The Challenge: To Create More Value in All Negotiations

1
LONG Tom Peters Re-Imagine
EXCELLENCE INNOVATE or Perish Guadalajara/29
October 2014 (For more see tompeters.com and our
fully annotated 23-part Master Compendium Mother
of All Presentations at excellencenow.com)
2
CONRAD HILTON
3
CONRAD HILTON, at a gala celebrating his career,
was called to the podium and asked, What were
the most important lessons you learned in your
long and distinguished career? His answer
4
Remember to tuck the shower curtain inside the
bathtub.
5
EXECUTION IS STRATEGY. Fred Malek
6
COSTCO FIGURED OUT THE BIG, SIMPLE THINGS AND
EXECUTED WITH TOTAL FANATICISM. Charles
Munger, Berkshire Hathaway
7
-1/1/2
8
SP 500 1/-1 Every 2 weeks! Source
Richard Foster (via Rita McGrath/HBR/12.26.13
9
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 Source
Paul Ormerod, Why Most Things Fail Evolution,
Extinction and Economics
10
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
11
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
NONE of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
12
Data drawn from the real world attest to a fact
that is beyond our control EVERYTHING IN
EXISTENCE TENDS TO DETERIORATE. Norberto
Odebrecht, Education Through Work
13
THE RED CARPET STORE (Joel Resnick/Flemington NJ)
14
Basement Systems Inc. (Larry Janesky/Seymour
CT)Dry Basement Science (100,000
copies!)1990 0 2003 13M 2010
80,000,000
15
The Magicians of Motueka (PLUS)! W.A. Coppins
Ltd. (Coppins Sea Anchors/ PSA/para sea
anchors) Textiles, 1898 thrive on wicked
problems e.g., U.S. Navy STLVAST (Small To
Large Vehicle At Sea Transfer) custom fabric
from W. Wiggins Ltd./Wellington (specialty
nylon, Dyneema, from DSM/Netherlands)
16
JUNGLE JIMS INTERNATIONAL MARKET, FAIRFIELD,
OH An adventure in shoppertainment, begins
in the parking lot and goes on to 1,600 cheeses
and 1,400 varieties of hot saucenot to mention
12,000 wines priced from 8-8,000 a bottle
all this is brought to you by 4,000 vendors.
Customers from every corner of the
globe. BRONNERS CHRISTMAS WONDERLAND,
FRANKENMUTH, MI, POP 5,000 98,000-square-foot
shop features 6,000 Christmas ornaments,
50,000 trims, and anything else you can name
pertaining to Christmas.
17
BE THE BEST. ITS THE ONLY MARKET THATS NOT
CROWDED. From Retail Superstars Inside the 25
Best Independent Stores in America, George Whalin
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Going Social Location and Size
Independent Today, despite the fact that were
just a little swimming pool company in Virginia,
we have the most trafficked swimming pool website
in the world. Five years ago, if youd asked me
and my business partners what we do, the answer
would have been simple, We build in-ground
fiberglass swimming pools. Now we say, We are
the best teachers in the world on the subject
of fiberglass swimming pools, and we also happen
to build them. Jay Baer, Youtility Why
Smart Marketing Is About Help, Not Hype
19
Where the 201,000 new private-sector jobs came
from 51 Small firms41 Medium-sized8
BigSource ADP National Employment Report/March
2011E.g., German MITTELSTAND
20
Small (Entrepreneurial) BUSINESS Training Inc.
, a 14-person unit in a 50-person HR department
in a 200M business unit in a 3B
corporationaiming for Excellence WOW! PSF/
Professional Service Firm (See my Professional
Service Firm 50 Fifty Ways to Transform Your
Department Into A Professional Service Firm
Whose Trademarks Are Passion and Innovation.)
21
I love Middle-sized Niche- Micro-niche
Dominators! "Own" a niche through
EXCELLENCE! (Writ large Germanys MITTELSTAND
agile creatures darting between the legs of the
multinational monsters )
22
I love Middle-sized Niche- Micro-niche
Dominators! "Own" a niche through
EXCELLENCE! (Writ large Germanys MITTELSTAND
agile creatures darting between the legs of the
multinational monsters )
23
Michael Raynor and Mumtaz Ahmed THE THREE RULES
How Exceptional Companies Think 1. Better
before cheaper. 2. Revenue before cost. 3. There
are no other rules. (From a database of over
25,000 companies from hundreds of industries
covering 45 years, they uncovered 344 companies
that qualified as statistically
exceptional.) Jeff Colvin, Fortune The
Economy Is Scary But Smart Companies Can
Dominate They manage for valuenot for
EPS. They keep developing human capital. They get
radically customer-centric.
24
EXCELLENCE!
25
(No Transcript)
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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
27
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
28
Hard is Soft. Soft is Hard.
29
EXCELLENCE is not a long-term "aspiration.
EXCELLENCE is the ultimate short-term strategy.
EXCELLENCE is THE NEXT 5 MINUTES. (Or NOT.)
30
EXCELLENCE is not an "aspiration." EXCELLENCE is
THE NEXT FIVE MINUTES. EXCELLENCE is your next
conversation. Or not. EXCELLENCE is your next
meeting. Or not. EXCELLENCE is shutting up and
listeningreally listening. Or not. EXCELLENCE is
your next customer contact. Or not. EXCELLENCE is
saying Thank you for something small. Or
not. EXCELLENCE is the next time you shoulder
responsibility and apologize. Or not. EXCELLENCE
is waaay over-reacting to a screw-up. Or
not. EXCELLENCE is the flowers you brought to
work today. Or not. EXCELLENCE is lending a hand
to an outsider whos fallen behind schedule. Or
not. EXCELLENCE is bothering to learn the way
folks in finance (or IS or HR) think. Or
not. EXCELLENCE is waaay over-preparing for a
3-minute presentation. Or not. EXCELLENCE is
turning insignificant tasks into models of
EXCELLENCE. Or not.
31
Strive for Excellence. Ignore success.Bill
Young, race car driver
32
SERVICE. PERIOD.
33
ORGANIZATIONS EXIST TO SERVE. PERIOD. LEADERS
LIVE TO SERVE. PERIOD.
34
People! People! People!
35
1/4,096
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Business has to give people enriching,
rewarding lives
37
1/4,096 excellencenow.com Business has to give
people enriching, rewarding lives or it's
simply not worth doing. Richard Branson
38
You have to treat your employees like
customers. Herb Kelleher, upon being asked his
secret to successSource Joe Nocera, NYT,
Parting Words of an Airline Pioneer, on the
occasion of Herb Kellehers retirement after 37
years at Southwest Airlines (SWAs pilots union
took out a full-page ad in USA Today thanking HK
for all he had done) across the way in Dallas,
American Airlines pilots were picketing AAs
Annual Meeting)
39
We look for ... listening, caring, smiling,
saying Thank you, being warm. Colleen
Barrett, former President, Southwest Airlines
40
May I help you down the jetway.
41
Rocket Science. NOT. If you want staff to give
great service, give great service to staff.
Ari Weinzweig, Zingermans Source Small
Giants Companies That Choose to Be Great Instead
of Big, Bo Burlingham
42
"When I hire someone, that's when I go to work
for them. John DiJulius, "What's the Secret to
Providing a World-class Customer Experience"
43
I start with the premise that the function of
leadership is to produce more leaders, not more
followers. Ralph Nader
44
EXCELLENT customer experience depends entirely
on EXCELLENT employee experience! If you
want to WOW your customers, FIRST you must WOW
those who WOW the customers!
45
Wegmans (was 1 in USA) Container Store (was 1
in USA) Whole Foods Costco Publix Darden
Restaurants Build-A-Bear Workshops Starbucks
46
The greatest satisfaction for management has
come not from the financial growth of Camellia
itself, but rather from having participated in
the vast improvement in the living and working
conditions of its employees, resulting from the
investment of many tens of millions of pounds
into the tea gardens infrastructure of roads,
factories, hospitals, employees housing and
amenities. Within the Camellia Group there is a
strong aesthetic dimension, an intention that it
should comprise companies and assets of the
highest quality, operating from inspiring offices
and manufacturing in state of the art facilities.
Above all, there is a deep concern for the
welfare of each employee. This arises not only
from a sense of humanity, but also from the
conviction that the loyalty of a secure and
enthusiastic employee will in the long-term prove
to be an invaluable company asset. Camellia A
Very Different Company (600M enterprise/160M
pretax profit/3 tea producer/etc.)
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Brand Talent.
48
Our MissionTO DEVELOP AND MANAGE TALENTTO
APPLY THAT TALENT,THROUGHOUT THE WORLD, FOR THE
BENEFIT OF CLIENTSTO DO SO IN PARTNERSHIP TO
DO SO WITH PROFIT.WPP
49
G-E-N-I-U-S Getting more and more cantankerous
(short tempered!) about this Job 1 ( 2 3)
is to abet peoples' personal growth. All other
good things flow there from. My idea of a
gen-u-ine "genius "breakthrough" idea If you
work your heart out to help people grow, they'll
work their hearts out to give customers a great
experience.
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It may sound radical, unconventional, and
bordering on being a crazy business idea.
However as ridiculous as it soundsjoy is the
core belief of our workplace. Joy is the reason
my company, Menlo Innovations, a customer
software design and development firm in Ann
Arbor, exists. It defines what we do and how we
do it. It is the single shared belief of our
entire team. Richard Sheridan, Joy, Inc.
How We Built a Workplace People Love
51
THE MORAL IMPERATIVEPEOPLE DEVELOPMENT
52
CORPORATE MANDATE 1 2014 Your principal moral
obligation as a leader is to develop the
skillset, soft and hard, of every one of the
people in your charge (temporary as well as
semi-permanent) to the maximum extent of your
abilities. The good news This is also the 1
mid- to long-term profit maximization
strategy!
53
In Good Business, Mihaly Csikszentmihalyi argues
persuasively that business has become the center
of society. As such, an obligation to community
is front center. Business as societal bedrock,
has the RESPONSIBILITY to increase the SUM OF
HUMAN WELL-BEING. Business is NOT "part of the
community." In terms of how adults collectively
spend their waking hours BUSINESS IS THE
COMMUNITY. And should act accordingly. The
(REALLY) good news Community mindedness is a
great way (THE best way?) to have
spirited/committed/ customer-centric work
forceand, ultimately, increase (maximize?)
profitability!
54
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
55
2 Help people be successful. 1 Help
people grow. Especially circa
2014 Grow or die (professionally) is fact, not
hyperbole. With a nod to Matthew Kellys The
Dream Manager 2 and 1 are clearly related,
but 1/grow has more to do with long-term
preparedness.
56
Muhammad Yunus All human beings are
entrepreneurs. When we were in the caves we were
all self-employed ... finding our food, feeding
ourselves. Thats where human history began ...
As civilization came we suppressed it. We became
labor because they stamped us, You are labor.
We forgot that we are entrepreneurs.
Muhammad Yunus, Nobel Laureate/The News
Hour/PBS/1122.2006
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Training Investment 1!
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6/2/3 It takes Jerry Seinfeld SIX MONTHS to
develop TWO or THREE MINUTES of new material
(documentary Comedian)
59
In the Army, 3-star generals worry about
training. In most businesses, it's a ho-hum
mid-level staff function.
60
Is your CTO/Chief Training Officer your top paid
C-level job (other than CEO/COO)? If not, why
not? Are your training courses so good they make
you giggle and tingle? If not, why not?
61
Gamblin Man Bet 1 gtgt 5
of 10 CEOs see training as expense rather than
investment. Bet 2 gtgt 5 of 10 CEOs see training
as defense rather than offense. Bet 3 gtgt 5 of
10 CEOs see training as necessary evil rather
than strategic opportunity. Bet 4 gtgt 8 of
10 CEOs, in a 45-minute tour dhorizon of their
business, would NOT mention training.
62
Is your CTO/Chief Training Officer your top paid
C-level job (other than CEO/COO)? If not, why
not? Are your top trainers paid as much as your
top marketers and engineers? If not, why not? Are
your training courses so good they make you
giggle and tingle? If not, why not? Randomly stop
an employee in the hall Can she/he meticulously
describe her/his development plan for the next 12
months? If not, why not? Why is your world of
business any different than the (competitive)
world of rugby, football, opera, theater, the
military? If people/talent first and
hyper-intense continuous training are laughably
obviously for them, why not you?
63
Is your CTO/Chief Training Officer your top paid
C-level job (other than CEO/COO)? If not, why
not? Are your top trainers paid as much as your
top marketers and engineers? If not, why not? Are
your training courses so good they make you
giggle and tingle? If not, why not? Randomly
stop an employee in the hall Can she/he
meticulously describe her/his development plan
for the next 12 months? If not, why not? Why is
your world of business any different than the
(competitive) world of rugby, football, opera,
theater, the military? If people/talent first
and hyper-intense continuous training are
laughably obviously for them, why not you?
64
Boss RPD Your (boss) job is safer if every one
of your team members is committed to RPD/Radical
Personal Development. Actively support one and
all!
65
What is the best reason to go bananas over
training? GREED. (It pays off.) (Training should
be an official part of the RD budget and a
capital expense.)
66
2X
67
2/Year Legacy
68
Promotion Decisionslife and death
decisionsSource Peter Drucker, The Practice
of Management
69
1st-Line Bosses (Cadre of) Productivity
Asset 1!
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If the regimental commander lost most of his 2nd
lieutenants and 1st lieutenants and captains and
majors, it would be a tragedy. If he lost his
sergeants it would be a catastrophe. The Army and
the Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty Officers.
Does industry have the same awareness?
71
People leave managers not companies. Dave
Wheeler
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Is there ONE secret to productivity and
employee satisfaction? YES! The Quality of
your FULL CADRE of 1st-line Leaders.
73
WOMEN RULE! (WOMEN BUY EVERYTHING!)
74
AS LEADERS, WOMEN RULE New studies find that
female managers outshine their male counterparts
in almost every measure TITLE, Special
Report, BusinessWeek Research suggests that to
succeed, start by promoting women. Nicholas
Kristof, NYTimes, 1024.13 In my experience,
women make much better executives than men.
Kip Tindell, CEO, Container Store, from
UNCONTAINABLE
75
Research suggests that to succeed, start by
promoting women. McKinsey Company found that
the international companies with more women on
their corporate boards far outperformed the
average company in return on equity and other
measures. Operating profit was 56
higher. Source Nicholas Kristof, Twitter,
Women, and Power, NYTimes, 1024.13
76
Forget CHINA, INDIA and the INTERNET Economic
Growth Is Driven by WOMEN. Source Headline,
Economist W gt 2X (C I) 28T
77

• W gt 2X (C I)
• Women now drive the global economy. Globally,
  they control about 20 trillion in consumer
  spending, and that figure could climb as high as
  28 trillion in the next five years. Their 13
  trillion in total yearly earnings could reach 18
  trillion in the same period. In aggregate, women
  represent a growth market bigger than China and
  India combinedmore than twice as big, in fact.
  Given those numbers, it would be foolish to
  ignore or underestimate the female consumer. And
  yet many companies do just thateven ones that
  are confident that they have a winning strategy
  when it comes to women. Consider Dells
• Source Michael Silverstein and Kate Sayre, The
  Female Economy, HBR, 09.09

78
Women are THE majority market Fara
Warner/The Power of the Purse
79
Context 1,000,000
80
China/Foxconn 1,000,000 robots/next 3
years Source Race AGAINST the Machine, Erik
Brynjolfsson and Andrew McAfee
81
Just like other members of the board, the
algorithm gets to vote on whether the firm makes
an investment in a specific company or not. The
program will be the sixth member of DKV's
board. Source Business Insider, 13 May 2014
A Hong Kong VC fund has just appointed an
algorithm to its board.
82
Automation has become so sophisticated that on a
typical passenger flight, a human pilot holds the
controls for a grand total of 3 minutes.
Pilots have become, its not much of an
exaggeration to say, computer operators.
Source Nicholas Carr, The Great Forgetting,
The Atlantic, 11.13
83
Meet Your Next Surgeon Dr. Robot Source
Feature/Fortune/15 JAN 2013/on Intuitive
Surgicals da Vinci /multiple bypass
heart-surgery robot
84
The root of our problem is not that were in a
Great Recession or a Great Stagnation, but
rather that we are in the early throes of a
Great Restructuring. Our technologies are racing
ahead, but our skills and organizations are
lagging behind. Source Race AGAINST the
Machine, Erik Brynjolfsson and Andrew McAfee
85
CORPORATE MANDATE 1/MORAL IMPERATIVE 2014
Your principal moral obligation as a leader is
to develop the skillset, soft and hard, of
every one of the people in your charge (temporary
as well as semi-permanent) to the maximum extent
of your abilities. The good news This is also
the 1 mid- to long-term profit maximization
strategy!
86
INNOVATE or PERISH
87
1/48
88
Lesson48 WTTMSW
89
WHOEVER TRIES THE MOST STUFF WINS
90
Excellence82 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
91
READY.FIRE!AIM.H. Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
92
I want to be a Photographer. Take a ton of
photos. Start a photo blog. Organize an art show
for your best work. Make stuff. I want to be a
Writer.Write a ton of pieces. Establish a voice
on social media. Start a blog. Write guest posts
for friends. Make stuff. Talk is cheap.Just
make stuff. Reid Shilperoot, brand strategist,
on the one piece of advice that has helped him
overcome creative blocks
93
We made mistakes, of course. Most of them were
omissions we didnt 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,
were already on prototype version 5. By the
time our rivals are 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 planfor months. Bloomberg by
Bloomberg
94
DEMO OR DIE! Source This was the approach
championed by Nicholas Negroponte which vaulted
his MIT Media Lab to the forefront of
IT-multimedia innovation. It was his successful
alternative to the traditional MIT-academic
publish or perish. Negropontes
rapid-prototyping version was emblematic of the
times and the pace and the enormity of the
opportunity. (NYTimes/0426.11)
95
EXPERIMENT FEARLESSLYSource BusinessWeek,
Type A Organization Strategies How to Hit a
Moving TargetTactic 1RELENTLESS TRIAL AND
ERROR Source Wall Street Journal, cornerstone
of effective approach to rebalancing company
portfolios in the face of changing and uncertain
global economic conditions (11.08.10)
96
FAIL. FORWARD. FAST.High Tech CEO,
Pennsylvania
97
Ideas Economy CAN YOUR BUSINESS FAIL FAST ENOUGH
TO SUCCEED? Source ad for Economist
Conference/0328.13/Berkeley CA (caps are
Economists)
98
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
99
We Are What We Eat
100
We Are What We EatWe Are Who We Hang Out With
101
You will become like the five people you
associate with the mostthis can be either a
blessing or a curse. Billy Cox
102
The We are what we eat/ We are who we hang
out with Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc., etc.) is a strategic
decision about Innovate, Yes or No
103

• Measure/Manage Portfolio Strangeness/Quality
  
• 1. Customers
• 2. Vendors
• 3. Out-sourcing Partners
• 4. Acquisitions
• 5. Purposeful Theft
• 6. Diversity/diversity
• 7. Diversity/Crowd-sourcing
• Diversity/Weird
• Diversity/Curiosity
• 10. Benchmarks
• 11. Calendar
• 12. MBWA
• 13. Lunch/General
• 14. Lunch/Other functions
• 15. Location/Internal
• 16. Location/HQ
• 17. Top team

104
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline, FT
105
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
106
Ouch!The Bottleneck
107
The Bottleneck is at the 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
Top of the Bottle Gary Hamel/Harvard
Business Review
108
XFX 1
109
NEVER WASTE A LUNCH!
110
XF lunches Measure! Monthly! Part of
evaluation!
111
Innovate or Die Measure It!
112
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Weird/Profound/
Wow/Game-changer Scale? (At least 3???)
113
Innovation Index Move every project (definition)
2 notches up on the WOWification Scale THIS
WEEK.
114
VALUE-ADDED STRATEGIES
115
TGRs8/80
116
Customers describing their service experience as
superior 8 Companies describing the service
experience they provide as superior
80 Source Bain Company survey of 362
companies, reported in John DiJulius, What's the
Secret to Providing a World-class Customer
Experience?
117
Conveyance Kingfisher Air Location Approach to
New Delhi
118
May I clean your glasses, sir?
119
It BEGINS (and ENDS) in the
120
PARKING LOTDisney
121
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
122
Experiences are as distinct from services as
services are from goods. Joe Pine Jim
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
123
CXOChief eXperience Officer
124
TGRs 3 Minutes
125
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 Wont Get You
There How Successful People Become Even More
Successful.
126
TGRsLBTsLittle BIG Things
127
LITTLE BIG
128
Big carts 1.5X Source Walmart
129
Bag sizes New markets B Source
PepsiCo
130
2X When Friedman slightly curved the right
angle of an entrance corridor to one property, he
was amazed at the magnitude of change in
pedestrians behaviorthe percentage who entered
increased from one-third to nearly two-thirds.
Natasha Dow Schull, Addiction By Design
Machine Gambling in Las Vegas
131
Machine Gambling Pleasing odor 1 vs.
pleasing odor 2 45 revenue Source
Effects of Ambient Odors on Slot-Machine Useage
in Las Vegas Casinos, reported in Natasha Dow
Schull, Addiction By Design Machine Gambling in
Las Vegas (66 revenue, 85 profit)
132
(1) AMENABLE TO RAPID EXPERIMENTATION/FAI
LURE FREE (NO BAD PR, NO ) (2)
QUICK TO IMPLEMENT/QUICK TO ROLL OUT (3)
INEXPENSIVE TO IMPLEMENT/ ROLL OUT (4)
HUGE MULTIPLIER (5) AN ATTITUDE (6) DOES NOT BY
AND LARGE REQUIRE A POWER POSITION FROM
WHICH TO LAUNCH EXPERIMENTS.
133
Social Business/ Customer Engagement
134
Customer engagement is moving from relatively
isolated market transactions to deeply connected
and sustained social relationships. This basic
change in how we do business will make an impact
on just about everything we do. Social Business
By Design Transformative Social Media
Strategies For the Connected Company Dion
Hinchcliffe Peter Kim
135
Biz 2014 Get Aboard the S-Train SM/Social
Media. SX/Social eXecutives. SE/Social
Employees. SO/Social Organization. SB/Social
Business.
136
Seven Characteristics of the Social
Employee 1. Engaged 2. Expects Integration of
the Personal and Professional 3. Buys Into the
Brands Story 4. Born Collaborator 5. Listens 6.
Customer-Centric 7. Empowered Change
Agent Source Cheryl Burgess Mark Burgess,
The Social Employee
137
DESIGN!
138
Design Rules!APPLE market cap gt Exxon
Mobil August 2011
139
Design is treated like a religion at BMW.
Fortune
140
Design is everything. Everything is
design. We are all designers. Inspiration
The Power of Design A Force for Transforming
Everything, Richard Farson
141
The (ENORMOUS) Services Added Opportunity
142
IBMtoIBM
143
UPS to UPS
144
Rolls-Royce now earns more from tasks such as
managing clients overall procurement strategies
and maintaining aerospace engines it sells than
it does from making them. Economist
145
Era 1/Obvious Value Our it works, is
delivered on time (Close)Era 2/Augmented
Value How our it can add valuea useful it
(Solve)Era 3/Complex Value Networks How
our system can change you and deliver BUSINESS
ADVANTAGE (Culture-Strategic change)Source
Jeff Thull, The Prime Solution Close the Value
Gap, Increase Margins, and Win the Complex Sale
146
Leading
147
25/50
148
To develop others, start with yourself.
Marshall Goldsmith
149
Im always stopping by our storesat least 25
a week. Im also in other places Home Depot,
Whole Foods, Crate Barrel. I try to be a sponge
to pick up as much as I can.Howard
SchultzSource Fortune, Secrets of Greatness
150
MBWA
151
ManagingBy WanderingAround
152
Most managers spend a great deal of time
thinking about what they plan to do, but
relatively little time thinking about what they
plan not to do. As a result, they become so
caught up in fighting the fires of the moment
that they cannot really attend to the long-term
threats and risks facing the organization. So the
first soft skill of leadership the hard way is to
cultivate the perspective of Marcus Aurelius
avoid busyness, free up your time, stay focused
on what really matters. Let me put it bluntly
every leader should routinely keep a substantial
portion of his or her timeI would say as much as
50 percentunscheduled. Only when you have
substantial slop in your scheduleunscheduled
timewill you have the space to reflect on what
you are doing, learn from experience, and recover
from your inevitable mistakes. Leaders without
such free time end up tackling issues only when
there is an immediate or visible problem.
Managers typical response to my argument about
free time is, Thats all well and good, but
there are things I have to do. Yet we waste so
much time in unproductive activityit takes an
enormous effort on the part of the leader to keep
free time for the truly important things.
Dov Frohman ( Robert Howard), Leadership The
Hard Way Why Leadership Cant Be Taught And How
You Can Learn It Anyway (Chapter 5, The Soft
Skills Of Hard Leadership)
153
You Your calendarThe calendar NEVER lies.
154
Meetings are 1 thing bosses do. Therefore, 100
of those meetings EXCELLENCE. ENTHUSIASM.
ENGAGEMENT. LEARNING. TEMPO. WORK-OF-ART. DAMN
IT.
155
If there is any ONE secret to effectiveness,
it is concentration. Effective executives do
first things first and they do ONE thing at a
time. Peter Drucker
156
The 4 most important words in any organization
are
157
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful
and appreciating heart. Henry ClayThe
deepest principle in human nature is the craving
to be appreciated. William James The
deepest urge in human nature is the desire to be
important. John Dewey
158
THE FOUR MOST IMPORTANT WORDS IN ANY
ORGANIZATION ARE WHAT DO YOU THINK?
Source courtesy Dave Wheeler, posted at
tompeters.com Employees who don't feel
significant rarely make significant
contributions. Mark Sanborn
159
MBWA 8 Change the World With EIGHT WordsWhat
do you think?How can I help?Dave
Wheeler What are the four most important words
in the boss lexicon?Boss as CHRO/Chief
Hurdle Removal Officer

160
MBWA 12 Change the World With TWELVE
WordsWhat do you think?How can I help?What
have you learned?Dave Wheeler What
are the four most important words in the boss
lexicon?Boss as CHRO/Chief Hurdle Removal
Officer Wha
t (new thing) have you learned (in the last 24
hours)?
161
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
162
18
163
18 seconds!
164
Suggested Core Value 1 We are Effective
Listenerswe treat Listening EXCELLENCE as the
Centerpiece of our Commitment to Respect and
Engagement and Community and Growth.
165

Listen! 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. Listenin
g is ... the basis for true Collaboration. Listeni
ng is ... the basis for true Partnership. Listenin
g is ... a Team Sport. Listening is ... a
Developable Individual Skill. Listening is ...
the basis for Community. Listening is ... the
bedrock of Joint Ventures that work. Listening is
... the bedrock of Joint Ventures that
grow. Listening is ... the core of effective
Cross-functional Communication.
(Which is in turn Attribute 1 of
organization effectiveness.) Listening is ... the
engine of superior EXECUTION. Listening is ...
the key to making the Sale. Listening is ... the
key to Keeping the Customers Business. Listening
is ... Service. Listening is ... the engine of
Network development. Listening is ... the engine
of Network maintenance. Listening is ... the
engine of Network expansion. Listening is ...
Social Networkings 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.) Listening is
the bedrock which underpins a Commitment to
EXCELLENCE!
166
8 of 10 sales presentations fail50 failed
sales presentations talking at before
listening!Susan Scott, Let Silence Do the
Heavy Lifting, chapter title, Fierce
Conversations Achieving Success at Work and in
Life,One Conversation at a Time
167
I always write LISTEN on the back of my hand
before a meeting. Source Tweet viewed
_at_tom_peters
168
EXPERIMENT FEARLESSLYSource BusinessWeek,
Type A Organization Strategies How to Hit a
Moving TargetTactic 1RELENTLESS TRIAL AND
ERROR Source Wall Street Journal,
cornerstone of effective approach to
rebalancing company portfolios in the face of
changing and uncertain global economic conditions
(11.08.10)WTTMSW/Whoever Tries The Most Stuff
Wins
169
If I had to pick one failing of CEOs, its
that Co-founder of one of the largest
investment services firms in the USA/world
170
If I had to pick one failing of CEOs, its that
they dont read enough.
171
0/800
172
Normal 0 for 800 There are ZERO
normal people in the history books.
173
Insanely GreatSTEVE JOBSRadically
ThrillingBMWAstonish me! (Sergei
Diaghlev, to a lead dancer)Build something
great! (Hiroshi Yamauchi, Nintendo, to a
senior game designer) Make it immortal!
(David Ogilvy, to a copywriter)
174
You cant behave in a calm, rational manner.
Youve got to be out there on the lunatic
fringe. Jack Welch
175
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint 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!
176
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