Have You Heard? A STRATEGY FOR BUSINESS GROWTH Is Your Best Bet To Grow

Good afternoon, so I wanted to start today with one of my famous quotes. We’re toast in the water, and you might look at that and say well that doesn’t really make sense. You got that wrong and you’re right.

I did get that wrong, but it’ll. Allow you to understand how my brain works, so I did want to warn you that I may use more of these expressions today that don’t really make sense, and I would advise you to never use them in public and just pretend leave them At home you would look like an idiot, so let’s start with some stats.

STRATEGY FOR BUSINESS GROWTH

Let’s, get the boring stuff out of the way. So at least 85% represents the amount of business owners leaders, managers that work in their business, that are firefighting, and you know trying to do the same thing over and over again.

Looking for a different result, which is funny enough, that’s, the definition of insanity, the fifteen percent and I’ve, been in both areas. The 15 percent are those of us who get to take a moment to breathe and be strategic, and I’d.

Argue that even those who are doing that are really just refining things. We’re, trying to put out the fire a little faster. We’re trying to change things so that the fire won’t be as big, so I would argue it’s fairly close to the 85 % it’s.

It’s like being insane. It’s like not being fully diagnosed with insanity, but being very close. It’s similar to my mother, sorry, mom, sorry, mom. Okay, so look, I wanted to tell you some stories about how we went back to the drawing board in a very challenging industry and the incredible results we’ve had from that – and I’d – hope to inspire you to be able To do the same, so where does this all begin? It starts 14 years ago, right here in Halifax, Nova Scotia.

I entered in the private security industry, so security guarding and you know it’s, a tough industry, it’s been commoditized. Even though it’s, it’s. Human beings, its major priced drives from the which, which was really putting the entire space in a commodity racket.

There hasn’t been any changes in years and even being this space, I thought you know what we’re, pretty good problem solvers. You know, I remember five years ago a Bon Jovi concert up in Moncton. There was probably twenty five.

Thirty thousand people there we had 150 security and so halfway through the show, the RCMP that come to me and I said Ron, we have a problem. I said what is it they said. We have people peeing all along the fence line there’s.

Hundreds and hundreds of people peeing everywhere, so I said, ok, ok and they said, and if you don’t fix it, we’ll shut the concert down. So you know this is a problem I’ve got to solve it. Of course I say: ok, we will.

Ve got this wasn’t our fault, you know they didn’t have enough porta-potties, but as security brought it we did have to to solve the problem. So I gathered 20 security around I said. Look. I need six volunteers to come with me on a mission and what we’re going to do.

We’re gonna go up. The fence line will stand about five or six feet back on the outside of the fence line. It’s, an 8 foot tall fence, so we will, be nice and safe and we will go up and down and we will make fun of everyone of those wiener sizes and I guarantee if we do a good job it up.

They will stop being, and lo and behold, six female volunteers said we would love to come on that mission with you. So what we go we go up and down the six of us, okay and sure enough. We made fun of all the wiener sizes.

You know big small, the different sizes and shapes, and within minutes there wasn’t a peer in sight. We were good, we could always solve problems, but you know it wasn’t enough. I would argue that our competition could solve that same problem.

They might have done it differently, but they could solve the same issue. And so you know in this space it’s. It’s, it’s very challenging, and so I I had some hard moments of do. I even want to stay in it.

Wasn’t enough to win, and so I went through this process of going back to the drawing board, but the first time I didn’t make it all the way back. The first time I actually started with a border, and I got to a question – and the question was: if I had a million dollars of my hard earned money, my retirement funds and I was going to buy my business, knowing what I know about my company.

What would I do differently? Who would continue to work that who, by who would I be excited to work with what clients would I keep? What systems would we use, and it was okay, but I’d, argue with her back into that 15%.

We were being a little strategic, it wasn’t enough, and then we went back again and this time I took the border out and we went back to the drawing board clean slate different question this time. The question was what, if I had to restart the industry today, you know knowing the challenges internally and the external client challenges.

If I had a blank slate using technology and resources that I have today at our fingertips, how would I recreate a model to service this industry? And you know I feel like that’s. What Uber did you know? Uber, the creators are uber, they didn’t own, a taxi company.

They, you know they weren’t the taxi business. They were. I’m sure they were a customer on multiple occasions, and here you are taxi companies that were probably asleep at the wheel: okay, thinking about how to refine their business.

How do we, you know pick up customers faster? Maybe we should get a radio system that works a little better, but uber went back to the drawing board that’s, what they essentially did they, they kind of said well, knowing what I know today, if we had to recreate this industry, how would We do that with technology and everything at our fingertips, so we started to do that.

We actually landed on a purpose of changing the security industry and that was powerful because it started to drive everything that we did. So we started with simple, simple things. Like the Golden Rule, you know my mother always told me growing up always go by the Golden Rule, treat those is.

You would like to be treated. I don’t know where I think my mom’s from here, but – and you know we thought about that – we said let’s, go back to the drawing board, cuz! Think about the golden rule that we all know you know.

I know when I meet someone for the very first time. I would love you to take off my shoes and give me a foot rub for a half hour, but I don’t know if you would like me to do that to you. So we said: let’s, go back to the drawing board.

Let’s. Let’s! Think about this and we re-engineered it and said what about treating those as they would like to be treated, and so we started to push that out with our customer service model and we we had some great results.

Then we looked at policy in our industry. It’s, very policy driven there’s tons of policy and it becomes who can implement the best policy and have the you know the most efficient policies and policies are like rules from, and we said, look some of the challenges in This industry are people, don’t, get to think for themselves.

They follow policy. So what? If we created a decision-making process? What do we gave people their brains back, and we said you know what, before you do something just make it go through this process number one.

If it’s, the right thing to do for the customer, yes or no, then is it the right thing for our business based on our purpose and our values and number three: are you willing to be accountable if it’s? Yes, yes and yes, don’t ever ask anyone just do it and we started to see some results.

We gave people their brains back and then you know on this journey of changing the industry. We got to a very difficult place that we said. Look, we need everybody on side and the toughest challenge we faced was: could we get employees in this business to become stakeholders, not shareholders, not own a piece of the business but a stakeholder? Someone who had a stake in the decisions of this business? Someone who wanted to be a part of it and ever said you can’t, do that it’s impossible.

You know this is a high turnover industry. People are treated like garbage, it causes horrible morale, and so we were up for the challenge we had to do it to win. We had to get everyone on side.

So off we went brings me to a story in Toronto. We took over a customer in the trucking space and the manager there, the security manager, a fella by the name of ash Hwanhee, so ash wanti is the security manager.

He’s, worked there for 10 to 15 years for multiple companies, because in our space, what happens is when you gain a security contract. The individuals might work there for years, and then they put the new company’s uniform on and off.

They go so I get a phone call from him. He says mr. Lovett. First I’d, like to congratulate you on the contract. Said thanks, Ronnie. Yes, I have a question. He said we need a vehicle here I said yeah.

He said what kind of vehicle are we gonna buy? I said: well ash Ronnie, you’ve, worked there for 10 plus years. Why don’t you tell me what kind of vehicle do we need? He said, oh well, sir. We need one with four-wheel drive and it’s got to have space, we need space, it’s, got to, be safe.

I said okay! Well, I’ll. Tell you what ash whining? Why don’t? You go out and find the vehicle you go, buy the vehicle, you know what we’re looking for and if you can get us a great deal, we will pay a commission.

I can tell you that you could hear a pin drop on that phone call. He’d, never been challenged. He’d, never been able to be a part of something and use his brain and anyways. He was very excited.

He said, sir, I will find the best vehicle for you. I will you, I accept the challenge I will go and I will do this and so fast forward. Six months later I had coffee with his old boss, who used to manage the contract and he was a schwa knees.

Boss, and I said you guys had a vehicle there. He said yeah yeah, we did, I said so. Let me ask you a question: was that vehicle clean? He said: no, it was a total mess. He said we had to go down there and clean it up multiple times, because that vehicle was so messy.

I said okay, so now I run into someone else from our business who was at the site and he came to me and said you know I was just at that client location. He said we have a very nice vehicle. I said yeah, you know why she wanted bought it.

I said, let me ask you a question: is it clean inside he said man, you could eat your breakfast off the floor and right then right there. I knew we were on to something we had changed. An employee that had worked for five or six different companies biggest company on the planet as an employee into a stakeholder, someone who had a stake in our company in our decisions, so I was very excited, so we start moving along.

We we had multiple instances of these types of situations which was great and then finally, one day in rural Nova, Scotia, we had an individual named Paul and we had a client issue come up and we needed a shift covered and it was on his birthday.

Now. I can tell you these security guards space when someone gets a day off and it’s. Their birthday. They don’t, go to work. They are not interested but Paul. Who’s a stakeholder? He decides he’s, gonna go in on his birthday.

So look I was very proud. I sent him a tax. I said, thank you Paul for going in on your birthday and he writes me a text back and it says no problem. This is my company, my family. I get that text and I am so excited.

I was gonna go to Mount Kilimanjaro and stand on the roof of that there, not the roof. This top sorry about that Jim say see. I was gonna stay on the top of the mountain and say I’ve got proof. I now have proof in writing.

We did it, we are. We are doing what we said we were going to do and this is very exciting, but instead I was on a flight from Halifax to Toronto and I thought well, what I can do is I’ll, cut and paste this text and I’ll, send it around to a thousand plus staff that we have across the country to show them how proud I am of this moment.

So I do that. I cut and paste I put it in okay. I send it off now, unfortunately, as a fast-moving entrepreneur who is dyslexic and has ADHD and is overly passionate. If you wrap that in with autocorrect you don’t get a good result, so I’m moving quickly.

I’m trying to be you know they. I want to keep it in service and sure enough. If you can’t see it. Hey guys want to share a powerful text. I just receive from Paul who stepped up on his birthday to cover off a shift after thanking Paul, he replied with no problem.

This is my company, my family, so my reply or my texts, my email says very proud that we have suc dedicated and patio. Our people spoken like a true stakeholder. Now there’s, two parts here you know the first part I don’t, think anybody knew what I meant.

The second part I think they did, but what I wrote was this so sure enough. The plane takes off. I’m high-fiving myself. I am so so excited that I you know I was able to move quickly and get this email off sure enough.

My assistant runs in to see my wife and she says this is bad. You know this is really bad. He really made a mistake this time this went to all staff everybody. So I get home that night I get in the house and my wife says you sit down.

We are gonna talk. So at this point, didn’t know what was going on sit down. She said you’re, the CEO of this company. You cannot write emails like that without proofreading them. I said honey. I proof read that twice so now you know.

I have bigger problems than messing up expressions. Okay, so look the question. Now is: what are the results? What are the results from all this stuff, and I can tell you there’s. Lots we’ve had 60 percent growth in our business this year we are doubling the industry average in profit.

We’re very proud of that, and you know I really look at this. If you can go back to the drawing board, not just on your end product, okay, you’re in service, but everything that you do and have all your people going back to the drawing board on.

You know how you hire your culture, how you train everything that you do, then. I really believe that you & # 39. Ll have an explosion of growth, and this this chart really shows how technology moves, but when a computer can build a computer.

This is the theory of singularity and how it how it applies to technology technology will go, go crazy, okay, it’ll advance so quickly and I believe the same thing for your business. I absolutely feel you have.

You will have the same growth like we are. So look in closing if you are a CEO, a manager, a leader and you’re, not pushing your people to go back to the drawing board to creatively seek solutions with a blank slate.

Okay, shame on you because you should be and if karma gets you, you’ll, probably get disrupted by a board 13 year old, with a heavy imagination in their basement, and if you’re on the other side of that coin, you Report to a leader or CEO, and they aren’t, pushing you to go back to the drawing board to be created tap into your 4 year old mind of when there were no herbal, not –.

We’re, no borders, then I think it’s, time to get a new leader. They had to said they’re saying. If it’s, not broken don’t fix it, and I’ve heard this for years. So many people tell me this well.

We believe that you should go back to the back to the drawing board in that too, and if it’s not broken break it and put it back together better than you found it.

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