After fifteen years of rising to the pinnacle of the hospitality industry, Chip Conley's company was suddenly undercapitalized and overexposed in the post-dot.com, post-9/11 economy. For relief and inspiration, Conley, the CEO and founder of Joie de Vivre Hospitality, turned to psychologist Abraham Maslow's iconic Hierarchy of Needs. This book explores how Conley's company After fifteen years of rising to the pinnacle of the hospitality industry, Chip Conley's company was suddenly undercapitalized and overexposed in the post-dot.com, post-9/11 economy. For relief and inspiration, Conley, the CEO and founder of Joie de Vivre Hospitality, turned to psychologist Abraham Maslow's iconic Hierarchy of Needs. This book explores how Conley's company 'the second largest boutique hotelier in the world' overcame the storm that hit the travel industry by applying Maslow's theory to what Conley identifies as the key Relationship Truths in business with Employees, Customers and Investors. Part memoir, part theory, and part application, the book tells of Joie de Vivre's remarkable transformation while providing real world examples from other companies and showing how readers can bring about similar changes in their work and personal lives. Conley explains how to understand the motivations of employees, customers, bosses, and investors, and use that understanding to foster better relationships and build an enduring and profitable corporate culture.
Usually I hate business books because they have one premise and it takes them 300 pages what could be told in one 5 page HBR article. But this book is different, Conley builds on the premise and I felt I learned new things all the way to the end of the book. It is a really compelling and insightful and gave me tons to think about re: both the products I sell and the people I manage.
Peak: How Great Companies Get Their Mojo from Maslow [Chip Conley, Tony Hsieh] on Amazon.com. *FREE* shipping on qualifying offers. After fifteen years of rising to the pinnacle of the hospitality industry, Chip Conley's company was suddenly undercapitalized and overexposed in the post-dot.com.
And it gives some pretty tangible examples that you can use in your own organizations. Highly recommended for anyo Usually I hate business books because they have one premise and it takes them 300 pages what could be told in one 5 page HBR article. But this book is different, Conley builds on the premise and I felt I learned new things all the way to the end of the book.
It is a really compelling and insightful and gave me tons to think about re: both the products I sell and the people I manage. And it gives some pretty tangible examples that you can use in your own organizations. Highly recommended for anyone who has any sort of leadership role in an organization.
Just heard a talk by Chip which was very inspirational. He talked a lot about 's hierarchy, and how it can be applied to employees, customers, and investors. Employee pyramid is: salary =>recognition =>Canon P126d Calculator Manual. calling. I thought his principles were similar to Tony Hsieh's book. He even mentioned this was true, and that Tony and 10 other companies that had great culture had all studied Maslow (Apple, Southwest, Google, Just heard a talk by Chip which was very inspirational. He talked a lot about 's hierarchy, and how it can be applied to employees, customers, and investors. Employee pyramid is: salary =>recognition =>calling.
I thought his principles were similar to Tony Hsieh's book. He even mentioned this was true, and that Tony and 10 other companies that had great culture had all studied Maslow (Apple, Southwest, Google, Whole Foods, Zappos, etc). The top of any pyramid is hard for most business leaders because it's the self-actualization - the intangible stuff, which can't be measured. And most business leaders are taught to run things by the numbers. Told a story to illustrate this about why Southwest doesn't charge fees for checking baggage. It's because they didn't want to make their flight attendants into baggage handlers - which is what happens on other airlines, where everyone tries to carry everything on to save money. Southwest flight attendants are happier than other airlines, and this leads to less employee turnover and higher customer retention.
Which saves them money in the long run - it's just impossible to measure. He also noted that the hospital industry did an extensive survey of what the top hospitals in the nation had in common. The results: the nurses were happier and more involved in each one. Looking forward to the actual book, of which I now have a copy! Below are key excerpts from the book that I found particularly insightful: 1- 'This book is about the miracle of human potential: employees living up to their full potential in the workplace, customers feeling the potential bliss associated with having their unrecognized needs met, and investors feeling fulfilled by seeing the potential of their capital leveraged.' 2- 'Maslow's message struck a chord with many business leaders. In essence, he said that with humans, there's a qualitative difference Below are key excerpts from the book that I found particularly insightful: 1- 'This book is about the miracle of human potential: employees living up to their full potential in the workplace, customers feeling the potential bliss associated with having their unrecognized needs met, and investors feeling fulfilled by seeing the potential of their capital leveraged.'
2- 'Maslow's message struck a chord with many business leaders. In essence, he said that with humans, there's a qualitative difference between not being sick and feeling healthy or truly alive. This idea could be applied to companies, most of which fall into the middle ground of not sick but not truly alive. Based on his Hierarchy of Needs, the solution for a company that wants to ascend up the healthy pyramid is not just to diminish the negative or to get too preoccupied with basic needs but instead to focus on aspirational needs. This idea is rather blasphemous for some.
The tendency in psychology and in business has always been to focus on the deficits. Psychologists and business consultants look for what's broken and try to fix it. Yet, 'fixing it' doesn't necessarily offer the opportunity for transformation to a more optimal state of being or productivity.' Every company is organized based on a certain premise of human nature.
Most companies aren't very conscious of this fact and operate based on an outdated or short-term perspective, even though sustainable results might be better served by a different business approach. Companies have a habitual 'tendency toward the tangible,' which means that financial results usually get more attention than relationship issues.
More and more business scholars and consultants are making the intangible of relationships and the human spirit more tangible, and many successful companies are leading the way with respect to how they reorganize themselves to pursue both profits and happiness.' 4- 'The Employee Pyramid: Money (Survival) - Creates base motivation, Recognition (Success) - Creates Loyalty, Meaning (Transformation) - Creates Inspiration.' 5- 'The Customer Pyramid: Meets Expectations (Survival) - Creates satisfaction, Meets Desires (Success) - Creates commitment, Meets Unrecognized Needs (Transformation) - Evangelism.' 6- 'The Investor Pyramid: Transaction Alignment (Survival) - Creates trust, Relationship Alignment (Success) - Creates Confidence, Legacy (Transformation) - Creates Pride and Ownership.' 7- 'Finding meaning in one's work—both in what you do daily d in the company's sense of mission—is one of the rarest but most valuable qualities anyone can have in their job.'
8- 'In reading Frankl's book and in studying dozens of meaning-driven companies, I've come to realize that workplace meaning can be dissected into meaning at work and meaning in work. Meaning at work relates to how an employee feels about the company, their work environment, and the company's mission. Meaning in work relates to how an employee feels about their specific job task. Mwm Libero Keygen Music. Pollard captures the potential synergy of this dichotomy with the following passage from his book, 'As a person sees a reason for the task that is personally satisfying and rewarding and has the confidence that the mission of the firm is in alignment with his or her own personal growth and development, a powerful force is unleashed that results in creativity, productivity, service quality, growth, profit, and value.' ' 9- 'Ironically, the two common elements that define companies that deliver on this level of the pyramid seem diametrically opposed to each other: technology (hard) and people (soft). Companies that know how to harness their technology and empower their people have the potential to deliver customized service that will translate into committed customers.'
10- 'Buffett represents a growing set of business leaders who believe that 'companies obtain the shareholder constituency diat tiiey seek and deserve.' He suggests that if companies 'focus their thinking and communications on short-term results or short-term stock market consequences they will, in lar^e part, attract shareholders who focus on the same factors.' In other words, just understanding your business plan isn't enough for business leaders.
You need to also understand the motivations of your investors to ensure they're aligned with your own.' 11- 'If there's one constant theme in all three pyramids, it's t conventional wisdom is wrong. Conventional wisdom suggests that (1) money is the primary motivator for employees, (2) customers stay loyal when they're satisfied, and (3) investors are exclusively focused on the financial return on investment.
As we've seen, these are simply base needs that ignore higher human needs. At the peak of the Investor Pyramid, it's ultimately a legacy, not liquidity, that people seek.' 12- 'As a guide, I often refer them to the Transformation Pyramid we discussed in Chapter Two. Take a look at whether this activity or priority is a survival need (something that will help provide basic sustenance or comfort), a success need (something that will enhance the performance or experience), or a transformation need (something less predictable, more intangible, and ultimately, most satisfying or memorable). My number one recommendation for those who are using a pyramid to define their peak experience is to make sure you are climbing the right mountain.
A midlife crisis is perhaps the natural result of someone realizing they've perhaps climbed the wrong peak.' 13- 'The base needs are typically 'has' needs: what material things we want in our life to give us safety, comfort, pleasure, or status. As humans and societies age, they move beyond the 'has' to the 'does' needs.
As our material needs are met, what one does for a living becomes a more relevant symbol of our identity. At some point, relentless 'doing' no longer carries currency, at which point the 'is' needs predominate at the peak of the pyramid.
You see this in wise men and women and in cultures that have learned that having and doing carry you only so far. When someone or something just 'is,' it feels pure, essential, powerful, and magnetic.
There is a strong sense of presence that accompanies this state of being.' Conley describes how his company, Joie De Vivre Hospitality, has applied Maslow's theory of human needs to achieve impressive success in the hotel history. His straightforward model is explained clearly and backed by the success he achieved even during the worst possible business environment.
There are many books about creating a profitable company and many about the importance of corporate culture and people. What I like about this book is that it shows why and how the human factors impact the Conley describes how his company, Joie De Vivre Hospitality, has applied Maslow's theory of human needs to achieve impressive success in the hotel history. His straightforward model is explained clearly and backed by the success he achieved even during the worst possible business environment. There are many books about creating a profitable company and many about the importance of corporate culture and people. What I like about this book is that it shows why and how the human factors impact the end results. [return][return]I've noticed in this genre that everyone uses the same companies as examples, especially Southwest, Starbucks, Best Buy, and Enterprise.
Is it merely that these are the hallmarks or is the market lacking examples of others that succeed through similar means? Joie De Vivre is certainly another success story and Chip Conley does cite a few others. If Maslow and the other thought leaders mentioned in this book (Goleman, Csikszentmihalyi, Buckingham, Covey, and Seligman) do provide a basis for success, we should see more and more success stories in the coming years. CEO of Joie De Vivre hotel chain writes about his approach to business through Maslow's Hierarchy of Needs.
Quite a personal book, exploring how Conley re-discovered Maslow during the dot bomb recession and used that to re-focus his business. Details: This is an engaging easy to read book, and excels when Conley explores his own motivation through Maslow's framework. The classic Hierarchy of Needs is a great lens in which to frame ideas, and Conley explores it for the benefit of the customer, emp CEO of Joie De Vivre hotel chain writes about his approach to business through Maslow's Hierarchy of Needs. Quite a personal book, exploring how Conley re-discovered Maslow during the dot bomb recession and used that to re-focus his business. Details: This is an engaging easy to read book, and excels when Conley explores his own motivation through Maslow's framework.
The classic Hierarchy of Needs is a great lens in which to frame ideas, and Conley explores it for the benefit of the customer, employee and investor. I think the sections focusing on how to make sure investors are in alignment with the business is the freshest part of the book, and shows how Conley uses Maslow's ideas in new ways. The Takeaway: This book stays real, without getting caught in lofty and less useful ideas. Quite inspirational. As Conley explains in the Preface, 'This book is about the miracle of human potential: employees living up to their full potential in the workplace, customers feeling the potential bliss associated with having their unrecognized needs met, and investors feeling fulfilled by seeing the potential of their capital leveraged.' I agree with him that all great leaders know how to tap into this 'potential' and actualize it into reality.' Moreover, I also agree with Conley that great leadership can - an As Conley explains in the Preface, 'This book is about the miracle of human potential: employees living up to their full potential in the workplace, customers feeling the potential bliss associated with having their unrecognized needs met, and investors feeling fulfilled by seeing the potential of their capital leveraged.'
I agree with him that all great leaders know how to tap into this 'potential' and actualize it into reality.' Moreover, I also agree with Conley that great leadership can - and should - be found at all levels and in all areas of an organization. So, what motivations do people need to achieve peak performance, especially in collaboration with others? In this volume, Conley responds to that question, suggesting that there are many valuable lessons to be learned from Maslow's 'Hierarchy of Needs.' For present purposes, it can be abbreviated as follows: Survival, then Security, and only then Self-Actualization. Only the most extraordinary people (e.g. Those among the greatest presidents throughout U.S.
History such as Washington, Lincoln, and FDR) seem able to compress of survival and security and thereby achieve some degree of self-actualization. In this volume, Conley offers a step-by-step process by which to build a great company. After acknowledging Maslow's influence on his thinking (and in process explaining Mallow's core concepts) in Part One (Chapters 1-3), he examines three 'relationship truths.' In Chapters 4-6, he explains how to create base motivation, loyalty, and trust for employees. In Chapters 7-9, he explains how to create satisfaction, commitment, and 'evangelistic' fervor for customers.
And then in Chapters 10-12, he explains how to create trust, confidence, and pride of ownership for investors. In Part Five (Chapters 13 and 14), Conley explains how to coordinate the three separate but interrelated 'relationship truths' to create a 'self-actualized life' for each of those involved. Although that may prove to be an unrealistic goal, it is worthy of pursuit nonetheless.
Whereas a mountain has a finite height, Maslow's pyramid does not. No individual and no organization can ever become fully actualized. There will always be room for improvement because achieving one goal creates opportunities to achieve others. Revealingly, Conley describes himself as a Himalayan Sherpa who guides his reader to up to the summits of Nepal or Tibet.
What he implies is that his role has another, in my view more important function: To guide his readers to insights that will enable her or him to chart a proper course when embarked on a never-ending journey from one peak performance to the next. Maslow suggests that when reaching the summit of self-actualization, there is a recognition that 'this is the real me.'
Bill George calls this one's 'True North,' 'the internal compass that guides you as a human being at your deepest level. It is your orienting point - your fixed point in a spinning world - that helps you stay on track as a leader. Your True North is based on what is most important to you, your most cherished values, your passions and motivations, the sources of satisfaction in your life. Just as a compass points toward a magnetic field, your True North pulls you toward the purpose of your leadership.' Self-actualization awaits each person who reads this book. Let the journey begin. At the age of 26, Chip Conley started his own hospitality company, Joie de Vivre (JDV), and, as CEO for two-dozen years, expanded it into a collection of over 35 award-winning hotels, restaurants and spas – the second largest boutique hotel company in the U.S.
The bestselling author of PEAK, Chip is a veteran practitioner of emotional intelligence in business and in his latest book, EMOTIONAL EQUA At the age of 26, Chip Conley started his own hospitality company, Joie de Vivre (JDV), and, as CEO for two-dozen years, expanded it into a collection of over 35 award-winning hotels, restaurants and spas – the second largest boutique hotel company in the U.S. The bestselling author of PEAK, Chip is a veteran practitioner of emotional intelligence in business and in his latest book, EMOTIONAL EQUATIONS, he takes us from emotional intelligence to emotional fluency.
The preeminent thought leader at the intersection of psychology and business, Chip speaks around the world on finding meaning at work, is a regular blogger on The Huffington Post and his own blog. Chip has been honored with the highest accolade in the American hospitality industry, the coveted ISHC Pioneer award, and was named the Most Innovative CEO – and JDV the '2nd Best Place to Work' – in the entire Bay Area by The San Francisco Business Times. He received his BA and MBA from Stanford University, and holds an Honorary Doctorate in Psychology from Saybrook Graduate School & Research Center, where he is the school’s 2012 Scholar-Practitioner in residence.