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Title: Conrad Hilton, at a gala celebrating his career, was asked


1
Conrad Hilton, at a gala celebrating his career,
was asked
2
The 3H Theory of Everything
3
All you need to know
4
All you need to know HiltonHowardHerb
5
All you need to know HiltonHowardHerb
6
Conrad Hilton, at a gala celebrating his career,
was asked, What was the most important lesson
youve learned in your long and distinguished
career? His immediate answer
7
remember to tuck the shower curtain inside the
bathtub
8
Execution is strategy. Fred Malek
9
In real life, strategy is actually very
straightforward. Pick a general direction and
implement like hell Jack Welch
10
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
11
Internal organizational excellence Deepest
Blue Ocean
12
All you need to know HiltonHowardHerb
13
25
14
All you need to know HiltonHowardHerb
15
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 the
Annual Meeting)
16
All you need to know HiltonHowardHerb
17
3H Hilton, Howard, Herb Sweat
the details!Stay in touch!Its all about
the people!
18
Leaders oath of office
19
Definition of a boss/supervisor/ leader Cannot
Do the Work That Needs to Be Done
20
Leaders do people. Period. Anon.
21
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.
22
Leadership is a sacred trust.President,
classroom teacher, CEO, shop foreman
23
Excellence.Service.Period.
24
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)
25
EXCELLENCE. Always.If not EXCELLENCE, what?If
not EXCELLENCE now, when? EXCELLENCE is not an
"aspiration."EXCELLENCE is not a
"journey."EXCELLENCE is the next five
minutes. Organizations exist to SERVE.
Period.Leaders exist to SERVE. Period. SERVICE
is a beautiful word. SERVICE is character,
community, commitment. (And profit.)SERVICE is
a beautiful word. SERVICE is not "Wow." SERVICE
is not "raving fans. SERVICE is not "a great
experience." Service is "just" thatSERVICE.
26
More than one route forward
27
14,00020,000
28
14,00020,00030
29
14,000/eBay20,000/Amazon30/Craigslist
30
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
31
Insanely Great Steve Jobs
32
Radically thrilling BMW
33
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
34
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
35
Tom Peters Excellence. Always. AL
BUSTAN PALACE Muscat/03 August 2010
36
Part ONE
37
1
38
Little BIGThank you, Mr. Prime Minister
39
2
40
7X. 730A-800P. F12A.730AM 715AM.800PM
815PM.
41
No 2Yes Bank
42
The Commerce Bank Model every computer at
Commerce Bank has a special red key on it
that says, found something stupid that we are
doing that interferes with our ability to service
the customer? Tell us about it, and if we agree,
we will give you 50.Source Fans! Not
Customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry,
Vernon Hill Bob Andelman
43
3
44
Dont like it? Dont pay. Source Graniterock
Co.
45
4
46
It BEGINS (and ENDS) in the
47
parking lotDisney
48
5
49
Big carts 1.5X Source WalMart
50
Bag sizes New markets B Source
PepsiCo
51
6
52
Power Freaks Move Things Around!
53
gt100 feet 100 miles
54
Geologists Geophysicists A little bit of
love Oil
55
XFX 1 Cross-functional
eXcellenceExecution, Innovation, Speed
56
7
57
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
58
2-cent candy
59
May I clean your glasses, sir?Kingfisher
Air
60
Griffin Music in the parking lot professional
musicians in the lobby (7/week, 3-4hrs/day) 5
pianos volunteers (120-140 hrs arts
entertainment per month). Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
61
8
62
none!
63
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
64
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
65
Kindness is free.
66
The krp Theory of Everything
67
K R PKindness Repeat business Profit.
68
K R P/Kindness Repeat business
Profit/Kindness Kind Thoughtful. Decent.
Caring. Attentive. Engaged. Listens
well/obsessively. Appreciative. Open. Visible. Hon
est. Responsive. On time all the time. Apologizes
with dispatch for screwups. Over-reacts to
screwups of any magnitude. Professional in all
dealings. Optimistic. Understand that kindness to
staff breeds kindness to others/outsiders. Applies
throughout the supply chain. Applies to 100
of customers staff. Explicit part of values
statement. Basis for evaluation of 100 of our
staff.
69
K R PKindness Repeat business
Profit. Equations/Expanded X S
P eXcellence Satisfied customers Profit X
K R P eXcellence Kindness Repeat
business Profit X K W R N
P eXcellence Kindness Wow Repeat business
New business Profits
70
9
71
Perception is all there is
72
Comeback big, quick response gtgt Perfection
73
Acquire vs. maintain 5X Recession goal
Higher market share
current customers
74
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

75
Potlatch.
76
10
77
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
78
(1) Amenable to rapid
experimentation/failure free (No bad
PR, No ) (2) Quick to implement/Quick to
Roll out (3) Inexpensive to implement/
Roll out (4) Huge multiplier (5) An
Attitude (6) Does not by and large require a
power position from which to
launch experiments.
79
11
80
Up, Up, Up, Up the Value-added Ladder.
81
The Value-added LadderServicesGoods Raw
Materials
82
The Value-added LadderScintillating
EXPERIENCESServicesGoods Raw Materials
83
CXOChief eXperience Officer
84
12
85
All Equal Except At Sony we assume that all
products of our competitors have basically the
same technology, price, performance and features.
Design is the only thing that differentiates one
product from another in the marketplace. Norio
Ohga
86
Design is treated like a religion at BMW.
Fortune
87
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
88
With its carefully conceived mix of colors and
textures, aromas and music, Starbucks is more
indicative of our era than the iMac. It is to the
Age of Aesthetics what McDonalds was to the Age
of Convenience or Ford was to the Age of Mass
Productionthe touchstone success story, the
exemplar of the aesthetic imperative. Every
Starbucks store is carefully designed to enhance
the quality of everything the customers see,
touch, hear, smell or taste, writes CEO Howard
Schultz. -Virginia Postrel, The Substance of
Style How the Rise of AestheticValue Is
Remaking Commerce, Culture and Consciousness
89
Hypothesis DESIGN is the principal difference
between love and hate!
90
Not optional
91
CDOChief Design Officer
92
Design is everything. Everything is
design. We are all designers. Inspiration
The Power of Design A Force for Transforming
Everything, Richard Farson
93
Business people dont need to understand
designers better. Businesspeople need to be
designers. Roger Martin/Dean/Rotman
Management School/University of Toronto
94
13
95
Back to the future beyond micro-marketing
96
Forget China, India and the Internet Economic
Growth Is Driven by Women. Source Headline,
Economist
97
Women are the majority market Fara
Warner/The Power of the Purse
98
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 Michael Silverstein and Kate
Sayre, The Female Economy, HBR, 09.09
99
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
100
7/13
101
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
102
We are the Aussies Kiwis Americans
Canadians. We are the Western Europeans
Japanese. We are the fastest growing,
the biggest, the wealthiest, the
boldest, the most
(yes) ambitious,
the most experimental
exploratory, the most different, the
most indulgent, the most difficult demanding,
the most service experience obsessed, the
most vigorous, (the least vigorous,) the most
health conscious, the most female, the most
profoundly important commercial market in the
history of the worldand we will be the Center of
your universe for the next twenty-five years.
We have arrived!
103
Marketers attempts at reaching those over 50
have been miserably unsuccessful. No markets
motivations and needs are so poorly understood.
Peter Francese, founding publisher, American
Demographics
104
55 gt 55- 55-plus are more active in online
finance, shopping and entertainment than those
under 55? Forrester Research.(USA Today, 8
January 2009)
105
14
106
Up, Up, Up, Up the Value-added Ladder.
107
50BIBM Global Services/Systems
integrator of choice
108
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
109
MasterCard Advisors
110
Huge Customer Satisfaction versus Customer
Success
111
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/ Gamechanging
SolutionsScintillating ExperiencesServicesGoods
Raw Materials
112
Part TWO
113
15
114
1977
115
MBWAManaging By Wandering Around/HP
116
1982
117
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
118
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
119
Hard Is SoftSoft Is Hard
120
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships)
121
16
122
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
123
it is the game.
124
30-fold!
125
Ken Kizer/VA 1997 culture of cover-up that
pervades healthcare Patient Safety Event
Registry looking for systemic solutions, not
seeking to fix blame on individuals except in the
most egregious cases. The good news was a
thirty-fold increase in the number of medical
mistakes and adverse events that got reported.
National Center for Patient Safety Ann Arbor
126
Internal organizational excellence Deepest
Blue Ocean
127
Internal organizational excellence Brand
inside
128
B(I) gt B(O)
129
MP Get the strategy right, the rest will take
care of itself.TP Get the people , the
culture and execution rightthen the strategy
will take care of itself.
130
17
131
2007Siberia
132
Why in the World did you go to Siberia?
133
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
134
18
135
2007Sydney
136
Organizations exist to serve. Period. Leaders
live to serve. Period.
137
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.
138
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
139
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke TP An
organization is, in fact and after all is said
and done, a/the house in which most of us
live most of the time.
140
19
141
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
142
Managing winds up being the management of the
allocation of resources against tasks. Leadership
focuses on people. My definition of a leader is
someone who helps people succeed. Carol Bartz,
Yahoo!
143
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
144
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
145
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.
146
Words!Stretch Encourage Empowervs.Dre
ams come true Life Success Co.
147
20
148
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)
149
The Customer Comes Second Hal Rosenbluth and
Diane McFerrin Peters (no relation)
150
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. Source Jan Gunnarsson and Olle Blohm,
Hostmanship The Art of Making People Feel
Welcome.
151
21
152
Brand Talent.
153
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
154
22
155
TP How to throw 500,000 into the sea in one
easy lesson!!
156
lt CAPEXgt People!
157
2X Source Container Store/increase average
sale per shopper
158
23
159
1.Strategic.Priority.Period.
160
Development can help great people be even
better but if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership
Development, Google
161
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
162
I cant tell you how many times we passed up
hotshots for guys we thought were better people,
and watched our guys do a lot better than the big
names, not just in the classroom, but on the
fieldand, naturally, after they graduated, too.
Again and again, the blue chips faded out, and
our little up-and-comers clawed their way to
all-conference and All-America teams. Bo
Schembechler (and John Bacon), Recruit for
Character, Bos Lasting Lessons
163
Character is more crucial now than ever, because
in times of great uncertainty past performance is
no indicator of future performance. Experience
falls away and all youre left with is
character. David Rothkopf, founder of a firm
that helps helps chief executives manage risks
164
24
165
2/year legacy.
166
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.
167
25
168
1 cause ofemployee Dis-satisfaction?
169
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
170
Capital Asset ISelecting and
training and mentoring ones pool of front-
line managers can be a Core Competence of
surpassing strategic importance.Put under
a microscope every attribute of the
cradle-to- grave process of building the
capability of our cadre of front-line
managers.
171
Capital Asset III am sure you spend time on
this. My question Is it an OBSESSION worthy
of the impact it has on enterprise performance?
172
26
173
53 53 No bit players6B 6B
174
Part THREE
175
27
176
Skip the map
177
Mapping your competitive position or
178
The Have you 50
179
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?
180
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
181
11. Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps? 12.
Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps and
what specifically you can do to remove a hurdle?
(Ninety percent of what we call management
consists of making it difficult for people to get
things done.Peter His eminence Drucker.) 13.
Have you celebrated in the last week a small
(or large!) milestone reached? (I.e., are you a
milestone fanatic?) 14. Have you in the last week
or month revised some estimate in the wrong
direction and apologized for making a lousy
estimate? (Somehow you must publicly reward the
telling of difficult truths.) 15. Have you
installed in your tenure a very comprehensive
customer satisfaction scheme for all internal
customers? (With major consequences for hitting
or missing the mark.) 16. Have you in the last
six months had a week-long, visible, very
intensive visit-tour of external customers? 17.
Have you in the last 60 days called an abrupt
halt to a meeting and ordered everyone to get
out of the office, and into the field and in
the next eight hours, after asking those
involved, fixed (f-i-x-e-d!) a nagging small
problem through practical action? 18. Have you in
the last week had a rather thorough discussion of
a cool design thing someone has come
acrossaway from your industry or functionat a
Web site, in a product or its packaging? 19.
Have you in the last two weeks had an informal
meetingat least an hour longwith a frontline
employee to discuss things we do right, things we
do wrong, what it would take to meet your mid- to
long-term aspirations? 20. Have you had in the
last 60 days had a general meeting to discuss
things we do wrong that we can fix in the
next fourteen days?
182
21. Have you had in the last year a one-day,
intense offsite with each (?) of your internal
customersfollowed by a big celebration of
things gone right? 22. Have you in the last
week pushed someone to do some family thing that
you fear might be overwhelmed by deadline
pressure? 23. Have you learned the names of the
children of everyone who reports to you? (If not,
you have six months to fix it.) 24. Have you
taken in the last month an interesting-weird
outsider to lunch? 25. Have you in the last month
invited an interesting-weird outsider to sit in
on an important meeting? 26. Have you in the last
three days discussed something interesting,
beyond your industry, that you ran across in a
meeting, reading, etc? 27. Have you in the last
24 hours injected into a meeting I ran across
this interesting idea in strange place? 28.
Have you in the last two weeks asked someone to
report on something, anything that constitutes an
act of brilliant service rendered in a trivial
situationrestaurant, car wash, etc? (And then
discussed the relevance to your work.) 29. Have
you in the last 30 days examined in detail (hour
by hour) your calendar to evaluate the degree
time actually spent mirrors your espoused
priorities? (And repeated this exercise with
everyone on team.) 30. Have you in the last two
months had a presentation to the group by a
weird outsider?
183
31. Have you in the last two months had a
presentation to the group by a customer, internal
customer, vendor featuring working folks 3 or 4
levels down in the vendor organization? 32. Have
you in the last two months had a presentation to
the group of a cool, beyond-our-industry idea by
two of your folks? 33. Have you at every meeting
today (and forever more) re-directed the
conversation to the practicalities of
implementation concerning some issue before the
group? 34. Have you at every meeting today (and
forever more) had an end-of-meeting discussion on
action items to be dealt with in the next 4, 48
hours? (And then made this list publicand
followed up in 48 hours. And made sure everyone
has at least one such item.) 35. Have you had a
discussion in the last six months about what it
would take to get recognition in local-national
poll of best places to work? 36. Have you in
the last month approved a cool-different training
course for one of your folks? 37. Have you in
the last month taught a front-line training
course? 38. Have you in the last week discussed
the idea of Excellence? (What it means, how to
get there.) 39. Have you in the last week
discussed the idea of Wow? (What it means,
how to inject it into an ongoing routine
project.) 40. Have you in the last 45 days
assessed some major process in terms of the
details of the experience, as well as results,
it provides to its external or internal customers?
184
41. Have you in the last month had one of your
folks attend a meeting you were supposed to go to
which gives them unusual exposure to senior
folks? 42. Have you in the last 60 (30?) days sat
with a trusted friend or coach to discuss your
management styleand its long- and short-term
impact on the group? 43. Have you in the last
three days considered a professional relationship
that was a little rocky and made a call to the
person involved to discuss issues and smooth the
waters? (Taking the blame, fully deserved or
not, for letting the thing-issue fester.) 44.
Have you in the last two hours stopped by
someones (two-levels down") office-workspace
for 5 minutes to ask What do you think? about
an issue that arose at a more or less just
completed meeting? (And then stuck around for 10
or so minutes to listenand visibly taken
notes.) 45. Have you in the last day looked
around you to assess whether the diversity pretty
accurately maps the diversity of the market being
served? (And ) 46. Have you in the last day at
some meeting gone out of your way to make sure
that a normally reticent person was engaged in a
conversationand then thanked him or her, perhaps
privately, for their contribution? 47. Have you
during your tenure instituted very public
(visible) presentations of performance? 48. Have
you in the last four months had a session
specifically aimed at checking on the corporate
culture and the degree we are true to itwith
all presentations by relatively junior folks,
including front-line folks? (And with a
determined effort to keep the conversation
restricted to real world small casesnot
theory.) 49. Have you in the last six months
talked about the Internal Brand Promise? 50. Have
you in the last year had a full-day off site to
talk about individual (and group) aspirations?
185
Part FOUR
186
28
187
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
188
18 seconds
189
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.
190
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
191
If you agree with the above, shouldnt listening
be ... a Core Value? If you agree with the above,
shouldnt listening be ... perhaps Core Value
1? (We are Effective Listenerswe treat
Listening EXCELLENCE as the Centerpiece of our
Commitment to Respect and Engagement and
Community and Growth.) If you agree, shouldnt
listening be ... a Core Competence? If you agree,
shouldnt listening be ... Core Competence 1? If
you agree, shouldnt listening be ... an explicit
agenda item at every Meeting? If you agree,
shouldnt listening be ... our Strategyper se?
(Listening Strategy.) If you agree, shouldnt
listening be ... the 1 skill we look for in
Hiring (for every job)?
192
If you agree, shouldnt listening be ... the 1
attribute we examine in our Evaluations? If you
agree, shouldnt listening be ... the 1 skill we
look for in Promotion decisions? If you agree,
shouldnt listening be ... the 1 Training
priority at every stage of everyones careerfrom
Day 1 to Day LAST? If you agree, what are you
going to do about it ... in the next 30
MINUTES? If you agree, what are you going to do
about it ... at your NEXT meeting? If you agree,
what are you going to do about it ... by the end
of the DAY? If you agree, what are you going to
do about it ... in the next 30 DAYS? If you
agree, what are you going to do about it ... in
the next 12 MONTHS?
193
You can make more friends in two months by
becoming interested in other people than you can
in two years by trying to get other people
interested in you. Dale Carnegie
194
  • It was much later that I realized Dads secret.
    He gained respect by giving it. He talked and
    listened to the fourth-grade kids in Spring
    Valley who shined shoes the same way he talked
    and listened to a bishop or a college president.
    He was seriously interested in who you were and
    what you had to say.
  • Sara Lawrence-Lightfoot, Respect

195
Listening is of the utmost strategic
importance!Listening is a proper core
value ! Listening is trainable !
Listening is a profession !
196
Listening is a profession!
197
Listen Profession Study practice
evaluation Enterprise value
198
Listen Profession Study practice
evaluation Enterprise value "We listen
intently to and fully engage all with whom we
work."
199
29
200
Questioning, the art and profession of.
201
30
202
Everybody lives by selling something. Robert
Louis Stevenson
203
Sales gt Marketing
204
if you dont listen, you dont sell
anything. Carolyn Marland
205
31
206
The four most important words in any
organization are
207
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
208
Tomorrow How many times will you ask the WDYT
question? Count! Practice makes better!
This is a STRATEGIC skill!
209
From Enemy/Reluctant User to Champion/Savior/Owner
The one line of code! Axiom
210
I believe that you can get everything in life
you want if you will just help enough other
people get what they want. Zig Ziglar
211
32
212
The deepest human need is the need to be
appreciated.William James
213
Thank you lingers on 10 years
214
Tomorrow How many times will you mange to blurt
out, Thank you? Count em! Practice makes
better! The engineer from Manchester. This
is a STRATEGIC skill!
215
appreciation is of the utmost strategic
importance!appreciation is a proper core
value ! appreciation is trainable !
appreciation is a profession !
216
And the answer is . otis
217
33
218
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.
219
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

220
effective Repair/Apology is of the utmost
strategic importance!effective repair is a
proper core value ! effective repair
is trainable ! effective repair is a
profession !
221
One of the secrets of a long and fruitful life
is to forgive everybody of everything every night
right before going to bed. Bernard Baruch
222
34
223
We are thoughtful in all we do.
224
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.
225
Thoughtfulness is of the utmost strategic
importance!thoughtfulness is a proper
core value ! Thoughtfulness is
trainable ! Thoughtfulness is a profession
!
226
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
227
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?
228
35
229
problem 1.Opportunity 1.
230
X XFXExcellence Cross-functional
Excellence
231
Never waste a lunch!
232
???? XF lunches Measure! Monthly! Part of
evaluation! The PAs Club.
233
Lunch gt SAP/ Oracle
234
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
235
R.O.I.R.
236
Return On Investment In Relationships
237
C(I) gt C(E) Lunch Kudos Learning/
Presence/Presentations Facetime
C(E) Transparency Awards Co-locate/Geologists-Geop
hysicists Time!!!!!!!!!!!!!!!!!!!!!!!!!! Motherhoo
d (If dont take credit ) Staff
C.Sat./Unicredit
238
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
Solutions
239
1. Its our organization to make workor not.
Its not them, the outside world thats the
problem. The enemy is us. Period. 2.
Friction-free! Dump 90 of middle managersmost
are advertent or inadvertent power freaks. We
are allevery one of usin the Friction Removal
Business, one moment at a time, now and
forevermore. 3. No stovepipes! Stove-piping,
Silo-ing is an Automatic Firing Offense.
Period. No appeals. (Within the limits of
civility, somewhat public firings are not out
of the questionthat is, make one and all aware
why the axe fell.) 4. Everything on the Web. This
helps. A lot. (Everything Big word.) 5. Open
access. All available to all. Transparency,
beyond a level thats sensible, is a de facto
imperative in a Burn-the-Silos strategy. 6.
Project managers rule!! Project managers running
XF (cross-functional) projects are the Elite of
the organization, and seen as such and treated as
such. (The likes of construction companies have
practiced this more or less forever.) 7.
Value-added Proposition Application of
integrated resources. (From the entire
supply-chain.) To deliver on our emergent
business raison d'être, and compete with the
likes of our Chinese and Indian brethren, we must
co-operate with anybody and everybody 24/7.
IBM, UPS and many, many others are selling far
more than a product or service that worksthe new
it is pure and simple a product of XF
co-operation the product is the co-operation
is not much of a stretch.
240
8. XF work is the direct work of leaders! 9.
Integrated solutions Our Culture.
(Therefore XF Our culture.) 10. Partner with
best-in-class only. Their pursuit of Excellence
helps us get beyond petty bickering. An all-star
team has little time for anything other than
delivering on the (big) Client promise. 11. All
functions are created equal! All functions
contribute equally! All All. 12. All functions
are PSFs, Professional Service Firms.
Professionalism is the watchwordand true
Professionalism rise above turf wars. You are
your projects, your legacy is your projectsand
the legacy will be skimpy indeed unless you pass,
with flying colors, the works well with others
exam! 13. We are all in sales! We all (a-l-l)
sell those Integrated Client Solutions. Good
salespeople dont blame others for screwupsthe
Clint doesnt care. Good salespeople are
quarterbacks who make the system
work-deliver. 14. We all invest in wiring the
Client organizationwe develop comprehensive
relationships in every part (function, level) of
the Clients organization. We pay special
attention to the so-called lower levels, short
on glamour, long on the ability to make things
happen at the coalface. 15. We all live the
Brandwhich is Delivery of Matchless Integrated
Solutions which transform the Clients
organization. To live the brand is to become a
raving fan of XF co-operation.
241
16. We use the word partner until we want to
barf! (Words matter! A lot!) 17. We use the word
team until we want to barf. (Words matter! A
lot!) 18. We use the word us until we want to
barf. (Words matter! A lot!) 19. We obsessively
seek Inclusionand abhor exclusion. We want more
people from more places (internal, externalthe
whole supply chain) aboard in order to maximize
systemic benefits. 20. Buttons Badges matterwe
work relentlessly at team (XF team) identity and
solidarity. (Corny? Get over it.) 21. All
(almost all) rewards are team rewards. 22. We
keep base pay rather lowand give whopping
bonuses for excellent team delivery of seriously
cool cross-functional Client benefits. 23. WE
NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR
SCREWUPS. 24. WE TAKE THE HEATTHE WHOLE TEAM.
(For anything and everything.) (Losing, like
winning, is a team affair.) 25. BLAMING IS AN
AUTOMATIC FIRING OFFENSE. 26. Women rule. Women
are simply better at the XF communications
stuffless power obsessed, less hierarchically
inclined, more group-team oriented.
242
27. Every member of our team is an honored
contributor. XF project Excellence is an all
hands affair. 28. We are our XF Teams! XF
project teams are how we get things done. 29.
Wow Projects rule, large or smallWow projects
demand by definition XF Excellence. 30. We
routinely attempt to unearth and then reward
small gestures of XF co-operation. 31. We
invite Functional Bigwigs to our XF project team
reviews. 32. We insist on Client team
participationfrom all functions of the Client
organization. 33. An Open talent market helps
make the projects silo-free. People want in on
the project because of the opportunity to do
something memorableno one will tolerate delays
based on traditional functional squabbling. 34.
Flat! Flat Flattened Silos. Flat Excellence
based on XF project outcomes, not power-hoarding
within functional boundaries. 35. New C-level?
We more or less need a C-level job titled Chief
Bullshit Removal Officer. That is, some kind of
formal watchdog whose role in life is to make
cross-functionality work, and I.D. those who
dont get with the program. 36. Huge (H-U-G-E)
co-operation bonuses. Senior team members who
conspicuously shine in the working together bit
are rewarded Big Time. (A million bucks in one
case I knowand a non-cooperating very senior was
sacked.)
243
37. Get physical!! Co-location is the most
powerful culture changer. Physical X-functional
proximity is almost a guarantee (yup!) of
remarkably improved co-operationto aid this one
needs flexible workspaces that can be mobilized
for a team in a flash. 38. Ad hoc. To improve the
new X-functional Culture, 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. 39. Deep dip. Dive three
levels down in the organization to fill a senior
role with some one who has been pro-active on the
XF dimension. 40. Formal evaluations. Everyone,
starting with the receptionist, should have an
important XF rating component in their
evaluation. 41. Demand XF experience for,
especially, senior jobs. The military requires
all would-be generals and admirals to have served
a full tour in a job whose only goals were
cross-functional. Great idea! 42. Early project
management experience. Within days, literally,
of coming aboard folks should be running some
bit of a project, working with folks from other
functionshence, all this becomes as natural as
breathing. 43. Get em out with the customer.
Rarely does the accountant or bench scientist
call one customer. Reverse that. Give everyone
more or less regular customer-facing
experiences. One learns quickly that the
customer is not interested in our in-house turf
battles!
244
44. Put it on theevery agenda. XF issues to
be resolved should be on every agendamorning
project team review, weekly exec team meeting,
etc. A next step within 24 hours (4?) ought to
be part of the resolution. 45. XF honest broker
or ombudsman. The ombudsman examines XF friction
events and acts as Conflict Resolution
Counselor. (Perhaps a formal conflict resolution
agreement?) 46. Lock it in! XF co-operation,
central to any value-added mission, should be an
explicit part of the Vision Statement. 47.
Promotions. Every promotion, no exceptions,
should put XF Excellence in the top 5 (3?)
evaluation criteria. 48. Pick partners based on
their co-operation proclivity. Everyone must be
on board if this thing is going to work hence
every vendor, among others, should be formally
evaluated on their commitment to XF
transparencye.g., can we access anyone at any
level in any function of their organization
without bureaucratic barriers? 49. Fire vendors
who dont get itmore than get it, welcome
it with open arms. 50. Jaw. Jaw. Jaw. Talk XF
cooperation-value-added at every opportunity.
Become a relentless bore! 51. Excellence! There
is a state of XF Excellence per se. Talk about
it. Pursue it. Aspire to nothing less.
245
36
246
450/8
247
Lisbon/New BizWeeks to
Minutes (!!!!)
248
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
249
I assume that it is just saying that it is there
to help its customers wherever they are.
Charles Handy
250
90K in U.S.A. ICUs on any given day 178
steps/day in ICU.50 stays result in serious
complicationSource Atul Gawande, The
Checklist (New Yorker, 1210.07)
251
Peter Pronovost, Johns Hopkins,
2001Checklist, line infections1/3rd at
least one error when he startedNurses/permissio
n to stop procedure if doc, other not following
checklistIn 1 year, 10-day line-infection
rate 11 to 0 Source Atul Gawande, The
Checklist (New Yorker, 1210.07)
252
Beauty. Grace. Clarity. Simplicity.
253
37
254
3Ms Innovation Crisis How Six Sigma Almost
Smothered Its Idea CultureSource Title/Cover
Story, BW, 0611.07 (Whats remarkable is how
fast a culture can be torn apart, 3M lead
scientist In an innovation economy, 6 Sigma
is no longer a cure all/BW)
255
Rikyu was watching his son Sho-an as he swept
and watered the garden path. Not clean enough,
said Rikyu, when Sho-an had finished his task,
and bade him try again. After a weary hour, the
son turned to Rikyu Father, there is nothing
more to be done. The steps have been washed for
the third time, the stone planters and the trees
are well sprinkled with water, moss and lichens
are shining with a fresh verdure not a twig, not
a leaf have I left on the ground. Young fool,
chided the tea-master, that is not the way a
garden path should be swept. Saying this, Rikyu
stepped into the garden, shook a tree and
scattered over the garden gold and crimson
leaves, scraps of the brocade of autumn! What
Rikyu demanded was not cleanliness alone, but the
beautiful and the natural also. Kakuzo Okakura,
The Book of Tea
256
What Rikyu demanded was not cleanliness alone,
but the beautiful and the natural also. Kakuzo
Okakura, The Book of Tea
257
Part FIVE
258
38
259
1/40
260
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.
261
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
262
Experiment fearlesslySource BusinessWeek,
Type A Organization Strategies/ How to Hit a
Moving TargetTactic 1
263
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

264
Think about It!?Innovation Reaction to the
PrototypeSource Michael Schrage
265
39
266
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
267
Read This!Richard Farson Ralph Keyes
Whoever Makes the Most Mistakes Wins The Paradox
of Innovation
268
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
269
In business, you reward people for taking risks.
When it doesnt work out you promote them-because
they were willing to try new things. If people
tell me they skied all day and never fell down,
I tell them to try a different mountain.
Michael Bloomberg (BW/0625.07)
270
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
271
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
272
No man ever became great except through many and
great mistakes. William Gladstone
273
40
274
1/4,000
275
You miss 100 of the shots you never take.
Wayne Gretzky
276
BLAME NOBODY. EXPECT NOTHING. DO SOMETHING.
            Source Locker room sign posted by
football coach Bill Parcells
277
41
278
We are the company we keep
279
You will become like the five people you
associate with the mostthis can be either a
blessing or a curse. Billy Cox
280
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
281
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
282
The We are what we eat axiom At its core,
every (!!!) relationship-partnership decision
(employee, vendor, customer, etc) is a stra
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