May 1, 2025 • 27 mins
What separates the 90th percentile from the rest? In this episode, Andrew Reed explores what it truly means to be an Outlier — not by personality, pedigree, or raw talent, but by the consistent application of what MVI calls the “Best-Known Success Patterns.” These are not theories or trends, but proven behaviors and structures observed in elite individuals and organizations over decades of research and practice.
Best-Know Success Pattern (BKSPs) is what MVI is about! We measure 989 data-elements, with 922 cross-calcuations from 1,000 companies on a monthly basis! Then, FOCUS on the 90th percentile to see WHO is operating at the highest levels…then we study, document and communicate this to our clients! BKSPs are always accomplished by a minority of companies statistically and by definition. They are OUTLIERS, living in the extremity of the normally distributed Bell-Curve. The practices can be radically different or subtle. However, they are NEVER popular…at least at first… So being an Outliner is a lonely place! It takes courage! But this is the PRICE of accomplishment and being a real Leader!
This message isn’t about shortcuts — it’s about learning to recognize the "patterns" that work and aligning your life and company with them.
Chapter Markers
(00:00) – Intro
(01:09) – What Is an Outlier?
Why humans crave uniqueness — and how to aim beyond average.
(02:00) – Patterns Over Randomness
Nature doesn’t operate randomly — and neither do great companies.
(04:06) – Pattern Recognition = Intelligence
Learning to read the rhythms of success to make better decisions.
(06:44) – The 3 Traits of 90th Percentile Organizations
People development, meaning, and compensation done differently.
(10:18) – The Bell Curve & The Will to Lead
Why average is always crowded — and how to move to the edges.
(12:22) – The Three Phases of Innovation
Ridicule. Contempt. Acceptance. Why most best practices get rejected before embraced.
(17:34) – Why We Resist What Works
Unfamiliarity, fear, energy, and the ego — the enemies of adoption.
(21:15) – Success Isn’t Permanent
Even great systems erode without constant reinforcement and clarity of purpose.
(24:56) – MVI Magic Services & Practical Accountability
How Multi-View helps embed best practices into organizational DNA.
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
https://www.instagram.com/multi.viewinc/?hl=en
MVI Phone #: (828) 698-5885
Click here to view the episode transcript.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:16):
MultiView Inc. This content is based on MVI's work
with over 1,300 organizationsextracting nine eighty nine data
elements with nine twenty twocross calculations over twenty
seven years on a monthly basis,and then systematizing the
(00:37):
operational success patterns ofthe ninetieth percentile. Our
intent is to get beyond the bragand the boast and simply share
insights from our experiencewithout manipulation or coercion
to sell anything except helpfulideas. These messages range from
intimate recordings from theAwakened Forest to concerts,
(01:00):
national conferences, andbroadcasts.
Speaker 2 (01:09):
Here we are this morning in the Awakened Forest
and I'm at the cabin, and we'regonna be talking about the topic
of outliers and understandingthe nature of best known success
patterns. Now this topic ofbeing an outlier is appealing.
Most human beings on anindividual level as well as on
(01:33):
an organizational level want tofeel unique, special. And of
course, I think that's good.That's motivation that drives
us.
So that's great. And then thisidea of best known success
patterns. A lot of fancyconsultants and what have you
refer to best practice. And tome, that seems a bit arrogant
(01:58):
and unconsidered. Why?
Because best kinda says, hey,I've got the whole enchilada
here. I have completeunderstanding of this topic,
which in truth, most of us inour honest moments realize that
all topics are infinite. Here weare, a being with five senses to
interpret the world, and there'sa lot going on that we don't
(02:20):
know about. So there needs to bethis degree of humility thrown
into the mix. And then apractice.
A practice is really a pattern.And if we spend any time in
nature, which to me is the truthabout how life operates on this
planet, we observe that it is asystem of patterns and that
(02:43):
random does not exist. Now thatstartles some people, that
comment, that random does notexist. That is a human idea that
that we language. But thinkabout it.
A meteor that hits the earththat extinguishes a third of all
life happens. It just doesn'thappen that frequently. This
(03:06):
planet, this globe is pittedwith all kinds of evidence of
meteorites slamming into thisworld with great catastrophic
damage, but it just doesn'thappen that frequently. Or even
when you are riding in yourautomobile and you have a fender
(03:30):
bender. Well, that's not random.
It happens. It happens thousandsof times a day, just not to you.
So if we can get with thatnature is a system of patterns
and that random does not exist,and we learn to flow with the
patterns rather than rail orprotest against the patterns,
(03:52):
the more success we're gonnahave on this planet. In fact,
intelligence, as we define it,is really just two words,
pattern recognition. Patternrecognition.
So the question is, can we havethe intelligence to recognize
these patterns, the fast movingpatterns, the slow moving
(04:14):
patterns? And these patterns, orthe recognition of these
patterns, has great value,survival value, profit value,
success value. If you realizethere's these things called
seasons that happen and there'sthis time when there's lots of
food and later on there's not somuch, and then there's none at
(04:40):
all. Well, you can go, maybe Ishouldn't eat up all my nuts.
Maybe I should hold a few back.
That's intelligence. So gettingwith the patterns of life,
that's that's the ticket. Solet's go deeper into this this
(05:03):
morning. And of course, in themulti view world, we measure 989
data elements with 922 crosscalculations from approximately
a thousand companies everymonth. So everything that we
talk about really has beenquantified.
(05:24):
But even with that said, we haveto realize that the best known
success patterns are happeningin relatively few organizations.
Okay? And almost everything, atleast that can be measured, can
be put on a normally distributedbell curve. And of course, in
the middle, we have the fiftiethpercentile. This is your average
(05:45):
or your typical or what we'dcall the mean, the mode, the
median, or what we might say theherd or the huddle masses.
This is where all of themeasures of central tendency
converge. And this is usefulbecause with this knowledge of
the fiftieth percentile, we havea basis of really being a
(06:11):
professional in whatever fieldor industry we're in. Because
with this, we can say, Hey,that's a high cost, that's a low
cost, that's high quality,that's low quality. That's
always good to have. So atminimum, to be a legitimate
professional, we have to havethis understanding of the
fiftieth percentile.
(06:32):
Okay? The herd, the huddledmasses. But that's not where we
want to live. We want to live inthe extremities of the bell
curve. We wanna be in thateightieth, ninetieth percentile.
We don't wanna be average. Andthat's good, that's great
motivation, and says a lot forour species. Now, there are
three things or characteristicswe know about these
(06:56):
organizations that operate inthe ninetieth percentile. First,
they all use unique and powerfulmethods of people development.
And you'll hear me talk aboutpeople development a lot.
Why? Because we are humans inhuman organizations serving
humans. We better get human.Okay? So for example, their
(07:19):
training systems would beradically different.
They wouldn't have orientationor orientation, the cure for
insomnia. They would havefantastic training systems,
what? Based on the realities ofhuman behavior, nature, all
those realities. Okay, so thefirst characteristic, they use
unique and powerful methods ofpeople development. Second,
(07:43):
normally there are organizationsthat have meaning or cultivate
meaning and purpose in theworkplace.
In some organizations, like inthe field of post acute care,
especially hospice, home health,highly spiritual organizations.
If you're making cars or likeMultiView, customer service and
(08:04):
really being helpful to ourfellow humans, that's part of
it, just an innate goodness. Butthere's something in there, some
driver that provides, again,motivation rather than just,
hey. Just making money orwhatever because that runs out
after a while for anyone that'sdone it for a while, has
(08:25):
accumulated a little bit, andsuddenly it's like, well, is
that it? Okay.
So meaning and purpose. And thenthe third element of these
organizations that operate inthe ninth percentile is that
they have unique and differentcompensation practices. It's
normally just not hourly andsalaries and all these things
(08:49):
that are just so common. Theywould have incentives as well as
disincentives. That is the painelement is brought into it that,
hey, if standards are notupheld, this is what happens.
It's painful. As well as, hey,you do good here. You look at
your paycheck. Hey, that workedout well. Because why?
(09:10):
Sitting here in nature like I amright now, again, we see this
system of patterns, and it is asystem of incentives and
disincentives And kinda gettingokay that if we want a result in
our organization, createincentive. If we don't want
(09:32):
something to happen, create adisincentive. And that's the way
the world works. The naturalworld is a meritocracy. And if
mama bird doesn't go out and getthe worm, baby birds don't get
fed.
And that's the way it is. Withthat said, we're giving some
(09:53):
things just easily like air, andI'm sitting in sunshine. So
those are conditions of successare just provided with really no
effort. So there's a little ofthe both going on here.
Regarding this bell curve, onething to keep in mind is that
(10:14):
the bell curve is always withus.
And why is that important?Because the herd is slow. So as
we're talking about best knownsuccess patterns, recognize that
once you start doing this stuff,you know, sometimes people have
fear that, hey, everyone's gonnastart doing this. Well, I'm here
(10:35):
to inform you that the herd isslow to pick up. Fear will hold
them back because whenever youdo things that are new, it's
scary.
There's a lot of fear. Thingscould go bad. And so you do
this, and once you I'll saythis, get more and more
comfortable doing things thatthe outliers do, that is that
(10:57):
ninetieth percentile, you get sofar in front of folks, they
can't even see your dust. Andthe other thing about the bell
curve is that you get to choosewhere you are on it. That's a
product of your will.
So the point is never focus onthe mediocre majority. Now with
(11:24):
this said, we have to know whatthe fiftieth percentile are
doing. So let's get back to thatbell curve. Why is that
important? Because in order tohave any legitimate claim of
being a true professional in anyfield or industry, one has to
know what average or typical is.
(11:45):
And what can we do with suchknowledge? We can look at
something and say, That is lowcost, or that is high cost, or
that is low quality, or that ishigh quality, or that is
success. So this measurement ofthings that actually can be
measured that are on thatnormally distributed bell curve,
(12:07):
That 50 percentile is importantto know, even if we don't want
to live there. So understandingthe nature of best known success
patterns. Virtually all bestknown
patterns. Success patterns andinnovations will pass through
normally three stages. And let'stake penicillin for an example.
(12:32):
Okay, this guy develops this,and it takes him like a decade
for people to accept that itworks. I mean, they could give
it to people and watch people becured right in front of them and
they still wouldn't use it. Andthis happens in the medical
field, it happens inmanufacturing, anything that is
(12:57):
again new and different is justgoing to be fought against
normally until it's time forthat idea to to blossom or the
acceptance.
Or the idea that the world isnot flat. That took a little
time to get over. Or even theidea that washing of your hands
decreases infections. This guywent to his grave. And then
(13:19):
finally, he's saying, you know,he there he had a point.
But that is the human reality.Human beings normally take quite
a bit of time to accept the new.And these three stages, what's
the first stage? Ridicule. Yougotta be kidding me.
(13:44):
Like in the multi view world, wehave something called the
perfect visit. We're dedicatedto customer service and being
just meticulous in the care andreally looking at things from an
emotional basis as to what thatcustomer is going to experience.
Well you bring something likethat out and the first thing,
well you can't do this. I've hadnurses, physicians, or whatever
(14:07):
just get upset that, oh, you'regoing to bring a process, a
structure to this to increasethe overall consistency or
quality of the experience wherewe can go thousands of
interactions without a singlescrew up or complaint because
that's the reality of what we'veable to achieve. And people will
(14:30):
laugh at you and say, well,that's that's just hot air.
Or this idea that we don't usebudgets. Here, I am a CPA,
system analyst, worked with, youknow, again, these
organizations, 1,300 of them atthis point. And for ongoing
operations, we don't usebudgets. We use percentages of
(14:52):
revenue. Now budget has greatutility value, especially in
building projects, things of alimited duration.
But for ongoing operations,we're not counting up every Feet
that you need or whatever.That's the job of that
department, and all they have todo is have laser beam focus on
that percentage of revenue, andthen they get a piece of beating
(15:17):
it and not going 1¢ over, butit's up to them to use their
creativity. Again, you'regetting a glimpse into the multi
view world there, but when yousay, hey, we don't use budgets,
at least for ongoing operations,I mean, talk about the scowls
(15:38):
and heckling. I mean, I've beenin front of audiences, and and
you can just feel peopledropping over. That is the
degree of pushback that you get.
Or when we talk aboutcompensation, there's another
hot button that, hey, we don'tpay people just salary and
hourly. There's more creativeways you can incentivize people
(15:58):
to get the results that youwant. And then it's just like,
no, that's crazy talk. Eventhough we all kinda get it on
some level that there'ssomething to it. So the first
stage is ridicule of best knownsuccess patterns.
The next stage is contempt.Instead of just, you know, oh,
(16:22):
Andrew, you know, know, yours isgood humor, and we enjoy
listening to you talk. You know?That's the first phase. The next
one is they just hate your gods.
You know, God, this is this isevil, and, you know, they'll
come off as some moralisticjustification. I'm always
surprised that, again, the humancapacity for self justification
(16:44):
is infinite. Well, we're doingthis because we've done it
always and it's working for usnow and blah blah. Anyway, so
there's this going intocontempt. And then the third
phase of best known successpatterns is acceptance.
Well, of course, you wouldn'tuse a budget, but rather a model
(17:06):
for monitoring ongoingoperations. Of course, you would
use enlightened compensation foryour people to get the results
you want. Of course, you wouldperfectly design the customer
experience to create absolutedelight and repeat business and
(17:27):
loyal customers. Of course, youwould do this. And there it is,
the three phases.
And I guess we have to say, why?Why do people often have such a
difficult or hard timeimplementing best known success
patterns? And I think the firstthing is just unfamiliarity.
(17:49):
Know, humans tend to gravitateto the familiar and the
comfortable. We are habitcreatures.
And new habits or thinking takeeffort and often courage, even
if the new practice or patternis easier. I think another
reason is just lack ofconfidence or belief in the
(18:11):
practices. And again, we havethese magic people that we send
out because it is magic when westart putting in these best
known success patterns. And, youknow, in eight months, an
organization can just be turnedaround. But, boy, to get people
to believe that that's actuallywhat happens.
Of course, we know it becauseit's quantified. Okay. Here's
(18:33):
where we are. Here's where weend up. But to get people to
believe that it's not some typeof theory based or academic,
idea.
Oh, you know, we are in thirdwave management now, and we're
doing this, this, and this, andno. This is real. Again, we have
(18:55):
confidence because we havedirect experience. We have
directly observed hundreds oftimes, and so this creates
incredible confidence. Sothere's another reason, just
lack of belief, you know, kindatrust me, baby.
And then they start to see alittle result, and it's like,
(19:15):
okay. Maybe there's something tothis, and they they go all in.
And the third reason is reallyhas to do with leadership,
especially the CEO, is the fearof public humiliation. And this
is perhaps one of the greatestfears of human being. Being an
outlier takes guts.
(19:37):
And I'll just say this, evenwhen you get ahead of the curve
and you start to deviate fromwhat the huddled masses are
doing, you think they're gonnaapplaud and say, Hey, good job.
You know, you're great and allthat. No. They're gonna hate
your guts. That envy thing comesup there and that's just the way
(20:03):
it is.
There are probably other reasonswhy people don't do best known
success patterns likepenicillin, pride, arrogance,
which I suspect on some level isjust really camouflaged fear. I
think laziness also has to befactored in, just people in low
(20:24):
energy states. And just face it,some people just have more
energy than other people. And,you know, that's just a human
reality. In fact, no twoconsciousnesses, have, you know,
quite the same energetic stateor vibration.
And probably another reasonpeople don't adopt best known
success patterns is just becausethey're silly or stupid, and and
(20:49):
they just maybe don't have thecapacity to to embrace some of
these things. And let me addthis. Once best known success
patterns are in place, why don'tthey stay put? And it's a
curious thing with all of ourmulti view organizational work
over, again, almost threedecades of doing this. We can
(21:12):
get an organization completelyset up.
They're getting 300% the profitmargins they had before. They
can have off the charts quality,even winning awards sometimes.
And invariably, these practicesdissipate over time. And this
(21:34):
has a lot to do with just thehiring of, I'll say, average
thinkers over time. You have toreplace people.
People come in and out oforganizations. And most people
are going to have an averageintelligence or an average view
of the world. And thus, thisdilutes the knowledge of the
best known ways of doing things.This is just part of it. And
(21:57):
this is so much the reason whyan organization wants to
actually teach the purpose orwhat we'll say is the why behind
the practices they use tooperate their business.
Another reason that best knownsuccess patterns don't stay in
place is just boredom. So youcan have paradise created. You
(22:19):
can have record profits, recordquality. And then someone comes
in, well, you know, let's trysomething else. You know, we've
been doing it like this for along time.
Let's take a shot at doingsomething. And there you go.
They don't get the same results.And then it's like, well, how
did we do it before? Oh, I can'tremember.
Because normally, it's a slowpattern happening. It's a slow
(22:41):
devolution in this case, whichis, of course, natural at the
same time because nothing staysthe same. So that's it. We, as
human beings, we want surprise.We want entertainment.
We want to experiment with thenew because the new is exciting.
But there's always an inherentrisk and cost associated with
(23:03):
really such moves. We've alsolearned that you can, you know,
present best known successpatterns all documented in a
sigma type way, aligned with allthe supporting tools necessary
really for implementation, andthey still don't get
implemented. Why? Well, peoplejust normally will say, well,
(23:28):
hey.
We're too busy. We're too busywith other things right now, or
we're not ready. We havedifferent initiatives or bigger
initiatives going on. Mhmm. Andso you're in a situation where
really there's no ears to hear.
I'm not downing anyone here orcondemning anyone. It's really
not any fault of their own. It'sjust that at some level, the
(23:49):
consciousness has not takenroot, you know, in these
individuals to say, hey. When westart using best known success
patterns from wherever we are,what we are going to redeem as
much as anything else is time.And to me, that's actually when
I start to actually prioritizewhat to put in, you have to say,
(24:12):
what's gonna give us the mosttime?
What's gonna give us the mostlife? And each time we get a new
practice in place, oh, boy, I'vegot three or four more hours in
my day, or I've got another twoand a half days of the work week
to work on other things. So thepoint is is embracing best known
(24:35):
success patterns gives you life,and that's one of the ultimate
payoffs of really thinking interms of the adoption of such,
practices. One of the mostpowerful things, of course, in
the multi view world, we havethis thing called magic
services. That's basically ouron-site consulting services.
(24:56):
Obviously, we do hundreds andhundreds of organizations at one
time and they phone in and wehave all the supporting
structures. We pull their data,they're benchmarking, all that.
And that can be done, you know,remotely as well as services
where we have developed, wherewe monitor people's operations.
But when we're doing a magicengagement and it's where we
(25:19):
were flying in, showing upon-site, we're bringing
accountability to the table.Basically, we're going down, for
example, our 94 action item listand just holding everybody to
task.
And is this best known practicesin finance? Yes. Is this one in
HR? Okay. Marketing, do we havethis?
Basically dogging theinitiatives just to make sure it
(25:43):
happens until it becomes ahabit, until it becomes part of
the DNA or the organization andgoes forward. But again, no
organization's gonna stay onkind of the straight and narrow,
always upward trajectoryforever. All organizations,
whether you're the Roman Empire,which lasted approximately a
thousand years, especially ifyou factor in the Etruscan
(26:06):
period or whatever, it's justnot all up. You're gonna have
the valleys. You're gonna havethe ups and downs.
You're gonna have the naturaloscillation of life, and that's
just the way it is. So there itis, outliers and the nature of
best known success patterns.
Speaker 1 (26:29):
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. Thankyou for listening.
MultiView Inc. This content is based on MVI's work
with over 1,300 organizationsextracting nine eighty nine data
elements with nine twenty twocross calculations over twenty
seven years on a monthly basis,and then systematizing the
(00:37):
operational success patterns ofthe ninetieth percentile. Our
intent is to get beyond the bragand the boast and simply share
insights from our experiencewithout manipulation or coercion
to sell anything except helpfulideas. These messages range from
intimate recordings from theAwakened Forest to concerts,
(01:00):
national conferences, andbroadcasts.
Speaker 2 (01:09):
Here we are this morning in the Awakened Forest
and I'm at the cabin, and we'regonna be talking about the topic
of outliers and understandingthe nature of best known success
patterns. Now this topic ofbeing an outlier is appealing.
Most human beings on anindividual level as well as on
(01:33):
an organizational level want tofeel unique, special. And of
course, I think that's good.That's motivation that drives
us.
So that's great. And then thisidea of best known success
patterns. A lot of fancyconsultants and what have you
refer to best practice. And tome, that seems a bit arrogant
(01:58):
and unconsidered. Why?
Because best kinda says, hey,I've got the whole enchilada
here. I have completeunderstanding of this topic,
which in truth, most of us inour honest moments realize that
all topics are infinite. Here weare, a being with five senses to
interpret the world, and there'sa lot going on that we don't
(02:20):
know about. So there needs to bethis degree of humility thrown
into the mix. And then apractice.
A practice is really a pattern.And if we spend any time in
nature, which to me is the truthabout how life operates on this
planet, we observe that it is asystem of patterns and that
(02:43):
random does not exist. Now thatstartles some people, that
comment, that random does notexist. That is a human idea that
that we language. But thinkabout it.
A meteor that hits the earththat extinguishes a third of all
life happens. It just doesn'thappen that frequently. This
(03:06):
planet, this globe is pittedwith all kinds of evidence of
meteorites slamming into thisworld with great catastrophic
damage, but it just doesn'thappen that frequently. Or even
when you are riding in yourautomobile and you have a fender
(03:30):
bender. Well, that's not random.
It happens. It happens thousandsof times a day, just not to you.
So if we can get with thatnature is a system of patterns
and that random does not exist,and we learn to flow with the
patterns rather than rail orprotest against the patterns,
(03:52):
the more success we're gonnahave on this planet. In fact,
intelligence, as we define it,is really just two words,
pattern recognition. Patternrecognition.
So the question is, can we havethe intelligence to recognize
these patterns, the fast movingpatterns, the slow moving
(04:14):
patterns? And these patterns, orthe recognition of these
patterns, has great value,survival value, profit value,
success value. If you realizethere's these things called
seasons that happen and there'sthis time when there's lots of
food and later on there's not somuch, and then there's none at
(04:40):
all. Well, you can go, maybe Ishouldn't eat up all my nuts.
Maybe I should hold a few back.
That's intelligence. So gettingwith the patterns of life,
that's that's the ticket. Solet's go deeper into this this
(05:03):
morning. And of course, in themulti view world, we measure 989
data elements with 922 crosscalculations from approximately
a thousand companies everymonth. So everything that we
talk about really has beenquantified.
(05:24):
But even with that said, we haveto realize that the best known
success patterns are happeningin relatively few organizations.
Okay? And almost everything, atleast that can be measured, can
be put on a normally distributedbell curve. And of course, in
the middle, we have the fiftiethpercentile. This is your average
(05:45):
or your typical or what we'dcall the mean, the mode, the
median, or what we might say theherd or the huddle masses.
This is where all of themeasures of central tendency
converge. And this is usefulbecause with this knowledge of
the fiftieth percentile, we havea basis of really being a
(06:11):
professional in whatever fieldor industry we're in. Because
with this, we can say, Hey,that's a high cost, that's a low
cost, that's high quality,that's low quality. That's
always good to have. So atminimum, to be a legitimate
professional, we have to havethis understanding of the
fiftieth percentile.
(06:32):
Okay? The herd, the huddledmasses. But that's not where we
want to live. We want to live inthe extremities of the bell
curve. We wanna be in thateightieth, ninetieth percentile.
We don't wanna be average. Andthat's good, that's great
motivation, and says a lot forour species. Now, there are
three things or characteristicswe know about these
(06:56):
organizations that operate inthe ninetieth percentile. First,
they all use unique and powerfulmethods of people development.
And you'll hear me talk aboutpeople development a lot.
Why? Because we are humans inhuman organizations serving
humans. We better get human.Okay? So for example, their
(07:19):
training systems would beradically different.
They wouldn't have orientationor orientation, the cure for
insomnia. They would havefantastic training systems,
what? Based on the realities ofhuman behavior, nature, all
those realities. Okay, so thefirst characteristic, they use
unique and powerful methods ofpeople development. Second,
(07:43):
normally there are organizationsthat have meaning or cultivate
meaning and purpose in theworkplace.
In some organizations, like inthe field of post acute care,
especially hospice, home health,highly spiritual organizations.
If you're making cars or likeMultiView, customer service and
(08:04):
really being helpful to ourfellow humans, that's part of
it, just an innate goodness. Butthere's something in there, some
driver that provides, again,motivation rather than just,
hey. Just making money orwhatever because that runs out
after a while for anyone that'sdone it for a while, has
(08:25):
accumulated a little bit, andsuddenly it's like, well, is
that it? Okay.
So meaning and purpose. And thenthe third element of these
organizations that operate inthe ninth percentile is that
they have unique and differentcompensation practices. It's
normally just not hourly andsalaries and all these things
(08:49):
that are just so common. Theywould have incentives as well as
disincentives. That is the painelement is brought into it that,
hey, if standards are notupheld, this is what happens.
It's painful. As well as, hey,you do good here. You look at
your paycheck. Hey, that workedout well. Because why?
(09:10):
Sitting here in nature like I amright now, again, we see this
system of patterns, and it is asystem of incentives and
disincentives And kinda gettingokay that if we want a result in
our organization, createincentive. If we don't want
(09:32):
something to happen, create adisincentive. And that's the way
the world works. The naturalworld is a meritocracy. And if
mama bird doesn't go out and getthe worm, baby birds don't get
fed.
And that's the way it is. Withthat said, we're giving some
(09:53):
things just easily like air, andI'm sitting in sunshine. So
those are conditions of successare just provided with really no
effort. So there's a little ofthe both going on here.
Regarding this bell curve, onething to keep in mind is that
(10:14):
the bell curve is always withus.
And why is that important?Because the herd is slow. So as
we're talking about best knownsuccess patterns, recognize that
once you start doing this stuff,you know, sometimes people have
fear that, hey, everyone's gonnastart doing this. Well, I'm here
(10:35):
to inform you that the herd isslow to pick up. Fear will hold
them back because whenever youdo things that are new, it's
scary.
There's a lot of fear. Thingscould go bad. And so you do
this, and once you I'll saythis, get more and more
comfortable doing things thatthe outliers do, that is that
(10:57):
ninetieth percentile, you get sofar in front of folks, they
can't even see your dust. Andthe other thing about the bell
curve is that you get to choosewhere you are on it. That's a
product of your will.
So the point is never focus onthe mediocre majority. Now with
(11:24):
this said, we have to know whatthe fiftieth percentile are
doing. So let's get back to thatbell curve. Why is that
important? Because in order tohave any legitimate claim of
being a true professional in anyfield or industry, one has to
know what average or typical is.
(11:45):
And what can we do with suchknowledge? We can look at
something and say, That is lowcost, or that is high cost, or
that is low quality, or that ishigh quality, or that is
success. So this measurement ofthings that actually can be
measured that are on thatnormally distributed bell curve,
(12:07):
That 50 percentile is importantto know, even if we don't want
to live there. So understandingthe nature of best known success
patterns. Virtually all bestknown
patterns. Success patterns andinnovations will pass through
normally three stages. And let'stake penicillin for an example.
(12:32):
Okay, this guy develops this,and it takes him like a decade
for people to accept that itworks. I mean, they could give
it to people and watch people becured right in front of them and
they still wouldn't use it. Andthis happens in the medical
field, it happens inmanufacturing, anything that is
(12:57):
again new and different is justgoing to be fought against
normally until it's time forthat idea to to blossom or the
acceptance.
Or the idea that the world isnot flat. That took a little
time to get over. Or even theidea that washing of your hands
decreases infections. This guywent to his grave. And then
(13:19):
finally, he's saying, you know,he there he had a point.
But that is the human reality.Human beings normally take quite
a bit of time to accept the new.And these three stages, what's
the first stage? Ridicule. Yougotta be kidding me.
(13:44):
Like in the multi view world, wehave something called the
perfect visit. We're dedicatedto customer service and being
just meticulous in the care andreally looking at things from an
emotional basis as to what thatcustomer is going to experience.
Well you bring something likethat out and the first thing,
well you can't do this. I've hadnurses, physicians, or whatever
(14:07):
just get upset that, oh, you'regoing to bring a process, a
structure to this to increasethe overall consistency or
quality of the experience wherewe can go thousands of
interactions without a singlescrew up or complaint because
that's the reality of what we'veable to achieve. And people will
(14:30):
laugh at you and say, well,that's that's just hot air.
Or this idea that we don't usebudgets. Here, I am a CPA,
system analyst, worked with, youknow, again, these
organizations, 1,300 of them atthis point. And for ongoing
operations, we don't usebudgets. We use percentages of
(14:52):
revenue. Now budget has greatutility value, especially in
building projects, things of alimited duration.
But for ongoing operations,we're not counting up every Feet
that you need or whatever.That's the job of that
department, and all they have todo is have laser beam focus on
that percentage of revenue, andthen they get a piece of beating
(15:17):
it and not going 1¢ over, butit's up to them to use their
creativity. Again, you'regetting a glimpse into the multi
view world there, but when yousay, hey, we don't use budgets,
at least for ongoing operations,I mean, talk about the scowls
(15:38):
and heckling. I mean, I've beenin front of audiences, and and
you can just feel peopledropping over. That is the
degree of pushback that you get.
Or when we talk aboutcompensation, there's another
hot button that, hey, we don'tpay people just salary and
hourly. There's more creativeways you can incentivize people
(15:58):
to get the results that youwant. And then it's just like,
no, that's crazy talk. Eventhough we all kinda get it on
some level that there'ssomething to it. So the first
stage is ridicule of best knownsuccess patterns.
The next stage is contempt.Instead of just, you know, oh,
(16:22):
Andrew, you know, know, yours isgood humor, and we enjoy
listening to you talk. You know?That's the first phase. The next
one is they just hate your gods.
You know, God, this is this isevil, and, you know, they'll
come off as some moralisticjustification. I'm always
surprised that, again, the humancapacity for self justification
(16:44):
is infinite. Well, we're doingthis because we've done it
always and it's working for usnow and blah blah. Anyway, so
there's this going intocontempt. And then the third
phase of best known successpatterns is acceptance.
Well, of course, you wouldn'tuse a budget, but rather a model
(17:06):
for monitoring ongoingoperations. Of course, you would
use enlightened compensation foryour people to get the results
you want. Of course, you wouldperfectly design the customer
experience to create absolutedelight and repeat business and
(17:27):
loyal customers. Of course, youwould do this. And there it is,
the three phases.
And I guess we have to say, why?Why do people often have such a
difficult or hard timeimplementing best known success
patterns? And I think the firstthing is just unfamiliarity.
(17:49):
Know, humans tend to gravitateto the familiar and the
comfortable. We are habitcreatures.
And new habits or thinking takeeffort and often courage, even
if the new practice or patternis easier. I think another
reason is just lack ofconfidence or belief in the
(18:11):
practices. And again, we havethese magic people that we send
out because it is magic when westart putting in these best
known success patterns. And, youknow, in eight months, an
organization can just be turnedaround. But, boy, to get people
to believe that that's actuallywhat happens.
Of course, we know it becauseit's quantified. Okay. Here's
(18:33):
where we are. Here's where weend up. But to get people to
believe that it's not some typeof theory based or academic,
idea.
Oh, you know, we are in thirdwave management now, and we're
doing this, this, and this, andno. This is real. Again, we have
(18:55):
confidence because we havedirect experience. We have
directly observed hundreds oftimes, and so this creates
incredible confidence. Sothere's another reason, just
lack of belief, you know, kindatrust me, baby.
And then they start to see alittle result, and it's like,
(19:15):
okay. Maybe there's something tothis, and they they go all in.
And the third reason is reallyhas to do with leadership,
especially the CEO, is the fearof public humiliation. And this
is perhaps one of the greatestfears of human being. Being an
outlier takes guts.
(19:37):
And I'll just say this, evenwhen you get ahead of the curve
and you start to deviate fromwhat the huddled masses are
doing, you think they're gonnaapplaud and say, Hey, good job.
You know, you're great and allthat. No. They're gonna hate
your guts. That envy thing comesup there and that's just the way
(20:03):
it is.
There are probably other reasonswhy people don't do best known
success patterns likepenicillin, pride, arrogance,
which I suspect on some level isjust really camouflaged fear. I
think laziness also has to befactored in, just people in low
(20:24):
energy states. And just face it,some people just have more
energy than other people. And,you know, that's just a human
reality. In fact, no twoconsciousnesses, have, you know,
quite the same energetic stateor vibration.
And probably another reasonpeople don't adopt best known
success patterns is just becausethey're silly or stupid, and and
(20:49):
they just maybe don't have thecapacity to to embrace some of
these things. And let me addthis. Once best known success
patterns are in place, why don'tthey stay put? And it's a
curious thing with all of ourmulti view organizational work
over, again, almost threedecades of doing this. We can
(21:12):
get an organization completelyset up.
They're getting 300% the profitmargins they had before. They
can have off the charts quality,even winning awards sometimes.
And invariably, these practicesdissipate over time. And this
(21:34):
has a lot to do with just thehiring of, I'll say, average
thinkers over time. You have toreplace people.
People come in and out oforganizations. And most people
are going to have an averageintelligence or an average view
of the world. And thus, thisdilutes the knowledge of the
best known ways of doing things.This is just part of it. And
(21:57):
this is so much the reason whyan organization wants to
actually teach the purpose orwhat we'll say is the why behind
the practices they use tooperate their business.
Another reason that best knownsuccess patterns don't stay in
place is just boredom. So youcan have paradise created. You
(22:19):
can have record profits, recordquality. And then someone comes
in, well, you know, let's trysomething else. You know, we've
been doing it like this for along time.
Let's take a shot at doingsomething. And there you go.
They don't get the same results.And then it's like, well, how
did we do it before? Oh, I can'tremember.
Because normally, it's a slowpattern happening. It's a slow
(22:41):
devolution in this case, whichis, of course, natural at the
same time because nothing staysthe same. So that's it. We, as
human beings, we want surprise.We want entertainment.
We want to experiment with thenew because the new is exciting.
But there's always an inherentrisk and cost associated with
(23:03):
really such moves. We've alsolearned that you can, you know,
present best known successpatterns all documented in a
sigma type way, aligned with allthe supporting tools necessary
really for implementation, andthey still don't get
implemented. Why? Well, peoplejust normally will say, well,
(23:28):
hey.
We're too busy. We're too busywith other things right now, or
we're not ready. We havedifferent initiatives or bigger
initiatives going on. Mhmm. Andso you're in a situation where
really there's no ears to hear.
I'm not downing anyone here orcondemning anyone. It's really
not any fault of their own. It'sjust that at some level, the
(23:49):
consciousness has not takenroot, you know, in these
individuals to say, hey. When westart using best known success
patterns from wherever we are,what we are going to redeem as
much as anything else is time.And to me, that's actually when
I start to actually prioritizewhat to put in, you have to say,
(24:12):
what's gonna give us the mosttime?
What's gonna give us the mostlife? And each time we get a new
practice in place, oh, boy, I'vegot three or four more hours in
my day, or I've got another twoand a half days of the work week
to work on other things. So thepoint is is embracing best known
(24:35):
success patterns gives you life,and that's one of the ultimate
payoffs of really thinking interms of the adoption of such,
practices. One of the mostpowerful things, of course, in
the multi view world, we havethis thing called magic
services. That's basically ouron-site consulting services.
(24:56):
Obviously, we do hundreds andhundreds of organizations at one
time and they phone in and wehave all the supporting
structures. We pull their data,they're benchmarking, all that.
And that can be done, you know,remotely as well as services
where we have developed, wherewe monitor people's operations.
But when we're doing a magicengagement and it's where we
(25:19):
were flying in, showing upon-site, we're bringing
accountability to the table.Basically, we're going down, for
example, our 94 action item listand just holding everybody to
task.
And is this best known practicesin finance? Yes. Is this one in
HR? Okay. Marketing, do we havethis?
Basically dogging theinitiatives just to make sure it
(25:43):
happens until it becomes ahabit, until it becomes part of
the DNA or the organization andgoes forward. But again, no
organization's gonna stay onkind of the straight and narrow,
always upward trajectoryforever. All organizations,
whether you're the Roman Empire,which lasted approximately a
thousand years, especially ifyou factor in the Etruscan
(26:06):
period or whatever, it's justnot all up. You're gonna have
the valleys. You're gonna havethe ups and downs.
You're gonna have the naturaloscillation of life, and that's
just the way it is. So there itis, outliers and the nature of
best known success patterns.
Speaker 1 (26:29):
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. Thankyou for listening.
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