I attended a Communitech breakfast this morning. Since I had already had breakfast and read the morning paper before I arrived, perhaps I should just call it a Communitech “event.”
The opening speaker – I can’t recall his name or company, but they are involved in video production and have had some great success – started with a joke I enjoyed. “What’s the difference between pizza and an entrepreneur? A pizza can feed a family of four.” Great ice breaker. He spoke quite well.
The main speaker was John Keating of Com Dev. He focused on the wonderful story of ComDev’s recent – over the past several years – turnaround.
I’ve heard John speak once before and quite enjoyed his presentation. Today was no different. I think perhaps I’ve met him once before, but I can’t recall. We’re certainly not friends or even acquaintances, but I could tell from what he said – and he spoke without notes – that our value systems are closely aligned.
John came across as very humble. He spoke of the many brilliant people at ComDev and noted repeatedly that he was not one of them. He repeatedly acknowledged the great contributions all staff/”team” members had made. He spoke about the many stakeholders in ComDev (shareholders, employees, suppliers, customers, the community at large) and how he takes the company’s responsibilities very seriously. Mostly though, he deflected the credit for the turnaround away from himself, and back on his team. He showed great humility. He admitted his own mistakes.
I sat there juxtaposing John with another local technology company CEO that I heard speak a couple of years ago. I’d describe them as polar opposites. The other fellow, who shall remain nameless, used the word “I” in every sentence. “The company was a mess before I arrived.” “I started by rightsizing our staffing.” (That means he fired a lot of people.) “I then looked at what we were good at, our core competencies.” “Then I …”
Well, you get the idea. Apparently the nameless CEO ran the entire company all by himself.
I value humility. I value selflessness and servitude/servant leadership. I believe a strong leader takes the blame but distributes the praise.
Wednesday, February 28, 2007
Tuesday, February 27, 2007
Abundance Versus Scarcity
I met with a competitor recently. We spoke for about an hour and a half, him enjoying a coffee and me some orange juice. He’s involved with another indoor golf experience in the area.
I use the term “competitor” loosely, because we each did a great deal of sharing and ultimately agreed to find ways to work together, for mutual benefit.
I have found that there are really two groups of people in business. There are those that approach life and business with a firm belief in abundance, and that there is more than enough stuff for everyone. And then there are those that operate in a belief of scarcity, and thus feel that they must horde and protect what they feel is currently or rightfully theirs.
I subscribe to the abundance theory, as does the gentleman with whom I met.
I’ve entered this business and purchased the Southern Ontario franchise rights for Parmasters because I believe there is massive demand for the services that we provide. I also believe there is massive demand for the services that other indoor golf experiences provide. We’re very different businesses offering dramatically different services.
So, it seems to me that there must be a way to partner with other indoor golf experiences such that we both benefit.
Now I’ll admit, the makeup of such a partnership is not immediately obvious. This will take some serious thinking. But I’ll also posit that it’s not as complicated, or as impossible, or insurmountable, as it may first seem.
If you begin with the unwavering belief that there is more than enough stuff in this world to satisfy the needs – and even desires – of all, then you start to see possibilities and opportunities where others see only challenges and problems.
I use the term “competitor” loosely, because we each did a great deal of sharing and ultimately agreed to find ways to work together, for mutual benefit.
I have found that there are really two groups of people in business. There are those that approach life and business with a firm belief in abundance, and that there is more than enough stuff for everyone. And then there are those that operate in a belief of scarcity, and thus feel that they must horde and protect what they feel is currently or rightfully theirs.
I subscribe to the abundance theory, as does the gentleman with whom I met.
I’ve entered this business and purchased the Southern Ontario franchise rights for Parmasters because I believe there is massive demand for the services that we provide. I also believe there is massive demand for the services that other indoor golf experiences provide. We’re very different businesses offering dramatically different services.
So, it seems to me that there must be a way to partner with other indoor golf experiences such that we both benefit.
Now I’ll admit, the makeup of such a partnership is not immediately obvious. This will take some serious thinking. But I’ll also posit that it’s not as complicated, or as impossible, or insurmountable, as it may first seem.
If you begin with the unwavering belief that there is more than enough stuff in this world to satisfy the needs – and even desires – of all, then you start to see possibilities and opportunities where others see only challenges and problems.
Monday, February 26, 2007
The Moving Finger Writes
Very busy these days. Lots to do as far as site selection and attracting future investors.
On top of it all, I was called to jury duty today. I reported at 9:30am to the local courthouse. I was not selected as a juror, but was part of a large pool of candidate jurors – they used the term “jury panel” – from which the eventual 12 jurors and two alternates were selected.
For reasons that I shall not get into, I was excused from the jury panel. While I definitely believe in civic duty, I must admit that I was happy to get back to work.
As I sat there, in the court room, I also thought about the case about to be tried. At that point, I had no idea what the case was, who the defendant was, or any other related knowledge. But, clearly someone had felt they were wronged, or the Crown thought someone was wronged, or a crime was committed, and someone sat accused. A lot of pain. A lot of hardship. A very unfortunate situation that no doubt began many months or years prior.
I was reminded of one of my favourite pieces of poetry:
The Moving Finger writes; and, having writ,
Moves on: nor all your Piety nor Wit
Shall lure it back to cancel half a Line,
Nor all your Tears wash out a Word of it.
-The Rubaiyat of Omar Khayyam - Edward Fitzgerald - 11th century
On top of it all, I was called to jury duty today. I reported at 9:30am to the local courthouse. I was not selected as a juror, but was part of a large pool of candidate jurors – they used the term “jury panel” – from which the eventual 12 jurors and two alternates were selected.
For reasons that I shall not get into, I was excused from the jury panel. While I definitely believe in civic duty, I must admit that I was happy to get back to work.
As I sat there, in the court room, I also thought about the case about to be tried. At that point, I had no idea what the case was, who the defendant was, or any other related knowledge. But, clearly someone had felt they were wronged, or the Crown thought someone was wronged, or a crime was committed, and someone sat accused. A lot of pain. A lot of hardship. A very unfortunate situation that no doubt began many months or years prior.
I was reminded of one of my favourite pieces of poetry:
The Moving Finger writes; and, having writ,
Moves on: nor all your Piety nor Wit
Shall lure it back to cancel half a Line,
Nor all your Tears wash out a Word of it.
-The Rubaiyat of Omar Khayyam - Edward Fitzgerald - 11th century
Wednesday, February 21, 2007
5 Promises to Keep
Vickie L. Milazzo, founder and president of the Vickie Milazzo Institute, uses the following promises to guide her every decision. The magic of the promises is that they are simple and can work for any entrepreneur.
1. I will live and work a passionate life. Listen to your heart; then build your enterprise based on that passionate desire. When you wake up every day to a business you love, you’ll do what it takes to succeed.
2. I will go for it or reject it outright. Don’t spend your life in a holding pattern. Do it or forget it. Make a plan, and be realistic. Do you have time? Can you afford it? If not, reject it and come up with an attainable goal.
3. I will take one action step each day toward my ultimate vision. Unfulfilled dreams make people miserable. Acting on those dreams makes people happy. By taking action every day, you develop the habit and discipline to make your dream a reality. Success is in the motion.
4. I commit to being a success student for life. Anyone can launch a new business. Growing a successful business, however, requires learning every day from every available resource, including books, classes and especially successful mentors.
5. I believe I can do anything. Believing is 90 percent of the win. Imagine your success with sensory detail. If you believe you’ll achieve your goal--no matter what the challenges, no matter what anyone else tells you--you will succeed.
------
This last point sounds very much like The Secret.
1. I will live and work a passionate life. Listen to your heart; then build your enterprise based on that passionate desire. When you wake up every day to a business you love, you’ll do what it takes to succeed.
2. I will go for it or reject it outright. Don’t spend your life in a holding pattern. Do it or forget it. Make a plan, and be realistic. Do you have time? Can you afford it? If not, reject it and come up with an attainable goal.
3. I will take one action step each day toward my ultimate vision. Unfulfilled dreams make people miserable. Acting on those dreams makes people happy. By taking action every day, you develop the habit and discipline to make your dream a reality. Success is in the motion.
4. I commit to being a success student for life. Anyone can launch a new business. Growing a successful business, however, requires learning every day from every available resource, including books, classes and especially successful mentors.
5. I believe I can do anything. Believing is 90 percent of the win. Imagine your success with sensory detail. If you believe you’ll achieve your goal--no matter what the challenges, no matter what anyone else tells you--you will succeed.
------
This last point sounds very much like The Secret.
Monday, February 19, 2007
Have Your Prostate Checked Regularly!
Life works in mysterious ways. I had just sat down, approximately 30 minutes ago, to rough out this blog entry, and then carry on with some other work. I tend to do that. I’ll rough out an entry, an idea, and then let it percolate in the recesses of my mind as I work on other things. Then, when I return to complete the writing, I find the words flow much easier.
The trouble was, this evening, I wasn’t sure what I would write about. The day’s events did not bring a blog topic to mind.
And then the phone rang. My father was calling. My former hockey coach, a man by the name of Bruce Butterworth, had died today. He had fought a long battle with prostate cancer.
Bruce coached our team a few different times as we grew from four year olds that could barely skate, up into our teens. Our most memorable year was the 1982-83 campaign. That was the year we won our only provincial championship. We were in our mid-teens. Two years earlier we had made it to the finals, and were up three games to none, and then lost the next four. So the victory in 1983 was very sweet.
Bruce used to liken me to the Big ‘M’, Frank Mahovlich. Clearly he was trying to inspire me to greater feats, as my typical play certainly didn’t warrant such a prestigious moniker. But, like the Big M, I was a fairly reliable winger, playing my position, trudging up and down that right side of the rink doing the best that I could. Bruce understood that. He didn’t ask for perfection, just effort.
I knew Bruce was fading. He spent the final years of his life telling anyone and everyone that would listen to get regular prostate exams. He made it his final mission in life, to hopefully save the life of another.
SO, GET A PROSTATE EXAM ANNUALLY!
I called him, out of the blue, one Saturday in January. We hadn’t spoken much since 1983. I just knew I had to call and thank him for all he did for us. We had a good chat. He’s an … Isn’t that funny. I typed “He’s an” instead of “He was an.”
Bruce was an avid golfer. Fanatical really. He competed and I believe was successful at the provincial amateur level. So when I told him I was now in the golf business, we had a lot to talk about. He wanted to know all about the business. He wrote down some website addresses, and planned to have a look. I never did get back to him, to hear what he thought of what we were doing.
That final game of the 1983 championship series, we had three skaters on the bench. All year we’d played with five or six on the bench. Basically we had two full lines. But, through injuries and a suspension, we played that final game with just three of us on the bench. The other team had a full bench. And yet, we won.
We won that game, and the series, because our coach convinced us that we could win, and we deserved to win. For that, we’re all eternally grateful.
The trouble was, this evening, I wasn’t sure what I would write about. The day’s events did not bring a blog topic to mind.
And then the phone rang. My father was calling. My former hockey coach, a man by the name of Bruce Butterworth, had died today. He had fought a long battle with prostate cancer.
Bruce coached our team a few different times as we grew from four year olds that could barely skate, up into our teens. Our most memorable year was the 1982-83 campaign. That was the year we won our only provincial championship. We were in our mid-teens. Two years earlier we had made it to the finals, and were up three games to none, and then lost the next four. So the victory in 1983 was very sweet.
Bruce used to liken me to the Big ‘M’, Frank Mahovlich. Clearly he was trying to inspire me to greater feats, as my typical play certainly didn’t warrant such a prestigious moniker. But, like the Big M, I was a fairly reliable winger, playing my position, trudging up and down that right side of the rink doing the best that I could. Bruce understood that. He didn’t ask for perfection, just effort.
I knew Bruce was fading. He spent the final years of his life telling anyone and everyone that would listen to get regular prostate exams. He made it his final mission in life, to hopefully save the life of another.
SO, GET A PROSTATE EXAM ANNUALLY!
I called him, out of the blue, one Saturday in January. We hadn’t spoken much since 1983. I just knew I had to call and thank him for all he did for us. We had a good chat. He’s an … Isn’t that funny. I typed “He’s an” instead of “He was an.”
Bruce was an avid golfer. Fanatical really. He competed and I believe was successful at the provincial amateur level. So when I told him I was now in the golf business, we had a lot to talk about. He wanted to know all about the business. He wrote down some website addresses, and planned to have a look. I never did get back to him, to hear what he thought of what we were doing.
That final game of the 1983 championship series, we had three skaters on the bench. All year we’d played with five or six on the bench. Basically we had two full lines. But, through injuries and a suspension, we played that final game with just three of us on the bench. The other team had a full bench. And yet, we won.
We won that game, and the series, because our coach convinced us that we could win, and we deserved to win. For that, we’re all eternally grateful.
Thursday, February 15, 2007
Book Launch
A friend, Tony Badea, is having a book launch and signing at Chapters (the Gateway Drive location). I wish him well.
The event takes place this coming Saturday, February 17, between 2:00 and 4:00pm. I invited Tony to blog here. His first book is titled “Driving Fore Sales Success.”
I was very productive today. I’ve been falling behind, but feel much better about things as I type this evening. I’ll likely work most of the weekend, and will then be back on top of things.
Next week I speak at a local high school. This has been organized by the Speaker’s Bureau operated by The Business & Education Partnership of Waterloo Region (BEP).
Basically, volunteers sign up to be part of the Bureau, and thus periodically venture out to a local school to speak to a group of students about career choices and related topics. The BEP operates an online, searchable, anonymous database of speakers. Teachers can search this database and select speakers that will benefit their students.
Typically a speaker will be called upon once or twice per year.
I’m looking forward to meeting the students, but must also prepare. Something else to do this weekend. I went into one engagement, several years ago, at a Kitchener high school, and attempted to “wing it.” The results were disappointing. I felt I let the students down. That won’t happen again.
The event takes place this coming Saturday, February 17, between 2:00 and 4:00pm. I invited Tony to blog here. His first book is titled “Driving Fore Sales Success.”
I was very productive today. I’ve been falling behind, but feel much better about things as I type this evening. I’ll likely work most of the weekend, and will then be back on top of things.
Next week I speak at a local high school. This has been organized by the Speaker’s Bureau operated by The Business & Education Partnership of Waterloo Region (BEP).
Basically, volunteers sign up to be part of the Bureau, and thus periodically venture out to a local school to speak to a group of students about career choices and related topics. The BEP operates an online, searchable, anonymous database of speakers. Teachers can search this database and select speakers that will benefit their students.
Typically a speaker will be called upon once or twice per year.
I’m looking forward to meeting the students, but must also prepare. Something else to do this weekend. I went into one engagement, several years ago, at a Kitchener high school, and attempted to “wing it.” The results were disappointing. I felt I let the students down. That won’t happen again.
Wednesday, February 14, 2007
Community
I skipped my usual workout this morning … and shoveled snow instead. I certainly wasn’t alone.
It’s interesting. We live on a quiet street. We tend to see our neighbours frequently through the summer, and yet very infrequently through the winter. I guess we all hibernate.
But a snow storm tends to bring the community back together. We’re all out there, struggling against the elements to empty our driveways and thus freeze our gas-guzzling vehicles. Brief exchanges occur. Mostly jokes about the weather, the amount of snow, etc. But also inquiries about the family, the children, the job, etc.
A neighbour three doors down was stuck. She’s on her own with several young children. I had left a message telling her to not even attempt to leave her garage. The drift in front of it was some five feet tall. I looked up and there she was, high and dry, her van suspended on a large mound of snow.
The two neighbours (in the two homes) between her house and mine have not been getting along, but we all chipped in, setting aside differences, and eventually freed the moribund minivan.
Just in case you haven’t guessed, there’s really not much business within this post. Today was about community. Of course – ok, just a little business – if we do our jobs well, our Parmasters Golf Training Center will be about community also.
It’s interesting. We live on a quiet street. We tend to see our neighbours frequently through the summer, and yet very infrequently through the winter. I guess we all hibernate.
But a snow storm tends to bring the community back together. We’re all out there, struggling against the elements to empty our driveways and thus freeze our gas-guzzling vehicles. Brief exchanges occur. Mostly jokes about the weather, the amount of snow, etc. But also inquiries about the family, the children, the job, etc.
A neighbour three doors down was stuck. She’s on her own with several young children. I had left a message telling her to not even attempt to leave her garage. The drift in front of it was some five feet tall. I looked up and there she was, high and dry, her van suspended on a large mound of snow.
The two neighbours (in the two homes) between her house and mine have not been getting along, but we all chipped in, setting aside differences, and eventually freed the moribund minivan.
Just in case you haven’t guessed, there’s really not much business within this post. Today was about community. Of course – ok, just a little business – if we do our jobs well, our Parmasters Golf Training Center will be about community also.
Tuesday, February 13, 2007
Systems, Importance and Urgency
There are times when days simply don’t feel long enough. I’m currently going through such a time. Find myself falling slightly behind.
I made some adjustments to my productivity systems at the start of the year. I blogged about it here. I’m not really very happy with the change. Will review the book – Getting Things Done – again over the weekend. Perhaps I have not been true to David Allen’s recommended approach. Perhaps I’m actually using a hybrid of his suggested approach and my old tried and true approach. Perhaps that’s the problem. We shall see.
During our Franchise Owner Training last week, the franchisor presented the stats that will follow shortly. I did not get a source for the information, but I’m sure I can trust the franchisor’s figures. And even if they’re off a little, the point will remain unchanged.
I’m sure most of you are familiar with Stephen Covey’s four quadrant-model that defines tasks along two axis – Importance and Urgency. (I've blogged on this before here.) You end up with four quadrants. (I’ll simply list them here rather than trying to draw them.)
1) IMPORTANT and URGENT
2) IMPORTANT and NOT URGENT
3) NOT IMPORTANT and URGENT
4) NOT IMPORTANT and NOT URGENT
Clearly one would want to dedicate most resources (e.g. dollars, time, staff, etc.) to quadrants 1 and 2.
Here are the stats. Most companies apply their resources across the quadrants like this:
1) 25-30% – IMPORTANT and URGENT
2) 15% – IMPORTANT and NOT URGENT
3) 50-60% – NOT IMPORTANT and URGENT
4) 2-3% – NOT IMPORTANT and NOT URGENT
However, “high performing” companies apply their resources like this:
1) 25-30% – IMPORTANT and URGENT
2) 65-80% – IMPORTANT and NOT URGENT
3) 15% – NOT IMPORTANT and URGENT
4) Less than 1% – NOT IMPORTANT and NOT URGENT
So, where do you spend your resources?
I made some adjustments to my productivity systems at the start of the year. I blogged about it here. I’m not really very happy with the change. Will review the book – Getting Things Done – again over the weekend. Perhaps I have not been true to David Allen’s recommended approach. Perhaps I’m actually using a hybrid of his suggested approach and my old tried and true approach. Perhaps that’s the problem. We shall see.
During our Franchise Owner Training last week, the franchisor presented the stats that will follow shortly. I did not get a source for the information, but I’m sure I can trust the franchisor’s figures. And even if they’re off a little, the point will remain unchanged.
I’m sure most of you are familiar with Stephen Covey’s four quadrant-model that defines tasks along two axis – Importance and Urgency. (I've blogged on this before here.) You end up with four quadrants. (I’ll simply list them here rather than trying to draw them.)
1) IMPORTANT and URGENT
2) IMPORTANT and NOT URGENT
3) NOT IMPORTANT and URGENT
4) NOT IMPORTANT and NOT URGENT
Clearly one would want to dedicate most resources (e.g. dollars, time, staff, etc.) to quadrants 1 and 2.
Here are the stats. Most companies apply their resources across the quadrants like this:
1) 25-30% – IMPORTANT and URGENT
2) 15% – IMPORTANT and NOT URGENT
3) 50-60% – NOT IMPORTANT and URGENT
4) 2-3% – NOT IMPORTANT and NOT URGENT
However, “high performing” companies apply their resources like this:
1) 25-30% – IMPORTANT and URGENT
2) 65-80% – IMPORTANT and NOT URGENT
3) 15% – NOT IMPORTANT and URGENT
4) Less than 1% – NOT IMPORTANT and NOT URGENT
So, where do you spend your resources?
Monday, February 12, 2007
Poor Blogging
I’ve been a poor blogger lately. (I had originally typed “bad blogger”, but I’ve always believed there are no bad people, and by extrapolation, no bad bloggers, merely misguided or misdirected people, and bloggers.) The last couple of days of our Franchise Owner Training were pretty intense. And once I was back home, well enough of the excuses.
Last Wednesday, I drove straight from the airport to a Greater Kitchener-Waterloo Chamber of Commerce event. It was a “new member” event, so we all got a chance to provide a 30 second advertisement at the microphone. I had just barely walked in the door when the mic was placed in my hands. I must have said something right, as a few minutes later I had several promising new contacts approaching me.
It took a while to adjust to the time zone change. Not sure why. I saw some late nights late last week. This threw off my workout schedule. I had done quite well while in Vancouver with two runs along the water and two great sessions in the fitness centre. I was back on track this morning, back in my basement and a familiar routine.
We’re currently in lease negotiations. That’s occupying most of my focus. We’re also at our first quarter-end with external investors on board. We’re developing new systems to ensure all of the reporting and other activities are completed effectively and efficiently. So far, so good.
We’ve built a really solid team of investors so far. By that I mean that they’re all team players, positive in their focus and outlook, and they’ll all contribute in ways that no other group can. I look forward to working with them, and all others that join our team, over the coming years.
For now, it’s time for some reading and preparation for tomorrow.
Last Wednesday, I drove straight from the airport to a Greater Kitchener-Waterloo Chamber of Commerce event. It was a “new member” event, so we all got a chance to provide a 30 second advertisement at the microphone. I had just barely walked in the door when the mic was placed in my hands. I must have said something right, as a few minutes later I had several promising new contacts approaching me.
It took a while to adjust to the time zone change. Not sure why. I saw some late nights late last week. This threw off my workout schedule. I had done quite well while in Vancouver with two runs along the water and two great sessions in the fitness centre. I was back on track this morning, back in my basement and a familiar routine.
We’re currently in lease negotiations. That’s occupying most of my focus. We’re also at our first quarter-end with external investors on board. We’re developing new systems to ensure all of the reporting and other activities are completed effectively and efficiently. So far, so good.
We’ve built a really solid team of investors so far. By that I mean that they’re all team players, positive in their focus and outlook, and they’ll all contribute in ways that no other group can. I look forward to working with them, and all others that join our team, over the coming years.
For now, it’s time for some reading and preparation for tomorrow.
Saturday, February 10, 2007
Make Sure The Job Is Worth A Damn
As we went through Franchise Owner Training this past week in Vancouver, it became increasingly clear that Parmasters subscribes to the sentiment in the quote below.
“If you want someone worth a damn in the job, you'd better make sure the job is worth a damn.” -television show, Commander and Chief
Unfortunately, the show didn’t last long. I say “unfortunately” because I enjoyed it.
“If you want someone worth a damn in the job, you'd better make sure the job is worth a damn.” -television show, Commander and Chief
Unfortunately, the show didn’t last long. I say “unfortunately” because I enjoyed it.
Monday, February 05, 2007
Zip Trek
We focused on team building todayn soaring through the trees with Zip Trek Ecotours (www.ziptrek.com).
While they have a strong environmental message and commitment, most of the day with Zip Trek was spent suspended from long cables.
It's an interesting experience. You wear a harness all day. For each cable/run you and your harness are hooked up to the cable. You then step off of a platform and gravity takes over. Off you "zip", suspended bellow the cable, flying over or through the forest canopy. Great views and sensations.
We also learned about some lichen (not sure of the spelling) that grows about 1 cm every ten years! Amazing! We saw these seemingly delicate wisps of lichen that were 40 or 50 cm long. They were 400 to 500 years old!
Business feels great pressure to move very quickly. To deliver immediate results. That's partially due to limited resources, and competition for the investment dollar. Mother Nature, on the other hand, seems abundantly content to progress very slowly.
Is there a lesson here?
While they have a strong environmental message and commitment, most of the day with Zip Trek was spent suspended from long cables.
It's an interesting experience. You wear a harness all day. For each cable/run you and your harness are hooked up to the cable. You then step off of a platform and gravity takes over. Off you "zip", suspended bellow the cable, flying over or through the forest canopy. Great views and sensations.
We also learned about some lichen (not sure of the spelling) that grows about 1 cm every ten years! Amazing! We saw these seemingly delicate wisps of lichen that were 40 or 50 cm long. They were 400 to 500 years old!
Business feels great pressure to move very quickly. To deliver immediate results. That's partially due to limited resources, and competition for the investment dollar. Mother Nature, on the other hand, seems abundantly content to progress very slowly.
Is there a lesson here?
Saturday, February 03, 2007
400 Members
Imagine a business that can generate enough revenue from day one to cover all fixed costs!
Imagine a business that opens cash flow positive!
Imagine a business that opens profitable!
All of these are possible, albeit progressively more challenging, within the Parmasters model. We're learning the systems, strategies and tactics that can make these images reality.
Today we did an exercise. In teams of two we had 30 minutes to develop a plan to sell 400 memberships within a single week, start to finish! Just in case you're not aware, 400 memberships in a week is astronomical! The plans were developed and presented. While they were a little rough around the edges, all participants agreed that the plans had a very high probability of success!
While energizing, today was once again exhausting. I was up at 5:45am for some breakfast and a run. The training started at 8:00am. There were few very short breaks. But lots of great learning!
Sunday is a fun day. Apparently we're off to Whistler, BC to trust our very lives to some thin steel cables. Hope they're not too rusty!
"Do not follow where the path may lead. Go instead where there is no path and leave a trail." -Ralph Waldo Emerson
Imagine a business that opens cash flow positive!
Imagine a business that opens profitable!
All of these are possible, albeit progressively more challenging, within the Parmasters model. We're learning the systems, strategies and tactics that can make these images reality.
Today we did an exercise. In teams of two we had 30 minutes to develop a plan to sell 400 memberships within a single week, start to finish! Just in case you're not aware, 400 memberships in a week is astronomical! The plans were developed and presented. While they were a little rough around the edges, all participants agreed that the plans had a very high probability of success!
While energizing, today was once again exhausting. I was up at 5:45am for some breakfast and a run. The training started at 8:00am. There were few very short breaks. But lots of great learning!
Sunday is a fun day. Apparently we're off to Whistler, BC to trust our very lives to some thin steel cables. Hope they're not too rusty!
"Do not follow where the path may lead. Go instead where there is no path and leave a trail." -Ralph Waldo Emerson
PM Memphis Very Satisfying
We've completed our first full day of Franchise Owner Training here in beautiful Vancouver. It was a long, draining day. Very intense at times. A lot of knowledge/information was passed from teacher (franchisor) to student (franchisee). I'm completely exhausted.
I can't blog much about the Training content obviously. It's all proprietary, copyrighted and highly confidential. However, one story came through that really resonated.
Parmasters Memphis is a beautiful 25,000 sq ft facility. When people see it the first few times their reaction is consistently one of wonderment, a large grin on their faces and "wow!" eminating from their mouths. I already knew this. I had the same reaction when I first entered the center.
I learned today that as people leave Parmasters Memphis, having spent an hour or two practicing or playing, most are VERY satisfied. Great news! Staff catch most people on the way out the door and ask quickly if they enjoyed their visit. Almost to a person, the response is always a resounding, fully-satisfied "YES", accompanied by a broad grin!
We at Parmasters Southern Ontario are extremely eager to find our location, open the doors and start generating similar - or even more passionate - reactions.
Time to re-charge my batteries before another long day of Training on Saturday. Plan to hit the fitness centre at 6:00am.
I can't blog much about the Training content obviously. It's all proprietary, copyrighted and highly confidential. However, one story came through that really resonated.
Parmasters Memphis is a beautiful 25,000 sq ft facility. When people see it the first few times their reaction is consistently one of wonderment, a large grin on their faces and "wow!" eminating from their mouths. I already knew this. I had the same reaction when I first entered the center.
I learned today that as people leave Parmasters Memphis, having spent an hour or two practicing or playing, most are VERY satisfied. Great news! Staff catch most people on the way out the door and ask quickly if they enjoyed their visit. Almost to a person, the response is always a resounding, fully-satisfied "YES", accompanied by a broad grin!
We at Parmasters Southern Ontario are extremely eager to find our location, open the doors and start generating similar - or even more passionate - reactions.
Time to re-charge my batteries before another long day of Training on Saturday. Plan to hit the fitness centre at 6:00am.
Thursday, February 01, 2007
Systems Thinking ... And Buying
I'm sitting in the Hamilton Airport about to board. This is a great little airport. You drive up quite close to the terminal and park. Then it's just a very short walk into the terminal. Check in is just inside the doors. You're usually greeted as you enter, although that didn't happen this morning. Perhaps I didn't look very cheery.
I noted also, that there's no traffic light where the airport road meets highway 6 south (the main thoroughfare). Not enough volume I guess.
Unfortunately, check-in was not very smooth. There were three agents. Two of them were located beneath a large sign that read "Self-service check-in bag drop". Since no one was using the self-check-in option, most travellers lined up with the third agent.
It's a great sign. I'm sure all agreed as they viewed the final design in the meeting room. But, as Paco Underhill notes in Why We Buy: The Science of Shopping (previous blog entry, November I believe, not sure how to link when blogging remotely), the retail environment must be observed - the actual environment - before it can be analyzed and understood.
It's a lesson I take very much to heart, and that I will discuss this week at Parmasters HQ, as we clearly want our retail environment to function very well.
"Simple, clear purpose and principles give rise to complex and intelligent behaviour. Complex rules and regulations give rise to simple and stupid behaviour." -Dee Hock
I noted also, that there's no traffic light where the airport road meets highway 6 south (the main thoroughfare). Not enough volume I guess.
Unfortunately, check-in was not very smooth. There were three agents. Two of them were located beneath a large sign that read "Self-service check-in bag drop". Since no one was using the self-check-in option, most travellers lined up with the third agent.
It's a great sign. I'm sure all agreed as they viewed the final design in the meeting room. But, as Paco Underhill notes in Why We Buy: The Science of Shopping (previous blog entry, November I believe, not sure how to link when blogging remotely), the retail environment must be observed - the actual environment - before it can be analyzed and understood.
It's a lesson I take very much to heart, and that I will discuss this week at Parmasters HQ, as we clearly want our retail environment to function very well.
"Simple, clear purpose and principles give rise to complex and intelligent behaviour. Complex rules and regulations give rise to simple and stupid behaviour." -Dee Hock
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