Evolve or Die E-Book

Robin Crow

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 213

Veröffentlichungsjahr: 2010

Beschreibung

Bring positive change and attain the highest levels of success Robin Crow has years of experience working in the trenches as an entrepreneur and business owner. Now he has put all that work at your disposal with his unique Seven Step Challenge. Presented as a call to action, Evolve or Die delivers optimistic solutions to become better than you were yesterday and realize abundance at every level for personal and professional growth. The method teaches * Exceed expectations * Gets things done * 100% accountability * Commit to continual improvement * Boundless optimism * Environmental responsibility * Make a difference Whether you're the CEO or cleaning the CEO's office, by following the author's program you'll be able to regain control, refocus, and bring positive change to attain the highest levels of success.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Acknowledgments

About the Author

Introduction

PART I - Something’s Has to Give

Chapter 1 - Who Are You Listening To?

The Circus Is Coming to Town

It’s All About the Ratings

The Approaching Perfect Storm

Living in a Bubble

Chapter 2 - Change Is a Choice

Better the Devil You Know Than the Devil You Don’t

“I Hate Change”

Change, Change, and More Change

Opening Our Doors for Business

Make Money Now, Organize Later

Staying Focused on What Matters

Chapter 3 - Rearranging the Chairs on the Titanic

Change Can Occur Overnight

We’re All on the Same (Sinking) Ship

The American Dream

Turning a Blind Eye (Why No One Cares)

The Most Adaptable Species on the Planet

On a Scale of 1 to 10

The Last Thing We Need

Chapter 4 - Reinvention

Detergent

Vinyl Records to CDs

Apple Computer

Snuggies

The Beatles

Chapter 5 - Every Innovative Business Has a Great Story

Blockbuster versus Netflix

“I’m Going into Business for Myself”

Born to Be an Entrepreneur

Learn Before You Leap

Curiosity Can Lead to Positive Change

A Business Model to Die For

Our Challenge to Change

Chapter 6 - The Alarm Is Sounding ... and We Keep Hitting the Snooze Button

Wake-Up Call

Just Who Is the Enemy?

Perpetual Growth on a Finite Planet

Chapter 7 - The World Is on Fire

Crisis Management

“Confirmation bias”

Thinking Ahead

The Price America Is Paying for Short-Term Thinking

Taking the Long View

Each Day Is an Opportunity to Turn It All Around

Chapter 8 - Our Civilization Is a Pyramid Scheme

Victim to Their Own Success

History’s Biggest Ponzi Scheme

All Our Challenges Are Interconnected

How Will This Affect You?

Chapter 9 - Five Bright Lights

Recession Gardens

Miel Bistro

Hard Rock Cafe

UPS

Walmart

PART II - Seven-Step Challenge

Step 1: - Do Whatever It Takes to Exceed Expectations

Standing Out at GE

Traveling Car Wash

The Fall of Circuit City

Attention to Detail

A Tale of Two Singers

Tim McGraw on Fire

The Dark Horse Driving Range

Providing Your Customers with an Exceptional Experience

Exceeding Expectations at Work

Step 2: - Commit to Daily Measurable Improvement

The World of Kaizen

The World’s Funniest Virtuoso Guitarist

90 Dark Horse Rules

Step 3: - Develop an Accountability Matrix

Mission Critical

Bernie’s $65-Billion Scam

The Buck Stops Here

Whose Responsibility Is It?

Cooking the Books

Dodging Bullets

FEMA’s Lack of Accountability

Become Extraordinary

Who Does Take Responsibility?

Step 4: - Reinvigorate Your Organization Through Multidimensional Thinking

Functioning on Multiple Levels

Low-Tech Multidimensional Thinking

Thinking Outside the Box

The Fourth Dimension

Faster Is Better—The American Way

A Beautiful Tool

Stretching the Limits of What Is Possible

Step 5: - Create a Culture of Shared Sacrifice

A New Form of Patriotism

“Close that Refrigerator! You’re Running Up the Electric Bill”

More than a Feeling

The Power of Sacrifice

The Unstoppable American Spirit

A Tale of Two Leaders

Sacrificing at Dark Horse Recording

Where the Rubber Meets the Road

Bottled Water—Quite the Scam

Be the Example

Step 6: - Transform Your Business Philosophy to a Triple Bottom Line

The Importance of Triple Bottom Line

Three Pillars that Comprise the Triple Bottom Line

Step 7: - Dedicate Yourself to a Lifetime of Making a Difference

Changing the World Through Service

What Does a Servant-Hearted Person Look Like?

The Songs of Love Foundation

Rocketown

The Nicaragua Project

Feed America First

What Can You Do to Make a Difference?

30-Day Pledge

Now Is the Time

Resources

Copyright © 2010 by Robin Crow. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Library of Congress Cataloging-in-Publication Data:

Crow, Robin, 1953-

Evolve or die : seven steps to rethink the way you do business / Robin Crow.

p. cm.

eISBN : 978-0-470-62740-2

1. Organizational change. 2. Management. I. Title.

HD58.8.C764 2010

658.4’ 06-dc22

2009050973

This book is dedicated to my four children...Savannah, Nakota, Joseph, and Andrew. Your love has inspired the writing of this book, and your future has made it necessary.

Acknowledgments

Evolve or Die came into existence only with the help of some truly remarkable, innovative, and talented people, all of which I am forever grateful to have on my team. It is with deep appreciation that I would like to thank Henry James, Jeff Jacob, Shelley Bright, Tim Bays, and Stephanie Capps for lending your insight, expertise, and debate in bringing this book reference to life.

A special thanks to ...

The great team at John Wiley & Sons ... Matt Holt, Lauren Lynch, Christine Moore, Linda Indig, and James Bennett.

My staff and support teams: Jeff Jacob, Matt Crum, Dave Hagen, Shelly Sharer, Mike Carr, Tim Coyle, Colin Heldt, Stephanie Capps, Melissa Fuller, and Dennis Anderson.

Crow Company Interns . . . Janee’ Proffitt, Whitney Hoffman, Libby Reinhart, Chantal Lotane, and Lindsey Donovan.

Dark Horse Recoding interns . . . Ryan Goldbacher, Joshua Moss, Dustin Martin, Chris Yeager, Matt Hamilton, Taylor Reynaga, Ryan Sweeten, Alex Michalski, Brandon McGraw, Nick Kallstrom, Adam Latz, Chris Owens, Jeremiah Shaver, Colby Smith, Patrick Fallon, Brendan Morris, Tom Shaver, Joe Ferguson, Peter Harris, Evan Shields, and Shane Stever.

An extra special thanks to ...

Chris Martenson, whose insights on converging global issues were a wake-up call for me and inspired this work.

About the Author

Robin Crow has forged a remarkable career on his journey from struggling musician to national recording artist, and then on to his startling success as entrepreneur and business owner. His company, Dark Horse Recording, a four-studio complex he built from the ground up, has set the gold standard for customer service and excellence in the recording industry, and is home to Faith Hill, Ashley Judd, Neil Diamond, Taylor Swift, Tim McGraw, Michael W. Smith, Jewel, and Alison Krauss to name a few. As a speaker, performer, and author he has appeared on countless television programs, released 9 albums, and has presented at more than 2,100 events.

Crow lectures widely on the implications of global issues and their effects on business sustainability. His other books include The Power of an Idea, Rock Solid Leadership, and Jump and the Net will appear. Robin lives in Franklin, Tennessee, and serves on the boards of several philanthropic organizations. He loves hanging out with his four children, throwing large barbecues for his studio clients and friends, and spending as much time as possible in the Rocky Mountains.

Introduction

It was a crisp, cool Saturday morning in April 2008. Gas prices were hovering at $4 a gallon, the great housing bubble had finally started to burst, and the nation was bracing for the worst economic disaster since the Great Depression. Other than that, it was just another typical day in Nashville.

My plan was simple: to swing by the local bookstore to pick up a couple magazines to research a book I was writing, and return home. As I was walking out of the house, I asked Savannah (my then-12-year-old daughter) if she wanted to join me. Fifteen minutes later we were pulling into an enormous parking lot, surrounded by outlet stores and restaurants that stretched for several blocks. Savannah turned to me and said, “Hey Dad, there’s a Starbucks. Would you drop me off so I can pick up a hot chocolate, then I’ll come find you at the store? And oh yeah, can I have $4?” Somewhere I heard it was a rule that dads are supposed to spoil their daughters, so I smiled and said, “Of course.”

As I pulled closer to the Starbucks entrance, I was stunned by what I saw. At least a dozen cars were lined up at the drive-through with motors running, and all but one were expansive SUVs. And for what . . . a cup of coffee? Didn’t anyone get the memo? Remember the energy crunch . . . plunging real-estate values . . . the economic crisis . . . global warming? Any one of these threats is reason enough to rethink being so wasteful. But there wasn’t a care in the world among these well-intentioned Nashvillians kicking off their weekend in style. What could possibly be wrong?

Perhaps I was observing a microcosm of an overindulgent, bloated, and shortsighted America. But this was a neighborhood of family-oriented, community-minded, well-educated, and financially successful people; what were they thinking? Have we become so lazy that we can’t even get out of our cars for a cup of coffee? And isn’t this the kind of mentality that led to the economic crash in the first place? Apparently, $4 for a gallon of gas was still not enough to dissuade us from driving to get a latte or to turning off our engines—which only makes me wonder what it will take for us to get the message.

Knowing is not enough; we must apply!

—Goethe

You cannot be an effective leader in the twenty-first century without acknowledging that we are facing challenges of an unprecedented size and scope. World poverty, terrorism, a bankrupt economy, the energy crunch, and climate change are just a few of the countless and complex issues that we encounter every single day. And all of it is having a profound effect on your company; right here, right now. Business growth cannot be sustained if it remains in its present form. In fact, we can already see the early stages of the disintegration of traditional business models. Many of the excesses of the 1990s and early 2000s are by now proving fatal to the business leaders who’ve been focused on the past instead of the future. Just look at automobile giant GM’s fourth-largest U.S. bankruptcy on record. In an effort to restructure his failing company, CEO Fritz Henderson requested a government bailout and made the statement that “business as usual is over.” But business as usual should have been over 20 years ago! Other companies like GM—who continue to run their businesses without acknowledging events as they occur—are in for big trouble. We must become business leaders who look well into the future and create our plans and projections based on thinking beyond one or two quarters ahead.

Going forward, creating more efficient business systems will become the holy grail of professional success. After the crash of 2008, it’s a whole new ball game. The greatest fortunes of the next decade will likely come from entrepreneurs and business leaders who will find innovative, efficient, and valuable ways to deliver new products and services. That will probably mean less SUVs and fewer $4 cups of coffee.

All you have to do is begin stacking the exponential graphs of diminishing resources like coal, fish, and forest against the graphs of expanding population, our accelerating need for more oil, more food, and every other gift of nature—and the truth becomes clear. The party is over. The time for greed is over. The time for empty speeches, excuses, and half measures is over.

Although many of these problems seem bigger than any of the solutions that have been proposed for them, I’m going to prove to you beyond a shadow of a doubt in the pages of this book how achieving business sustainability and saving the planet—which in turn will save our businesses—tie neatly together with one common thread. I’m going to lay out principles that can be put to use by entrepreneurs and businesses of all sizes to experience better, faster results with consistent profitability.

Success means we go to sleep at night knowing that our talents and abilities were used in a way that served others.

—Marianne Williamson

Do you remember those disaster movies in which a comet is headed toward earth? In an effort to survive the impending doom, people from all parts of the globe begin working together to find a solution, and realize in the process that all of their supposed differences aren’t so important after all. All that matters is their willingness to unite forces and to do whatever it takes to somehow solve the problem—because if they don’t, they know they’re doomed—all of them.

There’s a parallel here to our own world, as banks, automobile companies, and other institutions on which we used to depend are becoming increasingly unstable and slowly crumbling. American jobs are being outsourced to China and India. Now we find ourselves engaged in a struggle against terrorism, as well as wars in Iraq and Afghanistan. We’re dealing with environmental issues that threaten our existence. And like it or not, these changes will continue to accelerate. The economic crash of 2008 has ushered in a new era where most businesses are going to have to evolve or die—not unlike the premise of those disaster movies.

He who refuses to embrace a unique opportunity loses the prize as surely as if he had tried and failed.

—William James

These are times that try men’s souls. It may seem that the world is spinning out of control as everything continues to change at a dizzying pace; but one thing that hasn’t changed is the power and resilience of the human spirit. Rethinking your organization won’t just profoundly affect your bottom line, it will enhance the world around us as well. Changing business for the better will change the world for the better. I believe—admittedly, somewhat optimistically—that we have the capacity to set aside our petty distractions and rise to the challenge that history is presenting us.

Evolve or Die is about creating better ways to move business forward; and in order for that to happen, we must move forward personally—as individuals—as well. It’s time to stop viewing life solely through the lens of immediate self-interest and crass materialism, and expand our vision about what is possible. We must develop a culture of shared sacrifice—and that starts with personal leadership. We will have to forfeit to some degree in the short term for greater rewards down the line; we must make concessions so that our children will be able to enjoy the same life that we grew up taking for granted.

Russian novelist Leo Tolstoy once said, “Before we can change our world, we must first change ourselves.” In many ways, his quote represents the underlying theme of this book. Yes, it’s about business growth, but it’s also about making ourselves better today than we were yesterday. It’s about overcoming apathy and changing the way we look at the world—thereby changing the way we approach business as well. Then there will be no limits to what we can achieve.

PART I

Something’s Has to Give

1

Who Are You Listening To?

The Circus Is Coming to Town

On June 26, 2007, two Ethiopian soldiers were killed and two wounded in a roadside bombing in Mogadishu. On that same day, the Energy Department announced that it was creating three bio-energy research centers in an effort to find new ways to turn green plants into fuel.

But if you had been watching TV that day—no matter what channel you turned to—you would have found Paris Hilton to be the main event. Was she the sole survivor of an airplane crash? Had she discovered a cure for cancer? Did she donate a million dollars to start a homeless shelter? Not by a long shot. Hilton had been released from jail after serving a 20-day sentence for violating her probation in a drunken driving case. Waiting outside of L.A.’s Century Regional Detention Facility was a crush of paparazzi giving her the kind of attention you might expect for the President or the Pope; indeed, a full-fledged media circus.

It’s All About the Ratings

Why do CNN and Fox News broadcast absurd events like Hilton’s antics? In a word: ratings. These media outlets know that drama sells, and therefore decide what to air based not on real relevance or genuine importance, but on what will keep viewers tuned in and turned on. If you have a big mouth, strong opinions, and a flair for the dramatic, you just might have a career in television; just ask Ann Coulter, Rush Limbaugh, Keith Olbermann, or Bill Maher. Though I’m often amazed that people take them seriously, you’ve got to give them credit: they know that the louder they shout—the more argumentative, over-the-top, and controversial they are—the higher their books will climb on the bestseller lists, and the more viewers they’ll grab. The “news” we get from watching television, mass-market books, or the Internet is compromised because the bottom line is that every news program lives or dies by ratings, and drama—trivial though it may be—drives ratings.

The Approaching Perfect Storm

Back in the real world, however, there is a convergence of truly threatening issues—that will affect your business, family, and quality of life—and that convergence is building momentum. Accelerating population, diminishing natural resources, increasing demand for energy, and our teetering environment are all ticking time bombs, even if they are not yet dramatic enough to merit primetime news coverage.

All four of these real issues will have far-reaching implications for the way you conduct business going forward. These are not conspiracies or best-kept secrets; all are the subject of countless books, magazine articles, and documentaries. Put them all together, and you have a perfect storm that cannot be ignored; yet that’s exactly what the mainstream media (and our society) seems to be doing. We’re like an ostrich that puts its head in the sand when danger is approaching; not too smart for the ostrich, or your business, either.

Living in a Bubble

Just last week I got a haircut from a delightful young woman whom I had never met before. She seemed bright, friendly, outgoing, and inquisitive, asking me one question after another. Once I told her that I was an author, she responded by asking, “What kind of books do you write?” I began telling her about a book I was currently writing (the one you are reading now), which delves into several critical issues that we are all going to have to face—particularly in business. I then inquired whether any of these challenges were of concern to her, and her response was, “No, I just live in my own little bubble and hope that everything will be okay.” I realized her sentiments likely represent the views of most “average” Americans—happy to remain unaware and blissfully ignorant of severe and impending situations until they are personally affected. Well, that time is now, whether they know it or not.

Taking into consideration the many current global issues, savvy business leaders are starting to recognize that in order to succeed in the twenty-first century, we have no choice but to evolve or die.

Whether we choose to acknowledge it, we live and work together on a small planet that’s interconnected in many complex ways—many of which even experts don’t fully understand. We are at the beginning phases of an unprecedented turning point in all of human history with the convergence of four global issues—all taking place simultaneously. These issues—which I list and briefly explain below—will most certainly impact your business and therefore deserve your fullest attention. Your understanding of how to adapt your business to these four challenges will be crucial to your company and your career’s success, and will determine which opportunities lie ahead.

1. Overpopulation

2. Diminishing natural resources

3. Global need for more energy

4. Environmental damage

The best time to plant a tree is 20 years ago. The second best time to plant a tree is today.

—African Proverb

Overpopulation

Overpopulation is an incredibly dire yet oft-ignored issue. The problem is not just the number of people on the planet, but their “per-capita impact” on the environment each person has—particularly in highly developed countries like the United States. Citizens in developed nations consume 32 times more resources and create 32 times more waste than those living in third-world countries.

There were only 3 billion people living on this planet in 1959. By 1999—40 years later—the population had doubled to 6 billion. Most population experts agree that by 2040, there will be some 9 billion people all sharing the same limited air, water, energy, and other natural resources. (See Figure 1.1) Though the planet hasn’t gotten any bigger or richer in resources in the past half century, it has gotten exponentially more populated. There is no one who will not be affected by this; you and your business will be operating in an overcrowded world and will have to cope with growing populations that will need clean air, clean water, food, jobs, housing, and health care.

Figure 1.1POPULATION GROWTH CONTINUES.

As the earth’s population continues to climb, our natural resources on which every business depends are diminishing. As we squeeze in the next 3 billion people, only those businesses that are highly efficient and highly evolved will survive.

Source:U.S. Census Bureau, International Data Base, June 2009 update (www.census.gov/ipc/www/idb/worldpopgraph.php).

In 1968, Paul Ehrlich’s best-selling book The Population Bomb warned us of what would happen if the world population kept growing at the same pace. The book was a popular item for discussion on the cocktail party circuit back in the 1960s, but you’d be hard-pressed to find much reporting on cable TV or other current news sources about what may be a disaster for the whole of human kind. Occasional dribbles and dabs, perhaps, but certainly no front-page headline grabbing or sustained news reporting. It’s a story that seems to have gone away, news-wise, even though the population clock is indeed still ticking.

How much human life can the Earth sustain ... in terms of the ratio of population to available sustainable resources? Experts all over the world are grappling with this question. More important to you: how will this affect your business? In short, you will have to find creative ways to accomplish more with less. For instance, CEOs of automobile manufacturing companies would be wise to be standing by with smaller, more fuel-efficient car designs.

Diminishing Resources

A growing population will inevitably require more food, space, water, energy—and virtually every other natural resource. Yet when we look at the data, it becomes alarmingly apparent that our natural resources have already begun a downward spiral.

We must consider what will happen when less-developed countries begin to experience dwindling resources past a tolerable threshold, or when countries that have managed to develop nuclear weapons can’t feed their populations or keep the lights on. Resource wars will break out when things get bad enough.

In order to thrive in coming years, we all have to educate ourselves on how diminishing resources will impact business—and then create a strategy to deal with that fact. The more aware you are of the global changes taking place, the better your chances of continued success.

An enterprising person is one who comes across a pile of scrap metal and sees the making of a wonderful sculpture. An enterprising person is one who drives through an old, decrepit part of town and sees a new housing development. An enterprising person is one who sees opportunity in all areas of life.

—Jim Rohn

Global Need for More Energy

Global energy demand is estimated to increase 58 percent over the next 25 years; and that power has to come from somewhere in order for civilization as we know it to thrive. Renewable energy is still in its infancy, and although the use of solar, wind, and other renewable resources is growing, we still use mostly fossil fuels—oil, coal, and natural gas—which are beginning to diminish (See Figures 1.2, 1.3 and 1.4