April 30, 2025 • 36 mins
In the premiere episode, Andrew Reed — founder of Multi-View Incorporated — offers a foundational blueprint for designing an organization that balances profit and purpose. From the tranquil mountaintop retreat known as the Awakened Forest, Reed draws on over 27 years of system-based research across 1,300 companies to illuminate the “best known success patterns” of top-performing businesses. This isn’t just theory; it’s a pragmatic deep dive into what separates the 90th percentile from the rest, from systems thinking to standardization and intelligent compensation.
What makes this episode compelling is its refusal to sell anything but ideas. With a philosophical tone and no-fluff delivery, Reed argues that exceptional results are structurally dictated — not magically willed into existence. Listeners will walk away with a broader understanding of how organizational intelligence, data-informed decision-making, and leadership humility create the conditions for excellence. This episode sets the tone for a series dedicated to directionally correct thinking for real-world transformation.
00:00 – Intro
01:08 – Meet Andrew Reed
Broadcasting from the Awakened Forest, Andrew introduces himself and the podcast’s foundation.
02:03 – Best Known Success Patterns
Why “best practices” are limited and what defines success patterns rooted in real-world data.
07:17 – Purpose, Profit & the 90th Percentile
How MultiView measures operational excellence and the value of aiming for the top 10%.
10:05 – Systems Over Talent
Results come from structure, not just people — introducing the philosophy of “system solutions.”
13:14 – Numbers Don’t Lie
On the blunt truths that data reveals about your organization — and why emotional honesty is key.
16:35 – Standardization & Accountability
Essential components of organizational integrity: setting, measuring, and enforcing standards.
18:33 – Compensation & Coherence
The underestimated power of compensation design and unifying departments to act as one.
21:22 – People Development as DNA
Outlining the four key people systems: attract, select, develop, and retain.
25:36 – Serving at the End of Life
How hospice and high-stakes work shaped MultiView’s uncompromising quality standards.
28:31 – Truth, Humility & Algorithms
Rejecting ego, fluff, and social validation — focusing on truth, humility, and value delivery.
33:17 – Pain, Doubt & Directional Correctness
Concluding with a call for humility, pattern awareness, and the courage to move toward better.
Song: If All the World Were Right - andrew reed & the liberation
Album: If All the World Were Right (Trilogy II Album 1)
Social Media Links
https://www.youtube.com/user/mvimedia
https://www.linkedin.com/company/mviteachers/?viewAsMember=true
https://www.facebook.com/multiview.incorporated
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:12):
Creating the perfect company from the
organizational experts MultiViewIncorporated. This content is
based on MVI's work with over1,300 organizations extracting
nine eighty nine data elementswith nine twenty two cross
calculations over twenty sevenyears on a monthly basis, and
(00:35):
then systematizing theoperational success patterns of
the ninetieth percentile. Ourintent is to get beyond the brag
and the boast and simply shareinsights from our experience
without manipulation or coercionto sell anything except helpful
ideas. These messages range fromintimate recordings from the
(00:58):
Awakened Forest to concerts,national conferences, and
broadcasts.
Speaker 2 (01:08):
Hello, My name's Andrew Reed, and welcome to
Creating the Perfect Company.I'm sitting here outside in the
Awakened Forest, where we haveour mountaintop retreat center
where we've trained over 10,000CEOs and executives and of
(01:29):
course, you know, worked withall of these hundreds and
hundreds of organizations. Andin this series of messages,
we're going to attempt toperhaps communicate what we call
best known success patterns. Thepatterns that we've learned
(01:49):
through the course of our workwith MollieView, basically
measuring over 1,300organizations on a monthly basis
for over twenty seven years. Ofcourse, that's dated right after
I say it.
Right? But it's from this bodyof knowledge over this period of
(02:11):
time being very pragmatic isreally the content that we
desire to share. And this ideaof best known success patterns
merits some explanation becausethere's so many consultants or
super duper people or whateverthat always say best practice,
best practice. And it's justlike any thinking person would
(02:33):
go, wait a minute. Do you havethe whole enchilada?
Are you the all being thatunderstands all things, masters
of time, space, and dimension?Of course not. So really the
best we can do as beings withfive senses to interpret the
world, the best we can do ishave best known because all
(02:53):
topics, of course, are infinite,and it's foolish or perhaps even
arrogant to indicate otherwise.The key to understanding multi
view or at least one of them isto understand patterns. And,
obviously, we want, you know,successful patterns, patterns
(03:16):
that actually work on thisplanet.
And then to be able to recognizethem and then apply them to our
respective companies andbusinesses, even from seemingly
disparate industries or businesssectors that you either want to
(03:37):
have or you want to start.Because we've helped folks
ranging from retail,agriculture, investment firms,
health care, of course. That'sprobably our main thing, both
post acute and acute. I mean,preparation, food services,
convenience stores, fuel stops,and even the music business and
(03:59):
city governments haveincorporated many of the success
patterns that we espouse. Ofcourse getting similar results,
not the same results becausethat's impossible because
there's an infinite number ofvariables in every organization.
So that always has to be kept inmind. But again, the directional
correctness is really whatyou're after. Of course, with
(04:24):
all businesses, you need a greatdesign. And the word design has
connotation of intention. Thedesign of customer delight.
That's needed in all businessesbecause without customers, you
don't have any business. Andthen then, of course, we need
the back end intelligence inorder to manage our enterprises
(04:47):
well. Now this message is whatI'll call a foundational
message. It's something that Ican refer listeners back to so
that we don't have toregurgitate and retell our story
over and over ad nauseam. We canjust say, hey, listen to episode
one.
And we don't have to present ourcredentials or certificates or
(05:11):
data or experience, but we canfocus on the success patterns.
And there is intelligenceinvolved here. And we take it as
fact, at least in the multi viewworld, that no two human beings
have the same consciousness.They don't have the same
intelligence or perspective, andthus the interpretation of
(05:32):
material is largely up to thehearer. And not to get too
philosophical here, but in ourview, again, the name multi
view, where does it come from?
Well, it really has to do withthis, that each human being is a
center of consciousness orsensation in a multi centered
universe, which doesn't have acenter, which is infinite. This
(05:59):
statement really goes to theheart of multi view as it
represents really all humanorganizations. We have this
collective of people each withtheir own particular view or
perception. Somehow all of theseindividuals or centers of
consciousness or sensation haveto be aimed in the same or
similar direction for theachievement of some result. And
(06:24):
such is a group enterprise.
The other thing about MultiView,the name, I mean, if you look at
the book of Proverbs, not thatI'm adhering to any particular
belief system here or whatever,It does say there is safety in
the counsel of many, meaningthat there's some significant of
organizations that have gottengreat results. There's some
(06:47):
truth to many directions. Mostof MultiView's or MVI's work has
been in the post acute caresector of health care. That is
hospice, home health, inpatient,palliative care, etc. We're
basically CPAs and systemanalysts, and we are great at
(07:13):
helping companies increase theirquality and customer delight.
We basically use six sigma ishmethods. The ones that we've
learned and used, for example,with one of our equity partners
when we were winning the MalcolmBaldridge award in our area.
It's again, it's one of the twohighest quality awards in the
(07:33):
world. Demi's award is the otherone. And when we focus on
quality, on customer delight, itnormally produces phenomenal
economic results, but it's anatural byproduct of doing
quality.
So you might say MBI is really aquality program, balancing
(07:56):
purpose and profit. I'm notsaying they're equal. I think
purpose always has to be at thetop and elevated above profit.
And then your profit is anatural byproduct of doing
purpose. And you wanna generategood profits rather than bad
profits.
And there is a difference. Ourwork is, I'll say this, profound
(08:20):
on several levels. Why? Becausewe focus on the ninetieth
percentile statistically. Again,we measure nine 80 nine day
drillments with nine twenty twocross calculations from
approximately 1,000organizations per month.
That's key. And then we look atthese and say, Hey, who's doing
(08:41):
great? Who's in that ninetiethpercentile? And then the
question is, what are theydoing? And then use our
intelligence to identify it,document it, systematize it
really for our clients.
Now, when we're focusing on thisninetieth percentile, we're
(09:03):
focusing on what? The outliers,which by definition is always a
distinct minority. It is thefew. It might be out of 5,000
organizations. It might be 10organizations.
It might be five. It might evenbe one. And so normally when
you're presenting folks withthese best known success
(09:25):
patterns, they challengeconventional wisdom. And many
listening immediately cave totheir prejudices and biases. And
this is normal.
It's expected. And frankly, itcan't be helped. The new and the
different challenge us and theelite of the world operate
(09:49):
differently, and that's just theway it is. And let me say this,
their results are normallystructurally dictated by how
they are organized and aresystematized. So we focus on
intelligence.
And in our book, intelligencecan be defined with two words,
(10:11):
pattern recognition. You'llprobably hear me saying that
quite often. MBI espouses orfocuses on system solutions
rather than people solutions.That in itself is a huge
difference because so manyorganizations focus on hiring
the right people, the keyperson, the talent that's gonna
(10:33):
save us. And truth be known,people or the people part is
only half of the business orenterprise equation.
Yes. You need great people. Butthe system solution, I'll say
for even getting great employeesand partners, that has to be
(10:56):
looked at. I mean, meticulouslylooked at. And let me make this
statement.
Your results are structurallydictated by your processes and
systems, and an average processor system can only yield an
average or mediocre result, nomore or less. You see, we're
(11:18):
living in a self balancing worldand the outputs derived come
from the quality of the inputs.So as we get down the road in
these messages, we're going togo deep and really the realities
of human behavior because whatare we? We are human beings and
human organizations servinghumans. Boy, we better get
(11:41):
human.
And how do we take know how, theproprietary methods and
practices of our organization,and get that into the DNA of
everyone that works in ourorganization? That can be
systematized. It's not justtaking a magic wand and going,
man, you got it. So, again, ourresults are structurally
(12:09):
dictated by our processes andsystem. Average processes and
systems can only yield averageresults.
And I'll just say this, we alsocan't be weenies and whiners
that that look at things and wecomplain how bad it is or
employees aren't as good todayas they used to be or anything
(12:32):
like that. All that is excuse tome. When we know we can take
nearly anybody and upgrade themand empower them to become, I
mean, much more than theyrealize where they're really
taking advantage of all thepotentials they have. And all
(12:54):
can be part of the design ofyour system, your people systems
in this case. Now I'm not heretrying to be the two by four,
but sometimes they the bruteblunt reality needs to be
confronted, does it not?
And to me, the big two by foursometimes comes in the form of
(13:18):
numbers. Your numbers don't lie.They are the truth about your
company. And I've got all kindsof leaders that get real squeamy
about this, get squishy when youtake a look at their numbers and
they go, well, you know, it'snot so bad or or, you know,
well, it's because of this.Well, Andrew, I could do
(13:38):
quality.
Had one CEO said, Andrew, weknow you have all this great
stuff at MultiView. And, youknow, and and I could do that if
I I wanted to. And I said, well,no. You couldn't. First of all,
if you know about better ways ofdoing things than your
(14:00):
organization is doing now andyou're not, you should be fired.
Your board of directors needs tohaul your ass out of here or
your posterior, if we wanna sayit more politely. And secondly,
you don't do it probably becauseyou emotionally can't pull the
trigger, or you might languageit as you lack the courage to
(14:25):
make those types of moves. Ofcourse, you know, you win over
clients with such language andall that. But your numbers are
your truth, whether they'regood, bad, or mediocre. And in
(14:45):
the MBI world, the numbers arereally your road map to be able
to precisely direct energy andresources.
And it is always in thatsequence, energy first and then
resources. Because you can have,for example, a pile of money,
millions of dollars. And ifthere's no direction of those
(15:07):
resources, it doesn't go anyplace. And so having the energy,
and you could say it's thehealth or whatever, to be able
to say, here's where we're atand here's where we need to
direct those resources or asset.And those are important points
about MBI.
(15:27):
The numbers tell us where to goto work. So you organize your
financial statements anddifferent quantification of your
business in a way that you caneasily see where your potholes
are. And then what do you do?You go to work. You go to work
(15:50):
doing what?
Discovering best known successpatterns. And you can get them
all over the place. You can getthem from other people in your
industry or business sector. Youcan get them from observing
things like nature, or you canget them from companies that
(16:12):
study this, such as MultiView.But the job of a leader is to
know where your potholes are,and then you go on the search to
find the best known way of doingit and then having the courage
to actually get thoseinitiatives implemented.
(16:35):
Now, what are some of the topicsin this series of messages that
we're going to be talking about?Well, let's go through this.
It'll include, of course,understanding the nature of best
known success patterns, visionnaming and branding, accurate
thinking because it's foolish tohave unrealistic ideas about how
(17:00):
to organize a business.Understanding standardization
and accountability. And onething that we're going to find
out is that accountability isreally where the action happens.
Because if you can havestandards and all this set for
an organization, you can havethe placards out there. But if
(17:22):
someone chooses either willfullyor ignorantly not to do one of
the standards, what are therepercussions? What are the
consequences? There has to be anelement of pain involved with
not doing the standards.Otherwise, valves are broken.
Promises are broken. Whatmarketing's promising is not
(17:44):
done by operations and badresult. So understanding
standardization andaccountability. And the other
thing about we can talk aboutstandardization. Most people
don't have a clue about it.
People think, oh, I know how todo that or whatever. Well, then
where are your results? Youknow? So it's about getting
(18:07):
honest and really understandingthe need for written
documentation of of processes toget beyond oral narratives, use
of visual controls or what we'llcall IRMs, image recall
mechanisms, monitoring frequentmeasurement, and of course you'd
want to add accountability andyour accountability systems in
(18:27):
there. Other topics, processes,structures, and standardization.
And of course, focusing onsystem solutions rather than
people solutions. Compensationdesign. Compensation was one of
the beginnings of MultiView, thevery first system we put in.
Again, we had a % increase inproductivity, and we've seen
(18:52):
this replicated over and overand over and over again. But
most people, they won't touchcompensation.
Oh my god. Everyone's gonnaquit. Blah blah blah. And we
have never seen that happen evenwhen they botch it up and do
roll out something's half baked.Normally, you're always gonna
(19:15):
get a better result than whatyou're getting now.
And if you're paying just salaryand hourly, I can tell you right
now, you're never going to getto the ninetieth percentile.
We've been measuring people fordecades, and I can't tell you of
a single organization that's gotto the ninetieth percentile
without having creativecompensation systems. Let's keep
(19:39):
on our topic list. Operating anorganization as an integrated
coherent whole, not silos. Wesee so many organizations and
each department, finance isdoing this, and marketing is
doing this, and ops is doingthis, and compliance is doing
this, and HR is doing you know?
And they're not aligned. We'vegot to create an integrated,
(20:03):
coherent system where the wholething operates really on a basis
of mutual reliance. So when painis felt in one part of the
organization, it's felt allover. It's not siloed off like,
Oh, I just broke my arm and I'mnot going to do anything about
it. You know, the the bodysystem doesn't work like that.
(20:24):
The natural world doesn't looklike that. Well, should we
operate an organization with anideal that doesn't align with
nature and the way the naturalworld works? Of course not. We
want the whole thing to worktogether, and of course that can
be done. Leadership, of course,always has to be mentioned.
(20:47):
It's a topic I don't like totalk about. Anyone that, I'll
say, even wants to be a leader,I hold them with great
suspicion. Normally, the bestleaders I've ever seen are folks
that don't even want the job.They just do it because they
have a vision of what can beaccomplished, and they have at
(21:12):
least some level of belief thatthat they can do it. But it's
normally based on some need thatneeds to be fulfilled.
Financial report organization,critical, so that people aren't
having to go through all thisdata and actually dissipate
focus by these huge volumes ofreports. And I think it's better
(21:37):
for the organization to reallythink through what are the
essential things. And this is aninteresting thing regarding
measurement. A lot of people tryto measure hundreds of different
things. Normally not necessary.
Because I found if you focus onthe important ones, you may have
one measure that satisfies 30 or40 other measurements that you
(21:58):
can get rid of if we focus onthe thing that's the most
important. Complaints is a greatone. Just the number of
complaints in an organization.And then there's people
development, and this is reallyprobably the big enchilada. And
I'll just say this, all peoplesystems need to be based on the
realities of human behavior.
(22:20):
So if you go into any of ourlibraries, you're gonna find
tons and tons of books on humanbehavior because that's really
what it's about. Again, we'rehuman beings and human
organizations serving humans. Wegotta get that. And an
organization, of course, is acollection of people. It's a
(22:40):
multi view.
And we break people developmentdown into the four main
processes. Our talent attractionprocesses, our talent selection
processes, our talentdevelopment processes, and our
talent retention processes. Allthose need to have really their
(23:01):
own focus. We gotta be able toattract hot dog, hot rodded
people. And then of those thatwant to get in this elite club,
how do we select them so thatwe're not wasting our time
training barren earth, peoplethat are never going to work
out?
How do we efficiently andeffectively transform them and
(23:24):
get the DNA that we want intotheir blood. And then we have to
retain them because it does usno good to train people in our
proprietary practices only tohave them leave and then
possibly use those best knownsuccess patterns against us.
(23:48):
Most of the time, they won't dothat because, first of all, they
probably didn't really grasp thesignificance of the best known
practices and, you know, they'reprobably dumb. But on the other
hand, I've seen some folks, theylooked at, you know, we would go
in and we have a service calledMagic where we go into any
(24:08):
organization that wants toincrease its consumer delight,
its customer delight or, youknow, get their back end offices
aligned or operate as thisintegrated whole. I remember one
organization that we wereworking with and I was going
through the materials And we hada couple of our magic
(24:29):
consultants there and what haveyou.
And CFO took a look at the CEOand said, this is never gonna
happen. And this gentleman wentout and just started his own
company and just made it an epicsuccess. So he just said, Okay,
(24:52):
these patterns are going to takeme where I want to go. Here's
the playbook. Bam.
So you do wanna retain yourtalent so that you don't lose
them. And once in a while, youmay have a real winner that
maybe is operating on a wholedifferent intelligence than
(25:12):
yourself and that can happen. Imean, I know that's that
happened with the Kellogg guyswhen, you know, Post came out of
that. And it's happened inmultiple industries, that's just
part of it. Much of MBI's workis profound, I might say.
(25:36):
And I think this has to do withthe large volume of work that
we've done with hospices or endof life care companies. Because,
you know, this is where thecustomers are really the
patients and families, the momsand dads, and they're in one of
(25:57):
the most vulnerable times intheir lives. They're facing the
great certainty when it's ourturn to die. And in our mind,
our thinking, our belief, thereis no room for screw ups or
service failures in thisbusiness. There are no redos.
(26:18):
It's not like we can screw upand then say, Hey, John, get
back in the body. Let's try thatagain. It's over. So we hold
such organizations to a much,much higher standard than we do
others because there's no waythat you can do it again. Our
return policy sucks.
(26:40):
However, with this said, thismeticulous consideration of the
customer experience is thedriver of our work. We've helped
organizations in so manydifferent industries, business
segments to improve suchquality. And I can't help but
believe that at the end of theday, MBI has enormous karma
(27:00):
dollars all built up as we'veserved approximately half of all
the deaths in The US populationsover the last couple decades.
They've all been touched by theperfect visit, perfect phone
interactions, all this. Becauseand you say perfect.
You know, some of you may bequestioning even the title of
this message. Perfectorganization. Andrew, that's not
(27:22):
possible. I'm saying increaseyour standards. Increase your
your thinking.
I mean, are you going say, hey,we're going to design mediocre
customer interactions? We'regoing to do, you know, mediocre
visits? I don't think so. Weneed to be committed to quality,
(27:47):
and perfect is. Now perfect letme define this.
Perfect in our world is definedas this, to the standards of the
organization. So perfect equalsto the standards of the
organization. But I'll say this,with this work in the end of
life area, this background helpsus serve any organizations who
(28:09):
genuinely wants to increasequality and create these
meaningful, impactful customerexperiences or delight, as we
like to say, and create theselong term relationships. Because
all organizations arerelationship driven. And as we
start this journey, I'm nottrying to impress you.
(28:31):
I've found that if I try toimpress people, I don't. So
we're just gonna put it outthere the way it is, be as real
and authentic as we can withoutthe brag, the advertisement, the
exaggeration. Because to us, allforms of, like, stretching
(28:51):
things is a lie. Right? And ifwe're trying to get at the truth
of things, we've got to getreal.
We've got get steely eyed. Justlike looking at our numbers,
we've got to say that's who wereally are. That's where we
really are. And when peopleembellish things, we don't get
(29:12):
at the truth. So I just put thatout there.
That's the way we go at things,whether it's a positive reality
or negative. And we're also notgoing to be needy. There's
millions of people that havethis needy thing. Subscribe.
Like me.
Blah blah blah. Well, I'm justgonna say this. The hell with
(29:35):
your algorithms. We're gonna putout quality messages or at least
ones in this format when whenthey happen. And we will be
delighted if both of ourcustomers or fans listen.
(29:57):
Oh my. So that's that. And we'rereally not trying to sell
anything here. And I I hopethat's come across abundantly.
It's really about, again,creating that better company,
that better organization.
And ultimately, what? Having abetter experience of life.
Because it really doesn't do usvery good to do all these
(30:19):
business endeavors, and we endup with a crappy life. Right? So
that's that.
And and let me just say this.This is just our variation of
perceived truths. And because,really, they're they're already
out there. And so I'm notsaying, hey. Everything here is
(30:41):
unique and has never been seenbefore.
It may be packaged a certainway. And really our job is just
to add our special flavor orspice to it. And hopefully it'll
appeal to some segment of thepopulation. And as we start to
wrap this up, you may noticethat our language is normally
(31:03):
not very dictatorial, saying youmust do this, you should do
this, you should never do this,you know, all that. And
sometimes people get a bitcarried away.
And I think all of us know thatwhen people make these overly
confident statements, that it'snot quite right. So you'll hear
(31:27):
from us the word perhaps, maybe,often, I suspect, normally,
usually. This allows a bit of agap or an exception, a little
space for the unknown because,again, we just have to know that
we don't have the enchilada andbring this bit of humility to
(31:50):
things. So we try to avoid wordslike always, must, should,
never, words of certaintybecause we know we live in a
world that is obviouslyotherwise. Really, to tell you
truth, it's a combination ofboth certainty and uncertainty,
(32:11):
and there's a type of interplayor game between the two.
But, again, I would hold suspectanyone that has too much
confidence because that kindashows that person in some light
as a fool or one that, you know,maybe hasn't truly considered
things because, what, all topicsare infinite. And you always
(32:38):
have to beware of the all light,all good, all sweet people
either because they're onlygetting the half of life. The
dark side, negative, is just asuseful. I mean, the manure of a
bad tragedy or experience, a lotof times, is fuel for something
(33:02):
new, and that's just part of theecosystem of this world. And if
our words have a faint air ofauthority, that's because it's
just it's based on ourexperience.
Often hard earned lessonsinvolving pain, seas of tears,
(33:24):
and a lot of suffering. Butthat's, again, that's a
necessary ingredient ornutrient, I should say, you
know, the evolution of anyindividual as well as a company.
Pain is a great teacher. Okay.So with that said, I can't
promise you the holy grail orthat we've received some direct
(33:47):
authoritative communication withProvidence regarding the
questions or topics discussed,but I can say that we will
provide some directionalcorrectness.
And if an organization is openenough to these things, and you
might want to have yourleadership team listen to these
(34:07):
periodically, that there's againthese patterns. I'll get back to
it. That's what it's really allabout. And that directional
correctness that, Hey, there issomething to standardization.
Hey, there is something toaccountability.
Hey, there is something tocompensation. Hey, there is
something to leadershipdevelopment. And we may not know
(34:32):
exactly what to do, but if westart going in that direction,
we know that we're going to geta better result. In the back of
the Executive Conference Centeron top of the mountain, we have
a bust of Voltaire. Voltaire wasarguably one of the five
brightest human beings to everwalk on this planet.
(34:55):
And this is what he had to sayabout, quote, knowing it all. To
have doubt is an unpleasantcondition, but to be certain is
absurd. So I figure if this camefrom one of the five brightest
people to ever walk on theplanet, we certainly should have
some humility about things, andthat includes all of the
(35:20):
factors, the best known successpatterns that we need in our
organization. From a place oflove and appreciation for all
expressions of life, this isAndrew.
Speaker 1 (35:37):
We hope you are having the best day of your
life. If you need somethingfurther, just visit one of the
Multiview Incorporated websitesor contact us through social
media. Smoke signals, carrierpigeons, telepathy have not
proven reliable. All calls areanswered within three rings by a
competent real person. Thank youfor listening.
Creating the perfect company from the
organizational experts MultiViewIncorporated. This content is
based on MVI's work with over1,300 organizations extracting
nine eighty nine data elementswith nine twenty two cross
calculations over twenty sevenyears on a monthly basis, and
(00:35):
then systematizing theoperational success patterns of
the ninetieth percentile. Ourintent is to get beyond the brag
and the boast and simply shareinsights from our experience
without manipulation or coercionto sell anything except helpful
ideas. These messages range fromintimate recordings from the
(00:58):
Awakened Forest to concerts,national conferences, and
broadcasts.
Speaker 2 (01:08):
Hello, My name's Andrew Reed, and welcome to
Creating the Perfect Company.I'm sitting here outside in the
Awakened Forest, where we haveour mountaintop retreat center
where we've trained over 10,000CEOs and executives and of
(01:29):
course, you know, worked withall of these hundreds and
hundreds of organizations. Andin this series of messages,
we're going to attempt toperhaps communicate what we call
best known success patterns. Thepatterns that we've learned
(01:49):
through the course of our workwith MollieView, basically
measuring over 1,300organizations on a monthly basis
for over twenty seven years. Ofcourse, that's dated right after
I say it.
Right? But it's from this bodyof knowledge over this period of
(02:11):
time being very pragmatic isreally the content that we
desire to share. And this ideaof best known success patterns
merits some explanation becausethere's so many consultants or
super duper people or whateverthat always say best practice,
best practice. And it's justlike any thinking person would
(02:33):
go, wait a minute. Do you havethe whole enchilada?
Are you the all being thatunderstands all things, masters
of time, space, and dimension?Of course not. So really the
best we can do as beings withfive senses to interpret the
world, the best we can do ishave best known because all
(02:53):
topics, of course, are infinite,and it's foolish or perhaps even
arrogant to indicate otherwise.The key to understanding multi
view or at least one of them isto understand patterns. And,
obviously, we want, you know,successful patterns, patterns
(03:16):
that actually work on thisplanet.
And then to be able to recognizethem and then apply them to our
respective companies andbusinesses, even from seemingly
disparate industries or businesssectors that you either want to
(03:37):
have or you want to start.Because we've helped folks
ranging from retail,agriculture, investment firms,
health care, of course. That'sprobably our main thing, both
post acute and acute. I mean,preparation, food services,
convenience stores, fuel stops,and even the music business and
(03:59):
city governments haveincorporated many of the success
patterns that we espouse. Ofcourse getting similar results,
not the same results becausethat's impossible because
there's an infinite number ofvariables in every organization.
So that always has to be kept inmind. But again, the directional
correctness is really whatyou're after. Of course, with
(04:24):
all businesses, you need a greatdesign. And the word design has
connotation of intention. Thedesign of customer delight.
That's needed in all businessesbecause without customers, you
don't have any business. Andthen then, of course, we need
the back end intelligence inorder to manage our enterprises
(04:47):
well. Now this message is whatI'll call a foundational
message. It's something that Ican refer listeners back to so
that we don't have toregurgitate and retell our story
over and over ad nauseam. We canjust say, hey, listen to episode
one.
And we don't have to present ourcredentials or certificates or
(05:11):
data or experience, but we canfocus on the success patterns.
And there is intelligenceinvolved here. And we take it as
fact, at least in the multi viewworld, that no two human beings
have the same consciousness.They don't have the same
intelligence or perspective, andthus the interpretation of
(05:32):
material is largely up to thehearer. And not to get too
philosophical here, but in ourview, again, the name multi
view, where does it come from?
Well, it really has to do withthis, that each human being is a
center of consciousness orsensation in a multi centered
universe, which doesn't have acenter, which is infinite. This
(05:59):
statement really goes to theheart of multi view as it
represents really all humanorganizations. We have this
collective of people each withtheir own particular view or
perception. Somehow all of theseindividuals or centers of
consciousness or sensation haveto be aimed in the same or
similar direction for theachievement of some result. And
(06:24):
such is a group enterprise.
The other thing about MultiView,the name, I mean, if you look at
the book of Proverbs, not thatI'm adhering to any particular
belief system here or whatever,It does say there is safety in
the counsel of many, meaningthat there's some significant of
organizations that have gottengreat results. There's some
(06:47):
truth to many directions. Mostof MultiView's or MVI's work has
been in the post acute caresector of health care. That is
hospice, home health, inpatient,palliative care, etc. We're
basically CPAs and systemanalysts, and we are great at
(07:13):
helping companies increase theirquality and customer delight.
We basically use six sigma ishmethods. The ones that we've
learned and used, for example,with one of our equity partners
when we were winning the MalcolmBaldridge award in our area.
It's again, it's one of the twohighest quality awards in the
(07:33):
world. Demi's award is the otherone. And when we focus on
quality, on customer delight, itnormally produces phenomenal
economic results, but it's anatural byproduct of doing
quality.
So you might say MBI is really aquality program, balancing
(07:56):
purpose and profit. I'm notsaying they're equal. I think
purpose always has to be at thetop and elevated above profit.
And then your profit is anatural byproduct of doing
purpose. And you wanna generategood profits rather than bad
profits.
And there is a difference. Ourwork is, I'll say this, profound
(08:20):
on several levels. Why? Becausewe focus on the ninetieth
percentile statistically. Again,we measure nine 80 nine day
drillments with nine twenty twocross calculations from
approximately 1,000organizations per month.
That's key. And then we look atthese and say, Hey, who's doing
(08:41):
great? Who's in that ninetiethpercentile? And then the
question is, what are theydoing? And then use our
intelligence to identify it,document it, systematize it
really for our clients.
Now, when we're focusing on thisninetieth percentile, we're
(09:03):
focusing on what? The outliers,which by definition is always a
distinct minority. It is thefew. It might be out of 5,000
organizations. It might be 10organizations.
It might be five. It might evenbe one. And so normally when
you're presenting folks withthese best known success
(09:25):
patterns, they challengeconventional wisdom. And many
listening immediately cave totheir prejudices and biases. And
this is normal.
It's expected. And frankly, itcan't be helped. The new and the
different challenge us and theelite of the world operate
(09:49):
differently, and that's just theway it is. And let me say this,
their results are normallystructurally dictated by how
they are organized and aresystematized. So we focus on
intelligence.
And in our book, intelligencecan be defined with two words,
(10:11):
pattern recognition. You'llprobably hear me saying that
quite often. MBI espouses orfocuses on system solutions
rather than people solutions.That in itself is a huge
difference because so manyorganizations focus on hiring
the right people, the keyperson, the talent that's gonna
(10:33):
save us. And truth be known,people or the people part is
only half of the business orenterprise equation.
Yes. You need great people. Butthe system solution, I'll say
for even getting great employeesand partners, that has to be
(10:56):
looked at. I mean, meticulouslylooked at. And let me make this
statement.
Your results are structurallydictated by your processes and
systems, and an average processor system can only yield an
average or mediocre result, nomore or less. You see, we're
(11:18):
living in a self balancing worldand the outputs derived come
from the quality of the inputs.So as we get down the road in
these messages, we're going togo deep and really the realities
of human behavior because whatare we? We are human beings and
human organizations servinghumans. Boy, we better get
(11:41):
human.
And how do we take know how, theproprietary methods and
practices of our organization,and get that into the DNA of
everyone that works in ourorganization? That can be
systematized. It's not justtaking a magic wand and going,
man, you got it. So, again, ourresults are structurally
(12:09):
dictated by our processes andsystem. Average processes and
systems can only yield averageresults.
And I'll just say this, we alsocan't be weenies and whiners
that that look at things and wecomplain how bad it is or
employees aren't as good todayas they used to be or anything
(12:32):
like that. All that is excuse tome. When we know we can take
nearly anybody and upgrade themand empower them to become, I
mean, much more than theyrealize where they're really
taking advantage of all thepotentials they have. And all
(12:54):
can be part of the design ofyour system, your people systems
in this case. Now I'm not heretrying to be the two by four,
but sometimes they the bruteblunt reality needs to be
confronted, does it not?
And to me, the big two by foursometimes comes in the form of
(13:18):
numbers. Your numbers don't lie.They are the truth about your
company. And I've got all kindsof leaders that get real squeamy
about this, get squishy when youtake a look at their numbers and
they go, well, you know, it'snot so bad or or, you know,
well, it's because of this.Well, Andrew, I could do
(13:38):
quality.
Had one CEO said, Andrew, weknow you have all this great
stuff at MultiView. And, youknow, and and I could do that if
I I wanted to. And I said, well,no. You couldn't. First of all,
if you know about better ways ofdoing things than your
(14:00):
organization is doing now andyou're not, you should be fired.
Your board of directors needs tohaul your ass out of here or
your posterior, if we wanna sayit more politely. And secondly,
you don't do it probably becauseyou emotionally can't pull the
trigger, or you might languageit as you lack the courage to
(14:25):
make those types of moves. Ofcourse, you know, you win over
clients with such language andall that. But your numbers are
your truth, whether they'regood, bad, or mediocre. And in
(14:45):
the MBI world, the numbers arereally your road map to be able
to precisely direct energy andresources.
And it is always in thatsequence, energy first and then
resources. Because you can have,for example, a pile of money,
millions of dollars. And ifthere's no direction of those
(15:07):
resources, it doesn't go anyplace. And so having the energy,
and you could say it's thehealth or whatever, to be able
to say, here's where we're atand here's where we need to
direct those resources or asset.And those are important points
about MBI.
(15:27):
The numbers tell us where to goto work. So you organize your
financial statements anddifferent quantification of your
business in a way that you caneasily see where your potholes
are. And then what do you do?You go to work. You go to work
(15:50):
doing what?
Discovering best known successpatterns. And you can get them
all over the place. You can getthem from other people in your
industry or business sector. Youcan get them from observing
things like nature, or you canget them from companies that
(16:12):
study this, such as MultiView.But the job of a leader is to
know where your potholes are,and then you go on the search to
find the best known way of doingit and then having the courage
to actually get thoseinitiatives implemented.
(16:35):
Now, what are some of the topicsin this series of messages that
we're going to be talking about?Well, let's go through this.
It'll include, of course,understanding the nature of best
known success patterns, visionnaming and branding, accurate
thinking because it's foolish tohave unrealistic ideas about how
(17:00):
to organize a business.Understanding standardization
and accountability. And onething that we're going to find
out is that accountability isreally where the action happens.
Because if you can havestandards and all this set for
an organization, you can havethe placards out there. But if
(17:22):
someone chooses either willfullyor ignorantly not to do one of
the standards, what are therepercussions? What are the
consequences? There has to be anelement of pain involved with
not doing the standards.Otherwise, valves are broken.
Promises are broken. Whatmarketing's promising is not
(17:44):
done by operations and badresult. So understanding
standardization andaccountability. And the other
thing about we can talk aboutstandardization. Most people
don't have a clue about it.
People think, oh, I know how todo that or whatever. Well, then
where are your results? Youknow? So it's about getting
(18:07):
honest and really understandingthe need for written
documentation of of processes toget beyond oral narratives, use
of visual controls or what we'llcall IRMs, image recall
mechanisms, monitoring frequentmeasurement, and of course you'd
want to add accountability andyour accountability systems in
(18:27):
there. Other topics, processes,structures, and standardization.
And of course, focusing onsystem solutions rather than
people solutions. Compensationdesign. Compensation was one of
the beginnings of MultiView, thevery first system we put in.
Again, we had a % increase inproductivity, and we've seen
(18:52):
this replicated over and overand over and over again. But
most people, they won't touchcompensation.
Oh my god. Everyone's gonnaquit. Blah blah blah. And we
have never seen that happen evenwhen they botch it up and do
roll out something's half baked.Normally, you're always gonna
(19:15):
get a better result than whatyou're getting now.
And if you're paying just salaryand hourly, I can tell you right
now, you're never going to getto the ninetieth percentile.
We've been measuring people fordecades, and I can't tell you of
a single organization that's gotto the ninetieth percentile
without having creativecompensation systems. Let's keep
(19:39):
on our topic list. Operating anorganization as an integrated
coherent whole, not silos. Wesee so many organizations and
each department, finance isdoing this, and marketing is
doing this, and ops is doingthis, and compliance is doing
this, and HR is doing you know?
And they're not aligned. We'vegot to create an integrated,
(20:03):
coherent system where the wholething operates really on a basis
of mutual reliance. So when painis felt in one part of the
organization, it's felt allover. It's not siloed off like,
Oh, I just broke my arm and I'mnot going to do anything about
it. You know, the the bodysystem doesn't work like that.
(20:24):
The natural world doesn't looklike that. Well, should we
operate an organization with anideal that doesn't align with
nature and the way the naturalworld works? Of course not. We
want the whole thing to worktogether, and of course that can
be done. Leadership, of course,always has to be mentioned.
(20:47):
It's a topic I don't like totalk about. Anyone that, I'll
say, even wants to be a leader,I hold them with great
suspicion. Normally, the bestleaders I've ever seen are folks
that don't even want the job.They just do it because they
have a vision of what can beaccomplished, and they have at
(21:12):
least some level of belief thatthat they can do it. But it's
normally based on some need thatneeds to be fulfilled.
Financial report organization,critical, so that people aren't
having to go through all thisdata and actually dissipate
focus by these huge volumes ofreports. And I think it's better
(21:37):
for the organization to reallythink through what are the
essential things. And this is aninteresting thing regarding
measurement. A lot of people tryto measure hundreds of different
things. Normally not necessary.
Because I found if you focus onthe important ones, you may have
one measure that satisfies 30 or40 other measurements that you
(21:58):
can get rid of if we focus onthe thing that's the most
important. Complaints is a greatone. Just the number of
complaints in an organization.And then there's people
development, and this is reallyprobably the big enchilada. And
I'll just say this, all peoplesystems need to be based on the
realities of human behavior.
(22:20):
So if you go into any of ourlibraries, you're gonna find
tons and tons of books on humanbehavior because that's really
what it's about. Again, we'rehuman beings and human
organizations serving humans. Wegotta get that. And an
organization, of course, is acollection of people. It's a
(22:40):
multi view.
And we break people developmentdown into the four main
processes. Our talent attractionprocesses, our talent selection
processes, our talentdevelopment processes, and our
talent retention processes. Allthose need to have really their
(23:01):
own focus. We gotta be able toattract hot dog, hot rodded
people. And then of those thatwant to get in this elite club,
how do we select them so thatwe're not wasting our time
training barren earth, peoplethat are never going to work
out?
How do we efficiently andeffectively transform them and
(23:24):
get the DNA that we want intotheir blood. And then we have to
retain them because it does usno good to train people in our
proprietary practices only tohave them leave and then
possibly use those best knownsuccess patterns against us.
(23:48):
Most of the time, they won't dothat because, first of all, they
probably didn't really grasp thesignificance of the best known
practices and, you know, they'reprobably dumb. But on the other
hand, I've seen some folks, theylooked at, you know, we would go
in and we have a service calledMagic where we go into any
(24:08):
organization that wants toincrease its consumer delight,
its customer delight or, youknow, get their back end offices
aligned or operate as thisintegrated whole. I remember one
organization that we wereworking with and I was going
through the materials And we hada couple of our magic
(24:29):
consultants there and what haveyou.
And CFO took a look at the CEOand said, this is never gonna
happen. And this gentleman wentout and just started his own
company and just made it an epicsuccess. So he just said, Okay,
(24:52):
these patterns are going to takeme where I want to go. Here's
the playbook. Bam.
So you do wanna retain yourtalent so that you don't lose
them. And once in a while, youmay have a real winner that
maybe is operating on a wholedifferent intelligence than
(25:12):
yourself and that can happen. Imean, I know that's that
happened with the Kellogg guyswhen, you know, Post came out of
that. And it's happened inmultiple industries, that's just
part of it. Much of MBI's workis profound, I might say.
(25:36):
And I think this has to do withthe large volume of work that
we've done with hospices or endof life care companies. Because,
you know, this is where thecustomers are really the
patients and families, the momsand dads, and they're in one of
(25:57):
the most vulnerable times intheir lives. They're facing the
great certainty when it's ourturn to die. And in our mind,
our thinking, our belief, thereis no room for screw ups or
service failures in thisbusiness. There are no redos.
(26:18):
It's not like we can screw upand then say, Hey, John, get
back in the body. Let's try thatagain. It's over. So we hold
such organizations to a much,much higher standard than we do
others because there's no waythat you can do it again. Our
return policy sucks.
(26:40):
However, with this said, thismeticulous consideration of the
customer experience is thedriver of our work. We've helped
organizations in so manydifferent industries, business
segments to improve suchquality. And I can't help but
believe that at the end of theday, MBI has enormous karma
(27:00):
dollars all built up as we'veserved approximately half of all
the deaths in The US populationsover the last couple decades.
They've all been touched by theperfect visit, perfect phone
interactions, all this. Becauseand you say perfect.
You know, some of you may bequestioning even the title of
this message. Perfectorganization. Andrew, that's not
(27:22):
possible. I'm saying increaseyour standards. Increase your
your thinking.
I mean, are you going say, hey,we're going to design mediocre
customer interactions? We'regoing to do, you know, mediocre
visits? I don't think so. Weneed to be committed to quality,
(27:47):
and perfect is. Now perfect letme define this.
Perfect in our world is definedas this, to the standards of the
organization. So perfect equalsto the standards of the
organization. But I'll say this,with this work in the end of
life area, this background helpsus serve any organizations who
(28:09):
genuinely wants to increasequality and create these
meaningful, impactful customerexperiences or delight, as we
like to say, and create theselong term relationships. Because
all organizations arerelationship driven. And as we
start this journey, I'm nottrying to impress you.
(28:31):
I've found that if I try toimpress people, I don't. So
we're just gonna put it outthere the way it is, be as real
and authentic as we can withoutthe brag, the advertisement, the
exaggeration. Because to us, allforms of, like, stretching
(28:51):
things is a lie. Right? And ifwe're trying to get at the truth
of things, we've got to getreal.
We've got get steely eyed. Justlike looking at our numbers,
we've got to say that's who wereally are. That's where we
really are. And when peopleembellish things, we don't get
(29:12):
at the truth. So I just put thatout there.
That's the way we go at things,whether it's a positive reality
or negative. And we're also notgoing to be needy. There's
millions of people that havethis needy thing. Subscribe.
Like me.
Blah blah blah. Well, I'm justgonna say this. The hell with
(29:35):
your algorithms. We're gonna putout quality messages or at least
ones in this format when whenthey happen. And we will be
delighted if both of ourcustomers or fans listen.
(29:57):
Oh my. So that's that. And we'rereally not trying to sell
anything here. And I I hopethat's come across abundantly.
It's really about, again,creating that better company,
that better organization.
And ultimately, what? Having abetter experience of life.
Because it really doesn't do usvery good to do all these
(30:19):
business endeavors, and we endup with a crappy life. Right? So
that's that.
And and let me just say this.This is just our variation of
perceived truths. And because,really, they're they're already
out there. And so I'm notsaying, hey. Everything here is
(30:41):
unique and has never been seenbefore.
It may be packaged a certainway. And really our job is just
to add our special flavor orspice to it. And hopefully it'll
appeal to some segment of thepopulation. And as we start to
wrap this up, you may noticethat our language is normally
(31:03):
not very dictatorial, saying youmust do this, you should do
this, you should never do this,you know, all that. And
sometimes people get a bitcarried away.
And I think all of us know thatwhen people make these overly
confident statements, that it'snot quite right. So you'll hear
(31:27):
from us the word perhaps, maybe,often, I suspect, normally,
usually. This allows a bit of agap or an exception, a little
space for the unknown because,again, we just have to know that
we don't have the enchilada andbring this bit of humility to
(31:50):
things. So we try to avoid wordslike always, must, should,
never, words of certaintybecause we know we live in a
world that is obviouslyotherwise. Really, to tell you
truth, it's a combination ofboth certainty and uncertainty,
(32:11):
and there's a type of interplayor game between the two.
But, again, I would hold suspectanyone that has too much
confidence because that kindashows that person in some light
as a fool or one that, you know,maybe hasn't truly considered
things because, what, all topicsare infinite. And you always
(32:38):
have to beware of the all light,all good, all sweet people
either because they're onlygetting the half of life. The
dark side, negative, is just asuseful. I mean, the manure of a
bad tragedy or experience, a lotof times, is fuel for something
(33:02):
new, and that's just part of theecosystem of this world. And if
our words have a faint air ofauthority, that's because it's
just it's based on ourexperience.
Often hard earned lessonsinvolving pain, seas of tears,
(33:24):
and a lot of suffering. Butthat's, again, that's a
necessary ingredient ornutrient, I should say, you
know, the evolution of anyindividual as well as a company.
Pain is a great teacher. Okay.So with that said, I can't
promise you the holy grail orthat we've received some direct
(33:47):
authoritative communication withProvidence regarding the
questions or topics discussed,but I can say that we will
provide some directionalcorrectness.
And if an organization is openenough to these things, and you
might want to have yourleadership team listen to these
(34:07):
periodically, that there's againthese patterns. I'll get back to
it. That's what it's really allabout. And that directional
correctness that, Hey, there issomething to standardization.
Hey, there is something toaccountability.
Hey, there is something tocompensation. Hey, there is
something to leadershipdevelopment. And we may not know
(34:32):
exactly what to do, but if westart going in that direction,
we know that we're going to geta better result. In the back of
the Executive Conference Centeron top of the mountain, we have
a bust of Voltaire. Voltaire wasarguably one of the five
brightest human beings to everwalk on this planet.
(34:55):
And this is what he had to sayabout, quote, knowing it all. To
have doubt is an unpleasantcondition, but to be certain is
absurd. So I figure if this camefrom one of the five brightest
people to ever walk on theplanet, we certainly should have
some humility about things, andthat includes all of the
(35:20):
factors, the best known successpatterns that we need in our
organization. From a place oflove and appreciation for all
expressions of life, this isAndrew.
Speaker 1 (35:37):
We hope you are having the best day of your
life. If you need somethingfurther, just visit one of the
Multiview Incorporated websitesor contact us through social
media. Smoke signals, carrierpigeons, telepathy have not
proven reliable. All calls areanswered within three rings by a
competent real person. Thank youfor listening.
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