Tom%20Peters - PowerPoint PPT Presentation

View by Category
About This Presentation
Title:

Tom%20Peters

Description:

Tom Peters EXCELLENCE. ALWAYS. Riyadh15 November 2008 – PowerPoint PPT presentation

Number of Views:298
Avg rating:3.0/5.0
Slides: 293
Provided by: ConflictMa151
Learn more at: http://www.tompeters.com
Category:
Tags: 20peters | blue | randy | tom

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Tom%20Peters


1
Tom Peters EXCELLENCE.
ALWAYS.Riyadh/15 November 2008
2
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
Slides at tompeters.com
4
Context.excellence.
5
EXCELLENCE.
6
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
7
Insanely great Steve Jobs
8
Radically thrilling BMW
9
0 for 800
10
Context.This I believe.
11
5K/5M
12
5,000 miles for a 5-minute face-to-face
meeting
13
1/40
14
We have a strategic plan. Its called doing
things. Herb Kelleher
15
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
16
4/40
17
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
18
Execution is strategy. Fred Malek
19
almost inhuman disinterestedness in strategy
Josiah Bunting on U.S. Grant (from Ulysses S.
Grant)
20
Relentless One of my superstitions had always
been when I started to go anywhere or to do
anything, not to turn back , or stop, until the
thing intended was accomplished. Grant
21
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
22
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson
23
Context.This I believe II.
24
L(21) L(-21)

25
Leadership(21A.D.) Leadership(21B.C.)

26
Context.BLACK SWANS.
27
The Black Swan has landed!
28
The Black Swan 44 Tactical Rules for Survival
(and success) in Looney times
29
I will not accept the explanation of a
recession negatively effecting the new
business. There are still people traveling. We
just have to get them to stay in our hotel.
Horst Schulze, former president of Ritz Carlton,
on his new luxury hotel chain, Capella, from
Prestige (06.08)
30
Black Swan Tactical Rules 1. K.I.S.S. 2. Hammer
on the basics. 3. Focus on us, not the
competition. 4. Puzzle-solving How to turn this
into an opportunity. 5. MBWA/X. 6. MBWA/I. 7.
MBWA/Vendors. 8. Waaaaay over-communicate!!!!!!
(With everyonestart with your banker.)
31
Black Swan Tactical Rules 9. All work is team
work. 10. Transparency. 11. Work the phones. 12.
Perception of fairness. 13. Share the pain. 14.
Decency!!!!!!! 15. Grace!! 16. Thank you. 17.
Control your impatience no temper
tantrums. 18. Constant attitude checksyou.
32
Black Swan Tactical Rules 19. Dress for
success. 20. Avoid burnout/you, the team,
the entire organization. 21. Re-emphasize the
company values-philosophy. (Now, more
than ever.) 22. Quality!!!!!! (Now, more than
ever.) 23. No corner cutting. (Now, more
than ever.) 24. Constant reviews/War room. 25.
Celebration of small wins.
33
Black Swan Tactical Rules 26. People First/HR is
King. 27. Help people with personal
financial management. 28. Be generous to those
who are let goe.g. healthcare
benefits. 29. Dont over-analyze. 30. Dont
under-analyze. 31. Cuts all at onceif
possible. 32. Cuts explained in great detail. 33.
Quantitative calendar managementfocus on
to donts.
34
Container store 2x training
35
Black Swan Tactical Rules 34. Increase
customer-service training. 35. In general,
minimize training cuts. 36. Be(very)ware RD
cuts RD quick pay SWAT teams. 37. Beware
such things as sales travel cuts, ad
cuts. 38. Across the board Dumb. 39. Is this
a time to over-invest if cash is at hand?
(E.g., distressed innovative start-ups?)
36
Black Swan Tactical Rules 40. Stealth work on
the likes of XF communication. 41. This
could last a long time LT prep is
necessary now. 42. Prepare/Be prepared for more
Black Swans. 43. Excellence. (Now, more
than ever.) (44. Remember all this in
peacetimeChuck Knights legacy.)
37
Context.Organizations exist to serve.
38
Organizations exist to serve. Period. Leaders
live to serve. Period.
39
Why in the World did you go to Siberia?
40
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
41
Organizations exist to serve. Period. Leaders
live to serve. Period. Passionate servant
leaders, determined to create a legacy of
earthshaking transformation in their domain
create/must necessarily create organizations
which are 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 jointly perceived soaring purpose and
personal and community and client service
Excellence.
42
"We all start out in life loving our fathers and
mothers above everything else in the world, but
that does not close the doors of love. That
prepares us to love our wives and husbands and
children and friends and to cooperate with and
show respect to all worthy individuals with whom
we come in contact or have an opportunity to
reach in other ways. We must apply that to
nations and to other businesses. "We in IBM
must not confine our thoughts just to IBM. We
must extend our cooperation to all other
businesses whether we do business with them or
not. We are one cog in the industrial wheel.
"Then as citizens we must extend our respect to
all worthy people in all nations. We are moving
along in troublesome times, but the love of these
various things of which I have spoken and of the
people in whom we are interested is going to be
the great force which will make us all appreciate
the spiritual values which constitute the only
solid foundation on which we can build."
Thomas J. Watson, Sr. address to IBM Sales and
Service Class 525 and Customer Engineers Class
528, IBM Country Club, Endicott, NY, October 30,
1941
43
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
44
Cause (worthy of commitment)Space (room
for/encouragement for initiative-adventures)
Decency (respect, grace, integrity, humane)
service (worthy of our clients extended

familys continuing custom)excellence (period)
servant leadership
45
Cause. Space. Decency. Service.Excellence.
servant leadership.
46
Leaders SERVE people. Period. (inspired by
Robert Greenleaf)
47
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke (Boyd was the
president of the Tom Peters Company for several
years until his untimely death, at age 51, in
2006)
48
Context.Business as usual. alas.
49
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
50
It suddenly occurred to me
51
It suddenly occurred to me that in the space
of two or three hours he never talked about
cars. Les Wexner            
52
Tom, let me tell you the definition of a good
lending officer. After church on Sunday, on the
way home with his family, he takes a little
detour to drive by the factory he just lent money
to. Doesnt go in or any such thing, just drives
by and takes a look.
53
Context.Business as unusual.
54
4 November 2008. the unlikely election of barack
obama. In part a victory for management
excellence.
55
Internet mastery. (s. Movement. .
Political agility.) Field organization. Discipli
ne.
56
Context.Lets get something straight.
57
I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, How do I build a small firm for
myself? The answer seems obvious Source
Paul Ormerod, Why Most Things Fail Evolution,
Extinction and Economics
58
I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, How do I build a small firm for
myself? The answer seems obvious Buy a very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
59
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
60
Dick Kovacevich You dont get better by being
bigger. You get worse.
61
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
62
Japan 4china 2TUSA 2T
63
4 Japan 2T china2t USA1 Germany
64
Reason!!!Mittelstand
65
Innovation Nation Market
economy/Creative destruction. most tries
wins, market decides, churn Mixed
economy P, S, M, L, XL Immigrants hungry,
hustling Disrespectfulness Minimal fear of
failure Role models present, past,
rags-t0-riches Critical mass geographic,
finance, universities Research
universities Venture capital Angels to VCs
to IBs to IPOs
66
people power The talent 60
67
1. people! People!
people! People!
68
The most important decisions businesspeople make
are not what decisions but who decisions.
Jim Collins, Good to Great
69
Leaders do people. Period. Anon.
70
TP How to flush 500,000 down the toilet in
one easy lesson!!
71
lt CAPEXgt People!
72
2. The Customer is Job
1!
73
And that principal customer is
74
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)
75
The Customer Comes Second Hal Rosenbluth and
Diane McFerrin Peters
76
3. Soft Is Hard.
77
MBWA
78
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
79
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
80
Hard Is SoftSoft Is Hard
81
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships)
82
The 7-S ModelStrategyStructureSystemsStyle
SkillsStaffSuper-ordinate goal
83
The 7-S ModelHard Ss (Strategy,
Structure, Systems)Soft SS (Style, Skills,
Staff, Super-ordinate goal)
84
The 7-S ModelStrategyStructureSystemsStyle
(Corporate Culture, The way we do
things around here)Skills (Distinctive
Competence/s)Staff (People-Talent)Super-ordinat
e goal (Vision, Core Values)
85
4. Brand Inside Rules!
86
Internal organizational excellence Deepest
Blue Ocean
87
Internal organizational excellence Brand
inside
88
B(I) gt B(O)
89
5. P.O.T./ Pursuit Of
Talent OBSESSION.
90
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
91
6. The Find it
obsession Biz Strategic Priority 1 ?!.
92
Consider it, and the implications 1
93
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
94
Who? The screening
interview The Topgrading Interview (story
and patterns) Focused interview Reference
interview Detailed rituals, goals,
follow-up Source Who The A Method for Hiring,
Geoff Smart and Randy Street
95
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
96
CtaOChief talent acquisition Officer
97
7. Focus on the 1
Motivational Discriminator Selection (
Training) of the First Line Supervisor!
98
1 cause ofDis-satisfaction?
99
Employee retention satisfaction
Overwhelmingly, based on their immediate
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
100
The Big Three Transitions Marriage Parenthood 1
st Line Supervisor Accomplishment through
others
101
8. Legacy 10!
102
2/year legacy.
103
9. Talent Excellence in
Every Part of Every Organization.
104
1/100 Best Companies to Work for/2005
105
Wegmans 2008 3 of Top 5 retail Wegmans,
Container Store, Whole Foods
106
10. Talent Excellence
Stretches Far Beyond Our Borders.
107
We are the company we keep
108
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
109
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
110
CEO A.G. Lafley has shifted PGs focus on
inventing all its own products to developing
others inventions at least half the time. One
successful example Mr. Clean Magic Eraser, based
on a product found in an Osaka market. Fortune
111
11. Expand the definition of
our talent pool Master Crowd-sourcing,
Wikiworld!
112
Theres a fundamental shift in power happening.
Everywhere, people are getting together and,
using the Internet, disrupting whatever
activities theyre involved in. Pierre Omidyar,
founder, eBay
113
McCain v. Obama
114
Technology massively multiplies soft
powerparticularly video technology, and
particularly in the hands of non-state actors.
The power and distinction of a governments voice
is lost in the competing chatter, and in some
ways it becomes the least compelling simply
because its the least novel. Its not just words
competing against words. Images are now competing
against images. People are visual creatures, and
they tend to respond to videos and pictures on a
much less rational and much more visceral level.
YouTube (and whatever follows it) will soon
have greater global influence over narratives
about international events (if it doesnt
already) than any government information source
could hope to have. Foreign Policy, Nov-Dec
2008
115
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
116
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
117
A New C-Level?C Ww OChief WikiWorld
Officer
118
12. Stock up on
Technofreaks!
119
Issue 1 To get the best you need a critical
massand a rep as a first-rate Playground for Top
Techies.
120
13. Talent Masters Focus on Talents Intangibles.
121
EMPHASIZE THE SOFT SKILLS.
122
A Few Lessons from the ArtsEach hired and
developed and evaluated in unique ways (23
contributors 23 unique contributions 23
pathways 23 personalities 23 sets of
motivators)Attitude/Enthusiasm/Energy
paramountRe-lent-less!Practice is cool (G
Leonard/Mastery)Team and individual Aspire to
EXCELLENCE ObviousEx-e-cu-tionTalent Brand
DuhThe Project rulesEmotional languageBit
players. No.B.I.W. (everything)Delta events
Delta rosters (incl leader/s)
123
14. Hire enthusiasm!
124
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
125
I am a dispenser of enthusiasm. Ben Zander
126
15. Hire resilience!
127
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
128
We eat change for breakfast. Harry Quadracci
129
Ocean racer?
130
16. Hire for _____!
131
?
132
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness. Lou Cannon
133
Success or Failure/Try Instead Optimism or
Failure/From Martin Seligmans Learned Optimism
I believe the traditional wisdom is incomplete.
A composer can have all the talent of a Mozart
and a passionate desire to succeed, but if he
believes he cannot compose music, he will come to
nothing. He will not try hard enough. He will
give up too soon when the elusive right melody
takes too long to materialize. Success requires
persistence, the ability to not give up in the
face of failure. I believe that OPTIMISTIC
EXPLANATORY STYLE is the key to persistence.
The optimistic-explanatory-style theory of
success says that in order to choose people for
success in a challenging job, you need to select
for three characteristics (1) Aptitude. (2)
Motivation. (3) Optimism. All three determine
success.
134
17. Hire Staffers with a
Professional Service firm psf Mentality
135
M 0
136
IBM 55BAlso, among others in the same
ballpark, the recent linkup of HP and EDS
137
THE GIANT STALKING BIG OIL How Schlumberger Is
Rewriting the Rules of the Energy Game. IPM
Integrated Project Management strays from
Schlumbergers traditional role as a service
provider and moves deeper into areas once
dominated by the majors. Source BusinessWeek
cover story, January 2008
138
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves represent.
ecompany.com (E.g., UPS Logistics manages the
logistics of 4.5M Ford vehicles, from 21 mfg.
sites to 6,000 NA dealers)
139
The Value-added Ladder/TRANSFORMATION Customer
Success/ Gamechanging SolutionsServicesGoods
Raw Materials
140
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
141
Answer to prayers small and largePSF
142
Ideal finance staffer Full-scale business
partner CFO? to the/each department she
serves. Not copobsessed instead with
value-added Integration first, stovepipe
secondary MBWA/bigtime Networker to the rest
of Finance
143
18. Hire Design-Mindedness!
144
Design is treated like a religion at BMW.
Fortune
145
You know a design is good when you want to lick
it. Steve Jobs Source Design Intelligence
Made Visible, Stephen Bayley Terence Conran
146
Business people dont need to understand
designers better. Businesspeople need to be
designers. Roger Martin/Dean/Rotman
Management School/University of Toronto
147
19. Embrace the action
Faction!
148
1/40
149
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
150
20. Cheer and promote for!
the worthy failures!
151
In business, you reward people for taking risks.
When it doesnt work out you promote them-because
they were willing to try new things. If people
tell me they skied all day and never fell down,
I tell them to try a different mountain.
Michael Bloomberg (BW/0625.07)
152
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
153
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
154
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
155
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
156
21. Exalt the dull Doers!!
157
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in your long and distinguished
career? His immediate answer
158
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in your long and distinguished
career? His immediate answer remember to
tuck the shower curtain inside the bathtub
159
Execution is strategy. Fred Malek
160
In the recruiting process, perform a microscopic
analysis of the candidates proclivity for
action. Look for a ton of supporting specifics.
Judge by body language what sorts of riffs turn
him-her on and off. If the turn ons invariably
come from conceptual discussionswatch out. If
the eyes gleam while on the topic of
implementation you may have a winner on your
hands.
161
22. Hire Relentless!
162
eighty percent of success is showing up.
Woody Allen
163
23. Hire and Promote for relationship
excellence.
164
R.O.I.R. Rules!
165
Return on investment in relationships
166
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.
167
X XFXExcellence Cross-functional
Excellence
168
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
SolutionsEntire XF-50 List is at
Appendix FIVE
169
Never waste a lunch!
170
???? XF lunches Measure!
171
???????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!
172
24. HR Is Cool.
173
ChicagoHRMAC
174
support function / cost center /
bureaucratic dragor
175
Are you Rock Stars of the Age of Talent
176
25. HR Sits at The Head
Table.
177
A review of Jack and Suzy Welchs Winning claims
there are but two key differentiators that set GE
culture apart from the herd First Separating
financial forecasting and performance
measurement. Performance measurement based, as it
usually is, on budgeting leads to an epidemic of
gaming the system. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance i.e., its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
178
26. Re-name HR.
179
Talent Department
180
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
181
27. There Is an HR
Strategy/ HR Vision
182
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
183
EVP/IBP Remarkable challenge, rapid
professional growth, respect, satisfaction, fun,
stunning opportunity, exceptional reward, amazing
peer group, full membership in Club Adventure,
maximized future employabilitySource Ed
Michaels, The War for Talent TP
184
28. Acquire for Talent!
185
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client.Source Advertising Age
186
29. There Is a FORMAL
Leadership Development Strategy.
187
Crotonville!Purchase!
188
30. There Is a FORMAL
STRATEGIC HR Review Process.
189
In most companies, the Talent Review Process is
a farce. At GE, Jack Welch and his two top HR
people visited each division for a day. They
reviewed the top 20 to 50 people by name. They
talked 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
190
Millikens War RoomTop 200
191
31. People/ Talent
Reviews Are the FIRST Reviews.
192
32. HR Strategy
BUSINESS Strategy.
193
Wegmans 1/100 Best Companies to Work for84
Grocery stores are all alike46 additional
spend if customers have an emotional connection
to a grocery store rather than are satisfied
(Gallup)Going to Wegmans is not just shopping,
its an event. Christopher Hoyt, grocery
consultantYou cannot separate their strategy
as a retailer from their strategy as an
employer. Darrell Rigby, Bain Co.
194
33. Make it a Cause
Worth Signing Up For.
195
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
196
34. Goal Amazing quests!
Life Success! Dreams Come true! for everyone
197
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
198
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
199
No matter what the situation, the excellent
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
200
of people with
201
Dreams?
202
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.
203
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. Matthew Kelly, The Dream Manager
204
DRD Dream Realization Department
205
35. Enlist Everyone in
Challenge Century21/Foster Independence.
206
One of the defining characteristics of the
change is that it will be less driven by
countries or corporations and more driven by real
people. It will unleash unprecedented
creativity, advancement of knowledge, and
economic development. But at the same time, it
will tend to undermine safety net systems and
penalize the unskilled. Clyde Prestowitz, Three
Billion New Capitalists
207
BRAND YOU.NO OPTION.
208
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
209
Muhammad Yunus All human beings are
entrepreneurs. When we were in the caves we were
all self-employed . . . finding our food, feeding
ourselves. Thats where human history began . . .
As civilization came we suppressed it. We became
labor because they stamped us, You are labor.
We forgot that we are entrepreneurs.
210
Distinct or Extinct
211
Win-winDamn it!
212
36. create an accountable
workplace.
213
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
214
37. Ensure that the
Review Process Has INTEGRITY.
215
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do. GK
216
38. Training I Train!
Train! Train!
217
26.3HPY
218
Its a numbers game! (mostly)
219
Have you invested as much this year in your
career as in your car? Molly Sargent
220
39. Training II 100
Business People!
221
New Work
SurvivalKit.2008 1. MASTERY! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/UNIQUE SELLING PROPOSITION 4. Rolodex
Obsession (From vertical/hierarchy/suck up
loyalty to horizontal/colleague/mate
loyalty)5. ENTREPRENEURIAL INSTINCT (A sleepless
Eye for Opportunity! 6.CEO/LEADER/BUSINESSPERSO
N/CLOSER (CEO, Me Inc. 24/7!)7. Master of
Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)8.
Sense of Humor (A willingness to Screw Up Move
On) 9. Comfortable with Your Skin (Bring
interesting you to work!)10. Intense Appetite
for Technology (E.g. How Cool-Active is your
Web site? Do you Blog?)11. EMBRACE MARKETING
(Your own CSO/Chief Storytelling Officer)12.
PASSION FOR RENEWAL (Your own CLO/Chief Learning
Officer) 13. EXECUTION EXCELLENCE! (Show up on
time! Leave last!)
222
40. Training III 100
LEADERS!
223
The Marine Corps believes that all Marines must
learn to lead. In order to survive the chaos and
uncertainty of war, a Marine is taught how to be
decisive, how to take care of others, and how to
take responsibility for her actions. Leading
from the Front, Angie Morgan and Courtney Lynch
224
41. Training IV Boss as
Trainer-in-Chief!
225
Workout 24 DPY in the Classroom
226
42. Training V MBAS
relevant to GTD Getting things Done
227
The GTD MBA Getting Things Done
228
Core Managing people I, II, III, IV Creating
and managing systems with high
impact Leadership I, II Servant
leadership Execution I, II, III Creating a Try
it now-Fail Forward Fast-Ready. Fire. Aim.
culture Maximizing ROIR Return On Investment
in Relationships Sales I, II, III,
IV Service basics I, II Creating incredible
customer experiences
229
Core The art and science of influence I,
II Crucial conversations-Crucial
confrontations Accounting I, II acctg., not
finance Accountability I, II Calendar
mastery/Mastering to dont MBWA I,
II Nurturing and harvesting curiosity in one
and all Giving great presentations I, II Active
listening I, II Excellence as aspiration,
Excellence everywhere, Excellence all the time
230
Other Recruiting top talent for 100 of
enterprise jobs Recruiting for smile,
enthusiasm, energy Nurturing top
talent Helping people (employees, customers,
vendors, communities) grow and realize their
dreams The promotion decision Women as
pre-eminent leaders Building friends through
effective firing The power of
decentralizationand the barriers thereto
231
Other The art of finding and loving
weirdos Creating an environment of respect
and decency The pre-eminent role of emotion in
everything Saying thank you I, II Aggressive
apologizing Giving good phone, working the
phones Creating and nurturing lasting win-win
alliances Creating or changing a units
culture The real stuff-basics of cross-
functional excellence
232
Other Developing and sustaining a spirited
workplace Becoming the gemstone of the
community Mastering the Internet I,
II Appreciating and playing with new
technologies Knowing oneself Marketing Marketin
g to women I, II Marketing to boomers-geezers I,
II Design-mindedness as a cultural attribute
233
Other The Art of the Nudge Rapid prototyping
of everything, and the Art of Serious
Play Rewarding failures Increasing a businesss
metabolic rate Diversity power everywhere The
power of universal transparency Spare
Time Strategy Finance Globalization
234
43. Training VI The REAL
Bedrock of the Talent Thing.
235
My wife and I went to a kindergarten
parent-teacher conference and were informed that
our budding refrigerator artist, Christopher,
would be receiving a grade of Unsatisfactory in
art. We were shocked. How could any childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that
he had refused to color within the lines, which
was a state requirement for demonstrating
grade-level motor skills. Jordan Ayan, AHA!
236
44. Re-spect!
237
  • 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

238
  • Ladies and gentlemen serving ladies and
    gentlemen
  • Ritz Carlton Credo, from Horst Schulte

239
The Union senior officers rode past the
Confederates smugly without any sign of
recognition except by one. When General Grant
reached the line of ragged, filthy, bloody,
despairing prisoners strung out on each side of
the bridge, he lifted his hat and held it over
his head until he passed the last man of that
living funeral cortege. He was the only officer
in that whole train who recognized us as being on
the face of the earth. quote within a quote
from diary of a Confederate soldier
240
45. Encourage Dis-respect!
241
All You Need to Know About Sources of
Innovation Angry people! with the status quo
242
46. Talent Excellence!
Leaders who ask! Leaders who listen!
243
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
244
18
245
47. Thoughtful
works!Thoughtful Wins! !
246
We are thoughtful in all we do.
247
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 mirrorand 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.
248
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
249
0 of 15
250
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomePS directly related to
Staff InteractionPS directly correlated with
Employee Satisfaction Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel
251
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
252
48. Thank You!
253
The deepest human need is the need to be
appreciated.William James
254
49. MBWA Visible
Leadership!
255
MBWA
256
50. Promote for people
skills. (THE REST IS DETAILS.)
257
When assessing candidates, the first thing I
looked for was energy and enthusiasm for
execution. Does she talk about the thrill of
getting things done, the obstacles overcome, the
role her people played or does she keep
wandering back to strategy or philosophy?
Larry Bossidy, Honeywell/AlliedSignal, in
Execution
258
51. Honor Youth.
259
Why focus on these late teens and
twenty-somethings? Because they are the first
young who are both in a position to change the
world, and are actually doing so. For the first
time in history, children are more comfortable,
knowledgeable and literate than their parents
about an innovation central to society. The
Internet has triggered the first industrial
revolution in history to be led by the
young.The Economist
260
52. Provide Early
Leadership Assignments.
261
The WOW! (sub)project
262
53. Create a FORMAL System
of Mentoring.
263
W. L. GoreQuad/Graphics
264
54. Diversity of every
sort!
265
Diverse groups of problem solversgroups of
people with diverse toolsconsistently
outperformed groups of the best and the
brightest. If I formed two groups, one random
(and therefore diverse) and one consisting of the
best individual performers, the first group
almost always did better. Diversity trumped
ability. Scott Page, The Difference How the
Power of Diversity Creates Better Groups, Firms,
Schools, and Societies Diversity
266
55. Hire ( Protect!)
Weird!
267
Are there enough weird people in the lab these
days? V. Chmn., pharmaceutical house, to a lab
director
268
CM Prof Richard Florida on Creative Capital
You cannot get a technologically innovative
place unless its open to weirdness,
eccentricity and difference.Source New York
Times/06.01.2002
269
Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically make
us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas in, make it
into the history books. (6) Freaks keep us
from falling into ruts. (If we listen to them.)
(We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
270
56. WOMEN should
RULE!
271
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
272
Women are the majority market Fara
Warner/The Power of the Purse
273
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist, April 15
274
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeekSee more at Appendix SIX
275
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
276
57. We Are All Unique.

277
53 53
278
Beware Standardized Evals One size NEVER fits
all. One size fits one. Period.
279
53 Players 53 Projects 53 different success
measures.
280
58. Capitalize on
Strengths.
281
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify each persons weaker
areas and eradicate them. The great manager
believes the opposite. He believes that the most
influential qualities of a person are innate and
therefore that the essence of management is to
deploy these innate qualities as effectively as
possible and so drive performance. Marcus
Buckingham, The One Thing You Need to Know
282
The key difference between checkers and chess
is that in checkers the pieces all move the same
way, whereas in chess all the pieces move
differently. Discover what is unique about each
person and capitalize on it. Marcus
Buckingham, The One Thing You Need to Know
283
59. Talent Brand.
284
The Top Five RevelationsBetter talent
wins.Talent management is my job as
leader.Talented leaders are looking for the
moon and stars.Over-deliver on peoples dreams
they are volunteers.Pump talent in at all
levels, from all conceivable sources, all the
time.Source Ed Michaels et al., The War for
Talent
285
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
286
Brand Talent.
287
60. excellence.
288
Bonus The 5Es Credo
289
Enthusiasm! Execution!Experience!Empathy!
Excellence!
290
Enthusiasm! (Matchless and internally and
externally contagious and visible energy and
vitality.) Execution! (A bulldog, unglamorous
effort aimed at GTD/getting things done is the
Holy Grail and principal source of pridethe
strategy bit is secondary to the do it
bit.)Experience! (The organization delivers its
productincluding accounting services from an
internal department to its customer
departmentswith panache.)Empathy! (Despite the
abiding emphasis on hustle and GTD, Character and
Care in all we do is an abiding hallmark of the
enterprise.)Excellence! (Head-turning
aspirations from the world-class busboy to the
world-class chef to the world-class parking
valet.)
291
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)
292
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
About PowerShow.com