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Title: Tom%20Peters


1
Tom Peters EXCELLENCE. ALWAYS.Talent.Lea
dership.Leadership Forum/HRPKuwait/10 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
people power The talent59
5
Context.
6
Organizations exist to serve. Period. Leaders
live to serve. Period.
7
Why in the World did you go to Siberia?
8
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
9
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.
10
"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
11
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
12
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
13
Cause Space Decency serviceexcellence
servant leadership
14
Leaders SERVE people. Period. inspired by
Robert Greenleaf
15
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
16
Bonus
17
Enthusiasm! Execution!Experience! Excellence!
18
1. people! People!
people! People!
19
L(21) L(-21)

20
Leadership(21A.D.) Leadership(21B.C.)

21
Leaders do people. Period. Anon.
22
TP How to flush 500,000 down the toilet in
one easy lesson!!
23
lt CAPEXgt People!
24
Container store 2x training
25
2. The Customer is Job
1!
26
And the customer is
27
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)
28
The Customer Comes Second Put Your People First
and Watch Em deliver Hal Rosenbluth and
Diane McFerrin Peters (no relationbe delighted
if she was)
29
3. Soft Is Hard.
30
MBWA
31
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.
32
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
33
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
34
No People. No Product. No Value to
customer. Yes Dilution, other control
and share- owning issues. Yes
Scale-as-power. Yes Market share.
35
Yes People. Yes Product. Yes Value to
customer. No Dilution, other control
and share- owning issues. No
Scale-as-power. No Market share.
36
It suddenly occurred to me
37
It suddenly occurred to me that in the space of
two or three hours he never talked about cars.
Les Wexner            
38
To me business isnt about wearing suits or
pleasing stockholders. Its about being true to
yourself, your ideas and focusing on the
essentials. Richard Branson
39
4. Brand Inside Rules!
40
Internal organizational excellence Deepest
Blue Ocean
41
Internal organizational excellence Brand
inside
42
B(I) gt B(O)
43
5. P.O.T./ Pursuit Of
Talent OBSESSION.
44
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
45
6. The Find it
obsession Biz Strategic Priority 1 ?!.
46
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
Development, Google
47
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
48
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
49
CtaOChief talent acquisition Officer
50
7. Focus on the 1
Motivational Discriminator Selection (
Training) of the First Line Supervisor!
51
1 cause ofDis-satisfaction?
52
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
53
The Big Three Transitions Marriage Parenthood 1
st Line Supervisor Accomplishment through
others
54
8. Legacy 10!
55
2/year legacy.
56
Ask Your Calendar Hiring-1st Line Supervisor
promo-Promotion decisions in GeneralCalendars
do not lie!
57
9. Talent Excellence in
Every Part of Every Organization.
58
1/100 Best Companies to Work for/2005
59
Wegmans 2008 3 of Top 5 retail Wegmans,
Container Store, Whole Foods
60
10. Talent Excellence
Stretches Far Beyond Our Borders.
61
We are the company we keep
62
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
63
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
64
11. Expand the definition of
our talent pool Master Crowd-sourcing,
Wikiworld!
65
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
66
12. Stock up on
Technofreaks!
67
13. Talent Masters Focus on Talents Intangibles.
68
EMPHASIZE THE SOFT SKILLS.
69
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)
70
14. Hire enthusiasm!
71
I am a dispenser of enthusiasm. Ben Zander
72
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
73
Charles Handy on the Alchemists Passion was
what drove these people, passion for their
product, passion for their cause. If you care
enough, you will find out what you need to know.
Or you will experiment and not worry if the
experiment goes wrong. Passion as the secret to
learning is an odd secret to propose, but I
believe that it works at all levels and at all
ages. Sadly, passion is not a word often heard
in the elephant organizations, nor in schools,
where it can seem disruptive.
74
15. Hire for _____!
75
?
76
A man without a smiling face must not open a
shop. Chinese Proverb
77
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness. Lou Cannon
78
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.
79
16. Hire Staffers with a
Professional Service firm psf Mentality
80
IBM 55BAlso HP-EDS
81
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
82
AnswerPSF
83
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
84
17. Hire Design-Mindedness!
85
Design is treated like a religion at BMW.
Fortune
86
Business people dont need to understand
designers better. Businesspeople need to be
designers. Roger Martin/Dean/Rotman
Management School/University of Toronto
87
Its futile to pretend that industrial design or
styling has any other function than to support
marketing. Ford executive Source Design
Intelligence Made Visible, Stephen Bayley
Terence Conran
88
18. Embrace the action
Faction!
89
We have a strategic plan. Its called doing
things. Herb Kelleher
90
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
91
1/40
92
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
93
19. Cheer and promote for!
the worthy failures!
94
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
95
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
96
20. Exalt the dull Doers!!
97
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
98
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
99
Execution is strategy. Fred Malek fffffii
100
21. Hire Relentless!
101
This adolescent incident of getting from
point A to point B is notable not only because
it underlines Grants fearless horsemanship and
his determination, but also it is the first known
example of a very important peculiarity of his
character Grant had an extreme, almost phobic
dislike of turning back and retracing his steps.
If he set out for somewhere, he would get there
somehow, whatever the difficulties that lay in
his way. This idiosyncrasy would turn out to be
one the factors that made him such a formidable
general. Grant would always, always press
onturning back was not an option for him.
Michael Korda, Ulysses Grant
102
eighty percent of success is showing up.
Woody Allen
103
22. Hire and Promote for relationship
excellence.
104
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.
105
X XFXExcellence Cross-functional
Excellence
106
Never waste a lunch!
107
???????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!
108
R.O.I.R. Rules!
109
Return on investment in relationships
110
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
111
23. HR Is Cool.
112
support function / cost center /
bureaucratic dragor
113
Are you Rock Stars of the Age of Talent
114
24. HR Sits at The Head
Table.
115
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.
116
25. Re-name HR.
117
Talent Department
118
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
119
26. There Is an HR
Strategy/ HR Vision
120
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
121
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
122
27. Acquire for Talent!
123
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client.Source Advertising Age
124
The most important decisions businesspeople make
are not what decisions but who decisions.
Jim Collins, Good to Great
125
28. There Is a FORMAL
Leadership Development Strategy.
126
Crotonville!Purchase!
127
29. There Is a FORMAL
STRATEGIC HR Review Process.
128
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
129
Millikens War RoomTop 200
130
30. People/ Talent
Reviews Are the FIRST Reviews.
131
31. HR Strategy
BUSINESS Strategy.
132
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.
133
Cirque du Soleil!
134
32. Make it a Cause
Worth Signing Up For.
135
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)
136
33. Goal Amazing quests!
Life Success! Dreams Come true! for everyone
137
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
138
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
139
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
140
??? of people with
141
Dreams
142
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.
143
DRD Dream Realization Department
144
Words!Stretch EncouragevsDreams come
true Life Success Co.
145
CQOChief quest-meister
146
The organization would ultimately win not
because it gave agents more money, but because it
gave them a chance for better lives.
Everybody Wins, Phil Harkins Keith Hollihan
147
34. Enlist Everyone in
Challenge Century21/Foster Independence.
148
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
149
Globalization1.0 Countries globalizing
(1492-1800)Globalization2.0 Companies
globalizing (1800-2000)Globalization3.0 (2000)
Individuals collaborating competing
globallySource Tom Friedman/The World Is Flat
150
If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
151
BRAND YOU.NO OPTION.
152
You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines
your future options. Take a job for what it
teaches you, not for what it pays. Instead of a
potential employer asking, Where do you see
yourself in 5 years? youll ask, If I invest my
mental assets with you for 5 years, how much will
they appreciate? How much will my portfolio of
career options grow? Source Stan Davis
Christopher Meyer, futureWEALTH
153
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. Source
Muhammad Yunus/The News HourPBS/1122.2006
154
Distinct or Extinct
155
Win-winDamn it!
156
35. Pursue the Best/ Up
or out!
157
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years.
Ed Michaels, War for Talent
158
36. Ensure that the
Review Process Has INTEGRITY.
159
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do. GK
160
37. Pay Up!
161
Top performing companies are two to four times
more likely than the rest to pay what it takes
to prevent losing top performers. Ed Michaels,
War for Talent
162
38. Training I Train!
Train! Train!
163
26.3
164
39. Training II 100
Business People!
165
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!)
166
40. Training III 100
LEADERS!
167
Oddly enough The Military
168
41. Training IV Boss as
Trainer-in-Chief!
169
Workout 24 DPY in the Classroom
170
42. Training V The REAL
Bedrock of the Talent Thing.
171
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!
172
43. Re-spect!
173
What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
174
  • 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

175
  • Ladies and gentlemen serving ladies and
    gentlemen
  • Ritz Carlton Credo, Horst Schulte

176
Dont belittle! OD Consultant
177
44. Talent Excellence!
Leaders who listen!
178
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)
179
18
180
Exec but Tom, how do we find out what it is
that people really want? Tom (after a long pause
and a lot of thought and Im not kidding)
181
Exec but Tom, how do we find out what it is
that people really want? Tom (after a long pause
and a lot of thoughtand Im not kidding) Ask
em.
182
45. Thoughtful
works!Thoughtful Wins! !
183
Kindness is free
184
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
185
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
186
We are thoughtful in all we do.
187
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.
188
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
189
The Managers Book of Decencies How Small
/gestures Build Great Companies. Steve
Harrison, Adecco
190
46. Thank You!
191
The deepest human need is the need to be
appreciated.William James
192
47. MBWA Visible
Leadership!
193
MBWA
194
48. Promote for people
skills. (THE REST IS DETAILS.)
195
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
196
49. Honor Youth.
197
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
198
50. Provide Early
Leadership Assignments.
199
The WOW! Project
200
51. Create a FORMAL System
of Mentoring.
201
W. L. GoreQuad/Graphics
202
52. Diversity of every
sort!
203
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
204
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
205
53. Hire ( Protect!)
Weird!
206
Are there enough weird people in the lab these
days? V. Chmn., pharmaceutical house, to a lab
director
207
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.)
208
54. WOMEN should
RULE!
209
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
210
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
211
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
212
55. We Are All Unique.

213
53 53
214
Beware Standardized Evals One size NEVER fits
all. One size fits one. Period.
215
53 Players 53 Projects 53 different success
measures.
216
Things dont stay the same. You have to
understand that not only your business situation
changes, but the people youre working with
arent the same day to day. Someone is sick.
Someone is having a wedding. You must gauge the
mood, the thinking level of the team that day.
Coach K Krzyzewski
217
new goal every game!Source Coach K
218
220 workdays 220 rostersSource Coach K
219
Promise 1 Never, ever again will I evaluate
anyone using a standardized instrument devised
by a professional in inhuman Resources.
220
56. Capitalize on
Strengths.
221
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
222
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify ach 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
223
57. Bosses Win People
Over.
224
Coaching is winning players over. Phil
Jackson
225
58. Talent Brand.
226
The Top 5 RevelationsBetter talent
wins.Talent management is my job as
leader.Talented leaders are looking for the
moon and stars.Over-deliver on peoples dreams
they are volunteers.Pump talent in at all
levels, from all conceivable sources, all the
time.Source Ed Michaels et al., The War for
Talent
227
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
228
Brand Talent.
229
BONUS(59. Surviving a
black swan.)
230
The Black Swan has landed!
231
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.)
232
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.
233
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.
234
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.
235
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?
236
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.)
237
EXCELLENCE. ALWAYS.Talent.Leadership.
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