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THE 
BIZ
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THE 
BIZ
50 little things that make a 
big difference to 
team motivation and 
leadership
DAVID FREEMANTLE
N
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First published by 
Nicholas Brealey Publishing in 2004
3–5 Spafield Street
100 City Hall Plaza, Suite 501
Clerkenwell, London 
Boston
EC1R 4QB, UK
MA 02108, USA
Tel: +44 (0)20 7239 0360
Tel: (888) BREALEY
Fax: +44 (0)20 7239 0370
Fax: (617) 523 3708
http://www.nbrealey-books.com
© David Freemantle 2004
The right of David Freemantle to be identified as the author of this
work has been asserted in accordance with the Copyright, Designs and
Patents Act 1988.
ISBN 1-85788-346-2
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the 
British Library.
All rights reserved.  No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording and/or
otherwise without the prior written permission of the publishers. This
book may not be lent, resold, hired out or otherwise disposed of by
way of trade in any form, binding or cover other than that in which it is
published, without the prior consent of the publishers.
Printed inFinland by WSBookwell.
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Also by David Freemantle and published by
Nicholas Brealey:
The Buzz
50 little things that make a big difference 
to delivering world-class customer service
and
What Customers Like About You
Adding emotional value for service excellence 
and competitive advantage
CONTENTS
Acknowledgments
viii
Introduction
1
THE PREMIER DIVISION
5
1
Make people your top priority
6
2
Be an exemplar
8
3
Give cause (aspire)
10
4
Hire the best
12
5
Fight to pay the best
14
6
Personalize relationships
16
7
Liberate people with trust
18
8
Communicate immediately
20
9
Initiate learning
22
10
Know what you want to be
24
11
Agree the contribution to be made
26
12
Measure what is important
28
THE MAGIC SEVEN
31
13
Disappear
32
14
Tell stories
34
15
Celebrate any success
36
16
Touch your team
38
17
Clean toilets, push trolleys, and serve customers
40
18
Inspire team members
42
19
Write, ring, and remember
44
SEVEN BIZ PERFORMERS
47
20
Take the lead in becoming the best
48
21
Create performance lines in your mind
50
22
Put yourself on the line
52
23
Work hard
54
24
Praise regularly and reprimand rarely
56
25
Be straight
58
26
Fire poor performers
60
BIZ TEAMS
63
27
Dignify team members
64
28
Cooperate and create a “yes” spirit
66
29
Identify motivations
68
30
Let people express themselves
70
31
Show team members you care
72
32
Minimize meetings
74
33
Minimize consultation
76
34
Stamp out bad behavior
78
IMPROVING THE BIZ
81
35
Teach yourself
82
36
Study team members like a book
84
37
Drop people in the deep end
86
38
Nurture
88
39
Send team members away
90
THE SIX BIZ MINDSETS
93
40
First mindset: People
94
41
Second mindset: Customers
96
42
Third mindset: Money
98
43
Fourth mindset:  Positivity
100
44
Fifth mindset: 110% attitude
102
45
Sixth mindset: Go M.A.D.
104
THE FINAL FIVE
107
46
Be indiscreet
108
47
Look happy
110
48
Be unhappy from time to time
112
49
Experiment with new motivational stimuli
114
50
Retreat, relax, reflect, review, and recharge
116
ACKNOWLEDGMENTS
Writing a book is rarely a smooth process in which a solitary author
produces a perfect typescript for automatic conversion into the perfect
book. More often the end product has been improved substantially as a
result of inputs from a number of team players who work behind the
scenes to advise, cajole, and encourage the author to make changes for
the better. It can be a difficult process and I must confess I am not the
easiest author to deal with in this connection. It is easy to give advice
but not to take it.
I thought I had written the perfect book until Nicholas Brealey, my
publisher whose patience I must have exhausted, came along and
struggled to convince me—the stubborn and difficult author—that the
book could be even better. On reflection, he was absolutely right. I am
duly indebted to Nicholas along with his excellent support team in the
form of Victoria Bullock, Angie Tainsh, and Sally Lansdell for their helpful
inputs and their forbearance in dealing with me.
My wife Mechi, as on many occasions previously, has been incredibly
supportive during my extended absences at home and abroad while I
researched and wrote this book (and its companion). She also made
many helpful suggestions with regard to the text. I am duly grateful.
However, the prime inspiration for this book comes from the many
“star performers” I have had the privilege of meeting around the world
over recent times. These range from employees who have excelled in
their performance at the front line to highly motivational chief
executives who have a “switched-on,” people-oriented and customer-
focused approach that delivers results. Many of these people are
mentioned by name in this book and I would like to thank each one of
them for their inspiration. 
INTRODUCTION
Doing the biz
“As a racing driver, I trained myself to deal with each corner at a time. 
You can’t jump ahead. Everything is achieved by inches.”
Damon Hill, Formula One World Champion, 1996
The best team leaders do the biz. They make a difference. They
motivate their people to perform
exceptionally well and achieve the required
results on a daily basis as well as in the
longer term. 
These bosses understand what the biz is
all about and so do their teams. They are
focused and they have flair. They have the
energy and they have the edge.
Furthermore, they have fun when they are
fighting hard to deliver the goods. That’s the
biz. It’s all about delivering and making things happen—for customers,
for team members, for the company, and of course for themselves.
The biz is not simply a matter of implementing grand strategies and
pursuing long-term visions. Nor does it involve intellectual debate about
the values to be applied in the way the organization is managed and
customers are handled.
The biz isa matter of daily operations, of the little things that the
best bosses do and think on a minute-by-minute basis that have such a
big impact on the teams they manage.
The best team leaders do the biz when they step through the door
at 8.00 a.m. on a Monday morning. That’s because they choose to step
through that door at 8.00 a.m. as opposed to 9.00 or 10.00. Every little
choice they make, even what time they start work, will be observed and
will have a big impact on the team’s motivation.
Thus the decision of what to do first—whether to pick up the
phone, check the email, read a newspaper, grab a coffee, go and see the
director, chat to the secretary, or walk around saying “Hi!” to every
team member and asking about their weekend—will have an impact.
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