Presentation on theme: "NOTE: To appreciate this presentation [and insure that it is not a mess], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”"— Presentation transcript:
1 NOTE: To appreciate this presentation [and insure that it is not a mess], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”
2 Conrad Hilton, at a gala celebrating his career, was asked … 2
6 Employee retention & satisfaction: Overwhelminglybased on the first-line manager! Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently
7 Capital Asset **Selecting and training and mentoring one’s pool of front- line managers can be a “Core Competence” of surpassing strategic importance. **Put under a microscope every attribute of the cradle-to- grave process of building the capability of our cadre of front-line managers.
8 Capital Asset I am sure you “spend time” on this Capital Asset I am sure you “spend time” on this. My question: Is it an OBSESSION worthy of the impact it has on enterprise performance?
9 (Slides/Slides LONG at tompeters.com) Excellence.Always.Riyadh/23 October 2010(Slides/Slides LONG at tompeters.com)
22 3. Autonomy and Entrepreneurship 4. Productivity Through People Excellence1982: The Bedrock “Eight Basics”1. A Bias for Action2. Close to the Customer3. Autonomy and Entrepreneurship4. Productivity Through People5. Hands On, Value-Driven6. Stick to the Knitting7. Simple Form, Lean Staff8. Simultaneous Loose-TightProperties
23 *In Search of Excellence “Breakthrough” 82*People!Customers!Action!Values!*In Search of Excellence
29 1. Have you in the last 10 days … visited a customer. 2 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY?
30 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY?3. Have you in the last days … had a seminar in which several folks from the customer’s operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks?4. Have you thanked a front-line employee for a small act of helpfulness … in the last three days?5. Have you thanked a front-line employee for a small act of helpfulness … in thelast three hours?6. Have you thanked a frontline employee for carrying around a great attitude … today?7. Have you in the last week recognized—publicly—one of your folks for a small act of cross-functional co-operation?8. Have you in the last week recognized—publicly—one of “their” folks (another function) for a small act of cross-functional co-operation?9. Have you invited in the last month a leader of another function to your weekly team priorities meeting?10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If true—in your mind—then you’re more out of touch than I dared imagine.)
31 11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s next steps?12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s next steps … and what specifically you can do to remove a hurdle? (“Ninety percent of what we call management consists of making it difficult for people to get things done.”—Peter “His eminence” Drucker.)13. Have you celebrated in the last week a “small” (or large!) milestone reached? (I.e., are you a milestone fanatic?)14. Have you in the last week or month revised some estimate in the “wrong” direction and apologized for making a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.)15. Have you installed in your tenure a very comprehensive customer satisfaction scheme for all internal customers? (With major consequences for hitting or missing the mark.)16. Have you in the last six months had a week-long, visible, very intensive visit-“tour” of external customers?17. Have you in the last 60 days called an abrupt halt to a meeting and “ordered” everyone to get out of the office, and “into the field” and in the next eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging “small” problem through practical action?18. Have you in the last week had a rather thorough discussion of a “cool design thing” someone has come across—away from your industry or function—at a Web site, in a product or its packaging?19. Have you in the last two weeks had an informal meeting—at least an hour long—with a frontline employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?20. Have you had in the last 60 days had a general meeting to discuss “things we do wrong” … that we can fix in the next fourteen days?
32 21. Have you had in the last year a one-day, intense offsite with each (?) of your internal customers—followed by a big celebration of “things gone right”?22. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure?23. Have you learned the names of the children of everyone who reports to you? (If not, you have six months to fix it.)24. Have you taken in the last month an interesting-weird outsider to lunch?25. Have you in the last month invited an interesting-weird outsider to sit in on animportant meeting?26. Have you in the last three days discussed something interesting, beyond your industry, that you ran across in a meeting, reading, etc?27. Have you in the last 24 hours injected into a meeting “I ran across this interesting idea in [strange place]”?28. Have you in the last two weeks asked someone to report on something, anything that constitutes an act of brilliant service rendered in a “trivial” situation—restaurant, car wash, etc? (And then discussed the relevance to your work.)29. Have you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree “time actually spent” mirrors your “espoused priorities”? (And repeated this exercise with everyone on team.)30. Have you in the last two months had a presentation to the group by a “weird” outsider?
33 31. Have you in the last two months had a presentation to the group by a customer, internal customer, vendor featuring “working folks” 3 or 4 levels down in the vendor organization?32. Have you in the last two months had a presentation to the group of a cool, beyond-our-industry ideas by two of your folks?33. Have you at every meeting today (and forever more) re-directed the conversation to the practicalities of implementation concerning some issue before the group?34. Have you at every meeting today (and forever more) had an end-of-meeting discussion on “action items to be dealt with in the next 4, 48 hours”? (And then made this list public—and followed up in 48 hours.) And made sure everyone has at least one such item.)35. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll of “best places to work”?36. Have you in the last month approved a cool-different training course for oneof your folks?37. Have you in the last month taught a front-line training course?38. Have you in the last week discussed the idea of Excellence? (What it means, howto get there.)39. Have you in the last week discussed the idea of “Wow”? (What it means, howto inject it into an ongoing “routine” project.)40. Have you in the last 45 days assessed some major process in terms of the details of the “experience,” as well as results, it provides to its external or internal customers?
34 41. Have you in the last month had one of your folks attend a meeting you were supposed to go to which gives them unusual exposure to senior folks?42. Have you in the last 60 (30?) days sat with a trusted friend or “coach” to discuss your “management style”—and its long- and short-term impact on the group?43. Have you in the last three days considered a professional relationship that was a little rocky and made a call to the person involved to discuss issues and smooth the waters? (Taking the “blame,” fully deserved or not, for letting the thing-issue fester.)44. Have you in the last … two hours … stopped by someone’s (two-levels “down") office-workspace for 5 minutes to ask “What do you think?” about an issue that arose at a more or less just completed meeting? (And then stuck around for 10 or so minutes to listen—andvisibly taken notes.)45. Have you … in the last day … looked around you to assess whether the diversity pretty accurately maps the diversity of the market being served? (And …)46. Have you in the last day at some meeting gone out of your way to make sure that a normally reticent person was engaged in a conversation—and then thanked him or her, perhaps privately, for their contribution?47. Have you during your tenure instituted very public (visible) presentations of performance?48. Have you in the last four months had a session specifically aimed at checking on the “corporate culture” and the degree we are true to it—with all presentations by relatively junior folks, including front-line folks? (And with a determined effort to keep the conversation restricted to “real world” “small” cases—not theory.)49. Have you in the last six months talked about the Internal Brand Promise?50. Have you in the last year had a full-day off site to talk about individual (and group) aspirations?
36 “You have to treat your employees like customers “You have to treat your employees like customers.” —Herb Kelleher, upon being asked his “secret to success” Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the Annual Meeting)
37 "If you want staff to give great service, give great service to staff "If you want staff to give great service, give great service to staff." —Ari Weinzweig, Zingerman's
38 The Customer Comes Second —Hal Rosenbluth and Diane McFerrin Peters* (*no relation)
40 “The path to a hostmanship culture paradoxically does not go through the guest. In fact it wouldn’t be totally wrong to say that the guest has nothing to do with it. True hostmanship leaders focus on their employees. What drives exceptionalism is finding the right people and getting them to love their work and see it as a passion. ... The guest comes into the picture only when you are ready to ask, ‘Would you prefer to stay at a hotel where the staff love their work or where management has made customers its highest priority?’”“We went through the hotel and made a ... ‘consideration renovation.’ Instead of redoing bathrooms, dining rooms, and guest rooms, we gave employees new uniforms, bought flowers and fruit, and changed colors. Our focus was totally on the staff. They were the ones we wanted to make happy. We wanted them to wake up every morning excited about a new day at work.”Source: Jan Gunnarsson and Olle Blohm, Hostmanship: The Art of Making People Feel Welcome.
43 concerted human potential in the wholehearted service Enterprise* ** (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximumconcerted human potentialin the wholehearted serviceof others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners43
45 Organizations exist to serve. Period. Leaders live toserve. Period.
46 “I have always believed that the purpose of the corporation is to be a blessing to the employees.” * —Boyd Clarke*TP: An “organization” is, in fact and after all is said and done, a/the “house” in which most of us “live” most of the time.
55 Paul Ormerod: “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious …55
56 “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious: Buy a very large one and just wait.” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics56
57 “Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that none of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.” —Financial Times
58 “Data drawn from the real world attest to a fact that is beyond our control: Everything in existence tends to deteriorate.” —Norberto Odebrecht, Education Through Work
59 Dick Kovacevich: You don’t get better by being bigger. You get worse.”
60 —Jim Utterback, Mastering the Dynamics of Innovation “A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.”—Jim Utterback, Mastering the Dynamics of Innovation
61 “To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” —W. Chan Kim & Renée Mauborgne, “Think for Yourself — Stop Copying a Rival,” Financial Times
62 “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered: ‘I’m sure there are success stories out there, but at this moment I draw a blank.’” —Mark Sirower, The Synergy Trap62
63 “Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.” —Jim Collins/Time/2004
64 “Almost every personal friend I have in the world works on Wall Street “Almost every personal friend I have in the world works on Wall Street. You can buy and sell the same company six times and everybody makes money, but I’m not sure we’re actually innovating. … Our challenge is to take nanotechnology into the future, to do personalized medicine …” —Jeff Immelt
65 “Acquisitions are about buying market share “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” —Peter Job, former CEO, Reuters
68 try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it. Screw it up. Try it. Try it. Try it.1/45
69 “Experiment fearlessly” Source: BusinessWeek, Type A Organization Strategies/ “How to Hit a Moving Target”—Tactic #1
70 “We have a ‘strategic plan. ’ It’s called doing things “We have a ‘strategic plan.’ It’s called doing things.” — Herb Kelleher
71 “This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think you’re finding it when you’re drawing maps andstudying logs, but you have to drill.”Source: The Hunters, by John Masters, Canadian O & G wildcatter
72 ready with wires and screws, we are on version “We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version #5. By the time our rivals areready with wires and screws, we are on version#10. It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg
73 READY. FIRE! AIM. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
75 Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” —Michael SchrageI am an unabashed Michael Schrage fan. I admit it. AND HIS … UNABASHED … OBSESSION … WITH PROTOTYPING MATCHES MINE!In short: It ain’t real ’til we’ve done something … REAL.Good news [per Schrage and me]: You CAN do “something real” in short order … if your head is screwed on right.
76 Think about It!? Innovation = Reaction to the Prototype Source: Michael Schrage Call this … The Big DUH. You can’t get turned on by something … until … there is … SOMETHING TO GET TURNED ON BY. In Schrage-speak, the Reaction To The Prototype … IS THE INNOVATION.Tom-speak: YOU AIN’T DONE NOTHIN’ ’TIL YOU’VE DONE … SOMETHIN’!
77 “You can’t be a serious innovator unless and until you are ready, willing and able to seriously play. ‘Serious play’ is not an oxymoron; it is the essence of innovation.” —Michael Schrage, Serious PlaySORRY … I LOVE THIS. “SERIOUS PLAY” … OR … FUHGEDDABOUDIT!!!!!!!!!!!!!!!!No bull: I’m 57 … and I believe that this is … THE Truth. NO SHIT.
83 “In business, you reward people for taking risks “In business, you reward people for taking risks. When it doesn’t work out you promote them-because they were willing to try new things. If people tell me they skied all day and never fell down, I tell them to try a different mountain.” —Michael Bloomberg (BW/ )
84 “If people tell me they skied all day and never fell down, I tell them to try a different mountain.” —Michael Bloomberg (BW/ )
85 “Reward excellent failures. Punish mediocre successes “Reward excellent failures. Punish mediocre successes.” Phil Daniels, Sydney exec
86 “The secret of fast progress is inefficiency, fast and furious and numerous failures.” —Kevin Kelly
87 Read This! Richard Farson & Ralph Keyes: Whoever Makes the Most Mistakes Wins: The Paradox of Innovation
88 Success 101: “Whoever tries the most stuff and screws the most stuff up and most rapidly launches the next try wins. Failures are not to be ‘tolerated,’ they are to be celebrated.”
91 “You miss 100% of the shots you never take.” —Wayne Gretzky
92 Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action2. Close to the Customer3. Autonomy and Entrepreneurship4. Productivity Through People5. Hands On, Value-Driven6. Stick to the Knitting7. Simple Form, Lean Staff8. Simultaneous Loose-TightProperties
93 On NELSON: “[other] admirals more frightened of losing than anxious to win”
95 He who has the quickest “O. O. D. A. Loops”. wins. Observe. Orient He who has the quickest “O.O.D.A. Loops”* wins! *Observe. Orient. Decide. Act. /Col. John Boyd
96 OODA Loop/Boyd Cycle “Unraveling the competition” / Quick Transients/ Quick Tempo (NOT JUST SPEED!)/ Agility/ “So quick it is disconcerting” (adversary over-reacts or under-reacts)/ “Winners used tactics that caused the enemy to unravel before the fight” (NEVER HEAD TO HEAD) BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)
97 “Blitzkrieg is far more than lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity.” —Robert Coram, Boyd “Re-arrange the mind of the enemy” —T.E. Lawrence BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)
107 “Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames.” —Richard Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR
108 “Some people look for things that went wrong and try to fix them “Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.” —Bob Stone (Mr ReGo)
118 *Measure! Monthly! Part of evaluation! [The PA’s Club.] ????% XF lunches**Measure! Monthly! Part of evaluation! [The PA’s Club.]
119 “XFX Social Accelerators.” 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.)2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.)3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.)4. Invite counterparts in other functions to your team meetings. Religiously. Ask them to present “cool stuff” from “their world” to your group. (B-I-G deal; useful and respectful.)5. PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an of “Thanks” for some sort of XFX gesture by your folks and some other function’s folks.)6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an “Annual All-Star Supporters [from other groups] Banquet” modeled after superstar salesperson banquets.7. Discuss—A SEPARATE AGENDA ITEM—good and problematic acts of cross-functional co-operation at every Team Meeting.
120 “XFX Social Accelerators.” 8. When someone in another function asks for assistance, respond with … more … alacrity than you would if it were the person in the cubicle next to yours—or even more than you would for a key external customer. (Remember, XFX is the key to Customer Retention which is in turn the key to “all good things.”)9. Do not bad mouth ... “the damned accountants,” “the bloody HR guy.” Ever. (Bosses: Severe penalties for this—including public tongue-lashings.)10. Get physical!! “Co-location” may well be the most powerful “culture change lever.” Physical X-functional proximity is almost a … guarantee … of remarkably improved co-operation—to aid this one needs flexible workspaces that can be mobilized for a team in a flash.11. Formal evaluations. Everyone, starting with the receptionist, should have a significant XF rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.)12. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional achievements.13. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal success—in terms of organizational career, freelancer/Brand You, or as entrepreneur.
121 Geologists + Geophysicists + A little bit of love = Oil Space Matters. (A Lot.)Geologists + Geophysicists +A little bit of love = Oil
123 VISIBLE. CONSTANT. OBSESSION. THE WHOLE POINT HERE IS THAT “XFX” IS ALMOST CERTAINALY THE #1 OPPORTUNITY FOR STRATEGIC DIFFERENTIATION. WHILE MANY WOULD LIKELY AGREE, IN OUR MOMENT-TO-MOMENT AFFAIRS, XFX PER SE IS NOT SO OFTEN VISIBLY & PERPETUALLY AT THE TOP OF EVERY AGENDA. I ARGUE HERE FOR NO LESS THAN …VISIBLE.CONSTANT.OBSESSION.
124 “Suck down for success!” * ** *** **** **** *“He [Gust Avarkotos] had become something of a legend with these people who manned the underbelly of the Agency [CIA],” from Charlie Wilson’s War**Getting to know “the risk guys” [GE Power]***“Spend less time with your customer!”****C(I) > C(E)*****The ATT systems sales exec
127 GE Inflation R&D/Business Development Risk management Workout VA/Service Six Sigma
128 GSK: 7 “CEDDs” … Centers of Excellence for Drug Discovery
129 G[B]TD: Tactics Small [but powerful] Central “Staff”. [ G[B]TD: Tactics Small [but powerful] Central “Staff”* [*Line-like] Senior “Homegrown” Boss [& Staff] Enormous Incentives [$/Eval] Line Accountability [Not “Matrix” ] Demo-led [Emergent Methodology] “Tour of [External] Excellence” “Blitz” Training Central Unit/Finite Life Speed! Goal: “Culture Change”!
130 Who Says Elephants Can’t Dance “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game —it is the game.” —Lou Gerstner,Who Says Elephants Can’t Dance
132 The True Logic* of Decentralization: 6 divisions = 6 “tries” 6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT “tries” = Max probability of “win” 6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT “tries” = Max probability of “far out”/”3-sigma” “win” *“Driver”: Law of Large #s
133 “‘Decentralization’ is not a piece of paper. It’s not me “‘Decentralization’ is not a piece of paper. It’s not me. It’s either in your heart, or not.” —Brian Joffe/BIDvest
134 “If if feels painful and scary—that’s real delegation” —Caspian Woods, small biz owner
144 The “We are what we eat” axiom: At its core, every ( The “We are what we eat” axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about: “Innovate, ‘Yes’ or ‘No’ ”
146 “[CEO A.G.] Lafley has shifted P&G’s focus on inventing all its own products to developing others’ inventions at least half the time. One successful example, Mr. Clean Magic Eraser, based on a product found in an Osaka market.” —Fortune
147 Axiom: Never use a vendor who is not in the top quartile (decile Axiom: Never use a vendor who is not in the top quartile (decile?) in their industry on R&D spending!* *Inspired by Hummingbird
148 “Don’t benchmark, futuremark “Don’t benchmark, futuremark!” Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson
149 CUSTOMERS: “Future-defining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future.” Adrian Slywotzky, Mercer Consultants
150 “To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” —W. Chan Kim & Renée Mauborgne, “Think for Yourself — Stop Copying a Rival,” Financial Times
151 “How do dominant companies lose their position “How do dominant companies lose their position? Two-thirds of the time, they pick the wrong competitor to worry about.” —Don Listwin, CEO, Openwave Systems/WSJ
160 “The Bottleneck Is at the Top of the Bottle” “Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma: At the top!” — Gary Hamel/Harvard Business Review
163 “Diverse groups of problem solvers—groups of people with diverse tools—consistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … Diversity trumped ability.” —Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity
170 “Cisco, [CEO John] Chambers argues, is the best possible model for how a global business can operate: as a distributed idea engine where leadership emerges organically, unfettered by a central command.” —”Revolution in San Jose,” Fast Company, Dec-Jan (Chambers: “We now have a whole pool of talent who can lead these working groups—like mini CEOs and COOs.”) (Top blog: engineering director 5 levels down)
174 [An obsession with] Listening is ... the ultimate mark of Respect. Listening is ... the heart and soul of Engagement.Listening is ... the heart and soul of Kindness.Listening is ... the heart and soul of Thoughtfulness.Listening is ... the basis for true Collaboration.Listening is ... the basis for true Partnership.Listening is ... a Team Sport.Listening is ... a Developable Individual Skill.* (*Though womenare far better at it than men.)Listening is ... the basis for Community.Listening is ... the bedrock of Joint Ventures that work.Listening is ... the bedrock of Joint Ventures that last.Listening is ... the core of effective Cross-functionalCommunication* (*Which is in turn Attribute #1 oforganizational effectiveness.)[cont.]
175 Listening is ... the engine of superior EXECUTION. Listening is ... the key to making the Sale.Listening is ... the key to Keeping the Customer’s Business.Listening is ... the engine of Network development.Listening is ... the engine of Network maintenance.Listening is ... the engine of Network expansion.Listening is ... Social Networking’s “secret weapon.”Listening is ... Learning.Listening is ... the sine qua non of Renewal.Listening is ... the sine qua non of Creativity.Listening is ... the sine qua non of Innovation.Listening is ... the core of taking Diverse opinions aboard.Listening is ... Strategy.Listening is ... Source #1 of “Value-added.”Listening is ... Differentiator #1.Listening is ... Profitable.* (*The “R.O.I.” from listening is higher thanthat from any other single activity.)Listening is … the bedrock which underpins a Commitment toEXCELLENCE
176 If you agree with the above, shouldn’t listening be ... a Core Value? If you agree with the above, shouldn’t listening be ... perhaps Core Value #1?* (*“We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.”)If you agree, shouldn’t listening be ... a Core Competence?If you agree, shouldn’t listening be ... Core Competence #1?If you agree, shouldn’t listening be ... an explicit “agenda item” at every Meeting?If you agree, shouldn’t listening be ... our Strategy—per se? (Listening = Strategy.)If you agree, shouldn’t listening be ... the #1 skill we look for in Hiring (for every job)?
177 If you agree, shouldn’t listening be If you agree, shouldn’t listening be ... the #1 attribute we examine in our Evaluations?If you agree, shouldn’t listening be ... the #1 skill we look for in Promotion decisions?If you agree, shouldn’t listening be ... the #1 Training priority at every stage of everyone’s career—from Day #1 to Day LAST?If you agree, what are you going to do about it ...in the next 30 MINUTES?at your NEXT MEETING?by the end of the DAY?in the next 30 DAYS?in the next 12 MONTHS?
178 “We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.”
179 Listen = Profession = Study = practice = evaluation = Enterprise value: "We listen intently to and fully engageall with whomwe work."
180 Listening is of the utmost … strategic importance *Listening is of the utmost … strategic importance! *Listening is a proper … core value ! *Listening is … trainable ! *Listening is a … profession !
186 Help! Give, and Receive Help Ed Schein: Helping: How to Offer, What do managers do for a living?Help!Right?How many of us could call ourselves “professional helpers,” meaning that we have studied—like a professional mastering her craft—helping?(Not many, I’d judge.)Ed Schein: Helping: How to Offer,Give, and Receive HelpLast chapter: 7 “principles.” E.g.:PRINCIPLE 2: “Effective Help Occurs When the Helping Relationship IsPerceived to Be Equitable.PRINCIPLE 4: “Everything You Say or Do Is an Intervention thatDetermines the Future of the Relationship..PRINCIPLE 5: “Effective Helping Begins with Pure Inquiry.PRINCIPLE 6: “It Is the Client Who Owns the Problem.”*(*Love the idea that the employee is a “Client”! Words matter!! Read a quote from NFL player-turned lawyer-turned NFL coach, calling his players “my clients.”)Employee as Client!“Helping” is what we [leaders] “do” for a living!STUDY/PRACTICE “helping” as you would neurosurgery!(“Helping” is your neurosurgery!)
188 … no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed in passionate pursuit of … Excellence.
189 Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably overthe long haul.Serving our customers brilliantly and profitably over the longhaul is a product of brilliantly serving, over the long haul, thepeople who serve the customer.Hence, our job as leaders—the alpha and the omega andeverything in between—is abetting the sustained growth andsuccess and engagement and enthusiasm and commitment toExcellence of those, one at a time, who directly or indirectlyserve the ultimate customer.We—leaders of every stripe—are in the “Human Growth andDevelopment and Success and Aspiration to Excellencebusiness.”“We” [leaders] only grow when “they” [each and every one of our colleagues] aregrowing.“We” [leaders] only succeed when “they” [each and every one of our colleagues]are succeeding.“We” [leaders] only energetically march toward Excellence when“they” [each and every one of our colleagues] are energetically marchingtoward Excellence.Period.
190 “Managing winds up being the management of the allocation of resources against tasks. Leadership focuses on people. My definition of a leader is someone who helps people succeed.” —Carol Bartz, Yahoo!
191 “We are a ‘Life Success’ Company.” Dave Liniger, founder, RE/MAX
197 Here Won’t Get You There: How Successful People Become “I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better.” —Marshall Goldsmith, What Got YouHere Won’t Get You There: How Successful People BecomeEven More Successful.
198 Relationships (of all varieties): THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.
200 Iron Innovation Equality Law: The quality and quantity and imaginativeness of innovation shall be the same in all functions —e.g., in HR and purchasing as much as in marketing or product development.*200
206 Griffin: Music in the parking lot; professional musicians in the lobby (7/week, 3-4hrs/day) ; 5 pianos ; volunteers ( hrs arts & entertainment per month). Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
209 <TGW and … >TGR [Things Gone WRONG-Things Gone RIGHT]
210 “Experiences are as distinct from services as services are from goods “Experiences are as distinct from services as services are from goods.” —Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage
214 Experience: “Rebel Lifestyle Experience: “Rebel Lifestyle!” “What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.” Harley exec, quoted in Results-Based Leadership
215 Starbucks = Shaper of Culture: “At our core, we’re a coffee company, but the opportunity we have to extend the brand is beyond coffee; it’s entertainment.” —Howard Schultz (“The Starbucks Aesthetic,” NYT, )
219 All Equal Except … “At Sony we assume that all products of our competitors have basically the same technology, price, performance and features. Design is the only thing that differentiates one product from another in the marketplace.” —Norio Ohga
220 “Design is treated like a religion at BMW.” —Fortune
221 “We don’t have a good language to talk about this kind of thing “We don’t have a good language to talk about this kind of thing. In most people’s vocabularies, design means veneer. … But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation.” —Steve Jobs
222 “You know a design is good when you want to lick it.” —Steve Jobs Source: Design: Intelligence Made Visible,Stephen Bayley & Terence Conran
223 “With its carefully conceived mix of colors and textures, aromas and music, Starbucks is more indicative of our era than the iMac. It is to the Age of Aesthetics what McDonald’s was to the Age of Convenience or Ford was to the Age of Mass Production—the touchstone success story, the exemplar of … the aesthetic imperative. … ‘Every Starbucks store is carefully designed to enhance the quality of everything the customers see, touch, hear, smell or taste,’ writes CEO Howard Schultz.” -—Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness
224 Hypothesis: DESIGN is the principal difference between love and hate!
225 “Design is everything. Everything is design.” “We are all designers.” Inspiration: The Power of Design: A Force for Transforming Everything, Richard Farson
226 “Business people don’t need to ‘understand designers better “Business people don’t need to ‘understand designers better.’ Businesspeople need to be designers.” —Roger Martin/ Dean/Rotman Management School/University of Toronto
230 94% of loans to … women* *Microlending; “Banker to the poor”; Grameen Bank; Muhammad Yunus; 2006 Nobel Peace Prize winner
231 Source: Headline, Economist “Forget China, India and the Internet: Economic Growth Is Driven by Women.”Source: Headline, Economist
232 W > 2X (C + I)**“Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $28 trillion in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …”Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBR, 09.09
233 “One thing is certain: women’s rise in power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labour or to be consumers with rising budgets and more autonomy to spend. They are increasingly becoming directors, managers and entrepreneurs. Some studies have shown a correlation between the presence of women in managerial positions and a company’s financial results.“This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system and enrol in higher numbers in universities. For a number of observers, we have already entered the age of ‘WOMENOMICS,’ the economy as thought out and practiced by women. Those Chinese who desire that their only child be male may soon realise that a daughter could be a better investment. Bosses know full well that a team of both men and women is more creative and efficient than one comprised of only men.Source: “Women Are Drivers of Global Growth,” Aude Zieseniss de Thuin, founder and president of theWomen’s Forum for the Economy and Society (FT)
237 44-65: “New Customer Majority” 44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by Source: Ageless Marketing, David Wolfe & Robert Snyder
238 55+ > 55-* *“[55-plus] are more active in online finance, shopping and entertainment than those under 55?”—Forrester Research.(USA Today, 8 January 2009)
239 We are the Aussies & Kiwis & Americans & Canadians We are the Aussies & Kiwis & Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult & demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the world—and we will be the Center of your universe for the next twenty-five years. We have arrived!
240 “Marketers’ attempts at reaching those over 50 have been miserably unsuccessful. No market’s motivations and needs are so poorly understood.” —Peter Francese, founding publisher, American Demographics
243 Tweet 10. 05. 10: Word "commodity" obscene. "Commodity" state of mind Tweet : Word "commodity" obscene! "Commodity" state of mind! ANYTHING ... can be differentiated numerous ways—logistics, quality of relationship, co-development of new use ...
244 $50B+* *IBM Global Services/ “Systems integrator of choice”
245 “We want to be the air traffic controllers of electrons “We want to be the air traffic controllers of electrons.” —Bob Nardelli, GE Power Systems (7 years, 5% to 55%)
246 “Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” —Headline/BW “UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent.” —ecompany.com (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)
247 Source: BusinessWeek cover story, January 2008 “THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.”: “IPM [Integrated Project Management] strays from [Schlumberger’s] traditional role as a service provider and moves deeper into areas once dominated by the majors.”Source: BusinessWeek cover story, January 2008
249 Era #1/Obvious Value: “Our ‘it’ works, is delivered on time” (“Close”) Era #2/Augmented Value: “How our ‘it’ can add value—a ‘useful it’ ” (“Solve”) Era #3/Complex Value Networks: “How our ‘system’ can change you and deliver ‘business advantage’ ” (“Culture- Strategic change”) Source: Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale
250 “The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers’ organization.”* (*E.g.: CRM failure rate/Gartner: 70%) —Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale
254 Zappos 10 Corporate Values Deliver “WOW. ” through service Zappos 10 Corporate Values Deliver “WOW!” through service. Embrace and drive change. Create fun and a little weirdness. Be adventurous, creative, and open-minded. Pursue growth and learning. Build open and honest relationships withcommunication. Build a positive team and family spirit. Do more with less. Be passionate and determined. Be humble.Source: Delivering Happiness, Tony Hsieh, CEO, Zappos.com254
260 “We are crazy. We should do something when people say it is ‘crazy “We are crazy. We should do something when people say it is ‘crazy.’ If people say something is ‘good’, it means someone else is already doing it.” —Hajime Mitarai, Canon
261 The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo
262 Kevin Roberts’ Credo 1. Ready. Fire. Aim. 2. If it ain’t broke Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff Avoid moderation!
264 “The role of the Director is to create a space where the actors and actresses can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance speech
265 Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best.” “The best thing a leader can do for a Great Group is to allow its members to discover their greatness.”
266 Leadership’s Mt Everest/Mt Excellence “free to do his or her absolute best” … “allow its members to discover their greatness.”
267 Source: Muhammad Yunus/The News Hour—PBS/1122.2006 Muhammad Yunus: “All human beings are entrepreneurs. When we were in the caves we were all self-employed finding our food, feeding ourselves. That’s where human history began As civilization came we suppressed it. We became labor because they stamped us, ‘You are labor.’ We forgot that we are entrepreneurs.”Source: Muhammad Yunus/The News Hour—PBS/
271 The “8Ps” of Innovation Success: Pissed off The “8Ps” of Innovation Success: Pissed off! [Determined to change the world] Passion!!!! [Persist, take the heat, sell] Prototypes. [Fast & Furious] pow!! [Insanely great!] Pals. [Buddies with different skills, recruiting ability] Protector. [Run cover, champion your cause] Politics. [Political skill] Persistence. [Can handle the bumps and U-turns]
277 Press Ganey Assoc: 139,380 former patients from 225 hospitals: none of THE top 15 factors determining Patient Satisfaction referred to patient’s health outcome P.S. directly related to Staff Interaction P.P.S. directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
278 “There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Kindness is free. Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
279 K = R = P Kindness = Repeat business = Profit.
280 K = R = P/Kindness = Repeat business = Profit/Kindness: Thoughtful.Decent.Caring.Attentive.Engaged.Listens well/obsessively.Appreciative.Open.Visible.Honest.Responsive.On time all the time.Apologizes with dispatch for screwups.“Over”-reacts to screwups of any magnitude.“Professional” in all dealings.Optimistic.Understand that kindness to staff breeds kindness to others/outsiders.Applies throughout the “supply chain.”Applies to 100% of customer’s staff.Explicit part of values statement.Basis for evaluation of 100% of our staff.
286 Here Won’t Get You There: How Successful People Become “I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better.” —Marshall Goldsmith, What Got YouHere Won’t Get You There: How Successful People BecomeEven More Successful.
287 Relationships (of all varieties): THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.
295 “The 14 Courtesies” Henry knew! Stay in touch. (MBWA.) 3. Invest in relationships. (Edward VII. Ike.)4. “Suck down.” (-2E)5. C(I)>C(E).6. “Let’s do lunch” (XFX = #1T)7. Listen. (Respect. Learn. Student. PROFESSIONAL.SUSTAINABLE COMPETITIVE ADVANTAGE #1T)8. Help. (Schein.)9. Thank (Appreciate. Acknowledge.) Japan10. Smile! (Mandela.)11. Apologize (Unequivocal. Rectify. Over-react. )12. K = R = P (Kindness is free. This is …STRATEGIC.)13. “Consideration renovation.”14. The Saga of Kingfisher Air.
298 4 most important words: “What do you think?” (Dave Wheeler @ EXCELLENCE/Five Or Less Words To The Wise4 most important words: “What do you think?” (Davetompeters.com: “Most important 4words in an organization.”)4 most important words: “How can I help?” (Boss as CHRO/Chief Hurdle Removal Officer)2 most important words: “Thank you!” (Appreciation/Recognition)2 most important words: “All yours.” (“Hands-off” delegation/Respect/Trust)3 most important words: “I’m going out.” (MBWA/Managing ByWandering Around/In touch!)2 most important words: “I’m sorry.” (Power of unconditionalapology = Stunning! MarshallGoldsmith: #1 exec issue)5 most important words: “Did you tell the customer?” (Over-communicate)2 most important words: “She says …” (“She” is the customer!)298
299 EXCELLENCE/Five Or Less Words To The Wise 2 most important words: “Yes ma’am.” (Women are more oftenthan not the best managers.)2 most important words: “Try it!” (My only “for sure” in 44 years:Herb Kelleher: “We have a strategicplan, it’s called doing things.”/BillParcells: “Blame no one. Expectnothing. Do something.”)3 most important words: “Try it again!” (My only “for sure” in 44years: MOST TRIES WINS.)2 most important words: “Good try!” (CELEBRATE “goodfailures.” Richard Farson/book:Whoever Makes the Most MistakesWins. Samuel Beckett: “Fail. Fail again.Fail better.”)3 most important words: “At your service.” (Organizations existto serve. Period. Leaders live to serve.Period.)4 most important words: “How are we doing?” (To customers,regularly.)4 most important words: “How was Mary’s recital?” (Know youremployees’ kids.)2 most important words: “Let’s party!” (Celebrate “small wins” atthe drop of a hat.)299
300 EXCELLENCE/Five Or Less Words To The Wise 1 most important word: “No.” (“To don’ts” > “To dos”)1 most important word: “Yes.” (Hey, give it a shot/Anon. quote:“The best answer is always, ‘What thehell.’”/Wayne Gretzky: “You miss100% of the shots you don’t take.”)2 most important words: “Lunch today?” (“Social stuff” = Secretto problem/opportunity #1:/XFX/cross-functional Excellence.)4 most important words: “Thank Dick in accounting.” (Readilyacknowledge help from otherfunctions.)2 most important words: “After you.” (Courtesy rules.)3 most important words: “Thanks for coming.” (Civility. E.g., bossacknowledges employee coming toher/his office.)2 most important words: “Great smile!” (Note & acknowledgegood attitude.)1 most important word: “Wow!” (The gold standard … foreverything.)1 most important word: “EXCELLENT!” (The … ONLY …acceptable standard/aspiration.)300
305 “I used to have a rule for myself that at any point in time I wanted to have in mind — as it so happens, also in writing, on a little card I carried around with me — the three big things I was trying to get done. Three. Not two. Not four. Not five. Not ten. Three.” — Richard Haass, The Power to Persuade
308 do first things first and they do one thing at a time.” —Peter Drucker “If there is any one ‘secret’ to effectiveness, it is concentration. Effective executivesdo first things first and they do one thing at a time.” —Peter Drucker
309 John Sawhill/Major Strategic Initiative: “What areas should the Conservancy focus on and more important— what activities should we stop doing?” Source: Bill Birchard, Nature’s Keepers: The Remarkable Story of How The Nature Conservancy Became the Largest Environmental Organization in the World
311 “The ONE Question”: “In the last year [3 years, current job], name the … three people … whose growth you’ve most contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are heading in the next 12 months. Please explain in painstaking detail your development strategy in each case. Please tell me your biggest development disappointment—looking back, could you or would you have done anything differently? Please tell me about your greatest development triumph—and disaster—in the last five years. What are the ‘three big things’ you’ve learned about helping people grow along the way.”
313 “You must be the change you wish to see in the world.” Gandhi
314 “To develop others, start with yourself.” —Marshall Goldsmith
315 “Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader.” —Edie Seashore (Strategy + Business #45)
316 “How can a high-level leader like _____ be so out of touch with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. The problem is an acute lack of feedback [especially on people issues].” —Daniel Goleman (et al.), The New Leaders
323 “In the election in 1994, his smile was the campaign “In the election in 1994, his smile was the campaign. That smiling iconic campaign poster—on billboards, on highways, on street lamps, at tea shops and fruit stalls. It told black voters that he would be their champion and white voters that he would be their protector. It was the smile of the proverb ‘tout comprendre, c’est tout pardoner’—to understand is to forgive all. It was political Prozac for a nervous electorate.”From “See the Good in Others,” Mandela’s Way:Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
326 The Memories That Matter The people you developed who went on to stellar accomplishmentsinside or outside the company. (A reputation as “a peerless peopledeveloper.”)The (no more than) two or three people you developed who went on tocreate stellar institutions of their own.The long shots (people with “a certain something”) you bet on whosurprised themselves—and your peers.The people of all stripes who 2/5/10/20 years later say “You made adifference in my life,” “Your belief in me changed everything.”The sort of/character of people you hired in general. (And the badapples you chucked out despite some stellar traits.)A handful of projects (a half dozen at most) you doggedly pursued thatstill make you smile and which fundamentally changed the waythings are done inside or outside the company/industry.The supercharged camaraderie of a handful of Great Teams aiming to“change the world.”
327 The Memories That Matter Belly laughs at some of the stupid-insane things you and your matestried.Less than a closet full of “I should have …”A frighteningly consistent record of having invariably said, “Go for it!”Not intervening in the face of considerable loss—recognizing that todevelop top talent means tolerating failures and allowing theperson who screwed up to work their own way through and out oftheir self-created mess.Dealing with one or more crises with particular/memorable aplomb.Demanding … CIVILITY … regardless of circumstances.Turning around one or two or so truly dreadful situations—andwatching almost everyone involved rise to the occasion (often totheir own surprise) and acquire a renewed sense of purpose in theprocess.Leaving something behind of demonstrable-lasting worth. (On short aswell as long assignments.)
328 The Memories That Matter Having almost always (99% of the time) put “Quality” and “Excellence”ahead of “Quantity.” (At times an unpopular approach.)A few “critical” instances where you stopped short and could have“done more”—but to have done so would have compromised your andyour team’s character and integrity.A sense of time well and honorably spent.The expression of “simple” human kindness and consideration—nomatter how harried you may be/may have been.Understood that your demeanor/expression of character always setthe tone—especially in difficult situations.Never (rarely) let your external expression of enthusiasm/determination flag—the rougher the times, the more your expressedenergy and bedrock optimism and sense of humor showed.The respect of your peers.A stoic unwillingness to badmouth others—even in private.
329 The Memories That Matter An invariant creed: When something goes amiss, “The buck stops withme”; when something goes right, it was their doing, not yours.A Mandela-like “naïve” belief that others will rise to the occasion if giventhe opportunity.A reputation for eschewing the “trappings of power.” (Strong self-management of tendencies toward arrogance or dismissiveness.)Intense, even “driven” … but not to the point of being careless of othersin the process of forging ahead.Willing time and again to be surprised by ways of doing things that areinconsistent with your “certain hypotheses.”Humility in the face of others, at every level, who know more than youabout “the way things really are.”Having bitten your tongue on a thousand occasions—and listened, reallyreally listened. (And been constantly delighted when, as a result, youinvariably learned something new and invariably increased yourconnection with the speaker.)
330 The Memories That Matter Unalloyed pleasure in being informed of the fallaciousness of yourbeliefs by someone 15 years your junior and several rungs below youon the hierarchical ladder.Selflessness. (A sterling reputation as “a guy always willing to help outwith alacrity despite personal cost.”)As thoughtful and respectful, or more so, toward thine “enemies” astoward friends and supporters.Always and relentlessly put at the top of your list/any list being firstand foremost “of service” to your internal and externalconstituents. (Employees/Peers/Customers/Vendors/Community.)Treated the term “servant leadership” as holy writ. (And “preached”“servant leadership” to others—new “non-managerial” hire or oldpro, age 18 or 48.)
331 The Memories That Matter Created the sort of workplaces you’d like your kids to inhabit.(Explicitly conscious of this “Would I want my kids to work here?”litmus test.)A “certifiable” “nut” about quality and safety and integrity. (More orless regardless of any costs.)A notable few circumstances where you resigned rather thancompromise your bedrock beliefs.Perfectionism just short of the paralyzing variety.A self- and relentlessly enforced group standard of “EXCELLENCE-in-all-we-do”/“EXCELLENCE in our behavior toward one another.”
332 EXCELLENCE. Always. If Not EXCELLENCE, What EXCELLENCE. Always. If Not EXCELLENCE, What? If not EXCELLENCE Now, When?
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