The Quantum Leap
By Adam
Radzik
Marketing & Sales Coach
(Scene: A small conference room that is rarely used. Sitting behind boxes and sipping on sodas that are not good for either one of them is Adam Radzik, the sales coach, and Tom Ward, the executive vice president of Millennium Pharmaceuticals.)
 Tom: “Forgive me for taking you into this mess, but no one will find us back here.”
Adam: “Good idea – that phone does not stop ringing.”
Tom: “True. So how are we doing Adam?”
Adam: “The company is doing better than before. At least you’re not in a freefall anymore.”
Tom: “Yes, but I want us to do even better. I want us to make a quantum leap forward! What should we do, just between us chickens?”
Adam: “The answers are already here. They are in the brains of your employees.”
Tom: “And what does that mean?”
Adam: “You worked for two or three other companies before you came here, right?”
Tom: “Actually, it was four companies.”
Adam: “Do you remember when you worked for those companies, you observed that certain work activities were repetitious and a waste of time?”
Tom thought for a moment.
Tom: “Yes, yes I do!”
Adam: “And do you remember that in certain ways those companies were wasting money, lots of money?”
Tom: “Absolutely, handfuls of money. We had inventory in my last job that was older than me!”
Adam: “And did you think those companies were missing opportunities to make money?”
Tom: “Not even a little bit of money – lots of money!”
Adam: “And why didn’t you say anything to your superiors about those situations?”
Tom: “Are you kidding? They would have killed me! Those people weren’t interested in new ideas – especially not from junior people. They’d hand your head to you if you ever said anything to anybody that made them look bad.”
Adam: “Can I tell you a secret?”
Tom: “Yes, Adam. Go ahead.”
Adam: “That phenomenon – the suppression of good ideas from all levels of company life – is going on at most companies. Fear is rampant.”
Tom: “I guess that’s true. Even here.”
Adam: “If you want to make a quantum leap forward, you need to get rid of that fear. Welcome suggestions. Create a respectful environment for new ideas.”
Tom: “You know, I didn’t expect that answer from you.”
Adam nodded.
Tom: “Something to think about, huh?”
Adam: “Yup, for sure. I guess I am buying you a beer tonight.”
Tom: “Of course!”
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Excerpt from CD Set: Quick Advice on Improving Our Relationships
Chapter One: Partner Management – 33 Principles
Every relationship has to be managed. There are no exceptions.
Many believe that the relationships between an employer and his/her employee, between two friends, between a mother and a daughter, between a husband and a wife, between neighbors, etc., naturally tend to drift along and do not require that the relationships be managed.
The heartless notion that even a love relationship has to be managed is viewed as particularly offensive.
The exact opposite is true. Relationships must be managed, and those that are well-managed tend to thrive. Those that are poorly managed or not managed at all are chaotic, conflict-filled, and survive only with threats and frequent screaming matches.
What does management mean in this setting? Compatibility must be evaluated. Expectations must be reasonable. Commitment must exist. Trust must be preserved. Boundaries must be respected. Promises must be kept.
Communication should be appropriate. Conflict must be dealt with in a positive fashion.
Partners cannot allow themselves to be taken advantage of or even abused. And the list goes on and on. And yes, it is a lot of effort to manage a relationship, but the rewards are immense.
Those who fail to manage their relationships stumble from one failed relationship to the next, never fully understanding why relationship calamities are always befalling them.
Comedy Corner
A man owned a small farm in southern Georgia. The Wage and Hour Department claimed he was not paying proper wages to his help and sent an agent to interview him. “You just give me a list of your employees and tell me how much you pay them.”
“All right,” said the farmer. “I have a hired man. Been with me for three years. I pay him $600 a week, plus room and board. I have a cook. She’s been here six months. She gets $500 a week, plus room and board.”
“Anybody else?” asked the agent as he scribbled on a note pad. “Yeah,” the farmer said. “There’s a half-wit here. Works about eighteen hours a day. I pay him $10 a week and give him chewing tobacco.”
“Aha!” the agent roared. “I want to talk to that half-wit!”
“You’re talking to him now,” said the farmer.
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