SALES TOPICS

List of Tools

Assessment

CEOFlow biz model: Business model

 

 

• CEOFlow 1 Day Workshop: CEOFlow 1 day workshop
• CEOFlow dinner/working session event v2: CEOFlow event v2
• CEOFlow Manifesto

  Example? www.CEOFocus.com

* Website: click on visuals for more detail

 

CEOFlow Symptoms List: https://spreadsheets.google.com/ccc?key=p9nYktpmh_qE9SAwenlhUCA&hl=en

Idea: create a CEOFlow survey that employees can take, to determine their push/pull rating.  Anonymous. Then have the survey results be accessible/sent to CEO.  Let changes be tracked over time.  Rank against other companies.  "Index of corporate freedom" (old idea from 2005/2006).

  

"Liberate the life within your organization"

"Grow revenue through enjoyment"

"Create predictable revenue through enjoyment"

Mission: to transform people's relationship with their organizations from one of exhaustion to one of enjoyment.

 

 

CEOFlow Interviews

Champions: Louise, Girard, John G, Deva, Rudy, Onna, Trang, Daphne, Zain, Will Jessup, Tony Wong, Jeff Solomon,Sasha, Rudy

 

CEOFlow book: CEOFlow book process

http://www.psychologyoffacebook.com/

 

Events: Events, Dinners, Conf Calls

Conference call on Transparency:

 

CEOFlow Ideal Client Profile: CEOFlow Ideal Client Profile

Old "Anti-Manager" Notes: Anti-Manager Notes

What Helps and Hurts CEOFlow: What Helps and Hurts CEOFlow

 

 

 

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"Be alive in your work" event (tony wong, CEOs, kauai, "get space", clarity, get clear...  zen retreat practices like landmark forum...videotape them at the start, then at the end and show them the difference)

aaron

 

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Get into the flow of sustainable, enjoyable growth

 

 

The CEO role can be the most lonely (or most loved) job in a company.  The CEO can let themselves become at the mercy of four fources: pressure from their board/investors, their own egos/"the self", their personal lives/families, and their employees.  Everyone wants something from the CEO - because the CEO role traditionally controls so much power, everything runs through them.  By necessity if things need to get done, or decisions made, it must run though the CEO.  The CEO, in ths stressful form, is like a bottleneck in a stream - for any water (action) to move from one side to the other, it must go through the bottleneck/chokepoint.  The only way to smooth the flow of the stream is to get rid of the bottleneck.  In this case, how can you have the CEO there, but removed from operations and running the company?  How can you create a self-managing system, than looks to the CEO for inspiration and cultural guidance, but doesn't need him for operations?  And in fact, works better when he's not involved?  

 

CEOs are human - they make mistakes.  And the larger a company gets, the more disconnected from the line operations/customers the CEO becomes.  This means they get further separated from the information they need to make the best decisions.  They have to rely more on reports and third-hand hearsay than primary information that comes from customers, partners and line employees.  The people who can make the best decisions are the ones nearest the problem, with the best information. 

 

Once the CEO can remove himself as much as possible from operations (to focus on vision, coaching, culture, inspiration...), the CEO should be able to more easily get into the flow.   People are committed, contributing, purposeful.  Goals are set and exceeded.  People aren't confused.  The organization truly comes alive, becoming more like a living organism than an entity.  It takes on more human characteristics - a personality, moods, purpose, behaviors.  Employees are empowered, not powered over.  They want to help them company succeed, they work to make it succeed.  The motivation of the company's unlocked.  Instead of pushed to get this done, employees are pulled by their own motivation and interests (and self-interest) to accomplish things, make improvements and help the company. 

 

The company can make money through motivation and enjoyment, not servitude.

The end of corporate servitude.

Index of corporate freedom.

The company can make money through motivation and enjoyment, not servitude.

Growth through motivation.

 

 growthmachine.blogspot.com

http://counterintuitivemanagement.blogspot.com/

 

 

 

 

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The Ten Commandments of Egoless Programming

Someone recently cited this excellent builder.com article which outlines The Ten Commandments of Egoless Programming, as originally established in Jerry Weinberg's book The Psychology of Computer Programming:

1. Understand and accept that you will make mistakes. The point is to find them early, before they make it into production. Fortunately, except for the few of us developing rocket guidance software at JPL, mistakes are rarely fatal in our industry, so we can, and should, learn, laugh, and move on.

    

2. You are not your code. Remember that the entire point of a review is to find problems, and problems will be found. Don't take it personally when one is uncovered.

    

3. No matter how much "karate" you know, someone else will always know more. Such an individual can teach you some new moves if you ask. Seek and accept input from others, especially when you think it's not needed.

    

4. Don't rewrite code without consultation. There's a fine line between "fixing code" and "rewriting code." Know the difference, and pursue stylistic changes within the framework of a code review, not as a lone enforcer.

    

5. Treat people who know less than you with respect, deference, and patience. Nontechnical people who deal with developers on a regular basis almost universally hold the opinion that we are prima donnas at best and crybabies at worst. Don't reinforce this stereotype with anger and impatience.

    

6. The only constant in the world is change. Be open to it and accept it with a smile. Look at each change to your requirements, platform, or tool as a new challenge, not as some serious inconvenience to be fought.

    

7. The only true authority stems from knowledge, not from position. Knowledge engenders authority, and authority engenders respect -- so if you want respect in an egoless environment, cultivate knowledge.

    

8. Fight for what you believe, but gracefully accept defeat. Understand that sometimes your ideas will be overruled. Even if you do turn out to be right, don't take revenge or say, "I told you so" more than a few times at most, and don't make your dearly departed idea a martyr or rallying cry.

    

9. Don't be "the guy in the room." Don't be the guy coding in the dark office emerging only to buy cola. The guy in the room is out of touch, out of sight, and out of control and has no place in an open, collaborative environment.

    

10. Critique code instead of people -- be kind to the coder, not to the code. As much as possible, make all of your comments positive and oriented to improving the code. Relate comments to local standards, program specs, increased performance, etc.