Book Seventeen: Be the Best at What Matters Most

The spring book club selection from my employer challenges conventional business adages with this new way of thinking...  that the way to create return on investment is to be so good at the basics that you are cutting edge.  It works for Nick Saban.  Why couldn't it work for you?

'Be the best at what matters most' although simple at first glance, this essential strategy is more difficult to put into action that you'd expect.  It's an incredible idea if you take the time to think about it.  Even more so, if you take the time to act upon it.  Author Joe Calloway uses several companies as as examples of those who has successfully executed this kind of intense focus but my favorite is really an interview with Marty Grunder of Grunder Landscaping Company.  His intensity and willingness to 'be mocked' for his passionate focus clearly illustrates Calloway's point. 

As business books go, this one is easily approachable and a quick read.  It's the questions found at the end of each chapter that stick with you.  If you're willing to do the work, results will follow.  For this reader, I found myself applying and asking several of Joe's questions.  Not only about my daily job functions but to that of my team.  Do I have the audacity it takes to question and demand the same type of focus that it would take to be successful not only of myself but of my teammates?!  For those who find themselves in positions of informal leadership, application of these concepts could be difficult.  Challenging the mediocrity found within your company is not a fun task no matter your function.

As I see it, Calloway inspires with Be the Best at What Matters Most.  As he so eloquently puts it, "Being the best at what matters most means that we create alignment between out objectives and out activities.  It means that we must work with intention, not just reacting to what comes during the day but proactively managing our activities according to predetermined priorities."