s Attracting and Retaining Great People | I2P: Information to Pharmacists - Archive
Publication Date 01/07/2014         Volume. 6 No. 6   
Information to Pharmacists

Editorial

From the desk of the editor

Welcome to the July 2014 homepage edition of i2P (Information to Pharmacists) E-Magazine.
At the commencement of 2014 i2P focused on the need for the entire profession of pharmacy and its associated industry supports to undergo a renewal and regeneration.
We are now half-way through this year and it is quite apparent that pharmacy leaders do not yet have a cohesive and clear sense of direction.
Maybe the new initiative by Woolworths to deliver clinical service through young pharmacists and nurses may sharpen their focus.
If not, community pharmacy can look forward to losing a substantial and profitable market share of the clinical services market.
Who would you blame when that happens?
But I have to admit there is some effort, even though the results are but meagre.
In this edition of i2P we focus on the need for research about community pharmacy, the lack of activity from practicing pharmacists and when some research is delivered, a disconnect appears in its interpretation and implementation.

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News Flash

Newsflash Updates for July 2014

Newsflash Updates

Regular weekly updates that supplement the regular monthly homepage edition of i2P. 
Access and click on the title links that are illustrated

Comments: 1

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Feature Contribution

Woolworths Pharmacy - Getting One Stage Closer

Neil Johnston

It started with “tablet” computers deployed on shelves inside the retailer Coles, specifically to provide information to consumers relating to pain management and the sale of strong analgesics.
This development was reported in i2P under the title Coles Pharmacy Expansion and the Arid PGA Landscape”
In that article we reported that qualified information was a missing link that had come out of Coles market research as the reason to why it had not succeeded in dominating the pain market.
Of course, Woolworths was working on the same problem at the same time and had come up with a better solution - real people with good information.

Comments: 5

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Intensive Exposition without crossing over with a supermarket

Fiona Sartoretto Verna AIAPP

Editor's Note: The understanding of a pharmacy's presentation through the research that goes into the design of fixtures and fittings that highlight displays, is a never-ending component of pharmacy marketing.
Over the past decade, Australian pharmacy shop presentations have fallen behind in standards of excellence.
It does not take rocket science - you just have to open your eyes.
Recently, our two major supermarkets, Woolworths and Coles, have entered into the field of drug and condition information provision - right into the heartland of Australian Pharmacy.

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The sure way to drive business away

Gerald Quigley

I attended the Pregnancy, Baby and Children’s Expo in Brisbane recently.
What an eye and ear opening event that was!
Young Mums, mature Mums, partners of all ages, grandparents and friends……...many asking about health issues and seeking reassurances that they were doing the right thing.

Comments: 1

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‘Marketing Based Medicine’ – how bad is it?

Baz Bardoe

It should be the scandal of the century.
It potentially affects the health of almost everyone.
Healthcare providers and consumers alike should be up in arms. But apart from coverage in a few credible news sources the problem of ‘Marketing Based Medicine,’ as psychiatrist Dr Peter Parry terms it, hasn’t as yet generated the kind of universal outrage one might expect.

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Community Pharmacy Research - Are You Involved?

Mark Coleman

Government funding is always scarce and restricted.
If you are ever going to be a recipient of government funds you will need to fortify any application with evidence.
From a government perspective, this minimises risk.
I must admit that while I see evidence of research projects being managed by the PGA, I rarely see community pharmacists individually and actively engaged in the type of research that would further their own aims and objectives (and survival).

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Organisational Amnesia and the Lack of a Curator Inhibits Cultural Progress

Neil Johnston

Most of us leave a tremendous impact on pharmacies we work for (as proprietors, managers, contractors or employees)—in ways we’re not even aware of.
But organisational memories are often all too short, and without a central way to record that impact and capture the knowledge and individual contributions, they become lost to time.
It is ironic that technology has provided us with phenomenal tools for communication and connection, but much of it has also sped up our work lives and made knowledge and memory at work much more ephemeral.

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Academics on the payroll: the advertising you don't see

Staff Writer

This article was first published in The Conversation and was written by Wendy Lipworth, University of Sydney and Ian Kerridge, University of Sydney
In the endless drive to get people’s attention, advertising is going ‘native’, creeping in to places formerly reserved for editorial content. In this Native Advertising series we find out what it looks like, if readers can tell the difference, and more importantly, whether they care.
i2P has republished the article as it supports our own independent and ongoing investigations on how drug companies are involved in marketing-based medicine rather than evidence-based medicine.

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I’ve been thinking about admitting wrong.

Mark Neuenschwander

Editor's Note: This is an early article by Mark Neuenschwander we have republished after the soul-searching surrounding a recent Australian dispensing error involving methotrexate.
Hmm. There’s more than one way you could take that, huh? Like Someday when I get around to it (I’m not sure) I may admit that I was wrong about something. Actually, I’ve been thinking about the concept of admitting wrong. So don’t get your hopes up. No juicy confessions this month except that I wish it were easier for me to admit when I have been wrong or made a mistake.
Brian Goldman, an ER physician from Toronto, is host of the award-winning White Coat, Black Art on CBC Radio and slated to deliver the keynote at The unSUMMIT for Bedside Barcoding in Anaheim this May. His TED lecture, entitled, “Doctors make mistakes. Can we talk about it?” had already been viewed by 386,072 others before I watched it last week.

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Dispensing errors – a ripple effect of damage

Kay Dunkley - BPharm, Grad Dip Hosp Pharm, Grad Dip Health Admin, MPS, MSHPA

Most readers will be aware of recent publicity relating to dispensing errors and in particular to deaths caused by methotrexate being incorrectly packed in dose administration aids.
The Pharmacy Board of Australia (PBA), in its Communique of 13 June 2014, described a methotrexate packing error leading to the death of a patient and noted “extra vigilance is required to be exercised by pharmacists with these drugs”.
This same case was reported by A Current Affair (ACA) in its program on Friday 20 June
http://aca.ninemsn.com.au/article/8863098/prescription-drug-warning

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Take a vacation from your vocation

Harvey Mackay

Have you ever had one of those days when all you could think was, “Gosh, do I need a vacation.”
Of course you have – because all work and no play aren’t good for anyone.
A vacation doesn’t have to be two weeks on a tropical island, or even a long weekend at the beach. 
A vacation just means taking a break from your everyday activities. 
A change of pace. 
It doesn’t matter where.
Everyone needs a vacation to rejuvenate mentally and physically. 
But did you also know that you can help boost our economy by taking some days off? 
Call it your personal stimulus package.

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Explainer: what is peer review?

Staff Writer

This article was first published in the Conversation. It caught our eye because "peer review" it is one of the standards for evidence-based medicines that has also been corrupted by global pharma.
The article is republished by i2P as part of its ongoing investigation into scientific fraud and was writtenby Andre Spicer, City University London and Thomas Roulet, University of Oxford
We’ve all heard the phrase “peer review” as giving credence to research and scholarly papers, but what does it actually mean?
How does it work?
Peer review is one of the gold standards of science. It’s a process where scientists (“peers”) evaluate the quality of other scientists' work. By doing this, they aim to ensure the work is rigorous, coherent, uses past research and adds to what we already knew.
Most scientific journals, conferences and grant applications have some sort of peer review system. In most cases it is “double blind” peer review. This means evaluators do not know the author(s), and the author(s) do not know the identity of the evaluators.
The intention behind this system is to ensure evaluation is not biased.
The more prestigious the journal, conference, or grant, the more demanding will be the review process, and the more likely the rejection. This prestige is why these papers tend to be more read and more cited.

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Dentists from the dark side?

Loretta Marron OAM BSc

While dining out with an elderly friend, I noticed that he kept his false tooth plate in his shirt pocket. He had recently had seven amalgam-filled teeth removed, because he believed that their toxins were making him sick; but his new plate was uncomfortable. He had been treated by an 'holistic dentist'. Claiming to offer a "safe and healthier alternative" to conventional dentistry, are they committed to our overall health and wellbeing or are they promoting unjustified fear, unnecessarily extracting teeth and wasting our money?

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Planning for Profit in 2015 – Your key to Business Success

Chris Foster

We are now entering a new financial year and it’s a great time to reflect on last year and highlight those things that went well and those that may have impacted negatively in the pursuit of your goals.
It's also a great to spend some time re-evaluating your personal and business short, medium and long term goals in the light of events over the last year.
The achievement of your goals will in many cases be dependent on setting and aspiring to specific financial targets. It's important that recognise that many of your personal goals will require you to generate sufficient business profits to fund those aspirations

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ReWalk™ Personal Exoskeleton System Cleared by FDA for Home Use

Staff Writer

Exoskeleton leader ReWalk Robotics announced today that the U.S. Food and Drug Administration has cleared the company’s ReWalk Personal System for use at home and in the community.
ReWalk is a wearable robotic exoskeleton that provides powered hip and knee motion to enable individuals with Spinal Cord Injury (SCI) to stand upright and walk.
ReWalk, the only exoskeleton with FDA clearance via clinical studies and extensive performance testing for personal use, is now available throughout the United States.

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Attracting and Retaining Great People

Barry Urquhart

Welcome to the new financial year in Australia.
For many in business the past year has been described as a challenging period.
Adjectives are a key feature of the English language.  In the business lexicon their use can be, and often is evocative and stimulate creative images.  But they can also contribute to inexact, emotional perceptions.
Throughout the financial pages of newspapers and business magazines adjectives abound.
References to “hot” money draw attention and comment.  The recent wave of funds from Chinese investors, keen to remove their wealth from the jurisdiction and control of government regulations is creating a potential property bubble in Australia.

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Updating Your Values - Extending Your Culture

Neil Johnston

Pharmacy culture is dormant.
Being comprised of values, unless each value is continually addressed, updated or deleted, entire organisations can stagnate (or entire professions such as the pharmacy profession).
Good values offer a strong sense of security, knowing that if you operate within the boundaries of your values, you will succeed in your endeavours.

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Evidence-based medicine is broken. Why we need data and technology to fix it

Staff Writer

The following article is reprinted from The Conversation and forms up part of our library collection on evidence-based medicines.
At i2P we also believe that the current model of evidence is so fractured it will never be able to be repaired.
All that can happen is that health professionals should independently test and verify through their own investigations what evidence exists to prescribe a medicine of any potency.
Health professionals that have patients (such as pharmacists) are ideally placed to observe and record the efficacy for medicines.
All else should confine their criticisms to their evidence of the actual evidence published.
If there are holes in it then share that evidence with the rest of the world.
Otherwise, do not be in such a hurry to criticise professions that have good experience and judgement to make a good choice on behalf of their patients, simply because good evidence has not caught up with reality.

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Laropiprant is the Bad One; Niacin is/was/will always be the Good One

Staff Writer

Orthomolecular Medicine News Service, July 25, 2014
Laropiprant is the Bad One; Niacin is/was/will always be the Good One
by W. Todd Penberthy, PhD

(OMNS July 25, 2014) Niacin has been used for over 60 years in tens of thousands of patients with tremendously favorable therapeutic benefit (Carlson 2005).
In the first-person NY Times best seller, "8 Weeks to a Cure for Cholesterol," the author describes his journey from being a walking heart attack time bomb to a becoming a healthy individual.
He hails high-dose niacin as the one treatment that did more to correct his poor lipid profile than any other (Kowalski 2001).

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Culture Drive & Pharmacy Renewal

Neil Johnston

Deep within all of us we have a core set of values and beliefs that create the standards of behaviour that we align with when we set a particular direction in life.
Directions may change many times over a lifetime, but with life experiences and maturity values may increase in number or gain greater depth.
All of this is embraced under one word – “culture”.
When a business is born it will only develop if it has a sound culture, and the values that comprise that culture are initially inherent in the business founder.
A sound business culture equates to a successful business and that success is often expressed in the term “goodwill” which can be eventually translated to a dollar value.

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ReWalk™ Personal Exoskeleton System Cleared by FDA for Home Use

Staff Writer

Exoskeleton leader ReWalk Robotics announced today that the U.S. Food and Drug Administration has cleared the company’s ReWalk Personal System for use at home and in the community.
ReWalk is a wearable robotic exoskeleton that provides powered hip and knee motion to enable individuals with Spinal Cord Injury (SCI) to stand upright and walk.
ReWalk, the only exoskeleton with FDA clearance via clinical studies and extensive performance testing for personal use, is now available throughout the United States.

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Pharmacy 2014 - Pharmacy Management Conference

Neil Johnston

The brave new world of health and wellness is not the enemy of Pharmacy, it is its champion.
Australian futurist, Morris Miselowski, one of the world's leading business visionaries, will present the Opening Keynote address on Pharmacy's Future in the new Health and Wellness Landscape at 2.00pm on Wednesday July 30.
Morris believes the key to better health care could already be in your pocket, with doctors soon set to prescribe iPhone apps, instead of pills.
Technology will revolutionise the health industry - a paradigm shift from healthcare to personal wellness.
Health and wellness applications on smartphones are already big news, and are dramatically changing the way we manage our personal health and everyday wellness.

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Generation and Application of Community Pharmacy Research

Neil Johnston

Editor’s Note: We have had a number of articles in this issue relating to pharmacy research.
The PGA has conducted a number of research initiatives over the years, including one recently reported in Pharmacy News that resulted from an analysis of the QCPP Patient Questionnaire.
Pharmacy Guild president, George Tambassis, appears to have authored the article following, and there also appears to be a disconnect between the survey report and its target audience illustrated by one of the respondent comments published.
I have asked Mark Coleman to follow through, elaborate and comment:

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Attracting and Retaining Great People

Barry Urquhart

articles by this author...

Barry Urquhart, Managing Director of Marketing Focus, Perth. Barry is an internationally recognised conference keynote speaker, facilitator of strategic planning workshops and marketing business coach.
Contact Barry: TEL:61 8 9257 1777 - EMAIL: urquhart@marketingfocus.net.au -
WEB: www.marketingfocus.net.au

Welcome to the new financial year in Australia.
For many in business the past year has been described as a challenging period.
Adjectives are a key feature of the English language.  In the business lexicon their use can be, and often is evocative and stimulate creative images.  But they can also contribute to inexact, emotional perceptions.
Throughout the financial pages of newspapers and business magazines adjectives abound.
References to “hot” money draw attention and comment.  The recent wave of funds from Chinese investors, keen to remove their wealth from the jurisdiction and control of government regulations is creating a potential property bubble in Australia.

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And who can forget the countless Australian financial planners, mortgage brokers, real estate agents and property developers who sold up and relocated to Dubai in pursuit of their own nirvana and “Lassiter’s Gold”  “Hot” soon turned to “cold”.  Boom changed to bust.  Few descriptions are more hollow than “penniless entrepreneur”.
 
At ubiquitous networking events, conversations often start with the question:  How’s business?  The response “unbelievable” leaves one to ponder – is that unbelievably good or unbelievably bad – and can the quality of business literally be beyond one’s “belief”?
 
I was recently confronted with the challenge, what does it take to attract and to retain ‘great’ people?
 
It started a chain reaction: What exactly is a great person and what are the innate attributes of that descriptive term, founded on an obscure adjective?
 
The article text which is featured in this e-zine transmission addresses the topic.  I hope you enjoy and profit from it, find some answers and arrive at your own objective adjectives.
 
Barry Urquhart

 
TELEPHONE, ON-LINE COACHING
 
Over the past 12 months increasing demand for on-going personalised strategic consulting, coaching and counseling from clients who are located in Australia, New Zealand and Britain has prompted us at Marketing Focus to formulate, develop, test and refine a flexible, dynamic and responsive business model for professional interactions on the telephone.
 
The confidential discourses are often complemented with on-line, real-time exchanges of data, graphics and supporting literature.
 
The results have been outstanding.  A key feature and benefit is the convenience and ready accessibility which is accorded to the client.
 
In some instances, teleconferencing is undertaken, to involve and advantage widely dispersed Board members, executive team members, franchisees and business owners in national networks.
 
The service is unique, efficient, effective and financially attractive, given the fact that on-costs, like travel, accommodation and down-time are avoided.
 
Contract periods range from 3 months to 6 or 12 months.
 
Follow-up and follow-through is initiated by Marketing Focus, to ensure on-going focus, commitment, achievement and accountability.
 
If the concept appeals and you believe that benefits will flow, do make contact:
 Barry Urquhart
Marketing Focus
M:      041 983 5555041 983 5555
E:       Urquhart@marketingfocus.net.au
W:      www.marketingfocus.net.au

 
LOYALTY FATIGUE
 
Too much of a good thing!
I suppose it had to happen.
 
Consumers and customers in many sectors show telling signs of fatigue in their responses to loyalty programs, offers and rewards.
 
Loyalty cards and programs have become commodities.  A recent significant and substantial national survey revealed that marginally more than half of adult Australians are registered in at least two loyalty programs.
 
Almost 30% of respondents were involved in at least three schemes.
 
The prevailing attitudes and perceptions are that loyalty programs:

* Offer too much information, too often.

* Most offers are irrelevant.

* There is little perceived value.

* Issue too many cards.

What established customers want most of all is advance and preferred information about pending sales and discounts.  Simple.
 
Who knows, simplifying the process may just elicit a measure of loyalty …. Who would ever have thought ….???
 
 
CAUSE MARKETING
 
Brand and product ambassadors are becoming increasingly conspicuous in the marketplace.  There seems to be few or no bounds in the application of the concept.
 
Astute selection of personalities and profiles can and does generate interest, contact, sales and enhanced revenue and profits.  However, in a majority of instances the choice of ambassadors, particularly from the sports arena, seems to be based on emotions, personality, support for a team, a code or an individual.  Understandable, but not necessarily the foundations of a great marketing decision.
 
Celebrity chefs Jamie Oliver and Curtis Stone are living off the lucrative “fruits of the land” from ambassador contracts with Australia’s two major supermarkets.  Local growers are being made to contribute, with no concrete measures or assurances of financial return.
 
Many “Cause Marketing” initiatives suffer from the same deficiencies.  Corporate executives and Boards of Directors have heightened sensitivities to the virtues and relevance of “Corporate Social Responsibilities”. 
 
Charities, research foundations, individuals and communities have been the beneficiaries.  Regrettably, in many instances, there have been little or no quantifiable and sustainable returns to the benefactor.
 
That is not to suggest that such decisions are or should be based solely on the economic rationale.
 
Beyond initial finance and resource support, is the attraction of sustainable support.
 
“Social conscious”, implicit, for example in “triple bottom line accounting”, is not readily quantifiable in balance sheets and bankers have some difficulty in extending or giving credit to good intentions.  It may not be good business.
 
Support for, and promotion of, good causes do enhance profiles and images.  They also attract and retain good people, who are keen to contribute.  The late Dame Anita Roddick and the Body Shop network made a virtue of the practice, with fair-trade purchasing.  It soon developed into an inexpensive, but greatly valued competitive edge.
 
The key to success for ambassador– and cause marketing is involvement of all stakeholders, in selection and balance, and in the allocation of resources.  It should be for a good cause.  Survival is one of those.
 
 
CLUSTERING
 
It’s a battle out there!
 
For many businesses it is tough.  There is widespread evidence of increasing numbers of casualties.
 
Some business communities, precincts and networks appear to be “circling the wagons” as a defensive measure to counter unwanted attacks and intrusions- shades of the Wild West.  It is well to remember that offense is often the best form of defense.
 
The principles of “clustering”, or in military parlance, “concentrating forces”, have a long-established and commendable record of achievement.  Scandinavia offers a good case study.  High-tech design and construction in aircraft and motor vehicle manufacturing elevated the nations and the region to top of the totem-pole in economic performance for some four decades.  Think Sweden, Volvo and Saab.
 
Neighbouring Finland accomplished similar success with telecommunications, Nokia and mobile telephone handsets.
 
However, in life, as in both of the above instances, things move on, and rapidly.
 
Malleability is an imperative.  “Clustering” enables consideration for and the implementation of counter-intuitive initiatives.  Macksville on the central coast of New South Wales is a fine example.  Wayne Lowe, the Economic Development Manager of the Nambucca Shire Council has been active in attracting and supporting manufacturing businesses to the area.  They have extended the concept of clustering.  Today, Macksville is the location for the construction and assembly of the greatest number of specially designed school-buses and medical services buses in the southern hemisphere.
 
And interestingly, more than three quarters of the contracts are concluded on-line.  Moreover, an increasing number of businesses are now attracted to make contact with Nambucca Shire Council to enquire about relocating their operations.
 
The digital world has reconfigured the ideas of local, clustering and concentration.
 
Implicit in this message is that no one can or should attempt to do it on their own. Cluster.
 
 
ARTICLE: ATTRACTING AND RETAINING GREAT PEOPLE
 
Great people.
 
They are attractive, appealing and valuable assets to any business.  They are like magnets, attracting great fellow workers and truly great customers.  However, they are often hard to find, identify, recruit - and to retain.
 
The adjective “great” is emotional-based, difficult to quantify and almost impossible to blanket-apply to a team of people.  When recruiting, it can only be properly understood and applied in a context that reveals the culture of the enterprise.
 
Consequently, the search routine for “great” people is typically random, inefficient and generally well short of being disciplined.  Identification through networks is compromised by mateship and questionable values applied by mutual associates.  There are only occasional instances of the “meeting of the minds”.  Questions arise as to a true and accurate measure of “great”.  Questions remain as to how accurate was the title “Alexander the Great” (and whether he was Greek, Macedonian or a Serb!!).
 
LOOK NO FURTHER
 
The time, money and resources allocated to sifting through job applications and prospective recruits are usually considerable, often do not represent value and may not prove to be rewarding or, indeed, successful.
 
No-one knows better the presence and quality of “greatness” than the individual.  Self-image is a key and fundamental component of self-determination.
 
In employment advertisements and placements a refocus from the position to the person is a scenario that parallels the substantial and significant progression from the sales to the marketing philosophies and disciplines.
 
The bold and challenging statement and declaration that an entity is seeking a “special” or “great” person – in advertising and conversations – triggers an intriguing process.
 
In the first instance the number of applications received falls appreciably; the overall quality of those applicants who do apply is high.
 
Typically, the interviews and interactions are interesting and challenging.  After all, “great people” want to work for, and with great businesses, bosses and peers.
 
Individually and collectively “great” people have a presence.  They generate a sense of energy and urgency.
 
The resultant culture and ambience are, well ... great.
 
A DESERVING LABEL
 
Expectations of and by “great” people are high, generally dynamic, and very personal.
 
Recognition of, and respect for the individual are imperative.
 
Elitism is not desirable nor typically functional.  Therefore, great should be the norm, not the exceptional.
 
Moreover, “great” people are inclined to attract other great people.  High-achievement becomes a base-benchmark.
 
KEY ATTRIBUTE
 
The specifics and presence of greatness are not conspicuously evident in curricula vitae.  Who would be so bold!
 
There is no university subject or course on greatness that we can study and graduate in ... although experience suggests that there are differing grades of greatness.
 
Far too often, those identified as possessing the potential for greatness, regardless of the endeavour or pursuit, falter and fail to make the subjective grade.  It is not an aptitude, with pre-determined dimensions.
 
Rather, greatness is an attitude, a self-belief which is articulated in so many ways, often non-verbal and subtle.
 
Others sense when they have been or are in the presence of “greatness”.  It is a good feeling and promotes a want to belong and to remain.
 
NO RULES
 
Most, not all, “great” people don’t need rules and policing to ensure compliance and conformity.  Those simply limit the potential for, and fulfilment of greatness.
 
The positive alternative is to provide parameters within which people strive for and achieve their consistent optimal performance.  Explanations of “why we do the things we do” promote and facilitate understanding and commitment.
 
Ongoing, prompt and genuine recognition and reinforcement are valued by all and contributes to cohesion, malleability and ensures dynamism, growth, and development.
 
Like many things in life, the essential component is the context rather than the content.
 
Managers seek to control processes and related inputs and costs.  They find it difficult to exercise control over “great people”.
 
Leaders focus more on influencing and enhancing values.  They facilitate individual and collective growth.  Each is an integral component of the art of retaining the right and “great people”.
 
Above all, high achievers – whether they accept or embrace the tag “great” – set reasonable goals and contend that have much to contribute.
 
Their involvement is fundamental to retaining a culture of greatness and “great people”.
 
Barry Urquhart
Marketing Focus


M:      041 983 5555041 983 5555
E:       Urquhart@marketingfocus.net.au
W:      www.marketingfocus.net.au

 

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