In the competitive landscape of today’s business world, success is not solely determined by skills and knowledge but also by one’s behavior. The book “Winning Behavior” by Terry R. Bacon and David G. Pugh delves into the crucial role that behavior plays in achieving professional success.
With their insightful perspectives and practical strategies, Bacon and Pugh provide readers with a comprehensive guide to developing winning behaviors that can elevate individuals and organizations to new heights.
This article explores the famous quotes from “Winning Behavior” Book.
When you survive by reinventing yourself every other day, it’s tough to differentiate on a product difference alone.
It is very important to ALWAYS expect the best move from your opponent!
A firm differentiates itself from its competitors when it provides something unique that is valuable to buyers beyond simply offering low price. Differentiation allows the firm to command a premium price, to sell more of its product at a given price, or to gain equivalent benefits such as greater buyer loyalty during cyclical or seasonal downturns.
Behaviors stem from attitudes, which are, in turn, formed by many things, including friends, family, society, experience and learning. Attitudes can also be affected by what the company communicates to position itself favorably in the minds of its audiences. Attitudes drive the behaviors that lead to a purchase and the opportunity to work together to develop yet more value for one another. This is a relationship, and relationships are the most valuable of all intangibles.
Relationships are important and will become more important, for, in the end, when all means of production is fully automated, and when the knowledge of man is in databases, this is all there will be. Value will be created by relationships. People will exist in a world of networks.
While similarities abound, the differences are crucial.
Quality is a given these days, not a difference. Knowing and loving your customer is a given, not a difference.
To successfully penetrate into the mysteries of the chess board you have to be aware of the magic word of chess: IMBALANCE. An imbalance in chess denotes any difference in the two respective positions.
A differentiated product remains a differentiated product only until the emergence of the first follower. After that it begins to behave as a commodity. Over time, all products tend to become commodities. With the evolution of the market, pioneering companies face the choice of becoming limited-volume, high-priced, high-cost specialty producers or high-volume, low-cost producers of standard products.
Uniqueness does not lead to differentiation unless it is valuable to the buyer. A successful differentiator finds ways of creating value for buyers that yield a price premium in excess of the extra cost. The starting point for understanding what is valuable to the buyer is the buyer’s value chain.
Last year, each of our 10 million customers came in contact with approximately five SAS employees, and this contact lasted an average of 15 seconds each time. Thus, SAS is “created” 50 million times a year, 15 seconds at a time. These 50 million “moments of truth” are the moments that ultimately determine whether SAS will succeed or fail as a company. They are the moments we must prove to our customers that SAS is the best alternative.
What a product is in its customer-getting and customer-satisfying entirety can be managed. But it seldom is. Things just happen, often entirely too serendipitously.
A perfect game will end in a draw and is apt to be dull. Yet few games are perfect. Chess is fraught with mistakes. Nobody can win unless somebody makes a mistake. It’s been said many times that the victor is he who makes the next-to the-last mistake.
Behavior is a mirror in which everyone shows his image.
—Johann Wolfgang von Goethe
The good physician knows his patients through and through, and his knowledge is bought dearly. Time, sympathy and understanding must be lavishly dispensed, but the reward is to be found in that personal bond which forms the greatest satisfaction of the practice of medicine. One of the essential qualities of the clinician is interest in humanity, for the secret of the care of the patient is in caring for the patient.
—Francis W. Peabody
If you want to bring along some printed material, I will be a lot less impressed by your preprinted brochure than something that has clearly been put together for me. At least that shows a little thought, consideration.
Delivering quality service means that you do well the things that are important to the customer. Doing things well that are not important has no impact. Actually, the only time customers are impressed by service is when it goes well beyond their expectations. Not meeting their expectations is their definition of poor service. Providing fabled service requires careful attention to the changing needs and desires of the customers, making them the drivers of your business.
The correct way to play chess is to create an imbalance and try to build a situation in which it is favorable for you. An actual checkmate will follow once your opponent is helpless, or if the imbalances insist that an early kingside attack is the correct course. A deeper understanding of this statement shows that an imbalance is not necessarily an advantage. It is simply a difference. It is the player’s responsibility to turn that difference into an advantage.
Once I have decided which firms I will consider in the final set, my focus of enquiry shifts significantly. I am no longer asking ‘can you do it?’ but rather ‘Do I want to work with you?’ I am no longer interested in the institutional characteristics of your firm, but am now trying to form a judgment about you. By the fact that you are sitting here talking to me, you can assume that you have successfully marketed your firm: now the time has come to sell yourself.
—David H. Maister
There is more than one way to skin a cat.
Why “great service?” What is wrong with “good service?” Good service isn’t enough to insure differentiation from competitors, to build solid customer relationships, to compete on value without competing on price, to inspire employees to want to become even better at their work and at their lives, to deliver an unmistakable financial dividend.
—Leonard L. Berry
Emotions are contagious.
Both staff and customers tend to stay with organizations that enable them to experience positive, meaningful, and personally important feelings, even if the organizations cannot always provide everything they want or solve all their problems.
—Janelle Barlow and Dianna Maul
Ask any Harley rider—they’ll gladly share their experiences. These experiences of motorcycling create the thoughts, images and emotions of which dreams are made. So when we say, “We fulfill dreams through the experiences of motorcycling,” we’re talking about “E” busines—Harley style . . . the Experience Business.
—Jeffrey L. Bleustein
We sell service. We sell an experience. If we sell service, we can go into any type of business because there are many opportunities where people experience terrible service.
We emotionally engage our employees, and we engage our customers by establishing a personal contact with the idea of creating a product that is exactly what they want—an exceptional hotel and exceptional service. The key is not what we do but how we execute what we do. That is what differentiates us. We have a very well-defined process for creating extraordinary service and a bond with our customers.
Fundamentals win it. Football is two things; it’s blocking and tackling. I don’t care about formations or new defenses or tricks on defense. If you block and tackle better than the team you’re playing, you’ll win.
The blunders are all there on the board, waiting to be made.
Few vendors have supported us the way EMC has. Typically, vendors drop off their equipment and leave the rest up to us. EMC understands our application, and what we’re trying to do. EMC treats our business as if it were its own. Not many companies step up to the plate like that.
I think the term “hero,” which has been used very frequently in the media over the past month, is rightfully bestowed on those who are working to save lives. And not for a minute should we lose sight of what true loss really is. In this case, it is not data. However, while we couldn’t do anything specific about the tragic loss of human life with our customers, we could and did help resuscitate our customers’ businesses.
Being treated with respect and dignity by one company raises the standard everywhere, not just in the same environment or in comparable businesses. Customers tend to use their most satisfying experiences as their benchmark.
Relationships, whether business or marriage, seem to be subject to the Second Law of Thermodynamics: unless maintained, they gradually deteriorate and wear down.
—Art Weinstein and William C. Johnson
In just about every case, my sailors were not born with anything remotely resembling a silver spoon in their mouths. But each and every one of them was trying to make something meaningful of their lives.
—D. Michael Abrashoff
Computers, which can personalize products, cannot humanize them. For that you need humans. With every transaction, people become more important in the process. That’s because the ability to customize a product to the individual makes the relationship with the customer the key transaction. Gathering information, and above all developing trust, have become the key source of sustainable competitive advantage.
—Gary Heil, Warren Bennis, and Deborah C. Stephens
If you hire the wrong people, your vision will be dashed at every turn. You simply cannot make “not nice” people want to treat the customers—and each other—well. As difficult as it is to define, you have to hire people with the right attitude because it cannot be trained, mandated, or motivated into being.
People all say that I’ve had a bad break, but today—today I consider myself the luckiest man on the face of the Earth.”
If you don’t like certain people, it’s easier than ever to escape them. If you are a lousy person, it’s harder than ever to keep people around you.
A piano played by a live person is Nordstrom’s signature service for engaging a customer’s senses. If shoppers need any kind of special assistance, a concierge is at the ready with helpful information about the store or to call a cab for you or to recommend a restaurant. Need to send a fax? They’ll do that for you. Need to check your coat, umbrella, and packages with the concierge? No problem.
Don’t play with fear in your heart. If you play with courage, the worst thing that can happen to you is a loss. Since we will all lose many games in our lifetime, we might as well go down with honor and make every game as instructive as possible. Playing passively and getting routed is no fun at all and teaches you nothing.
If you build a differentiated product, the world will not automatically beat a path to your door. Better products don’t win. Better perceptions tend to be the winners.
Daring ideas are like chessmen moved forward. They may be beaten, but they may start a winning game.
We try to do things just about the opposite of every other company.
I don’t think any other retail companies have ever existed where the executive vice president in charge of Store Operations, which includes the guts of our business, is a clinical psychologist with a PhD.
All men dream, but unequally. Those that dream at night in the dusty recesses of their minds awake the next day to find that their dreams were just vanity. But those who dream during the day with their eyes wide open are dangerous men; they act out their dreams to make them reality.
Whatever you do, you need courage. Whatever course you decide upon, there is always someone to tell you you are wrong. There are always difficulties arising which tempt you to believe that your critics are right. To map out a course of action and follow it to an end requires some of the same courage which a soldier needs. Peace has its victories, but it takes brave men to win them.
—Ralph Waldo Emerson
Success is the child of audacity.
Early on, Harley created bikes and gear that gave you the impression that you are part of Old West mythology. Their products became symbols of freedom, adventure, and escape. It’s John Wayne at the end of the movie. Two wheels and an engine and a great deal of mythology—that’s all Harley-Davidson is.
It really is a rape of your soul. It is not just physical abuse, it’s a betrayal of your faith. It’s the most damaging thing imaginable. I can’t have faith now, and if I wanted to, I have no place to turn.
—Victim of John J. Geoghan
Executives use phrases such as customer driven, customer focused, market oriented, and so forth to motivate their people to do a better job serving the customer. While the idea is sound, too often it is just “lip service” or talk rather than a major investment for improving all facets of the organization and its business culture.
—Art Weinstein and William C. Johnson
What is important is not so much what we do—the specific people management techniques and practices—but why we do it—the underlying philosophy and view of people and the business that provides a foundation for the practices.
—Jeffrey Pfeffer and Robert I. Sutton
Observed techniques are not the process of servicing the customer; they are the outcome of a process that has its origin in the commitment of the leader.
Thirty thousand passengers, a lot of them on business, fly SAS every day and come face to face with our people about five times a trip,” said our President Jan Carlzon, “and that’s a hundred fifty thousand encounters a day, moments of truth that can make or break us and I don’t control a single one of them.” So what did Carlzon do? He turned control over to the ticket agents, cabin attendants and others who really need it. “If a passenger has a problem,” he said, “don’t worry about protocol or a few pennies. Just fix it. And I will back you 100%.” How many chief executives do you know who trust their frontline people enough to give them that kind of power? Can you imagine what that did for morale, and service? Within two years, Scandinavian Airlines was named Airline of the Year.
I believed then, and still do, that people are an organization’s only sustainable competitive advantage. The leader should mind the interests of all stakeholders, of course, but he or she should also be an outspoken advocate for employees, making sure they are front and center in an organization.
The best starting point is recognizing that values count. Here, we’re talking about the personal values of people in leadership positions. Leaders have to live the right message, day in and day out. When an organization picks up signals of ambivalence— or, worse, a gap between asserted belief and behavior— there is little chance of sustainable progress. Second, values have to be shared values, across the leadership of the organization. Values must be congruent to get the leaders over the inevitable bumps in the road. They must also be congruent to ensure that the efforts of employees won’t be tugged and pulled in contradictory directions.
—Rich Teerlink and Lee Ozley
We identify with the institution in which we work, the god in which we believe, the football team for which we cheer. Institutional narcissism, with its narcissistic transference, can be even more powerful than individual narcissism, leading to mob rule, racism and persecution, to tribal and religious conflicts and wars of mass death and massive destruction. It can corrupt the institution and the purposes for which it was created.
He who has a slight disadvantage plays more attentively, inventively and more boldly than his antagonist who either takes it easy or aspires after too much. Thus a slight disadvantage is very frequently seen to convert into a good, solid advantage.
Everyone has a Customer, so if you are inclined to be a oneman show and not serve others, then you really don’t want to be at Southwest. It’s not a matter of right or wrong. It’s just that we are so into team and so into positive attitudes and pride in how we deliver our services everyday to whomever we are interacting with, that if you don’t really sign up to that theory, then you aren’t going to be very happy here.
Greatness in marketing and customer service is a function of attitude, not resources.
—Art Weinstein and William C. Johnson
In practice it is difficult in a service operation to distinguish clearly between the service, the process of providing service, and the system for delivering it. Since the service itself almost always consists of an act involving the customer, quality will be perceived by the customer in terms of this interaction. Similarly, the system producing the service will be judged from the behavior and style of the contact personnel and the physical tools and facilities on display. The very intangibility of a service automatically forces the customer to look for additional clues for evaluation.
People can copy our fares. They can copy how many flights we have between cities. And they can tell their people to tell jokes and read funny scripts. All those things can be programmatically put in place, but you can’t force someone to be nice if they haven’t had any modeling of that, or any training for it, or any rewards for doing it.
The Golden Rule is of no use to you whatever unless you realize that it is your move.
It was a huge lesson to me that supporting people was ultimately better for my pocketbook than managing people, and it fit my personality, a more feminine way of management. A lot of people saw this shift during the late 80s, a shift from male management structures to a softer side of management. The more people-reliant your business is, the more a feminine side of management becomes important. Nurturing and developing people become bigger deals. And the truth is, it pays better.
I’d rather jump out of the window here on the 31st floor than have one of our assignments go bad.
We guarantee both perm and contract placements. We guarantee from one day to two weeks for contractors. If they’re not succeeding, the customer doesn’t have to pay, or we can try to find someone new. If it’s a permanent placement, our guarantee goes up to a year. If not successful, we can find a new person, or the customer can pay a fee on a prorated basis. We guarantee our delivery because we are totally confident in our processes.
Only the player with the initiative has the right to attack.
At Heidrick & Struggles, we have a simple vision inspiring everything we do. It is this: We help our clients build the best leadership teams in the world.
I know it sounds simple, but I keep saying follow the golden rule of service. Serve others as you yourself would like to be served.
While our client relationships frequently start at the top, it is by building broader and deeper client relationships that we can fully leverage our access and influence. True client partnerships begin as we develop intimate knowledge of their business and culture over a period of time. Then, we can tailor our counsel and services to their specific needs, creating value for them and a more dependable revenue stream for us.
Will is the master of the world. Those who want something, those who know what they want, even those who want nothing, but want it badly, govern the world.
Rhetoric is frequently an essential first step toward taking action. But just talking about what to do isn’t enough. Nor is planning for the future enough to produce the future. Something has to get done, and someone has to do it.
—Jeffrey Pfeffer and Robert I. Sutton
We must become the change we want to see.
Good players are always looking for ways to make their pieces as active as possible. Knights need to find advanced support points, Bishops need open diagonals, and open files must be created for your Rooks.
The chessboard is the world; the pieces are the phenomenon of the universe; the rules of the game are what we call the laws of nature. The player on the other side is hidden from us. We know that his play is always fair, just, and patient. But also we know, to our cost, that he never overlooks a mistake, or makes the smallest allowance for ignorance.
—Thomas Henry Huxley
- 10 Shocking Psychological Facts You Need To Know
- 12 Motivational Quotes to Inspire You
- What Exactly is Foundation Makeup? Read Here
- Types and Benefits of Bath Oils
- Different Types of Makeup Sponges
- 17 Best Hair Care Remedies For You
- 5 Ted Talks That Will Teach You More Than a 4-Year Degree
- Hair Accessories – Its Importance, Benefits and Types
- 12 Different Types of Eye Makeup Brushes You Need To Know
- Coaching Guidelines: Empowering Growth and Development