Are you willing to contribute your best efforts in a superior work environment?
Imagine your workplace is OptiBiz.
Every individual at OptiBiz is educated in the art
of consistent Optimal Thinking. The organizational culture respects suboptimal thinking
as an authentic expression of reality and a legitimate prelude to optimization.
At OptiBiz, Optimal Thinkers invite the best actions from themselves and others with Optimal questions.
|
 You have probably been part of a typical organization, AnyBiz, which has a mixture of thinkers,
most of whom are suboptimal and on different wavelengths.
Let's compare some aspects of life at AnyBiz and OptiBiz. Where would you rather work?
NEGATIVITY
At AnyBiz, the corporate motto is "Think positive!" Positive thinking is revered.
Negative thinking is considered inferior -- and may even be scorned.
A positive thinker may feel miserable about the progress of an important project,
but puts on a happy face at the office. Burdened with unresolved thoughts and feelings,
he or she compromises morale and productivity.
Such a positive thinker typically discounts input from those who are labeled negative thinkers.
Negative comments are suppressed with: "That's negative!" or "You need to change your attitude.
We only listen to positive comments around here."
At AnyBiz, flaws in products, systems, and projects can escape necessary scrutiny when positive
thinkers are unwilling to look at what's wrong.
Here is a scenario you might have encountered.
FRUSTRATED FRED: My computer is down. I'm not going to make this deadline!
BRUTAL BOB: Are you mouthing off again, Fred? You are so negative.
SELFISH SANDRA: Fred, can you keep your problems to yourself? I have enough of my own.
OPTIMISTIC OLIVER: Just stick with it. You'll figure it out!
At OptiBiz, the optimizers embrace negative thinking, emotions, and situations and work together to resolve
issues that are raised. The personnel have been trained in Optimal Thinking and
do their best to use it consistently.
Optimal Thinking empowers all members of the organization to focus on the most desirable
outcomes and to contribute their best.
Many leading companies view negative information as a perfect opportunity to discover the
Optimal solution. Do you remember the days when we walked around with handkerchiefs in our
pockets to handle the common sneeze? It was certainly no fun pulling out a used
handkerchief -- and no greater joy laundering them. By acknowledging the inherent weaknesses
of handkerchiefs, Kleenex Corporation recognized a bountiful market niche and manufactured
an alternative that made the company billions of dollars.
Your company can make the most of negative information, too!
PERFORMANCE
Shelley, a receptionist who works at AnyBiz, does only what's necessary to keep her job.
Her suboptimal attitude is clearly reflected in her performance.
Because Shelley doesn't feel loyal toward AnyBiz, she makes most of her personal calls
on company time. She places telephone callers on hold, forgets to check back with them,
and rarely screens customers before connecting them with corporate representatives.
Unfortunately, Shelley works solely for the money. Because her salary is not affected
when she is sweet or surly, efficient or inefficient, there is no reason for her to
optimize her performance.
Let's listen to some suboptimal conversation between employees at AnyBiz.
SUBOPTIMAL STEVE: These customers
get on my nerves.
SUBOPTIMAL MARY: You'll have to
put up with them if you want to keep your job.
Do you work with people like Shelley, Steve or Mary?
Their suboptimal thinking is producing suboptimal customer service!
Now let's listen to some Optimal Thinkers at OptiBiz.
OPTIMAL CHERYL: These
customers get on my nerves. What am I thinking or doing to create this? What's the best
strategy for dealing with this?
OPTIMAL LYNN: You're
asking the right questions! What do you think is most important to these customers?
What is the best way to relate to them, bearing this in mind?
If you were a customer, would you take your business to AnyBiz or OptiBiz?
IMPROVEMENTS VERSUS OPTIMIZATION
During the past two decades, many corporations have adopted the philosophy of
"continuous improvement." They want better solutions, better quality, and higher profits.
This philosophy does not produce peak performance, because it is suboptimal.
Whenever corporate employees think suboptimally and seek to improve -- rather than maximize --
the status quo, the company's sales and profits are compromised.
Consider the research and development division of a large, highly respected corporation
that had been studying its competitors' operations for over a year. The key decision
makers had been informed of the results and agreed that although the cost of implementing
its top competitor's system was considerable, doing so would improve the company's operations
in the long run.
Charles, the director of research and development, told me how he used Optimal Thinking to
save his company $12 million during a directors' meeting. He simply posed the
question: "Is this our best solution?" The executives were obliged to reconsider their
options within an Optimal context. They discussed how to minimize costs and gain maximum
benefit from their existing system, and concluded that although the company would improve
operations by installing the competitor's system, it wasn't in the company's best interests
at the time.
Would you prefer to invest your working hours at AnyBiz or OptiBiz? Do you have the
courage and commitment to do whatever it takes?
| Optimize Your Company |
|
| Optimal Thinking Audio-CD Program |
|
Seminars to Optimize Employee Motivation |
|
Optimal Thinking Leader's Seminar |
|
Leadership Assessment Quiz |
|
|
