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My next guest is taking the skills he learned in that cockpit is a fighter pilot and applying them to lessons for executives in the boardroom.
Joining me now for this week's small business big ideas.
The former air force pilot Jim Murphy founder and CEO after burner thanks for being with -- -- your firms and in business sixteen years you've -- 30% of them.
Fortune 500 Bausch and long Cisco Honeywell J&J.
Could those executives at those companies take for military.
Environment you grew up.
Great question one of the biggest things that we -- is -- a process that we call flawless execution.
And although in today's rapidly changing challenging in May be some eager viewers would even say business world is almost hostile.
It's it's not about perfect execution -- striving towards that flawless outcome.
And we know there's a process around that taking.
The strategy of a company but breaking it down -- looking for execution gaps and using a disciplined process of planning briefing executing and debriefing.
To close those gaps on military standpoint what is the thing that business people get wrong.
Most of the time.
Well one of the things is that continuous improvement aspect of business stand one step ahead of the competitive rate of change in their environment.
And that only not only happens in the strategy or the beginning parts of planning.
But what happens immediately following your -- Q ship when you're finished with the mission as a fighter probably going to around Europe the rank off of her shoulders of the name tags off of -- chest.
And we have a nameless rank was debrief.
Where we look at what we said we're gonna do in the plan based on the results and we look for gaps in the purpose of the debrief.
Is to eliminate the barriers above -- communication and focus on what we said we were gonna do.
You know a lot of you know testosterone rich CEOs like to -- businesses war.
But it sounds like the way you approach is there's this is no room for passion hatred and anger this is about cool calm execution.
That's right and it's about planning for that cool calm execution not only -- -- a clear mission objective that supports the overall strategist -- six steps right -- That's right -- the last set up as all the way down to asking the what if planning for contingencies -- acute.
If you -- plan for what possibly could go wrong.
That probably exudes that coolness you're talking about.
He also have yet identify the threats identify -- -- is a violate lessons learned.
There's always that debrief falsely talk about that you're in your so called flawless execution cycle now this is -- good when you -- -- big big fish and you're advising KKR just love the other night you were telling us in the group green room.
But can this work for smaller businesses and regular -- little -- Absolutely I mean we've been applied it to the -- giants last year which was out of great opportunities for our company.
But we just recently franchised after burner so.
The whole purpose of that is to enable the veterans coming back from the military right now which is almost three million veterans or folks in uniform.
If you include the guard in the active duty.
-- -- great men and women that exude entrepreneur or instant and we're setting up after -- local metropolitan areas and giving them these services and products.
So they can prosper at the local level.
That's fantastic you know what huge error on my partner mark I did not start with a New York Giants you -- New York Giants and their Super Bowl season and now they're Qichen but so far early this season what did you tell with a single thing most important -- that.
What you know Coach Coughlin is a great Coach and it's just a wonderful organization and we had the opportunity work with them mid season last year.
One of the things Coach Coughlin said as I want you to really focus on the nameless -- was -- When you have it veteran like Justin Tuck and you might have a brand new rookie they may be hesitant to freely admit their mistakes after the film review in -- debrief if you -- -- because players market.
Admitting their own mistakes at the grassroots level.
They were repeating the same mistakes all over.
Enterprise -- our team myself by teaching them how to create a name most rank most -- -- cause root cause analysis the player not just a Coach down level.
They're able expose some things are going on in the deepened -- generally help them all right thank you so much appreciate your being here Jim Murphy with after burner -- -- company name to thank --
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