Big institutions aren't swift on their feet in adapting bu

1
Tom PetersThe Talent50 02.20.2003
2
If you dont like change, youre going to like
irrelevance even less. General Eric Shinseki,
Chief of Staff, U. S. Army
3
IT MAY SOMEDAY BE SAID THAT THE 21ST CENTURY
BEGAN ON SEPTEMBER 11, 2001. Al-Qaeda
represents a new and profoundly dangerous kind of
organizationone that might be called a virtual
state. On September 11 a virtual state proved
that modern societies are vulnerable as never
before.Time/09.09.2002
4
The deadliest strength of Americas new
adversaries is their very fluidity, Defense
Secretary Donald Rumsfeld believes. Terrorist
networks, unburdened by fixed borders,
headquarters or conventional forces, are free to
study the way this nation responds to threats and
adapt themselves to prepare for what Mr. Rumsfeld
is certain will be another attack. Business
as usual wont do it, he said. His answer is to
develop swifter, more lethal ways to fight. Big
institutions arent swift on their feet in
adapting but rather ponderous and clumsy and
slow. The New York Times/09.04.2002
5
From Weapon v. Weapon To
Org structure v. Org structure
6
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
7
Erics ArmyFlat.Fast.Agil
e.Adaptable.Light But Lethal.Talent/ I Am
An Army Of One.Info-intense.Network-centric.
8
1. People First!
9
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
10
Talent!Tina Brown The first thing to do is to
hire enough talent that a critical mass of
excitement starts to grow.Source
Business2.0/12.2002-01.2003
11
Whoops Jack didnt have a vision!GE
Talent Machine (Ed Michaels)
12
2. Soft Is Hard.
13
Soft Is Hard- ISOE
14
3. FUNDAMENTAL PREMISE We
Are in an Age of Talent/ Creativity/
Intellectual-capital Added.
15
Age of AgricultureIndustrial AgeAge of
Information IntensificationAge of Creation
IntensificationSource Murikami Teruyasu,
Nomura Research Institute
16
Experience Rebel Lifestyle!What we sell is
the ability for a 43-year-old accountant to dress
in black leather, ride through small towns and
have people be afraid of him.Harley exec,
quoted in Results-Based Leadership
17
WHAT CAN BROWN DO FOR YOU?
18
4. Talent Excellence in
Every Part of the Organization.
19
5. P.O.T./ Pursuit Of
Talent OBSESSION.
20
Model 25/8/53 Sports Franchise GM48 500M
21
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
22
PARCs Bob Taylor Connoisseur of Talent
23
Les Wexner From sweaters to people!
24
6. Talent Masters Understand Talents Intangibles.
25
Visibly energetic/ Passionate/ Enthusiastic
about everything.Engaging/ Inspires
others. (Inspires the interviewer!)Loves
messes pressure. Impatient/ Action fanatic.A
finisher.Exhibits Fat WOW Project Portfolio.
(Loves to talk about her
work.)Smart.Curious/ Eclectic interests/ A
little (or more) weird.Well-developed sense of
humor/ Fun to be around. No. 1 re
bosses Exceptional talent selection
development record. (Former co-workers
Did you visibly grow while working with
X? / How has the department/team grown
on a world-class scale during Xs tenure?)
26
7. HR Is Cool.
27
ChicagoNovember 1999HRMAC
28
support function / cost center /
bureaucratic dragor
29
Are you Rock Stars of the Age of Talent
30
Have you changed civilization today?Source HP
banner ad
31
8. HR Sits at The Head
Table.
32
DD21M
33
9. Re-name HR.
34
Talent Department
35
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
36
10. There Is an HR
Strategy.
37
11. There Is a FORMAL
Recruitment Strategy.
38
The NFL Standard!
39
12. There Is a FORMAL
Leadership Development Strategy.
40
13. There is a World
Class Leadership Development CENTER.
41
DD 0 to 60 in a flash (months)
42
14. There Is a FORMAL
STRATEGIC HR Review Process.
43
15. The Top100, and
Every Units Top10, Are Consciously Managed.
44
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
45
16. People/ Talent
Reviews Are the FIRST Reviews.
46
17. HR Strategy
Business Strategy.
47
18. Make it a Cause
Worth Signing Up For.
48
G.H. Create a cause, not a business.
49
Leaders dont just make products and make
decisions. Leaders make meaning. John Seeley
Brown
50
19. Set Sky High Standards.
51
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
52
20. Enlist Everyone in
Challenge Century21.
53
If there is nothing very special about your
work, no matter how hard you apply yourself, you
wont get noticed, and that increasingly means
you wont get paid much either.Michael
Goldhaber, Wired
54
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
55
IBMs Project eLiza! Self-bootstrapping/
Artilects
56
E.g. Jeff Immelt 75 of admin, back room,
finance digitalized in 3 years.Source BW
(01.28.02)
57
BW Cover/02.2003IS YOUR JOB NEXT? A New Round
of GLOBALIZATION Is Sending Upscale Jobs
Offshore. They Include Chip Design, Basic
Researcheven Financial Analysis. Can America
Lose These Jobs and Still Prosper?
58
21. Pursue the Best!
59
Differentiation is all about being extreme,
rewarding the best and weeding out the
ineffective. You build strong teams by treating
individuals differently. Just look at the way
baseball teams pay 20-game winning pitchers and
40-plus homerun hitters.Jack Welch
60
best person in the world Arthur Blank
61
22. Up or Out.
62
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
63
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
64
23. Ensure that the
Review Process Has INTEGRITY.
65
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do.
66
24. Fork Over!
67
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 (05.17.00)
68
25. Training I Train!
Train! Train!
69
26.3
70
3 Weeks in MayTraining Prep 187Work
41(Other 17)
71
1 vs. 367
72
Divas do it. Violinists do it. Sprinters do it.
Golfers do it. Pilots do it. Soldiers do it.
Surgeons do it. Cops do it. Astronauts do it. Why
dont businesspeople do it?
73
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
(22August2000)
74
Edward Jones Training Machine146
hours/employee/yearNew hires 4X avg.3.8 of
payroll 1, The 100 Best Companies To Work
For/Fortune/01.2003
75
26. Training II 100
Business People.
76
27. Training III 100
LEADERS.
77
I start with the premise that the function of
leadership is to produce more leaders, not more
followers.Ralph Nader
78
Brand You, Big Time!I AM AN ARMY OF ONE
79
28. Training IV Boss as
Trainer-in-Chief.
80
Workout 24 DPY in the Classroom
81
29. Open Communication I
NO BARRIERS.
82
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 Rene
Tissen, Zero Space Moving Beyond Organization
Limits.
83
Dawn Meyerreicks, CTO of the Defense
Intelligence Systems Agency, made one of the most
fateful military calls of the 21st century. After
9/11 her office quickly leased all the
available transponders covering Central Asia. The
implications should change everything about U.S.
military thinking in the years ahead. The U.S.
Air Force had kicked off its fight against the
Taliban with an ineffective bombing campaign, and
Washington was anguishing over whether to send in
a few Army divisions. Donald Rumsfeld told Gen.
Tommy Franks to give the initiative to 250
Special Forces already on the ground. They used
satellite phones, Predator surveillance drones,
and GPS- and laser-based targeting systems to
make the air strikes brutally effective.In
effect, they Napsterized the battlefield by
cutting out the middlemen (much of the militarys
command and control) and working directly with
the real players. The data came in so fast that
HQ revised operating procedures to allow
intelligence analysts and attack planners to work
directly together. Their favorite tool,
incidentally, was instant messaging over a secure
network.Ned Desmond/Broadbands New Killer
App/Business 2.0/ OCT2002
84
30. Open Communication II
Share (ALL) Information.
85
m-On or Out of the LoopManagers in Finland
always keep their phones on. Customers expect
fast reactions. And if you cant reach a
superior, you make many decisions
yourselfmanagers who want to influence decisions
of subordinates must keep their phones open.
Risto Linturi, Finnish m-guru, in Howard
Rheingolds Smart Mobs
86
31. Respect!
87

• It was much later that I realized Dads 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

88
Leaders are living individuals whom employees
smell, feel, touch their presence.49
89
32. Embrace the Whole
Individual.
90
33. Build Places of
Grace.
91
My favorite word is grace whether its amazing
grace, saving grace, grace under fire, Grace
Kelly. How we live contributes to beauty
whether its how we treat other people or the
environment.Celeste Cooper, designer
92
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ..
benevolence benefaction compassion beauty
93
34. MBWA The Rudy
Rule.
94
Rudy!
95
The first and greatest imperative of command is
to be present in person. Those who impose risk
must be seen to share it. John Keegan, The Mask
of Command
96
35. Thank You!
97
The deepest human need is the need to be
appreciated.William James
98
The two most powerful things in existence a
kind word and a thoughtful gesture.Ken
Langone, CEO, Invemed Associates from Ronna
Lichtenberg, Its Not Business, Its Personal
99
36. Promote for people
skills. (THE REST IS DETAILS.)
100
33 Division Titles. 26 League Pennants. 14 World
Series Earl Weaver0. Tom Kelly0. Jim
Leyland0. Walter Alston1AB. Tony LaRussa132
games, 6 seasons. Tommy LasordaP, 26 games.
Sparky Anderson1 season.
101
37. Honor Youth.
102
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 12/2000
103
8 Minutes Dr. Sugata Mira, NIIT/ New Delhi/
1999Ignorance to SurfingAnd then theres
oya yubi sedai, the thumb generation
104
38. Provide Early
Leadership Assignments.
105
39. Create a FORMAL System
of Mentoring.
106
W. L. GoreQuad/Graphics
107
40. Diversity!
108
Diversity defines the health and wealth of
nations in a new century. Mighty is the mongrel.
The hybrid is hip. The impure, the mélange, the
adulterated, the blemished, the rough, the
black-and-blue, the mix-and-match these people
are inheriting the earth. Mixing is the new norm.
Mixing trumps isolation. It spawns creativity,
nourishes the human spirit, spurs economic growth
and empowers nations.G. Pascal Zachary, The
Global Me New Cosmopolitans and the Competitive
Edge
109
CM Prof Richard Florida on Creative Capital
You cannot get a technologically innovative
place unless its open to weirdness, eccentricity
and difference.Source New York
Times/06.01.2002
110
Where do good new ideas come from? Thats
simple! From differences. Creativity comes from
unlikely juxtapositions. The best way to maximize
differences is to mix ages, cultures and
disciplines.Nicholas Negroponte
111
Duh!We want our associate population to mirror
our customer population at every level, from the
executive suite all the way to the retail floor.
In the marketplace, basically what I want to do
is draw a concentric circle around every one of
our 2,300 stores, and I want the assortment in
that store to match the ethnicity of the
neighborhood its in. Some neighborhoods are all
Hispanic, so we can put in a full Hispanic
format. Thats what Super Saver is. All the
signage is in both languages. Theres a 100
percent Spanish-speaking staff in the
store.Larry Johnston, CEO, Albertsons
112
41. WOMEN
RULE.Duh.
113
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special Report,
Business Week, 11.20.00
114
American women possess leadership abilities that
are particularly effective in todays
organizations, yet their abilities remain
undervalued and underutilized. In the future,
what will distinguish one organization and one
country from another will be its use of human
resources. Today human resource utilization is
not only a matter of social justice but a
bottom-line issue.Judy Rosener, Americas
Competitive Secret
115
Womens 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.Source Judy B. Rosener, Americas
Competitive Secret
116
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 days
events? Who is better at keeping in touch
with others?Source Selling Is a Womans Game
15 Powerful Reasons Why Women Can Outsell Men,
Nicki Joy Susan Kane-Benson
117
Investors are looking more and more for a
relationship with their financial advisers. They
want someone they can trust, someone who listens.
In my experience, in general, women may be better
at these relationship-building skills than are
men.Hardwick Simmons, CEO, Prudential
Securities
118
Thank you17 Men 84 Women 19
119
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, Americas
Competitive Secret
120
63 of 2,500 top earners in F5008 Big 5
partners 14 partners at top 250 law firms43
new med students 26 med faculty 7
deansSource Susan Estrich, Sex and Power
121
Opportunity!

• U.S.
  G.B. E.U. Ja.
• M.Mgt. 41 29 18
  6
• T.Mgt. 4 3 2
  lt1
• Peak Partic. Age 45 22 27
  19
• Coll. Stud. 52 50 48 26
• Source Judy Rosener, Americas Competitive
  Secret

122
Ass Of The Year2002 (?) Maurice Greenberg,
A.I.G., on the Companys New (All Male)
Leadership TeamIn a lot of countries of the
world, it would be very difficult for a woman to
be a good CEO. I have a responsibility to do
the best we can for shareholders.
Source New York Times/05.05.02Wouldnt
you love to watch him tell that face-to-face
to Margaret Thatcher or Carly Fiorina? (I would.)
123
Deloitte was doing a great job of hiring
high-performing women in fact, women often
earned higher performance ratings than men in
their first years with the firm. Yet the
percentage of women decreased with step up the
career ladder. Most women werent leaving to
raise families they had weighed their options in
Deloittes male-dominated culture and found them
wanting. Many, dissatisfied with a culture they
perceived as endemic to professional service
firms, switched professions.Douglas McCracken,
Winning the Talent War for Women HBR
124
The process of assigning plum accounts was
largely unexamined. Male partners made
assumptions I wouldnt put her on that kind of
company because its a tough manufacturing
environment. That client is difficult to deal
with. Travel puts too much pressure on women.
Douglas McCracken, Winning the Talent War for
Women HBR
125
Goldsmith College research (UK) Gender
stereotypes re-enforced. Men who extoll successes
rewarded, women not. Men who face interviewer
head on upgraded women who look at floor or use
sidelong glances do better. Women who nod
repeatedly do better, not men. Men who give long
answers score well, women who give short answers
do well. (College grads seeking jobs HR
interviewers2 M, 2F.)Source The Observer/
London/ 01.12.2003
126
The Core Argument1. We are in
a War for Talent.2. The war will intensify.3.
Women are under-represented in our leadership
ranks.4. Women and men are different.5. Womens
strengths match the New Economys leadership
needsto a striking degree.6. Women are also the
principal purchasers of goods and
servicesretail and commercial.7. Ergo, women
are a large part of the answer to the War
for Talent issue/opportunity.
127
42. Diversity Starts on
the Board of Directors.
128
Would Congress the Boardroom be a different
place if half the members were women?From Sex
and Power, Susan Estrich
129
Norwegian Law Boards must have at least 40
women.
130
43. Hire ( Protect)
Weird.
131
Are there enough weird people in the lab these
days?V. Chmn., pharmaceutical house, to a lab
director (06.01)
132
The Cracked Ones Let in the LightOur business
needs a massive transfusion of talent, and
talent, I believe, is most likely to be found
among non-conformists, dissenters and
rebels.David Ogilvy
133
Deviants, Inc. Deviance tells the story of
every mass market ever created. What starts out
weird and dangerous becomes Americas next big
corporate payday. So are you looking for the next
mass market idea? Its out there way out
there.Source Ryan Matthews Watts Wacker,
Fast Company (03.02)
134
Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
135
Rumsfeld values mavericks and tries to protect
and promote them. Newsweek/ 09.16.02
136
44. Cherish Boldness!
137
No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
138
In the modern military, risk is anathema to
rising stars, who cannot afford any slip-ups on
their records. Zero defects and zero
tolerance are common bywords.Newsweek/09.16.02
139
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
140
45. We Are All Unique.

141
Beware Lurking HR Types One size NEVER fits
all. One size fits one. Period.
142
48 Players 48 Projects 48 different success
measures.
143
46. Bosses Win People
Over.
144
WHAT AN IDIOT Instead of employees being in the
drivers seat, now were in the drivers seat.
145
PJ Coaching is winning players over.
146
47. GOAL Voyages of
Mutual Discovery.
147
I am inalterably opposed to organization
change, empowerment, motivation. The goal
to awaken the latent talent already within, by
providing opportunities worthy of the
individuals investment of her or his most
precious resources time and emotional
commitment.
148
Leaders-Teachers Do Not Transform People!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a
luxuriant portfolio of meaningful opportunities
(projects) which (3) allow people to fully (and
safely, mostlycaveat they dont engage unless
theyre mad about something) express their
innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams,
assisted by an extensive self-constructed
network) by which those people (5) go to-create
places they (and their mentors-teachers-leaders)
had never dreamed existedand then the
leaders-mentors-teachers (6) applaud like hell,
stage photo-ops, and ring the church bells 100
times to commemorate the bravery of their
followers explorations!
149

• Firms will not manage the careers of their
  employees. They will provide opportunities to
  enable the employee to develop identity and
  adaptability and
• thus be in charge of his or her own career.
• Tim Hall et al., The New Protean Career
  Contract

150
H.R. to H.E.D. ???Human
Enablement Department
151
48. Foster
Independence.
152
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? youll 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? Stan Davis Christopher
Meyer, futureWEALTH
153
THE rise up and flee your cubicle STREET
JOURNALAdventures in Capitalism
154
THE I work for a company called Me STREET
JOURNALAdventures in Capitalism
155
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.
156
49. Enthusiasm!
157
BZ I am a Dispenser of Enthusiasm!
158
A leader is a dealer in hope.Napoleon
(TPs writing room pics)
159
50. Talent Brand.
160
Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
161
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
162
The Top 5 RevelationsBetter talent
wins.Talent management is my job as
leader.Talented leaders are looking for the
moon and stars.Over-deliver on peoples 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
163
MantraM3Talent Brand