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    Breaking Conformity: Failure, Performance, Goals, And Dreams
    Breaking Conformity: Failure, Performance, Goals, And Dreams
    Breaking Conformity: Failure, Performance, Goals, And Dreams
    Ebook142 pages1 hour

    Breaking Conformity: Failure, Performance, Goals, And Dreams

    By Arthur Greeno and Bryan Smith

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    About this ebook

    One of the leadership concepts we discuss often at Chick-fil-A is the importance of innovative nuances. We know that in order to remain leaders in our industry, we have to maintain our core values while constantly looking for new and better ways to serve our customers. In other words, we have to learn how to embrace both timelessness and timeliness. As Arthur and Bryan illustrate in Breaking Conformity, it’s not as difficult as it sounds, as long as you remain loyal to the truth and committed to growth.
    Dan T. Cathy, Chairman & CEO of Chick-fil-A

    This is a powerful book that delivers an inspiring and unique approach on how to achieve success in the world of business. If you are looking for a book that will engage, inspire and educate you on how to become the best business person you can be, this book is for you!
    Clayton Clark
    U.S. Small Business Administration Entrepreneur of the Year | Founder of Thrive15.com


    Bryan and Arthur are real-world examples of individuals who started with nothing and have become highly successful the old-fashioned way. 'Breaking Conformity' tells it like it is, and along the way, provides the reader with great advice and the reality check we all need.
    Sean Kouplen
    Chairman and CEO, Regent Bank

    I have read just about every “must read” business book that goes to press. “Breaking Conformity.”proves that businesses don’t have to align their strategy with the attitudes, beliefs, behaviors and habits of the competition.
    Teresa Knox
    Owner, Community Care College
    LanguageEnglish
    PublisherBookBaby
    Release dateSep 16, 2015
    ISBN9781942451143
    Breaking Conformity: Failure, Performance, Goals, And Dreams

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      Book preview

      Breaking Conformity - Arthur Greeno

      www.LeeCockerell.com.

      INTRODUCTION

      Does it make you nervous to think that many of the things you have learned in your life are wrong?

      Leaders use emotional clichéd jargon to make us jump, obey, and temporarily perform better—but will it ever bring long-term success?

      This mental poison seeps into other aspects of our lives. It destroys our brain cells. Ask the next person who feeds you one of these clichés if they actually believe it—they most likely do not!

      These phrases are myths that only serve to make us feel better for a little while. In truth, these buzzwords don’t equal success—they aren’t much more than catchy jingles meant to brainwash you into believing that you are happy in your position.

      Are you uncomfortable yet?

      If comfort is your goal, then success is not in your future.

      Can you overcome this? Absolutely, and you can start by shining a light on the lies you have been sold for years—lies that have been sold to all of us!

      It’s time to commit to seeking the truth, no matter how uncomfortable it may be, for that is the only way to see clearly in this gray world.

      What if you could start at the beginning, make a mindset change, and actually train for success?

      You can, and by changing your words, you will change your world.

      PART ONE

      MYTHS DEFINED

      Failure is not an option… It’s a privilege reserved exclusively for those who try.

      -Albert Einstein

      It was a cloudy morning, and that was Jack Bryant’s favorite way to begin the day. Not that he disliked the sun—he just found that everything easier to see in a black-and-white world.

      For the past thirty years, he had chosen to be chauffeured to work in a sleek, black town car. He had tried the subway, he’d tried driving himself, and he’d even tried a taxi, but eventually settled on a chauffeur. Point A directly to point B, no interruptions, and only one pause along the way of his own volition, to get a cup of coffee and a fresh scone.

      Driving and parking in the big city have less pleasure associated with the process than the effort warrants. At least, that was Jack’s perspective.

      Furthermore, Jack was a busy man. The 35-minute commute was highly efficient, like an afternoon uninterrupted by a single phone call. It was a great start to his days.

      As a premiere business consultant, he shared office space with the prestigious law firm of Joshua, Dillon, and Morgan. Rumor had it that the first female name would soon be added to the masthead: Isabel, a stellar Hispanic lawyer with an incredible track record—but Jack doubted the firm would ever seriously consider changing the name to Joshua, Dillon, Morgan, and Isabel.

      That was just it—people didn’t change.

      And it was because they didn’t want to change.

      That was precisely what kept Jack so busy. As one of the best known and most effective business consultants in the city, his reputation was primarily based on one thing: bringing about change.

      Sometimes he felt like he was forcing people, though of course it wasn’t a physical battle. Usually it was an acidic verbal barrage that left the patient nearly naked, stripped away of the last vestiges of dignity.

      Funny thing, people would often choose to change once there was no other option.

      But it was only when they chose it that they really did change.

      It was a battle of the wills, and Jack pressed through because he knew the good that was in store for his clients on the other side. In many ways, he felt like he, too, was a lawyer, fighting for truth and justice.

      Usually, the individual client and their business would flourish after heeding Jack’s advice. The success would make their hesitancy to change a thing of the past. Still, some would refuse to change, and these people would usually crash and burn in an epic failure. Those were the lost cases, and directly the result of not following Jack’s advice.

      Jack’s business advice was spot-on. Maybe he had a bit too much ego, but it came with the territory. At least, that was what he told himself to keep his conscience satisfied.

      Situated in an office on the 17th floor, Jack had a steady stream of clients. This translated into a steady stream of prospective clients for the law firm, which is how they partnered together in the first place.

      It was a match made in business heaven. They learned to work well together in a truly symbiotic relationship, providing mutual assistance even as they fed off each other.

      Mostly, Jack’s clients ended up hiring the law firm. Occasionally, it worked the other way around. But since the law firm let Jack rent the office for just one dollar a year, he was not about to complain.

      Today, Jack was meeting with Bob Flanery, a businessman with an advertising firm. It just so happened that Bob was the owner’s son-in-law, which meant that he had to succeed in his new position.

      What’s more, Bob was to be instrumental in the firm’s growth and future.

      That will teach him to marry into the family, Jack muttered to himself. He was reviewing the case notes when the receptionist paged through.

      There is a Bob Flanery to see you, she said with a crisp, professional attitude. His receptionist, Eileen, was a kind-hearted soul in a cold-hearted world.

      Thank you, Jack said in return, punching the button on the black phone on his desk. Send him on back.

      Bob Flanery: 8:04 a.m.

      His files showed that Bob Flanery had married the owner’s daughter while still in college. He had an MBA and had worked with another advertising agency before landing his current position as VP of operations.

      Jack didn’t envy young Bob’s position.

      There was a knock at the door.

      Come on in, Jack said. He didn’t get up, just shook hands from where he sat behind his desk.

      Take a seat, he said, pointing to the two leather chairs facing his desk. They were cushioned chairs, like in a psychologist’s practice. Since the sessions often took hours, hard wood proved to be a bit too uncomfortable.

      Truthfully, Jack had once derived some enjoyment from watching clients squirm on hard chairs. But after a while, Jack could tell that they were paying more attention to their discomfort than his advice, so he begrudgingly upgraded to his current cushioned leather models.

      Now if they squirm, it’s because of what I’m saying and not because they are physically in pain, he explained to the office assistant when they made the swap those many years ago. But I still miss the looks on their faces, he thought to himself.

      Bob was talking.

      Dale, the owner at the firm where I work, is my father-in-law, he explained. No doubt you knew that, but he insisted that I see you. I can honestly say I don’t know why I’m here.

      Yes, Dale and I have been good friends for over twenty-five years now, Jack responded. Apparently he wanted you and me to get acquainted, and to see if I could help. You see, the position you are stepping into is a very big one. It’s do or die, and he wants you to succeed.

      I know, Bob said heartily.

      Jack picked up on Bob’s mixed pressure and relief that they were already down to business.

      He wants you to succeed… Jack paused for effect, then added, "…and you have to succeed. It’s a must. There is no other option for you."

      "I know," Bob repeated, this time really letting the pressure show.

      So, let’s start at the top, shall we?

      Okay, Bob said. I was asked to come in as VP of operations and…

      But you don’t deserve it, do you? Jack interrupted.

      "What

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