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Date: Sun, 26 Sep 2004 10:30:11 EDT
Subject: Essays on Excellence #422
Good Morning Freedom Fighters and Truth Seekers,

On October 14th at the Lake Elsinore Storm Stadium, business leaders, educators and students will come together to deal with the reality of Business & Education...A Critical Partnership.  The expo following the luncheon panel discussion will feature area employers from all of the sixteen industry clusters.  While the business and education leaders in certain Inland Empire areas are working hard at building proactive working relationships, there is much more to be done to support the economic and workforce development needs of California and the U.S.  Hope some of our readers will be able to attend this event and then take the information back to your communities.

The lead article in the Perspective section of the Sunday newpaper today is China on the Move and deals with the 114 MILLION
migrant workers who have left rural areas to work in the cities bringing with them tens of millions of family members.  In contrast, the entire Irish migration to America from 1820 to 1930 was only 4.5 million people.

by Nido Qubein

Under the old Maoist regime, the Chinese built their own farm tractors. They
were designed by engineers who had been trained in the functions of engines,
transmissions and chassis.

But, these engineers had never worked on a farm, had never driven a farm
tractor, and had never watched a farm tractor at work. So the tractors arrived
without drawbars -- which made them useless for pulling plows and other

Episodes such as this angered Mao Zedong, the founder of the Chinese Communist
Party, who had been reared as a peasant and who knew much more about farming
than the tractor engineers did.

But Mao didn't know much about how to free up the creative energies of the
billion or so people he ruled.

The government he instituted was a huge, bureaucratic machine that ran by rigid
rules established by Mao himself. People could interact only along lines laid
down by the Communist party.

The American political system has demonstrated that the best governments
function like living organisms: they are flexible and adaptable to the changing
needs of the people.

The same goes for good business organizations.

Do you think of your company as a machine or as an organism?

The way you think about it has a great deal to do with the way you manage it. A
machine can be dealt with one part at a time. An organism demands an integrated
approach, because its parts are interdependent and complementary.

A machine is inanimate. It has no control over itself. It can respond only to
outside controls.

An organism is a living thing. It has the power to transform itself, to change
from within.

Organisms can adapt to their environments. Machines can function only in fixed

Organisms can learn. Machines can't.

If you expect your business to survive in an era of rapid change, you must
transform it into a living, thriving, evolving organism. You must equip it to
adapt to its changing environment and, indeed, to take the initiative in
changing the environment itself.

A thinking organization must be able to do five things very well. It must be
able to:

1. Solve problems systematically.
2. Develop new products, new services and new approaches.
3. Learn from experience and from an examination of its own past.
4. Learn from others.
5. Spread what it learns throughout the work force.

When your company has made the switch from machine to organism, here's what it
can do:

a. Mobilize the expertise of people in all departments and at all levels in
responding quickly to changing market conditions.
b. Turn every employee into an agent of excellence, with a commitment to
customer service.
c. Enable the entire organization to benefit from the expertise of the star
d. Unite all stakeholders behind a common set of values, a common vision and
mutually supporting goals.

Maintaining your company as a healthy organism requires an integrated
educational approach. You can't educate just part of your organization, any more
than you can educate just part of an individual.

In football, kicking specialists are often referred to as having "educated
toes," but the toe is only a minor part of the complex process that produces a
successful field goal.

The eyes, brain, legs, ankles, knees -- practically every muscle and joint in
the body -- must know precisely what to do and the precise moment at which to do
it if the kick is to split the uprights at the proper elevation.

A business organism requires a similar coordination among its components. Each
component must know not only what it is doing, but also what the other
components are doing and what the organization as a whole is doing -- and why.
Otherwise, you get tractors without drawbars.

This pervasive knowledge enables all individuals and all units to be mutually
supportive. Such an environment can't be achieved through segmented training

A good education and development system overlooks no department and overlooks no
facet of employee development.

Sales training, for example, is vital to every organization, because nothing
happens unless something is sold. But sales training should not be confined to
sales people, nor should the education of sales people be restricted to sales

A couple of examples of the segmented approach will make the point.

Let's say that you send several of your salespeople off to out-of-town seminars
one at a time -- perhaps as rewards for good performance. Each individual
returns with a different set of new information and new ideas. All return to
work for a sales manager who has never heard of these ideas and is not receptive
to change. So gradually, the new knowledge withers on the vine. Your education
and development dollars have been wasted.

Suppose you invest in an educational process for your entire sales department.
But you neglect to educate your engineering, product-development, production,
accounting and marketing people.

Your products (like the Chinese tractors) are designed by people who know very
little about the marketplace. The people who plan them are largely in the dark
about competing products, prices, customer needs or customer preferences.

The people who make them (like the makers of the Chinese tractors) know little
about the purpose for which they are intended. Your marketing people know little
about the purpose or the philosophy behind the design. Your accounting people
know little about the resources that went into the development and production.

Your organization, in short, doesn't know why it's making the product, who it's
making it for, how much it costs to make it or how much you can charge your
customers. You may have excellent salespeople, but they won't be able to sell
what you're producing.

by Patricia Fripp, CSP, CPAE

Recently I had a conversation with author, speaker and consultant Jeff Davidson.
Here are a few tips and guidelines we offer to help your next speech be an even
greater success.

Fripp's Top Tips to Win with an Audience Every Time!

Have a personal relationship with the company whenever possible. I have been
introduced by my bank account number and insurance policy number, or started
with a story about doing business with the company.

Spend as much time before and after the talk with the audience. There is more
business to be had from the connection with the audience members and contacts
from the client organization than the greatest speech.

Tell a story in your talk that was obviously created for this audience. This is
easily done if you ask you contact for a person who well illustrates one of your
major points. Many of the stories I created for specific groups have become some
of my classic 'signature' stories.

Make mention of something you read in the client's annual report and press

Jeff's Top Ways to Turn Off Your Audience

1. Tap or blow into the mike to see if it's working.

2. Take a long time to get to the meat of your presentation.

3. Spend little or no time researching the audience so that you speak over their
heads, or speak down to them.

4. Make repeated reference to sports, especially football, especially when the
audience is primarily female.

5. Read from notes, or better yet, from a script.

6. Fiddle with AV equipment in the middle of your speech, because you didn't
check it out to begin with.

7. Dissipate your nervous energy by pacing even though it adds nothing to your
8. Give an extended commercial about some products or services you have to

9. Don't time your speech, and then run way overboard, or...

10. Notice that you only have ten minutes left, but still haven't made half your
points, and rush your way through so that the audience feels thoroughly cheated.

11. Take questions from the audience, but don't repeat the question for people
in the back row or out of audible range.

12. Put down the questioner because you didn't like the question.

13. Close abruptly, and with something undramatic such as "thank you."

14. Don't be available after the speech, maintain the mystique of the hard to
reach expert.

...and from Dan Maddux, Executive Director of the American Payroll Association

15. Have your luggage at the door and run out immediately.

by Paul J. Meyer and Kevin Rhea

The price of success in selling is exacting!

There isn't any "bargain table" where you can exchange promises and good
intentions for a fat paycheck!


Intelligent, Constructive the price that success demands...


So productive and satisfying...That which ceases to be difficult or onerous...


So interesting, so deeply embedded into your subconsciousness that it becomes a
way of life!


A habit that turns referrals into prospects, prospects into membership sales,
and membership sales into friends, more market, and more sales!

Are you going to pay that price?

William Prouty, CLU RHU CEC MBA PhD
CEO and Founder
Champions For Life Foundation
PO Box 989, Sun City, CA 92586-0989
909-301-0605  Phone
909-301-0606  FAX

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