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Name of author Rick Baker, P.Eng.

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Here’s a way to build passion into our workplace

by Rick Baker
On Jun 24, 2010
A few weeks ago I wrote a blog about The 4th Ingredient – Passion.
 
After reading that blog, one of my friends wrote, asking, “Considering the state of the marketplace over recent years, how can we build passion at our workplace?”
 
My immediate reaction was to comment that there is evidence of a groundswell of change…a change for the better…a move toward better values and better business practices. My point was the groundswell will make it easier to build passion into our workplaces.
 
But that may only be theory.
 
So, I made a decision to sketch out some practical suggestions on how we can build a culture of passion around our workplaces.
 
Here’s where I am at…
 
The SVP TEST  [yes, a little double entendre around the French words for ‘please’]
 
The SVP TEST consists of considering our work options and the actions we are about to take and asking 3 questions:
  1. Will this work engage my personal Strengths?
    1. My Innate Talents?
    2. The Knowledge I have gained around my innate Talents?
    3. The Skills I have gained around my innate Talents?
  2. Will this work provide sufficient Value to all affected by it?
    1. To clients?
    2. To people at our company?
    3. To allies?
  3. Does this work strike my Passion chords?
    1. Will I enjoy doing it?
The more YES answers the better!
 
We will not want to get overly analytical about this and we can not expect perfection. Some, perhaps many, things we must do at work will not receive a full set of YESes.
 
We must recognize: the more YESes the higher the likelihood of building a Culture of Passion at our workplace.
 
We must work to expand our YES answers as we take our SVP TEST.

How to get your business humming

by Rick Baker
On Jun 22, 2010
In his book The Sticking Point Solution Jay Abraham explained why businesses experience stagnation. www.abraham.com
 
Rather than post the negative, I will reword Jay’s 4 points as
 
How to get your business humming
 
How to get your business humming
1. Incorporate growth thinking into every aspect of the business
2. Measure, monitor, compare, and quantify results
3. Have a detailed strategic marketing plan with specific performance growth expectations
4. Know how to set appropriate, specific goals
 
No question, Jay’s advice is good advice.
 
***
 
Some suggestions on how to go about getting your business humming:
  • Concentrate on gross margin growth
  • Measure the ‘net present value’ of new clients...ie, don’t underestimate the value of new clients
  • Take simple tactical action and make simple strategic decisions…rather than doing one or the other*
  • Use simple practical tools and processes…aiming for timeliness of action rather than perfection
  • Learn simple measurement methods…if you are not convinced the action can work then don’t guess…don’t do it…only take action you think will work
  • When goals are being set…intentionally set the bar on the low side
  • Be open to ideas…that doesn’t mean act on all ideas…just be open-minded and consider many ideas
  • Make decisions quickly…act, test, and repeat what is working
  • Focus on the bright lights…some things will work better than other things…do more of the things that are working better
  • Build on your human Strengths [where Strengths = Talent + Knowledge + Skills]
Enjoy your success.
 
Footnote: Strategy and tactics should not be treated as isolated things. Whether openly discussed or not, the tactics we have employed in the past tend to remain 'nearby' in our minds. Tactics guide action and action generates results….results, accurately measured results, feed and inject value into the planning process.

Tags:

Entrepreneur Thinking | Marketing

Manufacturing: Adaptability, Excellence, Attitude…and Passion

by Rick Baker
On May 25, 2010
My friend Paul Hogendoorn is President of OES, Inc in London, Ontario.
 
OES is a leader in the advanced electronics sector…check out their website  www.oes-inc.com .
 
Paul also writes articles for Manufacturing Automation magazine. www.automationmag.com.
 
Since a summary will not capture his message anywhere near as well as Paul conveys it, I have provided a complete copy of his May 2010 column “Passion: The Fourth Ingredient”.
 
Enjoy!
 
***
 
Passion: The Fourth Ingredient
By Paul Hogendoorn
 
George Harrison, a Dallas Mavericks’ game, and a cab ride to the airport. How could these topics have anything at all to do with a column about the manufacturing industry today? The editors of this fine magazine have graciously extended me a lot of latitude over years – let’s see if they let me try to put this one together!
 
Actually, it won’t be too much of a stretch at all. In previous columns, I have written about what I believe are 3 of the key ingredients for survival in the manufacturing industry today: adaptability, excellence and attitude. The fourth ingredient, in my mind, is “passion”.
 
Last month I was in Dallas and was watching the Maverick’s play the Lakers. One of my company’s divisions designs and manufactures scoreboards, and Dallas is one of “our” venues. During one break in the action, the camera spotted a couple of celebrities in attendance and put their faces on the big video board. The crowd erupted in spontaneous applause and the celebrities smiled and waved graciously. I had no idea who they were, so I leaned over and asked a colleague sitting beside me. But, since he was in my age bracket, he was equally clueless. We started polling the people immediately around us until we got to a couple in their late teens or early twenties. “It’s Beyonce and Jay Z” they said incredulously, amazed that we didn’t recognize these two mega-stars.
 
I had heard of the names and through my kids, probably had heard some of their music too. But it wasn’t “my” music, from my era – an era that I would describe as “when music mattered”. I don’t want to argue that music in my era was the best, or most creative, or most popular, but I think I can make a strong case that music in my era – the last 60’s and early 70’s – mattered more than music before it or after it. The music of that day tried to actually change the world, a truly audacious objective - and in a lot of ways it did. There were all the songs about “peace” trying to stop the war in Viet Nam; about “love”, trying to change society’s focus from capitalism to personal enlightenment; about a new generation coming of age, with anti-establishment protest songs heralding their arrival. And then there was George Harrison’s classic two-record masterpiece, drawing our attention to the poverty and misery in Bangladesh.
 
My colleague was in complete agreement with me. John Lennon, The Who, CCR – so many of the bands and musicians of that day had something important to say. It wasn’t really their music that was trying to change the world though – it was their passion that was. Their music was their means of change, but the power that drove it was their passion to effect change. There are many today that suggest that the changes in the USSR that led to the eventual dismantling of the Iron Curtain and the tearing down of the Berlin Wall began when the Beatles first toured Russia and a new generation had been awakened with a fresh sense of their own ideals, ambition and identity.
 
Today, we have many companies in need of life saving change. They are holding on by their fingernails, hoping for “the economy to turn around”, or a life saving concession from their workforce, or a government guarantee or bailout. But what they really need is what I wrote about in 3 of my previous columns – an ability to adapt quickly, a focus on excellence, and an all-inclusive change in attitudes. And, they need world changing passion; a passion strong enough to change their world.
 
The next morning, I took the shuttle to the airport. In a casual conversation with the driver, he told me was from Bangladesh. “Do you know anything about Bangladesh?” he asked me. “Only what I know from George Harrison” I replied. “Oh, George Harrison” he says breaking into a reverent smile, “He is a true hero in my country, everyone knows about him!”. He goes on to tell me that in his hometown there is a big museum dedicated solely to him, about how he drew the world’s attention to that country, how the country has never been the same, and that there’s a picture of his face that covers an entire wall. George Harrison did change their world with his music, but it was far more than his talent for writing words and creating melodies, it was his passion and commitment for that cause.
 
Passion is what makes you go on when logic tells you to stop. Passion is what makes you deaf to unbelievers and blind to distractions. A good idea may attract people to your cause for a quick look- and-see, but passion is what keeps them there. Passion is what makes your efforts powerful beyond simple strength; it’s the critical ingredient needed to change a world.   
 
Paul Hogendoorn is president of OES, Inc. and chair of the London Region Manufacturing Council. He can be reached at [email protected]. This column was originally published in the May 2010 edition of Manufacturing Automation.
 
***
 
Thank you, Paul.

Tags:

Entrepreneur Thinking | Hero Worship

STOP THE PRESSES! #7

by Rick Baker
On Apr 29, 2010
You are the CEO.
 
For some strange reason a loud voice declared “STOP THE PRESSES” and everything at your operation, all the people and all the machines, came to a screeching halt.
 
But, you were unscathed.
 
So you took some time to rest and relax. Then, after doing that for a while, you became bored and you asked yourself:
 
"How should I get things back on track?"
"How should I re-start the people and re-start the presses?"
“What are the right things to do?”
 
As you stopped to think, ideas came to you…here’s the “Right Things” you decided for your business future:
 
***
 
We Enjoy the Time We Spend at Our Workplace because:
  • our workplace exudes a hassle-free atmosphere where winners Share the Right Culture
  • our people understand one another’s talents and we Make the Most of Our People’s Strengths
  • we ensure stress levels are under control and we Maintain an Appreciation of Humour
 
We Truly Connect With People because:
  • our people commit to understanding themselves and others and we Make Networking a Career Goal
  • our people feel generous about going all those extra miles and we Commit to Delivering Value First
  • we refuse to let policy or process get in our way and we Guarantee We Will Get Things Done Right
 
We Are Idea Leaders because:
  • our people always work to revitalize self-confidence so we always Empower Decision-Making
  • we know with certainty ideas are a key ingredient for success and we Inspire Creativity
  • our people are convinced prosperity happens with new things and we Promote Emergent Change
 
We Excel at Doing Deals because:  
  • we feel so good about our company, and our services that Every One of Us Promotes Our Company
  • we are confident enough to take the right risks and We Commit to Leading With Deals
  • we feel so strongly about the merits of action we rekindle a habit called We Celebrate Our Errors
 
We Are Always Able to Prove We Deliver Value because:
  • our people decided they will only do fair deals and they will live by the motto Fair Deals Or No Deals
  • we do money decisions while in the other guys’ shoes under The Other Guy’s Shoes Money-Rule
  • we truly know our target markets and their value perceptions… a mindset we call Tarmarvalproda
***
 
You wrote out your detailed plans for these things so you could share them with all your people. You made a commitment to yourself…these things would be in place when you re-start your people and you re-start your presses…when you re-start your business and STOP THE PRESSES becomes a very fond memory.
 
You were pleased with your accomplishment. You decided to sleep on it one more night.
 
To be continued…

Tags:

Entrepreneur Thinking

STOP THE PRESSES! #6

by Rick Baker
On Apr 28, 2010
You are the CEO.
 
For some strange reason a loud voice declared “STOP THE PRESSES” and everything at your operation, all the people and all the machines, came to a screeching halt.
 
But, you were unscathed.
 
So you took some time to rest and relax. Then, after doing that for a while, you became bored and you asked yourself:
 
"How should I get things back on track?"
 
"How should I re-start the people and re-start the presses?"
 
“What are the right things to do?”
 
As you stopped to think, ideas started to come to you…
 
***
 
Wouldn’t it be great if We Are Always Able to Prove We Deliver Value after we re-start our operation.
 
How might we go about making sure that happens?
 
What if…
  • What if our people decide they will only do fair deals and they will live by the
    motto Fair Deals Or No Deals …that would help
  • What if we commit to handling money decisions as if we were in the other
    guy’s shoes and we adopt The Other Guy’s Shoes Money-Rule …that would help
  • What if we truly know our target markets and the value propositions they
    perceive and we cover this in a mindset we call Tarmarvalproda …that
    would help
***
 
You gave these things deep thought, creating plans for Fair Deals Or No Deals, The Other Guy’s Shoes Money-Rule, and your marketing mindset called Tarmarvalproda so you and your people will be able to accurately state We Are Always Able to Prove We Deliver Value.
 
You wrote out your plans for these things so you could share them when the time was right.
 
You made a commitment to yourself…these things would be in place when you re-start your people and you re-start your presses.
 
You decided to sleep on it and see if any more ideas came to you.
 
To be continued…

Tags:

Entrepreneur Thinking | Marketing | Sales

STOP THE PRESSES! #5

by Rick Baker
On Apr 27, 2010
You are the CEO.
 
For some strange reason a loud voice declared “STOP THE PRESSES” and everything at your operation, all the people and all the machines, came to a screeching halt.
 
But, you were unscathed.
 
So you took some time to rest and relax. Then, after doing that for a while, you became bored and you asked yourself:
 
"How should I get things back on track?"
 
"How should I re-start the people and re-start the presses?"
 
“What are the right things to do?”
 
As you stopped to think, ideas started to come to you…
 
***
 
Wouldn’t it be great if We Excel at Doing Deals after we re-start our operation.
 
How might we go about making sure that happens?
 
What if…
 
  • What if we feel so good about our team, our company, and our products and
    services that Every One of Us Promotes Our Company …that would help
  • What if we are confident enough to take the right risks and we are spirited
    enough that We Commit to Leading With Deals …that would help
  • What if we feel so strongly about the merits of action we rekindle a habit
    called We Celebrate Our Errors …that would help
***
 
You gave these things deep thought, creating plans so Every One of Your People Promotes Your Company, Your People Commit to Leading With Deals, and Your People Celebrate Your Errors so you and your people will with pride be able to say We Excel at Doing Deals.
 
You wrote out your plans for these things so you could share them when the time was right.
 
You made a commitment to yourself…these things would be in place when you re-start your people and you re-start your presses.
 
You decided to sleep on it and see if any more ideas came to you.
 
To be continued…

Tags:

Entrepreneur Thinking

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.