Leaders At Work Digital Book Set E-Book

Eric Papp

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

Seitenzahl: 1032

Veröffentlichungsjahr: 2014

Beschreibung

Contains the following 4 e-books: Leadership by Choice: Increasing Influence and Effectiveness through Self-Management; Become the Real Deal: The Proven Path to Influence and Executive Presence; Leaders Ought to Know: 11 Ground Rules for Common Sense Leadership; and The 7 Non-Negotiables of Winning: Tying Soft Traits to Hard Results.

Leseprobe

CONTENTS

The 7 Non-Negotiables of Winning

Chapter 1: Respect

Chapter 2: Belief

Chapter 3: Trust

Chapter 4: Loyalty

Chapter 5: Commitment

Chapter 6: Courage

Chapter 7: Gratitude

Chapter 8: Tying It All Together

Chapter 9: Creating a Lasting Legacy

Leaders ought to know

Chapter 1: Choosing to Lead

Chapter 2: Offer Service, Take Action

Chapter 3: The Essential Element

Chapter 4: A Recipe for Respect

Chapter 5: Honesty and Other Truths

Chapter 6: Two Motivational Truths

Chapter 7: Why People Do What They Do

Chapter 8: Preventive Leadership

Chapter 9: Fearsome Facts

Chapter 10: Leadership Pitfalls

Chapter 11: Commonsense Success

Become the Real Deal

Layer One: Inner Presence: How You Experience Yourself

Chapter 1: What Is Inner Presence?: Managing Yourself

Chapter 2: Centered Inner Presence

Chapter 3: Too Little: The Worrier

Chapter 4: Too Much: The Egotist

Layer Two: Verbal Presence: How You Reveal Your Messages

Chapter 5: What Is Verbal Presence?: Managing Your Words

Chapter 6: Centered Verbal Presence

Chapter 7: Too Little: The Mouse

Chapter 8: Too Much: The Motor Mouth

Layer Three: Outer Presence: How Others Experience You

Chapter 9: What Is Outer Presence?: Managing Your Reputation

Chapter 10: Centered Outer Presence

Chapter 11: Too Little: The Ghost

Chapter 12: Too Much: The Pretender

Bringing It All Together: Becoming the Real Deal

Leadership by Choice

Part 1: Communication

Chapter 1: Listen Like Leitha

Chapter 2: Speaking with Influence

Chapter 3: The Importance of Questions

Part 2: Leading Teams

Chapter 4: The Abdication of Accountability

Chapter 5: Building a High-Trust Team

Chapter 6: Leading in Any Position

Chapter 7: Leading the Entitlement Generation

Part 3: Productivity

Chapter 8: Prioritize for Productivity

Chapter 9: Fourth Quarter Living Decision Making

Chapter 10: The Power of Focus

Part 4: Personal Development

Chapter 11: Finding Strength in Silence

Chapter 12: Rewards of Self-Discipline

CONTENTS

Foreword

Preface

Acknowledgments

Introduction

Chapter 1: Respect

Reflecting on the Attributes of the Non-Negotiable: Developing Respect through Empathic Listening

Failing Up Chronicles: How We Create Wedges in Life, and How We Can Mend Them

Reflecting on Lessons Learned

Supplemental Materials and Exercises to Develop Your Own Non-Negotiables and Defining Attributes

Chapter 2: Belief

Reflecting on the Attributes of the Non-Negotiable: Using the Five R’s to Foster Belief

Failing Up Chronicles: Losing a Job and Gaining a Career

Reflecting on Lessons Learned

Business Applications: How to Be the Worst Manager—but the Best Boss

Supplemental Materials and Exercises to Develop Your Own Non-Negotiables and Defining Attributes

Chapter 3: Trust

Reflecting on the Attributes of the Non-Negotiable: The Quality of Our Relationships and Promises

Failing Up Chronicles: Surviving a Recession and Learning to Soar

Supplemental Materials and Exercises to Develop Your Own Non-Negotiables and Defining Attributes

Chapter 4: Loyalty

Reflecting on the Attributes of the Non-Negotiable: Two Fish Are Better Than One

Failing Up Chronicles: The Courage to Live Debt Free

Supplemental Materials and Exercises to Develop Your Own Non-Negotiables and Defining Attributes

Chapter 5: Commitment

Reflecting on the Attributes of the Non-Negotiable: The Meaning of Failing Up

Failing Up Chronicles: Winning, Losing, and Learning the True Meaning of Commitment

Reflecting on Lessons Learned

Applying Commitment

Deploying Commitment

Supplemental Materials and Exercises to Develop Your Own Non-Negotiables and Defining Attributes

Chapter 6: Courage

Reflecting on the Attributes of the Non-Negotiable: Tackling Fear

Cam’s Story

Supplemental Materials and Exercises to Develop Your Own Non-Negotiables and Defining Attributes

Chapter 7: Gratitude

Reflecting on the Attributes of the Non-Negotiable

The Story of the Camstrong Bracelet

Supplemental Materials and Exercises to Develop Your Own Non-Negotiables and Defining Attributes

Chapter 8: Tying It All Together

Applying Fishbowl’s 7 Non-Negotiables to Achieve Hard Results

Seven Weeks to Hard Results

What Can You Expect When You Reach the End of Week 7?

Remain Hungry for New Experiences and Opportunities to Learn

Great Companies Are Led by Missionaries, Not Mercenaries

Lead the Way to a New Organization

Chapter 9: Creating a Lasting Legacy

Closing Thoughts: Where Do We Grow from Here?

About the Author

Index

Praise forThe 7 Non-Negotiables of Winning

“David Williams is a great leader and friend. He has a leadership style that provides just the right mix of guidance and empowerment. David carefully prioritizes his stewardships, crafting success with meticulous care and determination. We have the privilege of working with David and appreciate his fierce dedication and fire. He has a knack for discovering diamonds in the rough and molding them into amazing leaders. We are honored to endorse and contribute to this book in support of our great CEO. We commit to be in the arena together every day to help one another and businesses to soar.”

—Team Fishbowl

“The minute you step into the Fishbowl office, you feel something very different. And now I know what it is we felt: Respect, Belief, Trust, Loyalty, Commitment, Courage, and Gratitude. Everyone we met that day exuded The 7 Non-Negotiables of Winning. So it’s no wonder Fishbowl is as wildly successful as it is.”

—Ed Bagley Director, Communications, O.C. Tanner Company

“Fishbowl is an outstanding member of the community, that Zion is pleased to support. They not only care about their employees and customers—but their concern and compassion extends to everyone. I thank them for standing strong for businesses by sharing The 7 Non-Negotiables of Winning. There is no downside to Respect, Belief, Trust, Loyalty, Commitment, Courage, and Gratitude.”

—Brad Adamson Senior Vice President, Zions Bank

“I found David’s book a treasure trove of not only things to avoid in building your business career but things to proactively DO. David’s The 7 Non-Negotiables of Winning and his personal commitment to practice them have clearly led to a fantastic outcome for Fishbowl and its employees, partners, and customers—and I am confident there a many more good things to come for all involved. I think that David’s book should be required reading for all businesspeople, but especially small business entrepreneurs.”

—Randy Pierson CEO, Strategic Solution Advisors, LLC

“To be ‘inside the Bowl’ is the best kind of culture shock—an experience in camaraderie, zeal, professional hospitality, and joy. I believe The 7 Non-Negotiables of Winning are the basis of this incredible and highly productive culture Fishbowl enjoys—a positive philosophy that impacts its employees, partners, and customers in powerful ways. It is truly refreshing.”

—Joe Woodard Chief Executive Officer, The Woodard Consulting Group

“In The 7 Non-Negotiables of Winning, David and the entire Fishbowl team prove that there are intrinsic, time-tested ways to live and lead rooted in traits that will inevitably create personal and organizational growth. As a ‘friend of the Bowl,’ I’ve observed the non-negotiables in action from close range and have nothing but admiration for the culture of investment and growth that Fishbowl has created. The 7 Non-Negotiables are real, and they fuel real growth.”

—Rob Moore Vice President Client Services, Certiport, Pearson Vue

“There are truly some things in life that are non-negotiable; David Williams has laid that out in convincing language. We are proud to be a Fishbowl partner and look forward to continuing our wonderful relationship.”

—Sal Cucinella Chief Executive Officer, Sharpe Concepts

“The 7 Non-Negotiables of Winning brings together many practical ideas one should consider when looking at organizational design and the interaction of a team. Building trust, showing loyalty and commitment, and highlighting the achievement of others through gratitude are all elements a great leader needs to master. This book reminds us that our personal interactions with those around us can turn something ordinary into something great. We must encourage and promote what is possible. It is only through these positive interactions with others that difficult and great things can be accomplished.”

—Jim Holm Executive Vice President, Certiport, Pearson Vue

“David’s book reinforces the need for all of us to treat others as we would like to be treated. Through relevant storytelling he is able to weave the importance of honesty and integrity into personal conduct. In seldom seen fashion this book will help one self-evaluate both business and personal behavior and encourage positive changes.”

—Matt Peterson President and CEO, EFileCabinet

“A must-read book for executives and managers trying to get the best from and for their employees. This is a poignant and powerful collection of insights from one of the great business and people leaders on what it takes to become a better CEO, manager, employee, father, or friend.”

—Peter Wride Director of Operations, Ascent Advisor

“The 7 Non-Negotiables of Winning came to life for me when I visited Fishbowl while writing an article for Forbes. Everything I encountered at the company was different. Employees weren’t just happy, they were empowered. The power of the principles is clear: nothing less than your happiness and success in life and career depend on mastering the 7 Non-Negotiables.”

—Devin Thorpe Champion of Social Good; Author of Your Mark on the World

“Whether you are starting a company or an executive of a Fortune 100 company, David walks you through the 7 Non-Negotiables that will help you build a lasting company that cultivates world-class talent and achieves extraordinary results.”

—Burke Alder Vice President of Marketing, Lendio

“Fishbowl is on FIRE in a very good way! Their socially conscious style of corporate responsibility is blazing a trail for other entrepreneurs to follow. The Fishbowl flame of success burns brightly. The 7 Non-Negotiables of Winning is inspiring!”

—Anne R. Wairepo, PhD Director, Utah Valley University, Women’s Success Center

“There are very few people who celebrate their people and the accomplishments of their people. After visiting Fishbowl, getting to know their people and then reading this book, I can say most confidently that this is the written version of how their company family lives, values, works, and achieves. As you turn the pages you will feel that each non-negotiable is a core value that should be implemented immediately within your own life, workplace, and goals.

—Leialoha Pakalani Assistant Director/Career Counselor, Woodbury School of Business/MBA, Utah Valley University

“David is an inspiration and an example to everyone he comes in contact with. I can count many, many lessons from the 7 Non-Negotiables (such as ‘Fail Up’) that I now carry with me and that will continue to influence my decisions and future.”

—Cheryl Snapp Conner Managing Partner, Snapp Conner PR

“I love The 7 Non-Negotiables of Winning! In this ever-changing world it is great to see David and Mary solidly founded on timeless principles! I have seen the inside workings of Fishbowl and can attest to the joy that is found inside the Bowl!”

—Mike Lewis EVP Sales, AirComUSA/FaxPipe

“I have had many different experiences where I have seen David and the Fishbowl family live these proven principles as they have run their business and it has had a profound effect on all that come in contact with them. As a friend and partner, it is great to associate with individuals that not only preach such practices, but live them every day.”

—Ben Bush President, Voonami, Inc.

“It is often a rare event and a privilege during your career or life that you come across individuals such as David Williams and the Fishbowl team. Their unwavering belief in their team and how to apply the principles of Respect, Belief, Trust, Loyalty, Commitment, Courage, and Gratitude in this book are a true inspiration to all. This is something we should all strive for every day.”

—Simon Jupe Managing Director, Fishbowl Australia/Fishbowl New Zealand

“Fishbowl is a wonderful and unique business built on principles of integrity and high moral values. It is refreshing to see these principles that are often talked about (and not lived) actually applied by a company.”

—James M. Martinos President/CEO, Elite IT Partners, Inc.

“The 7 Non-Negotiables of Winning will change the face of work across the globe and I am pleased to support and endorse this book.”

—John D. Cuny President, World Class Health Enterprises

“The exemplary culture that David has meticulously crafted at Fishbowl, where every individual is valued as a leader embodying the 7 Non-Negotiables of Winning, is a smart blueprint for 21st century companies. Fishbowl is clear proof that companies that truly care about people and actively engage in strengthening their local and global communities through authentic values will not only achieve enduring success and a meaningful legacy, but they will also make the journey an enjoyable adventure for all involved.”

—David Saedi Chief Executive Officer, Ducasse Education

“Without hesitation, I can say that David is ‘one in a million!’ From his leadership to his modeling of good management and coaching skills there are few who do it better. The culture that he has carefully and deliberately created at Fishbowl is most refreshing and unique in corporate America! I am honored to associate with people of David’s caliber.”

—Jerry Johnson Senior Training Consultant, InsideOut Development

Cover image and design: Rick Weiss, Director of Marketing and Design, Fishbowl

Copyright © 2013 by David K. Williams.

All rights reserved.

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

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

Williams, David K., 1958–

The 7 Non-Negotiables of Winning: Tying Soft Traits to Hard Results / David K. Williams.

pages cm

Includes index.

ISBN: 978-1-118-57164-4 (cloth); ISBN: 978-1-118-73920-4 (ebk); ISBN: 978-1-118-73940-2 (ebk)

1. Interpersonal relations. 2. Respect. 3. Success. 4. Employee motivation.

I. Title. II. Title: Seven non-negotiables of winning.

HM1106.W555 2013

302—dc23

2013016034

It is not the critic who counts;

not the man who points out how the strong man stumbled

or

where the doer of deeds could have done them better.

The credit belongs to the man who is actually in the arena,

whose face is marred by dust and sweat and blood; who strives valiantly;

who errs and comes short again and again; who knows great enthusiasms,

the great devotions;

who spends himself in a worthy cause;

who at the best,

knows in the end the triumph of high achievement,

and who, at the worst,

if he fails, at least fails while daring greatly

so that his place shall never be with those timid souls who

know neither victory nor defeat.

—Theodore Roosevelt

I dedicate this book to my wife, Paula, and my son, Cameron Williams, who inspire us to keep the flame of all that is noble and courageous burning strong.

Williams Family.

Left to right: David Bauerle and grandson Corbin, Amber, David, Paula, Cameron, Charisse, Tanner, and Lindsey

This photo was taken a couple of weeks after we found out that Cam had cancer. Throughout his journey he remained steadfast in his faith and optimism. He never doubted, wavered, complained, or asked why.

I also dedicate this book to our company, Fishbowl—where our people manifest the principles and outcomes described in this book by trying a little bit harder each day to be a little bit better.

FOREWORD

Brad Smith, Intuit president and CEO, is a longtime Fishbowl friend and partner who mirrors our commitment to being in the people business. Even as the leader of a billion-dollar corporation, Brad is so down to earth that he never forgets that people from all walks of life can be equal partners if their Soft Traits are aligned.

I first met David in the gym, not in the boardroom. We had recently accepted new roles in our respective organizations and were in search of the best ideas and inspiration to guide us on our new journeys. You can call our chance meeting serendipity or luck, but many years later, we simply call each other friends.

His visible intensity and search for excellence were the traits that originally caught my eye, but it was his humanity and willingness to give of himself that touched my heart. A champion is never measured by the number of times they hit the canvas, but whether they have the strength of will to get up and continue the contest.

David always stands up and does so with such dignity and grace that he serves as an inspiration to all around him. I count myself among those blessed individuals who have become better versions of themselves because they have known David Williams.

—Brad Smith

President and Chief Executive Officer, Intuit

PREFACE

You don’t have to be a CEO to find this book useful. I wrote it for leaders, midlevel employees, students, homemakers, and anyone else who has goals and wants to do something great with their lives. I will show you that it’s okay to fail as long as you keep your eye on the end goal and follow seven basic principles I use every day in my business: the 7 Non-Negotiables.

I believe in people, not just their output. When leaders trust their employees and give them creative freedom to try new things, they consistently achieve positive results in the long run. This book is for individuals who don’t feel like they fit the standard corporate mold, in which a person’s worth is measured on a scale of 1 to 10 and money is the sole driving force of the business.

In this book, I share what we developed as a team as we built a successful company and, far more important, a place where people could enjoy working together in collaboration. There is no perfect work methodology, just as there is no perfect employee. We are all evolving and growing together. We are far from perfect and we embrace our failures as opportunities to learn. I have lived, learned, and strived to do better each day, and that is all that I can ask of everyone in the Bowl.

Early in my career, I was lucky enough to have patient leaders who saw past my youthful errors to realize what I was capable of. As a result, I was able to do and be better. They provided me with opportunities to develop and grow, and this has helped me accomplish extraordinary things that I didn’t even realize I could do. It’s therefore only right that now, as a CEO, I return the favor to my own employees and strive to educate others about a simple truth I learned long ago: The secret to success is to Fail Up and move forward.

The key to Failing Up is to connect Soft Traits to Hard Results. You can continuously benefit from Hard Results—those that you can measure and quantify, and that show a return on investment—as you add to and strengthen your Soft Traits—your characteristics and attributes. When we see our Hard Results in action, we naturally become more motivated to increase and improve our Soft Traits. Likewise, we will naturally see growth in our Hard Results as we increase the competency and capacity of our Soft Traits.

Learn from the mistakes of others. You can’t live long enough to make them all yourself.

—Eleanor Roosevelt

An example of a Soft Trait in action: No matter how hard you try, you are going to make some mistakes. While the fear of failing has the effect of immobilizing us, you will find new freedom in accepting your failures as opportunities to learn and develop in new ways. You do not have to accept the judgment of others about your successes or shortcomings. Their perspective is part of their learning path—not yours. What matters most is how you respond to your mistakes. If you accept accountability, grow, and move forward and upward, you can achieve great things. Some of the greatest triumphs in history took place right after, and can be tied directly to, the biggest failures.

ACKNOWLEDGMENTS

In the end, everyone will know that everyone did it.

—Lao Tzu

No worthwhile journey is ever embarked upon alone. This book is the culmination of a lifetime of shared learning, failures, and successes. The concepts presented are universal, yet the experiences shared are my personal life lessons and Fishbowl’s. This book wrote itself through our shared experiences at Fishbowl. There is a bit of DNA from every single Fishbowler who currently swims in the Bowl in this book.

My heartfelt thanks goes out to everyone who helped create this meaningful journey that has no ending.

To my Fishbowl Family, who works hard each day to bring these stories to life; my personal family, for their love, understanding, and support; Mary Michelle Scott, my business partner, who assisted in compiling the contents and who partners with me to lead our company and Courage Above Mountains initiatives; our Fishbowl Captains, John David King, Dusty Miller, John Erickson, Kirk Tanner, Kevin Batchelor, and Heber Billings; and Rick Weiss, for lending his talents in creating the great cover artwork.

A special thank you to our Fishbowlers, who show up every day and bring the Bowl to life with positive energy and an extraordinary exuberance for living. They make it all worthwhile. And to all our U.S. Fishbowl partners, including Intuit CEO Brad Smith, and Fishbowl Australia’s Simon Jupe, who keep things moving forward with an ocean of support.

My appreciation to everyone who participated in creating the Forbes columns: Cheryl Snapp Conner of Snapp Conner PR; Forbes Managing Editor Tom Post; and Robert Lockard, our amazing Fishbowl Copy Editor; those who contributed on social media; and the countless others who have contributed in ways known and unknown.

INTRODUCTION

Entrepreneur by Choice

When anyone calls Fishbowl asking to invest in our company, I always respond, with sincerity and on behalf of our team, “We are employee owned, debt free, we grow with our own cash, and our exit strategy is death. We probably don’t fit your investment model.”

Most investors are taken aback by my response because in their world everything has a price. But my world works differently. Some things are not for sale and cannot be bought—and Fishbowl is one of them. I value how our employees feel about our company more than the price potential investors would pay for it or what I might personally gain. I understand why in the business world we call venture capital money “funding.” Starting your business $1 million to $10 million in debt never appealed to me or the team at Fishbowl. When we need funds, we earn them, or we work with local banks to secure loans that can be quickly paid back.

We have publicly stated that we will never sell Fishbowl, go public, or adopt a mainstream corporate mentality. Fishbowl belongs to current and future generations of Fishbowlers—and always will. In 2012, 50 employees became co-owners of the company, and in 2013 we added an additional 21 who successfully and consistently demonstrated the 7 Non-Negotiables. This book is about our journey, our lessons learned, our achievements, and our Fail Ups.

Laying the Foundation for Success: The Rhythm of Business in the Bowl

I have been an entrepreneur from my earliest recollection. I never wanted to be anything else. I had a dream of what I thought could be the greatest company in the world to work for; yet for some reason, I never thought that dream would ever become reality. Somehow that company came to be—and I had a hand in making it happen. Today I am the CEO of a fast-growing business of approximately 100 individuals in Orem, Utah, that makes award-winning inventory management software. Our product, Fishbowl Inventory, is the number one requested inventory software for use with QuickBooks for business. Many Fortune 500 companies also use Fishbowl Inventory as a standalone asset tracking tool.

Our work will never be easy—and that’s the way we like it in the Bowl. We love a good challenge. Our company is located at the base of Mount Timpanogos, which is the heart of one of the most breathtaking mountain ranges in Utah. While it’s a magnificent mountain, it’s not an easy climb—and that’s why it’s crucial for us to have the company right there. It serves as a reminder to always look up, and remain open and optimistic. We like to break a sweat and work hard as we climb higher. We also relish playing, laughing, and exploring along the way.

Did I choose to be an entrepreneur or did I simply fall into the Bowl?

I consider myself an entrepreneur by choice. My path into entrepreneurship was set long ago. The following are a few of the qualities that define me, as well as most of my colleagues at Fishbowl:

1.No business title will ever fit for long. We are like fish, which must keep swimming to stay vibrant and alive. As such, our teams change functions and offices multiple times per year.

2.Leaders aren’t necessarily appointed. Rather, they emerge naturally to fill specific needs. Fish swim better in schools.

3.We will never embrace a corporate mentality. We dislike being bossed around, yet we will give it our all for the team and for one another. Fish instinctively know how to swim and in which direction to travel. Our overriding policy is: Don’t tap on the glass! In other words, we don’t work well when stress is used to force an outcome. We prefer calm water, yet we can weather even the most treacherous storms if necessary.

4.We love to build things, to play together, and to help people. Give us a challenging project that supports the greater good, then give us enough space and time, and we will consistently exceed expectations.

5.Our work must be noble and for something larger than ourselves because we are in the people business. Our customers and partners are our friends. We show up at work each day to see people we are excited to spend time with. Happy fish create great products and happy customers. This is what contributes to significant growth in revenue year after year more than any other factor. And even more important than the revenue is the remarkable journey to success.

6.We are both fiercely independent workers and extraordinary team players. On the surface, this sounds like a contradiction in terms, but it is what makes Fishbowl remarkable. The 7 Non-Negotiables make it possible for us to perform as individual champions and also to build one of the greatest companies in the history of inventory management software and solutions. No one sits on the bench on Team Fishbowl.

The Value of Personal Development

Every activity I start I pursue with my whole heart, all out. I have no middle ground. “I’ll quit competing when my heart quits beating,” said Michael Jordan, and I concur. I love sports and activities where I compete on my own and as a team. I play the piano. I ran a marathon. I am constantly competing against myself and working to break my own records. I swam over a mile every morning for several years and then moved on to road biking, averaging more than 100 miles per week. And 15 years ago, I started bodybuilding—a form of exercise and self-expression I continue to engage in to this day. I didn’t just lift weights; I competed until I had won the top natural bodybuilding competition award in the 20 Western States at the age of 50. From this experience, I learned a valuable lesson:

No activity that matters to you should be pursued only halfway.

As important as giving your all is, avoiding burnout is equally essential. I set a pace and rhythm for winning the big prize, yet I still employ my intense natural laser focus to accomplish the goal. One hundred percent is the only option for me. If you are only 85 percent committed, then you are not committed. And this is true for all aspects of life.

In my personal life, I set the speed, temperature, and pace on extreme, yet I work in a calm, easy Bowl.

How does this work?

The first Non-Negotiable, Respect, empowers me to show up as my authentic self. It also empowers everyone else to bring his or her unique talents, gifts, and rhythm of work to Fishbowl.

Perhaps you are hoping to discover the secret to building a successful career, or find out the tips and tricks of the trade. I mentioned that I care about people and how to please them—so I’ll let you in on one extremely important secret. Lesson 1 begins right here—and it starts with you: What you put out in the world returns to you in equal measure.

There are no shortcuts or quick fixes. It’s your life. Make the most of every moment because you don’t know how many of those moments you are going to get. My son, Cam, only lived 25 years on this earth, but he lived more in that short time than many who reach a ripe old age. He never wasted a minute. He is remembered today not for his work title but for how he loved and uplifted people. Every year on February 16 we celebrate Cam’s life and legacy. In Chapter 6, I go into detail about Cam’s celebration of life, his herculean battle to survive, and what we who knew him continue to learn from his example.

However long we live—and whether we realize it or not—we all leave something behind. Have you thought about what your legacy will be? How do you show up in the world of work each day? Many employees today like to keep their options open. They show up for work while keeping an updated résumé on the market and then wonder why nothing remarkable is happening for them in the workplace. Consider doing something different: Arrive at work and dedicate yourself like it’s the last job you will ever have. After this, see whether your experience has been transformed. Respect the job you have and the people you work with—and if you find you cannot do this in your current position, dedicate yourself to finding one where you can and will.

One of the most important lessons I will share in this book is that every individual sets his or her own pace. The intensity that I set for myself reflects my personal goals. The 7 Non-Negotiables are the guiding principles at Fishbowl; they create a solid foundation so that everyone can develop and contribute their own unique gifts. They are the compass that helps us all to discover our “True North.”

I share with you my personal experiences so you can learn from the mistakes I’ve made while enjoying the benefits of hindsight. There is a way to be extreme and laser-focused without sucking all the energy and life out of your teams. At Fishbowl, we call this “adjusting the trim tab.” I believe that all people have the potential to be a trim tab, which is the small rudder that makes small adjustments to the big rudder that turns the entire ship. People just have to be willing to lead and cause a ripple effect through their influence, no matter what position they hold.

A leader doesn’t need to leave a big wake to be effective or build a great company. A true leader acknowledges those who support him during the journey.

The Single Greatest Secret of Leadership: Failing Up

I am only an average man, but, by George, I work harder at it than the average man.

—Theodore Roosevelt

After years of constant struggle, banging my head against the wall of success and failure, I finally broke through to the far side of complexity and arrived at something I never expected to find: simplicity. I learned that achieving success doesn’t have to be overly complicated. This is the secret that led to the simple realization of the greatest trait that drives my success: I have learned to Fail Up.

It has taken much of my life to discover what I am great at. So when I fail, I fail big. I allowed my failures to define, limit, and even incapacitate me for many years. I was not open to the possibility that success is a journey. Failure is an integral and inevitable set of stops in the process, and I simply needed to get back on the right track.

When I finally discovered this secret—when I changed my paradigm—it changed my life. I no longer define others or myself as failures when we don’t accomplish what we initially set out to do. Instead, I recognize and appreciate that there are areas in our lives we have mastered, areas we are developing, and areas where we haven’t even scratched the surface yet.

As leaders, we serve our employees best by encouraging them to navigate through challenges on their journey. We can help by asking questions like “How do you learn best?” “What could you do better?” or “How can the team better support you in the future?”

The important thing is to move forward continually. Some days we make great progress in some areas; other days we seem to slide back a bit. If we were to chart our progress, it would have ups and downs, but overall it should move upward as we live and learn from our mistakes and failures. This is the heart of Failing Up.

There were times when my personal challenges brought me to my knees and broke me to the point I couldn’t even get out of bed. I wanted to throw in the towel because I just didn’t know what to do. I wanted to give up, but I didn’t. I hope you won’t have to fall as far as I did to learn how high you can bounce back.

We often struggle to see what we can learn from challenges because they seem unfair and impossible to bear while we’re in them. I will never understand why I lost my son when he was only 25 years old and in the prime of his life. For a long time, I felt like I had failed because I could not find a way to help him get better. I also felt lost because I didn’t know how to cope with his absence.

Even if we don’t understand why bad things happen to us, we can Fail Up from them and become better people and build better businesses as a result. My own path hasn’t been an easy journey by any means; but I no longer get lost in the weeds. I live, learn, and move forward.

My life is far from perfect. But I have learned that if you haven’t experienced failure—or have ignored the lessons inherent in the process—you’re missing out on your most invaluable opportunities for growth. Don’t be afraid to fail—and don’t waste energy trying to cover up failures. Learn from them, and move on to the next challenge. Learn to look for the “gold in them thar hills,” take the gold from the experience, and leave the failure behind.

People, Priorities, and Purpose

I want to change the world—not so that others will know I’ve changed the world, but because I feel a genuine desire to help people. I do my best to never quit or give up on anything or anyone. Admittedly, this has led to some disastrous results because I stayed in some positions far too long. Though it hurt me at the time, I have the blessing of perspective today as I look back on those experiences of standing steadfast and immovable. I realize now that these have been some of the most character-defining periods of my life, regardless of the financial gain or loss, or the perception of right or wrong.

I have made it a habit to think about people first and money second. I’ve made—and lost—a lot of money throughout my career. And while being financially successful is rewarding, losing a lot of money taught me that life goes on, and it has helped me see that I don’t really need money to be happy. People, on the other hand, bring tremendous joy to my life. I love people. Relationships are what I cannot live without.

You (yes, you!) are the only person capable of putting up roadblocks that keep you from achieving what you want to be in business, as well as in life. I have come to believe that our challenges in life are placed there to serve an important purpose: to determine how serious we are about our choices.

The ability to look beyond the current circumstances to see the ultimate possibilities and eventual outcome is something that every great leader has within himself or herself. And it’s also something that every aspiring leader must absolutely learn. It will make the greatest difference in his or her effectiveness, in his or her company’s ability to succeed, and even in the success of his or her career and personal relationships. This means accepting that failure is inevitable. It also means cultivating the ability to continually Fail Up.

Setting the Groundwork

In this book, I will teach the 7 Non-Negotiables, the seven basic principles I use every day in our business and in life. Some will come faster than others, but that’s okay. You have your entire life ahead of you to continually work on these traits. All you need to do is improve yourself a little bit further each day, and to rejoice and even have fun in the process of celebrating what you’ve learned after every mistake. Here is a framework that will help you and your organization get started:

Creating the Fundamental Framework for Ongoing Growth and Development

1. The Organizational Ecosystem

2. Your Interpersonal Ecosystem

3. The Value of Employee Ownership

4. Creating Long-Term Trust: Full Disclosure of Financials and Key Performance Indicators (KPIs)

The Organizational Ecosystem

We must, indeed, all hang together, or most assuredly we shall all hang separately.

—Benjamin Franklin in the Continental Congress before he signed the Declaration of Independence in 1776

If we are not continually taking care of the weaker parts of the company, we will eventually pass away as a company. The whole of any organization is a sum of its parts. When parts are weakened, the whole is weakened, and it could eventually perish. Think about this in terms of business. When you give someone a performance review in which you highlight all the things that they did wrong, ask yourself: Did this weaken or strengthen the individual and, ultimately, the team and the whole organization? When we speak about others when they are not present, does this strengthen or weaken the team?

As I mentioned in the Preface, I wrote this book for leaders, midlevel employees, students, homemakers, and anyone else who has goals and who wants to do something meaningful with their life. I will show you that it’s okay to fail as long as you keep your eye on the end goal and follow the 7 Non-Negotiables. I promise you that by reading, digesting, and then putting them into action through the fun processes, exercises, and games throughout the book, that you will improve in all of the Non-Negotiables. And as you improve in any of the 7 Non-Negotiables in one of your life roles, you will find that there is a cascading effect across other roles.

Your Interpersonal Ecosystem

It’s important to note that rarely does anyone who is truly successful in business go it alone. One of the most important support roles in an entrepreneurial company is not the founder or owner—it’s the role of that person’s significant other, partner or spouse, and family members. This is a timeless principle.

There is a prevalent myth that being the spouse of an entrepreneur is highly desirable—that it’s great to be married to someone who loves their work and is taking creative risks. That being your own boss leaves you with a greater income and the flexibility to take time off for vacations or to attend to family needs.

In actuality, the opposite is typically true. The truth of the entrepreneurial life is a tornado of long hours, high risk, and uncertainty. Despite their good intentions, entrepreneurs can be the world’s worst spouses, since they are usually investing the majority of their time in their companies, even during prosperous times.

Prior to my opportunity at Fishbowl, my wife, Paula Williams, had ample experience with the highs and lows of being married to an all-or-nothing entrepreneur. We have been married for 33 years. While raising five children, Paula endured moving 20 times. A highly conservative person by nature, she is married to someone who envisions himself as full-on warrior, and she has been steadfast in her devotion, whether the bacon was being brought home or not. She encouraged me to go and be myself.

Ten years ago I bet the farm on a massive land reclamation deal. After three years of investing everything we had, one day it suddenly folded. Everyone jumped ship and I was the last man standing. I anguished and sought counsel over what to do. Should I declare bankruptcy? Not knowing if the house would be lost or the utilities shut off would lead most spouses and children to complain and act fearfully. Not mine. My family remained steadfast in cheering me on. By contrast, we had a close friend who forced his way into the business venture with additional investment money, and when the deal went south, he left threatening messages on our phone and wrote letters to my children telling them what a loser of a father they had.

Three years later, we had survived the process of repaying more than $1 million in debt. We paid off 72 credit cards without missing a payment. The leases and everything else we owed were all paid off. At any time, if the negative pressure I faced had come from within my home, I likely would have foregone my entrepreneurial life and chosen a different path. But because of Paula’s patience (and because the creditors had been willing to work with me, thankfully), I was able to avoid bankruptcy and to remain standing when the opportunity to lead Fishbowl came along.

Likewise, without the strength of our Fishbowl family, we would have been unable to endure losing our oldest son, Cam, to a rare cancer just four years ago. The trials we face can either make us or break us. When the challenges have nearly broken me as an entrepreneur, my wife and family have remained strong.

I’d like to issue a challenge to every entrepreneur who has the support of a steadfast spouse or a significant other: Don’t ever forget that your ability to be who you are and accomplish business miracles is equally dependent on them. Let us always appreciate, respect, and reward the vital roles that they play in our ability to reach entrepreneurial goals. Let us always make time in our lives to respect and support their dreams and endeavors. For example, Paula is now a member of the Mormon Tabernacle Choir, and I love being in the audience supporting and cheering her on, just as she has always done for me.

The Value of Employee Ownership

If business owners want to achieve unsurpassed output and generosity of spirit from employees, they need to share the pie with them. It is only through ownership that an individual ultimately dedicates his or her full mind and heart to the workplace. Our employees appreciate that they are helping to build a company that will endure the test of time. They take this stewardship seriously. Compare this with the feelings of an employee who is working to build a company that will ultimately be sold off.

At Fishbowl, we are committed to being employee-owned. There are currently 71 owners of Fishbowl with a piece of the company. We give stock solely on how employees are progressing in the 7 Non-Negotiables. No one is perfect in any of them, but the constant improvement and focus on them is paramount. We don’t give stock options out on any other basis. Not tenure, role, or output. It’s all about becoming a better person, a better teammate, a better servant leader.

Using the 7 Non-Negotiables in this way has been nothing short of miraculous: We are helping employees focus on what makes them better people, not only here at work but also in all the roles of their lives. Everyone manifests the 7 Non-Negotiables in unique ways, but everyone needs to be unified in trying a little bit harder each day to do a little bit better.

We have a 100-year-and-beyond plan at Fishbowl. We will be long gone in 100 years, but we are confident that the guiding principles outlined in this book will live on.

Creating Long-Term Trust: Full Disclosure of Financials and KPIs

To demonstrate how highly we value trust at Fishbowl as a business and personal attribute, we share financials with all employees the day they walk in. Given that part of their compensation is commission based, it is only fair for them to see that, beyond focusing on the revenue side, we are also fiscally minded. There is nothing like being out of debt. The freedom we have of not needing to march to the beat of an outside investor or bank is beautiful beyond words.

To preserve this independence, we grow with our own cash and stay within our means. If we can’t pay cash for something, we don’t buy it yet. We pay our vendors before the due date so that we can be debt free each day when we close our doors. The importance of creating a war chest or a rainy day fund is also vital for our people to see.

Seeing our financial statements is a great teaching opportunity for most of our people because they show how a company is run fiscally. Beyond the nuts and bolts of Fishbowl, however, I want all our employees to live by these principles, and for them to show their own progeny this example of living happily and within their means. I have witnessed families stay out of bankruptcy because of how they handled their finances. The more we teach our employees, the more they will be engaged in the welfare of our company and with one another, which fosters trust. Someday they may own their own companies—many of our employees already do, on the side—and the financial literacy that they gain while working at Fishbowl will improve their propensity to succeed in their own investments and financial endeavors.

People are ready to trust one another; all they need is the right touch. I’ll give you an example from my adventures with auto repair. When I recently helped a neighbor fix and start his 1985 Pontiac Grand Prix, I thought of how coaxing a balky engine back to life was analogous to leading, guiding, and loving people so they can engage and become robust—which I define as being able to work in any environment under any condition.

My old truck at the ranch sometimes needs a bit more convincing. Depending upon weather conditions, it takes just the right amount of pumping the gas pedal, turning the ignition, and prayer to turn the engine over without killing the battery or flooding the carburetor. It requires a special touch, some intuition about your vehicle, and a bit of consideration for the environment where it’s kept—but once it starts, it’s a robust performer.

Like so many things in life, it just takes faith to get my truck, or my neighbor’s car, moving. This example can be used in so many ways in how we lead, support, know, feel, watch, learn, and then offer a prayer of gratitude for our people. Sharing the big picture with our employees jump-starts their belief in trust, which helps them become robust enough to keep things running and operating at high efficiency through all conditions in the Bowl.

Overview of the 7 Non-Negotiables and the Structure of This Book

1. Non-Negotiable Retrospectives: Examining Respect, Belief, Trust, Loyalty, Commitment, Courage, and Gratitude

a. Reflecting on the Attributes of the Non-Negotiables to Develop Your Soft Traits

b. Learning from the Failing Up Chronicles and Creating Your Hard Results

c. Discovering Opportunities Earned

2. Supplemental Exercises: Experiencing the 7 Non-Negotiables

The 7 Non-Negotiables and Their Attributes

The foundation of Fishbowl is our 7 Non-Negotiables and their Defining Attributes:

Respect

Seek to understand others before you seek to be understood.

Belief

If you believe in yourself, you can Fail Up and overcome anything.

Trust

Trust is the foundation of healthy relationships and it must be earned.

Loyalty

Promises must be more than words, even if they require sacrifice.

Commitment

Hold nothing back and work like this is your last job.

Courage

Never back down from a challenge; find the strength to soar.

Gratitude

Seek opportunities to express kindness in word and deed.

Coming together is a beginning; keeping together is progress; working together is success.

—Henry Ford

Every day we have an opportunity to walk off our arrogance and tame our egos by keeping the issue the issue and offering the 7 Non-Negotiables to those we come in contact with.

The first step is to offer unconditional respect.

7 Non-Negotiables Team-Building Exercises

The exercises provided in this book demonstrate how the 7 Non-Negotiables are woven together. They were developed by our leadership team for our people, and we encourage you to use them to discover what inspires you and brings meaning to the 7 Non-Negotiables. We live in an active, ever-evolving Bowl, and we look forward to what the changing seasons will offer us. Exercises and workouts help us keep the 7 Non-Negotiables alive and vibrant.

We believe that most of the challenges that keep us from being our best at work can be solved on 3 × 5 cards. It is tough to scientifically engineer or over-architect a 3 × 5 card. Our Fishbowl team leaders create their daily work assignments on 3 × 5 cards and play games to teach our employees how to effectively use the 7 Non-Negotiables at work. Every year, we update, refine, and improve the game. You are welcome to play along with us by subscribing at www.7NNs.com.

As you read the materials, keep four 3 × 5 cards close with the following weekly retrospective questions to explore your thoughts.

Weekly Retrospectives: Explore. Dream. Discover.

1. What can I learn this week?

2. How can I grow this week?

3. What can I do better—in my personal life, in business, and on behalf of my coworkers, partners, and business community?

4. How can I create positive outcomes that benefit all?

Twenty years from now you will be more disappointed by the things you didn’t do than by the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover.

—Mark Twain

Creating Your Personal Legacy

You’re writing the story of your life one moment at a time.

—Doc Childre, Founder of the Institute of HeartMath

In building a business, we sometimes forget to respect one another’s personal ecosystems. We spend a lot of time working to understand each other. When we are having a bad day, it’s easy to forget to put some time between the stimulus and the response and clear out our feelings before taking action.

We encourage you to get out into the fresh air, move, and create someplace away from your office and computer. Creating breathing space is one of the best things that companies can do to create extraordinary work environments. The majority of our challenges have been solved not in the boardroom but by simply taking a break, going for a walk, and seeking to understand one another.

Every day you see someone who represents something you aspire to in life. Here is the secret-sauce recipe for getting to where you need to be:

Time + Action = What Shows Up in Your Life

Last, consider that our stories are our lives. Who is your favorite author? Who is the writer that best resonates with you? Have you considered that you are the author of your life and that you can write yourself a good life?

Non-Negotiable Retrospectives: Examining the 7 Non-Negotiables

The common denominator at Fishbowl is our 7 Non-Negotiables. As we master each Non-Negotiable, we move forward personally, interpersonally, and as a team. It is like oars in the water. They might not be moving in perfect rhythm, but they are moving us in the right direction.

Making a difference in your own life and ultimately in the lives of others begins with defining your Non-Negotiables and Attributes. Our team created a series of exercises to help you define the Non-Negotiables personally, interpersonally, and as a team. Getting started on this process may take some effort. Now it’s time to start learning about the 7 Non-Negotiables and applying them.

Chapter 1

Respect

REFLECT on the Attributes of the Non-Negotiable to Develop Your Soft Traits

LEARN from the Failing Up Chronicles and Create Your Hard Results

DISCOVER Opportunities Earned

No one can make you feel inferior without your consent.

—Eleanor Roosevelt

Reflecting on the Attributes of the Non-Negotiable: Developing Respect through Empathic Listening

The dictionary defines the term keystone as the “central stone at the summit of an arch, locking the whole together. The central principle or part of a policy, system, etc., on which all else depends.” For Fishbowlers, the keystone of the 7 Non-Negotiables is respect.

Respect is essential in any relationship. It’s something each individual involved needs to earn over time. In turn, the keystone of respect itself is listening—and making a habit of never talking about someone behind their back. You don’t have to judge others for doing so; you can simply make it a practice in your own life not to participate in discussions about individuals who are not present.