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Title: EXCELLENCE. ALWAYS. Tom Peters/26April2006/Phoenix


1
EXCELLENCE. ALWAYS.Tom Peters/26April2006/Phoe
nix
2
P.P.E.E.R.R.E.
3
People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.
4
EXCELLENCE. ALWAYS.Tom Peters/26April2006
5
Slides at tompeters.com
6
EXCELLENCE. ALWAYS.
7
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
8
EXCELLENCE. 1982.
9
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
10
What is In Search of Excellence aboutPeople.
Emotion. Engagement. Exuberance.
Action-Execution. Empowerment. Independence.
Initiative. Imagination. Great Stories.
Incredible Adventures. Trust. Caring. Fun.
Joy. Customer-centrism. Profit. Growth. Brand
You. Dramatic Differences. Experiences that
Make You Gasp. Excellence. Always.
11
EXCELLENCE. ALWAYS.
12
Why in the world did you go to Siberia?
13
The Peters Principles Enthusiasm. Emotion.
Excellence. Energy. Excitement. Service. Growth.
Creativity. Imagination. Vitality. Joy.
Surprise. Independence. Spirit. Community.
Limitless human potential. Diversity. Profit.
Innovation. Design. Quality. Entrepreneurialism.
Wow.
14
Business (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum concerted human
potential in the wholehearted service of
others.Excellence. Always.Employees,
Customers, Suppliers, Communities, Owners,
Temporary partners
15
Business The Ultimate Creative Endeavor.
16
Business The Ultimate Personal
Development-Growth Experience.
17
Business The Ultimate Transcendent Service
Opportunity.
18
EXCELLENCE. ALWAYS.
19
People.Product.Execution.Enthusiasm.Relentless
.Re-invent.Excellence.
20
People Power The Talent50
21
1. People First!
22
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
23
Whoops Jack didnt have a vision!GE
Talent Machine (Ed Michaels)
24
2. Soft Is Hard.
25
Message Leading Talent is all about Love
Passion, Enthusiasms, Appetite for Life,
Engagement, Commitment, Great Causes
Determination to Make a Damn Difference, Shared
Adventures, Bizarre Failures, Growth, Insatiable
Appetite for Change.
26
3. FUNDAMENTAL PREMISE We
Are in an Age of Talent/Creativity/
Intellectual-capital Added.
27
Human creativity is the ultimate economic
resource. Richard Florida, The Rise of the
Creative Class
28
Agriculture Age (farmers)Industrial Age (factory
workers)Information Age (knowledge
workers)Conceptual Age (creators and
empathizers)Source Dan Pink, A Whole New Mind
29
4. Talent Excellence in
Every Part of Every Organization.
30
Wegmans 1/100 Best Companies to Work
for/2005
31
5. P.O.T./ Pursuit Of
Talent OBSESSION.
32
The leaders of Great Groups love talent and
know where to find it. They revel in the talent
of others. Warren Bennis Patricia Ward
Biederman, Organizing Genius
33
Les Wexner From sweaters to people!
34
Leaders do people!
35
6. Talent Masters Understand Talents Intangibles.
36
Q If it were your 100K lifes
savings and my 100K, what sort of Waiters
would we look for?A Enthusiasts!
37
Visibly energetic/Passionate/ Enthusiastic/Joyous
about everything.Impatient/Action
fanatic.CuriousNo. 1/Bosses Dramatically
exceptional talent selection development
record. (Routinely transformed lives/Was a magnet
for fantastic people)Outrageously high
standards (exudes the pursuit of
excellence)Smells of integrity
38
7. HR Is Cool.
39
ChicagoHRMAC
40
support function / cost center /
bureaucratic dragor
41
Are you Rock Stars of the Age of Talent?
42
HR doesnt tend to hire a lot of independent
thinkers or people who stand up as moral
compasses. Garold Markle, Shell Offshore HR
Exec (FC/08.05)
43
8. HR Sits at The Head
Table.
44
A review of Jack and Suzy Welchs Winning claims
there are but two key differentiators that set GE
culture apart from the herd First Separating
financial forecasting and performance
measurement. Performance measurement based, as it
usually is, on budgeting leads to an epidemic of
gaming the system. GEs performance measurement
is divorced from budgetingand instead reflects
how you do relative to your past performance and
relative to competitors performance ie its
about how you actually do in the context of what
happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Second Putting HR on a par with finance and
marketing.
45
DD21M
46
9. Re-name HR.
47
Talent Department
48
People DepartmentCenter for Talent
ExcellenceSeriously Cool People Who Recruit
Develop Seriously Cool PeopleEtc.
49
10. There Is an HR
Strategy/ HR Vision
50
Omnicom very simply is about talent. Its about
the acquisition of talent, providing the
atmosphere so talent is attracted to it. John
Wren
51
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
52
Whats your companys EVP/IBP?Employee
Value Proposition, per Ed Michaels et al., The
War for Talent IBP/Internal Brand Promise per TP
53
EVP/IBP Remarkable challenges, rapid
professional growth, wholesale respect, deep
satisfaction, fun, stunning opportunities,
exceptional rewards, amazing peer group, full
membership in Club Adventure, maximized future
employability
54
11. Acquire for Talent!
55
Omnicom's acquisitions not for size per se
buying talent deepen a relationship with a
client.Source Advertising Age
56
12. There Is a FORMAL
Recruitment Strategy.
57
Busy Executives Fail To Give Recruiting
Attention It Deserves Headline, WSJ,
1121.05
58
Cirque du Soleil!
59
13. There Is a FORMAL
Strategic Leadership Development Strategy.
60
DD 0 to 60mph in a flash (months)
61
Five MYTHS About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
62
14. There is a World
Class Leadership Development CENTER.
63
Crotonville!
64
15. There Is a FORMAL
STRATEGIC HR Review Process.
65
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
66
16. People/ Talent
Reviews Are the FIRST Reviews.
67
17. HR Strategy
BUSINESS Strategy.
68
Wegmans 1/100 Best Companies to Work
for84 Grocery stores are all alike46
additional spend if customers have an emotional
connection to a grocery store rather than are
satisfied (Gallup)Going to Wegmans is not
just shopping, its an event. Christopher Hoyt,
grocery consultantYou cannot separate their
strategy as a retailer from their strategy as an
employer. Darrell Rigby, Bain Co.
69
18. Make it a Cause
Worth Signing Up For.
70
People want to be part of something larger than
themselves. They want to be part of something
theyre really proud of, that theyll fight for,
sacrifice for , trust. Howard Schultz,
Starbucks (IBD/09.05)
71
19. Unleash Their Full
Potential!
72
  • Firms will not manage the careers of their
    employees. They will provide opportunities to
    enable the employee to develop identity and
    adaptability and thus be in charge of his or her
    own career. Tim Hall et al., The New Protean
    Career Contract

73
We are a Life Success CompanyDave Liniger,
founder, RE/MAX
74
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
75
20. Set Sky High Standards.
76
Did We Say Talent Matters?The top software
developers are more productive than average
software developers not by a factor of 10X or
100X, or even 1,000X, but 10,000X. Nathan
Myhrvold, former Chief Scientist, Microsoft
77
21. Enlist Everyone in
Challenge Century21.
78
There is no job that is Australias God-given
right anymore. Tom Peters/10.26.2005
79
Distinct or Extinct
80
New Work
SurvivalKit.2006 1. Mastery! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/Unique Selling Proposition (R.POV8
Remarkable Point of View captured in 8 or
less words) 4. Rolodex Obsession (From
vertical/hierarchy/suck up loyalty to
horizontal/colleague/mate loyalty)5.
Entrepreneurial Instinct (A sleepless Eye for
Opportunity! E.g. Small Opp for Independent
Action beats faceless part of Monster Project)6.
CEO/Leader/Businessperson/Closer (CEO, Me Inc.
Period! 24/7!)7. Master of Improv (Play a dozen
parts simultaneously, from Chief Strategist
to Chief Toilet Scrubber)8. Sense of Humor (A
willingness to Screw Up Move On) 9. Comfortable
with Your Skin (Bring interesting you to
work!)10. Intense Appetite for Technology (E.g.
How Cool-Active is your Web site? Do you
Blog?)11. Embrace Marketing (Your own
CSO/Chief Storytelling Officer)12. Passion for
Renewal (Your own CLO/Chief Learning Officer)
13. Execution Excellence! (Show up on time!
Leave last!)
81
22. Pursue the Best!
82
best person in the world Arthur Blank
83
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent
84
Not out sourcingNot off shoringNot near
shoringNot in sourcingbut Best Sourcing
85
23. Up or Out.
86
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years. Ed
Michaels, War for Talent
87
24. Ensure that the
Review Process Has INTEGRITY.
88
25 100 But what do I do thats more
important than developing people? I dont do the
damn work. They do.GS
89
25. Pay Up!
90
Top performing companies are two to four times
more likely than the rest to pay what it takes
to prevent losing top performers. Ed Michaels,
War for Talent
91
26. Training I Train!
Train! Train!
92
26.3
93
3 Weeks in MayTraining Prep 187Work
41(Other 17)
94
1 vs. 367
95
Divas do it. Violinists do it. Sprinters do it.
Golfers do it. Pilots do it. Soldiers do it.
Surgeons do it. Cops do it. Astronauts do it. Why
dont businesspeople do it?
96
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years mostly
on line.Peter Drucker, Business 2.0
97
27. Training II 100
Business People.
98
28. Training III 100
LEADERS.
99
I start with the premise that the function of
leadership is to produce more leaders, not more
followers. Ralph Nader
100
29. Training IV Boss as
Trainer-in-Chief.
101
Workout 24 DPY in the Classroom
102
30. Training V The REAL
Bedrock of the Talent Thing.
103
My wife and I went to a kindergarten
parent-teacher conference and were informed that
our budding refrigerator artist, Christopher,
would be receiving a grade of Unsatisfactory in
art. We were shocked. How could any childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that
he had refused to color within the lines, which
was a state requirement for demonstrating
grade-level motor skills. Jordan Ayan, AHA!
104
Ye gads Thomas Stanley has not only found no
correlation between success in school and an
ability to accumulate wealth, hes actually found
a negative correlation. It seems that
school-related evaluations are poor predictors of
economic success, Stanley concluded. What did
predict success was a willingness to take risks.
Yet the success-failure standards of most schools
penalized risk takers. Most educational systems
reward those who play it safe. As a result, those
who do well in school find it hard to take risks
later on. Richard Farson Ralph Keyes,
Whoever Makes the Most Mistakes Wins
105
15 Leading Biz SchoolsDesign/Core
0Design/Elective 1Creativity/Core
0Creativity/Elective 4Innovation/Core
0Innovation/Elective 6Source DMI/Summer
2002/Research by Thomas Lockwood
106
31. Wide-open
Communication NO BARRIERS.
107
The organizations we created have become
tyrants. They have taken control, holding us
fettered, creating barriers that hinder rather
than help our businesses. The lines that we drew
on our neat organizational diagrams have turned
into walls that no one can scale or penetrate or
even peer over. Frank Lekanne Deprez René
Tissen, Zero Space Moving Beyond Organizational
Limits
108
32. Respect!
109
  • 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

110
What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
111
Empowerment TrustSource Barry Gibbons
112
33. Embrace the Whole
Individual.
113
34. Build Places of
Grace.
114
Rodales on Grace elegance charm
loveliness poetry in motion kindliness ...
benevolence benefaction compassion beauty
115
35. MBWA Visible
Leadership!Managing By Wandering Around
116
The first and greatest imperative of command is
to be present in person. Those who impose risk
must be seen to share it. John Keegan, The
Mask of Command
117
36. Thank You!
118
The deepest human need is the need to be
appreciated. William James
119
37. Promote for people
skills. (THE REST IS DETAILS.)
120
When assessing candidates, the first thing I
looked for was energy and enthusiasm for
execution. Does she talk about the thrill of
getting things done, the obstacles overcome, the
role her people played or does she keep
wandering back to strategy or philosophy?
Larry Bossidy, Honeywell/AlliedSignal, in
Execution
121
38. Honor Youth.
122
Why focus on these late teens and
twenty-somethings? Because they are the first
young who are both in a position to change the
world, and are actually doing so. For the first
time in history, children are more comfortable,
knowledgeable and literate than their parents
about an innovation central to society. The
Internet has triggered the first industrial
revolution in history to be led by the
young.The Economist
123
39. Provide Early
Leadership Assignments.
124
The WOW! Project
125
40. Create a FORMAL System
of Mentoring.
126
W. L. GoreQuad/Graphics
127
41. WOMEN RULE.
128
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special
Report/BusinessWeek
129
On average, women and men possess a number of
different innate skills. And current trends
suggest that many sectors of the
twenty-first-century economic community are going
to need the natural talents of women.Helen
Fisher, The First Sex The Natural Talents of
Women and How They Are Changing the World
130
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversity. Judy B. Rosener, Americas
Competitive Secret
131
  • U.S.
    G.B. E.U. Ja.
  • M.Mgt. 41 29 18
    6
  • T.Mgt. 4 3 2
    lt1
  • Peak Partic. Age 45 22 27
    19
  • Coll. Stud. 52 50 48 26
  • Source Judy Rosener, Americas Competitive
    Secret

132
????????8/500
133
????????6/44
134
The Core Argument1. We are in a
War for Talent.2. The war will intensify.3.
Women are under-represented in our senior
leadership ranks.4. Women and men are
different.5. Womens strengths match the New
Economys leadership needsto a striking
degree.6. Women are also the principal
purchasers of goods and servicesretail and
commercial.7. Ergo, women are a large part of
the answer to the War for Talent
issue/opportunity.
135
42. Diversity!
136
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/PepsiCo
137
We want our associate population to mirror our
customer population at every level, from the
executive suite all the way to the retail floor.
Larry Johnston, CEO, Albertsons
138
43. Hire ( Protect!)
Weird!
139
The Cracked Ones Let in the LightOur business
needs a massive transfusion of talent, and
talent, I believe, is most likely to be found
among non-conformists, dissenters and rebels.
David Ogilvy
140
Are there enough weird people in the lab these
days? V. Chmn., pharmaceutical house, to a lab
director
141
Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
142
Why Do I love
Freaks? (1) Because when Anything Interesting
happens it was a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.)
(Freaks are never boring.) (3) We need freaks.
Especially in freaky times. (Hint These are
freaky times, for you me the CIA the Army
Avon.) (4) A critical mass of
freaks-in-our-midst automatically make
us-who-are-not-so-freaky at least somewhat more
freaky. (Which is a Good Thing in freaky
timessee immediately above.) (5) Freaks are
the only (ONLY) ones who succeedas in, make it
into the history books. (6) Freaks keep us
from falling into ruts. (If we listen to them.)
(We seldom listen to them.) (Which is why most of
usand our organizationsare in ruts. Make that
chasms.)
143
44. We Are All Unique.

144
Beware Standardized Evals One size NEVER fits
all. One size fits one. Period.
145
53 Players 53 Projects 53 different success
measures.
146
45. Capitalize on
Strengths.
147
The key difference between checkers and chess
is that in checkers the pieces all move the same
way, whereas in chess all the pieces move
differently. Discover what is unique about each
person and capitalize on it. Marcus
Buckingham, The One Thing You Need to Know
148
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify ach persons weaker
areas and eradicate them. The great manager
believes the opposite. He believes that the most
influential qualities of a person are innate and
therefore that the essence of management is to
deploy these innate qualities as effectively as
possible and so drive performance. Marcus
Buckingham, The One Thing You Need to Know
149
46. Bosses Win People
Over.
150
PJ Coaching is winning players over.
151
47. GOAL Voyages of
Mutual Discovery.
152
I dont know.
153
Quests!
154
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
155
Leaderships Mt Everest!free to do his or her
absolute best allow its members to discover
their greatness.
156
48. Foster
Independence.
157
You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines
your future options. Take a job for what it
teaches you, not for what it pays. Instead of a
potential employer asking, Where do you see
yourself in 5 years? youll ask, If I invest my
mental assets with you for 5 years, how much will
they appreciate? How much will my portfolio of
career options grow? Source Stan Davis
Christopher Meyer, futureWEALTH
158
49. Enthusiasm!
159
?
160
Its simple, really, Tom. Hire for ?s, and,
above all, promote for ?s. Starbucks
follower/WS analyst
161
50. Talent Brand.
162
The Top 5 RevelationsBetter talent
wins.Talent management is my job as
leader.Talented leaders are looking for the
moon and stars.Over-deliver on peoples dreams
they are volunteers.Pump talent in at all
levels, from all conceivable sources, all the
time.Source Ed Michaels et al., The War for
Talent
163
The Talent501. People
first!2. Soft is Hard. 3. FUNDAMENTAL PREMISE
We are in an Age of Talent/ Creativity/
Intellectual-capital Added.4. Talent
excellence in every part of the
organization.5. P.O.T./Pursuit Of Talent
Obsession.6. HR sits at The Head Table.7. HR is
cool.
164
Brand Talent.
165
I have always believed that the purpose of the
corporation is to be a blessing to the
employees. Boyd Clarke
166
50. Talent Brand.
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