The Three Most Impactful Skill Sets to Grow Your Organization

After having reviewed 872 of companies, 13,515 of business plans, and generating over a quarter-billion dollars for our clients over the last 5 years, one thing is clear – business development boils down to just three skill sets.  As a professional, if you become a high-performer in just one of these three skill sets you hold the potential to earn a quarter-million dollars annually.  Better yet, if you lead an organization that focuses on being great at each of these skill sets you can systematically, and predictably build a one-billion dollar brand.  Further, it does not require you to understand AI, have supreme business savvy, or spend millions of dollars on ads. If you are ready for growth, the next 5 minutes could present the insights to guide you into your next transformative season of growth.

State of the Culture

Since the introduction of the consumer-based internet, just over 30 years ago, how we do “business” has transformed drastically. We have witnessed mammoth organizations fall to their demise seemingly due to the internet, technology, and its wide variety of opportunities.  We’ve witnessed companies like IBM, Microsoft, Apple, and Google dominate the charts and drive record breaking numbers.  

During the most recent Covid pandemic the demand for digital products has increased even more.  However, the three skill sets we will explore remain prominent, even increasing in demand.  In fact, over the last 10 years, every major publisher that’s produced an article on the Most in Demand Skills, has always included these three skills.  The lists are usually created by asking executives of Fortune 1000 companies what they need most in their talent acquisition. Below is the 2024 list curated by LinkedIn’s Head of Global Content, Dan Brodnitz.

LinkedIn List of Most in Demand Skills

At the time of this post it is likely you and your counterparts in leadership roles are entering the hiring surge of the fourth quarter.  This is also likely the first hiring season that will produce some degree of normality to former hiring seasons since March of 2020.  If the previously mentioned in-demand skills are on your list, lean in to discover how we address each of these areas in a simple, practical way. 

The Power of High-Performance Leadership

Anytime we are advising the leadership of an organization and we hear them use words like “hopefully, wish, and maybe” we cringe.  What they are really saying is, “We do not know if what we are doing we lead to the outcome we desire.”  While there are always seasons of ambiguity, one thing we know is that universal laws and principals are guaranteed.  A saying we live by is “Principals in Practice Produce Power.”  The statement is so profound because it removes the need to guess, make emotional decisions, or rely on hope to get results.  Another reason we like principles is because they are simple (not easy), and simple is genius.  

So what is the principle we should put into practice to produce the power to grow your organization or business? Insert the principle of High-Performance Leadership. The principle states there are two primary areas we are seeking in the people we gravitate towards; we are looking for skills of high value within the society, and character that creates psychological safety. In our work with the Department of Defense it boils down to two questions, “Can I trust you with my life, and can I trust you with my wife?”  The first question inquires about high-performance skills, (which we will focus on in this article), while the other questions one’s character, and the ability to lead people. 

An Introduction to High-Performance Leadership

We use the HPL algorithm to help others grasp this concept a little better.  It is represented below: 

 HP x L = HPL 

"HP" signifies High-Performance, encompassing the accumulated knowledge, experience, habits, and skills that define a top-tier professional. The "X" represents an Exponential Mindset, which is essential for leaders who think and act with a growth-oriented perspective. There are a total of four mindsets a person can have at any given time.  The letter "L" stands for Leadership, embodying the competencies, character, emotional intelligence, and awareness that determine one’s long-term success, and ability to build relationships.

As it pertains to High-Performance there are three skills needed to thrive in business.  They are coaching, speaking, and sales.  In the following section we will share how they synchronize with any business model. We will also examine the results of them being absent. 

The Three Most Impactful Skill Sets of the Decade

Let’s take a look into how each of these skill sets help to drive growth within an organization, and require very little need to go beyond them to experience 40-60% gains in impact, income, and influence.   

Coaching: The Transfer of Insight 

Sharing the wisdom and understanding needed for impact, effectiveness, and quality

Most people are familiar with coaching as a term correlated with sports.  And if there was an image associated with coaching, it would likely be someone with a whistle, blaring it and shouting.  However, this is actually not coaching at all.  The true essence of coaching is embedded in the process of asking thought provoking questions, and helping individuals to come to their own solutions.  This is also the most powerful way of transforming people because it establishes change and increases awareness far more than any other source of learning.  In addition, nothing creates transformation faster in humans than the process of coaching.  

The reason is because humans do not learn when they are told what to do, or taking action.  The human mind only learns during moments of reflection.  You want people constantly reflecting on the outcomes of your systems and processes.  This means the most suitable people within your organization to possess the skill set of coaching should be managers, supervisors, and directors. These individuals are the “boots on the ground” and directly responsible for managing processes and projects. 

So if coaching is not about giving orders, but instead asking questions, what is it that we are trying to accomplish?  The reality is we are forming an organization of critical thinkers, and people that can apply problem solving strategies to move projects forward.  This takes pressure off of leaders like you, and distributes power to team members to make quality decisions.  This methodology is a counter to the classic, hierarchical, command and control leadership style of the past, which creates doers, not thinkers.  

The result of many doers and few thinkers is operational bottlenecks costing time, energy, and resources. While the act of posing questions takes longer, it results in a transfer of insight.  Once the transfer of insight is complete, your team members are empowered to be critical thinkers and problem solvers.

Speaking: The Transfer of Information 

Accessing the knowledge critical for influence, quantity, and efficiency

Speaking is most important to those with the task of supporting the culture and speaking a message that aligns the vision with day-to-day actions of company representatives.  This is important for corralling others behind the mission of the company and gaining buy-in both internally and externally. The formal term for speaking is corporate communications.  Without a method of communication within your organization, information silos, unmet expectations, and weak project management is always the buy-product.  

As a leader, it is imperative that you communicate effectively. When done properly, we remove the need for a multitude of marketing tools.  If you engage an audience with a clear and concise message, this is known as, “one-to-many”. It happens every time you step on a stage. High-Performance speakers gross over one million dollars annually, because they have honed the ability to influence large audiences to take action on a desired outcome.  

Effective communication is the same reason Information Technology (IT) professionals are top earners.  Companies are willing to pay them to make hardware and software communicate with each other autonomously.  IT professionals are masters of a particular type of language which we call “code”; in fact, IT professionals are actually just writers.  On a more grandiose scale we witness the critical importance of speaking in industries like entertainment, politics, religion, and education.  These industries are heavily dependent on a consumer’s willingness to draw toward influencers like movie stars, athletes, politicians, pastors, and authors. These individuals possess the ability to capture and hold the attention of large groups of people for extended periods of time using education, entertainment, and story-telling, which transfers to influence.

Effective speaking does not stop with your ability to earn a significant income.  There’s a more vital reason that does not take place until you leave the room.  You will agree it is just as important for your directors, supervisors, and managers to speak the same message because it establishes oneness, synergy, and cultural buy-in.  Your message must be spoken in rooms you will never enter, and communicated to people you could never influence on your own.  

Salesmanship: The Transfer of Emotion 

Birthing the enthusiasm critical for team spirit, income, and equity

While impact (coaching) and influence (speaking) are great, the reality is we are in business to make money.  For the sake of business, salesmanship is critical to the growth of your organization.  The only leader that does not have to account for sales are those at the helm of government organizations.  In some instances, there is a negative connotation with the word “sales” because of past experiences an individual may have had. However, if you are in a leadership position, you cannot afford to feel this way.

As a leader, your first priority is your team and staff.  They are your clients, and everyday you must resell them on why they made a great decision in agreeing to work with you.  The first stage of this buyer cycle is predicated on your ability to embody that of a High-Performance Leader (which is why you are one of the 165,000 that read Neasman Innovate). The second stage would be to keep talent engaged behind the vision, mission, culture, and core values of the organization.  The final stage of this sales strategy is to present opportunities for long term growth in impact, income, and influence.

The keyword behind sales is leverage.  The most practical application of leverage is found in relevance.  So the first step to your sales funnel should be to find yourself doing work that other people not only find valuable, but relevant.  If you are relevant, you will attract a market of buyers because there is a demand.  In all honesty, if you have a market demand you will not need to focus on creating pipelines, closing customers, and persuasion.  But if your market is stiff with other people, you will need to craft a compelling offer that surpasses expectations.  If there is no differentiation between what you offer and others, then you will need to rely on your team’s ability to persuade customers and candidates. The algorithm below explains the last paragraph in a simplistic form: 

Market > Offer > Persuasion

“A leader that can communicate maximizes his or her leadership potential”- John C. Maxwell

How Walt Disney Used the High-Performance Skills to Build One of the Most Profitable Companies in the U.S.

Visionary Speaking: Inspiring Audiences and Investors

Public Speaking and "Snow White": In the early 1930s, Disney pitched Snow White and the Seven Dwarfs to his team and later to investors, despite many doubting the potential success of a full-length animated feature. He confidently shared his vision, famously calling it his "folly," while convincing skeptics that the project would succeed. The film went on to make nearly $8 million during the Great Depression, making Disney a household name.

Walt Disney’s Television Debut: In 1954, Disney appeared on television to introduce Disneyland, the TV show, and Disneyland, the theme park. His calm, authoritative presentation style helped him gain support from sponsors, particularly ABC, which provided funding for the theme park in exchange for content.

Communicating the Magic of Disneyland: Disney’s vision for Disneyland was clearly articulated to investors and the public. He framed the park as a place where adults and children could "experience their fondest dreams together." His ability to paint a vivid picture of the immersive experience made Disneyland an instant success upon opening.

Coaching and Leadership: Building a Creative Team

Mentoring the "Nine Old Men": Walt personally coached his team of top animators, known as the "Nine Old Men." He worked closely with them, pushing them to constantly improve. One specific example is how he mentored animator Frank Thomas on perfecting character emotions, a technique that brought characters like Bambi and Cinderella to life.

The Creation of Mickey Mouse: Disney coached Ub Iwerks, his head animator, to create a new character after losing the rights to Oswald the Lucky Rabbit. Iwerks designed Mickey Mouse, but it was Disney’s coaching and insistence on adding synchronized sound to Steamboat Willie that made it a groundbreaking success in 1928.

Encouraging Technological Innovation: During the production of Snow White, Disney pushed his animators to experiment with the multi-plane camera, a new technology that added depth to animation. His encouragement to innovate revolutionized the animation industry and led to the creation of more realistic, captivating films.

Salesmanship: Selling the Disney Brand

Pitching Mickey Mouse: After losing Oswald, Disney was desperate to create a new character. He personally pitched Mickey Mouse to film distributors, but it wasn’t until Pat Powers, a distributor, heard Disney’s pitch about synchronized sound in Steamboat Willie that he agreed to distribute it. Disney’s salesmanship made Mickey an overnight sensation.

Disney Merchandise and Licensing: In 1929, Walt Disney signed his first licensing agreement with a manufacturer for Mickey Mouse merchandise, which included school supplies. The initial success led to larger deals, such as with Ingersoll to produce the Mickey Mouse wristwatch in 1933. These products became cultural phenomena, and Disney's approach to licensing revolutionized brand monetization in entertainment.

Selling Disneyland as a Concept: Walt pitched Disneyland to banks and investors, but many were hesitant to back the idea of a theme park. His breakthrough came with ABC, who agreed to provide funds in exchange for exclusive television content. Disney’s persuasive vision of a "Magic Kingdom" where guests could step into his animated worlds was instrumental in securing financial backing.

Business Expansion and Financial Strategy

Television as a Strategic Move: In 1954, Disney expanded into television with The Mickey Mouse Club and The Wonderful World of Disney, which served as promotional tools for Disneyland and the company’s films. His decision to embrace television, then considered a rival medium to film, opened new revenue streams and established a direct connection with audiences.

Negotiating for Disneyland: Disney mortgaged his life insurance and sold his vacation home to help fund the development of Disneyland, showcasing his willingness to take personal financial risks. He successfully negotiated additional funds by selling shares in his company and striking an innovative deal with ABC.

Banking on Film Success: Disney's decision to pursue Snow White was a massive financial risk, as it cost over $1.5 million to produce (an unprecedented sum for animation at the time). The film, however, grossed $8 million and earned an honorary Academy Award, cementing Disney’s financial and cultural success.

Legacy and Influence on Modern Business

Lessons from the Disney Method: Walt’s approach to speaking, coaching, and sales influenced future generations of entrepreneurs and entertainment executives. His ability to sell a dream and inspire loyalty in his team became the blueprint for modern business leadership.

Enduring Brand Power: Disney’s vision and ability to communicate a compelling narrative laid the foundation for a company that has expanded into everything from streaming services (Disney+) to media conglomerates (the acquisition of Marvel, Star Wars, and Pixar). Today, The Walt Disney Company is valued at over $150 billion, thanks to the strategies Walt initiated.

Sales Mastery and Cross-Promotion: Disney pioneered the model of cross-promotion, using television to promote his theme park and films. This approach, still used today, made Disney a master at maximizing profitability across various platforms, from theme parks and films to merchandise and streaming content.

This outline highlights key stories and specific examples of how Walt Disney used his public speaking skills, coaching talent, and sales acumen to build his empire.

Power Thought  

In closing, it is our deepest belief that if you just applied the three skill sets, and made a diligent effort to be great in each of them, your organization would reach new heights within a twelve month time frame.  We have applied these same principles and practices across over 8 industry domains and seen success in every one of them. 

For clarity, our definition of success is 40-60% increases in impact, income, and influence on an annual basis. We believe in the HPL Strategy so much because it is bulletproof and simple to implement.  Take the time to share this article with a colleague struggling to identify their next growth strategy.  It is likely they have everything they need to accomplish all they desire.