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For Business Leaders Slapped in the Face by a World They Thought They Knew

A bit of an experiment - pulling highights from my book into Markdown. Find a quote you like - click on the Kindle link.


Metadata

  • Author: John Philpin
  • Full Title: For Business Leaders Slapped in the Face by a World They Thought They Knew
  • Category: #books

Highlights

  • People First is a state of mind. It is not about ā€˜customer centricity,ā€™ ā€˜staff engagement,ā€™ or ā€˜equal pay.ā€™ Itā€™s about you and what you can do to take ownership of your life and position in the spectrum of the world. (LocationĀ 153)
  • This bookā€™s focus is business, but not through a different lens or filter nor even standing to one side and seeing it from a different angle. Rather, it seeks to help you view it from a different dimensionā€”to understand an alternative reality, to visualize it, to achieve it. (LocationĀ 158)
  • ā€œExpect the unexpectedā€™ has been part of our lexicon for generations. It is so ingrained in our psyche that we forget about it. When it happened, we froze. (LocationĀ 233)
  • Years of our future have been compressed into a couple of financial quarters because of change. (LocationĀ 241)
  • Business leaders had plenty of time to see the #Change coming. But when it came, they froze. Slapped in the face by a world they thought they knew, they did not expect the unexpected. How prepared are you in the face of change? (LocationĀ 252)
  • #Change is two-faced. If you implement change, it is good. If change is applied to you, it is not. It is crucial to get ahead of the curve, and to be proactive with change! (LocationĀ 258)
  • The level of vision and courage of people in a business differentiates the businesses that succeed and those that donā€™t. (LocationĀ 285)
  • Business leaders have been slapped in the face by a world they thought they knew. Itā€™s not stopping. Itā€™s not even slowing down. Itā€™s accelerating. You either change or cease to exist. (LocationĀ 288)
  • ā€œThe illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.ā€
    Pablo Picasso (LocationĀ 294)
  • Change. Or donā€™t. Itā€™s your choice. Much like survival, when you are threatened, you just donā€™t accept it, you fight and you win by outsmarting the opposition. Agility is your friend. Are you agile enough to win? (LocationĀ 297)
  • In recent years, businesses have become so preoccupied with profit, growth, and scale, they have forgotten that people come first. (LocationĀ 330)
  • Human connection requires trust. (LocationĀ 333)
  • People FIRST: Understand the ENTIRE team. Process SECOND: What resources do you have to achieve your goals? Then, and only then, do we start to think about the technology needed to create a successful business. (LocationĀ 340)v
  • Social selling is what business leaders use to succeed in business today. The paradox is that to keep up with a changing world you need to return selling to where it was decades ago. Itā€™s about knowing the people you are talking to. (LocationĀ 356)
  • Emotional connection is powerful! Business leaders who can emotionally connect with their customers will attract a huge following. How do you keep your customers engaged? (LocationĀ 369)
  • Different stakeholders have different needs. Business leaders will need to take a different approach or solution for each stakeholder. Once needs are addressed, business success improves. (LocationĀ 398)
  • If People Are the Key, Value Is the Lock. (LocationĀ 428)
  • It is easy to assume that if your business has not been affected, you are impervious to these problems. Never underestimate luck. This time, you might have been lucky. What about next time? (LocationĀ 430)
  • Value is a word that twists in the wind. It is often associated with monetary worth, but the nuances of value are far more sophisticated. Value, like beauty, is in the eye of the beholder. (LocationĀ 444)
  • Context, available resources, history, needs, wants, timing, luck, and knowledge are just pieces of a whole set of variables that contribute to the final value, which will vary from person to person, over time, and across geographies. (LocationĀ 445)
  • Value is not absolute. Value is measured at that moment in time by both parties, under a specific context, in a specific location. (LocationĀ 447)
  • Value, once understood, will change your world. (LocationĀ 448)
  • Businesses are struggling because they are measuring the wrong things. Business leaders need to find and use things that are important to people and match their value. (LocationĀ 471)
  • When business leaders understand why customers come to them, they understand the value their businesses have. (LocationĀ 483)
  • Wealth is made by well-managed asset utilization, not by the time spent working on a job. Thatā€™s why we should be talking about the future of income, not the future of work. (LocationĀ 499)
  • A wealthy person does not make their money by working on a job. They leverage their assets to make money. What assets can you potentially leverage to make money? (LocationĀ 502)
  • There is no future of work. Transactional work is increasingly delivered by machines. Business leaders need to shift their thinking to the future of income. (LocationĀ 505)
  • The future of income is based on leveraging assets to create value, which will change depending on whom a business leader is dealing with. (LocationĀ 508)
  • Value is not about measuring time. It is about measuring worth. Business leaders need to measure their employees by the value they bring to the business. (LocationĀ 511)
  • The world may have changed forever. You need to change, but not forever. You need to change and then change again. (LocationĀ 540)
  • Business leaders need to write down everything about their current reality. It may be difficult, but they have to be honest and truthful about it. (LocationĀ 570)
  • ā€œWhen it is obvious that the goals cannot be reached, donā€™t adjust the goals, adjust the action steps.ā€
    Confucius (LocationĀ 674)
  • Business leaders should not be afraid to ask their community for help. Asking for help is not a weakness. Itā€™s a strength because the community wants you to succeed and will benefit. (LocationĀ 724)v
  • A route is not the be-all and end-all of a transition plan. It is simply a pathway leading to the desired future state of the business. (LocationĀ 743)
  • The old rules might be replaced with new rules. Pay no attention. There are no rules. Rules are constructs, designed to ā€˜keep you in your lane.ā€™ (LocationĀ 754)
  • People are now realizing that they are moving into the future of income, not work. The future of work was old contract thinking. The future of income is new contract thinking. (LocationĀ 776)
  • Business leaders need to ask themselves and their community what the current and desired future states of their businesses are. Only then can they start mapping out all possible routes to get there. (LocationĀ 807)
  • A new world provides an opportunity for business leaders to seize the moment. They should turn their focus to something that they love to do. They should be living to work and not working to live. (LocationĀ 811)
  • ā€œHumanity now needs a paradigm of development that places economic power in the hands of people.ā€
    The PROUT Institute (LocationĀ 843)
    • Note: A quote from the PROUT Institute.
  • Human forces are constructs that were created and over many years, developed by humans. If we created them, we can change them. If something isnā€™t working, we can change it. There is nothing, absolutely nothing, that is a given, particularly in business. Business is constantly changing. (LocationĀ 871)
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