LongExcellence NOW NOW Tom Peters/8 November 2011 Tom Peters/8 November 2011BRG/Johannesburg tompeters.com)

LongExcellence NOW NOW Tom Peters/8 November 2011 Tom Peters/8 November 2011BRG/Johannesburg (slides @ tompeters.com)

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

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 …

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

You get ’em in the door with “location, location, location.” 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 …

“Execution is strategy.” —Fred Malek

Sports: You beat yourself!

“We have a strategic plan. It’s called … doing things.” —Herb Kelleher

“ 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

“ 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

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

But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and someone with a lower IQ but who is absolutely determined to succeed, you’ll always do better with the second person.” “The person who is a little less conceptual but is absolutely determined to succeed will usually find the right people and get them together to achieve objectives. I’m not knocking education or looking for dumb people. But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and someone with a lower IQ but who is absolutely determined to succeed, you’ll always do better with the second person.” —Larry Bossidy/Execution: The Discipline of Getting Things Done

Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done “ Execution is a systematic process of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

(1) sum of Projects = Goal (“Vision”) (2) sum of Milestones = project (3) rapid Review + Truth-telling = accountability (1) sum of Projects = Goal (“Vision”) (2) sum of Milestones = project (3) rapid Review + Truth-telling = accountability

“ Realism is the heart of execution.” “ Realism is the heart of execution.” —Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

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

“The head of one of the large management consulting firms asks [members of a client organization, ‘And what do you do that justifies your being on the payroll?’ The great majority answer, ‘I run the accounting department,’ or ‘I am in charge of the sales force’ … Only a few say, ‘It’s my job to give our managers the information they need to make the right decisions,’ or ‘I am responsible for finding out what products the customer will want tomorrow.’ The man who focuses on efforts and stresses his downward authority is a subordinate no matter how exalted his rank or title. But the man who focuses on contributions and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, ‘top management.’ He holds himself responsible for the performance of the whole.” — Peter Drucker, The Essential Drucker

“Costco figured out the big, simple things and executed with total fanaticism.” —Charles Munger, Berkshire Hathaway

Excellence in Execution = Deepest “Blue Ocean”

B(I) > B(O)

“The score takes care of itself.” —Bill Walsh

When The “Enemy” Really Wins “Lose Your Nemesis”: “Obsessing about your competitors, trying to match or best their offerings, spending time each day wanting to know what they are doing, and/or measuring your company against them—these activities have no great or winning outcome. Instead you are simply prohibiting your company from finding its own way to be truly meaningful to its clients, staff and prospects. You block your company from finding its own identity and engaging with the people who pay the bills. … Your competitors have never paid your bills and they never will.” —Howard Mann, Your Business Brickyard: Getting Back to the Basics to Make Your Business More Fun to Run*

Politics politics politics politics politics politics politics politics politics politics politics politics politics politics politics politics politics politics politics politics politics

Project Management: People & Politics People & Politics

The Project Manager The Project Manager 1.All implementation failures are your fault. your fault. 2. All implementation failures are people failures. people failures. 3. Project management is people management. management. 4. “Politics” is the alpha and the omega of project management— love it or leave it.

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

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

“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)

"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"

Amen! “What creates trust, in the end, is the leader’s manifest respect for the followers.” — Jim O’Toole, Leading Change

“We are ladies and gentlemen serving ladies and gentlemen.” and gentlemen serving ladies and gentlemen.” —Horst Schulze (Ritz Carlton Credo)

“Leadership is about how you make people feel— about you, about the project or work you’re doing together, and especially about themselves.” —Betsy Myers, Take the Lead: Motivate, Inspire, and Bring Out the Best in Yourself and Everyone Around You

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

"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

If you want to WOW your customers then must first WOW those who WOW the customers! If you want to WOW your customers then must first WOW those who WOW the customers!

Carry it around on a card: “My employees are my #1 Customer.”

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

“I have always believed that the purpose of the corporation is to be a blessing to the employees.” —Boyd Clarke

Zabar’s Parking Garage* *Retail Superstars: Inside the 25 Best Independent Stores in America, by George Whalin

List 5 (10?) (2?) “Zabar’s garage” equivalents in your organization. … in your organization. …

“ consideration renovation”

“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.” new day at work.” Source: Jan Gunnarsson and Olle Blohm, Hostmanship: The Art of Making People Feel Welcome.

“ … 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?’”

“I didn’t have a ‘mission statement’ at Burger King. I had a dream. Very simple. It was something like, ‘Burger King is 250,000 people, every one of whom gives a damn.’ Every one. Accounting. Systems. Not just the drive through. Everyone is ‘in the brand.’ That’s what we’re talking about, nothing less.” — Barry Gibbons

“We are a ‘Life Success’ Company.” “We are a ‘Life Success’ Company.” Dave Liniger, founder, RE/MAX

“The organization would ultimately win not because it gave agents more money, but because it gave them a chance for better lives.” —Phil Harkins & Keith Hollihan, Everybody Wins (the story of RE/MAX )

By definition, the manager cannot do all the work herself. Hence, effectively, the manager's sole task is to make others—one at a time—successful.

By definition, the manager cannot do all the work herself. Hence the manager's sole task is to make others—one at a time—successful. If the manager’s sole task is to make team members successful— then what is your [manager] plan to make each individual more successful within the more successful within the coming week?

“I start with the premise that the function of leadership is to produce more leaders, not more followers.” — Ralph Nader

"When I hire someone, that's when I go to work for them.” —John DiJulius So what ONE THING will you to do TODAY to foster employees’/an employee’s growth? TODAY to foster employees’/an employee’s growth?

“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.” more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance speech

“I believe that you “I believe that you can get everything in life you want if you will just help enough other people get what they want.” —Zig Ziglar

“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

Brand = Talent.

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

… 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.

“Leaders ‘do’ people. Period.” —Anon.

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.

Hence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer.

Leadership is a sacred trust.* *President, classroom teacher, CEO, shop foreman

“Tom, you left out one thing …”

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

7 Steps to Sustaining Success You take care of the people. The people take care of the service. The service takes care of the customer. The customer takes care of the profit. The profit takes care of the re-investment. The re-investment takes care of the re-invention. The re-invention takes care of the future. (And at every step the only measure is EXCELLENCE.)

Goal/Skill #1: The “Adaptive” Organization

There is a lot of talk about “adaptive organizations,” as there should be. In these perilous and fast-changing times, adaptivity is arguably Skill/Goal #1—and the bones of those, old and young, who failed to adapt litter the landscape. Books can be and have been and will be written about the topic. Dozens of ’em. But I want to pound a stake into the ground. I doubtless wildly over-simplify, but I insist that there is a one-variable answer to the adaptivity issue— moreover, treatment of that variable is “the” answer to this conundrum and it has been with us, unchanged, for eons. It has been the determining success-fail, life-death factor for companies and armies alike. In short: Adaptivity is more or less a 100% function of the workforce and how it is recruited and developed and encouraged and appreciated—or not.

Adaptivity is more or less 100% a function of the workforce and how it is recruited and developed and encouraged and appreciated. Or not.

Goal/Skill #1: The “Adaptive” Organization Adaptive organizations will have workforces which … *Are hired for attitude and character and proven teamwork as much or more than for skill much or more than for skill *Are respected and trusted and visibly appreciated and celebrated celebrated *Are in on pretty much everything in an environment of information sharing and transparency information sharing and transparency *Are trained and re-trained ad infinitum—you can, in effect, never spend too much time or money on training and re-training spend too much time or money on training and re-training *Treat “learning new stuff”—each and every day —as a near holy responsibility responsibility *Believe that every one of us and every outsider has something worthy to teach us worthy to teach us *Are routinely exposed to an “insane” variety of outsiders who offer constant stimulation and direct challenges to conventional offer constant stimulation and direct challenges to conventional organizational/marketplace wisdom organizational/marketplace wisdom *Are given the autonomy (with concomitant accountability) to and encouragement to “try it,” almost any “it,” at the drop of a and encouragement to “try it,” almost any “it,” at the drop of a hat—and then try it and try it again and again hat—and then try it and try it again and again

Adaptive organizations will have workforces which are hired for attitude and character and proven teamwork as much or more than for skill.

“I can’t tell you how many times we passed up hotshots for guys we thought were better people … and watched our guys do a lot better than the big names, not just in the classroom, but on the field—and, naturally, after they graduated, too. Again and again, the blue chips faded out, and our little up- and-comers clawed their way to all- conference and All-America teams.” —Bo Schembechler (and John Bacon), “Recruit for Character,” Bo’s Lasting Lessons

Goal/Skill #1: The “Adaptive” Organization (cont.) Adaptive organizations will have workforces which … *Are guaranteed that “useful failures” are cheered rather than jeered jeered *Are bound by a creed that shouts “good enough is never good enough” enough” *Are all “dreamers with deadlines,” committed to pursuit of the novel and disruptive—and equally committed to flawless and novel and disruptive—and equally committed to flawless and timely execution timely execution *Laugh a lot at themselves and their foibles and pratfalls *Are, while civil to a fault, irreverent about damn near anything other than integrity and decency other than integrity and decency *Are responsible for each other’s mentoring and growth *Believe that their role—each and everyone—is to serve, to serve each other and to serve each member of our family of each other and to serve each member of our family of organizations (vendors, customers, communities, etc) organizations (vendors, customers, communities, etc) *Are diverse to a fault—not legalistically diverse, but from every background imaginable background imaginable *Are insistent that each and every one is treated as an utterly indispensable member of the team—there are no bit players indispensable member of the team—there are no bit players *Relentlessly pursue no less than EXCELLENCE in all we do, in tough times even more than in times of economic good health tough times even more than in times of economic good health

Enterprise adaptivity a function of more or less only one thing: energy and spirit and engagement of and autonomy granted to the workforce.

Three People!

Les Wexner: From sweaters to people!

“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?”

“Unremarkable” except for RESULTS: Superb people developer (her/his folks invariably amazed at what amazed at what they’ve accomplished!)

2/year = legacy.

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

“A man should never be promoted to a managerial position if his vision focuses on people’s rather than on their.” —Peter Drucker, The Practice of Management “A man should never be promoted to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths.” —Peter Drucker, The Practice of Management

Andrew Carnegie’s Tombstone Inscription … Here lies a man Who knew how to enlist In his service Better men than himself. Source: Peter Drucker, The Practice of Management

“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

53 = 53

“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

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

“In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool strengthening issues. The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies.” —Ed Michaels, War for Talent

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

The Talent Review Process is a contact sport at GE. it has the intensity and the importance of the budget process at most companies.

70 cents

“ 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

“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

Have you read any /some books like: Who: The A Method for Hiring

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

People! People!

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

“C-level”? “C-level”?

Heroism: Training > Patriotism

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

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?

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

(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.

Meanwhile in Rochester NY …

Wegmans.

Wegmans: #1 100 Best Companies to Work for/2005 84%: Grocery stores “are all alike” 46%: additional spend if customers have an “emotional connection” to a grocery store rather than “are satisfied” (Gallup) “Going to Wegmans is not just shopping, it’s an event.” —Christopher Hoyt, grocery consultant “ You cannot separate their strategy as a retailer from their strategy as an employer.” —Darrell Rigby, Bain & Co.

Luiza Helena, Magazine Luiza

“Ask ’em.” “Ask ’em.”

“The four most important words in any organization are …

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

“WDYT” = Certification of me as a person of Importance whose opinion is valued. “WDYT” = Certification of me as a person of Importance whose opinion is valued.

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!]

Helping

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 musical 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.”* (Words matter!! Read a quote from NFL player-turned lawyer-turned professional football coach, calling his players “my clients.” (*Love the idea that the employee is a “Client” !) (Words matter!! Read a quote from NFL player-turned lawyer-turned professional football coach, calling his players “my clients.” (*Love the idea that the employee is a “Client” ! ) Employee as Client! “Helping” is what we [leaders] “do” for a living! STUDY/PRACTICE “helping” as you would neurosurgery! (“Helping” is your neurosurgery!)

“To be an effective leader, you have to first have a desire and a commitment to helping people.” —Harry Rhoads, Co-founder and CEO, Washington Speakers Bureau Washington Speakers Bureau

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! 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."

1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. right. 3. At work, I have the opportunity to do what I do best every day. day. 4.In the last seven days, I have received recognition or praise for doing good work. praise for doing good work. 5. My supervisor, or someone at work, seems to care about me as a person. me as a person. 6. There is someone at work who encourages my development. development. 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important. my job is important. 9. My associates or fellow employees are committed to doing quality work. quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my progress. me about my progress. 12. This past year, I have had opportunities at work to learn and grow. and grow. 12: The Elements of Great Managing, Rodd Wagner & James Harter (based on 10M workplace interviews by Gallup)

“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]

230 workdays = 230 “rosters”

new goal … every game! new goal … every game! Source: Coach K

“What … Precisely … Is your goal for your team for … today??

2% /98% 2% /98%

“Be kind, for everyone you meet is fighting a great battle.” —Philo of Alexandria

2% /98% 2% /98%

“I believe that it is more important for a leader to be trained in psychiatry than cybernetics. The head of a big company recently said to me, ‘I am no longer a Chairman. I have had to become a psychiatric nurse.’ Today’s executive is under pressure unknown to the last generation.” —David Ogilvy I have had to become a psychiatric nurse.’ Today’s executive is under pressure unknown to the last generation.” —David Ogilvy

The Memories That Matter.

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 longshots (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.”

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.)

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.

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.)

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.”

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.)

Joe J. Jones 1942 – 2010 Net Worth $21,543,672.48

Excellence NOW NOW Tom Peters/8 November 2011 Tom Peters/8 November 2011BRG/Johannesburg (slides @ tompeters.com)

Service/ Excellence

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

Be of Service. Always.

"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

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

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

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

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.

EXCELLENCE is … THE NEXT FIVE MINUTES.

Or not.

Hard is Soft. Soft is Hard.

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”

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

Four [really] First things Before First Things …

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?

The sergeants run the army. Period.

“ 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

#1 cause of employee Dis-satisfaction?

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

“People leave managers not companies.” —Dave Wheeler

I am sure you “spend time” on this. My question: Is it an … OBSESSION …worthy of the impact it has on enterprise performance?

Do you absolutely understand and act upon the fact that the first-line boss is the … KEY LEADERSHIP ROLE … in the organization? ROLE … in the organization?

E.g.: Do you have the... ABSOLUTE BEST TRAINING & DEVELOPMENT PROGRAMS IN THE INDUSTRY... (or some subset thereof) for first-line supervisors? for first-line supervisors?

18-month report: STRIKING A NERVE …

FIve [really] First things Before First Things …

XFX = #1* *Cross-Functional eXcellence

explicitly & visibly & relentlessly manage to XFX standard!

Lunch!

Never waste a lunch! Never waste a lunch!

“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

“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.”

R.O.I.R. > R.O.I.

R eturn O n I nvestment In R elationships

Promote into functional leadership positions based primarily on … temperament.

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

Measure !

XFX: Social accelerators …

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.

Present counterparts in other functions recognition/awards for service to your group: Tiny awards at least weekly. An “Annual All-Star Supporters [from other groups] Banquet” modeled after [and equivalent to!] superstar salesperson banquets.

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.”

The subtext of many, if not all, of these ideas is moving from implicit to explicit focus on XFX—it should noisily intrude into [literally] every discussion!

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.

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.

Formal evaluations. Everyone, starting with the receptionist, should have a significant XFX rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.)

ALL HAIL … THOSE WHO HELP!

GIVE THE “OTHER GUYS” THE CREDIT FOR EVERY-DAMN- THING AS A MATTER OF COURSE—NEVER EVER FORGET THIS.

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.

THEY ALL GOTTA SEE THE ONE WHO SACRIFICED ONE WHO SACRIFICED TO HELP SOMEONE TO HELP SOMEONE GET IMMEDIATE FEEDBACK- KUDOS. (PERHAPS MORE RECOGNITION THAN THE “PRINCIPAL” “DOER.”) GET IMMEDIATE FEEDBACK- KUDOS. (PERHAPS MORE RECOGNITION THAN THE “PRINCIPAL” “DOER.”)

C(I)>C(E)

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

C(I) > C(E) Goal/s: (1) “Unfair” “internal market share”! (2) Have your whole organization zealously working to make you successful!

If you can make someone junior to you look good to their boss—you will have made a friend for life! will have made a friend for life!

"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

“Teamwork isn’t optional.” —Fast Company on the Mayo Clinic, from Leonard Berry & Kent Seltman,, “Practicing Team Medicine,” Chapter 3 from Management Lessons From Mayo Clinic Chapter 3 from Management Lessons From Mayo Clinic

William Mayo, 1910, on the Clinic’s Two Core Values: Patient-centered care Team medicine (“medicine as a cooperative science”) Source: Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,” Chapter 7 from Management Lessons From Mayo Clinic

“Competency is irrelevant if we don’t share common values.” —Mayo Clinic exec, from Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,” Chapter 7 from Management Lessons From Mayo Clinic

“ 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

XFX.#1.NOW.

THE WHOLE POINT HERE IS THAT “XFX” IS ALMOST CERTAINLY 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.

one damn Act of XFX Enhancement every day!

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.”

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

18 …

18 … seconds!

[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.]

“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.” —Sara Lawrence-Lightfoot, Respect

“I wasn’t bowled over by [David Boies] intelligence … What impressed me was that when he asked a question, he waited for an answer. He not only listened … he made me feel like I was the only person in the room.” —Lawyer Kevin _____, on his first, inadvertent meeting with renowned attorney David Boies, from Marshall Goldsmith, “The One Skill That Separates,” Fast Company

“Most leaders try to get others to think highly of them, when they should try to get people to think more highly of themselves.” get others to think highly of them, when they should try to get people to think more highly of themselves.” Source: Michael McKinney, Leadership Now

“Aggressive listening”

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

Best Listeners Win … “if you don’t listen, you don’t sell anything.” —Carolyn Marland

**8 of 10 sales presentations fail **50% failed sales presentations … talking “at” before listening! —Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time

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

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.

“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

“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

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

Meetings = #1 leadership opportunity

Meetings are #1 thing bosses do. Therefore, 100% of those meetings: EXCELLENCE. ENTHUSIASM. ENGAGEMENT. LEARNING. TEMPO. WORK-OF-ART. DAMN IT.

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.

Prepare for a meeting/every meeting as if your professional life and legacy depended on it. It does.

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

Suggested addition to your statement of Core Values: Like it or not, gatherings (meetings) are a big part of organized life. We are determined to make every meeting a positive platform for developing people, building teamwork, spurring innovation and re-enforcing our culture.

3K/5M Source: Mark McCormack

Times are tight, but … don’t chintz on travel!

MBWA Managing By Wandering Around/HP

”The guy [CO/Lieutenant] before was sort of above it all. But the new one [CO] was everywhere; she wanted to learn everything—she’d change the oil for the trucks, examine and re- examine and ask questions about the little modifications we made to our gear, what we’d learned about small- unit tactics, everything. The other officers were always on her case about the amount of time she spent with the troops.” —MP drill sergeant on change in COs in Iraq

MBWA 4 MBWA 12 MBWA 16

MBWA 8: 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 **********************************

MBWA 12: 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]? ********************* *

MBWA 16: Change the World With SIXTEEN Words What do you think?* How can I help?** What have you learned?*** “Thank you!”**** “I’m sorry.”***** *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]? ********************* * ****Recognition-Appreciation POWER! ********************************************** *****Accept responsibilities for your bloopers—large or small *************************

You = Your calendar

You = Your calendar* *The calendar never lies.

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

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

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

“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

“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

… and they do one thing at a time.

????? 50%. Un- scheduled.* *Courtesy Dov Frohman

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

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

“ 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

“It is necessary for the President to be the nation’s No. 1 actor.” FDR

Monday/Tomorrow: “Script” your first 5-10 “plays.” (I.e., carefully launch the day/week in a purposeful fashion.)

EX-UB- ER- ANCE!

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

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

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

“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

Make it fun to work at your agency. … Encourage exuberance. Get rid of sad dogs who spread doom.” —David Ogilvy “Make it fun to work at your agency. … Encourage exuberance. Get rid of sad dogs who spread doom.” —David Ogilvy

A man without a smiling face must not open a shop.” “ A man without a smiling face must not open a shop.” —Chinese Proverb

Be explicit! Hire it! Promote it!

“It suddenly occurred to me that in the space of two or three hours …

“It suddenly occurred to me that in the space of two or three hours … he never talked about cars.” —Les Wexner —Les Wexner

“You’ve got to be able to see the beauty in a hamburger bun.” —Ray Kroc

Me first!

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

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

“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

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

The “Have you …” 50

“Mapping your competitive position” or …

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 ?

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.)

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?

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?

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?

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?

Get started on 2 or 3 of these … TODAY. Perhaps [you and/or your group] pick off 1 or 2 a week?

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

In 2007-2009, I was constantly asked for “strategies/ ‘secrets' for surviving the Great Recession.” I tried to appear wise and informed—and parade original, sophisticated thoughts. But if you want to know what’ was really going through my head, see the list that follows …

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.”

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.

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.

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.

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.

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.

“ALWAYS Remember: You will be measured by what you accomplish during tough times. (And remembered by how you did it.) you did it.)

No peacetime generals in the history books: War. Business. Life. Response to chaos is what defines the person/organization in terms of character and competence … and breeds lion’s share of innovation.

K = R = P

“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)

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

“Kindness Is Free.”

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

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; Planetree 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; Planetree Alliance)

K = R = P

Kindness = Repeat Business = Profit. Profit.

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.

Kindness … WORKS! Kindness … PAYS!

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

Acknowledgement/Appreciation/ “Thank you!”

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

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

"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

A good friend scored a big win yesterday— her "target" was feeling un-acknowledged; by “merely” “showing up,” she, in effect, acknowledged that person.

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

Acknowledge and appreciate and succeed. (That's all, folks. No kidding.) Boil it down, and all we want is to be acknowledged. Get that, routinely offer such acknowledgement—and you couldn't fail if you tried.

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

Tomorrow: How many times will you mange to blurt out, “Thank you”? [ Practice makes better!] [This is a skill!] Tomorrow: How many times will you mange to blurt out, “Thank you”? [ Count ’em! ] [ Practice makes better!] [This is a STRATEGIC skill!]

Responsiveness/Apology/ “I’m sorry!”

“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.

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 !

“Keep a short enemies list. can do than the good done by a hundred friends.” “Keep a short enemies list. One enemy can do more damage than the good done by a hundred friends.” —Bill Walsh (from The Score Takes Care of Itself)

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.

MAKE THE DAMN CALL.

The completed “three-minute call” often-usually-invariably leads to a strengthening of the relationship. It not only acts as atonement but also paves the path for a “better than ever” trajectory. And having taken the initiative per se is worth its weight in …

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!

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

Acquire vs. maintain: 5X* *Hence: Service >> Sales (!!)

“Will you guys please come up front. Will you guys please move to the rear.” —TP

Service > Sales

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

R.O.I.R.

R eturn O n I nvestment In R elationships

R.O.I.R. >> R.O.I.

“The capacity to develop close and enduring relationships is the mark of a leader. Unfortunately, many leaders of major companies believe their job is to create the strategy, organization structure and organizational processes—then they just delegate the work to be done, remaining aloof from the people doing the work.” —Bill George, Authentic Leadership

What … PRECISELY … is this week’s Relationship Investment Plan?

Track & Manage … your investments in relationships/your relationships portfolio as closely as you would track & manage budget numbers.

“… careless with her friendships”

Mind your allies!

The Real World’s “Little” Rule Book Ben/teaNorm/tea DDE/make friends WFBuckley/make friends-help friends Gust/Suck down Charlie/poker pal-BOF Edward VII/dance-flatter-mingle-learn the language Vladimir Putin/birthday party of outgroup guy’s wife CIO/finance network ERP installer/consult-“one line of code” GE Energy/make friends risk assessment GWB/check the invitation list GHWB/T-notes Hank/60 calls MarkM/5K-5M Delaware/show up Oppy/snub Lewis Strauss NM/smile -$4.3T/tin ear tp.com/Big 4-What do you think? Women/genes Banker/after church

We assume everybody knows how to do the “manager”/ “leader” “soft” “stuff”: “‘Listening,’ hey, everybody knows how to do that …” how to do that …” “I say ‘Thank you’ … when and if it’s merited.” it’s merited.” “Of course they, uh we, act like a ‘team.’’’ ‘team.’’’ “If I’m really the one at fault, I’ll admit it.” I’ll admit it.” “I know how to offer help, who doesn’t?” doesn’t?” “Thoughtful? Yeah, sure, yup, I’m thoughtful.” thoughtful.”

R.F.A.

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

“ 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, wildly successful Canadian Oil & Gas wildcatter

“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

“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

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

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

Lesson45: WTTMSW

WhoeverTriesTheMostStuffWins

Whoever Tries The Most Stuff Wins. Period.

Better yet: WTTMSASTMSUTFW

WhoeverTriesTheMostStuffAndScrewsTheMostStuffUpTheFastestWins

“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)

Stay Hungry. Stay Foolish. Steve Jobs

“Fail. Forward. Fast.”

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

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

“No matter. Try again. Fail again. Fail better.” —Samuel Beckett

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

“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

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

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

“No man ever became great except through many and great mistakes.” —William Gladstone (from Timeless Wisdom, compiled by Gary Fenchuk) (from Timeless Wisdom, compiled by Gary Fenchuk)

Success (or not): Your attitude toward … “Fail. Forward. Fast.”/“Fail. Fail again. Fail better.” … will be 1 of the top 3 or 4 determinants of your and your organization’s success at re-invention.

1/5000

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

BLAME NOBODY. EXPECT NOTHING. DO SOMETHING. DO SOMETHING. Source: Locker room sign posted by NFL football coach Bill Parcells football coach Bill Parcells

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?

Iron Innovation Equality Law: The Quality and Quantity and Imaginativeness of Innovation [and “R & D” per se] … shall be the same in all functions —e.g., in HR and purchasing as much as in marketing or product development.

“We Are What We Eat.”

“You will become like the five people you associate with the most.” “You will become like the five people you associate with the most.”

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

“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

The “Hang Out Axiom II”: “Spend time with ‘Interesting,’ and thou shall become more interesting. Spend time with ‘dull’ and thou shall become more dull.”

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

Measure/Manage: Portfolio “Strangeness”/ “Quality” Measure/Manage: Portfolio “Strangeness”/ “Quality” 1. Customers 2. Vendors 3. Out-sourcing Partners 4. Acquisitions 5. Purposeful “Theft” 6. Diversity/“d”iversity 7. Diversity/Crowd-sourcing 8.Diversity/Weird 9.Diversity/Curiosity 10. Benchmarks 11. Calendar 12. MBWA 13. Lunch/General 14. Lunch/Other functions 15. Location/Internal 16. Location/HQ 17. Top team 18. Board

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’ ”

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

Axiom: Never use a vendor who is not in the top quartile in their industry on R&D spending!

EMPLOYEES: “Are there in the lab these days?” Source: V. Chmn., pharmaceutical house, to a lab director EMPLOYEES: “Are there enough weird people in the lab these days?” Source: V. Chmn., pharmaceutical house, to a lab director

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

“[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

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

“Don’t benchmark, ‘Other’ mark!”

“To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.” —W. Chan Kim & Rene Mauborgne, “”Think for Yourself —Stop Copying a Rival,” Financial Times/08.11.03 “Companies have defined so much ‘best practice’ that they are now more or less identical.” —Jesper Kunde, Unique Now... or Never

“ The short road to ruin is to emulate the methods of your adversary.” — Winston Churchill

Whoops … Whoops …

The Bottleneck … “ The Bottleneck …

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

Diversity/ Curiosity/ Creativity Diversity/ Curiosity/ Creativity

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

“d”iversity

“Where do good new ideas come from? That’s simple! From differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines.” —Nicholas Negroponte, MIT Media Lab

Can you pass the … “Squint test”?

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

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

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

“Normal” = “o for 800”

“Human creativity is the ultimate economic resource.” —Richard Florida, The Rise of the Creative Class

CQ/Curiosity Quotient* *Hire for it in more or less 100% slots/Promote for it

Co-creation

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

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

Forgetfulness

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

Forgetting >> Learning

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

The INNO17: Innovation’s “Seventeen Imperatives” The INNO17: Innovation’s “Seventeen Imperatives” (1) Try it! Try it! Try it!/Ready. FIRE! Aim. “Whoever tries the most stuff the most quickly wins.” “Whoever tries the most stuff the most quickly wins.” Rapid prototype maniacs! Rapid prototype maniacs! (2) Celebrate failure. “Whoever makes the most mistakes wins.” “Whoever makes the most mistakes wins.” “Fail. Forward. Fast.” “Fail. Forward. Fast.” “Reward excellent failures. Punish mediocre successes.” “Reward excellent failures. Punish mediocre successes.” “Radically” Decentralize. (3) “Radically” Decentralize. Strong organic growth bias. Strong organic growth bias. (4) Parallel Universe—evade standard channels. 1% “play money”/Internal VC fund/“Skunkworks” 1% “play money”/Internal VC fund/“Skunkworks” (5) “We are what we eat.”/We BECOME who we spend time with. Choose purposefully. spend time with. Choose purposefully. (6) “d”iversity. Every conceivable dimension./Starts at TOP! Every conceivable dimension./Starts at TOP! (7) Co-invent with (any/all) outsiders. Relentlessly exploit electronic communities. Relentlessly exploit electronic communities. (8) “Strategic” Listening = Core competence #1. Become “Professional listeners.” Become “Professional listeners.”

The INNO17: Innovation’s “Seventeen Imperatives” The INNO17: Innovation’s “Seventeen Imperatives” (9) Hire and promote 100% innovators. Innovator’s characteristic = Angry with status quo. Innovator’s characteristic = Angry with status quo. CEO=Innovation “bias”/Walks-the-talk. CEO=Innovation “bias”/Walks-the-talk. (10) XFX/Cross-functional Excellence!!!!!!!! (11) Chief Complexity/Systems/Bullshit Removal Officer. Removal Officer. (12) Absolute R&D Equality. All functions equal innovators. (All staff Value-add fanatics.) All functions equal innovators. (All staff Value-add fanatics.) (13) Top quartile R&D spending. So, too, ALL our partners. So, too, ALL our partners. (14) All projects/Tiny-to-enormous. Must have something new./100% “WOW standard.” Must have something new./100% “WOW standard.” (15) Fun! Enjoy breaking the rules. Enjoy breaking the rules. (16) “She” is the customer. Women dominate all markets—develop your portfolio accordingly. Women dominate all markets—develop your portfolio accordingly. (17) All businesses! All Sizes! All industries!

TGRs/ LBTs

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?

Conveyance: Kingfisher Air Location: Approach to New Delhi

“May I clean your glasses, sir?”

“Let me help you down the jetway.”

2-cent candy

“Mr. Peters, we are absolutely delighted that you chose to visit Singapore!”

Carl’s Street- Sweeper

It BEGINS (and ENDS ) in the …

parking lot* *Disney

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

TGR s. Manage ’em. Measure ’em.

“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

“At our core, we’re a coffee company, but the opportunity we have to extend the brand is beyond coffee; it’s entertainment.” “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)

C X O* *Chief e X perience Officer

First Step (?): Hire a … theater director

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

Little = BIG

“If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to your fellow humans that would make the most positive impact?’ It would be a close call between Love Thy Neighbor and …

“If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to your fellow humans that would make the most positive impact?’ It would be a close call between Love Thy Neighbor and … Wash Your Hands —Mark Pettus, M.D., The Savvy Patient

Socks = 10,000

>100 feet = 100 miles

Round = 2X/all = 2X/all x

120-oz container to ketchup-bottle size laundry-detergent concentrate (100% conversion): 1/4th packaging; 1/4th weight; 1/4th cost to ship; 1/4th space on ships, trucks, shelves. 3 years: 95M #s plastic resin saved, 125M #s cardboard conserved, 400M less gallons of water shipped, 500K gallons less diesel fuel, 11M less #s CO2 released) Source: Force of Nature: The Unlikely Story of Walmart’s Green Revolution, Edward Humes

Shift from idling to keep AC or heat going to APUs/Auxiliary Power Units: $25M saved, fleet fuel usage -8%, (= take 560 trucks off the road); CO2 down 100K metric tons; savings = profit on $700M sales Source: Force of Nature: The Unlikely Story of Walmart’s Green Revolution, Edward Humes

Big carts = 1.5X 1.5X Source: Walmart

(1) Amenable to rapid experimentation/failure “free” experimentation/failure “free” (No bad “PR,” No $$) (No bad “PR,” No $$) (2) Quick to implement/Quick to Roll out Roll out (3) Inexpensive to implement/ Roll out Roll out (4) Huge multiplier (5) An “Attitude” (6) Does not by and large require a “power position” from which to “power position” from which to launch experiments. launch experiments.

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

Design!

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

“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]

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

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

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

“ 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

“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.” “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

“Packages … are about containing and labeling and informing and celebrating. They are about power and flattery and trying to win people’s trust. They are about beauty and craftsmanship and comfort. They are about color, protection, survival.” –Thomas Hine, The Total Package

Charles Handy: “One bank is currently claiming to … ‘leverage its global footprint to provide effective financial solutions for its customers by providing a gateway to diverse markets.’”

“I assume that it is just saying that it is there to … ‘help its customers wherever they are’.” —Charles Handy

Great design = One-page business plan Source: Jim Horan

“I make all the launch teams tell me what the magazine’s about in five words or less. You can’t run alongside millions of consumers and explain what you mean. It forces some discipline on you.” —Ann Moore, CEO, Time Inc., on new mags

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

Design is … never neutral.

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

“Businesspeople don’t need to ‘understand designers better.’ Businesspeople need to be designers.” —Roger Martin/Dean/Rotman Management School/University of Toronto

Design is … *The reception area *The loo *Dialogues at the call center *Every electronic [or paper] form *Every business process “map” *Every email *Every meeting agenda/setting/etc. *Every square meter of every facility *Every new product proposal *Every manual *Every customer contact *A consideration in every promotion decision *The presence and ubiquity of an “Aesthetic sensibility”/ “Design mindfulness” *An encompassing “design review” process *Etc. *Etc.

New Zealand KoreaVermont

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

… this will be the woman’s century …

“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, 1st woman to keynote the United Nations General Assembly 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

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

“Forget China, India and the Internet: Economic Growth Is Driven by Women.” Girls may now be a better investment. Women will thus be better equipped for the new jobs of the 21st century, in which brains count a lot more than brawn. Those women have contributed more to global GDP growth than have either new technology or the Internet: Economic Growth Is Driven by Women.” [Headline.] “Even today in the modern, developed world, surveys show that parents still prefer to have a boy rather than a girl. One longstanding reason boys have been seen as a greater blessing has been that they are expected to become better economic providers for their parents’ old age. Yet it is time for parents to think again. Girls may now be a better investment. Girls get better grades in school than boys, and in most developed countries more women than men go to university. Women will thus be better equipped for the new jobs of the 21st century, in which brains count a lot more than brawn. “… And women are more likely to provide sound advice on investing their parents’ nestegg—e.g.: surveys show that women consistently achieve higher financial returns than men do. Furthermore, the increase in female employment in the rich world has been the main driving force of growth in the last couple of decades. Those women have contributed more to global GDP growth than have either new technology or the new giants, India and China.” new giants, India and China.” Economist Source: Economist, April 15, Leader, page 14

“Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” —Economist

“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

“Since 1970, women have held two out of every three new jobs created.” “Since 1970, women have held two out of every three new jobs created.” —FT/2006

“The increased number of women in the working population compensates for the negative demographic effects of an ageing population and lower birth rates. The same trend is now also visible in emerging countries. Southeast Asia’s economic success is due primarily to women, who hold two- thirds of the jobs in the export industry, the region’s most dynamic sector.” 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 Are The Market

W = 28T > 2(C + I)

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

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

Women as Decision Makers/Various sources Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment) Houses … 91% D.I.Y. (major “home projects”) … 80% Consumer Electronics … 51% (66% home computers) Cars … 68% (influence 90% ) All consumer purchases … 83% * Bank Account … 89% Household investment decisions … 67% Small business loans/biz starts … 70% Health Care … 80% *In the USA women hold >50% managerial positions including >50% purchasing officer positions; hence women also make the majority of commercial purchasing decisions.

“Female users are the unsung heroines behind the most engaging, fastest growing, and valuable consumer internet and e-commerce companies. Especially when it comes to social and shopping, women rule the Internet. In e-commerce, female purchasing power is clear. Sites like Zappos Groupon, Gilt Groupe, Etsy, and Diapers are all driven by a majority of female customers. According to Gilt Groupe, women are 70% of the customers and 74% of revenue; and 77% of Groupon’s customers are female. But what’s different now is an exciting new crop of e-commerce companies. One King’s Lane, Plum District, Stella & Dot, Rent the Runway, Modcloth, BirchBox, Shoedazzle, Zazzle and Shopkickc are just a few examples of companies leveraging ‘girl power.’ The majority of these companies were also founded by women, which is also an exciting trend. And take a look at four of the new ‘horsemen’ of the consumer web—Facebook, Zygna, Groupon and Twitter. The majority of all four properties’ users are female. Make that ‘horsewomen.’ “So, if you’re at a consumer web company, how can this insight help you? Would you like to lower your cost of customer acquisition? Or grow revenue faster? Maybe you would benefit from having a larger base of female customers. If so, what would you change to make your product/service more attractive to female customers? Do you do enough product and user interface testing with female users? Have you figured out how to truly unleash the shopping and social power of women? You could also take a look at your team. Do you have women in key positions?” —Aileen Lee, Kleiner Perkins Caufield & Byers (05.06.2011)

“The most significant variable in every sales situation is the gender of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.” “The most significant variable in every sales situation is the gender of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.” —Jeffery Tobias Halter, Selling to Men, Selling to Women

Sales/Aftersales Process Sales/Aftersales Process 1. Kick-off – women 2. Research – women 3. Purchase – men 4. Ownership – women 5. Word-of-mouth – women Source: Marti Barletta

The Perfect Answer Jill and Jack buy slacks in black…

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

Lowe’s!

“Home Depot is still very much a guy’s chain. But women, according to Lowe’s research, initiate 80 percent of all home-improvement purchase decisions— especially the big ticket orders like kitchen cabinets, flooring and bathrooms. ‘We focused on a customer nobody in home improvement has focused on. Don’t get me wrong, but women are far more discriminating than men,’ says CEO Robert Tillman, a Lowe’s lifer.” —Forbes.com

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

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

Men: Individual perspective. “Core unit is ‘me.’ ” Pride in self-reliance. Women: Group perspective. “Core unit is ‘we.’ ” Pride in team accomplishment. Source: Martha Barletta, Marketing to Women

“People powered”: Age 3 days, baby girls 2X eye contact. Source: Martha Barletta, Marketing to Women

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

2.6 vs. 21

WOMEN RULE!

“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

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

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

Women’s Negotiating Strengths *Ability to put themselves in their counterparties’ shoes *Comprehensive, attentive and detailed communication style *Empathy that facilitates trust-building *Curious and attentive listening *Less competitive attitude *Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21 st -century negotiator will need the female touch”

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

“Power Women 100”/Forbes 10.25.10 26 female CEOs of Public Companies: Vs. Men/Market: +28% * (*Post-appointment) Vs. Industry: +15%

“Women Beat Men at Art of Investing” Source: Headline, Miami Herald, reporting on a study by Profs. Terrance Odean and Brad Barber, UC Davis “Women Beat Men at Art of Investing” Source: Headline, Miami Herald, reporting on a study by Profs. Terrance Odean and Brad Barber, UC Davis (Cause: Guys are “in and out” of stocks more often; women choose carefully and hold on for the long term)

Warren Buffett Invests Like a Girl: And Why You Should Too —Louann Lofton,

Portrait of a Female Investor 1. Trade less than men do 2. Exhibit less overconfidence—more likely to know what they don’t know 3. Shun risk more than male investors do 4. Less optimistic, more realistic than their male counterparts 5. Put in more time and effort researching possible investments—consider details and alternate points of view 6. More immune to peer pressure—tend to make decisions the same way regardless of who’s watching 7. Learn from their mistakes 8. Have less testosterone than men do, making them less willing to take extreme risks, which, in turn, could lead to less extreme market cycles Source: Warren Buffett Invests Like a Girl: And Why You Should Too, Louann Lofton, Chapter 2, “The Science Behind the Girl” Portrait of a Female Investor 1. Trade less than men do 2. Exhibit less overconfidence—more likely to know what they don’t know 3. Shun risk more than male investors do 4. Less optimistic, more realistic than their male counterparts 5. Put in more time and effort researching possible investments—consider details and alternate points of view 6. More immune to peer pressure—tend to make decisions the same way regardless of who’s watching 7. Learn from their mistakes 8. Have less testosterone than men do, making them less willing to take extreme risks, which, in turn, could lead to less extreme market cycles Source: Warren Buffett Invests Like a Girl: And Why You Should Too, Louann Lofton, Chapter 2, “The Science Behind the Girl”

*Women decide. *Women save. *Women spend. *Women start businesses. *Women rule.

*Women decide *Women save *Women spend *Women start businesses *Women rule *In the developed world *In the developing world [Developing = Growing middle class] *The trend is accelerating

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

“CEMEX realized that women are the key drivers of savings in [Mexican] families. … They are entrepreneurial in nature, and they actively participate in the tanda system [neighborhood groups who pool money and save any that’s left over]. Regardless of whether they are homemakers or outside-the-home workers, they are responsible for any savings in the family. Patrimonio Hoy [Private Property Today, a CEMEX program to aid the poor in building homes] discovered that 70% of the women who saved were saving money in the tanda system to construct homes for their families. The men in the society consider their job done if they bring in their paycheck at the end of the day.” —C.K. Prahalad, The Fortune at the Bottom of the Pyramid, on Lorenzo Zambrano and CEMEX, the Mexican company that’s the world’s #3 cement maker

“There are countless reasons rescuing girls is the right thing to do. It’s also the smart thing to do. Consider the virtuous circle: An extra year of primary school boosts girls’ eventual wages by 10-20%. An extra year of secondary school adds 15-25%. Girls who stay in school for seven or more years marry four years later and have two fewer children than girls who drop out. Fewer dependents per worker allows for greater economic growth. … When girls and women earn income, they re-invest 90% in their families. They buy books, medicine, bed nets. For men the figure is more like 30-40%. ‘Investment in girls’ education may well be the highest-return investment available in the developing world,’ Larry Summers wrote when he was chief economist at the World Bank. The benefits are so obvious, you wonder why we haven’t paid attention. Less than two cents of every development dollar goes to girls—and that is a victory compared to a few years ago when it was something like one-half cent. Roughly 9 of 10 youth programs are aimed at boys. …” —Nancy Gibbs, “The Best Investment: If you really want to fight poverty, fuel growth and combat extremism, try girl power,” TIME (0214.2011)

“The growth and success of women- owned businesses is one of the most profound changes taking place in the business world today.” today.” — Margaret Heffernan, How She Does It

Girl Power!

“Girls are the new boys.” Source: The Daily Mail, 0425.2007,“Why today’s women want a girl”

Not Just America … “Boys Falling Seven Years Behind Girls at GCSE Level” —headline, Weekly Telegraph, UK, 10.25.06

“Are men obsolete?” —Headline, USN&WR

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

Men employed, full or part- time … 63% (lowest since record- keeping began/1948) Median inflation adjusted wages, men 30-50 with jobs, 1969-2009: $33K, -27% Source: “The Slow Disappearance of the American Working Man,” Bloomberg Businessweek/08.11

“Investment in girls’ education may well be the highest-return investment available in the developing world.” —Larry Summers (as chief economist at the World Bank)

“Progress is achieved through women.” —Bernard Kouchner, founder, Doctors Without Borders (and French foreign minister)

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

I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, 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

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

“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

Dick Kovacevich: You don’t get better by being bigger. You get worse.”

“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

“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: —Mark Sirower, The Synergy Trap “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

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 “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

M & A success rate as measured by adding value to the acquirer: 15% acquirer: 15% Source: Mark Sirower, The Synergy Trap

Spinoffs … systematically perform better than IPOs … track record, profits … “freed from the confines of the parent … more entrepreneurial, more nimble” —Jerry Knight/ Washington Post/ 08.05

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

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

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

Hartville Hardware Hartville, Ohio, pop <2,500 100,000 square feet (plus catalog, Web serve location) Family run “One of biggest and best tool merchants in USA” Customers from 100s of miles away Renowned semi-annual tool sale (12,000 transactions at recent incarnation) Anchor for 110-independent shops @ Hartville MarketPlace Staff are premier trainers Etc. Etc. Source: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin Hartville Hardware Hartville, Ohio, pop <2,500 100,000 square feet (plus catalog, Web serve location) Family run “One of biggest and best tool merchants in USA” Customers from 100s of miles away Renowned semi-annual tool sale (12,000 transactions at recent incarnation) Anchor for 110-independent shops @ Hartville MarketPlace Staff are premier trainers Etc. Etc. Source: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin

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

“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

Lessons [for Everyone] from Retail Superstars! Lessons [for Everyone] from Retail Superstars! 1. Courses/Workshops/Demos/Engagement 2. Instructional guides/material/books 3. Events & Events & Events … 4. Create “Community” of customers 5. Destination 6. Women-as-customer 7. Staff selection/training/retention (FANATICISM) 8. Fanaticism/Execution 9. Design/Atmospherics/Ambience 10. Tableaus/Products-in-use 11. Flow/starts & finishes (Disney-like) 12. 100% orchestrated experience/focus: “Moments of truth” 13. Constant experimentation/Pursue Little BIG Things 14. Social Media/Ongoing conversation with customers 15. Community star 16. Aim high 17. PASSION

Small Giants: Companies That Choose to Be Great Instead of Big

Small Giants: Companies that Chose to Be Great Instead of Big (Bo Burlingham) “They cultivated exceptionally intimate relationships with customers and suppliers, based on personal contact, one-on- one interaction, and mutual commitment to delivering on promises. ach company had an extraordinarily intimate relationship with the local city, town, or county in which it did business -- a relationship that went well beyond the usual concept of `giving back.’ “Each company had an extraordinarily intimate relationship with the local city, town, or county in which it did business -- a relationship that went well beyond the usual concept of `giving back.’ “The companies had what struck me as unusually intimate workplaces. “I noticed the passion that the leaders brought to what the company did. They loved the subject matter, whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion."

EX10/Entrepreneurial eXcellence TEN 1. “Insane” Passion for and commitment to the idea. (“You must be able to see the beauty in a hamburger bun.”) 2. Can explain the idea in Simple English [Spanish] and Excite others about its Uniqueness in ONE MINUTE (or less). 3. Good ACCOUNTANT (Loves the #s)/“Wise-man [-woman]”/50-50 Partner. 4. Devotee of the Experimental Method (“Try it. Now.” Fail. Forward. FAST.)/Master of “Plan B”/Relentless/RESILIENT. 5. Patience in HIRING/“Great place to work” from the get-go. 6. “d”iversity (Any-all dimensions)/M-F balance. 7. Exude Decency-Character-Integrity. 8. Playfulness/Fun. 9. Sweat the details (EXECUTION = Strategy). 10. EXCELLENCE. Period. EX10/Entrepreneurial eXcellence TEN 1. “Insane” Passion for and commitment to the idea. (“You must be able to see the beauty in a hamburger bun.”) 2. Can explain the idea in Simple English [Spanish] and Excite others about its Uniqueness in ONE MINUTE (or less). 3. Good ACCOUNTANT (Loves the #s)/“Wise-man [-woman]”/50-50 Partner. 4. Devotee of the Experimental Method (“Try it. Now.” Fail. Forward. FAST.)/Master of “Plan B”/Relentless/RESILIENT. 5. Patience in HIRING/“Great place to work” from the get-go. 6. “d”iversity (Any-all dimensions)/M-F balance. 7. Exude Decency-Character-Integrity. 8. Playfulness/Fun. 9. Sweat the details (EXECUTION = Strategy). 10. EXCELLENCE. Period.

“Satisfaction” to “Success”

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

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

“Lou, Your mission is to break the company up and release hidden value!”

“Lou, with all the money I’ve spent with you guys, why in the hell hasn’t my business been transformed?”

IB M to I B M

$55B* *IBM Global Services/ “Systems integrator of choice”

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

“WHAT CAN BROWN DO FOR YOU?” “It’s all about solutions. We talk with customers about how to run better, stronger, cheaper supply chains. We have 1,000 engineers who work with customers …” —Bob Stoffel, UPS senior exec

“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

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

GE Enterprise Solutions* GE Enterprise Solutions delivers high-impact, integrated solutions that improve customers’ productivity and profitability. Enterprise Solutions helps customers compete and win in a changing global environment by combining the power of GE’s intelligent technologies with its multi-industry experience and expertise. Enterprise Solutions comprises high-tech, high-growth businesses including Sensing & Inspection Technologies, Security, GE Fanuc Intelligent Platforms, and Digital Energy. The business has 17,000 customer-focused associates in more than 60 countries around the world. *from GE.com

MasterCard Advisors

Flagship of Best Buy Wholesale “Solutions” Strategy Makeover. I. LAN Installation Co. (3%) II. Geek Squad. (30%.) III. Acquired by Best Buy. IV. Flagship of Best Buy Wholesale “Solutions” Strategy Makeover.

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

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

“Astonish me!” “Build something great!” “Make it immortal!” ) “Astonish me!” (Sergei Diaghlev) “Build something great!” (Hiroshi Yamauchi ) “Make it immortal!” (David Ogilvy). )

“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

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!

There is more than one way to skin a cat!* than one way to skin a cat!* *Every project REQUIRES (if you’re smart) an outside look by one/some Seriously Weird Cat/s outside look by one/some Seriously Weird Cat/s —in pursuit of whacked-out options.

14,000 20,000 30

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

Where’s your “Craig’s List [WOW!] option” ??

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

LongExcellence NOW NOW Tom Peters/8 November 2011 Tom Peters/8 November 2011BRG/Johannesburg tompeters.com)

Similar presentations

Presentation on theme: "LongExcellence NOW NOW Tom Peters/8 November 2011 Tom Peters/8 November 2011BRG/Johannesburg tompeters.com)"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

LongExcellence NOW NOW Tom Peters/8 November 2011 Tom Peters/8 November 2011BRG/Johannesburg tompeters.com)

Similar presentations

Presentation on theme: "LongExcellence NOW NOW Tom Peters/8 November 2011 Tom Peters/8 November 2011BRG/Johannesburg tompeters.com)"— Presentation transcript:

Similar presentations

About project

Feedback