A Quick Guide To Dominating Your Industry

A QUICK GUIDE TO DOMINATING
YOUR INDUSTRY
Tips,Tricks, and Techniques for crafting an executable strategic
plan that will propel your company to the top
1 www.planhacker.com
Dominating your industry sounds like an incredible lofty goal- maybe even
impossible. Except when you consider that companies are doing it all the time, in
every industry. Certainly not every company will dominate, but every industry
has a company or handful of companies that achieve what others only dream of-
being the biggest, richest, most respected, most effective organization.
dom⋅i⋅nate [dom-uh-neyt] v. [latin, dominari, to rule]

“To accomplish
great things, we To have or exert strong authority or mastery.
must not only act, To be situated in or occupy a position that is more elevated or decidedly
but also dream; not superior to others.
only plan, but also
believe.” Domination is about more than control; it’s about your organization reaching its
-Anatole France potential. Of the many companies I’ve worked for and with, only a handful have
managed to reach their potential. All of those companies used similar principles,
which can be learned and duplicated.
The benefit of trying to become a dominant company is that quite often, you
succeed. Even if you don’t succeed in dominating your industry, you will build a
superior organization- one that surpasses all of your expectations and masters its
domain.You might even create a better world. And you will have a lot of fun and
satisfaction doing it.
In this guide, you will find the most advanced
techniques for strategic plan design and
execution. Some of these techniques will push
you out of your comfort zone, others will
seem preposterous. Still others will seem
simplistic and obvious.
Acknowledge your feelings, but push past “It’s lonely at the top. 99% of the world is
them and try each technique. It’s only by trial convinced they are incapable of achieving
that our companies-and in turn, ourselves- great things, so they aim for the mediocre
grow and prosper. middle-ground.The level of competition is
And finally, one piece of advice that if taken thus fiercest for “realistic” goals,
can yield extraordinary results: believe. Have paradoxically making them the most time-
a strong, passionate conviction that you and and energy-consuming.” -Tim Ferriss
your company can dominate. Have a burning
trust that you and your company can be wildly
successful. Know that the Universe is
conspiring to make you successful.
Because it is.
Just FYI,
I write in a style that is
Contents very succinct and direct. I
don’t believe in writing
1. Beyond Values just to fill space, but to
2. Mission: Possible actually convey a message.
Once that message is
3. A Compelling Vision conveyed, it is up to you to
put it into practice. All
4. Strategies: The Critical Few success in utilizing this
5. Tactical Execution guide depends on your
ACTION.
6. Goaltending However, if you feel you
7. Leadership, Redux need to hear the concepts
presented in this guide on a
8. A World of Difference regular basis, be sure to
check out our blog:
9. A Case Study www.planhacker.com/
10. Final Thoughts and Resources blog.html
1. Beyond Values
“The ability to subordinate an impulse to a value is the essence of the
proactive person. Reactive people are driven by feelings, by circumstances, by
conditions, by their environment. Proactive people are driven by values -
carefully thought about, selected and internalized values.”
-Stephen Covey
You’ve already learned about However, exceptional companies customers, suppliers, and
creating a strategic plan if you’ve take values several steps further. To employees.
read the PlanHacker’s Strategic write down an organization’s There are some companies where
Planning 101 guide. If you haven’t, values is a given. To preach them is codification had become almost
please stop here and read that first. a start. But to live the values- that sacred. Ben and Jerry’s, Disney,
It’s free and downloadable. is the highest ideal. That is what Southwest Airlines- all of them
Stephen Covey meant by have codified what their values
The first task in creating a strategic
‘internalizing’ values- living them. mean in action. Ask Ben and
plan is to identify your
organization’s values- those beliefs Dominant companies live their Jerry’s how they put justice in
that resonate with how you values. They don’t believe in lip- action. Ask Disney what they mean
conduct your business (and service, they believe in action. And by imagination. Watch Southwest
hopefully, live your life.) Most to ensure that the values are lived- operationalize fun. These
companies have articulated their acted upon-they do something that companies- all dominant in their
values, and many post them for all few other companies do: industries- have shown that living
to see. the values brings tremendous
They codify their values. success.
You’ve no doubt created values,
Codification is a method of
too. And if you’ve followed good Unless and until you codify your
explaining how to operationalize
advice, you may have also own company’s values, you haven’t
values. It is a roadmap to show
incorporated those values into internalized them.You are still, in
how to make the values come alive
your mission statement and effect, paying lip service. And that
in the everyday tasks of running a
strategies. doesn’t build a great company.
business and dealing with
customers, shareholders, etc. Write it as if you are explaining
To Do: Codify Values your ideals to someone brand new
Step 3: Identify one thing
Step 1: Take a second look at that you could do in your to your company. Explain why
your values. daily interactions with each you and the company believe in
Stephen Covey identifies values as stakeholder group that the values, and how each person
those things that are thought about would demonstrate each should show the values in their
and carefully selected. Take the time value. everyday work.
right now to review, think about, Or, identify each type of Step 5: Show the values.
and carefully judge the values you interaction (sale, return, phone Set clear expectations for your
have previously selected. Do they call, email, hiring, training, etc.) staff to let them know you are
still resonate with you? Do you and what could be done to show serious about living the values-
see how you could put them into your values in each. If a value then, demonstrate them yourself.
action everyday? cannot be clearly shown, you need The most powerful tool in your
Step 2: Identify your to decide whether it’s really a arsenal is a strong example.
stakeholder groups. value to keep. Just by operationalizing your
People are the audience for Step 4: Write an operational values, you will see huge changes
demonstrating values, so identify handbook. within your company. When you
the groups of people you intend It doesn’t have to be long or show your values, stakeholders
to demonstrate to. Possible complicated. Write it for the front will take you seriously, and that
stakeholder groups would include line staff, management, everyone. will bolster your reputation
managers, employees, suppliers, within your industry.
2. Mission: Possible
“What you do speaks so loudly, I cannot hear what you say.”
-Ralph Waldo Emerson
Actions speak louder than with a mission statement? in most organizations. Credibility
words. That is probably one of the A mission statement tells why leads to trust, trust leads to
most recited axioms in the world- your organization exists. If your respect, respect leads to loyalty,
for good reason: when someone organization doesn’t exist to live loyalty leads to devoted fans. And
does something while your values through your actions in it’s far better to have devoted fans
simultaneously railing against it, daily business, then why does your than just customers, just
we take the action as the more company exist? employees, or just vendors.
authentic response. Devoted fans carry your company
Dominant companies craft their to success. Achievement becomes
Part of the reason we view action mission statements using their almost effortless.
as so important is that the world is values, then codify their values to
kinetic. Language is relatively new identify actions to guide the You may think that codifying
on the evolutionary scene, but business. Thus, living the values in values and acting on the mission
action is what crafted the world- daily business exchanges becomes are the same thing, and wonder
and keeps crafting it. effectively living the mission. why I would repeat the message.
Living the mission becomes: Actually, one is defining and the
You have probably already
other is acting upon. But if I seem
designed a superb mission Doing what you say you will to be redundant, there is good
statement, using many of the do. All day, every day. reason:
values you have also created. If
you haven’t, again refer to the The importance of acting on your Not many companies do either of
Strategic Planning 101 document. mission statement is immense. It these things.
gains your organization credibility,
Now, what does action have to do an all too often missing ingredient
memorize the mission Don’t ever discipline them for
To Do: Do What You statement. doing something that corresponds
Say No exceptions. If an employee with your values or mission, even
can’t explicitly say what your if it costs money or takes time.
Step 1: Review your
company’s mission company will do, they can’t do it, Step 4: Provide clear
statement. either. consequences for NOT living
Step 3: Give your employees the mission.
Ensure that your mission includes
your values in some fashion. If you examples about how they Your employees have to know you
have codified how to live your can live the mission. Give are serious about doing what you
values in your daily operations, them permission to live it. say before your other
then the mission review is easy: Ask them for examples they have stakeholders, including your
just identify what your company on how they have demonstrated customers, will know. Not living
does, using qualitative, value- the mission in the past. Ask them up to the mission and values of the
driven descriptive terms. If your to define how other employees company should be a serious
description matches your current have lived the mission.Train your infraction. Especially for you.
mission statement, you are good employees how to act. If they Do what you say, no matter what. All
to go. If not, revise the mission know the mission word for word, day, every day. Everyone, all the
statement. and know clearly how to act upon time, without exception. Let your
Step 2: Require everyone in the mission, there is no excuse for actions speak for your company.
your organization to not acting upon it. Give them It’s the best marketing you can
autonomy to live the mission, too. get.
3. A Compelling Vision
”Cheshire puss,” said Alice,“would you please tell me where I
ought to go from here?”
“That depends a good deal on where you want to get to,” said
the Cat.
“I don’t much care where-” said Alice.
“Then it doesn’t matter which way you go,” said the Cat.
-Lewis Carroll, Alice in Wonderland
Getting somewhere special pick out a destination. Exceptional companies skip doing a SWOT
requires a destination. If you companies go a great deal farther: analysis- the vision they craft, if
don’t have a destination, anywhere They create a huge, audacious, executed (or even attempted),
you go is good enough. Most trumps the environment. They
unbelievably inspiring vision of create unimagined opportunities;
companies don’t know where what they want to be.
they’re going, and as a result they threats dissipate as if by magic;
get no where. The type of vision that makes strengths become exaggerated and
people jump up on their feet and weaknesses cease. All by the power
You’ve no doubt crafted a vision
beg to go along. The type of vision of an incredible vision.
statement for your organization.
that inspires people to give their But aren’t visions like this
You’ve answered the question:
best, and even beyond. The type of unattainable? Yes, they can be.
“what do we aspire to be?” If
vision that makes employees into When you craft an audacious goal,
you’ve followed sound advice, like
owners, makes customers into you create the possibility of not
in Strategic Planning 101, you may
fanatics, and makes competitors achieving it. But the difference
even have a dynamic vision
into helpless laggards. There is no between a standard vision and a
statement based on envisioning an
effective competition for a compelling one is the difference
ideal company in the future, or
compelling vision. between saying “when I grow up, I
how your company can positively
impact your industry. That’s a great When you create a vision that want to be an astronaut” versus
start. compelling, environment ceases to “When I grow up, I want to
be important.You don’t react to change the world.” It may not
Dominant companies do more
the circumstances around you; happen, but the striving is what
than just craft a vision statement,
instead you create your own counts.
however. They do more than just
circumstances. That’s why some
company do to make it happen? Try to make it short, simple, and
To Do: Craft a Write it down. able to be memorized. Then,
Compelling Vision Step 3: Picture your ideal memorize it.
Step 1: Review your vision company- again, in every Step 5: Close your eyes.
statement. perfect detail. Picture yourself presenting
What are the key characteristics to a crowd of people your
Read it to yourself. Does it speak
you see in that company? What are organizational vision.
to you? Do you want to jump up
on your feet and yell “hallelujah!” the specific actions the company Pretend your life, even your
when you read it? If you don’t, took to create this ideal? Who are children’s or spouse’ lives depend
nobody else will either.You need the people you served, who led on getting the crowd to help you
to go beyond what your you, who worked on the vision, attain that vision. Envision the fate
organization does, beyond where and who supported you by of the world hangs in the balance.
you believe your company wants utilizing your products or Decide what you would say to
to be, beyond what you think is services? Why did they decide to them to get them energized,
possible. devote their life energy to your inspired, enthusiastic, passionate,
company? even boldly determined against
Step 2: Picture an ideal
any odds to help you achieve that
world- every detail of why it’s Step 4: Using all of the
attributes you’ve attributed vision.
perfect.
to the ideal company crafting Step 6: Now go do it. Start
Now, explain how your company
the perfect world, write with your leaders and
contributed to crafting this perfect
down what your vision is employees. Go from there.
world. What specifically will your
now.
4. Strategies: The Critical Few
“Concentration is the secret of strength in politics, in war, in
trade- in short, in all management of human affairs.”
-Ralph Waldo Emerson
Multitasking sucks. It’s not accomplished and certainly not in Harnish talks about J. Rockefeller
effective. To hear people talk any matter considered quality. It’s and his habit of concentrating on a
about it, you’d think multitasking a very well known fact that there few critical numbers. Rockefeller
was an essential skill. Actually, it’s are just a few critical things that a knew what he was doing: there
counter-productive. Focus is the business must do to be successful, are very finite reasons why you
essential skill. Without focus, and yet it seems quantity trumps pay what you do for products,
nothing of quality gets done. quality time and again. But why people choose to work for
exceptional companies have a you, why customers buy your
The maximum number of pieces
secret: products or services. By
of information the human brain is
They concentrate all of their identifying and focusing on those
able to remember effectively at
few reasons, you take care of the
one time is 7. That’s why phone energies and resources on the most important aspects of your
numbers are 7 digits. 10 digit critical few things that matter. business without wasting extra
numbers only work because area
From strategies to action plans to money and effort.You increase
codes seldom change. The fewer
goals, they have few and they both your efficiency and
pieces of information to
devote everything to getting those effectiveness.
remember, the more effective the
few done well. They prioritize the Learn how to focus like a laser
brain is at managing them.
important, and let the rest go. As beam on the critical few
I see organizations crafting Stephen Covey would say, they put important strategies that will
strategic plans with dozens of the first things first. propel your organization forward.
strategies, actions, and goals,
In the book Mastering the Concentrate on quality, not
which seldom all get
Rockefeller Habits, author Verne quantity.
To Do: Focus on the Step 3: Imagine a crazy quality? Why would that particular
person is holding a gun to thing garner the top spot?
Critical Few your head. Step 5: You now have a
Step 1: Review your The crazy person tells you that prioritized list of your most
strategies. you must narrow your strategies important strategy, and your
down to no more than 3, or he two next important. Write
How many do you have? If you’ve will blow your brains out. Which them down.
paid attention to good advice like ones would you keep? Which
Strategic Planning 101, you should Do it according to priority. List
would become priority, and which the reason it is a priority right
have 5 or less. would drop by the wayside? under the strategy.
Step 2: Ensure your strategies Step 4: Imagine the crazy
are concentrated on the right Step 6: Share the strategies
gun-toting person cocks the with the enthusiastic people
areas. hammer. who are helping you attain
Who are the critical people to He now tells you to narrow your the vision.
your company’s success? What are list to the most important strategy
the critical characteristics for Explain why each thing is a
only. What one thing would you priority, and which comes first.
achieving your vision? What are feel it necessary to concentrate on
the areas or segments of your Require them to memorize the
to keep your organization strategies. Show them very clearly
business that demand the most running? If there was only one
attention? Are there any how this roadmap will help you
thing to put first, what would that define the actions to reach your
similarities or differences between one thing be? People, or product?
these categories? Revise the shared vision.
Employees, or stockholders?
strategies as necessary according Service, or growth? Finance or
to your answers.
5. Tactical Execution
“A good plan violently executed now is better than a perfect
plan later.”
-General George S. Patton
Violent execution sounds bad. prioritized strategies and a The world today is moving rapidly,
It’s not something that people compelling vision, which provides much faster than in the past. Much
smile about. It doesn’t inspire motivation and direction. But they of this is due to having more
fuzzy warm feelings. But it’s just also have another major advantage: population and information than
about the best thing that a They have effective tactics, and ever before. Today, it’s not
company can commit to do. necessarily the finest product that
the structure and desire to
dominates the market, but very
Most organizations eventually act. aggressively execute those often the first product. Some
The larger the organization, tactics. companies don’t bother pursuing
generally the slower the action. If
Effective tactics mean that the patents like in the past; they know
the organization has a pressing
actions the organization have that the life cycle of a product is so
deadline, the action may be faster
planned specifically and directly short that competitors will appear
and more refined. If not, the
target and affect the areas most almost instantly, and the only clear
action is haphazard and slow.
critical to their success. The advantage they have is being first
Execution is different than action. structure to execute means that to market.
Execution implies a strategy and a the actions are clearly laid out Speed of execution is critical to
plan. Most companies with a plan with accountability, resources, and achievement. People only stay
and strategies execute, or attempt timelines associated. The desire to motivated when action is clearly
to execute anyway. But the aggressively execute is most visible and motion is continuous.
motivation and ability to execute important; there has to be a sense Momentum needs constant
varies by the quality of the plan. of urgency in getting the actions attention in the form of aggressive
Exceptional companies have accomplished. execution.
enhance those success factors. and moves with the same sense of
To Do: Prepare to urgency is to have someone with
Step 3: Minimize to
Execute maximize. authority held accountable for the
action, and to have a deadline in
Step 1: Review your Ensure that you have as few place for completion of the tactic.
strategies. Decide what actions identified as possible, and Also, set times to regularly review
actions are critical to moving that those actions are very potent. progress.
your strategies forward and Minimizing the number of tactical
realizing the vision. actions ensures that your Step 5: Commit resources to
resources, attention and energies the actions to ensure that
List out every action that you can
(and those of your leaders and completion is not hampered.
think of.
staff) are directed in a very focused If the action needs money, people,
Step 2: Verify that the actions
manner.You should never have or anything else to get
you think are critical are
more tactical actions than you do accomplished, see that those
actually critical.
strategies. Ideally, 1-3 actions resources are available to the
There are very few actual reasons work best. If it helps, imagine the accountable person. If you don’t
that employees work for you, or crazy person holding a gun to your feel you have the resources for a
that customers buy from you, or head! certain tactical action, go back to
that you influence your strategies, step 3, re-prioritizing and
Step 4: Assign an accountable
for example. Identify those critical minimizing action until only the
person to the action, and a
few actual reasons for your critical elements are there. Then,
timeline.
company’s success in each of your assign resources immediately.
strategies. Then, decide which The only way to ensure that
actions will actually modify or everyone prioritizes the actions
6. Goaltending
“The ancient Romans had a tradition: whenever one of their
engineers finished an arch, as the capstone was hoisted into place, the
engineer assumed accountability in the most profound way: he stood
under the arch.”
-Michael Armstrong
Goals are the end points of make sure the goals directly state what success looks like and when
action. That’s why goals and what success looks like for the it should be achieved, and how
tactics are so closely associated; action. They makes sure the goals their work directly impacts the
goals are the success markers for are measurable to gauge progress. attainment of the goals.
tactical action. But dominant companies also do Hardwiring also means that the
something else: individual’s performance is
Most organizations have goals.
They may revolve around such They hardwire the goals measured directly on the goals.
things as finance, sales, or throughout the company. Not the generic crap that most
marketing. Goals are something companies throw into an
Not just with the accountable
we are taught we must have in evaluation, but totally on the
person- but completely and totally
order to succeed, on a professional attainment of goals that directly
throughout the organization- from
and personal level.You may impact the organization’s goals.
top to bottom.
understand by now that goals Exceptional companies know that
unassociated with good tactics, Hardwiring is a term that means
hardwiring the goals throughout
strategies, visions, missions and the goals become an essential part
the company gets everyone in the
values have far less impact and of what everyone in the
organization rowing in the same
meaning than goals associated with organization works towards. Not
direction. Silos break down,
those elements. just leadership, not just
teamwork improves, and stuff
management. Everyone. To
Dominant companies obviously set hardwire a goal means that each gets done. That’s how success
their goals according to the tactical department, each person within happens.
actions they see as critical to the organization knows exactly
moving strategy forward. They
least one of the goals. If a position evaluating the employee’s
To Do: Tend to the cannot impact at least one of the performance based on the
Goals. goals, is the position necessary? attainment of the goals, all
Even support people can impact incentives become aligned towards
Step 1: Review your tactics.
goals. Find out how each position making success happen.
Again, each should be assigned an in the structure of the organization Step 5: Report the progress of
accountable person, timeline, and relates to the goals. Then, revise the goals to the employees on
resources. Progress should be the evaluation process to directly a regular basis.
measurable (this will inform the emphasize the attainment of the
goal). goals, and create goals for the The unique part of hardwiring
employees that directly impact accountability for the success of
Step 2: Visualize what success
those organizational goals. the organization is that as much as
looks like for each tactic.
each staff member has a
What does that success mean? Step 4: Communicate the responsibility to achieve the
What does it look like? How will goals and the evaluation company goals, leadership has the
it be measured? Who will measure process. responsibility of providing feed-
it? How will it be reported, and By now the staff should be very back so the employees can
how often? aware of the entire strategic plan, effectively alter behavior and
Step 3: Align the employees and should be very aware of the action to achieve the goals.
with the goals. direction of the organization. By Accountability is a two-way street,
communicating the organizational so communication is vital.
Trace how each position within
goals, tying the goals to the
the company can directly impact at
employee’s day to day work, and
7. Leadership, Redux
“The best executive is the one who has sense enough to pick good
men to do what he wants done, and self-restraint to keep from
meddling with them while they do it.”
-Theodore Roosevelt
You now know how to craft a observed, “You manage things; you resume) and not values or
superior, executable strategic lead people”. Amazingly, much of character traits, you may not
plan. The only thing left to do is what people consider leadership is attract the best and brightest.
to execute it, which you have also actually management. Leadership Learn to spot organizational ‘fit’.
learned a little about along the is about people, and only by You can teach skills, you can’t
way. The rest of this guide is developing our skills surrounding teach attitude.
intended to give you advice, our interactions with people can Rule 2: Give clear
examples, and resources to help we hope to be leaders. There are 6 expectations.
you execute what you have rules, learned from observing the
leadership traits of dominant Nothing is worse than hiring a
learned. bright candidate and watching
companies, I consider essential to
The first piece of advice: develop good leadership: them flounder until they fail.Your
into a leader. Then, develop others job as a leader is to give clear goals
into leaders. Execution depends Rule 1: Select good people. and outcomes for them to achieve.
on leadership. Jim Collins, in his excellent book You need to tie their achievement
If you are reading this, you are Good to Great, observed that to the achievement of the
likely a consultant, an executive, having the right people within an organization, and make sure they
or in management of an organization (what he called ‘on understand what success will look
organization looking to develop the bus’) is the critical factor to like when they acheive.
and grow.You may even think you success. Certainly, by hiring for Rule 3: Get the hell out of the
are a leader already. But leaders attitude, ambition and character way.
are different from managers. As you build a superior workforce.
Grace Hopper once astutely By only selecting for skills (a good
Leadership isn’t constant coaching new ways to conquer problems, in it for them. Don’t automatically
and direction. If a person needs and to build persistence. Allow assume everyone’s in it for the
you to think for them, then they failure, but do not allow failure to money, either. They’re usually not.
are not needed. Once you hire drag on. Once the person has hit a Rule 6: Reward them.
someone competent and give point where success is simply not
them clear expectations, let them possible, guide them to a new If your people are bright, have
figure out how to meet those path. If failure becomes consistent, clear expectations, learn to think
expectations. Guiding them to then either you have the wrong for themselves, learn from their
resources is appropriate, but that’s person or unachievable failures, and achieve progress
about it. Rely on the expectations expectations. towards the results you are
you set to gauge their looking for, reward them. Often.
Rule 5: Motivate. Pay them well. In fact, pay them
effectiveness. Concentrate on the
outcomes, not the process. As One of the greatest quotes on better than you think you should.
general Patton said: “Don’t tell leadership comes from Dwight Let them share financially in the
people how to do things; tell them what Eisenhower: “Leadership is the art of success of the company. Thank
you want done and let them surprise getting someone else to do something them publicly. Write a handwritten
you with their results.” you want done because he wants to do letter, and mail it to their home.
it.” Getting people to want to do Give them breaks. Promote them.
Rule 4: Let them fail, fast. things is what motivation is all Make them a hero and publicize it.
Failure is experience. Experience about. And motivation is simple: Lead them. They will follow.
is the price we pay to get to communicate your inspirational
success. Allowing failure is vision and figure out what’s in it
allowing a person to grow, to find for them. Then, tell them what’s
8. A World of Difference
"Never doubt that a small group of thoughtful, committed
people can change the world. Indeed, it is the only thing that
ever has."
-Margaret Meade
Changing the world sounds changed the world? Commit to doing what’s right,
cliché. And really, it’s not like you People would tell you. doing your best, right now, right
set out with your company to where you are. Set an example for
And how could you change the the people and companies around
change the world. To make some world?
money, or realize a dream, or you.
whatever- but change the world? Change it for the people you You will do more than become
Not likely. Besides, how could serve. exceptional.You will do more than
you? Your organization is only a Here’s the secret to changing the dominate your industry.You will
________ company, anyway. world, with your organization, do more than motivate people. You
But you know what? Changing the right now: will do what countless
world is simpler than you think. Do what you do better than inspirational people throughout
And more rewarding than you history have tried to do- what
anyone else, for the sole intent of
know. Ghandi preached:
giving your best to the people you
After all, what’s the world serve. You will become the change you
composed of? wish to see in the world.
If every company, organization,
People. And that changes it.
association, community, or any
And who cares if the world other type of group decided to do
changes? this, what would we have?
People do. A much better world.
And how would you know if you So start with your organization.
9. A Case Study
“They say that one of the requirements for people to feel good about themselves is
to know that what they are doing is worthwhile.Well, let me tell you now that
you’re working in the greatest field on the face of the earth.You care for people
for a living.You see them when nobody sees them and many times when nobody
else cares. If there is an industry closer to all that is right and good I don’t know
what it is. And if there’s any way to make it better, it is up to us.”
-Address to the employees of Silverton Hospital, 2004
I could tell you all about some than running theme parks, making competent staff, a beautiful and
big company that you know movies or flying airplanes. supportive community, and
and how they became So I will use an example of one motivated leadership, Silverton
company I have worked with that Hospital started down a journey of
dominant in their industry.
used the exact principles change in 2003. A visit by a very
And it’s easy to use a Disney, or
elucidated within this guide to inspiring speaker turned what
Southwest Airlines, or Ritz-
become exceptional, an example should have been a afternoon
Carlton as an example because
that may help motivate you to distraction into a siren call of
everyone knows who they are and
begin the journey. pursuing perfection. She told the
most people have used their
gathered audience of staff and
services. They are massively Silverton Hospital is a small, 50- leadership that they could be
successful and most have used the bed general acute care hospital in a exceptional- that they could
principles in this guide in order to small, 10,000 person town in change the world- and the
build that success. rural Oregon. In the hospital audience believed her.
But if I used them as an example, industry, 50 bed hospitals are
you may forever link becoming considered very small and usually Silverton had crafted a mission
dismissed as irrelevant as far as statement several years earlier,
dominant with becoming huge,
changing healthcare goes. And of which was nicely summarized as
becoming publicly held, becoming
course, small towns generally are “Committed to Compassionate
world-famous. And that has an air
considered irrelevant as far as Care for Our Communities.” The
of impossibility around it,
changing the country goes. staff had also organized their
especially if you are a small,
regional company doing Because of a unique mix of
something much more mundane circumstances, including a very
values into the acronym HEART, actions that coincided with the memorized the mission and signed
which stood for Health, codified values were given so that a pledge to live the mission in
Excellence, Accountability, employees knew how their peers their daily work. Clear
Respect, and Teamwork. But never enacted the values in their work. expectations were set for the type
before had they codified these The hospital even created publicity of person that could be hired
values, nor had they crafted a around the value ‘heroes’ and held within the organization, again
compelling vision or the strategies a quarterly awards ceremony for based on fit with the mission. The
to achieve that vision. the employees. Suddenly, hospital gained a reputation as a
In early 2004, the leaders and staff incidents like walking a visitor to quality and caring place to receive
did just that. Along with an their destination or staying past medical care.
initiative called “Passport to shift change to help someone They set a compelling Vision.
Excellence”, Silverton Hospital became commonplace, and the
hospital gained a reputation for Not many 50 bed rural hospitals
began applying the principles would be audacious enough to
you’ve learned about: incredible customer service and
inviting atmosphere. have this vision:
They codified and operationalized “To be the Best hospital in the
their values. They lived the Mission.
West. Provider of Choice,
Each value in the HEART acronym Employees were trained in how to Employer of Choice.”
was clearly spelled out with guides do what the mission said, everyday.
Defining compassion as having The hospital leadership even set
on how to implement the values in specific outcomes that would
the everyday work of the hospital. ‘HEART’ brought the values
forward. Each employee indicate becoming the Best in the
Examples of past and present West. The vision was clearly
communicated with the staff, who cry for the hospital. Everyone, They called the strategies their
immediately became inspired and from housekeepers (“the best ‘pillars’, and each employee was
motivated to achieve the vision. As hospitals are immaculately clean.”) to required to know them. By
one employee told me, the leaders (“the best hospital selecting strategic categories that
“We were so psyched up. Everyone demands the best people, starting with were consistent from year to year
began to believe that if we worked me.”) were inspired to give their and could continue to guide them
together and lived Passport [to best to their jobs. over time, the employees could
Excellence], we could really become They set the critical strategies. more thoroughly understand
the best hospital in theWest.The idea them, and even engage within the
The hospital identified the planning process.
was so inspirational. I mean, who really strategic areas they would have to
wants to just be mediocre?” confront in order to meet their They executed superb tactics.
The organization quickly found vision: Service, Quality, Finance, Each strategy had associated
something essential about their People, Growth, Community. tactical plans, in many cases no
employees, something common to Although there were more more than one per strategy. The
just about everyone: strategies than most companies tactical actions were pushed
People want to believe in and would set, the hospital throughout each department of
work for something larger commented that Community the hospital.
than themselves. category was added because they ‘Service’ had an associated plan for
believed the community had increasing patient satisfaction.
That’s what gives meaning and supported them so much, they had
purpose to our work. A ‘Quality’ had an action plan for
to show their commitment back to increasing compliance with quality
compelling vision was the rallying the community. measures. ‘Finance’ had plans for
meeting expense reduction and the evaluation process was altered for the job.“We found that training
revenue targets. ‘People’ had so that every employee had our own was of more benefit to us,” one
action plans for decreasing staff accountability to goals that director told me. Expectations
turnover and increasing education. supported the hospital’s vision. were clear and completely
‘Growth’ had action plans for Goals were regularly reported to associated with organizational
recruitment and new services. the management and staff, and goals.
‘Community’ had plans for giving some staff took it upon themselves Communication was drastically
back resources within their service to post the results for public view, improved. Employees were asked
area. Suddenly, the hospital was even when the results were not for input, and kept informed of
alive with focused activity. People complimentary. The speed of progress, failures, and course
in the community began to change was accelerating. As one changes. Accountability was
comment that “things were changing employee said, “…you had a hardwired throughout the
with that little hospital.” purpose, all the time, everyday. It felt organization; this allowed
They took care of their goals. different to work there. More focused, creativity in accomplishing the
and yet more vibrant and fun.” goals, and paradoxically reduced
Each action plan was assigned
accountability with one leader, They practiced leadership. the time managers were dealing
although sometimes that leader The leaders wouldn’t hire anyone with coaching employees.
was a staff person, and most that didn’t fit with the values, As employees recognized the
actions flowed across all mission, and plan. Sometimes that changes within the hospital, they
departments. meant that people were hired for became more motivated:
The goals were decided upon, and their character and then trained “We were watching everything change,
and it was like, wow! This is really hospitals. The hospital had To the community, the hospital
going to happen! That just made us achieved something miraculous. had become a source of pride.
work harder for it. Nobody had to get The list appeared in national People from all over the state and
up and do the ‘rah-rah’ thing.” magazines ranging from TIME to country wanted to call Silverton
Leaders did, however, reward the Modern Healthcare. They were in home, many just to work for the
employees. Hand written letters such company as Mayo Clinic, hospital. It wasn’t long before
mailed directly to staff’s homes, Cleveland Clinic, and Johns Silverton was voted one of the 10
public awards for living the Hopkins University hospitals. In Coolest small towns in America.
mission and values, and other that survey, the little Oregon Other hospitals started visiting
perks were commonplace. The hospital had set the benchmark for Silverton to find out how they
hospital quickly went from having service scores and growth rate. could replicate those astonishing
multiple open positions to having Had that been the only accolade, results. Silverton Hospital started
waiting lists of prospective this story would have a very happy to change the way other hospitals
employees. ending. But, it didn’t end there. delivered care.
The hospital was selected by Press The employees would tell you that
The Results Ganey, a patient satisfaction they knew it was going to happen.
In early 2006, after two years of surveying company, and JD Power They hadn’t decided to change
solid effort, Silverton Hospital’s and Associates for service awards. healthcare, or the town, or win
CEO received a surprise phone State and national awards for those awards-they just wanted to
call. The hospital had just been quality followed. No other hospital achieve their vision of being the
chosen by a respected independent on that prestigious list garnered as Best in the West.
benchmarking company, Solucient, many local and national awards as And they did that, too.
as one of the nation’s top 100 Silverton Hospital.
10. Final Thoughts and Resources
“If you want a happy ending, that depends, of course, on where you stop your
story.”
-Orson Welles
Silverton Hospital is not business guru at some point. Not successful company. A company
alone. Many other great even the compilation of these without peers or competitors. A
organizations have dominated their critical points is what counts. company that changes its leaders,
industry and gone beyond Every company that has ever employees, customers, and
achievement to change the world. dominated their industry has community.
In fact, Mayo Clinic transformed succeeded not because they read And perhaps the world.
medicine starting in a small town something like this; but because
they acted upon it. Having a happy ending very much
in Rochester, Minnesota in much
depends on where you end your
the same way. If Silverton and Will your organization end up story. I hope your story is just
Mayo can do it despite their dominating your industry? getting started.
obstacles, your organization can, Perhaps. But only if you put these
too. concepts into practice. The world
In less than 40 pages, for less is indeed kinetic; it takes action to You know everything you need to
than the cost of 15 minutes achieve results.Your company may know.You can make a plan, you
worth of a consultant’s time, not dominate, even if you follow can follow the plan to success. But
you’ve learned how to create this guide. But the cool thing is we all need some additional help
and execute a strategic plan that: from time to time. So, we’ve
that will propel your “By shooting for the moon, you very compiled a list of resources for
company to success. often end up among the stars.” teaching, motivating, and helping
you and your organization achieve
There’s nothing magical here. By following the advice you have your goals.
Everything in this guide has been read, you are very likely to create
written by some well-known an exceptional company. A highly
Resources Quint Studer wrote this book as a business success.
All things strategic, including follow-up to principles he had Strategic Planning 101
templates, publications, tools, and been teaching for years in his
consulting company. Highly Simple, straightforward, effective,
current events: and best of all- FREE!
recommended.
www. planhacker.com Mastering the Rockefeller
Good To Great:Why Some
Strategy, Execution, and Companies Make the Leap… Habits
Facilitation Services: and Others Don’t The essential book on focus and
www.planhacker.com/services.ht Built to Last: Successful Habits ‘violent execution’.
ml ofVisionary Companies The Magic of Thinking Big
Essential Reading Jim Collins is the author of both of David Schwartz’s title says it all.
The 7 Habits of Highly Effective these classics, and is the master of Linchpin: Are You Indispensible?
People looking at success by case study.
A great book by Seth Godin on
First Things First These books are worth their
what makes great people.
weight in gold.
Stephen Covey wrote both of Getting Things Done
these bestsellers, which everyone In Search of Excellence: Lessons
should read regardless of whether from America’s Best Run The book on personal productivity
they lead a company or not. Companies by David Allen.
Hardwiring Excellence: Purpose, Tom Peters is the guru of modern First, Break All the Rules
Worthwhile Work, Making a management, and everyone should Marcus Buckingham’s book should
Difference read this to understand modern be required reading for mangers.
“What we think, or what we know, or
what we believe is, in the end, of little
consequence.The only consequence is
what we do.”
—John Ruskin

A Quick Guide To Dominating Your Industry

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What are the principles that companies aiming to dominate their industry should follow?

What is the benefit of trying to become a dominant company according to the passage?

A QUICK GUIDE TO DOMINATING

dom⋅i⋅nate [dom-uh-neyt] v. [latin, dominari, to rule]

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