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

2 Excellence: The 12H Theory of Everything Theory of Everything BNZ/A CONVERSATION WITH TOM PETERS Auckland/23 February 2011/Museum Events Centre

3 The Moral Basis For & societal Role of Enterprise. & societal Role of Enterprise.

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

5 It is not enough for an agency to be respected for its professional competence. Indeed, there isnt much be respected for its professional competence. Indeed, there isnt much to choose between the competence to choose between the competence of big agencies. of big agencies. What so often makes the difference is the character of the men and women who represent the agency at the top level, with clients and the business community. If they are respected as admirable people, the agency gets business whether from present clients or prospective ones. David Ogilvy

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

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

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

9 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

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

11 The Memories That Matter.

12 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 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.

13 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 lossrecognizing 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 situationsand 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.)

14 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 morebut to have done so would have compromised your and done morebut to have done so would have compromised your and your teams character and integrity. your teams character and integrity. A sense of time well and honorably spent. The expression of simple human kindness and considerationno 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 toneespecially in difficult situations. the toneespecially in difficult situations. Never (rarely) let your external expression of enthusiasm/ determination flagthe rougher the times, the more your expressed determination flagthe 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 otherseven in private.

15 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 occasionsand 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.)

16 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 othersnew non-managerial hire or old servant leadership to othersnew non-managerial hire or old pro, age 18 or 48.) pro, age 18 or 48.)

17 The Memories That Matter The Memories That Matter Created the sort of workplaces youd 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.

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

19 In a way, the world is a great liar. It shows you it worships and admires money, but at the end of the day it doesnt. It says it adores fame and celebrity, but it doesnt, not really. The world admires, and wants to hold on to, and not lose, goodness. It admires virtue. At the end it gives its greatest tributes to generosity, honesty, courage, mercy, talents well used, talents that, brought into the world, make it better. Thats what it really admires. Thats what we talk about in eulogies, because thats whats important. We dont say, The thing about Joe was he was rich! We say, if we can …

20 We say, if we can … The thing about Joe was he took good care of people. The thing about Joe was he took good care of people. Peggy Noonan, A Lifes Lesson, on the astounding response to the passing of Tim Russert, Peggy Noonan, A Lifes Lesson, on the astounding response to the passing of Tim Russert, The Wall Street Journal, June 21-22, 2008 The Wall Street Journal, June 21-22, 2008

21 Four [really] First things Before First Things …

22 #1

23 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?

24 #1 cause of employee Dis-satisfaction?

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

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

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

28 Suggested addition to your statement of Core Values: We are obsessed with developing a cadre of 1st line managers that is second to nonewe understand that this cadre per se is arguably one of our top two or three most important Strategic Assets.

29 #2

30 Problem #1. Opportunity #1.

31 XFX = #1* *Cross-Functional eXcellence

32 Gerald Seymour. John Le Carre.

33 Never waste a lunch! Never waste a lunch!

34 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

35 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 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. dividends during his future coalition command.

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

37 R eturn O n I nvestment In R elationships

38 % XF lunches* * Measure !! Monthly! Part of evaluation! [The PAs Club.]

39 Measure ! (Base/230)

40 Lunch > SAP/ > SAP/Oracle

41 (Way) Underutilized Lever Space! Space! Space! Space!

42 Geologists + Geophysicists + A little bit of love = Oil

43 XFX: Social accelerators …

44 XFX 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. Invite counterparts in other functions to your team meetings. Religiously. Ask them to present cool stuff from their world to your group. (B-I-G deal; useful and respectful.) 5. PROACTIVELY SEEK EXAMPLES OF TINY ACTS OF XFX TO ACKNOWLEDGEPRIVATELY 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 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. 7. DiscussA SEPARATE AGENDA ITEMgood and problematic acts of cross-functional co-operation at every Team Meeting.

45 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.

46 XFX Social Accelerators. 8. When someone in another function asks for assistance, respond with … more … alacrity than you would if it were the person in the cubicle next to yoursor 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 thisincluding 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-operationto aid this one needs flexible workspaces that can be mobilized for a team in a flash. 11. Formal evaluations. Everyone, starting with the receptionist, should have a significant XF rating component in their evaluation. (The XFX Performance should be among the Top 3 items in all managers evaluations.) 12. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional achievements. 13. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal successin terms of organizational career, freelancer/Brand You, or as entrepreneur.

47 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.)

48 Promote into functional leadership positions based primarily on … temperament.

49 Incidentally …

50 Womens 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 Womens 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

51 Success doesnt depend on the number of people you know; it depends on the number of people you know in high places! or Success doesnt depend on the number of people you know; it depends on the number of people you know in low places!

52 C(I)>C(E)

53 S = ƒ(#&DR; -2L, -3L, -4L, I&E) Success is a function of: Number and depth of relationships 2, 3, and 4 levels down inside and outside the organization S = ƒ(SD>SU) Sucking down is more important than sucking upthe idea is to have the [your] entire organization working for you. S = ƒ(#non-FF, #non-FL) Number of friends not in my function S = ƒ(#XFL/m) Number of lunches with colleagues in other functions per month S = ƒ(#FF) Number of friends in the finance organization

54 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.

55 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.

56 XFX = #1* *Cross-Functional eXcellence

57 #3

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

59 18 …

60 18 … seconds!

61 [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.]

62 Listening is... the engine of superior EXECUTION. Listening is... the key to making the Sale. Listening is... the key to Keeping the Customers 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 Networkings 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

63 If you agree with the above, shouldnt listening be... a Core Value? If you agree with the above, shouldnt listening be... perhaps Core Value #1?* (*We are Effective Listeners we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.) If you agree, shouldnt listening be... a Core Competence? If you agree, shouldnt listening be... Core Competence #1? If you agree, shouldnt listening be... an explicit agenda item at every Meeting? If you agree, shouldnt listening be... our Strategyper se? (Listening = Strategy.) If you agree, shouldnt listening be... the #1 skill we look for in Hiring (for every job)?

64 Suggested addition to your statement of Core Values: We are Effective Listenerswe treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.

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

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

67 Message: Listening is a … profession! Message: Listening is a … profession!

68 Listen! Ask! Listen! Ask! Listening Leaders: The Ten Golden Rules ToListening Leaders: The Ten Golden Rules To Listen, Lead & SucceedLyman Steil and Listen, Lead & SucceedLyman Steil and Richard Bommelje Richard Bommelje The Zen of ListeningRebecca ShafirThe Zen of ListeningRebecca Shafir Effective Listening SkillsDennis Kratz andEffective Listening SkillsDennis Kratz and Abby Robinson Kratz Abby Robinson Kratz Are You Really Listening?Paul Donoghue andAre You Really Listening?Paul Donoghue and Mary Siegel Mary Siegel Active Listening: Improve Your Ability to ListenActive Listening: Improve Your Ability to Listen and LeadMichael Hoppe and LeadMichael Hoppe Listening: The Forgotten SkillListening: The Forgotten Skill Madelyn Burley-Allen Madelyn Burley-Allen Leading with Questions: How Leaders Find the Right SolutionsLeading with Questions: How Leaders Find the Right Solutions by Knowing What to AskMichael Marquardt by Knowing What to AskMichael Marquardt Smart Questions: Learn to Ask the Right Questions for PowerfulSmart Questions: Learn to Ask the Right Questions for Powerful ResultsGerald Nadler and William Chandon ResultsGerald Nadler and William Chandon The Art of Asking: Ask Better Questions, Get Better AnswersThe Art of Asking: Ask Better Questions, Get Better Answers Terry Fadem Terry Fadem How to Ask Great QuestionsKaren Lee-ThorpHow to Ask Great QuestionsKaren Lee-Thorp Change Your Questions, Change Your LifeMarilee AdamsChange Your Questions, Change Your LifeMarilee Adams Asking the Right Questions: A Guide to Critical ThinkingAsking the Right Questions: A Guide to Critical Thinking Neil Browne and Stuart Keeley Neil Browne and Stuart Keeley

69 The problem with communication... is the ILLUSION that it has been accomplished. George Bernard Shaw

70 Its always your fault.

71 #3A

72 Profession

73 *Decide & Commit *Study *Practice *Apply *Evaluate & Measure *CI [Continuous Improvement]

74 Are you a professional when it comes to Strategic Listening?

75 Are you a professional when it comes to Asking questions?

76 Are you a professional when it comes to Offering help?

77 Are you a professional when it comes to Effective apology?

78 Are you a professional when it comes to The Art of appreciation?

79 Are you a professional when it comes to Hiring people?

80 Are you a professional when it comes to Developing people?

81 Are you a professional when it comes to evaluating people?

82 Are you a professional when it comes to Promoting people?

83 Are you a professional when it comes to … ?* *The real stuff of effective organizational LEADERSHIP

84 #4

85 1/8 seconds 20 years

86 Date: 1/1/11 Activity: Boomers start turning 65 Rate: 7.5 per minute/ 10,000 per day/ 4,000,000 per year Duration: 20 years Impacted: EVERYTHING

87 Must read: SHOCK OF GRAY: The Aging of the Worlds Population and How It Pits Young Against Old, Child Against Parent, Worker Against Boss, Company Against Rival, and Nation Against Nation Ted Fishman

88 Philips Lifeline *6,000,000 members *600,000 calls typical morning *Philips bought for $750,000,000 in 2006 *Homecare in 2010: $140,000,000,000/sky high growth Philips Lifeline *6,000,000 members *600,000 calls typical morning *Philips bought for $750,000,000 in 2006 *Homecare in 2010: $140,000,000,000/sky high growth

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

90 7/13

91 55+ > 55-* *[55-plus] are more active in online finance, shopping and entertainment than those under 55?Forrester Research finance, shopping and entertainment than those under 55?Forrester Research (USA Today, 8 January 2009)

92 44-65: New Customer Majority Source: Ageless Marketing, David Wolfe & Robert Snyder

93 Marketers attempts at reaching those over 50 have been miserably unsuccessful. No markets motivations and needs are so poorly understood.Peter Francese, founding publisher, American Demographics Marketers attempts at reaching those over 50 have been miserably unsuccessful. No markets motivations and needs are so poorly understood.Peter Francese, founding publisher, American Demographics

94 Baby-boomer Women : The Sweetest of Sweet Spots for Marketers David Wolfe and Robert Snyder, Ageless MarketingBaby-boomer Women : The Sweetest of Sweet Spots for Marketers David Wolfe and Robert Snyder, Ageless Marketing

95 Median Household Net Worth 74: $100K Source: U.S. Census

96 Suggested addition to your statement of Core Values: We understand that there is an aging tsunami that will alter the marketplace dramaticallyand we stand ready to respond to/shape this humongous markets needs and desires.

97 We are the Aussies & Kiwis & Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult & demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the worldand we will be the Center of your universe for the next twenty-five years. We have arrived!

98 W = 25T > 2(C + I)

99 Four [really] First things Before First Things …

100 Four First Things Before First Things: Core Values/Surpassing Business Assets/ Sustainable Competitive Advantages 1. EXCELLENCE … First-line management cadre as engine of enterprise performance! 2. EXCELLENCE … Value-added opportunity #1 through seamless cross-functional integration! 3. EXCELLENCE … Strategic listening as peerless enterprise differentiator! 4. EXCELLENCE … Seizing the stupendous aging market opportunity! Four First Things Before First Things: Core Values/Surpassing Business Assets/ Sustainable Competitive Advantages 1. EXCELLENCE … First-line management cadre as engine of enterprise performance! 2. EXCELLENCE … Value-added opportunity #1 through seamless cross-functional integration! 3. EXCELLENCE … Strategic listening as peerless enterprise differentiator! 4. EXCELLENCE … Seizing the stupendous aging market opportunity!

101 Suggested addition to your statement of Core Values: We are obsessed with developing a cadre of 1st line managers that is second to nonewe understand that the EXCELLENCE of this cadre per se is arguably one of our top two or three most important Strategic Assets.

102 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.

103 Suggested addition to your statement of Core Values: We are Effective Listenerswe treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.

104 Suggested addition to your statement of Core Values: We understand that there is an aging tsunami that will alter the marketplace dramaticallyand alter the marketplace dramaticallyand we stand ready to respond to/shape this humongous markets needs and desires. we stand ready to respond to/shape this humongous markets needs and desires.

105 Excellence: The 12H Theory of Everything Theory of Everything

106 H1

107 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

108 Conrad Hilton, at a gala celebrating his career, was asked, His answer … Conrad Hilton, at a gala celebrating his career, was asked,What was the most important lesson youve learned in your long and distinguished career? His answer …

109 remember to tuck the shower curtain inside the bathtub remember to tuck the shower curtain inside the bathtub

110 Execution is strategy. Fred Malek

111 We have a strategic plan. Its called doing things. Herb Kelleher

112 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

113 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 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

114 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

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

116 In real life, strategy is actually very straightforward. Pick a general direction … and implement like hell. Jack Welch

117 The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever. Napoleon is because they try to be clever. Napoleon

118 Internal organizational excellence = Deepest Blue Ocean

119 The score takes care of itself. Bill Walsh

120 H2

121 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

122 25

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

124 MBWA Managing By Wandering Around/HP

125 50%. Un- scheduled. Source: Dov Frohman

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

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

128 Dennis, you need a … To-dont List !

129 Dont > Do* * Donting must be systematic > WILLPOWER

130 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

131 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

132 Its always showtime. Its always showtime. David DAlessandro, Career Warfare

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

134 Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge

135 I am a dispenser of enthusiasm. Ben Zander I am a dispenser of enthusiasm. Ben Zander

136 Excellence … can be obtained if you: can be obtained if you:... care more than others think... care more than others think is wise;... risk more than others think is wise;... risk more than others think is safe;... dream more than others think is safe;... dream more than others think is practical;... expect more than others think is practical;... expect more than others think is possible. is possible. Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

137 H3

138 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

139 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)

140 "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

141 A Nice Place to Work Some of our people spend their entire working lives in our agency. We do our damnedest to make it a happy experience. I put this first, believing that superior service to our clients, and profits for our stockholders, depend on it. … David Ogilvy, on Ogilvy & Mathers corporate culture David Ogilvy, on Ogilvy & Mathers corporate culture

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

143 consideration renovation consideration renovation

144 Ladies and gentlemen serving ladies and gentlemen. Ritz Carlton credo

145 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.

146 Our employees are our first customers, and our most important customers.

147 Vineet Nayar CEO/HCL Technologies

148

149 Zabars Parking Garage* *Retail Superstars: Inside the 25 Best Independent Stores in America, by George Whalin

150 List 5 (10?) (2?) Zabars garage equivalents in your organization. … in your organization. …

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

152 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

153 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

154 Brand = Talent.

155 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

156 … 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.

157 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 and everything in betweenis 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. 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.

158 Hence, our job as leadersthe alpha and the omega and everything in betweenis 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.

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

160 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.)

161 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.)

162 The ONE Question: In the last year [3 years, current job], name the … three people … whose growth youve 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 disappointmentlooking back, could you or would you have done anything differently? Please tell me about your greatest development triumphand disasterin the last five years. What are the three big things youve learned about helping people grow along the way?

163 2/year = legacy.

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

165 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

166 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

167 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

168 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

169 Connoisseur of Talent PARCs Bob Taylor: Connoisseur of Talent

170 What will you do in the next 90 days to begin the Systematic journey to Connoisseur of talent??

171 53 = 53

172 People are not Standardized. Their evaluations should not be standardized. Ever.

173 100 Days per annum: Name one thing thats more important?

174 What will you do in the next 90 days to begin the Systematic journey to all pro At Evaluations??

175 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

176 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

177 I cant 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 fieldand, 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, Bos Lasting LessonsI cant 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 fieldand, 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, Bos Lasting Lessons

178 What will you do in the next 90 days to begin the journey to all Star hire-er??

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

180 People! People!

181 2X 2X Source: Container Store/Goal: increase average sale per shopper

182 Exhibitions of bravery: All hail the … TRAINING … department.

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

184 Meanwhile in Rochester NY …

185 Wegmans.

186 Luiza Helena, Magazine Luiza

187 The four most important words in any organization are …

188 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

189 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!]

190 What do managers do for a living? Help!Right? How many of us could call ourselves professional helpers, meaning that we have studiedlike a professional mastering her musical crafthelping? (Not many, Id judge.) Ed Schein: Helping: How to Offer, Give, and Receive Help Last chapter: 7 principles. E.g.: PRINCIPLE 2: Effective Help Occurs When the Helping Relationship Is Perceived to Be Equitable. Perceived to Be Equitable. PRINCIPLE 4: Everything You Say or Do Is an Intervention that Determines the Future of the Relationship.. Determines the Future of the Relationship.. PRINCIPLE 5: Effective Helping Begins with Pure Inquiry. PRINCIPLE 6: It Is the Client Who Owns the Problem.* (*Love the idea that the employee is a Client ! Words matter!! Read a quote from NFL player-turned lawyer-turned professional football coach, calling his players my clients.) Employee as Client! Helping is what we [leaders] do for a living! STUDY/PRACTICE helping as you would neurosurgery! (Helping is your neurosurgery!)

191 2% /98% 2% /98%

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

193 Things dont stay the same. You have to understand that not only your business situation changes, but the people youre working with arent 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]

194 230 workdays = 230 rosters

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

196 To develop others, start with yourself. Marshall Goldsmith

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

198 How can a high-level leader like _____ be so out of touch with the truth about himself? Its 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? Its 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

199 Bottom line: Effectiveness at people stuff starts with effectiveness at me stuff.

200 H3.5

201 HAROLD H. HESITANT B.A. M.S. Ph.D. 1942 – 2011 HE WANTED TO DO SOME REALLY COOL STUFF BUT … HIS BOSS WOULDNT LET HIM!

202 BRAND YOU. NO OPTION.

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

204 If there is nothing very special about your work, no matter how hard you apply yourself you wont get noticed, and that increasingly means you wont get paid much either. Michael Goldhaber, Wired If there is nothing very special about your work, no matter how hard you apply yourself you wont get noticed, and that increasingly means you wont get paid much either. Michael Goldhaber, Wired

205 Distinct or … Extinct.

206 You are the storyteller of your own life, and you can create your own legend or not. You are the storyteller of your own life, and you can create your own legend or not. Isabel Allende

207 To Be somebody or to Do something BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)

208 Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years … mostly on line. Peter Drucker

209 All human beings are entrepreneurs. When we were in the caves we were all self-employed... finding our food, feeding ourselves. Thats where human history began... As civilization came we suppressed it. We became labor because they stamped us, You are labor. We forgot that we are entrepreneurs. Muhammad Yunus All human beings are entrepreneurs. When we were in the caves we were all self-employed... finding our food, feeding ourselves. Thats where human history began... As civilization came we suppressed it. We became labor because they stamped us, You are labor. We forgot that we are entrepreneurs. Muhammad Yunus

210 Personal Brand Equity Evaluation –My current Project is challenging me in the these ways … –New things Ive learned in the last 90 days include … –I am known for [2 to 3 things]; next year at this time Ill also be known for [1 more thing]. –My public recognition program consists of … –Additions to my network in the last 90 days include … –My resume is discernibly different from last years at this time as follows … at this time as follows …

211 H4

212 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

213 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)

214 none!

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

216 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. Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Plantree Alliance)There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Kindness is free. Listening to patients or answering their questions costs nothing. It can be argued that negative 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. Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Plantree Alliance)

217 K = R = P Kindness = Repeat business = Profit.

218 K = R = P/Kindness = Repeat business = Profit Kindness:Kind.Thoughtful.Decent.Caring.Attentive.Engaged. Listens well/obsessively. Appreciative.Open.Visible.Honest.Responsive. On time all the time. Apologizes with dispatch for screwups. Over-reacts to screwups of any magnitude. Professional in all dealings. Optimistic. Understands that kindness to staff breeds kindness to others/outsiders. Applies throughout the supply chain. Applies to 100% of customers staff. Explicit part of values statement. Basis for evaluation of 100% of our staff.

219 The deepest human need is the … need to be appreciated. William James

220 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!]

221 *appreciation is of the utmost … strategic importance! *appreciation is a proper … core value ! *appreciation is … trainable ! *appreciation is a … profession !

222 A CANDIDATE FOR THE VALUES STATEMENT: We habitually express appreciation for one anothers effortsbecause we do in fact consciously appreciate everyones ordinary daily contributions, let alone the extraordinary ones.

223 Ladies and gentlemen serving ladies and gentlemen.Ladies and gentlemen serving ladies and gentlemen. Ritz Carlton credo

224 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 Wont Get You There: How Successful People Become Even More Successful. Even More Successful.

225 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 2008and the company hasnt been to trial in the last 15 years! in 2008and the company hasnt been to trial in the last 15 years! Source: John Kador, Effective Apology

226 Keep a short enemies list. One enemy 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)

227 Its a simple fact. Many people will remember a simple sleight for decades! Beware! consumer goods exec for decades! Beware! consumer goods exec

228 One of the secrets of a long and fruitful life is to forgive everybody of everything every night right before going to bed. Bernard Baruch One of the secrets of a long and fruitful life is to forgive everybody of everything every night right before going to bed. Bernard Baruch

229 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.

230 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!

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

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

233 Will you guys please come up front. Will you guys please move to the rear.

234 Service > Sales

235 Sales > Marketing Sales > Marketing

236 H5

237 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

238 2,000,000

239 7X. 7:30A-8:00P. F12A. 7:30AM = 7:15AM. 8:00PM = 8:15PM.

240 Conveyance: Kingfisher Air Location: Approach to New Delhi

241 May I clean your glasses, sir?

242 It BEGINS (and ENDS ) in the …

243 parking lot* *Disney

244 Carls Street- Sweeper

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

246 TGR s. Manage em. Measure em.

247 Little = BIG

248 Big carts = 1.5X 1.5X Source: Walmart

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

250 Broken windows: Clean the streets, fix the broken windows, ticket the open-beer-can holders, etc, etc Broken windows: Clean the streets, fix the broken windows, ticket the open-beer-can holders, etc, etc = Sense of order = Sense of order = Crime way down = Crime way down

251 H6

252 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

253 And in Milwaukee …

254 What we sell is the ability for a 43- year-old accountant to dress in black leather, ride through small towns and have people be afraid of him. Harley Experience: Rebel Lifestyle! What we sell is the ability for a 43- year-old accountant to dress in black leather, ride through small towns and have people be afraid of him. Source: Harley exec, quoted in Results-Based Leadership

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

256 At our core, were a coffee company, but the opportunity we have to extend the brand is beyond coffee; its entertainment. At our core, were a coffee company, but the opportunity we have to extend the brand is beyond coffee; its entertainment. Howard Schultz (The Starbucks Aesthetic, NYT)

257 C X O* *Chief e X perience Officer

258 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

259 The Value-Added Ladder Spellbinding Experiences Services Goods Raw Materials

260 H7

261 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

262 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

263 Design is treated like a religion at BMW. Fortune

264 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 McDonalds was to the Age of Convenience or Ford was to the Age of Mass Productionthe 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 McDonalds was to the Age of Convenience or Ford was to the Age of Mass Productionthe 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

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

266 Design is … never neutral.

267 C D O *Chief Design Officer C D O * *Chief Design Officer

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

269 One bank is currently claiming to … 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. Charles Handy

270 I assume that it is just saying that it is there to … help its customers wherever they are. Charles Handy

271 * CGRO* *CGRO/ Chief Grunge Removal Officer (CDC/ Chief of De-Complexification) (CAO/ Chief Anti-systems Officer) (CBSEO/ Chief BS Eradication Officer)

272 Beauty.Grace.Clarity.Simplicity.

273 H8

274 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

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

276 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

277 One thing is certain: Womens 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 ofwomenomics, the economy as thought out and practiced by a woman. Aude Zieseniss de Thuin, Womens Forum for the Economy and Society

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

279 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.

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

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

282

283 Cases! Cases! Cases! McDonalds (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

284 We simply had stopped being relevant to women. Kay Napier, SVP Marketing, McDonalds (Fara Warner, The Power of the Purse, From Minority to Majority: McDonalds Discovers the Woman Inside the Mom)

285 McDonalds shifted its strategy toward women from one of minority consumers who served as a conduit to the important childrens market to one in which women are the companys majority consumers and the main driver behind menu and promotion innovation. McDonalds shifted its strategy toward women from one of minority consumers who served as a conduit to the important childrens market to one in which women are the companys majority consumers and the main driver behind menu and promotion innovation. Fara Warner, The Power of the Purse, From Minority to Majority: McDonalds Discovers the Woman Inside the Mom

286 Lowes!

287 Women dont buy brands. Theyjoin them. Faith Popcorn, EVEolution

288 2.6 vs. 21

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

290 H8.5

291 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

292

293 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

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

295 TAKE THIS QUICK QUIZ Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer to do list? Who enjoys a recap to the days events? Who is better at keeping in touch with others? Selling Is a Womans Game: with others? Source/from the back cover: Selling Is a Womans Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

296 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)

297 *Women decide. *Women save. *Women spend. *Women rule.

298 *Women decide *Women save *Women spend *Women rule *In the developed world *In the developing world *The trend is accelerating

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

300 Girls are the new boys. Source: The Daily Mail, 0425.2007,Why todays women want a girl

301 H9

302 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

303 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 …

304 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

305 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

306 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

307 #4 Japan #3 USA #2 China #1 Germany

308 MittELstand* MittELstand* *agile creatures darting between the legs of the multinational monsters" (Bloomberg BusinessWeek, 10.10)

309 Larry Janesky Rocks …

310 *Basement Systems Inc. (Seymour CT) *Dry Basement Science (115,000 copies!) *1990: $0; 2003: $13M; 2008: $62,000,000

311 The Red Carpet Store (Joel Resnick/Flemington NJ)

312 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

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

314 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

315 Jungle Jims International Market, Fairfield, Ohio: An adventure inshoppertainment, as Jungle Jims 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. 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

316 Abt Electronics/Family/1936 Insane competition (Chicagoland!) Campus/350K sq.ft./37 acres/$300M revenue Design Center (Classes on every-damn-thing, etc.) Destination like Ikea (restaurant, atrium with spectacular flowers, 7,500 gallon aquarium, etc.) In-house delivery teams (spiffy uniforms, etc.) Training/knowledge training!!!!!!!! Yes. Period. NO EXCUSES. Over-staffed Merchandising (boats displaying marine electronics, cars with various systems, etc.) Web (encyclopedic info re almost all stuff sold, blog, live chat with live experts 24/7, etc.) Rating of services (>>> Home Depot, Lowes, etc.) Source: George Whalin, Retail Superstars Abt Electronics/Family/1936 Insane competition (Chicagoland!) Campus/350K sq.ft./37 acres/$300M revenue Design Center (Classes on every-damn-thing, etc.) Destination like Ikea (restaurant, atrium with spectacular flowers, 7,500 gallon aquarium, etc.) In-house delivery teams (spiffy uniforms, etc.) Training/knowledge training!!!!!!!! Yes. Period. NO EXCUSES. Over-staffed Merchandising (boats displaying marine electronics, cars with various systems, etc.) Web (encyclopedic info re almost all stuff sold, blog, live chat with live experts 24/7, etc.) Rating of services (>>> Home Depot, Lowes, etc.) Source: George Whalin, Retail Superstars

317 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

318 YOU CAN HOLD IT.

319 Billboard … ONLY 262 MILES TO BUC-EES YOU CAN HOLD IT.* *If I werent already married, Id have my wedding there. Dallas Morning News Metro blogger there. Dallas Morning News Metro blogger

320 H10

321 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

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

323 you only find oil if you drill wells. This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think youre finding it when youre drawing maps and studying logs, but you have to drill. Source: The Hunters, by John Masters, wildly successful Canadian Oil & Gas wildcatter

324 1 /45

325 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

326 We made mistakes, of course. Most of them were omissions we didnt 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, were 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 planfor months. Bloomberg by Bloomberg

327 Mickey Drexler/The Gap-J Crew ** Bias for instant action/Towering impatience with in-action **Impatient but not brutal ** Relentless/Speed-of-light experimentation; more ASAP if works, drop if not ** Vibrates with energy (literally) ** Always on the prowlanywhere, everywherefor ideas **Lots of team-standing-around-making-instant-assessments-decisionsall contributing **Likes working with women more than men because F more intuitive than M **Dresses like the brandat 66 ** Offense, not defense ** Communicates all the time [removes fear of CEO presence]. Everyone, including most junior, made part of the decision-making team ** Listens attentively regardless of age/seniority **Obvious in his transparent respect for young employees ** Trusts intuition plus fanatic about the numbers **Expects everyone to know their numbers cold from memory **Always aware of the business caseas well as fashion-master **Aggressive pricing ** MBWA/Managing By Wandering Around **Open with everyone, from youth to folks at Earnings Call ** Constant customer contact-dialogue/React instantly to customer feedback ** Willing to act (experiment) based on one datapoint **Engages with the most junior of his people **At 66, comfortably uses hot words like Cool Wow Source: The New Yorker/0920.10 Mickey Drexler/The Gap-J Crew ** Bias for instant action/Towering impatience with in-action **Impatient but not brutal ** Relentless/Speed-of-light experimentation; more ASAP if works, drop if not ** Vibrates with energy (literally) ** Always on the prowlanywhere, everywherefor ideas **Lots of team-standing-around-making-instant-assessments-decisionsall contributing **Likes working with women more than men because F more intuitive than M **Dresses like the brandat 66 ** Offense, not defense ** Communicates all the time [removes fear of CEO presence]. Everyone, including most junior, made part of the decision-making team ** Listens attentively regardless of age/seniority **Obvious in his transparent respect for young employees ** Trusts intuition plus fanatic about the numbers **Expects everyone to know their numbers cold from memory **Always aware of the business caseas well as fashion-master **Aggressive pricing ** MBWA/Managing By Wandering Around **Open with everyone, from youth to folks at Earnings Call ** Constant customer contact-dialogue/React instantly to customer feedback ** Willing to act (experiment) based on one datapoint **Engages with the most junior of his people **At 66, comfortably uses hot words like Cool Wow Source: The New Yorker/0920.10

328 Experiment fearlessly Tactic #1 Experiment fearlessly Source: BusinessWeek, Type A Organization Strategies: How to Hit a Moving Target Tactic #1

329 relentless trial and error* *Cornerstone of effective approach to rebalancing company portfolios in the face of changing and uncertain global economic conditions (Wall Street Journal, 11.08.10) economic conditions (Wall Street Journal, 11.08.10)

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

331 Fail. Forward. Fast. Fail. Forward. Fast. High Tech CEO, Pennsylvania

332 Fail. Fail again. Fail better. Samuel Beckett

333 It is not enough to tolerate failure you must celebrate failure. Richard Farson (Whoever Makes the Most Mistakes Wins)

334 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)

335 You miss 100% of the shots you never take. WayneGretzky You miss 100% of the shots you never take. Wayne Gretzky

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

337 It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwin

338 H11

339 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

340 You will become like the five people you associate with the mostthis can be either a blessing or a curse. Billy Cox You will become like the five people you associate with the mostthis can be either a blessing or a curse. Billy Cox

341 We are What We Eat/We Are the company we keep we keep

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

343 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

344 [CEO A.G.] Lafley has shifted P&Gs 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

345 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

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

347 Dont benchmark, futuremark! Dont benchmark, futuremark! Impetus: The future is already here; its just not evenly distributed William Gibson

348 diversity

349 Can you pass the … Squint test?

350 Whos the most interesting person youve met in the last 90 days? How do I get in touch with them? Fred Smith

351

352 The Bottleneck …

353 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

354 H12

355 All you need to know … Hilton Howard Herb Henry I Hill Harley Handy Heather Hartville Henry II Hamel Hsieh

356

357 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

358 Insanely Great Steve Jobs Radically thrilling Insanely Great Steve Jobs Radically thrilling BMW

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

360 Every project we undertake starts with the same question :How can we do what has never been done before? Stuart Hornery, Lend LeaseEvery project we undertake starts with the same question :How can we do what has never been done before? Stuart Hornery, Lend Lease

361 Let us create such a building that future generations will take us for lunatics. the church hierarchs at Seville

362 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!

363 You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe. Jack Welch

364 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.

365 14,000 20,000 30

366 14,000/ e Bay 20,000/Amazon 30/Craigslist

367 Summary: The Moral Basis For & societal Role of Enterprise Really first things before first things H15 (The Theory of Everything) Summary: The Moral Basis For & societal Role of Enterprise Really first things before first things H15 (The Theory of Everything)

368 Summary: The Moral Basis For & societal Role of Enterprise Summary: The Moral Basis For & societal Role of Enterprise

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

370 Summary: Really first things before first things Summary: Really first things before first things

371 First Things Before First Things: Core Values/Surpassing Business Assets/ Sustainable Competitive Advantages 1. EXCELLENCE … First-line management cadre as engine of enterprise performance! 2. EXCELLENCE … Value-added opportunity #1 through seamless cross-functional integration! 3. EXCELLENCE … Strategic listening as peerless enterprise differentiator! 4. EXCELLENCE … Seizing the stupendous aging market opportunity! First Things Before First Things: Core Values/Surpassing Business Assets/ Sustainable Competitive Advantages 1. EXCELLENCE … First-line management cadre as engine of enterprise performance! 2. EXCELLENCE … Value-added opportunity #1 through seamless cross-functional integration! 3. EXCELLENCE … Strategic listening as peerless enterprise differentiator! 4. EXCELLENCE … Seizing the stupendous aging market opportunity!

372 Summary: 12H (The Theory of Everything) Summary: 12H (The Theory of Everything)

373 The 12H Theory of Everything *Conrad Hilton/Sweat the details!/EXECUTION is Strategy! *Howard Schultz/MBWA!!!!/Best LISTENER wins! *Herb Kelleher/Its always all about the PEOPLE!!!!!!!!!!!!!!!!!!!! *Henry Clay/Big payoff from SMALL COURTESIES! *Vernon Hill/TGRs! [Things Gone RIGHT]/Little BIG Things! *Harley Davidson/EXPERIENCES to die for!/Feel the LOVE! *Charles Handy/Everything is DESIGN! *Heather Schultz/WOMEN buy!/WOMEN roar!/WOMEN rule! *Hartville Hardware/MONOPLY through EXCELLENCE! *H. Ross Perot/Most TRIES & SCREWUPS are alpha & omega! *Gary Hamel/You are who you HANG OUT with! *Tony Hsieh/WOW!/Radically thrilling!/Insanely great! The 12H Theory of Everything *Conrad Hilton/Sweat the details!/EXECUTION is Strategy! *Howard Schultz/MBWA!!!!/Best LISTENER wins! *Herb Kelleher/Its always all about the PEOPLE!!!!!!!!!!!!!!!!!!!! *Henry Clay/Big payoff from SMALL COURTESIES! *Vernon Hill/TGRs! [Things Gone RIGHT]/Little BIG Things! *Harley Davidson/EXPERIENCES to die for!/Feel the LOVE! *Charles Handy/Everything is DESIGN! *Heather Schultz/WOMEN buy!/WOMEN roar!/WOMEN rule! *Hartville Hardware/MONOPLY through EXCELLENCE! *H. Ross Perot/Most TRIES & SCREWUPS are alpha & omega! *Gary Hamel/You are who you HANG OUT with! *Tony Hsieh/WOW!/Radically thrilling!/Insanely great!

374 Excellence … can be obtained if you: can be obtained if you:... care more than others think... care more than others think is wise;... risk more than others think is wise;... risk more than others think is safe;... dream more than others think is safe;... dream more than others think is practical;... expect more than others think is practical;... expect more than others think is possible. is possible. Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)


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