The Game of Work / Coonradt 66-69

67 What make conditioning such a powerful force? Repetition, repetition, repetition.

68 When you are coaching you must understand that success is the result of behavior, which is determined by attitudes, which are formed by conditioning, which takes place through repetition. Repetitive learning is the only vehicle to modify conditioning, which alters the attitudes that control our behavior, which produces the results we want.

Winners understand the importance of conditioning as it relates to attitudes, behavior, and eventually achieving success or results. Winners are constantly conditioning themselves by reviewing their written goals, reading good bocks, surrounding themselves with other goal-oriented individuals, and inviting repetition of positive thoughts while pushing negative thoughts out their minds.

69 If you want to motivate your workers, if you want them to feel like members of the team, if you want them to work as if the company belonged to them, you must give them the freedom to choose the way to succeed. If you do, they will come through for you--beyond your wildest dreams.

The Ultimate Sales Machine / Holmes 8-10

9 In order to improve and perfect each these areas (highest impact areas of your business) you need to give them a dedicated one hour per week when everyone involved can focus exclusively on improving that area.

10 ...I had to discipline myself and the staff to hold almost everything until the weekly meetings.

The key staff for each impact area attended their meetings together, so major progress could be made and everyone was there who then needed to take the next step or learn our latest breakthrough.

Yes--to-do’s, task, and deadlines much be assigned after every meeting. But the key is not to ask for to much to be completed. Make the gains small but constant.

The Game of Work / Coonradt 63-66

64 Works need to understand the reasons behind the things you ask them to do. They need to help negotiate the results that are expected.

...people need to be allowed to use whatever methods they are comfortable with to bring the goals to pass.

65 Are you encouraging choice? Are you asking for innovation? Do you make clear what things in your company can't be changed and in what things workers are free to choose?

Our choices are our behavior, and we cannot change the results without changing the behavior.

There's no way to get around the fact that behavior precedes results.

Attitude is the prime cause of behavior.

66 The way I think determines the way I will act, whether it is in a momentary fit of rage or in contemplation in a planning session. It is imperative to understand that the thought precedes the act. Also, it is impossible to behave consistently contrary to a basic attitude.

There are two powerful forces that form attitudes. One is a significant emotional event. The second is conditioning.

The Ultimate Sales Machine / Holmes 4-8

6. I set up this book the way you should set up your business. I begin by discussing how to structure your company to maximize everyone’s time.

7 No one should have more than six direct reports.

Because good time management shouldn't’t take a lot of time.

8 But do you have the pigheaded discipline to spend the five minutes every day to take control of your time and then the even more pigheaded discipline to stick with the plan throughout the day?

To build your business into the Ultimate Sales Machine, you need to be in a primarily proactive mode. Time management is crucial.

The Game of Work / Coonradt 58-63

61 Work consists of whatever a body is obliged to do, and play consists of whatever a body is not obliged to do. Mark Twain

63 ...in business; the more choices you give your employees--within the bounds of your business, of course--the better they will perform, and the more they will enjoy it.

Because most people become committed to what they freely choose. People need to own their jobs, and they can own them only if they have a choice about what their jobs are, about what their goals are, and about how they will reach those goals.

Winners don't seek to change the rules; they only seek to understand them well enough to win. So is it with choice. You must recognize which choices are yours to make and which ones you can't worry about.

The Game of Work / Coonradt 76-81

78 The ideal field of play may be represented by a square. The only real problem with the square is that it has a limit. If we were to take one side off the square and provide a growth outlet, then I believe we would have an ideal field of play for business.

81 At The Game of Work, we establish what constitutes the terminal terminal and operational out-of-bounds in our company with an "Out-of-Bounds Statement". In this statement, we spell out exactly what will cause a player to be fired, and we make no apologies about it. If employees don't like the conditions, they are free to seek employment elsewhere. And if they agree to these conditions, they are free from worry about what might cause them to lose their job. They already know what might cause them to lose it, so they can concentrate on winning within the rules and without fear.

How you define the field of play to your players is not really important. But what is important is that you do define it accurately and clearly in a way that works for your organization.

The Ultimate Sales Machine / Holmes 1-4

1 Every company can dramatically strengthen its sales and marketing materials by adding market data.

3. Building a sales machine is not going to be about doing 4,000 things; it’s going to be about doing 12 things 4,000 times each.

4 In order to be the Ultimate Sales Machine, you actually have to be great at leading, managing, and marketing.

You can profoundly improve your company or department if you absolutely commit to one hour per week in which you do nothing else but work on making the business much more effective. In the course of this book, you will learn exactly how to spend that hour.

The key is learning and practicing the pigheaded discipline and determination you need to constantly address and readdress the 12 areas outlined.

Implementation, not ideas, is the key to real success.

The Game of Work / Coonradt 55-58

56 When all the micro-measurements are in place, the macro-measurements will take care of themselves.

57 1. Increasing the frequency of feedback improves the quality and quantity of performance.

2. When feedback is illustrated on charts and graphs, the impact is even greater.

58 Remember, in the absence of clearly defined goals and accurate scorekeeping, we are forced to concentrate on activity and ultimately become enslaved by it. The goal of every business must be to get to the point where everybody on the team has an individual scorecard. Without clearly defined goals and precise score keeping, workers will continue to pay for the privilege of working harder than they work when they are paid.

The Ultimate Sales Machine / Chet Holmes

Preface
A corporation fails every 3 minutes
96 percent of all companies fail within 10 years
26,000 new products and brands are introduced each year.
16-30% of consumers change brand loyalty in one evening of watching commercials
74% of consumers buy outside their favorite brands

In the last 15 years the cost of getting in front of a client has gone from $100 to $500

Mastery is a direct result of pigheaded discipline and determination.

I realized that becoming a master of karate was not about learning 4,000 moves but about doing just a handful of moves 4,000 times.

Most important, by focusing like a laser beam on the 12 strategies in this book you will outsell, outmarket, and outmanage your competition at every turn.

The Game of Work / Coonradt 49-55

51 When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates. Thomas S. Monson

55. Effective feedback is accompanied by its own set of terms, and the most important term is the Result-to-Resources Ratio--how much is being accomplished with the resources available. Successful managers have the capability of generating a greater results with the same amount of resources, or the same result with fewer resources. If they cannot measure it, they simply cannot do it, at least not on a regular, planned basis.

All managers, whether they manage many people or just themselves, much make a list of all resources available to them--budget, person-hours, computer time, inventory, supplies, and so on. When you get right down to it, managers are people who turn resources into results.