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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. Special
Management Program Seminarium Ecuador/11 November
2009 (Download PP 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
Part ONE
9
1
10
Little BIG
11
2
12
Dont like it? Dont pay. Source Granite Rock
Co.
13
3
14
Big carts 1.5X Source WalMart
15
4
16
Bag sizes New markets B Source
PepsiCo
17
5
18
7X. 730A-800P. F12A.730AM 715AM.800PM
815PM.
19
No 2Yes Bank
20
2,000,000
21
6
22
It BEGINS (and ENDS) in the
23
parking lotDisney
24
7
25
2X Source Container Store/increase average
sale per shopper
26
8
27
see green recover 20 faster
28
9
29
Socks 10,000
30
10
31
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)
32
11
33
gt100 feet 100 miles
34
12
35
Round 2X/allx
36
13
37
(1) Amenable to rapid
experimentation/failure free (No bad
PR, No ) (2) Quick to implement/Quick to
Roll out (3) Inexpensive to implement/
Roll out (4) Huge multiplier (5) An
Attitude (6) Does not by and large require a
power position from which to
launch experiments.
38
Design is everything. Everything is
design. We are all designers. Inspiration
The Power of Design A Force for Transforming
Everything, Richard Farson
39
14
40
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
41
2-cent candy
42
May I clean your glasses, sir?
43
15
44
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
45
Service TransactionEXPERIENCE Memorable
event Leaves a trace
46
16
47
M.M.M.O.T. Manage To Memorable Moments Of
Truth with thanks to Jan Carlzon, SAS
48
17
49
CXOChief eXperience Officer
50
18
51
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
52
Design is treated like a religion at BMW.
Fortune
53
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
54
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
55
19
56
Hypothesis DESIGN is the principal difference
between love and hate!
57
20
58
Business people dont need to understand
designers better. Businesspeople need to be
designers. Roger Martin/Dean/Rotman
Management School/University of Toronto
59
21
60
Not optional
61
CDOChief Design Officer
62
22
63
Message (?????) Men cannot design for womens
needs.
64
23
65
Up, Up, Up, Up the Value-added Ladder.
66
The Value-added LadderServicesGoods Raw
Materials
67
The Value-added LadderScintillating
EXPERIENCESServicesGoods Raw Materials
68
24
69
Back to the future beyond micro-marketing
70
25
71
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
72
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
73
Since 1970, women have held two out of every
three new jobs created. Financial Times
74
26
75
Women are the majority market Fara
Warner/The Power of the Purse
76
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
77
27
78
The most significant variable in every sales
situation is the gender of the buyer, and more
importantly, how the salesperson communicates to
the buyers gender. Jeffery Tobias Halter,
Selling to Men, Selling to Women
79
The Perfect Answer
Jill and Jack buy slacks in black
80
(No Transcript)
81
Cases! Cases! Cases!McDonalds
(mom-centered to majority consumer not via
kids)Home Depot (Do it everything!
Herself)PG (more than house cleaner)
DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
82
28
83
Women dont buy brands. They join
them.EVEolution
84
2.6 vs. 21
85
29
86
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
87
7/13
88
Marketers attempts at reaching those over 50
have been miserably unsuccessful. No markets
motivations and needs are so poorly understood.
Peter Francese, founding publisher, American
Demographics
89
We are the Aussies Kiwis Americans
Canadians. We are the Western Europeans
Japanese. We are the fastest growing,
the biggest, the wealthiest, the
boldest, the most
(yes) ambitious,
the most experimental
exploratory, the most different, the
most indulgent, the most difficult demanding,
the most service experience obsessed, the
most vigorous, (the least vigorous,) the most
health conscious, the most female, the most
profoundly important commercial market in the
history of the worldand we will be the Center of
your universe for the next twenty-five years.
We have arrived!
90
30
91
Up, Up, Up, Up the Value-added Ladder.
92
55B
93
Planetary Rainmaker-in-Chief!Palmisanos
strategy is to expand techs borders by pushing
usersand entire industriestoward radically
different business models. The payoff for IBM
would be access to an ocean of revenuePalmisano
estimates it at 500 billion a year that
technology companies have never been able to
touch. Fortune
94
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
95
MasterCard Advisors
96
(1) LAN Installation Co. (3) (2) Geek Squad
(30) (3) Best Buy contracts with (4) Best Buy
purchases company (5) Geek Squad Best Buys
brand promise Source Best Buy (Circuit
City fire senior, hire junior)
97
31
98
Huge Customer Satisfaction versus Customer
Success
99
Results are measured by the success of all
those who have purchased your product or service
Jan Gunnarsson Olle Blohm, The Welcoming Leader
100
32
101
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/ Gamechanging
SolutionsScintillating ExperiencesServicesGoods
Raw Materials
102
Part TWO
103
33
104
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)
105
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
106
Strive for Excellence. Ignore success. Bill
Young, race car driver (courtesy Andrew Sullivan)
107
The failure to pursue EXCELLENCE is
incomprehensible to me.
108
34
109
14,00020,000
110
14,00020,00030
111
14,000/eBay20,000/Amazon30/CraigslistLockhee
d Skunk Works, 125 vs. 5,000(??)
112
Message 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
113
35
114
Insanely Great Steve Jobs
115
Radically thrilling BMW
116
Let us create such a building that future
generations will take us for lunatics. the
church hierarchs at Seville
117
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
118
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
119
36
120
1977
121
MBWA
122
25
123
Sunday Drive By The CEO of a very successful
mid-sized bank, in the Mid-west, attended a
seminar of mine in Northern California in the
mid-80sbut I remember the following as if it
were yesterday. Ive forgotten the specific
context, but I recall him saying to me, pretty
much word for word, 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.
124
37
125
1982
126
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
127
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
128
Hard Is SoftSoft Is Hard
129
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships)
130
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
131
it is the game.
132
30-fold!
133
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
134
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Excellence Index/Basket of 32 publicly traded
stocks
135
38
136
2007Siberia
137
Why in the World did you go to Siberia?
138
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
139
39
140
2007Sydney
141
Organizations exist to serve. Period. Leaders
live to serve. Period.
142
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.
143
40
144
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
145
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
146
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!
147
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
148
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.
149
Words!Stretch EncouragevsDreams come
true Life Success Co.
150
41
151
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
152
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
153
42
154
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)
155
The Customer Comes Second Hal Rosenbluth and
Diane McFerrin Peters (no relation)
156
The path to a hostmanship culture
paradoxically does not go through the guest. In
fact it wouldnt be totally wrong to say that the
guest has nothing to do with it. True hostmanship
leaders focus on their employees. What drives
exceptionalism is finding the right people and
getting them to love their work and see it as a
passion. ... The guest comes into the picture
only when you are ready to ask, Would you prefer
to stay at a hotel where the staff love their
work or where management has made customers its
highest priority? We went through the hotel and
made a ... consideration renovation. Instead
of redoing bathrooms, dining rooms, and guest
rooms, we gave employees new uniforms, bought
flowers and fruit, and changed colors. Our focus
was totally on the staff. They were the ones we
wanted to make happy. We wanted them to wake up
every morning excited about a new day at
work.Jan Gunnarsson and Olle Blohm,
Hostmanship The Art of Making People Feel
Welcome.
157
43
158
Brand Talent.
159
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
160
Luiza Helena, Magazine Luiza Wegmans
161
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
162
44
163
Leaders do people. Period. Anon.
164
Leadership is a sacred trust.President,
classroom teacher, CEO, shop foreman
165
45
166
TP How to flush 500,000 down the toilet in
one easy lesson!!
167
lt CAPEXgt People!
168
The 15 drill!!
169
46
170
2009New Delhi
171
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.
172
2/year legacy.
173
47
174
1.Strategic.Priority.Period.
175
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
176
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
177
48
178
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
179
Character is more crucial now than ever, because
in times of great uncertainty past performance is
no indicator of future performance. Experience
falls away and all youre left with is
character. David Rothkopf, founder of a firm
that helps chief executives manage risks
180
49
181
1 cause ofemployee Dis-satisfaction?
182
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
183
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.
184
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?
185
50
186
1. Hiring2. Front-line Supervisor
Development3. Promoting
187
51
188
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
189
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
190
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
191
Part THREE
192
52
193
Skip the map
194
Mapping your competitive position or
195
The Have you 50
196
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?
197
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.)
198
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?
199
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?
200
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?
201
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?
202
Part FOUR
203
53
204
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
205
18 seconds
206
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.
207
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
208
54
209
Listening is of the utmost strategic
importance!Listening is a proper core
value ! Listening is trainable !
Listening is a profession !
210
Listening is a profession!
211
Listen Profession Study practice
evaluation Enterprise value "We listen
intently to and fully engage all with whom we
work."
212
55
213
  • 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

214
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
215
56
216
Questioning, the art and profession of.
217
57
218
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.
219
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.
220
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.
221
58
222
if you dont listen, you dont sell
anything. Carolyn Marland
223
Sales gt Marketing
224
Everybody lives by selling something. Robert
Louis Stevenson
225
59
226
The four most important words in any
organization are
227
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
228
Tomorrow How many times will you ask the WDYT
question? Count! Practice makes better!
This is a STRATEGIC skill!
229
From Enemy/Reluctant User to Champion/Savior/Owner
The one line of code! Axiom
230
60
231
The deepest human need is the need to be
appreciated.William James
232
Thank you lingers on 10 years
233
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!
234
appreciation is of the utmost strategic
importance!appreciation is a proper core
value ! appreciation is trainable !
appreciation is a profession !
235
61
236
And the answer is . otis
237
62
238
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successful
239
pause
240
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successful.
241
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.

242
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 !
243
63
244
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

245
Potlatch.
246
Comeback big, quick response gtgt Perfection
247
Acquire vs maintain 5X Recession goal Higher
market share current customers
248
64
249
We are thoughtful in all we do.
250
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.
251
Thoughtfulness is of the utmost strategic
importance!thoughtfulness is a proper
core value ! Thoughtfulness is
trainable ! Thoughtfulness is a profession
!
252
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
253
65
254
none!
255
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
256
Kindness is free.
257
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
258
66
259
problem 1.Opportunity 1.
260
X XFXExcellence Cross-functional
Excellence
261
Never waste a lunch!
262
???? XF lunches Measure! Monthly! Part of
evaluation! The PAs Club.
263
R.O.I.R.
264
Return On Investment In Relationships
265
???????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!
266
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
267
The capacity to develop close and enduring
relationships is the mark of a leader.
Unfortunately, many leaders of major companies
believe their job is to create the strategy,
organization structure and organizational
processesthen they just delegate the work to be
done, remaining aloof from the people doing the
work. Bill George, Authentic Leadership
268
Who would you rather have as a CFO? A
moderately good accountant who is great with
people outside the firm and skilled at managing
very smart people? Or a brilliant accountant
whos inept with outsiders and alienates the
smart people under him? Marshall Goldsmith,
What Got You Here Wont Get You There
269
(Way) Underutilized LeverSpace!Space!Space!Sp
ace!
270
Geologists Geophysicists A little bit of
love Oil
271
67
272
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
Solutions
273
1. Its our organization to make workor not.
Its not them, the outside world thats the
problem. The enemy is us. Period. 2.
Friction-free! Dump 90 of middle managersmost
are advertent or inadvertent power freaks. We
are allevery one of usin the Friction Removal
Business, one moment at a time, now and
forevermore. 3. No stovepipes! Stove-piping,
Silo-ing is an Automatic Firing Offense.
Period. No appeals. (Within the limits of
civility, somewhat public firings are not out
of the questionthat is, make one and all aware
why the axe fell.) 4. Everything on the Web. This
helps. A lot. (Everything Big word.) 5. Open
access. All available to all. Transparency,
beyond a level thats sensible, is a de facto
imperative in a Burn-the-Silos strategy. 6.
Project managers rule!! Project managers running
XF (cross-functional) projects are the Elite of
the organization, and seen as such and treated as
such. (The likes of construction companies have
practiced this more or less forever.) 7.
Value-added Proposition Application of
integrated resources. (From the entire
supply-chain.) To deliver on our emergent
business raison detre, and compete with the
likes of our Chinese and Indian brethren, we must
co-operate with anybody and everybody 24/7.
IBM, UPS and many, many others are selling far
more than a product or service that worksthe new
it is pure and simple a product of XF
co-operation the product is the co-operation
is not much of a stretch.
274
44. Put it on theevery agenda. XF issues to
be resolved should be on every agendamorning
project team review, weekly exec team meeting,
etc. A next step within 24 hours (4?) ought to
be part of the resolution. 45. XF honest broker
or ombudsman. The ombudsman examines XF friction
events and acts as Conflict Resolution
Counselor. (Perhaps a formal conflict resolution
agreement?) 46. Lock it in! XF co-operation,
central to any value-added mission, should be an
explicit part of the Vision Statement. 47.
Promotions. Every promotion, no exceptions,
should put XF Excellence in the top 5 (3?)
evaluation criteria. 48. Pick partners based on
their co-operation proclivity. Everyone must be
on board if this thing is going to work hence
every vendor, among others, should be formally
evaluated on their commitment to XF
transparencye.g., can we access anyone at any
level in any function of their organization
without bureaucratic barriers? 49. Fire vendors
who dont get itmore than get it, welcome
it with open arms. 50. Jaw. Jaw. Jaw. Talk XF
cooperation-value-added at every opportunity.
Become a relentless bore! 51. Excellence! There
is a state of XF Excellence per se. Talk about
it. Pursue it. Aspire to nothing less.
275
68
276
450/8
277
Lisbon/New BizWeeks to
Minutes (!!!!)
278
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)
279
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)
280
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
281
Beauty. Grace. Clarity. Simplicity.
282
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
    Stinks 10 Work of Art on four dimensions
    Beauty. Grace.
  • Clarity. Simplicity.
  • 3. Re-invent!
  • Repeat, with a new selection,
  • every 15 working days.

283
69
284
CGRO CGRO/Chief Grunge Removal
Officer (CDC/Chief of De-complexification) (CAO/Ch
ief Anti-systems Officer) (CBSD/Chief BS
Destruction Officer)
285
70
286
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)
287
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)
288
What Rikyu demanded was not cleanliness alone,
but the beautiful and the natural also. Kakuzo
Okakura, The Book of Tea
289
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
290
Part FIVE
291
71
292
1/40
293
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.
294
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
295
Experiment fearlesslySource BusinessWeek,
Type A Organization Strategies/ How to Hit a
Moving TargetTactic 1
296
72
297
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

298
73
299
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
300
Forward, march The Sri Lanka Stratagem
301
Never doubt that a small group of committed
people can change the world. Indeed it is the
only thing that ever has. Margaret Mead
302
74
303
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
304
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
305
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
306
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)
307
We learn from our failures. Period. Failure to
acknowledge failure is a fatal disease. Treating
failure like a disease is a fatal
disease.Doctors, soldiers, pilots, musicians,
etc.
308
75
309
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
310
76
311
Four Thousand Slides 1/4,000
312
You miss 100 of the shots you never take.
Wayne Gretzky
313
77
314
BLAME NOBODY. EXPECT NOTHING. DO SOMETHING.
            Source Locker room sign posted
by football coach Bill Parcells
315
78
316
Some people look for things that went wrong and
try to fix them. I look for things that went
right, and try to build off them. Bob Stone (Mr
ReGo)
317
Somewhere in your organization, groups of people
are already doing things differently and better.
To create lasting change, find these areas of
positive deviance and fan the flames.
Richard Pascale Jerry Sternin, Your
Companys Secret Change Agents, HBR
318
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
319
Demos! Heroes! Stories!
320
A key perhaps the key to leadership is
the effective communication of a story. Howard
Gardner, Leading Minds An Anatomy of Leadership
321
79
322
We are the company we keep
323
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
324
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
325
The We are what we eat axiom At its core,
every (!!!) relationship-partnership decision
(employee, vendor, customer, etc) is a strategic
decision about Innovate, Yes or No
326
80
327
You will become like the five people you
associate with the mostthis can be either a
blessing or a curse. Billy Cox
328
81
329
Normal o for 800
330
"The reasonable man adapts himself to the world.
The unreasonable one persists in trying to adapt
the world to himself. Therefore, all progress
depends upon the unreasonable man. GB Shaw,
Man and Superman The Revolutionists'
Handbook.
331
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
332
Freak Fridays once a month invite somebody
interesting, in any field, to have lunch with
your gang
333
82
334
The Bottleneck Is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma At the top!
Gary Hamel/Harvard Business Review
335
83
336
diversity
337
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
338
Can you pass the Squint test?
339
84
340
Vanity Fair What is your most marked
characteristic? Mike Bloomberg Curiosity.
341
Do one thing every day that scares you.
Eleanor Roosevelt
342
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it
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