1. Excellence.Always.Listen.Learn.Respect.Appreciate. Tom Peters 25 November 2009 (Annotated)

2. #1

3. “The doctor interrupts after …* after …* *Source: Jerome Groopman, How Doctors Think

4. The patient is the best source of information. Sooo …

5. 18 seconds

6. Shame on docs. True enough. But most managers are equally indictable on this charge!!! Are you an “18- second manager”? I’d put money on it in 5 cases out of 7.

7. [An obsession with] Listening is... the ultimate mark of Respect. Listening is... the heart and soul of Engagement. Listening is... the heart and soul of Kindness. Listening is... the heart and soul of Thoughtfulness. Listening is... the basis for true Collaboration. Listening is... the basis for true Partnership. Listening is... a Team Sport. Listening is... a Developable Individual Skill.* (*Though women are far better at it than men.) Listening is... the basis for Community. Listening is... the bedrock of Joint Ventures that work. Listening is... the bedrock of Joint Ventures that last. Listening is... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) (*Which is in turn Attribute #1 of organizational effectiveness.) Listening is... the engine of superior EXECUTION. Listening is... the key to making the Sale. Listening is... the key to Keeping the Customer’s Business. Listening is... the engine of Network development. Listening is... the engine of Network maintenance. Listening is... the engine of Network expansion. Listening is... Learning. Listening is...the sine qua non of Renewal. Listening is...the sine qua non of Creativity. Listening is...the sine qua non of Innovation. Listening is... the core of taking Diverse opinions aboard. Listening is... Strategy. Listening is... Source #1 of “Value-added.” Listening is... Differentiator #1. Listening is... Profitable.* (*The “R.O.I.” from listening is higher than from any other single activity.) (*The “R.O.I.” from listening is higher than from any other single activity.) Listening underpins... Commitment to EXCELLENCE

8. The power of listening is … limitless. Read—and ponder—this list very carefully.

9. [An obsession with] Listening is... the ultimate mark of Respect. of Respect. Listening is... the heart and soul of Engagement. Listening is... the heart and soul of Kindness. Listening is... the heart and soul of Thoughtfulness. Listening is... the basis for true Collaboration. Listening is... the basis for true Partnership. Listening is... a Team Sport. Listening is... a Developable Individual Skill.* (*Though women are far better at it than men.) are far better at it than men.) Listening is... the basis for Community. Listening is... the bedrock of Joint Ventures that work. Listening is... the bedrock of Joint Ventures that last. Listening is... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) organizational effectiveness.)[cont.]

10. Listening is... the engine of superior EXECUTION. Listening is... the key to making the Sale. Listening is... the key to Keeping the Customer’s Business. Listening is... the engine of Network development. Listening is... the engine of Network maintenance. Listening is... the engine of Network expansion. Listening is... Social Networking’s “secret weapon.” Listening is... Learning. Listening is... the sine qua non of Renewal. Listening is... the sine qua non of Creativity. Listening is... the sine qua non of Innovation. Listening is... the core of taking Diverse opinions aboard. Listening is... Strategy. Listening is... Source #1 of “Value-added.” Listening is... Differentiator #1. Listening is... Profitable.* (*The “R.O.I.” from listening is higher than from any other single activity.) from any other single activity.) Listening is … the bedrock which underpins a Commitment to EXCELLENCE EXCELLENCE

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

12. This is not just an exhortation, “Hey, listen.” I’m suggesting that listening become a pre-occupation. That it be the whole-damn- organization’s trademark.

13. Listen = “Profession” = Study = practice = evaluation = Enterprise value

14. Listen! Listen! Listening Leaders: The Ten Golden Rules To Listening Leaders: The Ten Golden Rules To Listen, Lead & Succeed—Lyman Steil and Listen, Lead & Succeed—Lyman Steil and Richard Bommelje Richard Bommelje The Zen of Listening—Rebecca Shafir The Zen of Listening—Rebecca Shafir Effective Listening Skills—Dennis Kratz and Effective Listening Skills—Dennis Kratz and Abby Robinson Kratz Abby Robinson Kratz Are You Really Listening?—Paul Donoghue and Are You Really Listening?—Paul Donoghue and Mary Siegel Mary Siegel Active Listening: Improve Your Ability to Listen Active Listening: Improve Your Ability to Listen and Lead—Michael Hoppe and Lead—Michael Hoppe Listening: The Forgotten Skill Listening: The Forgotten Skill —Madelyn Burley-Allen —Madelyn Burley-Allen

15. Yes you can! That is, study “this stuff.”

16. #1A

17. Message: Listening is a … profession! Message: Listening is a … profession!

18. Just like becoming a professional musician. Or a neurosurgeon.

19. #1B

20. Listen = Profession = Study = practice = evaluation = "We listen intently to and fully engage Listen = Profession = Study = practice = evaluation = Enterprise value: "We listen intently to and fully engage all with whom all with whom we work."

21. Core value #1. No kidding.

22. #1C

23. Questioning, the art [and “profession”] of.

24. Listening’s corollary: the Art of Asking.

25. Ask! Leading with Questions: How Leaders Find the Leading with Questions: How Leaders Find the Right Solutions by Knowing What to Ask Right Solutions by Knowing What to Ask —Michael Marquardt —Michael Marquardt Smart Questions: Learn to Ask the Right Smart Questions: Learn to Ask the Right Questions for Powerful Results Questions for Powerful Results —Gerald Nadler and William Chandon —Gerald Nadler and William Chandon The Art of Asking: Ask Better Questions, The Art of Asking: Ask Better Questions, Get Better Answers—Terry Fadem Get Better Answers—Terry Fadem How to Ask Great Questions How to Ask Great Questions —Karen Lee-Thorp —Karen Lee-Thorp Change Your Questions, Change Your Change Your Questions, Change Your Life—Marilee Adams Life—Marilee Adams Asking the Right Questions: A Guide to Asking the Right Questions: A Guide to Critical Thinking—Neil Browne and Critical Thinking—Neil Browne and Stuart Keeley Stuart Keeley

26. Can be studied.

27. Listen! Ask! Listen! Ask! Listening Leaders: The Ten Golden Rules To Listen, Lead & Succeed Listening Leaders: The Ten Golden Rules To Listen, Lead & Succeed —Lyman Steil and Richard Bommelje —Lyman Steil and Richard Bommelje The Zen of Listening—Rebecca Shafir The Zen of Listening—Rebecca Shafir Effective Listening Skills—Dennis Kratz and Abby Robinson Kratz Effective Listening Skills—Dennis Kratz and Abby Robinson Kratz Are You Really Listening?—Paul Donoghue and Mary Siegel Are You Really Listening?—Paul Donoghue and Mary Siegel Active Listening: Improve Your Ability to Listen and Lead Active Listening: Improve Your Ability to Listen and Lead —Michael Hoppe —Michael Hoppe Listening: The Forgotten Skill—Madelyn Burley-Allen Listening: The Forgotten Skill—Madelyn Burley-Allen Leading with Questions: How Leaders Find the Right Solutions by Leading with Questions: How Leaders Find the Right Solutions by Knowing What to Ask—Michael Marquardt Knowing What to Ask—Michael Marquardt Smart Questions: Learn to Ask the Right Questions for Powerful Smart Questions: Learn to Ask the Right Questions for Powerful Results—Gerald Nadler and William Chandon Results—Gerald Nadler and William Chandon The Art of Asking: Ask Better Questions, Get Better Answers The Art of Asking: Ask Better Questions, Get Better Answers —Terry Fadem —Terry Fadem How to Ask Great Questions—Karen Lee-Thorp How to Ask Great Questions—Karen Lee-Thorp Change Your Questions, Change Your Life—Marilee Adams Change Your Questions, Change Your Life—Marilee Adams Asking the Right Questions: A Guide to Critical Thinking—Neil Browne and Asking the Right Questions: A Guide to Critical Thinking—Neil Browne and Stuart Keeley Stuart Keeley

28. #2

29. “The four most important words in any organization are …

30. Ta-da …

31. 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

32. “WDYT” = Certification of me as a person of Importance whose opinion is valued. “WDYT” = Certification of me as a person of Importance whose opinion is valued.

33. Biiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiig deal. (Remember, The Little BIG Things.)

34. Tomorrow: How many times will you “ask the WDYT question”? [Practice makes better!] [This is a skill!] Tomorrow: How many times will you “ask the WDYT question”? [ Count! ] [Practice makes better!] [This is a STRATEGIC skill!]

35. Not to be left to chance. Yup … can be MEASURED.

36. #2A

37. From Enemy/Reluctant User to Champion/Savior/Owner: The Axiom From Enemy/Reluctant User to Champion/Savior/Owner: The “one line of code!” Axiom

38. Ask my opinion of a system revision. I give you an earful. You go back and make a couple of tiny changes [“a line of code”] to accommodate me. Now I “own” the thing—and become a champion rather than a resistor. More or less... GUARANTEED … to work.

39. #3

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

41. Once again. ALL POWERFUL. (And usually neglected or half-hearted.)

42. “Thank you” lingers on: 10 years

43. Exec retires. At going away party, someone comes up to him, very emotional, to thank the exec for a thank you note he’d sent 10 years ago. (I’ve got a ton of similar stories.)

44. Tomorrow: How many times will you mange to blurt out, “Thank you”? [Practice makes better!* *The engineer from Manchester.]] [This is a skill!] Tomorrow: How many times will you mange to blurt out, “Thank you”? [ Count ’em! ] [Practice makes better!* *The engineer from Manchester.]] [This is a STRATEGIC skill!]

45. Not a casual idea. Measure it.

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

47. One more time. A topic worthy of serious study. One more time. A topic worthy of serious study.

48. And the answer is …. otis

49. Teacher gives a science exam. Students prepped—know what’s coming. Quiet in the room. Then din. Students complaining. “Will the last question count?” Teacher: “Most definitely.” And the last question is: “What is the first name of the person who cleans the room after class?” (Hint: Otis.) Teacher: “As you go forward in life, you will meet many people. All of them are important. Each one deserves your attention and respect …” Source: Deborah Norville, The Power of Respect.

50. “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

51. Self explanatory.

52. #4

53. “I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better.” —Marshall Goldsmith, What Got You Here Won’t Get You There: How Successful People Become Even More Successful Even More Successful

54. “… most magical, healing, restorative gesture human beings can make.”Talk about “strong language”! And Goldsmith is the unquestioned #1 executive coach—i.e., worth paying attention to. “… most magical, healing, restorative gesture human beings can make.” Talk about “strong language”! And Goldsmith is the unquestioned #1 executive coach—i.e., worth paying attention to.

55. pause

56. “I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better.” —Marshall Goldsmith, What Got You Here Won’t Get You There: How Successful People Become Even More Successful Even More Successful

57. Worth re-reading.

58. 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.

59. I believe this is true 100% of the time. Most of my personal and professional disasters could clearly have been reversed or ameliorated with such a call.

60. The “three-minute call” often-usually-invariably leads to a strengthening of the relationship. It not only acts as atonement but also paves the path for a “better than ever” trajectory.

61. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *PERCEPTION IS ALL THERE IS!

62. Think Richard Nixon, Bill Clinton, Martha Stewart. None, and a host like them, ever got in trouble for “the act itself”—but instead for the cover-up.

63. pause

64. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* *PERCEPTION IS ALL THERE IS!

65. Yup … another one worth re-reading immediately.

66. Potlatch.

67. Potlatch is the ritual of overwhelming one with gifts to the point at which one is paralyzed. I’m not quite suggesting that, but I am simply saying that an “overwhelming”-“disproportionate”-“asymmetric” response to a screw-up is more or less … ALWAYS … warranted. (FYI: Also central to this idea is a culture that encourages timely truth-telling around screw-ups.)

68. Shit happens. Be prepared.

69. Potlatch-plus. Shit happens—to the best of us. Have slack resources ready to react to problems before they occur..

70. *effective “Repair”/Apology is of the utmost … strategic importance! *effective repair is a proper … core value ! *effective repair is … trainable ! *effective repair is a … profession !

71. Once more … a craft … a profession … a trait worthy of study.

72. #5

73. Enterprise Value: “We are thoughtful in all we do.”

74. I have come to love the word “thoughtful.” Especially in difficult times. It is a “way to live in the world”—and I firmly believe it can contribute directly to the bottom line. It is a matter of trust and character and courtesy— all three pay big dividends. (Not to mention the fact that thoughtfulness results in a more attractive image when one looks in the mirror or discusses what one does with our children.)

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

76. This I believe.

77. *Thoughtfulness is of the utmost … strategic importance! *thoughtfulness is a proper … core value ! *Thoughtfulness is … trainable ! *Thoughtfulness is a … profession !

78. One more time.

79. #5A

80. none!

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

82. Stunning. Patient satisfaction is primarily related to the quality of interactions with hospital staff—which in turn is primarily caused by the quality of staffers’ interactions with one another.

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

84. Be kind. Have happy patients. Save $$$.

85. “Kindness is free.”

86. #6

87. Big 5 Big 5 1. Listen. (Respect. Learn) 2. Ask. (Solicit. Engage. Inspire.) 3. Thank. (Appreciate. Acknowledge.) 4. Apologize (Rectify. Build.) 5. Practice thoughtfulness (A way of life. A staple of “good business.”) (A way of life. A staple of “good business.”)

88. Sometimes (such as short presentations) I focus “just”on what I call “The BIG 5.”

89. #7

90. “ 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 Who Says Elephants Can’t Dance

91. To do “all this stuff” is primarily a “cultural” issue. (As Lou Gerstner found out to his dismay at IBM.)

92. “… it is the game.”

93. Ken Kizer/VA 1997: “culture of cover-up that pervades healthcare” “Patient Safety Event Registry” … “looking for systemic solutions, not seeking to fix blame on individuals except in the most egregious cases. The good news was a thirty-fold increase in the number of medical mistakes and adverse events that got reported.” “National Center for Patient Safety Ann Arbor” “National Center for Patient Safety Ann Arbor”

94. “Culture change” can be accomplished in even the least likely places—Big Time. Mostly, hospital staffs hide mistakes—it’s perhaps the “culture of medicine.” The Veterans Administration hospitals successfully attacked that culture. Reporting “incidents” became “the thing to do”—and was rewarded. As a result mistakes reported throughout the system increased by a … FACTOR OF THIRTY! Armed with buckets full of precious data, the VA became, among other things, America’s best model of patient safety.

95. 30 -fold!

96. Quite a lot, eh?

97. #8

98. “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

99. The uncommon “common courtesies”—the primary basis for staff and customer satisfaction and retention— and superior relationships in general. And high profitability. And the deepest of deep blue oceans