August 25, 2011 § Leave a comment
In 1951 Dentsu’s fourth president Hideo Yoshida wrote 10 Spartan Rules to inspire his employees. They’re on the wall of every Dentsu building around the world.
1. Create work for yourself; don’t wait for work to be assigned to you.
2. Take an active role in all your endeavours, not a passive one.
3. Seek out large and complex jobs. Trivial tasks debase you.
4. Welcome difficult assignments. Choose them. Progress lies in accomplishing difficult work.
5. Once you begin a task, complete it. Never give up.
6. Lead your fellow workers. Be an example for them to follow.
7. Set goals for yourself to ensure a constant sense of purpose. This will give you perseverance and hope for the future.
8. Move with confidence. Confidence gives your work force, focus and substance.
9. Find new solutions. This is the way we ensure satisfactory service.
10. When conflict is necessary don’t shy away from it or be afraid. Conflict is the mother of progress and the source of aggressive enterprise. If you fear conflict, you will become timid and servile.
April 14, 2011 § Leave a comment
The choice for any client can be daunting. More than ever, there is a panoply of highly capable firms that specialize in brand identity. Which ones should companies trust to revitalize their brand? Whether the firms are global brand consultancies, multidisciplinary design offices, design boutiques, or specialists in areas such as packaging or interactivity, these core competencies hold true.
1. Strategic Imagination. An ability to understand and align business goals with creative strategy and expression is critical.
2. Process Focus. A disciplined process is used to foster collaboration, build trust, and ensure responsible decision-making and results.
3. Design Excellence. Reducing a complex, meaningful idea to its visual essence requires skill, patience, and unending discipline, whether the endpoint is a symbol, a look and feel, or an integrated brand identity system.
4. Irrefutable Logic. Creating a new system or brand architecture requires an ability to communicate a compelling case for change to any decision-maker, from the CEO to the director of marketing to a division head.
5. Alchemy. An ability to synthesize vast amounts of information and reduce it to a big idea. Also, an ability to cut through the clutter and see the “gold” in a marketing audit.
6. Empathy and Insight. An ability to be collaborative and understand the perspectives of all stakeholders, to suspend judgment and transcend politics. « Read the rest of this entry »
August 10, 2010 § Leave a comment
“Imagine life as a game in which you are juggling some five balls in the air. You name them – work, family, health, Friends and spirit and you’re keeping all of these in the Air.
You will soon understand that work is a rubber ball. If you drop it, it will bounce back.
But the other four Balls – Family, Health, Friends and Spirit – are made of glass. If you drop one of these; they will be irrevocably scuffed, marked, nicked, damaged or even shattered. They will never be the same. You must understand that and strive for it.
30 second speech by Bryan Dyson (former CEO of Coca Cola)
Work efficiently during office hours and leave on time. Give the required time to your family, friends, and have proper rest.
Value has a value only if its value is valued.
May 20, 2010 § 2 Comments
What a bold and risky move! I have to say , the logo is very generic and plain simple that it lacks warmth and sophistication.
Seattle’s Best Coffee revealed a redesigned logo this week. Unfortunately, it’s ambiguous look brings to mind a lot more than just a cup of joe.
The simplified design seems rather generic, say some of the kinder observers. Other pundits are calling it a bowl of cereal filled with tears. But the harshest critics say the new look seems more appropriate for a blood donation center.
“Seattle’s Best Blood Bank,” wrote one snarky blog commentator. “High school art students could do a better job at designing a logo,” proclaimed another. Ouch.
May 4, 2010 § Leave a comment
Unlike other studies, the BrandZ Top 100 Most Powerful Brands fuses consumer measures of brand equity with financial measures to place a financial value on brands.
At its simplest, brands that have more loyal customers have higher values, and brands with high voltage are likely to have much stronger growth prospects.]
March 19, 2010 § Leave a comment
You Need Both Passion and Compassion to Lead
Passion gets you up in the morning; it is the fuel that drives you to immerse yourself in your work and deliver results. Compassion is what you extend to others; it is the manifestation of caring and concern. Though these two concepts may not get equal time in the discussion of leadership, they are equally important.
When it comes to leadership, passion is spoken about frequently, though primarily in the abstract, as in having a “passion for the job” or “passion for results.” By contrast, compassion takes a back seat; it’s considered a nice-to-have attribute but few leaders speak publicly about it. In truth, if you want to deliver on passion; that is, use it as a lever to rally your team to achieve something sustainable, you must do so with compassion – by recognizing and demonstrating your belief that what people do matters.
In that vein here are some suggestions for developing and leveraging both of these critical leadership traits within yourself and your team.
To stoke passion:
Set high goals. People who love what they do love to push to see how high and how well they can fly. By setting stretch objectives, you push motivated people to do their best. The pursuit dovetails with their passion.
Stoke the fires. Give frequent feedback so people know where they stand. When folks get off track, show them the way back so they can apply their passion toward meeting the needs of the team.
Measure results. Passionate people love to know how they are doing and what it means. Show how what they do matters in terms of gains against goals. And whatever the measurement, broadcast it.
To nurture compassion:
Coach frequently. Management is a process of enabling others to succeed, specifically putting them into positions where they can succeed. Provide them with guidance. This is the compassion equivalent of “stoke the fires.”
Put people first. Look for ways to put this concept into action. Insist on people-friendly HR policies related to sick leave and child and elder care. Consider flexible schedules. Look for ways to accommodate those who want to work part-time, such as parents with young children.
Support volunteerism. Make it known that your organization will donate time and effort to community service efforts. Perhaps it is a local school or maybe a family shelter or a multiplicity of assistance efforts. Some organizations provide paid leave for people engaged in community volunteer efforts. That is wonderful but not always possible. What is possible for most however is simple recognition of community need and a commitment to serve it.
Passion is often subjective. It is the zeal we feel when we are doing what we enjoy and when we see the positive effects it has on us as well as our team. Compassion, by contrast, is nurtured from within — but it doesn’t have any effect until you apply it to others. It’s no good being compassionate if you never do anything for anyone. Accountability matters in both passion and compassion. That is, you hold passionate people accountable for results for which they strive. And you demonstrate compassion by holding the organization accountable for delivering on its promises to its employees.
What role do passion and compassion play in your organization? What role — if any — do you want them to play?
John Baldoni is a leadership consultant, executive coach, and author of six books on leadership. He was recently named one of the world’s most influential leadership gurus by Leadership Gurus International.