This presentation pools tangible and intangible factors driving performance under the “roof” of normal distribution. It then uses two metaphors to highlight the Multiplier Force Effect on performance. One metaphor is coal. Good quality coal burns well and ignites better in good oxygenated air. So are employees, ignite them in an atmosphere of happiness and their performances shall multiply. Unfortunately, the opposite is true. Even worse is that bad employees are like bad coal ignite poorly depriving the burning fire of engaged employees. A second metaphor is tree branching and knowledge branching. Good employees branch out their knowledge to their peers. The more branching units we have, the larger Multiple Force Effect shall be.

1. Marketing and
Performance
Multiplier
Force
Marketing and
Performance
Multiplier
Force
Ali Anani, PhD

2. Not only humans mostly have
normal distribution, but also their
emotions such as happiness
Extremely Unhappy Extremely happy
Moderately happy

3. Normally distributed emotions and
normally distributed performers on
the same graph
Extremely happy
Zone of High Levels
Ideas
Happiness
Performers
Influencers
Niches

4. Imagine a company having three
persons (units) who fall into the
high performance zone of the
normal distribution VS a company
that has seven performing
employees in the same zone.
What is the actual difference
between the two companies?

5. It is not 3:7

6. According to
the Multiplier Force law
It is:
7^2 – 3^2
= 49 - 9
= 40

7. According to
the Multiplier Force law
It is:
7^2 – 3^2
= 49 - 9
= 40
The organization with
the 7 units has 40:1 times more
opportunity to win over
the organization with three
active units

8. How about the low performing employees
with low performing emotions?
Zone of Low
Performance
and Emotions

9. How about the low performing employees?
A good metaphor for them is
burning low quality coal
Zone of Low
Performance
and Emotions

10. How about the low performing employees?
There remains much to study the harmful attributes of
coal and how they may be minimized, avoided, or
completely removed to make coal burning less
harmful to the environment

11. So, are bad performers, even bad influencers and
low-quality happiness… here remains much to study
their effects on organizational performance

12. Bad performers may eat-up the
Multiplier Force and extinguish the
burning desire to perform among the
performing employees

13. Beware of the low burning coal-like
employees! They blow their toxic
smoke on the performing ones
polluting the work environment

14. “The farther away you are from the
center of the company, both
physically and emotionally, the
more likely you are to seek
alternative ways of doing things.”
See more at:
http://thebuildnetwork.com/innovation/innovation-edges/#sthash.VCyEqeFR.dpuf

15. "The moral is to the
physical as three to one."
Napoleon

16. Performing employees
“move” co-workers and
clients with ease

17. They move their worries away
They move their performance up
They engage them in what
they do

18. High performers branch
their knowledge like
a tree branches out

19. Employees
branch out their
knowledge to
other employees

20. Increasing the number
of high performing
employees (units)

21. High performers move
medium performers
to their high-performing
zone

22. This way increasing
the Multiplier Force

23. But why we don’t
see the effect of
Multiplier Force
in reality?

24. It is because
trees need good
environment
to branch out
healthily

25. And coal-like
employees
suffocate the
environment
creating a
diminishing
success factor
on the
organization

26. The extension of
these ideas is
applicable to
many other
business areas
such as
marketing

27. Trees branch
out in such a
way so as not to
eclipse each
other from
sunlight

28. And
branching is
best if
follows the
Golden ratio
and
Fibonacci
Numbers

29. Instead of opening one
outlet or branch, it is better
to open more branches

30. Five branches have a higher
Multiplier Marketing Force than
three branches by a factor of
sixteen

31. It amazes me why the
obvious in not obvious
sometimes

32. Small negligence may
multiply into
a negative force

33. Small negligence may
multiply into a negative
force

34. Scenario - walks in the
office and see losses
everywhere. Lights on,
unused papers in the bin
and air-conditioning is on
when there no one in the
office

35. Company is losing. Lay-offs
are increasing.
Fear of job loss is escalating
like an inflated balloon.

36. Negligence builds up
creating a toxic work
environment

37. Is the inertia of bad habits
hovering?

38. Bad habits may freeze
organizations because their
effect swell up with time

39. We don’t ventilate a room
while allowing polluted air
to move in
Do we?

40. To succeed and perform better in
a healthy environment we need to
increase the self-igniting coal while
removing the low-quality ones.