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Tom Peters Excellence.Always. Shanghai/25-27 April 2009.

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1 Tom Peters Excellence.Always. Shanghai/25-27 April 2009

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

3 HISTORY/BIASES …

4 HISTORY/BIASES ENGINEER (CIVIL) 1986/SCHOLAR EXCHANGE PROGRAM CALIFORNIA 35/CALIFORNIAN/ SILICON VALLEY/ENTREPRENEURSHIP BRIC!/BUSINESSMAN LUCKY/IN GENERAL/64 COUNTRIES NOTHING NEW UNDER THE SUN/ PEOPLE. PEOPLE. PEOPLE. ACTION > TALK, EXECUTION > PLANS EXCELLENCE (WHAT ELSE?) HARD IS SOFT. SOFT IS HARD. DONT RUSH (WELL DO WHAT WE DO. WE WONT DO WHAT WE DONT DO.)

5 AGENDA Part ONE … EXCELLENCE. ALWAYS./25.04 Part TWO … INNOVATION IMPERATIVE, the NEXT STEP/26.04 Part THREE … PEOPLE-PEOPLE-PEOPLE. PERIOD./26-7.04 Part FOUR … LEADERSHIP for EXCELLENCE & INNOVATION/27.04

6

7 Part ONE

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

9 18

10 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 immediate answer …

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

12 Execution is strategy. Fred Malek Execution is strategy. Fred Malek

13 *Listening is of the utmost … strategic importance! *Listening is … trainable ! (** Strategic listening will be a core course in TPs MBA/GTD curriculum!)

14 The Heart of Business Strategy: 48 Things That Matter* *See Appendix ONE

15 Thank you. Minimum several times a day. Measure it. Measure it. Thank you to everyone even peripherally involved in some activityespecially those involved in some activityespecially those deep in the hierarchy. deep in the hierarchy. Smile. Work on it. Apologize. Even if they are mostly to blame. blame. Jump all over those who play the blame game. game. Hire enthusiasm. Low enthusiasm. No hire. Any job. Hire optimists. Everywhere. (Positive outlook on life, not mindless optimism.) outlook on life, not mindless optimism.) Hiring: Would you like to go to lunch with him-her. 100% of jobs. him-her. 100% of jobs.

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

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

18 Mapping your competitive position or …

19 The Have you … 50* *See Appendix TWO

20 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY?

21 In Search of … In Search of …

22 Excellence

23 Excellence can be obtained if you:... care more than others think is wise;... risk 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)

24 If not Excellence, What? If Not Excellence Now, When? Excellence. Always. Period.

25 EXCELLENCE = Purity Transcendence Virtue Elegance Majesty OR … Mediocrity

26 Insanely Great

27 Radically thrilling Radically thrilling BMW

28 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!

29 You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. Jerry Garcia

30 Do one thing every day that scares you. Do one thing every day that scares you. Eleanor Roosevelt

31 Tom Peters Excellence.Always. Shanghai/25 April 2009

32 Tom Peters Excellence.now. More than ever. Shanghai/25 April 2009

33 Slides at … tompeters.com

34 1977 Palo Alto

35 MBWA

36 1982

37 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

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

39 Hard Is Soft Soft Is Hard

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

41 $85,000 $140,050 ExIn*: 1982-2002/Forbes.com DJIA : $10,000 yields $85,000 EI : $10,000 yields $140,050 *Forbes/ Excellence Index /Basket of 32 publicly traded stocks

42 Importance of Success Factors by Various Gurus/(Unreliable) Estimates by Tom Peters Strategy Systems People Passion Porter 50% 20 20 10 Drucker 25% 35 25 15 Bennis 25% 20 30 25 Peters 15% 20 35 30

43 2007 Siberia

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 potential concerted human potential in the wholehearted service of others ** Employees, Customers, Suppliers, Communities, Owners, Temporary partners of others.** ** Employees, Customers, Suppliers, Communities, Owners, Temporary partners

46 The Ultimate Creative Endeavor. Business Excellence: The Ultimate Creative Endeavor.

47 The Ultimate Personal Development- Growth Experience. Business Excellence: The Ultimate Personal Development- Growth Experience.

48 The Ultimate Transcendent Service Opportunity. Business Excellence: The Ultimate Transcendent Service Opportunity.

49 To me business isnt about wearing suits or pleasing stockholders. Its about being true to yourself, your ideas and focusing on the essentials.To me business isnt about wearing suits or pleasing stockholders. Its about being true to yourself, your ideas and focusing on the essentials. Richard Branson

50 2007 Sydney

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

52 … 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.

53 Organizing Genius / Warren Bennis and Patricia Ward Biederman Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best. The best thing a leader can do for a Great Group is to allow its members to discover their greatness.

54 Leaders Mt Everest Test free to do his or her absolute best … allow its members to discover their greatness.

55 Cause (worthy of commitment) Space (room for/encouragement for initiative) Decency (respect, humane)

56 Cause (worthy of commitment) Space (room for/encouragement for initiative-adventures) Decency (respect, grace, integrity, humane) service (worthy of our clients & extended familys continuing custom) excellence (period)

57 Cause (worthy of commitment) Space (room for/encouragement for initiative-adventures) Decency (respect, grace, integrity, humane) service (worthy of our clients & extended familys continuing custom) excellence (period) servant leadership

58 Cause Space Decency service excellence servant leadership

59 2009 Shanghai

60 2009 Shanghai (Amsterdam) (Helsinki) (Tallinn) (Vilnius) (San Antonio) (Bogota) (Abu Dhabi)

61 You have to treat your employees like customers. Herb Kelleher, complete answer, upon being asked his secrets 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 the Annual Meeting) way in Dallas American Airlines pilots were picketing the Annual Meeting)

62 The Customer Comes Second Hal Rosenbluth and Diane McFerrin Peters* (*no relation)

63 We are a Life Success Company. We are a Life Success Company. Dave Liniger, founder, RE/MAX

64 Managing winds up being the management of the allocation of resources against tasks. Leadership focuses on people. My definition of a leader is someone who helps people succeed. Carol Bartz, Yahoo! Managing winds up being the management of the allocation of resources against tasks. Leadership focuses on people. My definition of a leader is someone who helps people succeed. Carol Bartz, Yahoo!

65 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.

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

67 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. Robert Altman, Oscar acceptance speech

68 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

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

70 LeadersSERVE people. Period. LeadersSERVE people. Period. inspired by Robert Greenleaf

71 Good News 2009: Leadership* is a sacred trust. *President, classroom teacher, CEO, shop foreman

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

73 The four most important words in any organization are …

74 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

75 Diverse groups of problem solversgroups of people with diverse toolsconsistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … Diversity trumped ability. Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies DiversityDiverse groups of problem solversgroups of people with diverse toolsconsistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. … Diversity trumped ability. Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity

76 2009 Annus Horribilis* *Elizabeth II/1985

77 #1 Resource for Troubled Times: Committed.Engaged.Growing.Respected.Trusted.Informed.People.

78 Forty-four Secrets and clever Strategies For dealing with the Recession of 2008-XXXX

79 I am constantly asked for strategies/ 'secrets' for surviving the recession. I try to appear wise and informed and parade original, sophisticated thoughts. But if you want to know whats really going through my head, see the list that follows.

80 44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You come earlier. You leave later. You work harder. You may well work for less; and, if so, you adapt to the untoward circumstances with a adapt to the untoward circumstances with a smileeven if it kills you inside. smileeven if it kills you inside. You volunteer to do more. You dig deep and always bring a good attitude to work. to work. You fake it if your good attitude flags. You literally practice your "game face" in the mirror in the morning, and in the loo mirror in the morning, and in the loo mid-morning. mid-morning. You give new meaning to the idea and intensive practice of visible management. practice of visible management.

81 44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You take better than usual care of yourself and encourage others to do the samephysical encourage others to do the samephysical well-being determines mental well-being and well-being determines mental well-being and response to stress. response to stress. You shrug off shit that flows downhill in your directionbuy a shovel or a pre-worn directionbuy a shovel or a pre-worn raincoat on eBay. raincoat on eBay. You try to forget about the good old days nostalgia is self-destructive. nostalgia is self-destructive. You buck yourself up with the thought that this too shall passbut then remind yourself this too shall passbut then remind yourself that it might not pass any time soon, and so that it might not pass any time soon, and so you re-dedicate yourself to making the you re-dedicate yourself to making the absolute best of what you have now. absolute best of what you have now.

82 44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You work the phones and then work the phones some moreand stay in touch with phones some moreand stay in touch with positively everyone. positively everyone. You frequently invent breaks from routine, including weird oneschangeups prevent including weird oneschangeups prevent wallowing and bring a fresh perspective. wallowing and bring a fresh perspective. You eschew all forms of personal excess. You simplify. You sweat the details as never before. You raise to the sky and maintain at all costs the Standards of Excellence by which costs the Standards of Excellence by which you unfailingly evaluate your own performance. you unfailingly evaluate your own performance. You are maniacal when it comes to responding to even the slightest screw-up. to even the slightest screw-up.

83 44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You find ways to be around young people and to keep young people aroundthey are less to keep young people aroundthey are less likely to be members of the sky is falling likely to be members of the sky is falling school. school. You learn new tricks of your trade. You remind yourself that this is not just something to be gotten throughit is the something to be gotten throughit is the Final Exam of character. Final Exam of character. You network like a demon. You network inside the companyget to know more of the folks who do the real work. more of the folks who do the real work. You network outside the companyget to know more of the folks who do the real know more of the folks who do the real work in vendor-customer outfits. work in vendor-customer outfits.

84 44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You thank others by the truckload if good things happenand take the heat yourself if things happenand take the heat yourself if bad things happen. bad things happen. You behave kindly, but you don't sugarcoat or hide the truth--humans are startlingly hide the truth--humans are startlingly resilient and rumors are the real killers. resilient and rumors are the real killers. You treat small successes as if they were Superbowl victoriesand celebrate and Superbowl victoriesand celebrate and commend accordingly. commend accordingly. You shrug off the losses (ignoring what's going on in your tummy), and get back on the on in your tummy), and get back on the horse and immediately try again. horse and immediately try again. You avoid negative people to the extent you canpollution kills. canpollution kills. You eventually read the gloom-sprayers the riot act. riot act.

85 44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You give new meaning to the word "thoughtful. You dont put limits on the flowers budget bright and colorful works marvels. bright and colorful works marvels. You redouble, re-triple your efforts to "walk in your customer's shoes." (Especially if the your customer's shoes." (Especially if the shoes smell.) shoes smell.) You mind your mannersand accept others lack of manners in the face of their strains. lack of manners in the face of their strains. You are kind to all mankind. You keep your shoes shined. You leave the blame game at the office door. You call out the congenital politicians in no uncertain terms. uncertain terms. You become a paragon of personal accountability. And then you pray.

86 Excellence.

87 The 19 Es of Excellence

88 If Not Excellence, What? If Not Excellence Now, When? The 19 Es of Excellence Enthusiasm. (Be an irresistible force of nature!) Energy. (Be fire! Light fires!) Exuberance. (Vibratecause earthquakes!) Execution. (Do it! Now! Get it done! Barriers are baloney! Excuses are for wimps! Accountability is gospel! Adhere to the Bill Parcells doctrine: Blame Accountability is gospel! Adhere to the Bill Parcells doctrine: Blame nobody! Expect nothing! Do something!) nobody! Expect nothing! Do something!) Empowerment. (Respect and appreciation! Always ask, What do you think? Then: Listen! Liberate! Celebrate! 100% innovators or bust!) Then: Listen! Liberate! Celebrate! 100% innovators or bust!) Edginess. (Perpetually dancing at the frontier, and a little or a lot beyond.) Enraged. (Determined to challenge & change the status quo!) Engaged. (Addicted to MBWA/Managing By Wandering Around. In touch. Always.) Electronic. (Partners with the world 60/60/24/7 via electronic community building and entanglement of every sort. Crowdsourcing/doing power!) and entanglement of every sort. Crowdsourcing/doing power!) Encompassing. (Relentlessly pursue diverse opinionsthe more diversity the merrier! Diversity per se works!) Diversity per se works!)

89 If Not Excellence, What? If Not Excellence Now, When? The 19 Es of Excellence Emotion. (The alpha. The omega. The essence of leadership. The essence of sales. The essence of marketing. The essence. Period. Acknowledge it.) The essence of marketing. The essence. Period. Acknowledge it.) Empathy. (Connect, connect, connect with others reality and aspirations! Walk in the other persons shoesuntil the soles have holes!) in the other persons shoesuntil the soles have holes!) Experience. (Life is theater! Make every activity-contact memorable! Standard: Insanely Great/Steve Jobs; Radically Thrilling/BMW.) Insanely Great/Steve Jobs; Radically Thrilling/BMW.) Eliminate. (Keep it simple!) Errorprone. (Ready! Fire! Aim! Try a lot of stuff and make a lot of booboos and then try some more stuff and make some more booboosall of it at the speed of some more stuff and make some more booboosall of it at the speed of light!) light!) Evenhanded. (Straight as an arrow! Fair to a fault! Honest as Abe!) Expectations. (Michelangelo: The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Amen!) too high and we miss it, but that it is too low and we reach it. Amen!) Eudaimonia. (Pursue the highest of human moral purposethe core of Aristotles philosophy. Be of service. Always.) philosophy. Be of service. Always.) Excellence. (The only standard! Never an exception! Start now! No excuses! If not Excellence, what? If not Excellence now, when?) Excellence, what? If not Excellence now, when?)

90 Sir Richards Rules Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune

91 APPENDIX ONE The Heart of Business Strategy: 48 Things That Matter

92 We usually think of business strategy as some sort of aspirational market positioning statement. Doubtless thats part of it. But I believe that the number one strategic strength is excellence in execution and systemic relationships (i.e., with everyone we come in contact with). Hence I offer the following 48 pieces of advice in creating a winning strategy that is inherently sustainable.

93 Thank you. Minimum several times a day. Measure it. Measure it. Thank you to everyone even peripherally involved in some activityespecially those involved in some activityespecially those deep in the hierarchy. deep in the hierarchy. Smile. Work on it. Apologize. Even if they are mostly to blame. blame. Jump all over those who play the blame game. game. Hire enthusiasm. Low enthusiasm. No hire. Any job. Hire optimists. Everywhere. (Positive outlook on life, not mindless optimism.) outlook on life, not mindless optimism.) Hiring: Would you like to go to lunch with him-her. 100% of jobs. him-her. 100% of jobs.

94 Hire for good manners. Do not reject trouble makersthat is those who are uncomfortable with the status quo. who are uncomfortable with the status quo. Expose all would-be hires to something unexpected-weird. Observe their reaction. unexpected-weird. Observe their reaction. Overwhelm response to even the smallest screw-ups. screw-ups. Become a student of all you will meet with. Big time. Big time. Hang out with interesting new people. Measure it. Measure it. Lunch with folks in other functions. Measure it. Listen. Hear. Become a serious student of listening-hearing. of listening-hearing. Work on everyones listening skills. Practice.

95 Become a student of information extraction- interviewing. interviewing. Become a student of presentation giving. Formal. Short and spontaneous. Formal. Short and spontaneous. Incredible care in 1st line supervisor selection. Worlds best training for 1st line supervisors. Construct small leadership opportunities for junior people within days of starting on the junior people within days of starting on the job. job. Insane care in all promotion decisions. Promote people people for all managerial jobs. Finance-logistics-R&D as much as, jobs. Finance-logistics-R&D as much as, say, sales. say, sales. Hire-promote for demonstrated curiosity. Check their past commitment to continuous Check their past commitment to continuous learning. learning.

96 Small d diversity. Rich mixes for any and all teams. all teams. Hire women. Roughly 50% women on exec team. team. Exec team looks like customer population, actual and desired. actual and desired. Focus on creating products for and selling to women. to women. Focus on creating products for and selling to boomers-geezers. to boomers-geezers. Work on first and last impressions. Walls display tomorrows aspirations, not yesterdays accomplishments. yesterdays accomplishments. Simplify systems. Constantly.

97 Insist that almost all material be covered by a 1-page summary. Absolutely no longer. 1-page summary. Absolutely no longer. Practice decency. Add We are thoughtful in all we do to corporate values list. Number 1 force for corporate values list. Number 1 force for customer loyalty, employee satisfaction. customer loyalty, employee satisfaction. Make some form of employee growth (for all) a formal part of values set. Above a formal part of values set. Above customer satisfaction. Steal from RE/MAX: We are a life success company. customer satisfaction. Steal from RE/MAX: We are a life success company.Flowers. Celebrate small wins. Often. Perhaps a small win of the day. small win of the day.

98 Manage your calendar religiously: Does it accurately reflect your espoused priorities? accurately reflect your espoused priorities? Use a calendar friend whos not very Use a calendar friend whos not very friendly to help you with this. friendly to help you with this. Review your calendar: Work assiduously and mercilessly on your To donts.stuff mercilessly on your To donts.stuff that distracts. that distracts. Bosses, especially near the top: Formally cultivate one advisor whose role is to tell you cultivate one advisor whose role is to tell you the truth. the truth. Commit to Excellence. Talk up Excellence. Put Excellence in all we do in the values set. Measure everyone on demonstrated commitment to Excellence. commitment to Excellence.

99 APPENDIX TWO The Have you … 50

100 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY?

101 1. Have you in the last 10 days … visited a customer? 2. Have you called a customer … TODAY? 3. Have you in the last 60-90 days … had a seminar in which several folks from the customers operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks? 4. Have you thanked a front-line employee for a small act of helpfulness … in the last three days? 5. Have you thanked a front-line employee for a small act of helpfulness … in the last three hours? 6. Have you thanked a frontline employee for carrying around a great attitude … today? 7. Have you in the last week recognizedpubliclyone of your folks for a small act of cross-functional co-operation? 8. Have you in the last week recognizedpubliclyone of their folks (another function) for a small act of cross-functional co-operation? 9. Have you invited in the last month a leader of another function to your weekly team priorities meeting? 10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If truein your mindthen youre more out of touch than I dared imagine.)

102 11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps? 12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps … and what specifically you can do to remove a hurdle? (Ninety percent of what we call management consists of making it difficult for people to get things done.Peter His eminence Drucker.) 13. Have you celebrated in the last week a small (or large!) milestone reached? (I.e., are you a milestone fanatic?) 14. Have you in the last week or month revised some estimate in the wrong direction and apologized for making a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.) 15. Have you installed in your tenure a very comprehensive customer satisfaction scheme for all internal customers? (With major consequences for hitting or missing the mark.) 16. Have you in the last six months had a week-long, visible, very intensive visit-tour of external customers? 17. Have you in the last 60 days called an abrupt halt to a meeting and ordered everyone to get out of the office, and into the field and in the next eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging small problem through practical action? 18. Have you in the last week had a rather thorough discussion of a cool design thing someone has come acrossaway from your industry or functionat a Web site, in a product or its packaging? 19. Have you in the last two weeks had an informal meetingat least an hour longwith a frontline employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations? 20. Have you had in the last 60 days had a general meeting to discuss things we do wrong … that we can fix in the next fourteen days?

103 21. Have you had in the last year a one-day, intense offsite with each (?) of your internal customersfollowed by a big celebration of things gone right? 22. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure? 23. Have you learned the names of the children of everyone who reports to you? (If not, you have six months to fix it.) 24. Have you taken in the last month an interesting-weird outsider to lunch? 25. Have you in the last month invited an interesting-weird outsider to sit in on an important meeting? 26. Have you in the last three days discussed something interesting, beyond your industry, that you ran across in a meeting, reading, etc? 27. Have you in the last 24 hours injected into a meeting I ran across this interesting idea in [strange place]? 28. Have you in the last two weeks asked someone to report on something, anything that constitutes an act of brilliant service rendered in a trivial situation restaurant, car wash, etc? (And then discussed the relevance to your work.) 29. Have you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree time actually spent mirrors your espoused priorities? (And repeated this exercise with everyone on team.) 30. Have you in the last two months had a presentation to the group by a weird outsider?

104 31. Have you in the last two months had a presentation to the group by a customer, internal customer, vendor featuring working folks 3 or 4 levels down in the vendor organization? 32. Have you in the last two months had a presentation to the group of a cool, beyond-our-industry ideas by two of your folks? 33. Have you at every meeting today (and forever more) re-directed the conversation to the practicalities of implementation concerning some issue before the group? 34. Have you at every meeting today (and forever more) had an end-of-meeting discussion on action items to be dealt with in the next 4, 48 hours? (And then made this list publicand followed up in 48 hours.) And made sure everyone has at least one such item.) 35. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll of best places to work? 36. Have you in the last month approved a cool-different training course for one of your folks? 37. Have you in the last month taught a front-line training course? 38. Have you in the last week discussed the idea of Excellence? (What it means, how to get there.) 39. Have you in the last week discussed the idea of Wow? (What it means, how to inject it into an ongoing routine project.) 40. Have you in the last 45 days assessed some major process in terms of the details of the experience, as well as results, it provides to its external or internal customers?

105 41. Have you in the last month had one of your folks attend a meeting you were supposed to go to which gives them unusual exposure to senior folks? 42. Have you in the last 60 (30?) days sat with a trusted friend or coach to discuss your management styleand its long- and short-term impact on the group? 43. Have you in the last three days considered a professional relationship that was a little rocky and made a call to the person involved to discuss issues and smooth the waters? (Taking the blame, fully deserved or not, for letting the thing-issue fester.) 44. Have you in the last … two hours … stopped by someones (two-levels down") office- workspace for 5 minutes to ask What do you think? about an issue that arose at a more or less just completed meeting? (And then stuck around for 10 or so minutes to listenand visibly taken notes.) 45. Have you … in the last day … looked around you to assess whether the diversity pretty accurately maps the diversity of the market being served? (And …) 46. Have you in the last day at some meeting gone out of your way to make sure that a normally reticent person was engaged in a conversationand then thanked him or her, perhaps privately, for their contribution? 47. Have you during your tenure instituted very public (visible) presentations of performance? 48. Have you in the last four months had a session specifically aimed at checking on the corporate culture and the degree we are true to itwith all presentations by relatively junior folks, including front-line folks? (And with a determined effort to keep the conversation restricted to real world small casesnot theory.) 49. Have you in the last six months talked about the Internal Brand Promise? 50. Have you in the last year had a full-day off site to talk about individual (and group) aspirations?


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