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The Motivator





For Joe – each style created a spark – and sparks start fires. Joe used his father’s behavior as a spark – an incentive to produce and accomplish. Whether out of fear, pride – or both – Joe was determined to earn his father’s approval, or at least prove him wrong. His mother lit a second, and different spark – he was determined to show that her love and encouragement were justified.

Joe grew up on the east side of Detroit, Michigan in a Depression-era slum. Times weren’t easy for anyone – earning money a priority for everyone. Joe, at age 9, would come home from school, eat what there was then head out in pursuit of men needing a shoe shine. It quickly occurred to Joe that it made sense to find a place where people congregated to relax during rough times. Bars were such a place – filled with potential customers inclined to be generous. Lesson learned. Another lesson was that alcohol could cause problems – Joe rarely drank for his entire life.

His next endeavor was to sell papers. A contest whereby the Detroit Free Press awarded a case of Pepsi for each new customer, resulted in Joe’s next business venture. He won so many cases of Pepsi that he began selling soda to the neighborhood kids. The next contest would award a brand-new bike to the person with the greatest number of new subscribers. Joe knocked on doors in every free moment, personally seeking new customers. He loved his bike.

Things continued tough at home, Joe often choosing to sleep in a flop house rather than face his father. He continued working wherever he could. He left a job at a stove company because of the impact of breathing insulation particles. He eventually joined the army, but was honorably discharged a week later due to a pre-existing back injury. He finally caught a break when a building contractor hired him, ultimately retiring and leaving the business to Joe. Joe married, had two children and then it happened. Joe invested in a major project based on information from a less-than-honest real estate speculator. Needing to feed his family and recover from the failed investment was another spark.

He was hired as a salesman at a Chevrolet dealer – but only after promising to seek prospects only by telephone so as not to take business from the other salesman. He sold a car his first night, borrowed $10 from his boss and brought groceries home. After selling 18 vehicles in his second month, he was fired for being too aggressive – seriously! It seems the other salesmen didn’t like the competition. Spark!

Joe was soon hired at Merollis Chevrolet in Eastpointe, Michigan. By now, Joe knew that he could sell cars – and did he ever. Each year he was tremendously successful. Each year he sent a copy of his annual earnings to the first Chevy dealer with a note saying – “You fired the wrong guy!” For the next dozen years, he set records for car sales – not for his dealership – but worldwide. Joe sold so many cars that he is recognized in the Guinness Book of World records as the World’s Greatest Salesman. He would ultimately leave car sales and become a highly-sought after motivational speaker and author. Results like these happened because Joe Girard is a fearless brand.

Fearless Brands use sparks to ‘start the fires’ of success

Joe Girard sold over 13,000 cars in his 15-year selling career – all at retail – no fleet sales. His selling bests were 18 cars in one day, 174 in one month, 1,425 in a single year. Joe averaged six sales a day when the average salesman sold five per month. Joe’s individual sales were more than 95% of all North American dealers.

Not surprisingly, Joe Girard has been asked countless times – “Joe, how did you sell so many cars?” His answer would surprise many – “I’ve never sold a single car – all I ever sold was a Girard!” That is the true essence of personal branding – YOU ARE THE VALUE!

Joe Girard didn’t sell as much as he built – and maintained – relationships. He worked hard and long hours. Much of his time was spent sending personalized notes to customers – and their family members – recognizing birthdays, graduations, marriages etc. Joe cared about his customers – by doing so, the sales would ‘take care of themselves’.

Joe exemplifies a basic tenet of The Go-Giver – Give exceptional value. Enjoy extraordinary results.

Girard also developed the Law of 250. After separately attending both a funeral and a wedding, Joe learned that, on average, each of us has 250 people that are close enough to attend a special occasion. He quickly surmised that every individual he spoke with represented the potential of 250 referrals. That’s a significant audience.

Joe retired from selling cars at age 49 and turned his efforts to speaking and writing. He’s authored several best-selling books including How to Sell Anything to Anybody and How to Sell Yourself. Joe Girard is clearly a go-to expert on selling. He is also a tremendous example of how to build a fearless brand.

Find your spark! – It’s called your why, your purpose, your passion, your motivation – I call it your drive – Joe Girard calls it his spark! Throughout his life, he had many sparks, the one from his father easily the hottest burning. Girard has said that with every single customer he was ‘selling to his father’. It was a spark from a bitter and dark childhood that drove much of Joe’s success. Simply put, find your spark!

Seek the positive – “From every negative – there is always a positive” says Joe Girard. Find the silver lining. Dig until you learn the lesson which exists. Our setbacks are merely learning opportunities. Look to increase your personal value through your challenges.

The real selling starts after the sale – “All things being equal, people will buy from – and refer business to – those people that they know, like and trust” as Bob Burg details in his blog. Joe Girard knew that to be successful, required repeat business and referral business. That is why he ‘only sold a Girard’ – not cars. He was completely authentic in his pursuit of relationships with his existing customers – and prospects. He cared about what was important to them. It was then that he delivered true value. Learn what your customers want. Know your value. Combine the two. Simple, right?

Joe Girard, the World’s Greatest Salesman, is also a truly fearless brand. That shouldn’t come as a surprise because the purpose of building your fearless brand is for the results which follow. Learn from Joe Girard. Find your spark. Satisfy your customers’ needs and wants. You too will find extraordinary results.


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The 7 most in-demand tech jobs for 2018

CIO | Jun 6, 2018

From data scientists to data security pros, the battle for the best in IT talent will wage on next year. Here’s what to look for when you’re hiring for the 7 most in-demand jobs for 2018 — and how much you should offer based on experience.





Source: Computer World

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Schaumburg, IL, USA (11 June 2018)—ISACA, a global business technology association serving more than 450,000 professionals, installed its 2018-2019 Board of Directors at its Annual General Meeting in Chicago, Saturday 10 June. Rob Clyde was elected to lead ISACA’s board as chair.

“It is an incredible privilege and opportunity to lead this dynamic organization as we help enterprises navigate digital transformation and help individuals transform their careers,” said Clyde. “I am grateful to serve alongside a global professional community that is ensuring the technologies and advancements we embrace are safe, secure, reliable and resilient for both individuals and for enterprises.”

An industry leader within the security and technology space with more than 30 years of experience, Clyde is managing director of Clyde Consulting LLC, which provides board and executive advisory services to cybersecurity software and other companies. In addition to his role as ISACA’s newest chair, Clyde serves as executive chair for White Cloud Security, board director for Titus and executive advisor to HyTrust and BullGuard. He is also a Board Leadership Fellow of the U.S. National Association of Corporate Directors. Prior to his current board and executive advisory work, Clyde served as the chief executive officer of Adaptive Computing, was chief technology officer at Symantec and cofounder of Axent Technologies.

At ISACA, Clyde previously served as board vice chair and director, chaired the board-level ISACA Finance Committee, and served as a member of ISACA’s Strategic Advisory Council, Conference and Education Board and the IT Governance Institute (ITGI) Advisory Panel. He is a frequent speaker at ISACA and other global cyber security, technology and governance conferences. He also serves on the industry advisory council for the Management Information Systems (MIS) Department of Utah State University (USA).

“Rob has served ISACA and our global professional community for many years, and his technical expertise, paired with his business acumen and leadership skills, make him an ideal choice for ISACA board chair,” said ISACA CEO Matt Loeb. “The expanding digital business challenges and risks facing the enterprises and professionals we serve requires innovative thinking, including new expert resources, assessment tools and training solutions. Our 2018-2019 board members are remarkably experienced and dedicated individuals who will contribute to ISACA’s increasing visibility, influence and impact globally.”

Also named to a new leadership role on ISACA’s Board of Directors is Vice-chair Brennan Baybeck, vice president of Global IT Risk Management for Oracle Corp. Baybeck has more than 20 years of experience in IT security, risk, audit and consulting, and has worked in various industries designing, implementing and operating enterprise-wide programs to address global security risks. He has held leadership positions at Sun Microsystems, StorageTek and Qwest Communications.

In total, 13 leaders were installed on the 2018-2019 ISACA Board during the organization’s annual business meeting:

  • Chair Rob Clyde, CISM, managing director of Clyde Consulting LLC
  • Vice Chair Brennan P. Baybeck, CISA, CISM, CRISC, CISSP, vice president of Global IT Risk Management for Oracle Corp.
  • Director Tracey Dedrick, former chief risk officer, Hudson City Bancorp
  • Director Leonard Ong, CISA, CISM, CRISC, CGEIT, CPP, CFE, PMP, CIPM, CIPT, CISSP ISSMP-ISSAP, CSSLP, CITBCM, GCIA, GCIH, GSNA, GCFA, associate director at Merck & Co., Inc.
  • Director R.V. Raghu, CISA, CRISC, director of Versatilist Consulting India Pvt. Ltd.
  • Director Gabriela Reynaga, CISA, CRISC, founder and chief executive officer of Holistics GRC Consultancy
  • Director Gregory Touhill, Brigadier General (ret), USAF, CISM, CISSP, president of Cyxtera Federal Group, Cyxtera Technologies
  • Director Theodore H. Wolff, CISA, head of IT & Security Global Assurance practices in Vanguard’s Global IT & Security Risk and Control group
  • Director Tichaona Zororo, CISA, CISM, CGEIT, CRISC, COBIT 5 Certified Assessor, CIA, CRMA, IT advisory executive with EGIT | Enterprise Governance of IT (Pty) Ltd.
  • Director Matt Loeb, CGEIT, CAE, FASAE, ISACA chief executive officer

Past chairs who remain on the ISACA Board are:

  • Director and Chair (2017-2018) Theresa Grafenstine, CISA, CGEIT, CRISC, CPA, CISSP, CIA, CGMA, CGAP, managing director at Deloitte & Touche LLP
  • Director and Chair (2015-2017) Chris Dimitriadis, Ph.D., CISA, CISM, CRISC, ISO 20000 LA, group director of Information Security for INTRALOT
  • Director and Chair (2014-2015) Robert E Stroud, CGEIT, CRISC, chief product officer at XebiaLabs

The 2018-2019 Board will lead ISACA as it celebrates its 50th anniversary in 2019. Photos and biographies of all board members are available at

United States and China.

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Technological innovations have radically transformed the business landscape in many ways over the last two centuries, our research shows how digitization can significantly hurt incumbent firms in many industries, write Jacques Bughin and Tanguy Catlin in Harvard Business Review.

Technological innovations have radically transformed the business landscape in many ways over the last two centuries, from the introduction of steam power to the market conquest of radial-ply tires. Research by McKinsey & Company and the McKinsey Global Institute shows that digitization is having the same radical impact. In particular, our research shows how digitization can significantly hurt incumbent firms in many industries — depleting as much as half the revenue growth and one-third of earnings before interest and taxes (EBIT) growth of companies that neglect to embrace digital innovations.

It is not too late for incumbents to reverse the digital curse and re-create a more profitable growth path if they are willing and able to invest more in digital than their peers and take the offensive by reshuffling their activity portfolios and beefing up remaining activities with new business models. On top of that, incumbents would be wise to choose a “platform play” — creating value by intermediating in transactions between other parties, such as suppliers and consumers — because it opens the way to capture more value in disrupted industry chains.

Despite the demonstrated benefits of this path, which we call “digital reinvention,” only a minority of companies have fully embraced it. In our early research on 2016 data we had found that only 16% of companies had taken steps toward reinvention, meaning they restructured their portfolios (shedding declining businesses and expanding profitable ones) and poured more money than their peers into an aggressive digital strategy based on new platform business models. In more recent research in mid-2017, our data from 1,650 firms around the world still confirms that still less than 20% of companies take the path of “digital reinvention.” We conclude that, despite warnings from ourselves and others, most incumbent firms are failing to adjust to the digital era.

Hence, our new research, which focuses on understanding how to encourage more frequent (and more profitable) digital reinvention. We found six important and statistically robust factors that predict the probability that an incumbent company will choose the path of being a reinventor. They are, in order of importance:

1. Obsess about turbulence on the horizon. In general, incumbents tend to be disrupted because they neglect signals of turbulence. On the contrary, companies that understand the degree of digital turbulence are the most eager to go on the offensive. Those in the most digitally advanced sectors, such as high tech, already feel the pressure of digitization and are more inclined to take the offensive. In our survey, we found that one-fourth of high-tech companies are on the offensive, 2.5 times more than across all firms and sectors. In contrast, the automotive industry has barely half the rate of digital reinventors.

Even more interesting are differences within industries, where the perception of risk drives action. In the high-tech industry, we found that when companies conclude that their current model is not viable and must be fully adapted (versus making only marginal digital adjustments to the existing model), they digitally reinvent themselves 40% more often than the industry average. The tipping point for action is different by industry — in high-tech, companies often make the leap when cannibalization is perceived to hit 25% of their traditional revenue; in banking, the tipping point of perceived cannibalization risk is about 35%. In any case, at those tipping points the decision becomes relatively easy, as digital rules.

2. Understand all risks, not only those from startups. One mistake incumbents often make is to look at turbulence signals only from digital entrants. But for every digital startup in an industry, there also is likely be an incumbent reinventor in the making.

Imagine a firm in an industry with nine competitors. One competitor is a digital startup within the industry, one is a digital startup from an adjacent industry. The remaining seven are incumbents within the industry. These examples aren’t purely hypothetical; they’re estimates of a typical industry structure, based on our data. Companies typically face a mix of traditional competitors, new entrants within their industry, and entrants from adjacent fields. However, we also found that, on average, three of these traditional rivals are likely to have already chosen to forcefully engage in digitization, and one of them is probably already morphing into a digital reinventor.

In total this means the company in question faces offensive attacks from three digital players, not just one, and one of the attackers is a known competitor that has chosen to break from the established conduct of the industry — the so-called “red queen effect.” Furthermore, the more digitized an industry, the more often incumbent companies have jumped into digital reinvention. From an average of three offensive players, we found that grows to 5.5, or more than 50% of total competition in highly digitized high-tech industries.

To become a reinventor itself, a corporation would be wise not only to track new digital entrants but take a good look at traditional competitors that can become digital reinventors and must keep an eye out for established companies crossing their industry border.

3. Deliver a dual offensive: core and diversification. Today, many companies have in mind to defend their core business first and attack via diversification second. A typical incumbent focuses only about 30% of its resources on activities outside its core business. By contrast, true digital reinventors devote an equal amount of resources to revising core business models and investing outside the core.

However, we found that focusing only on non-core activities may be a mistake. First, revenue and, to a lesser extent, profit growth tend to be diluted though diversification as companies take time to build a presence in each new field. Further, companies’ assets and competencies outside the core are not yet as comprehensive and established, as they are in an incumbent market. Second, as discussed, core businesses are still the bread and butter for many companies; a digital reinvention in the core may still lead to a better growth path.

When digital reinventors increase offensive actions in both core and digital, we find that total revenue as well as profit growth is enhanced. The effect is not large, statistically — it is in the range of 0.5% to 1% of yearly revenue growth on top of base line depending on industry — but the effect is three times larger on profit, and further such an increase builds up over the years.

4. Fix leadership skills first. Many incumbents still face major roadblocks in their digitization journeys. In one way, this is natural, as incumbents have succeeded by establishing robust routines and competencies over the years. In general, the more successful those competencies were at providing non-replicable assets, the more difficult it is to let them go. What we find in our statistical analysis, however, is that companies are more likely to take the path of digital reinvention when leaders are committed to taking action, e.g. CEO sponsoring the program heavily, executive board appointing specific managers in charge of the transformation, etc.

5. Prioritize demand-centered business play. We mentioned earlier that incumbents see higher returns when they shift business models to a platform play – this effect is even greater for incumbents who show the other indicators of digital reinvention. Our new survey reconfirms the finding, but we also find two new nuances. The first is that one reason why digital attackers are often more successful than incumbents is that they select the platform play as their top priority two and an half times as often as incumbents choosing to go for digital reinvention. The second is that a platform model re-centered on the demand side increases the chance of being a digital reinventor, and making better profit inroads. This recipe for digital profitability is the consequence of the potential of large demand network effects, as it is emphasized in the management literature of platforms.

6. Experiment with frontier technologies. Digital reinvention only works if companies master the right digital technology architecture. Consistent with findings in parallel research, we found that digital reinventors ensure that they have adopted the full range of digital technologies, and diffused them across their organization to support mission critical applications and processes. Further, they are already investigating emerging artificial intelligence technologies, such as upgrading machine learning algorithms to deep learning ones, or investing in new generation of smart robotics, as a way to have an edge. Surprisingly, we see no evidence of leapfrogging in our data: companies that kickstart AI without mastering the first wave of digital technologies, such as social media or mobile, are not only rare but also do not get full return on their investments. Companies must master each generation of technology, and fast, in order to become digital reinventors and obtain good returns on their technology investments.



Source:  Harvard Business Review.

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