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The players is what makes a good manager.

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Title: The players is what makes a good manager.


1
The players is what makes a good manager.
Charlie Manuel, Phillies managerBobby Cox,
2 firings mid-season
2
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
Tom Peters EXCELLENCE. ALWAYS.Contingent
Workforce Strategies SummitBrooklyn/28 October
2008
4
Slides at tompeters.com
5
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
6
We eat change for breakfast. Harry Quadracci
7
Thank you, Angela
8
Kindness is free.
9
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
10
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patients may be combative, withdrawn and less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
11
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day)
Five pianos Source Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
12
The 9 Planetree
Practices1. The Importance of Human
Interaction2. Informing and Empowering Diverse
Populations Consumer Health Libraries and
Patient Information3. Healing Partnerships The
importance of Including Friends and Family4.
Nutrition The Nurturing Aspect of Food5.
Spirituality Inner Resources for Healing6.
Human Touch The Essentials of Communicating
Caring Through Massage7. Healing Arts Nutrition
for the Soul8. Integrating Complementary and
Alternative Practices into Conventional
Care9. Healing Environments Architecture and
Design Conducive to HealthSee the
APPENDIX to this presentation for more on
PlanetreeSource Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
13
Thank you, John , Siberia, Robert, Peter et al.
14
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.
15
MBWA
16
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
17
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
18
Hard Is SoftSoft Is Hard
19
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
20
Why in the World did you go to Siberia?
21
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
22
Leaders SERVE people. Period. inspired by
Robert Greenleaf
23
Organizations exist to serve. Period. Leaders
live to serve. Period.
24
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.
25
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
26
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
27
Cause (worthy of commitment)Space (room
for/encouragement for initiative-adventures)
Decency (respect, grace, integrity, humane)
service (worthy of our clients extended

familys continuing custom)excellence (period)
servant leadership
28
Cause Space Decency serviceexcellence
servant leadership
29
"We all start out in life loving our fathers and
mothers above everything else in the world, but
that does not close the doors of love. That
prepares us to love our wives and husbands and
children and friends and to cooperate with and
show respect to all worthy individuals with whom
we come in contact or have an opportunity to
reach in other ways. We must apply that to
nations and to other businesses. "We in IBM
must not confine our thoughts just to IBM. We
must extend our cooperation to all other
businesses whether we do business with them or
not. We are one cog in the industrial wheel.
"Then as citizens we must extend our respect to
all worthy people in all nations. We are moving
along in troublesome times, but the love of these
various things of which I have spoken and of the
people in whom we are interested is going to be
the great force which will make us all appreciate
the spiritual values which constitute the only
solid foundation on which we can build."
Thomas J. Watson, Sr. address to IBM Sales and
Service Class 525 and Customer Engineers Class
528, IBM Country Club, Endicott, NY, October 30,
1941
30
Managers have lost dignity over the past decade
in the face of widespread institutional breakdown
of trust and self-policing in business. To regain
societys trust, we believe that business leaders
must embrace a way of looking at their role that
goes beyond their responsibility to the
shareholders to include a civic and personal
commitment to their duty as institutional
custodians. In other words, it is time hat
management became a profession. Rakesh Khurana
Nitin Nohria, Its Time To Make Management a
True Profession, HBR/10.08
31
Thank you , Herb, Hal et al.
32
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)
33
The Customer Comes Second Hal Rosenbluth and
Diane McFerrin Peters (no relation)
34
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.
35
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
36
18
37
Thank you , 7-11
38
TP How to flush 500,000 down the toilet in
one easy lesson!!
39
lt CAPEXgt People!
40
Brand Talent.
41
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
42
Thank you ,Rochester NY
43
1/100 Best Companies to Work for/2005
44
Wegmans 2007, 3-4-5 Wegmans, Container
Store (2X), Whole Foods
45
Thank you ,Seymour CT
46
Basement Systems Inc.Larry JaneskyDry
Basement Science (115,000!)1990 0 2003
13M 2007 62,000,000
47
Thank you ,Nassim Nicholas Taleb
48
The Black Swan 44 Tactical Rules for Survival
(and success) in Looney times
49
The Black Swan has landed!
50
Black Swan Tactical Rules 1. K.I.S.S. 2. Hammer
on the basics. 3. Focus on us, not the
competition. 4. Puzzle-solving How to turn this
into an opportunity. 5. MBWA/X. 6. MBWA/I. 7.
MBWA/Vendors. 8. Waaaaay over-communicate!!!!!!
(With everyonestart with your banker.)
51
Black Swan Tactical Rules 9. All work is team
work. 10. Transparency. 11. Work the phones. 12.
Perception of fairness. 13. Share the pain. 14.
Decency!!!!!!! 15. Grace!! 16. Thank you. 17.
Control your impatience no temper
tantrums. 18. Constant attitude checksyou.
52
Black Swan Tactical Rules 19. Dress for
success. 20. Avoid burnout/you, the team,
the entire organization. 21. Re-emphasize the
company values-philosophy. (Now, more
than ever.) 22. Quality!!!!!! (Now, more than
ever.) 23. No corner cutting. (Now, more
than ever.) 24. Constant reviews/War room. 25.
Celebration of small wins.
53
Black Swan Tactical Rules 26. People First/HR is
King. 27. Help people with personal
financial management. 28. Be generous to those
who are let goe.g. healthcare
benefits. 29. Dont over-analyze. 30. Dont
under-analyze. 31. Cuts all at onceif
possible. 32. Cuts explained in great detail. 33.
Quantitative calendar managementfocus on
to donts.
54
Black Swan Tactical Rules 34. Increase
customer-service training. 35. In general,
minimize training cuts. 36. Be(very)ware RD
cuts RD quick pay SWAT teams. 37. Beware
such things as sales travel cuts, ad
cuts. 38. Across the board Dumb. 39. Is this
a time to over-invest if cash is at hand?
(E.g., distressed innovative start-ups?
55
Black Swan Tactical Rules 40. Stealth work on
the likes of XF communication. 41. This
could last a long time LT prep is
necessary now. 42. Prepare/Be prepared for more
Black Swans. 43. Excellence. (Now, more
than ever.) (44. Remember all this in
peacetimeChuck Knights legacy.)
56
Thank you, John , Herb et al.
57
3/40
58
1
59
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
60
We have a strategic plan. Its called doing
things. Herb Kelleher
61
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
62
Sams Secret 1!
63
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
64
Thank you , Conrad Fred
65
2
66
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in your long and distinguished
career? His immediate answer
67
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
youve learned in your long and distinguished
career? His immediate answer remember to
tuck the shower curtain inside the bathtub
68
Execution is strategy. Fred Malek
69
Thank you , Ben Norm, Ike, Gust, Delaware
( Woody) and Nelson
70
3
71
Give good tea!
72
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.
73
George Crile (Charlie Wilsons War) on Gust
Avrakotos strategy He had become a legend
with the people who manned the underbelly of the
Agency CIA.
74
???????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!
75
Loser Hes such a suck-up!Winner
Hes such a suck-down.
76
eighty percent of success is showing up.
Woody Allen
77
?
78
Thank you , Lord Horatio, Mike and Kevin
79
On NELSON other admirals more frightened of
losing than anxious to win
80
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
81
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!
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