Presentation is loading. Please wait.

Presentation is loading. Please wait.

NOTE: To appreciate this presentation [and insure that it is not a mess ], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”

Similar presentations


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 …

3 Before we begin …

4 If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. If he lost his sergeants it would be a catastrophe.

5 #1 cause of employee Dis-satisfaction?

6 Employee retention & satisfaction: Overwhelmingly based 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. 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. My question: Is it an OBSESSION worthy of the impact it has on enterprise performance?

9 LONG Tom Peters’ Excellence.Always. Riyadh/23 October 2010 (Slides/Slides LONG at tompeters.com)

10 Part One

11 The “3H Theory of Everything”

12 All you need to know … Hilton Howard Herb

13 Conrad Hilton, at a gala celebrating his career, was asked, His immediate answer … Conrad Hilton, at a gala celebrating his career, was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer …

14 “ remember to tuck the shower curtain inside the bathtub”

15 “Execution is strategy.” —Fred Malek

16 “In real life, strategy is actually very straightforward. Pick a general direction and implement like hell” —Jack Welch

17 All you need to know … Hilton Howard Herb

18 25

19 1977

20 MBWA Managing By Wandering Around/HP

21 1982

22 Excellence1982: The Bedrock “Eight Basics” Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties Properties

23 “Breakthrough” 82* People! People!Customers!Action!Values! *In Search of Excellence

24 Hard Is Soft Soft Is Hard

25 Hard Is Soft (Plans, # s ) Soft Is Hard (people, customers, values, relationships)

26 Skip the map

27 “Mapping your competitive position” or …

28 The “Have you …” 50

29 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? 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 the last 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 an important 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 one of 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, how to get there.) 39. Have you in the last week discussed the idea of “Wow”? (What it means, how to 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—and visibly 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?

35 All you need to know … Hilton Howard Herb

36 “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)

39

40 “The path to a hostmanshi p 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.

41 2007 Siberia

42 Why in the World did you go to Siberia? go to Siberia?

43 Enterprise* ** (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human potential concerted human potential in the wholehearted service of others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

44 2007 Sydney

45 Organizations exist to serve. Period. Leaders live to serve. Period. serve. 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.

47 Brand = Talent.

48 To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. Our Mission To develop and manage talent; to apply that talent, throughout the world, for the benefit of clients; to do so in partnership; to do so with profit. WPP

49 Luiza Helena, Magazine Luiza* *Wegmans

50 All you need to know … Hilton Howard Herb

51 3H: Hilton, Howard, Herb **Sweat the details! **Stay in touch! **It’s all about the people! 3H: Hilton, Howard, Herb **Sweat the details! **Stay in touch! **It’s all about the people!

52

53 Part Two

54 Tom Peters’ Excellence.Always. Innovate. Or. Die.

55 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 … 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 …

56 Buy a very large one and just wait.” “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 Economics

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: —Norberto Odebrecht, Education Through Work “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 “A pattern emphasized in the case studies in this book is the degree to which powerful competitors preferring to further their positions in older products. “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 Trap

63 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 “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. 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 Our challenge is to create markets. “Acquisitions are about buying market share. Our challenge is to create markets. There is a big difference.” — Peter Job, former CEO, Reuters

66 The Innovate or Die 20 or Die 20

67 #1

68 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” Tactic #1 “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 you only find oil if you drill wells. “ 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 and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

72 “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 are ready with wires and screws, we are on version ready 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 # 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 READY. FIRE! AIM. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985 )

74 Korea!

75 Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” —Michael Schrage

76 Think about It!? Innovation = Reaction to the Prototype Source: Michael Schrage

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 Play

78 #1A

79 “Fail. Forward. Fast.” “Fail. Forward. Fast.” High Tech CEO, Pennsylvania

80 “Fail faster. Succeed Sooner.” “Fail faster. Succeed Sooner.” David Kelley/IDEO

81 “Fail. Fail again. Fail better.” —Samuel Beckett

82 Sam’s Secret #1!

83 “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 Punish “ 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 Whoever Makes the Most Mistakes Wins: The Paradox of Innovation 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.”

89 #1B

90 1/4,000

91 “You miss 100% of the shots you never take.” —WayneGretzky “You miss 100% of the shots you never take.” —Wayne Gretzky

92 Excellence1982: The Bedrock “Eight Basics” A Bias for Action 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties

93 “[other] admirals more frightened of losing than anxious to win” On NELSON: “[other] admirals more frightened of losing than anxious to win”

94 #1C

95 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)

98 #2

99 The “Parallel Universe” Axiom

100 1% “SkunkWorks”/ “ParallelUniverse” “the 1% solution” Source: Scott Bedbury (Others: 3M, Google, Shell, NAVFAC)

101 “Venture” fund: “Venture” fund: Gerstner/Amex, Dow/Marriott, Grove/Intel, Bedbury/Starbucks

102 SkunkWorks/ “Skunks” (!!!)

103 F.F.F.F. Where to look for “Playmates”: F.F.F.F. (Find a Fellow Freak Faraway)

104 Playmate!* Playpen! Prototype! *Can be Client, supplier … as well as Insider

105 Demos! Heroes! Stories!

106 #2A

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.” “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. I look for things that went right, and try to build off 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)

109 #3

110 Little = BIG * *Thank you, Mr. Prime Minister

111 Big carts = 1.5X 1.5X Source: Walmart

112 Bag sizes = New markets: $B $B Source: PepsiCo

113 Socks = 10,000

114 see green = recover 20% faster

115 #4

116 XFX = #1

117 Never waste a lunch! Never waste a lunch!

118 ???? ???? % 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 Space Matters. (A Lot.) Geologists + Geophysicists + A little bit of love = Oil

122 Lunch > SAP/ > SAP/Oracle

123 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

125 #5

126 1980: “Strategic Thrust Overlay”

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”* [*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 “ 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. it is the game.” —Lou Gerstner, “ 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 Who Says Elephants Can’t Dance

131 #6

132 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” 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. It’s either in your heart, or not.” — Brian Joffe/BIDvest

134 “If if feels painful and scary—that’s real delegation” “If if feels painful and scary—that’s real delegation” —Caspian Woods, small biz owner

135 Enemy #1 I.C.D. Note 1: Inherent/Inevitable/ Immutable Centralist Drift Note 2: Jim Burke’s 1-word vocabulary: “No.”

136 #7

137 #4 Japan #3 USA #2 China #1 Germany

138 Reason: Mittelstand!* Reason: Mittelstand!*

139 “agile creatures darting between the legs of the multinational monsters" Source: Bloomberg BusinessWeek on the German … MITTELSTAND MITTELSTAND

140 “Be the best. It’s the only market that’s not crowded.” From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin Independent Stores in America, George Whalin

141 #8

142 We are the company we keep we keep

143 We become who we hang out with !

144 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 ” 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’ ”

145 Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

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 top quartile 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 “Future-defining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future.” 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 Two- thirds of the time, they pick the wrong competitor to worry about.” “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

152 #8A

153 “Who’s the most interesting person you’ve met in the last 90 days? How do I get in touch with them?” —Fred Smith “Who’s the most interesting person you’ve met in the last 90 days? How do I get in touch with them?” —Fred Smith

154 Vanity Fair: “What is your most marked characteristic?” Mike Bloomberg: “Curiosity.” “Curiosity.”

155 “ Do one thing every day that scares you.” “ Do one thing every day that scares you.” —Eleanor Roosevelt

156 “Freak Fridays” —once a month invite somebody interesting, in any field, to have lunch with your gang

157 “Normal” = “o for 800”

158 #8B

159 The Bottleneck … “ The Bottleneck …

160 The Bottleneck Is at the Top of the Bottle” At the top!” “ 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

161 #8C

162 “d”iversity

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

164 Can you pass the … “Squint test”?

165 #9

166 “The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’” —Headline, FT,

167 CEO/ Goldcorp Inc./ Red Lake Source: Rob McEwen/CEO/ Goldcorp Inc./ Red Lake gold Source: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams

168

169 Study Cisco : Councils/ “Emergent Leadership”

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)

171 #10

172 “The doctor interrupts after …* after …* *Source: Jerome Groopman, How Doctors Think

173 18 seconds

174 [An obsession with] Listening is... the ultimate mark of Respect. 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 women are far better at it than men.) are 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-functional Communication* (*Which is in turn Attribute #1 of Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) organizational 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 than that from any other single activity.) that from any other single activity.) Listening is … the bedrock which underpins a Commitment to EXCELLENCE EXCELLENCE

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... 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? If you agree, what are you going to do about it... at your NEXT MEETING? If you agree, what are you going to do about it... by the end of the DAY? If you agree, what are you going to do about it... in the next 30 DAYS? If you agree, what are you going to do about it... 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 = "We listen intently to and fully engage Listen = Profession = Study = practice = evaluation = Enterprise value: "We listen intently to and fully engage all with whom all with whom we work."

180 *Listening is of the utmost … importance! *Listening is a proper … ! *Listening is … ! *Listening is a … ! *Listening is of the utmost … strategic importance! *Listening is a proper … core value ! *Listening is … trainable ! *Listening is a … profession !

181 #11

182 “The four most important words in any organization are …

183 The four most important words in any organization are … “What do you think?” are … “What do you think?” Source: courtesy Dave Wheeler, posted at tompeters.com

184 Tomorrow: How many times will you “ask the WDYT question”? [Practice makes better!] [This is a skill!] Tomorrow: How many times will you “ask the WDYT question”? [ Count! ] [Practice makes better!] [This is a STRATEGIC skill!]

185 #11A

186 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 Help Last chapter: 7 “principles.” E.g.: PRINCIPLE 2: “Effective Help Occurs When the Helping Relationship Is Perceived to Be Equitable. Perceived to Be Equitable. PRINCIPLE 4: “Everything You Say or Do Is an Intervention that Determines the Future of the Relationship.. Determines 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!)

187 #11B

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 Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the haul is a product of brilliantly serving, over the long haul, the people who serve the customer. people who serve the customer. Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth and everything in between—is abetting the sustained growth and success and engagement and enthusiasm and commitment to success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. serve the ultimate customer. We—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to Excellence Development and Success and Aspiration to Excellence business.” business.” “We” [leaders] only grow when “they” [each and every one of our colleagues] are growing. growing. “We” [leaders] only succeed when “they” [each and every one of our colleagues] are succeeding. are succeeding. “We” [leaders] only energetically march toward Excellence when “they” [each and every one of our colleagues] are energetically marching “they” [each and every one of our colleagues] are energetically marching toward Excellence. toward 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! “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.” “We are a ‘Life Success’ Company.” Dave Liniger, founder, RE/MAX

192 #11C

193 “The deepest human need is the … need to be appreciated.” —William James

194 1 /80* *Post-interview “Thank you” notes

195 “One kind word can warm three winter months.” – Japanese Proverb

196 #11D

197 “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 You Here Won’t Get You There: How Successful People Become Even More Successful. Even More Successful.

198 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. 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.

199 #12

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.*

201 *This is … Strategic!

202 #13

203 Conveyance: Kingfisher Air Location: Approach to New Delhi

204 “May I clean your glasses, sir?”* *Kingfisher Air

205 2-cent candy

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

207 2,000,000

208 7X. 7:30A-8:00P. F12A. 7:30AM = 7:15AM. 8:00PM = 8:15PM.

209 TGR [Things Gone WRONG -Things Gone RIGHT ] 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

211 Up, Up, Up, Up the Value-added Ladder.

212 Scintillating EXPERIENCES Services Goods Raw Materials The Value-added Ladder Scintillating EXPERIENCES Services Goods Raw Materials

213 And in Milwaukee …

214 “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 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.” 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, )

216 C X O C X O* *Chief e X perience Officer

217 “ It’s always showtime.” “ It’s always showtime.” —David D’Alessandro, Career Warfare

218 #14

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. 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 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.’ Businesspeople need to be designers.” —Roger Martin/ Dean/Rotman Management School/University of Toronto

227 C D O Design C D O * *Chief Design Officer

228 National Strategy! New Zealand KoreaSingaporeVermont

229 #15

230 94% of loans to … women* *M icrolending; “Banker to the poor”; Grameen Bank; Muhammad Yunus; 2006 Nobel Peace Prize winner

231 “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, 09.09Source: 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 the Women’s Forum for the Economy and Society (FT) Women’s Forum for the Economy and Society (FT)

234 #16

235 !!!!!!!!!!!!!!!!! “People turning 50 today have more than half of their adult life ahead of them.” “People turning 50 today have more than half of their adult life ahead of them.” —Bill Novelli, 50+: Igniting a Revolution to Reinvent America

236 7/13

237 44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 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?” shopping and entertainment than those under 55?” —Forrester Research.(USA Today, 8 January 2009) —Forrester Research.(USA Today, 8 January 2009)

239 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

241 #17

242 Up, Up, Up, Up the Value-added Ladder.

243 Tweet : Word "commodity" ! "Commodity" state of mind! ANYTHING... can be differentiated numerous ways—logistics, quality of relationship, co- development of new use... 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.” —Bob Nardelli, GE Power Systems (7 years, to ) “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 “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

248 MasterCard Advisors

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”) 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

251

252 OPPORTUNITY-SEEKING Customer Success/ Gamechanging Solutions Scintillating Experiences Services Goods Raw Materials The Value-added Ladder/ OPPORTUNITY-SEEKING Customer Success/ Gamechanging Solutions Scintillating Experiences Services Goods Raw Materials

253 #18

254 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 with 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 with communication. Build a positive team and family spirit. Do more with less. Be passionate and determined. Be humble. communication. Build a positive team and family spirit. Do more with less. Be passionate and determined. Be humble. Source: Delivering Happiness, Tony Hsieh, CEO, Zappos.com

255 14,000 20,000

256 14,000 20,000 30

257 14,000/ e Bay 20,000/Amazon 30/Craigslist

258 “Insanely Great” Steve Jobs

259 “Radically thrilling” “Radically thrilling” BMW

260 “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... 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! 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. 10. Avoid moderation!

263 #19

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 is free to do his or her absolute best.” allow its members to discover their greatness.” 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 free to do his or her absolute best” … “allow its members to discover their greatness.” Leadership’s Mt Everest/Mt Excellence “ free to do his or her absolute best” … “allow its members to discover their greatness.”

267 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/

268 #20

269 Innovation Index: Top 5 8 or higher “Weird”/ “Profound”/ “Wow”/“Game-changer” Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher [out of 10] on a “Weird”/ “Profound”/ “Wow”/“Game-changer” Scale?

270 Excellence.Always.Innovate. Or. Die. The 8P s.

271 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]

272 Part THREE

273 The Small Courtesies.

274 #1

275 “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” “Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” —Henry Clay

276 none!

277 Press Ganey Assoc: 139,380 former patients from 225 hospitals: none of THE top 15 factors determining P atient S atisfaction 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: Kind.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.

281 #2

282 “The deepest human need is the … need to be appreciated.” —William James

283 1 /80* *Post-interview “Thank you” notes

284 “One kind word can warm three winter months.” – Japanese Proverb

285 #3

286 “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 You Here Won’t Get You There: How Successful People Become Even More Successful. Even More Successful.

287 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. 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.

288 #4

289 “Perception is all there is” there is”

290 Comeback [big, quick response] >> >>Perfection

291 Acquire vs maintain*: 5X *Recession goal: Higher “market share” current customers current customers

292 THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *PERCEPTION IS ALL THERE IS!

293 Potlatch.

294 #5

295 “The 14 Courtesies” “The 14 Courtesies” 1.Henry knew! 2.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) SUSTAINABLE COMPETITIVE ADVANTAGE #1T) 8. Help. (Schein.) 9. Thank (Appreciate. Acknowledge.) Japan 10. Smile! (Mandela.) 11. Apologize (Unequivocal. Rectify. Over-react. ) 12. K = R = P (Kindness is free. This is … STRATEGIC.) STRATEGIC.) 13. “Consideration renovation.” 14. The Saga of Kingfisher Air.

296 #6

297 Five Or Less Words To The Wise

298 EXCELLENCE/Five Or Less Words To The Wise EXCELLENCE/Five Or Less Words To The Wise 4 most important words: “What do you think?” (Dave tompeters.com: “Most important 4 tompeters.com: “Most important 4 words in an organization.”) words in an organization.”) 4 most important words: “How can I help?” (Boss as CHRO/ Chief Hurdle Removal Officer) Chief Hurdle Removal Officer) 2 most important words: “Thank you!” (Appreciation/ Recognition) Recognition) 2 most important words: “All yours.” (“Hands-off” delegation/ Respect/Trust) Respect/Trust) 3 most important words: “I’m going out.” (MBWA/Managing By Wandering Around/In touch!) Wandering Around/In touch!) 2 most important words: “I’m sorry.” (Power of unconditional apology = Stunning! Marshall apology = Stunning! Marshall Goldsmith: #1 exec issue) Goldsmith: #1 exec issue) 5 most important words: “Did you tell the customer?” (Over- communicate) communicate) 2 most important words: “She says …” (“She” is the customer!)

299 EXCELLENCE/Five Or Less Words To The Wise EXCELLENCE/Five Or Less Words To The Wise 2 most important words: “Yes ma’am.” (Women are more often than not the best managers.) than not the best managers.) 2 most important words: “Try it!” (My only “for sure” in 44 years: Herb Kelleher: “We have a strategic Herb Kelleher: “We have a strategic plan, it’s called doing things.”/Bill plan, it’s called doing things.”/Bill Parcells: “Blame no one. Expect Parcells: “Blame no one. Expect nothing. Do something.”) nothing. Do something.”) 3 most important words: “Try it again!” (My only “for sure” in 44 years: MOST TRIES WINS.) years: MOST TRIES WINS.) 2 most important words: “Good try!” (CELEBRATE “good failures.” Richard Farson/book: failures.” Richard Farson/book: Whoever Makes the Most Mistakes Whoever Makes the Most Mistakes Wins. Samuel Beckett: “Fail. Fail again. Wins. Samuel Beckett: “Fail. Fail again. Fail better.”) Fail better.”) 3 most important words: “At your service.” (Organizations exist to serve. Period. Leaders live to serve. to serve. Period. Leaders live to serve. Period.) Period.) 4 most important words: “How are we doing?” (To customers, regularly.) regularly.) 4 most important words: “How was Mary’s recital?” (Know your employees’ kids.) employees’ kids.) 2 most important words: “Let’s party!” (Celebrate “small wins” at the drop of a hat.) the drop of a hat.)

300 EXCELLENCE/Five Or Less Words To The Wise 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 the “The best answer is always, ‘What the hell.’”/Wayne Gretzky: “You miss hell.’”/Wayne Gretzky: “You miss 100% of the shots you don’t take.”) 100% of the shots you don’t take.”) 2 most important words: “Lunch today?” (“Social stuff” = Secret to problem/opportunity #1:/XFX/ to problem/opportunity #1:/XFX/ cross-functional Excellence.) cross-functional Excellence.) 4 most important words: “Thank Dick in accounting.” (Readily acknowledge help from other acknowledge help from other functions.) functions.) 2 most important words: “After you.” (Courtesy rules.) 3 most important words: “Thanks for coming.” (Civility. E.g., boss acknowledges employee coming to acknowledges employee coming to her/his office.) her/his office.) 2 most important words: “Great smile!” (Note & acknowledge good attitude.) good attitude.) 1 most important word: “Wow!” (The gold standard … for everything.) everything.) 1 most important word: “EXCELLENT!” (The … ONLY … acceptable standard/aspiration.) acceptable standard/aspiration.)

301 Part Four

302 #1

303 #1 Truthteller …

304 You = Your calendar* *Calendars never lie

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

306 “Dennis, you need a … ‘To-don’t ’ List !”

307 Don’t > Do* * “Don’ting,” systematic, > WILLPOWER

308 “If there is any one ‘secret’ to effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.” —Peter Drucker do 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

310 #2

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.”

312 #3

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

317 #4

318 “Nothing is so contagious as enthusiasm.” “Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

319 “ I am a dispenser of enthusiasm.” “ I am a dispenser of enthusiasm.” —Ben Zander

320 “ It’s always showtime.” “ It’s always showtime.” —David D’Alessandro, Career Warfare

321 #5

322

323 “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

324 Part Five

325 The Memories That Matter.

326 The Memories That Matter The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside the company. (A reputation as “a peerless people inside or outside the company. (A reputation as “a peerless people developer.”) developer.”) The (no more than) two or three people you developed who went on to create stellar institutions of their own. create stellar institutions of their own. The long shots (people with “a certain something”) you bet on who surprised themselves—and your peers. surprised themselves—and your peers. The people of all stripes who 2/5/10/20 years later say “You made a difference in my life,” “Your belief in me changed everything.” difference in my life,” “Your belief in me changed everything.” The sort of/character of people you hired in general. (And the bad apples you chucked out despite some stellar traits.) apples you chucked out despite some stellar traits.) A handful of projects (a half dozen at most) you doggedly pursued that still make you smile and which fundamentally changed the way still make you smile and which fundamentally changed the way things are done inside or outside the company/industry. things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming to The supercharged camaraderie of a handful of Great Teams aiming to “change the world.” “change the world.”

327 The Memories That Matter The Memories That Matter Belly laughs at some of the stupid-insane things you and your mates tried. tried. 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 to develop top talent means tolerating failures and allowing the develop top talent means tolerating failures and allowing the person who screwed up to work their own way through and out of person who screwed up to work their own way through and out of their self-created mess. their 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—and watching almost everyone involved rise to the occasion (often to watching almost everyone involved rise to the occasion (often to their own surprise) and acquire a renewed sense of purpose in the their own surprise) and acquire a renewed sense of purpose in the process. process. Leaving something behind of demonstrable-lasting worth. (On short as well as long assignments.) well as long assignments.)

328 The Memories That Matter The Memories That Matter Having almost always (99% of the time) put “Quality” and “Excellence” ahead of “Quantity.” (At times an unpopular approach.) 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 and “done more”—but to have done so would have compromised your and your team’s character and integrity. your team’s character and integrity. A sense of time well and honorably spent. The expression of “simple” human kindness and consideration—no matter how harried you may be/may have been. matter how harried you may be/may have been. Understood that your demeanor/expression of character always set the tone—especially in difficult situations. the tone—especially in difficult situations. Never (rarely) let your external expression of enthusiasm/ determination flag—the rougher the times, the more your expressed determination flag—the rougher the times, the more your expressed energy and bedrock optimism and sense of humor showed. energy 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 The Memories That Matter An invariant creed: When something goes amiss, “The buck stops with me”; when something goes right, it was their doing, not yours. me”; when something goes right, it was their doing, not yours. A Mandela-like “naïve” belief that others will rise to the occasion if given the opportunity. the opportunity. A reputation for eschewing the “trappings of power.” (Strong self- management of tendencies toward arrogance or dismissiveness.) management of tendencies toward arrogance or dismissiveness.) Intense, even “driven” … but not to the point of being careless of others in the process of forging ahead. in the process of forging ahead. Willing time and again to be surprised by ways of doing things that are inconsistent with your “certain hypotheses.” inconsistent with your “certain hypotheses.” Humility in the face of others, at every level, who know more than you about “the way things really are.” about “the way things really are.” Having bitten your tongue on a thousand occasions—and listened, really really listened. (And been constantly delighted when, as a result, you really listened. (And been constantly delighted when, as a result, you invariably learned something new and invariably increased your invariably learned something new and invariably increased your connection with the speaker.) connection with the speaker.)

330 The Memories That Matter The Memories That Matter Unalloyed pleasure in being informed of the fallaciousness of your beliefs by someone 15 years your junior and several rungs below you beliefs by someone 15 years your junior and several rungs below you on the hierarchical ladder. on the hierarchical ladder. Selflessness. (A sterling reputation as “a guy always willing to help out with alacrity despite personal cost.”) with alacrity despite personal cost.”) As thoughtful and respectful, or more so, toward thine “enemies” as toward friends and supporters. toward friends and supporters. Always and relentlessly put at the top of your list/any list being first and foremost “of service” to your internal and external and foremost “of service” to your internal and external constituents. (Employees/Peers/Customers/Vendors/Community.) constituents. (Employees/Peers/Customers/Vendors/Community.) Treated the term “servant leadership” as holy writ. (And “preached” “servant leadership” to others—new “non-managerial” hire or old “servant leadership” to others—new “non-managerial” hire or old pro, age 18 or 48.) pro, age 18 or 48.)

331 The Memories That Matter 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?” (Explicitly conscious of this “Would I want my kids to work here?” litmus test.) litmus test.) A “certifiable” “nut” about quality and safety and integrity. (More or less regardless of any costs.) less regardless of any costs.) A notable few circumstances where you resigned rather than compromise your bedrock beliefs. compromise 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.” all-we-do”/“EXCELLENCE in our behavior toward one another.”

332 EXCELLENCE. Always. If Not EXCELLENCE, What? If not EXCELLENCE Now, When?


Download ppt "NOTE: To appreciate this presentation [and insure that it is not a mess ], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”"

Similar presentations


Ads by Google