Foreword of Seeing the Big Picture
STEPHEN M. R. COVEY
Author of New York Times bestseller The Speed of Trust
I strongly believe that the first job of any leader is to inspire trust. Whether that leader is a surgeon leading a team through an intricate medical procedure, an executive leading a team in implementing a strategy, or a quarterback leading a football team to a comeback victory—it’s trust in the leader that inspires others to willingly choose to follow.
So what inspires trust? Trust is the confidence that emerges when character and competence converge. If I were questioning whether or not I needed surgery, I wouldn’t trust a dishonest and self-serving surgeon—no matter how competent he or she might be. Nor would I trust a quarterback who’s unable to make plays or deliver results—even if he has impeccable character. But when I see the consistent demonstration of both character and competence, I do trust. And Kevin Cope, the author of this exceptional book, is a person who consistently demonstrates both—and is a person I trust.
Kevin is a long-time friend and confidant. As such, he listens empathically and offers sound advice when I ask for it. He is also a business colleague who worked with me for several years in a time of unprecedented business growth, opportunity, and challenge. In that role, I have seen him time and again roll up his sleeves and find a way to get the job done superbly well. While I wouldn’t trust Kevin to quarterback a fourth quarter comeback (believe me, I’ve played flag football with him!), and I definitely wouldn’t trust him to perform surgery on me (he’s not a doctor), I absolutely do trust Kevin’s ideas on business, organizations, and people. He’s earned that trust through a demonstrated track record of character and competence—particularly in the area of business acumen.
In fact, it is because of my trust in Kevin in these areas that I strongly encouraged him to write this book. His “five drivers” model and his ideas concerning business are simply too good—too valuable, too insightful, too clear—to not share. Kevin has the gift of being able to take complex issues and make them simple. Never is this gift more needed than in the world of business acumen, particularly regarding how business works and how organizations make money and successfully grow. And when it comes to understanding how business acumen can transform an individual—and, in turn, an organization—there is no one I trust more than Kevin Cope.
But enough said about my friend Kevin; now let’s talk about you. You’re picking up this book because you likely work for a business or for some type of organization that needs to operate on sound business principles.
Now just because a person works for a business doesn’t mean he or she fully understands business. You and I both know plenty of bright business graduates who can’t quite seem to apply that knowledge in relevant ways that create value for the business. We’ve all run across colleagues and peers who have years of experience and know everything there is to know about their particular function—HR, operations, marketing, sales, R & D, or some other role—but who would rather have a root canal than to have to give an opinion or interpretation of the company’s latest financial results.
We’re also aware of those who think they know business when all they really know is the jargon of business—often number crunchers who, as Oscar Wilde put it, “know the price of everything but the value of nothing.” We likewise see countless passionate entrepreneurs who are certain they understand business, but start companies that fail to gain any traction and end up not even getting off the ground.
In short, just because a person is “in” business doesn’t mean that person “gets” business. That’s where this book comes in. It’s the best book I know to explain how business really works and how organizations make money. It’s actionable. It’s simple without being simplistic. And it’s written in an engaging and insightful style.
So if you’re that business grad or entrepreneur who can’t put your finger on why success seems to elude you . . . or that functional expert with years of experience who’s tired of being overlooked when your company presents new career opportunities . . . or that numbers person who’s wrestling with how you can become relevant to those who don’t look at the numbers in the same way you do . . . or—like me—an executive who’s looking for a quick reference field guide to help you focus your team on the simple fundamentals of business success . . . this book is for you.
Whatever your situation—and whether you’re just getting started in business, trying to get reenergized about your business, or actually running a business—I strongly encourage you to read Seeing the Big Picture and carefully consider what Kevin has to say. I am convinced that doing so will help you become a more competent businessperson. And if you combine that competence with strong character, you’ll inspire your peers, your team, your boss or your CEO, to trust your decisions. They’ll come to see you not only as a leader of people, but also as a leader of the business. And that’s what good business acumen is all about.