I’ve always loved this question: “What’s the most important leg of a 3-legged stool?” The answer is, of course, obvious.
How about this question, though: “Who’s the most important member of a team?” Isn’t the answer also—all of them?
I’ve had some Big Bad Voodoo Daddy music for years and often jump right into it when exercising. Today, though, I decided to watch this terrific group here:
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As Karen and I dined at a Denver-based restaurant chain, the manager, Nate, stopped by our table to see how we were doing. One thing led to another, and—as is my wont—I mentioned the QBQ! book to him and gave my usual 15-second book summary. It goes like this:
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Outstanding! 47 Ways To Make Your Organization Exceptional
This organization with more than 2,630 stores is very likely outstanding, but on this day, a franchise owner and his manager were not. Read on …
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My 29-year-old son, Michael, and I met at a sub sandwich shop down the street. A handy location for us both—and now our former favorite place to eat.
After interacting with a friendly cashier, we got our sandwiches and sat down. When Michael realized we’d not received our sliced half-pickle, he said to the counter guy, “Excuse me, we ordered a pickle and didn’t get it.” His response?
51 CommentsCustomer Service, ManagementBy John G. MillerLooking for training that works? Click here.
“Dad, I didn’t know you could do that!” declared thirtysomething daughter, Tara, grinning ear-to-ear.
Little 4-year-old McKenna loved what she was seeing, too.
What were they so amazed by?
The QBQ! Grandpa efficiently spinning a Hula Hoop around his waist and hips—and keeping it going!
Hula Hoops, what a fad they were.
From pet rocks to PEZ dispensers to parachute pants to spinners, fads can be fun for kids and adults. However, here’s a truth:
Leave a commentLeadership, ManagementBy John G. MillerOur mission at QBQ, Inc. is Making Personal Accountability a Core Value, so this is our question for you:
Let’s do a quick “needs assessment” for our workplace and ourselves. We’ll begin with the individual—meaning … me. Here we go!
Ten introspective questions:
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If Just ONE …
During this Dave Ramsey Show interview, Dave asked me, “If people only get one idea from QBQ! what do you want it to be?”
I responded, “Well, Dave, it’s this: I can only change … me.”
Some of you right now are thinking, That’s not new, John, not new at all!
Right. But remember what we teach in the QBQ! book:
Repetition is the motor of learning!
So, let’s repeat the truth that I can only change me—a cornerstone of PERSONAL ACCOUNTABILITY—using a story shared by QBQ! reader, Annetta:
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Allow me to give a “shout out” to some QBQ! training clients. Please bear with me, there’s an important message coming.
Dave Field of Interprint, Inc. in Massachusetts—2005
Debbie Slocum of Husqvarna Construction Products in Missouri—2006
Jeff Clark of Toshiba America Business Solutions in South Dakota—2012
Don Burstow of Burstows Funeral Care in Toowoomba, Queensland, Australia—2015
The dates shown denote when each client began using “Personal Accountability and the QBQ!” training.
I mention these executives because they do what most management folks don’t:
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Last month we published this piece: It’s a NO EXCUSES Moment For Management
Some of you asked, “How should Mandy have handled it?”
Well, here’s what you do when you don’t have the perfect boss.
Our story is about a subordinate/boss or, if you prefer, associate/team leader relationship. If you’re in one of those roles, or ever plan to be, read on …
From Rob, a reader of the QBQ! book:
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Follow QBQ! on Periscope and Twitter using @QBQGuy
The subject line in the email from Mandy’s manager said “Whereabouts?” and abruptly began with, “Where are you?”
Mandy, a 25-year-old shared employee, works for two organizations. The two entities—each with less than 50 staff—have financial connections and mutual marketplace interests. They collaborated in Mandy’s hiring and split her salary.
She began her employment two months ago—and now’s there’s a problem …
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I finally got this concrete out of the Colorado earth—using every tool I own.
But at least I had the tools.
This image provides us a clear message: People can succeed—and usually do—when they have the right tools.
But in this missive, we’re not talking about physical tools like shovels, vehicles, computers, and smart phones—but rather knowledge, skills, and competencies.
And the responsibility for people acquiring tools like these through “training and development” lies with, um, whom exactly?
Two parties.
1) Managers, with whom we share this truth:
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