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Conrad Hilton …. Excellence NOW NOW Tom Peters/09 October 2012 Tom Peters/09 October 2012 Fall Conference-Leadership Summit Nyenrode Business Universiteit.

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Presentation on theme: "Conrad Hilton …. Excellence NOW NOW Tom Peters/09 October 2012 Tom Peters/09 October 2012 Fall Conference-Leadership Summit Nyenrode Business Universiteit."— Presentation transcript:

1 Conrad Hilton …

2 Excellence NOW NOW Tom Peters/09 October 2012 Tom Peters/09 October 2012 Fall Conference-Leadership Summit Nyenrode Business Universiteit Breukelen/Brooklyn (slides @ tompeters.com/excellencenow.com)

3 Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, His answer … Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, “What were the most important lessons you learned in your long and distinguished career?” His answer …

4 “ remember to tuck the shower curtain inside the bathtub.”

5 You get ’em in the door with “location, location, location”—and a terrific architect. You keep ’em coming back with the tucked in shower curtain!* *Profit rarely comes from transaction #1; it is a byproduct of transaction #2, #3, #4 …

6 “Execution is strategy.” —Fred Malek

7 Sports: You beat yourself!

8 “ Execution is the job of the business leader.” —Larry Bossidy “ Execution is the job of the business leader.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

9 “ When assessing candidates, the first thing I looked for was energy and enthusiasm for execution: Does she talk about the thrill of getting things done, the obstacles overcome, the role her people played —or does she keep wandering back to strategy or philosophy?” —Larry Bossidy, Execution

10 WOW !! Observed closely: The use of “I” or “we” during a job interview. job interview. Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Management Lessons From Mayo Clinic

11 Excellence in Execution = Deepest “Blue Ocean”

12 Does/will the next presentation you give/ review allot more time to the process/ details/politics of “implementing” than to the “analysis of the problem/opportunity”?

13 Service/ Excellence/ Immoderation

14 Service Service

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

16 Excellence Excellence

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

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

19 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”

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

21 Hard is Soft. Soft is Hard.

22 EXCELLENCE is not an "aspiration.” EXCELLENCE is … THE NEXT FIVE MINUTES.

23 EXCELLENCE is not an "aspiration." EXCELLENCE is … THE NEXT FIVE MINUTES. EXCELLENCE is your next conversation. Or not. EXCELLENCE is your next meeting. Or not. EXCELLENCE is shutting up and listening—really listening. Or not. EXCELLENCE is your next customer contact. Or not. EXCELLENCE is saying “Thank you” for something “small.” Or not. EXCELLENCE is the next time you shoulder responsibility and apologize. Or not. EXCELLENCE is waaay over-reacting to a screw-up. Or not. EXCELLENCE is the flowers you brought to work today. Or not. EXCELLENCE is lending a hand to an “outsider” who’s fallen behind schedule. Or not. EXCELLENCE is bothering to learn the way folks in finance [or IS or HR] think. Or not. EXCELLENCE is waaay “over”-preparing for a 3-minute presentation. Or not. EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE. Or not.

24 EXCELLENCE is … THE NEXT FIVE MINUTES.

25 Or not.

26 Immoderation Immoderation

27 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!

28 One [really] First thing Before First Things …

29 “Yes, Prime Minister”

30 #1

31 Little = BIG

32 #2

33 7X. 7:30A-8:00P. F12A. 7:30AM = 7:15AM. 8:00PM = 8:15PM.

34 2,000,000

35 #3

36 It BEGINS (and ENDS ) in the …

37 parking lot* *Disney

38 Carl’s Street- Sweeper

39 #4

40 Red light flashes= -10% -10%

41 Don’t like it? Don’t pay. Source: Granite Rock Co.

42 #5

43 Conveyance: Kingfisher Air Location: Approach to New Delhi

44 “May I clean your glasses, sir?”

45 “Let me help you down the jetway.”

46 #6

47 Big carts = 1.5X 1.5X Source: Wal*Mart

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

49 #7

50 TGR [Things Gone WRONG -Things Gone RIGHT ] TGR [Things Gone WRONG -Things Gone RIGHT ]

51 TGR s. Manage ’em. Measure ’em.* *I use “manage-measure” a lot. Translation: These are not “soft” ideas; they are exceedingly important things that can be managed—AND measured. not “soft” ideas; they are exceedingly important things that can be managed—AND measured.

52 “Perception is all there is” there is”

53 Promised vs Delivered: +15% +15% Source; Elgin Corrugated Box

54 Customers describing their service experience as “superior”: 8 % Companies describing the service experience they provide as the service experience they provide as “superior”: 80% “superior”: 80% —Source: Bain & Company survey of 362 companies, reported in John DiJulius, What's the Secret to Providing a World-class Customer Experience?

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

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

57 #8

58 (1) Amenable to rapid experimentation/ experimentation/ failure “free” (PR, $$) failure “free” (PR, $$) (2) Quick to implement/ Quick to Roll out Quick to Roll out (3) Inexpensive to implement/Roll out implement/Roll out (4) Huge multiplier (5) An “Attitude”

59 (1) Half-day/25 ideas (2) One week/5 experiments (3) One month/Select best 2 (4) 60-90 days/Roll out

60 Four other [really] First things Before First Things …

61 #1

62 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. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?

63 “ In great armies, the job of generals is to back up their sergeants.” —COL Tom Wilhelm, from Robert Kaplan, “The Man Who Would Be Khan,” The Atlantic “ In great armies, the job of generals is to back up their sergeants.” —COL Tom Wilhelm, from Robert Kaplan, “The Man Who Would Be Khan,” The Atlantic

64 #1 cause of employee Dis-satisfaction?

65 Employee retention & satisfaction & productivity: 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

66 “People leave managers not companies.” —Dave Wheeler

67 Suggested addition to your statement of Core Values: “We are obsessed with developing a cadre of 1st line managers that is second to none—we understand that this cadre per se is arguably one of our top two or three most important ‘Strategic Assets.’”

68 #2

69 XFX = #1* *Cross-Functional eXcellence

70 explicitly & visibly & relentlessly manage to XFX standard!

71 Never waste a lunch! Never waste a lunch!

72 “Allied commands depend on mutual confidence and this confidence is gained, above all through the development of friendships.” of friendships.” —General D.D. Eisenhower, Armchair General* *“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds ; it was a quality that would pay great dividends during his future coalition command.” was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds ; it was a quality that would pay great dividends during his future coalition command.”

73 “Personal relationships are the fertile soil from which all advancement, all success, all achievement in real “Personal relationships are the fertile soil from which all advancement, all success, all achievement in real life grow.” —Ben Stein life grow.” —Ben Stein

74 % XF lunches* * Measure! Monthly! Part of evaluation! [The PAs Club.]

75 XFX: Social accelerators …

76 XFX/Typical Social Accelerators XFX/Typical 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. Religiously invite counterparts in other functions to your team meetings. Ask them to present “cool stuff” from “their world” to your group. (Useful. Mark of respect.) 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 email 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.

77 XFX/ Typical Social Accelerators XFX/ Typical Social Accelerators 7. Routinely discuss—A SEPARATE AGENDA ITEM—good and problematic acts of cross-functional co-operation at every Team Meeting. 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. Establish “adhocracy” as S.O.P. To improve the new “X- functional Culture” (and business results), little XF teams should be formed on the spot to deal with an urgent issue— they may live for but ten days, but it helps the XF habit, making it normal to be “working the XF way.”

78 XFX/ Typical Social Accelerators 12. Early project “management” experience. Within days, literally, of coming aboard folks should be “running” some bit of a bit of a bit a project, working with folks from other functions—hence, “all this” becomes as natural as breathing. 13. Work proactively to give as large as possible numbers of people temporary assignments in other functions—especially Finance. 14. “Get ’em out with the customer.” Rarely does the accountant or bench scientist call on the customer. Reverse that. Give everyone more or less regular “customer-facing experiences.” She or he learns quickly that the customer is not interested in our in-house turf battles! 15. Consider creating a special role, or even position. Specialty chemical company Buckman Labs established “knowledge transfer facilitators,” effectively former “middle managers,” with 100% of discretionary pay based on success at spurring integration across previously impermeable barriers.

79 XFX/: Typical Social Accelerators XFX/: Typical Social Accelerators 16. 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.) 17. Every functional unit should have strict and extensive measures of “customer satisfaction” based on evaluations from other functions of its usefulness and effectiveness and value- added to the enterprise as a whole. 18. 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. 19. “Deep dip.” Dive three levels down in the organization to fill a senior role with some one who has been noticeably pro-active on adding value via excellent cross-functional integration. 20. 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. 21. Excellence! There is a “State of XF Excellence” per se. Talk it up constantly. Pursue it. Aspire to nothing less.

80 More than “performance evaluation/award” More than “team accomplishment evaluation/award.” Rather: Specific and frequent and VISIBLE recognition to INDIVIDUALS who have helped INDIVIDUALS in other functions— or, for that matter, our own group. E.g. BIG VISIBLE RECOGNITION for specific acts, small acts more than large acts, of selflessly helping others per se. More than “performance evaluation/award” More than “team accomplishment evaluation/award.” Rather: Specific and frequent and VISIBLE recognition to INDIVIDUALS who have helped INDIVIDUALS in other functions— or, for that matter, our own group. E.g. BIG VISIBLE RECOGNITION for specific acts, small acts more than large acts, of selflessly helping others per se.

81 “You’re spending too much time with your [bill-paying] customers!” with your [bill-paying] customers!”

82 C(I)>C(E)

83 “Success doesn’t depend on the number of people you know; it depends on the number of people you know in high places!” or “Success doesn’t depend on the number of people you know; it depends on the number of people you know in ‘low’ places!”

84 XFX = #1* *Cross-Functional eXcellence

85 Suggested addition to your statement of Core Values: “We will not rest until seamless cross-functional integration/communication has become our primary source of value-added. EXCELLENCE in cross- functional integration shall become a daily operational passion for 100% of us.”

86 “ I am hundreds of times better here [than in my prior hospital assignment] because of the support system. It’s like you were working in an organism; you are not a single cell when you are out there practicing.’” —quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, in my prior hospital assignment] because of the support system. It’s like you were working in an organism; you are not a single cell when you are out there practicing.’” —quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, from Management Lessons From Mayo Clinic

87 "When I was in medical school, I spent hundreds of hours looking into a microscope—a skill I never needed to know or ever use. —Peter Pronovost, Safe Patients, Smart Hospitals "When I was in medical school, I spent hundreds of hours looking into a microscope—a skill I never needed to know or ever use. Yet I didn't have a single class that taught me communication or teamwork skills—something I need every day I walk into the hospital.” —Peter Pronovost, Safe Patients, Smart Hospitals

88 #3

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

90 18 …

91 18 … seconds!

92 [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 grow. 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.]

93 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... Service. 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 from any other single activity.) from any other single activity.) Listening is … the bedrock which underpins a Commitment to EXCELLENCE EXCELLENCE

94

95 “It’s amazing how this seemingly small thing— simply paying fierce attention to another, really asking, really listening, even during a brief conversation—can evoke such a wholehearted response.” —Susan Scott, Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time

96 “Fierce conversations often do take time. The problem is, anything else takes longer.” —Susan Scott, Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time

97 Listen = “Profession” = Study = practice = evaluation = Enterprise value

98 Is there a full-bore training course in "Listening" for 100% of employees, CEO to temps? If not, There [damn well] ought to be. to temps? If not, There [damn well] ought to be.

99 Suggested addition to your statement of Core Values: “We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.”

100 #4

101 Complain all you want, but meetings are what you [boss] do! are what you [boss] do!

102 Meetings = #1 leadership opportunity

103 Meeting: Every meeting that does not stir the imagination and curiosity of attendees and increase bonding and co- operation and engagement and sense of worth and motivate rapid action and enhance enthusiasm is a permanently lost opportunity.

104 FYI: This is … not … a rant about “conducting better meetings.”

105 Prep! Prep!! Prep!!! Meetings. Phone calls. Emails.Conversations.

106 Meeting = Theater

107 People First! People Second ! People Third! People Fourth! People Fifth! People Sixth!

108 “Business has to give people enriching, rewarding lives …

109 People First! People Second ! People Third! People Fourth! People Fifth! People Sixth!

110 “Business has to give people enriching, rewarding lives … or it's simply not worth doing.” —Richard Branson

111 “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 AA’s Annual Meeting)

112 "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

113 "When I hire someone, that's when I go to work for them.” —John DiJulius, "What's the Secret to Providing a World-class Customer Experience"

114 “Employees who don't feel significant rarely make significant contributions.” —Mark Sanborn

115 “No matter what the situation, [the great manager’s] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success.” —Marcus Buckingham, The One Thing You Need to Know

116 EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down Vineet Nayar/CEO/HCL Technologies

117 “hostmanship”/ “consideration renovation”

118 “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.” —Jan Gunnarsson and Olle Blohm, Hostmanship: The Art of Making People Feel Welcome.

119 “ … 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?’”

120 Brand = Talent.

121 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

122 … 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.

123 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.

124 “Tom, you left out one thing …”

125 “Tom, you left out one thing … Leaders enjoy leading!”

126 Les Wexner: From sweaters to people!* *Limited Brands founder Les Wexner queried on astounding long- term success—said, in effect, it happened because he got as excited about developing people as he had been about predicting fashion trends in his early years as excited about developing people as he had been about predicting fashion trends in his early years

127 “The leaders of Great Groups … love talent … and know where to find it. They … revel in … the talent of others.” —Warren Bennis & Patricia Ward Biederman, Organizing Genius

128 Three People!

129 2/year = legacy.

130 “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?”

131 Promotion Decisions “life and death decisions” Source: Peter Drucker, The Practice of Management

132 53 = 53

133 People are not “Standardized.” Their evaluations should not be standardized. Ever.

134 Standardized Evaluations? Sports?* Arts?* *“Pure” talent-driven enterprises

135 “The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. … Discover what is unique about each person and capitalize on it.” —Marcus Buckingham, The One Thing You Need to Know

136 Evaluating people = #1 differentiator Source: Jack Welch/Jeff Immelt on GE’s #1 strategic skill ( !!!! )

137 70 cents

138 “ Development can help great people be even better— but if I had a dollar to spend, I’d spend 70 cents getting the right person in the door.” — Paul Russell, Director, Leadership and Development, Google

139 “In short, hiring is the most important aspect of business and yet remains woefully misunderstood. ” “In short, hiring is the most important aspect of business and yet remains woefully misunderstood. ” Source: Wall Street Journal, 10.29.08, review of Who: The A Method for Hiring, review of Who: The A Method for Hiring, Geoff Smart and Randy Street

140 2X 2X

141 TP: TP: “How to throw $500,000 into the sea in one easy lesson!!”

142 People! People!

143 2X 2X Source: Container Store/Goal: increase average sale per shopper

144 “C-level”? “C-level”?

145 In the Army, 3-star generals worry about training. In most businesses, it's a “ho hum” mid-level staff function.

146 Why is intensive- extensive training obvious for the army & navy & sports teams & performing arts groups--but for the average business? Why is intensive- extensive training obvious for the army & navy & sports teams & performing arts groups--but not for the average business?

147 (1) Training merits “C-level” status! “C-level” status! (2) Top trainers should be paid a king’s be paid a king’s ransom—and be of ransom—and be of the same caliber as the same caliber as top marketers or top marketers or researchers. researchers.

148 I would hazard a guess that most CEOs see IT investments as a “strategic necessity,” but see training expenses as “a necessary evil.”

149 No company ever Expended too much thought/Effort/ $$$$ on training!* *ESPECIALLY … small company

150 Meanwhile in Rochester NY and Sao Paulo Brazil …

151 Wegmans.

152 Luiza Helena, Magazine Luiza

153 4 Words! 4 Words!

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

155 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

156 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 ’em!! ] [Practice makes better!] [This is a STRATEGIC skill!]

157 8 Words 12 Words

158 Change the World With EIGHT Words What do you think?* How can I help?** *Dave Wheeler: “What are the four most important words in the boss’ lexicon?” **Boss as CHRO/Chief Hurdle Removal Officer **********************************

159 Change the World With TWELVE Words What do you think?* How can I help?** What have you learned?*** *Dave Wheeler: “What are the four most important words in the boss’ lexicon?” **Boss as CHRO/Chief Hurdle Removal Officer ********************************** ***What [new thing] have you learned [in the last 24 hours]? ********************* *

160 Helping

161 Some Help With Helping … Help works when the recipient subsequently feels smarter—not dumber. smarter—not dumber. Regularly help too soon—and you will set up expectation of inaction until your "help" is provided. Help poorly conveyed spawns powerlessness and resentment in recipient. and resentment in recipient. Helping requires a sniper's rifle or surgeon's scalpel—not a shotgun or machete. scalpel—not a shotgun or machete. Helping strategies vary [significantly] from individual to individual—leave the “cookie cutter” at home. Effectively "helping" may be the most difficult leadership task of all! be the most difficult leadership task of all! "Help" is only truly successful when the recipient says, and believes: "I did it myself!" says, and believes: "I did it myself!" Near truism: Nobody wants help. But we would all liked to have received help. all liked to have received help. Guitarist Robert Fripp: "Don't be helpful. Be available. Helpful people are a nuisance."

162

163 2% /98% 2% /98%

164 New day. New Game.

165 “Things don’t stay the same. You have to understand that not only your business situation changes, but the people you’re working with aren’t the same day to day. Someone is sick. Someone is having a wedding. You must gauge the mood, the thinking level of the team that day.” —Coach K [Krzyzewski]

166 230 workdays = 230 “rosters”

167 The Memories That Matter.

168 The Memories That Matter The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside stellar accomplishments inside or outside the company. the company. 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,” later say “You made a difference in my life,” “Your belief in me changed everything.” “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.”

169 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!” 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.)

170 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.

171 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. rise to the occasion if given 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 who know more than you about “the way things really are.” things really are.” Bit 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.)

172 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 list being first and foremost “of service” to your internal and external constituents. (Employees/Peers/ internal and external constituents. (Employees/Peers/ Customers/Vendors/Community.) 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.)

173 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 inhabit. (Explicitly conscious of this “Would I want my kids to work here?” litmus test.) kids to work here?” 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 “EXCELLENCE-in-all-we-do”/“EXCELLENCE in our behavior toward one another.” behavior toward one another.”

174 A 15-Point Human Capital Asset Development Manifesto Human Capital Asset Development Manifesto Tom Peters/0615.12

175 Q3 2011/BLS +3.1/ Non-farm productivity growth +3.8/ Non-farm output +0.6/ Non-farm hours worked +5.4/ Manufacturing productivity +4.7/ Manufacturing output / Manufacturing hours worked Source: Bureau of Labor Statistics/03 November 2011 Q3 2011/BLS +3.1/ Non-farm productivity growth +3.8/ Non-farm output +0.6/ Non-farm hours worked +5.4/ Manufacturing productivity +4.7/ Manufacturing output -0.6/ Manufacturing hours worked Source: Bureau of Labor Statistics/03 November 2011

176 “A bureaucrat is an expensive microchip.” —Dan Sullivan, consultant and executive coach

177 G enetics N anotechnology R obotics Or: GRIN/ Genetics, Robotics, Information technology, Nanotechnology Or: NBIC/ Nanotechnology, Biotechnology, Information Nanotechnology Or: NBIC/ Nanotechnology, Biotechnology, Information technology, Cognitive science technology, Cognitive science

178 A 15-Point Human Capital Development Manifesto A 15-Point Human Capital Development Manifesto 1. “Corporate social responsibility” starts at home—i.e., inside the enterprise! MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary source of mid-term and beyond growth and profitability—and maximizes national productivity and wealth. (Re profitability: If you want to serve the customer with uniform Excellence, then you must FIRST effectively and faithfully serve those who serve the customer— i.e. our employees, via maximizing tools and professional development.)

179 2. Regardless of the transient external situation, development of “human capital” is always the #1 priority. This is true in general, in particular in difficult times which demand resilience—and uniquely true in this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage nations. (Generic “brainwork,” traditional and dominant “white- collar activities, is increasingly being performed by exponentially enhanced artificial intelligence.)

180 3. Three-star generals and admirals (and symphony conductors and sports coaches and police chiefs and fire chiefs) OBSESS about training. Why is it an almost dead certainty that in a random 30-minute interview you are unlikely to hear a CEO touch upon this topic? (I would hazard a guess that most CEOs see IT investments as a “strategic necessity,” but see training expenses as “a necessary evil.”) 4. Proposition/axiom: The CTO/Chief TRAINING Officer is arguably the #1 staff job in the enterprise, at least on a par with, say, the CFO or CIO or head of R&D. (Again, external circumstances—see immediately above—are forcing our hand.)

181 5. The training budget takes precedence over the capital budget. PERIOD. It’s easier fun to get you picture taken next to a hew machine. But how do you get a photo of of a new and much improved attitude in a key distribution center? But the odds are 25:1 that the new attitude will add more to the bottom line than will the glorious state-of-the-art machine. 6. Human capital development should routinely sit atop any agenda or document associated with enterprise strategy. Most any initiative you undertake should formally address implications for and contributions to human capital asset development.

182 7. Every individual on the payroll should have a benchmarked professional growth strategy. Every leader at every level should be evaluated in no small measure on the collective effectiveness of individual growth strategies— that is, each individual’s absolute growth is of direct relevance to every leader’s assessed performance.

183 “Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years.” —Peter Drucker of adults is the No. 1 industry in the next 30 years.” —Peter Drucker

184 8. Given that we ceaselessly lament the “leadership deficit,” it is imperative, and just plain vanilla common sense, that we maximize the rate of development of women leaders at every level—little if anything has a higher priority. (It is an outrage that this has not been the case until now—and is still not the case in far too many institutions.) (And, while there are no guarantees, women are more likely dispositionally to take a shine to the imperative of maximizing human asset development.)

185 9. Maximum utilization of and continued development of “older workers” (to age 70—or even beyond?) is a source of immense organizational and national growth and wealth. The rapidly aging population, with oldies far more healthy and vital than ever, Ought to be an opportunity rather than a pain-in-the-butt to deal with.

186 10. The practical key to all human asset development activities is the 1st-line manager. (“Sergeants run the Army” is an accurate commonplace. observation—supported by development resources.) Hence development of the full cadre of 1st-line managers is an urgent—and invariably underplayed—strategic imperative. Arguably, the collective quality and development trajectory of 1st-line leaders is an organization’s #1 human asset development priority. (Consistent with all the above, the 1st- line leader’s skill at “people development” is her or his top priority—for which she or he must be rigorously and continually trained.)

187 11. The national education infrastructure—from kindergarten to continuing adult education—may well be National Priority #1. Moreover, the educational infrastructure must be altered radically to underpin support for the creative jobs that will be more or less the sole basis of future employment and national growth and wealth creation.

188 “Human creativity is the ultimate economic resource.” —Richard Florida

189 12. Associated with the accelerated priority of the national education infrastructure is a dramatically enhanced and appreciated and compensated role for our teachers—this must necessarily be accompanied by rigorous accountability. There is no doubt that “teaching” (instilling) insatiable curiosity, say, which is the #1 attribute of a creative person, is no easy task; however, there is no way that it can be ducked if one looks at future definitions of employability.

190 “Every child is born an artist. The trick is to remain an artist.” —Picasso

191 13. The great majority of us work in small enterprises; hence national growth objectives based upon human capital development MUST necessarily extend “downward” to even 1- person enterprises. Collective productivity improvement through human capital development among small businesses has an unimaginably large—and underappreciated— payoff. While many small business appreciate the notion, they are unprepared to take the steps necessary to engage their, say, dozen employees in seeking productivity improvements.

192 14. Needless to say, the activities imagined here will only be possible if abetted by a peerless National Information and Communication Infrastructure. Indeed, the work here is being done—and the need is appreciated and reasonably well funded. The effort must not falter; the new information-based tools are the coin of the realm.

193 15. Associated with the above is a RADICAL reorientation of leadership education and development—throughout the enterprise/education/continuing education infrastructure. (E.g., Among other things, the MBA and executive education will require open-heart surgery—aimed at shifting focus from finance and marketing to human resource development. ) To deal with the most likely future employment scenarios, leaders will need to be masters of the liberal arts—said arts are, again, the determinant of responding to the emerging world.

194 Blame nobody. Expect nothing. Do something.

195 Globalization1.0: Countries globalizing (1492-1800) Globalization2.0: Companies globalizing (1800- 2000) Globalization3.0 (2000+) : Individuals collaborating & competing globally Source: Tom Friedman/The World Is Flat

196 “ If there is nothing very special about your work … no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.” —Michael Goldhaber, Wired

197 The Rule of Positioning “ If you can’t describe your position in eight words or less, you don’t have a position.” — Jay Levinson and Seth Godin, Get What You Deserve!

198 “You are the storyteller of your own life, and you can create your own legend or not.” “You are the storyteller of your own life, and you can create your own legend or not.” —Isabel Allende

199 Distinct or … Extinct.

200 “BRAND YOU.” NO OPTION.

201 The Brand You50: Fifty Ways to Transform Yourself from an “Employee” into a Brand That Shouts Distinction, Commitment, and Passion Distinction, Commitment, and Passion!

202 "The illiterate of the 21st Century will not be those who cannot read or write, but those who cannot learn, unlearn and relearn." —Alvin Toffler

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

204 Leading

205 MBWA

206 25

207 “I’m always stopping by our stores— at least 25 a week. I’m also in other places: Home Depot, Whole Foods, Crate & Barrel. … I try to be a sponge to pick up as much as I can. …” —Howard Schultz Source: Fortune, “Secrets of Greatness”

208 MBWA Managing By Wandering Around/HP

209 5K/5M Source: Mark McCormack

210 5,000 kilometers for a 5-minute face-to -face meeting

211 Even when times are tight … don’t short change travel!

212 You = Your calendar* *The calendar never lies.

213 Your calendar knows Precisely what you really care about. Do you ????

214 Don’t > Do* * “Don’ting” must be systematic > WILLPOWER

215 “The one thing you need to know about sustained individual success: Discover what you don’t like doing and stop doing it.” “The one thing you need to know about sustained individual success: Discover what you don’t like doing and stop doing it.” —Marcus Buckingham, The One Thing You Need to Know

216 “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

217 “ It’s always showtime.” “ It’s always showtime.” —

218 “ You must be the change you wish to see in the world.” “ You must be the change you wish to see in the world.” Gandhi

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

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

221 “The leader must have infectious optimism. … The final test of a leader is the feeling you have when you leave his presence after a conference. Have you a feeling of uplift and confidence?” —Field Marshall Bernard Montgomery

222 “A leader is a dealer in hope.” —Napoleon

223 Be explicit! Hire for it! Promote for it!

224 “We look for... listening, caring, smiling, saying ‘Thank you,’ being warm.” — Colleen Barrett, former President, Southwest Airlines

225 Me first!

226 “Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader.” —Edie Seashore (Strategy + Business #45)

227 “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. The problem is an acute lack of feedback [especially on people issues].” —Daniel Goleman (et al.), The New Leaders “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

228 "Everyone thinks of changing the world, but no one thinks of changing himself" - Leo Tolstoy

229 “To develop others, start with yourself.” —Marshall Goldsmith

230 The “Have you …” 50

231 “Mapping your competitive position” or …

232 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 ?

233 1. Have you … in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? 3. Have you in the last 60-90 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 front-line 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.)

234 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 front-line 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?

235 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?

236 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?

237 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?

238 The Recession 44: Forty-four “Secrets” and “clever Strategies” For dealing Progressively with the Great Recession of 2007++

239 No peacetime generals in the history books: You will be measured by what you accomplish during tough times. (And remembered by how you accomplished it.) you accomplished it.)

240 44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2007++ You come in earlier. You leave later. You work harder. You may well work for less; and, if so, you adapt to the untoward circumstances with a adapt to the untoward circumstances with a smile—even if it kills you inside. smile—even if it kills you inside. You volunteer to do more. You dig deep and always bring a good attitude to work. to work. You fake it if your good attitude flags. You literally practice your "game face" in the mirror in the morning, and in the loo mirror in the morning, and in the loo mid-morning. mid-morning. You give new meaning to the idea and intensive practice of “visible management.” practice of “visible management.”

241 44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You take better than usual care of yourself and encourage others to do the same—physical encourage others to do the same—physical well-being determines mental well-being and well-being determines mental well-being and response to stress. response to stress. You shrug off shit that flows downhill in your direction—buy a shovel or a “pre-worn” direction—buy a shovel or a “pre-worn” raincoat on eBay. raincoat on eBay. You try to forget about “the good old days”— nostalgia is self-destructive. nostalgia is self-destructive. You buck yourself up with the thought that “this too shall pass”—but then remind yourself “this too shall pass”—but then remind yourself that it might not pass any time soon, and so that it might not pass any time soon, and so you re-dedicate yourself to making the you re-dedicate yourself to making the absolute best of what you have now. absolute best of what you have now.

242 44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You work the phones and then work the phones some more—and stay in touch with phones some more—and stay in touch with positively everyone. positively everyone. You frequently invent breaks from routine, including “weird” ones—“changeups” prevent including “weird” ones—“changeups” prevent wallowing and bring a fresh perspective. wallowing and bring a fresh perspective. You eschew all forms of personal excess. You simplify. You sweat the details as never before. You raise to the sky and maintain at all costs the Standards of Excellence by which costs the Standards of Excellence by which you unfailingly evaluate your own performance. you unfailingly evaluate your own performance. You are maniacal when it comes to responding to even the slightest screw-up. to even the slightest screw-up.

243 44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You find ways to be around young people and to keep young people around—they are less to keep young people around—they are less likely to be members of the “sky is falling” likely to be members of the “sky is falling” school. school. You learn new tricks of your trade. You remind yourself that this is not just something to be “gotten through”—it is the something to be “gotten through”—it is the Final Exam of character. Final Exam of character. You network like a demon. You network inside the company—get to know more of the folks who “do the real work.” more of the folks who “do the real work.” You network outside the company—get to know more of the folks who “do the real know more of the folks who “do the real work” in vendor-customer outfits. work” in vendor-customer outfits.

244 44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You thank others by the truckload if good things happen—and take the heat yourself if things happen—and take the heat yourself if bad things happen. bad things happen. You behave kindly, but you don't sugarcoat or hide the truth--humans are startlingly hide the truth--humans are startlingly resilient and rumors are the real killers. resilient and rumors are the real killers. You treat small successes as if they were Super Bowl victories—and celebrate and Super Bowl victories—and celebrate and commend accordingly. commend accordingly. You shrug off the losses (ignoring what's going on in your tummy), and get back on the on in your tummy), and get back on the horse and immediately try again. horse and immediately try again. You avoid negative people to the extent you can—pollution kills. can—pollution kills. You eventually read the gloom-sprayers the riot act. riot act.

245 44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXX You give new meaning to the word "thoughtful.“ You don’t put limits on the flowers budget— “bright and colorful” works marvels. “bright and colorful” works marvels. You redouble, re-triple your efforts to "walk in your customer's shoes." (Especially if the your customer's shoes." (Especially if the shoes smell.) shoes smell.) You mind your manners—and accept others’ lack of manners in the face of their strains. lack of manners in the face of their strains. You are kind to all mankind. You keep your shoes shined. You leave the blame game at the office door. You call out the congenital politicians in no uncertain terms. uncertain terms. You become a paragon of personal accountability. And then you pray.

246 K = R = P

247 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. Instead: directly related to Staff Interaction; directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

248 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.” Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Plantree Alliance) “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.” Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Plantree Alliance)

249 K = R = P

250 Kindness = Repeat Business = Profit. Profit.

251 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 screw-ups. “Over”-reacts to screw-ups of any magnitude. “Professional” in all dealings. Optimistic. Understands 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.

252 “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, American Statesman (1777-1852)

253 "Let's not forget that small emotions are the great captains of our lives." –—Van Gogh

254 Acknowledgement/Appreciation/ “Thank you!”

255 “The deepest principal in human nature is the craving* to be appreciated.” —William James *“Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, How to Win Friends and Influence People (“The BIG Secret of Dealing With People”)

256 “The deepest urge in human nature is the desire to be important.” —John Dewey (In Dale Carnegie, How to Win Friends and Influence People (“The BIG Secret of Dealing With People”)

257 "Appreciative words are the most powerful force for good on earth.” for good on earth.” —George W. Crane, physician, columnist “The two most powerful things in existence: a kind word and a thoughtful gesture.” —Ken Langone, co-founder, Home Depot

258 “Acknowledge” … perhaps the most powerful word (and idea) in the English language—and manager’s tool kit!

259 Responsiveness/Apology/ “I’m sorry!”

260 “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.

261

262 With a new and forthcoming policy on apologies … Toro, the lawn mower folks, reduced the average cost of settling a claim from $115,000 in 1991 to $35,000 in 2008 … and the company hasn’t been to trial in the last 15 years !

263 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.* *divorce, loss of a BILLION $$$ aircraft sale, etc., etc.

264 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!

265 Key Market Strategies

266 “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

267 TGR [Things Gone WRONG -Things Gone RIGHT ] TGR [Things Gone WRONG -Things Gone RIGHT ]

268 TGR s. Manage ’em. Measure ’em.* *I use “manage-measure” a lot. Translation: These are not “soft” ideas; they are exceedingly important things that can be managed—AND measured. not “soft” ideas; they are exceedingly important things that can be managed—AND measured.

269 C X O* *Chief e X perience Officer

270 Words! — Magician of Magical Moments — Maestro of Moments of Truth — Recruiter of Raving Fans — Impresario of First Impressions —Chief of Last Impressions — Wizard of WOW! — Captain of Brilliant Comebacks — Director of Electronic Customer Experiences — Conductor of Customer Intimacy — King of Customer Community — Queen of Customer Retention — CEO of Ownership Experience — Managing Director of After-sales Experience Words! — Magician of Magical Moments — Maestro of Moments of Truth — Recruiter of Raving Fans — Impresario of First Impressions —Chief of Last Impressions — Wizard of WOW! — Captain of Brilliant Comebacks — Director of Electronic Customer Experiences — Conductor of Customer Intimacy — King of Customer Community — Queen of Customer Retention — CEO of Ownership Experience — Managing Director of After-sales Experience

271 Design!

272 Design Rules ! APPLE market cap > Exxon Mobil* *August 2011

273 “Design is everything. Everything is design.” “We are all designers.” Inspiration: The Power of Design: A Force for Transforming Everything, Richard Farson

274 “Only one company can be the cheapest. All others must use design.” —Rodney Fitch, Fitch & Co. Source: Insights, definitions of design, the Design Council [UK]

275

276 “Design is treated like a religion at BMW.”* —Fortune *APPLE market cap > Exxon Mobil (August 2011)

277 “ 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

278 Hypothesis: DESIGN is the principal difference between love and hate!* Hypothesis: DESIGN is the principal difference between love and hate!* *Not “like” and “dislike”

279 Design is … never neutral.

280 C D O *Chief D esign Officer C D O * *Chief D esign Officer

281 Design As Governmental Competitiveness Strategy New Zealand (“Better By Design”) Korea

282 Hypothesis: Men cannot design for women’s needs !!??

283 … this will be the woman’s century …

284 “I speak to you with a feminine voice. It’s the voice of democracy, of equality. I am certain, ladies and gentlemen, that this will be the woman’s century. In the Portuguese language, words “I speak to you with a feminine voice. It’s the voice of democracy, of equality. I am certain, ladies and gentlemen, that this will be the woman’s century. In the Portuguese language, words such as life, soul, and hope are of the feminine gender, as are other words like courage and sincerity.” —President Dilma Rousseff of Brazil, of the feminine gender, as are other words like courage and sincerity.” —President Dilma Rousseff of Brazil, 1st woman to keynote the United Nations General Assembly

285 “Forget China, India and the Internet : Economic Growth Is Driven by Women.” Source: Headline, Economist

286 “One thing is certain: Women’s rise to 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 labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system. For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.” —Aude Zieseniss de Thuin, Women’s Forum for the Economy and Society

287 “Women are the majority market” —Fara Warner/The Power of the Purse

288 W = 28T > 2(C + I)

289 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

290 The Perfect Answer Jill and Jack buy slacks in black…

291

292

293 Cases! Cases! Cases! McDonald’s (“mom-centered” to F as “majority consumer”; not via kids) Home Depot (“Do it [everything!] Herself”) P&G (more than F as “house cleaner”) DeBeers (“right-hand rings”/$4B) AXA Financial Kodak (women = “emotional centers of the household”) Nike (> jock endorsements; new def sports; majority consumer) Avon Bratz (young girls want “friends,” not a blond stereotype) Source: Fara Warner/The Power of the Purse

294 “Women don’t ‘buy’ brands. They ‘join’ them.” —Faith Popcorn, EVEolution

295 Women:. Men:. Purchasing Patterns Women: Harder to convince; more loyal once convinced. Men: Snap decision; fickle. Source: Martha Barletta, Marketing to Women

296 Selling to men: The TRANSACTION Model Selling to Women: The RELATIONAL Model Source: Selling to Men, Selling to Women, Jeffery Tobias Halter

297 2.6 vs. 21

298 “AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” TITLE/ Special Report/ BusinessWeek

299 Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive- collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, America’s Competitive Secret: Women Managers

300 “Headline 2020: Women Hold 80 Percent of Management and Professional Jobs” Source: The Extreme Future: The Top Trends That Will Reshape the World in the Next 20 Years, James Canton

301 !!!!!!!!!!!!!!! 14 to 168* *Leadership Positions/D&T/1992-2002/WIAR (Women’s Initiative Annual Report)

302 “Are men obsolete?” —Headline, USN&WR

303 “Men Are Finished” Source: Slate conference 0920/NYU

304 7/13

305 22/1

306 22/1/10 (USA adult population will have grown by 23 million between 2006 and 2016. Ages 18-49 will have grown by one million, age 50+ will have grown by 22 million) by 22 million)

307 !!!!!!!!!!!!!!!!! “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

308 7/13

309 55+ > 55-* *“[55-plus] are more active in online finance, shopping and entertainment than those under 55?”—Forrester Research finance, shopping and entertainment than those under 55?”—Forrester Research (USA Today, 8 January 2009)

310 44-65: “New Customer Majority” Source: Ageless Marketing, David Wolfe & Robert Snyder

311 “The New Customer Majority is the … only … adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies.” —David Wolfe & Robert Snyder, Ageless Marketing

312 “ 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

313 “agile creatures darting between the legs of the multinational monsters" the legs of the multinational monsters"

314 “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 … “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 … Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

315 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

316 “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

317 MittELstand* ** MittELstand* ** * “agile creatures darting between the legs of the multinational the legs of the multinational monsters" (Bloomberg BusinessWeek, 10.10) monsters" (Bloomberg BusinessWeek, 10.10) **E.g. Goldmann Produktion

318 Retail Superstars: Inside the 25 Best Independent Stores in America —by George Whalin

319 Jungle Jim’s International Market, Fairfield, Ohio: “An adventure in ‘ shoppertainment,’ as Jungle Jim’s call it, begins in the parking lot and goes on to 1,600 cheeses and, yes, 1,400 varieties of hot sauce —not to mention 12,000 wines priced from $8 to $8,000 a bottle; all this is brought to you by 4,000 vendors. Customers come from every corner of the globe.” Bronner’s Christmas Wonderland, Frankenmuth, Michigan, pop 5,000: 98,000-square-foot “shop” features the likes of 6,000 Christmas ornaments, 50,000 trims, and anything else you can name if it pertains to Christmas. Source: George Whalin, Retail Superstars

320 “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

321 “Satisfaction” to “Success”

322 IB M to I B M

323 “Never mind computers and tech services. IBM’s radical new focus is on revamping customers’ operations —and running them.” —Headline/ BW

324 Planetary Rainmaker-in-Chief! “[CEO Sam] Palmisano’s strategy is to expand tech’s borders by pushing users— and entire industries—toward radically different business models. The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year — that technology companies have never been able to touch.” —Fortune

325 IDEO Product Design Product Design Training Innovation Training

326 UPS

327 “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

328 IPM’s Chief: “We’ll do just about anything an oilfield owner would want, from drilling to production.”

329 “Instant Infrastructure: GE Becomes a General Store for Developing Countries” —headline/ NYT

330 MasterCard Advisors

331 Huge: Customer “Satisfaction with product/Service” versus Customer “Success”

332 “ ‘Results’ are measured by the success of all those who have purchased your product or service” —Jan Gunnarsson & Olle Blohm, The Welcoming Leader

333 Innovation’s BIG THREE

334 R.F.A.

335 READY. FIRE. AIM. H. Ross Perot (vs “ Aim! Aim! Aim!” /EDS vs GM/1985)

336 “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 #10. It gets back to planning versus acting: We act from day one; others plan how to plan—for months.” —Bloomberg by Bloomberg

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

338 “Experiment fearlessly” Tactic #1 “relentless trial and error” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10) “Experiment fearlessly” Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”— Tactic #1 “relentless trial and error” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10)

339 “What are Rutan’s management rules? He insists he doesn’t have any. ‘I don’t like rules,’ he says. ‘Things are so easy to change if you don’t write them down.’ Rutan feels good management works in much the same way good aircraft design does: Instead of trying to figure out the best way to do something and sticking to it, just try out an approach and keep fixing it.” —Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,” from A Perfect Mess: The Hidden Benefits of Disorder

340 In Search of Excellence /1982: The Bedrock “Eight Basics” 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

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

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

343 “The secret of fast progress is, fast and furious and numerous failures.” “The secret of fast progress is inefficiency, fast and furious and numerous failures.” —Kevin Kelly

344 Read It Richard Farson & Ralph Keyes: Whoever Makes the Most Mistakes Wins: The Paradox of Innovation

345 “ Reward Punish “ Reward excellent failures. Punish mediocre successes.” —Phil Daniels, Sydney exec

346 “It is not enough to ‘tolerate’ failure— you must ‘celebrate’ failure.” —Richard Farson (Whoever Makes the Most Mistakes Wins)

347 1/46

348 Lesson46: WTTMTW

349 WhoeverTriesTheMostThingsWins

350 Better yet: WTTMTASTMTUTFW

351 WhoeverTriesTheMostTHINGSAndScrewsTheMostThingsUpTheFastestWins

352 1/4096

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

354 Stay Hungry. Stay Foolish. Steve Jobs

355 “We Are What We Eat.”

356 The “Hang Out Axiom I”: We are What We Eat/We Are the company we keep we keep

357 “You will become like the five people you associate with the most—this can be either a blessing or a curse.” —Billy Cox “You will become like the five people you associate with the most—this can be either a blessing or a curse.” —Billy Cox

358 The “We are what we eat”/ “We are who we associate with” Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc, etc) is a strategic decision about: “Innovate, ‘Yes’ or ” The “We are what we eat”/ “We are who we associate with” Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc, etc) is a strategic decision about: “Innovate, ‘Yes’ or ‘No’ ”

359 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

360 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

361 “[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

362 “Don’t benchmark, futuremark!” “Don’t benchmark, futuremark!” Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson

363 “Don’t benchmark, ‘Other’ mark!”

364 We Are the company we keep! we keep! Manage it!

365 Whoops … Whoops …

366 The Bottleneck … “ The Bottleneck …

367 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 “ 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

368 Diversity/ Curiosity/ Creativity Diversity/ Curiosity/ Creativity

369 “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

370 Diversity … per se … is a key … maybe the key … to effective and innovative decision making.

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

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

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

374 We Are the company we keep! we keep! Manage it!

375 Co-creation

376

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

378 Rob McEwen/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

379 Forgetting >> Learning

380 Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, —Dee Hock Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.” —Dee Hock

381 Wow !

382

383 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

384 “ Insanely Great” Steve Jobs “Radically thrilling” “ Insanely Great” Steve Jobs “Radically thrilling” BMW

385 “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

386 14,000 20,000 30

387 14,000/ e Bay 20,000/Amazon 30/Craigslist

388 “There’s no use trying,’ said Alice. ‘One cannot believe impossible things.’ ‘I daresay you haven’t had much practice,’ said the Queen. ‘When I was your age, I always did it for half an hour a day. Why, sometimes I’ve believed as many as six impossible things before breakfast.’” — Lewis Carroll “There’s no use trying,’ said Alice. ‘One cannot believe impossible things.’ ‘I daresay you haven’t had much practice,’ said the Queen. ‘When I was your age, I always did it for half an hour a day. Why, sometimes I’ve believed as many as six impossible things before breakfast.’” — Lewis Carroll

389 Every project: Where’s your “Craig’s List [WOW!] option” ?

390 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!

391 Excellence. Always. If not Excellence, what? If not Excellence now, when?


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