A P R O D U C T I V I T Y D E C K I N S P I R E D B Y B O B S E E L E R T , C H A I R M A N , S A A T C H I & S A A T C H I .

V O L K E R B A L L U E D E R

C B C O N S U L T I N G

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S E E L E R T , B O B , ( 2 0 0 9 ) , S T A R T W I T H T H E A N S W E R S : A N D O T H E R W I S D O M F O R A S P I R I N G L E A D E R S , J O H N W I L E Y & S O N S , I N C . , H O B O K E N , N E W J E R S E Y

Start with the answers....

Introduction

I read the above mentioned book by Bob Seelert and would like to share the ideas that I found most valuable with you.

This is “Bob’s Wisdom” which I summarised to what I found personally most useful.

Bob: Find your own personal statement, identifying the

values, beliefs, and principles you stand for – then live by it.

Coaching can help you to identify those.

Productivity can help you achieving those.

Know your Myers-Briggs type

ENFJ Emotional (11%)

Intuitive (25%)

Feeling (12%)

Judgemental (78%)

Slightly expressed extravert

Moderately expressed intuitive personality

Slightly expressed feeling personality

Very expressed judging personality

Teacher Idealist: Abraham Lincoln, Ronald Reagan, Barack Obama, Mikhail

Gorbachev, Oprah Winfrey, Pope John Paul II.

10 rules for leading the turnaround ....

Start with the solution, work your way backwards.

Get out in front of people, position yourself as the new leader.

Bring urgency to what you are doing.

Don’t sit around headquarters.

Go out and listen to customers & clients.

Listen to everyone in the organisation.

Recognise you cannot do it alone.

Lay out your vision, purpose, values, beliefs, objectives, strategies and plan.

If you don’t have the internal resource, get an external one.

Short list the critical priorities and stick to it.• PAGE 51

Strategic Vision

Bob: Get your strategic vision for the company

down to twenty words or less and communicate it to everyone in the company as simply and as often as you can.

This could be compared to having a Mantra.

Get your personal mantra.

Get a corporate mantra.

“Visualise the Vision”

Inspirational Dream

Bob: When crafting your Inspirational Dream, make sure it captures

the essence of who you are and what you are about as an organisation, then live it every day!

Volker: If there is a dream, there is reality.

Alan Alda: Be brave enough to live life creatively. The creative place where

no one else has ever been.

Volker: Create something unknown, inspirational – have that dream.

Then dare to live it and share it with others.

And/And

Argument is “we need to do EITHER / OR” –however it is about achievement.

Argue: we need to do X AND Y.

Best of “culture X and culture Y”

Best of “product A and product B”

Product development shouldn’t be either x or y but x and y!

A fast and practical car, not a fast or practical car.

Move towards things not away from.

Client Services

Quality is if the client comes back and not the product.

Put the client at the head of the table and deliver everything they hired you for in the first place.

Client Services is about: Understanding needs

Listening

Understanding KPIs

Explaining delivery

Be there any time

Exceeding expectations (“what they never dreamed possible”)

Leadership

Mike Vance:

Leadership is the ability to establish standards and manage a creative climate where people are self-motivated toward the mastery of long-term constructive goals, in a participatory environment of mutual respect, compatible with personal value.

Bob:

Leadership is intangible. The first step is earning the trust of people you work with. Everything else follows from that.

What winners learn from losing.

Bob:

Do not look for excuses when you underperform. Look for underlying reasons so you can avoid doing it again.

Success is about knowing what is wrong underneath the service and changing it.

You can only win if you know where you are going, what tools you have and know how to use them.

Having a good “toolbox”, experience & sensory acuity/self awareness are key.

Business Relationship

Bob: Build your business relationship on integrity supported by sound

principles, values, and beliefs.

“Relationship Marketing” Relationship Marketing was first defined as a form

of marketing developed from direct response marketing campaigns which emphasizes customer retention and satisfaction, rather than a dominant focus on sales transactions.

As a practice, relationship marketing differs from other forms of marketing in that it recognizes the long term value of customer relationships and extends communication beyond intrusive advertising and sales promotional messages. (Wikipedia)

Expectations

Bob:

Set an expectation for your people to be the best they can be at what they do, and ensure they have everything they need to make it happen.

Support, Encouragement, Principles

Start with the end in mind.

Manage expectations.

Support personal development.

“Grow a protégée – help him to grow wings”

Coaching at the workplace.

Try to succeed

Bob:

Make sure that fear of failure is not keeping your organisation from trying and succeeding.

Corporate Environment & Culture

People only grow by failure and learning from mistakes.

Google: employees can spend 20% of their work time developing their own ideas.

Encourage creativity, personality and “no fail” culture.

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V O L K E R @ V O L K E R B A L L U E D E R . C O M

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Questions?