won’t crush somebody’s leg but then cheap enough that within 11 years they got their usefulness out of it and it wasn’t so much more expensive than the ones they normally bought that it made sense well they spent a lot of money on that endeavor and so without the research right um but but now they’ve they’re back you know they’re back because uh like i said they have smart people at the helm and they planned ahead for the fact that there’s always change going on they probably do an ongoing analysis internally now and they look at the market they look at where we’re headed um they look at the fact that a lot of people don’t have tons of money to buy a motorcycle so they make it more affordable maybe some financing plans that are cheap you know maybe some cheap interest financing yeah that kind of thing so i think they’ve come full circle and now they are an american motorcycle legend that’s a great american story of how even you start a business and it’s successful and then it goes through a dip there’s always going to be peaks and valleys but if you get the right people in charge and you do the right things there’s no reason why you can’t be successful there’s no reason why you can’t be successful if if you have the right model you have the right product your products not obsolete you always got to look and make sure that you’re not in the vhs business you’re not you’re not you’re not renting videos tonight you’re not rolling well behind the time exactly um but then competitive analysis look at your competitors look at what people like do a survey give some stuff away and get feedback all this stuff matters and if you’re in the service industry find out what people like find out what find out from your clients what they liked best about working with you um and if you take a look at your weaknesses through either surveys or people who will be honest with you about your presentation maybe maybe you were a little short and abrasive maybe whatever maybe they don’t like your beard i don’t know whatever you got yeah you got to look at what people like and don’t like about you or your service and you got to look at your competitors and see how they’re doing it but that’s all the time we’ve got so that was a good one yeah harley so next time we’re going to talk about uh either apple versus samsung nokia motorola etc or we’re going to talk about fujitsu who many of you probably don’t have a clue why or how they’re a powerhouse in the industry right now sounds good to me alright till next time see ya you

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Squirrel Marketing Episode 7 – Let’s Talk Leadership

Join marketing guru William “Bill” Bronson and successful sports podcaster Jeffrey Cooperstein as they dive deep into the world of marketing and chase squirrels in all directions.

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https://www.youtube.com/channel/UCPkNjVRe5aD-JZwE6Beh8UA

Squirrel Marketing Podcast Page

https://squirrelmarketing.buzzsprout.com/

welcome to squirrel marketing and this is bill bronson hello and jeffrey cooperstein sports podcast legend and uh this is squirrel marketing you know that never gets old no no you don’t like you don’t don’t you do like that yeah it never gets old sports podcast legend well you got to live up to it though trying so got plenty of time so yeah so squirrel marketing we talk about marketing things and then we scroll off in different directions and we hope you enjoyed today’s episode we’re going to talk about leadership versus management and then we’re going to talk about some leadership styles and why is that important well if you manage other people in any way shape or form or have any employees or even a group of people that help you out with something then you’re interacting with them for the reason of moving the ball forward of achieving a goal of some kind and if your management style is just something that you pull out of your hat and you have no idea what your management style is or why or where it came from what your motivations for it are and maybe you don’t even care then you’re going to get that kind of result from your people so it’s important for you to study management styles leadership styles and understand what the pitfalls are of some of them so that you can overcome those pitfalls and make the best of it but so um jeffrey what do you think leadership means how is it different from management leadership is i i think it’s it’s being a person that can be looked up to for an answer whether that answer is how to go about doing a task or how to manage this certain situation i think leadership is a more encompassing term than management management is sort of okay i’m your boss you do what i say leadership is guiding the people along the way to get to that end goal and um you know they’re obviously like you said plenty of different leadership styles and you you really have to in order to be a good leader you have to identify what your style is and based on the people that you are that are on your team uh you have to either adapt that style or or keep that style and improve it to make sure that you are your your people are receptive to you that’s interesting um your first inclination is right and that is that a manager their goal is to get production out of you to provide you with the training and to perform the tasks and management by itself can be very cold which is why managers need some sort of leadership abilities to help motivate their team the uh so leader is more of a motivational role the word manager i think has a stigma about it don’t you think well you can manage a computer system right you can’t inspire a computer system right absolutely and you can’t lead computer systems which you know i guess in the future maybe there’s a it could happen it could lead a clone army of computers all the microsoft all the microsoft ones will be breaking down over here and the apple ones would be going strong oh my gosh androids the androids androids if you have an android what are you doing with your life i’m not sure i know android has a big place and my son likes it well my wife kind of likes it i every time because i’ve been an iphone guy since the iphone 3. every time i get like a green text message i’m like android yeah well here’s a funny thing i had a hp jornata i’m not sure if i told you this on a different episode or not but i’m likely to repeat myself so i had this hp jornada which at the time was top of its game it was the thing and it had a flip down keyboard that you could type on and so when the iphone launch speech came out and i was anticipating getting an iphone they had this thing that you could download this template and you could fold it and tape it and whatever and you me you basically made a a sleeve to slide your phone in that looked like an iphone so your your phone could be an iphone right but it wasn’t that nice but it wasn’t that’s funny i’ve never seen that before and so uh just for fun i would carry my hp jornata around in this sleeve that looked like an iphone and my family thought i was nuts but i was just anticipating the iphone that much you know that’s hilarious the 3s i think it was i mean we’re scrolling pretty hard here but for me apple that the i’ve i’m completely sucked into the scheme that is apple and it’s products no i like it a lot in fact i got a mac mini i put it on the wall behind a big curved monitor and i’ve got a i’ve got a surround sound bar behind that and you can’t see any of it all it looks like is a monitor on the wall and there’s nothing below it except a shielded cable and then it’s really clean it’s really nice but yeah back to leadership so you know this whole thing kind of started leadership has been a big area of study for a long time but not as long as you’d think i mean so basically in the early 1900s they really started to look at leadership before that it wasn’t even a deal it wasn’t anything and now it’s everything it’s a big deal yeah leadership is everything it’s all about how people feel and stuff so well and i i don’t know if this has any correlation to it you can probably speak more to this but now more than ever you’re seeing these leadership conferences pop up everywhere around the world like they’re you know something really important to attend and when you go to it you’ll get these great things out of it when you leave you’ll come back a better leader and all that kind of stuff oh absolutely well that’s we’ll get to that but it’s because everything is uh trending towards feelings rather than actions and the transformational leadership is all this big utopian future of what you could be and um and uh and that’s great if you mix it with reality and with action which we’ll talk about but so you know when it first kind of started the first um theory or part of leadership that they started looking at was the traits approach which is that uh traits approach focused on the traits that made a leader so like lincoln or joan of arc or napoleon or gandhi they focused on these these personality traits that made a great leader and they felt like you were born with it you you couldn’t learn it leaders were born not made that was the thing and it was that way for a while and so other people didn’t aspire to become a great leader if they didn’t have it they didn’t have it right it’s like can you play the guitar right out of the box without need lessons then you have the talent otherwise you can’t learn it and that’s just not true so like in the 1950s they discovered the skills approach as they started looking more into the skills things that could be learned rather than focusing on personality it was it was also sort of though uh the same kind of deal where you had to be kind of born with it like um what i mean by that is you were either born into an advantageous family and you could go to college and get higher education and all that and um but they felt like it was a skills thing so that a great leader had superior knowledge and abilities uh not just um personality traits right they still kind of felt like it was a special class of people who could be a great leader they just felt like now it was more about your abilities than your personality and i don’t know i i kind leadership when you think of a good leader you also think of someone who’s kind of dynamic someone who’s inspirational as a person so that is a personality trait um and their knowledge is sort of a foundation for that you have to have the knowledge before you can say say something intelligent well i i think that anyone can develop into a leader as as they go on i think you’re right where you have to have the knowledge base in order to be able to lead people but then you also you do have to have the personality uh for for it to resonate with whoever you’re working with as well so i i do think anyone could be developed into a leader it may not come naturally but but the ones for that it do come naturally for probably have a better chance to be a more successful leader well yes and no i mean we’ll get to that in a minute but i thought it was interesting to go back to the very beginning of the study of leadership just to kind of show you how it progressed and to let everybody kind of see that progression in thought patterns that people had in society and it was this is the u.s basically but it kind of led the world in the study and um so we talked about traits and skills but then they started to focus kind of on behaviors so so it’s first it was personality traits you were born with that then it’s skills what you’re you’re able to learn and your knowledge and your abilities and then they started thinking about behavior which is a little bit different than the traits because traits focused on your personality but the behavioral approach focused on what you actually do and how you act so you don’t have to have the the trait right you can fake it it’s all about what you what you present what you present yeah and then there was a big big leap 1969 where where they discovered the situational approach and it’s probably the widest studied well until these days with the transformational approach but but back then the situational approach had four quadrants and it talked about um focusing your leadership style based on your environment so it allowed for a shift in how you relate to people based on who they were and what situation you’re in what kind of job that it is is it a physical job or a mental job is it it focused on all these different things and really the situational approach was the probably the most widely accepted for the longest period of time so then i think that that’s kind of a shift right there because before that all these other ones the the traits approach the skills the behavior approach all those are leader centric which means that they focused on the leader not the followers so they were focused on this great person to to be looked up to and their traits and their skills and their behaviors and then we start to see with the situational approach wait a minute there’s one leader and a thousand followers maybe we should focus on the people right let’s focus on the people a little bit and see what they need instead of who this person is and so they started doing that with this situational approach where they were basically instructing a leader to help assess the situation to look at the people to look at different uh different aspects of their job of management and to tailor theirs their uh to some extent their leadership based on that now i think i think it’s crazy that it took until 1969 for for society to figure this this approach out well think about it i mean before that like leave it to beaver on tv leave it to beaver those boys needed to do whatever the dad said yeah so did the wife and so jobs were the same kind of way your manager would say this is what you’re going to do and you would do it or you didn’t have a job they didn’t care how you felt about it and they didn’t care if you felt particularly rewarded at your job either they just cared that you did what you were supposed to yeah there’s it was a large duty bound society which you know everything in moderation i would say we’re lacking in that these days a little bit um but it shouldn’t be to the extent that it was and so when you the 60s came a lot of things changed whether it’s drugs or enlightenment or whatever the hippie movement came and people began to think outside the box and uh exclusively outside the box yeah and uh then and so by then by in 69 or so they’re starting to think about okay well your job should be fulfilling it should be rewarding and so leaders should help you um in ways that you’re that you feel best being helped and that was really just the tip of the iceberg with it because then they started going into something called a path goal theory where the leader would identify the goal for the team they would identify the path to get there and then they would move people towards that that goal um which really the path goal theory is a precursor to another one here later on we’ll talk about um but so path goal very focused on a goal period we have a goal to achieve let’s do it team boom yeah um but the next one is is kind of like this situational approach it’s called leader member exchange theory and the leader member exchange theory is it’s also kind of centered on the follower but it’s really talking about the dyadic relationship between the follower and the leader where there’s this area in the middle that is a win-win situation for both so there’s the needs of the follower then there’s the needs of the leader and then somewhere in the middle they hit this sweet spot and so anyway it really focuses not on the leader or the follower but it focuses on both of them and it focuses on their interaction right so if if you’re a leader which you are in your in your role what are you what are you researching what are you looking at to try to improve or adapt or add something to your bag of tricks that you would have as a leader what kind of stuff are you looking at um well i first of all i think you should identify out of all of these that we go over what kind of leader you think you are and then you might want to look in the mirror and and and be objective about it and make sure and not everybody is one exclusively they’re they they’re right they’re a mix of it they’ve got some mixes of things and same thing with uh with philosophy uh there’s different philosophical things you could wrangle yourself into and term yourself a realist or a or a a subjectivist or whatever but but you got pieces so you’re gonna have a predominant role that you can identify or a style and then you’re gonna have little subordinate styles that are kind of that come in whenever you let them come in and what’s funny about it is that you didn’t you didn’t go to school and come out of school and study uh leadership styles pick one and that’s what i am and then study how to become that so you you’re backing into this because you are who you are you do what you do and you if you’re leading people at all or managing people you’re going to have a leadership style of some kind so then you have to figure out what that is and then you got to figure out whether or not that’s advantageous to you yeah because if your leadership style is kind of uh behind the times and not very advantageous then you might be losing people you might have disgruntled people you might not even know it but it behooves you to know who you are so you can endeavor to become better and that’s just the way i kind of put it and and i’ll tell you what kind of leader i am i think in a minute um because there’s two more well there’s a few more but mainly there’s three more i’m sorry four i’ve looked at my notes um and i’m going to skip over transformational leadership for now because it’s a big boy in the room it’s a big white elephant and the next one but beyond that is called authentic leadership and now this is something that up until this point there were very few people kind of doing it and it’s uh let me guess transparency that’s exactly what i was going to say you are you’re real with your with your people yes like before then you wouldn’t know that your manager or the the the leader of your organization let’s say let’s go to an extreme okay and let’s say they had cancer you would never know that your manager had cancer you would never know that your boss was sick you would never know that your manager was sick they would hide everything from you in fact some families are that way where the where the parents hide everything from the kids yeah they’re never real with the kids and they maybe it’s an alcoholic with cancer and you think that they never drink and they’re and they’re fit and well because you don’t even know that person right so when this came in they started saying well we need to create a deeper relationship with our employees so that one they’re more loyal two they feel more like a part of the family they’ll stick around longer they’ll endure more and so this this thought of authentic leadership was really to nurture a relationship between leader and follower and so that needed to happen but that’s not all it takes to lead you know that’s that’s one of those things that could be a really good subordinate piece to who you are as a leader yeah um but you would want to um everything in moderation you you want to make sure you’re not too disclosing you’re not too transparent there’s a line definitely a line um some people don’t need to know for instance um recently that i was uh upset and kind of uh scared about what was happening with my mother yeah and um i i i couldn’t hide it with a couple of you when we were talking but for the most part i should have tried to keep that to myself a little more and so that’s where i’m talking about these checks and balances where if you know what these things are you can look at yourself in the mirror and say okay i need to do better on this nobody’s perfect but everybody can endeavor to change so so um so that’s authentic leadership there’s a little more to it um yeah i mean it it can go you know it can go as in depth as you want but i do think i know from my standpoint it’s important to me that whoever my my boss is my superior is that they are uh that they’re authentic with me and that they’re real and they show what they really feel whether it’s about me or it’s about them i know i want to get to to know the people that i’m with on a on a deeper level right absolutely so so yeah so authentic leadership just means being real and uh to what extent that’s up to you yeah so there’s three more there’s one more and then two big boys so we’ve got this one more called servant leadership to me it’s a negative i i don’t like it um i see a lot of people doing it uh but bear with me because these people who do this take it to an extreme and these servant leaders are they do everything for their team they’re in the trenches with their sleeves rolled up uh they’re getting people what they need they’re teaching people they’re spending time with people they’re almost martyrs in the sense that they don’t expect there to be a win-win situation they are 100 giver and they don’t expect anything in return except they hope that it will increase performance and that’s that’s what they’re going for and that’s at the extreme of servant leadership but it’s really a paradox because it approaches leadership in a way that runs contrary to common sense leaders don’t really appear to be servants so when you look at this way i i would say maybe what a camp counselor might i was a camp counselor might be a servant leader in that role and again this is not who you are this is just this is uh how you lead yeah and it can actually change and should change based on the situation you’re in the people that you’re around what is it a work environment or not because little squirrel here i’m writing a paper right now and i’m finding that leadership styles happen between the relationships in patient and provider so your doctor and patient relationship where the doctor is exhibiting a leadership style particularly if they’re helping you with navigating something you know so it could be the same as a work environment or or a caregiver how they interact with the population at the nursing home they’re exhibiting a leadership behavior of some kind because they’re helping these people adapt or whatever which moves me into uh the next one called adaptive leadership and this is what i actually feel i am for the most part um maybe a path goal and adaptive which path gold is similar to adaptive leadership but adaptive leadership takes a particular stance on the leader teaching the follower how to adapt and move and change through obstacles and changes that happen and to the point where you’re actually training these people how to adapt in their life not just at work so you’re helping to educate and mentor your followers into being better problem solvers or teaching them how to get past obstacles and one of the things about an adaptive leader is you focus your team on a goal you focus them on a challenge and if there’s a problem that comes up then an adaptive leader usually will bring everyone involved into the situation and help focus them on the challenge and then as a team uh navigate around that challenge to get to a successful situation or you know some cases it’s not successful but you help the team navigate the problem right and so hopefully if the you know when the team is uh in other areas of their life or they’re somewhere else or whatever they’re better for it it’s kind of to me when uh when i was reading it and trying to figure out if this was me it’s like when i was a scout master and we had a a troupe of 30 boys out on a on a trip we would have to leave the area better than we found it at least as good as we found it yeah but my deal was let’s try to fight figure out how to improve the area in addition so if something’s broken why don’t we fix it while we’re there on the camping trip we got a couple of days certainly we can get some tools out the back of the truck and fix this thing so um we would normally fix things and then we would leave it as good or better than we found it leave no trace that’s the motto well for me i want to do that with people also i want i want to leave you better than i found you i want you to be more knowledgeable or more intelligent or more capable or more confident at the end of our relationship if that ever comes then then i found you so that’s that’s kind of the deeper part of what an adaptive leader would be and it’s uh it’s important for me to endeavor to become a better adaptive leader that’s i’ve latched on to that and i am opposed in some ways to uh to a strict uh transformational leadership which we’ll talk about next yeah i mean i think it’s always important for not even just as a leader but like for any person in general to be in a better place than you were once you got to a certain place you know that didn’t make sense but you know what i’m saying like yeah like i i i when i join here in august i want to be a better place whenever i leave here whenever you know whenever that may be 10 years down the road whatever i want to be a better person than i was when i joined that i feel like if you have that mindset going into any job any relationship any any part of life in general if if you leave a place better than you found it then you’re in good shape yeah absolutely and i just i want that for other people yeah but i want it for me too but so when you first came here how do you feel about um your path to now was there was there any of this stuff we’ve been talking about today involved or could you identify parts of my leadership style or yeah i mean i think that you know this was really my first foray into the corporate world so i think you were extremely patient with me in you know in the first few uh the first few weeks just trying to for me to get adapted to this situation because it was a tough transition for me but uh you know now now that i’m used to the day-to-day i’m used to everything that’s going on around me uh it’s become a lot easier no it’s definitely a credit to you because i think you were you were definitely patient with me and and how i how i felt about things and uh you know my role has changed since i’ve been here um you found stuff that that i enjoyed that i liked doing which helped helped a lot with you know transitioning into this and there were some things that i thought maybe i wasn’t i wasn’t quite equipped for that that i think you you listened and you and you saw that uh it was kind of eating at me a little bit and you made it easier on me for sure so and i think that goes into your leadership style where you want you want everyone to succeed under you it’s not like you wish failure upon anyone uh so i thought that was really important yeah that’s uh there’s a role um ability thing where um where you try to help match people to their to their abilities and then there’s uh where you try to match people uh based on their uh their views or how they feel about things but for the most part you gotta be adaptive and you gotta teach your team how to adapt through changes and i think it’s one of the most pivotal um leadership styles because it focuses on action and it focuses on the action of getting past obstacles and dealing with change and i think these days especially and maybe from now on we’re going to see rapid change in our world on a regular basis and it’s people who can perform while adapting to these changes and people who can get past them and get around them and and figure things out that those are the people who are going to build the world it’s not the people who feel inspired only um there’s got to be action involved and that’s where i thought this some transformational leadership pieces may bleed in to adaptive leadership but if adaptive leadership is not the first and foremost central um key to how you how you relate to other people then you just got a bunch of people sitting around thinking yeah and that’s okay if you’re in a think tank or if you’re a philosopher or whatever but i also think that there’s a place for transformational leadership and that would be when for instance you’re speaking to the entire company about your vision for the future and how you might deal with everyone overall so for instance let’s just go down the rabbit hole here a little bit let’s say let’s say you have a core group of executives that you manage or a core group of t the team members we’ll use the marketing team as an example but let’s say let’s say the marketing team is my direct reports and uh and i’m a vp over a whole region okay so then adaptive leadership might be my leadership style as it pertains to my team but when i’m addressing the whole region in a conference call or webinar or whatever then perhaps i’m more transformational so that yeah i would i was going to ask that question where is do you feel that your leadership style is different for instance when you’re dealing with me or if you’re dealing with someone else do you see a difference in that you know that’s an interesting point typically you don’t change your leadership styles based on the person you may adapt them a little but you still have an overarching fundamental um pattern that you follow with people and so if my pattern is to help you overcome obstacles and make sense of your surroundings and and help teach you how to maneuver and perform then then that’s going to be the same no matter what but i think when you deal with people in a different situation such as a conference call with a thousand people on it versus a team meeting and some actual tasks we got to perform when you have a prime directive and it’s a lot of people then perhaps you can be more transformational there’s another i guess the antithesis of transformational leadership which is called transactional leadership and so this may help explain it better transactional leadership is when basically you say okay jeffrey you give me two hours worth of work i’ll give you 100 bucks and you do the work because of the hundred bucks right that’s it it’s a transaction here you go there’s no more relationship than that it’s basically you do this work i’ll give you this pay period transformational leadership is exactly opposite of that and it really focuses on inspiring you to dream and inspiring you to strive to become better and to and to overcome obstacles the the difference here is transformational leadership might inspire you to overcome obstacles whereas adaptive leadership teaches you how and i turn your face and i focus you and point and we we have a path to follow that is kind of like that path goal theory so transfer related transformational leadership involves moving uh emotionally moving a lot of people and um not just a lot of people i suppose you could have a transformational leadership style with your daughter or with you know with a child as a parent particularly when you’re trying to get them outside their own head and help them dream a little you might take a transformational leadership role there and then pop right back over into um adaptive gotcha um but some transformational leaders like for instance i think that steve jobs was a transformational leader in public and largely transactional yeah the rest of the time after we’ve seen all the stuff that’s come out about him after his death and and whatnot it seemed like he was a very cutthroat this it’s going to happen this way or it’s not going to happen at all kind of person right but then there’s also some indication that he he had a adaptive leadership uh style uh with the people he was working with closely so if he’s passing through a department and they’re not and and they’re not on a direct creative team then he would probably be transactional with them but if he’s on their direct team he would be uh adaptive or maybe past goal where he’s focusing them on on achieving a goal but not necessarily caring about their future unless it pertains to his company and he’s making a lot of money very narcissistic um a lot of transactional leaders tend to be narcissistic um but anyway so when you look at transformational leadership though and you’re able to emotionally move a lot of people um and you’re idealizing transformational leadership you also got to realize that maybe moving a lot of people is not necessarily a good thing so for instance um well hitler right yeah yeah um hitler inspired a lot of people he was dynamic on on stage basically uh in front of people he was moving and manipulative and um so the thing that they did um let’s see i think it was in uh when was this 1978 roughly uh they called it pseudo-transformational leadership and where transformational leadership was involving raising the level of morality in others which is something that burns said in 1978 you can’t really use that definition when it comes to adolf hitler so um so transformational leadership added a component called called pseudo-transformational and that’s what to describe someone who moves a lot of people but not necessarily in a morally good way there’s other there’s a lot of other um examples of that but that’s basically it so these these all these different traits all these different uh styles they call them leadership theory um they call them leadership approaches whatever you want to call it these are the main ones and there’s a bunch of other little offshoots but yeah these are the big ones maybe in future episodes we can we can go on some of those offshoots or as we like to call them squirrels squirrels all right well that’s all the time we’ve got today for squirrel marketing have a good weekend a good week or a good week so this is the case might be and we’ll see you next time next time bye you

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The Mortgage Millionaire Book – Sales and Life Strategies That Can Take You To The Next Level. https://www.barnesandnoble.com/w/the-mortgage-millionaire-william-b-bronson/1115389914

Squirrel Marketing Episode 5 – The 7S Model for a Successful Company

Join marketing guru William “Bill” Bronson and successful sports podcaster Jeffrey Cooperstein as they dive deep into the world of marketing and chase squirrels in all directions.

Squirrel Marketing Youtube Channel

https://www.youtube.com/channel/UCPkNjVRe5aD-JZwE6Beh8UA

Squirrel Marketing Podcast Page

https://squirrelmarketing.buzzsprout.com/

intro music

My son would say that as a sick beat, it’s dope. It’s dope. So all right, well welcome. I’m Bill Bronson, marketing guru extraordinaire with my trusty sidekick Jeffrey Cooperstein, sports podcasting legend, whoa, legend, legend, okay, and this is squirrel marketing, where we talk about everything marketing, and then squirrel off in all directions.

So last time, we talked about strategic planning, we talked about the SWOT analysis. And we’ve kind of been talking about involving stakeholders involving everybody involved in your business or anyone affected by what you do. And so today, I kind of wanted to talk about the seven S model. I know there’s a lot of acronyms and things. But the seven S model is interesting. And it is arguably the main foundation for any successful business. So I thought it deserved some time.

So seven S model, what it basically is, it’s a set of core competencies. And these are areas of the business that need to be explored, they need to all have a role, they all need to have some equal

effort put into them. And they all work together, they all work together, all of them have overlap. And so what’s interesting about these, it’s, it’s a lot like a friend of mine told me on this, this SEO, Search Engine Optimization model, it’s a three stage model that he calls it a three legged stool. And if any one part is lacking your foot, you’re gonna fall over, right? Well, this seven S model is kind of like that. If any one of these is lacking, you’re going to be lopsided. Now. I’ve never seen a seven legged stool before seven legged stool that would be for a very heavy individual to be what King Henry? Yeah, something like that.

Seven legged stool. I’m a woodworker. Maybe I could make one. Yeah, I’m interested. I will call it the seven s stool.

But yeah, so the seven S model, seven S’S stands for strategy, systems structure, skills, style, staffing, and shared values. And you can Google it, this is this is really, you know, good knowledge.

But basically, let’s just kind of go over what they all mean. And then we’ll talk about how they work together, and how they fit into the strategic planning that we talked about.

So the strategy of course, that’s kind of self explanatory. It’s kind of what we’ve been talking about. Just that’s really everything that goes into it. What’s funny about that? What’s funny about strategies, a lot of people say the word because it sounds cool, right? strictly, yes. Strategic Planning. What are you doing? I’m formulating a strategic plan. Oh, yeah. What is your strategic plan? Well, I’m gonna strategizing and just strategizing it. They can’t really explain what it means. Yeah. Strategy is just your, your game plan for how to get from A to B. How are you going to get from now to the future, from now to your goal? strategy is actually mapping out what to do to get there. So strategy is not your vision strategy is your roadmap, your road map to get to vision, right? So and oh, squirrel.

The difference between a vision and a mission?

A lot of people mix those up. So a vision is what you foresee in the future, right? Not necessarily the specifics about you or your business, right? But how your you or your business affects the world at large.

So, you know, so if your vision is to provide a world where everyone can listen to great marketing advice, you know, then your mission might be to provide regularly published podcasts, with engaging content, to allow people to learn things that they wouldn’t normally learn. That might be a mission. But that’s not a vision, but that’s your intent. Well, that’s more of an intense, more of an internal right, structural thing. And then vision is how that affects the world at large. So anyway, just to clear that up, let’s get back from the squirrel.

Oh, another squirrel. Let’s get back from the squirrel. Squirrel again. No serious. My dog. Oh, we got this new dog. It’s a it’s a Irish doodle. So really huge on dog breeds. It’s an Irish setter, standard poodle mix. She’s beautiful. She’s huge, black curly hair. And she’s got some red tips on the end. And she’s only one but she’s enormous. And she is so smart. She saw a squirrel one time.

And she now knows where that squirrels path is and what time of the day that that squirrel goes where it goes. So this is a real squirrel. This is a real squirrel and my wife even bought one of those squirrel feeders with a corncob screw in and it’s a dried corn cob with corn on it. And so we put it up in the tree behind our fence. And the squirrels go up there and they eat it. And she just sits there, like freakin Silence of the Lambs. I mean, she’s just staring mesmerized by this thing.

So my dog I have a little Yorkie she’s about 10 pounds. Every time a squirrel jumps on our fence she’ll go Berzerk always wants to eat it. Oh, yeah. Nuts. Okay, so back from the squirrels, plural.

So strategy, okay.

Your strategy is your roadmap for getting to your vision.

And, and, of course, the vision is the precursor to it. So the big thing about strategy is it has to be communicated to everybody involved, properly and adequately, you have to communicate big time, your vision, your strategy, their role in it, they have to be pretty black and white. Because I guess if you deviate from that, then your plan gets all jumbled and messed up. So you know, what, once you formulate your vision, your mission, your strategy, stick to it.

Yes, exactly. That’s implementation. Yeah. So during implementation is not a chance for you to make big changes, you can make small changes, because you know, change is inevitable. One of the things that, that people need to understand about life these days is that change is daily and just embrace it. So yeah, you might change your strategy along the way, but you’re not going to drastically change it. And you’re not necessarily going to communicate changes in people’s roles all the time. Otherwise, they got other things to think about. They don’t want to mess with it.

But strategy, one of the things involved in strategy, like I said, is to make sure everybody knows what their role is in it. And there’s a measurement called line of sight.

And line of sight is basically you establish the end goal, you identify the strategy you’re going to use, you identify beneficial activities to get to that. And then you determine a way to measure it. But but you’re also at the same time you’re doing like you do with with a kid where you’ve shown him something way off in the distance, where you like stand behind them, and you put your arm in front with your finger pointing, you see that can you say, Look right through there, and they and so they follow your arm and they follow your finger off into the distance. And they finally see that target you’re trying to point out to them. line of sight is exactly what that is. And you know, it puts it puts a rifle scope on the target for the benefit of the person you’re talking to. And so with line of sight, it’s really a communication tool to help you tell people what your vision is and what their role is in getting there. And then, between you and that target way off in the distance, you see that roadmap that we talked about.

So So yeah, that’s the that’s number one. The second S is systems. And systems is really just the organizational structures, like production control, the business infrastructure, things that employees use to achieve their goals and do their work every day.

Systems really should align with the staffing and skills which are two of the other things we’ll talk about.

But anyways, the systems are in place. They are, for the most part static and it’s really a framework in which everyone works. Yeah.

So the third one is structure. And it’s a little different than systems. Structure deals with the hierarchy.

Such as you have, you have sales people, and then you have a sales manager, you have regular staff, and then you have a staff supervisor. And it’s really the hierarchical structure of the company and that chain of command all that. So it really, it’s important because it handles communication flow. And if it’s done correctly, it’s beneficial. If it’s done incorrectly, then you don’t get quite the benefit.

The big thing about what’s beneficial in Instructure is bi directional communication.

So let me guess. So that’s from employee, to boss and boss back to employee. Yeah, open dialogue, back and forth without repercussion, or retaliation or animosity and all the crap that you see, a lot of times, especially in older owned companies, or older strategy companies, where they haven’t really, maybe embraced this idea that you can have an open two way relationship with your employees.

They’re just sort of workers, you know, and you tell them what to do. And they do it and they report back. But that’s not really what I’m talking about, right? I’m talking about an engaged and truly open dialogue where like, if the employee see something that can be improved or changed, they can voice that to their supervisor without repercussion, well, not just that they can, but the fact that they will, the culture is such that they would worry or they would want to, and that they feel fine about it. And even to the point where if the supervisor is doing something that isn’t right, or is kind of rubbing people the wrong way.

Then the subordinates feel encouraged to have a cordial respectful conversation with their supervisor, and say, I just wanted to tell you, you know, away from everyone else, that I was offended by this and, or that I think that this could be done better.

I have the utmost respect for you. But these things I think could be done better. And to be able to have that conversation is important. So structure is your chance to put in place a mechanism for that dialogue in your company.

So the fourth one, is skills. And that’s all you know, with training and abilities. It’s kind of how the company is strategic aligns the abilities with others, to complement each other. So that some person’s work is not necessarily that big of an overlap someone else’s work. But they complement and work together. And it’s up to you to kind of align skills in a way that you can get everything done. And then think strategically about it. So if something happens to one of those cogs in the wheel, what happens to the whole wheel?

So you may cross train, but then the duties don’t necessarily you don’t have people?

Double, right, they don’t have double duty going on. You just you make sure they know how to do it if they need to. Right, but the actual roles don’t overlap the skills could, which is interesting. I mean, we do that a lot here in power brokerage, because everybody seems to be fairly well cross trained, to some extent, depends on the person, but I can I can do just about everything except for commissions and contracting. You know.

And that’s mainly from my past, but other people, team members are trained to do emails and trained to do campaigns and all kinds of things.

So we have a really good grasp on the skills array here.

But anyway, it really should be skills, training and skills development skills assessment should definitely have a part in every single level of the company, all the way from staff to management, leadership training.

Efficiency training, you know, HR, all the way up to the CEO, coo. And, and everyone should be striving to become better as a leader better as a manager better as a supervisor better as an employee, everyone should have this, this, the company should have this culture where everyone tries to get better, right? No one is like, I’m the best theater is and I’m not learning nothing.

And there’s not a whole lot of people like that anymore. But you’d be surprised that they’re there. So the fifth one is style.

And I’m not talking about four inch pumps. That’s what I was gonna say, I’m interested to see what Yeah, what you have here is like, right, what kind of tie you wear, you know, style is the behavior, part of how the the structure deals with each other. So how the leaders deal with employees and how they interact with each other. So leadership style, it’s sort of, it’s more of a personality style. So it’s a belief style. It’s how it’s how you interact with the people around you, in the organization, and how, and, most really, most importantly, it’s how you interact with your employees. So if you’re a supervisor, it’s your style and how you teach them how you reprimand them how you encourage them. For instance, my style with the team is one way and of course, someone else’s is much different.

I tend to be trusting, I tend to teach people things and then expect them to be done. But then I don’t mind at all giving brace. And I also overlook things a lot because everybody’s human.

But if something’s getting out of hand, I’ll make a little comment. And for me a little comment first for other person, people might be an actual write up. Yeah. But for me, it’s a little comment, just let you know, hey, I’ve been noticing. So yeah.

So that’s the style part. And style combines with another one we’re going to talk about here to really create the organization’s culture. So style is that part of the company culture.

The next one, the sixth one is called staffing. And that really deals with the people who work at the company. It’s a human resources management thing. It’s, you know, who you hire for, what your recruiting practices, how you train them, how you manage them.

In it, like I said, it has some overlap with some of these other ones. But staffing is important, because, for instance, a company might offer performance bonuses, and another company doesn’t. One company might recruit a job fairs, and the other one uses agencies. You know, so your staffing part is really your method for filling the roles needed in the company. The only thing I would say about you, if you’re using like a third party staffing agency, you better have a good trust in them that they’ll find the right people for you. Because I feel like that could get that could get kind of hairy if they’re, you know, just hiring. Oh, this person is the first person we see. Let’s just give him this job. Yeah, so your strategy for hiring the right people is part of it. And in your right, so like a third party staffing agency, there.

I’m going to scroll a little bit but it’s really in line with what this is. So any squirrel, any mini squirrel? So anytime you’re listening to the news or reading an article or listening to somebody about anything, or taking advice from a staffing person, or looking at a candidate that a staffing person brought you all those situations, you’ve got to look at a couple of things. First of all, you got to look at what’s their motivation for talking to you. What’s the motivation for what they’re saying and how they’re saying it their slant on the on the realities of things. What is it? What’s their goal? If their goal is to make money and they make money from you saying yes, or they make money from you watching or they make money from you agreeing with them? Oh, any money motivated thing like that?

Then you’ve got to be careful about who you listening to, and what you believe. So a staffing person, their goal is to place someone with you, and then they make money from it. They make a commission, right. And a staffing person relies on commission for their income. It’s not just a little bonus, it’s their freakin income. So if they bring someone to you, your first question in your mind should be, is this person really a viable candidate? Because this other person is a salesperson? and their job is to put that person with me?

I mean, yeah, that’s what it is. So it’s just like listening to the news. What’s the goal of that news? What is theirs trying to stay relevant? First of all, they only stay relevant if they come up with something controversial to make you listen.

And then so their goal is to create chaos and to make you listen.

And then something else might be their goal is to sell something, you know, so you always have to look at someone’s intent and their motivation before you can trust them. And that’s why I like the the job fairs better. And I guess, you know, maybe like, indeed, or something.

But mainly the job fairs. I mean, if you go to a job fair, anyone you talk to you at the job fair, was motivated to get off the couch and go to it, to talk to potential employers, and to present themselves in person.

That’s got to be a plus in my book. Absolutely.

Indeed, you just upload your thing, and you go back to gaming and eating Cheetos. And you think you’ll be hired.

Are you sitting in a beanbag chair, beanbag chair, rocking chair, rocking theory.

So anyway, all right. So the seventh one is shared values and shared values mixed with style, really equals the company culture. Shared values combines with style, and it creates everything you feel when you walk into a company and you kind of feel how it is there, you know, you get a feeling for it. That’s, that’s shared values mixed with style. Now, but that kind of goes back to the staffing to where you have to make sure that the person you’re bringing in, shares those values, you know, because what if they have a different view on the world, or a different view of what the company should look like?

Well, that’s that’s interesting, you brought that up, because that is that there’s several different ways to look at that. Either you only want to live you know, in an area where everyone is like you and things like you, or you want to live in an environment where it’s a it’s a rich culture of discourse, where people bring well, America, America is a model for this because America is a melting pot of all different cultures, and belief systems, and backgrounds and, and appearances and everything. Yeah. So and what makes America great is that we have this rich, diverse culture.

And I think that trying to make everybody the same is dangerous. Yes. It’s not going to work. And it’s also not going to work to try to pit one difference against another. Because then that tears the fabric of what America stands for all pieces. And, and they do that for control anyway. I mean, really, for the most part, everybody in my neighborhood, and everybody I’ve ever talked to, gets along pretty well. And so this division stuff, it’s all it’s all baiting, and it’s all for the purpose of dividing and it’s all purpose of control. And, and like I said, motivation, you got to look at the motivation. The motivation of people stirring crap up, is to remain relevant. Yeah. And it’s everybody gets along, they’re out of a job. Okay. So I generally love everybody. I mean, everybody, I really, in fact, when we go on vacation, I love going to where the tourists Don’t go. I like going to where their real food is, where their real crafts are, where the real people are in. And it’s not the people pandering to tourists. It’s the real culture of the where we are and we went to Cozumel one time, and we kind of immersed ourselves in the culture and it which was kind of sad.

Cozumel is a highly depressed economy.

Yeah. And they rely on tourism pretty much exclusively. And you’ve got a you got families on mopeds with a baby in each arms. I mean, you got a husband and wife and two babies on a moped.

And they live in it and they live in a shack, that’s, it may only cost five grand. But it’s a 10 by 10 shack with cinder blocks and plywood roof. Yeah, you know, and so it’s kind of sad, but they’re such gracious people. It was it was really heartwarming to interact with the real people, not the tourism.

So yeah, shared values, though. So going back to that, you don’t have to hire people that only align with your beliefs. But you want to make sure that it’s not going to create controversy. So you want to make sure they understand what the culture is.

And, and you want to make sure that they that they’re willing to work within that, right.

You know, it’s the most vital feature of the company is the culture. And it creates momentum.

There’s other things you could force it without the culture, but it’s harder. So the culture though, it’s not necessarily about the people you hire so much as what they participate in when they get there. So you’re not necessarily talking about their personal belief systems.

Although that does come into play, you’re more talking about the attitudes and the behaviors of the staff, when they’re there at your job at your work at your organization. And how they interact with each other. So it’s their shared values. It’s, it’s, it’s those parts of what they believe, that are shared by others.

So they don’t necessarily you don’t necessarily pick out the things that people believe differently. You picking out commonality, right reasons for coming together. So that’s the glue that binds people together is their common shared values. So that you can play up on those and create relationships and build rapport based on the things that you share in common. So that’s more nuance to that.

So anyway, oh, squirrel. I was going to talk about something. And COVID Okay, so, oh, Lord, here we go. Just real quick. They won’t take long COVID unintended consequences.

I every week, I meet somebody, it’s a marketing strategist, and we talk strategy. And so we meet for breakfast, and I haven’t seen quite the layer of dust that I would normally see. Since COVID. Cleanliness is an unintended consequence. Because people are cleaning stuff. Yeah, you know, that layer. Let that half inch layer of dust on your piano teacher’s kitchen counter. I didn’t do piano but yes, I know what you’re talking about. or in the back of the, or in the back of the drama room and heighten? Yeah. Where no one ever cleaned.

All those nooks and crannies now are spotless. You’re right. I mean, that is a positive. Anyway. All right. Well, I think that’s all the time we’ve got. This is Bill Bronson and Jeffrey Cooper Steen for squirrel marketing, wishing you success and happiness. See you next week.

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