FACILITATOR KEY

MASTERMIND KNOW WHAT YOU’RE FOR
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MASTERMIND OUTLINE Get ready to discover what you and your organization stand FOR. Over the next number of weeks we are going to journey through Jeff Henderson’s book – Know What You’re FOR: A Growth Strategy for Work, An Even Better Strategy for Life.. As Jeff states, “instead of trying to convince customers to become fans of the business, thriving businesses of the future will become fans of their customers. Because endearing actions create enduring companies.”
This study will help you uncover simple yet powerful growth strategies for business leaders, change advocates, and movement makers, because when we change the way our work grows, we can change the world.
SESSIONS DATE
SECTION 1 – For the Customer
1 Chapter 1 – If a Business was a Person Chapter 2 – Two Questions That Cause a Business to Grow
2 Chapter 3 – Keep the Main Thing the Main Thing Chapter 4 – Become a Fan
3 Chapter 5 – Customer Engagement Is the New Customer Service Chapter 6 – Small Is the New Big
4 Chapter 7 – The Social Loop
SECTION 2 – For the Team
Chapter 8 – In Favor Of
5 Chapter 9 – Designing a FOR Culture Chapter 10 – Where Innovation Lives … or Dies
6 Chapter 11 – How to Create a Positive Team Culture Chapter 12 – How to have Better Meetings
7 Chapter 13 – Where the Best Ideas are Hiding Chapter 14 – A Vision Worth Working FOR
SECTION 3 – For the Community
8 Chapter 15 – Good for Goodness’ Sake Chapter 16 – The Pathway to Brand Loyalty
9 Chapter 17 – How to Design a Digital Community
SECTION 4 – For You
Chapter 18 – Remain Inspired
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PARTICIPANT VALUES:
• BE Committed to the Group • BE Ready to Add Value to Each Member • BE On Time • BE Free of Your Cell Phone • BE Encouraging • BE Willing to Learn from Other Members
EXPECTATIONS: This will be a life changing Mastermind if I...
MY MASTERMIND MEMBERS Name Phone Email
“Have the humility to learn from those around you.” – John C. Maxwell
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PROLOGUE Jeff writes:
Truett was more interested in the business of growing people than he was in people growing the business. And that is exactly how his business grew.
How is this approach different than most businesses today?
What is your business really for?
How does he propose you can make a profit and improve the world?
You do this by being FOR people. You do this by helping people move closer to their potential. To be more FOR them than you are FOR yourself.
Do an assessment: (Scale 1 lowest – 5 highest) How would you rate yourself:
FOR the Customer 1 – 2 – 3 – 4 – 5 FOR the Team 1 – 2 – 3 – 4 – 5 FOR the Community 1 – 2 – 3 – 4 – 5 FOR You 1 – 2 – 3 – 4 – 5
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SECTION 1 | FOR THE CUSTOMER Chapter 1 | IF A BUSINESS WAS A PERSON Is your business focused on itself or your customers?
How are you trying to win the heart of your customer?
A QUESTION YOUR CUSTOMER IS ASKING ABOUT YOU Ritz-Carlton: Horst Schulze
What was the one question that created a first-class organization?
How did the employees tackle the question “how do we get their names within 30 seconds of their arrival?”
When you have received this kind of treatment, how did you feel? And respond?
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WHAT CAUSES A BUSINESS TO GROW? We must learn to care more for the customer than we care for the business.
Justin Bieber & Mama Jan
Three Causes for Growth:
1. When our focus is on growing people, people grow the business.
2. When we think more about how the business can help and serve people. The more people we will eventually help and serve.
3. When we think more about the customer than we do the business, it is the best way we can think about the business.
Is the most important story in your business about you or your customer?
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Chapter 2 | TWO QUESTIONS THAT CAUSE A BUSINESS TO GROW What are the questions most often asked about how to grow a business?
TWO KEY QUESTIONS TO ASK 1. What do you want to be known FOR? Your purpose
2. What are we known FOR? Their experience
The Gap: When these two questions don’t match.
The Goal: Progressively shrink the gap
Are you clear about what you want to be known for?
Purpose infuses their culture in a way that product, price, place and promotion never could.
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WHAT DO YOU WANT TO BE KNOWN FOR? Discuss how the stories of the Gwinnett Church and Zappos focused on their why.
How can you apply this to your life/business?
• When the purpose lives in the organization, the organization lives in purpose.
WHAT ARE YOU KNOWN FOR? What do you want to be known for? Is the brand promise.
What are we known for?
This reveals how you are delivering on that promise.
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APPLICATION: Closing The Gap What steps will you take to find out:
Is your purpose clear with your team?
Is your performance with your customers match your promise?
Read Chapters 3 & 4 for the next meeting.
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Chapter 3 | KEEP THE MAIN THING – THE MAIN THING What are you (your company) known for?
Where did IHOP go wrong in their approach?
When you are known for one thing but talk about being known for something else, you lose an important value to your brand: CREDIBILITY
Thinking back, can you share an example where you could have or did lose credibility with your market/clients?
What have you done that gained you credibility with your market/clients?
“INSIDER-ITIS is a malady afflicting the vision of organizations by focusing on insider issues over outsider issues.”
How do you think your organization is currently suffering from insider-itis in anyway? Explain your answer.
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When is the last time you’ve taken a look at your business, systems and processes from the customers perspective?
What did you discover?
“What makes Pixar special is that we acknowledge we will always have problems, many of them hidden from our view, that we work hard to uncover these problems,
even if doing so means making ourselves uncomfortable; and that, when we come across a problem, we marshal all of our energies to solve it.”
- Ed Catmull – President of Pixar and Disney Animation
FOUR STRATEGIES FOR THE MAIN THING 1. What You See
Visually showing the vision and creating a literal touchpoint is a powerful way to keep the main thing the main thing.
What are you doing in your organization to “keep the vision visible?”
2. What You Celebrate
Thinking back on the Chick-fil-A story and the highest percentage giver stories, how did this challenge you?
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What are the stories you can tell?
3. Where You Meet
When was the last time you got out of the office to be “up close and personal” enough with your clients to see and hear real-time problems?
4. What You Talk
In your meetings, talk as much about the customer as you talk about the organization.
Are you doing what you need to do to effectively help the person you are trying to serve? Explain?
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Chapter 4 | BECOME A FAN From Chick-fil-A’s perspective, a raving fan is someone who does three things:
• Pays Full Price • Visits More Often • Tells Others About The Business
Winning organizations of tomorrow will be more concerned with becoming fans of their customers instead of convincing customers to become fans of the organization.
APPLICATION How can you and your organization adopt this new way to view your business and start becoming fans of your clients/customers?
Are there one or two clear gaps you can close immediately?
Be prepared to share with the group in our next session.
(Possible secondary application exercise - page 61-62 – team meeting)
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Chapter 5 | CUSTOMER ENGAGEMENT IS THE NEW CUSTOMER SERVICE What are you currently doing with social media?
Realize:
Customer service is reactive.
Customer engagement is proactive.
THE LAND OF CUSTOMER ENGAGEMENT What has to change for you to increase customer engagement?
How can you move through the “Invisible barrier” with your customer?
The invisible barrier is when companies stay exclusively on their own social media platforms, never venturing onto the platforms of their customers.
What can you learn from the Home Depot story?
SMALL AND SCRAPPY How does Jeff define being small and scrappy?
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Discuss Eryn Eddy’s evolution of So Worth Loving for building a community before she built her business.
How was her approach different from other start up businesses?
SCALING MEANINGFUL How are you creating meaningful connections with your business community?
At the core of the four strategy is a theory suggesting that brands and organizations, churches included, need to stop talking about themselves so much. Instead, they need to
start talking more about the customers and the community. Shift the focus from the business to the customer.
The question your customer is asking isn’t, “Is this a good product?”
The question they are asking is, “Does this brand care about us and me?”
Customer engagement proactively says: • We see you. • We celebrate you. • We are here for you.
If you were to call five of your customers, would they indicate this is their experience doing business with you?
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Chapter 6 | SMALL IS THE NEW BIG How do you know if someone needs encouragement?
What is Truett Cathy’s signal to know someone needs encouragement?
What can you do for your customers that would encourage them?
Too many companies compete on price, while encouragement is priceless.
The key truth about encouragement: encouragement is never small when you’re on the receiving end of it.
What could change in your company if everyone was intentional about encouraging your customers?
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GROWING SMALL Why is it when a small company that becomes a large company loses the personal touch with their customers?
How does Dan Cathy intentionally connect with customers when a new store is opened?
What did this communicate to the customers?
Do for one what you wish you could do for everyone. – Andy Stanley
What is the power of one when you make a difference in one life?
Thriving businesses of the future will start seeing customers as friends.
What can you be doing this week to help move from just having customers to having friends?
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APPLICATION: • Write this on a 3 by 5 card • Recite it every day to yourself • Encourage your team do it with you:
Personable leads to remarkable. Remarkable leads to memorable.
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Chapter 7 | THE SOCIAL LOOP What can you learn and apply in your organization from Johnnyswim?
The pathway to creating fans is becoming a fan.
Thinking back on how you’ve done busines in the past – have you been successful at creating fans? Have you become a fan?
CHECKING THE OTHER BOX We all know word-of-mouth advertising is the greatest form of advertising.
How successfully have you leveraged this in your organization?
Can you share a success story with the group?
The Social Loop • The organization posts. • A follower responds. • The organization does nothing.
Have you fallen into the “social loop” in your personal experiences? Share an example.
What has this done for your impression of that organization?
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FOUR SOCIAL MEDIA MISTAKES YOU CAN EASILY AVOID
Mistake #1: Treating Social Media as a Megaphone and not a Telephone
How have you been creating real connections with your customers?
Mistake #2: Believing That Content Management > Customer Engagement
What kind of “game plan” have you put in place within your organization to ensure you are personally engaging your audience?
Mistake #3: Valuing Social Media over Email
Pull up the last email your organization sent – did it add value or just provide information?
Mistake #4: Never Visiting Customers’ Social Media Platforms and Interacting with Them There
Ask These Questions: • When’s the last time your organization liked a post from one of your followers? • When’s the last time your organization commented on a customer’s social media platform? • What is an example of your organization reaching beyond its social media platform and engaging with a customer? • What systems do you have in place to ensure that your organization interacts with customers on their social media platforms?
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FOUR STRATEGIES FOR YOUR CUSTOMER
Strategy #1: Follow Your Followers
Which customer do you need to follow on your social media platform?
Strategy #2: More Dialogue, Less Monologue
When will you create a system to leverage your customer feedback and interaction?
I believe if you aren’t going to dialogue with customers on social media, you should probably just stop posting.
Strategy #3: More Likes, Fewer Posts
Review your customer’s social media posts and like them.
Strategy #4: Talk More about the Customer, Less about the Business
When will you create a system to leverage your customer feedback and interaction?
“To be FOR your customer, we’re going to have to become a lot less corporate and a lot more personable.”
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SECTION 2 | FOR THE TEAM Chapter 8 | IN FAVOR OF “My favorite definition of the word FOR is “to be in favor of”
• When you are in favor of, your standards rise. • When you are in favor of, you believe more. • When you are in favor of, you are others-focused.
What are your thoughts on the statement; “how the team is treated is eventually how the customer is treated.” Explain your answer.
APPLICATION: It’s time to create your game plan to comment and interact more with your audience.
Come back next week with some ideas and suggestions.
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Chapter 9 | DESIGNING A FOR CULTURE How would your employees answer the question: What does it feel like to work here?
How would your customers answer the question: What does it feel like to do business with your company?
Your culture is created by default or by design.
If an outsider would walk through your company’s hallways and listen to your employees, what would they discover about your culture?
THE FOR FIVE STEP PROCESS (to be discussed in the next 5 chapters)
1. Believe abundantly
2. Appreciate Consistently
3. Develop Intentionally
4. Listen Actively
5. Live Repeatedly
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Chapter 10 | WHERE INNOVATION LIVES…OR DIES Reflect on a coach or teacher during your early years who had a significant impact on your life. What was it about them that created this?
Chances are they said these words: “I believe in you!”
How would you respond to the words of David Farmer if you were an employee of Chick- fil-A?
How did this set up an employee for success?
INNOVATION
• Believing abundantly fights off fear.
• Belief sparks innovation.
• Criticism sparks fear.
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APPLICATION: When was the last time you sat down with an employee and said: “I believe in you?”
What can you do this week to raise the level of belief in your team?
What can you do to consistently to add belief in them?
Chapter 11 | HOW TO CREATE A POSITIVE TEAM CULTURE How would you describe your current team culture? Explain your answer.
“Unexpressed gratitude, communicates ingratitude.” -Andy Stanley
How can you create a culture of gratitude in your organization?
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THE POWER OF THE HANDWRITTEN NOTE When Frank Blake took over leadership at Home Depot he realized that the company had a morale issue, not a product issue. How does this story impact you?
The reality is that a handwritten note will have a long-lasting impact on the culture and the individual.
“When you exceed expectations of the team, they exceed the expectations of the customer.” -Howard Schultz
FRANK BLAKE’S HANDWRITTEN NOTE SYSTEM 1. Develop a System That Delivers Stories
Do you have a system in place to collect stories about what is happening in your organization?
2. Put it on Your Calendar
3. Determine Your Goal
• Set yourself up for success • The more specific the better • Highlight who they are, not just what they did
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Chapter 12 | HOW TO HAVE BETTER MEETINGS Jeff states the meetings are one of the largest, often hidden COSTS of any organization. What are some ways to ensure your organization can become better at meetings?
In reflecting on past meetings within your organization, have they been informational or inspirational?
“It would be impossible to have a thriving organization without some sort of gathering for com- munication, vision casting, and clarity.”
How can you ensure in the future, you are being more inspirational?
THE BIG L LEADER THOUGHT Leadership
• How can we see and SHAPE the future?
PEOPLE Leadership
PROJECT Leadership
• How can we be more EFECTIVE and EFFICIENT at the same time?
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How is your organization currently doing in each area? Be open with your fellow group members. Where are you struggling – how can the group help?
What “one” can you choose today to do better on?
Will you commit to ensure this happens at your next team meeting?
APPLICATION: Take some time this week to write and send 3-5 handwritten notes.
• How did this make you feel?
• What kind of feedback did you receive?
Hold a staff meeting using the discussed method of Thought, People & Project.
Take note of how effective it was.
What kind of feedback did you get from your team?
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Chapter 13 | WHERE THE BEST IDEAS HIDE How easily does your team provide feedback to you?
When the team knows you are FOR them, they will feel emboldened to speak up and provide feedback.
TRUTH: Innovation often hides within the organization.
CHERYL BACHELDER, POPEYES Explain how the “tell me more” strategy provided feedback to turn the company around.
What was the powerful lesson Cheryl discovered on her listening tour?
How to Actively Listen:
• Ask great questions • Listen for insights • Act of what you hear
What is at the heart of actively listening to your team?
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How could you adopt this active listening into your organization?
Chapter 14 | A VISION WORTH WORKING FOR How does the story of Boosterthon defy the stigma associated with Millennials?
What was the key to their success?
Chris is connected a practical and helpful mission (helping schools raise money) with a huge vision (CTW).
Most organizations have a vision statement, so what makes Chris’s approach so unique and powerful?
The power of us.
“Do you want to become a part of us, because we need you?”
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Would your present vision or purpose for your organization draw people to it like Boosterthon?
If not why not?
MY PLEASURE Great Ideas:
• Great ideas elevate the mission. • Great ideas elevate the purpose. • Great ideas elevate custoner interaction. • Great ideas elevate the people on the team.
Repeating the vision gives a gift to your team – the gift of purpose.
THE VISION QUESTION Ask daily:
• What did you do today to build your business?
• What did you do today to cast the vision for your organization?
When the team answers these questions repeatedly, the vision lives repeatedly.
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APPLICATION: How your team is treated is eventually how your customers are treated.
Evaluate how you treat your team and discuss ways to improve it.
Culture is created by default or by design.
Road Map for a FOR Culture: Rate (5 highest)
• Believe abundantly 1 – 2 – 3 – 4 – 5 • Appreciate consistently 1 – 2 – 3 – 4 – 5 • Develop intentionally 1 – 2 – 3 – 4 – 5 • Listen actively 1 – 2 – 3 – 4 – 5 • Live repeatedly 1 – 2 – 3 – 4 – 5
What are the two areas you need to improve?
When are you going to do this by?
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SECTION 3 | FOR THE COMMUNITY Chapter 15 | GOOD FOR GOODNESS SAKE One of Jeff’s opening statements in this chapter is:
The problem with many churches, nonprofits, and businesses is that if they closed down tomorrow, the community around them wouldn’t know it.
What are your thoughts on this statement?
How do you know if your organization’s purpose is flowing beyond your four walls?
Do pricing and a great product matter? Absolutely, but so does PURPOSE.
How did Dominos with its pothole intuitive show the communities that they were FOR them?
Share some examples of how your organization has been FOR your community?
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EXPANDING ORGANIZATIONAL IMPACT BEYOND THE CUSTOMER BASE When you widen the circle of impact, it leads to a priceless, tangible result every organization is secretly striving for – BRAND LOYALTY.
Loyalty is how your organization makes people feel – giving them a sense of PRIDE, APPRECIATION, and gratitude.
What is your organization doing that is noteworthy and good that even noncustomers are talking about it?
If you can’t think of something, how can you enlist your team to come up with a community FOR project?
When there is no COMPELLING purpose, the team hits the SNOOZE button more often.
Brainstorm some ideas with the group to help get your team more engaged.
We aren’t here to just sell stuff; we’re here to make a DIFFERENCE.
How can you move beyond transactional relationships with your community and build loyal relationships?
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Chapter 16 | THE PATHWAY TO BRAND LOYALTY The pathway to brand loyalty leads through four mileposts:
1. BELONGING leads to buying
2. PURPOSE in the purchase
3. INFLUENCE beyond the business
4. IMPACT from the business
How is your company implementing these mileposts?
FOR: THE COMMUNITY If there isn’t a purpose bigger than the business, the business won’t get any bigger.”
How is this counterintuitive to previous business models?
BELONGING LEADS TO BUYING Belonging is a fundamental HUMAN need that is often overlooked and untapped by most organizations.
Creating a sense of BELONGING > getting someone to buy something.
Discounting doesn’t grow margins like purpose does.
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Questions for you and the organization to think through:
• What PROBLEM is our organization trying to solve for the community. • How are we making the COMMUNITY better? • Why should the community care if our organization starts to STRUGGLE? • What larger PURPOSE do customers or participants belong to when they support our
organization? • What would we like to be KNOWN FOR in the community? • What are we known FOR in the community? • Where are we doing GOOD for goodness’ sake, no strings attached?
Pick one or two of the above to think into over the next week – seek input from your team or co-workers.
Take notes and report your new awareness’s next week.
SEARCHING FOR A COMMUNITY TO BELONG What are some things you could do this week to find out what your community leaders need help with?
The LARGER you draw your circle of influence, the wider your potential impact spreads.
How effectively are you communicating the purpose of your organization to your team?
What are some ways you can work to re-engage or increase the engagement of your team or co-workers to start living out not only their purpose, but the organizations purpose?
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BRANDS that can offer meaningful experiences of belonging and becoming are going to keep GROWING.
A BASIC FEAR FOMO – the fear of missing out. Does our organization have something to offer that’s worth belonging to?
THRIVING organizations understand how to transition people from benefiting from the mission to PARTICIPATING in the mission.
If you had to evaluate your organization – are you thriving?
A customer base can be FICKLE; a community of believers is LOYAL.
Discuss the above statement – do you believe this to be true? Why or why not?
Where do you see your customer base? Why?
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PURPOSE IN THE PURCHASE • Before
Discuss the Harley Davidson’s statement “We fulfill dreams of personal freedom.”
How does this statement speak to you?
Take some time thinking into your organizations purpose statement. Is it as compelling as Harley’s?
• During
How does specifically defining your purpose help create boundaries and distinctions for your company?
• After
What is the deeper sense of belonging your company could address?
This appeals to a DEEPER sense of belonging, humanizes the business, and creates a CULTURE that competitive pricing can’t touch.
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APPLICATION Go back to your team and get their thoughts on how your organization is leveraging the before, during, and after movements of the purchase?
If you’re a nonprofit leader, how can people belong before they believe or before they donate?
Report back to the group next week.
Read Chapters 17, 18 for next week
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Chapter 17 | HOW TO DESIGN A DIGITAL COMMUNITY What is the biggest challenge you are facing with e-commerce?
What is the “Amazon Effect?”
How are you building a digital community for your organization?
Key Question: How can you add value to a larger digital community, including but not exclusive to our customers?
BUILDING A DIGITAL COMMUNITY 1. Listen to the community
What do you know about the community you are living or working in?
The better you know your community, the better you can serve your community.
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2. Talk with the community
Review the list of questions on page 194, what are some questions you could be asking of your community?
The key point of these questions is they have nothing to do with your business.
You need to see the community as people first and potential customers second.
3. Celebrate the community
Winning brands of the future will be more concerned with becoming fans of the customer instead of getting the customer to become fans of the brand.
Weekly Social Media Guide – download with your team and put a plan in place to celebrate your community.
INFLUENCE BEYOND YOUR BUSINESS Create a sense of belonging
How did Zim create this sense of belonging?
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• Credibility leads to influence.
• Influence leads to community.
• Community leads to belonging.
• Belonging leads to FOMO.
IMPACT FROM YOUR BUSINESS How did Chick-fil-A & Gwinnett Church answer the question: How can we help?
Why is asking “How can we help?” a potential game changer for you or your organization?
Bottom line: comes back to adding value to the world around you.
To attract quality people, the mission of the business must be bigger than the business itself.
Does your brand create something that makes life better?
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SECTION 4 | FOR YOU Chapter 18 | REMAIN INSPIRED What are the possible reasons your team is not inspired?
Everyday life is hard on inspiration.
Describe a time when you were inspired but life got in the way.
Your company need an inspired you.
What kind of life is flowing from you?
Personal Brand Assessment – take the time to do the assessment
YOU, INC. • What do you want to be known FOR? • What are you known FOR?
Is there a disconnect between these two questions in your life?
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Discuss the impact of Truett Cathy’s answer to the second question.
APPLICATION: How can you remain inspired this week?
How can you improve your “good name?”
Read Chapter 19 for the next meeting.
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Chapter 19 | SEVEN WAYS TO IMPROVE YOU, INC What are 3 key takeaways from the book so far?
How has this chapter impacted your life?
1. Your Life Moves to a Better Place When You Move at a Sustainable Pace
3 Ways to a Better Pace: • Each Day: One extra hour of sleep • Each Week: Fasting • Each Quarter: Quarterly recharge
Which one are you going to implement now?
2. Think 30
When and how could you implement this habit?
3. A Great Day Begins the Night Before
How could you find time to record 3 simple wins tonight?
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Who is mentoring you now?
One of the best ways to find a mentor is to be clear on who you are looking for, and this goes back to being clear about who you are wanting to become.
5. Ask Big
Key point: My responsibility is not the answer; my responsibility is the ask.
How could this truth alter your asks in the future?
What is the big ask you’re not asking today?
6. Find Your Voice
Is your primary voice – a teacher, a motivator, a storyteller, or a visionary?
7. Be Humble or Be Humbled
Reflect on the story of Jeff and Bubba Cathey. What would you have done?
How did Bubba’s choice challenge you in your role?
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APPLICATION: If you have not answered these two questions, please take the time to do it.
• What do you want to be known FOR? • What are you known FOR?
What are you waiting FOR?

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FACILITATOR KEY