1. Tom Peters’ EXCELLENCE. ALWAYS. Riyadh/15 November 2008

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. Slides at … tompeters.com

4. Context. excellence.

5. EXCELLENCE.

6. 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. 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. Michelangelo

7. “Insanely great” “Insanely great” Steve Jobs

8. “Radically thrilling” “Radically thrilling” BMW

9. 0 for 800

10. Context. This I believe.

11. 5K/5M

12. 5,000 miles for a 5-minute face-to -face meeting

13. 1/40

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

15. “FAIL, FAIL AGAIN. FAIL BETTER.” “FAIL, FAIL AGAIN. FAIL BETTER.” —Samuel Beckett

16. 4/40

17. DECENTRALIZATION. EXECUTION. ACCOUTABILITY. 6 :15A.M.

18. “Execution is strategy.” —Fred Malek

19. “almost inhuman disinterestedness in … strategy” —Josiah Bunting on U.S. Grant (from Ulysses S. Grant)

20. Relentless: “One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished.” Relentless: “One of my superstitions had always been when I started to go anywhere or to do anything, not to turn back, or stop, until the thing intended was accomplished.” —Grant

21. Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. Avoid moderation! Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

22. Sir Richard’s Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune on Branson

23. Context. This I believe II.

24. L(+21) = L(-21)

25. Leadership(21A.D.) = Leadership(21B.C.)

26. Context. BLACK SWANS.

27. The Black Swan has landed!

28. The Tactical Rules The Black Swan 44: Tactical Rules for Survival for Survival (and success) in Looney times in Looney times

29. “I [will] not accept the explanation of a recession negatively effecting the [new] business. There are still people traveling. We just have to get them to stay in our hotel.” —Horst Schulze, former president of Ritz Carlton, on his new luxury hotel chain, Capella, from Prestige (06.08)

30. Black Swan Tactical Rules 1. K.I.S.S. 2. Hammer on the basics. 3. Focus on us, not the competition. 4. Puzzle-solving: How to turn this into an opportunity. into an opportunity. 5. MBWA/X. 6. MBWA/I. 7. MBWA/Vendors. 8. Waaaaay over-communicate!!!!!! (With everyone—start with your (With everyone—start with your banker.) banker.)

31. Black Swan Tactical Rules 9. All work is team work. 10. Transparency. 11. Work the phones. 12. Perception of fairness. 13. Share the pain. 14. Decency!!!!!!! 15. Grace!! 16. “Thank you.” 17. Control your impatience— no temper tantrums. no temper tantrums. 18. Constant attitude checks—you.

32. Black Swan Tactical Rules 19. Dress for success. 20. Avoid burnout/you, the team, the entire organization. the entire organization. 21. Re-emphasize the company values-philosophy. (Now, values-philosophy. (Now, more than ever.) more than ever.) 22. Quality!!!!!! (Now, more than ever.) 23. No corner cutting. (Now, more than ever.) than ever.) 24. Constant reviews/War room. 25. Celebration of small wins.

33. Black Swan Tactical Rules 26. People First/HR is King. 27. Help people with personal financial management. financial management. 28. Be generous to those who are let go—e.g. healthcare benefits. let go—e.g. healthcare benefits. 29. Don’t over-analyze. 30. Don’t under-analyze. 31. Cuts all at once—if possible. 32. Cuts explained in great detail. 33. Quantitative calendar management—focus on “to don’ts.” management—focus on “to don’ts.”

34. Container store: 2x training$$$

35. Black Swan Tactical Rules 34. Increase customer-service training. training. 35. In general, minimize training cuts. 36. Be(very)ware R&D cuts; R&D quick pay SWAT teams. quick pay SWAT teams. 37. Beware such things as sales travel cuts, ad cuts. travel cuts, ad cuts. 38. “Across the board” = Dumb. 39. Is this a time to over-invest if cash is at hand? (E.g., distressed cash is at hand? (E.g., distressed innovative start-ups?) innovative start-ups?)

36. Black Swan Tactical Rules 40. Stealth work on the likes of XF communication. XF communication. 41. This could last a long time— LT prep is necessary now. LT prep is necessary now. 42. Prepare/Be prepared for more Black Swans. Black Swans. 43. Excellence. (Now, more than ever.) more than ever.) (44. Remember all this in peacetime—Chuck Knight’s peacetime—Chuck Knight’s legacy.) legacy.)

37. Context. Organizations exist to serve.

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

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

40. 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

41. Organizations exist to serve. Period. Leaders live to serve. Period. Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domain create/must necessarily create organizations which are … no less than “Cathedrals” in which the full and awesome power of the Imagination 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 jointly perceived soaring purpose and personal and community and client service Excellence. and Spirit and native Entrepreneurial flair of diverse individuals is unleashed … In passionate pursuit of jointly perceived soaring purpose and personal and community and client service Excellence.

42. "We all start out in life loving our fathers and mothers above everything else in the world, but that does not close the doors of love. That prepares us to love our wives and husbands and children and friends and to cooperate with and show respect to all worthy individuals with whom we come in contact or have an opportunity to reach in other ways. We must apply that to nations and to other businesses. "We in IBM must not confine our thoughts just to IBM. We must extend our cooperation to all other businesses whether we do business with them or not. We are one cog in the industrial wheel. "Then as citizens we must extend our respect to all worthy people in all nations. We are moving along in troublesome times, but the love of these various things of which I have spoken and of the people in whom we are interested is going to be the great force which will make us all appreciate the spiritual values which constitute the only solid foundation on which we can build." Thomas J. Watson, Sr. address to IBM Sales and Service Class 525 and Customer Engineers Class 528, IBM Country Club, Endicott, NY, October 30, 1941

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

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

45. Cause. Space. Decency. Service. Excellence. servant leadership.

46. “Leaders ‘SERVE’ people. Period.” “Leaders ‘SERVE’ people. Period.” (inspired by Robert Greenleaf)

47. “I have always believed that the purpose of the corporation is to be a blessing to the employees.” —Boyd Clarke (Boyd was the president of the Tom Peters (Boyd was the president of the Tom Peters Company for several years until his untimely death, at age 51, in 2006) death, at age 51, in 2006)

48. Context. Business as usual. alas.

49. – Peter Drucker “Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done.” – Peter Drucker

50. “It suddenly occurred to me …

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

52. “Tom, let me tell you the definition of a good lending officer. After church on Sunday, on the way home with his family, he takes a little detour to drive by the factory he just lent money to. Doesn’t go in or any such thing, just drives by and takes a look.”

53. Context. Business as unusual.

54. 4 November 2008. the unlikely election of barack obama. of barack obama. In part: a victory for “management excellence.”

55. *Internet mastery. (# s. “Movement. $$$$. Political agility.) (# s. “Movement. $$$$. Political agility.) *Field organization. *Discipline.

56. Context. Let’s get something straight.

57. “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious … Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

58. 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

59. “ 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

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

61. “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

62. Japan #4 china #2T USA #2T

63. #4 Japan #2T china #2t USA #1 Germany #4 Japan #2T china #2t USA #1 Germany

64. Reason!!! Mittelstand

65. Innovation Nation Innovation Nation **Market economy/“Creative destruction.” [most tries wins, market destruction.” [most tries wins, market decides, churn] decides, churn] **Mixed economy [P, S, M, L, XL] **Immigrants [hungry, hustling] **Disrespectfulness **Minimal fear of failure **Role models [present, past, “rags-t0-riches”] **Critical mass [geographic, finance, universities] **Research universities **Venture capital [“Angels” to VCs to IBs to IPOs]

66. people power: The talent 60

67. 1. people! People! people! People!

68. “The most important decisions businesspeople make are not ‘what’ decisions but ‘who’ decisions.” —Jim Collins, Good to Great

69. “Leaders ‘do’ people. Period.” “Leaders ‘do’ people. Period.” —Anon.

70. TP: TP: “How to flush $500,000 down the toilet in one easy lesson!!”

71. People! People!

72. 2. The “Customer” is “Job #1”!

73. And that principal customer is …

74. “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 Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the Annual Meeting) way in Dallas American Airlines’ pilots were picketing the Annual Meeting)

75. The Customer Comes Second —Hal Rosenbluth and Diane McFerrin Peters

76. 3. “Soft” Is “Hard.”

77. MBWA

78. 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”

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

80. Hard Is Soft Soft Is Hard

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

82. “The 7-S Model” Strategy Structure Systems Style Skills Staff Super-ordinate goal “The 7-S Model” Strategy Structure Systems Style Skills Staff Super-ordinate goal

83. “The 7-S Model” “Hard S s ” (Strategy, Structure, Systems) “Soft S S ” (Style, Skills, Staff, Super-ordinate goal) “The 7-S Model” “Hard S s ” (Strategy, Structure, Systems) “Soft S S ” (Style, Skills, Staff, Super-ordinate goal)

84. “The 7-S Model” Strategy Structure Systems Style (Corporate “Culture,” “The way we do things around here”) Skills (“Distinctive Competence/s”) Staff (People-Talent) Super-ordinate goal (Vision, Core Values) “The 7-S Model” Strategy Structure Systems Style (Corporate “Culture,” “The way we do things around here”) Skills (“Distinctive Competence/s”) Staff (People-Talent) Super-ordinate goal (Vision, Core Values)

85. 4. “Brand Inside” Rules!

86. Internal organizational excellence* = Deepest “Blue Ocean”

87. *Internal organizational excellence = “Brand inside”

88. B(I) > B(O)

89. 5. P.O.T./ Pursuit Of Talent = OBSESSION.

90. “The leaders of Great Groups love talent and know where to find it. They revel in the talent of others.” “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

91. 6. The “Find it” obsession: Biz “Strategic” Priority #1 ?!.

92. Consider it, and the implications: #1 Consider it, and the implications: #1

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

94. Who? Who? —The screening interview —The “Topgrading Interview” (story and patterns) (story and patterns) —Focused interview —Reference interview* *Detailed rituals, goals, follow-up Source: Who: The A Method for Hiring, Geoff Smart and Randy Street Geoff Smart and Randy Street

95. “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

96. C ta O talent acquisition C ta O* *Chief talent acquisition Officer

97. 7. Focus on the #1 Motivational Discriminator: Selection (& Training) of the First Line Supervisor!

98. #1 cause of Dis-satisfaction?

99. Employee retention & satisfaction: Overwhelmingly, based on their immediate manager! Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently

100. The “Big Three” Transitions MarriageParenthood 1 st Line Supervisor* *Accomplishment through others

101. 8. “Legacy” = 10!

102. 2/year = legacy.

103. 9. Talent “Excellence” in Every Part of Every Organization.

104. #1/100 “ Best Companies to Work for” /2005

105. Wegmans *2008: 3 of Top 5 retail: Wegmans, Container Store, Whole Foods

106. 10. Talent “Excellence” Stretches Far Beyond Our Borders.

107. We are the company we keep we keep

108. 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

109. The “Hang Out Axiom”: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about: “Innovate, ‘Yes’ or ‘No’ ”

110. “[CEO A.G.] Lafley has shifted P&G’s focus on inventing all its own products to developing others’ inventions at least half the time. One successful example Mr. Clean Magic Eraser, based on a product found in an Osaka market.” —Fortune

111. 11. Expand the definition of “our” talent pool: Master “Crowd-sourcing,” “Wikiworld”!

112. “There’s a fundamental shift in power happening. Everywhere, people are getting together and, using the Internet, disrupting whatever activities they’re involved in.” —Pierre Omidyar, founder, eBay

113. McCain v. Obama

114. “Technology massively multiplies soft power—particularly video technology, and particularly in the hands of non-state actors. … The power and distinction of a government’s voice is lost in the competing chatter, and in some ways it becomes the least compelling simply because it’s the least novel. It’s not just words competing against words. Images are now competing against images. People are visual creatures, and they tend to respond to videos and pictures on a much less rational and much more visceral level. … YouTube (and whatever follows it) will soon have greater global influence over narratives about international events (if it doesn’t already) than any government information source could hope to have.” —Foreign Policy, Nov-Dec 2008

115. “The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of ‘crowdsourcing.’” —Headline, FT, 0110.07

116. CEO/ Goldcorp Inc./ Red Lake gold Source: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams Rob McEwen/CEO/ Goldcorp Inc./ Red Lake gold Source: Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams

117. A New “C-Level? C W w O* *Chief WikiWorld Officer

118. 12. Stock up on “Technofreaks”!

119. Issue #1: To get the best you need a critical mass—and a rep as a first-rate Playground for Top Techies.

120. 13. Talent Masters Focus on Talent’s Intangibles.

121. EMPHASIZE THE “SOFT SKILLS.”

122. A Few Lessons from the Arts Each hired and developed and evaluated in unique ways (23 contributors = 23 unique contributions = 23 pathways = 23 personalities = 23 sets of motivators) Attitude/Enthusiasm/Energy paramount Re-lent-less! “Practice is cool” (G Leonard/Mastery) Team and individual Aspire to EXCELLENCE = Obvious Ex-e-cu-tion Talent = Brand = Duh “The Project” rules Emotional language Bit players. No. B.I.W. (everything) Delta events = Delta rosters (incl leader/s)

123. 14. Hire enthusiasm!

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

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

126. 15. Hire resilience!

127. “ 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

128. “We eat change for breakfast.” “We eat change for breakfast.” —Harry Quadracci

129. Ocean racer?

130. 16. Hire for _____!

132. Half-full Cups: “[Ronald Reagan] radiated an almost transcendent happiness.” —Lou Cannon

133. “Success or Failure”/Try Instead “Optimism or Failure”/From Martin Seligman’s Learned Optimism: “I believe the traditional wisdom is incomplete. A composer can have all the talent of a Mozart and a passionate desire to succeed, but if he believes he cannot compose music, he will come to nothing. He will not try hard enough. He will give up too soon when the elusive right melody takes too long to materialize. Success requires persistence, the ability to not give up in the face of failure. I believe that … OPTIMISTIC EXPLANATORY STYLE … is the key to persistence. … The optimistic-explanatory-style theory of success says that in order to choose people for success in a challenging job, you need to select for three characteristics: (1) Aptitude. (2) Motivation. (3) Optimism. All three determine success.” for success in a challenging job, you need to select for three characteristics: (1) Aptitude. (2) Motivation. (3) Optimism. All three determine success.”

134. 17. Hire Staffers with a “Professional Service firm” [psf] “Mentality”

135. “M” = $0

136. IB M : $55B* *Also, among others in the same ballpark, the recent linkup of HP and EDS

137. “THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.”: “IPM [Integrated Project Management] strays from [Schlumberger’s] traditional role as a service provider and moves deeper into areas once dominated by the majors.” Source: BusinessWeek cover story, January 2008

138. “Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for Corporate America” —Headline/BW “UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent.” —ecompany.com (E.g., UPS Logistics manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

139. The Value-added Ladder/TRANSFORMATION Customer Success/ Gamechanging Solutions Services Goods Raw Materials

140. Managing Partner, ISInc. Department Head to … Managing Partner, IS [HR, R&D, etc.] Inc.

141. PSF Answer to prayers small and large: PSF

142. Ideal “finance staffer”: **Full-scale “business partner” [CFO?] to the/each department [CFO?] to the/each department she serves. she serves. **Not cop—obsessed instead with value-added value-added **Integration first, “stovepipe” secondary secondary**MBWA/bigtime **Networker to the rest of Finance

143. 18. Hire “Design- Mindedness”!

144. “Design is treated like a religion at BMW.” —Fortune

145. “You know a design is good when you want to lick it.” —Steve Jobs Source: Design: Intelligence Made Visible, Stephen Bayley & Terence Conran Stephen Bayley & Terence Conran

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

147. 19. Embrace the “action Faction”!

148. 1/40

149. “We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version # 5. By the time our rivals are ready with wires and screws, we are on version ready with wires and screws, we are on version # 10. It gets back to planning versus acting: We act from day one; others plan how to plan— for months.” —Bloomberg by Bloomberg # 10. It gets back to planning versus acting: We act from day one; others plan how to plan— for months.” —Bloomberg by Bloomberg

150. 20. Cheer [and promote for!] the worthy failures!

151. “In business, you reward people for taking risks. When it doesn’t work out you promote them-because they were willing to try new things. If people tell me they skied all day and never fell down, I tell them to try a different mountain.” —Michael Bloomberg (BW/0625.07)

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

153. “FAIL, FAIL AGAIN. FAIL BETTER.” “FAIL, FAIL AGAIN. FAIL BETTER.” —Samuel Beckett

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

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

156. 21. Exalt the “dull” Doers!!

157. Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer …

158. Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer: “ remember to tuck the shower curtain inside the bathtub”

159. “Execution is strategy.” —Fred Malek

160. In the recruiting process, perform a microscopic analysis of the candidate’s proclivity for action. Look for a ton of supporting specifics. Judge by body language what sorts of riffs turn him-her on … and off. If the turn ons invariably come from conceptual discussions— watch out. If the eyes gleam while on the topic of implementation … you may have a winner on your hands.

161. 22. Hire Relentless!

162. “eighty percent of success is showing up.” —Woody Allen

163. 23. Hire and Promote for “relationship excellence.”

164. R.O.I.R. Rules!

165. Return on investment in relationships

166. “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 * (05.08) *“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust 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.” it was a quality that would pay great dividends during his future coalition command.”

167. X =XFX* *Excellence = Cross-functional Excellence

168. The “XF-50”: 50 Ways to Enhance Cross-Functional Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”* *Entire “XF-50” List is at The “XF-50”: 50 Ways to Enhance Cross-Functional Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions’”* *Entire “XF-50” List is at Appendix FIVE

169. Never waste a lunch! Never waste a lunch!

170. ???? ???? % XF lunches* *Measure!

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

172. 24. HR Is “Cool.”

173. Chicago: HRMAC

174. or “support function” / “cost center” / “bureaucratic drag” or …

175. “ Rock Stars of the Age of Talent” Are you … “ Rock Stars of the Age of Talent”

176. 25. HR Sits at The Head Table.

177. A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd: First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. Second: Putting HR on a par with finance and marketing.

178. 26. Re-name “HR.”

179. Talent Department

180. People Department Center for Talent Excellence Seriously Cool People Who Recruit & Develop Seriously Cool People Etc.

181. 27. There Is an “HR Strategy”/ “HR Vision”

182. EVP/ IBP What’s your company’s … EVP/ IBP?* *Employee Value Proposition, per Ed Michaels et al., The War for Talent; IBP/Internal Brand Promise per TP

183. EVP/IBP = Remarkable challenge, rapid professional growth, respect, satisfaction, fun, stunning opportunity, exceptional reward, amazing peer group, full membership in Club Adventure, maximized future employability Source: Ed Michaels, The War for Talent; TP

184. 28. Acquire for Talent!

185. Omnicom's acquisitions: “not for size per se”; “buying talent;” “deepen a relationship with a client.” Source: Advertising Age

186. 29. There Is a FORMAL Leadership Development Strategy.

187. “Crotonville”! Purchase!

188. 30. There Is a FORMAL STRATEGIC HR Review Process.

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

190. Milliken’s “War Room”* *Top 200

191. 31. “People”/ “Talent” Reviews Are the FIRST Reviews.

192. 32. HR Strategy = BUSINESS Strategy.

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

194. 33. Make it a “Cause Worth Signing Up For.”

195. “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, trust.” “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, trust.” — Howard Schultz, Starbucks (IBD/09.05)

196. 34. Goal: Amazing quests! Life Success! Dreams Come true! [for everyone ]

197. “The role of the Director is to create a space where the actors and actresses can become more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance speech

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

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

200. % of people with …

201. … Dreams? … Dreams?

202. 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 company’s purpose is to become the- best-version-of-itself. The question is: What is an employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the employee’s role, but an employee’s 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.”

203. What is an employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the employee’s role, but an employee’s primary purpose is to become the-best-version-of- himself or –herself. —Matthew Kelly, The Dream Manager What is an employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the employee’s role, but an employee’s primary purpose is to become the-best-version-of- himself or –herself. —Matthew Kelly, The Dream Manager

204. DRD: Dream Realization Department

205. 35. Enlist Everyone in Challenge Century21/ Foster Independence.

206. “One of the defining characteristics [of the change] is that it will be less driven by countries or corporations and more driven by real people. It will unleash unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled.” —Clyde Prestowitz, Three Billion New Capitalists

207. BRAND YOU. NO OPTION.

208. “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

209. Muhammad Yunus: “ All human beings are entrepreneurs. When we were in the caves we were all self- employed... finding our food, feeding ourselves. That’s 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.”

210. Distinct Extinct Distinct … or … Extinct

211. Win-win* *Damn it!

212. 36. create an accountable workplace.

213. “GE has set a standard of candor. … There is no puffery. … There isn’t an ounce of denial in the place.” —Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)

214. 37. Ensure that the Review Process Has INTEGRITY.

215. 25 = 100* 25 = 100* * “But what do I do that’s more important than developing people? I don’t do the damn work. They do.” —GK

216. 38. Training I: Train! Train! Train!

217. 26.3HPY

218. It’s a numbers game! (mostly)

219. “Have you invested as much this year* in your career as in your car?” —Molly Sargent

220. 39. Training II: 100% “Business People”!

221. New Work SurvivalKit.2008 1. MASTERY! (Best/Absurdly Good at Something!) 2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!) 3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty) 5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity! 6. CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from horizontal/“colleague”/“mate” loyalty) 5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity! 6. CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) 9. Comfortable with Your Skin (Bring “interesting you” to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?) 11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer) 12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer) Web site? Do you Blog?) 11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer) 12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer) 13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)

222. 40. Training III: 100% LEADERS!

223. “The Marine Corps believes that all Marines must learn to lead. In order to survive the chaos and uncertainty of war, a Marine is taught how to be decisive, how to take care of others, and how to take responsibility for her actions.” —Leading from the Front, Angie Morgan and Courtney Lynch

224. 41. Training IV: Boss as Trainer- in-Chief!

225. “Workout” = 24 DPY in the Classroom

226. 42. Training V: MBA S relevant to GTD [Getting things Done]

227. The GTD* MBA *Getting Things Done

228. Core *Managing people I, II, III, IV *Creating and managing systems with high impact with high impact *Leadership I, II *Servant leadership *Execution I, II, III *Creating a “Try it now”-“Fail Forward Fast”-“Ready. Fire. Aim.” “culture” Fast”-“Ready. Fire. Aim.” “culture” *Maximizing ROIR [Return On Investment in Relationships] in Relationships] *Sales I, II, III, IV *Service basics I, II *Creating incredible customer experiences experiences

229. Core *The art and science of influence I, II *Crucial conversations-Crucial confrontations confrontations *Accounting* I, II [*acctg., not “finance”] *Accountability I, II *Calendar mastery/Mastering “to don’t” *MBWA I, II *Nurturing and harvesting curiosity in one and all in one and all *Giving great presentations I, II *Active listening I, II *Excellence as aspiration, Excellence everywhere, Excellence everywhere, Excellence all the time Excellence all the time

230. Other *Recruiting top talent for 100% of enterprise jobs enterprise jobs *Recruiting for smile, enthusiasm, energy energy *Nurturing top talent *Helping people (employees, customers, vendors, communities) customers, vendors, communities) grow and realize their dreams grow and realize their dreams *The promotion decision *Women as pre-eminent leaders *Building friends through effective firing firing *The power of decentralization—and the barriers thereto the barriers thereto

231. Other *The art of finding and loving weirdos *Creating an environment of respect and decency and decency *The pre-eminent role of emotion in everything everything *Saying “thank you” I, II *Aggressive apologizing *Giving good phone, working the phones *Creating and nurturing lasting win-win alliances alliances *Creating or changing a unit’s “culture” *The real “stuff”-basics of cross- functional excellence functional excellence

232. Other *Developing and sustaining a spirited workplace workplace *Becoming the gemstone of the community community *Mastering the Internet I, II *Appreciating and playing with new technologies technologies *Knowing oneself *Marketing *Marketing to women I, II *Marketing to boomers-geezers I, II *Design-mindedness as a “cultural” attribute attribute

233. Other *The Art of the Nudge *Rapid prototyping of everything, and the Art of Serious Play and the Art of Serious Play *Rewarding failures *Increasing a business’s metabolic rate *Diversity power everywhere *The power of universal transparency Spare Time*Strategy*Finance*Globalization

234. 43. Training VI: The REAL Bedrock of the “Talent Thing.”

235. “My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a state requirement for demonstrating ‘grade-level motor skills.’ ” —Jordan Ayan, AHA!

236. 44. Re- spect!

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

238. “Ladies and gentlemen serving ladies and gentlemen” Ritz Carlton Credo, from Horst Schulte

239. “The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. ‘When General Grant reached the line of ragged, filthy, bloody, despairing prisoners strung out on each side of the bridge, he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. He was the only officer in that whole train who recognized us as being on the face of the earth.’*” *quote within a quote from diary of a Confederate soldier

240. 45. Encourage Dis -respect!

241. All You Need to Know About “Sources of Innovation” Angry people! [with the status quo]

242. 46. Talent Excellence! Leaders who ask! Leaders who listen!

243. “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, source of posted at tompeters.com, source of original unknown (0609.08) original unknown (0609.08)

244. 18”

245. 47. “Thoughtful” works! “Thoughtful” Wins! !

246. “We are thoughtful in all we do.”

247. Thoughtfulness is key to customer retention. Thoughtfulness is key to employee recruitment and satisfaction. and satisfaction. Thoughtfulness is key to brand perception. Thoughtfulness is key to your ability to look in the mirror—and tell your kids about your job. “Thoughtfulness is free.” Thoughtfulness is key to speeding things up— it reduces friction. it reduces friction. Thoughtfulness is key to transparency and even cost containment—it abets rather than stifles cost containment—it abets rather than stifles truth-telling. truth-telling.

248. “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

249. 0 of 15

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

251. “There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. Kindness is free. Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

252. 48. Thank You !

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

254. 49. MBWA: Visible Leadership!

255. MBWA

256. 50. Promote for “people skills.” (THE REST IS DETAILS.)

257. “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, Honeywell/AlliedSignal, in Execution

258. 51. Honor Youth.

259. “Why focus on these late teens and twenty- somethings? Because they are the first young who are both in a position to change the world, and are actually doing so. … For the first time in history, children are more comfortable, knowledgeable and literate than their parents about an innovation central to society. … The Internet has triggered the first industrial revolution in history to be led by the young.” The Economist

260. 52. Provide Early Leadership Assignments.

261. The WOW! (sub)project

262. 53. Create a FORMAL System of Mentoring.

263. W. L. Gore Quad/Graphics

264. 54. Diversity of every sort!

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

266. 55. Hire (& Protect!) Weird!

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

268. CM Prof Richard Florida on “Creative Capital”: “You cannot get a technologically innovative place … unless it’s open to weirdness, eccentricity and difference.” Source: New York Times/06.01.2002

269. Why Do I love Freaks? (1) Because when Anything Interesting happens … it was a freak who did it. (Period.) (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.) (3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.) (4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) (5) Freaks are the only (ONLY) ones who succeed—as in, make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.)

270. 56. WOMEN [should] RULE!

271. “Forget China, India and the Internet : Economic Growth Is Driven by Women.” “Forget China, India and the Internet : Economic Growth Is Driven by Women.” —Headline, Economist, April 15, 2006, Leader, page 14

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

273. “Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women’s increased purchasing power; over the past decade the value of shares in Goldman’s basket has risen by 96%, against the Tokyo stockmarket’s rise of 13%.” —Economist, April 15

274. “ AS LEADERS, WOMEN RULE*: TITLE/ Special Report/ BusinessWeek *See more at Appendix SIX “ AS LEADERS, WOMEN RULE*: New Studies find that female managers outshine their male counterparts in almost every measure” TITLE/ Special Report/ BusinessWeek *See more at Appendix SIX

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

276. 57. We Are All Unique.

277. 53 = 53

278. Beware Standardized Evals: One size NEVER fits all. One size fits one. Period.

279. 53 Players = 53 Projects = 53 different success measures.

280. 58. Capitalize on Strengths.

281. The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify each person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.” —Marcus Buckingham, The One Thing You Need to Know “ The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify each person’s weaker areas and eradicate them. The great manager believes the opposite. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance.” —Marcus Buckingham, The One Thing You Need to Know

282. “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

283. 59. Talent = Brand.

284. The Top Five “Revelations” Better talent wins. Talent management is my job as leader. Talented leaders are looking for the moon and stars. Over-deliver on people’s dreams – they are volunteers. Pump talent in at all levels, from all conceivable sources, all the time. Source: Ed Michaels et al., The War for Talent

285. 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

286. Brand = Talent.

287. 60. excellence.

288. Bonus: The “5E s ” Credo

289. E nthusiasm! E xecution! E xperience! E mpathy! E xcellence!

290. Enthusiasm! (Matchless and internally and externally contagious and visible energy and vitality.) Execution! (A bulldog, unglamorous effort aimed at GTD/“getting things done” is the Holy Grail and principal source of pride—the “strategy bit” is secondary to the “do it” bit.) Experience ! (The organization delivers its product—including accounting services from an internal department to its customer departments—with panache.) Empathy! (Despite the abiding emphasis on hustle and GTD, Character and Care in all we do is an abiding hallmark of the enterprise.) Excellence! (Head-turning aspirations from the world-class busboy to the world-class chef to the world-class parking valet.)

291. “Excellence 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)

292. 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. 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. Michelangelo