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

2. people power: The talent 50 Tom Peters/Flexirent/18.02.2008

3. “I have always believed that the purpose of the corporation is to be a blessing to the employees.” —Boyd Clarke

4. 1. People First!

5. TP: TP: “How to piss away $500,000 in one easy lesson!!”

6. People! People!

7. 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

8. 2. “Soft” Is “Hard.”

9. 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”

10. 3. FUNDAMENTAL PREMISE: We Are in an Age of Talent/ Creativity/ Intellectual-capital Added.

11. Conceptual Age Agriculture Age (farmers) Industrial Age (factory workers) Information Age (knowledge workers) Conceptual Age (creators and empathizers) Source: Dan Pink, A Whole New Mind

12. “Human creativity is the ultimate economic resource.” “Human creativity is the ultimate economic resource.” —Richard Florida, The Rise of the Creative Class

13. 4. Talent “Excellence” in Every Part of Every Organization.

14. Wegmans: #1/100 “ Best Companies to Work for” /2005

15. 5. Talent “Excellence” Stretches Far Beyond Our Borders.

16. We become who we hang out with 1

17. Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

18. 6. P.O.T./ Pursuit Of Talent = OBSESSION.

19. “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

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

21. 7. Talent Masters Understand Talent’s Intangibles.

22. 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)

23. 8. HR Is “Cool.”

24. Chicago: HRMAC

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

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

27. 9. HR Sits at The Head Table.

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

29. 10. Re-name “HR.”

30. Talent Department

31. “H.R.” to “H.E.D.” ??? H uman E nablement D epartment

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

33. 11. There Is an “HR Strategy”/ “HR Vision”

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

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

36. 12. Acquire for Talent!

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

38. 13. There Is a FORMAL Recruitment Strategy.

39. “Busy Executives Fail To Give Recruiting Attention It Deserves” —Headline, WSJ, 1121.05 “Busy Executives Fail To Give Recruiting Attention It Deserves” —Headline, WSJ, 1121.05

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

41. 14. There Is a FORMAL Leadership Development Strategy.

42. Crotonville!

43. DD: 0 to 60mph in a flash (months)

44. 15. There Is a FORMAL STRATEGIC HR Review Process.

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

46. 16. “People”/ Talent” Reviews Are the FIRST Reviews.

47. 17. HR Strategy = BUSINESS Strategy.

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

49. Cirque du Soleil !

50. 18. Make it a “Cause Worth Signing Up For.”

51. “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)

52. 19. Unleash “Their” Full Potential!

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

54. “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

55. 20. Set Sky High Standards.

56. 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

57. 21. Enlist Everyone in Challenge Century21.

58. “ 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

59. Distinct Extinct Distinct … or … Extinct

60. 22. Pursue the Best!

61. 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

62. 23. Up or Out.

63. 24. Ensure that the Review Process Has INTEGRITY.

64. 25 = 100* 25 = 100* * “But what do I do that’s more important than developing people? I don’t do the damn work. They do.”—GK

65. 25. Pay Up!

66. “Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers.” —Ed Michaels, War for Talent

67. 26. Training I: Train! Train! Train!

68. 26.3

69. 27. Training II: 100% “Business People.”

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

71. 28. Training III: 100% LEADERS.

72. 29. Training IV: Boss as Trainer- in-Chief.

73. “Workout” = 24 DPY in the Classroom

74. 30. Training V: The REAL Bedrock of the “Talent Thing.”

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

76. 31. Wide-open Communication: NO BARRIERS.

77. “ The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over.” “ The organizations we created have become tyrants. They have taken control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls that no one can scale or penetrate or even peer over.” — Frank Lekanne Deprez & René Tissen, Zero Space: Moving Beyond Organizational Limits

78. 32. RESPECT!

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

80. “Don’t belittle!” —OD Consultant

81. 33. Embrace the Whole Individual.

82. 34. Build Places of “Grace.”

83. Rodale’s on “Grace” … elegance … charm … loveliness … poetry in motion … kindliness... benevolence … benefaction … compassion … beauty

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. 35. MBWA: Visible Leadership!

86. 36. Thank You!

87. “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

88. 37. Promote for “people skills.” (THE REST IS DETAILS.)

89. “When assessing candidates, the first thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of getting things done, the obstacles overcome, the role her people played —or does she keep wandering back to strategy or philosophy?” —Larry Bossidy, Honeywell/AlliedSignal, in Execution

90. 38. Honor Youth.

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

92. 39. Provide Early Leadership Assignments.

93. The WOW! Project

94. 40. Create a FORMAL System of Mentoring.

95. W. L. Gore Quad/Graphics

96. 41. Diversity!

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

98. 42. WOMEN RULE.

99. “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

100. 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

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

102. “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

103. 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?

104. 43. Hire (& Protect!) Weird!

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

106. 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.)

107. 44. We Are All Unique.

108. 53 = 53

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

110. Promise #1: “Never, ever again will I evaluate anyone using a standardized instrument devised by a “professional” in inhuman Resources.”

111. 53 Players = 53 Projects = 53 different success measures.

112. “Things don’t stay the same. You have to understand that not only your business situation changes, but the people you’re working with aren’t the same day to day. Someone is sick. Someone is having a wedding. [You must] gauge the mood, the thinking level of the team that day.” “Things don’t stay the same. You have to understand that not only your business situation changes, but the people you’re working with aren’t the same day to day. Someone is sick. Someone is having a wedding. [You must] gauge the mood, the thinking level of the team that day.” —Coach K [Krzyzewski]

113. 220 workdays = 220 “rosters” 220 workdays = 220 “rosters” Source: Coach K

114. new goal … every game! new goal … every game! Source: Coach K

115. 45. Capitalize on Strengths.

116. “The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. … Discover what is unique about each person and capitalize on it.” —Marcus Buckingham, The One Thing You Need to Know

117. 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 “ 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

118. 46. Bosses “Win People Over.”

119. “Coaching is winning players over.” PJ: “Coaching is winning players over.”

120. 47. GOAL: Voyages of Mutual Discovery.

121. “The organization would ultimately win not because it gave agents more money, but because it gave them a chance for better lives.” “The organization would ultimately win not because it gave agents more money, but because it gave them a chance for better lives.” —Everybody Wins, Phil Harkins & Keith Hollihan

122. Quests!

123. C Q O *Chief quest-meister C Q O* *Chief quest-meister

124. 48. Foster Independence.

125. “You must realize that how you invest your human capital matters as much as how you invest your financial capital. Its rate of return determines your future options. Take a job for what it teaches you, not for what it pays. Instead of a potential employer asking, ‘Where do you see yourself in 5 years?’ you’ll ask, ‘If I invest my mental assets with you for 5 years, how much will they appreciate? How much will my portfolio of career options grow?’ ” “You must realize that how you invest your human capital matters as much as how you invest your financial capital. Its rate of return determines your future options. Take a job for what it teaches you, not for what it pays. Instead of a potential employer asking, ‘Where do you see yourself in 5 years?’ you’ll ask, ‘If I invest my mental assets with you for 5 years, how much will they appreciate? How much will my portfolio of career options grow?’ ” Source: Stan Davis & Christopher Meyer, futureWEALTH

126. 49. En- thus-i- asm!

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

128. 50. Talent = Brand.

129. Better talent wins. Talent management is my job as leader. Talented leaders are looking for the moon and stars. Over-deliver on people’s dreams – they are volunteers. Pump talent in at all levels, from all conceivable sources, all the time. Source: Ed Michaels et al., The War for Talent The Top 5 “Revelations” Better talent wins. Talent management is my job as leader. Talented leaders are looking for the moon and stars. Over-deliver on people’s dreams – they are volunteers. Pump talent in at all levels, from all conceivable sources, all the time. Source: Ed Michaels et al., The War for Talent

130. BRAND = TALENT.