May 1, 2025 • 39 mins
VISION!!! Often seen as “squishy” - a waste of time, especially if you’ve sat through “Vision Statement Creating” meetings. However, Vision is, in fact, one of the most VALUABLE things a person, as well as an organization, can make! Why? A great Vision can change your LIFE! Literally! It seems that Human beings need a “Bright Horizon” to look forward to! Without a Life-Giving Vision, people perish!
In this episode, Andrew Reed dives into one of the most misunderstood — yet essential — elements of building a great organization: Vision. Far from being corporate fluff or an exercise in branding, Vision is described here as the foundational force that creates FOCUS. Without it, individuals lose direction, teams lose energy, and entire companies drift.
Broadcasting from a mountaintop in the Awakened Forest, Andrew shares how a compelling vision transforms not only organizations, but people. It sharpens decision-making, boosts morale, and fosters the kind of culture that outperforms competitors. From startups to M&A transitions, this episode explains how Vision informs Design, Culture, Leadership Development, Compensation, and Accountability — and how to build one that actually motivates real advancement.
Chapter Markers
(00:00) – Intro
(01:09) – The Power of Focus
A compelling vision cuts through distraction and drives discipline.
(03:32) – Vision and Human Psychology
Why people need a horizon to avoid despair — in life and business.
(06:55) – Visions that Break Addictions
Stories of personal transformation through bright, motivating goals.
(08:15) – Vision Informs the Leader
The clearer the vision, the more it shapes who the leader must become.
(13:13) – Courage Before Clarity
Vision often demands risk — clarity comes only after action.
(17:03) – The Studio That Started With a Vision
A personal story of grief, insight, and an improbable success.
(19:47) – Vision at Every Level of an Organization
Departmental, site, and team-level vision matters just as much as company-wide purpose.
(24:13) – M&A Success Depends on Vision
Why 75% of acquisitions fail — and how vision flips that script.
(26:50) – Culture, Empowerment & Spiritual DNA
How MultiView’s vision-centered model transforms organizations from the inside out.
(29:21) – Vision vs. Committees
Committees kill clarity — vision must be owned and accountable.
(31:52) – Building Around the Vision
From recruiting to measurement: design backward from the outcome.
(36:55) – Accountability & Quantification
Vision is empty without standards, data, and meaningful consequences.
(38:44) – Outro & Next Steps
Encouragement to craft a vision that motivates, aligns, and delivers results.
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 MultiView Incorporated.This content is based on MBI's
work with over 1,300organizations extracting nine
eighty nine data elements withnine 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 (01:09):
Here we are today on a mountaintop, which is probably
the appropriate setting for thisimportant topic of vision. And
some will see it as silly, as asquishy topic, high brow,
academic, But it's of extremeimportance for anyone that's
(01:34):
trying to perform really a humanorganization and lead it. And
it's probably only now that Ifeel qualified. I was very
reluctant to put out thesemessages. And again, I just feel
like it's time.
Like I've stated, all thingstend to emerge. And it's just
(01:57):
time to do this. You can't be inpreparation mode forever. And
also it's silly to always thinkthat everything is going to be
technically perfect or statedcorrectly or there won't be
slight flaws and things. I mean,you could put messages through
(02:18):
tremendous amounts of productionand all that to make a real
polished thing, but I don'tknow.
In my estimation, that would beinauthentic. Whereas I wanna
have a conversation withouttrying to be mister big or know
it all or anything like that.Just convey what I know at this
(02:40):
time. So here we go. This topicof vision.
Again, silly to some, squishy tosome, but important. I think
that we have to realizeobviously the power of language,
that the words and phrases thatwe utter convey energy in
(03:02):
combination with really theenergetic atmospheric energies
as well. And that our species,when it hears such utterances,
there's kind of a biochemicalresponse to these things. And
it's emulating what from ourminds, release so many of the
(03:22):
chemicals and the energies. AndI'm not trying to say this, that
we are all just biologicalcreatures, and that's that's
that's all we are.
I believe we're much more thanthat, but certainly that is part
of of that equation. The humanbeing seems to need a vision, a
(03:44):
sense of meaning, a sense ofpurpose for their existence.
Because without this sense ofmeaning and purpose, people
become depressed, sink intodespair, and some ultimately are
carried to the conclusion ofsuicide. And so much of this has
(04:05):
to do with, again, the images inour minds and really what we
think about ourselves, if wethink of ourselves success or at
least going in a direction orwhat have you. It seems that a
human being needs a brighthorizon or a compelling vision.
(04:25):
And I don't think that that canbe really underestimated,
especially in an organizationalcontext. We've got to get people
behind the directions, aunifying sense of purpose to go
towards this common cause andtowards this bright horizon. And
(04:45):
if you really want to cutthrough to the core of a vision,
it has to do with creatingfocus. And a vision or a vision
statement is for creating thisfocus, which, again, focus is
the quality of the mostsuccessful people, the most
accomplished people in thisworld, on this planet. Focus,
(05:10):
which again can be languaged asself discipline, self control,
self regulation, even love,where you love whatever you're
doing, and are willing to focuson a singular aspect of
consciousness, throwingeverything you have into that
and ignoring basically the rest.
(05:31):
So a vision creates focus. Andsince it is normally a languaged
document, it really comes to ourability to communicate because
we've got to get the vision outof our heads and into the minds
and hearts, hopefully, of otherpeople. So it's really
(05:52):
communication device as much asanything. And then we know that
our ability to communicate isreally one of the things that
will determine how far we go inthis world, at least in a
societal context. I'm in thewoods right now, squirrels,
bear, deer, trees, rocks.
Although I think they probablyappreciate my language and
(06:14):
words, they're not quite asimpacted as those in my specie.
But the power of a vision can domiracles for an individual as
well as a company. For example,people that are that have
addictions, drugs, alcohol,whatever. The power of a
(06:38):
compelling vision, that brighthorizon, which offers more
satisfaction, more benefit, moregain, will a lot of times cause
the vice to fall off. It can beenough that that it's just like
I want to go in this direction.
I no longer want to do thisbecause that's going to keep me
(06:58):
from attaining the visionbecause that's where I want to
go. And perhaps visions for ourlives have helped more people
get away from addictions thananything else if you want to get
down to it. So there's a greatdeal of power in the vision for
(07:20):
an individual life. But there'spower also to do these miracles
for a company, whether it's astartup or if you're a
turnaround CEO that comes inlike Dan the Man did years ago
with one company I was workingwith, where the person casts
(07:41):
such a powerful vision that ittransforms the self image of
each employee, making really themission the big deal, where it's
not so much a job or just apaycheck anymore. It becomes a
life changing ministry ofempowerment or even spiritual
(08:03):
awakening, where you go intothis company and you were
transformed somehow in theprocess to a much more empowered
or powerful person.
Obviously, all of this beingaccomplished within the
overarching context of thebusiness or organization. Now a
(08:27):
vision also does miracles in thelife of the CEO or the founder,
or I'll say even the leaders. Asthe vision tells or informs a
person what he or she mustbecome or must evolve into.
Okay? So you have the vision outthere.
It's a big vision. Then it'slike, gosh, I need to learn how
(08:49):
to do this. I need to acquirethese skills. I need to make
these adjustments in my life. Ineed to form these habits.
I need to gain new thinking. Ineed to work on my own BS, that
is belief systems, of course. Soit informs us of what we have to
become. The fundamental purposeof a vision is that really of
(09:15):
motivation, right?Communication, we've talked
about that.
But the acid test really, I'llsay, of a vision is does it
motivate? Does it sufficientlymotivate and inspire you as well
as all those that are going tobe part of this enterprise to go
in the direction of the commoncause. And big visions take big
(09:38):
energy. Little visions takelittle energy. Small vision, I
mean, that's fine and all that,but, I mean, they can be
unimpressive, uninspiring.
I mean, when there's no scale,people will see, oh, this isn't
going to really go very far. Andthere's not much opportunity
(10:04):
really in a small pie. I mean,my piece can only get so big.
And so the potential, I'll say,for self gain is kind of
unsatisfying perhaps. Now withthat said, large is often over
(10:32):
with large overrated. I wouldrather work in a smaller company
that that provides incrediblesatisfaction than large, sloppy,
meaningless organization. Itjust depends on how far you want
to scale it. So again, large isoften overrated just like PALS
Sudden Service, which is anotherBaldridge winning organization.
They only have about 30locations, but they are world
class. They have profit marginstwo or 300% than their other
(10:57):
competitor fast foodenterprises.
There's only one service failureor complaint or gift, as we
would call it in the multi viewworld, every 3,500 orders when
compared with other competingfast food enterprises, which you
all are aware, where they havemuch lower standards and the
(11:19):
screw up factor is just all overthe place. Okay? So smaller, but
incredibly successful. Andsmaller is easier to manage
inherently because you just haveless to manage rather than a
thousand sites. You have 30.
And can you make a great livingdoing that? Oh my god. You can
(11:40):
make a great living off of justone site. With that said, you
don't want a vision that's sosmall that it isn't impressive
and it doesn't inspire people.However, you might have a vision
that's good, that isdirectionally correct and all
that, but it's too big and thusbecomes nonbelievable.
(12:01):
And if you have too big avision, it loses energy. And
people think to themselves,there's just no way this guy
this gal can pull this off. Andso they can't get behind it. And
that might really be the litmustest, that is the decisive,
indicative test for you as aleader about really your vision
(12:23):
and your capabilities as isperceived by other very
perceptive human beings, which Ifind human beings to be. We can
size people up in seconds.
As far as their intelligence,their horsepower, their levels
of energy, integrity takes alittle bit longer. And you can
just look around and see if theyhave self control, self
(12:43):
regulation just by how theyconduct their life. I mean, do
they have a clipboard, or dothey keep their to do list on
the cell phone? So we have to becareful that the vision is
believable and where they havefaith really in the CEO that
they can pull this off. I willsay this, that a lot of times
(13:07):
you get the great vision, thegreat direction, and you have to
cast it out there.
But perhaps at that point, it'sa glimpse of the vision and you
really haven't developed allyour chops yet, your leadership
chops and the skills andabilities that you need. But
I'll just say this, as you workat it, you will gain these
(13:30):
things and as you step into thevision. And that's an
interesting topic in itself,this whole idea of stepping into
the vision, because it's acurious thing that when you have
a vision, it normally demandscourage. And that vision is kind
of fuzzy and is not quite clearat the offset or at the
(13:52):
beginning. And it almost seemslike the entirety of the vision
is somehow by the sovereign ofthe universe withheld
intentionally until a person hasthe courage to risk something.
Yes, risk something and stepforward. And then as you have
(14:15):
the courage to move forward, thedetails of really the vision are
only revealed at that point. Andso it's almost a type of
qualification process, it seems.For example, when I was building
the recording studios and theconference center at the top of
(14:35):
one of the mountains at theAwakened Forest, where I am now
actually, I had this vision. AndI'll just quickly tell you the
story.
I had just I had lost my son,and this is in 02/2008. And I
was using Binaural Beats. I'dI'd gotten great benefit from
(15:03):
these lucid states. It relaxesyou and sends you really into
almost another world. And I wasdoing that.
I woke up early in the morning,like 05:00, and I put on the
headphones, and I was just goingalong with it. And I had this
vision of this mountaintoprecording studio and conference
center. And in a voice, and itwasn't in language, but
(15:27):
nevertheless I felt a very clearcommunication or image of that
we'd have all these billboardand hit records and that people
would come from all over theworld to the retreat center. And
I just put down the headphonesafter that experience. Remember,
(15:53):
is 02/2008.
The stock market had justcollapsed. And I had committed
financially to a couple otherdirections. It was just not
smooth sailing. And I remember Idrove up to the property in my
Jeep and I found a for sale signburied in the weeds because it
(16:19):
had been foreclosed upon, but noone had any money because,
again, the stock market had justcrashed. And I just phoned the
realtor and said, I'll take thisproperty.
Just like that. And by miracle,apparently the banks were
desperate. They gave me themoney within like two weeks. And
(16:41):
I had it, and I just started toput everything I had into the
building of these facilities.And in the vision, in this
nonverbal, almost telepathicway, it said that this would be
this great success.
(17:03):
Well, by golly, in the firstyear of operation, people
flooded. I was charging people$2,500 per person to come to our
programs, and then I was havingall these famous artists and
stuff come record all kinds offamous blues folks since we do
(17:24):
that and and all that. Longstory short, we paid for the
entire property and buildings inthe very first year of
operation. And I learnedsomething, say it cemented it
maybe more, is that you trustyour visions, especially the
(17:45):
visions of the night. Whenyou're in that lucid state, not
quite in the waking state, butnot quite in the sleeping state,
but there's something real orthere's something going on which
I don't know, I don'tunderstand, but it's something
that's trustworthy.
So that's really been a hallmarkof my life and explains a lot of
(18:09):
my accomplishments. I mean, I'vemade millions and millions and
millions of dollars from thesevisions, and I'm not saying that
to be, you know, mister Big oranything like that. I I don't
want that. But it has helped mea lot and my family. And so
(18:33):
let's put it there.
And I'll just say that when Icaught the vision, I was
planning the design, I basicallyend up designing most buildings
that we put up or we repurposemyself rather than using
architects so much. And Iremember I would go up there and
(18:53):
I would sit and notice where thesun came up and what the
building looked like as the sunprogressed through the day and
what it was like at sunsetfairly meticulously because I
think you have to be verymeticulous and interested in
whatever you're doing. And boom,it paid off. It was stunning.
(19:17):
And everything happened justlike the vision said, In fact,
surpassing the vision, I shouldsay.
That's just the truth about it.And I might as well not hold
back. There's no purpose. So alot of times, the truth about
things is way more interestedthan anything I could ever make
up. So now a vision occursreally on multiple levels in any
(19:46):
human organization.
Obviously, you have the bigcorporate vision that unifies
the entire workforce. But youalso have, I'll say, sub visions
on really the business segmentlevel, departmental level, site
or location level. And sotherefore, this topic of vision
(20:09):
really applies to all areas ofthe organization. And really,
the pattern of success incasting a vision apply equally
with the overall vision of thecompany, as well as, again, on
this site or department level.So whether you're leading
(20:31):
finance, HR, compliance,operations, marketing, IT,
whatever, your vision for yourdepartment, for your site, your
region has to be compelling.
It has to be impressive. It hasto grab people's attention and
be motivational. And I thinkregardless of what you're doing,
(20:54):
I mean, whether you're makingshoes, whether you're making
backpacks, whether you're inhealth care, farming, or
whatever. And people say, well,god. How can I how can I make
finance or IT or compliance orHR or whatever exciting, Andrew?
(21:15):
And I think that you can alwaysfall back on a couple things.
Customer service. Okay? Becauseeven if you're in finance or IT,
you're in a supportive role. Andin finance, you wanna make sure
people are absolutely delightedwith your financial reports,
that they're truly helpful, thatthey can understand them.
And if you're in IT, rather thanact like a jerk and belittle
(21:39):
people to show how smart youare, you actually become
extremely helpful, not anenabler, but an empowerer. Not
just coming in and fixingthings, although there's a time
for that, but also saying, hey.Let's upgrade you at this time.
Let's let me help empower. Socustomer service or focus on
(22:02):
whoever the consumer is is justgood.
It feels great to help out otherhuman beings. And then also the
introduction of what I'll sayspirituality or personal growth,
that all leaders, you reproducewho you are. So if you're this
impressive individual that'sreally going somewhere, that
(22:26):
tends to motivate and inspirepeople to take their lives to
new levels. There's the vision.Okay?
I want to create the mostpowerful and empowered human
beings I can where they're justoozing goodness and helpfulness,
and normally people can getbehind that. Now with multi
(22:49):
location or multi site businessbusinesses, 70% of the
leadership is local. You know, alot of people try to put culture
or whatever and throw it up tocorporate or benefits or here's
the pay here. No, most of it hasto do that 70%, again according
(23:12):
to Gallup, is really local andhas to do with the relationship
of the immediate manager withthe frontline employees. So that
proximity, I'll say in thiscase, to the vision or mission
is felt by everybody withinreally that vibrational range.
Everybody picks up on the vibeof the site or the area. And so
(23:38):
that that vision, again, has toget out of that branch manager
or that site's leader's head andinto really the DNA of everybody
that's working in proximity tohim or her. Now for all my good
friends in the m and the abusiness, that is mergers and
(23:59):
acquisitions. For example, theprivate equity or p buddies or
those conquest pals andacquaintances who want to own
the world. Okay.
First, regarding acquisitionsand mergers, approximately 75%
(24:20):
of all acquisitions fail toachieve their desired outcomes
or results. That's just fact.And I think so much of this high
failure rate has to do with allthe talented people that are in
the acquired company going off,quitting, whatever, in the
(24:43):
acquisition process because thevision is not sold well. It's
not compelling. Know, obviously,usually, you want all the
frontline workers.
And then you usually haveredundancies that you want to
eliminate in order to gain whateconomies of scale. Right? But
(25:05):
again, one of our moves, andwe've been involved with so many
acquisitions and all that, andthey tend to go well because we
add really this DNA ofexcitement, of the compelling
vision, and that's really why somany companies partner with us
because our DNA gets mixed intothat. We're able to actually
raise the vision level of anorganization. And suddenly, than
(25:30):
just going to work, rather thanjust getting a paycheck, I'm
working for something with realmeaning and purpose.
I'm on a mission. I'm in aministry. And so when someone's
acquired, they just compareeasily the old company with the
new company and they get excitedand they stay. And boom, rather
(25:52):
than having the 75% failurerate, and I'm not saying it's a
complete failure, I'm justsaying it doesn't achieve the
goals or the intentions at thetime of the acquisition. It goes
up that to 100% and sometimesway beyond that and exceeds
really a lot of our wildestexpectations.
(26:14):
Because everybody wants more, sowe just make it easy. So whether
we're if we're in the acquiredcompany, we just take a look at
the acquirers vision and go,wow, this is better. Because if
they feel that they're just acog in a purely financial
(26:34):
transaction that they can't be apart of, people don't want that.
They want a future. So the thingis is to super soak that culture
with meaning and purpose andincrease the value.
And as you increase the value,it's something that they
actually get to participate in,and that tends to motivate. One
(26:57):
of the things I'll say in thevision, and this is pure MBI, or
part of the pure MBI playbook,should say, is that we try to
create a school. Basically aschool of empowerment, of
goodness, helpfulness. And wefind this to be relatively easy.
(27:18):
Why?
Because it's who we are. It'swhat we live and breathe. It's
the way that everybody in ourculture has been raised. And so
it's just natural because it'swho we are. And when you mix
that DNA with anotherorganization, it just, again, it
gets in the DNA and it's felt.
(27:39):
It's absorbed by the partneringcompany. And, you know, people
just know, hey. This is going tobe great. Now on this topic of
vision, let's quickly discussvision versus statements. I
don't have much use for amission statement.
It's just another thing to me tohave to memorize or do. Whereas
(28:05):
if I have a compelling vision, Iwant to focus on that singular
thing. And so I just think thatconfuses the fact that we have
to explain it is a wholedifferent thing and I probably
it's just something to me that'sbeen dreamed up by academics. I
do like a description of culturewhich really describes what our
culture is so that people canlook at their behaviors really.
(28:28):
And by doing so, it creates acondition of self regulation to
say, Oh, I'm behaving in a waythat's not aligned with our
culture.
Oh, I can self regulate and getback into the culture if I want
to. And, of course, values isanother thing we can discuss
later on that needs to beconsidered, and that could be a
separate document that I thinkwould be helpful. So description
(28:51):
of culture, listing of yourvalues and what that looks like,
both of those are good documentsto form, as well as your vision
statement. To me, if you canlook at your vision statement
and it somehow reignites youfrom time to time that you are
going about your day doing yourwork and suddenly you look at it
(29:12):
and it refocuses you and bringsyou back to your direction,
especially if you start todrift. That's a good statement.
Now when forming your initialvision statements, I don't use
committees, and people are takenback by that. I think it's best
that the founder, the CEO, orthe small group or whatever come
(29:37):
up with really their ideas ofwhat that vision needs to be.
And then as you get it going,you present it, you invite
people into the conversation todissect it, and you improve upon
it as you go along. But all Iknow is that in most
organizations, committees equalconstipation. And, in fact, I've
(29:58):
got a definition here of acommittee.
I'm sure this is from Webster's.A committee, a noun, where
people get together as a groupand spend enormous amounts of
time making concessions, showinghow clever they are, neutering
out important nutrients,devastating value, and ending up
(30:18):
with a mediocre result. Thereare so many concessions that are
made in meetings, and that's whywe only have really one meeting
a week, sometimes two atMultiView. That is formal
meetings where a lot oforganizations are meeting hell.
People meet all the time andnothing ever gets done.
(30:39):
And, I mean, it's it's just likea slow water drip torture.
Committees will get in your wayoften especially when you're
improving quality. Yes, you wantinput. Committees also break
down because you can't bringaccountability to committees.
It's not like you can say, hey,you're all fired.
I mean, one person has to havethe vision or or the direction,
(31:04):
has to lead it. But somebody hasto own this and and be really be
held accountable for whateverthe results are. And It's hard
to do that with a committee.With that said, in the multi
view world, you come up with adirection, but everybody has a
voice. And that vision can bealtered over time as better and
(31:27):
better ideas emerge.
Okay? So let's just go over afew points as we near the end of
our discussion in building anorganization and its vision.
First of all, see the vision.You have to see it before you
can make it or that you canbuild it. And again, this vision
(31:50):
creates focus.
And like so many initiatives, ifyou can take the time to list
all the reasons to go in yourparticular direction, all the
motivators, all the reasons whyto do the vision and why it
makes sense. The moremotivators, the more reasons you
have behind something, the morepower you're going to have that
(32:13):
will help you withstand thealmost certain setbacks and
resistance and obstacles thatyou're going to encounter on
your journey. Step two (32:21):
Write the ad. That seems funny. You
write the ad even before youhave a product.
Correct. Because this, again,informs you of what this company
kind of needs to look like, whatkind of skills we're going to
need, what kind of knowledgewe're going to need, all these
(32:42):
things. What is going to be thecompelling promise of certainty
that people that are sellingproducts and services, what they
want to hear. And then, ofcourse, you have to design that.
And this is where you get crazyabout customer service, follow
(33:04):
through.
MultiView, we go months withouta single screw up or complaint.
And some people just can't gettheir heads around that because
their tolerance of mistakes isjust too high. Whereas I'm ready
to rip someone's lungs out, ofcourse, in the nicest way
possible, but nevertheless, Iwill not tolerate it. And so we
(33:28):
have to be serious aboutquality. And that includes being
delightful and helpful and allthis stuff.
But again, write the ad. Whatare you selling? What is the
compelling promise that you'regoing to put out? And then
you've got to execute nearflawlessly. Three, walk through
(33:50):
the organization backwards fromthe customer experience to how
the product or service iscreated, organized, all this.
So really, so we have our adthere. And then we need to start
to get meticulous and thinkabout all the things we're gonna
need. This is really ourplanning phase. What are we
gonna have to do to to pull thisoff? And one of the things we're
(34:10):
gonna quickly discover is thatand our people development
systems are really the center ofthe universe.
It's the center of yourorganization because all of our
quality is going to come fromthe quality of our people
development systems. So theybetter be world class. Right?
(34:32):
And if we're going to haveleaders, we've got to have
leaders. If we're going toexpand on any type of scale, we
have to remember that 70%principle that our leaders, at
least to 70%, are going toreproduce themselves.
And so we need to have ourleadership development programs
(34:52):
as well. Four, the questions.How will you get others to help?
How do you motivate people to dothe vision? And of course, this
normally comes down to the senseof meaning and purpose.
But a lot of times people havethese things called mortgages
and desires and all that. And sowhat do they need? Compensation
(35:16):
in the financial form. Reallyall of life is compensation,
whether it's just the workenvironment that we have,
tasting our food, all this. Butmost people will just default to
kind of the unconsideredcompensation aspect.
But we have to answer reallythat question. How do we get
(35:37):
people to help? Well, pay themwell. And most organizations, if
they are managed well, we havefound that they can pay well.
And our formula is basicallythis: Less people paid well or
fewer people paid well.
Five, you have to really focuson your system solution or
(35:59):
systematizing, I'll say,accountability. In all our work
with, again, over 1,300organizations at this point, the
difference between thingsgetting done, initiatives
getting done or not getting donecomes down to accountability.
And that's a deep topic. Again,we've got a lot of materials on
(36:22):
that. But people have to knowthat their work is meaningful,
that if they don't do theirwork, has impact on the entire
organization.
And if people choose to not dothe standards of the
organization once they are set,there has to be consequences.
There has to be pain with notdoing the standards, whether
(36:45):
it's intentional orunintentional. It doesn't
matter. It wasn't done. And sopeople have to be held
accountable.
And normally the easiest way todo that is through the
compensation system, which we'reexperts at after doing so many
hundreds of company. And thenthe last point here is just the
(37:07):
frequent measurement,monitoring, or quantification of
operations. Obviously, we needsome type of feedback loop to
tell us whether we'reprogressing. We'd always want to
benchmark if possible like we dowith all these healthcare
entities where everybody cancompare themselves to the
fiftieth percentile, tenthpercentile, ninetieth
percentile, so we haveprofessional perspective and we
(37:27):
know the norms of quality andcost for virtually all of the
main cost and quality categoriesin our respective fields. All
those are really part of thevision and really creating your
company.
Even coming up with themeasurements at the end. And you
might say, Well, Andrew, howdoes that tie into vision? Well,
(37:50):
how are you going get thequality if you're not measuring
it? And you haven't planned todo that in the first place. You
may be able to wing it for awhile at first, but then reality
slaps you in the face and yougo, man, maybe we're not quite
as good as we think.
And so that quantification ofyour business slaps you in the
face with that brute heartreality and reality smiles back
(38:14):
at you and the best you can dois smile back and get in the
game and get serious about yourquality. But hopefully quality
is part of your vision and thatyou're fully committed to
incredible, extraordinarycustomer service, goodness and
healthfulness, as well as yourservice or product actually does
(38:37):
what you promise.
Speaker 1 (38:44):
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 MultiView Incorporated.This content is based on MBI's
work with over 1,300organizations extracting nine
eighty nine data elements withnine 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 (01:09):
Here we are today on a mountaintop, which is probably
the appropriate setting for thisimportant topic of vision. And
some will see it as silly, as asquishy topic, high brow,
academic, But it's of extremeimportance for anyone that's
(01:34):
trying to perform really a humanorganization and lead it. And
it's probably only now that Ifeel qualified. I was very
reluctant to put out thesemessages. And again, I just feel
like it's time.
Like I've stated, all thingstend to emerge. And it's just
(01:57):
time to do this. You can't be inpreparation mode forever. And
also it's silly to always thinkthat everything is going to be
technically perfect or statedcorrectly or there won't be
slight flaws and things. I mean,you could put messages through
(02:18):
tremendous amounts of productionand all that to make a real
polished thing, but I don'tknow.
In my estimation, that would beinauthentic. Whereas I wanna
have a conversation withouttrying to be mister big or know
it all or anything like that.Just convey what I know at this
(02:40):
time. So here we go. This topicof vision.
Again, silly to some, squishy tosome, but important. I think
that we have to realizeobviously the power of language,
that the words and phrases thatwe utter convey energy in
(03:02):
combination with really theenergetic atmospheric energies
as well. And that our species,when it hears such utterances,
there's kind of a biochemicalresponse to these things. And
it's emulating what from ourminds, release so many of the
(03:22):
chemicals and the energies. AndI'm not trying to say this, that
we are all just biologicalcreatures, and that's that's
that's all we are.
I believe we're much more thanthat, but certainly that is part
of of that equation. The humanbeing seems to need a vision, a
(03:44):
sense of meaning, a sense ofpurpose for their existence.
Because without this sense ofmeaning and purpose, people
become depressed, sink intodespair, and some ultimately are
carried to the conclusion ofsuicide. And so much of this has
(04:05):
to do with, again, the images inour minds and really what we
think about ourselves, if wethink of ourselves success or at
least going in a direction orwhat have you. It seems that a
human being needs a brighthorizon or a compelling vision.
(04:25):
And I don't think that that canbe really underestimated,
especially in an organizationalcontext. We've got to get people
behind the directions, aunifying sense of purpose to go
towards this common cause andtowards this bright horizon. And
(04:45):
if you really want to cutthrough to the core of a vision,
it has to do with creatingfocus. And a vision or a vision
statement is for creating thisfocus, which, again, focus is
the quality of the mostsuccessful people, the most
accomplished people in thisworld, on this planet. Focus,
(05:10):
which again can be languaged asself discipline, self control,
self regulation, even love,where you love whatever you're
doing, and are willing to focuson a singular aspect of
consciousness, throwingeverything you have into that
and ignoring basically the rest.
(05:31):
So a vision creates focus. Andsince it is normally a languaged
document, it really comes to ourability to communicate because
we've got to get the vision outof our heads and into the minds
and hearts, hopefully, of otherpeople. So it's really
(05:52):
communication device as much asanything. And then we know that
our ability to communicate isreally one of the things that
will determine how far we go inthis world, at least in a
societal context. I'm in thewoods right now, squirrels,
bear, deer, trees, rocks.
Although I think they probablyappreciate my language and
(06:14):
words, they're not quite asimpacted as those in my specie.
But the power of a vision can domiracles for an individual as
well as a company. For example,people that are that have
addictions, drugs, alcohol,whatever. The power of a
(06:38):
compelling vision, that brighthorizon, which offers more
satisfaction, more benefit, moregain, will a lot of times cause
the vice to fall off. It can beenough that that it's just like
I want to go in this direction.
I no longer want to do thisbecause that's going to keep me
(06:58):
from attaining the visionbecause that's where I want to
go. And perhaps visions for ourlives have helped more people
get away from addictions thananything else if you want to get
down to it. So there's a greatdeal of power in the vision for
(07:20):
an individual life. But there'spower also to do these miracles
for a company, whether it's astartup or if you're a
turnaround CEO that comes inlike Dan the Man did years ago
with one company I was workingwith, where the person casts
(07:41):
such a powerful vision that ittransforms the self image of
each employee, making really themission the big deal, where it's
not so much a job or just apaycheck anymore. It becomes a
life changing ministry ofempowerment or even spiritual
(08:03):
awakening, where you go intothis company and you were
transformed somehow in theprocess to a much more empowered
or powerful person.
Obviously, all of this beingaccomplished within the
overarching context of thebusiness or organization. Now a
(08:27):
vision also does miracles in thelife of the CEO or the founder,
or I'll say even the leaders. Asthe vision tells or informs a
person what he or she mustbecome or must evolve into.
Okay? So you have the vision outthere.
It's a big vision. Then it'slike, gosh, I need to learn how
(08:49):
to do this. I need to acquirethese skills. I need to make
these adjustments in my life. Ineed to form these habits.
I need to gain new thinking. Ineed to work on my own BS, that
is belief systems, of course. Soit informs us of what we have to
become. The fundamental purposeof a vision is that really of
(09:15):
motivation, right?Communication, we've talked
about that.
But the acid test really, I'llsay, of a vision is does it
motivate? Does it sufficientlymotivate and inspire you as well
as all those that are going tobe part of this enterprise to go
in the direction of the commoncause. And big visions take big
(09:38):
energy. Little visions takelittle energy. Small vision, I
mean, that's fine and all that,but, I mean, they can be
unimpressive, uninspiring.
I mean, when there's no scale,people will see, oh, this isn't
going to really go very far. Andthere's not much opportunity
(10:04):
really in a small pie. I mean,my piece can only get so big.
And so the potential, I'll say,for self gain is kind of
unsatisfying perhaps. Now withthat said, large is often over
(10:32):
with large overrated. I wouldrather work in a smaller company
that that provides incrediblesatisfaction than large, sloppy,
meaningless organization. Itjust depends on how far you want
to scale it. So again, large isoften overrated just like PALS
Sudden Service, which is anotherBaldridge winning organization.
They only have about 30locations, but they are world
class. They have profit marginstwo or 300% than their other
(10:57):
competitor fast foodenterprises.
There's only one service failureor complaint or gift, as we
would call it in the multi viewworld, every 3,500 orders when
compared with other competingfast food enterprises, which you
all are aware, where they havemuch lower standards and the
(11:19):
screw up factor is just all overthe place. Okay? So smaller, but
incredibly successful. Andsmaller is easier to manage
inherently because you just haveless to manage rather than a
thousand sites. You have 30.
And can you make a great livingdoing that? Oh my god. You can
(11:40):
make a great living off of justone site. With that said, you
don't want a vision that's sosmall that it isn't impressive
and it doesn't inspire people.However, you might have a vision
that's good, that isdirectionally correct and all
that, but it's too big and thusbecomes nonbelievable.
(12:01):
And if you have too big avision, it loses energy. And
people think to themselves,there's just no way this guy
this gal can pull this off. Andso they can't get behind it. And
that might really be the litmustest, that is the decisive,
indicative test for you as aleader about really your vision
(12:23):
and your capabilities as isperceived by other very
perceptive human beings, which Ifind human beings to be. We can
size people up in seconds.
As far as their intelligence,their horsepower, their levels
of energy, integrity takes alittle bit longer. And you can
just look around and see if theyhave self control, self
(12:43):
regulation just by how theyconduct their life. I mean, do
they have a clipboard, or dothey keep their to do list on
the cell phone? So we have to becareful that the vision is
believable and where they havefaith really in the CEO that
they can pull this off. I willsay this, that a lot of times
(13:07):
you get the great vision, thegreat direction, and you have to
cast it out there.
But perhaps at that point, it'sa glimpse of the vision and you
really haven't developed allyour chops yet, your leadership
chops and the skills andabilities that you need. But
I'll just say this, as you workat it, you will gain these
(13:30):
things and as you step into thevision. And that's an
interesting topic in itself,this whole idea of stepping into
the vision, because it's acurious thing that when you have
a vision, it normally demandscourage. And that vision is kind
of fuzzy and is not quite clearat the offset or at the
(13:52):
beginning. And it almost seemslike the entirety of the vision
is somehow by the sovereign ofthe universe withheld
intentionally until a person hasthe courage to risk something.
Yes, risk something and stepforward. And then as you have
(14:15):
the courage to move forward, thedetails of really the vision are
only revealed at that point. Andso it's almost a type of
qualification process, it seems.For example, when I was building
the recording studios and theconference center at the top of
(14:35):
one of the mountains at theAwakened Forest, where I am now
actually, I had this vision. AndI'll just quickly tell you the
story.
I had just I had lost my son,and this is in 02/2008. And I
was using Binaural Beats. I'dI'd gotten great benefit from
(15:03):
these lucid states. It relaxesyou and sends you really into
almost another world. And I wasdoing that.
I woke up early in the morning,like 05:00, and I put on the
headphones, and I was just goingalong with it. And I had this
vision of this mountaintoprecording studio and conference
center. And in a voice, and itwasn't in language, but
(15:27):
nevertheless I felt a very clearcommunication or image of that
we'd have all these billboardand hit records and that people
would come from all over theworld to the retreat center. And
I just put down the headphonesafter that experience. Remember,
(15:53):
is 02/2008.
The stock market had justcollapsed. And I had committed
financially to a couple otherdirections. It was just not
smooth sailing. And I remember Idrove up to the property in my
Jeep and I found a for sale signburied in the weeds because it
(16:19):
had been foreclosed upon, but noone had any money because,
again, the stock market had justcrashed. And I just phoned the
realtor and said, I'll take thisproperty.
Just like that. And by miracle,apparently the banks were
desperate. They gave me themoney within like two weeks. And
(16:41):
I had it, and I just started toput everything I had into the
building of these facilities.And in the vision, in this
nonverbal, almost telepathicway, it said that this would be
this great success.
(17:03):
Well, by golly, in the firstyear of operation, people
flooded. I was charging people$2,500 per person to come to our
programs, and then I was havingall these famous artists and
stuff come record all kinds offamous blues folks since we do
(17:24):
that and and all that. Longstory short, we paid for the
entire property and buildings inthe very first year of
operation. And I learnedsomething, say it cemented it
maybe more, is that you trustyour visions, especially the
(17:45):
visions of the night. Whenyou're in that lucid state, not
quite in the waking state, butnot quite in the sleeping state,
but there's something real orthere's something going on which
I don't know, I don'tunderstand, but it's something
that's trustworthy.
So that's really been a hallmarkof my life and explains a lot of
(18:09):
my accomplishments. I mean, I'vemade millions and millions and
millions of dollars from thesevisions, and I'm not saying that
to be, you know, mister Big oranything like that. I I don't
want that. But it has helped mea lot and my family. And so
(18:33):
let's put it there.
And I'll just say that when Icaught the vision, I was
planning the design, I basicallyend up designing most buildings
that we put up or we repurposemyself rather than using
architects so much. And Iremember I would go up there and
(18:53):
I would sit and notice where thesun came up and what the
building looked like as the sunprogressed through the day and
what it was like at sunsetfairly meticulously because I
think you have to be verymeticulous and interested in
whatever you're doing. And boom,it paid off. It was stunning.
(19:17):
And everything happened justlike the vision said, In fact,
surpassing the vision, I shouldsay.
That's just the truth about it.And I might as well not hold
back. There's no purpose. So alot of times, the truth about
things is way more interestedthan anything I could ever make
up. So now a vision occursreally on multiple levels in any
(19:46):
human organization.
Obviously, you have the bigcorporate vision that unifies
the entire workforce. But youalso have, I'll say, sub visions
on really the business segmentlevel, departmental level, site
or location level. And sotherefore, this topic of vision
(20:09):
really applies to all areas ofthe organization. And really,
the pattern of success incasting a vision apply equally
with the overall vision of thecompany, as well as, again, on
this site or department level.So whether you're leading
(20:31):
finance, HR, compliance,operations, marketing, IT,
whatever, your vision for yourdepartment, for your site, your
region has to be compelling.
It has to be impressive. It hasto grab people's attention and
be motivational. And I thinkregardless of what you're doing,
(20:54):
I mean, whether you're makingshoes, whether you're making
backpacks, whether you're inhealth care, farming, or
whatever. And people say, well,god. How can I how can I make
finance or IT or compliance orHR or whatever exciting, Andrew?
(21:15):
And I think that you can alwaysfall back on a couple things.
Customer service. Okay? Becauseeven if you're in finance or IT,
you're in a supportive role. Andin finance, you wanna make sure
people are absolutely delightedwith your financial reports,
that they're truly helpful, thatthey can understand them.
And if you're in IT, rather thanact like a jerk and belittle
(21:39):
people to show how smart youare, you actually become
extremely helpful, not anenabler, but an empowerer. Not
just coming in and fixingthings, although there's a time
for that, but also saying, hey.Let's upgrade you at this time.
Let's let me help empower. Socustomer service or focus on
(22:02):
whoever the consumer is is justgood.
It feels great to help out otherhuman beings. And then also the
introduction of what I'll sayspirituality or personal growth,
that all leaders, you reproducewho you are. So if you're this
impressive individual that'sreally going somewhere, that
(22:26):
tends to motivate and inspirepeople to take their lives to
new levels. There's the vision.Okay?
I want to create the mostpowerful and empowered human
beings I can where they're justoozing goodness and helpfulness,
and normally people can getbehind that. Now with multi
(22:49):
location or multi site businessbusinesses, 70% of the
leadership is local. You know, alot of people try to put culture
or whatever and throw it up tocorporate or benefits or here's
the pay here. No, most of it hasto do that 70%, again according
(23:12):
to Gallup, is really local andhas to do with the relationship
of the immediate manager withthe frontline employees. So that
proximity, I'll say in thiscase, to the vision or mission
is felt by everybody withinreally that vibrational range.
Everybody picks up on the vibeof the site or the area. And so
(23:38):
that that vision, again, has toget out of that branch manager
or that site's leader's head andinto really the DNA of everybody
that's working in proximity tohim or her. Now for all my good
friends in the m and the abusiness, that is mergers and
(23:59):
acquisitions. For example, theprivate equity or p buddies or
those conquest pals andacquaintances who want to own
the world. Okay.
First, regarding acquisitionsand mergers, approximately 75%
(24:20):
of all acquisitions fail toachieve their desired outcomes
or results. That's just fact.And I think so much of this high
failure rate has to do with allthe talented people that are in
the acquired company going off,quitting, whatever, in the
(24:43):
acquisition process because thevision is not sold well. It's
not compelling. Know, obviously,usually, you want all the
frontline workers.
And then you usually haveredundancies that you want to
eliminate in order to gain whateconomies of scale. Right? But
(25:05):
again, one of our moves, andwe've been involved with so many
acquisitions and all that, andthey tend to go well because we
add really this DNA ofexcitement, of the compelling
vision, and that's really why somany companies partner with us
because our DNA gets mixed intothat. We're able to actually
raise the vision level of anorganization. And suddenly, than
(25:30):
just going to work, rather thanjust getting a paycheck, I'm
working for something with realmeaning and purpose.
I'm on a mission. I'm in aministry. And so when someone's
acquired, they just compareeasily the old company with the
new company and they get excitedand they stay. And boom, rather
(25:52):
than having the 75% failurerate, and I'm not saying it's a
complete failure, I'm justsaying it doesn't achieve the
goals or the intentions at thetime of the acquisition. It goes
up that to 100% and sometimesway beyond that and exceeds
really a lot of our wildestexpectations.
(26:14):
Because everybody wants more, sowe just make it easy. So whether
we're if we're in the acquiredcompany, we just take a look at
the acquirers vision and go,wow, this is better. Because if
they feel that they're just acog in a purely financial
(26:34):
transaction that they can't be apart of, people don't want that.
They want a future. So the thingis is to super soak that culture
with meaning and purpose andincrease the value.
And as you increase the value,it's something that they
actually get to participate in,and that tends to motivate. One
(26:57):
of the things I'll say in thevision, and this is pure MBI, or
part of the pure MBI playbook,should say, is that we try to
create a school. Basically aschool of empowerment, of
goodness, helpfulness. And wefind this to be relatively easy.
(27:18):
Why?
Because it's who we are. It'swhat we live and breathe. It's
the way that everybody in ourculture has been raised. And so
it's just natural because it'swho we are. And when you mix
that DNA with anotherorganization, it just, again, it
gets in the DNA and it's felt.
(27:39):
It's absorbed by the partneringcompany. And, you know, people
just know, hey. This is going tobe great. Now on this topic of
vision, let's quickly discussvision versus statements. I
don't have much use for amission statement.
It's just another thing to me tohave to memorize or do. Whereas
(28:05):
if I have a compelling vision, Iwant to focus on that singular
thing. And so I just think thatconfuses the fact that we have
to explain it is a wholedifferent thing and I probably
it's just something to me that'sbeen dreamed up by academics. I
do like a description of culturewhich really describes what our
culture is so that people canlook at their behaviors really.
(28:28):
And by doing so, it creates acondition of self regulation to
say, Oh, I'm behaving in a waythat's not aligned with our
culture.
Oh, I can self regulate and getback into the culture if I want
to. And, of course, values isanother thing we can discuss
later on that needs to beconsidered, and that could be a
separate document that I thinkwould be helpful. So description
(28:51):
of culture, listing of yourvalues and what that looks like,
both of those are good documentsto form, as well as your vision
statement. To me, if you canlook at your vision statement
and it somehow reignites youfrom time to time that you are
going about your day doing yourwork and suddenly you look at it
(29:12):
and it refocuses you and bringsyou back to your direction,
especially if you start todrift. That's a good statement.
Now when forming your initialvision statements, I don't use
committees, and people are takenback by that. I think it's best
that the founder, the CEO, orthe small group or whatever come
(29:37):
up with really their ideas ofwhat that vision needs to be.
And then as you get it going,you present it, you invite
people into the conversation todissect it, and you improve upon
it as you go along. But all Iknow is that in most
organizations, committees equalconstipation. And, in fact, I've
(29:58):
got a definition here of acommittee.
I'm sure this is from Webster's.A committee, a noun, where
people get together as a groupand spend enormous amounts of
time making concessions, showinghow clever they are, neutering
out important nutrients,devastating value, and ending up
(30:18):
with a mediocre result. Thereare so many concessions that are
made in meetings, and that's whywe only have really one meeting
a week, sometimes two atMultiView. That is formal
meetings where a lot oforganizations are meeting hell.
People meet all the time andnothing ever gets done.
(30:39):
And, I mean, it's it's just likea slow water drip torture.
Committees will get in your wayoften especially when you're
improving quality. Yes, you wantinput. Committees also break
down because you can't bringaccountability to committees.
It's not like you can say, hey,you're all fired.
I mean, one person has to havethe vision or or the direction,
(31:04):
has to lead it. But somebody hasto own this and and be really be
held accountable for whateverthe results are. And It's hard
to do that with a committee.With that said, in the multi
view world, you come up with adirection, but everybody has a
voice. And that vision can bealtered over time as better and
(31:27):
better ideas emerge.
Okay? So let's just go over afew points as we near the end of
our discussion in building anorganization and its vision.
First of all, see the vision.You have to see it before you
can make it or that you canbuild it. And again, this vision
(31:50):
creates focus.
And like so many initiatives, ifyou can take the time to list
all the reasons to go in yourparticular direction, all the
motivators, all the reasons whyto do the vision and why it
makes sense. The moremotivators, the more reasons you
have behind something, the morepower you're going to have that
(32:13):
will help you withstand thealmost certain setbacks and
resistance and obstacles thatyou're going to encounter on
your journey. Step two (32:21):
Write the ad. That seems funny. You
write the ad even before youhave a product.
Correct. Because this, again,informs you of what this company
kind of needs to look like, whatkind of skills we're going to
need, what kind of knowledgewe're going to need, all these
(32:42):
things. What is going to be thecompelling promise of certainty
that people that are sellingproducts and services, what they
want to hear. And then, ofcourse, you have to design that.
And this is where you get crazyabout customer service, follow
(33:04):
through.
MultiView, we go months withouta single screw up or complaint.
And some people just can't gettheir heads around that because
their tolerance of mistakes isjust too high. Whereas I'm ready
to rip someone's lungs out, ofcourse, in the nicest way
possible, but nevertheless, Iwill not tolerate it. And so we
(33:28):
have to be serious aboutquality. And that includes being
delightful and helpful and allthis stuff.
But again, write the ad. Whatare you selling? What is the
compelling promise that you'regoing to put out? And then
you've got to execute nearflawlessly. Three, walk through
(33:50):
the organization backwards fromthe customer experience to how
the product or service iscreated, organized, all this.
So really, so we have our adthere. And then we need to start
to get meticulous and thinkabout all the things we're gonna
need. This is really ourplanning phase. What are we
gonna have to do to to pull thisoff? And one of the things we're
(34:10):
gonna quickly discover is thatand our people development
systems are really the center ofthe universe.
It's the center of yourorganization because all of our
quality is going to come fromthe quality of our people
development systems. So theybetter be world class. Right?
(34:32):
And if we're going to haveleaders, we've got to have
leaders. If we're going toexpand on any type of scale, we
have to remember that 70%principle that our leaders, at
least to 70%, are going toreproduce themselves.
And so we need to have ourleadership development programs
(34:52):
as well. Four, the questions.How will you get others to help?
How do you motivate people to dothe vision? And of course, this
normally comes down to the senseof meaning and purpose.
But a lot of times people havethese things called mortgages
and desires and all that. And sowhat do they need? Compensation
(35:16):
in the financial form. Reallyall of life is compensation,
whether it's just the workenvironment that we have,
tasting our food, all this. Butmost people will just default to
kind of the unconsideredcompensation aspect.
But we have to answer reallythat question. How do we get
(35:37):
people to help? Well, pay themwell. And most organizations, if
they are managed well, we havefound that they can pay well.
And our formula is basicallythis: Less people paid well or
fewer people paid well.
Five, you have to really focuson your system solution or
(35:59):
systematizing, I'll say,accountability. In all our work
with, again, over 1,300organizations at this point, the
difference between thingsgetting done, initiatives
getting done or not getting donecomes down to accountability.
And that's a deep topic. Again,we've got a lot of materials on
(36:22):
that. But people have to knowthat their work is meaningful,
that if they don't do theirwork, has impact on the entire
organization.
And if people choose to not dothe standards of the
organization once they are set,there has to be consequences.
There has to be pain with notdoing the standards, whether
(36:45):
it's intentional orunintentional. It doesn't
matter. It wasn't done. And sopeople have to be held
accountable.
And normally the easiest way todo that is through the
compensation system, which we'reexperts at after doing so many
hundreds of company. And thenthe last point here is just the
(37:07):
frequent measurement,monitoring, or quantification of
operations. Obviously, we needsome type of feedback loop to
tell us whether we'reprogressing. We'd always want to
benchmark if possible like we dowith all these healthcare
entities where everybody cancompare themselves to the
fiftieth percentile, tenthpercentile, ninetieth
percentile, so we haveprofessional perspective and we
(37:27):
know the norms of quality andcost for virtually all of the
main cost and quality categoriesin our respective fields. All
those are really part of thevision and really creating your
company.
Even coming up with themeasurements at the end. And you
might say, Well, Andrew, howdoes that tie into vision? Well,
(37:50):
how are you going get thequality if you're not measuring
it? And you haven't planned todo that in the first place. You
may be able to wing it for awhile at first, but then reality
slaps you in the face and yougo, man, maybe we're not quite
as good as we think.
And so that quantification ofyour business slaps you in the
face with that brute heartreality and reality smiles back
(38:14):
at you and the best you can dois smile back and get in the
game and get serious about yourquality. But hopefully quality
is part of your vision and thatyou're fully committed to
incredible, extraordinarycustomer service, goodness and
healthfulness, as well as yourservice or product actually does
(38:37):
what you promise.
Speaker 1 (38:44):
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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