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Peak: How Great Companies Get Their Mojo from Maslow Hardcover – September 21, 2007
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Part memoir, part theory, and part application, the book tells of Joie de Vivre's remarkable transformation while providing real world examples from other companies and showing how readers can bring about similar changes in their work and personal lives. Conley explains how to understand the motivations of employees, customers, bosses, and investors, and use that understanding to foster better relationships and build an enduring and profitable corporate culture.
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Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
- Publisher : Jossey-Bass; 1st edition (September 21, 2007)
- Language : English
- Hardcover : 274 pages
- ISBN-10 : 0787988618
- ISBN-13 : 978-0787988616
- Item Weight : 1.09 pounds
- Dimensions : 6.3 x 1.4 x 9 inches
- Best Sellers Rank: #1,038,411 in Books (See Top 100 in Books)
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1- "This book is about the miracle of human potential: employees living up to their full potential in the workplace, customers feeling the potential bliss associated with having their unrecognized needs met, and investors feeling fulfilled by seeing the potential of their capital leveraged."
2- "Maslow's message struck a chord with many business leaders. In essence, he said that with humans, there's a qualitative difference between not being sick and feeling healthy or truly alive. This idea could be applied to companies, most of which fall into the middle ground of not sick but not truly alive. Based on his Hierarchy of Needs, the solution for a company that wants to ascend up the healthy pyramid is not just to diminish the negative or to get too preoccupied with basic needs but instead to focus on aspirational needs. This idea is rather blasphemous for some. The tendency in psychology and in business has always been to focus on the deficits. Psychologists and business consultants look for what's broken and try to fix it. Yet, "fixing it" doesn't necessarily offer the opportunity for transformation to a more optimal state of being or productivity."
3- "1. Every company is organized based on a certain premise of human nature. 2. Most companies aren't very conscious of this fact and operate based on an outdated or short-term perspective, even though sustainable results might be better served by a different business approach. 3. Companies have a habitual "tendency toward the tangible," which means that financial results usually get more attention than relationship issues. 4. More and more business scholars and consultants are making the intangible of relationships and the human spirit more tangible, and many successful companies are leading the way with respect to how they reorganize themselves to pursue both profits and happiness."
4- "The Employee Pyramid: Money (Survival) - Creates base motivation, Recognition (Success) - Creates Loyalty, Meaning (Transformation) - Creates Inspiration."
5- "The Customer Pyramid: Meets Expectations (Survival) - Creates satisfaction, Meets Desires (Success) - Creates commitment, Meets Unrecognized Needs (Transformation) - Evangelism."
6- "The Investor Pyramid: Transaction Alignment (Survival) - Creates trust, Relationship Alignment (Success) - Creates Confidence, Legacy (Transformation) - Creates Pride and Ownership."
7- "Finding meaning in one's work--both in what you do daily d in the company's sense of mission--is one of the rarest but most valuable qualities anyone can have in their job."
8- "In reading Frankl's book and in studying dozens of meaning-driven companies, I've come to realize that workplace meaning can be dissected into meaning at work and meaning in work. Meaning at work relates to how an employee feels about the company, their work environment, and the company's mission. Meaning in work relates to how an employee feels about their specific job task. Pollard captures the potential synergy of this dichotomy with the following passage from his book, "As a person sees a reason for the task that is personally satisfying and rewarding and has the confidence that the mission of the firm is in alignment with his or her own personal growth and development, a powerful force is unleashed that results in creativity, productivity, service quality, growth, profit, and value.""
9- "Ironically, the two common elements that define companies that deliver on this level of the pyramid seem diametrically opposed to each other: technology (hard) and people (soft). Companies that know how to harness their technology and empower their people have the potential to deliver customized service that will translate into committed customers."
10- "Buffett represents a growing set of business leaders who believe that "companies obtain the shareholder constituency diat tiiey seek and deserve." He suggests that if companies "focus their thinking and communications on short-term results or short-term stock market consequences they will, in lar^e part, attract shareholders who focus on the same factors." In other words, just understanding your business plan isn't enough for business leaders. You need to also understand the motivations of your investors to ensure they're aligned with your own."
11- "If there's one constant theme in all three pyramids, it's t conventional wisdom is wrong. Conventional wisdom suggests that (1) money is the primary motivator for employees, (2) customers stay loyal when they're satisfied, and (3) investors are exclusively focused on the financial return on investment. As we've seen, these are simply base needs that ignore higher human needs. At the peak of the Investor Pyramid, it's ultimately a legacy, not liquidity, that people seek."
12- "As a guide, I often refer them to the Transformation Pyramid we discussed in Chapter Two. Take a look at whether this activity or priority is a survival need (something that will help provide basic sustenance or comfort), a success need (something that will enhance the performance or experience), or a transformation need (something less predictable, more intangible, and ultimately, most satisfying or memorable). My number one recommendation for those who are using a pyramid to define their peak experience is to make sure you are climbing the right mountain. A midlife crisis is perhaps the natural result of someone realizing they've perhaps climbed the wrong peak."
13- "The base needs are typically "has" needs: what material things we want in our life to give us safety, comfort, pleasure, or status. As humans and societies age, they move beyond the "has" to the "does" needs. As our material needs are met, what one does for a living becomes a more relevant symbol of our identity. At some point, relentless "doing" no longer carries currency, at which point the "is" needs predominate at the peak of the pyramid. You see this in wise men and women and in cultures that have learned that having and doing carry you only so far. When someone or something just "is," it feels pure, essential, powerful, and magnetic. There is a strong sense of presence that accompanies this state of being."
The book itself moves fast and Chip shows you in a tangible way how this can be applied to your company and your life. It has already impacted how I listen to people and how I run my company. He speaks of authenticity, relationship and the contribution we each need to live and experience. No worries that it's too much "woo-woo" because Chip drives home the financial benefits this model returns. He is a CEO after all and understands the importance of the bottom line and the big picture. He simply shows us in new way how the "line workers" are in the end, where the bottom line and big picture come from.
Satisfied employees = satisfied customers = satisfied investors. If that ain't Nirvana then you tell me what is.
Mojo is a slang term that usually means magical charm or power. Conley interprets Mojo as "the secret ingredient that gives life and vitality to your organization". Visit one of Conley's Bay Area hotels (he's the CEO and founder of Joie de Vivre Hospitality) and you will pick up this vibe. It's more than a job for the employees, it's more than a room at a hotel for the customers, and it's more than a financial return for the investors.
I like "Peak" because it is one of those rare business books that will stand the test of time. I've had my copy for three years now; each time I take a look at it I find new nuggets of wisdom and application.
Transform your customers, employees, and investors. You will have a business that no one will ever leave.
Chip shares ideas on how companies can succeed by valuing employees and building on their strengths. He explains how to help them achieve self-actualization (Maslow), in other words to be "in the zone." He also talks about the importance of understanding customer and investor needs through his inspirational stories describing how some companies (including his own) excel and build long-term loyalty. He cites psychologists, corporate heroes and others and lists further recommended readings.
Chip's strategies make so much sense to me. I'll be implementing some as I train small to medium sized business about the value of customer service and in a tourism class for [...]
Top reviews from other countries
I have found the book has reinforced many of my own personal thoughts and ideas with Chip moulding Maslow's Hierarchy into a readily usable everyday business formula. I have given 4 stars as I believe it is a great idea and Chip has great story. On a personal level however I would only give 3 stars, yet would struggle for a reason. While Chip is obviously passionate about his business and the success this formula has given him, it has just not transferred to me; the message has not jumped out the pages at me as it did with the lecture.
In his lecture he shows a picture of one of his employees, Vivian a hotel maid, yet in the book there appears to be a failure to directly connect how his principles are enacted by people like Vivian, there seems to a lack of tangibility in the book.
Great principle, great strategic idea, great story, and love the directed end of chapter bibliographies, just missing that Je ne sais pas...
The simplified employee version of the triangle gives us "money", "recognition" and "meaning" and expands on each,setting them in a wider context based on the authors own experience. Whilst the cultural implications of some of the examples and anecdotes, being American, will be lost to a non US audience the underlying strength of the theory is all there.
There is a nice questionnaire at the end looking at how the individual perceives their role - as either a "job", a "career" or a "calling" that I've already very successfully trialled with a couple of dozen first line leaders in a manufacturing environment.
The book works!, what more can I say