Search
Take Action!

We encourage our members to comment and provide Heartfelt solutions to a "better" way.  A Member Account is required to post Heartfelt comments.

Login to post a comment or access member-exclusive resources

or

Register to become a member.

Benefits of membership include free exclusive resources including videos, exercises, quizzes and step-by-step tips to bring out the Heartfelt Leader in you and a guide to creating and leading a Heartfelt Leadership community in your part of the world.  Once you are registered and logged in, "Member Resources" under the "Connect" tab will be visible.

Saturday
Jul062013

Grokking Steve Jobs - Build an "Insanely Great" Company

Their gap is your command

Like one of the multitude of enthusiastic readers of Walter Isaacson’s terrific book, I’ve been trying to grok Steve Jobs’ way of looking at the world so that my clients and I can benefit from it.

 

This is a work in progress but this is what I think Jobs recognized:

  1. A market with a hunger and demand for computers and later technological devices such as music players, telephones that was only going to increase and not going to go away
  2. Competitors’ computers (and their later technology) that were complicated, unreliable and ugly
  3. The opportunity to seize control of that market if Apple could build “insanely great” products that were simple, reliable and beautiful (that latter would make them status symbols and showpieces)

Seeing and realizing the above enabled Jobs to define reality as delivering something simple, reliable and beautiful to a market so hungry for it that they’d be willing to pay premium prices to have it.  Much has been said of Jobs’ “reality distortion field” and how he could mesmerize and even be ruthless about it.*  It may be true that on many occasions he used that ability to get his way over an opponent regarding a trivial matter, but if he realized the above three items, seeing them informed his “reality distortion field” about product development that was more about what reality could actually be than about distortion.

How can you use the above three views to help you?

  1. Think of what your market (or “a market” if you are an entrepreneur) is hungry for, that will only grow, not go away and where your competitors’ and your products and services currently have some serious flaws.
  2. Identify the most egregious of those flaws that result in frustration, disappointment and loss of enthusiasm from your market.
  3. Fix those flaws such that your market’s experience goes from frustrated to enjoyable, disappointed to delighted, unenthused to excited.

In my own work, I have discovered that my market of CEO’s and other executives I coach are:

  1. Hungry for someone to quickly and accurately get where they are and where they want to go, but even more for someone to see beyond what they can see and get where they could be and even possibly who they could be.
  2. In working with a number of my executive clients, they have told me that they haven’t felt “gotten” before.  What they felt was that coaches and they would articulate goals and outcomes and then develop a plan to reach them and then have their coaches hold them accountable.  However, they frequently shared that both their coaches and they didn’t have a great deal of enthusiasm about the process and that over time in a number of cases it became a joyless chore.
  3. In our conversations, a number of these executives have been incredibly kind and generous in telling me that what they valued about our meetings is that they felt not just understood, but felt understandable — which immediately relieved their confusion when they felt sense could be made of it — and  “felt” and that I seemed to be able to “listen into their future” and go well beyond where they wanted to be to where they could be.  And that caused them to enjoy, feel delighted and excited about our work together.

I’m not presuming to be a Steve Jobs, but I believe the above process can help both you and I to see into our markets’ and our futures to where and who we could be.

(Previously posted at MarkGoulston.com on June 6, 2012)

Reader Comments (1)

Nice post Mark. What I gather, and correct me if I'm wrong, is that most executives feel their messages may not be received by others with the same meaning in which they give it.

They seem to have a need to ensure they are on the right path and if not, find it. Secondly, they must communicate this choice in a way that others can understand and hopefully, get on board.

Isn't it odd how CEOs and senior executives have the same struggles the front line employees have?

July 13, 2013 | Registered CommenterDarrell Janssen
Member Account Required
You must have a member account on this website in order to post comments. Log in to your account to enable posting. If you do not have an account, register to get one.
« Calling All PTSD Programs for Veterans - The Ultimate Question | Main | Nelson Mandela - a life of "Daring to Care" »