1. LONG Tom Peters’ X25* EXCELLENCE. ALWAYS. Bloomberg Leadership Series/School of Public Health Johns Hopkins University/02 April 2007 *In Search of Excellence 1982-2007

2. Buy a very large one and just wait.” “I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious: Buy a very large one and just wait.” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

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

4. Porter 50% 20 20 10 Drucker 25% 35 25 15 Bennis 25% 20 30 25 Peters 15% 20 40 25 Importance of Success Factors by Various “Gurus”/(Unreliable) Estimates by Tom Peters Strategy Systems People Passion Porter 50% 20 20 10 Drucker 25% 35 25 15 Bennis 25% 20 30 25 Peters 15% 20 40 25

5. “Hard” Stuff/ Analysis: 25% “Soft” Stuff/ Politics: 75%

6. Disease/Branch of Medicine vs Health/Social Reform/Prevention via Community Effort Research vs Running a Health Department Specialized Education vs Popular Education Germans vs English Wickliffe Rose vs William Welch Haaavad vs JHU

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

8. Excellence1982: The Bedrock “Eight Basics” Excellence1982: The Bedrock “Eight Basics” 1. A Bias for ACTION 2. Close to the CUSTOMER 3. Autonomy and Entrepreneurship 4. Productivity Through PEOPLE 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties” Properties”

9. The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Innovation. Design. Quality. Entrepreneurialism. Wow.

10. Why I Work/Stuff I Care About *“Hard is soft. Soft is hard.” Social stuff, Emotional stuff = Good stuff = The Right Stuff! *Mess = Normal = Reality. Rationality = Delusional. Non-linearity = Life 101. (Embrace it! Design accordingly!) *Failure = Normal/Necessary/Good! “Reward excellent failure. Punish mediocre success.” “Fail faster. Succeed sooner.” “Fail. Forward. Fast.” Fail. Sam Walton Secret #1: Fail. Fast. *Do > Think. Act > Talk. Action bias! RELENTLESS EXPERIMENTATION! R.F.A./Ready. Fire. Aim. S.A.V./Screw Around Vigorously. *Decentralization = Holy writ = More independent tries. *Success for Mortals: Indirection. SkunkWorks. End Runs. Parallel Universe. 4F/Find a Fellow Freak Faraway. Demos. Heroes. Stories. *The “Missing 98%”: Implementation-Execution. *Strategic planning, limits thereto. Severe. *Pitiful performance of Huge Companies. Needed: C.D.O./ Chief Destruction Officer. *Severe limits to scale advantage. Mega-mergers = Stupid. *“Built to last.” Why??? Instead: Built to change the world. *People First! People Power! Best “Roster” Wins. HR (should) rule! Leaders “DO” People! Respect-Appreciation Rules! *Freaks for Freaky Times!

11. EXCELLENCE. INNOVATE. OR. DIE.

12. The Mess Is The Message! Period!

13. An Economic Interpretation of the Constitution of the United States The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger Tube: The Invention of Television Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World The Soul of a New Machine Rosalind Franklin: The Dark Lady of DNA The Blitzkrieg Myth The Mess Is the Message! Period! An Economic Interpretation of the Constitution of the United States —Charles Beard (1913) The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger —Marc Levinson Tube: The Invention of Television —David & Marshall Fisher Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World —Jill Jonnes The Soul of a New Machine —Tracy Kidder Rosalind Franklin: The Dark Lady of DNA —Brenda Maddox The Blitzkrieg Myth —John Mosier

14. Need-driven A thousand “parents” Messy Evolutionary “Trivial” Relentless Experimentation Trial & many, many errors “Real heroes” seldom around when the battle is won Loooong time for systemic adaptation/s “Plan-driven” The product of “Strategic Thinking/Planning” The product of “focus groups” Lessons Need-driven A thousand “parents” Messy Evolutionary “Trivial” Relentless Experimentation Trial & many, many errors “Real heroes” seldom around when the battle is won Loooong time for systemic adaptation/s (many innovations) (bill of lading, standard time) Not … “Plan-driven” The product of “Strategic Thinking/Planning” The product of “focus groups”

15. Or … First-level Scientific Success The smartest guy in the room wins” Or …

16. Fanaticism Passion Energy Enthusiasm Sense of History-Destiny Exceptionally Intelligent Luck First-level Scientific Success Fanaticism Persistence-Dogged Tenacity Patience (long haul/decades) -Impatience (in a hurry/”do it yesterday”) Passion Energy Relentlessness (Grant-ian) Enthusiasm Driven (nuts!) (Brutal?) Competitiveness Entrepreneurial Pragmatic (R.F!A.) Scrounge (“gets” the logistics-infrastructure bit) Master of Politics (internal-external) Tactical Genius Pursuit of (Oceanic) Excellence! High EQ/Skillful in Attracting + Keeping Talent/Magnetic Prolific (“ground up more pig brains”) Egocentric Sense of History-Destiny Futuristic-In the Moment Mono-dimensional (“Work-life balance”? Ha!) Exceptionally Intelligent Exceptionally Clever (methodological shortcuts/methodological genius) Luck

17. Elizabeth Cady Stanton, Women’s Rights, and movements that rock the world

18. Elizabeth Cady Stanton (more or less) (circa 0331.2007)

19. ECS: “She was defeated again and again and again, but she continued the struggle with passionate impatience.” Source: In Her Own Right: The Life of Elizabeth Cady Stanton, Elisabeth Griffith

20. “ She had survived her husband, outlived most of her enemies, and exhausted her allies. Her mind remained alert, her mood optimistic, and her manner combative.” Source: “Self Sovereign 1889-1902,” In Her Own Right: The Life of Elizabeth Cady Stanton, Elisabeth Griffith (50 years down, 25 to go)

21. Driven by anger!! (not “focus groups”) Great “vision,” no “strategic plan” Whoops: conflicting “vision/s” Execution (& vision) (“Dreamers with deadlines”) Opportunistic Insane optimism Failure after failure; disappointment after disappointment (secret to staying power: Stay pissed off!!) Plan B rules Changing cadres Opportunistic alliances (here today, gone tomorrow) “The enemy of my enemy is my friend” Creating events and groups to serve a momentary need Warring leaders (Freud-Jung) Petulance (human frailty amidst a Great Struggle) Agile re goal w/o sacrificing Vision Go underground for long stretches Patience (72 years) & impatience Relentless!!!!!!!!!!!!!!! (WSC: “Success stems from the ability to go from failure without losing your enthusiasm”)

22. Hustle (Seneca, ’48: 5 days) Fits & starts Traitors-deserters Radicals (“good”—MLKjr) Radicals (“disruptive”—Stokely) Moderates Mentors Schisms Setbacks (again & again & again—incl lost ground) (“2-9” = Great record) “Get off” on the “politics” (TP: “Life is politics— the rest is details.”) Managing the goal down to get to the doable (but not losing sight of the main game in the process) Small wins “Externalities” (Civil War) Small Band of Sisters (<10; Seneca Falls 1848) Coherent, factual, emotional story Story altered at the margin to attract specific adherents Story tellers (superb, relentless public communicators)

23. TRY IT.

24. try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it. Screw it up. Try it. Try it. Try it.

25. do things.

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

27. drill.

28. you only find oil if you drill wells. “ This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters, by John Masters, Canadian O & G wildcatter

29. try things.

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

31. Screw. things. Up.

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

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

34. “Fail faster. Succeed Sooner.” “Fail faster. Succeed Sooner.” David Kelley/IDEO

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

36. try. Miss. try.

37. READY. FIRE! AIM. READY. FIRE! AIM. Ross Perot (vs “ Aim! Aim! Aim!” /EDS vs GM/1985)

38. No try. No deal.

39. “You miss 100% of the shots you never take.” —WayneGretzky “You miss 100% of the shots you never take.” —Wayne Gretzky

40. “Intelligent people can always come up with intelligent reasons to do nothing.” —Scott Simon

41. Find ’em!

42. Innovation “Tool”/“Source” # 1: Pissed Off Person/ People

43. Planners Searchers Planners vs Searchers

44. “ Where planners * raise high expectations but take no responsibility for meeting them, searchers prefer to work case-by-case, using trial and error to tailor solutions to individual problems, fully aware that most remedies must be homegrown.” —WSJ, 0822.06 (on malaria eradication, and hedge fund manager Lance Laifer) [*“Planners [WHO, World Bank, etc] see poverty as a technical engineering problem that their answers will solve.” —William Easterly ] “All sorts of approaches need to be tried and we need feedback.” —Roger Bate “ Where planners * raise high expectations but take no responsibility for meeting them, searchers prefer to work case-by-case, using trial and error to tailor solutions to individual problems, fully aware that most remedies must be homegrown.” —WSJ, 0822.06 (on malaria eradication, and hedge fund manager Lance Laifer) [*“Planners [WHO, World Bank, etc] see poverty as a technical engineering problem that their answers will solve.” —William Easterly ] “All sorts of approaches need to be tried and we need feedback.” —Roger Bate

45. To create lasting change, find these areas of positive deviance and fan the flames.” “Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames.” —Richard Tanner Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR

46. “ Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.” “ Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.” —Bob Stone (Mr ReGo)

47. Demos! Heroes! Stories!

48. Demos & Models (“Model Installations,” “ReGo Labs”)/ Heroes (mostly extant: “burned to reinvent gov’t”)/ Stories & Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders & Recognition (Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers (networking mania)/ Protectors / Support Groups / End Runs—“Pull Strategy” (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field “Real People” Focus (3 COs) (long way away)/ Speed (O.O.D.A. Loops—act before the “bad guys” can react) C.f., Bob Stone, Lessons from an Uncivil Servant REAL Org Change: Demos & Models (“Model Installations,” “ReGo Labs”)/ Heroes (mostly extant: “burned to reinvent gov’t”)/ Stories & Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders & Recognition (Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers (networking mania)/ Protectors / Support Groups / End Runs—“Pull Strategy” (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field “Real People” Focus (3 COs) (long way away)/ Speed (O.O.D.A. Loops—act before the “bad guys” can react) C.f., Bob Stone, Lessons from an Uncivil Servant

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

50. “Normal” = “o for 800”

51. The Bottleneck Is at the Top of the Bottle” At the top!” “ The Bottleneck Is at the Top of the Bottle” “Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma: At the top!” — Gary Hamel/Harvard Business Review

52. EXCELLENCE. WOMEN. RULE. PERIOD/

53. “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

54. Women’s Trifecta+ *Buy *Wealth *Lead + ECLIPSE OF MALES Women’s Trifecta+ *Buy *Wealth *Lead + ECLIPSE OF MALES (Old/Retire; Young/Poorly educated)

55. The Perfect Answer Jill and Jack buy slacks in black…

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

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

59. 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

60. “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

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

62. 10.6

63. 94% of loans to … women

64. Grameen Bank/Mohammed Yunus Grameen Bank/Mohammed Yunus Small can be beautiful & powerful! People first! Trust! Women rule!!!!!!!! Giant forests from tiny seedlings! Self reliance! Community based! Self/Small group management! Banish the bureaucrats! Keep it simple, stupid! Hands on! Etc.Etc.

65. 10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions. Women control [all] the wealth. Women [substantially] outlive men. Women start most of the new businesses. Women’s work force participation rates have soared worldwide. soared worldwide. Women are closing in on “same pay for same job.” job.” Women are penetrating senior ranks rapidly [even if the pace is slow for the corner [even if the pace is slow for the corner office per se]. office per se]. Women’s leadership strengths are exceptionally well aligned with new organizational effectiveness & aligned with new organizational effectiveness & value-added imperatives. value-added imperatives. Women are better salespersons than men. Women buy [almost] everything—commercial as well as consumer goods. as well as consumer goods. So what exactly is … the point of men?

66. Women: Principal Change Agents/ Health & Finance (Yunus.94%, Yunus94)

67. “In the end, for women, it’s always about the children.” (Republican Congressperson, upon Speaker Pelosi’s swearing in)

68. SKILLS.

69. Getting to WOW Through Mastery of … The Sales 25.

70. Al*: “I knew my stuff—and it was damn good. What I finally figured out, after a string of ‘unfair’ setbacks, was that I wasn’t a good salesman. That’s when I started studying top salesmen, and that’s when I started to meet with success.” *Top TV producer for 30 years

71. “Everyone lives by selling something.”. “Everyone lives by selling something.” – Robert Louis Stevenson

72. 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?” Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson “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?” Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

73. Getting Things Done: The Power & Implementation 34.

74. *Send “Thank You” notes! It’s (always) “all about relationships.” And at the Heart of Effective Relationships is … APPRECIATION. (Oh yeah: Never, ever forget a birthday of a co-worker.) *Bring donuts! “Small” gestures of appreciation (on a rainy day, after a long day’s work the day before) are VBDs … Very Big Deals. *Make the call! One short, hard-to-make call today can avert a relationship crisis that could bring you down six months from now. *Remember: There are no “little gestures” of kindness. As boss, stopping by someone’s cube … for 30 seconds … to inquire about their sick parent will be remembered for … 10 years. (Trust me.) *Make eye contact! No big deal? Wrong! “It” is all about … Connection! Paying attention! Being there … in the Moment … Present. So, work on your eye contact, your Intent to Connect. *Smile! Or, rather: SMILE. Rule: Smiles beget smiles. Frowns beget frowns. Rule: WORK ON THIS. *Smile! (If it kills you.) Energy & enthusiasm & passion engender energy- enthusiasm-passion in those we work with.

75. Presentation Excellence: The PresX56

76. “Speech is power: speech is to persuade, to convert, to compel.” —Ralph Waldo Emerson

77. “In classical times when Cicero had finished speaking, the people said, ‘How well he spoke,’ but when Demosthenes had finished speaking, they said, ‘Let us march.’” —Adlai Stevenson

78. The Interviewing Excellence: The IntX31

79. Interviewing Excellence 1. INTERVIEWING IS AN “ART” WORTH MASTERING! (Think Christiane Amanpour, Mike Wallace) 2. Don’t overschedule—2 or 3 in depth interviews are a solid day’s work. (More than that is lunacy and will lead to shallow results.) 3. Save, if possible, the “Big Guy/Gal until last—that is, until you know what the hell you’re doing! 4. Find a comfy/“safe”/neutral setting. THIS IS ALL IMPORTANT! (Worst case: You on the other side of his/her desk.) 5. Start with a little bit (LITTLE) of local small talk. But get some tips on the interviewee ahead of time; he may be one of the “brusque ones” who considers any small talk a waste of his Imperial Time. 6. DO YOUR DAMN HOME WORK! (On the interviewee, the subject matter.) 7. Concoct a … LONG LIST … of questions. (You’ll only use 10% of it, but that’s okay.)

80. “Little Stuff” (plus): The True “Basics”

81. Thank You!

82. “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

83. Jim Jeffords oversight! The … Jim Jeffords oversight!

84. 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 Servant Leadership Servant Leadership —Robert Greenleaf One: The Art and Practice of Conscious Leadership One: The Art and Practice of Conscious Leadership —Lance Secretan, founder of Manpower, Inc.

85. 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 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? Are you too emotional? Not emotional enough? Do you spend much time with “new people”? Do you think questions like this are “so much BS”?

86. THE PROBLEM IS RARELY THE PROBLEM.

87. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *RMN, M Stewart, WJC, “Scooter” Libby

88. RESPECT

89. “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

90. “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

91. “He had done nothing to sell me on his business, yet he had given me the most powerful sales pitch of my life. Because his sole concern had been my welfare and the success of my business.” —Jim Penman, on learning how to sell (What Will They Franchise Next? The Story of Jim's Group)

92. THE ONE THING YOU NEED TO KNOW (Marcus Buckingham)

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

94. “The one thing you need to know about sustained individual success: Discover what you don’t like doing and stop doing it.” “The one thing you need to know about sustained individual success: Discover what you don’t like doing and stop doing it.” —Marcus Buckingham, The One Thing You Need to Know

95. TP ON HEALTHCARE

96. When I climb Mount Rainier I face less risk of death than I’ll face on the operating table.” — Don Berwick “When I climb Mount Rainier I face less risk of death than I’ll face on the operating table.” — Don Berwick

97. Quality! DSS! Prevention! Wellness! Chronic care! Elder care! Convenient care! Childhood obesity! H5N1!

98. “Quality”: “Quality”: COULD IT TRULY BE THIS AWFUL ?

99. CDC 1998: 90,000 killed and 2,000,000 injured from hospital-caused drug errors & infections

100. HealthGrades/Denver: 195,000 hospital deaths per year in the U.S., 2000-2002 = 390 full jumbos/747s in the drink per year. Comments: “This should give you pause when you go to the hospital.” —Dr. Kenneth Kizer, National Quality Forum. “ There is little evidence that patient safety has improved in the last five years.” —Dr. Samantha Collier Source: Boston Globe/07.27.04

101. 1,000,000 “serious medication errors per year” … “illegible handwriting, misplaced decimal points, and missed drug interactions and allergies.” Source: Wall Street Journal / Institute of Medicine

102. HCare CIO: “Technology Executive” (workin’ in a hospital) Or/to: Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital’s Senior Healing-Services Team (who happens to be a techie)

103. PLANETREE/ PLANETREE ALLIANCE: A DIFFERENT MODEL

104. 1. The Importance of Human Interaction Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information Healing Partnerships: The importance of Including Friends and Family Nutrition: The Nurturing Aspect of Food Spirituality: Inner Resources for Healing 6. Human Touch: The Essentials of Communicating Caring Through Massage 7. Healing Arts: Nutrition for the Soul 8. Integrating Complementary and Alternative Practices into Conventional Care 9. Healing Environments: Architecture and Design Conducive to Health The 9 Planetree Practices 1. The Importance of Human Interaction 2. Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information 3. Healing Partnerships: The importance of Including Friends and Family 4. Nutrition: The Nurturing Aspect of Food 5. Spirituality: Inner Resources for Healing 6. Human Touch: The Essentials of Communicating Caring Through Massage 7. Healing Arts: Nutrition for the Soul 8. Integrating Complementary and Alternative Practices into Conventional Care 9. Healing Environments: Architecture and Design Conducive to Health Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

105. “It was the goal of the Planetree Unit to help patients not only get well faster but also to stay well longer.” “It was the goal of the Planetree Unit to help patients not only get well faster but also to stay well longer.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

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

107. Care Partner Programs Unrestricted visits Collaborative Care Conferences Clinical Guidelines Discussions Family Spaces Pet Visits Care Partner Programs (IDs, discount meals, etc.) Unrestricted visits (“Most Planetree hospitals have eliminated visiting restrictions altogether.”) (ER at one hospital “has a policy of never separating the patient from the family, and there is no limitation on how many family members may be present.”) Collaborative Care Conferences Clinical Guidelines Discussions Family Spaces Pet Visits (POP: Patients’ Own Pets) Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

108. Music in the parking lot; professional musicians in the lobby 5 pianos volunteers Griffin: Music in the parking lot; professional musicians in the lobby (7/week, 3-4hrs/day) ; 5 pianos ; volunteers (120-140 hrs arts & entertainment per month). Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

109. Massage Acupuncture Meditation Chiropractic Nutritional supplements Aroma therapy Griffin IMC/Integrative Medicine Center Massage Acupuncture Meditation Chiropractic Nutritional supplements Aroma therapy Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

110. “Happen to” “Happen with” Access to nurses station: “Happen to” vs “Happen with” Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

111. Care!/Love!/Spirit! Self-Control! Connect!/learn!/ involve!/Engage! Understanding!/Growth! De-stress!/heal! Whole patient & family & friends! be well!/stay well!

112. Financially successful. Expanding programs- physically. Growing market share. Only hospital in “100 Best Cos to Work for”— 7 consecutive years, currently #6. Griffin Hospital/Derby CT (Planetree Alliance “HQ”) Results: Financially successful. Expanding programs- physically. Growing market share. Only hospital in “100 Best Cos to Work for”— 7 consecutive years, currently #6. —“Five-Star Hospitals,” Joe Flower, strategy+business (#42)

113. HEALTHCARE VS HEALTH

114. “Healthcare” vs “Health”

115. Sexy Cures vs Quality/Safety Surgeons vs Family Practice Physicians/CIOs Fixing vs Preventing Healthcare vs Health Tom/$53K vs 1,000 Africans [Stanford?] vs Griffin/Planetree SF Internist vs Tom/Canyon Ranch Sexy Cures vs Quality/Safety Surgeons vs Family Practice Physicians/CIOs Fixing vs Preventing Healthcare vs Health Tom/$53K vs 1,000 Africans [Stanford?] vs Griffin/Planetree SF Internist vs Tom/Canyon Ranch

116. TP Recommendation* #1: Dubai Healthcare City to Dubai Health City* *Presentation at “First Middle Eastern Healthcare Summit/01.2006 **Cleveland Clinic and Canyon Ranch Partnership

117. Childhood Obesity > Terrorism

118. Bust fat docs!

119. “Curve Shifting” “Curve Shifting” Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

120. Broken Windows

121. “Bump into factor”: Extra-size portions, eat more. Higher % shelf space snacks, more obesity. More liquor stores, more crime. High vs low fat: Japanese who emigrate to U.S. suffer 3X increase in heart disease. Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation

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

123. Obesity/-79(-36); BP (140-85 to 90-60); Blood sugar (180-87); Blood chemistry (normal+); Cholesterol (140-58); Metabolic rate/RMR (+250); Mental state (dramatic improvement)

124. EXCELLENCE. BEDROCK. LEADERSHIP. 9Ps.

125. PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

127. ‘ Who do we intend to be?’ “Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: ‘ Who do we intend to be?’ Not ‘What are we going to do?’ but ‘Who do we intend to be?’” —Max De Pree, Herman Miller

128. PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

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

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

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

132. PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

133. become more than they’ve ever been before, more than they’ve dreamed of being.” “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

134. invites “In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner

135. PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

136. 25

138. “ You must be the change you wish to see in the world.” “ You must be the change you wish to see in the world.” Gandhi

139. PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

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

141. “ Success seems to be largely a matter of hanging on after others have let go.” —William Feather, author

142. PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

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

144. “The leaders of Great Groups love talent and know where to find it. They revel in the talent of others.” “The leaders of Great Groups love talent and know where to find it. They revel in the talent of others.” —Warren Bennis & Patricia Ward Biederman, Organizing Genius

145. “Connoisseur of Talent” PARC’s Bob Taylor: “Connoisseur of Talent”

146. EMPHASIZE THE “SOFT SKILLS.”

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

149. “Leaders ‘SERVE’ people. Period.” “Leaders ‘SERVE’ people. Period.” —Anon.

150. PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

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

152. The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” "The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man.” —GB Shaw, Man and Superman: The Revolutionists' Handbook.

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

154. Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has.” “ Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has.” —Margaret Mead

155. eliot + 7

156. PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

157. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo

158. “Every time we come to a comfort zone, we will find a way out.” “No Cloning.” “‘Reinvent the brand’ with each new show.” “A typical day at the office for me begins by asking, ‘What is impossible that I am going to do today?’” —Daniel Lamarre, president, Cirque du Soleil Cirque du Soleil

159. PURPOSE. PASSION. Potential. Presence. Personal. PERSISTENCE. PEOPLE. Potent. Positive.

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

161. GERONIMO!’ "Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting ‘GERONIMO!’ ” —Bill McKenna, professional motorcycle racer (Cycle magazine 02.1982)

162. Ger- on-i- mo !