FIT: The Chambers Pivot Newsletter
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Another edition of quick notes to help you get more done in less time. . . next week. 

In this issue:

- Techniques for FIT
- Being Human
- Random Stuff

Techniques for FIT

  • There's growth, and there's profitable growth. They aren't always the same thing and neither one is worth more than the other. 
  • Be aware of customer analysis that doesn't include direct contact with the customer. 
  • Don't confuse dollars invested with idea validation. 
  • Working on problems requires focusing on the past with pessimism. Working on strategy requires focusing on the future with optimism. 

Being Human - Autonomy and alignment

I want you to picture your team. All of them. See their names and faces and responsibilities.

Now, take a look at this double axis chart.

On one axis we have your team's autonomy, their self-determined ability to get things done from low to high. On the other axis we have their alignment with the company's mission, vision, and values, from low to high. 

We're going to put each member of your team into one of these quadrants. 

In the lower left, put the people that have low autonomy, and are least aligned with where the company wants to go. We're labeling this area, "low performers."

In the upper left, put your people that have low autonomy but are directly aligned with the company mission. We're going to label this area, "bureaucrats." 

In the lower right, put the people on your team that have high autonomy, but they aren't aligned with the company's objectives. We're going to label this area, "inconsistent" because they operate like it's the wild west. 

In the upper right, put the remaining people, who should all have high autonomy and demonstrate alignment with the company mission. 

This next part is tough. 

If their name isn't in the top performer quadrant, they need to go. 

Wait, what?

"But Greg, that's like 3/4ths of my people," says one owner as we look at his chart. 

He's right.

"Listen," I say, "if you clearly communicate the mission, vision, and values, and you give your people the autonomy to reach their objectives, then if they aren't in the top right, they need to go. They're not a fit."

We sit for what seems like an eternity. 

"Well," he says, "maybe I need to do a better job at that."

"At what?" I ask. 

"At that vision-alignment-autonomy-thing," he said waving his hand over the graphic. 


Random Stuff


I suffer from seasonal allergies which sometimes get out of control. Like this week when my face swelled up and left me with big puffy eyes. 

I debated whether or not to bring attention to this obvious swelling while attending a series of meetings. To my surprise, no one said a thing. As the day went on, I forgot that I looked like a bit like a boxer that took the bad end of a beating as I drove around from meeting to meeting. 

After my last visit, one of my eyes started to water. I apologized for my allergies and asked if they even noticed that I was suffering through an allergic reaction. 

"I thought you had been crying," said one. 

"I just figured you were hung over," said the other. 


I have something to say

Speaking engagements

I am looking for speaking engagements. Keynotes, workshops, and seminars. 

If you have listened to a speaker any time in the last year, please let me know where you were. Associations, Rotary events, chamber events, company meetings, etc. 

I'm making a list of places to contact. 

Thank you!

Greg Chambers Speaker One Sheet

Upcoming Offerings

May (still finishing) Booklet Release  — Amalgamate: Summer 2016
Momentum Program Get on the list — worldwide
July 14, Teleseminar: Topic TBA
August 16, Think Tank Breakfast — Topic TBA
Very late 2016, Human's Guide Book Release  — (still shopping the proposal)

Teleseminars — Access "Predictable Growth in Unpredictable Times" by clicking here
Access "Using Fit to Sell More to Existing Customers: A Case Study" — by clicking here
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