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Presentation on theme: "Conrad Hilton …. Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, His answer … Conrad Hilton, at a gala celebrating."— Presentation transcript:

1 Conrad Hilton …

2 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 …

3 REMEMBER TO TUCK THE SHOWER CURTAIN INSIDE THE BATHTUB. REMEMBER TO TUCK THE SHOWER CURTAIN INSIDE THE BATHTUB.

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

5 EXECUTION IS STRATEGY. Fred Malek

6 The score takes care of itself. Bill Walsh

7 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

8 2X

9 LONG Tom Peters EXCELLENCE.ALIGNMENT. Corporate Visions Corporate Visions 19 September 2013 (Slides at tompeters.com and excellencenow.com)

10 2X When Friedman slightly curved the right angle of an entrance corridor to one property, he was amazed at the magnitude of change in pedestrians behavior (the percentage who entered increased from one-third to nearly two- thirds. Natasha Dow Schull, Addiction By Design : Machine Gambling in Las Vegas

11 Machine Gambling Pleasing odor #1 vs. pleasing odor #2: +45% revenue Source: Effects of Ambient Odors on Slot-Machine Useage in Las Vegas Casinos, reported in Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas (66% revenue, 85% profit)

12 Glaring Eyes: -62% Source: PLOS ONE (via The Atlantic CITIES / )

13 When I work with experimental digital gadgets, I am always reminded of how small changes in the details of a digital design can have profound unforeseen effects on the experiences of the people who are playing with it. The slightest change in something as seemingly trivial as the ease of use of a button can sometimes alter behavior patterns. For instance, Stanford University researcher Jeremy Bailinson has demonstrated that changing the height of ones avatars in immersive virtual reality transforms self-esteem and social self-perception. Technologies are extensions of ourselves, and, like the avatars in Jeremys lab, our identities can be shifted by the quirks of gadgets. It is impossible to work with information technology without also engaging in social engineering. Jaron Lanier, You Are Not a Gadget

14 [Cheetos] is one of the most marvelously constructed foods on the planet, in terms of pleasure. [The puffs ability to melt in the mouth] is called vanishing caloric density. If something melts down quickly, your brain thinks that theres no calories in it. You can just keep eating it forever. Steven Witherly, on the planet, in terms of pleasure. [The puffs ability to melt in the mouth] is called vanishing caloric density. If something melts down quickly, your brain thinks that theres no calories in it. You can just keep eating it forever. Steven Witherly, food scientist Source: Michael Moss, Salt Sugar Fat: How the Food Giants Hooked Us

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

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

17 120-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 Walmarts Green Revolution, Edward Humes

18 LITTLE = BIG

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

20 TGR s. Manage em. Measure em.* *I use manage-measure a lot. Translation: These are not soft ideas; they are exceedingly important things that can be managedAND measured. not soft ideas; they are exceedingly important things that can be managedAND measured.

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

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

23 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?

24 Experiences are as distinct from services as services are from goods. Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a StageExperiences are as distinct from services as services are from goods. Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

25 Perception is all there is there is

26 COMEBACK [BIG, QUICK RESPONSE] >> >>PERFECTION

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

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

29 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]

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

31 Jungle Jims International Market, Fairfield, Ohio: An adventure in shoppertainment, as Jungle Jims calls 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. Bronners 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

32 Basement Systems Inc.

33 THE RED CARPET STORE (Joel Resnick/Flemington NJ)

34 Be the best. Its the only market thats not crowded. From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin Independent Stores in America, George Whalin

35 … IT IS THE GAME.

36 Press Ganey Assoc: 139,380 former patients from 225 hospitals: NONE of THE top 15 factors determining P atient S atisfaction referred to patients health outcome P.S. directly related to Staff Interaction P.P.S. directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

37 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 interactionsalienating patients, being non-responsive to their needs or limiting their sense of controlcan be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperativerequiring far more time than it would have taken to interact with them initially in a positive way.Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

38 If I could have chosen not to tackle the IBM culture head- on, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. IT IS THE GAME. Lou Gerstner, Who Says Elephants Cant Dance If I could have chosen not to tackle the IBM culture head- on, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isnt just one aspect of the game IT IS THE GAME. Lou Gerstner, Who Says Elephants Cant Dance

39 WSJ/ : What matters most to a company over time? Strategy or culture? Dominic Barton, MD, Mc Kinsey & Co.: Culture.

40 B(I) > B(O)

41 crack the code on how your company can develop and live its unique story

42 Let me help you down the jetway.

43 In a world where customers wake up every morning asking, Whats new, whats different, whats amazing? success depends on a companys ability to unleash initiative, imagination and passion of employees at all levelsand this can only happen if all those folks are connected heart and soul to their work [their calling], their company and their mission. John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business

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

45 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

46 the joy* of work John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business *See also, Joy Inc.: How We Built a Workplace People Love Richard Sheridan (Menlo Innovations)Richard Sheridan (Menlo Innovations)

47 *2/3 vote by team after 90-days probation for new member to achieve fulltime status *Total transparency re compensation *All 7 members of exec team exact same pay package including bonuses *Cash plus bonuses of highest paid no more than 19X average *Exact same benefits package for all employees including CEO, though adjusted for seniority *Benefits package decided by all hands vote every 3 years John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business (Conscious Hiring and Retention Practices)

48 Hard is Soft. Soft is Hard.

49 Hard is Soft. Soft is Hard.

50 Hard [numbers, plans] is Soft. Soft [people/relationships] is Hard.

51 The notion that corporate law requires directors, executives, and employees to maximize shareholder wealth simply isnt true. There is no solid legal support for the claim that directors and executives in U.S. public corporations have an enforceable legal duty to maximize shareholder wealth. The idea is fable. Lynn Stout, professor of corporate and business law, Cornell Law school, in The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the Public

52 On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy. … Your main constituencies are your employees, your customers and your products. Jack Welch, FT, , page 1 are your employees, your customers and your products. Jack Welch, FT, , page 1

53 BUSINESS HAS TO GIVE PEOPLE ENRICHING, REWARDING LIVES …

54 BUSINESS HAS TO GIVE PEOPLE ENRICHING, REWARDING LIVES … OR IT'S SIMPLY NOT WORTH DOING. Richard Branson (1/4,096)

55 The Memories That Matter The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside stellar accomplishments inside or outside the company. the company. The (no more than) two or three people you developed who went on to create stellar institutions of their own. create stellar institutions of their own. The long shots (people with a certain something) you bet on who surprised themselvesand your peers. surprised themselvesand 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.

56 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 Kellehers retirement after 37 years at Southwest Airlines (SWAs 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 AAs Annual Meeting)

57 "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"

58 "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 employees growth? TODAY to foster employees/an employees growth?

59 Employees who don't feel significant rarely make significant contributions. Mark Sanborn

60 "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

61 EXCELLENT customer experience depends entirely on EXCELLENT employee experience!

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

63 Hard is Soft. Soft is Hard.

64 Hard [numbers, plans] is Soft. Soft [people/relationships] is Hard.

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

66 hostmanship/ consideration renovation

67 The path to a hostmanshi p culture paradoxically does not go through the guest. In fact it wouldnt be totally wrong to say that the guest has nothing to do with it. True hostmanship leaders focus on their employees. What drives exceptionalism is finding the right people and getting them to love their work and see it as a passion.... The guest comes into the picture only when you are ready to ask, Would you prefer to stay at a hotel where the staff love their work or where management has made customers its highest priority?We went through the hotel and made a...consideration renovation. Instead of redoing bathrooms, dining rooms, and guest rooms, we gave employees new uniforms, bought flowers and fruit, and changed colors. Our focus was totally on the staff. They were the ones we wanted to make happy. We wanted them to wake up every morning excited about a new day at work. Jan Gunnarsson and Olle Blohm, Hostmanship: The Art of Making People Feel Welcome.

68 … 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? … 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?

69 We are aLife Success Company. Dave Liniger, founder, RE/MAX

70 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, on RE/MAX

71 100%

72 THE DREAM MANAGER Matthew Kelly An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves. A companys purpose is to become the-best-version-of-itself. The question is: What is an employees purpose? Most would say, to help the company achieve its purposebut they would be wrong. That is certainly part of the employees role, but an employees primary purpose is to become the-best- version-of-himself or –herself. … When a company forgets that it exists to serve customers, it quickly goes out of business. Our employees are our first customers, and our most important customers.

73 OUR EMPLOYEES ARE OUR FIRST CUSTOMERS, AND OUR MOST IMPORTANT CUSTOMERS.

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

75 The role of the Director is to create a space where the actors and actresses can BECOME MORE THAN THEYVE EVER BEEN BEFORE, MORE THAN THEYVE DREAMED OF BEING. MORE THAN THEYVE DREAMED OF BEING. Robert Altman, Oscar acceptance speech

76 No matter what the situation, [the great managers] 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

77 If the managers sole task is to make team members successful then what is your [manager] plan to make each individual more successful within the coming week?

78 BRAND = TALENT.

79 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

80 … 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.

81 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 leadersthe alpha and the omega and everything in betweenis abetting the sustained growth everything in betweenis abetting the sustained growth and success and engagement and enthusiasm and and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. directly or indirectly serve the ultimate customer. Weleaders of every stripeare 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.

82 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.)

83 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.)

84 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

85 The Memories That Matter The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside stellar accomplishments inside or outside the company. the company. The (no more than) two or three people you developed who went on to create stellar institutions of their own. create stellar institutions of their own. The long shots (people with a certain something) you bet on who surprised themselvesand your peers. surprised themselvesand 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.

86 life and death decisions

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

88 2/YEAR = LEGACY.

89 A man should never be promoted to a managerial position if his vision focuses on peoples 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 peoples weaknesses rather than on their strengths. Peter Drucker, The Practice of Management

90 Andrew Carnegies 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

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

92 53 = 53

93 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

94 Evaluating people = #1 differentiator Source: Jack Welch/Jeff Immelt on GEs #1 strategic skill ( !!!! )

95 70 CENTS

96 Development can help great people be even BETTER BUT IF I HAD A DOLLAR TO SPEND, ID SPEND 70 CENTS GETTING THE RIGHT PERSON IN THE DOOR. Paul Russell, Director, Leadership and Development, Google Development can help great people be even BETTER BUT IF I HAD A DOLLAR TO SPEND, ID SPEND 70 CENTS GETTING THE RIGHT PERSON IN THE DOOR. Paul Russell, Director, Leadership and Development, Google

97 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, , review of Who: The A Method for Hiring, review of Who: The A Method for Hiring, Geoff Smart and Randy Street

98 This is not about getting the right answer. The thing that you will be evaluated on is whether you bring out all the best qualities in your partner. Your job is to make the other applicant look as good as possible. James Goebel, co-founder, Menlo Innovations Source: Joy Inc.: How We Built a Workplace People Love Richard Sheridan (Menlo Innovations)Richard Sheridan (Menlo Innovations)

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

100 … this will be the womans century …

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

102 Forget CHINA, INDIA and the INTERNET: Economic Growth Is Driven by WOMEN. Source: Headline, Economist

103 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 combinedmore 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 thateven ones that are confidant that they have a winning strategy when it comes to women. Consider Dells … Source: Michael Silverstein and Kate Sayre, The Female Economy, HBR, 09.09

104 Women are THE majority market Fara Warner/The Power of the Purse

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

106 Womens 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, Americas Competitive Secret: Women Managers

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

108 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

109 C-level?!! C-level?!!

110 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?

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

112 training, TRAINING and M-O-R-E T-R-A-I-N-I-N-G T-R-A-I-N-I-N-G CINCPAC Nimitz to CNO King/actual emphasis in written communication /1943/on #1 need for U.S. Navy in South Pacific

113 Container Store 270 /16 10/>100

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

115 (1) Training merits C-level status! C-level status! (2) Top trainers should be paid a kings be paid a kings ransomand be of ransomand be of the same caliber as the same caliber as top marketers or top marketers or researchers. researchers.

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

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

118 Erik Brynjolfsson and Andrew McAfee, Race Against the Machine The median worker is losing the race against the machine. Erik Brynjolfsson and Andrew McAfee, Race Against the Machine A bureaucrat is an expensive microchip. Dan Sullivan, consultant and executive coach

119 The root of our problem is not that were in a Great Recession that were in a Great Recession or a Great Stagnation, but rather or a Great Stagnation, but rather that we are in the early that we are in the early throes of a. Our technologies are racing ahead, throes of a Great Restructuring. Our technologies are racing ahead, but our skills and organizations but our skills and organizations are lagging behind. are lagging behind. Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

120 Algorithms have already written symphonies as moving as those composed by, picked through legalese with the deftness of a senior, diagnosed patients with more accuracy than a, written news articles with the smooth hand of a seasoned, and driven vehicles on urban highways with far better control than a human. Algorithms have already written symphonies as moving as those composed by Beethoven, picked through legalese with the deftness of a senior law partner, diagnosed patients with more accuracy than a doctor, written news articles with the smooth hand of a seasoned reporter, and driven vehicles on urban highways with far better control than a human driver. Christopher Steiner, Christopher Steiner, Automate This: How Algorithms Came to Rule the World

121 Legal industry/Pattern Recognition/Discovery (e- discovery algorithms): 500 lawyers to … ONE Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

122 SERGEANTS

123 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?

124 Employee retention & satisfaction & productivity: Overwhelmingly based on the first-line manager! Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the Worlds Greatest Managers Do Differently

125 People leave managers not companies. Dave Wheeler

126 4

127 The four most important words in any organization are …

128 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

129 Some Help With Helping … Help works when the recipient subsequently feels smarternot dumber. smarternot dumber. Regularly help too soonand 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 scalpelnot a shotgun or machete. scalpelnot a shotgun or machete. Helping strategies vary [significantly] from individual to individualleave the cookie cutter at home. Effectively "helping" may be the most difficult leadership task of all! be the most difficult leadership task of all! "Help" is only truly successful when the recipient says, and believes: "I did it myself!" says, and believes: "I did it myself!" Near truism: Nobody wants help. But we would all liked to have received help. all liked to have received help. Guitarist Robert Fripp: "Don't be helpful. Be available. Helpful people are a nuisance."

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

131 Acknowledge … perhaps the most powerful word (and idea) in the English languageand managers tool kit!

132 "Good leaders make people feel that they're at the very heart of things, not at the periphery. Warren Bennis

133 People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust.People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for, trust. Howard Schultz, Starbucks

134 18

135 THE DOCTOR INTERRUPTS AFTER …* AFTER …* *Source: Jerome Groopman, How Doctors Think

136 18 …

137 18 … SECONDS!

138 [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.]

139 LISTEN = PROFESSION = STUDY = PRACTICE = EVALUATION = ENTERPRISE VALUE

140 Its amazing how this seemingly small thing simply paying fierce attention to another, really asking, really listening, even during a brief conversationcan evoke such a wholehearted response. Susan Scott, Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time

141 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.

142 Best Listeners Win … IF YOU DONT LISTEN, YOU DONT SELL ANYTHING. Carolyn Marland

143 10 Essential Selling Principles Most Salespeople Get Wrong 1. Assuming the problem that the prospect communicates is the real problem. 2. Thinking that your sales presentation will seal the deal. 3. Talking too much. 4. Believing that you can sell anybody anything. 5. Overeducating the prospect when you should be selling. 6. Failing to remember that salespeople are decision- makers, too. 7. Reading minds. 8. Working as an unpaid consultant to seal the deal. 9. Being your own worst enemy. 10. Keeping your fingers crossed that a prospect doesnt notice a problem. Source: Forbes/

144 **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

145 I always write LISTEN on the back of my hand before a meeting. Source: Tweet

146 Reductionist Leadership Training Reductionist Leadership Training Aggressive professional listener. Expert at questioning. (Questioning professional.) Meetings as leadership opportunity #1. Creating a civil society. Expert at helping. (Helping professional.) Expert at holding productive conversations. Fanatic about clear communications. Fanatic about training. Master of appreciation/acknowledgement. Effective at apology. Creating a culture of automatic helpfulness by all to all. Presentation excellence. Conscious master of body language. Master of hiring. (Hiring professional) Master of evaluating people. Time manager par excellence. Avid practitioner of MBWA/Managing By Wandering Around. Avid student of the process of influencing others per se. Student of decision-making and devastating impact of irrational aspects thereof. Brilliantly schooled student of negotiation. Creating a no-nonsense execution culture. Meticulous about employee development/100% of staff. Student of the power of diversity (all flavors of difference). Aggressive in pursuing gender balance. Making team-building excellence everyones daily priority. Understanding value of matchless 1st-line management. Instilling business sense in one and all.

147 Lunch!

148 XFX = #1* *Cross-Functional eXcellence

149 Never waste a lunch! Never waste a lunch!

150 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.

151 % XF lunches* * Measure! Monthly! Part of evaluation! [The PAs Club.]

152 XFX/Typical Social Accelerators XFX/Typical Social Accelerators 1. EVERYONEs [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. (Its 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 ACKNOWLEDGEPRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an of Thanks for some sort of XFX gesture by your folks and some other functions 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.

153 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.)

154 "It became necessary to develop medicine as a cooperative science; the clinician, the specialist, the laboratory workers, the nurses uniting for the good of the patient, each assisting in the elucidation of the problem at hand, and each dependent upon the other for support. Dr. William Mayo, 1910

155 Competency is irrelevant if we dont share common values. Mayo Clinic exec, from Leonard Berry & Kent Seltman, Orchestrating the Clues of Quality, Chapter 7 from Management Lessons From Mayo Clinic

156 "The personnel committees on all three campuses have become aggressive in addressing the issue of physicians who are not living the Mayo value of exhibiting respectful, collegial behavior to all team members. Some physicians have been suspended without pay or terminated. Leonard Barry & Kent Seltman, Management Lessons from Mayo Clinic

157 I am hundreds of times better here [than I am hundreds of times better here [than in my prior hospital assignment] because of the support system. Its 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. Its 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

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

159 eLunch!

160 Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic change in how we do business will make an impact on just about everything we do. Social Business By Design: Transformative Social Media Strategies For the Connected Company Dion Hinchcliffe & Peter Kim For the Connected Company Dion Hinchcliffe & Peter Kim

161 MillerCoors: Gender imbalance. Women of Sales peer support. Private network, Attrition plummeted. Teva Canada: Supply chain excellence achieved. Share- Point/troubleshooting/Strategy-Nets/hooked to other functions; Moxie social tools, document editing, etc. IBM: Social business tools/30 percent drop in project completion time/300K on LinkedIn, 200K on Facebook Bloomberg: Mobil social media analytics prelude to stock performance Intuit: struggling against H&R Block temp staffing/customers #1 asset/Live Community, focused on help with transactions (not general, embedded in TurboTax Social Business By Design: Transformative Social Media Strategies For the Connected Company Dion Hinchcliffe & Peter Kim For the Connected Company Dion Hinchcliffe & Peter Kim

162 Wow !

163 Hard is Soft. Soft is Hard.

164 Hard [numbers, plans] is Soft. Soft [people/relationships] is Hard.

165

166 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

167 INSANELY GREAT Steve Jobs RADICALLY THRILLING INSANELY GREAT Steve Jobs RADICALLY THRILLING BMW

168 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

169 Normal = 0 for 800

170 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?

171 Skinning Cats

172 There is more than one way to skin a cat!* than one way to skin a cat!* *Every project REQUIRES (if youre 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.

173 14,000 20,000 30

174 14,000/ e Bay 20,000/Amazon 30/Craigslist

175 Every project: Wheres your Craigs List [WOW!] option ?

176 Theres no use trying, said Alice. One cannot believe impossible things. I daresay you havent had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes Ive believed as many as six impossible things before breakfast. Lewis Carroll Theres no use trying, said Alice. One cannot believe impossible things. I daresay you havent had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes Ive believed as many as six impossible things before breakfast. Lewis Carroll

177 We all agree your theory is crazy. The question, which divides us, is whether it is crazy enough. Niels Bohr, to Wolfgang Pauli

178 Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint 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 aint 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!

179 If you ask me what I have come to do in this world, I who am an artist, I will reply: I am here to live my life out loud. Émile Zola If you ask me what I have come to do in this world, I who am an artist, I will reply: I am here to live my life out loud. Émile Zola

180 If I had any epitaph that I would rather have more than any other, it would be to say that I had … disturbed the sleep of my generation. Adlai Stevenson If I had any epitaph that I would rather have more than any other, it would be to say that I had … disturbed the sleep of my generation. Adlai Stevenson

181 I WANT TO BE THOROUGHLY USED UP WHEN I DIE. … Life is no brief candle to me. It is a sort of splendid torch which I have got hold of for the moment, and I want to make it burn as brightly as possible before handing it on to future generations. George Bernard Shaw

182 "The object of life's journey is not to arrive at the grave safely in a well preserved body, but rather to skid in sideways, totally worn out, shouting, 'Holy Shit, What a Ride!!! Mavis Leyrer (feisty OCTOGENARIAN, living in Seattle)

183 WOW!


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