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Becoming a Category of One: How Extraordinary Companies by Joe Calloway

By Joe Calloway

Content material:
Chapter 1 We simply made up our minds to move (pages 1–26):
Chapter 2 what is Your tale? (pages 27–51):
Chapter three good fortune ability you recognize What Used to paintings (pages 53–75):
Chapter four The Commodity capture (pages 77–96):
Chapter five Your model Is every thing (pages 97–115):
Chapter 6 the 3 ideas (pages 117–138):
Chapter 7 the hot patron truth (pages 139–157):
Chapter eight Tiebreakers (pages 159–182):
Chapter nine Case learn: Tractor offer corporation (pages 183–207):
Chapter 10 the long run class of 1 (pages 209–243):

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Becoming a Category of One: How Extraordinary Companies Transcend Commodity and Defy Comparison, 2nd Edition

Content material: bankruptcy 1 We simply made up our minds to head (pages 1–26): bankruptcy 2 what is Your tale? (pages 27–51): bankruptcy three luck potential you recognize What Used to paintings (pages 53–75): bankruptcy four The Commodity seize (pages 77–96): bankruptcy five Your model Is every thing (pages 97–115): bankruptcy 6 the 3 ideas (pages 117–138): bankruptcy 7 the recent patron fact (pages 139–157): bankruptcy eight Tiebreakers (pages 159–182): bankruptcy nine Case learn: Tractor provide corporation (pages 183–207): bankruptcy 10 the longer term classification of 1 (pages 209–243):

Additional info for Becoming a Category of One: How Extraordinary Companies Transcend Commodity and Defy Comparison, 2nd Edition

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What impresses me most about this organization is the willingness to look at new and even radical ideas in the interest of sparking creative approaches to constant change and improvement. Everything at their meetings, from the speakers on the agenda to the very setup of the meeting room itself, sets the tone that there is going to be creative thinking taking place. They often bring in outside speakers who present cutting-edge ideas designed to sweep the cobwebs of stale thinking out of everyone’s minds.

Your story is a simple, aspirational statement that galvanizes and unifies resources and that maximizes employee and customer engagement. Your Story Is Your Culture I once did some work with a company whose CEO told me, “We don’t really have a culture here. ” Well, I’m sure it’s true that they focus more on execution than culture, but I’ll guarantee you that his company indeed has a culture. ” Culture is the rules, spoken or unspoken, that you play by. Culture is what you do when the boss is out of town.

We didn’t just send out a flashy flyer, although we did start with that. We had our own ‘show and tell’ mission. We tried to see as many employees as we could face to face. Also, we’re keeping it going. Little by little, we’re communicating our new vision, and our employees are embracing it as we go. ” Bobby Bradley adds, “You get buy-in by being genuine. So that people can trust you and believe in what you say. ” The Quiet Radical Sometimes a whisper is much more powerful than a shout. Sometimes taking the time to sit quietly, listen, think, and then discuss will result in much more powerful decisions than the same amount of time spent cheerleading.

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