Latest / Success Story with Scott Clary / Lessons - Master Skills Through Action | David Novak - Former CEO of Yum! Brands, Podcaster & Best-Selling Author

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Lessons - Master Skills Through Action | David Novak - Former CEO of Yum! Brands, Podcaster & Best-Selling Author · Success Story with Scott Clary

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  transforms business performance learn to identify the work that truly moves the needle understand
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  the power of purposeful recognition and explore strategies to build a culture where every contribution
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  counts you learn by doing the things that are going to make the biggest difference so first of all
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  I think the question that comes with that is how do you figure out what's going to move the needle
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  the most on that urgent important on that eyes and how are matrix whatever because it's sometimes
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  I think people do a lot of the work that maybe it's a busy work but not the most urgent important
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  work so how do you identify that and then how does it help you learn well I think you got to really
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  understand what really drives your business came you know I I ride about my time with Tony shoe
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  from from door dash and this guy delivered hummus okay he knows the delivery process better than
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  anybody in the in the business and so he he learns by doing the hard things because he knows in his
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  business it's all about execution you know you know how does door dash you know deliver what it
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  needs to deliver on time and with excellence so this guy he goes out every month down and he actually
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  gets does delivery okay and he has people do delivery he does the hard stuff so that's like that's
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  not that sexy but that's how you really drive that business it's just real hardcore execution you
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  know I talked to Erie Levine okay who created ways okay and he learned he learned that the biggest
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  problem that he he learned by really understanding the problems of his customers that are having
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  and they get stuck in traffic so how do they get out of traffic and he solved that problem build
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  the hell the business okay because he learned by you know understanding his customers and understanding
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  what the big problems are and he wrote a great book called fall in love with the problem not
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  the solution you know at which I love you guys a brilliant brilliant guy you know you learn by
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  preparing okay Brian Roberts who runs Comcast this guy is a serial learner okay and one of the
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  things that he does he talks about hanging around the rim okay just getting out there talking to
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  people finding out what's going on hanging on the around the rim and sooner or later that ball
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  is going to bounce your way okay but he's preparing to take action he's preparing to get the rebound
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  and do the slam dunk okay I don't know what it's going to be but if you look at his track record
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  you know you bought university studios you bought AT&T broadband on it is guy he knows how to play
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  around the rim and then execute when he gets gets gets the chance so you know learning by one
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  another one that I love on learning by is is learning by rec learn by recognizing on purpose
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  this is really powerful for everybody out there recognition is so needed in the workplace today
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  but if you're going to recognize somebody and you're going to recognize people on your team
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  recognize on purpose what are the things that are going to drive performance on your team
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  is it meeting deadlines is it coming up with breakthrough ideas is it collaboration I don't know
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  what those things are but find out what those things are that are going to drive performance on your
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  team and then recognize the heck out of them because that's what people will do people will do
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  with they see getting recognition you'll get more and more of it and that's how you really
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  build a powerful culture with your team or with your business or or whatever your work unit might be
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  what are do you think companies miss the mark because I love that recognize on purpose so
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  do you think companies miss the mark on this they're recognizing things that are actually not
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  moving the needle are they recognizing non-behaviors is this sort of like uh oh that is the like
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  said no you're good is it something along the lines of um you're focusing on like hours and seats
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  versus like the output or the revenue or the whatever leading indicator you want to you want to
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  manage yeah that that's that that happens all the time you know it's like it's what I talked about
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  earlier you know people focus on the profits but they don't think about how you get there yeah when
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  you recognize on purpose you think about the behaviors that you know will drive the performance that
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  will ultimately get you the the profits and a lot of times people are so bottom line oriented
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  that they don't really take the time to the think about oh okay I'm going to have to have much
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  more collaboration to get this done well I'm going to have to have a lot bigger ideas to get this
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  done and then you know how do the how do you recognize those things so that that that that that
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  it enables it and facilitates it in your organization do you feel like that's a problem that starts
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  to manifest in a company after a certain size like like post IPO when you have shareholders to
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  answer to because I think that to get off the ground a startup has to focus on the things that
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  move the needle but then there's this mysterious point what's the what's the size of the company
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  when for some reason you focus on all these other metrics that are actually not moving the needle
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  because you've worked in like the the range of companies I mean you've worked in the largest
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  companies that exist on planet earth really I'm curious when companies lose themselves I think
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  customer I mean companies lose themselves when they lose sight of who they're serving
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  when they lose sight of their customers and they get so internally driven and so full of
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  themselves that they stop listing and responding to their customers and that also happens with
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  their people because there's an arrogance of it we do it this way that's usually when you
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  derail you know I've gone in and I've turned around businesses with with teams before and it's
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  always almost a bat to the basics programs and it's just people lose sight of the of the basics
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  and you have to figure out what those basics are in every business put process and discipline
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  around them and and and I guarantee you more times than not that'll be the key to the the
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  turning around a business you know I I'm reading this book right now on Elon Musk which is you know
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  I'm really enjoying this he's not the kind of leader that I would necessarily want to work for
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  or he's not the kind of leader that has my my style but you know what he has his own style
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  but the one thing that he always keeps running center is what's his mission you know it's like
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  I'm gonna make a world a better place and by the things that I do and then he thinks so boldly
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  and so incredible about those things okay that he didn't you that that he is mission drives him
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  okay and you know but his mission is very external okay it's not oh we're going to be the
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  the largest electrical power cop you know yeah no we're gonna we're gonna make the
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  the planet you know green now it is guy making huge and so but he's got a noble cause to what
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  he what what he does any stays true to it I think that's a really important thing for every
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  company is to have something that's bigger than just making a buck a huge shout out to federated
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  need software to run our businesses I don't care what kind of business you're building but the best
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  cost of federated computer doesn't grow as your team grows you can use federated computer
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  savings to grow your business rather than feed the woke silicon valley software companies
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  the federated computer team literally invented cloud software they actually have the patents
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  to prove it and they are taking a hammer to the ridiculously high prices of business software that
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  for for for yum was that because you mentioned a few times how culture was one of the most
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  important drivers of success at yum and I think that's culture is a big word it in comes is quite
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  a bit but I mean if I look at your tenure you grew yum for four billion to 32 billion so you did
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  something right just a couple things right just a few things right so when you do when you have
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  numbers like that what's the thing outside of money that enabled you to do that because there's
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  another goal there there's another thing that you unlocked and the people that worked for you
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  you know that the minute I became the CEO I said we were going to create the young dynasty
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  we were going to get consistent performance year after year after year okay and I went out and I
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  learned from the top performing companies at that time what they did and they were five dynasty
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  drivers and that's what I built the whole company around you know one creating a culture where
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  everyone counts competitive brand differentiation process and in both people and and and and work
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  processes you know a beat year ago mentality competitive differentiation and everything you do
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  these were the five things at all the great companies did when I talked them and the number one
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  thing they did that they talked about more than anything else was creating a culture where everyone
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  counts so that I made that what my number one thing that I focused on as a CEO is to really create
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  that culture and because I think that was the real driver but then Scott we became very successful
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  and we became even bigger we were getting that dynasty like performance year after year we were
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  nailing it so then I said we're going to be the defining global company that feeds the world
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  that was huge I said that is huge we want people coming to to visit us okay to see how we did it
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  and how are we going to do it create a recognition culture where we're renowned recognition culture
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  where everyone counts drive build vibrant dynamic brands everywhere we do business and then
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  help people who can't afford our food get fed and so our corporate social responsibility effort
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  was with the world food program okay and you know I just motivated the hell out of our people
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  but you want to be a part of something big you know nobody wakes up Scott nobody wakes up every day
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  wanting to be a part of something mediocre people wake up want to be a part of something great
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  and I think a lot of the things that you know you got all these leaders are listening to this
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  you know create get your team excited about doing something great not just doing the job or the
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  task how do you do it in a way that's going to change change your business or change the world or
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  whatever but but recognize that people do not want to come to work and be a part of something mediocre
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  and then you get everybody involved in doing what they can do in their piece of the company
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  so that you can have ultimate success and so everyone knows that their job counts whether they're
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  a janitor or the industry of the system or a senior VP everybody needs to know that their job counts
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  thanks for tuning in if you found this valuable don't forget to hit that subscribe button so you
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  never miss an episode and if you want to dive deeper into this conversation check out the links
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  in the description to watch the full episode see you in the next one