ARTICLE NO. 13    December 15, 2005

Greatness and Uniqueness are Symbiotic

by Howard Mann
A pre-requisite for a course I am taking is the Kolbe “A” Index test that reveals one’s instinctual abilities. From the site: “What people can do usually has little in common with what they actually end up doing.” The reason? People have been taught to ignore their instincts, or worse yet, to fear or hate their instincts. Ignoring your instincts and failing to appreciate the instincts of others can be disastrous. When people act according to instinct, their energy is almost inexhaustible – like water running downhill. But, when people are forced to act against their instinct, their energy is rapidly depleted – like water being pumped uphill.” Obvious? Society seems to think otherwise. From the very early days of school, to the upper echelons of business, it’s always about focusing on improving our weak points. Rarely is it about celebrating that which makes us great. Yes. I did say “Great”. Greatness exists in most of us. And a person who doesn’t believe that shouldn’t be in buisness. If all you care about with your people is their weak spots, you will have a weak company. Forever. Lucky you. Great companies are filled with great people. The more great the group, the more great the company. Unlocking that greatness requires a focus on finding out where each persons uniqueness lies and matching their roles to it. The more that happens the greater the power your organization will generate. And so the same thing applies again: Unique companies are filled with unique people. The more unique the group, the more unique the company.

ABOUT THE AUTHOR(S)

Howard Mann is the founder of Brickyard Partners, a business strategy agency based in Portland, OR. Prior to founding Brickyard Partners in 2001, Mann owned a premier international logistics company with over 140 Million in revenue, six U.S. offices and a global network of over 40 agents worldwide.

As that business came under severe pressure from the previous economic downturn and industry consolidation, Howard lead the company out from those treacherous times by returning to the basics that make every business great and completing 6 acquisitions that re-imagined the business so it was highly attractive to buyers. Finding that “secret sauce” did not come easily but has fueled his purpose to help other business leaders to never have to go through what he endured. 

Through real world experience and those hard times in the “trenches” of business he has learned that it is not following the latest fad, copying competitors or adding complexity that makes a business truly great. His pragmatic approach and knowing what it feels like to sit in the CEO/Owner chair is what makes his work so different and effective.

In addition to his strategy, marketing and communications work, Mann coaches a select group of entrepreneurs, CEO's and business owners. His highly focused workshops and keynotes help executive teams take aggressive action to unlock the true potential of their organizations and build remarkable businesses that endure. In good times and bad. Online and off.

Howard is a sought after speaker both in the U.S. and around the world. He writes frequently on his blog about the importance of the basics and reconnecting to the passion that too often gets lost as businesses mature.

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November 06, 2009
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January 08, 2006
This is a great management tool. Focus on your strengths and surround your self with great people that counter your weaknesses. As far as uniqueness goes; different point of views bring different solutions to hard problems. Having unique people around sure helps finding creative solutions to problems.
January 24, 2006
Instincts and “gut feel” have guided our business to date – and we’ll continue to focus on our strenghts. Listen – and your inner voice will speak. Refreshing site – we’ll stay tuned!
April 16, 2007
Let’s not even go into the detrimental effects of business school. Great companies are filled with passionate people who view the challenge and opportunity as primary; money is a secondary consideration. MBAs are trained to first follow the money and then to regurgitate rigid frameworks.
April 19, 2007
I totally agree with this denunciation of modern received thinking on multi-tasking and skill-sets and the like. I guess that having a great quality can often transcend specific skills anyway. So a naturally organised, diligent performer of instructions, say, might be suited to a large number of roles in a company that formality prevents them from doing. I often think of all the vast manpower out there that is underutilised, and worse; that people would give away for nothing if not for the entrenched morality of behaviour we get from living in a meritocratic regime.
April 27, 2007
Wow It’s a good article. Thanks!
May 01, 2007
Ali, I love your comment, “So a naturally organized, diligent performer of instructions, say, might be suited to a large number of roles in a company that formality prevents them from doing.” The big ship is hard to turn… [de]
December 15, 2005
Instincts and “gut feel” have guided our business to date – and we’ll continue to focus on our strenghts. Listen – and your inner voice will speak. Refreshing site – we’ll stay tuned!
December 15, 2005
This is a great management tool. Focus on your strengths and surround your self with great people that counter your weaknesses. As far as uniqueness goes; different point of views bring different solutions to hard problems. Having unique people around sure helps finding creative solutions to problems.
April 10, 2007
Ali, I love your comment, “So a naturally organized, diligent performer of instructions, say, might be suited to a large number of roles in a company that formality prevents them from doing.” The big ship is hard to turn… [de]
April 10, 2007
Wow It’s a good article. Thanks!
April 10, 2007
I totally agree with this denunciation of modern received thinking on multi-tasking and skill-sets and the like. I guess that having a great quality can often transcend specific skills anyway. So a naturally organised, diligent performer of instructions, say, might be suited to a large number of roles in a company that formality prevents them from doing. I often think of all the vast manpower out there that is underutilised, and worse; that people would give away for nothing if not for the entrenched morality of behaviour we get from living in a meritocratic regime.
April 10, 2007
Let’s not even go into the detrimental effects of business school. Great companies are filled with passionate people who view the challenge and opportunity as primary; money is a secondary consideration. MBAs are trained to first follow the money and then to regurgitate rigid frameworks.
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