A Quote by Seth Godin
In general, organizations are afraid to fire customers, no matter how unreasonable. This is a mistake. It's good for you.
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You must fire bad customers just as you would fire a bad employee. If you do not get rid of your bad employees, the good employees will leave. If I do not fire bad customers, not only will my good customers leave but many of my good employees will leave as well.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
It is not a mistake to commit a mistake, for no one commits a mistake knowing it to be one. But it is a mistake not to correct the mistake after knowing it to be one. If you are afraid of committing a mistake, you are afraid of doing anything at all. You will correct your mistakes whenever you find them.
There are some terrific resources on how to find individual purpose but relative resources on how to discover purpose and apply to an organization. My challenge was to show organizations how they could unlock the purpose of their organizations and put it to good use for employees to apply to their own jobs. The net effect is to help individuals, teams and organizations to optimize performance by understanding how to use purpose for good intention.
If your employees are disengaged, and they don't take care of your customers, it doesn't matter how good your strategy is - your customers will still go somewhere else.
I will never take the fact that I am Welterweight Champion for granted. I learnt my mistake in the past. No matter how great, no matter how people tell me how great I am, I'm always one mistake away from losing everything.
I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.
Human progress depends on unreasonable people. Reasonable people accept the world as they meet it; unreasonable people persist in trying to change it. Well, I'm Bob and I'm an unreasonable person. And if TED is anything, it is the olympics of unreasonable people.
The biggest mistake, in general, I've made, is to put too much of a weighting on someone's talent and not enough on their personality. And I've made that mistake several times. I think it actually matters whether somebody has a good heart, it really does. I've made the mistake of thinking that it's sometimes just about the brain.
No matter how many plots we uncover and disrupt, no matter how many terrorist organizations we degrade or destroy, another individual or group will rise to take their place.
I try to support any and all animal causes or organizations out there if they are good and reputable. Sadly, there are a lot of people and organizations that raise money but don't do much or don't have good intentions. I've worked with organizations such as Marine Animal Rescue in Southern California.
I'm afraid that we all make mistakes. One of the things that defines our character is how we handle mistakes. If we lie about having made a mistake, then it can't be corrected and it festers. On the other hand, if we give up just because we made a mistake, even a big mistake, none of us would get far in life.
I feel obligated to offer the audience a good fight, and I have a responsibility to entertain the fans. But I also can't make the mistake of underestimating that bull. I would be stupid if I did. No matter how well prepared I am for a bullfight, I never know what will happen in the ring. I don't know how the bull will react and whether he'll give me an opportunity to display my skills. Perhaps he'll be too stubborn for that. And then there's also the wind that makes me afraid. It's a torero's greatest enemy.
Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb.
It only takes one mistake and nothing else you ever do will matter. No matter how hard you work or how smart you become, you'll always be known for that one poor choice.
I've been asked to explain why I don't worry much about the topics of privacy threat...One reason is that these scenarios seem to assume that there will be large, monolithic bureaucracies...that are capable of harnessing computers for one-way surveillance of an unsuspecting populace. I've come to feel that computation just doesn't work that way. Being afraid of monolithic organizations especially when they have computers, is like being afraid of really big gorillas especially when they are on fire.
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