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FALL 2009

DELIVER RESULTS IN THREE EASY STEPS

TIPS FROM AN

OLYMPIC COACH

ON COACHING TO ACHIEVE MORE

STEVE JOBS

HOW DOES HE DO IT? APPLE'S HIGHEST ACHIEVER

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Sheikh Osama Abudawood

Sheikh Anas Abudawood

Sheikh Ayman Abudawood

In the name of Allah, most Gracious, most Compassionate:

Congratulations! To the management and employees of Abudawood: We are pleased to present GOLD Magazine as another great resource to help you learn and coach the Way to Gold. We are proud of your contribution to our company’s success to date and look forward to building a bright future together. Let us step up to set the GOLD standard together!

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FRONT PAGE CONTENTS For comparison, it would be interesting to reflect on the number of hours each of us has logged in our efforts to be better able to deliver the results that are expected of us! Success for our company continues to come from learning, growing, and coaching. Learning faster than our competitors remains our only sustainable competitive advantage and coaching others in what we learn is key to accelerating our pace of growth. Samir Ishak, Vice-President Operations – Abudawood Group

Deliver Gold! Welcome to the second issue of GOLD, Abudawood Group’s Learning Magazine. GOLD continues to be a testament to the vision of our CLD team as they challenge us to develop world-class skills and attitudes by applying world-class knowledge.

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PRINCIPLE OF SUCCESS

Know How to Deliver Results 4 5

REVIEW

Productivity Tools Focus on Coaching Coaching for Gold

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COVER STORY

Steve Jobs: How Does He Do It?

Learning to deliver results makes each of us more successful and contributes to company success, but coaching others to help us deliver results makes us and the company more successful, more quickly. Because coaching is essential to The Abudawood Way, this issue of GOLD includes a new section called “Focus on Coaching.” In this issue, Peter Jensen, a world-class level and Olympic-gold winning coach, advises us on coaching others to perform at their peak level.

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BEST PRACTICES

What makes some companies great?

11 EMPLOYEE PROFILE We need to perform at the highest level if we are to achieve the future success we envision for our company. However, our company can only perform at this level if we—as individuals—perform our roles at a world-class level: this is the new GOLD Standard that we are setting for ourselves. How do you eat an elephant? …. One bite at a time! Fortunately, individually practicing only a few key principles will make all the difference to our success. In this issue of GOLD, we talk a lot about the principle of knowing how to deliver results. We cannot achieve success if we do not have a method for and make a practice of delivering results. It is up to everyone in the organization to learn how to deliver results. From individual producers to department heads, every employee must learn how to achieve individual, department, and corporate goals. Each delivered result contributes to the overall success of our organization. Research tells us that world-class performers put in at least 10,000 hours of practice to achieve that level of expertise or skill.

Here are some other great articles you’ll find in this issue of GOLD: • Success Fundamentals: This issue’s principle for individual and corporate success is “Knowing How to Deliver Results.” When practiced individually, it leads to personal success; when practiced cumulatively, it leads to organizational success. • Best Practices: Management guru Jim Collins gives us his insight into the five common practices shared by companies that moved from “good” to “great” status. • Abudawood Employee Profile: Meet Sana Khan, Manager Modern Retail, ATCO-Pakistan and one of Abudawood’s first female employees. • High Achiever Profile: This issue we focus on Apple’s Steve Jobs and how his unique attributes contribute to his ability to deliver results successfully. In this issue, I am sure you’ll find practices and principles that you can adopt, adapt and pass on to others as we continue to set our sights on higher achievement for ourselves and our company. Our success continues to depend on us and I look forward to working with the world-class achievers we are striving to become.

Meet Sana Khan

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City Profile Islamabad, Pakistan

GOLD Magazine is part of The Abudawood Way and is published exclusively for Abudawood Group and its employees by execugo!media. Contents copyright © 2009 execugo!media may not be reprinted without prior permission.

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PRINCIPLE OF SUCCESS

Know How to Deliver Results To become truly effective at delivering results — and coaching others to do the same — we need to take the time to think through a simple, threestep process. Results don’t happen by accident. In order to deliver results, we need to know what we have to achieve and how to achieve it as effectively as possible and this we can determine using a simple three-step process: plan – focus - learn. These three steps are vital, whether we head a business unit, lead a department or are an individual producer. Often we follow these steps unconsciously. However, we will always be more effective if we take time to think through each stage and even write out our thoughts on how best to proceed. We risk jeopardizing results — now or in the future — when we skip even one of these steps or are careless in following any of them.

1st

Step: Make a Plan

In a world of do-do-do, it’s easy to plunge into work without much thought. Some repetitive tasks can be done on automatic pilot, but the reality is that in most situations, an effective planning process saves time, supports better decision-making and keeps us focused on the results we need to deliver. If we usually don’t plan, we should overcome that bad habit immediately. To make the most effective use of our time, we should make a plan for each day. At the start of each day — or even the previous night — we should set down on a card, sticky note, calendar or computer file the main things we need to accomplish.

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The number of tasks we might expect to accomplish in a day will vary, depending on our particular job, but a reasonable guide is two to four items. It helps to not write vague statements that might encourage procrastination, like: “Work on report.” Instead, we should list the very next specific actions we need to take, such as: “Get financial data from Ahmed.” This action is less formidable, easier to get done and moves us one step closer to delivering the final results we are working towards. To become truly effective we need to lay out a plan for each and every major project, keeping in mind the results we want to achieve and figuring out the various steps to get there – including all the people we will need to work with along the way. When laying out our plans, our major challenge as a manager of both ourselves and of others is to determine the relationship of different tasks or events to one another and to co-ordinate them so that the results we want are delivered as effectively and efficiently as possible. Planning can be complex, but the simpler the tool we use to itemize and track our progress, the more effective our plan is likely to be. In most cases a simple basic worksheet will suffice. In a collaborative workplace, our planning must include any handoffs to others. When assigning responsibility, we must provide clear expectations of the results we need others to deliver and the timing by which we need them delivered. Accountability is key when coaching others to deliver results. There must be a clear and mutual understanding of how success will be measured, and the consequences of not delivering on plan and on time must be outlined and understood. To ensure mutual understanding of and accountability for results during a coaching event, ask the person being coached to confirm his commitment to the plan either verbally or in writing. It is also vital to conduct an ongoing evaluation of whether or not our planning process is effective. If our process

is not making it easier for us to deliver results, then it’s not effective and needs to be changed. If our process is worth the effort it takes us to follow it, our plan is working. An effective planning process also includes periodically measuring how well we are progressing toward successfully delivering expected results. Deciding when and how our success will be measured is as important as knowing what results we need to deliver.

2nd

Step: Keep the Focus

An individual’s or a team’s credibility is lost in the gap between what’s promised and what’s delivered. That gap is most commonly caused by loss of focus and attention to follow through. Progress toward successfully delivering results must be tracked daily. Each step and detail should be entered in and tracked through a worksheet or some other planning tool. Time must be set aside every day to evaluate our progress and to work on moving the initiative forward to completion. When coaching others to stay focused on delivering results, we should always have an agenda for any meeting or conversation about the issue, and never meet or have an informal conversation about the matter without an agenda. The meeting or conversation must stay focused, and it’s crucial to begin and end on time. At the end of each meeting or conversation, the agreements and assignments should be summarized. To confirm mutual understanding of and commitment to the assignments, we should ask for and make sure we get agreement on what needs to happen next. “Failure to follow though is widespread in business, and is a major cause of poor execution,” says Larry Bossidy, former CEO of both Allied Signal and Honeywell International, and co-author of the best-selling book, Execution. “How many meetings have you attended where people left without firm conclusions about who would do what and

when? Everybody may have agreed the idea was good, but since nobody was named accountable for results, it doesn’t get done.”

3rd

Step: Learn from Shortcomings

On the rare occasion when we are unable to deliver the results we committed to — even after following a well thought-out and focused plan — we need to take time to re-evaluate where in our plan we fell short. If a mistake was made — a deadline missed or an action not completed, for example — responsibility must be acknowledged and accountability accepted. We must own the shortcoming if it’s ours. We must let others — especially our manager — know as soon as possible that the expected results will not be delivered, and we must outline a plan that identifies what went wrong and our best recommendation for how to keep it from happening again. If individuals we are coaching fall short of delivering on specific results, coach them to learn from the experience. It’s important for them to accept the appropriate amount of responsibility for the shortcoming, but it’s more important that they understand what exactly went wrong and how they can avoid making the same mistake in the future. The best way to deal with the mistakes that led to falling short on delivering results is to acknowledge responsibility quickly, isolate the mistake, recommend what needs to be done to keep it from happening again, and revise the plan to deliver the results in another way. By dealing with shortcomings in this way, everyone involved learns, our business process is improved and our credibility is strengthened. Individuals who know how to deliver results — and know how to coach others to deliver results — are perceived as being organized and effective in both their personal and professional lives. Being perceived as effective is essential to being considered for advancement.

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REVIEW

Simple Productivity Tools

Our ability to deliver results is only as valuable as the results we deliver; and only as effective as the tools we use to plan and track how we will deliver those results. There are many different tools we can use to help us formulate, execute and track our plans for delivering results. Here are just a few:

Zenbe Lists For use on iPhone, BlackBerry or Palm Tre, this inexpensive application enables us to manage tasks quickly, easily and collaboratively while on the go. Zenbe Lists was one of the original 300 iPhone apps and has since been downloaded over 100,000 times. Zenbe Lists allows us to create and share to-do lists. Using the Web or a mobile device to access and regularly synchronize lists, individuals and team members can easily keep up-to-date on progress being made toward delivering on some result. This is a convenient tool for teams with members who travel frequently.

Plan & Go: Zenbe List - available at zenbe.com or apple.com/iphone

SITUATION ANALYSIS Milestones

+15% FY09

Timing

Analyze FY09 Plan FY10 Set up meeting

Clear Decisions: Mind Mapping - free-hand or software model available at freemind.com

Low Tech – High Impact: Worksheets – create them using any office documents software

Web-Based Collaboration: Base Camp HQ: available at www.BasecampHQ.com

Mind Mapping

Planning Worksheets

Base Camp HQ

Mind mapping is a great tool for collaboratively generating ideas on how to deliver results. It improves note taking, summarizing and exploring complex concepts. Record a main idea or deliverable at the centre of a page. Next, record and connect related ideas, questions or topics to that central idea. The resulting diagram will show connections between pieces of information related to delivering that central idea. No technology is required, but free software models are available for creating and sharing maps.

Consistently delivering results begins with recording the steps that define how we will deliver. We may capture that process by recording it in a worksheet. Each new deliverable requires a new worksheet. Start with a situational analysis to understand what is happening now. Include a focused objective, measurements, and all required strategic and tactical activities and resources. To track progress and provide notice - should we be in danger of not delivering as planned - include all milestones and deadlines.

Base Camp HQ is a simple, Web-based project collaboration tool that helps us easily manage projects internally or between companies. An inexpensive and subscription-based online account allows us to set up multiple projects, develop time-based critical paths, assign and manage tasks, track activity, share files, communicate in real time and collaborate interactively. While not as robust as many other project management applications, Base Camp’s intuitive functionality and Web-based access makes it practical for remote teams to collaborate on delivering results.

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FOCUS ON COACHING

Ignite your team to deliver results Advice from an Olympic Coach No man, woman — or manager — is an island. Results are delivered in companies by people working together and everyone who coaches others must do so effectively in order to get work done and results delivered. According to Peter Jensen, the key to improving the performance of others is something he calls the third factor. Jensen should know - both coaching and business: he has served as a performance coach to a gold-winning Olympic team and has worked with Fortune 500 companies in eight countries to improve the performance of top executives and organizations. Jensen agrees that the first factor in an individual’s development potential is nature: the various elements that establish our physical and mental grounding; the second is nurture: the social and environmental elements that contribute to shaping ourselves and our attitudes. But each of us has the potential to transcend those two factors through our own actions. This is what Jensen calls the third factor. In Jensen’s opinion we can make a conscious choice to change in order to achieve at a higher level; and – just as importantly - we can coach others to ignite their own third factor. As managers, we will not succeed by simply ordering our teams to do work. Instead, we must coach our people to find within themselves the capacity to overcome nature and nurture in order to perform at a peak level. Jensen believes great coaches have five characteristics that enable them to successfully ignite the third factor in others. Those characteristics are:

Self-awareness - equips us to assist, not inhibit, igniting another's third factor. We must be aware of the impact we make, and make sure our own temper, impatience or pickiness doesn’t become a roadblock for others. We need to manage ourselves before we can manage others. Ability to build trust - ensures self-direction can be attained in a safe and secure environment. The individuals we coach must feel certain we are on their side. Without trust, we cannot develop others. Trust is a two-way street — in order to receive it, we must give it and the more of it we give away, the more of it will be returned. Ability to use imagery - helps others see what is possible and encourages them to believe in themselves. We need to imagine and express mental pictures of the future we are working towards together, since people can’t do what they can’t imagine. That imagery can be stimulated through either of our senses.

Ability to identify blocks - ensures those we coach know how to deal with temporary barriers. Imagine an athlete who performs flawlessly in practice but, because he is nervous, makes mistakes in the competition. He needs a coach to work with him, not on technique, but on what’s in the way: his nervousness. It’s the same with our teams. Ability to embrace adversity determines the strength of a person’s commitment to himself and his performance. No one achieves mastery without pushing past boundaries and that means running into adversity and disappointment. The only way to grow past that is to accept adversity as a lesson that helps us move to the next level. To deliver results, we need to have and actively coach others to develop these characteristics. Coaching to ignite the third factor in others, as well as within ourselves, will lead to peak performance and achievement across the organization.

Coaching for Gold Dr. Peter Jensen has a PhD. in Sport Psychology and is an authority on leadership - bringing coaching and personal high performance to corporations worldwide. He has attended six Olympic Games as a member of various teams’coaching staffs including, most recently, the goldmedal winning Canadian Women's Hockey team. With the world of Olympic-level sport as a laboratory, he has developed a deep understanding of what it takes to be a successful coach of high performers.

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COVER STORY

How does Steve Jobs do it? Delivering results is what the Apple CEO does best, and he does it in his own unusual way n the world of software and consumer electronics, nobody has been as successful at delivering results as Steve Jobs, co-founder and CEO of Apple. From the Macintosh to the iMac to the iPod to the iPhone, Jobs piles success upon success. And he doesn’t do it from a distance, simply allocating money and letting others run with the ball. He digs into the details, pushing and prodding everyone around him until they deliver more than they ever thought possible. “Jobs has taken his interests and per-

I

elitist. Kahney notes that Jobs thinks most people are ill-informed. But he sets himself up as a one-man focus group that his staff must please. And that one-man focus group demands simplicity and elegance — gadgets so easy to use that a bozo can master them, and artistic enough that they will catch the imagination.

Think like a customer Jobs doesn’t listen to customers. Instead, he puts himself in their position. He tries to give them something that will satisfy them — by satisfying him

Jobs brings passion to everything he does. He inspires others by giving their work a higher purpose. sonality traits — obsessiveness, narcissism, perfectionism — and turned them into the hallmarks of his career,” observes journalist Leander Kahney in his fascinating book, Inside Steve’s Brain, from which this look at Jobs’ approach is drawn. Of course, obsessiveness, narcissism and perfectionism can be disastrous traits in business. But for Jobs, they work well because they’re focused on the customer. He is, ironically, an

— even if it’s something they would never have imagined. “Steve Jobs doesn’t do market research,” says venture capitalist Guy Kawasaki. “Market research for Steve Jobs is the right hemisphere talks to the left hemisphere.” One of Jobs’ greatest strengths, Kahney believes, is that he’s not an engineer. Indeed, for a man whose success has come through programming and design, he has no formal training in

engineering or programming. Nor does he have a business degree. “Jobs doesn’t think like an engineer. He thinks like a layman, which makes him the perfect test bed for Apple products. He is Apple’s Everyman, the ideal Apple customer,” writes Kahney. He seeks deceptive simplicity. He isn’t interested in technology for technology’s sake. Indeed, quite the contrary. He never offers unnecessary product features, but rather pares back the complexity of his products until they’re as simple and easy to use as possible. He designs from the user’s point of view. And that extends well beyond how the gadget performs, even to how it’s packaged. To Jobs, the act of pulling a product from its box is an important part of the user experience, and like everything else he does, it’s very carefully thought out. Take the original Macintosh, which shipped in 1984. Nobody at the time had seen anything like it: the Mac was controlled by a weird pointing thing — a mouse — rather than a keyboard like other small computers. To familiarize customers with the new-fangled mouse, Jobs had it packaged separately in its own compartment. That forced the user to unpack the mouse, to pick it up and plug it in, a moment of truth that would make this new feature a little less alien when it came time to use the computer. In the years since, Kahney notes, Jobs has carefully designed this unpacking routine for each Apple offering.

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Get it right the first time

That’s a sign of his perfectionism. “Jobs is a stickler for details. He’s a fussy perfectionist who drives subordinates wild with his pernickety demands. But where some see picky perfectionism, others see the pursuit of excellence,” writes Kahney. In most technology firms, the rule is to make a product quickly and release it to the market immediately. Getting it right comes later — in version 3.0, perhaps. Jobs seeks to get it right the first time. “Under Jobs’ guidance, products are developed through nearly endless rounds of mockups and prototypes that are constantly edited and revised. This is true for both hardware and software. Products are passed back and forth among designers, programmers, engineers and managers, and then back again. It’s not serial. There are lots and lots of meetings and brainstorming sessions. The work is revised over and over, with an emphasis on simplification as it evolves. It’s a fluid, iterative process that sometimes means going back to the drawing board or scrapping the product altogether,” says Kahney. For many people, design is about surface appearances, and therefore expendable or superfluous. Not for Jobs. Design, for him, is the way the product

works. Design is function, not form. To deliver results, you must deliver design. And that means figuring out how the product can work best.

Hire and keep only the best Jobs’ elitism is evident in his hiring practices. And it’s another reason he can deliver results consistently. He hires only A players, and is quite ready to fire those who aren’t up to par. “I always considered part of my job was to keep the quality level of people in the organizations I work for very high,” he has said. “That’s what I consider one of the few things I actually can contribute individually to — to really instil in the organization the goal of only having A players. In everything I’ve done, it really pays off to go after the best people in the world.” Although his image is of a lone wolf, in fact Jobs has always chosen great collaborators, from Apple co-founder Steve Wozniak to design genius Jonathan Ive, who played a huge role in the iMac and iPod. But as well as recruiting the best talent, he’s quick to let go those who don’t meet his standards. “It’s painful when you have some people who are not the best people in the world and you have to get rid of them, but I found that my job has sometimes exactly been that — to get

rid of some people who don’t measure up and I’ve always tried to do it in a humane way. But nonetheless it has to be done and it is never fun,” he said in a 1995 interview. Jobs brings passion to everything he does. He inspires others by giving their work a higher purpose. The iPod is more than a music player. In a 1993 interview with Rolling Stone, he called it “a wonderful thing … in our own small way, that’s how we’re working to make the world a better place.” There’s a sense of mission in what he seeks, which encourages him and others to strive harder to attain the best for their customers. The Mac team worked for three years — with the tempestuous Jobs egging them on, not always in the most flattering terms — but morale remained high because they believed they had a higher calling with this work. “The goal was never to beat the competition or to make a lot of money; it was to do the greatest thing possible, or even a little greater,” wrote Andy Hertzfeld, one of the lead programmers. It’s this passionate focus — obsessive focus on customers, and achieving a high moral purpose by giving them the best possible product — that has made Steve Jobs successful and allowed him to deliver unparalleled results.

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BEST PRACTICES

What makes some companies great? Great companies deliver results consistently over a long time. U.S. management expert Jim Collins has found out how they do it. im Collins knows how to deliver results. He runs a management laboratory in Boulder, Colorado, where he studies successful companies, digging deep to understand why they are effective. His method in his two best-sellers — Built to Last, written with Jerry Porras, and Good To Great — is simple in concept. He finds companies that consistently achieve success by delivering results, and then sets out, like a detective, to learn why. He starts by pairing the company with an industry competitor that’s relatively similar in terms of history and products, but has not flourished and does not deliver the same level of results. Then he tries to determine the major differences between those companies. In Good to Great, he wanted to know how a good company could become a great company. He analyzed all the firms that had appeared in the Fortune 500 at some point between 1965 to 1995, and found that 11 companies met his criterion for a good-to-great transformation: moving from cumulative stock returns at or below the general U.S. stock market for 15 years, to cumulative returns at least three times the market average for 15 years. Those 11 companies had learned to de-

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liver results, averaging cumulative stock returns 6.9 times the level of the general market in the 15 years following their transition points. To put that in perspective, General Electric, often praised as the best-led company at the end of the 20th century, outperformed the market by only 2.8 times over the 15-year period from 1985 to 2000. The companies included such familiar names as Circuit City, Gillette, Kimberly-Clark, Pitney Bowes and Walgreens. But while those may be familiar names, they are not flamboyant organizations or media darlings. Their CEOs during that period of dramatic transformation tended to operate out of the limelight. In some ways, they were like the tortoise in Aesop’s fable: slow but steady. They delivered spectacular results in an unspectacular way. They were extraordinarily focused and disciplined. They didn’t lurch forward with flashy change programs, but steadily improved their performance. They delivered results in a determined but low-key way. Collins identified the following specific factors that the good-to-great companies had in common, and distinguished them from the good companies that never became great:

Humble but determined leaders These firms weren’t led by high-profile

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personalities, but by individuals who were self-effacing, reserved and even shy. “These leaders are a paradoxical blend of personal humility and professional will,” observes Collins. His research suggests that leadership has five levels. The first is a highly capable individual who makes productive contributions through talent, knowledge, skills and good work habits. Level 2 is a contributing team member who helps the group achieve its objectives. Level 3 is a competent manager who organizes people and resources towards the effective and efficient pursuit of predetermined objectives. Level 4 is the effective leader who catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards. This is the common level achieved by leaders we usually read or hear about. But Collins found that some individuals rise to Level 5, channelling their ego needs away from themselves and into the larger goal of building a great company. “It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious — but their ambition is first and foremost for the institution, not themselves,” he says. That’s a style we all need to emulate when we lead others.

discover the right direction because you still won’t have a great company.

Confront the brutal facts The good-to-great companies faced up to the reality around them, rather than denying it by dreaming or ignoring unpleasant facts. The key to success was confronting the brutal facts of their situation without losing faith that they would prevail. “You absolutely cannot make a series of good decisions without first confronting the brutal facts. The good-to-great com-

panies operated in accordance with this principle and the comparison companies generally did not,” Collins notes. To ensure the truth is heard, we must lead with questions, not answers — probing and prodding. We must engage in dialogue and debate, not coercion. We must conduct autopsies after mistakes are made, without laying blame, so the truth can be heard. We must also build “red flag” mechanisms that make sure information about potential perils surfaces.

First who, then what While most business books highlight the importance of strategy, Collins found the companies that delivered results focused first on getting the best possible employees. That idea applies to driving results in an individual department as well as a company. Using the analogy of a school bus, Collins says, “They first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. They said, in essence, ‘Look, I don’t really know where we should take this bus. But I know this much: if we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.’” Behind that, he says, are three simple truths. First, if you begin with who rather than what, you can more easily adapt to a changing world. Second, if you have the right people on the bus, the problem of how to motivate and manage them largely goes away. Third, if you have the wrong people, it doesn’t matter if you

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BEST PRACTICES The hedgehog complex The good-to-great companies were very focused — like the hedgehog, which has been cited as an example of animal-world focus compared, say, to the wayward fox. These firms figured out what they could do best — better than anyone else in the world — and what they couldn’t. They determined what drove their economic engines — the most effective ways to generate sustained and robust cash flow and profitability, and some crucial metrics to keep tabs on progress. Finally, they determined what activities ignited their passion. Collins calls the ability to do all three simultaneously “the hedgehog complex,” and says it’s vital to have this attitude in order to deliver results.

Jim Collins Focused as a hedgehog or wily as a fox?

A culture of discipline Good-to great companies have a disciplined culture. They hire disciplined people. They think and act in a disciplined way. But the word discipline has to be interpreted correctly. Collins looked at a few companies that for a while seemed to make the transition from good to great but couldn’t sustain their momen-

Good-to-great companies built an enduring culture of discipline. tum for 15 years. He found they were also disciplined but in a different way. They were led by Level 4 leaders who personally disciplined the organization through sheer force. On the other hand, the actual good-to-great companies built an enduring culture of discipline, putting in place people, mechanisms and a frame of mind that ensured disciplined thought and action. In many ways, discipline was a watchword for these companies. They were disciplined in confronting the brutal reality. They were disciplined in focus. They were disciplined in people, thinking and actions. They were also disciplined in using technology. Instead of leaping on the latest technology, they very carefully picked out technologies to accelerate momentum that had already been created. Finally, they didn’t jump on the latest management “flavor of the week,” with a host of programs promising (but not delivering) organizational change. Indeed, for the detectives in the Boulder research lab it was often hard to find when the transformation began, since it usually came in careful steps over a few years. “Some executives said that they weren’t even aware that a major transformation was underway until they were well into it,” Collins notes. According to his unique and widely acclaimed study, humility, determination and discipline are at the core of what it takes for a great company — and a company of great individuals — to deliver significant results.

Like the companies he researches and profiles in his books, Jim Collins approaches every aspect of his life with purpose and intensity. Here are 10 things you may not have known about Jim: lives and works in Boulder, Colorado is 51 years old earns about $65,000 USD per speaking engagement, but will schedule only 18 engagements per year is determined to leave a legacy of a lasting and distinctive body of work has co-authored 2 business book classics: Built to Last & Good to Great with combined sales of over 7 million copies produces, on average, 1 page of finished text per day when writing is a lifelong climber once trained for 18 months to accomplish a 900 vertical meter climb in under 24 hours – it takes most climbers several days to do that same climb achieves results by following the same list of tasks every day; his list reads: Creative - 50 / Teaching - 30 / Other 20 - each number represents the percentage of waking hours he will spend on tasks in each category each day uses a stopwatch with 3 separate timers to track the time he spends each day on tasks related to each category

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EMPLOYEE PROFILE

10 Questions for Sana Khan

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Do you think you’re good at delivering results? Absolutely. I think one especially effective way to deliver results is to coach others to help you deliver the results you need. To do this, you need to know how to build rapport with your team and how to communicate with them. You need rapport to make sure everyone you’re counting on shares the same goal and the same urgency to achieve it, and you need to communicate well with them so that each person knows exactly what’s expected of him and when it’s expected. I believe if you want to deliver results more quickly, learn to coach others to help you deliver the results you want. That’s what I try to do.

On June 12, 2008, when Abudawood Trading Company (ATCO) officially took over the commercial operations of IBL — at that time the Procter & Gamble distributor in Pakistan — approximately 1,300 employees were transitioned into ATCO from 90 different locations across the country. Today, through a network of 15 branches and 35 towns, ATCO employs close to 1500 people in Pakistan. From the start, the company knew that modernizing processes would be a priority if it were to deliver the results it wanted. Now, with its imminent launch of the world-class ERP system – SAP – management is confident the organization is well on its way to delivering those results. “We continue to learn together, build together and are poised to face the future together,” says Rafia Naseer, the new Corporate Learning and Development Manager for Pakistan. Sana Khan is one such forward-looking team member. She is also one of the first female employees to join ATCO. During a recent Coaching School in Lahore she took time out to answer some questions.

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What accomplishments are you most proud of? There are many things. Let’s see: having attained a university-level education and being able to transition into a career that was better suited to me are two. Computers was my area of study, but I discovered early that marketing and sales was a more compatible career for me because I love working with people — all different types of people. Managing others is also something I take pride in — I take that very seriously and want to do it well.

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Do you think you’re a good coach of others? I think so — although my first experiences in coaching others did not result in as positive a response as I wanted. But I received good feedback and over time was able to build more and more trust with my team. The feedback I receive now is much more positive, so I think I’m becoming better at coaching. Of course there’s still a lot I want to learn!

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What specific results would you like to deliver in your current role? I want to develop more leadership

Name: Sana Khan Role: Section Manager, Modern Retail Business Location: Islamabad, Pakistan Years with Abudawood: 1,5 Favorite Team: Pakistani Cricket Team

skills so that I’m better equipped to help develop the people who report to me. I want to continue developing my communication skills — especially in written communication.

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What do you enjoy most about your current role? Two things: selling a new idea — that’s something that always excites me — and the challenge. What do you think is the secret to your success so far? For anyone, I think, the secret to being successful in any endeavor is to first of all have a passion for what you’re doing. You need to believe that what you’re doing is important. And secondly, to be successful you must be able to communicate well. Nobody is successful on his own, and the better able you are to communicate your ideas and have others buy into them, the more successful you will be.

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What are some activities you like to do outside work? Basketball. I love to play basketball! What do you feel most optimistic about? The future — both for myself and for my country. What is your biggest challenge in your current role? Probably being a woman in a non-traditional role. Sometimes you have to work a little harder to move past that. But it’s one of the challenges I enjoy!! Why do you do the work you do? It’s an exciting time in the history of my country. Things are changing and I’m part of the generation of change and the opportunities of my work and role are representative of that.

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CITY PROFILE

Islamabad:

A young city in an ancient region

Sana Khan lives and works in Islamabad, a thriving commercial center and the capital of Pakistan. Islamabad — the name means Abode of Islam — is nestled against the Margalla Hills at the northern end of the Pothowar Plateau. Archaeologists believe a distinct culture flourished on this plateau for millennia. But Islamabad is an unusually young city, having been built in the 1960s to serve as the country’s capital. When Pakistan was created in 1947, Karachi was the capital, and development in the country was traditionally focused there. In the late 1950s, President Ayub Khan decided to help distribute development more equally and provide a capital that was more easily accessible from all parts of the country. Islamabad is a modern and carefully planned city. It is built in a triangular shape with the Margalla Hills at the apex to the city’s north. It boasts wide tree-lined streets, natural terraces, large houses, elegant public buildings and well-organized bazaars, markets and shopping centers. Its architecture combines modernity and traditionalism — sometimes within the same building. The city is divided into eight sectors,

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each with its own shopping area and public park. With a population of 1.5 million, Islamabad is the tenth largest city in Pakistan. Together with Rawalpindi, its neighbor, it has the third largest concentration of people in the country, with over 4.5 million inhabitants. Visitors will want to spend time at Daman-e-Koh, a popular viewing point in the middle of the Margalla Hills. From here panoramic views of Islamabad can be enjoyed by day or night. It has picnic spots, a café and a restaurant. Other special sights include Shakarparian Park, Rose and Jasmine Garden, Parliament House and Shah Faisal Mosque, the second largest mosque in the world. This enormous mosque — at the foot of the Margalla Hills — is built to represent an eight-faceted Arab Bedouin tent supported on four giant concrete girders and surrounded by four 90-metre-high concrete minarets. Most of Pakistan’s state-owned companies are based in Islamabad, and the city is also home to many of the country’s large companies that are actually based in Karachi. The Islamabad Stock Exchange is Pakistan’s third largest, after Karachi and Lahore. Islamabad is connected to major destinations around the world through Benazir Bhutto International Airport.

S AN A' S P I C K S If you’re visiting Islamabad for the first time, here are some things Sana recommends you eat, see and do during your stay. What to Eat: Traditional Pakistani & BBQ in the Melody Food Street district; the Firehot Hot Pot at China Town Restaurant; ice cream at Hot Spot What to See: Vedat Dalokay’s Faisal Masjid; Lok Virsa Museum; the bird’seye view of the city from Pir Sohawa; Muree – the beautiful, hillside resort one hour outside town What to Do: Trekking, hiking or paragliding in the Margalla Hills; fishing or jet skiing on Rawal Lake; bicycling any of the city’s beautifully scenic bike trails

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Gold Issue 2 English