Thursday, 7 June 2018


Master trainer Mark Dickinson discusses a critical component lacking in our industry today: genuine people.

There is a beautiful, award-winning 5-star hotel in Dubai that says to its customers, "Welcome Home!" as they get out of the taxi. Only problem is, what if this is the customer's first visit to the hotel? How does that make the hotel 'home'? In contrast, there is a delightful hotel in Phnom Penh where you are greeted with "Welcome home" when you return there from your day out. What's the difference? Care. And a passion for being authentic.

In the first scenario, the idea is right, but the execution is wrong. Sure, if you area returning customer it feels good to be welcomed back, but I struggle to equate a world-class hotel with home. I don't want it to be home. I've gone there to be away from home. I want to experience a world-class, 5-star hotel that cares for me and makes me feel special, providing the extras that don't generally happen at home. While saying "Welcome home" sounds like a good idea in a planning session in the boardroom or general manager's office, it is not necessarily right when directed at customers.

In the second scenario, "Welcome home" really works because there is a relationship already in place between the hotel and the customer. The returning customers are already acquainted with the hotel. However, in this case it is much more difficult to execute, because the team on duty has to be alert and finely attuned to the movements of customers as they check in, then again as they go off property, and finally, when they return. The bigger the establishment, the more difficult the task.

Many hospitality organizations put a tremendous amount of effort into the initial impact that they have on the customer at the entrance to their hotel. But perhaps we are now at the point where we have to create a different kind of standard; a standard that allows staff to employ a variety of greetings and use their own personality. But this requires deep thinking; we have to figure out how to make an employee capable of reacting to a customer from a specific scope of words and using a particular set of skills. These skills are not easy to learn. What we are asking for is an employee who is aligned with the very core of the business. This can be done, but it takes time.

The Enemy Awaits: Just when you think you have your team where you want them to be, someone resigns. Turnover kills authenticity. Every time an employee leaves and a new one joins, the collective learning of the departing individual is gone. The space that they leave behind cannot be filled instantly by a new person. And so, we return to relying on the scripts that we give team members until the new employee has mastered the concept of using a variety of expressions. There are some very practical and simple ways around this problem that can convert an impersonal interaction into a winning one.

Breakfast: The best way to impress a customer is by using his or her name. We all have that one unique thing that no one can take away from us; until you go to breakfast in a hotel that is. As you arrive at the door of the restaurant, the greeter says those terrible words, "What is your room number, sir?" and the whole thing crashes down.

 Being authentic: talking to customers by name at every opportunity!

What could we do? Change the whole thinking process. First, ask employees to refer to each other by number for a few minutes. They will think you have lost your mind. Then remind them that this is exactly what they are doing with customers.

Now help them to learn this sentence, "Good morning sir/madam, how are you this morning?" while smiling and pausing, before saying, "May I know your name please?"

The customer will then reply with their name. "Yes, Mr. So-and-so, for how many persons this morning?" And away you go. The team member can then check the customer's room number in the database, or they may have the waiter ask for the room number when they present the bill. Why do we ask the room number when the customer arrives for breakfast? Because we always have done!

Being authentic: take the customer at his or her word!

 Mini-Bar: The classic "I don't trust you" statement that every hotel makes. You have just stayed in the hotel for five nights and the price was USD 350 per night, so you have pre-paid the hotel the best part of USD 2,000. You arrive at the front desk to check out and the first thing that they ask you is, "Did you take anything from the mini bar?" I weep! Not because they asked, but because of what comes next. The front desk staff then pick up a phone or a walkie-talkie and contact someone to go and check. The total contents of the mini bar must be not more than USD 20 at cost, but we have trained our team to make the last experience with the customer as unpleasant as possible. Why not simply take what the customer has said as fact? If the customer says they did not take anything, then accept it. And if they did, well, it is not the end of the world. You will have created some goodwill.

Customers, not guests: If you are a hospitality professional, you have probably been reading through this article and wondering why I have been talking about customers and not guests. The people coming into your business are paying for what they get. You are not inviting them. Customers pay money. And when they pay money, they expect services and value for that money. It is time to make a shift in our mentality. Being authentic is born from empathy - an understanding that customers are paying hard-earned money to use your facilities, and that it would make them feel so much better if they were greeted and served by team members who are genuine and authentic in their actions.

Friday, 13 April 2018


"Despite moving into an era in which employees are really seen as a capital of the company and employee training has true value in improving a customer's experience, the archaic system of biannual evaluations persists. Master Trainer Mark Dickinson thinks it's time to show employees the true value they bring to the business in a much simpler way."

Going back in time, there was a point when every company compulsively reviewed the performance of all of its team members on a biannual basis. January and June were statutory months for employee reviews. Sometime after came the 360 review and things got even more complex. Most companies undertook these reviews without even thinking about why they were doing so; evaluations were just one of those things that every 'good' company should do.

Employee happiness suffered, as bell curves averaged out the results of the evaluations and ensured that only a small percentage were ever in the highest percentile, with the majority falling in the mid-range and a few being assigned the below-standard mark. The bulk of this evaluation process was created for the purposes of adjusting salaries and ensuring that the overall increase given to the company's workforce was an average amount, say five percent. The problem with this kind of system, however, is that the high performers end up with the lion's share of the increase, while the workforce majority end up getting the standard pay increase and the poor performers become disenfranchised.

The Problems with the Current System

·     Evaluations have consistently equated to annual increases and salary adjustments, yet it is frequently an unfair system. Evaluating people has often been simply a cover story for those adjustments.

·     True evaluation of an employee's performance is a skilled task that requires experience in human resources and perhaps some psychology. Many evaluators do not have the required skills.

·     Undertaking an evaluation is time consuming and where there are many employees in a department, the task is often not given the focus and importance that it requires.

·     Employees rarely feel that their evaluation is a true reflection of what they believe they contribute to an organization.

The future

In order to satisfy employees' needs, while ensuring they feel valued by an organization and that their ever-increasing monetary needs are met, it's important to look at the entire scope of evaluations from a fresh perspective. At Done!, Here is how we approach the challenge:

There are Four Kinds of Money that an Employee Thinks About

Annual Raise - employees expect to gain an increase in their compensation relative to the rise in national inflation. Things cost more, through no fault of their own, and they need more money to stay afloat. The salary they earned last year will no longer pay for the things that it would buy last year. This is specifically related to inflation.

Contribution to the Organization - over a period of time, employees contribute their energy, passion and efforts to their place of work. Recognizing their contribution is a moral responsibility of an organization. This contribution is unrelated to their performance; they have poured their time, effort and life into the continuance of the business. Mostly employees do their work to the best of their abilities and set out each day to give their all. We have noted over time that employees' performance is pretty much set according to their personality, their passion and their reason for working. An evaluation highlighting strengths and weaknesses is helpful for them to understand areas where they can improve, but this is unrelated to their general contribution. Employees will frequently perform at the level that is required of them by their management team.

Increases - employees that get promoted and are required to take on greater levels of responsibility are entitled to an increase in line with the new level of authority and responsibility that they carry. Therefore, it is reasonable for an employee to expect an increase when they are promoted.

Bonuses - these are frequently tied to a contract that states what performance is required to earn a specific amount of money for a service performed and is therefore not part of the evaluation process. If discretionary bonuses are paid, it is the decision of the ownership of the company.

So, there remain three kinds of money that contribute to the employee's expectations. What if we were to turn the system upside down?

Birthday Increase Covering Inflation

Instead of battling with the evaluation process and all its vagaries, what if we replaced the subjective process with an objective one? Every year, on an employee's birthday, how about they automatically received an increase relevant to the general inflationary level currently in the market? If inflation were to run at 3.5 percent, then it would follow in most cases that prices of products and services sold would increase by a similar amount. Therefore, logically,the cost of labor would increase by an equivalent amount.

Proposal: Set an annual inflation figure on January 1 each year which is the guaranteed increase that every single employee will receive annually on their birthday. This has the advantage of spreading the salary increase across the entire year, as opposed to implementing stepped increases twice each year.

Birthday gift recognizing the time that an employee has contributed to the organization. Assume that each year an employee contributes to an organization is valuable to the business, then recognize that contribution with a birthday gift.

Proposal: Create a digital box of gifts that employees can choose from, linked to the amount of time they have been with the company. For example, an employee with a number of years of seniority on their birthday will have the opportunity to choose a gift of their choice. The gifts would have different values; each year the gift could be equivalent to 5 percent of their salary minus inflation. In our example here, the gift would equate to 1.5 percent of the annual salary, so an employee on USS 1500 per year would get a gift value of USD 225. That gift could be in the form of a one-time cash payment, a shopping voucher (if a company was to purchase 50 vouchers from a suitable business, they would get them at a discounted prize thus acting more value to the company) or it could be access to resizes of the company at selling prize. If a company sells food and beverages, then It could be voucher for service at the company; again the company would be doing well as the voucher would reward the employee at the face value of the voucher, while providing the service at cost. There are unlimited ways to doing this, but the beauty is that on each birthday, an employee will feel there value to the company was being recognized. Moreover, if an employee were to personally select their own reward for their service from a variety of gifts, they drive greater happiness from it and avoid having to endure the painful evaluation process.

Increases Given Instantly

Many employees only receive promotions at their time of evaluation. They are required to wait in what represents a postponement tactic deployed by several businesses to delay the day of increasing an employee’s salary. Since the sticky an issue of annual increases has now been entirely eliminated and there is total transparency in the system, it is now possible to separate a performance review and a promotion.

Proposal: When people deserve to be promoted increase their salary on the spot.

Effect: With this system, there are several benefits.

*A skilled HR team is able to know exactly what the payroll will be throughout the entire year and can plan in detail.

*The birthday gifting process means that the additional amount each year is not an increase in the payroll and taxes, but rather a onetime gift that is given therefore lowering the upward creep in remuneration.

*Long-term employees is not reach the end of the salary scale for their position as the annual increase will always be illation (probably the minimum wage).

*Birthdays become a truly fun and inspiring moment in a team member’s journey with the company.

What about Evaluations?

Evaluations should bean ongoing daily responsibility of management. Employee performance always remains under review by expert managers. When employee performance is lagging in a certain area manager should deal. With it immediately. When employee behavior inappropriate, it stolid be handled instantly.

. Employees that no longer add value to the business should be coached on the spot, and, immediate improvement should be expected. So why wait for an evaluation to deal with an issue? Deal, with it immediately. Get every team member to be happy and productive an ongoing basis.

Saving thousands of work hours per year in not doing evaluations is a massive benefit to an organization and keeps team members focused on doing their jobs rather than worrying about hilling endless forms, submitting them and giving feedback to team members. It avoids disenfranchising the mass and encourages the system fo automatically improve the wealer members of the team or suggest an alternative employment opportunity.

Wednesday, 14 February 2018


“Instant communication is a way of life; market trends spread like wildfire in real-time and trends come and go as fast as the seasons. In an industry that has traditionally taken years to accept change, we are now propelled into a new workplace; one in which junior employees have no concept of business hierarchy and the boss is not always right. Master trainer Mark Dickinson explains”

Social media has become a new human resource tool for employees, where they may express their feelings, unfiltered and uncontrolled. They say exactly what they feel, when they feel it and no longer in private; they broadcast it to the whole world.

Hospitality managers are slow in catching up. They are still telling employees that they cannot bring their phone to work and that they must follow old rules. But the new employees don't care. They were born with a phone in their hands. Their entire life is connected through tablets, phones, computers and TV - the four screens. These screens provide them with everything they need. They are educated, entertained and informed, and they share, meet and socialize through these four screens. Whatever are you thinking telling them that they must be separated from their life?

“Your messages and your communication must change. You have to speak in the language that your listeners understand. “

Throw Out the Old Rules

The old adage of 'leave your personal life at the door' is no longer realistic. We must provide a workplace that engages and absorbs this generation of digital children. Reading a magazine article like this one is a thing of the past for them. They may read it in a blog; they may glance at the headline and make an instant judgment about whether it is worth reading on, but read a magazine? Not very likely. Tweet about it, put a cool picture with it, add a mini video to it, and now you are getting somewhere.

Your messages and your communication must change. You have to speak in the language that your listeners understand.  Your employees do not want to be called staff. They want to be highly empowered responsible operatives, or HEROs, as Harvard's Josh Bernoff and Ted Schadler suggested back in 2010. Highly empowered or engaged or encouraged, but never judged or scolded.

What does that Mean to You?

It means you have to change. Change is no longer an option Dictatorial styles of management are dead, and for those who still run egocentric management teams that are focused on massaging position and authority, your days are numbered. Every dictator in history has fallen and the one thing that they all had in common? An unwavering belief that they were right.

What should You do?

1. You Must Self-learn.

You no longer have to read books, books will come to you. They can be audio books that you listen to as you walk, drive, jog or work out. Let the digital world support your personal growth.

2. You Must have personal Development Goals Beyond the Scope of your Work.

If you're not growing, you cannot inspire your team to grow. Set up one outcome that you want to see happen in your life and go after it Avoid setting several goals - that doesn't work. Your brain is wired to work well on a focused activity. Lose weight. Get fighting fit. Get a certificate in something.
Travel to a specific destination. Whatever it is, pick just one thing. Work on it until it happens Then move to the next thing.

3. Learn how to Use All the Latest Media.

You don't have to use them, but you do have to know what they are and what they do. Ignorance creates conflict. Understand what your team are doing when they snapchat or tweet. Encourage them to do it in a positive manner - they will grow your business.

4. Engage Social Media as Part of your Team's Culture - Don't Fight the Beast.

Encourage the team, and give them parameters Enable them rather than struggle against them.

5. Be a Master of Search

Know how to search using more than just Google or SIRI. The population of material in the world is phenomenal. The entire learning of humankind is available at your fingertips, you just need to learn how to search.

Engage your team, encourage your team, remember that their success is yours. The higher they rise, the better, and the more amazing your business will be.

Thursday, 17 August 2017

The Icing on the Cake

HN Exclusive: The final article in a series of six by master trainer, Mark Dickinson, focusing on the power of Transformational Training.

If you could have of your wants, what would you have? Would you have an exciting list of an amazing thing that are off the charts? Or would you have a list of things that look pretty much like what others have? Would it include things that you need? Or would it be a glorious and exciting list of wonderful. Ideas and dreams that would make people step back in awe? A blank sheet of paper is perhaps one of life's greatest gifts. It provides us with an unlimited opportunity for unrestrained creativity. Here's what I want you to do.

6 Steps to a Brilliant Future

Take out a sheet of paper. A3 size is really good for what we are going to do. Now, get a pencil or ink pen; either are good because they are both natural elements that will now easily as you get creative. Set a two-minute countdown time alarm on your phone. Once you are ready, start the time- and look kat the white page: concentrate your attention on it for two full minutes without writing anything down. Just look kat it and as you look kat it let your imagination run wid. Imagine the page is an expression of your inner desires and dreams. See this page as the place where you are going to create your future

As soon as the two minutes are up. Restart the timer- for another two minutes, then grab the pen or pencil and start to write or drew in whatever direction your spirit takes you. Keep your pen or pencil moving for the entire two minutes. Do not stop.
When the two minutes are up stop and observe what you've created. For sure, it will be something amazing. You will reveal things that you subconsciously desire or dream of things that are deep inside you, things that you truly want and events that you want to see happen in your life. Your page may not be a work of art, and at the stage that is not important. What is important is that you have used your mind to create something that previously didn’t exist. Every idea was for a while just a thought, whether it was the famous example of Edison's light bulb, or an app for your phone. They all began as a chemical reaction in the brain that translated itself through the process we just undertook. Converting thoughts into drawings, let’s, sketches or scribbles.

Thoughts Become Things

If you turn your attention to the page that you’ve created you will find there’s an idea there that has not yet become real. Something that you imagine that has not yet materialized or not yet been realized. Once you see your page, you may notice something there that does not yet exist, some future desire your mind will recognize this and begin to make it into a reality. Keep the paper somewhere safe and put a reminder in your phone for six months from today to open up the paper and look kat it. You will find that something you drew or created or thought today will already have become a reality. Then you will understand this process. Once you see that change repeat the exercise above but with a greater sence of creativity and ambition. Desire and dream more and more will appear.

Creating the future

The true leadership trait that you reed, above anything else, is the one that will inspire you to take the time to set aside a day to pursue the possibilities of what lies ahead. How many of you would like your company to be the ‘best in category’. Or best in country or best in the world? The difference between reading this and thinking 'nice idea, but probably not possible-'to reading this and deciding “Why not?" Is what will determine the outcome of your thought.
To decide that you will be the test at something is a fundamental shift in mentality. It means that bating from excellence is now unacceptable and every business interaction becomes a learning experience; one that must be examined and deconstructed to find the test way to work so that next time you do the same activity or task you do it as well as last time or better.

No mistakes!

In this mindset, there are no mistakes, only learning opportunities. You see, life is all about perspective. I n your work and personal lives, we often live with our hard over our eyes, meaning we concentrate intensely on ore problem and become so close to it that we cannot see anything else. The problem like the hand becomes the sole focus of our mind. But by making a very smell shift, almost subconsciously, we can move the problem further away and begin to see many other things, just like the hard. Get a problem into perspective; give it the right back ground and many problems will become less important. Instead of dominating our attention they will dissolve, becoming a main part of the broader picture that that we can see. This provides balance and from balance will come the ability to solve the problem with relative ease.

Business Mastery

Mastering business is not a common topic in business today. Because it requires dedication and commitment. It demands an unwavering commitment to doing things night every single time we do them, without compromise.
Mastering business takes time it. Means having excellent processes, well documented and truly practiced on a daily basis, where responsibility and accountability walk hand in hand.

Go Deeper

Examine each data l of you r operation. Understand why things are done the way they are, and keep learning until you fully understand. Engrain good practices into everything that you do without ever compromising not even once.

The deeper the practice, the deeper the development and therefore, the more compelling the outcome.

Tuesday, 20 June 2017

Coaching for Greatness

"The 5th in a series of 6 Hospitality News Middle East exclusive articles by expert hospitality trainer Mark Dickinson."

The start of the day: Social media

Facebook: Check. Instagram: Check. Snapchat: Check. Email: Check. And so the list goes on. Across all of these media there is a common theme: Amazing things that the superstars, sports stars and politicians have achieved, or the terrible failures of the same.

We make instant instinctive judgements. Good, get a thumbs up. Bad, get a thumbs down, or an unhappy/shocked emoticon. ‘Really good’ gets a share.

In our rush to be a part of everything that is going on at any one moment everywhere in the world, we lose our understanding of what it takes to claim an achievement.

We are quickly seduced into believing that if we just say the same things, or wear the same things, or go to the same places, or buy the same things as these successful people, then we too will become a megastar. The element that makes these great stories great, is the element of possibility; the chance that a little of the magic that made those stars outstanding, will somehow be bestowed on me because I do what they did, or I wear the same clothes as they did, and so on.

What people forget, or perhaps choose to ignore, is the secret ingredient:

Ø  Hard work.

Ø  Hidden hard work.

Ø  Many, long years of obscurity, and hidden, hard work.

The overnight successes that appear on our screens are the outcome of a lot of extremely hard work and dedication over a long period of time.

Most often we see stars standing alone on a stage as they receive an award or are recognized for an outstanding achievement; but listen to what they say as they raise their trophy. They give credit to the team of people that helped them get there.

Success is great. Success is good. Making money is good. Having money is good. Yes. Agree! But getting there is never a solo act.

The world’s population is expanding rapidly, since you started reading this article there is a net growth in the global population of 500 people. The population has grown by 30 million since January 1st, 2017. Competition is tough. Google shows a search result of 15 million restaurants and 400,000 hotels and Bed & Breakfast places to stay at, all around the world. If there are 2 managers per place that is a global management population of over 30 million managers.

So What do you need to do stand out?

Examine the lives of some truly great achievers of our time. Michael Jordan, Michael Phelps, Michael Jackson. A basketball player, a swimmer and a singer. All three of them have been at the absolute peak of what it is humanly possible to achieve. They all share two things in common.

  1. Their first name is Michael.
  2. Second, they were coached.

‘People are rewarded in public for what they continuously practice in private’ (Tony Robbins). This is not only a quote, it is a reality. You must do the work. There are no short cuts. There are no easy ways to the top. To be the best without sacrifice is an impossibility. You are the key to your success. And no one else.

There are naturally gifted and talented people. And if you have to ask if you are one of them, then you already know the answer! These folks are the rarity, the exception, the special few. The rest? For the rest, it takes hard work. You cannot escape this reality. And even the gifted and naturally talented work hard to make their gift or talent shine. There are no free rides. You do have to work hard at it. You do NOT have to do it alone.

Here are three steps to getting success:

Step 1 - Get focused
Step 2 - Get the best help you can
Step 3 - Get rid of everything that’s negative and do it

Follow these steps and you will become a superstar amongst the 30+ Million hospitality managers.
This is how you rise to become a hero of the people; for you to become “The One”, not just someone.

It really is that simple. However, because it is a simple formula, the majority think that it must be too simple, and therefore not true. That’s the point: Simplicity brings incredible results.

  1. Focus means to focus on one thing-: You cannot be focused on many things at once. That would be an oxymoron. Get focused on YOUR one thing, and then do it. And only do YOUR one thing. Leave everything else aside and do whatever it takes to make YOUR one thing happen. No matter how long it takes. No matter what you have to do to get it. You do it.

  1. Getting the best help-: means you put massive importance on finding the most professional, most successful person who does what you want to do, and you get them signed up to help you. This is where coaching comes into play. There are many coaches, which one is the best? The one that focuses you on YOUR one thing, reflects YOUR dreams back at you and causes you to constantly improve as you grow and climb YOUR way to YOUR dream.
  2. Get rid of everything that is negative-: and do YOUR thing. Beautiful statement. But so difficult. Many of you were doing fine until now. You said, “focus? Yes”, you thought a bit at point two and said, “Best help? Okay”. But getting rid of everything that is negative? What in the world is that? We are surrounded by negativity, it conflicts our minds every day. We are battered by advertising and messages from TV, billboards, our mobile phones, the internet, and the radio, all day long. Distractions abound and are carefully designed to insidiously draw you away from where you are going.

The key is YOUR focus. Living out YOUR dream.

As I write this, I reflect upon the people I have the privilege to work with and to “help”. They come from all walks of life. Some are business managers, some are students, some are owners, however, there is one unifying quality, it is their burning desire to achieve their ONE thing.

As we work together we reveal to them what their performance looks like. Up close and personal. It gets ugly. Showing high achievers where they can improve is never an easy task. We talk about ego. We get it out of the way. We learn to talk with real emotions and passion. We get people to be honest. We work to craft challenges that inspire them to move forward, for after all is said and done, who can change the past? We put all the garbage of the past aside and look upwards. We can only create our future by what we do right now.

Holding people accountable for their own words makes the world a better place, and definitely, boosts personal achievement.

Consistent, relentless action has massive results. Imagine that you want to grow stronger. So you decide today to do one pushup. Tomorrow you make that same decision, so you do two. Well if you continue to take that one single decision every day for three months, then you will be doing 100 pushups a day. A tiny daily change has an eternal impact.

Are you ready for greatness? Get coached.

Saturday, 15 April 2017

Basic Principles of the 70 by 7 Success Formula! Mastering Hospitality- Mark Dickinson

"Transform your management team team right in front of your eyes with Master Trainer Mark Dickinson and the basic principles of the 70 by 7 success formula."

 In our industry today, there is a total disconnect between owners and employees. An owner works for their dreams to come true. It is their urgent desire to attain amazing results from their investment of time, energy and passion that drives them. The ‘best employee ever’, is, and will always remain, an employee. And at that level, no matter how much commitment they show and how hard they work, they are employed. The goals of the two entities are forever on different trajectories and ‘never the two shall meet’.

Where they differ

An owner does not need an alarm clock to get them going or to keep them focused. It is innate. This is their investment. This is their baby or their empire. They grow it and build it and pour themselves into it day after day. At no point do they allow themselves to slacken off the pace. It is fuelled by a burning desire for growth and perhaps a little narcissism. No obstacle will stop them. Employees are often either in awe of the dedication and commitment of the owner or tired out by it! They have to run to keep up and have their hands full just getting things done that have been requested. And they bring with them the baggage of organizational thinking and college educations. Worse still, they may have some degrees or letters before/after their name, or a title; and that really slows things down. These two entities live in entirely different worlds.

Bridge the gap

For a business to be the thriving success that it was meant to be, there must be a bridge that connects the two sides. The role of training is critical in bridging this gap. The secret is to inspire the people who run the business to master what they do. This is very difficult. It comes back to the clash of the two cultures. Employees’ journeys involve growing a career, even if they are senior company directors. It is incredibly difficult to get the buy- in, but the Holy Grail is in having highly empowered focused individuals whose sole objective is to add massive value to the business; a group that is intensively focused on what they can contribute, rather than meeting their own needs. It’s a fabulous scenario, and when it works, you get a result the likes of which are not commonly found.

Secret sauce

Up front, the personal commitment and dedication of each person is tested and refined through intensive, immersive training experiences. The objective is to get the team to aspire to be with the best in class and learn from the world’s best, modeling what the greats are doing or have already done.

The perfect meeting

Next, the team is guided into developing a perfect meeting scenario. This is where high energy interaction plays a massive role and individuals begin to meld into a harmonious group of like-minded team members. Research suggests that the most powerful group dynamics can be generated with a team of between six and 12 people (Parkinson’s Law by C Parkinson), and so we chose seven. This isa superb numberwith so many connotations and meanings. One of the greatest attributes is that seven provides sufficient number of members to engender good discussion, and yet ensures that every decision will always have a majority. The perfect meeting also — S. Transform your management.

The formula: 70 by 7

 Creating intense personal growth opportunities within the organization can be the powerful and effective force required for change. A very special formula can deliver this within an organization with powerful results. This formula has multiple ingredients has a special time segment assigned, 70 minutes. There is a blueprint for the meeting that effectively dictates the activities that transpire during the allotted time, stating what must be done during each of the seventy minutes.


Seven is not a gimmick and is far more than just a theme. There are seven team members, there are seven topics that are discussed, one per week for seven weeks, and there are 70 minutes allocated The cycle is repeated seven times per year. The topics are carefully selected to give team members the opportunity to focus their entire abilities on one topic per week. Over the seven weeks they will cover every aspect of their business. This creates an absorbing and challenging business activity that develops strength at the core because by its nature, it drives each team member to go out and find out about every part of the business they are in. The key is Business Mastery We are not here to dabble We are not here to pander to ego. We are solidly devoted to mastering our business and knowing everything there is to know about it. Having understood our business, then to constantly and never- end kingly improve it.

The meetings follow a cyclical plan

The business needs a map. You have to know where you are going. Appropriately, in the first week of each seven-week cycle, the meeting is focused on the business’s map. Where are you going?


Here, the group focuses on product, services and delivery. What is it that we actually sell? How do we provide it and how do our customers get it?


Massive marketing is all about being a fire-starter. Ask questions that change the way things are done. It looks at internal and eternal customers and asks what we do for the general public too. We ask, “What could we do for our customers?” and “What would be our best offer ever for our customers?” We look at the origins of our customers and pose the question, “What would business be like if we were to have every customer we have ever had?” and “What would our business be like if every single person were engaged in marketing?”


 Here we learn to love numbers; to feed on them and to thrive from knowing what they really say. We encourage understanding of the balance sheet, cash flow and P&L (profit and loss). We ecplain how they are tied together and spark some interesting thoughts on how to grow the bottom line in a short time.


Employees always talk about people being the capital of the company. And so they are. In this session, we look at people from multiple angles. We talk about our most valuable asset: personnel. We encourage an honest reflection of the weak links and identify new choices that could instantly revive the business.


Evaluating how or why we do something the way that we do has never been so thrilling Value chain management is a detailed and in-depth look at our key processes. We evaluate the sequence of events in each activity and seek to discover how many handovers and receipts of information there are in any gen process. The fun then is to see by how much we can reduce the number of processes involved and still get the job done to the same standard, maybe even better.


 We say that we live for our customers The truth is, customers are frequently very far from the center of an organization’s lifestyle. In 70 by 7 it is paramount that the customer is enshrined in the center of our thinking. The reason that customers are the 7th topic is so that we will have adequately prepared the groundwork for the work we do to encourage and enhance greater levels of customer service. We ask two important questions

How do we keep the customers we have? How do we get more customers?

For a business to be the thriving success that it was meant to be, there must be a bridge that connects the two sides. The role of training is critical in bridging this gap.

The outcome

You may say, well that all sounds good, but does it really work? After all, we are actually busy working and we have a lot to get done. True why should we waste a precious hour and 10 minutes every single week doing this? The beauty of 70 by 7 is that each member of the group will take the leadership for one week’s event, each cycle, so by the end of the year, every team member has hosted the meeting, leading on each of the seven topics. The shift that takes place is imperceptible at first. Team members start by dragging their feet and nagging about the demands of this process. The growth, unity and intensity of intelligent ideas that burst forth from this immersive style of training are immense. Businesses that employ this process are transformed. We implemented this process in the number one hotel in Asia - Shinta Mani Hotel — with mind-blowing results. An organization that is willing to be the best is willing to invest to get there. The outcomes far outweigh the challenge of instilling the process. © When 70 by 7 is fully implemented, believed in and invested in, people work less on doing unimportant things and dedicate their time and their minds to doing powerful and important productive business that leads to organizations expanding and multiplying.