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

Part 1.3 Tom Peters’ EXCELLENCE. ALWAYS. NEW MASTER/21 August 2008

Slides at … tompeters.com

Ten Parts P1.1, P1.2, P1.3, P1.4/Generic P2/Leadership P3/Talent P4/“Value-added Ladder” P5/“New” Markets P6/“The Equations” P7/Implementation P8/13 “Guru Gaffes” P9/Health“care” P10/“The Lists” Ten Parts P1.1, P1.2, P1.3, P1.4/Generic P2/Leadership P3/Talent P4/“Value-added Ladder” P5/“New” Markets P6/“The Equations” P7/Implementation P8/13 “Guru Gaffes” P9/Health“care” P10/“The Lists”

Part 1.3

X =XFX* * Excellence = Cross-functional Excellence

**Stanford/Hagadorn/Interdisciplinary raison d’etre **Conoco/geologists-geophysicists **Old HP/R&D-Sales **Schlumberger IPM-IBM Global Services- UPS Logistics, HP-EDS (“bet the company” on integrating others’ product offerings) **GSK/7 CEDDs **Chiat/Day **Batalden/DHMC/“clinical microsystems” **9-11 Commission **JCS assignment pre-Flag **Etc **Etc

The “XF-50”: 50 Ways to Enhance Cross- Functional Effectiveness and Deliver Speed, “Service Excellence” and “Value- added Customer ‘Solutions’”

Never waste a lunch!* Never waste a lunch!*

???? ???? % XF lunches* *Measure!

??????? “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!”

Loser: “He’s such a suck-up!” Winner: “He’s such a suck-down.”

C(I)>C(E)

1. It’s our organization to make work—or not. It’s not “them,” the outside world that’s the problem. The enemy is us. Period. 2. Friction-free! Dump 90% of “middle managers”—most are advertent or inadvertent “power freaks.” We are all—every one of us—in the Friction Removal Business, one moment at a time, now and forevermore. 3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an Automatic Firing Offense. Period. No appeals. (Within the limits of civility, somewhat “public” firings are not out of the question—that is, make one and all aware why the axe fell.) 4. Everything on the Web. This helps. A lot. (“Everything” = Big word.) 5. Open access. All available to all. Transparency, beyond a level that’s “sensible,” is a de facto imperative in a Burn-the-Silos strategy. 6. Project managers rule!! Project managers running XF (cross- functional) projects are the Elite of the organization, and seen as such and treated as such. (The likes of construction companies have practiced this more or less forever.) 7. “Value-added Proposition” = Application of integrated resources. (From the entire supply- chain.) To deliver on our emergent business raison d’etre, and compete with the likes of our Chinese and Indian brethren, we must co-operate with anybody and everybody “24/7.” IBM, UPS and many, many others are selling far more than a product or service that works—the new “it” is pure and simple a product of XF co-operation; “the product is the co-operation” is not much of a stretch.

GSK: 7 “CEDDs” … Centers of Excellence for Drug Discovery

Promote “FRSs” (Friction Reduction Specialists—nobody can figure out what they “do’” but when they’re around things mysteriously get done (Women? Not clear) FRSs kin to HROs, IROs (Hurdle Removal Officers, Impedance Reduction Officers)

“Clinical microsystem,” linked microsystems, patient-centric “care teams” —Paul Batalden/DHMC Source: “What System?” Dartmouth Medicine, Summer 2006

“Clinical microsystem,” linked microsystems, patient-centric “care teams” —Paul Batalden/DHMC Source: “What System?” Dartmouth Medicine, Summer 2006; also: Quality By Design: A Clinical Microsystems Approach by Eugene C. Nelson, Paul B. Batalden, and Marjorie M. Godfrey Quality By Design: A Clinical Microsystems ApproachQuality By Design: A Clinical Microsystems Approach

“Clinical microsystem,” linked microsystems, patient-centric “care teams” —Paul Batalden/DHMC Source: “What System?” Dartmouth Medicine, Summer 2006 Quality By Design: A Clinical Microsystems Approach by Eugene C. Nelson, Paul B. Batalden, and Marjorie M. Godfrey Quality By Design: A Clinical Microsystems Approach Quality By Design: A Clinical Microsystems Approach

K.i.s.s. *Keep It Simple, Stupid

Nudge. Sway. K.I.S.S. *Keep It Simple, Stupid

Case: The “simple” Checklist!

90K in U.S.A. ICUs on any given day; 178 steps/day in ICU. 50% stays result in “serious complication” Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

** Peter Pronovost, Johns Hopkins, 2001 **Checklist, line infections **1/3 rd at least one error when he started **Nurses/permission to stop procedure if doc, other not following checklist **In 1 year, 10-day line-infection rate: 11% to … 0% Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

**Docs, nurses make own checklists on whatever process-procedure they choose **Within weeks, average stay in ICU down 50% Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

**Replicate in Inner City Detroit (resource strapped—$$$, staff cut 1/3 rd, poorest patients in USA) **Nurses QB the process **Project manager for overall process implementation **Exec involvement (help with “little things”—it’s all “little things”) **Blue Cross/insurers, small bonuses for participating **6 months, 66% decrease in infection rate; USA: bottom 25% in hospital rankings to … top 10% Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)

“[Pronovost] is focused on work that is not normally considered a significant contribution in academic medicine. As a result, few others are venturing to extend his achievements. Yet his work has already saved more lives than that of any laboratory scientist in the last decade.” —Atul Gawande, “The Checklist” (New Yorker, 1210.07)

Compression hose would mostly fix the hospital problem: “According to the American Heart Association, up to two million Americans are affected annually by deep vein thrombosis. Of those who develop pulmonary embolism, up to 300,000 will die each year.... Deep vein thrombosis also is among the leading causes of preventable hospital death. Even more disturbing is the fact that, according to a U.S. multi-center study published by two of ClotCare's editorial board members, 58% of patients who developed a DVT while in the hospital received no preventive treatment despite the presence of multiple risk factors and overwhelming data that prophylaxis is very effective at reducing these events.” —Marie B. Walker, clotcare.com, March 2008

Sprint/Overland Park KS: Slow elevators, distant parking lots with infrequent buses, “food court” as “poorly” placed as possible, etc. Source: New York Times

“Everything matters” -80% Source: Nudge, Richard Thaler and Cass Sunstein, etching of fly in the urinal reduces “spillage” by 80%, Schiphol Airport reduces “spillage” by 80%, Schiphol Airport

Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo “ Beware of the tyranny of making Small Changes to Small Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo

“Beware of the tyranny of making S mall Changes to Small Things. Rather, make Big Changes to Big Things … using Small, Almost Invisible Straightforward Levers with Big Systemic Impact.” —TP

Lisbon/New Biz: Weeks to … Minutes (!!!!) Lisbon/New Biz: Weeks to … Minutes (!!!!)

First Steps: “Beauty Contest”! 1. Select one form/document: invoice, airbill, sick leave policy, customer returns claim form. 2.Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/Sucks; 10 = Work of Art] on four dimensions: Beauty. Grace. Clarity. Simplicity. Clarity. Simplicity. 3. Re-invent! 4.Repeat, with a new selection, every 15 working days. every 15 working days.

BeautyGrace Clarity ClaritySimplicity

One bank is currently claiming to … “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

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

“Seek honest, minimalist management. Look for companies run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. If management can’t explain the business in plain English, move on to another firm. If you see phrases like ‘creating knowledge-based value in emerging markets’ … someone is trying to pull the wool over your eyes, you lazy Fool. Run.” “Seek honest, minimalist management. Look for companies run by a team that explains things clearly and briefly. … You can tell a lot about the firm by reading an annual report or two. If management can’t explain the business in plain English, move on to another firm. If you see phrases like ‘creating knowledge-based value in emerging markets’ … someone is trying to pull the wool over your eyes, you lazy Fool. Run.” —Seth Jayson, “Stocks for the Lazy Investor,” The Motley Fool

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

People! People!

Brand = Talent.

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

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

B(I) > B(O)

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 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.

… 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.

Hire very good people!

20 40 $25$80 2 “We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia- Pacific … changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years.” —Ed Michaels, War for Talent

PUT HR AT THE HEAD OF THE HEAD TABLE. BEST PEOPLE. NOBLEST MISSION.

“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

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.”

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

“[The CIA Director] never gave orders. He ‘floated ideas,’ he found gold dust in the opinions of his subordinates, he made what he called suggestions. Sometimes these suggestions baffled, sometimes they took the breath away. In [the Director’s] mind, nothing was impossible. He was loved for this. After all, to be told you were capable of doing the impossible was the rarest kind of flattery.” Source: Christopher’s Ghosts, Charles McCarry

Dick-Ben-Blake **Took me seriously **Made me full member of an older team **Believed I could do excellent work without much supervision—and conveyed that much supervision—and conveyed that belief belief **Calmed me down upon occasion **Shared gossip with me that I shouldn’t have heard have heard **Took me to meetings I would not normally attend—let me present attend—let me present **Taught me “the ropes” ** “We’re here to serve the battalions and the sailors”—focus on the Big Task the sailors”—focus on the Big Task **Get The Damn Job Done! **Good work >> Good paperwork **MBWA

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

The Dream Manager —Matthew Kelly

??? % of people with …

… Dreams … Dreams

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.”

Exec: “… but Tom, how do we find out what it is that people really want?” Tom (after a long pause and a lot of thought —and I’m not kidding):

Exec: “… but Tom, how do we find out what it is that people really want?” Tom (after a long pause and a lot of thought—and I’m not kidding): “Ask ‘em.”

“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)

EMPHASIZE THE “SOFT SKILLS.”

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

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

“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.”

#18.10

53 = 53

#18.10.1

But … **“School” on evaluating and developing people developing people **Major (demonstrated) (formal) time commitment to evaluation time commitment to evaluation (GK: 100 days/yr for 25 people—2 per year, (GK: 100 days/yr for 25 people—2 per year, one collecting data, one offsite) one collecting data, one offsite) **Evaluation of your skills as evaluator (and developer) **Checklists are fine **Prose evaluations by both parties good (schools: tests vs parties good (schools: tests vs “demonstrations”) “demonstrations”)

#18.11

Hostmanship: The Art of Making People Feel Welcome —Jan Gunnarsson and Olle Blohm

“The path to a hostmanship culture paradoxically does not go through the guest. In fact it wouldn’t be totally wrong to say that the guest has nothing to do with it. True hostmanship leaders focus on their employees. What drives them 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.” Source: Jan Gunnarsson and Olle Blohm, Hostmanship: The Art of Making People Feel Welcome

The Customer Comes Second: Put Your People First and Watch ’Em Kick Butt —Hal Rosenbluth and Diane McFerrin Peters (no relation—be delighted if she was)

“You have to treat your employees like customers.” —Herb Kelleher, upon being asked his “secret to success” Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the way in Dallas American Airlines’ pilots were picketing the Annual Meeting) Annual Meeting)

#18.12

2/year = legacy.

#18.13

#1 cause of Dis-satisfaction?

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

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

#18.14

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

“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

“Connoisseur of Talent” (from Warren Bennis & Patricia Ward Biederman, Organizing Genius) PARC’s Bob Taylor: “Connoisseur of Talent” (from Warren Bennis & Patricia Ward Biederman, Organizing Genius)

#18.15

“Leaders ‘SERVE’ people. Period.” “Leaders ‘SERVE’ people. Period.” —inspired by Robert Greenleaf

“ I have always believed that the purpose of the corporation is to be a blessing to the employees.” * —Boyd Clarke *TP: An “organization” is, in fact and after all is said and done, a/the “house” in which most of us “live” most of the time. is said and done, a/the “house” in which most of us “live” most of the time.

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

“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)

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

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

#18.16

“Every child is born an artist. The trick is to remain an artist.” —Picasso

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.” Source: Muhammad Yunus/2006 Nobel Peace prize winner, father of micro-lending /The News Hour—PBS/1122.2006

Investment in Higher Ed: U.S.: 2.6% GDP* ** *** Europe: 1.2% Japan: 1.1% *8 of top 10 universities; 68% of top 50; 10 of top 10 in information sciences 10 of top 10 in information sciences **Etc: 76% of world biotech revenues ***Minister of education, Singapore: “We both have meritocracies. Yours is a talent meritocracy, ours is an exam meritocracy.” Source: “The Future of American Power,” Fareed Zakaria, Foreign Affairs, vol 87, no. 3

#18.17

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

EXCELLENCE. INDIVIDUAL. BRAND YOU.

“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

1. Can someone overseas do it cheaper? 2. Can a computer do it faster? 3. Is what you’re selling in demand in an age of abundance? Source: Dan Pink

“ If there is nothing very special about your work, no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.” “ If there is nothing very special about your work, no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.” —Michael Goldhaber, Wired

Distinct Extinct Distinct … or … Extinct

BRAND YOU. NO OPTION.

“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

“The general, speaking with what felt was authority, always insisted that, if you bring off adequate preservation of your personal myth, nothing much else in life matters.” —Anthony Powell

“Carpenters bend wood; fletchers bend arrows; wise men fashion themselves.” — Buddha

“If you can’t describe your position in eight words or less, you don’t have a position.” — Jay Levinson and Seth Godin, Get What You Deserve! The Rule of Positioning “If you can’t describe your position in eight words or less, you don’t have a position.” — Jay Levinson and Seth Godin, Get What You Deserve!

“Nobody gives you power. You just take it.” — Roseanne

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.” Source: Muhammad Yunus/The News Hour—PBS/1122.2006

The electrician knows!

PSF Brand You Wow! Projects Core Mechanism : “Game-changing Solutions” PSF (Professional Service Firm “model”/The Organizing Principle ) + Brand You (“Distinct” or “Extinct”/The Talent ) + Wow! Projects (“Different” vs “Better”/The Work )

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!)

Thriving in 24/7 (Sally Helgesen) *START AT THE CORE. Nimbleness only possible if we “locate our inner voice,” take regular inventory of where we are. *LEARN TO ZIGZAG. Think “gigs.” Think lifelong learning. Forget “old loyalty.” Work on optimism. *CREATE OUR OWN WORK. Articulate your value. Integrate your passions. I.D. your market. Run your own business. *WEAVE A STRONG WEB OF INCLUSION. Build your own support network. Master the art of “looking people up.” Thriving in 24/7 (Sally Helgesen) *START AT THE CORE. Nimbleness only possible if we “locate our inner voice,” take regular inventory of where we are. *LEARN TO ZIGZAG. Think “gigs.” Think lifelong learning. Forget “old loyalty.” Work on optimism. *CREATE OUR OWN WORK. Articulate your value. Integrate your passions. I.D. your market. Run your own business. *WEAVE A STRONG WEB OF INCLUSION. Build your own support network. Master the art of “looking people up.”

“troupe of actors.” ACTING: Think of a person as a “troupe of actors.” (“Many truths about oneself” which must all be understood if one is to know oneself.) Source: A..C. Grayling, The Meaning of Things: Applying Philosophy to Life

Personal “Brand Equity” Evaluation –My current Project is challenging me … –New things I’ve learned in the last 90 days include … –I am known for [2 to 3 things]; next year at this time I’ll also be known for [1 more thing]. –My public “recognition program” consists of … –Additions to my Rolodex in the last 90 days include … –My resume is discernibly different from last year’s at this time … at this time …

R.D.A. Rate: 15%?, 25%? Therefore: Formal “Investment Strategy”/ R.I.P.* *Renewal Investment Plan

R.D.A.* Rate: 15%? 25%? Therefore: Formal “Investment Strategy”/ R.I.P.** *Rapidly Depreciating Asset (You!) **Renewal Investment Plan

“The only thing you have power over is to get good at what you do. That’s all there is; there ain’t no more!” —Sally Field

Richard Sennett: “Craftsmanship,” “a sustaining life narrative” Richard Sennett: “Craftsmanship,” “a sustaining life narrative” Source: Stefan Stern on Management, FT, 0710.07

“Worthy” Ambition vs. “Mere” Ambition per MILTON “The difference is well illustrated by the contrast between the person who says he ‘wishes to be a writer’ and the person who says he ‘wishes to write.’ The former desires to be pointed out at cocktail parties, the latter is prepared for the long, solitary hours at as desk; the former desires a status, the latter a process; the former desires to be, the latter to do.” —A..C. Grayling, The Meaning of Things: Applying Philosophy to Life [C.f. JOHN BOYD on “be-do.”]

“Happiness” & “Leisure” per ARISTOTLE HAPPINESS: Eudaimonia … well-doing, living flourishingly. Megalopsychos … “great-souled,” “magnanimous.” More: respect and concern for others; duty to improve oneself; using one’s gifts to the fullest extent possible; fully aware; making one’s own choices. LEISURE: pursue excellence; reflect; deepen understanding; opportunity to work for higher ends. [“Rest” vs. “leisure.”] Source: A.C. Grayling, The Meaning of Things: Applying Philosophy to Life

“My ancestors were printers in Amsterdam from 1510 or so until 1750, and during that entire time they didn’t have to learn anything new.” “My ancestors were printers in Amsterdam from 1510 or so until 1750, and during that entire time they didn’t have to learn anything new.” —Peter Drucker, Business 2.0

“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, Business 2.0

1 Person! Wendy Kopp, Princeton senior (1989) Teach America (19,000-2,400) 10% Dartmouth, Yale 17,000 to date Principal hirer of college graduates “One of the few jobs that people pass up Goldman Sachs for is Teach America” (Edie Hunt, HR) 1 Person! Wendy Kopp, Princeton senior (1989) Teach America (19,000-2,400) 10% Dartmouth, Yale 17,000 to date Principal hirer of college graduates “One of the few jobs that people pass up Goldman Sachs for is Teach America” (Edie Hunt, HR) Source: Fortune, 1127.06

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

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

When was the last time you asked, ‘What do I want to be?’ ” —Sara Ann Friedman, Work Matters “ When was the last time you asked, ‘What do I want to be?’ ” —Sara Ann Friedman, Work Matters

“All of our artistic and religious traditions take equally great pains to inform us that we must never mistake a good career for good work. Life is a creative, intimate, unpredictable conversation if it is nothing else—and our life and our work are both the result of the way we hold that passionate conversation.” —David Whyte, Crossing the Unknown Sea: Work as a Pilgrimage of Identity

A “position” is not an “accomplishment.” —TP

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

“This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.” “This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one … the being a force of Nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.” —GB Shaw/ Man and Superman

“How Would You Play Today If You Knew You Could Not Play Tomorrow” “How Would You Play Today If You Knew You Could Not Play Tomorrow” Source: Slogan for Loyola’s lacrosse season, from coach Diane Geppi-Aikens (Lucky Every Day: The Wisdom of Diane Geppi-Aikens, by Chip Silverman)

“Make each day a Masterpiece!” “Make each day a Masterpiece!” —JW

“Tell me, what is it you plan to do with your one wild and precious life?” —Mary Oliver

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

Joe J. Jones 1942 – 2006 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

Single greatest act of pure imagination of pure imagination

No Wiggle Room! “ Incrementalism is innovation ’ s worst enemy. ” — Nicholas Negroponte

3M ’ s Innovation Crisis: How Six Sigma Almost Smothered Its Idea Culture Source: Title/Cover Story, BW, 0611.07 ( “ What ’ s remarkable is how fast a culture can be torn apart, ” 3M lead scientist; “ In an innovation economy, [6 Sigma] is no longer a cure all ” /BW)

** “Where’s the Dubai” in you strategy, or project portfolio? **Strategy doc should be exciting —excite a spouse or teenager, or a meeting of frontline folks ** “Where’s the Dubai” in you strategy, or project portfolio? **Strategy doc should be exciting —excite a spouse or teenager, or a meeting of frontline folks

Hard Is Soft Soft Is Hard

Hard Is Soft (# s ) Soft Is Hard (people)

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

“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

“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)

“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)

MP: “Get the strategy right, the rest will take care of itself.” TP: “Get the people and execution right, the strategy will take care of itself.”

—it is the game.” “ If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game —it is the game.” —Lou Gerstner, Who Says Elephants Can’t Dance

“The terms ‘hard facts,’ and ‘the soft stuff’ used in business imply that data are somehow real and strong while emotions are weak and less important.” —George Kohlrieser, Hostage at the Table

Drucker, Strategy, Leadership Drucker, Strategy, Leadership Classic Drucker (from the HBR), 221 pages: “strategy,” 3 p (infotech); “leadership,” 0. The Practice of Management, 404 p: “strategy,” 0; “leadership,” 3 p. 404 p: “strategy,” 0; “leadership,” 3 p. Management, 568 p: “strategy,” 8 p (all on systems, none on content), “leadership,” 12 p. 8 p (all on systems, none on content), “leadership,” 12 p.

“What I learned from my years as a hostage negotiator is that we do not have to feel powerless—and that bonding is the antidote to the hostage situation.” —George Kohlrieser, Hostage at the Table

#20.1.1

bedrock behaviors

Being there! Home Run Being there! * ** *** **** *No more, no less **“A body can pretend to care, but they can’t pretend to be there.” — Texas Bix Bender *** GEN Melvin Zais on COs and inspections ****Silence is golden! [Utter silence is golden-er.]

Shake hands Smile Eye contact Period! Shake hands Smile Eye contact

Thank you Flowers Open pose ROIR Period+! Shake hands Smile Eye contact Thank you Flowers Open pose ROIR

Shake hands Smile Eye contact Thank you Flowers Open pose ROIR Period+! Shake hands Smile Eye contact Thank you Flowers Open pose ROIR

R.O.I.R.

R eturn O n I nvestment In R elationships

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

“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

Q/Systems Salesperson: “I make the sale, and then the company screws up the engineering or delivery or one of a dozen things. Any suggestions? A/TP: “Spend less time with your customers!”

C(I)>C(E)

??????? “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!”

Loser: “He’s such a suck-up!” Winner: “He’s such a suck-down.”

“Buy in”- “Ownership”- Authorial bragging rights-“Born again” Champion = One Line of Code!

“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)

Life’s Little Secret **One line of code **Caudill’s table in the rural library **Hair on the woman’s arm **EJW’s scissors to the perfect draft Life’s Little Secret **One line of code **Caudill’s table in the rural library **Hair on the woman’s arm **EJW’s scissors to the perfect draft

**They own it. **They saved it and saved your (rather uninformed) butt. **You must tolerate a smidgeon of sub-optimization. **You must show appropriate humility and appreciation. **You must be willing (eager) to cover the exact same ground again and again and again. **They own it. **They saved it and saved your (rather uninformed) butt. **You must tolerate a smidgeon of sub-optimization. **You must show appropriate humility and appreciation. **You must be willing (eager) to cover the exact same ground again and again and again.

“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 day’s 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 day’s events? Who is better at keeping in touch with others?” Selling Is a Woman’s Game: 15 Powerful Reasons Why with others?” Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

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.

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.

“I screwed up.”* *The virtuous “circle of blame “I screwed up.”* *The virtuous “circle of blame

“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

“Good relationships aren’t about ‘clear communications’— they’re about small moments of attachment and intimacy.” —John Gottman, “Making Relationships Work,” John Gottman (Harvard Business Review, 12.07) of attachment and intimacy.” —John Gottman, “Making Relationships Work,” John Gottman (Harvard Business Review, 12.07)

The Manager’s Book of Decencies: How Small /gestures Build Great Companies. The Manager’s Book of Decencies: How Small /gestures Build Great Companies. —Steve Harrison, Adecco

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

“There is always an easy solution to every human problem—neat, plausible, and … wrong.” —H.L. Mencken:

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

love it or leave it!

#20.10

18” Source: How Doctors Think, Jerome Groopman Source: How Doctors Think, Jerome Groopman

Success Through Listening Intently

Listening Is An Act of Love: A Celebration of American Life from the StoryCorps Project, Dave Isay* Guiding principles: “Our stories—the stories of everyday people—are as interesting and important as the celebrity stories we are bombarded with … as the celebrity stories we are bombarded with … “If we take the time to listen, we’ll find wisdom, wonder and poetry in the lives and stories of the people all around us … “We all want to know our lives have mattered … “Listening is an act of love.”

Listening may or may not be an “act of love” or way to “tap into people’s dreams,” but it sure as hell is (1) an uncommon act of courtesy and recognition of worth from which (2) you will invariably learn amazing stuff if you can just keep your damn mouth shut and ears open with an expression of interest on your face and (3) it will build- maintain relationships beyond your wildest dreams. (4) So: shut up. Practice attentiveness (no kidding) on waiters, cab drivers, folks in line at the grocery store, etc. cab drivers, folks in line at the grocery store, etc.

“You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.” “You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.” —Dale Carnegie

#20.11

Respect.

“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

The World Is A Liar! “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 doesn’t. It says it adores fame and celebrity, but it doesn’t, 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. That’s what it really admires. That’s what we talk about in eulogies, because that’s what’s important. We don’t say ‘The thing about Joe was he was rich.’ We say, if we can, ‘The thing about Joe was he took good care of people.’” —Peggy Noonan, “Life’s Lesson,” on the astounding response to the passing of Tim Russert, “Life’s 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

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

“We are ladies and gentlemen serving ladies and gentlemen.” —Horst Schulze, Ritz Carlton motto (laughed at at Hyatt) and gentlemen serving ladies and gentlemen.” —Horst Schulze, Ritz Carlton motto (laughed at at Hyatt)

“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

“It’s not people who aren’t credit-worthy. It’s banks that aren’t people worthy.” “It’s not people who aren’t credit-worthy. It’s banks that aren’t people worthy.” Muhammad Yunus

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

“If you don’t listen, you don’t sell you don’t sell anything.” anything.” —Carolyn Marland/Managing Director/Guardian Group

#20.12

FLOWERPOWERFLOWERPOWERFLOWERPOWERFLOWERPOWER

#20.13

Questions: What do others think of you? [Are you sure?] What do you think of you? [Are you sure?] What is your impact on others? [Are you sure?] What is your impact on others? [Are you sure?] What is your impact on others? [Are you sure?] What are the “little things” you (perhaps unconsciously) do that cause people to shrivel—or blossom? [Are you sure?] What do you want? [Are you sure?] Are you aware of your changing moods? [Are you sure?] How fragile is your ego? [Are you sure?] Do you have a true confidant? [Are you sure?] Do you perform brief or not-so-brief self-assessments? Do you talk too much? [Are you sure?] Do you know how to listen? [Are you sure?] Do you listen? [Are you sure?] What is your style of “hashing things out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive, (d) genuinely interested in people, (e) etc? [Are you sure?] Are you flexible? Have you changed your mind about anything important in a while? Are you comfortable-uncomfortable with folks on the front line? Do you think you’re “in touch with the pulse of things around here”? [Are You Sure?] Are you too emotional/intuitive? Are you too unemotional/rational? Do you spend much time with people who are new to you? [Do you think questions like this are “so much BS”?]

#20.14

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

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)

Cause Space Decency service excellence servant leadership

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

Attending to the “Last 98%”: the “Last 98%”: The New The New Management “Science,” or … “Hard Is Soft, “Hard Is Soft, Soft Is Hard” Soft Is Hard” Tom Peters/12.03.2008

S = f( ___ ) Success Is a Function of … Function of …

S = ƒ(#&DR; -2L, -3L, 4L; I&E) 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 up—the idea is to have the entire organization working for you. S = ƒ(#non-FF, #non-FL) Number of friends, number of lunches with people not in my function S = ƒ(#FF) Number of friends in the finance function-organization S = ƒ(OF) Oddball friends S = ƒ(PDL) Purposeful, deep listening—this is very hard

S = ƒ(#EODD3MC) Number of end-of-the-day difficult (you’d rather avoid) “3-minute calls” that soothe raw feelings, mend fences, etc. S = ƒ(UFP, UFK, OAPS) Unsolicited favors performed, UFs involving co-workers’ kids, overt acts politeness-solicitude toward co-workers’ spouses, parents, etc. S = ƒ(#TN) Number of thank you notes sent S = ƒ(#C, PTS/“OLC”, SAPA) # of consultations, perception of being taken serious (Responsible for “one line of code,” small act of public appreciation S = ƒ(SU) Showing up (Woody Allen, Delaware’s ridiculous influence on the U.S. Constitution)

S = ƒ(1D) Seeking the assignment of writing first drafts, minutes, etc (1787) S = ƒ(#SEAs) Number of solid relationships with Executive Assistants S = ƒ(%UL/w-m) % useful lunches per week, month S = ƒ(FG, FOC-BOF, CMO) Favors given, favors owed collectively, balance of favors, conscious management thereof S = ƒ(CPRM, TS) Conscious-planned Relationship management, time spent thereon S = ƒ(TN/d, FG/m, AA/d) Thank you notes per Day, flowers given per Month, Acts of Appreciation per Day S = ƒ(PT100%A“T”S, E“NMF”–TTT) Proactive, timely, 100% apologies for “tiny” screw-ups, even if not my fault (it always takes two to tango)

S = ƒ(AMR, NBS-SG) Acceptance of mutual responsibilities for all affairs, no blame- shifting, scape-goating S = ƒ(APLSLFCT) Awareness, perception of little snubs—and lightening fast correction thereof S = ƒ(G) Grace S = ƒ(GA) Grace toward adversary S = ƒ(GW) Grace toward the wounded in bureaucratic firefights

S = ƒ(PD) Purposeful decency S = ƒ(TSPD, TSP-L1) Time spent on promotion decisions, especially for 1st level managers S = ƒ(%“SS”, H-PD) % soft stuff involved in Hiring, Promotion decisions S = ƒ(TWA, P, NP) Time wandering around, purposeful, non-planned S = ƒ(SBS) Slack built into Schedule S= ƒ(TSHR) Time spent … Hurdle Removing

S = ƒ(%TM“TSS,” PM“TSS,” D“TD”“TSS”) % of time, measured, on This Soft Stuff, purposeful management of this Soft Stuff, daily “to do” concerning “this Soft Stuff” S = ƒ(MB“TSS”MR) Purposeful management of this Soft Stuff by people reporting to me S = ƒ(EC, MMO) Emotional connection, mgt & maintenance of S = ƒ(IMDOP) Investment in Mastery of detailed organization processes S = ƒ(H-TS) Time spent on Hiring

S = f(%TM“TSS,” PM“TSS,” D“TD”“TSS”) % of time, measured, on This Soft Stuff, purposeful management of this Soft Stuff, daily “to do” concerning “this Soft Stuff”

Notes from William Easterly’s: The White Man’s Burden: Why the West’s Effort to Aid the Rest Have Done So Much Ill and so Little Good

“The West spent … $2.3 trillion on foreign aid over the last five decades and still has not managed to get twelve-cent medicines to children to prevent half of all malaria deaths. The West spent $2.3 trillion and still not managed to get three dollars to each new mother to prevent five million child deaths. … But I and many other like-minded people keep trying, not to abandon aid to the poor, but to make sure it reaches them.” on foreign aid over the last five decades and still has not managed to get twelve-cent medicines to children to prevent half of all malaria deaths. The West spent $2.3 trillion and still not managed to get three dollars to each new mother to prevent five million child deaths. … But I and many other like-minded people keep trying, not to abandon aid to the poor, but to make sure it reaches them.”

Easterly, maligned by many, is the arch-enemy of the Big Plan [his capital letters, not mine] sent from afar; and the vociferous fan of practical activities of those he calls “Searchers” … who learn the ins and outs of the culture, politics and local conditions “on the ground” in order to use local levers and local players, and get those 12- sent from afar; and the vociferous fan of practical activities of those he calls “Searchers” … who learn the ins and outs of the culture, politics and local conditions “on the ground” in order to use local levers and local players, and get those 12- cent medicines to community members. Read on, “Planners” vs “Searchers” …

“In foreign aid, Planners announce good intentions but don’t motivate anyone to carry them out; Searchers find things that work and get some reward. Planners raise expectations but take no responsibility for meeting them; Searchers accept responsibility for their actions; Planners determine what to supply; Searchers find out what is in demand. Planners apply global blueprints; Searchers adapt to local conditions. Planners at the top lack knowledge of the bottom; Searchers find out what the reality is at the bottom. Planners never hear whether the planned recipients got what they needed; Searchers find out if the customer is satisfied. … A Planner thinks he already knows the answers; he thinks of poverty as a technical engineering problem that his answers will solve. A Searcher admits he doesn’t know the answers in advance; he believes that poverty is a complicated tangle of political, social, historical, institutional, and technological factors; he hopes to find answers to individual problems only by trial and error experimentation. A planner believes outsiders know enough to impose solutions; a Searcher believes only insiders have enough knowledge to find solutions, and that most solutions must be homegrown. …”

Derived from the above and more, I have extracted a series of “lessons” from the Easterly book. These implementation lessons are, in fact, universal: Lesson (#1 of sooooooo many): Show up! (On the ground, where the action—and (On the ground, where the action—and possible implementation—is.) possible implementation—is.) Lesson: Invest in ceaseless study of conditions “on the ground”—social and conditions “on the ground”—social and political and historical and systemic. political and historical and systemic.

Lesson: Listen to the “locals.” Lesson: Hear the “locals.”

"Trust the development experts—all seven billion of them.” —headline, for an article by development guru William Easterly, Financial Times, 0529.08, "The report of the World Bank Growth Commission, led by Nobel laureate Michael Spence [former dean of the Stanford biz school—tp], was published last week. After two years of work by the commission of 21 world leaders, an 11-member working group, 300 academic experts, 12 workshops, 13 consultations, and a budget of $4 million, the experts' answer to the question of how to attain high growth was roughly: we do not know, but trust experts to figure it out." —William Easterly, Financial Times, 0529.08 Financial Times, 0529.08

Lesson: Talk to the “locals.” Lesson: Listen to the “locals.” Lesson: Hear the “locals.” Lesson: Listen to the “locals.” Lesson: Hear the “locals.” Lesson: Listen to the “locals.” Lesson: Hear the “locals.” Lesson: Listen to the “locals.” Lesson: Hear to the “locals.” Lesson: Listen to the “locals.” Lesson: Hear to the “locals.” Lesson: Respect the “locals.” Lesson: Empathize with the “locals.”

Lesson: Try to blend in, adopting local customs, showing deference were necessary—almost everywhere; deference were necessary—almost everywhere; and never interrupt the “big man” in front of his and never interrupt the “big man” in front of his folk, even, or especially, if you think he is 180 folk, even, or especially, if you think he is 180 degrees off. degrees off. Lesson: Seek out the local leaders’ second cousins, etc, to gain indirect assess over their uncle twice to gain indirect assess over their uncle twice removed! (Etc & etc.) removed! (Etc & etc.) Lesson: Have a truly crappy office, and other un-trappings! un-trappings! Lesson: Remember, you do not in fact have the answers despite your PhD with, naturally, honors, from the despite your PhD with, naturally, honors, from the University of Chicago—where you were mentored University of Chicago—where you were mentored by not one, but two, Nobel Laureates in economics. by not one, but two, Nobel Laureates in economics. Lesson: Regardless of the enormity of the problem, proceed by trial (manageable in size) and error, proceed by trial (manageable in size) and error, error, error. (Failure motto: “Do it right the first error, error. (Failure motto: “Do it right the first time!” Success motto: “Do it right the 37th time!” time!” Success motto: “Do it right the 37th time!” And hustle through those 37 tries—see the And hustle through those 37 tries—see the next slide.) next slide.)

Lesson: Have a truly crappy office, and other un-trappings! un-trappings!

Lesson: The process of political-community engagement must also be approached as engagement must also be approached as a trial and error learning process. a trial and error learning process. Lesson: Always alter the experiment to accommodate local needs—the act of apparent local modification local needs—the act of apparent local modification per se is critical, as every community leader, in per se is critical, as every community leader, in order for them to accept “ownership” and order for them to accept “ownership” and demonstrate to their constituents that they are in demonstrate to their constituents that they are in charge, must feel as if they have directly and charge, must feel as if they have directly and measurably influenced the experiment. [See the next four slides.] measurably influenced the experiment. [See the next four slides.] Lesson: Growth (the experimental and expansion- emulation process) must be organic, and proceed emulation process) must be organic, and proceed at a measured pace—nudged, not hurried. at a measured pace—nudged, not hurried. Lesson: Speed kills! (To a point.) By and large, the messiness and “inefficiency” of the local political messiness and “inefficiency” of the local political process must be honored. process must be honored.

“Buy in”- “Ownership”- Authorial bragging rights-“Born again” Champion = One Line of Code!

Noth- ing is “scalable”!*

Nothing is “scalable”!* *Every replication must exude the perception of uniqueness—even if it means a half-step backwards. (“It wouldn’t have worked if we hadn’t done it our way.”)

Lesson: Speed kills! Lesson: Short-circuiting political process kills! process kills! Lesson: Premature rollout kills! Lesson: Too much publicity-visibility kills! kills! Lesson: Too much money kills! Lesson: Too much technology kills!

Lesson: Outsiders, to be effective, must have genuine appreciation of and affection for the locals with whom appreciation of and affection for the locals with whom and for whom they are working! and for whom they are working! Lesson: Condescension kills most—said “locals” know unimaginably more about life than well-intentioned unimaginably more about life than well-intentioned “do gooders,” young or even, alas, not so young. “do gooders,” young or even, alas, not so young. Lesson: Progress … MUST … be consistent with “local politics on the ground” in order to raise the odds politics on the ground” in order to raise the odds of sustainability. of sustainability. Lesson: You will never-ever “fix” “everything at once” or by the time you “finish”—in our Constitutional or by the time you “finish”—in our Constitutional Convention in 1787, George Washington only got Convention in 1787, George Washington only got about 60% of what he wanted! about 60% of what he wanted!

Lesson: Never forget the atmospherics, such as numerous celebrations for tiny milestones reached, showering praise celebrations for tiny milestones reached, showering praise on the local leader and your local cohorts, while you on the local leader and your local cohorts, while you assiduously stand at the back of the crowd—etc. assiduously stand at the back of the crowd—etc. Lesson: The experiment has failed until the systems and political rewards, often small, are in place, with Beta tests completed, rewards, often small, are in place, with Beta tests completed, to up the odds of repetition. to up the odds of repetition. Lesson: Most of your on-the-ground staff must consist of respected locals—the de facto or de jure Chairman or CEO respected locals—the de facto or de jure Chairman or CEO must be a local; you must be virtually invisible. must be a local; you must be virtually invisible. Lesson: Spend enormous “pointless” social time with the local political leaders—in Gulf War I, Norm Schwarzkopf spent his political leaders—in Gulf War I, Norm Schwarzkopf spent his evenings, nearly all of them, drinking tea until 2AM or 3AM evenings, nearly all of them, drinking tea until 2AM or 3AM with the Saudi crown prince; he called it his greatest with the Saudi crown prince; he called it his greatest contribution! contribution!

Lesson: Keep your “start up” plan simple and short and filled with question marks in order to allow others filled with question marks in order to allow others to have the last word. (I once did the final draft of a to have the last word. (I once did the final draft of a proposal, making it as flawless as could be. I gave it to my boss, proposal, making it as flawless as could be. I gave it to my boss, pre Microsoft Word, and he proceeded to cut it up and tape the pieces pre Microsoft Word, and he proceeded to cut it up and tape the pieces back together, and conspicuously cross out several paragraphs of my back together, and conspicuously cross out several paragraphs of my obviously and labored over brilliant prose that he had agreed to. “Tom,” obviously and labored over brilliant prose that he had agreed to. “Tom,” he said as I recall, “we want the rest of the committee [of important, or at he said as I recall, “we want the rest of the committee [of important, or at least self-important folks] to feel as though they are participating and least self-important folks] to feel as though they are participating and that you and I are a naïve—not confront them with a beautiful plan that that you and I are a naïve—not confront them with a beautiful plan that shouts ‘Don’t you dare alter a word.’”) shouts ‘Don’t you dare alter a word.’”)

Lesson: For projects involving children or health or education or community development or sustainable small-business community development or sustainable small-business growth (most projects), women are by far the most reliable growth (most projects), women are by far the most reliable and most central and most indirectly powerful local and most central and most indirectly powerful local players in even the most chauvinist settings—their players in even the most chauvinist settings—their characteristic process of “implementation by indirection” characteristic process of “implementation by indirection” means “life or death” to sustainable project success; means “life or death” to sustainable project success; moreover, the expanding concentric circles of women’s moreover, the expanding concentric circles of women’s traditional networking processes is by far the best way to traditional networking processes is by far the best way to “scale up”/expand a program. (Men should not even try “scale up”/expand a program. (Men should not even try to understand what is taking place. Among other things, to understand what is taking place. Among other things, this networking indirection-largely invisible process will this networking indirection-largely invisible process will seemingly “take forever” by most men’s “action now, seemingly “take forever” by most men’s “action now, skip steps” S.O.P.—and then, from out of the blue, skip steps” S.O.P.—and then, from out of the blue, following an eternity of rambling discussions-on-top-of- following an eternity of rambling discussions-on-top-of- rambling-discussions, you will wake up one fine morning rambling-discussions, you will wake up one fine morning and discover that the thing is done that everything has and discover that the thing is done that everything has fallen in place “overnight” and that ownership is nearly fallen in place “overnight” and that ownership is nearly universal. Concomitant imperative; most of your (as an universal. Concomitant imperative; most of your (as an outsider) staff should be women, alas, most likely not outsider) staff should be women, alas, most likely not visibly “in charge.” visibly “in charge.”

For projects involving children or health or education or community development or sustainable small-business growth (most projects), women are by far the most reliable and most central and most indirectly powerful local players even in the most chauvinist settings.

Lesson: For projects involving children or health or education or community development or sustainable small-business growth (most projects), women are by far the most reliable and most central and most indirectly powerful local players even in the most chauvinist settings.

Social Change, after William Easterly 1.Bottom up 2.Pursue 100% participation 3. MBWA 4. Use the local infrastructure 5. Women must play a/the lead role—as leaders, perhaps indirectly, and as investment targets 6. Accept “second best” solutions—optimal outcomes are self-defeating 7. Use $$$ and technology with caution 8.Replication must always be localized 9.Try it! Try it!/4F

Colonel/British Army/ 2 Tours/Iraq/0428.08/ Issues: **Hardware first **Failure to use existing human infrastructure **Failure to master local politics **Unwillingness to accept “2 nd best” solutions **Wedded to centrally prescribed solutions-programs **Misguided training

“We behaved as if we were guests in their house. We treated them not as a defeated people, but as allies. Our success became their success.” —“How One Soldier Brought Democracy to Iraq: The Mayor of Ar Rutbah” (MAJ James Gavrilis/USA Special Forces)

Commentary on David O. Stewart’s The Summer of 1787: The Men 1787: The Men Who Invented Who Invented the Constitution the Constitution Tom Peters/0409.08

*** Show up!!!!!!!!!!!! *** Keep showing up!! *** Control the process through indirect actions, like doing first drafts, writing actions, like doing first drafts, writing Minutes. Minutes. *** Remember the social graces—your emotional “presentation of self” is more emotional “presentation of self” is more important than even “all important”!!! important than even “all important”!!! *** Hang in! Tenacity-relentlessness rules! (Wear the bastards down. No kidding, (Wear the bastards down. No kidding, this is a matchless “success tool.”) this is a matchless “success tool.”) *** There’s no such thing as a “dull meeting.” (No kidding!) Every get together is an (No kidding!) Every get together is an opportunity to press your agenda, directly opportunity to press your agenda, directly or indirectly, to perform a small favor with or indirectly, to perform a small favor with the expectation of “return on investment” the expectation of “return on investment” at some point in the future. at some point in the future.

*** Bite your tongue and listen, listen, listen—even to bores. Nothing wins support like effective listening; bores. Nothing wins support like effective listening; it’s the greatest gift you can give anyone!! (This is it’s the greatest gift you can give anyone!! (This is triply important when you are desperate to correct triply important when you are desperate to correct something someone has to say, even an “enemy” of something someone has to say, even an “enemy” of your cause—attentive listening is a peerless “win your cause—attentive listening is a peerless “win ’em over” “strategic” “tool.”) ’em over” “strategic” “tool.”) *** “Sub-committees rule! It’s the little chances to become Master of Something and perform-influence become Master of Something and perform-influence in a small group setting that lead to the in a small group setting that lead to the accumulation of power and the ability to control the accumulation of power and the ability to control the flow in an area important to you. flow in an area important to you. *** Continually “illustrate” your ability to perform well at almost any task and build a towering reputation at almost any task and build a towering reputation for reliability. for reliability.

*** Cool off! No passion, no success! Too much abrasiveness in pursuit of a cause that inflames you kills opportunity to in pursuit of a cause that inflames you kills opportunity to succeed like nothing else. (Folks love to put an abrasive succeed like nothing else. (Folks love to put an abrasive person in his place, even if they agree with him.) person in his place, even if they agree with him.) *** Take a punch and keep on trucking. Losses are common— live with ’em, take ’em with good grace, and then live with ’em, take ’em with good grace, and then persevere through out-persevering the other guy/s. persevere through out-persevering the other guy/s. (*** Speaking of “punch,” out-drinking the other guy sure worked in the summer of 1787. Reach your own worked in the summer of 1787. Reach your own conclusions here …) conclusions here …) *** Grow up, accept life. Life, effectiveness is indeed about horse trading as often as not—and at times consorting horse trading as often as not—and at times consorting with one’s enemies. (“The enemy of my enemy is my with one’s enemies. (“The enemy of my enemy is my friend.” Keep your passion, stay above the waterline on friend.” Keep your passion, stay above the waterline on issues of deep principal—but accept, and embrace, the issues of deep principal—but accept, and embrace, the messy-as-hell “real world”! messy-as-hell “real world”!

*** Remember the black flies! “Little” distractions can change the whole game. distractions can change the whole game. *** Be ready with “Plan B.” Repeat: Nothing in the real world follows the script. in the real world follows the script. *** Nobody, even George Washington, gets more than about 60% of what they want! more than about 60% of what they want! *** Keep your word. A reputation for integrity is priceless. is priceless. *** Don’t bite off more than you can chew, even when “can’t miss” opportunities to even when “can’t miss” opportunities to further your cause arise—overloading and further your cause arise—overloading and thence compromising effectiveness is a thence compromising effectiveness is a big black eye. big black eye. *** Do something! “Small wins,” accumulated regularly, build momentum! regularly, build momentum! *** Work assiduously on your public presentation skills! presentation skills!

Lesson of Lessons: Regardless of the topic—mundane or grand— it is attending to the same “mundane” “human” “timeless” “basics” that shape the outcome and determine the degree of implementation. The Master of GTD* is the true Master of the Universe. *GTD/Getting Things Done

Don’t forget the “it”!

“It suddenly occurred to me …

“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

crave Franchise Lost! TP: “ How many of you [600] really crave a new Chevy?” NYC/IIR/061205

‘What would happen if I made a movie I actually looked forward to seeing?’ ” “Not long ago, I heard one studio chief utter the unthinkable: ‘What would happen if I made a movie I actually looked forward to seeing?’ ” —Peter Bart, Editor in Chief, Variety; former Paramount exec, “Hollywood’s Model Doesn’t Produce Art, or Much Profit” (NYT/0721.06)

A pox on “micro- marketing”

Who buys “it” I: Sunset for men!

“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

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

“Since 1970, women have held two out of every three new jobs created.” “Since 1970, women have held two out of every three new jobs created.” —FT, 10.03.2006

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

“A Guide to Womenomics: The Future of the World Economy Lies Increasingly in Female Hands.” Re consumption, 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%.” Continuing on page 73: “A Guide to Womenomics: The Future of the World Economy Lies Increasingly in Female Hands.” (Headline.) More stats: Around the globe since 1980, women have filled “two new jobs for everyone taken by a man.” “Women are becoming more important in the global marketplace not just as workers, but also as consumers, entrepreneurs, managers and investors.” Re consumption, 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%.” A couple of final assertions: (1) It is now agreed that “the single best investment that can be made in the developing world” is educating girls. (2) Also, surprisingly, nations with the highest female laborforce participation rates, such as Sweden and the U.S., have the highest fertility rates; and those with the lowest participation rates, such as Italy and Germany, have the lowest fertility rates. Economist, Source: Economist, April 15, page 73

“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%.” of 13%.” —Economist, April 15

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

The Perfect Answer Jill and Jack buy slacks in black…

“One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system. For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.” “One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system. For a number of observers, we have already entered the age of ‘womenomics,’ the economy as thought out and practiced by a woman.” —Aude Zieseniss de Thuin, Financial Times, 10.03.2006

“ ‘Womenomics,’ the economy as thought out and practiced by a woman.” —Aude Zieseniss de Thuin, Financial Times, 10.03.2006

Big bank CEO, summarizing to his top-management team his notes from TP’s presentation: “Tom’s made a great point; he let us know that our customer base will be different and more diverse in the future.” Tom: “With all due respect, that’s not what Tom said. Though I am an unabashed supporter of ‘diversity’ in general, what I said was ‘She is your customer—and has been for a long time and will be forever.’ And ‘she’ is notably AWOL in this [meeting] room full of senior ‘leaders.’ ”

Getting Started Read in (start with Fara Warner, The Power of the Purse /cases!!) Convene a 2-day “Private conference- retreat” for your top 5 managers and female Board members, on both marketing to women and women’s leadership (two days, intense, senior women, mid- level women, designers/F/M), Creative ad folks, Internet marketers, academics incl. neuroscientists and psychologists, business owners, turn-around marketers from Nike, Marti Barletta, Paco Underhill, Alan and Barbara Pease, Judy Rosener, etc.)

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

FemaleThink/, Faith Popcorn & Liz Marigold “Men and women don’t think the same way, don’t communicate the same way, don’t buy for the same reasons.” “ He simply wants the transaction to take place. She’s interested in creating a relationship. Every place women go, they make connections.”

They join them.” “Women don’t buy brands. They join them.” EVEolution

2.6 vs. 21

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

“ Women speak and hear a language of connection and intimacy, and men speak and hear a language of status and independence. Men communicate to obtain information, establish their status, and show independence. Women communicate to create relationships, encourage interaction, and exchange feelings.” “ Women speak and hear a language of connection and intimacy, and men speak and hear a language of status and independence. Men communicate to obtain information, establish their status, and show independence. Women communicate to create relationships, encourage interaction, and exchange feelings.” —Judy Rosener, America’s Competitive Secret

The “Two Solar System Factor” “Have you noticed men and women handle conflict differently? Many men, especially in a business setting, resolve conflict by escalating it. They take a strong position n and argue it until one of the two parties gives in or submits to the other. Many women resolve conflict by de-escalating. Rather than focus on differences, they focus on common ground. Men try to differentiate themselves. Women look for points of similarity. Look at something as simple as a conversation at a cocktail party. You have a group of guys and a group of women who don’t know one another. The guys’ conversation may go something like this: ‘Great weather today. I went out and played eighteen at The Links.’ ‘It was a great day. I played thirty-six.’ ‘Have you played the Rivers course yet? I played there last weekend, expensive, but well worth it.’ ‘Yeah, I play there all the time. It’s a fun course. But The Boulders puts it to shame.’ ‘I shot my best score ever at The Boulders—a seventy-eight.’ Men respect hierarchy and establishing status. Now let’s look at a typical conversation between two women who don’t know each other: ‘So, Samantha, do you have any kids?’ ‘Yeah, a four-year-old, Zach, and Amy was born four months ago.’ ‘Four months ago? And you look terrific! Did you gain much weight during the pregnancy? I gained thirty pounds and still haven’t been able to take it off.’ ‘I gained a lot of weight with Zach, so this time I signed up with a personal trainer at my gym.’ ‘My best friend, Andrea, is pregnant—I’d love to tell her about this trainer, do you have her information?’ Women seek common ground. Often women’s instinct is to help one another. Plus, they can often discuss what might seem like very personal information right away. … We suspect women may be quicker to trust because they rely on more senses to judge people. Source: Michele Miller & Holly Buchanan, The Soccer Mom Myth. Today’s Female Consumer: Who She Really Is, Why She Really Buys

Fara Warner : The Power of the Purse P-l-e-a-s-e Read … Fara Warner : The Power of the Purse

“We simply had stopped being relevant to women.” —Kay Napier, SVP Marketing (Fara Warner, The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”)

Cases! Cases! Cases! McDonald’s Home Depot P&G DeBeers AXA Financial Kodak Nike Avon Bratz Fara Warner/The Power of the Purse Cases! Cases! Cases! McDonald’s (“mom-centered” to “majority consumer”; not via kids) Home Depot (“Do it [everything!] Herself”) P&G (more than “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

“Mostly Moms” “Women were either ignored in favor of focusing on men— generally considered the industry’s most frequent users and therefore its most important consumers—or they were cast in the role of moms who were simply conduits to their children.” “Women were either ignored in favor of focusing on men— generally considered the industry’s most frequent users and therefore its most important consumers—or they were cast in the role of moms who were simply conduits to their children.” —Fara Warner, The Power of the Purse, “From Minority to Majority: McDonald’s Discovers the Woman Inside the Mom”

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

It’s gotta be a majority …

Period??!!* Start: 3 0f 14 18 months later: 10 of 18 (“deep dip”!) *AIM/September 2007

“Siemens Chief Says Its Managers Are Too German, White and Male” —headline, Financial Times, 0625.08

10 UNASSAILABLE REASONS WOMEN RULE Women Women Women make [all] the financial decisions. Women control [all] the wealth. Women Women [substantially] outlive men. Women Women start most of the new businesses. Women’s Women’s work force participation rates have soared worldwide. Women Women are closing in on “same pay for same job.” Women Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Women’s Women’s leadership strengths are exceptionally well aligned with new organizational effectiveness imperatives. Women Women are better salespersons than men. Women Women buy [almost] everything—commercial as well as consumer goods. So what exactly is the point of men?

#24.2.1

For projects involving children or health or education or community development or sustainable small-business growth (most projects), women are by far the most reliable and most central and most indirectly powerful local players even in the most chauvinist settings.

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

NOTE: Yunus is the father of micro-lending. He did not set out to provide loans to women. But it soon became clear that men would often spend their loan on frivolous activities. Women, with their abiding interest in family affairs, were immediately seen as more enterprising and far more reliable than men.

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

U.S. firms owned or controlled by Women: 10.6 million ( 48% of all firms) Growth rate of Women-owned firms vs all firms: 3X Rate of jobs created by Women-owned firms vs all firms: 2X Ratio of total payroll of Women-owned firms vs total for Fortune 500 firms: >1.0 Ratio of likelihood of Women-owned firms staying in business vs all firms: >1.0 Growth rate of Women-owned companies with revenues of >$1,000,000 and >100 employees vs all firms: 2X Source: Margaret Heffernan, How She Does It

Women-owned Biz U.S. employees > F500 employees worldwide Source: Martha Barletta, Marketing to Women

#24.2.2

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

“[Women] see power in terms of influence, not rank.” —Fortune

“Guys want to put everybody in their hierarchical place. Like, should I have more respect for you, or are you somebody that’s south of me?” —Paul Biondi, Mercer Consultants [from It’s Not Business, It’s Personal, Ronna Lichtenberg]

Bob Reich’s women students: “No worries.”* *Men: “Can’t do it. _____ outranks me.”

Mrs Coach K

“There is always an easy solution to every human problem—neat, plausible, and … wrong.” —H.L. Mencken:

Who buys “it” II: Sunrise for old folks!

18-44: -1% 55+: +21% (55-64: +47% ) 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47% )

!!!!!!!!!!!!!!!!! “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

13 7 Average # of cars purchased per household, “lifetime”: 13 Average # of cars bought per household after the “head of household” reaches age 50: 7 Source: Marti Barletta, PrimeTime Women

20 $14,000,000,000,000- $25,000,000,000,000

NOTE: In the next 20 years between 14 and 25 trillion dollars of wealth will be passed on to the current generation—a number never matched in history.

Median Household Net Worth 55-64: $112K 65-69: $114K 70-74: $120K Median Household Net Worth 74: $100K Source: U.S. Census

BoomerBucks! Boomer turns 50: every 7 seconds. 2009: majority of U.S. households headed by someone over 50. 2006- 2016: U.S. population up 22.9 million; 22.1 million in over-50 group. 2006: 1 in 5 adults is F, over 50. Women between 50-70 who are single: 35%. Age 45-54: highest average income, $59, 021 (national average is $42,209). FASTEST GROWING INCOME CATEGORY: WOMEN, 55-64 (4X men in same category). Women, age 60-64: 50% still in workforce. Highest net worth: families, 55-64 ($182,000). People over 50: 70% to 79% of all financial assets; 80% of all savings accounts; 62% of all large Wall Street asset accounts; 66% of $$ invested in the stock market. Age 50+: 29% of population, 40% of total consumer spending, 50% of discretionary spending. Next 2 decades: BOOMERS WILL INHERIT $14 TRILLION-$25 TRILLION (“largest intergenerational transfer of wealth in history”). —Marti Barletta, PrimeTime Women

50+ $7T$2T 50% 79% 40M 5% of advertising targets 50+ $7T wealth (70%)/ $2T annual income 50% all discretionary spending 79% own homes 40M credit card users 41% new cars/48% luxury cars $610B healthcare spending/ 74% prescription drugs 5% of advertising targets Ken Dychtwald, Age Power: How the 21 st Century Will Be Ruled by the New Old

New cars & trucks: 20% more spending. Meals at full-service restaurants: +29%. Airfare: +38%. Sports equipment: +58%. Motorized recreational vehicles: +103%. Wine: 113%. Maintenance, repairs and home insurance: +127%. Vacation homes: +258%. Housekeeping & yard services: +250% to +500%. 55-64 vs 25-34 E.g.: New cars & trucks: 20% more spending. Meals at full-service restaurants: +29%. Airfare: +38%. Sports equipment: +58%. Motorized recreational vehicles: +103%. Wine: 113%. Maintenance, repairs and home insurance: +127%. Vacation homes: +258%. Housekeeping & yard services: +250% to +500%. Source: Marti Barletta, PrimeTime Women

“New Customer Majority” 44-65: “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

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

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 world—and we will be the Center of your universe for the next twenty- five years. We have arrived!

“Sixty Is the New Thirty” —Cover/AARP

“EIGHTY IS THE NEW FIFTY” —Headline, Newsweek, 0616.08

Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend.” “Fifty-four years of age has been the highest cutoff point for any marketing initiative I’ve ever been involved in. Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend.” —Marti Barletta, PrimeTime Women

Who wants to reach them? What nonsense!” “One particularly puzzling category of youth- obsession is the highly coveted target of men 18-34, and it’s always referred to as ‘highly coveted category.’ Marketers have been distracted by men age 18-34 because they are getting harder to reach. So what? Who wants to reach them? Beyond fast food and beer, they don’t buy much of anything. … The theory is that if you ‘get them while they’re young, they’re yours for life.’ What nonsense!” — Marti Barletta, PrimeTime Women

“Marketers attempts at reaching those over 50 have been miserably unsuccessful. No market’s motivations and needs are so poorly understood.” — “Marketers attempts at reaching those over 50 have been miserably unsuccessful. No market’s motivations and needs are so poorly understood.” — Peter Francese, founding publisher, American Demographics

Possession Experiences /“Desires for things ”/Young adulthood/to 38 Catered Experiences / “Desires to be served by others”/Middle adulthood Being Experiences /“Desires for transcending experiences ”/Late adulthood Ageless Marketing Possession Experiences /“Desires for things ”/Young adulthood/to 38 Catered Experiences / “Desires to be served by others”/Middle adulthood Being Experiences /“Desires for transcending experiences ”/Late adulthood Source: David Wolfe and Robert Ageless Marketing

Brand Loyalty: Stable or Unstable/Fickle? Serial Monogamy: A Personal Odyssey Tom Peters/0411.07 Brand Loyalty: Stable or Unstable/Fickle? Serial Monogamy: A Personal Odyssey Tom Peters/0411.07

Beer: National Boh to Bud to Anchor Steam to Zilch Car: Chevrolet (1942-1962) to misc to Subaru Biz Clothes: Various warehouses to Brooks to Nordstrom to Milan Biz: Big (U.S. Navy, McKinsey) to Small (de facto self-employed) Sports clothes: Misc-cheap to Northface Spouse: “Sexy broad” (wife #1) to Best friend/Brainy (+sexy) School: Cornell to Stanford to RISD (Go Nads!) Pens: Cross to Bic Food: Safeway to Whole Foods Music: Beatles to Queen Home Furnishings: With it to Comfortable Home: SF Bay Area to West Tinmouth VT Favorite sport: Lacrosse-Crew to Speed Walking-Trekking-Rowing Favorite MLB, NFL: Orioles- Baltimore Colts to A’s-Raiders (Warriors!) Favorite magazine: Life to Wired Favorite media: Print-Radio to Web-Radio Favorite airline: TWA to American to Lufthansa Home: East to West Vacations: USA to New Zealand Price: Cheap to Varied (Wal*Mart to Milan) Hotel: Ramada/Holiday Inns to Four Seasons/Leading Hotels Restaurants: McDonald’s to Hole in the wall Stores: Misc/Big to Little shops Loyalty: Serial monogamy (just as loyal now as then; “love ’em, then leave ’em”)

“Older people have an image problem. As a culture, we’re conditioned toward youth. … When we think of youth, we think ‘energetic and colorful;’ when we think of middle age or ‘mature,’ we think ‘tired and washed out.’ and when we think of ‘old’ or ‘senior,’ we think either ‘exhausted and gray’ or, more likely, we just don’t think. … The financial numbers are absolutely inarguable—the Mature Market has the money. Yet advertisers remain astonishingly indifferent to them. …” “Older people have an image problem. As a culture, we’re conditioned toward youth. … When we think of youth, we think ‘energetic and colorful;’ when we think of middle age or ‘mature,’ we think ‘tired and washed out.’ and when we think of ‘old’ or ‘senior,’ we think either ‘exhausted and gray’ or, more likely, we just don’t think. … The financial numbers are absolutely inarguable—the Mature Market has the money. Yet advertisers remain astonishingly indifferent to them. …” —Marti Barletta, PrimeTime Women

“The mature market cannot be dismissed as entrenched in its brand loyalties.” —Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

“Advertisers pay more to reach the kid because they think that once someone hits middle age he’s too set in his ways to be susceptible to advertising. … In fact, this notion of impressionable kids and hidebound geezers is little more than a fairy tale, a Madison Avenue gloss on Hollywood’s cult of youth.” —James Surowiecki (The New Yorker/04.01.2002)

Women’s Trifecta+ *Buy/all *Wealth/all *Lead/ better +Eclipse of males/whoops Women’s Trifecta+ *Buy/all *Wealth/all *Lead/ better +Eclipse of males/whoops (Retire-old/Poorly educated-young)

Boomers’-Geezers’-Women’s Trifecta+ *Buy/all *Wealth/all *time left/ lots *Eclipse of males/retire-die

Caroline Flint, Housing Minister, UK: “lifetime homes,” all “wheelchair friendly” by 2013, 16 features including ground floor toilet, wide stairways take stair-lift, gently sloping approach to front door, low window sills, walls easy adaptation, doors and hallways wide enough for wheelchair; applies to all public housing by 2011, 2010 standards for private sector if not prior voluntary compliance Source: Guardian 0225.08

End Part 1.3

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

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