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Conrad Hilton

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On 26 occasions I have been entrusted to take the game winning shot and missed. ... At GE, Jack Welch and his two top HR people visit each division for a day. – PowerPoint PPT presentation

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Title: Conrad Hilton


1
Conrad Hilton
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
Execution is the job of the business
leader.Larry Bossidy Ram Charan/ Execution
The Discipline of Getting Things Done
6
The score takes care of itself. Bill Walsh
7
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
8
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)
9
Observed closely The use of I or we during
a job interview. Source Leonard Berry Kent
Seltman, chapter 6, Hiring for Values,
Management Lessons From Mayo Clinic
10
Tom Peters Excellence. Always. Apache
Corporation 2012 Strategic Planning Conference 18
October 2011 (Slides at tompeters.comsoon)
11
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
12
REALLY First Things Before First Things
13
1
14
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?
15
People leave managers not companies. Dave
Wheeler
16
Do you absolutely understand and act upon the
fact that the first-line boss is the KEY
LEADERSHIP ROLE in the organization?
17
2
18
XFX 1 Cross-Functional eXcellence
19
XF lunches The Sacred 220 Abs
20
Allied commands depend on mutual confidence and
this confidence is gained, above all through
the development of friendships. General
D.D. Eisenhower, Armchair General 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.
21
XFX/Typical Social
Accelerators 1. EVERYONEs more or less JOB
1 Make friends in other functions!
(Purposefully. Consistently. Measurably.) 2. Do
lunch with people in other functions!!
Frequently!! (Minimum 10 to 25 for everyone?
Measured.) 3. Ask peers in other functions for
references so you can become conversant in their
world. (Its one helluva sign of ...
GIVE-A-DAMN-ism.) 4. Religiously invite
counterparts in other functions to your team
meetings. Ask them to present cool stuff from
their world to your group. (Useful. Mark of
respect.) 5. PROACTIVELY SEEK EXAMPLES OF TINY
ACTS OF XFX TO ACKNOWLEDGEPRIVATELY AND
PUBLICALLY. (Bosses ONCE A DAY make a short
call or visit or send an email of Thanks for
some sort of XFX gesture by your folks and some
other functions folks.) 6. Present counterparts
in other functions awards for service to your
group. Tiny awards at least weekly and an
Annual All-Star Supporters from other groups
Banquet modeled after superstar salesperson
banquets.
22
The subtext of many, if not all, of these
ideas is moving from implicit to explicit focus
on XFXit should noisily intrude into literally
every discussion!

23
3
24
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
25
18
26
18 seconds!
27
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that grow. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
28
Message Listening is a profession!
29
  • The 1st 98 of talking
  • is listening!

30
4
31
Bitch all you want, but meetings are what you
boss do!
32
Meeting Every meeting that does not stir the
imagination and curiosity of attendees and
increase bonding and co-operation and engagement
and sense of worth and motivate rapid action and
enhance enthusiasm is a permanently lost
opportunity.
33
People!People!People!People!People!
34
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)
35
"If you want staff to give great service, give
great service to staff." Ari Weinzweig,
Zingerman's
36
"When I hire someone, that's when I go to work
for them. John DiJulius, "What's the Secret to
Providing a World-class Cust Experience"
37
There are no bit players in an effective
organization.
38
Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
39
Brand Talent.
40
From 1, 2 or youre out Jack Welch/GE/1st
or 2nd in market share or sell it/close it to
Best Talent in each industry segment to
build best proprietary intangibles Ed
MichaelsSource Ed Michaels, War for 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
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
43
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
44
Bottom Line I
45
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?
46
Promotion Decisionslife and death
decisionsSource Peter Drucker, The Practice
of Management
47
Les Wexner From sweaters to people!
48
Andrew Carnegies Tombstone Inscription Here
lies a manWho knew how to enlistIn his
serviceBetter men than himself.Source Peter
Drucker, The Practice of Management
49
In most companies, the Talent Review Process is
a farce. At GE, Jack Welch and his two top HR
people visit each division for a day. They review
the top 20 to 50 people by name. They talk about
Talent Pool strengthening issues. The Talent
Review Process is a contact sport at GE it has
the intensity and the importance of the budget
process at most companies. Ed Michaels, War
for Talent
50
Evaluating people 1 differentiatorSource
Jack Welch/Jeff Immelt on GEs 1 strategic skill
(!!!!)
51
Bottom Line II
52
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 longshots
(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.
53
Unremarkable except for RESULTS Superb people
developer (her/his folks invariably amazed at
what theyve accomplished!)
54
Joe J. Jones 1942 2010 Net
Worth21,543,672.48
55
Not.
56
1/45
57
READY.FIRE!AIM.H. Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
58
1/45
59
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
60
I have missed more than 9,000 shots in my
career. I have lost almost 300 games. On 26
occasions I have been entrusted to take the game
winning shotand missed. I have failed over and
over and over again in my life. And that is why I
succeed. Michael Jordan
61
Lesson45 WTTMSW
62
Whoever Tries The Most Stuff Wins
63
Better yet WTTMSTFW
64
Whoever Tries The Most Stuff The Fastest Wins
65
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)
66
Fail. Forward. Fast.High Tech CEO,
Pennsylvania
67
Better yet WTTMS(ASTMSU)TFW
68
Whoever Tries The Most Stuff (And Screws The
Most Stuff Up) The Fastest Wins
69
You miss 100 of the shots you never take.
Wayne Gretzky
70
BLAME NOBODY. EXPECT NOTHING. DO SOMETHING.
            Source Locker room sign posted by
NFL football coach Bill Parcells
71
TGRs
72
Conveyance Kingfisher Air Location Approach to
New Delhi
73
May I clean your glasses, sir?
74
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
75
LBTs
76
Little BIG
77
Big carts 1.5X Source Walmart
78
Bag sizes New markets B Source
PepsiCo
79
MBWA
80
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.
81
25
82
MBWAManaging By Wandering Around/HP
83
General David Petraeus White lines along
the road Secure and serve the population.
Live among the people. Promote reconciliation.
Move mounted, work dismounted situational
awareness can only be achieved by operating
face-to-face, not separated by ballistic
glass. Walk. David Petraeus, Mens Journal
(06.08) I love that last one for its
simplicity. David Petraeus
84
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
85
Introspection Is Not Egomania
86
To develop others, start with yourself.
Marshall Goldsmith
87
How can a high-level leader like _____ be so out
of touch with the truth about himself? Its more
common than you would imagine. In fact, the
higher up the ladder a leader climbs, the less
accurate his self-assessment is likely to be. The
problem is an acute lack of feedback especially
on people issues. Daniel Goleman (et al.),
The New Leaders
88
"Everyone thinks of changing the world, but no
one thinks of changing himself" - Leo Tolstoy
89
K R P
90
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay,American
Statesman (1777-1852)
91
K R PKindness Repeat business Profit.
92
"Appreciative words are the most powerful force
for good on earth. George W. Crane, physician,
columnist The two most powerful things in
existence a kind word and a thoughtful
gesture. Ken Langone, co-founder, Home Depot
93
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.
94
With a new and forthcoming policy on apologies
Toro, the lawn mower folks, reduced the average
cost of settling a claim from 115,000 in 1991 to
35,000 in 2008 and the company hasnt been to
trial in the last 15 years!
95
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. divorce, loss
of a BILLION aircraft sale, etc., etc.

96
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

97
Up, Up, Up, Up the Value-added Ladder.
98
55BIBM Global Services/Systems integrator
of choice
99
IBMtoIBM
100
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)
101
A Constant Battle
102
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
103
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
104
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
105
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
106
Skinning Cats
107
There is more than one way to skin a
cat! Every project REQUIRES (if youre smart)
an outside look by one/some Seriously Weird
Cat/s in pursuit of whacked-out options.
108
14,00020,00030
109
14,000/eBay20,000/Amazon30/Craigslist
110
We all agree your theory is crazy. The question,
which divides us, is whether it is crazy enough.
Niels Bohr, to Wolfgang Pauli
111
Insanely GreatSteve JobsRadically
thrilling BMW
112
Let us create such a building that future
generations will take us for lunatics. the
church hierarchs at Seville
113
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
114
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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