New PDF release: Becoming a Category of One: How Extraordinary Companies

By Joe Calloway

ISBN-10: 0470496355

ISBN-13: 9780470496350

ISBN-10: 1118256174

ISBN-13: 9781118256176

Content material:
Chapter 1 We simply made up our minds to move (pages 1–26):
Chapter 2 what is Your tale? (pages 27–51):
Chapter three luck potential you recognize What Used to paintings (pages 53–75):
Chapter four The Commodity capture (pages 77–96):
Chapter five Your model Is every thing (pages 97–115):
Chapter 6 the 3 ideas (pages 117–138):
Chapter 7 the hot patron truth (pages 139–157):
Chapter eight Tiebreakers (pages 159–182):
Chapter nine Case examine: Tractor offer corporation (pages 183–207):
Chapter 10 the long run class of 1 (pages 209–243):

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Additional info for Becoming a Category of One: How Extraordinary Companies Transcend Commodity and Defy Comparison, 2nd Edition

Sample text

That’s what story is all about. I was working with a company that provides medical services through walk-in centers throughout the country. Early in their meeting they had put the company mission statement on a screen during the president’s presentation. It was a typical, bland, expected, nice, neat, mission statement. During my presentation I asked the group if anyone could tell me what their mission statement really meant. There were no takers. In fact, most of the group immediately went into advanced eye contact avoidance techniques in order to avoid being called on.

CST decided to look at everything, including business development, communications, training, and building the management team for this next level effort. They also determined that We Just Decided to Go 21 they needed to undertake a rebranding process. That was the immediate mission. Communicating the Vision Like Quill, CST did much more than just roll out the decision at a big pep rally and then go back to business as usual. They followed up with ongoing communication about the new CST brand and what it meant to everyone in the company.

Now, you can sprinkle in some of your values if you like, but your people must know these two key things about the organization—what you stand for and where you’re headed. And beyond making these ideals simple and clear, the leaders of the organization have to articulate them, and practice them over and over. You can’t come up with the two fundamental truths and then think you have finished the job. You are only just beginning. One-Trick Ponies I believe that great leaders are creative, innovative, and always looking for ways to improve their organizations.

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Becoming a Category of One: How Extraordinary Companies Transcend Commodity and Defy Comparison, 2nd Edition by Joe Calloway

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