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[The Story Teller]

March 1
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Otis Elevators
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“With ordinary talent and extraordinary perseverance, all things are attainable.”
—Thomas Buxton
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In the mid-1850s elevators were too dangerous to be used for anything but freight. If the rope snapped, a rider would certainly risk life and limb. It was this problem that Elisha G. Otis solved in 1854. Otis had a knack for things mechanical. By age fifteen, he was already an engineer at a bedstead factory. In 1852 Otis was sent to Yonkers to supervise the construction of a new factory, and it was there that he developed several new enhancements to the elevators as they were being designed and installed. Otis’ elevators were equipped with a simple spring device that would trigger if the cable broke and prevent the elevator from falling. The invention was patented, and Scientific American called the device “excellent.” Otis built a similar elevator at another factory, and while he was installing that one, he received a request for another.

Otis was encouraged by the interest in his elevator and formed the E. G. Otis Company in 1853. Then, orders virtually stopped. Companies were simply unwilling to build an elevator for public use. To address this fear, Otis decided to prove his safety device’s usefulness by building an elevator and demonstrating it to the crowds at a New York fair. Although he was successful, orders still came slowly. It was not until 1857 that Otis finally built his first elevator specifically for passenger use. Although he died in 1861, Otis’s sons took the company into prosperity, and by the turn of the century, Otis elevators were a key element in the appearance of skyscrapers.

Consider This: Success may take time, even when you have the right idea. Keep trying. Prove your concept. Stick to your beliefs.

Submitted by Richard

 

[The Story Teller]

March 2
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John H. Johnson
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“Nothing beats a failure but a try.”
—John Johnson’s mother
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John Johnson stands as an example to persons of all races that people can overcome poverty if they refuse to buckle under to failure. Born into poverty in Arkansas City, Arkansas, Johnson lost his father when he was only six years old. When he reached high school age, there was no school available for African Americans to attend. His mother saved enough money during the depression to send John to school in Chicago, and once there, he became editor of the institution’s newspaper and yearbook. He later took a job at an insurance company and was assigned the task of searching newspapers and magazines for stories relevant to the African-American community. That experience convinced John of the need for an African-American publication. His mother allowed him to pawn her furniture to start up the Negro Digest. In 1945 John founded Ebony magazine, and although it sold well, virtually no one would advertise in the fledgling periodical.

His mother kept telling him, “Failure is not in your vocabulary!” and John continued to diplomatically approach potential advertisers. Before talking to Eugene McDonald, the president of Zenith, John researched McDonald’s life fully and discovered that he greatly admired African-American explorer Matthew Henson. McDonald was impressed with John’s interest in him and in the way he handled himself. After Zenith agreed to advertise in Ebony, other companies followed suit. Today, in addition to owning Johnson Publishing, John Johnson sits on the boards of some of the most influential corporations in America.

Consider This: The best way to interest other people in you is to show a genuine interest in them.

Submitted by Richard

 

[The Story Teller]

March 3
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Colonel Sanders
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“Genius, that power which dazzles humans, is oft but perseverance in disguise.”
—H. W. Austin
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Before beginning his famous franchise, Col. Harland Sanders worked as a streetcar conductor, a railroad fireman, a justice of the peace, an insurance salesman, and held other occupations. In 1930, at the age of forty, he was operating a service station in Corbin, Kentucky, when he decided to offer food to his customers. At first, he served them right off the dining table in his living quarters. His food was popular, and he eventually opened a restaurant across the street from the station. Over a period of years, Sanders developed the secret combination of eleven herbs and spices that went into his chicken recipe. But when a new interstate highway bypassed his town, Sanders sold his business and began collecting Social Security. That could have been the end of the story, but the colonel decided that he was not ready for the retired life.

At the age of sixty-six, Sanders took to the road in an old station wagon. Every time he saw a restaurant, he stopped, knocked on the door, and prepared a batch of his special recipe chicken. Restaurant owners made handshake deals to use the recipe and pay Sanders a nickel for every chicken they sold. After the Kentucky Fried Chicken recipe was introduced, most of the restaurants found that their customers couldn’t get enough of the “finger lickin’ good” chicken. Success blossomed and KFC restaurants were franchised throughout the United States and around the globe. In a poll taken in the late 1970s, Colonel Sanders was listed as one of the five most recognized persons in the entire world.

Consider This: It’s never too late to begin, but once you begin, it often takes enthusiasm, perseverance, and patience to realize success.

Submitted by Richard

 

[The Story Teller]

March 4
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Earl Tupper’s Party Plan
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“The most successful men have used seeming failures as stepping-stones to better things.”
—Grenville Kleiser
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While he was still in his teens, Earl Tupper began a small business selling fruits and vegetables to his neighbors. He was good at it and learned quickly about the finer points of salesmanship. This was a big asset to Tupper when, years later, he began a new business. That enterprise, started in 1945, was a line of plastic containers that he dubbed Tupperware. At first, Tupper used the conventional method of marketing his products through retail stores. But after five years of mediocre sales, he began to envision a new plan of action. Recalling his earlier days, when he sold produce directly to housewives, Tupper decided to try this same direct approach in selling Tupperware.

It was 1950 when Tupper began selling his plastic containers directly to the people who would use them most. He invited people into homes and demonstrated the product. Sales were good, better than they had been in retail stores, and it was clear that this approach had considerable promise. However, it was also clear that Tupper could not sell enough product by himself, so he arranged for housewives to become Tupperware dealers. They could hold “parties” at friends’ houses, and each hostess would receive a gift. The housewives would have a part-time income, while maintaining their freedom to take their children to school and do the other household chores. By 1954, Tupperware had a network of over 9,000 dealers across the United States. Sales eventually spread to Europe, and today Tupperware is found in kitchen cabinets around the world.

Consider This: A product alone is not enough. You must devise a plan to sell your product, sometimes with a unique method, to your customers.

Submitted by Richard

 

[The Story Teller]

March 5
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Bill Gates
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“Only the paranoid survive.”
—Intel CEO Andrew Grove
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Bill Gates is the Edison and Ford for our times. He became a success not just by being in the right place at the right time, but by being prepared, intelligent, committed, and lucky. As a young student he and Paul Allen, his future partner, began playing around with computers on a clunky teletype terminal and got jobs finding bugs in computer programs. Bill helped write a scheduling program for his school and included instructions that put him into classes with the girls of his choice.

While attending Harvard, Bill became even more committed to computing and saw a technical revolution coming. He and Allen created a BASIC language interpreter for the first wave of microcomputers. However, Bill’s company was just one among thousands fighting for a share of the microcomputer market. He hired the brightest minds he could find, and his Microsoft firm competed well and established itself as a “language” company. Microsoft’s big break came when IBM was searching for a company to help it write an operating system for the new IBM personal computer. IBM initially went to another company that was already marketing the leading micro-operating system, called C/PM. The other company was reluctant to sign IBM’s non-disclosure agreement, so the company continued its search. When IBM approached Microsoft, Bill saw the potential and grabbed the deal. The resulting PC-DOS and MS-DOS operating systems established Microsoft’s dominance in the software market and were the foundations for Windows and many other popular application programs.

Consider This: If you want to be lucky, be smart and be prepared. Hire the brightest people you can afford, and fight to take advantage of every opportunity.

Submitted by Richard

 

[Jamij123]

So close to 1,000 now...

 

[The Story Teller]

March 6
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Practice in the Mind
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“Imagination is more important than knowledge.”
—Albert Einstein
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Concentration is one thing that Americans often seem to lack. We are frequently too busy to think about any one thing for too long. However, research and practical examples have shown that concentration can play a major role in training our minds for success. Air Force Col. George Hall endured five and one-half years as a prisoner of war in North Vietnam. Many of those days were spent in solitary confinement, leaving him with plenty of time for concentration. To pass the time, Colonel Hall “played” a round of golf each day. As he paced back and forth in his small cell, he remembered his best shots and how the ball had landed in just the right spot. Every detail of his imaginary game was real to him, from the Titleist balls to the blue tees that he placed in the grass still wet from the morning dew. The smell of the fresh grass replaced the musty smell of the prison, and for a while, the colonel was having the time of his life.

Day after day, Hall mentally played and replayed every golf course he had ever been on. He climbed up the hills, looked out onto the fairways, and studied the greens. In his imagination, he played a good game of golf. Col. George Hall finally made it back to the United States at the end of the war. One month after his arrival, he played in the New Orleans Open and was paired with touring pro Orville Moody. Hall shot a sizzling round of seventy-six. His years of “practice” had not been in vain.

Consider This: We become what we “practice” in our minds. If we imagine failure, it will come. If we imagine success, it will come. Are your thoughts leading you toward your goals?

Submitted by Richard

 

[The Story Teller]

March 7
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Anne Sullivan and Helen Keller
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“We can do anything we want to do if we stick with it long enough.”
—Helen Keller
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When Helen Keller suffered an illness that made her blind and deaf, she gradually adopted animal instincts in order to survive. That is how teacher Anne Sullivan found Helen when she arrived in Tuscumbia, Alabama, to teach the child. What transpired next was a clear example of tough love, leadership, and discipline. Sullivan literally had to fight Helen and attempted to communicate with her through the sensation of touch, the only real sense the youngster still recognized. Week after week, Anne pressed her hand into Helen’s, making symbols with the positions of her fingers against Helen’s palm. She was spelling out words, but to Helen, it made no sense. When Helen finally understood the relationship between the word “water” and the patterns pressed on her palm, Helen remembered, “I was caught up in the first joy I had known since my illness.”

Anne was tough on her pupil. “As soon as I knew right from wrong,” Helen wrote, “she put me to bed whenever I committed a misdeed.” The story of Anne and Helen has become an American wonder, as the physically challenged girl eventually grew up to be one of the brightest minds of her time. Helen became a communicator and a symbol of the power that people have to rise above difficult circumstances, but she did not (could not) do it on her own. Anne Sullivan demanded that her pupil learn beyond all expectations and gave her love and fulfillment in return.

Consider This: Whom are you teaching and encouraging? How are you making them stretch beyond their expectations? What persons are waiting for you to encourage them into discovering their own genius?

Submitted by Richard

 

[The Story Teller]

March 8
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Voit Bounces Back
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“Persistent people begin their success when others end in failure.”
—Edward Eggleston
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In a discussion of successful business people, it is rare to find someone who made it big the first time around. It is much more common for success to play hard to get and to come only after one makes several attempts. Many achievers experience several failures and some small successes before attaining lasting success. William Voit is an example of that pattern. Voit worked as a salesman for several rubber companies during the 1910s and early 1920s. In 1924 he decided to start his own operation and began producing camelback, a material that was used in the tire recapping process. Voit expanded his business by introducing an inflatable multicolored rubber ball, which immediately became popular on California beaches. In what could be called a preview of today’s state of affairs, his ball was knocked out of the market by cheaper products manufactured in Japan. The stock market crash of 1929 also spelled trouble for Voit’s business.

In 1932 Voit developed a plan for a comeback. He introduced a series of rubber athletic balls that were superior to the leather balls that dominated the market. His product line soon included basketballs, footballs, soccer balls, and volleyballs. By the time of William Voit’s death in 1946, Voit athletic balls were standard equipment at many American high schools, colleges, and universities. Voit drew on his experience with failure to help him avoid past mistakes and create a lasting success.

Consider This: Like a good running back, when one lane is blocked, look for another and plow ahead.

Submitted by Richard

 

[The Story Teller]

March 9
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Charles Schwab
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“I have yet to find a man, however exalted his station, who did not do better work and put forth greater effort under a spirit of approval, than under a spirit of criticism.”
—Charles Schwab
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Charles Schwab was one of the first persons in history to collect an annual salary of $1 million. How could anyone be worth that much money? The person who paid Schwab that unprecedented salary was none other than industrialist Andrew Carnegie. Although Carnegie had made his fortune in steel manufacturing, he knew little about the steelmaking process. Carnegie possessed the business acumen, but for the daily operation of this plant, he had to rely on the ability of Charles Schwab.

Schwab possessed a talent that is as valuable today as it was many years ago. Anyone with the same talent as Schwab could deserve the same kind of compensation. Schwab himself revealed that his salary was deserved because he had the ability to deal with people effectively. His secret was simple: First, he aroused enthusiasm in people; second, he developed the best in a person through genuine appreciation and encouragement; and third, Schwab never criticized anyone. He was aptly described as being “anxious to praise but loath to find fault.” Carnegie appreciated Schwab’s secret. On his tombstone, he continued to praise his associates with the inscription, “Here lies one who knew how to get around him men who were cleverer than himself.”

Consider This: No one works well under the spirit of criticism. However, most people will rise to meet the task if they know their work is genuinely appreciated.

Submitted by Richard

 

[The Story Teller]

March 10
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Managerial Freedom Scale
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“The successful businessman is training an understudy if he is as wise as he is successful.”
—Ray L. Smith
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Like most employees, managers want to make their boss happy. They don’t want to step out of line but often don’t know where that line is drawn. Managers working under a cloud of anxiety will not perform as well as they should. They will often bother their boss with minor details in order to save themselves from doing something wrong. Bosses need to free managers from this complication. William Oncken Jr., author of Managing Management Time, created a “management freedom scale” to help managers understand how to make decisions. The five-point scale lists the most common ways in which managers approach the decision-making process:

1. WAIT until being told.

2. ASK what to do.

3. Recommend, then ACT.

4. ACT, but advise at once.

5. ACT on your own, routine reporting only.

Option one should never be allowed. In ordinary situations, managers should not pester their boss by asking what they are supposed to do. Managers are supposed to think for themselves. Managers should be told they must operate under options three, four, or five. This frees the boss from having to make unnecessary decisions and frees the manager to devise methods of leadership that work well with his or her personality.

Consider This: If a person does not know what is expected, he cannot effectively make progress in an organization. Tell your employees what you expect of them.

Submitted by Richard

 

[The Story Teller]

March 11
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Herman Miller
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“The deepest principle in human nature is the craving to be appreciated.”
—William James
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Herman Miller, Inc. produces fine office furniture and systems. Working for a company that makes desks and chairs could be just another job, if it had not been for the death of an employee named Herman Rummelt in 1927. Company founder D. J. DePree went to visit the man’s widow and discovered that Rummelt had excelled at handicrafts, with beautiful examples throughout the house. He also was a World War I hero and had written poetry. “I walked away from that house that morning rather shaken up,” DePree recalled. “God was dealing with me about this whole thing, the attitude toward working people … I had looked on him as a man who was good at fixing machinery and motors.” That day, DePree decided that his company would make an effort to consider each employee as a person. He believed that there was a relationship between the way employees were treated and the quality of their work.

As a result of DePree’s experience, the direction of his company’s management changed. Innovations were instituted, among them the Scanlon Information Meeting, which brought together employees once a month to discuss performance. Today, more than 40 percent of Herman Miller employees own stock in the company, and the firm contributes to a childcare referral service, adoption aid, and productivity bonuses. One of its manufacturing plants is described in the AIA Journal as “A Splendid Workplace.” Even the bottom line has benefitted, and Herman Miller today is a highly profitable enterprise that maintains its commitment both to its owners and its employees.

Consider This: Sincerely care about your workers, and they will care for you.

Submitted by Richard

 

[The Story Teller]

March 12
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Adolph’s Meat Tenderizer
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“Observation is more than seeing; it is knowing what you see and comprehending its significance.”
—Charles Gow
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Like Ray Kroc with McDonald’s and Col. Harland Sanders with his family chicken recipe, there are many good ideas waiting in the wings for the right person to sell the concept in a big way. The next major business success story may well be about that person who keeps his or her eyes (and taste buds) open to the right idea. Adolph Rempp owned steak houses in Los Angeles and Santa Barbara, California, during and after World War II. They were popular restaurants not only for their delicious steak but also for their low prices. Rempp had discovered a way to use an extract of papaya as a meat tenderizer. Using the concoction, he could transform inexpensive cuts of meat into tender steaks that could pass for much higher-priced selections. One evening after the war, two hungry veterans named Larry Deusch and Lloyd Rigler visited one of Rempp’s steak houses.

Deusch and Rigler liked the steaks but were curious how such an inexpensive cut of meat could be made to taste so good. They did a little research and found out about the tenderization process used by Rempp. After some persuasion, Deusch and Rigler contracted with Rempp to market the extract to local grocery outlets. The product, named Adolph’s Meat Tenderizer and introduced in 1949, proved to be a success in the Los Angeles market and was soon introduced throughout the United States.

Consider This: If you find something you like, other people will probably like it as well.

Submitted by Richard

 

[The Story Teller]

March 13
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Screaming Eureka
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“Science does not know its debt to imagination.”
—Ralph Waldo Emerson
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Jim Edmonds of Phillips Petroleum remembers the discovery as “a genuine screaming eureka.” Edmonds was attempting to devise an inexpensive way to make a “super plastic,” something that in 1962 involved a very complicated process. “I wasn’t even supposed to be working on it,” he recalls. “It was just something I did because I thought the darned thing might work.” The result of Edmonds’s research was a new product that became the base material for Phillips Petroleum’s Ryton business line. There are some common traits among companies that produce breakthrough inventions. First, their employees are typically curious, hard workers, knowledgeable, and lucky. Second, the culture of such organizations supports the quirks of “inventorships.”

Inventions are often the result of some tangent to an original objective. The potential inventor may be struck by an idea from something totally off the subject. Often, management may not see a need to pursue a new idea, which leads many inventors to bend or break the rules a bit to do some research on the side. Some progressive companies actually build in funds and time for off-the-wall projects. Once an idea is firmly conceived, it may take some selling, which means the inventor must then become the idea’s champion. If management does not squeeze the life out of the inventor, it may find its next billion-dollar product simmering in a test tube from an unsponsored project.

Consider This: Progress occurs more often by accident than by direct planning. Are you looking for accidental opportunities?

Submitted by Richard

 

[The Story Teller]

March 14
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Reach for the Stars
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“Give the world the best you have and the best will come back to you.”
—Madeleine Bridges
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The Leo Burnett agency is one of the world’s best-known advertising concerns. Until his death in 1971, founder Leo Burnett inspired his company with his personal motto, “Reach for the Stars.” Minimizing the value of advertising awards, Leo concentrated on selling products. After all, what good is advertising if it doesn’t sell the product? Thus, the Burnett agency’s primary criterion for superior advertising is not awards but sales. To achieve that goal, the firm tries to become an adjunct marketing department for its clients, “holding their hands,” meeting with them on a regular basis, and essentially becoming a member of the client’s family. After the Burnett agency gets to know its client well, it devises an advertising campaign that will sell products.

Leo was known for being hardheaded, argumentative, and difficult to get along with when he thought a client’s ideas were bad. He generally won those arguments, and his clients were the winners at the bank. Leo’s results speak for themselves. When United Airlines was suffering from an image as being a big, uncaring company, Leo brought out the “friendly skies” campaign. When Maytag wanted its washing machines to be known as reliable products, the lonely Maytag repairman was the answer. McDonald’s “American slice of life” campaign and such familiar “spokespersons” as the Jolly Green Giant, Charlie the Tuna, and the Pillsbury Doughboy are but a sampling of the creative and effective strategies that can result from a thorough knowledge of the client.

Consider This: It is not always the awards from peers that make a business great. What really counts is the reason you got into business to begin with.

Submitted by Richard

 

[The Story Teller]

March 15
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Wal-Mart Buys American
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“There are efforts and there are results. And it is the strength of the effort that usually determines the size of the result.”
—E. F. Girard
​

Sam Walton began his retail career as a management trainee for JCPenney. After a tour in the army, he opened a Ben Franklin store. Along with his brother, Sam opened more Ben Franklins until 1962, when he ventured into discount merchandising with his first Wal-Mart store. Sam focused mostly on small towns, and under his powerful leadership, the number of Wal-Mart stores grew quickly. Part of Wal-Mart’s image and appeal has been its American character. It is a hometown place, with friendly people and a clean image. In 1985 Sam embarked on an ambitious campaign to buck the trend of buying imported merchandise and to institute a program that would encourage American manufacturers to produce more competitive goods.

To encourage domestic manufacturers, Wal-Mart provided long-term commitments and guaranteed orders to American firms. Calling the rising importation of goods a “threat to our free enterprise system,” Wal-Mart’s program provided several small companies with orders that allowed them to expand their operations and hire more workers. One shirt manufacturer moved some of its operations from offshore back to the United States to participate in Wal-Mart’s program. The campaign not only provided Wal-Mart with quality merchandise, it resulted in a host of positive articles about the retailer in newspapers all over the country.

Consider This: Imports will always be with us. The answer to preserving the American system of free enterprise is to meet the challenges with innovation, intelligence, and hard work.

Submitted by Richard

 

[The Story Teller]

March 16
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Wynton Marsalis
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“Invest yourself in everything you do. There’s fun in being serious.”
—Wynton Marsalis
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Most people have a talent, but few are serious enough to develop their talent into excellence. For those who do develop their talent, it is often because someone prepared them and pushed them toward making a commitment. Ellis and Dolores Marsalis were parents determined to prepare their children for success. Since Ellis was a jazz pianist, the children were exposed to music at a very early age. Four of the six Marsalis sons pursued professional musical careers, and all were raised to take education seriously, go to church on Sunday, and join the Boy Scouts.

Although Wynton, the second-eldest, was learning to play the trumpet, he liked to play Little League baseball better. Then, one day as he was listening to his father’s albums, he came across the song “Cousin Mary” as played by John Coltrane. The music filled Wynton with wonder and he felt a warm sensation throughout his body. He tried to play the melody himself but couldn’t come close. He went to his mother and told her that he “couldn’t fool around with baseball anymore.” Wynton had found the love of his life and dedicated himself to becoming the best trumpet player his talent would allow. He studied under the best musicians, played in jazz bands, and attended prestigious music schools. His first album sold 100,000 copies, and in 1983 Wynton won Grammy Awards for both a jazz and a classical album. Today, Wynton carries the message of excellence to students, encouraging them to set high goals and to work hard to reach them.

Consider This: Talent alone will not give you success. You must dedicate yourself to excellence, work hard, study the masters, and set your sights high.

Submitted by Richard

 

[The Story Teller]

March 17
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Hallmark Cards
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“Every day is a new day, with new possibilities and unlimited opportunity.”
—Ernest Reeves
​

Ask people in and around Kansas City, Missouri, what is special about their community, and one of the things they probably will mention is Hallmark Cards. Few companies have such warmth associated with them as does Hallmark. Greeting cards as we know them began to appear some 150 years ago, when the Penny Postage Act of 1840 put the cost of mailing letters within reach of almost everyone. Hallmark got its start when eighteen-year-old Joyce Clyde Hall came to Kansas City in 1910. He and his brothers had owned a small gift store in Nebraska, and Hall came to Kansas City seeking a better market. His brother Rollie soon joined him, and the store was known as Hall Brothers, Inc.

Joyce carried postcards in his store and soon recognized the beginnings of the greeting card industry. Hall Brothers, which became Hallmark in 1954, now has the largest art department in the world. Its creative staff of over 600 people produces more that 10 million greeting cards each year. Joyce led the company until 1966, when his son Donald became president. Under their leadership, Hallmark has carefully manufactured high-quality greeting cards designed and produced by some of America’s top artists, writers, and printers. It can take up to 3,000 people and 300 controlled steps to produce and market each card design, and 18,000 different designs are produced each year. The Hall family has created a company that is proud to be known as one of the best 100 companies to work for in America.

Consider This: Do you see the beginning of an infant industry in your midst? If not, look. If so, how are you going to take advantage of it?

Submitted by Richard

 

[The Story Teller]

March 18
​

Jack Welch at GE
​

“There is an infinite potential for savings. The human mind is always able to find a better way to do things.”
—Jack Welch
​

When Jack Welch became General Electric’s youngest chairman at age forty-five in 1981, he took charge of a company that had been one of America’s largest and most successful. Welch’s view of the future had no room for the status quo, however. He saw rapid worldwide technological change, slower economic growth, and intense global competition for available business. If GE was to survive, massive changes were needed. Welch’s strategy called for each of the company’s key businesses to be number one or two in market share, and for the company to increase its participation in fast-growing service and technology businesses. Businesses that couldn’t be leaders in their field were sold, while those that could be leaders received billions of dollars in investments and complementary acquisitions.

To increase agility, Welch removed an entire level of management between the company’s diverse businesses and the headquarters staff. Though the move saved $40 million, GE’s chief executive officer says the real payoff was “the sudden release of talent and energy that poured out after all the dampers, valves, and baffles had been removed.” Over several years, Welch made GE 100,000 workers slimmer than the company he took charge of in 1981. The results have been impressive. Welch has been able to continually grow this “mature” company at an impressive rate. “Maturity is a state of mind,” says Welch. If a company wants to act young and competitive, it can do so when its leadership maintains an energetic and innovative a state of mind.

Consider This: How can you prevent a giant from getting fat to begin with? If your organization is fat and lethargic, then you need to give it some innovative medicine.

Submitted by Richard

 

[Palatka44]

These posts are very informative.