Q&A

Questions and Answers

Q: Why is this book different from the thousands of other business books available today?

A: The mere fact that it is not presented as a "know it all book" is difference enough, but the true difference is its the Socratic approach. It allows the reader to solve their our problems. It is written in such a way the reader is compelled to review their own work behavior. While the setting of the book is sales it transcend all functions in an organization. Schoolteachers have even commented on the introspection that they experienced while reading it.

Q: After reading this book, core competencies seem so easy to identify and change. Are they really?

A: Thanks that’s an easy one. Actually they are easy to identify, but hard to change because they are so closely aligned with one’s ‘work personality.’ Most of us entered the business world in our early twenties. We were coachable and pliable. For those of us in our middle years, we have been fighting the daily battles. It stands to reason that we have changed somewhat in the last twenty or so years. That means that our perspective has certainly changed and defensive walls have been built. Those walls affect our behaviors.

Furthermore, the recent roaring 90’s hasn’t help either. Many workers were enticed by huge compensation packages. Employees job-hopped for 20, 30 and 40 % pay increases. It was an unsustainable job market, but it continued for so long that I feel it actually may have had lasting effects on the workplace. Remember at one point G R E E D was OK.

Companies are now talking about becoming more customer centric, but how are they going to change their employees? Joe Sails, is that catalyst for that change.

Q: OK, let’s say your right. And we have identified a core competence that needs to change. Why not direct it or mange to it like business has always done?

A: Telling someone to change is not the same as showing that individual that change is required from within. Joe Sails effects change in a very nonabrasive and non-intrusive manner. If it didn’t the readers would never internalize it and decide that they needed to change. Again, if someone doesn’t believe that they are lacking core competencies how are you going to get them to change? And you cannot order someone to be passionate or enthusiastic about their job.

Q: So this is the book about changing people?

A: Yes, I guess that’s a good start, but I would like to add that it is also the tool to encourage change in business behavior. It’s the catalyst for change.

Q: Where do you go from here?

A: Another book maybe.

Q: Can you give us a hint?

A: I don’t know maybe something like "Joe CEO." I think some of them are in need of some adjusting. What do you think?

Q: There are some funny parts in the book. Are they real?

A: Yeah, I’m sorry to say that those anecdotes are real and most of them have happened to me.