Watch this video and think of what you might see if your data now had time, location, duration, volume and whatever other variable you can think of represented in a dynamic graphical way.

Stunning!

Want to be celebrated as an industry leader?  You have to jump in and get the scars.  Then, connect with me, because I want to hear and share your story.

Franciscan monk and author, Richard Rohr, writes “you cannot start seeing or understanding anything if you start with ‘no.’ You have to start with a ‘yes’ of basic acceptance–which means not too quickly labeling, analyzing or categorizing things in or out, good or bad. You have to leave the field open. The ego seems to strengthen itself by constriction, by being against, or by re-action, and it feels loss or fear when it opens up.”

This continual war against fear is where leaders have to don armor and do battle. Status quo becomes status quo because it is safe.

But it is also stagnant.

And deadly.

How does this perspective make you view your firm’s approach to incentives?

Exclusive interview with Seth Godin from GiANT Impact on Vimeo.

Clarity of purpose is a desirable goal.

Garr Reynolds, in his book, The Naked Presenter, answers the question, “what does it mean to present naked?”  He says, “Being naked involves stripping away all that is unnecessary to get at the essence of your message.  The naked approach embraces the ideas of simplicity, integrity and passion.”

For those of us leading companies on a quest for transformation, “simplicity, integrity and passion” are worthy goals.

Take a few moments this week to define “all that is unnecessary” and take steps to strip it away.  In pursuing simplicity, you may find that integrity and passion follow.

If you are serious about being part of the commercial real estate revolution, you know there is no magic bullet.  Changing deeply ingrained methodologies is a process.

Kyuzo Mifune (1883-1965) is considered one of the great judo masters of the modern era.  His seven rules of judo practice are on the walls of many dojos.

1. Do not make light of an opponent.

2. Do not lose self-confidence.

3. Maintain good posture.

4. Develop speed.

5. Project power in all directions.

6. Develop self-control.

7. Never stop training.

Reading the seven rules in light of transforming a business–there is application.  However, probably one of the most striking applications is a quote, “Do not place hope in finding a secret technique.  Polish the mind through ceaseless training; that is the key to effective techniques.”

Kaizen isn’t just for manufacturing–or the dojo.  Kaizen is the only path to transforming our industry.

1. Use the book. The Commercial Real Estate Revolution can begin and facilitate dialogue at many levels. The book was written to give to non-technical readers. At the same time most industry stakeholders only know well one or two of the areas covered in the book. They too are finding that it helps them connect the dots. Perhaps the biggest benefit is to understand the owners experience and the fundamental causes for late and over budget projects.
2. Create forums for multi-stakeholder dialogues. One comment from our 2007 kick-off session for Mindshift in Houston came from the AIA representative. She said that hearing the problem through the different stakeholder experiences gave her a new understanding of the nature of the problem. Multi-stakeholder forums will also help accelerate the learning curve by providing different vantage points.
3. Conduct several low-cost experiments with sales, marketing, distribution and key clients. Look first for internal early adopters and then look for early adopter and fed-up clients to partner through the collective learning curve. The goal is to begin logging 10,000 hours of “flight time.”
4. Join and participate in the key forums that are leading the charge. CURT, AIA, AGC/BimForum, EcoBuild, Construction Institute and Greenbuild. CoreNet and IFMA are just beginning to explore IPD, BIM and other emerging practices. There is a tight informal network of early adopters that is important to break into.
5. Begin the culture shift process. Interview firms like Cameron & Quinn and The Armstrong Group to develop a change management strategy.
6. Go forward with some kind of Beta experiment. The goal is to understand the learning process needed, the change required, the different sales strategies developed and the results. The kind of market is irrelevant to achieving the goals. The profile of the early adopter dealers is the key criteria.

Are you ready to be part of the revolution?