New Video by Michelle Ray
Who is the best football coach in the history of the National Football League?
If you were to go by who has won the most Super Bowls then it is tie between Chuck Noll and Bill Belichick, who have both won four Super Bowls. If you were to judge by winning percentage then Vince Lombardi is the best coach with a winning percentage of .740.
If we judge football coaches as leaders then is winning percentage or titles won the correct barometer? Is it fair to judge a leader simply by the number of followers they have – like a popularity contest? Or is the ideal standard based on bottom line revenue and growth?
The question isn’t who won the most games in the NFL or who won the most Super Bowls in the NFL – the question is who is the best coach in the history of the NFL? In other words – who is the best leader? And I don’t think determining true leadership is strictly about winning or followers, it is about leaders building leaders.
Ralph Nader said, “The function of leadership is to produce other leaders, not other followers.”
Partner leadership is about legacy. It is about empowerment. It is creating commitment in our people, giving them an ownership mentality and inspiring them to step up and contribute at the highest level. If we are to judge based on this standard, we need to look at the question in an entirely different light.
A coaching tree is similar to a family tree except that it shows the relationships of coaches instead of family members. There are several different ways to define a relationship between two coaches. The most common way to make the distinction is if a coach worked as an assistant on a particular head coach’s staff for at least a season then that coach can be counted as being a branch on the head coach’s coaching tree. Coaching trees can also show philosophical influence from one head coach to an assistant.
Coaching trees are common in the National Football League and most coaches in the NFL can trace their lineage back to a certain head coach for whom they previously worked as an assistant.
A coaching tree doesn’t just show winning percentages or Super Bowls, it also shows the leader the coach has created and what they have done in turn.
If we look at the question – Who is the best football coach in the history of the National Football League? – in terms of a coaching tree, then there is one obvious winner. Bill Parcells.
Bill Parcells is part of the NFL Hall of Fame. He won two superbowls and coached in one additional superbowl. But Bill Parcells is more than his own statistics because doesn’t just leave behind a coaching tree, he helped grow a Super Bowl-era Sequoia.
Parcells and his disciples, Bill Belichick, Tom Coughlin and Sean Payton, have combined to win eight of 47 Super Bowls, the sturdiest, most prolific coaching tree in league history. Parcells reflects like a father on those shimmering Lombardi trophies, three by Belichick, two by Coughlin and one by Payton, hoisted by those with whom he shared his most prized team-building and coaching secrets.
Bill Parcells is the Coach of Coaches or in other words the Leader of Leaders in the National Football League. He was extremely successful but his leadership has carried on long after him because of the leaders he has produced.
It's better to have a mind opened by wonder than one closed by belief.
This was the key message of Vinh Giang, magician and communication coach, who delivered the first keynote at the Gartner Symposium/ITxpo in the Gold Coast yesterday.
Solving problems is about gaining some perspective, said Giang, who was 2013 South Australian Entrepreneur of the Year. It's important not to fall victim to the 'silo mentality' of thinking where there is no apparent solution for a problem.
His mentor, a magician in the UK, said when you experience a problem, it appears to be chaotic without an apparent pattern.
But when you show the problem to somebody with a different perspective, they will encourage you to look at the original problem again so you can see a pattern among chaos. That is what wisdom is all about, he said.
“As a business person and human, gather as many different perspectives as you can in life and never fall into a space where you know it all.
“Always gather new perspectives, always collaborate, never stop...this can allow you to move where you want to be.”
Giang also highlighted the power of influence. He recalls when he built his online business people were telling him it could not be done.
“It is your duty to necessarily jump as high as you can, you can never afford to have one negative person in your life.
“People are influencing you ever single second, every single day. You are the direct reflection of the top five people you spend time with,” he said.
“Bring in somebody who brings inspiration to your life to be better, to continuously improve.”
For instance, when he was young, he hardly spoke. His father, a refugee from Vietnam, put him around people who communicated very well.
“It means you get to choose who you want to become with in the future by deciding who you spend your time with today. Stop at nothing to bring your best people in your top five,” he said.
“You get to choose who you are going to become, aim high, reach for people that can dramatically change your life, your characteristics, your values and beliefs.”
His final message is about believing that anything is possible.
Take the first step, you need to believe with conviction it can be done. When you take the first step, you can see the second step. You can not see step two from step zero.
“Your beliefs dictate your action. You can tackle any obstacle, you can achieve any goal you desire if you are crazy enough to believe it.”
“Learn how to think like an 8-year-old,” Mike Walsh, author of FUTURETAINMENT and CEO of innovation research lab Tomorrow, said at this year’s PMA Fresh Summit in Atlanta on how to engage the next generation of consumers. Why an 8-year-old? Because anyone born after 2007 will have a completely different view of the world, he elaborated, as exposure to technology fundamentally changes us.
“The next generation of consumers, after a childhood of disruptive technology, will think about shopping, cooking, eating and fresh produce in ways very different from the rest of us,” he said. “Convergent technologies and connected lifestyles mean that everything, even food, is now a digital product.”
Technology and data will challenge our relationship to products and brands, and Walsh pointed to Instagram as one tool that has changed people’s perception of food.
“There’s a fine line between technology and anthropology,” Walsh said.
Beyond social media, there are new ways for brands and products to build relationships with consumers, but it’s going to take leaders who are able to reinvent themselves as technology evolves, Walsh said.
“Labels will be an essential part of the emerging Internet of Things,” Walsh said, citing ThinkFilm’s partnership with Diageo’s bottle labels an example. There’s a “sea change around digital interaction with food.”
On the operations side, the falling cost of drones will create new precision agriculture and flexible low-cost sensors will transform issues of food safety and transportation, according to Walsh. Also, the growing trend of crowdsourcing in creating food technology shows that it won’t just be the big companies that are capable of changing the industry moving forward.
“I believe the future is not an upgrade on the present but rather an invitation to think in an entirely new way,” Walsh said. “Don’t let the future surprise you.”
Walsh provided the following action items for industry leaders to think about in order to successfully engage the new generation of consumers.
This acquisition demonstrates our commitment to execution, extending the impact of CX on organizations through a journey management tool.
“Strativity now takes its value to the next level with the addition of a journey management platform to ensure execution and sustainability,” said Strativity President Lior Arussy, adding that clients can develop and manage journeys on their own knowing that they have access to Strativity, redefining CX execution with the true fusion of technology and consulting.
Touchpoint Dashboard customers will benefit from some exciting new enhancements, such as:
Action planning and management will be provided to all Touchpoint Dashboard clients, enabling a movement from Journey Mapping to Journey Management with live, evolving journeys, beyond the static maps you may expect.
Touchpoint Dashboard customers will automatically become members of our expanded journey mapping community.
Exclusive access to 10 Members-Only Consultative Workshops with experienced journey mappers and CX professionals providing best practices and tips you can use to get the most out of Touchpoint Dashboard.
This is your opportunity to join the largest community of journey mapping professionals and leverage a tool that will allow you to accelerate success in your organization. For a 15-Day Free Trial of Touchpoint Dashboard, please visit TouchpointDashboard.com.
We hope you will join us in celebrating this new venture. If you’d like to learn more about Touchpoint Dashboard or Customer Journey Mapping, please contact email@example.com.
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LOVELAND -- The keynote speaker at the city's annual breakfast for business leaders Wednesday played a little guitar, dropped a few celebrity names and imparted some pearls of wisdom to the crowd.
Robin Crow, founder of Dark Horse Recording in Franklin, Tenn., told about 350 local businesspeople at the Business Appreciation Breakfast how he went from being a guitarist and recording artist to a best-selling author, inspirational speaker and the owner of a destination recording studio that counts Taylor Swift, Neil Diamond, Tim McGraw and Matchbox Twenty as its clients.
But first he warmed up the crowd with an energetic guitar solo, and three times during his talk he provided instrumental guitar backdrops to videos showing mostly nature scenes and inspirational quotes from famous people.
Using the example of a 1972 airliner crash that killed 101 people, attributed to the flight crew's distraction, he said, "Too often, business leaders allow themselves to be distracted away from mission-critical functions."
Those critical pieces of success are his "magical formula":
• Adapting to change.
• Developing intense customer loyalty.
• Creating a culture of passion.
"Change is the new normal," Crow said, and yet, "we're afraid of change."
"Holding onto what's good for you now may be the reason you don't have something better," he said.
He told of practicing the guitar as a teenager for 14 hours a day until his fingers literally bled.
"Eventually when I picked up a guitar, I knew I could make it talk, I could make it sing," he said. "You've got to practice until your leadership fingers start to bleed."
Crow said he learned the importance of customer service when working with country recording artist Faith Hill. He said he would put considerable effort into making elaborate deli sandwiches for Hill's producer, and he learned that the sandwiches and his attention to his customer made an impression.
"I thought I was in the business of high-tech recording," he said, "but in reality, I'm in the business of serving people."
Exceeding people's expectations is his secret weapon, he said.
To create a culture of passion, he told his audience, they should surround themselves with brilliance — find people who are passionate, show appreciation for people and "swing for the bleachers, think big."
"There's nothing more exciting than a team that's on fire," he said.
by School for Startups Radio
Yossi Ghinsberg is a bestselling author, business motivational speaker, and a riveting storyteller. He has worked with such organizations as BP, Citibank, Qantas, IBM, Hilton, BMW, Proctor & Gamble, and Bayer. He is co-founder and CEO at Blinq.me, which launched its innovative messaging enhancement app which has reached over 250k downloads and rave reviews in just a few months. ‘Jungle’ is his book about his adventures in the Amazon and sold millions of copies worldwide. It was turned into a Discovery Channel docudrama and currently is being adapted to the big screen. He co-founded Chalalan with the Indigenous people of the Madidi Valley in Bolivia. This eco-village has transformed the entire region from exploitation to sustainable industries, mainly tourism and hospitality. He also founded EthnoBios, a research company identifying plant material through Ethnobotany, protecting Indigenous intellectual properties while cooperating with international pharmaceuticals. In 2001, in the midst of the second Intifada, he was invited to produce and manage the biggest music festival in Israel, which involved a grassroots movement of reconciliation between Israelis and Palestinians.
In 2000, I attended my first sales kickoff at Yahoo!. Our company (broadcast.com) had been purchased by them, and I had just moved to California to lead a sales-enablement/swat team. Little did I know at the time, but this kickoff event would change my life.
Usually, you'd think that the kickoff's purpose was to introduce new products, arm us with new tools and motivate us to hit the phones or bricks when we got home. But in this case, a single piece of advice changed everything. "Make some friends in unusual places," our Chief Sales & Marketing Officer Anil Singh told me. "Make our international managing directors feel at home. Huddle with the content development guests we've invited -- get outside of your circle." He explained that these relationships I'd force at sales conference would later be important as I worked with global brands on big deals where they needed all of Yahoo!'s capabilities brought to the table.
From the moment I stepped on the kickoff hotel's property, I shook hands and made friends. My new contacts included managing directors from Yahoo Japan, Italy, Korea, Brazil, Canada and United Kingdom. They were easy to engage with, and told me about promotions and products they'd built for their clients. Many of them were news to me! I sought out our non-sales guests, especially those we frequently relied on for post-contract delivery. I told them I wanted to understand more about how their groups worked, so I could pursue revenue but not create problems for them. At first, they filled my ear with concerns about various programs we were selling, but by the end of conference, they were suggesting new ways we could help our advertisers without compromising the user experience.
Over the next few years, these relationships were rocket fuel for our deals with global brands such as Sony, HSBC and Toyota. Because I'd developed relationships with international and non-sales leads at kickoff, I knew more about how they could drive a global relationship. Our post-conference conversations built up enough trust so that we could bring them into the sales process early, so they could help us tailor the global deal to each regions unique way of doing business. When I was promoted to Chief Solutions Officer, I looked back at the 2000 sales conference as my launch point.
If you are in business-to-business sales, you'll likely attend a kickoff early next year or Spring. Don't miss out on the opportunity to network and create a solutions web for future clients. The more you know about your company's total capabilities and the unique facets of each market it serves, the better you'll do at creating winning recipes for your customers. Here are some rules of the road for sales kickoff networking:
1. Set A Goal - I decided that I would connect with at least 10 new people during the 3 day kickoff. Having that goal kept me focused on adding at least three people to my network each day. Create your goal based on the unique strategy of your sales organization. If you are focused on global selling, focus on connecting with international attendees. If improving delivery is the goal, focus on connecting with non-sales leads. If sales collaboration is the priority, meet account execs and managers in other markets or product categories.
2. Go Outside Of Your Work Group - You see these colleagues every day, so don't be lazy and hang with them for convenience at kickoff. When you eat, find a new group to join. During breaks, look for friendly but unfamiliar faces. Think wide.
3. Establish Common Ground - During your encounters, seek out connection points. The best ones are common customers, common sales challenges (product/industry) or common sales opportunities. Don't be afraid to connect at the personal interest level either. I've connected over my love of World Cup or electronic music to open up the discussion...usually leading to frank work related conversations.
4. Contract - Strike up some agreement for post-kickoff follow up. It could be information sharing or a conference call based on the business common ground you've established. Don't let new contacts end with the conference. (Now that we all carry smart phones, it's easy to share contacts or simply take a picture of someone's badge or business card for follow up later.)
5. Follow Up - Send a note after you get home, keep any promises you've made and schedule a future time to reconnect. Putting a process around internal networking ensures that you keep the first burning and establish credibility. If you've been told about a concern that needs support or attention, be the messenger and marshal resources ... especially if you work at headquarters and have access to internal influencers and power brokers.
6. Expand From This Base Of New Contacts Over the Coming Year - Ask your new contacts, "Who else should I meet and spend time with?" You'd be surprised at how many introductions they will make, sometimes over email or conference calls. Whatever goal you set for kickoff, add a zero to that number for the networking you'll do over the coming year. The more you grow this circle, the better you'll be able to serve your customers.
The sales kickoff is important beyond any education or product introductions that happen there. They can be the social operating system of a sales driven organization, where loose ends are tied and a company truly comes together as a customer-focused team. Don't waste the opportunity to expand your network ... because it drives your company's net worth!
Baltasar Kormákur, director of the mountain-climbing drama “Everest,” says it took a location-scouting trip halfway up Mount Everest, to a snowy base camp in Nepal, for him to appreciate that it might make sense to have his movie’s audience put on 3-D glasses.
“I had a moment standing there where the volume of the mountain was just so immense, and I was thinking: How can I possibly get this on film? How can I give people at least some of this feeling?” he recalls.
Until recently, simulating three dimensions on theater screens had been a trick primarily aimed at kids in fantasy, sci-fi, and animated movies. Think “Avatar,” “Jurassic World,”“Marvel’s Avengers.” Nobody can question the financial success of those blockbusters, but they also gave 3-D a particular kind of reputation for many filmgoers and filmmakers, as a gimmick best suited for simulating fantastical worlds that don’t really exist.
Martin Scorsese’s “Hugo” in 2011, Ang Lee’s “Life of Pi” in 2012, and Alfonso Cuaron’s “Gravity” in 2013 showed that 3-D could draw adults into emotional films, though those movies still depicted imagined environments.
Mr. Kormákur thought 3-D could help tell a true story about the real world, the ill-fated 1996 Everest climbing expedition. The optical effect could help convey the gargantuan scale of the highest mountain on Earth, and, in turn, heighten the emotional impact for audiences by highlighting the risks the climbers confronted. Combined with the large-screen IMAX format, the 3-D depth could serve the movie’s narrative right along with other filmmaking elements: its ambitious camera work, sound, visual effects, and performances from a cast including Jason Clarke, Jake Gyllenhaal and Josh Brolin.
“I fought pretty hard to do it,” says Mr. Kormákur, an Icelandic director whose English-language work includes action films “Contraband” and “2 Guns.” “This was [circa 2012] before ‘Gravity’ came out, and we didn’t have many adult movies playing in IMAX 3-D. It was all about superhero movies.”
Mr. Kormákur pitched the idea to producers as a subtler version of the 3-D that moviegoers associated with comic-book blockbusters: “I said it’s more like two-and-a-half-D. I’m not throwing things at people’s faces. It’s more to create volume inside the screen. I wasn’t looking for moments of surprising people, like ‘bah!’ It’s more like ‘oh...my...god,’ slowly. ‘This is high.’”
The emerging dramatic films for large-format screens have grown partly out of the groundbreaking IMAX documentaries once relegated to science-museum rotundas, meant to offer views of nature’s grandeur that audiences couldn’t see before. One of the top IMAX documentaries of all time, in fact, is David Breashears’ 1998 “Everest.” (The link between filmmakers and Everest stretches to film’s early days; one of the first organized Everest expeditions ever, in 1924, was financed by John Baptist Lucius Noel, a British filmmaker who made a silent documentary about it, “The Epic of Everest.”)
But filmmakers are discovering more subtle potential in 3-D, as a device for telling stories and building emotion. Later this year come Ron Howard’s seafaring drama “In the Heart of the Sea” and Ridley Scott’s “The Martian,” both in 3-D and IMAX. Ang Lee, who directed “Life of Pi,” is in postproduction of “Billy Lynn’s Long Halftime walk,” a 3-D film about soldiers having to return to Iraq after being celebrated as heroes at home.
Wim Wenders has embraced 3-D for his latest small film, “Everything Will Be Fine,” which makes its North American premiere this Friday at the Toronto International Film Festival and opens in theaters in December. It’s not about dizzying heights nor high adventure—it’s an intimate film about a traumatic car accident, starring James Franco, Charlotte Gainsbourg, and Rachel McAdams.
Mr. Wenders, who adopted 3-D to film dance performances for his 2011 documentary about choreographer Pina Bausch, believes 3-D can get audiences closer to people, not just emphasize distance. He calls the technology an evolution in the language of film—he compares it to the advent of sound—and says it has been miscast in fantasy roles.
“It’s for capturing reality,” he says. “What I’m trying to achieve is that you’re closer to people. You’re more immersed in their lives. Overcoming a trauma is a process that happens inside people. My feeling is that 3-D can really look into people’s soul.”
This week, the star-studded Everest is released in Cineworld cinemas across the UK. We talk to David Breashears, the 136th person to reach the summit of Everest, and director Baltasar Kormákur about bringing this true-life tale to the big screen.
“It is always fascinating to have a true story to work with,” is the opening gambit from director Baltasar Kormákur on his latest feature, Everest, starring Jake Gyllenhaal, Jason Clarke and Keira Knightley.
This dramatic true-life survival tale follows the doomed 1996 expedition led by veteran mountaineer Rob Hall (Jason Clarke), who ran a commercial company that took climbers up the perilous journey to the summit of Mount Everest, only to be hit by a sudden snow storm.
Aiming to stick to the facts and honour those who lost their lives on the mountain, Kormákur wanted to make an “authentic film”. He said, “I wanted to make [the characters] real, to let them play out their mistakes, while letting audiences judge the action and events for themselves.”
To craft the story, Kormákur drew on the years of experience of climber David Breashears, who was the 136th person to reach the summit of Everest, and who was on the mountain in 1996. One of the key elements of Everest is how it pulls the audience into the mind-set of the men and women who climbed the mountain. Breashears recalls how he came on board the project: “The film’s producer, Tim Bevan at Working Title, got in contact with me at the development stage. They wanted to know what the mountain experience was all about from beginning to end. They wanted to know every detail, from buying your equipment back home, to what you talk about at night up on the mountain.” Breashears knew many of the people who are featured in the film, including Scott Fisher (played by Jake Gyllenhaal in the film), with whom he first climbed when he was 18, and Rob Hall who he saw at Basecamp in 1996.
As well as having Breashears’ valuable advice, Kormákur also had access to a recording of a phone call that Rob Hall (Jason Clarke) made to his wife, Jan (Kiera Knightley) that hadn’t been heard for 18 years when he was 18000ft up the mountain. All this research and archive material was used by Kormákur to “humanise” the characters, a point that the direct felt incredibly strongly about, explaining that the last thing that he wanted to do was “make a film that was an obituary, I wanted to make a real human drama.” This was also true of his selection of cast, where he wanted to find actors that “completely capture the essence of the characters that they are playing.”
This sentiment was echoed by Breashears, who felt that, “Tim Bevan and Kormákur set the tone of this movie from the start, stating that they were always going to make this film as authentic as possible and rely on the strength of the story, knowing that it didn’t need embellishment.
Crafting a visually epic film like Everest brought with it many challenges, including having to film on the foothills of the Nepal at 16000ft. Kormákur recalls the shoot: “There were challenges, but I like a challenge. What I learned was that after a while of having to deal with altitude sickness and working in freezing conditions, accompanied by avalanche warnings every day, was that we became like those climbers on the mountain. The entire crew were in it together at the mercy of nature. Every day, we would step out of the door and ask, “What is the mountain going to do to us today?” Ultimately, Kormákur realised that the situation was like banging your head against a wall, “You aren’t going to break the wall; you are going to break your head. So in that sense you can get frustrated you can be ready to shift your plans.”
When asked if Breashears had any hopes for what audiences would take away from Everest, he stated, “I hope that Everest will show people what climbing the mountain is. For me, climbing the mountain isn’t about standing on the summit; it about friendships, relationships, human frailty and human aspirations. This film shows the good in people – we all set out on quests, and we are by our very natures dreamers, and sometimes our dreams can get us into situations that are way over our heads, but that doesn’t mean that we should stop.”
Everest is released in Cineworld Cinemas and available in IMAX and 3D across the UK on 18th September 2015.