1: Listen. Listen. Listen.
1: “Always Be on ‘High Receive,'” Jeffrey Fox writes in How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients.
What do Rainmakers think about? What is their singular focus?
The customer.
What is our job as Rainmakers?
To listen to our customer. We “must accurately hear what they are saying and not saying. We must be acutely aware of all … continue reading
1: “Customers buy for only two reasons,” Jeffrey Fox writes in How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients.
“To feel good or to solve a problem,” he notes.
“Going out to dinner, buying scuba equipment, or getting a new puppy fall into the ‘feel good’ category,” Jeffrey observes.
Businesses typically purchase to solve a problem. And the solution can always be expressed … continue reading
1: “Revenue is the aqua viva—the lifeblood—of the organization. Without it the organization will die,” Jeffrey Fox writes in How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients.
What is a Rainmaker?
Simply put, The Rainmaker is a “person who brings revenue into an organization, be it profit or not-for-profit. That revenue comes from customers and donors.”
2: Why do we call these people … continue reading
1: Getting better at getting better is what RiseWithDrew is all about.
Monday through Thursday, we explore ideas from authors, thought leaders, and exemplary organizations. On Friday, I share something about myself or what we are working on at PCI.
One of my goals for the year is to experiment with different approaches and tools to strengthen my relationships with the people I love and care about.
We will revisit … continue reading
1: “Just as every object can be measured in length, width, and depth, every organization can be measured in terms of It, We, and I,” Fred Kofman writes in The Meaning Revolution: The Power of Transcendent Leadership.
We begin by imagining a company as a three-dimensional space. We call the three dimensions “It,” “We,” and “I,”
The “It” dimension refers to the tasks, systems, and processes that make up … continue reading
1: Life can change in a minute.
It was February 18, 2004. Mark Bertolini, a senior executive at Aetna, the giant health insurance company, was skiing with his family in Killington, Vermont.
Mark lost control of his skis, crashed into a tree, and then fell into a ravine, breaking his neck.
While Mark healed rapidly from the fall, he was in constant pain.
“His doctors prescribed traditional painkillers that … continue reading
1: The trouble began when Bill was given a new assignment.
He traveled extensively around the world as part of his job. He would be in charge of a project in the Far East.
“The CEO had begun paying special attention to me, calling me directly, often bypassing my boss.” Bill recalls in Fred Kofman’s book The Meaning Revolution: The Power of Transcendent Leadership.
“Before this project,” Bill explained … continue reading
1: The news about employee engagement is distressing.
“For more than thirty years, the Gallup Organization has run in-depth behavioral economic research on more than twenty-five million employees across hundreds of U.S. organizations,” Fred Kofman writes in The Meaning Revolution: The Power of Transcendent Leadership.
First, the good news. The Gallup data shows that workgroups in the top quartile of engagement achieve strong financial results.
“Their profitability and productivity … continue reading
1: Getting better at getting better is what RiseWithDrew is all about.
Monday through Thursday, we explore ideas from authors, thought leaders, and exemplary organizations. On Friday, I share something about myself or what we are working on at PCI.
The last several Fridays we’ve been exploring ideas on how to have better and deeper conversations. We’ll continue with this theme in upcoming Fridays as we revisit ideas from prior … continue reading
1: The year was 2019. Johan Thijs, CEO of Belgian-based bank-insurance group KBC, had appeared in the Top 10 of the Harvard Business Review’s Top 100 CEOs in the world list for three years straight.
“If ever there was an ‘if it’s not broke, don’t fix it’ scenario,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in CEO Excellence, Johan was it.
KBC consistently posted … continue reading
