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Conrad Hilton

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Title: Conrad Hilton


1
Conrad Hilton
2
Conrad Hilton, at a gala celebrating his career,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer
3
remember to tuck the shower curtain inside the
bathtub
4
Execution is strategy. Fred Malek
5
The art of war does not require complicated
maneuvers the simplest are the best and common
sense is fundamental. From which one might wonder
how it is generals make blunders it is because
they try to be clever. Napoleon
6
Tom Peters Excellence. Always. Mini-MAS
TER/5 November 2009 (PP available to download at
tompeters.com)
7
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
8
1
9
Excellence can be obtained if you ...
care more than others think is wise ...
risk more than others think is safe ...
dream more than others think is practical
... expect more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
10
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
11
Excellence. Always.If not Excellence, what?If
not Excellence now, when?
12
Strive for Excellence. Ignore success. Bill
Young, race car driver (courtesy Andrew Sullivan)
13
If a man is called to be a street sweeper, he
should sweep streets even as Michelangelo
painted, or Beethoven composed music, or
Shakespeare wrote poetry. He should sweep streets
so well that all the hosts of heaven and earth
will pause to say, here lived a great street
sweeper who did his job well. Martin Luther
King Jr.
14
The failure to pursue EXCELLENCE is
incomprehensible to me.
15
2
16
14,00020,000
17
14,00020,00030
18
14,000/eBay20,000/Amazon30/CraigslistLockhee
d Skunk Works, 125 vs. 5,000(??)
19
There is more than one way to skin a
cat! Every project REQUIRES (if youre smart)
an outside look by one/some Seriously Weird
Cat/sin pursuit of a whacked-out option. To
consider
20
3
21
Insanely Great Steve Jobs
22
You know a design is good when you want to lick
it. Steve Jobs Source Design Intelligence
Made Visible, Stephen Bayley Terence Conran
23
Radically thrilling BMW
24
Let us create such a building that future
generations will take us for lunatics. the
church hierarchs at Seville
25
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
26
We are crazy. We should do something when
people say it is crazy. If people say something
is good, it means someone else is already doing
it.Hajime Mitarai, Canon
27
4
28
1977
29
MBWA
30
25
31
5
32
1982
33
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
34
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
35
Hard Is SoftSoft Is Hard
36
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships)
37
The 7-S ModelStrategyStructureSystemsStyle
SkillsStaffSuper-ordinate goal
38
The 7-S ModelHard Ss (Strategy,
Structure, Systems)Soft SS (Style, Skills,
Staff, Super-ordinate goal)
39
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
40
it is the game.
41
30-fold!
42
Ken Kizer/VA 1997 culture of cover-up that
pervades healthcare Patient Safety Event
Registry looking for systemic solutions, not
seeking to fix blame on individuals except in the
most egregious cases. The good news was a
thirty-fold increase in the number of medical
mistakes and adverse events that got reported.
National Center for Patient Safety Ann Arbor
43
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Excellence Index/Basket of 32 publicly traded
stocks
44
6
45
MP Get the strategy right, the rest will take
care of itself.TP Get the people and
execution right, the strategy will take care of
itself.
46
Internal organizational excellence Deepest
Blue Ocean
47
Internal organizational excellence Brand
inside
48
B(I) gt B(O)
49
7
50
2007Siberia
51
Why in the World did you go to Siberia?
52
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human potential in the
wholehearted service of others.Employees,
Customers, Suppliers, Communities, Owners,
Temporary partners
53
8
54
2007Sydney
55
Organizations exist to serve. Period. Leaders
live to serve. Period.
56
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair of diverse
individuals is unleashed in passionate pursuit of
Excellence.
57
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
58
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
59
Managing winds up being the management of the
allocation of resources against tasks. Leadership
focuses on people. My definition of a leader is
someone who helps people succeed. Carol Bartz,
Yahoo!
60
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
61
The Dream Manager Matthew KellyAn
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
62
9
63
Thank you Peter Drucker/AIM 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. Source The Little BIG Things 163
Ways to Pursue EXCELLENCE
64
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.
Source The Little BIG Things 163 Ways to
Pursue EXCELLENCE
65
10
66
You have to treat your employees like
customers. Herb Kelleher, complete answer, upon
being asked his secrets to success Source
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 the Annual Meeting)
67
The Customer Comes Second Hal Rosenbluth and
Diane McFerrin Peters (no relation)
68
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. Source Jan Gunnarsson and Olle Blohm,
Hostmanship The Art of Making People Feel
Welcome.
69
11
70
Brand Talent.
71
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
72
Luiza Helena, Magazine Luiza Wegmans
73
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
74
12
75
Leaders do people. Period. Anon.
76
Leadership is a sacred trust.President,
classroom teacher, CEO, shop foreman
77
13
78
TP How to flush 500,000 down the toilet in
one easy lesson!!
79
lt CAPEXgt People!
80
2X Source Container Store/increase average
sale per shopper
81
14
82
2009New Delhi
83
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.
84
2/year legacy.
85
15
86
1.Strategic.Priority.Period.
87
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
88
Development can help great people be even
better but if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership
Development, Google
89
16
90
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
91
17
92
1 cause ofemployee Dis-satisfaction?
93
Employee retention satisfaction
Overwhelmingly, based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
94
Capital Asset ISelecting and
training and mentoring ones pool of front-
line managers can be a Core Competence of
surpassing strategic importance.Put under
a microscope every attribute of the
cradle-to- grave process of building the
capability of our cadre of front-line
managers.
95
Capital Asset III am sure you spend time on
this. My question Is it an OBSESSION worthy
of the impact it has on enterprise performance?
96
18
97
1. Hiring2. Front-line Supervisor
Development3. Promoting
98
19
99
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
100
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. Judy B. Rosener, Americas
Competitive Secret Women Managers
101
Lawrence A. Pfaff Assoc. 2 Years, 941 mgrs
(672M, 269F) 360º feedback Women better in
20 of 20 categories 15 of 20 with statistical
significance, incl. decisiveness, planning,
setting stds.) Men are not rated
significantly higher by any of the raters in any
of the areas measured. (LP)
102
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
103
One thing is certain Womens rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labor or to be consumers with
rising budgets and more autonomy to spend.
This is just the beginning. The phenomenon will
only grow as girls prove to be more successful
than boys in the school system. For a number of
observers, we have already entered the age of
womenomics, the economy as thought out and
practiced by a woman. Aude Zieseniss de Thuin,
Womens Forum for the Economy and Society
104
20
105
You must be the change you wish to see in the
world.Gandhi
106
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
107
I am a dispenser of enthusiasm. Ben Zander
108
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness. L ou Cannon
109
?
110
Mandela, a model host in his prison hospital
room smiled grandly, put Justice Minister
Kobie Coetzee at his ease, and almost
immediately, to their quietly contained surprise,
prisoner and jailer found themselves chatting
amiably. It had mostly to do with body
language, with the impact Mandelas manner had on
people he met. First there was his erect posture.
Then there was the way he shook hands. The effect
was both regal and intimidating, were it not for
Mandelas warm gaze and his big, easy smile.
Coetzee was surprised by Mandelas willingness to
talk in Afrikaans, his knowledge of Afrikaans
history. Coetzee He was a born leader. And he
was affable. He was obviously well liked by the
hospital staff and yet he was respected even
though they knew he was a prisoner. Source
John Carlin, Playing the Enemy Nelson Mandela
and the Game that Made a Nation. (Mandela meets
surreptitiously with justice minister after
decades in prisonand turns on the charm)
111
Its always showtime. David DAlessandro,
Career Warfare
112
21
113
The doctor interrupts after Source
Jerome Groupman, How Doctors Think
114
18 seconds
115
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that last. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
116
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 ... 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
117
Listening is of the utmost strategic
importance!Listening is a proper core
value ! Listening is trainable !
Listening is a profession !
118
Listen Profession Study practice
evaluation Enterprise value
119
Listen Profession Study practice
evaluation Enterprise value "We listen
intently to and fully engage all with whom we
work."
120
  • 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

121
You can make more friends in two months by
becoming interested in other people than you can
in two years by trying to get other people
interested in you. Dale Carnegie
122
22
123
Questioning, the art and profession of.
124
23
125
The West spent 2.3 trillion on foreign aid
over the last five decades and still has not
managed to get twelve-cent medicines to children
to prevent half of all malaria deaths. The West
spent 2.3 trillion and still not managed to get
three dollars to each new mother to prevent five
million child deaths. But I and many other
like-minded people keep trying, not to abandon
aid to the poor, but to make sure it reaches
them.
126
Easterly, maligned by many, is the arch-enemy of
the Big Plan his capital letters, not minefor
once sent from afar and the vociferous fan of
practical activities of those he calls
Searchers who learn the ins and outs of the
culture, politics and local conditions on the
ground in order to use local levers and local
players, and get those 12- cent medicines to
community members. Read on, Planners vs
Searchers
127
In foreign aid, Planners announce good
intentions but dont motivate anyone to carry
them out Searchers find things that work and
build on them. Planners apply global blueprints
Searchers adapt to local conditions. Planners
never hear whether the planned recipients got
what they needed Searchers find out if the
customer is satisfied. A Planner thinks he
already knows the answers he thinks of poverty
as a technical engineering problem that his
answers will solve. A Searcher admits he doesnt
know the answers in advance he hopes to find
answers to individual problems only by trial and
error experimentation. William Easterly,
White Mans Burden Why the Wests Efforts to Aid
the Rest Have Done So Much Ill and so Little
Good
128
Derived from the above and more, I have extracted
a series of lessons from the Easterly book.
These implementation lessons are, in fact,
universal Lesson (1 of sooooooo many) Show
up! (On the ground, where the actionand
possible implementationis.) Lesson Invest in
ceaseless study of conditions on the
groundsocial and political and historical
and systemic.
129
Lesson Listen to the locals. Lesson Hear
the locals.
130
Lesson Talk to the locals. Lesson Listen to
the locals. Lesson Hear the locals. Lesson
Listen to the locals. Lesson Hear the
locals. Lesson Listen to the
locals. Lesson Hear the locals. Lesson
Listen to the locals. Lesson Hear to the
locals. Lesson Listen to the
locals. Lesson Hear to the locals. Lesson
Respect the locals. Lesson Empathize with the
locals.
131
Lesson Have a truly crappy local office, and
other un-trappings!
132
Lesson Try to blend in, adopting local customs,
showing deference were necessaryalmost
everywhere and never interrupt the big
man in front of his folk, even, or
especially, if you think he is 180
degrees off. Lesson Seek out the local leaders
second cousins, etc, to gain indirect
access over their uncle twice removed!
(Etc etc.) Lesson Have a truly crappy office,
and other un-trappings! Lesson
Remember, you do not in fact have the answers
despite your PhD with, naturally, honors,
from the University of Chicagowhere
you were mentored by not one, but two,
Nobel Laureates in economics. Lesson Regardless
of the enormity of the problem, proceed
by trial (manageable in size) and error,
error, error. (Failure motto Do it right the
first time! Success motto Do it
right the 37th time! And hustle
through those 37 triessee the next
slide.)
133
Lesson The process of political-community
engagement must also be approached as a
trial and error learning process. Lesson Always
alter the experiment to accommodate local
needsthe act of apparent local modification
per se is critical, as every community leader,
in order for them to accept ownership
and demonstrate to their constituents
that they are in charge, must feel as if
they have directly and measurably
influenced the experiment. See the next four
slides. Lesson Growth (the experimental and
expansion- emulation process) must be
organic, and proceed at a measured
pacenudged, not hurried. Lesson Speed kills!
(To a point.) By and large, the messiness
and inefficiency of the local political
process must be honored.
134
Noth-ing is scalable!
135
Nothing is scalable!Every replication must
exude the perception of uniquenesseven if it
means a half-step backwards. (It wouldnt have
worked if we hadnt done it our way.)
136
Lesson Speed kills! Lesson Short-circuiting
political process kills! Lesson
Premature rollout kills! Lesson Too much
publicity-visibility kills! Lesson Too
much money kills! Lesson Too much technology
kills!
137
Lesson Outsiders, to be effective, must have
genuine appreciation of and affection for
the locals with whom and for whom they are
working! Lesson Condescension kills mostsaid
locals know unimaginably more about life
than well-intentioned do gooders, young
or even, alas, not so young. Lesson Progress
MUST be consistent with local politics
on the ground in order to raise the odds
of sustainability. Lesson You will never-ever
fix everything at once or by the time
you finishin our Constitutional
Convention in 1787, George Washington only got
about 60 of what he wanted!
138
Lesson Never forget the atmospherics, such as
numerous celebrations for tiny milestones
reached, showering praise on the local
leader and your local cohorts, while you
assiduously stand at the back of the
crowdetc. Lesson The experiment has failed
until the systems and political rewards,
often small, are in place, with Beta tests
completed, to up the odds of
repetition. Lesson Most of your on-the-ground
staff must consist of respected localsthe
de facto or de jure Chairman or CEO must be
a local you must be virtually invisible. Lesson
Spend enormous pointless social time with the
local political leadersin Gulf War I, Norm
Schwarzkopf spent his evenings, nearly all
of them, drinking tea until 2AM or 3AM with
the Saudi crown prince he called it his greatest
contribution!
139
Lesson Keep your start up plan simple and
short and filled with question marks in
order to allow others to have the last
word. (I once did the final draft of a
proposal, making it as flawless as could be. I
gave it to my boss, pre Microsoft Word,
and he proceeded to cut it up and tape the
pieces back together, and conspicuously
cross out several paragraphs of my
obviously and labored over brilliant prose that
he had agreed to. Tom, he said as I
recall, we want the rest of the committee of
important, or at least self-important
folks to feel as though they are participating
and that you and I are a naïvenot
confront them with a beautiful plan that
shouts Dont you dare alter a word.)
140
Lesson For projects involving children or health
or education or community
development or sustainable small-business
growth (most projects), women are by far the
most reliable and most central and
most indirectly powerful local
players in even the most chauvinist
settingstheir characteristic
process of implementation by indirection
means life or death to sustainable project
success moreover, the expanding
concentric circles of womens
traditional networking processes is by far the
best way to scale up/expand a
program. (Men should not even try to
understand what is taking place. Among other
things, this networking
indirection-largely invisible process will
seemingly take forever by most mens
action now, skip steps S.O.P.and
then, from out of the blue,
following an eternity of rambling
discussions-on-top-of-
rambling-discussions, you will wake up one fine
morning and discover that the thing
is done that everything has fallen in
place overnight and that ownership is nearly
universal. Concomitant imperative
most of your (as an outsider) staff
should be women, alas,most likely not
visibly in charge.
141
For projects involving children or health or
education or community development or sustainable
small-business growth (most projects), women are
by far the most reliable and most central and
most indirectly powerful local players even in
the most chauvinist settings.
142
RemindersShow up!(Stick around!)Listen!(Lis
ten! Listen! Listen!)Study local
conditions!Stay in the background!(Always
defer to local leaderseven bad ones. Do your
workarounds in private.)Adapt to local
conditions!! (No cookie-cutters,
please!!)Experiment!(Manageable in
size.)(Trial and error, error, errorso,
hustle.)(Celebrate the tiniest successesno such
thing as too much.)Get the boring
supporting systems-infrastructure in place!
Always Local politics rules!(Like it or
not.)Nudge. (Do not force things because of
your schedule.)Women are our customers,
premier partners in sustainable implementation.
143
24
144
if you dont listen, you dont sell
anything. Carolyn Marland
145
Sales gt Marketing
146
Everybody lives by selling something. Robert
Louis Stevenson
147
25
148
The four most important words in any
organization are
149
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
150
Tomorrow How many times will you ask the WDYT
question? Count! Practice makes better!
This is a STRATEGIC skill!
151
From Enemy/Reluctant User to Champion/Savior/Owner
The one line of code! Axiom
152
26
153
The deepest human need is the need to be
appreciated.William James
154
Thank you lingers on 10 years
155
Tomorrow How many times will you mange to blurt
out, Thank you? Count em! Practice makes
better! The engineer from Manchester. This
is a STRATEGIC skill!
156
appreciation is of the utmost strategic
importance!appreciation is a proper core
value ! appreciation is trainable !
appreciation is a profession !
157
And the answer is . otis
158
27
159
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
Successfu.
160
pause
161
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
Successfu.
162
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.

163
effective Repair/Apology is of the utmost
strategic importance!effective repair is a
proper core value ! effective repair
is trainable ! effective repair is a
profession !
164
28
165
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

166
Potlatch.
167
Comeback big, quick response gtgt Perfection
168
Acquire vs maintain 5X Recession goal Higher
market share current customers
169
29
170
none!
171
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomeP.S. directly related
to Staff InteractionP.P.S. directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
172
Kindness is free.
173
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. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
174
30
175
We are thoughtful in all we do.
176
Thoughtfulness is key to customer
retention. Thoughtfulness is key to employee
recruitment and satisfaction. Thoughtfulness
is key to brand perception. Thoughtfulness is key
to your ability to look in the mirror and tell
your kids about your job. Thoughtfulness is
free. Thoughtfulness is key to speeding things
up it reduces friction. Thoughtfulness is key
to transparency and even cost containmentit
abets rather than stifles truth-telling.
177
Thoughtfulness is of the utmost strategic
importance!thoughtfulness is a proper
core value ! Thoughtfulness is
trainable ! Thoughtfulness is a profession
!
178
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
179
The Real Worlds Little Rule Book Ben/tea Norm
/tea DDE/make friends WFBuckley/make friends-help
friends Gust/Suck down Charlie/poker
pal-BOF Eddie VII/dance-flatter-mingle-learn the
language Vlad/birthday party of outgroup guys
wife CIO/finance network ERP installer/consult-on
e line of code GE Energy/make friends risk
assessment GWB/check the invitation
list GHWB/T-notes Hank/60 calls MarkM/5K-5M Delawa
re/show up Oppy/snub Lewis Strauss NM/smile -4.3T
/tin ear tp.com/Big 4-What do you
think? Women/genes Banker/after church Total
Bloody Mess/Can they pay back the loan?
180
31
181
problem 1.Opportunity 1.
182
X XFXExcellence Cross-functional
Excellence
183
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
SolutionsSee APPENDIX
184
Never waste a lunch!
185
???? XF lunches Measure! Monthly! Part of
evaluation! The PAs Club.
186
Allied commands depend on mutual confidence
and this confidence is gained, above all
through the development of friendships.
General D.D. Eisenhower, Armchair General
(05.08)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
187
Suck down for success!
He Gust Avarkotos had become something of a
legend with these people who manned the
underbelly of the Agency CIA, from Charlie
Wilsons War Getting to know the risk guys
GE Power Spend less time with your
customer! C(I) gt C(E) The ATT
systems sales exec
188
R.O.I.R.
189
Return On Investment In Relationships
190
(Way) Underutilized LeverSpace!Space!Space!Sp
ace!
191
Geologists Geophysicists A little bit of
love Oil
192
Lunch gt SAP/ Oracle
193
32
194
FLOWERPOWER
FLOWERPOWER
195
33
196
Attending to the Last 98 The New Management
Science, or Hard Is Soft, Soft Is
Hard
197
S ƒ ( ___ ) Success Is a Function of
198
S ƒ(DR -2L, -3L, 4L, IE) Success is a
function of Number and depth of relationships 2,
3, and 4 levels down inside and outside the
organization S ƒ(SDgtSU) Sucking down is more
important than sucking upthe idea is to have the
your entire organization working for you. S
ƒ(non-FF, non-FL) Number of friends not in my
function S ƒ(XFL/m) Number of lunches with
colleagues in other functions per month S
ƒ(FF) Number of friends in the finance
organization
199
Loser Hes such a suck-up!Winner
Hes such a suck-down.
200
S ƒ(PKWP)S ƒ(PKLP) of people you
know in the wrong places people you know in
low places
201
???????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!
202
It helps to know people in high places!
203
It helps more to know people in low places!
204
Gust Avarkotos boiler room CIA palsWalters
enabler P.M. Thank You notesFlexirents XSecs
Customer PA lunchesAnybodys XSecAnybodys
PAAll customer Purchasing Dept
receptionistsSecy Chaffees letter
writerMcKinsey report prep staffMcKinsey
research staffAdmirals AideCongressional
Committee staff drafterCongressmans appropriate
LAAnybody in Finance
205
34
206
Skip the map
207
Mapping your competitive position or
208
The Have you 50
209
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?
210
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
211
11. Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps? 12.
Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps and
what specifically you can do to remove a hurdle?
(Ninety percent of what we call management
consists of making it difficult for people to get
things done.Peter His eminence Drucker.) 13.
Have you celebrated in the last week a small
(or large!) milestone reached? (I.e., are you a
milestone fanatic?) 14. Have you in the last week
or month revised some estimate in the wrong
direction and apologized for making a lousy
estimate? (Somehow you must publicly reward the
telling of difficult truths.) 15. Have you
installed in your tenure a very comprehensive
customer satisfaction scheme for all internal
customers? (With major consequences for hitting
or missing the mark.) 16. Have you in the last
six months had a week-long, visible, very
intensive visit-tour of external customers? 17.
Have you in the last 60 days called an abrupt
halt to a meeting and ordered everyone to get
out of the office, and into the field and in
the next eight hours, after asking those
involved, fixed (f-i-x-e-d!) a nagging small
problem through practical action? 18. Have you in
the last week had a rather thorough discussion of
a cool design thing someone has come
acrossaway from your industry or functionat a
Web site, in a product or its packaging? 19.
Have you in the last two weeks had an informal
meetingat least an hour longwith a frontline
employee to discuss things we do right, things we
do wrong, what it would take to meet your mid- to
long-term aspirations? 20. Have you had in the
last 60 days had a general meeting to discuss
things we do wrong that we can fix in the
next fourteen days?
212
21. Have you had in the last year a one-day,
intense offsite with each (?) of your internal
customersfollowed by a big celebration of
things gone right? 22. Have you in the last
week pushed someone to do some family thing that
you fear might be overwhelmed by deadline
pressure? 23. Have you learned the names of the
children of everyone who reports to you? (If not,
you have six months to fix it.) 24. Have you
taken in the last month an interesting-weird
outsider to lunch? 25. Have you in the last month
invited an interesting-weird outsider to sit in
on an important meeting? 26. Have you in the last
three days discussed something interesting,
beyond your industry, that you ran across in a
meeting, reading, etc? 27. Have you in the last
24 hours injected into a meeting I ran across
this interesting idea in strange place? 28.
Have you in the last two weeks asked someone to
report on something, anything that constitutes an
act of brilliant service rendered in a trivial
situationrestaurant, car wash, etc? (And then
discussed the relevance to your work.) 29. Have
you in the last 30 days examined in detail (hour
by hour) your calendar to evaluate the degree
time actually spent mirrors your espoused
priorities? (And repeated this exercise with
everyone on team.) 30. Have you in the last two
months had a presentation to the group by a
weird outsider?
213
31. Have you in the last two months had a
presentation to the group by a customer, internal
customer, vendor featuring working folks 3 or 4
levels down in the vendor organization? 32. Have
you in the last two months had a presentation to
the group of a cool, beyond-our-industry ideas by
two of your folks? 33. Have you at every meeting
today (and forever more) re-directed the
conversation to the practicalities of
implementation concerning some issue before the
group? 34. Have you at every meeting today (and
forever more) had an end-of-meeting discussion on
action items to be dealt with in the next 4, 48
hours? (And then made this list publicand
followed up in 48 hours.) And made sure everyone
has at least one such item.) 35. Have you had a
discussion in the last six months about what it
would take to get recognition in local-national
poll of best places to work? 36. Have you in
the last month approved a cool-different training
course for one of your folks? 37. Have you in
the last month taught a front-line training
course? 38. Have you in the last week discussed
the idea of Excellence? (What it means, how to
get there.) 39. Have you in the last week
discussed the idea of Wow? (What it means,
how to inject it into an ongoing routine
project.) 40. Have you in the last 45 days
assessed some major process in terms of the
details of the experience, as well as results,
it provides to its external or internal customers?
214
41. Have you in the last month had one of your
folks attend a meeting you were supposed to go to
which gives them unusual exposure to senior
folks? 42. Have you in the last 60 (30?) days sat
with a trusted friend or coach to discuss your
management styleand its long- and short-term
impact on the group? 43. Have you in the last
three days considered a professional relationship
that was a little rocky and made a call to the
person involved to discuss issues and smooth the
waters? (Taking the blame, fully deserved or
not, for letting the thing-issue fester.) 44.
Have you in the last two hours stopped by
someones (two-levels down") office-workspace
for 5 minutes to ask What do you think? about
an issue that arose at a more or less just
completed meeting? (And then stuck around for 10
or so minutes to listenand visibly taken
notes.) 45. Have you in the last day looked
around you to assess whether the diversity pretty
accurately maps the diversity of the market being
served? (And ) 46. Have you in the last day at
some meeting gone out of your way to make sure
that a normally reticent person was engaged in a
conversationand then thanked him or her, perhaps
privately, for their contribution? 47. Have you
during your tenure instituted very public
(visible) presentations of performance? 48. Have
you in the last four months had a session
specifically aimed at checking on the corporate
culture and the degree we are true to itwith
all presentations by relatively junior folks,
including front-line folks? (And with a
determined effort to keep the conversation
restricted to real world small casesnot
theory.) 49. Have you in the last six months
talked about the Internal Brand Promise? 50. Have
you in the last year had a full-day off site to
talk about individual (and group) aspirations?
215
35
216
Little BIG
217
Design is everything. Everything is
design. We are all designers. Inspiration
The Power of Design A Force for Transforming
Everything, Richard Farson
218
35A
219
Big carts 1.5X Source WalMart
220
35B
221
Bag sizes New markets B Source
PepsiCo
222
35C
223
Socks 10,000
224
35D
225
6.5 feet Away
226
6.5 feet Away -63 SecondsPlate
size, etc, first serving dish
227
35E
228
Broken windows Clean the streets, fix the
broken windows, ticket the open-beer-can holders,
etc, etc Sense of order Crime way down
229
35F
230
Paint it white! On Hashem Akbaris
Lawrence Livermore labs powerful program to
significantly reduce greenhouse gas emissions
using conservative assumptions, it could
reduce 44 billion tons of CO2 emissions by
cooling buildings, roads, entire cities (The
Guardian, 0116.09)
231
35G
232
Dont like it? Dont pay. Source Granite Rock
Co.
233
35H
234
Power Freaks Move Things Around!
235
gt100 feet 100 miles
236
35I
237
Round 2X/allx
238
35J
239
35K
240
see green recover 20 faster
241
35L
242
80
243
Everything matters -80 Source Nudge,
Richard Thaler and Cass Sunstein, etching of fly
in the urinal reduces spillage by 80,
Schiphol Airport
244
35M
245
(1) Amenable to rapid experimentation/
failure free (PR, ) (2) Quick to
implement/ Quick to Roll out (3)
Inexpensive to implement/Roll out (4)
Huge multiplier (5) An Attitude
246
  • Half-day/25 ideas
  • One week/5 experiments
  • (3) One month/Select best 2
  • (4) 60-90 days/Roll out

247
36
248
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
249
2-cent candy
250
May I clean your glasses, sir?
251
2,000,000
252
7X. 730A-800P. F12A.730AM 715AM.800PM
815PM.
253
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day) 5
pianos volunteers (120-140 hrs arts
entertainment per month). Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
254
It BEGINS (and ENDS) in the
255
parking lotDisney
256
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
257
CXOChief eXperience Officer
258
First Step (?!) Hire a theater director, as a
consultant or FTE!
259
Most executives have no idea how to add value to
a market in the metaphysical world. But that is
what the market will cry out for in the future.
There is no lack of physical products to choose
between.Jesper Kunde, Unique Now ... or Never
on the excellence of Nokia, Nike, Lego, Virgin
et al.
260
37
261
3Ms Innovation Crisis How Six Sigma Almost
Smothered Its Idea CultureSource Title/Cover
Story, BW, 0611.07 (Whats remarkable is how
fast a culture can be torn apart, 3M lead
scientist In an innovation economy, 6 Sigma
is no longer a cure all/BW)
262
What Rikyu demanded was not cleanliness alone,
but the beautiful and the natural also. Kakuzo
Okakura, The Book of Tea
263
Rikyu was watching his son Sho-an as he swept
and watered the garden path. Not clean enough,
said Rikyu, when Sho-an had finished his task,
and bade him try again. After a weary hour, the
son turned to Rikyu Father, there is nothing
more to be done. The steps have been washed for
the third time, the stone planters and the trees
are well sprinkled with water, moss and lichens
are shining with a fresh verdure not a twig, not
a leaf have I left on the ground. Young fool,
chided the tea-master, that is not the way a
garden path should be swept. Saying this, Rikyu
stepped into the garden, shook a tree and
scattered over the garden gold and crimson
leaves, scraps of the brocade of autumn! What
Rikyu demanded was not cleanliness alone, but the
beautiful and the natural also. Kakuzo Okakura,
The Book of Tea
264
38
265
All Equal Except At Sony we assume that all
products of our competitors have basically the
same technology, price, performance and features.
Design is the only thing that differentiates one
product from another in the marketplace. Norio
Ohga
266
Design is treated like a religion at BMW.
Fortune
267
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation. Steve Jobs
268
You know a design is good when you want to lick
it. Steve Jobs Source Design Intelligence
Made Visible, Stephen Bayley Terence Conran
269
With its carefully conceived mix of colors and
textures, aromas and music, Starbucks is more
indicative of our era than the iMac. It is to the
Age of Aesthetics what McDonalds was to the Age
of Convenience or Ford was to the Age of Mass
Productionthe touchstone success story, the
exemplar of the aesthetic imperative. Every
Starbucks store is carefully designed to enhance
the quality of everything the customers see,
touch, hear, smell or taste, writes CEO Howard
Schultz. -Virginia Postrel, The Substance of
Style How the Rise of AestheticValue Is
Remaking Commerce, Culture and Consciousness
270
Hypothesis DESIGN is the principal difference
between love and hate!
271
All Time No.1 (TP)Ziplocs
272
Wanted THE DESIGNER OF MY KRUPPS/ CUISINART
COFFEE-MAKER. Major Reward!
273
Business people dont need to understand
designers better. Businesspeople need to be
designers. Roger Martin/Dean/Rotman Management
School/University of Toronto
274
Not optional
275
CDOChief Design Officer
276
Message (?????) Men cannot design for womens
needs.
277
39
278
450/8
279
Lisbon/New BizWeeks to
Minutes (!!!!)
280
One bank is currently claiming to leverage
its global footprint to provide effective
financial solutions for its customers by
providing a gateway to diverse markets. Charle
s Handy
281
I assume that it is just saying that it is there
to help its customers wherever they are.
Charles Handy
282
90K in U.S.A. ICUs on any given day 178
steps/day in ICU.50 stays result in serious
complicationSource Atul Gawande, The
Checklist (New Yorker, 1210.07)
283
Peter Pronovost, Johns Hopkins,
2001Checklist, line infections1/3rd at
least one error when he startedNurses/permissio
n to stop procedure if doc, other not following
checklistIn 1 year, 10-day line-infection
rate 11 to 0 Source Atul Gawande, The
Checklist (New Yorker, 1210.07)
284
Docs, nurses make own checklists on whatever
process-procedure they chooseWithin weeks,
average stay in ICU down 50Source Atul
Gawande, The Checklist (New Yorker, 1210.07)
285
Beauty. Grace. Clarity. Simplicity.
286
First Steps Beauty Contest!
  • 1. Select one form/document invoice, airbill,
    sick leave policy, customer returns claim form.
  • Rate the selected doc on a scale of 1 to 10 1
    Bureaucratica Obscuranta/Sucks 10 Work of Art
    on four dimensions Beauty. Grace.
  • Clarity. Simplicity.
  • 3. Re-invent!
  • Repeat, with a new selection,
  • every 15 working days.

287
The Commerce Bank Model every computer at
commerce bank has a special red key on it
that says, found something stupid that we are
doing that interferes with our ability to service
the customer? Tell us about it, and if we agree,
we will give you 50.Source Fans! Not
customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry,
Vernon Hill Bob Andelman
288
CGRO CGRO/Chief Grunge Removal
Officer (CDC/Chief of De-complexification) (CAO/Ch
ief Anti-systems Officer) (CBSD/Chief BS
Destruction Officer)
289
40
290
Not only does standardization reduce
accountability, but it causes workers to switch
to autopilot. An artistic process has to rely
on external measures of success, like customer
feedback. Source When Should a Process Be
Art, Not Science? by Joseph Hall and Eric
Johnson, HBR (03.09)
291
41
292
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