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Conrad Hilton

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Execution is strategy. Fred Malek NOTE: To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts: Showcard Gothic ... – PowerPoint PPT presentation

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Title: Conrad Hilton


1
Conrad Hilton
2
Conrad Hilton, at a gala celebrating his career,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer
3
remember to tuck the shower curtain inside the
bathtub
4
Execution is strategy. Fred Malek
5
The art of war does not require complicated
maneuvers the simplest are the best and common
sense is fundamental. From which one might wonder
how it is generals make blunders it is because
they try to be clever. Napoleon
6
LONG Tom Peters Excellence. Always. Tow
ards EXCELLENCE in Public Sector
Performance Riyadh/2 November 2009 (Slides at
tompeters.com)
7
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
8
Public Sector U.S.
Navy 1/Combat Engineer, Vietnam,
1966-1968. U.S. Navy 2/Pentagon, Naval
Construction Forces policy co-ordination,
1968-1970. Co-founder, Stanford Graduate School
of Business UMP/PMP (Urban Management
Program, Public Management Program), 1972-1977
White House, 1973-1974 (Executive Director,
Cabinet Committee on International Narcotics
Control Assistant to Director, Office of
Management and Budget, Federal Drug Policy)
Consultant-Advisor to Bob Stone, Director,
National Performance Review (Re-inventing
Government, Al Gore initiative), 1992-1996.
9
Lesson 1 Captain Day vs. Captain Night
10
1
11
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
12
The failure to pursue EXCELLENCE is
incomprehensible to me.
13
Excellence. Always.If not Excellence, what?If
not Excellence now, when?
14
Strive for Excellence. Ignore success. Bill
Young, race car driver (courtesy Andrew Sullivan)
15
Excellence can be obtained if you ... care
more than others think is wise ... risk
more than others think is safe ... dream
more than others think is practical ...
expect more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
16
If a man is called to be a street sweeper, he
should sweep streets even as Michelangelo
painted, or Beethoven composed music, or
Shakespeare wrote poetry. He should sweep streets
so well that all the hosts of heaven and earth
will pause to say, here lived a great street
sweeper who did his job well. Martin Luther
King Jr.
17
2
18
14,00020,000
19
14,00020,00030
20
14,000/eBay20,000/Amazon30/Craigslist
21
3
22
1977
23
MBWA
24
1982
25
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
26
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
27
Hard Is SoftSoft Is Hard
28
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships)
29
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
30
2007Siberia
31
Why in the World did you go to Siberia?
32
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
33
2007Sydney
34
Organizations exist to serve. Period. Leaders
live to serve. Period.
35
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.
36
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
37
No matter what the situation, the great
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
38
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)
39
Thank you Peter Drucker/AIM Our goal is to serve
our customers brilliantly and profitably over the
long haul. Serving our customers brilliantly and
profitably over the long haul is a product of
brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as
leadersthe alpha and the omega and everything in
betweenis abetting the sustained growth and
success and engagement and enthusiasm and
commitment to Excellence of those, one at a time,
who directly or indirectly serve the ultimate
customer. Source The Little BIG Things 163
Ways to Pursue EXCELLENCE
40
Weleaders of every stripeare in the Human
Growth and Development and Success and Aspiration
to Excellence business. We leaders only grow
when they each and every one of our
colleagues are growing. We leaders only
succeed when they each and every one of our
colleagues are succeeding. We leaders only
energetically march toward Excellence when
they each and every one of our colleagues are
energetically marching toward Excellence. Period.
Source The Little BIG Things 163 Ways to
Pursue EXCELLENCE
41
4
42
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 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 ten
years. What are the three big things youve
learned about helping people grow along the
way.
43
5
44
1 cause ofDis-satisfaction?
45
Employee retention satisfaction
Overwhelmingly, based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
46
6
47
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
48
18
49
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that last. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
50
Listening is ... the engine of superior
EXECUTION. Listening is ... the key to making the
Sale. Listening is ... the key to Keeping the
Customers Business. Listening is ... the engine
of Network development. Listening is ... the
engine of Network maintenance. Listening is ...
the engine of Network expansion. Listening is ...
Social Networkings secret weapon. Listening is
... Learning. Listening is ... the sine qua non
of Renewal. Listening is ... the sine qua non of
Creativity. Listening is ... the sine qua non of
Innovation. Listening is ... the core of taking
Diverse opinions aboard. Listening is ...
Strategy. Listening is ... Source 1 of
Value-added. Listening is ... Differentiator
1. Listening is ... Profitable. (The R.O.I.
from listening is higher than
from any other single
activity.) Listening is the bedrock which
underpins a Commitment to
EXCELLENCE
51
Listening is of the utmost strategic
importance!Listening is a proper core
value ! Listening is trainable !
Listening is a profession !
52
7
53
The four most important words in any
organization are
54
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
55
The deepest human need is the need to be
appreciated.William James
56
appreciation is of the utmost strategic
importance!appreciation is a proper core
value ! appreciation is trainable !
appreciation is a profession !
57
Tomorrow How many times will you ask the
question? Count Practice makes better This
is a STRATEGIC skill.
58
And the answer is . otis
59
8
60
Little BIG
61
Big carts 1.5X Source WalMart
62
Socks 10,000
63
9
64
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
65
May I clean your glasses, sir?
66
2-cent candy
67
7X. 730A-800P. F12A.730AM 715AM.800PM
815PM.
68
It BEGINS (and ENDS) in the
69
parking lotDisney
70
(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
71
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
72
10
73
none!
74
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
75
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
76
Kindness is free.
77
We are thoughtful in all we do.
78
Thoughtfulness is key to customer
retention. Thoughtfulness is key to employee
recruitment and satisfaction. Thoughtfulness
is key to brand perception. Thoughtfulness is key
to your ability to look in the mirror and tell
your kids about your job. Thoughtfulness is
free. Thoughtfulness is key to speeding things
up it reduces friction. Thoughtfulness is key
to transparency and even cost containmentit
abets rather than stifles truth-telling.
79
Thoughtfulness is of the utmost strategic
importance!thoughtfulness is a proper
core value ! Thoughtfulness is
trainable ! Thoughtfulness is a profession
!
80
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
81
11
82
1/40
83
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
84
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
85
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

86
Think about It!?Innovation Reaction to the
PrototypeSource Michael Schrage
87
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
88
Build a School on top of a school/Continuing-Exe
c Ed (The Parallel Universe Strategy)
89
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
90
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
91
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
92
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
93
11A
94
Some people look for things that went wrong and
try to fix them. I look for things that went
right, and try to build off them. Bob Stone (Mr
ReGo)
95
Somewhere in your organization, groups of people
are already doing things differently and better.
To create lasting change, find these areas of
positive deviance and fan the flames.
Richard Pascale Jerry Sternin, Your
Companys Secret Change Agents, HBR
96
Where planners raise high expectations but
take no responsibility for meeting them,
searchers prefer to work case-by-case, using
trial and error to tailor solutions to individual
problems, fully aware that most remedies must be
homegrown. WSJ, 0822.06 (on malaria
eradication, and hedge fund manager Lance
Laifer)Planners WHO, World Bank, etc see
poverty as a technical engineering problem that
their answers will solve. William Easterly
All sorts of approaches need to be tried and we
need feedback. Roger Bate
97
Demos! Heroes! Stories!
98
Best story wins!
99
Demo StoryA key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner, Leading Minds An
Anatomy of Leadership
100
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
101
12
102
We are the company we keep
103
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
104
The We are what we eat axiom At its core,
every (!!!) relationship-partnership decision
(employee, vendor, customer, etc) is a strategic
decision about Innovate, Yes or No
105
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
106
Vanity Fair What is your most marked
characteristic? Mike Bloomberg Curiosity.
107
13
108
4/40
109
De-cent-ral-iz-a-tion!
110
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
111
Best practice ZERO Standard Deviation
112
volcanic struggle!
113
Enemy 1I.C.D.Note 1 Inherent/Inevitable/Imm
utable Centralist DriftNote 2 Jim Burkes
1-word vocabulary No.
114
Ex-e-cu-tion!
115
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
116
Execution is a systematic process of
rigorously discussing hows and whats,
tenaciously following through, and ensuring
accountability. Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
117
(1) sum of Projects Goal
(Vision) (2) sum of Milestones
project(3) rapid Review
Truth-telling accountability
118
Costco figured out the big, simple things and
executed with total fanaticism. Charles
Munger, Berkshire Hathaway
119
Ac-count-a-bil-ity!
120
Mr Zetsche, head of Chrysler from 2000 to 2005,
denied he should take any responsibility for
the U.S. carmakers troubles Financial Times
/05.29.07
121
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
122
615A.M.
123
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
124
14
125
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
126
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
127
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
128
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
129
4 Japan3 USA2 China1 Germany
130
Reason!!!Mittelstand
131
Productivity (Small/All) gt Productivity
(Big)(USA-9)(China.)
132
26 73 47
133
Jim Penman/Jims Group
134
Jims Mowing Canada Jims Mowing UK Jims
Antennas Jims Bookkeeping Jims Building
Maintenance Jims Carpet Cleaning Jims Car
Cleaning Jims Computer Services Jims Dog
Wash Jims Driving School Jims Fencing Jims
Floors Jims Painting Jims Paving Jims Pergolas
gazebos Jims Pool Care Jims Pressure
Cleaning Jims Roofing Jims Security Doors Jims
Trees Jims Window Cleaning Jims
Windscreens Note Download, free, Jim Penmans
book What Will They Franchise Next? The Story
of Jims Group
135
15
136
problem 1.Opportunity 1.
137
X XFXExcellence Cross-functional
Excellence
138
Never waste a lunch!
139
???? XF lunches Measure!
140
(Way) Underutilized LeverSpace!Space!Space!Sp
ace!
141
Geologists Geophysicists A little bit of
love Oil
142
Lunch gt SAP/ Oracle
143
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
Solutions
144
15
145
450/8
146
Lisbon/New BizWeeks to
Minutes (!!!!)
147
One bank is currently claiming to leverage
its global footprint to provide effective
financial solutions for its customers by
providing a gateway to diverse markets. Charle
s Handy
148
I assume that it is just saying that it is there
to help its customers wherever they are.
Charles Handy
149
16
150
1 Truthteller
151
You Your calendarCalendars never lie
152
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five.Not ten.Three. Richard
Haass, The Power to Persuade
153
Dennis, you need a To-dont List !
154
You must be the change you wish to see in the
world.Gandhi
155
John Sawhill/Major Strategic Initiative What
areas should the Conservancy focus on and more
important what activities should we stop
doing?Source Bill Birchard, Natures Keepers
The Remarkable Story of How The Nature
Conservancy Became the Largest Environmental
Organization in the World
156
To develop others, start with yourself.
Marshall Goldsmith
157
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (Strategy
Business 45)
158
17
159
L(21) L(-21)

160
Leadership(21A.D.) Leadership(21B.C.)

161
Give good tea!
162
?
163
The Real Worlds Little Rule Book Ben/tea Norm
/tea DDE/make friends WFBuckley/make friends-help
friends Gust/Suck down Charlie/poker
pal-BOF Eddie VII/dance-flatter-mingle-learn the
language Vlad/birthday party of outgroup guys
wife CIO/finance network ERP installer/consult-on
e line of code GE Energy/make friends risk
assessment GWB/check the invitation
list GHWB/T-notes Hank/60 calls MarkM/5K-5M Delawa
re/show up Oppy/snub Lewis Strauss NM/smile -4.3T
/tin ear tp.com/Big 4-What do you
think? Women/genes Banker/after church Total
Bloody Mess/Can they pay back the loan?
164
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

165
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successful
166
18
167
Excellence. Always. If not Excellence, what? If
not Excellence now, when?
168
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
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