The Presence Lab | Executive Communication Under Pressure

The most common thing about common sense is how uncommon it is. In this episode, Jason responds to a fan, answering a question and in the process shares a game changing approach to reviving common sense. While it might be as simple as saying what’s old is new again, it’s worth taking a look at the most successful “under-the-radar” companies to learn that success is rooted in good old common sense.

Tim and Richard Smucker, Co-Leaders of J.M. Smucker, have not only enjoyed significant organic growth but also quickly gobbled up, digested and grown such iconic brands as Folgers, Dunkin Donuts Coffee Products, Pillsbury, Hungry Jack, Carnation, Knotts and Jif. These folks, headquartered in tiny Orville, Ohio are fast. Between 2004 and 2014 they grew revenues from 600 million to six billion dollars and introduced an average of fifty new products a year growing profits by almost 800%.In this episode, Jason Jennings shares the core foundation to Tim and Richard’s success: four simple actions that some people call hokey. When Jason is finished, you’ll call it authentic.

Seven out of ten employees say, “The most stressful part of my job is dealing with my boss!” And the reason, research shows, is “unnecessary leadership” or what most of us call bureaucracy and micromanaging.In this game changing conversation, Jason Jennings provides a principled approach to ending bureaucracy and micromanagement.

The age of big data promises more than it can deliver. It gets us thinking that more information means little to no chance of making any mistakes.Big companies invest 200,000 employee hours per billion dollars in revenue generating data for yearly forecasts and budgets. That means billions of dollars in data analysis were spent at companies like Blockbuster, Borders, Circuit City, Sears, HP and Sprint. Did that make them faster or did it create speed bumps? The answer, of course, is no.In this episode, Jason Jennings presents a game changing plan for action that ends paralysis.

When should a company license rather than sell what it produces? The question is becoming more and more relevant for companies of all sizes. While the game changing approach might not be actionable for you today, it should kept in mind. Jason dives into the idea of becoming an innovative organization with an eye toward licensing products.

Jason Jennings provides a preview to telling research uncovered in his next book about the lack of trust and subsequent damage to business. As always, Jason touches briefly on the challenges, then provides four game changing actions you can start immediately to grow trust in your organization.

What do four economists, four Oxford students and four garbage men have in common? Not much, especially when it comes to predicting the future. Jason provides a game changing approach to seeing the future by sharing the story of the economists, students and garbage men along with stops for stories from Italy and India. By the end of this value-packed podcast, Jason gives you the five ways you can start anticipating the next big thing in your future.

Jason gives you a behind the scenes look at his bestseller, Think Big, Act Small. Learn how one of the business leaders profiled in the book gave Jason the book title. Most importantly, Jason shows you why thinking big and acting small is the one thing successful businesses have in common. Then, he gives you the action steps to think big while acting small.

Jason shares the inspiring and game changing story of Jack Strack of SRC Holdings. Jack turned a debt ridden, poor performing company into a high performing success – and he did it with transparency and honesty. Jason breaks it down with actionable steps you can learn from Jack’s accomplishments.

Whether a business sells coffee and pastries, dry cleaning or airline seats, it’s not enough for the owners and management to know the lifetime value of a customer. In this game changing conversation, Jason Jennings shares three stories that show why the front-line people in your business must know the true lifetime value of the customer.