I had the pleasure of hosting a CEO lunch at the Melbourne Savage Club for my guest, Jim Clifton, Chairman of Gallup, last October. Jim presented to my CEO clients at the lunch some new research from Gallup scientists on leadership.

The guests were all interested in thought-leadership. They included a visionary educational philanthropist, bank CEO, a Dean from Australia’s #1 university, the headmaster of a Melbourne school famous for its alumni of leaders, the CEO of a global NGO for women’s health, a CEO manufacturer and a former government minister. There followed a very animated discussion.

Based on Jim’s discussion of Gallup leadership research and how that reinforced much of my own experience, I came away from the meeting with the following:

INSIGHT:

Thought-leaders ARE born. However, some others CAN be made.

RESEARCH:

– less than 1 in 100 are born. You need to do nothing about them. They will always operate as leaders anywhere, anyway, anytime. Their return on payroll can be ten times that of other employees.

– up to 9 in a hundred are made. They can be developed as leaders given the right environment, tools and opportunities. Their return on payroll can be maximised.

– around 70 in a hundred are thought-choosers or thought-followers. They will choose and follow a leader if and when they become engaged to do so.

– 20 in a 100 are actively a thought-thwarter or thought-killer. They are actively disengaged. They can just spoil. They can slow things down. They can tie up resources. They can even sabotage. They can often be toxic. They may have a negative agenda of their own. They can cue others to become spoilers if given the opportunity to do so. There is no return on payroll here. Just costs and losses.

PROBLEM:

For the CEO, how do you find your local thought-leaders?

ACTION:

For productivity growth at the level of local groups a solution is required to find who are the authentic thought-leaders at that level? Which employees also can be developed as thought-leaders? How to better engage the thought-choosers and followers? And, how to enhance security and protection from the thought-killers?

According to GALLUP there are three types of employees: Engaged, Disengaged and Actively Disengaged. The bad news is that only 13% of employees are engaged in their jobs. These are the employees most likely to make positive contributions to their companies, whether by attracting and retaining new customers, driving innovation, or simply spreading their positivity to coworkers.

The bulk of employees worldwide — 63% — are “not engaged,” meaning they lack motivation and are less likely to invest discretionary effort in organizational goals or outcomes. And 24% are “actively disengaged,” indicating they are unhappy and unproductive at work and liable to spread negativity to coworkers.

Return On Payroll

Return On Payroll (ROP) is a new metric for measuring the level of cognitive engagement of the enterprise.

Return On Payroll (ROP) is equal to Total Engaged Employees (TEE) divided by Total Shareholder Return (TSR), or ROP = TEE ÷ TSR

X10 THINKING raises the cognitive engagement of the enterprise and impacts directly on the creation of shareholder value. The payroll is one of the company’s most strategic capital investments and is the cost of total enterprise decision-making.

Total Shareholder Return (TSR), especially over the long-term, is arguably the single best indicator of comparative investment success because it reflects how well a CEO has created value for shareholders in highly competitive capital, labor, and product markets. The labor component of TSR is a function of employee engagement which sets both the quality and quantity of enterprise decision-making.

Every business day, the company’s most valuable output across the enterprise is decisions. Each and every one of these decisions has immediate and long term consequences which directly impacts on the minute-by-minute performance of the share price. Each decision either costs the company a dollar or makes a dollar.

The critical business problem facing the CEO is how to create value from this investment by engaging employees–paid thinkers–to increase their productivity and create value. This means directors and shareholders can get a much better return on payroll. This also means shareholders can make a much greater reinvestment back into the payroll for the growth of the company and the benefit of the employees. x10 can be a win-win for ALL the stakeholders.

Clever CEOs like Larry Page of Google and Jack Welch of GE have shown that bottom-up innovation can lead to higher and sustained productivity and a much better return on payroll. And, much better job security for employees.

 

| Enterprise Solutions

What are SOT Enterprise Solutions? SOT has had many years of successfully implementing the bottom-up strategy to small and big clients alike. SOT Enterprise Solutions are self-funding and offer clients a much better return on payroll. They are bespoke bottom-up innovation and thought-leadership projects designed for creating x10 results from bottom-up participation of all the stakeholders across our client’s enterprise. An SOT enterprise solution offers a Return On Payroll by raising the quality and quantity of enterprise decision-making by upgrading to x10 THINKING.

| History

– Historically, the Santa Barbara Learn To Think Project was the first SOT enterprise solution in the early 80s. In California, the City of Santa Barbara became the first community in the history of the world to formally teach itself and all its stakeholders how to think for themselves. It became the world’s first cognocracy and was published in Reason Magazine. It attracted the public support of the ultra prestigious MacArthur Foundation. Even the Reagan Western White House got involved! As a result the School of Thinking’s famous Learn-To-Think Coursebook became the cover story of all April 1983 Readers Digest international editions to 68 million readers worldwide. This viral spread of SOT lessons in the 80s has never since been equalled by any competitor of SOT in the field of teaching thinking skills.

– The second enterprise solution became internationally famous and was featured in The Wall Street Journal, prime time TV news in the US, and in the UK and Australian press. It was a bottom-up solution for the hospitals of New York City and involved over 50,000 hospital employees. It was replicated around the world.

– The third enterprise solution was to get THINKING on the school curriculum, as a school subject in its own right. This has been the biggest success of all and has taken off virally around the world since we did the first major city, starting with all the school principals of the San Francisco Unified School District in the middle 80s and more recently at Melbourne Grammar School and Latrobe University.

 

– CLICK FOR RECENT x10 CLIENTS –

 

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— To arrange a meeting click to discuss —

The biggest untapped opportunity in business is STILL how to solve ‘the customer problem’.

 

The much better way to create customers is by Word Of Mouth (WOM). And, the much better way to create word of mouth is with satisfied customers who Buy And Tell (BAT) their friends. This is called WOMBAT Selling.  – Michael Hewitt-Gleeson.

 

— FREE BOOK —

Click here to request your own copy of the ebook

“WOMBAT Selling: How to sell by Word of Mouth”

Nothing has changed the business environment more than the WWW, in the last 20 years. Now, with the Apple platform and its glittering array of devices supporting Facebook, Twitter and Google the customer is not only right … the customer rules!

Today, WOMBATs are customers who, in their own right, are global publishers, broadcasters, niche marketers, content-providers and network producers and all well aware of the fact.

To help businesses create new customers Michael Hewitt-Gleeson has written WOMBAT Selling: How to sell by Word of Mouth.

– A WOMBAT is a satisfied customer who replicates another satisfied customer.
– W.O.M.B.A.T. = Word Of Mouth Buy And Tell.
– A WOMBAT is a customer who is so satisfied about your offer (or your business communication) that s/he passes it on to those in her/his business or social network.
– WOMBATs pass it on. Pass it on. Pass it on.
-  WOMBATs replicate. Replicate. Replicate.

WOMBAT solves ‘the customer problem’

WOMBAT is the killer app for selling. The WOMBAT strategy is based on the selling switchuncheck2check. Use the switch to multiply your customers by ten for an immediate surge in an individual’s sales results, or, for a much better return on enterprise marketing. The selling switchuncheck2checkwas researched and designed by Dr Michael Hewitt-Gleeson as part of his PhD, the first in the world on lateral thinking. His external examiner was the legendary American pollster and market scientist, Dr George Gallup Sr of The Gallup Poll.

You have created the first new strategy for selling in 50 years. You have presented a new approach to a very old subject with proof that your ideas do work. There are parallels with your ideas and how I think advertising works. Your thesis also has the quality of being very well written.  – George Gallup.

The NewSell Switchuncheck2check–is written up in Hewitt-Gleeson’s books on the theory and practise of selling. They are: NewSell; The XIO Memeplex: Multiply Your Busines By Ten! and WOMBAT Selling: How to sell by Word of Mouth.

— FREE BOOK —

Click here to request your own copy of the ebook

“WOMBAT Selling: How to sell by Word of Mouth”

I had the pleasure of hosting a CEO lunch for my guest, Jim Clifton, Chairman of Gallup, last week (6 Oct 2013). Jim presented to my CEO clients at the lunch some new research from Gallup scientists on leadership.

Based on Jim’s discussion of Gallup leadership research and how that reinforced much of my own experience, I came away from the meeting with the following:

INSIGHT:

Thought-leaders ARE born. However, some others CAN be made.

RESEARCH:

– less than 1 in 100 are born. You need to do nothing about them. They will always operate as leaders anywhere, anyway, anytime. Their return on payroll can be ten times that of other employees.

– up to 9 in a hundred are made. Their attitude can be developed as leaders given the right environment, tools and opportunities. Their return on payroll can be maximised.

– around 70 in a hundred are thought-choosers or thought-followers. They will choose and follow a leader if and when they become engaged to do so.

– 20 in a 100 are actively a thought-thwarter or thought-killer. They are actively disengaged. They have an attitude to spoil. They can slow things down. They can tie up resources. They can even sabotage. They can often be toxic. They may have a negative agenda of their own. They can cue others to become spoilers if given the opportunity to do so. There is no return on payroll here. Just costs and losses.

PROBLEM:

For the CEO, how do you find your local thought-leaders?

ACTION:

For productivity growth at the level of local groups a solution is required to find who are the authentic thought-leaders at that level? Which employees also can be developed as thought-leaders? How to better engage the thought-choosers and followers? And, how to enhance security and protection from the attitude of thought-killers?

The Decline of Small Business Is a Five-Alarm Fire Leaders Are Ignoring …

by Jim Clifton, Chairman of Gallup, Author The Coming Jobs War

Please don’t tell me that the American economy is moving in the right direction, however slowly, which I hear from politicians and commentators all the time. It isn’t. Not even close.

Key economic metrics offer no encouragement at all — the two big ones, GDP and unemployment, are both woefully inadequate, regardless of what people say. Sure, unemployment as measured by the Department of Labor has gone down, but this is only because the denominator of how many are in the workforce has decreased and is really low as a percent of the population. Meanwhile, GDP will have grown only 1.9% in 2012, which is pathetic. After a serious recession, the economy historically gets one big bounce. It hasn’t happened yet.

— Click through to original article …