A Little Story About What Matters Most in Business
Published by the Penguin Group
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First published in the United States of America by Portfolio/Penguin, a member of Penguin Group (USA) Inc. 2011
First published in Great Britain by Portfolio Penguin 2012
Copyright © Bob Burg and John David Mann, 2011
The moral right of the authors has been asserted
All rights reserved
ISBN: 978-0-67-092197-3
1. The Offer
2. The Question
3. The Top Floor
4. Influence
5. The Heart of the Operation
6. The Language of Strength
7. The Work
8. Being Muddy
9. Birth and Death
10. An Imprint on the Soul
11. Robbie
12. Chaos
13. The Speech
14. The Chair
Ben’s Manifesto
Acknowledgments
IT’S NOT ABOUT YOU
‘Bob Burg and John David Mann are wonderful storytellers, particularly when it concerns what matters most in business. It’s Not About You is about anyone who wants to be successful and respected. This story has a lesson for everyone’ Harvey Mackay, New York Times bestselling author of Swim With the Sharks Without Being Eaten Alive
‘Bob Burg and John David Mann have broken new ground in management literature … It’s Not About You raises our consciousness to a new level, poignantly delivering the essence of leadership through an engaging story’ Subroto Bagchi, Vice Chairman of MindTree Ltd
‘It’s Not About You reveals the secret that all truly great leaders know: genuine influence is about putting other people first’ David Bach, New York Times bestselling author of The Automatic Millionaire
‘A masterfully written, truly captivating story that you won’t want to stop reading. Whether you’re new to business or have been in business for years, this is likely to become the most valued, most utilized addition to your library of business books’ Ivan Misner, New York Times bestselling author of Masters of Networking and founder of BNI and Referral Institute
‘At Zappos, part of my role is about helping to create an environment where employees feel empowered to come up with their own ideas for fulfilling our vision and growing our culture. It’s Not About You reveals this same philosophy: get out of the way, so your employees can lead the way’ Tony Hsieh, New York Times bestselling author of Delivering Happiness and CEO of Zappos.com
‘Genuine influence – not manipulation or power politics – is what makes the world go round, and this little book captures it beautifully, heart and soul’ Maddy Dychtwald, co-founder of Age Wave and author of Influence: How Women’s Soaring Economic Power Will Transform Our World for the Better
‘This book reveals the simplest and most powerful secret you will discover in your lifetime. Digest its message and be the best leader you’ve ever known!’ Donna Krech, founder of Thin and Healthy Fitness Centers ‘Read, study, and apply the ideas in this superb little gem of a book’ Robin Sharma, international bestselling author of The Leader Who Had No Title
‘A breath of fresh air in the world of competing business books today’ Susan Wilson Solovic, author of The Girls’ Guide to Building a Million-Dollar Business
‘Burg and Mann have once again crafted a powerful story that touches our soul and encourages us all to grow. It’s Not About You goes straight to the heart. It will change you for ever’ Stefan Swanepoel, New York Times bestselling author of Surviving Your Serengeti: Seven Skills to Master Business and Life
‘The message from this book is that business excellence cannot be achieved without ethics, humility, and trust. Read it, digest it, apply it, and watch your company flourish’ Pamela Slim, author of Escape from Cubicle Nation: From Corporate Prisoner to Thriving Entrepreneur
‘A thoroughly enjoyable and educational exploration of the most powerful way to work successfully with others! I highly recommend it’ Tom Hopkins, author of How to Master the Art of Selling and Selling in Tough Times
‘Burg and Mann have done it again! It’s Not About You beautifully illustrates that the best way to have more in your life is to want more for others’ John Jantsch, author of Duct Tape Marketing and The Referral Engine
‘Burg and Mann are not just great storytellers, they are also men of heart and soul. It’s Not About You is a gem of insight that reveals one of the true secrets to lasting business success’ Gary Keller, New York Times bestselling author of The Millionaire Real Estate Agent and SHIFT: How Top Real Estate Agents Tackle Tough Times
‘Another winner from Burg and Mann! It’s Not About You communicates relevant and timely lessons on leadership and influence in an engaging story. You’ll want to give this to your boss, your spouse, and every business person you know’ Michael J. Maher, author of (7L):The Seven Levels of Communication
‘It’s Not About You touches the heart and shapes the mind. This powerful story of leadership will stay with you long after you turn the last page’ Mollie W. Marti, co-author of The Twelve Factors of Business Success
‘It’s Not About You will share space with The Go-Giver on a special bookshelf in my office labelled Must Read Twice – and there are fewer than ten books on that shelf. Bob and John have captured the very essence of what leads to generational or legacy success’ Frank McKinney, bestselling author of The Tap
‘This entertaining and enlightening parable will give you the courage to succeed on your terms while supporting and inspiring the people around you. Highly recommended’ Michael Port, New York Times bestselling author of The Think Big Manifesto
‘It’s Not About You is a beautiful meditation on the foundations of business and leadership. Enjoy the story—and then go apply its plentiful nuggets of wisdom in your work and life’ Nido Qubein, President of High Point University and Chairman of Great Harvest Bread
‘This book gets to the heart of what really counts in business: character, caring, and a focus on others’ Scott Root, President and CEO of Astra Tech, Inc.
‘A captivating book, packed with Aha! moments. As with The Go-Giver, Burg and Mann draw you in and hold you with a powerful story that works on many levels at once. It’s Not About You will delight you, surprise you, and move you. More than that, it will change you’ Dondi Scumaci, author of Designed for Success and Career Moves
‘It’s Not About You captures the true essence of leadership in a delightful parable that provides insight and encouragement throughout. The story’s Five Keys to Legendary Leadership contain nuggets that will help anyone improve their effectiveness in managing and influencing people’ Arlin Sorensen, CEO of Heartland Technology Solutions
‘This little gem is a cornucopia of big life lessons. Should be required reading for all college graduates!’ Denis Waitley, bestselling author of The Seeds of Greatness
‘They’ve done it again! As someone who recommends The Go-Giver to every business owner I meet, I didn’t think there would ever be a title to compare. I was wrong. Now, I’m suggesting two must-reads! I read It’s Not About You from cover to cover … If you are in business, or even hope to have an ounce of influence in your life’s work, get this book, read it and then live it’ Carrie Wilkerson, author of The Barefoot Executive
‘In today’s leadership desert of self-centered actions, people yearn for the oasis of principle-based servant leadership, a model masterfully portrayed by Bob Burg and John David Mann … learn it, live it, and share it!’ Orrin Woodward, New York Times bestselling co-author of Launching a Leadership Revolution
‘Burg and Mann have, once again, masterfully employed common sense and good judgement to show that success happens when you have an egalitarian spirit, practice Golden Rule behavior every day, and empower your people to make decisions from their hearts and souls. I LUV this book’ Colleen Barrett, President Emerita of Southwest Airlines
‘I’m not typically a fan of business books written in fictional formats, but I love this book. It explains leadership principles I care about deeply, principles that truly matter. Read this book. You’ll enjoy the journey and become a better leader and a better person in the process’ Mark Sanborn, New York Times bestselling author of The Fred Factor
Bob Burg is a former top sales professional who teaches the principles of The Go-Giver to audiences worldwide; John David Mann has been writing about business, leadership and the laws of success for more than twenty years.
www.inaybook.com.
To Mike and Myrna Burg
and Ana Gabriel Mann:
You hold us up.
Ben emerged from the parking garage, blinking in the bright September sunlight. “You’ve got this, Ben,” he murmured as he set off down the street. “This is going to be a piece of cake.”
He arrived at the address he’d been given, a sturdy old brick building that took up half the city block. He squinted and looked up. There it was, inscribed on a large brass plate riveted onto the brick facing above the entrance:
ALLEN & AUGUSTINE
MAKERS AND MARKETERS OF FINE CHAIRS
“It’ll be a piece of cake,” he repeated as he stepped through the gigantic oak doors and into the foyer, where he was greeted by the scent of wood shavings, leather, and varnish.
Allen & Augustine had fallen on hard times. That was why Ben was here.
Ben had a reputation as someone who did his homework, ran hard, and knew how to go in for the kill. He’d closed accounts by the score, individual clients by the hundreds. There were some who said he might be executive material.
Still, he’d never faced a situation quite like this before.
The conference room was filled with some two dozen people milling about and talking in hushed tones. Ben was the only outsider. He moved through the group, shaking hands, meeting the members of Allen & Augustine’s executive team and exploratory committee.
As he reached the head of the table he saw two chairs and, standing by them, Allen & Augustine’s two co-chairmen.
He was introduced first to a slender, soft-spoken gentleman—Allen, co-founder of the company, who greeted Ben quietly—and then the barrel-chested man standing next to him, who gave Ben a warm welcome and a two-fisted handshake: Allen’s brother, Augustine.
Next he met a burly man with tree-trunk hands: Frank, VP of Production. Frank said not a word, giving only a terse nod.
Finally Ben was introduced to the VP of Finance and Personnel, Karen, a petite woman with intelligent dark eyes. “So this is Ben,” she said. Ben couldn’t quite decide whether she seemed hostile or just cautious.
If he could successfully influence these four executives, Ben knew he’d have the company. He had to win them over. To convince them.
In a word, to conquer them.
“Let’s not kid ourselves,” he’d muttered to his reflection in the mirror that morning while shaving. “This is a battlefield.”
In his twelve years with the Marden Group, Ben had moved from sales to sales management to division manager. Now, at the tender age of thirty-four, he had been promoted to a position—on probation—in the firm’s highly competitive Mergers & Acquisitions department.
Ben’s task was to lead the transition—“a smooth transition,” as the boss had emphasized when giving Ben the job just three days earlier—with this newly acquired company, helping them become a successful, productive part of the Marden Group. One big, happy family.
Except that the newly acquired company wasn’t actually acquired yet.
And that was Ben’s charge: to persuade the owners of Allen & Augustine that this merger was in their best interests. And because all of Allen & Augustine’s roughly five hundred employees had been given generous employee-stock-ownership plans, they were the owners. All Ben had to do was persuade five hundred people to lay down their arms, so to speak, and see things his way.
No, he’d never faced a situation quite like this before.
The babble in the room quieted to a hush as everyone took their seats. After a brief introduction, Allen turned the floor over to Ben.
“Makers and marketers,” Ben began slowly, deliberately, as he got to his feet, “of fine chairs. All made of premium wood, all hand-designed, all exquisite. ‘When you sit in an Allen & Augustine chair,’ ” he was now quoting from their ads, ‘you don’t just feel supported, you feel held.’ ”
In fact, that was the company’s slogan: We hold you up. Ben couldn’t help thinking what a hokey motto that was.
“Tiny chairs for tots, tykes, and nursery nooks,” he continued. “Big, bold boardroom chairs. Classic country kitchen chairs, elegant straight-back dining room chairs, cozy deep-cushioned chairs for grandparents, comfy rockers for nursing moms. The chairs that held a generation.”
Ben noticed the body language in the room as people stiffly shifted position. Not good.
“From what I understand, half our city council were fed, burped, and rocked to sleep in Allen & Augustine chairs.” He paused for a fraction of a second, then added, “And that was just this past weekend.”
This got a decent laugh from around the table. Good.
“All hand-designed, all exquisite,” he repeated, pacing slowly as he spoke. “That’s how your catalog describes your wares. And you know what? It’s also a fitting description of your company.
“You are, as you all know, a legend in this city.
“The entire business community appreciates what a tight-knit company you have here. Many of your employees have been here from the start, or at least the early days, and I understand there are even a good number of second-generation employees.
“It’s no secret that Allen & Augustine has been one of the city’s great success stories.
“But …”
Ben had learned to wield the word but like a cutlass, using it to slice through his opponents’ most potent premises and propositions. Sometimes he used it slyly, like a concealed trap door; at other times it had all the subtlety of a hand grenade.
Like now.
He glanced around the room to see how he was doing.
“But,” he repeated, “let’s face facts. Times have been tough. Overseas competition is fierce, costs are up, sales are down, profits are getting squeezed.
“Your executives have refused to let go a single employee, and I admire that. Instead you’ve been forced to implement pay cuts across the board. I know you’re hurting.” He paused—then added: “I’m here to help the bleeding stop.”
He had practiced this line for hours over the weekend. He didn’t want to sound patronizing. And besides, he meant it. It was painful to see this once great company brought to its knees, and as far as he was concerned, his employer was exactly the white knight these people needed.
But how to convince them of that?
“I want you to know,” he continued, “that the Marden Group knows what it means to be a family business. We are one.
“You probably know our story. Founded in New York in the 1930s by Andrew Marden, an immigrant merchant turned industrialist and land speculator. Old man Marden passed the business on to his daughter, Elizabeth, who married into the Bushnell family and, after running the company successfully for many years, eventually passed the mantle on to her son, the founder’s grandson, our current president and CEO, Thomas J. Bushnell.”
Ben had actually seen Thomas J., live and in person, just twice in his life. The first time had been twelve years earlier, Ben’s first year at Marden, when the boss had put in an appearance at a divisional retreat. The second time was last Friday—just three short days ago—when he had summoned Ben to his office.
In that brief meeting, Mr. Bushnell had made clear how much he wanted this deal to happen. The competition in Mergers & Acquisitions was fierce, all right, and if Ben didn’t get this one right, there were any number of equally ambitious executives nipping at his heels.
Ben’s job, and his and Melanie’s future, were on the line here.
“At this point,” declared the boss, “the wind over there at Allen & Augustine could blow just as easily one way as the other. And which way it does end up blowing is going to come down to one thing.” He had looked straight at Ben as he concluded their interview with a final word. “You.”
Ben drew a breath. Here it was.
“As you know,” he told the assembled group, “Mr. Bushnell and the Marden Group have tendered an offer to purchase Allen & Augustine.
“Over the next few days I’ll be meeting with your founders and top department heads, and getting to know you and your employees.
“Next Monday, one week from today, you have a very important meeting—possibly the