Podcast

205 – This Is How I Podcast (Inside The Yellow Studio Circa 2014)

Zoom_H6
Another piece of gear Inside The Yellow Studio

Welcome to Episode 205, an inside look to the audio engine here in the Land of Bula. That Zoom H6 (pictured above) is the latest addition to the studio. It’s an incredible piece of equipment, capable of more than a single digital recorder ought to be capable of. Thanks to Patrick (my rep) at Sweetwater Sound, I got it about a month ago.

The unit comes with this hard shell case (notice the nice hinge system – it ain’t flimsy), a windscreen, a USB cable, two microphone interfaces and a small capacity SD card. I wish it had come with an AC power adaptor (an additional $24 or so by itself, or an additional $55 or so if you get it along with a bunch of other unnecessary accessories).

This unit will serve as a multi-channel digital recorder, but it also serves as a USB interface. It has 4 XLR/TRS hybrid inputs, each with its own individual pots. I’ve yet to record with it (other than a short test recording). The full color display is angled (as you can probably see by the photo) making it easy to see. It’s a solidly built unit with a rubberized outer surface.

The reason I was looking for a new unit was because my Roland R-09HR is growing increasingly unreliable due to lots of use. It’s been a great unit, but I was also looking for a unit with XLR/TRS inputs…and a unit capable of providing phantom power for my Rode NTG-2 (which can also be powered by AA batteries).

But let’s go back a bit, shall we?

Episode 76 was the first go round of giving folks a peek inside The Yellow Studio. Numerically, that was 130 episodes, but there are many unnumbered episodes. And there are other podcasts that have come out of The Yellow Studio.

I confess that not much has changed over the years, but I also know how geeky we podcasters can be. I love to see studios. And find out what gear people are using, and how they’re using it.

I know you’d like some logical approach to knowing more about The Yellow Studio. For starters, let’s talk about the name. Just look at the photo gallery and you’ll see the color of the walls. People often ask, “Why yellow?” Why not?

Truth is, I love yellow, orange, red and hunter green. Those are among my favorite colors. I don’t have just one.

Randys_Truck
A 15-year-old version of me and the pickup

When I was 15 – yes, people, when I was young, living in Louisiana…you could get your driver’s license at 15 – I had a 1954 GMC pickup truck. It was an old truck some farmer had abandoned in a field.

My maternal grandfather bought it for $150 and got it running, then paid somebody a little bit to recover the seat in new vinyl. It was a “3-on-the-tree” transmission and I drove it back from Oklahoma, where my grandparents lived, all the way back to Louisiana.

No air conditioning. No radio. Bare bones classic truck in faded hunter green.

I loved it. So much that when I got it home a buddy and I painted it hunter green with orange fender flares. With a brush! And it looked good. Of course, it looked better if you were standing a few feet away. 😉

During high school I had great fun with that truck. My first “real” car was a Pontiac Lemans. It was “Sundance Orange” – that’s what GM called it. So orange was always a big player for me. So, why not The Orange Studio?

I never considered walls being orange. Frankly, it just seemed too dark and I wanted something lighter. I had a moment of clarity when the TV show HOUSE aired. His boss, Cuddy, had yellow walls in her office. Mustard yellow. The exact shade I knew I wanted when I first “built” the Yellow Studio. Of course, it wasn’t so named at the time.

Cuddy's Office
Cuddy’s office walls inspired The Yellow Studio

The moment I saw Cuddy’s office I told my wife, “That’s the color I want to paint the walls.” She and Dena, a close friend, painted it after finding the right shade of yellow. So that’s how the name came to be.

What else about the physical space?

– It’s a room about 13′ x 14.5′.

– There’s an adjoining bathroom.

– It has a small closet, filled with too many cables and other audio paraphernalia.

– It has 2 large windows with wooden slat shutters on the inside.

– It has an overhead florescent light, which rarely gets turned on.

– There are 4 full height bookcases behind my desk (out of seen most of the time) filled with books.

– There are 3 other 5′ high bookcases in the studio, also filled with books.

– There is one 4′ high bookcase filled with books, and a Polk Audio HD clock radio, plus a 3 monkeys lamp (hear no evil, see no evil, speak no evil).

– There is a CD carousel in the corner that houses 2000 CD’s with more stashed here and there.

– There’s one 2-drawer lowboy filing cabinet (lateral files or regular – it can configured either way).

– There’s 3 chairs that can sit around the “broadcast table” which is actually a conference table.

– The floor is carpeted with a light green low plush carpet.

– The ceiling has popcorn texture circa 1980’s (yeah, I hate it but it’s a royal pain and major mess to change it).

– The room has one HVAC vent without a vent fixture to prevent any rattling. Air just drops into the room.

Okay, enough about the actual space. Now for the stuff you really care about.

Here’s a list of the cool stuff (these are not affiliate links; I do have an affiliate list for most of my resources here):

• Herman Miller Mirra chair (I ditched it for the time being ’cause it’s never worked properly; need to take it in for service)
• Apple iMac 27″ with i7 processor (16GB RAM / 1TB Hard Drive)
• Apple iPad Air (128GB with ATT capability)
• Ambrosia Wiretap Studio ($69  – well worth it)
Audio Hijack Pro by Rogue Amoeba
Twisted Wave (my DAW of choice)
Dialog by Wave Arts (my audio plugin of choice)
• Ambrosia Soundboard (sound cart software; this is $49)
• Sound Byte by Black Cat Systems (my main sound cart software)
• ID3 Editor (to create ID tags)
• Transmit by Panic is my ftp program of choice
• Call Recorder by ECamm (the software I use to record Skype calls – when I don’t use Wiretap Studio)
*Watch an episode of Mixergy.com with Andrew Warner to see how this software records video Skype calls
• Edirol R-09HR digital recorder
• Broadcast Tools ProMix12 broadcast console/mixer
Zoom H6 multi-track digital recorder
• Yamaha MG124C mixer
• Heil Sound PR40 microphones (they’re my oldest pieces of gear)
• Heil Sound SM1 Shock Mounts
• Heil Sound PL2T Booms
• Heil Sound RS1 boom 12″ extension mount (for one mic; the other mic uses the C clamp)
VAC pop filters for each PR40
• Heil Sound foam pop filter (I have one of these in case I want to take a PR40 out in the field to use; never happens, by the way)
Giant Squid Cardioid Stereo mics (I know they’re great ’cause I’ve used them before; unfortunately, mine have never worked)
• Electro-Voice RE50B microphones (I have two of these for field use, but they work equally well in the studio)
Rode NTG-2 shotgun microphone (it’s a condenser requiring phantom power, but has battery power capability built right in)
• Aphex 230 Voice Channel Processors (one for each PR40 mic)
• TC Electronic Finalizer Express (a final processor that handles everything going through the board)
• Telos One Phone Hybrid
• PreSonus FP10 Firewire Interface (awful customer service; I would not buy these again)
PreSonus FireStudioProject Firewire Interface (I’m ditching these because I HATE PreSonus)
• Panamax power management
• Aphex Headpod 454 Headphone Amp (now called a HeadPod 4)
• Kensington Keyboards
• Sennheiser HD25-MKII headphones
• Kodak Zi8 HD video camera
Audio Technica ATR3550 corded lapel microphone
• Logitech 1080p Webcam Pro C910
Webcam Settings (an app that is terrific for managing webcam settings)
• ScreenFlow by Telestream (screen capture and video recording software)
Camtasia For Mac (I got it in a Mac Bundle deal for $14 so I had to buy it; it’s a great alternative to ScreenFlow)
• iMovie by Apple (also for some video recording)
• Apple QuickTime Pro (can record audio, video or screen capture)
• Camera Stabilizer (this is great; buy one if you don’t have one)
Vonage VOIP phone service (this feeds the phone hybrid)
• Apple AirPort Extreme (the old flat square version)
• Various hard drives back it all up
• Toshiba 42″ HDTV on the wall (maybe my most used piece of gear)
• Lots of my gear came from the fine folks at BSWUSA.com (shout out to Kelley Sullivan; she’s been terrific to deal with through the years)

Today’s episodes may go deeper (and darker) than you want, but that’s what the STOP button is for, right? I hope you enjoyed the tour.

Thanks for listening for all these years. I know the podcast here has morphed and changed over time, but that’s what we do as people. We grow. We change. Hopefully, we improve. I’m still working on it.

Do you have a podcast? Let me know about it.

Randy

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203 – When My Greed For Your Money Exceeds My Need For Your Trust (Why 2014 Is Going To Be A New Start)

203 – When My Greed For Your Money Exceeds My Need For Your TrustJanuary 12, 2012 around 11 o’clock in the morning. Epiphany time. They don’t happen often. When they do you have to make note of them. Well, you don’t have to, but it’s a fun thing to do.

Thirty seven years earlier, to the month, I entered my first college classroom. Already armed with a few years of selling experience, business never entered my mind as a career choice. Instead, my love of electronics deluded me into thinking electrical engineering might be a worthwhile course of study. I couldn’t have been wronger.

A few frustrating years in the engineering curriculum resulted in hours, days and months of introspection. I was 19 years old and had two things on my mind. A girl I’d been dating for two years and figuring out this college thing. In that order.

Introspection resulted in two decisions. One infinitely more important than the other. More life-changing.

There was a girl in Texas who I’d been writing to daily for 2 years. She was the one. Thankfully, she felt the same way about me. The idea of getting married entered the conversation. She worked. And went to school. I worked. And went to school. Neither of us was rich, but we knew we could launch a life together. It was be another year before we’d gather with friends and family in the church building where we now worship. That was over 36 years ago.

But there was another decision I made when I was 19. Well, maybe it wasn’t so much a decision as a realization. I hated math. Try getting an engineering degree when you hate and suck at math. Somebody else might be able to do that, but I sure couldn’t. Fact is, I couldn’t get past calculus. Finding what you don’t want is often as profitable any discovery you can make.

Introspection involves turning back the clock and hitting the replay button on your life. What have I done? What have I enjoyed? What am I good at? What am I really bad at? What do I hate? Questions filled my head and my journals.

Math was a subject I enjoyed until an 8th grade teacher made it all go south for me. Mrs. Name-Withheld-To-Protect-The-Guilty did me an injustice or a favor. I’m not sure which. But math never was the same for me after sitting in her class for a year.

No teacher ever lessened my love for art, writing or speaking. And were it not for teachers who insisted that specific dates were the most interesting focal points in history, my love for that subject would have never wavered. Never underestimate the power of a teacher to fuel or destroy a passion. Who knew I would father two future educators driven to make a positive difference in the lives of young people?

Writing, history, speech, art, social sciences, psychology – these were the school subjects that always held my interest. As a teenager my private study mostly consisted of reading and reviewing stereo gear information. The technology interested me, but it was mostly a means to an end – killer music. That love affair with music and stereo gear is what lead me to think the pursuit of an electrical engineering degree might be the way to go.

I had earned thousands of dollars as a hi-fi sales guy at a local stereo shop. Straight commission. No guarantee. No benefits, unless you counted an employee discount as a benefit. And I did.

Selling hi-fi gear was not hard. It was fun. Success required hard work, but it didn’t really seem like work. I enjoyed the products and what people got out of them. Mostly, great music.

I can’t be sure, but I think the first business book I ever read was How I Raised Myself From Failure to Success in Selling by Frank Bettger. That’s assuming you don’t count How To Win Friends And Influence People as a business book.

I never took a single business course in college. It never dawned on me to change my major from engineering to business. What did occur to me was the obvious, or so I thought – journalism. Specifically, broadcast journalism.

I enjoyed writing. Unlike most, I had written a lot. I wrote letters to my girlfriend. I wrote letters to other friends. I wrote in notebooks. I wrote during class. I always wrote like I spoke. What better natural aptitude for broadcast (or spoken word) journalism? Match that up with rock solid reading habits, good study skills for subjects that interest me plus a heightened curiosity…it seemed a good fit.

Never mind that I had no intention of using it in the real world. College wasn’t about the real world for me except that my folks believed a diploma was the path to real world success. Most parents believed that. I never thought much about it really because I was not chasing some professional degree. Buddies were chasing degrees in engineering, architecture, geology, pre-law and pre-med. Those paths seemed logical and predictable. Mine didn’t.

Fast forward because the story is already too long. My grade point average soared after leaving engineering. Just more proof that I had done the right thing. Most times I didn’t get much proof. At least not for a long time. But this shift in my performance happened almost immediately with visible results. Hold that thought, because it’s important to the story. And it’ll be among the most valuable things you can learn. When is the last time you got almost instant positive feedback?

I’ve talked with a few people during my lifetime who admitted that when they stumbled into a certain group of people, they just felt “at home.” I voice over actor once told me that when she first stumbled into that craft and met other voice actors, she immediately said, “These are my people.” Has that ever happened to you?

The closest I can think of in my life was admission into the LSU School of Journalism. It just felt right. It was work, but it didn’t seem like work.

Two years ago, almost to the day, I realized that I need to find my element – my niche. I need to find the place where I can say, “These are my people.” So I began, in earnest, to find that place. I’m still working on it, but I think I’m dangerously close because it’s still about writing and telling stories.

Maybe my epiphany can help you find your own.

Randy

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202 – The Top 3 Excuses For Not Using Content Marketing

start_spreading_the_news
What’s your excuse for not spreading valuable information to your target market?

Companies, organizations and small businesses all have the same excuses for failing to incorporate content marketing strategies into their plans. It’s 2014, people. It’s time to wake up and figure things out.

Today’s show is a closer examination of the real-world excuses I’ve heard through the years as I’ve attempted to convince business owners that content marketing must be part of their plans. Not future plans. CURRENT plans.

There’s nothing scientific about my list, but it’s highly accurate based on my experience and conversations.

3. “I don’t know how to do it.”

2. “It takes too much time.”
(Tied with, “It takes too long to get results.”)

1. “It’s not worth it.”
(Tied with, “I don’t get it.”)

What’s your excuse? What excuses do you hear?

Randy

P.S. DropVox is the resource I talk about in today’s show.

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201 Time Shrinks Big Disappointments (So Think Big)

Elephant_in_the_room
Are your goals big enough to be the “elephant in the room?”

About 10 years ago I was working hard to pull off a buyout. I had a well-crafted plan, a solid strategy and a 20 year plus track record. It was as though the circumstances of my life converged to make this opportunity to possible. It was a multi-million dollar deal that I was trying to bring to fruition. That’s when he said to me, “You need to think bigger.”

I reviewed the general strategy and laid out my plans once more. He said, “No bigger! Think bigger.”

I had explained that I had operated bigger businesses with more locations, more people and more of just about everything — including headaches, hurdles and pain points. At the time, I didn’t want to “think bigger.” For me, small was the new big.

The buyout attempt failed. It was a 3-year grind, but unlike a pregnant woman who gives birth after 9 months…this gestation period ended up without a birth. Instead, it was a death.

The death of a dream. The death of a goal. The death of a plan and strategy. It had been a few years since my friend had urged me to “think bigger.” Now, I mocked his advice. “See, if I had thought bigger I’d be holding a much bigger funeral,” I said. It was just snarkiness to mask the disappointment.

The disappointment didn’t last long. Within a few months I was grateful and thankful. I had chased other things that never worked out. My heart had been broken many times before because a deal had fallen through. When you start out in business at a young age and wind your way through the maze of business success (as I had), you endure many disappointments along the way. They sting like crazy in the moment, but over time you’re able to look back with a different perspective. In the rearview mirror, almost all my disappointments look like blessings.

Time shrinks big disappointments.

And dulls the pain.

So, do you avoid thinking big in order to avoid big disappointments? It’s like that adage, “It’s better to have loved and lost than never to have loved at all.” Easier said than done. When you’re heart is broken due to lost love, you’re likely wishing you’d never allowed love in to begin with. Sadly, that presupposes that losing love is the natural outcome…and it implies it’s the most likely outcome. But that’s not true. Love doesn’t have to be lost any more than dreams have to be crushed, or buyouts have to fail.

My buyout attempt failed. That was great, for me. It doesn’t mean your buyout will fail. It doesn’t mean my next effort – if there ever is one – will fail.

I’m not naive enough to believe that failure leads to success. It may. It may not. My failed buyout attempt didn’t lead to any success. It did help me avoid a colossal trap of being stuck in a business I may have learned to hate. I loved it at the time, but I can now see that over time, that love may have been tough to sustain. Call it failure averted by failure.

All this got me to thinking about this new year along with the new dreams and goals that accompany each new year.

In the last episode (no. 200) I referred to 2014 as the year of finding your element. Okay, to be honest, I’m hoping to find my own element in 2014. Lots of people are right there with me! Element finding isn’t the exclusive domain of kids or young people. Some of us older folks are searching for newer elements.

It’s not easy, but it can be fun.

Happy New Year!

Randy

P.S. Grab a BIG blank sheet of paper and think big thoughts for 2014. Then, take BIG ACTION.

Episode 201 - Ballard Street illustrates thinking bigger

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200 – 2014, The Year Of Finding Your Element

put-a-bow-on-it
Wrap it up!

It’s about time to put a bow on 2013.

Wrap it up, I’ll take it.”  -The Fabulous Thunderbirds

If we’re talking about 2013 (and we are), the question is, “Where are we gonna take it?”

Some people want to take it and flush it down the toilet. Others want to take it and replicate it.

Maybe you want to take it and run away from it. Or maybe you want to hang onto it and never let it go.

Many years ago an old business guy asked me, “Do you know why one business in a crappy location does well and another one in a great location has to close its doors?”

I was young and unsure what the answer was. I had some ideas, but I had no idea what answer he was fishing for. I said, “I’m not sure.”

“The successful business has a better manager,” he said.

That was over 30 years ago so I’ve had a long time to think about that conversation. It’s mostly true because leadership matters. It’s mostly true because a person can make a positive (or negative) difference. It’s mostly true because all of us do things that bring us the results we get. Not always, but mostly.

Putting A Bow On 2013, Personal Leadership & Doing Right By Yourself

follow-the-leader-ducks
Follow the leader

Personal leadership.

Question: Would that lead duck do the same thing even if his quack-mates weren’t following?

He would if he was watching out for himself and doing right by himself. That means, if he cares about his own welfare, he’ll do the right thing. Does the weight of the followers compel him to make decisions he might not otherwise make? Likely. Leadership does bring responsibilities.

If that lead duck doesn’t act and do the things that will profit his own life and the life of his followers, then he’s not much of a leader. It’s not merely self-interest. It’s wisdom.

That’s what I wish for all of us — personal leadership manifested in our wisdom to lead our own lives, figure things out and make the new year everything we want it to be. There’s no guarantees…other than the guarantee that you won’t reach your goals if you don’t try. So, try hard, then try harder.

It’s not about entrepreneurship.

You’d think building your own business is the only path to success. Carol Roth wrote about book about it in 2011, “The Entrepreneur’s Equation.” Ms. Roth articulated brilliantly what many business people have argued for years. Starting and owning a business isn’t everybody’s cup of tea. Stop listening to the biz opp (business opportunity, aka Internet marketing) crowd. Roth correctly argues that we don’t expect everybody to be a professional athlete, or a surgeon, or an attorney, or anything else. There is no single path to the proverbial good life. We each have to find or create our own way.

In 2013 I continued to encounter people who felt like misfits because they liked their work — they enjoyed their job! Heresy. I suspect right now too many people are reading too much, listening too much and being influenced to be discontented with a professional life that may suit them just fine. But everybody is telling them how awful it is to have a job and work “for the man.”

I’ve spent my entire life in business, but that’s not the only path. For many, it’s a terrible choice. And boy am I glad. Else we wouldn’t have music, art, film, entertainment, sports, medicine, science and a host of other things that improve the quality of our lives.

We all enjoy the benefits of good people doing good work. Some do remarkable work. I’m hoping more of them will take pride in it in 2014 and not be swayed by the noise of entrepreneurship. Besides, as Roth correctly points out. More businesses fail than succeed. FAR more.

Your personal brand is whatever you want it to be.

Build your platform. Create your own tribe. Assemble an audience. It sounds terrific. Who wouldn’t want that? Maybe you. Maybe your friends. There are plenty of people who prefer quieter lives devoted to doing good work, providing for their family, helping their friends and having a good life that may differ from the stereotypical “good life.”

That’s a personal brand. The rock solid employee who is reputable, reliable and competent has crafted a positive platform.

It’s a personal brand. The 6-figure celebrity public speaker who has global recognition. It’s a platform.

“That’s not what he wants,” is the argument against the humble lifestyle. But that’s a bias that presupposes that everybody wants what we want. They don’t. It also presupposes the myth that any of us can be whatever we want. “You can do whatever you put your mind to,” is among the biggest lies of all.

Dirty Harry said it best, “A man’s gotta know his limitations.” Not enough people know that. Some of us clearly focus too much on our limitations and not enough on our strengths. No matter, we can all use our talents and craft a personal life – and a life – that suits us well.

finding_your_elementThese are my people.

I was talking with Bettye Zoller, a veteran voice actress in Dallas. It was an interview I was recording for a new project, ChasingDFWCool.com.

During our conversation she recalled first finding out about this craft of voice acting. She said very quickly she felt at home. “These are my people,” she told me.

Sir Ken Robinson calls that the same thing he titled his last book, “Finding Your Element.” Have you found your element? Not somebody else’s element…your own?

Maybe you spent 2013 trying to fit in the element somebody else told you was the way to go. And maybe you were miserable. Stop it. Step away from the noise of the maddening crowd and find your own path. Look for the life – and the people – who fit you better. Hopefully, with some effort, you’ll find a crowd you instantly recognize as being “your people.” A place and a crowd where you fit right in. Your element.

I don’t know what that looks like for you. Or what it might feel like. Truth is, I have my own days where I’m unsure of what it looks like for me!

It remains the epiphany worth searching for. If you found yours already, be thankful. Embrace it. Push forward.

If you’ve not yet found yours, keep looking. Keep trying things. Examine yourself. Discover your strengths. Soar with those. Don’t over-estimate your weaknesses and don’t under-estimate your strengths.

I hope 2014 is the year you find your element.

Randy

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199 Servant Leadership: Is There Really Any Other Kind?

service_matters
Great leaders serve first

I don’t view business-building success like most. Jim Collins, famed business author of “Good to Great: Why Some Companies Make the Leap…And Others Don’t” gave people the metaphor I hear almost weekly.

Put the right people on the bus in the right seat and you’ll achieve success.

No, you won’t. You’ll end up chasing your tail looking for better people and before long, you won’t even be able to find the bus, much less the right people to put on the bus.

It’s a colossal excuse-making vehicle. That’s what the bus represents. Visit any CEO and within minutes, if the conversation is about constraints, challenges and hurdles, you’ll hear complaints about people. The problems are almost always people.

Internal people are the problem. Employees.
External people are the problem. Suppliers. Financial partners. Vendors.
Other external people are the problem. Prospects. Customers.

Every business owner I’ve ever known could have a more successful business if only they could get better people.

It’s a never-ending story. And it’s not because people suck. Well, okay, some of them do, but that’s not the issue. The real issue is that too many business owners are focused on the wrong things.

I’m fanatical about remarkable client experiences, but that’s the output, the result of putting first things first.

“I don’t care about that stuff,” he says. “I want customers. I want more business.”

He’s got the cart before the horse. If he’s focused solely on getting new business then he’s doomed to fail…eventually.

His employees won’t be engaged. His existing clients won’t find the experience remarkable. His referrals won’t be positive. I’ve seen it happen dozens of times with businesses that otherwise could have achieved extraordinary success. They erode their client base. Like the foundation of your house, if it crumbles, then it won’t be long before the roof caves in.

In my freshmen year of high school, having played football since I was in elementary school, we arrived at summer practice, a few weeks before school started. Dressed in workout clothes and sneakers an assistant coach lined us up and began his big speech, “Here at Southwood we use the 3-point stance.” He instructed us to get into a 3-point stance. We’d all known this since the 4th grade. I played along.

“The way you take a man’s head, that’s the way his body will go,” said the coach. I smiled. Big mistake. “You think that’s funny, Cantrell,” he said. Never one to let a snarky opportunity pass, I tried to resist, but couldn’t. I replied, “Yes sir, kinda.”

He ordered me down in a 3-point stance. I obeyed. He stood over me and held my head down. “Try to raise up,” he barked. Of course, I couldn’t. Nor could I resist to tell him that holding wasn’t allowed and that I’d battle and knock my opponent to the ground if they ever attempted to hold me.

He wasn’t amused. I was. As were my teammates. But the lesson was never lost on me, the body follows the head.

Businesses follow their leaders. Grass roots efforts are almost never positive. I’ve seen insurrection rise up from the grass roots. I’ve never personally seen a business built into a success from the grass roots. Without intervention, weeds come up more easily than grass.

That’s why all my work starts with the head and getting the foundational principles established.
I’ve learned the hard way that when the leaders of a company don’t have proper focus on dazzling their clients, then I can’t help them.

I never assume there’s a devotion to spectacular client or customer experiences. Talk is cheap and everybody talks a good game. Very, very few make good on it because when push comes to shove, superior experiences for clients get pushed aside for something else…usually a short-term profit margin.

Here’s THE SECRET. Okay, it’s not really a secret, but you’d think it is given how few people incorporate it into their business. It’s a question.

What one thing can we do for our customers that nobody else can (or will) do for them?

About 20 years ago a friend who worked for GE invited me to join a small group of Dallas business people to meet and greet GE Chairman Jack Welch. He knew I was a big fan of Welch, even though many people reviled him as Neutron Jack.

He spoke to us briefly, and then opened the floor for questions. Herb Kelleher, then Chairman of Southwest Airlines, was present and asked, “What is GE’s strategic planning?” Being an avid reader about Welch I knew the answer, but the 5-foot nothing New Englander answered with his usual blunt flare.

“We don’t have strategic planning at GE. We just ask two questions. What can our competitors do to nail us to the wall in the next 18 months? And, what can we do to jump over them and nail them to the wall in the next 18 months? That’s our strategic planning.”

For Welch, things were pretty cut and dried. If you weren’t number 1 or 2 in market share, then you had no purpose for existing. He earned the nickname Neutron Jack because he would jettison entire companies or divisions, but leave the buildings standing. Downsized people, including executives, hated him, but by most accounts, he always warned divisional or company leaders that they were on the auction or chopping block. Welch didn’t suffer fools or market laggards.

Business building is about making up your mind. It’s about determination. It’s about fixing on what matters the most.

It’s not about WHO.

It’s about WHAT.

Systems, processes and workflow. Those are the things that can best build successful businesses. They remove excuses. They either work or they don’t. They either work well, or they don’t. They’re measurable. They remove hiding places.

That’s why most companies don’t operate that way. They’d rather spend their days asking, “Who did that?” as they look for penning the fault on somebody.

It’s easier to move people around than to do the heavy lifting of putting systems in place. It takes a lot of hard work to architect a system – whether it’s marketing or management or client follow-up – that produces predictable results over and over again.

Typically two groups of businesses have had to produce stellar results and they appear to have nothing in common: airline pilots and fast food counter help. One group is highly skilled and high compensated. The other earn minimum wage.

Both are considered failures if they only get it right 99% of the time. Pilots can kill people if they fail. Customers yell at fast food clerks if they get orders wrong. But mostly, both groups get it right because both groups work with advanced systems and processes that provide predictable success every single time.

One special person who happens to “get it” can be an outlier and perform killer business results. Like finding a four-leap clover, it can happen, but the odds aren’t favorable.

Or, systems and processes can be built that will provide predictable results every single time without fail.

Focus. Concentrate.

Without them we’re aimless. Meandering. No direction. The principle element of focus is answering the question, “Where is our place?”

Of you and your business, “Where is your place in the market?”

What’s the most important thing to you and your business?

What are your convictions — the things that drive you?

Select. Discriminate.

If everything is important, then nothing is important. You’ve got to pick and choose where you’re going to put your efforts. If you don’t, you’re going to be riddled with daily chaos. “We’re chasing our tail,” is the common refrain borne by business owners who fail to establish the priorities of proper business building.

Organize. Set up.

This is where some real heavy lifting happens. Or not. Again, walk into visit most CEO’s and ask them if they’ve got systems, processes and workflows documented and they’ll respond by telling you about job descriptions.

Nope. Not the same thing.

A job description is just a meaningless document faking it as an accountability tool. It’s an HR device, not a business-building tool. It’s a tool to beat a poor worker over the head with before we fire them.

A process is a detailed, step-by-step direction telling people what they must do, how they must do it and what result they’ll get when they do. In the hands of worker A, or worker B, or worker C — the same result is achieved if the process has been properly crafted.

Improve. Innovate.

Nothing stays ideal forever. Nothing stays fixed forever. Things change. Constraints crop up. Hurdles present themselves.

The Marines famously say, “Improvise, adapt and overcome.” We have to do that in our businesses. We can’t stand pat on our systems. That doesn’t mean we deconstruct them constantly, but we do have to revise them and make improvements.

Being dissatisfied is a quality that drives every successful business. Complacency is a killer.

Connect. Communicate.

There are no results unless there’s effective communication. No process, whether it’s marketing, selling, consulting, advising, answering, asking, telling, educating, inspiring, entertaining or correcting happens without it.

Connections and communication are often inadequate, non-existent or unclear. The result is lost sales, unhappy clients, tense situations, unhappy employees and elevated frustration.

When we touch people with effective communication it stands out and solidifies relationships. It’s how we determine who we like and who we hate.

Conclusion

Servant leadership means removing the obstacles that prevent people from delivering predictable success time and time again. It means giving people – all your people – the best chance for success. That means you provide clear instructions and great systems that serve them and your customers.

Randy

199 Servant Leadership: Is There Really Any Other Kind? Read More »

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