Build to Last

by Keith Callahan

Have you ever wondered why a select few experience success in network marketing at the highest levels, while everyone else struggles? The the successful build their business with the mindset of a CEO. They aren't better than you or more deserving. They don't work harder than you, either. But they do understand the importance of developing leaders on their team in order to create sustained, long term success. You have the ability to change your mindset and to develop yourself and others on your team, as leaders. In his groundbreaking book, Build to Last, Keith Callahan lays out the intentional way successful network marketing professionals build – the way a CEO builds a business. The cornerstone of a build-to-last business is leadership and relationships. It’s built by first becoming a leader yourself and then developing those you mentor into leaders. In this book you will - The mindset and philosophy of top network marketers - How to identify and push past your limiting beliefs - How to lead yourself so you can lead others - How to attract leaders into your business - How to mentor and develop leaders - How to push those you’re mentoring past their limiting beliefs - How to create financial and time freedom - How to earn a 6- or 7-figure income year after year Following the detailed guidance Keith Callahan offers in Build to Last, he went from bankruptcy to 7-figure success in his network marketing business. During nearly a decade in the industry, he has mentored many people on his team of 30,000 distributors to 6- and 7-figure success. With Keith Callahan’s book, you can build a network marketing team that allows you to help the most people and earn the highest, long-term, stable income. The end goal is a business that thrives for years to come and does so – here’s the important part – with or without you.

Genres: Business, Personal Development, Nonfiction, Management

158 pages, Kindle Edition

Published January 8, 2019

Reviews

[Barack Liu · Rating 4 out of 5]

154-Built to Last -James Collins-Business-1994
Barack
2018/01/ 22
2020/06/05


—— Do what you believe, believe what you do.

"Built to Last" (Built to Last), first published in the United States in 1994. It selected 18 outstanding, long-lasting companies and studied the successful experience of these 18 evergreen companies.

Jim Collins (Jim Collins) was born in Boulder, Colorado, in 1955. Received a bachelor's degree in mathematics and an MBA degree from Stanford University. Representative works: "From Excellence to Excellence", "Everlasting Foundation", "Selecting Excellence", etc.

Part of the catalog
1. The leader among the leaders
2. Making a clock, not telling the time
3. The pursuit of profit
4. Save the core and stimulate progress
5. Audacious goals
6. Sect-like culture
7. The evolution of selecting the strong and eliminating the weak
8. Managers who grew up on their own
9. Never good enough
10. Start and end

In October 2015, consultant Yao Xin recommended this book to us when he gave the seed class "Technology Entrepreneurship" ; in October 2017, consultant Huang Xiaoqing also recommended this book in his speech at the Dian team regular meeting.

The author discusses how a forward-looking company can achieve forward-looking. They selected 18 groups of forward-looking companies and their control group, all of which were established before 1950.

1. 3M Company (Minnesota Mining and Manufacturing)
2. American Express
3. The Boeing Company
4. Citibank (Citibank, NA)
5. Ford Motor Company (Ford Motor Company)
6. General Electric Company (General Electric Company)
7. Hewlett-Packard (Hewlett-Packard)
8. IBM (International Business Machines Corporation)
9. Johnson & Johnson
10. Marriot International
11. Merck KGaA (Merck KGaA )
12. Motorola (Motorola, NC)
13. Nordstrom/Nordstrom
14. Philip Morris Companies Inc.
15. Procter & Gamble Company (Procter Gamble)
16. Sony Corporation (Sony Corporation)
17. Mart (Wal-Mart)
18. Walt Disney Company (The Walt Disney Company)

The author attempts to summarize some of the differences between these forward-looking companies and the control companies in order to give some advice to CEOs who are committed to creating a long-lived and far-reaching company.

I often compare running a person with running an organization, a company or even a country. They are indeed very different things, but on a more abstract level, they may have similarities. One of the important meanings of education to people is to teach people to abstract individual concrete things into general principles and to understand these abstract principles and expressions.

A forward-looking company is not necessarily a profitable company, it may be just a century-old shop in a small town. A highly profitable company is not a given that the vision of the company as a lucrative income people do not have to be a wise and visionary.

The fundamental behavior of the company is to sell something to the market. One is responsive, I will provide what the market needs; the other is predictive, I foresee that the market will have a huge demand for a certain product at some point in the future, so I will produce it in advance so that it can be timely in the future. To meet market demand; the last one is to shape demand. In fact, the market doesn’t know what it wants. Then we create a demand for them, just as users will tell you they want a faster carriage. , But won’t tell you they want cars, trains and planes.

Even these 18 behemoths have experienced at least one serious crisis during their long lifespan, and some of them have almost lost their lives. As every great human life course almost impossible not to encounter at least one of these as a major setback.

We always believe that a good company is inseparable from a good founder, but a good founder may not keep the company good, because the founder will eventually get old and eventually die. This is what the author is talking about, the pursuit of making a clock instead of telling the time yourself.

Leaders of relying solely on individual ability rather than their own good corporate organizational structure transport line of the company, just as a country heavily dependent on authoritarian leader abilities. A forward-looking leader should focus his main energy on the company itself, not on a particular product. His greatest contribution to the company should be the highly adaptable company itself.

The greatest thing about the founders of the United States is that they are not discussing who is president at the meeting, but what kind of government they should create. In 1783, the "Paris Peace Treaty" was signed. In December of the same year, Washington submitted his resignation and was disarmed and returned to the country. It was not until 1789 that he was elected as the first president of the United States. Even letting the founder of a company take the initiative to delegate power is extremely difficult, let alone give up the authority of a country.

Profit is the basic need of a company, but it should not be the ultimate goal of a company. Just as blood and bones are the basic components of the human body, they are not the meaning of life. A company needs core values, which is its purpose to bring these people together.

With the core principle that has not changed for decades, the other constant is change and transformation. So we need to preserve the core, but at the same time stimulate change and progress. This kind of change and progress comes from the inner driving force, rather than the burning eyebrows that have to move.

Since like "Three Kingdoms" in the "near its Chilean demon," the type of leader is not Zhuge Liang is necessary, then how do you know how to change and evolve? You can only try to keep the useful parts. Of course, you must also bear the huge risk and the huge price that may be brought if the attempt fails. Therefore, we praise not only the hero's achievements, but also his courage.

"Looking back on the hard work of my life, what I am most proud of is probably to assist in the creation of a company that has a profound impact on the management style of companies around the world with values, methods of doing things, and achievements; I am particularly proud to leave a company that can sustainably operate, An organization that can continue to be a model organization forever after me a hundred years." Hewlett-Packard co-founder William Hewlett , 1990 .

"We must take the maintenance of the company's vitality as our own responsibility, and take the company's actual growth and development of this system as our own responsibility, so that this company and this system can continue for another 150 years, so that it can continue for generations." Former P&G CEO John Smel , speech at P&G’s 15O anniversary celebration , 1986 .

Running a company is like running a country. We cannot pin our country’s hopes on some amazingly charismatic and talented leader. Instead, a sound legal system should be adopted to enable every leader to ensure the stable operation of this country. Similarly , for a company, the most important thing for the founder is to help establish such a rule and system. So that even a certain successor in the future is not an unborn genius. The company can still exist stably.

" What is a forward-looking company? A forward-looking company is a top-notch institution in the industry and the jewel in the crown. It is widely admired by peers and has a profound impact on the world in which it is located. The key lies in this: a forward-looking company is an organization, Such institutions. As a leader, no matter how attractive and far-sighted you are, you will eventually die; all products and services that are far-sighted—all "great ideas" will eventually become obsolete. Indeed, the entire market may become obsolete and disappear, but far-sighted The company will prosper for a long time, go through many product life cycles, and continue to survive through many generations of active leaders. "

" Please pause for a moment, draw up a list of forward-looking companies in your mind, and try to come up with 5-10 organizations that meet the following standards: ·Top-notch institutions in the industry ·Respected by business people ·Indelible to the world The impact of · CEO who has experienced many generations · Has experienced many product (or service) life cycles · Founded before 1950 "

Because my focus is on the computer field. And this industry gradually flourished and developed after World War II. It has only been more than half a century. Therefore, almost few companies can be selected. Probably only a few companies such as IBM and Hewlett-Packard are eligible for selection .

" All the forward-looking companies in this study have encountered setbacks and made mistakes at some point, and some companies are experiencing difficulties when we write this book; but-this is the key-forward-looking companies have shown considerable resilience , Showing the ability to recover from adversity. Therefore, forward-looking companies can achieve outstanding long-term performance.

Suppose you invest one U.S. dollar on January 1, 1926, and buy New York Stock Exchange large-cap index funds, reference company stock funds, and forward-looking company stock funds. After that, you reinvest all your victories and follow the company’s Listed and adjusted (all in the large-cap index fund before listing), by December 31, 1990, the money you invested in the large-cap index fund will grow to $415, which is indeed not bad; you invest in the stock fund of the control company Your money will grow to US$955, which is more than twice that of investing in large-cap index funds; and the money you invest in stock funds of forward-looking companies will grow to US$6,356, which is more than 6 times that of investment in equity funds of control companies. More than 15 times of index funds.

However, the achievements of forward-looking companies are more than just creating long-term economic rewards; they have been integrated into the structure of society. Think about it, without their products and services, how different the world would look and feel . "

In fact, these great companies, like great people , have not only suffered major setbacks, but even suffered more than one major setback. But they are great because they have come out of those setbacks, and are even stronger than they were before. In addition , the purpose of their existence is not only to make money, but to make money is only one of their means to achieve their ends . Theirs has indeed changed human society , causing some kind of beneficial and huge changes in human life . Certainly there is such a day, people no longer use the iPhone , that it is obsolete . But people will never forget the role that the iPhone once played in history.

" Myth 1: Great companies start with great ideas. Fact: Starting a company on "great ideas" can be a bad idea. When a forward-thinking company starts a business, few companies have great ideas. In fact, some companies didn’t have a great idea when they were founded. There are also a few specific ideas that were mistaken at the beginning. In addition, regardless of the entrepreneurial philosophy, the early career achievements of the forward-looking company are far inferior to the control company in this study, just like the fable of the tortoise and the hare, when the forward-looking company started Often hobbled, but eventually won the long distance competition. "

" Myth 2: A forward-looking company needs outstanding and far-sighted charismatic leaders. Fact: A far-sighted company absolutely does not need charismatic leaders with far-sightedness. In fact, such leadership may be harmful to the company's long-term development. A far-sighted company in history some of the most outstanding CEO, not the typical high-profile charismatic leadership - indeed, some people deliberately avoid doing this as typical when the founding fathers of the United States constitutional Convention, they dedicated to construct a large holding. long The system does not deliberately become a great leader. What they pursue is to make a clock, not to be a time teller. Compared with the CEO of the control company, the CEO of the forward-looking company prefers this. "

" Myth 3: The most successful companies have the primary goal of maximizing profit. Fact: This is the exact opposite of the teachings of business schools. Throughout the history of these forward-looking companies, "maximum shareholder wealth" or "pursuit of maximum profit" It has never been the main motivation or primary goal. A forward-looking company pursues a set of goals. Making money is only one of the goals, and not necessarily the most important goal. Yes, they all pursue profits, but they are also a core concept that guides this The philosophy includes core values and a sense of mission that goes beyond just knowing to make money. But what’s interesting is that forward-looking companies make more money than comparable companies that are purely profitable. ”

" Myth 4: Forward-looking companies have a common "correct" value combination. Fact: As far as forward-looking companies are concerned, there is no universally applicable "correct" core value combination. Indeed, the two companies may have a totally unquestionable combination of values. Ideas, but equally far-sighted. The core values of a far-sighted company do not even have to be "inspiring" or "humane", although usually so. The important variable here is not the content of the company's philosophy, but the company's everything Able to follow core values, forward-looking companies do not ask "What should we cherish?" "Just ask "What do we actually cherish?" " "

" Myth 5: The only thing that remains unchanged is change. Fact: Almost all forward-looking companies keep their core ideas religiously and rarely change. The core value foundation of forward-looking companies is as solid as a rock and will not change with the trend of the times; Under the circumstances, the core value has remained unchanged after more than a hundred years. The basic purpose and the reason for survival of a forward-looking company can be used as a beacon for thousands of years, just like the unchanging stars on the horizon. But the forward-looking company is maintaining the core concept. Yu, but also demonstrated a strong drive to pursue progress, which can be changed and adapted without compromising the cherished core philosophy. "

[Rituparna · Rating 2 out of 5]

I started reading this book because I mistook it to be another famous one. Although it was not a disappointment, but if you are not a network marketing professional or enthusiast, you can skip it and loose nothing.
The book talks about how to build leaders nd thereby being one leader of leaders.
The heart and sole of this book is dedicated to network marketing. Hence if you are not interested in it there won't be much to relate to.

[Vignesh Balasubramanian · Rating 5 out of 5]

Legendary companies are companies that survive and thrive for decades withstanding the test of time.
The book gives the common patterns seen in the culture of legendary companies.
Great read for anyone at any level who wants to be a "culture carrier"

[Tails · Rating 5 out of 5]

Informative

This book was a nice read. It was educational and informative, and gave me the tools I need to network and work on my business, along with myself.

[Elizabeth]

It was a very informative book on how to lead in the network marketing industry!

[Kristie Pfaff · Rating 5 out of 5]

This is a fabulous tool for anyone in the Network Marketing field! The freebies are priceless!

[Xunchi Chen · Rating 5 out of 5]

clock builder not time teller
core ideology
big hairy audacious goals
evolution
culture, ejection

[Gregp · Rating 3 out of 5]

6 out of 10

[Natalia Antonoff · Rating 3 out of 5]

Leader of leaders

[Jjosee Portelance · Rating 5 out of 5]

Un beau petit guide pour devenir maître dans le leadership de son MLM. Concret, clair, pratique. A relire !

[Nicolas Dano · Rating 3 out of 5]

I liked good to great better, I found this one repeating itself several times. Not a bad book, still with a good of good tricks and common sense that could seem conunterintuitive

[Joseph Sullivan · Rating 5 out of 5]

This is a energy book. Going over the themes of this material has given me transformative ideas. This content will help with goal planning, in visualization, mantras and attitude adjustments. The book also talks about mentorship. The application can be applied to business, networking but the content also resonated with me in evangelism and with church work. As an evangelist I know how powerful it is to have people who are trained into...leaders and innovators.

A team working to support me is worth the effort of investing in them to make them ready and equipped for the tasks for outreach. I also liked how the author talks about the importance of being mentored. To seek out people who have gotten where you want to go and find patterns of success to replicate is where transformation takes place. Keith highlights that thought expertly.

I loved going over this material. This book is one of my favorites for the given genre.