How to do an elevator pitch (present an idea in 30 seconds or less)

Dear WW: I have a project that I want to pitch to a Venture Capitalist that I know. But I know how busy she is so I’ll only have a minute or two to make my pitch. BLINK AND SHE’S GONE

Dear BLINK,

A gate agent at the airport told me a story about a friend who is an airplane captain. Seems that a woman on his flight accidentally hit the flush button while still on the seat. She was stuck. After a lot of heavy lifting, the pilot was finally able to get her free of the seat.

Suction is a powerful tool in airplane johns AND when you are making your pitch to a Venture Capitalist. What can you say that will suck in their interest? And this is not just a skill for entrepreneurs; any worker bee with a too busy boss often has precious little time to get information out to them. For more, check out Milo Frank’s book, “How to Get Your Point Across in 30 Seconds Or Less” (Pocket, 2000).

What is your goal? As an old friend used to say, “If you don’t know where you are going, any old path will get you there.” You must start with your goals. What do you need? How can this person help? What will success look like?

Who is your audience? A pitch to a Venture Capitalist should probably involve a bottom line (I did say probably, you need to do research to find out if there are other things that are also important, for example, creating the next killer ap, changing the world, etc.). Know what is important to your audience and build your pitch around it.

What is your hook? You’ve got to grab their attention immediately. A simple way to do this is to ask a provocative question, paint a picture of a better reality than currently exists or hit one of his or her hot buttons. A modest example of a provocative question, “What if we could turn something that we’re currently paying to throw out into an income stream?”

Do you keep it simple? Woody Guthrie once said, “Any damn fool can make something complex, it takes a genius to make something simple.” Resist the temptation to cross all the “t’s” and dot all the “i’s” in your initial pitch. If you do your job, they’ll ask you questions so you can fill in the blanks.

Are you genuine? People want to see passion. But watch going too far and coming across like a snake oil salesman. I have a simple philosophy here-show ‘em what got you excited in the first place.

Do you incorporate their feedback? When they start to talk, really listen. It’s important to show them that you not only can hear what they’re saying, but can incorporate it into your proposal.

Whatever that pilot’s salary, he certainly earned it that day. And you’ll earn yours if you can learn how to make your pitch fly.

Working Wounded poll:

What is the toughest part of pitching a new idea at work?

• Coming up with the idea, 20%
• Finding the right time to make the pitch, 22.2%
• Fear of being rejected, 24.4%
• Coming up with the right thing to say, 33.3%

Working Wounded strategy:

Our winning strategy for making a “pitch” is from Fred R. in Oklahoma City, OK. “The key to making a pitch is practice, practice, practice. I look for chances to practice at dinner parties, when I meet people on the street and with relatives. Some people say that I’m shameless. But I’ve found that it’s amazing what you can learn from all the people that you know. And don’t shy away from people who aren’t involved in your industry, I’ve found that it’s great practice to pitch people who don’t know all the jargon.”

Key Words: 18. Managing

29. Teamwork, 20. Motivation

How to make meetings more effective

Dear WW: In my new job I have to run a lot of meetings. I’ve never been a big one for committees, so what advice can you tell me to make my meetings worthwhile? MEET MARKET

Dear MEET,

Do you remember the Mars Climate Orbiter? If flew 416 million miles over 9 months. So far, so good. Unfortunately after all those miles, it got just a little too up close and personal with Mars and burned up-$125 million up in smoke. The reason? Lockheed Martin had sent in data for the mission in English units of pounds instead of in metric unit of Newtons. Oops!

And just like the Mars Orbiter; many meetings have gone up in smoke because people use different frames of reference during them. Use the Ten Commandments below to get everyone on the same page. For more check out “First Aid for Meetings” by Charlie Hawkins (Book Partners, 1997)

Have a reason for meeting. This is a special challenge for regularly scheduled meetings. You waste an hour before you realize you have no actual reason for meeting. Always start by clarifying what you’re trying to accomplish.

Send out info in advance of the meeting. Don’t bury them in paper or attachments; only send out the stuff they’ll need to see.

Start on time. Sometimes you have to wait for the big Kahuna, but most the time you’ve just got to take some lumps by starting without everyone in the room. Over time you’ll develop the reputation for having the one meeting that starts, and finishes, on time.

One conversation. Meetings that degenerate into a million side conversations are a waste of everyone’s time. Extinguish side conversations immediately or you’ll pay the consequences.

Separate idea collection from idea evaluation. Criticism makes a lot of people keep their opinions to themselves. Solicit ideas at one point in the meeting and evaluate them later.

Put facilitator in charge. Personally I like meetings where facilitation rotates rather than just going to the person highest up on the org chart, but this does require that everyone receive some training in how to do it.

Do you put in a bit of extra time to reach consensus? I think that we tend to vote too early in meetings. It’s often worth giving it a little extra time to see if everyone can agree on one way to proceed.

Acknowledge, acknowledge, acknowledge. Recognize people in every way that you can. Have refreshments, recognize people who contribute-my theory is that you can never put too much into rewarding people.

Give a homework assignment. Not for the sake of homework, but be sure to assign specific tasks to people so that your effort continues to build momentum.

Debrief.  This is the step that everyone skips. I think it’s valuable to ask for feedback about the meeting before you break.

Having a good meeting shouldn’t have to be rocket science. All you have to do is practice the Ten Commandments above.

Working Wounded poll:

What song do you sing when it comes to attending meetings where you work?

• “That’s the Way I’ve Always Heard It Should Be”, 29.6%
• “That’s the Way (I Like It)”, 24%
• “That’s Where I Went Wrong”, 46.2%

Working Wounded strategy:

Our winning strategy for handling meetings comes from Jessica D. in Ohio. “I establish a ‘parking lot’ at the beginning of the meeting. This can be a flipchart, or an area on a white board placed so it is visible to all members of the group. We can then ‘park’ (record) important issues or ideas that we want to capture for later discussion, but may not be relevant to the discussion at hand. This prevents the meeting from being derailed by the introduction of important but unrelated topics or issues. However, it is usually better to ask the group whether an idea is relevant or a ‘parking lot’ issue rather than just arbitrarily placing it in that category yourself.”

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

How small talk can help you make it big time

Dear WW: I can close a sale better than anyone I know. What kills me is the initial small talk with a client. But I’m starting to realize that sometimes I need to give a person time to warm up to me. Any suggestions? LITTLE VICTORIES

Dear VICTORIES,

A while back I saw a fascinating report from Britain’s Department of Trade and Industry. It detailed some of the odder injuries from the U.K. For example, did you know that last year 36 people were injured by teapot covers? Even more dangerous? Placemats; they injured 165. And get this, toilet paper holders took out 330 people, one MORE than meat cleavers.

That was not a typo. It’s just one example of how small, relatively benign, things can create havoc. But small things can also have a huge positive impact too. In business, the ability to initiate and maintain a conversation is just as important as “closing the deal” because if you don’t earn their trust-you’ll often never get the chance to close. Below are some tips for getting started. For more, check out “When the Little Things Count” by Barbara Pachter (Marlowe, 2001).

Do you see small talk as a gateway to building and maintaining a relationship? Before you can do it you’ve got to appreciate the intrinsic value of small talk. See it as a way to connect with people you know and create new bonds with people you don’t.

Do you have interesting topics to discuss? I’ve known people who never leave small talk to chance. If they know that they are going to meet with someone they’ll bone up on everything they can get their hands on. Internet searches in the company and industry, industry journals and, of course, your local newspaper’s business section. Small talk sometimes can take big time effort, but it’s almost always worth the time and trouble.

Do you have a daily conversation starter? We’re not talking just the weather and your local sports teams. Every day there are topics covered in the business press or other news that can make a great conversation starter.

Can you keep a conversation going? Listening isn’t good enough. You’ve got to show them that you’re listening. You can do this by asking questions, making lots of eye contact and responding when they ask you a question. Be someone who is easy for people to talk to.

Do you reveal yourself, carefully? Small talk doesn’t have to be totally generic. It’s okay to show a bit of yourself in the topics you pick and the positions that you take on them. But if you have any anxiety about raising a topic-don’t. And before you joke about something be sure to do some homework on the other person’s sense of humor.

By starting small you should be able to get to the big time in your next business conversation. But don’t forget to keep your eyes open for those placemats, they’ll get you if you’re not careful. 

Working Wounded poll:

Small talk is…

• Small talk is for small timers, 9%
• Big time, 34.8%
• Pretty important, 56%

Working Wounded strategy:

Our winning strategy for dealing with small talk at work comes from Janet B. in Boulder, CO. “My strategy for starting and maintaining conversations is the same as the one we all once learned for crossing the street:  Stop.  Look. Listen. Stop thinking about ‘the goal.’ You need to shift your focus entirely to the person with whom you’re speaking. Look the person in the eye. Small talk is personal, and the other person needs to ‘know’ you’re focusing on him or her. Listen – really listen – to what the other person is saying.  Initiating a conversation isn’t the hard part; maintaining it is. Do you notice that I’ve said nothing about talking about yourself? Leave that for after you’ve crossed the street. That is part of your close, not your small talk.”

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

Best business quotes

Dear Readers: I’m Bob and I’ve got a confession to make; I’m a quote junkie. I’ll list some of my favorites and I’d encourage you to participate in our weekly contest and email me yours (bob@workingwounded.com).”So much of what we call management consists in making it difficult for people to work.” Peter Drucker

“A company is stronger if it is bound by love rather than by fear.” Herb Kelleher, former CEO of Southwest Airlines.

“The rate of unemployment is 100% if it’s you who is unemployed.” David Kurtz

“I am convinced that if the rate of change within an organization is less than the rate of change outside, the end is near.” Jack Welch, former CEO, GE

“The employer generally gets the employee he deserves.” Sir Walter Gilbey

“Suffer fools gladly. They may be right.” Holbrook Jackson

“Whom the gods want to destroy they send 40 years of success.” Old proverb

“A man’s gotta make at least one bet a day, else he could be walking around lucky and never know it.” Jimmy Jones, horse trainer

“One of the greatest diseases is to be nobody to anybody.” Mother Teresa

“An important obstacle is the supposition that improvement in quality and productivity is accomplished suddenly by affirmation of faith.” W. Edwards Deming

“There cannot be a crisis next week, my schedule is already full.” Henry Kissinger

“Business schools train people to sit in their offices and look for case studies. The more Harvard succeeds, the more business fails.” Henry Mintzberg

“Read more novels and fewer business books.” Tom Peters

“Hitting people over the head isn’t leadership, it’s assault.” Dwight Eisenhower

“Few great men could pass personnel.” Paul Goodman

“Anyone who says businessmen deal in facts, not fiction, has never read five-year projections.” Malcolm Forbes

“If you want something said, ask a man. If you want something done, ask a woman.” Margaret Thatcher

“I go to bed happy at night knowing that hair is growing on the faces of billions of males and on woman’s legs around the world while I sleep. It’s more fun than counting sheep. Warren Buffett, owner of Gillette stock

“The Internet is a solution looking for a problem.” Bill Towler

“Does he have 17 years of experience or one year of experience 17 times?” Paul Wiesenfeld

“Every crowd has a silver lining.” P.T. Barnum

“When elephants fight, only the grass gets hurt.” Swahili proverb

“It’s not what you don’t know that hurts you, it’s what you think that just ain’t so.” Satchel Paige

“It is not the critic who counts, the credit belongs to the man who is actually in the arena. Who strives valiantly; who errs and comes short time and time again; and who, if he fails, at least fails while daring greatly. His place shall never be with those cold and timid souls who know neither victory nor defeat.” Teddy Roosevelt

“A fool who persists in his folly becomes wise.” William Blake

Working Wounded poll:

How do you feel about people who use a lot of business quotes at work?

Annoyed, 14.5%

Inspired, 23.2%

Depends on the quote, 62.2%

Working Wounded strategy:

Our favorite quote was sent in my Morgan L. in Ottawa, Canada. “We trained hard…but it seemed that every time we were beginning to form up into teams we would be reorganized…I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.” Petronius Arbiter, 210 B.C.

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

How to offer criticism and live to tell about it

Dear WW: My boss thinks he knows all the answers. It’s impossible to offer ideas and especially criticism. How do you get someone like that to listen? WALKING ON EGGSHELLS

Dear WALKING,

Bill Klem, a legendary baseball umpire at the turn of the last century, was known for having a sharp tongue. Once, a woman in the stands yelled, “Klem, if you were my husband, I’d put poison in your coffee.” To which Klem replied, “Lady, if I were your husband, I’d drink it!”

Unfortunately, that’s what often happens when people offer criticism at work: the poison gets passed back and forth. To avoid that syndrome, you need to learn new, more constructive ways of offering criticism. Consider the questions below, then check out Hendrie Weisinger’s book, “The Power of Positive Criticism” (Amacom, 2000).

Do you know what you’re trying to say? Duh! Sounds obvious. But you’d be surprised how many people offer criticism that sounds clear as a bell to them-and clear as mud to the recipient. Practice your speech on someone else first and let that person help you make it clear, positive and as short as possible.

Do you know your own motives? My motives are always beyond reproach, but others are to be questioned. Right? Pardon my sarcasm, but too many of us fall into that trap. So before criticizing someone else, dig down and examine your agenda. Are you trying to get back at someone? Promote yourself? Score points? Genuinely help the team? As my mom used to say, before you point a finger at someone else, point it at yourself.

Do you know the person’s sweet spot? Before shooting from the lip, consider the person’s schedule and moods. When will she be most amenable to hearing criticism? Is she often in a good mood first thing in the morning? After lunch? Before a vacation? Timing can be everything.

Can you make your criticism less threatening? HOW you say something has as much impact as what you say. Avoid “you” statements, which sound blaming (“I felt our work deserved more credit at the meeting” rather than “you took credit for our work”). Avoid “always” and “never” in favor of specific examples. And phrase your comments in the positive rather than the negative (“I’ve found a great way to handle this is…”).

Can you offer solutions as well as criticism? A wise boss once advised me never to point out a problem if I couldn’t also offer a solution. The workplace is full of problem spotters; it’s the problem solvers who are cherished.

Can you act on your own advice? Don’t just offer words; offer action. Say what you’re willing to do to implement your ideas. The more you offer, the more your suggestion will resonate with even the most defensive boss.

If you don’t want to strike out at work, learn to offer criticism with a positive spin. It’ll be a whole new ballgame for you and all the people you work with.

Working Wounded poll:

Which movie title best describes your bosses response when you offer criticism?

• Do the Right Thing, 20.7%
• Close Encounters of the Third Kind, 22.8%
• Missing, 22.8%
• Apocalypse Now, 33.5%

Working Wounded strategy:

Our winning strategy for criticizing your boss comes from David L. in Atlanta, GA. “I’ll tell you one surefire way to get some personal cover for yourself in criticizing the boss: couch your criticism of your boss in terms of actual points/principles that she’s offered in past written memos to you (and, preferably, memos of wider circulation within the organization). We all have egos. It has to be somewhat flattering to realize that a subordinate not only read the original, but filed it away dutifully and remembered it months later. As with everything in life, you have to have a gentle touch and use style with this approach: you don’t want to be seen as ‘cross-examining’ the boss with their earlier words. Even if you don’t think my idea is very clever, take at least one lesson from it: keep all of those memo from your managers!”

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

What to do before you send an email

Dear WW: I feel like most of my business is done by email these days, but I feel like with email I have less control than I do in person or over the phone. Do you have any tips for writing emails that get attention? TRYING TO STAND OUT

Dear STAND OUT,

A man in Dunedin, New Zealand pled guilty to stealing huge amounts of mail over the past four years. He stored it all over his home in piles that reached as high as three feet. Why? He was lonely and he liked reading other people’s mail. There were a number of checks in the mail but he made no effort to cash them. He was happy just reading the letters.

If you’re not sending your email to this guy, chances are you’re going to have to work at getting the recipient to want to read it. Below are some tips to get more attention for your missives. Also check out Julie Bick’s book, “The Microsoft Edge” (Pocket, 1999).

Do you think before you write? I’ve learned in meetings that the less you say, the more people pay attention when you do open your mouth. It’s no different with email. Try to pick your spots and only send an email when there’s a darn good reason to hit send.

Do you use your subject line? You have between three and six words to motivate the person to read what you’ve written. Don’t be cavalier. Put a lot of thought into what specific combinations of words will increase the odds they’ll want to read what you’ve written.

Do you always keep it short? I can’t tell you how many people have sent me four and five page emails. With email (as in most things) shorter is always better. Get the reputation of being someone who won’t waste anyone’s time and who knows how to get to the point.

Do you watch filling up their inbox with humor, large attachments or chain letters? If you’ve ever waited for five minutes while an attachment that wasn’t funny to begin with downloaded, you know that you really need to limit the stuff you pass on to people. For every belly laugh I’ve had from an email, I’ve had a hundred cases of heart burn.

Do you send a copy of what they’ve written at the end of your email? I get a lot of mail, so I really appreciate it when someone includes a copy of his or her last correspondence so I can refresh my memory about what we’re discussing. Sure, this can make for lengthy emails, but it’s a heck of a lot easier than sorting through my deleted file, or memory, to remember what we’ve been talking about.

And one last point: the ongoing Microsoft court case should remind you that lonely New Zealand postal workers aren’t the only ones reading other people’s mail. Before you hit send, always consider how your message would sound to a judge and jury.

Working Wounded poll:

Which word best describes the impact of email on you and your job? (5,368 responses)

• Annoying. 10.8%
• Helpful, 27.4%
• Essential, 61.6%

Working Wounded strategy:

Our winning strategy comes from Evelyn T. in San Francisco, CA. “When you know the material you are sending is sensitive, write the email, but put it aside for at least 15 minutes before firing it into the ozone. If you still feel a little queasy about it, let another 15 minutes go by before you look at it again. Just like in the shower, rinse and repeat as needed. Before you send any email “bomb,” pretend you are the recipient. Open it up and read it through. Does it really make sense? Does it sound whiny or rude? Does it need to

be re-written with a little less judgmental tone? Remember, re-writing is the art that turns a hastily scribbled note into an elegant masterpiece.”

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

How to use stories to influence people

Dear WW: I recently went to see a motivational speaker who told great stories and it made me think that I should use stories in my sales pitches. But I don’t know any stories. Where can I find stories that work for meetings and sales situations? WHAT’S THE STORY

Dear STORY,

Every year in London a group of people gives out the “Double Speak Awards” to mark occasions of remarkable verbal obtuseness. One of last year’s awards went to the actress Alicia Silverstone for her comments on the film “Clueless.” Alicia said, “I think that the film ‘Clueless’ was very deep. I think it was deep in the way that it was very light. I think lightness has to come from a very deep place if it’s true lightness.”

Oo-kay . . . Personally, I’d call this true lightweight-ness. And I’d call Alicia pretty clueless when it comes to making speeches. But with a little preparation you CAN use stories effectively in sales pitches and you don’t need books to find them. Your best stories will be ones you make up yourself, drawn from your own experience. To create stories, ask yourself the questions below, and see Annette Simmons’s book, “The Story Factor” (Perseus, 2001).

Can you create a story that shows who you are? If you haven’t worked with a client before, you might want to start with a story that gives her insight into who you are and what you value. For example, describe a time you stood up for a client or a friend. That will have more credibility than simply asking her to trust you.

Can you build a vision around the product or service you are selling? Ms. Simmons tells a story about three construction workers. When asked what they were building, the first construction worker said that he was “laying bricks.” The second said he was “building a wall.” The third said he was “building a cathedral.” All three told the truth, but which one captured your imagination? 

Can you weave your product or service into a teaching story? A “teaching story” will show your client what he’ll be able to do as a direct result of using your product or service. Collect stories from other clients who have used that same product or service and use them to “educate” prospective buyers.

Can you address their concerns with an “I know what you’re thinking” story? Put yourself in the shoes of the person who is considering doing business with you. Anticipate her concerns and describe the way you worked through those concerns with another client and created a successful outcome.

Stories are a powerful way to get people to act. Just follow the three rules of effective storytelling: know your audience; make sure your story has a point that is relevant to the audience and the situation; communicate simply and clearly. Don’t do an Alicia Silverstone and leave your audience clueless about what you’re saying.

Working Wounded poll:

Do you tell stories to get your points across at work?

• Never, 13.3%
• All the time, 21.6%
• It depends on the circumstances, 65%

Working Wounded strategy:

Our winning strategy for telling stories at work comes from Jim C. in Oklahoma City, OK. “The rookie salesman should never ‘invent’ stories related to Prospects. Customers will see right through them. Instead, the new salesperson can ‘borrow’ a story from an experienced colleague. One excellent technique for using stories to motivate is the ‘FEEL-FELT-FOUND’ method.  An example in the real estate profession would be: ‘Mrs. Buyer, I know how you feel about investing more than you had planned in a home.  I felt the same way myself when we bought our first home.  Especially when I saw the payment schedule! But, I have found the purchase to be the best investment I ever made, not only because the property has appreciated, but it has been a great place to raise our kids, and a retreat for my wife and me.'”

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.

How to create a corporate mission

Dear WW: I’ve just taken over as CEO of a company that has been undergoing a lot of change and chaos. It feels more like a collection of feuding fiefdoms than a cohesive company. I’m looking for ways to pull the parts together into a whole. Any ideas? I’M A UNITER NOT A DIVIDER

Dear UNITER,

In high school my friend, Mike, was night watchman at an ice cream factory. Lonely? No way! Unbeknownst to his boss, he held free ice cream parties every night. I’ve heard that the whipped cream fights were life-changing events. Mike could always spot the first timers. “See the guy with ice cream soup?” he’d say, pointing to a kid whose plate was heaped with five flavors and toppings. “Watch him toss it.” And sure enough, a few minutes later the plate would be dripping in the garbage. Party regulars, meanwhile, would be savoring their choices-a single flavor with a single topping.

Well, it sounds like your company has mission soup: each department has its own values, standards and loyalties that have melted down into a chaotic mess. The fix is to become a “regular”: to identify a SINGLE corporate mission, and then make sure that all aspects of your organization serve that overarching goal. I’ll highlight four possible missions below and give an example of an organization that operates with each. For more information, check out, Collins and Porras’ classic, “Built to Last” (Harper Business, 1994).

Are you customer focused? Wal-Mart’s mission is simple: “We exist to provide value to our customers.” The entire focus of the organization is on doing whatever they can to keep prices low and selection high.

Are you employee focused? Hewlett Packard, on the other hand, focuses on respect and opportunity for HP people, including giving them an opportunity to share in the success of the organization. HP has long been a pioneer in acknowledging and supporting its employees.

Are your products and services the focus of your competitive advantage?  Who can forget the classic Ford commercials that proclaimed that quality is job #1? At a time when the quality of American cars was in decline, Ford’s efforts went a long way to putting quality back into the vocabulary of American car producers.

Do you value taking risks? Sony focuses its efforts on being a pioneer-not just following others, but doing the “impossible.” Their support for employee risk taking has resulted in products that have changed the way we spend our time.

Once each of these companies established a core mission, that mission became the driver of all operations. It was promulgated in corporate communications; it became the basis of employee promotions and evaluations; it guides corporate goals, objectives and strategies. Obviously, these companies haven’t turned their backs on other areas: they all value customers, employees, product quality and innovation. But by making one area their primary focus, they’ve given clear, unifying direction to the organization.

Your mission, should you choose to accept it, is to do the same.

Working Wounded poll:

Which best describes the mission where you work?

• Employee-focused, .8%
• Risk-taking-focused, 2.5%
• Product/service-focused, 21.5%
• Customer-focused, 28.4%
• Mission? What mission?, 46.5%

Working Wounded strategy:

Our winning strategy comes from Will D. in Los Angeles, CA. “I’m sick and tired of all this ‘our people are our most important asset’-crap. I just wish companies would learn that when they say stuff they don’t even believe themselves, that it just makes us less loyal and more cynical. And that’s saying something considering how cynical most of the people that I know are about their jobs.”

Bob Rosner is a best-selling author, speaker and internationally syndicated columnist. Sherrie Campbell is a relationship and business professional, having applied her counseling background in a variety of challenging organizational settings. They’d love to hear your thoughts on this topic, especially if you have better ideas than they do. Also check out their complete column archive at workmash.org, “The Boss’s Survival Guide” and “Gray Matters: The workplace survival guide.” Send your questions or comments to bob@workmash.org.