The Challenge: To Create More Value in All Negotiations - PowerPoint PPT Presentation

Title: The Challenge: To Create More Value in All Negotiations


1
Tom Peters Re-Imagine EXCELLENCE!
HR Summit and Expo 2013/07 October 2013 Dubai
International Convention and Exhibition
Center (slides at tompeters.com also see
excellencenow.com)
2
7 Steps to Sustaining Success Excellence You
take care of the people. The people take care of
the service. The service takes care of the
customer. The customer takes care of the profit.
The profit takes care of the re-investment. The
re-investment takes care of the re-invention.
The re-invention takes care of the future. (And
at every step the only measure is EXCELLENCE.)
3
7 Steps to Sustaining Success You take care of
the people. The people take care of the service.
The service takes care of the customer. The
customer takes care of the profit. The profit
takes care of the re-investment. The
re-investment takes care of the re-invention.
The re-invention takes care of the future. (And
at every step the only measure is EXCELLENCE.)
4
PART 1 People FIRST
5
Business has to give people enriching,
rewarding lives
6
1/4,096 excellencenow.com Business has to give
people enriching, rewarding lives or it's
simply not worth doing. Richard Branson
7

• A 15-Point Human Capital Asset Development
  Manifesto
• 1. Corporate social responsibility starts at
  homei.e., inside the enterprise! MAXIMIZING
  GDD/Gross Domestic Development of the workforce
  is the primary source of mid-term and beyond
  growth and profitabilityand maximizes national
  productivity and wealth.
• 2. Regardless of the transient external
  situation, development of human capital is
  always the 1 priority. This is true in general,
  in particular in difficult times which demand
  resilienceand uniquely true in this age in which
  IMAGINATIVE brainwork is de facto the only
  plausible survival strategy for higher wage
  nations. (Generic brainwork, traditional and
  dominant white-collar activities, is
  increasingly being performed by exponentially
  enhanced artificial intelligence.)
• Source A 15-Point Human Capital Asset
  Development Manifesto/
• World Strategy Forum/The New Rules
• Reframing Capitalism/Seoul/15 June 2012

8
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)
9
"If you want staff to give great service to
customers, you must first give great service to
staff." Founder, Zingerman's (food service)
10
EMPLOYEES FIRST, CUSTOMERS SECOND Turning
Conventional Management Upside Down Vineet
Nayar/CEO/HCL Technologies
11
"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"
12
hostmanship/ consideration renovation
13
The path to a hostmanship culture
paradoxically does not go through the guest. In
fact it wouldnt be totally wrong to say that the
guest has nothing to do with it. True
hostmanship leaders focus on their employees.
What drives exceptionalism is finding the right
people and getting them to love their work and
see it as a passion. ... The guest comes into
the picture only when you are ready to ask,
Would you prefer to stay at a hotel where the
staff love their work or where management has
made customers its highest priority? We went
through the hotel and made a ... consideration
renovation. Instead of redoing bathrooms,
dining rooms, and guest rooms, we gave employees
new uniforms, bought flowers and fruit, and
changed colors. Our focus was totally on the
staff. They were the ones we wanted to make
happy. We wanted them to wake up every morning
excited about a new day at work. Jan
Gunnarsson and Olle Blohm, Hostmanship The Art
of Making People Feel Welcome.
14
The guest comes into the picture only when
you are ready to ask, Would you prefer to stay
at a hotel where the staff love their work or
where management has made customers its highest
priority?
15
Brand Talent.
16
B(I) gt B(O)
17
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
18
In a world where customers wake up every morning
asking, Whats new, whats different, whats
amazing? success depends on a companys ability
to unleash initiative, imagination and passion of
employees at all levelsand this can only happen
if all those folks are connected heart and soul
to their work their calling, their company
and their mission. John Mackey and Raj Sisoda,
Conscious Capitalism Liberating the Heroic
Spirit of Business
19
2/3 vote by team after 90-days probation for new
member to achieve fulltime status Total
transparency re compensation All 7 members of
exec team exact same pay package including
bonuses Cash plus bonuses of highest paid no
more than 19X average Exact same benefits
package for all employees including CEO, though
adjusted for seniority Benefits package decided
by all hands vote every 3 years John Mackey
and Raj Sisoda, Conscious Capitalism Liberating
the Heroic Spirit of Business (Conscious Hiring
and Retention Practices)
20
PAUSE It is the game.
21
If I could have chosen not to tackle the IBM
culture head-on, I probably wouldnt 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 isnt just one aspect of the
game IT IS THE GAME. Lou Gerstner, Who Says
Elephants Cant Dance
22
WSJ/0910.13 What matters most to a company over
time, strategy or culture? Dominic Barton, MD,
McKinsey Co. Culture.
23
I told my board that if they want to get the
share price 50 in 12-18 months, I can do it
without raising a sweat. But it will destroy the
longterm prospects of the companyand theyll
have to do it without me. CEO, large (10B)
electronic components company
24
On the face of it, shareholder value is the
dumbest idea in the world. Shareholder value is a
result, not a strategy. Your main
constituencies are your employees, your
customers and your products. Jack Welch, FT,
0313.09, page 1
25
LEADERS DO PEOPLE.
26
Tom, you left out one thing
27
Tom, you left out one thing Leaders enjoy
leading!
28
LEADERS DO PEOPLE. PERIOD. Anon.
29
Les Wexner From sweaters to people! Limited
Brands founder Les Wexner queried on astounding
longterm successsaid, in effect, it happened
because he got as excited about developing
people as he had been about predicting fashion
trends in his early years
30
Oath of Office Managers/Servant
Leaders Our goal is to serve our customers
brilliantly and profitably over the long
haul. Serving our customers brilliantly and
profitably over the long haul is a product of
brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as
leadersthe alpha and the omega and everything
in betweenis abetting the sustained growth
and success and engagement and enthusiasm and
commitment to Excellence of those, one at a time,
who directly or indirectly serve the ultimate
customer. Weleaders of every stripeare in the
Human Growth and Development and Success and
Aspiration to Excellence business. We
leaders only grow when they each and every
one of our colleagues are growing. We
leaders only succeed when they each and
every one of our colleagues are
succeeding. We leaders only energetically
march toward Excellence when they each and
every one of our colleagues are energetically
marching toward Excellence. Period.
31
No matter what the situation, the great
managers 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
32
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
33
LEADERSHIP IS A SACRED TRUST.President,
classroom teacher, CEO, shop foreman
34
"Leadership is a gift. It's given by those who
follow. You have to be worthy of it. General
Mark Welsh, Commander, U.S. Air Forces Europe
35
The Memories That Matter
36
The Memories
That Matter The people you developed who went on
to stellar accomplishments inside or outside
the company. The (no more than) two or three
people you developed who went on to create
stellar institutions of their own. The long shots
(people with a certain something) you bet on
who surprised themselvesand your peers. The
people of all stripes who 2/5/10/20 years
later say You made a difference in my life,
Your belief in me changed everything. The sort
of/character of people you hired in general. (And
the bad apples you chucked out despite some
stellar traits.) A handful of projects (a half
dozen at most) you doggedly pursued that
still make you smile and which fundamentally
changed the way things are done inside or
outside the company/industry. The supercharged
camaraderie of a handful of Great Teams aiming
to change the world.
37
Unremarkable except for RESULTS Superb people
developer (her/his folks invariably amazed at
what theyve accomplished!)
38
Among the most effective leaders I have
encountered and worked with in half a century,
some have locked themselves into their offices
and others were ultra-gregarious. Some were quick
and impulsive, some studied the situation and
took forever to come to a decision. The one and
only personality trait the effective ones did
have in common was something they did not have
They had little or no charisma, and little use
for the term. Peter Drucker, in Susan Cain,
Quiet The Power of Introverts in a World That
Cant Stop Talking
39
The Memories
That Matter Unalloyed pleasure in being informed
of the fallaciousness of your beliefs by
someone 15 years your junior and several rungs
below you on the hierarchical ladder.
Selflessness. (A sterling reputation as a guy
always willing to help out with alacrity
despite personal cost.) As thoughtful and
respectful, or more so, toward thine enemies
as toward friends and supporters. Always and
relentlessly put at the top of your list/any
list being first and foremost of service to
your internal and external constituents.
(Employees/Peers/ Customers/Vendors/Community.)
Treated the term servant leadership as holy
writ. (And preached servant leadership to
othersnew non-managerial hire or old pro,
age 18 or 48.)
40
Promotion
41
2/year Legacy
42
The ONE Question In the last year 3 years,
current job, name the three people whose
growth youve most contributed to. Please explain
where they were at the beginning of the year,
where they are today, and where they are heading
in the next 12 months. Please explain in
painstaking detail your development strategy
in each case. Please tell me your biggest
development disappointmentlooking back, could
you or would you have done anything differently?
Please tell me about your greatest development
triumphand disasterin the last five years. What
are the three big things youve learned about
helping people grow along the way?
43
Promotion Decisionslife and death
decisionsSource Peter Drucker, The Practice
of Management
44
A man should never be promoted to a
managerial position if his vision focuses on
peoples weaknesses rather than on their
strengths. Peter Drucker, The Practice of
Management
45
I cant tell you how many times we passed up
hotshots for guys we thought were better people
and watched our guys do a lot better than the big
names, not just in the classroom, but on the
fieldand, naturally, after they graduated, too.
Again and again, the blue chips faded out, and
our little up-and-comers clawed their way to
all-conference and All-America teams. Bo
Schembechler (and John Bacon), Recruit for
Character, Bos Lasting Lessons
46
Evaluation
47
EVALUATING PEOPLE 1 DIFFERENTIATORSource
Jack Welch/Jeff Immelt on GEs 1 strategic skill
(!!!!)
48
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, War for
Talent
49
Self-evaluation
50
To develop others, start with yourself.
Marshall Goldsmith
51
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (Strategy
Business 45)
52
How can a high-level leader like _____ be so out
of touch with the truth about himself? Its more
common than you would imagine. In fact, the
higher up the ladder a leader climbs, the less
accurate his self-assessment is likely to be. The
problem is an acute lack of feedback especially
on people issues. Daniel Goleman (et al.),
The New Leaders
53
"Everyone thinks of changing the world, but no
one thinks of changing himself." - Leo Tolstoy
54
Hiring
55
Development can help great people be even
BETTERBUT IF I HAD A DOLLAR TO SPEND, ID SPEND
70 CENTS GETTING THE RIGHT PERSON IN THE DOOR.
Paul Russell, Director, Leadership and
Development, Google
56
In short, hiring is the most important aspect
of business and yet remains woefully
misunderstood. Source Wall Street Journal,
10.29.08, review of Who The A Method for
Hiring, Geoff Smart and Randy Street
57
Andrew Carnegies Tombstone Inscription Here
lies a manWho knew how to enlistIn his
serviceBetter men than himself.Source Peter
Drucker, The Practice of Management
58
The Army Knows!
59
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?
60
THE SERGEANTS RUN THE ARMY. PERIOD.
61
In great armies, the job of generals is to back
up their sergeants. COL Tom Wilhelm, from
Robert Kaplan, The Man Who Would Be Khan, The
Atlantic
62
Employee retention satisfaction productivity
Overwhelmingly based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
63
People leave managers not companies. Dave
Wheeler
64
E.g. Do you have the ... ABSOLUTE BEST
TRAINING DEVELOPMENT PROGRAMS IN THE INDUSTRY
... (or some subset thereof) for first-line
supervisors?
65
Suggested addition to your statement of Core
Values We are obsessed with developing a cadre
of 1st line managers that is second to nonewe
understand that this cadre per se is arguably one
of our top two or three most important Strategic
Assets.
66
53 53
67
People are NOT Standardized. Their evaluations
should NOT be standardized. EVER.
68
Standardized Evaluations?Sports?The
Arts?Music?Theater?
69
C-level?!
70
In the Army, 3-star generals worry about
training. In most businesses, it's a ho hum
mid-level staff function.
71
Why is intensive-extensive training obvious for
the army navy sports teams performing arts
groups--but not for the average business?
72
I would hazard a guess that most CEOs see IT
investments as a strategic necessity, but see
training expenses as a necessary evil.
73
3. Three-star generals and admirals (and
symphony conductors and sports coaches and police
chiefs and fire chiefs) OBSESS about training.
Why is it an almost dead certainty that in a
random 30-minute interview you are unlikely to
hear a CEO touch upon this topic? (I would hazard
a guess that most CEOs see IT investments as a
strategic necessity, but see training expenses
as a necessary evil.) 4. Proposition/axiom
The CTO/Chief TRAINING Officer is arguably the 1
staff job in the enterprise, at least on a par
with, say, the CFO or CIO or head of RD. (Again,
external circumstancessee immediately aboveare
forcing our hand.)
74
5. The training budget takes precedence over
the capital budget. PERIOD. Its easier fun to
get your picture taken next to a new machine. But
how do you get a photo of a new and much improved
attitude in a key distribution center? But the
odds are 251 that the new attitude will add more
to the bottom line than will the glorious
state-of-the-art machine. 6. Human capital
development should routinely sit atop any agenda
or document associated with enterprise strategy.
Most any initiative you undertake should formally
address implications for and contributions to
human capital asset development.
75
(1) Training merits C-level status! (2)
Top trainers should be paid a kings
ransomand be of the same caliber as
top marketers or researchers.
76
Container Store 270/16 10/gt100
77
Training Writ Large
78
11. The national education infrastructurefrom
kindergarten to continuing adult educationmay
well be National Priority 1. Moreover, the
educational infrastructure must be altered
radically to underpin support for the creative
jobs that will be more or less the sole basis of
future employment and national growth and wealth
creation.
79
Every child is born an artist. The trick is to
remain an artist. Picasso
80
Human creativity is the ultimate economic
resource. Richard Florida
81
The very best and the very brightest and the
most energetic and enthusiastic and
entrepreneurial and tech-savvy of our university
graduates mustmust, not shouldbe lured into
teaching.
82
Big Data Re-Imagining HR????
83
These HP pioneers may not realize just how big
a shift this practice is from a cultural
standpoint. The computer is doing more than
obeying the usual mechanical orders to retain
facts and figures. Its producing new information
thats so powerful, it must be handled with a new
kind of care. Were in a new world in which
systems not only divine new, important
information, but must carefully manage it as
well. Eric Siegel, Predictive Analytics The
Power to Predict Who Will Click, Buy, Lie, or Die
(based on a real case, an HP Flight risk PA
model developed by HR, with astronomical savings
potential)
84
Flash forward to dystopia. You work in a chic
cubicle, sucking chicken-flavor sustenance from
a tube. Youre furiously maneuvering with a
joystick Your boss stops by and gives you a
look. We need to talk about your loyalty to this
company. The organization you work for has
deduced that you are considering quitting. It
predicts your plans and intentions, possibly
before you have even conceived them. Eric
Siegel, Predictive Analytics The Power to
Predict Who Will Click, Buy, Lie, or Die (based
on a real case, an HP Flight risk PA model
developed by HR, with astronomical savings
potential)
85
Reductionist Leadership Training
86
ARE YOU A PROFESSIONAL WHEN IT COMES TO
PROMOTING PEOPLE?
87
Are you a professional when it comes to
evaluating people?
88
Are you a professional when it comes to Hiring
people?
89
ARE YOU A PROFESSIONAL WHEN IT COMES TO
DEVELOPING PEOPLE?
90
Are you a professional when it comes to
?The real stuff of effective organizational
LEADERSHIP
91

Reductionist Leadership Training Aggressive
professional listener. Expert at questioning.
(Questioning professional.) Meetings as
leadership opportunity 1. Creating a civil
society. Expert at helping. (Helping
professional.) Expert at holding productive
conversations. Fanatic about clear
communications. Fanatic about training. Master of
appreciation/acknowledgement. Effective at
apology. Creating a culture of automatic
helpfulness by all to all. Presentation
excellence. Conscious master of body
language. Master of hiring. (Hiring
professional) Master of evaluating people. Time
manager par excellence. Avid practitioner of
MBWA/Managing By Wandering Around. Avid student
of the process of influencing others per se.
Student of decision-making and devastating
impact of irrational aspects thereof. Brilliantly
schooled student of negotiation. Creating a
no-nonsense execution culture. Meticulous about
employee development/100 of staff. Student of
the power of diversity (all flavors of
difference). Aggressive in pursuing gender
balance. Making team-building excellence
everyones daily priority. Understanding value of
matchless 1st-line management. Instilling
business sense in one and all.
92
A 15-Point Human Capital Asset Development
Manifesto Tom Peters/0615.12
93
A 15-Point Human Capital Asset Development
Manifesto World Strategy Forum/ The New Rules
Reframing Capitalism Tom Peters/Seoul/0615.12
94
A 15-Point Human Capital Development
Manifesto 1. Corporate social responsibility
starts at homei.e., inside the enterprise!
MAXIMIZING GDD/Gross Domestic Development of the
workforce is the primary source of mid-term and
beyond growth and profitabilityand maximizes
national productivity and wealth.
95
2. Regardless of the transient external
situation, development of human capital is
always the 1 priority. This is true in general,
in particular in difficult times which demand
resilienceand uniquely true in this age in which
IMAGINATIVE brainwork is de facto the only
plausible survival strategy for higher wage
nations. (Generic brainwork, traditional and
dominant white-collar activities, is
increasingly being performed by exponentially
enhanced artificial intelligence.)
96
3. Three-star generals and admirals (and
symphony conductors and sports coaches and police
chiefs and fire chiefs) OBSESS about training.
Why is it an almost dead certainty that in a
random 30-minute interview you are unlikely to
hear a CEO touch upon this topic? (I would hazard
a guess that most CEOs see IT investments as a
strategic necessity, but see training expenses
as a necessary evil.) 4. Proposition/axiom
The CTO/Chief TRAINING Officer is arguably the 1
staff job in the enterprise, at least on a par
with, say, the CFO or CIO or head of RD. (Again,
external circumstancessee immediately aboveare
forcing our hand.)
97
5. The training budget takes precedence over
the capital budget. PERIOD. Its easier fun to
get you picture taken next to a hew machine. But
how do you get a photo of of a new and much
improved attitude in a key distribution center?
But the odds are 251 that the new attitude will
add more to the bottom line than will the
glorious state-of-the-art machine. 6. Human
capital development should routinely sit atop any
agenda or document associated with enterprise
strategy. Most any initiative you undertake
should formally address implications for and
contributions to human capital asset development.

98
7. Every individual on the payroll should have
a benchmarked professional growth strategy. Every
leader at every level should be evaluated in no
small measure on the collective effectiveness of
individual growth strategiesthat is, each
individuals absolute growth is of direct
relevance to every leaders assessed performance.

99
10. The practical key to all human asset
development activities is the 1st-line manager.
(Sergeants run the Army is an accurate
commonplace. observationsupported by development
resources.) Hence development of the full cadre
of 1st-line managers is an urgentand invariably
underplayedstrategic imperative. Arguably, the
collective quality and development trajectory of
1st-line leaders is an organizations 1 human
asset development priority. (Consistent with all
the above, the 1st-line leaders skill at people
development is her or his top priorityfor which
she or he must be rigorously and continually
trained.)
100
11. The national education infrastructurefrom
kindergarten to continuing adult educationmay
well be National Priority 1. Moreover, the
educational infrastructure must be altered
radically to underpin support for the creative
jobs that will be more or less the sole basis of
future employment and national growth and wealth
creation.
101
13. The great majority of us work in small
enterprises hence national growth objectives
based upon human capital development MUST
necessarily extend downward to even 1-person
enterprises. Collective productivity improvement
through human capital development among small
businesses has an unimaginably largeand
underappreciatedpayoff. While many small
business appreciate the notion, they are
unprepared to take the steps necessary to engage
their, say, dozen employees in seeking
productivity improvements.
102
15. Associated with the above is a RADICAL
reorientation of leadership education and
developmentthroughout the enterprise/education/co
ntinuing education infrastructure. (E.g., Among
other things, the MBA and executive education
will require open-heart surgeryaimed at shifting
focus from finance and marketing to human
resource development. ) To deal with the most
likely future employment scenarios, leaders will
need to be masters of the liberal artssaid arts
are, again, the determinant of responding to the
emerging world.
103
PART 2 Context Excellence
104
1,000,000
105
GRIN
106
GeneticsRoboticsInformaticsNanotechnology
107
Human level capability has not turned out to be
a special stopping point from an engineering
perspective. . Source Illah Reza
Nourbakhsh, Professor of Robotics, Carnegie
Mellon, Robot Futures
108
RACE AGAINST THE MACHINE
109
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
110
The median worker is losing the race against the
machine. Erik Brynjolfsson and Andrew McAfee,
The Race Against the Machine A bureaucrat is
an expensive microchip. Dan Sullivan,
consultant and executive coach
111
China too/Foxconn 1,000,000 robots in next 3
years Source Race AGAINST the Machine, Erik
Brynjolfsson and Andrew McAfee
112
Post-Great Recession Equipment expenditures
26 payrolls flat Source Race AGAINST the
Machine, Erik Brynjolfsson and Andrew McAfee
113
AUTOMATE THIS HOW ALGORITHMS CAME TO RULE THE
WORLD
114
Algorithms have already written symphonies as
moving as those composed by Beethoven, picked
through legalese with the deftness of a senior
law partner, diagnosed patients with more
accuracy than a doctor, written news articles
with the smooth hand of a seasoned reporter, and
driven vehicles on urban highways with far better
control than a human driver. Christopher
Steiner, Automate This How Algorithms Came to
Rule the World
115
Legal industry/Pattern Recognition/ Discovery
(e-discovery algorithms) 500 lawyers to
ONE Source Race AGAINST the Machine, Erik
Brynjolfsson and Andrew McAfee
116
BIG DATA
117
Analytics can yield literally hundreds of
millions of data pointsfar too many for human
intuition to make any sense of the data. So in
conjunction with the ability to store very big
data about online behavior, researchers have
developed strong tools for data mining,
statistically evaluating correlations between
many types and sources of data to expose hidden
patterns and connections. The patterns predict
human behaviorand even hidden human
motivations. Illah Reza Nourbakhsh, Professor
of Robotics, Carnegie Mellon, Robot Futures
118
Predictions based on correlations lie at the
heart of big data. Source Big Data A
Revolution That Will Transform How We Live, Work,
and Think, by Viktor Mayer-Schonberger and
Kenneth Cukier
119
Flash forward to dystopia. You work in a chic
cubicle, sucking chicken-flavor sustenance from
a tube. Youre furiously maneuvering with a
joystick Your boss stops by and gives you a
look. We need to talk about your loyalty to this
company. The organization you work for has
deduced that you are considering quitting. It
predicts your plans and intentions, possibly
before you have even conceived them. Eric
Siegel, Predictive Analytics The Power to
Predict Who Will Click, Buy, Lie, or Die (based
on a real case, an HP Flight risk PA model
developed by HR, with astronomical savings
potential)
120
Power!
121
Flash When I work with experimental digital
gadgets, I am always reminded of how small
changes in the details of a digital design can
have profound unforeseen effects on the
experiences of the people who are playing with
it. The slightest change in something as
seemingly trivial as the ease of use of a button
can sometimes alter behavior patterns. For
instance, Stanford University researcher Jeremy
Bailinson has demonstrated that changing the
height of ones avatars in immersive virtual
reality transforms self-esteem and social
self-perception. Technologies are extensions of
ourselves, and, like the avatars in Jeremys lab,
our identities can be shifted by the quirks of
gadgets. It is impossible to work with
information technology without also engaging in
social engineering. Jaron Lanier, You Are Not
a Gadget
122
Excellence!
123
Hard is Soft. Soft is Hard.
124
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
125
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
126
Why in the World did you go to Siberia?
127
Enterprise (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum
concerted human
potential in the
wholehearted pursuit of EXCELLENCE in service
of others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
128
the joy of work John Mackey and Raj
Sisoda, Conscious Capitalism Liberating the
Heroic Spirit of Business See also, Joy Inc.
How We Built a Workplace People Love Richard
Sheridan (Menlo Innovations)
129
Excellence NOT an Aspiration
130
EXCELLENCE is not an "aspiration. EXCELLENCE
is THE NEXT FIVE MINUTES.
131
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.
132
BLD
133
EXCELLENCE is not an institutional choice.
EXCELLENCE is A PERSONAL CHOICE.
134
Twitter/BLD/Biggest Life Decision You
can take any damned attitude you choose to work
today! It's your BLD/Biggest Life Decision!
135
PART 3 Leadership
136
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
137
Remember to tuck the shower curtain inside the
bathtub.
138
You get em in the door with location,
location, locationand a terrific architect. You
keep em coming back with the tucked in shower
curtain! Profit rarely comes from transaction
1 it is a byproduct of transaction 2, 3, 4
139
EXECUTION IS STRATEGY. Fred Malek
140
Sports YOU BEAT YOURSELF!
141
Does/will the next presentation you give/
review allot more time to the process/
details/politics of implementing than to the
analysis of the problem/opportunity?
142
EXECUTION IS THE JOB OF THE BUSINESS
LEADER.Larry Bossidy Ram Charan/ Execution
The Discipline of Getting Things Done
143
MBWA25
144
ManagingBy WanderingAround
145
MBWA
146
25
147
Im always stopping by our stores at 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
148
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 TaughtAnd How You
Can Learn It Anyway (Chapter 5, The Soft Skills
Of Hard Leadership)
149
You Your calendarThe calendar NEVER lies.
150
Dont gt Do Dont-ing must be systematic gt
WILLPOWER
151
The ONE THING you need to know about sustained
individual success Discover what you dont like
doing and STOP doing it. Marcus
Buckingham, The One Thing You Need to Know
152
ONE at a Time
153
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
154
MBWA 4MBWA 8 MBWA 12
155
The 4 most important words in any organization
are
156
THE FOUR MOST IMPORTANT WORDS IN ANY
ORGANIZATION ARE WHAT DO YOU THINK?
Source courtesy Dave Wheeler, posted at
tompeters.com
157
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

158
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?
159
Tomorrow How many times will you ask the WDYT
question? Count em!! Practice makes better!
This is a STRATEGIC skill!
160
Acknowledgement.
161
The deepest principal in human nature is the
craving to be appreciated.William
JamesCraving, not wish or desire or
longing/Dale Carnegie, How to Win Friends and
Influence People (The BIG Secret of Dealing
With People)
162
The deepest urge in human nature is the desire
to be important. John Dewey(In Dale Carnegie,
How to Win Friends and Influence People (The BIG
Secret of Dealing With People)
163
"Appreciative words are the most powerful force
for good on earth. George W. Crane, physician,
columnist The two most powerful things in
existence a kind word and a thoughtful
gesture. Ken Langone, co-founder, Home Depot
164
Employees who don't feel significant rarely make
significant contributions. Mark Sanborn
165
Acknowledge perhaps the most powerful word
(and idea) in the English languageand managers
tool kit!
166
Meeting Power!
167
Complain all you want, but meetings are what
you boss do!
168
Meetings 1 leadership opportunity
169
Meeting Every meeting that does not stir the
imagination and curiosity of attendees and
increase bonding and co-operation and engagement
and sense of worth and motivate rapid action and
enhance enthusiasm is a permanently lost
opportunity.
170
FYI This is not a rant about conducting
better meetings.
171
1 CEO Failing
172
If I had to pick one failing of CEOs, its that
they dont read enough. Co-founder of one of
the largest investment services firms in the
USA/world
173
Addiction By Design Machine Gambling in Las
Vegas Anti-fragile Things That Gain From
DisorderAutomate This How Algorithms Came to
Rule Our WorldBig Data A Revolution That Will
Transform How We Live, Work, and ThinkConscious
Capitalism Liberating the Heroic Spirit of
BusinessCreating Innovators The Making of Young
People Who Will Change the WorldCreation How
Science Is Reinventing Life ItselfCyber War The
Next Threat to National Security and What to Do
About ItEmployees First, Customers
SecondEverything Bad Is Good For You How
Todays Popular Culture Is Actually Making Us
SmarterExtra Lives Why Video Games MatterFab
The Coming Revolution on Your DesktopFro
Personal Computers to Personal FabricationFast
Future How the Millennial Generation Is Shaping
the WorldThe Filter Bubble What the Internet Is
Hiding From YouFooled By Randomness The Hidden
Role of Chance in Life and in the MarketsFor the
Win How Game Thinking Can Revolutionize Your
BusinessThe Future Arrived YesterdayThe
Gamification Revolution How Leaders Leverage
Game Mechanics to Crush the CompetitionHow to
Create The Secret of Human Thought
RevealedKnowledge and Power ?The Information
Theory of Capitalism and How It Is
Revolutionizing Our WorldThe Lean Startup How
Todays Entrepreneurs Use Continuous Innovation
to Create Radically Successful BusinessesLords
of StrategyLoyalty 3.0 ?How Big Data and
Gamification Are Revolutionizing Customer and
Employee EngagementMakers The New Industrial
RevolutionModels Behaving Badly Why Confusing
Illusion with Reality Can Lead to Disaster on
Wall Street and in Life The Myth of American
Decline and the Growth of a New
EconomyNanotechnology for DummiesOpen Services
Innovation Rethinking Your Business to Grow and
Compete in a New EraThe Org The Underlying
Logic of the OfficeThe Power of Co-Creation
Build It With Them to Boost Growth, Productivity
and ProfitsPredictive Analytics The Power to
Predict Who Will Click, Buy, Lie or DiePresent
Shock When Everything Happens NowQuiet The
Power of Introverts in a World That Cant Stop
TalkingRace Against The Machine How the Digital
Revolution Is Accelerating Innovation, Driving
Productivity, and Irreversibly Transforming
Employment and the Economy Reality Is Broken
Why Games Make Us Better and How They Can Change
the WorldRewire Digital Cosmopolitans in the
Age of ConnectionRobot FuturesThe Rise of the
Creative ClassThe Shareholder Value Myth How
Putting Shareholders First Harms Investors,
Corporations and the PublicThe Signal and the
Noise Why So Many Predictions FailBut Some
DontThe Singularity Is Near When Humans
Transcend BiologySocial Business By Design
Transformative Social Media Strategies for the
Connected CompanyThe Startup of You Adapt to
the Future, Invest in Yourself and Transform Your
CareerTaming the Big Data Tidal Wave Finding
Opportunities in Huge Data Streams With Advanced
AnalyticsThinking, Fast and SlowTo Save
Everything, Click Here The Folly of
Technological SolutionismTubes A journey to the
Center of the InternetWait The Art and Science
of DelayWhat You Can Change and What You
CantWired For War The Robotics Revolution and
Conflict in the Twenty-first CenturyYou Are Not
a Gadget
174
Questionable Judgment Skills
175
Thinking, Fast and SlowWhy are experts
inferior to algorithms? One reason is that
experts try to be clever, think outside the box
This may work in the odd case, but more often
than not it reduces validity. The
important conclusion from this research is that
an algorithm that is constructed on the back of
an envelope is often good enough to compete with
an optimally weighted formulaand certainly good
enough to outdo expert judgment. It is wrong
to blame anyone for failing to forecast
accurately in an unpredictable world. However, it
seems fair to blame professionals for believing
they can succeed at an impossible task.
Source Daniel Kahneman, Thinking, Fast and
Slow (Chapter intuitions Vs. Formulas)
176
Clinical versus Statistical Prediction There
is now 1996 a meta-analysis of studies of the
comparative efficacy of clinical judgment and
actuarial prediction methods. Of 136 research
studies from a wide variety of predictive
domains, not more than 5 percent show the
clinicians predictive procedure to be more
accurate than a statistical one. Source Paul
Meehl, Clinical versus Statistical Prediction
(1954)
177
1 Mouth,2 Ears
178
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
179
18
180
18 seconds!
181
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 grow. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organization effectiveness.) cont.
182
I always write LISTEN on the back of my hand
before a meeting. Source Tweet viewed
_at_tom_peters
183
10 Essential Selling Principles Most Salespeople
Get Wrong 1. Assuming the problem that the
prospect communicates is the real problem. 2.
Thinking that your sales presentation will seal
the deal. 3. Talking too much. 4. Believing that
you can sell anybody anything. 5. Overeducating
the prospect when you should be selling. 6.
Failing to remember that salespeople are
decision-makers, too. 7. Reading minds. 8.
Working as an unpaid consultant to seal the
deal. 9. Being your own worst enemy. 10. Keeping
your fingers crossed that a prospect doesnt
notice a problem. Source Forbes/0503.13
184
8 of 10 sales presentations fail50 failed
sales presentations talking at before
listening!Susan Scott, Let Silence Do the
Heavy Listening, chapter title, Fierce
Conversations Achieving Success at Work and in
Life,One Conversation at a Time
185
Suggested addition to your statement of Core
Values We are Effective Listenerswe treat
Listening EXCELLENCE as the Centerpiece of our
Commitment to Respect and Engagement and
Community and Growth.
186
Listening is of the utmost STRATEGIC
importance!Listening is a proper CORE
VALUE ! Listening is TRAINABLE !
Listening is a PROFESSION !
187
Helping Not For Sissies
188
Are you a full-fledged professional when it
comes to helping?
189
What do managers do for a living? Help! Right? Ho
w many of us could call ourselves professional
helpers, meaning that we have studiedlike a
professional mastering her musical
crafthelping? (Not many, Id judge.) Ed
Schein Helping How to Offer, Give, and Receive
Help Last chapter 7 principles.
E.g. PRINCIPLE 2 Effective Help Occurs When
the Helping Relationship Is Perceived to Be
Equitable. PRINCIPLE 4 Everything You Say or Do
Is an Intervention that Determines the Future
of the Relationship. PRINCIPLE 5 Effective
Helping Begins with Pure Inquiry. PRINCIPLE 6
It Is the Client Who Owns the Problem. (Words
matter!! Read a quote from NFL player-turned
lawyer-turned professional football coach,
calling his players my clients. (Love the idea
that the employee is a Client ! ) Employee as
Client! Helping is what we leaders do for
a living! STUDY/PRACTICE helping as you would
neurosurgery! (Helping is your neurosurgery!)
190
K R P
191
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
192
Press Ganey Assoc 139,380 former patients from
225 hospitalsNONE of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcome.Instead directly
related to Staff Interaction directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
193
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 interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel (Griffin Hospital/Derby CT Plantree
Alliance)
194
Kindness Repeat business Profit.
195
K R P/Kindness Repeat business
Profit Kindness Kind. Thoughtful. Decent.
Caring. Attentive. Engaged. Listens
well/obsessively. Appreciative. Open. Visible. Hon
est. Responsive. On time all the time. Apologizes
with dispatch for screw-ups. Over-reacts to
screw-ups of any magnitude. Professional in all
dealings. Optimistic. Understands that kindness
to staff breeds kindness to others/outsiders. Appl
ies throughout the supply chain. Applies to
100 of customers staff. Explicit part of values
statement. Basis for evaluation of 100 of our
staff.
196
Responsiveness/ Apology/ Im sorry!
197
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.
198
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. divorce, loss
of a BILLION aircraft sale, etc., etc.

199
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

200
Comeback big, quick response gtgt Perfection
201
Acquire vs. maintain 5X Hence Service gtgt
Sales (!!)
202
We
203
Observed closely The use of I or we during
a job interview. Source Leonard Berry Kent
Seltman, chapter 6, Hiring for Values,
Management Lessons From Mayo Clinic
204
I am hundreds of times better here than in
my prior hospital assignment because of the
support system. Its like you were working in an
organism you are not a single cell when you are
out there practicing. quote from Dr. Nina
Schwenk, in Chapter 3, Practicing Team
Medicine, from Leonard Berry Kent Seltman,
from Management Lessons From Mayo Clinic
205
"The personnel committees on all three campuses
have become aggressive in addressing the issue of
physicians who are not living the Mayo value of
exhibiting respectful, collegial behavior to all
team members. Some physicians have been suspended
without pay or terminated. Leonard Barry
Kent Seltman, Management Lessons from Mayo
Clinic
206
"When I was in medical school, I spent hundreds
of hours looking into a microscopea skill I
never needed to know or ever use. Yet I didn't
have a single class that taught me communication
or teamwork skillssomething I need every day I
walk into the hospital. Peter Pronovost, Safe
Patients, Smart Hospitals  
207
XFX 1
208
XFX 1 Cross-Functional eXcellence
209
NEVER WASTE A LUNCH!
210
Allied commands depend on mutual confidence and
this confidence is gained, above all through
the development of friendships. General
D.D. Eisenhower, Armchair General Perhaps
his most outstanding ability at West Point was
the ease with which he made friends and earned
the trust of fellow cadets who came from widely
varied backgrounds it was a quality that would
pay great dividends during his future coalition
command.
211
XF lunches Measure! Monthly! Part of
evaluation! The PAs Club.
212
XFX SOCIAL ACCELERATORS
213
XFX/Typical Social
Accelerators 1. EVERYONEs more or less JOB
1 Make friends in other functions!
(Purposefully. Consistently. Measurably.) 2. Do
lunch with people in other functions!!
Frequently!! (Minimum 10 to 25 for everyone?
Measured.) 3. Ask peers in other functions for
references so you can become conversant in their
world. (Its one helluva sign of ...
GIVE-A-DAMN-ism.) 4. Religiously invite
counterparts in other functions to your team
meetings. Ask them to present cool stuff from
their world to your group. (Useful. Mark of
respect.) 5. PROACTIVELY SEEK EXAMPLES OF TINY
ACTS OF XFX TO ACKNOWLEDGEPRIVATELY AND
PUBLICALLY. (Bosses ONCE A DAY make a short
call or visit or send an email of Thanks for
some sort of XFX gesture by your folks and some
other functions folks.) 6. Present counterparts
in other functions awards for service to your
group. Tiny awards at least weekly and an
Annual All-Star Supporters from other groups
Banquet modeled after superstar salesperson
banquets.
214
XFX/ Typical Social
Accelerators 16. Formal evaluations. Everyone,
starting with the receptionist, should have a
significant XF rating component in their
evaluation. (The XFX Performance should be
among the Top 3 items in all managers
evaluations.) 17. Every functional unit should
have strict and extensive measures of customer
satisfaction based on evaluations from other
functions of its usefulness and effectiveness and
value-added to the enterprise as a whole. 18.
Demand XF experience for, especially, senior
jobs. For example, the U.S. military requires all
would-be generals and admirals to have served a
full tour in a job whose only goals were
cross-functional achievements. 19. Deep dip.
Dive three levels down in the organization to
fill a senior role with some one who has been
noticeably pro-active on adding value via
excellent cross-functional integration. 20. XFX
is PERSONAL as well as about organizational
effectiveness. PXFX Personal XFX is arguably
the 1 Accelerant to personal successin terms of
organizational career, freelancer/Brand You, or
as entrepreneur. 21. Excellence! There is a
State of XF Excellence per se. Talk it up
constantly. Pursue it. Aspire to nothing less.
215
EXPLICITLY VISIBLY RELENTLESSLY MANAGE TO XFX
STANDARD!
216
Youre spending too much time with your
bill-paying customers!
217
C(I)gtC(E)
218
C(I) gt C(E) Goal/s (1) Unfair internal
market share! (2) Have your whole organization
zealously working to make you successful!
219
Success doesnt depend on the number of people
you know it depends on the number of people you
know in high places!or Success doesnt
depend on the number of people you know it
depends on the number of people you know in low
places!
220
More than performance evaluation/awardMore
than team accomplishment evaluation/award.Rath
er Specific and frequent and VISIBLE recognition
to INDIVIDUALS who have helped INDIVIDUALS in
other functionsor, for that matter, our own
group. E.g. BIG VISIBLE RECOGNITION for specific
acts, small acts more than large acts, of
selflessly helping others per se.
221
PART 4 Innovation Value Added
222
1/47
223
Lesson47 WTTMSW
224
WHOEVER TRIES THE MOST STUFF WINS
225
READY.FIRE!AIM.H. Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
226
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 prototy