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The Challenge: To Create More Value in All Negotiations

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


1
1,000,000
2
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
3
Remember to tuck the shower curtain inside the
bathtub.
4
Execution is strategy. Fred Malek
5
LONG Tom Peters Re-Imagine
EXCELLENCE! PULPIT // 2013 Stavanger
Konserthus/25 September 2013 (Slides at
tompeters.com and excellencenow.com)
6
Context
7
1,000,000
8
China too/Foxconn 1,000,000 robots in next 3
years Source Race AGAINST the Machine, Erik
Brynjolfsson and Andrew McAfee
9
Post-Great Recession Equipment expenditures
26 payrolls flat/ Great Recession lack of
hiring rather than increase in layoffs/
breakage of the historic link between value
creation and job creation The U-shaped Curve
Phenomenon High-skilled Waaaaay
Up!!! Low-skilled Stable/Up Middle
Down/Down/Down Source Race AGAINST the Machine,
Erik Brynjolfsson and Andrew McAfee
10
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 our skills and organizations are
lagging behind. Source Race AGAINST the
Machine, Erik Brynjolfsson and Andrew McAfee
11
The median worker is losing the race against the
machine. Erik Brynjolfsson and Andrew McAfee,
Race Against the Machine
12
Legal industry/Pattern Recognition/ Discovery
(e-discovery algorithms) 500 lawyers to
ONE Source Race AGAINST the Machine, Erik
Brynjolfsson and Andrew McAfee
13
400,000-2,000,000
14
Algorithms have already written symphonies as
moving as those composed by Beethoven, picked
through legalese with the deftness of a senior
law partner, diagnosed patients with more
accuracy than a doctor, written news articles
with the smooth hand of a seasoned reporter, and
driven vehicles on urban highways with far better
control than a human driver. Christopher
Steiner, Automate This How Algorithms Came to
Rule the World
15
Human level capability has not turned out to be
a special stopping point from an engineering
perspective. . Source Illah Reza
Nourbakhsh, Professor of Robotics, Carnegie
Mellon, Robot Futures
16
GeneticsRoboticsInformaticsNanotechnology
17
  • Disruptive Technologies Advances That Will
    Transform
  • Life, Business and the Global
    Economy
  • Mobile Internet
  • Automation of knowledge work
  • The Internet of Things
  • Cloud technology
  • Advanced robotics
  • Autonomous and near-autonomous vehicles
  • Next-generation genomics
  • Energy storage
  • 3D printing
  • Advanced materials
  • Advanced oil and gas recovery
  • Renewable energy
  • Source McKinsey Global Institute/May 2013

18
Excellence!
19
Why in the World did you go to Siberia?
20
Enterprise (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum
concerted human
potential in the
wholehearted pursuit of EXCELLENCE in service
of others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
21
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
22
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
23
A Culture of Excellence
24
Hard is Soft. Soft is Hard.
25
Hard numbers, plans is Soft. Soft
people/relationships is Hard.
26
WSJ/0910.13 What matters most to a company over
time? Strategy or culture? Dominic Barton, MD,
Mc Kinsey Co. Culture.
27
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
28
Systems Have Their Place SECOND
Place Case 1/United States Air Force Tactical
Air Command/ GEN Bill Creech/Drive bys Case
2/Milliken Company/CEO Roger Milliken/the
45-minute grilling Case 3/Johns Hopkins/Dr.
Peter Pronovost/The (real) roots of checklist
power Case 4/Commerce Bank/CEO Vernon Hill/The
RED button commitment Case 5/Veterans
Administration/Abrogating the culture of
hiding Case 6/Mayo Clinic/Dr. William
Mayo/Teamwork makes me 100 times better Case
7/IBM/CEO Lou Gerstner flummoxed by ingrained
beliefs Case 8/Germanys Mittelstand/excellence-i
n-the-genes Case 9/Department of Defense/DASD
Bob Stone/tracking down the extant Model
Installation superstars Case 10/Matthew
Kelly/Housekeepers dreams Case
11/Toyota/Growth or bust
29
People First! People Second! Peopleeeeee
Third! People Fourth! People Fifth! People
Sixth! People Sixth!
30
1/4,096 excellencenow.com Business has to give
people enriching, rewarding lives or it's
simply not worth doing. Richard Branson
31
  • A 15-Point Human Capital Development
    Manifesto
  • 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.
  • 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.)
  • Source A 15-Point Human Capital Asset
    Development Manifesto/
  • World Strategy Forum/The New Rules
    Reframing Capitalism/Seoul/0615.12

32
1/4,096 excellencenow.com Business has to give
people enriching, rewarding lives or it's
simply not worth doing. Richard Branson
33
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)
34
"If you want staff to give great service, give
great service to staff." Ari Weinzweig,
Zingerman's
35
Brand Talent.
36
B(I) gt B(O)
37
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
38
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.
39
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.
40
7 Steps to Sustaining Success Excellence You
take care of the people. The people take care of
the service. The service takes care of the
customer. The customer takes care of the profit.
The profit takes care of the re-investment. The
re-investment takes care of the re-invention.
The re-invention takes care of the future. (And
at every step the only measure is EXCELLENCE.)
41
7 Steps to Sustaining Success You take care of
the people. The people take care of the service.
The service takes care of the customer. The
customer takes care of the profit. The profit
takes care of the re-investment. The
re-investment takes care of the re-invention.
The re-invention takes care of the future. (And
at every step the only measure is EXCELLENCE.)
42
2/year.
43
Promotion Decisionslife and death
decisionsSource Peter Drucker, The Practice
of Management
44
2/year legacy.
45
A man should never be promoted to a
managerial position if his vision focuses on
peoples weaknesses rather than on their
strengths. Peter Drucker, The Practice of
Management
46
70 Cents.
47
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
48
In short, hiring is the most important aspect
of business and yet remains woefully
misunderstood. Source Wall Street Journal,
10.29.08, review of Who The A Method for
Hiring, Geoff Smart and Randy Street
49
C-level?!
50
In the Army, 3-star generals worry about
training. In most businesses, it's a ho hum
mid-level staff function.
51
3. Three-star generals and admirals (and
symphony conductors and sports coaches and police
chiefs and fire chiefs) OBSESS about training.
Why is it likely (Dead certain?) 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.)
52
I would hazard a guess that most CEOs see IT
investments as a strategic necessity, but see
training expenses as a necessary evil.
53
(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.
54
No company ever Expended too much thought/Effort/
on training! ESPECIALLY
small company
55

Reductionist Leadership Training Aggressive
professional listener. Expert at questioning.
(Questioning professional.) Meetings as
leadership opportunity 1. Creating a civil
society. Expert at helping. (Helping
professional.) Expert at holding productive
conversations. Fanatic about clear
communications. Fanatic about training. Master of
appreciation/acknowledgement. Effective at
apology. Creating a culture of automatic
helpfulness by all to all. Presentation
excellence. Conscious master of body
language. Master of hiring. (Hiring
professional) Master of evaluating people. Time
manager par excellence. Avid practitioner of
MBWA/Managing By Wandering Around. Avid student
of the process of influencing others per se.
Student of decision-making and devastating
impact of irrational aspects thereof. Brilliantly
schooled student of negotiation. Creating a
no-nonsense execution culture. Meticulous about
employee development/100 of staff. Student of
the power of diversity (all flavors of
difference). Aggressive in pursuing gender
balance. Making team-building excellence
everyones daily priority. Understanding value of
matchless 1st-line management. Instilling
business sense in one and all.
56
First Things First.
57
Every child is born an artist. The trick is to
remain an artist. Picasso
58
Human creativity is the ultimate economic
resource. Richard Florida
59
"Creativity can no longer be treated as an
elective. John Maeda
60
The very best and the very brightest and the
most energetic and enthusiastic and
entrepreneurial and tech-savvy of our university
graduates mustmust, not shouldbe lured into
teaching.
61
In Search of Resilience.
62
Muhammad Yunus All human beings are
entrepreneurs. When we were in the caves we were
all self-employed . . . finding our food, feeding
ourselves. Thats where human history began . . .
As civilization came we suppressed it. We became
labor because they stamped us, You are labor.
We forgot that we are entrepreneurs. Muhammad
Yunus/ The News Hour/PBS/1122.2006
63
Distinct or extinct!
64
The Army Knows!
65
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?
66
THE SERGEANTS RUN THE ARMY. PERIOD.
67
People leave managers not companies. Dave
Wheeler
68
The Memories That Matter.
69
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.
70
People First! People Second! People Third! People
Third! People Fourth! People Sixth! People
Fifth!
71
1/47
72
Lesson47 WTTMSW
73
WHOEVER TRIES THE MOST STUFF WINS
74
READY.FIRE!AIM.H. Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
75
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
76
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)
77
FAIL. FORWARD. FAST.High Tech CEO,
Pennsylvania
78
REWARD excellent failures. PUNISH mediocre
successes.Phil Daniels, Sydney exec
79
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
80
We Are What We Eat.
81
You will become like the five people you
associate with the mostthis can be either a
blessing or a curse. Billy Cox
82
The We are what we eat/ We are who we hang
out with Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc., etc.) is a strategic
decision about Innovate, Yes or No
83
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
84
The Bottleneck
85
The Bottleneck is at the Where 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
Top of the Bottle Gary Hamel/Harvard
Business Review
86
TGRs
87
LITTLE BIG
88
Big carts 1.5X Source WalMart
89
Bag sizes New markets B Source
PepsiCo
90
2X When Friedman slightly curved the right
angle of an entrance corridor to one property, he
was amazed at the magnitude of change in
pedestrians behaviorthe percentage who entered
increased from one-third to nearly two-thirds.
Natasha Dow Schull, Addiction By Design
Machine Gambling in Las Vegas
91
Machine Gambling Pleasing odor 1 vs.
pleasing odor 2 45 revenue Source
Effects of Ambient Odors on Slot-Machine Useage
in Las Vegas Casinos, reported in Natasha Dow
Schull, Addiction By Design Machine Gambling in
Las Vegas (66 revenue, 85 profit)
92
Glaring Eyes -62 Source PLOS ONE (via The
Atlantic CITIES /0429.13)
93
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
94
IBMtoIBM
95
Lou, Your mission is to break the company up and
release hidden value!
96
Lou, with all the money Ive spent with you
guys, why in the hell hasnt my business been
transformed?
97
55BIBM Global Services/Systems integrator
of choice
98
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
99
You are headed for commodity hell if you dont
have services.Lou Gerstner, on IBMs coming
revolution (1997)
100
Huge Customer Satisfaction with
product/Service to CUSTOMER SUCCESS
101
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves represent.
ecompany.com (E.g., UPS Logistics manages the
logistics of 4.5M Ford vehicles, from 21 mfg.
sites to 6,000 NA dealers)
102
Customer Satisfaction to Customer Success
Were getting better at Six Sigma every day.
But we really need to think about the customers
profitability Are customers bottom lines
really benefiting from what we provide them?
Bob Nardelli, then chief of GE Power Systems
103
MasterCard Advisors
104
25
105
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
106
MBWAManaging By Wandering Around/HP
107
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)
108
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
109
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
110
You Your calendarThe calendar NEVER lies.
111
If I had to pick one failing of CEOs, its that
they dont read enough. Co-founder of one of
the largest investment services firms in the
USA/world
112
Addiction By Design Machine Gambling in Las
Vegas Anti-fragile Things That Gain From
DisorderAutomate This How Algorithms Came to
Rule Our WorldBig Data A Revolution That Will
Transform How We Live, Work, and ThinkConscious
Capitalism Liberating the Heroic Spirit of
BusinessCreating Innovators The Making of Young
People Who Will Change the WorldCreation How
Science Is Reinventing Life ItselfCyber War The
Next Threat to National Security and What to Do
About ItEmployees First, Customers
SecondEverything Bad Is Good For You How
Todays Popular Culture Is Actually Making Us
SmarterExtra Lives Why Video Games MatterFab
The Coming Revolution on Your DesktopFro
Personal Computers to Personal FabricationFast
Future How the Millennial Generation Is Shaping
the WorldThe Filter Bubble What the Internet Is
Hiding From YouFooled By Randomness The Hidden
Role of Chance in Life and in the MarketsFor the
Win How Game Thinking Can Revolutionize Your
BusinessThe Future Arrived YesterdayThe
Gamification Revolution How Leaders Leverage
Game Mechanics to Crush the CompetitionHow to
Create The Secret of Human Thought
RevealedKnowledge and Power ?The Information
Theory of Capitalism and How It Is
Revolutionizing Our WorldThe Lean Startup How
Todays Entrepreneurs Use Continuous Innovation
to Create Radically Successful BusinessesLords
of StrategyLoyalty 3.0 ?How Big Data and
Gamification Are Revolutionizing Customer and
Employee EngagementMakers The New Industrial
RevolutionModels Behaving Badly Why Confusing
Illusion with Reality Can Lead to Disaster on
Wall Street and in Life The Myth of American
Decline and the Growth of a New
EconomyNanotechnology for DummiesOpen Services
Innovation Rethinking Your Business to Grow and
Compete in a New EraThe Org The Underlying
Logic of the OfficeThe Power of Co-Creation
Build It With Them to Boost Growth, Productivity
and ProfitsPredictive Analytics The Power to
Predict Who Will Click, Buy, Lie or DiePresent
Shock When Everything Happens NowQuiet The
Power of Introverts in a World That Cant Stop
TalkingRace Against The Machine How the Digital
Revolution Is Accelerating Innovation, Driving
Productivity, and Irreversibly Transforming
Employment and the Economy Reality Is Broken
Why Games Make Us Better and How They Can Change
the WorldRewire Digital Cosmopolitans in the
Age of ConnectionRobot FuturesThe Rise of the
Creative ClassThe Shareholder Value Myth How
Putting Shareholders First Harms Investors,
Corporations and the PublicThe Signal and the
Noise Why So Many Predictions FailBut Some
DontThe Singularity Is Near When Humans
Transcend BiologySocial Business By Design
Transformative Social Media Strategies for the
Connected CompanyThe Startup of You Adapt to
the Future, Invest in Yourself and Transform Your
CareerTaming the Big Data Tidal Wave Finding
Opportunities in Huge Data Streams With Advanced
AnalyticsThinking, Fast and SlowTo Save
Everything, Click Here The Folly of
Technological SolutionismTubes A journey to the
Center of the InternetWait The Art and Science
of DelayWhat You Can Change and What You
CantWired For War The Robotics Revolution and
Conflict in the Twenty-first CenturyYou Are Not
a Gadget
113
1 Mouth,2 Ears
114
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
115
18
116
18 seconds!
117
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
organization effectiveness.) cont.
118
8 of 10 sales presentations fail50 failed
sales presentations talking at before
listening!Susan Scott, Let Silence Do the
Heavy Listening, chapter title, Fierce
Conversations Achieving Success at Work and in
Life, One Conversation at a Time
119
I always write LISTEN on the back of my hand
before a meeting. Source Tweet viewed
_at_tom_peters
120
Listening is of the utmost strategic
importance!Listening is a proper core
value ! Listening is trainable !
Listening is a profession !
121
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.
122
4
123
The 4 most important words in any organization
are
124
THE FOUR MOST IMPORTANT WORDS IN ANY
ORGANIZATION ARE WHAT DO YOU THINK?
Source courtesy Dave Wheeler, posted at
tompeters.com
125
The deepest principal in human nature is the
craving to be appreciated.William
JamesCraving, not wish or desire or
longing/Dale Carnegie, How to Win Friends and
Influence People (The BIG Secret of Dealing
With People)
126
Employees who don't feel significant rarely make
significant contributions. Mark Sanborn
127
MBWA 8 MBWA 12
128
MBWA 8 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

129
Are you a full-fledged professional when it
comes to helping?
130
MBWA 12 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?
131
this will be the womans century
132
this will be the womans century
President Dilma Rousseff of Brazil, 1st
woman to keynote the United Nation General
Assembly
133
Forget CHINA, INDIA and the INTERNET Economic
Growth Is Driven by WOMEN. Source Headline,
Economist
134
  • 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

135
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
136
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
137
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
138
Warren Buffett Invests Like a Girl And Why
YouShould Too Louann Lofton,
139
Masters of Motueka
140
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
141
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
142
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
143
MITTELSTAND agile creatures darting
between the legs of the multinational monsters
(Bloomberg BusinessWeek, 10.10) E.g. Goldmann
Produktion
144
THE RED CARPET STORE (Joel Resnick/Flemington NJ)
145
Retail Superstars Inside the 25 Best Independent
Stores in America by George Whalin
146
Jungle Jims International Market, Fairfield,
Ohio An adventure in shoppertainment, as
Jungle Jims calls 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
147
Be the best. Its the only market thats not
crowded. From Retail Superstars Inside the 25
Best Independent Stores in America, George Whalin
148
Motueka, New Zealand Coppins Sea
Anchors PSA/Para-sea anchors Source Kia
Ora/Air New Zealand magazine
149
EX10/Entrepreneurial eXcellence
TEN1. Insane Passion for and commitment to
the idea. (You must be able to see the beauty
in a hamburger bun.)2. Can explain the idea
in Simple English Spanish and Excite others
about its Uniqueness in ONE MINUTE (or
less).3. Good ACCOUNTANT (Loves the
s)/Wise-man -woman/50-50 Partner.4.
Devotee of the Experimental Method (Try it.
Now. Fail. Forward. FAST.)/Master of Plan
B/Relentless/RESILIENT.5. Patience in
HIRING/Great place to work from the
get-go.6. diversity (Any-all dimensions)/M-F
balance.7. Exude Decency-Character-Integrity.8.
Playfulness/Fun.9. Sweat the details (EXECUTION
Strategy).10. EXCELLENCE. Period.
150
30
151
14,00020,00030
152
14,000/eBay20,000/Amazon30/Craigslist
153
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!
154
Insanely GreatSteve JobsRadically
thrilling BMW
155
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Weird/Profound/
Wow/Game-changer Scale?
156
5
157
EXCELLENCE is not an "aspiration. EXCELLENCE
is THE NEXT FIVE MINUTES.
158
EXCELLENCE is not an "aspiration." EXCELLENCE is
THE NEXT FIVE MINUTES. EXCELLENCE is your next
conversation. Or not. EXCELLENCE is your next
meeting. Or not. EXCELLENCE is shutting up and
listeningreally listening. Or not. EXCELLENCE is
your next customer contact. Or not. EXCELLENCE is
saying Thank you for something small. Or
not. EXCELLENCE is the next time you shoulder
responsibility and apologize. Or not. EXCELLENCE
is waaay over-reacting to a screw-up. Or
not. EXCELLENCE is the flowers you brought to
work today. Or not. EXCELLENCE is lending a hand
to an outsider whos fallen behind schedule. Or
not. EXCELLENCE is bothering to learn the way
folks in finance or IS or HR think. Or
not. EXCELLENCE is waaay over-preparing for a
3-minute presentation. Or not. EXCELLENCE is
turning insignificant tasks into models of
EXCELLENCE. Or not.
159
EXCELLENCE. Always. If not EXCELLENCE,
what?If not EXCELLENCE now, when?
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