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The Challenge: To Create More Value in All Negotiations

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Excellence NOW Tom Peters/17 November 2012/Moscow (s _at_ tompeters.com/excellencenow.com) 7X. 7:30A-8:00P. F12A. 7:30AM = 7:15AM. 8:00PM = 8:15PM. – PowerPoint PPT presentation

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


1
LONG Excellence NOW Tom Peters/17
November 2012/Moscow (slides _at_ tompeters.com/excel
lencenow.com)
2
Part ONE
3
1
4
Little BIG
5
2
6
7X. 730A-800P. F12A.730AM 715AM.800PM
815PM.
7
3
8
Dont like it? Dont pay. Source Granite Rock
Co.
9
4
10
Red light flashes -10
11
5
12
Promised vs Delivered 15 Source Elgin
Corrugated Box
13
6
14
It BEGINS (and ENDS) in the
15
parking lotDisney
16
7
17
100 purchase/ 3-cent lemon National Brand/
2-cent candy
18
8
19
Conveyance Kingfisher Air Location Approach to
New Delhi
20
May I clean your glasses, sir?
21
Let me help you down the jetway.
22
9
23
Socks 10,000
24
10
25
30 minutes 1 25M/20M/200K
26
11
27
2X Source Container Store/increase average
sale per shopper
28
12
29
Bag sizes New markets B Source
PepsiCo
30
13
31
Big carts 1.5X Source WalMart
32
14
33
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
34
TGRs. Manage em. Measure em. I use
manage-measure a lot. Translation These are
not soft ideas they are exceedingly important
things that can be managedAND measured.
35
Perception is all there is
36
Customers describing their service experience as
superior 8 Companies describing the service
experience they provide as superior
80 Source Bain Company survey of 362
companies, reported in John DiJulius, What's the
Secret to Providing a World-class Customer
Experience?
37
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
38
CXOChief eXperience Officer
39
15
40
Comeback big, quick response gtgt Perfection
41
Acquire vs maintain 5X Recession goal Higher
market share current customers
42
16
43
Conrad Hilton, at a gala celebrating his career,
was called to the podium and asked, What were
the most important lessons you learned in your
long and distinguished career? His answer
44
remember to tuck the shower curtain inside the
bathtub.
45
You get em in the door with location,
location, locationand a terrific architect. You
keep em coming back with the tucked in shower
curtain! Profit rarely comes from transaction
1 it is a byproduct of transaction 2, 3, 4
46
Execution is strategy. Fred Malek
47
Sports You beat yourself!
48
Execution is the job of the business
leader.Larry Bossidy Ram Charan/ Execution
The Discipline of Getting Things Done
49
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, Execution
50
WOW!!Observed closely The use of I or we
during a job interview. Source Leonard Berry
Kent Seltman, chapter 6, Hiring for Values,
Management Lessons From Mayo Clinic
51
17
52
(1) Amenable to rapid experimentation/
failure free (PR, ) (2) Quick to
implement/ Quick to Roll out (3)
Inexpensive to implement/Roll out (4)
Huge multiplier (5) An Attitude
53
  • Half-day/25 ideas
  • One week/5 experiments
  • (3) One month/Select best 2
  • (4) 60-90 days/Roll out

54
Little BIG
55
Part TWO
56
FIVE First things Before First Things
57
1
58
If the regimental commander lost most of his 2nd
lieutenants and 1st lieutenants and captains and
majors, it would be a tragedy. If he lost his
sergeants it would be a catastrophe. The Army and
the Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty Officers.
Does industry have the same awareness?
59
In great armies, the job of generals is to back
up their sergeants. COL Tom Wilhelm, from
Robert Kaplan, The Man Who Would Be Khan, The
Atlantic
60
1 cause ofemployee Dis-satisfaction?
61
Employee retention satisfaction productivity
Overwhelmingly based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
62
People leave managers not companies. Dave
Wheeler
63
Suggested addition to your statement of Core
Values We are obsessed with developing a cadre
of 1st line managers that is second to nonewe
understand that this cadre per se is arguably one
of our top two or three most important Strategic
Assets.
64
2
65
XFX 1 Cross-Functional eXcellence
66
explicitly visibly relentlessly manage to XFX
standard!
67
Never waste a lunch!
68
Personal relationships are the fertile soil
from which all advancement, all success, all
achievement in real life grow. Ben Stein
69
XF lunches Measure! Monthly! Part of
evaluation! The PAs Club.
70
XFX Social accelerators
71
XFX/Typical Social
Accelerators 1. EVERYONEs more or less JOB
1 Make friends in other functions!
(Purposefully. Consistently. Measurably.) 2. Do
lunch with people in other functions!!
Frequently!! (Minimum 10 to 25 for everyone?
Measured.) 3. Ask peers in other functions for
references so you can become conversant in their
world. (Its one helluva sign of ...
GIVE-A-DAMN-ism.) 4. Religiously invite
counterparts in other functions to your team
meetings. Ask them to present cool stuff from
their world to your group. (Useful. Mark of
respect.) 5. PROACTIVELY SEEK EXAMPLES OF TINY
ACTS OF XFX TO ACKNOWLEDGEPRIVATELY AND
PUBLICALLY. (Bosses ONCE A DAY make a short
call or visit or send an email of Thanks for
some sort of XFX gesture by your folks and some
other functions folks.) 6. Present counterparts
in other functions awards for service to your
group. Tiny awards at least weekly and an
Annual All-Star Supporters from other groups
Banquet modeled after superstar salesperson
banquets.
72
XFX/ Typical Social
Accelerators 7. Routinely discussA SEPARATE
AGENDA ITEMgood and problematic acts of
cross-functional co-operation at every Team
Meeting. 8. When someone in another function
asks for assistance, respond with more
alacrity than you would if it were the person in
the cubicle next to yoursor even more than you
would for a key external customer. (Remember, XFX
is the key to Customer Retention which is in turn
the key to all good things.) 9. Do not bad
mouth ... the damned accountants, the bloody
HR guy. Ever. (Bosses Severe penalties for
thisincluding public tongue-lashings.) 10. Get
physical! Co-location may well be the most
powerful culture change lever. Physical
X-functional proximity is almost a guarantee
of remarkably improved co-operationto aid this
one needs flexible workspaces that can be
mobilized for a team in a flash. 11. Establish
adhocracy as S.O.P. To improve the new
X-functional Culture (and business results),
little XF teams should be formed on the spot to
deal with an urgent issuethey may live for but
ten days, but it helps the XF habit, making it
normal to be working the XF way.
73
XFX/ Typical Social
Accelerators 12. Early project management
experience. Within days, literally, of coming
aboard folks should be running some bit of a
bit of a bit a project, working with folks from
other functionshence, all this becomes as
natural as breathing. 13. Work proactively to
give as large as possible numbers of people
temporary assignments in other functionsespeciall
y Finance. 14. Get em out with the customer.
Rarely does the accountant or bench scientist
call on the customer. Reverse that. Give everyone
more or less regular customer-facing
experiences. She or he learns quickly that the
customer is not interested in our in-house turf
battles! 15. Consider creating a special role,
or even position. Specialty chemical company
Buckman Labs established knowledge transfer
facilitators, effectively former middle
managers, with 100 of discretionary pay based
on success at spurring integration across
previously impermeable barriers.
74
XFX/ Typical Social
Accelerators 16. Formal evaluations. Everyone,
starting with the receptionist, should have a
significant XF rating component in their
evaluation. (The XFX Performance should be
among the Top 3 items in all managers
evaluations.) 17. Every functional unit should
have strict and extensive measures of customer
satisfaction based on evaluations from other
functions of its usefulness and effectiveness and
value-added to the enterprise as a whole. 18.
Demand XF experience for, especially, senior
jobs. For example, the U.S. military requires all
would-be generals and admirals to have served a
full tour in a job whose only goals were
cross-functional achievements. 19. Deep dip.
Dive three levels down in the organization to
fill a senior role with some one who has been
noticeably pro-active on adding value via
excellent cross-functional integration. 20. XFX
is PERSONAL as well as about organizational
effectiveness. PXFX Personal XFX is arguably
the 1 Accelerant to personal successin terms of
organizational career, freelancer/Brand You, or
as entrepreneur. 21. Excellence! There is a
State of XF Excellence per se. Talk it up
constantly. Pursue it. Aspire to nothing less.
75
I am hundreds of times better here than in
my prior hospital assignment because of the
support system. Its like you were working in an
organism you are not a single cell when you are
out there practicing. quote from Dr. Nina
Schwenk, in Chapter 3, Practicing Team
Medicine, from Leonard Berry Kent Seltman,
from Management Lessons From Mayo Clinic
76
3
77
In the Army, 3-star generals worry about
training. In most businesses, it's a ho hum
mid-level staff function.
78
Why is intensive-extensive training obvious for
the army navy sports teams performing arts
groups--but not for the average business?
79
(1) Training merits C-level status! (2)
Top trainers should be paid a kings
ransomand be of the same caliber as
top marketers or researchers.
80
I would hazard a guess that most CEOs see IT
investments as a strategic necessity, but see
training expenses as a necessary evil.
81
No company ever Expended too much thought/Effort/
on training! ESPECIALLY
small company
82
Q3 2011/BLS3.1/Non-farm
productivity growth3.8/Non-farm
output0.6/Non-farm hours worked5.4/Manufactur
ing productivity4.7/Manufacturing
output-0.6/Manufacturing hours workedSource
Bureau of Labor Statistics/03 November 2011
83
The root of our problem is not that were in a
Great Recession or a Great Stagnation, but rather
that we are in the early throes of a Great
Restructuring. Our technologies are racing ahead,
but many of our skills and organizations are
lagging behind. Source Race AGAINST the
Machine, Erik Brynjolfsson and Andrew McAfee
84
Legal industry/Pattern Recognition/Discovery
(e-discovery algorithms) 500 lawyers to
ONE Source Race AGAINST the Machine, Erik
Brynjolfsson and Andrew McAfee
85
China/Foxconn 1,000,000 robots in next 3
years Source Race AGAINST the Machine, Erik
Brynjolfsson and Andrew McAfee
86
4
87
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
88
18
89
18 seconds!
90
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that grow. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
91
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 ...
Service. 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
92
Listen Profession Study practice
evaluation Enterprise value
93
Is there a full-bore training course in
"Listening" for 100 of employees, CEO to temps?
If not, There damn well ought to be.
94
Suggested addition to your statement of Core
Values We are Effective Listenerswe treat
Listening EXCELLENCE as the Centerpiece of our
Commitment to Respect and Engagement and
Community and Growth.
95
5
96
Complain all you want, but meetings are what
you boss do!
97
Meetings 1 leadership opportunity
98
Meeting Every meeting that does not stir the
imagination and curiosity of attendees and
increase bonding and co-operation and engagement
and sense of worth and motivate rapid action and
enhance enthusiasm is a permanently lost
opportunity.
99
Part THREE
100
Innovations BIG THREE
101
1
102
READY.FIRE.AIM.H. Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
103
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
104
What are Rutans management rules? He insists he
doesnt have any. I dont like rules, he says.
Things are so easy to change if you dont write
them down. Rutan feels good management works in
much the same way good aircraft design does
Instead of trying to figure out the best way to
do something and sticking to it, just try out an
approach and keep fixing it. Eric
Abrahamson David Freedman, Chapter 8, Messy
Leadership, from A Perfect Mess The Hidden
Benefits of Disorder
105
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

106
Experiment fearlesslySource BusinessWeek,
Type A Organization Strategies How to Hit a
Moving TargetTactic 1relentless trial and
error Source Wall Street Journal,
cornerstone of effective approach to
rebalancing company portfolios in the face of
changing and uncertain global economic conditions
(11.08.10)
107
In Search of Excellence /1982 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
108
Fail. Forward. Fast.High Tech CEO,
Pennsylvania
109
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
110
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
111
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
112
1/46
113
Lesson46 WTTMTW
114
Whoever Tries The Most Things Wins
115
Better yet WTTMTASTMTUTFW
116
Whoever Tries The Most THINGS And Screws The
Most Things Up The Fastest Wins
117
1/4096
118
You miss 100 of the shots you never take.
Wayne Gretzky
119
2
120
The Hang Out Axiom I We are What We Eat/We Are
the company we keep
121
You will become like the five people you
associate with the mostthis can be either a
blessing or a curse. Billy Cox
122
The We are what we eat/ We are who we
associate with Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc, etc) is a strategic
decision about Innovate, Yes or No
123
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
124
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the future.
Adrian Slywotzky, Mercer Consultants
125
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
126
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
127
Dont benchmark, Other mark!
128
We Are the company we keep! Manage it!
129
The Bottleneck
130
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
131
Diversity per se is a key maybe the key
to effective and innovative decision making.
132
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
133
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
134
We Are the company we keep! Manage it!
135
Co-creation
136
(No Transcript)
137
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline, FT
138
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
139
Forgetting gtgt Learning
140
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
141
3
142
(No Transcript)
143
Zappos 10 Corporate ValuesDeliver
WOW! through service.Embrace and drive
change.Create fun and a little weirdness.Be
adventurous, creative and open-minded.Pursue
growth and learning.Build open and honest
relationships with communication.Build a
positive team and family spirit.Do more with
less.Be passionate and determined.Be
humble. Source Delivering Happiness, Tony
Hsieh, CEO, Zappos.com
144
Insanely GreatSteve JobsRadically
thrilling BMW
145
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
146
14,00020,00030
147
14,000/eBay20,000/Amazon30/Craigslist
148
Every project Wheres your Craigs List WOW!
option?
149
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!
150
Wow!
151
Part FOUR
152
FOURKey Market Strategies
153
1
154
Design Rules!APPLE market cap gt Exxon
Mobil August 2011
155
Design is everything. Everything is
design. We are all designers. Inspiration
The Power of Design A Force for Transforming
Everything, Richard Farson
156
Design is treated like a religion at BMW.
FortuneAPPLE market cap gt Exxon Mobil (August
2011)
157
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
158
Only one company can be the cheapest. All
others must use design. Rodney Fitch, Fitch
Co.Source Insights, definitions of design, the
Design Council UK
159
Suit/Asda/50 Suit/MS/10X Suit/Saville Road
bespoke/10X iPhone/700 iPhone/assembled in
China/20 Source John Kay/Our Fetish for
Making Things Fails to Understand Real
Work/FT/11.12
160
CDOChief Design Officer
161
Hypothesis Men cannot design for womens
needs!!??
162
2
163
I speak to you with a feminine voice. Its the
voice of democracy, of equality. I am certain,
ladies and gentlemen, that this will be the
womans century. In the Portuguese language,
words such as life, soul, and hope are of the
feminine gender, as are other words like courage
and sincerity. President Dilma Rousseff of
Brazil, 1st woman to keynote the United Nations
General Assembly
164
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
165
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
166
Women are the majority market Fara
Warner/The Power of the Purse
167
W 28T gt 2(C I)
168
  • W gt 2X (C I)
  • Women now drive the global economy. Globally,
    they control about 20 trillion in consumer
    spending, and that figure could climb as high as
    28 trillion in the next five years. Their 13
    trillion in total yearly earnings could reach 18
    trillion in the same period. In aggregate, women
    represent a growth market bigger than China and
    India combinedmore than twice as big in fact.
    Given those numbers, it would be foolish to
    ignore or underestimate the female consumer. And
    yet many companies do just thateven ones that
    are confidant that they have a winning strategy
    when it comes to women. Consider Dells
  • Source Michael Silverstein and Kate Sayre, The
    Female Economy, HBR, 09.09

169
2.6 vs. 21
170
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
171
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. Source Judy B. Rosener, Americas
Competitive Secret Women Managers
172
Headline 2020 Women Hold 80 Percent of
Management and Professional JobsSource The
Extreme Future The Top Trends That Will Reshape
the World in the Next 20 Years, James Canton
173
3
174
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
175
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
176
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
177
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
178
MittELstand agile creatures darting
between the legs of the multinational
monsters" (Bloomberg BusinessWeek, 10.10) E.g.
Goldmann Produktion
179
agile creatures darting between the
legs of the multinational monsters"
180
Retail Superstars Inside the 25 Best Independent
Stores in America by George Whalin
181
Jungle Jims International Market, Fairfield,
Ohio An adventure in shoppertainment, as
Jungle Jims call it, begins in the parking lot
and goes on to 1,600 cheeses and, yes, 1,400
varieties of hot sauce not to mention 12,000
wines priced from 8 to 8,000 a bottle all this
is brought to you by 4,000 vendors. Customers
come from every corner of the globe. Bronners
Christmas Wonderland, Frankenmuth, Michigan, pop
5,000 98,000-square-foot shop features the
likes of 6,000 Christmas ornaments, 50,000 trims,
and anything else you can name if it pertains to
Christmas. Source George Whalin, Retail
Superstars
182
Be the best. Its the only market thats not
crowded. From Retail Superstars Inside the 25
Best Independent Stores in America, George Whalin
183
4
184
IBMtoIBM
185
Never mind computers and tech services. IBMs
radical new focus is on revamping customers
operationsand running them. Headline/ BW
186
Planetary Rainmaker-in-Chief!CEO Sam
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
187
IDEOProduct DesignProduct Design
TrainingInnovation Training
188
UPS
189
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
190
IPMs Chief Well do just about anything an
oilfield owner would want, from drilling to
production.
191
Instant Infrastructure GE Becomes a General
Store for Developing Countries headline/ NYT
192
MasterCard Advisors
193
Huge Customer Satisfaction with
product/Service versus Customer Success
194
Results are measured by the success of all
those who have purchased your product or service
Jan Gunnarsson Olle Blohm, The Welcoming Leader
195
Part FIVE
196
People First! People Second ! People Third!
People Fourth! People Fifth! People Sixth!
197
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
198
You have to treat your employees like
customers. Herb Kelleher, upon being asked his
secret to successSource Joe Nocera, NYT,
Parting Words of an Airline Pioneer, on the
occasion of Herb Kellehers retirement after 37
years at Southwest Airlines (SWAs pilots union
took out a full-page ad in USA Today thanking HK
for all he had done) across the way in Dallas,
American Airlines pilots were picketing AAs
Annual Meeting)
199
"If you want staff to give great service, give
great service to staff." Ari Weinzweig,
Zingerman's
200
"When I hire someone, that's when I go to work
for them. John DiJulius, "What's the Secret to
Providing a World-class Customer Experience"
201
Employees who don't feel significant rarely make
significant contributions. Mark Sanborn
202
EMPLOYEES FIRST, CUSTOMERS SECOND Turning
Conventional Management Upside Down Vineet
Nayar/CEO/HCL Technologies
203
hostmanship/ consideration renovation
204
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.
205
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?
206
Brand Talent.
207
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
208
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.
209
Oath of Office Managers/Servant
Leaders Our goal is to serve our customers
brilliantly and profitably over the long
haul. Serving our customers brilliantly and
profitably over the long haul is a product of
brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as
leadersthe alpha and the omega and everything
in betweenis abetting the sustained growth and
success and engagement and enthusiasm and
commitment to Excellence of those, one at a
time, who directly or indirectly serve the
ultimate customer. Weleaders of every
stripeare in the Human Growth and
Development and Success and Aspiration to
Excellence business. We leaders only grow
when they each and every one of our
colleagues are growing. We leaders only
succeed when they each and every one of our
colleagues are succeeding. We leaders
only energetically march toward Excellence when
they each and every one of our colleagues
are energetically marching toward
Excellence. Period.
210
Les Wexner From sweaters to people! Limited
Brands founder Les Wexner queried on astounding
long-term successsaid, in effect, it happened
because he got as excited about developing
people as he had been about predicting fashion
trends in his early years
211
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
212
Three People!
213
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?
214
Promotion Decisionslife and death
decisionsSource Peter Drucker, The Practice
of Management
215
2/year legacy.
216
53 53
217
People are not Standardized. Their evaluations
should not be standardized. Ever.
218
Standardized Evaluations?Sports?Arts?Pure
talent-driven enterprises
219
Evaluating people 1 differentiatorSource
Jack Welch/Jeff Immelt on GEs 1 strategic skill
(!!!!)
220
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
221
70 cents
222
Development can help great people be even
betterbut if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership and
Development, Google
223
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
224
15
225
TP How to throw 500,000 into the sea in one
easy lesson!!
226
lt CAPEXgt People!
227
15
228
2X Source Container Store/Goal increase
average sale per shopper
229
The Sky Is the Limit!
230
No company ever Expended too much thought/Effort/
on training! ESPECIALLY
small company
231
Meanwhile in Rochester NY and Sao Paulo Brazil
232
Luiza Helena, Magazine Luiza
233
Wegmans.
234
4 Words!
235
The four most important words in any
organization are
236
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
237
8 Words12 Words
238
Change the World With EIGHT WordsWhat do you
think?How can I help?Dave Wheeler What
are the four most important words in the boss
lexicon?Boss as CHRO/Chief Hurdle Removal
Officer
239
Change the World With TWELVE WordsWhat do you
think?How can I help?What have you
learned?Dave Wheeler What are the
four most important words in the boss
lexicon?Boss as CHRO/Chief Hurdle Removal
Officer Wha
t new thing have you learned in the last 24
hours?
240
Helping
241
Some Help With Helping Help works when the
recipient subsequently feels smarternot
dumber. Regularly help too soonand you will
set up expectation of inaction until your "help"
is provided. Help poorly conveyed spawns
powerlessness and resentment in
recipient. Helping requires a sniper's rifle or
surgeon's scalpelnot a shotgun or
machete. Helping strategies vary significantly
from individual to individualleave the cookie
cutter at home. Effectively "helping" may be
the most difficult leadership task of
all! "Help" is only truly successful when the
recipient says, and believes "I did it
myself!" Near truism Nobody wants help. But we
would all liked to have received
help. Guitarist Robert Fripp "Don't be helpful.
Be available. Helpful people are a nuisance."
242
New day. New Game.
243
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
244
230 workdays 230 rosters
245
The Memories That Matter.
246
The Memories
That Matter The people you developed who went on
to stellar accomplishments inside or outside
the company. The (no more than) two or three
people you developed who went on to create
stellar institutions of their own. The long shots
(people with a certain something) you bet on
who surprised themselvesand your peers. The
people of all stripes who 2/5/10/20 years
later say You made a difference in my life,
Your belief in me changed everything. The sort
of/character of people you hired in general. (And
the bad apples you chucked out despite some
stellar traits.) A handful of projects (a half
dozen at most) you doggedly pursued that
still make you smile and which fundamentally
changed the way things are done inside or
outside the company/industry. The supercharged
camaraderie of a handful of Great Teams aiming
to change the world.
247
The Memories
That Matter Belly laughs at some of the
stupid-insane things you and your mates
tried. Less than a closet full of I should have
A frighteningly consistent record of having
invariably said, Go for it! Not intervening in
the face of considerable lossrecognizing that
to develop top talent means tolerating
failures and allowing the person who screwed
up to work their own way through and out of
their self-created mess. Dealing with one or more
crises with particular/memorable
aplomb. Demanding CIVILITY regardless of
circumstances. Turning around one or two or so
truly dreadful situationsand watching almost
everyone involved rise to the occasion (often to
their own surprise) and acquire a renewed
sense of purpose in the process. Leaving
something behind of demonstrable-lasting worth.
(On short as well as long assignments.)
248
The Memories
That Matter Having almost always (99 of the
time) put Quality and Excellence ahead of
Quantity. (At times an unpopular approach.) A
few critical instances where you stopped short
and could have done morebut to have done
so would have compromised your and your
teams character and integrity. A sense of time
well and honorably spent. The expression of
simple human kindness and considerationno
matter how harried you may be/may have
been. Understood that your demeanor/expression of
character always set the toneespecially in
difficult situations. Never (rarely) let your
external expression of enthusiasm/
determination flagthe rougher the times, the
more your expressed energy and bedrock
optimism and sense of humor showed. The respect
of your peers. A stoic unwillingness to badmouth
otherseven in private.
249
The Memories
That Matter An invariant creed When something
goes amiss, The buck stops with me when
something goes right, it was their doing, not
yours. A Mandela-like naïve belief that others
will rise to the occasion if given the
opportunity. A reputation for eschewing the
trappings of power. (Strong self-
management of tendencies toward arrogance or
dismissiveness.) Intense, even driven but not
to the point of being careless of others in
the process of forging ahead. Willing time and
again to be surprised by ways of doing things
that are inconsistent with your certain
hypotheses. Humility in the face of others, at
every level, who know more than you about
the way things really are. Bit your tongue
on a thousand occasionsand listened, really
really listened. (And been constantly delighted
when, as a result, you invariably learned
something new and invariably increased your
connection with the speaker.)
250
The Memories
That Matter Unalloyed pleasure in being informed
of the fallaciousness of your beliefs by
someone 15 years your junior and several rungs
below you on the hierarchical ladder.
Selflessness. (A sterling reputation as a guy
always willing to help out with alacrity
despite personal cost.) As thoughtful and
respectful, or more so, toward thine enemies
as toward friends and supporters. Always and
relentlessly put at the top of your list/any
list being first and foremost of service to
your internal and external constituents.
(Employees/Peers/ Customers/Vendors/Community.)
Treated the term servant leadership as holy
writ. (And preached servant leadership to
othersnew non-managerial hire or old pro,
age 18 or 48.)
251
The Memories
That Matter Created the sort of workplaces youd
like your kids to inhabit. (Explicitly
conscious of this Would I want my kids to
work here? litmus test.) A certifiable nut
about quality and safety and integrity. (More or
less regardless of any costs.) A notable few
circumstances where you resigned rather than
compromise your bedrock beliefs. Perfectionism
just short of the paralyzing variety. A self- and
relentlessly enforced group standard of
EXCELLENCE-in-all-we-do/EXCELLENCE in our
behavior toward one another.
252
A 15-Point Human Capital Asset Development
Manifesto Tom Peters/0615.12
253
Q3 2011/BLS3.1/Non-farm
productivity growth3.8/Non-farm
output0.6/Non-farm hours worked5.4/Manufactur
ing productivity4.7/Manufacturing
output-0.6/Manufacturing hours workedSource
Bureau of Labor Statistics/03 November 2011
254
A bureaucrat is an expensive microchip. Dan
Sullivan, consultant and executive coach
255
GeneticsNanotechnologyRoboticsOr GRIN/
Genetics, Robotics, Information technology,
Nanotechnology Or NBIC/ Nanotechnology,
Biotechnology, Information technology,
Cognitive science
256
A 15-Point Human Capital Development
Manifesto 1. Corporate social responsibility
starts at homei.e., inside the enterprise!
MAXIMIZING GDD/Gross Domestic Development of the
workforce is the primary source of mid-term and
beyond growth and profitabilityand maximizes
national productivity and wealth. (Re
profitability If you want to serve the customer
with uniform Excellence, then you must FIRST
effectively and faithfully serve those who serve
the customeri.e. our employees, via maximizing
tools and professional development.)
257
2. Regardless of the transient external
situation, development of human capital is
always the 1 priority. This is true in general,
in particular in difficult times which demand
resilienceand uniquely true in this age in which
IMAGINATIVE brainwork is de facto the only
plausible survival strategy for higher wage
nations. (Generic brainwork, traditional and
dominant white-collar activities, is
increasingly being performed by exponentially
enhanced artificial intelligence.)
258
3. Three-star generals and admirals (and
symphony conductors and sports coaches and police
chiefs and fire chiefs) OBSESS about training.
Why is it an almost dead certainty that in a
random 30-minute interview you are unlikely to
hear a CEO touch upon this topic? (I would hazard
a guess that most CEOs see IT investments as a
strategic necessity, but see training expenses
as a necessary evil.) 4. Proposition/axiom
The CTO/Chief TRAINING Officer is arguably the 1
staff job in the enterprise, at least on a par
with, say, the CFO or CIO or head of RD. (Again,
external circumstancessee immediately aboveare
forcing our hand.)
259
5. The training budget takes precedence over
the capital budget. PERIOD. Its easier fun to
get you picture taken next to a hew machine. But
how do you get a photo of a new and much improved
attitude in a key distribution center? But the
odds are 251 that the new attitude will add more
to the bottom line than will the glorious
state-of-the-art machine. 6. Human capital
development should routinely sit atop any agenda
or document associated with enterprise strategy.
Most any initiative you undertake should formally
address implications for and contributions to
human capital asset development.
260
7. Every individual on the payroll should have
a benchmarked professional growth strategy. Every
leader at every level should be evaluated in no
small measure on the collective effectiveness of
individual growth strategiesthat is, each
individuals absolute growth is of direct
relevance to every leaders assessed performance.

261
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years. Peter
Drucker
262
8. Given that we ceaselessly lament the
leadership deficit, it is imperative, and just
plain vanilla common sense, that we maximize the
rate of development of women leaders at every
levellittle if anything has a higher priority.
(It is an outrage that this has not been the case
until nowand is still not the case in far too
many institutions.) (And, while there are no
guarantees, women are more likely dispositionally
to take a shine to the imperative of maximizing
human asset development.)
263
9. Maximum utilization of and continued
development of older workers (to age 70or even
beyond?) is a source of immense organizational
and national growth and wealth. The rapidly aging
population, with oldies far more healthy and
vital than ever, Ought to be an opportunity
rather than a pain-in-the-butt to deal with.
264
10. The practical key to all human asset
development activities is the 1st-line manager.
(Sergeants run the Army is an accurate
commonplace. observationsupported by development
resources.) Hence development of the full cadre
of 1st-line managers is an urgentand invariably
underplayedstrategic imperative. Arguably, the
collective quality and development trajectory of
1st-line leaders is an organizations 1 human
asset development priority. (Consistent with all
the above, the 1st-line leaders skill at people
development is her or his top priorityfor which
she or he must be rigorously and continually
trained.)
265
11. The national education infrastructurefrom
kindergarten to continuing adult educationmay
well be National Priority 1. Moreover, the
educational infrastructure must be altered
radically to underpin support for the creative
jobs that will be more or less the sole basis of
future employment and national growth and wealth
creation.
266
Human creativity is the ultimate economic
resource. Richard Florida
267
12. Associated with the accelerated priority
of the national education infrastructure is a
dramatically enhanced and appreciated and
compensated role for our teachersthis must
necessarily be accompanied by rigorous
accountability. There is no doubt that
teaching (instilling) insatiable curiosity,
say, which is the 1 attribute of a creative
person, is no easy task however, there is no way
that it can be ducked if one looks at future
definitions of employability.
268
Every child is born an artist. The trick is to
remain an artist. Picasso
269
13. The great majority of us work in small
enterprises hence national growth objectives
based upon human capital development MUST
necessarily extend downward to even 1-person
enterprises. Collective productivity improvement
through human capital development among small
businesses has an unimaginably largeand
underappreciatedpayoff. While many small
business appreciate the notion, they are
unprepared to take the steps necessary to engage
their, say, dozen employees in seeking
productivity improvements.
270
14. Needless to say, the activities imagined
here will only be possible if abetted by a
peerless National Information and Communication
Infrastructure. Indeed, the work here is being
doneand the need is appreciated and reasonably
well funded. The effort must not falter the new
information-based tools are the coin of the
realm.
271
15. Associated with the above is a RADICAL
reorientation of leadership education and
developmentthroughout the enterprise/education/co
ntinuing education infrastructure. (E.g., Among
other things, the MBA and executive education
will require open-heart surgeryaimed at shifting
focus from finance and marketing to human
resource development. ) To deal with the most
likely future employment scenarios, leaders will
need to be masters of the liberal artssaid arts
are, again, the determinant of responding to the
emerging world.
272
Blame nobody.Expect nothing.Do something.
273
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
274
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
275
The Brand You50 Fifty Ways to Transform Yourself
from an Employee into a Brand That Shouts
Distinction, Commitment, and Passion!
276
"The illiterate of the 21st Century will not be
those who cannot read or write, but those who
cannot learn, unlearn and relearn." Alvin Toffler
277
Part SIX
278
Leading
279
MBWA
280
25
281
Im always stopping by our stores at least 25
a week. Im also in other places Home Depot,
Whole Foods, Crate Barrel. I try to be a
sponge to pick up as much as I can. Howard
SchultzSource Fortune, Secrets of Greatness
282
MBWAManaging By Wandering Around/HP
283
You Your calendarThe calendar never lies.
284
Your calendar knows Precisely what youreally
care about. Do you????
285
Dont gt Do Donting must be systematic gt
WILLPOWER
286
The one thing you need to know about sustained
individual success Discover what you dont like
doing and stop doing it. Marcus
Buckingham, The One Thing You Need to Know
287
If there is any one secret to effectiveness,
it is concentration. Effective executives do
first things first and they do one thing at a
time. Peter Drucker
288
50.Un-scheduled.
289
Most managers spend a great deal of time
thinking about what they plan to do, but
relatively little time thinking about what they
plan not to do. As a result, they become so
caught up in fighting the fires of the moment
that they cannot really attend to the long-term
threats and risks facing the organization. So the
first soft skill of leadership the hard way is to
cultivate the perspective of Marcus Aurelius
avoid busyness, free up your time, stay focused
on what really matters. Let me put it bluntly
every leader should routinely keep a substantial
portion of his or her timeI would say as much as
50 percentunscheduled. Only when you have
substantial slop in your scheduleunscheduled
timewill you have the space to reflect on what
you are doing, learn from experience, and recover
from your inevitable mistakes. Leaders without
such free time end up tackling issues only when
there is an immediate or visible problem.
Managers typical response to my argument about
free time is, Thats all well and good, but
there are things I have to do. Yet we waste so
much time in unproductive activityit takes an
enormous effort on the part of the leader to keep
free time for the truly important things. Dov
Frohman ( Robert Howard), Leadership The Hard
Way Why Leadership Cant Be TaughtAnd How You
Can Learn It Anyway (Chapter 5, The Soft Skills
Of Hard Leadership)
290
The Discipline Of Daydreaming Nearly every
major decision of my business career was, to some
degree, the result of daydreaming. To be sure,
in every case I had to collect a lot of data, do
detailed analysis, and make a data-based argument
to convince superiors, colleagues and business
partners. But that all came later. In
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