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1
NOTE To appreciate this presentation and
insure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
2
Part 1.3Tom Peters EXCELLENCE.
ALWAYS.NEW MASTER/21 August 2008
3
Slides at tompeters.com
4
Ten PartsP1.1, P1.2, P1.3,
P1.4/GenericP2/LeadershipP3/TalentP4/Value-add
ed LadderP5/New Markets P6/The
EquationsP7/ImplementationP8/13 Guru
GaffesP9/HealthcareP10/The Lists
5
Part 1.3
6
16
7
X XFXExcellence Cross-functional
Excellence
8
Stanford/Hagadorn/Interdisciplinary raison
detreConoco/geologists-geophysicistsOld
HP/RD-SalesSchlumberger IPM-IBM Global
Services- UPS Logistics, HP-EDS (bet the
company on integrating others product
offerings)GSK/7 CEDDsChiat/DayBatalden/DH
MC/clinical microsystems9-11
CommissionJCS assignment pre-FlagEtcEtc
9
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer Solutions
10
Never waste a lunch!
11
???? XF lunches Measure!
12
???????Success doesnt depend on the number of
people you know it depends on the number of
people you know in high places!or Success
doesnt depend on the number of people you know
it depends on the number of people you know in
low places!
13
Loser Hes such a suck-up!Winner
Hes such a suck-down.
14
C(I)gtC(E)
15
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 detre, 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.
16
GSK 7 CEDDs Centers of Excellence for Drug
Discovery
17
Promote FRSs (Friction Reduction
Specialistsnobody can figure out what they do
but when theyre around things mysteriously get
done (Women? Not clear)FRSs kin to HROs, IROs
(Hurdle Removal Officers, Impedance Reduction
Officers)
18
16.1
19
Clinical microsystem, linked microsystems,
patient-centric care teams Paul
Batalden/DHMCSource What System? Dartmouth
Medicine, Summer 2006
20
Clinical microsystem, linked microsystems,
patient-centric care teams Paul
Batalden/DHMCSource What System? Dartmouth
Medicine, Summer 2006 also Quality By Design A
Clinical Microsystems Approach by Eugene C.
Nelson, Paul B. Batalden, and Marjorie M. Godfrey
21
Clinical microsystem, linked microsystems,
patient-centric care teams Paul
Batalden/DHMCSource What System? Dartmouth
Medicine, Summer 2006Quality By Design A
Clinical Microsystems Approach by Eugene C.
Nelson, Paul B. Batalden, and Marjorie M. Godfrey
22
17
23
K.i.s.s.Keep It Simple, Stupid
24
Nudge.Sway.K.I.S.S.Keep It Simple, Stupid
25
Case The simple Checklist!
26
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)
27
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)
28
Docs, nurses make own checklists on whatever
process-procedure they chooseWithin weeks,
average stay in ICU down 50Source Atul
Gawande, The Checklist (New Yorker, 1210.07)
29
Replicate in Inner City Detroit (resource
strapped, staff cut 1/3rd, poorest patients
in USA)Nurses QB the processProject manager
for overall process implementationExec
involvement (help with little thingsits all
little things)Blue Cross/insurers, small
bonuses for participating6 months, 66
decrease in infection rate USA bottom 25 in
hospital rankings to top 10Source Atul
Gawande, The Checklist (New Yorker, 1210.07)
30
Pronovost is focused on work that is not
normally considered a significant contribution in
academic medicine. As a result, few others are
venturing to extend his achievements. Yet his
work has already saved more lives than that of
any laboratory scientist in the last decade.
Atul Gawande, The Checklist (New Yorker,
1210.07)
31
Compression hose would mostly fix the
hospital problem According to the American
Heart Association, up to two million Americans
are affected annually by deep vein thrombosis. Of
those who develop pulmonary embolism, up to
300,000 will die each year. ... Deep vein
thrombosis also is among the leading causes of
preventable hospital death. Even more disturbing
is the fact that, according to a U.S.
multi-center study published by two of ClotCare's
editorial board members, 58 of patients who
developed a DVT while in the hospital received no
preventive treatment despite the presence of
multiple risk factors and overwhelming data that
prophylaxis is very effective at reducing these
events. Marie B. Walker, clotcare.com, March
2008
32
Sprint/Overland Park KS Slow elevators, distant
parking lots with infrequent buses, food court
as poorly placed as possible, etc.Source
New York Times
33
Everything matters -80 Source Nudge,
Richard Thaler and Cass Sunstein, etching of fly
in the urinal reduces spillage by 80,
Schiphol Airport
34
Beware of the tyranny of making Small Changes to
Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman, PepsiCo
35
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things using Small, Almost Invisible
Straightforward Levers with Big Systemic Impact.
TP
36
17.1
37
Lisbon/New BizWeeks to
Minutes (!!!!)
38
450/8
39
First Steps Beauty Contest!
  • 1. Select one form/document invoice, airbill,
    sick leave policy, customer returns claim form.
  • Rate the selected doc on a scale of 1 to 10 1
    Bureaucratica Obscuranta/Sucks 10 Work of Art
    on four dimensions Beauty. Grace.
  • Clarity. Simplicity.
  • 3. Re-invent!
  • Repeat, with a new selection,
  • every 15 working days.

40
  • Beauty
  • Grace
  • Clarity
  • Simplicity

41
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
42
I assume that it is just saying that it is there
to help its customers wherever they are.
Charles Handy
43
Seek honest, minimalist management. Look for
companies run by a team that explains things
clearly and briefly. You can tell a lot about
the firm by reading an annual report or two. If
management cant explain the business in plain
English, move on to another firm. If you see
phrases like creating knowledge-based value in
emerging markets someone is trying to pull the
wool over your eyes, you lazy Fool. Run. Seth
Jayson, Stocks for the Lazy Investor, The
Motley Fool
44
18
45
TP How to flush 500,000 down the toilet in
one easy lesson!!
46
lt CAPEXgt People!
47
18.1
48
Brand Talent.
49
IBP Remarkable challenge, rapid professional
growth, respect, satisfaction, fun, stunning
opportunity, exceptional reward, amazing peer
group, full membership in Club Adventure,
maximized future employabilitySource Ed
Michaels, The War for Talent TP
50
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
51
18.2
52
B(I) gt B(O)
53
18.3
54
Organizations exist to serve. Period. Leaders
live to serve. Period. Passionate servant
leaders, determined to create a legacy of
earthshaking transformation in their domain
create/must necessarily create organizations
which are 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 jointly perceived soaring purpose and
personal and community and client service
Excellence.
55
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.
56
18.4
57
Hire very good people!
58
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
59
18.5
60
PUT HR AT THE HEAD OF THE HEAD TABLE. BEST
PEOPLE. NOBLEST MISSION.
61
18.6
62
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
63
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.
64
Leaders Mt Everest Testfree to do his or
her absolute best allow its members to
discover their greatness.
65
18.7
66
The CIA Director never gave orders. He
floated ideas, he found gold dust in the
opinions of his subordinates, he made what he
called suggestions. Sometimes these suggestions
baffled, sometimes they took the breath away. In
the Directors mind, nothing was impossible. He
was loved for this. After all, to be told you
were capable of doing the impossible was the
rarest kind of flattery. Source Christophers
Ghosts, Charles McCarry
67
Dick-Ben-Blake Took me seriously Made me
full member of an older team Believed I could
do excellent work without much
supervisionand conveyed that belief Calmed
me down upon occasion Shared gossip with me
that I shouldnt have heard Took me to
meetings I would not normally attendlet me
present Taught me the ropes Were here to
serve the battalions and the sailorsfocus
on the Big Task Get The Damn Job Done! Good
work gtgt Good paperwork MBWA
68
I wasnt bowled over by David Boies
intelligence What impressed me was that when he
asked a question, he waited for an answer. He not
only listened, he made me feel like I was the
only person in the room. Lawyer Kevin _____, on
his first, inadvertent meeting with David Boies,
from Marshall Goldsmith, The One Skill That
Separates, Fast Company
69
18.8
70
The Dream Manager Matthew Kelly
71
??? of people with
72
Dreams
73
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.
74
Exec but Tom, how do we find out what it is
that people really want? Tom (after a long pause
and a lot of thought and Im not kidding)
75
Exec but Tom, how do we find out what it is
that people really want? Tom (after a long pause
and a lot of thoughtand Im not kidding) Ask
em.
76
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
77
18.9
78
EMPHASIZE THE SOFT SKILLS.
79
?
80
A man without a smiling face must not open a
shop. Chinese Proverb
81
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness. Lou Cannon
82
Success or Failure/Try Instead Optimism or
Failure/From Martin Seligmans Learned Optimism
I believe the traditional wisdom is incomplete.
A composer can have all the talent of a Mozart
and a passionate desire to succeed, but if he
believes he cannot compose music, he will come to
nothing. He will not try hard enough. He will
give up too soon when the elusive right melody
takes too long to materialize. Success requires
persistence, the ability to not give up in the
face of failure. I believe that OPTIMISTIC
EXPLANATORY STYLE is the key to persistence.
The optimistic-explanatory-style theory of
success says that in order to choose people for
success in a challenging job, you need to select
for three characteristics (1) Aptitude. (2)
Motivation. (3) Optimism. All three determine
success.
83
18.10
84
53 53
85
18.10.1
86
But School on evaluating and developing
people Major (demonstrated) (formal) time
commitment to evaluation (GK 100 days/yr
for 25 people2 per year, one collecting
data, one offsite) Evaluation of your skills as
evaluator (and developer) Checklists are
fine Prose evaluations by both parties good
(schools tests vs demonstrations)
87
18.11
88
Hostmanship The Art of Making People Feel
Welcome Jan Gunnarsson and Olle Blohm
89
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
them 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
90
The Customer Comes Second Put Your People First
and Watch Em Kick Butt Hal Rosenbluth and
Diane McFerrin Peters (no relationbe delighted
if she was)
91
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)
92
18.12
93
2/year legacy.
94
18.13
95
1 cause ofDis-satisfaction?
96
Employee retention satisfaction
Overwhelmingly, based on their immediate
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
97
The Big Three Marriage Parenthood 1st Line
Supervisor Accomplishment through others
98
18.14
99
Leaders do people. Period. Anon.
100
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
101
PARCs Bob Taylor Connoisseur of Talent
(from Warren Bennis Patricia Ward Biederman,
Organizing Genius)
102
18.15
103
Leaders SERVE people. Period. inspired by
Robert Greenleaf
104
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.
105
Organizations exist to serve. Period. Leaders
live to serve. Period.
106
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)
107
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
108
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
109
18.16
110
Every child is born an artist. The trick is to
remain an artist. Picasso
111
Muhammad Yunus All human beings are
entrepreneurs. When we were in the caves we were
all self-employed . . . finding our food, feeding
ourselves. Thats where human history began . . .
As civilization came we suppressed it. We became
labor because they stamped us, You are labor.
We forgot that we are entrepreneurs. Source
Muhammad Yunus/2006 Nobel Peace prize winner,
father of micro-lending /The News
HourPBS/1122.2006
112
Investment in Higher Ed U.S. 2.6 GDP
Europe 1.2 Japan 1.1 8 of top 10
universities 68 of top 50 10 of top 10
in information sciences Etc 76 of world
biotech revenues Minister of education,
Singapore We both have meritocracies. Yours is
a talent meritocracy, ours is an exam
meritocracy. Source The Future of American
Power, Fareed Zakaria, Foreign Affairs, vol 87,
no. 3
113
18.17
114
Globalization1.0 Countries globalizing
(1492-1800)Globalization2.0 Companies
globalizing (1800-2000)Globalization3.0 (2000)
Individuals collaborating competing
globallySource Tom Friedman/The World Is Flat
115
EXCELLENCE. INDIVIDUAL.BRAND YOU.
116
One of the defining characteristics of the
change is that it will be less driven by
countries or corporations and more driven by real
people. It will unleash unprecedented
creativity, advancement of knowledge, and
economic development. But at the same time, it
will tend to undermine safety net systems and
penalize the unskilled. Clyde Prestowitz, Three
Billion New Capitalists
117
1. Can someone overseas do it cheaper?2.
Can a computer do it faster?3. Is what
youre selling in demand in an age of
abundance?Source Dan Pink
118
If there is nothing very special about your
work, no matter how hard you apply yourself you
wont get noticed, and that increasingly means
you wont get paid much either. Michael
Goldhaber, Wired
119
Distinct or Extinct
120
BRAND YOU.NO OPTION.
121
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
122
The general, speaking with what felt was
authority, always insisted that, if you bring off
adequate preservation of your personal myth,
nothing much else in life matters. Anthony
Powell
123
Carpenters bend wood fletchers bend arrows
wise men fashion themselves. Buddha
124
The Rule of PositioningIf you cant describe
your position in eight words or less, you dont
have a position. Jay Levinson and Seth
Godin, Get What You Deserve!
125
Nobody gives you power. You just take it.
Roseanne
126
Muhammad Yunus All human beings are
entrepreneurs. When we were in the caves we were
all self-employed . . . finding our food, feeding
ourselves. Thats where human history began . . .
As civilization came we suppressed it. We became
labor because they stamped us, You are labor.
We forgot that we are entrepreneurs. Source
Muhammad Yunus/The News HourPBS/1122.2006
127
The electrician knows!
128
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
129
New Work
SurvivalKit.2008 1. MASTERY! (Best/Absurdly Good
at Something!)2. Manage to Legacy (All Work
Memorable/Braggable WOW Projects!) 3. A
USP/UNIQUE SELLING PROPOSITION 4. Rolodex
Obsession (From vertical/hierarchy/suck up
loyalty to horizontal/colleague/mate
loyalty)5. ENTREPRENEURIAL INSTINCT (A sleepless
Eye for Opportunity! 6.CEO/LEADER/BUSINESSPERSO
N/CLOSER (CEO, Me Inc. 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!)
130
Thriving in 24/7 (Sally
Helgesen)START AT THE CORE. Nimbleness only
possible if we locate our inner voice, take
regular inventory of where we are. LEARN TO
ZIGZAG. Think gigs. Think lifelong learning.
Forget old loyalty. Work on optimism.CREATE
OUR OWN WORK. Articulate your value. Integrate
your passions. I.D. your market. Run your own
business.WEAVE A STRONG WEB OF INCLUSION.
Build your own support network. Master the art
of looking people up.
131
ACTING Think of a person as a troupe of
actors. (Many truths about oneself which must
all be understood if one is to know oneself.)
Source A..C. Grayling, The Meaning of Things
Applying Philosophy to Life
132
Personal Brand Equity Evaluation
  • My current Project is challenging me
  • New things Ive learned in the last 90 days
    include
  • I am known for 2 to 3 things next year at this
    time Ill also be known for 1 more thing.
  • My public recognition program consists of
  • Additions to my Rolodex in the last 90 days
    include
  • My resume is discernibly different from last
    years
  • at this time

133
R.D.A.Rate 15?, 25?Therefore Formal
Investment Strategy/R.I.P.Renewal
Investment Plan
134
R.D.A.Rate 15? 25?Therefore Formal
Investment Strategy/ R.I.P.Rapidly
Depreciating Asset (You!)Renewal Investment
Plan
135
The only thing you have power over is to get
good at what you do. Thats all there is there
aint no more! Sally Field
136
Richard Sennett Craftsmanship, a sustaining
life narrativeSource Stefan Stern on
Management, FT, 0710.07
137
Worthy Ambition vs. Mere Ambition per
MILTONThe difference is well illustrated by
the contrast between the person who says he
wishes to be a writer and the person who says
he wishes to write. The former desires to be
pointed out at cocktail parties, the latter is
prepared for the long, solitary hours at as desk
the former desires a status, the latter a
process the former desires to be, the latter to
do. A..C. Grayling, The Meaning of Things
Applying Philosophy to Life C.f. JOHN BOYD on
be-do.
138
Happiness Leisure per ARISTOTLEHAPPINESS
Eudaimonia well-doing, living flourishingly.
Megalopsychos great-souled, magnanimous.
More respect and concern for others duty to
improve oneself using ones gifts to the fullest
extent possible fully aware making ones own
choices.LEISURE pursue excellence reflect
deepen understanding opportunity to work for
higher ends. Rest vs. leisure.Source
A.C. Grayling, The Meaning of Things Applying
Philosophy to Life
139
My ancestors were printers in Amsterdam from
1510 or so until 1750, and during that entire
time they didnt have to learn anything new.
Peter Drucker, Business 2.0
140
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
141
1 Person!Wendy Kopp, Princeton senior
(1989)Teach America (19,000-2,400)10
Dartmouth, Yale17,000 to datePrincipal hirer of
college graduatesOne of the few jobs that
people pass up Goldman Sachs for is Teach
America (Edie Hunt, HR)Source Fortune, 1127.06
142
Its always showtime. David DAlessandro,
Career Warfare
143
To Be somebody or to Do somethingBOYD The
Fighter Pilot Who Changed the Art of War (Robert
Coram)
144
When was the last time you asked, What do I
want to be? Sara Ann Friedman, Work Matters
145
All of our artistic and religious traditions
take equally great pains to inform us that we
must never mistake a good career for good work.
Life is a creative, intimate, unpredictable
conversation if it is nothing elseand our life
and our work are both the result of the way we
hold that passionate conversation. David Whyte,
Crossing the Unknown Sea Work as a Pilgrimage of
Identity
146
A position is not an accomplishment. TP
147
BLAME NOBODY. EXPECT NOTHING. DO SOMETHING.
            Source Locker room sign posted
by football coach Bill Parcells
148
This is the true joy of Life, the being used for
a purpose recognized by yourself as a mighty one
the being a force of Nature instead of a
feverish, selfish little clod of ailments and
grievances complaining that the world will not
devote itself to making you happy. GB Shaw/Man
and Superman
149
How Would You Play Today If You Knew You Could
Not Play TomorrowSource Slogan for Loyolas
lacrosse season, from coach Diane Geppi-Aikens
(Lucky Every Day The Wisdom of Diane
Geppi-Aikens, by Chip Silverman)
150
Make each day a Masterpiece! JW
151
Tell me, what is it you plan to do with your one
wild and precious life? Mary Oliver
152
Do one thing every day that scares you.
Eleanor Roosevelt
153
Joe J. Jones 1942 2006 HE WOULDA DONE
SOME REALLY COOL STUFF BUT HIS BOSS
WOULDNT LET HIM!
154
19
155
Single greatest act of pure imagination
156
24
157
dubai
158
No Wiggle Room! Incrementalism is innovations
worst enemy. Nicholas Negroponte
159
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)
160
19.1
161
Wheres the Dubai in you strategy, or
project portfolio?Strategy doc should be
exciting excite a spouse or teenager, or
a meeting of frontline folks
162
20
163
Hard Is SoftSoft Is Hard
164
Hard Is Soft (s)Soft Is Hard (people)
165
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
166
The 7-S ModelStrategyStructureSystemsStyle
SkillsStaffSuper-ordinate goal
167
The 7-S ModelHard Ss (Strategy,
Structure, Systems)Soft SS (Style, Skills,
Staff, Super-ordinate goal)
168
The 7-S ModelStrategyStructureSystemsStyle
(Corporate Culture, The way we do
things around here)Skills (Distinctive
Competence/s)Staff (People-Talent)Super-ordinate
goal (Vision, Core Values)
169
MP Get the strategy right, the rest will take
care of itself.TP Get the people and
execution right, the strategy will take care of
itself.
170
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
171
The terms hard facts, and the soft stuff
used in business imply that data are somehow real
and strong while emotions are weak and less
important. George Kohlrieser, Hostage at the
Table
172
Drucker, Strategy,
Leadership Classic Drucker (from the HBR), 221
pages strategy, 3 p (infotech) leadership,
0. The Practice of Management, 404 p
strategy, 0 leadership, 3 p. Management,
568 p strategy, 8 p (all on systems, none
on content), leadership, 12 p.
173
20.1
174
Hard Is SoftSoft Is Hard
175
95
176
What I learned from my years as a hostage
negotiator is that we do not have to feel
powerlessand that bonding is the antidote to
the hostage situation. George Kohlrieser,
Hostage at the Table
177
20.1.1
178
Hard Is SoftSoft Is Hard
179
bedrock behaviors
180
Home RunBeing there! No more,
no lessA body can pretend to care, but they
cant pretend to be there. Texas Bix
Bender GEN Melvin Zais on COs and
inspectionsSilence is golden! Utter silence
is golden-er.
181
Period!Shake handsSmileEye contact
182
Period!Shake handsSmileEye contactThank
youFlowersOpen poseROIR
183
Period!Shake handsSmileEye contactThank
youFlowersOpen poseROIR
184
20.2
185
Hard Is SoftSoft Is Hard
186
R.O.I.R.
187
Return On Investment In Relationships
188
The capacity to develop close and enduring
relationships is the mark of a leader.
Unfortunately, many leaders of major companies
believe their job is to create the strategy,
organization structure and organizational
processesthen they just delegate the work to be
done, remaining aloof from the people doing the
work. Bill George, Authentic Leadership
189
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
190
20.3
191
Hard Is SoftSoft Is Hard
192
Q/Systems Salesperson I make the sale, and then
the company screws up the engineering or delivery
or one of a dozen things. Any suggestions?A/TP
Spend less time with your customers!
193
C(I)gtC(E)
194
???????Success doesnt depend on the number of
people you know it depends on the number of
people you know in high places!or Success
doesnt depend on the number of people you know
it depends on the number of people you know in
low places!
195
Loser Hes such a suck-up!Winner
Hes such a suck-down.
196
20.4
197
Buy in- Ownership-Authorial bragging
rights-Born again Champion One Line of Code!
198
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
199
Lifes Little
SecretOne line of codeCaudills table in
the rural libraryHair on the womans
armEJWs scissors to the perfect draft
200
They own it.They saved it and saved
your (rather uninformed) butt.You must
tolerate a smidgeon of sub-optimization.
You must show appropriate humility and
appreciation.You must be willing (eager) to
cover the exact same ground again and
again and again.
201
20.5
202
TAKE THIS QUICK QUIZ Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills? Who
is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer to
do list? Who enjoys a recap to the days
events? Who is better at keeping in touch
with others?Source Selling Is a Womans Game
15 Powerful Reasons Why Women Can Outsell Men,
Nicki Joy Susan Kane-Benson
203
20.6
204
Hard Is SoftSoft Is Hard
205
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.

206
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM.

207
20.7
208
Hard Is SoftSoft Is Hard
209
I screwed up.The virtuous circle of
blame
210
20.8
211
Hard Is SoftSoft Is Hard
212
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
213
Good relationships arent about clear
communicationstheyre about small moments of
attachment and intimacy. John Gottman, Making
Relationships Work, John Gottman (Harvard
Business Review, 12.07)
214
The Managers Book of Decencies How Small
/gestures Build Great Companies. Steve
Harrison, Adecco
215
Be kind, for everyone you meet is fighting a
great battle. Philo of Alexandria
216
There is always an easy solution to every human
problemneat, plausible, and wrong. H.L.
Mencken
217
20.9
218
Politics politics politics politics politics
politics politics politics politics politics
politics politics politics politics politics
politics politics politics politics politics
politics
219
love it or leave it!
220
20.10
221
18 Source How Doctors Think, Jerome Groopman
222
Success Through Listening Intently
223
Listening Is An Act of Love A Celebration of
American Life from the StoryCorps Project, Dave
Isay Guiding principles Our storiesthe
stories of everyday peopleare as interesting and
important as the celebrity stories we are
bombarded with If we take the time to listen,
well find wisdom, wonder and poetry in the lives
and stories of the people all around us We all
want to know our lives have mattered Listening
is an act of love.
224
Listening may or may not be an act of love or
way to tap into peoples dreams, but it sure as
hell is (1) an uncommon act of courtesy and
recognition of worth from which (2) you will
invariably learn amazing stuff if you can just
keep your damn mouth shut and ears open with an
expression of interest on your face and (3) it
will build-maintain relationships beyond your
wildest dreams. (4) So shut up. Practice
attentiveness (no kidding) on waiters, cab
drivers, folks in line at the grocery store, etc.
225
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
226
20.11
227
Respect.
228
  • 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

229
The World Is A Liar! In a way, the world is a
great liar. It shows you it worships and admires
money, but at the end of the day it doesnt. It
says it adores fame and celebrity, but it
doesnt, not really. The world admires, and wants
to hold on to, and not lose, goodness. It admires
virtue. At the end it gives its greatest tributes
to generosity, honesty, courage, mercy, talents
well used, talents that, brought into the world,
make it better. Thats what it really admires.
Thats what we talk about in eulogies, because
thats whats important. We dont say The thing
about Joe was he was rich. We say, if we can,
The thing about Joe was he took good care of
people. Peggy Noonan, Lifes Lesson, on the
astounding response to the passing of Tim
Russert, The Wall Street Journal, June 21-22,
2008
230
Amen!What creates trust, in the end, is the
leaders manifest respect for the followers.
Jim OToole, Leading Change
231
We are ladies and gentlemen serving ladies and
gentlemen. Horst Schulze, Ritz Carlton motto
(laughed at at Hyatt)
232
The Union senior officers rode past the
Confederates smugly without any sign of
recognition except by one. When General Grant
reached the line of ragged, filthy, bloody,
despairing prisoners strung out on each side of
the bridge, he lifted his hat and held it over
his head until he passed the last man of that
living funeral cortege. He was the only officer
in that whole train who recognized us as being on
the face of the earth. quote within a quote
from diary of a Confederate soldier
233
Its not people who arent credit-worthy. Its
banks that arent people worthy.Muhammad Yunus
234
The deepest human need is the need to be
appreciated.William James
235
If you dont listen, you dont sell anything.
Carolyn Marland/Managing Director/Guardian
Group
236
20.12
237
FLOWERPOWER
238
20.13
239
Questions What do others think of you? Are you
sure? What do you think of you? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What is your impact on others? Are you
sure? What are the little things you
(perhaps unconsciously) do that cause people to
shrivelor blossom? Are you sure? What do you
want? Are you sure? Are you aware of your
changing moods? Are you sure? How fragile is
your ego? Are you sure? Do you have a true
confidant? Are you sure? Do you perform brief
or not-so-brief self-assessments? Do you talk
too much? Are you sure? Do you know how to
listen? Are you sure? Do you listen? Are you
sure? What is your style of hashing things
out? Are you perceived as (a) arrogant, (b)
abrasive (c) attentive, (d) genuinely interested
in people, (e) etc? Are you sure? Are you
flexible? Have you changed your mind about
anything important in a while? Are you
comfortable-uncomfortable with folks on the front
line? Do you think youre in touch with the
pulse of things around here? Are You Sure?
Are you too emotional/intuitive? Are you too
unemotional/rational? Do you spend much time
with people who are new to you? Do you think
questions like this are so much BS?
240
20.14
241
Cause (worthy of commitment)Space (room
for/encouragement
for initiative) Decency (respect,
humane)
242
Cause (worthy of commitment)Space (room
for/encouragement
for initiative-adventures) Decency
(respect, grace,
integrity, humane)
service (worthy of our clients extended

familys continuing custom)excellence (period)
243
Cause Space Decency serviceexcellence
servant leadership
244
Cause (worthy of commitment)Space (room
for/encouragement for initiative-adventures)
Decency (respect, grace, integrity, humane)
service (worthy of our clients extended

familys continuing custom)excellence (period)
servant leadership
245
21
246
Attending to the Last 98 The New
Management Science, or Hard Is Soft, Soft
Is Hard Tom Peters/12.03.2008
247
S f( ___ ) Success Is a Function of
248
S ƒ(DR -2L, -3L, 4L IE) Number and depth
of relationships 2, 3, and 4 levels down, inside
and outside the organization S
ƒ(SDgtSU) Sucking down is more important than
sucking upthe idea is to have the entire
organization working for you. S ƒ(non-FF,
non-FL) Number of friends, number of lunches
with people not in my function S ƒ(FF) Number
of friends in the finance function-organization S
ƒ(OF) Oddball friends S ƒ(PDL) Purposeful,
deep listeningthis is very hard
249
S ƒ(EODD3MC) Number of end-of-the-day
difficult (youd rather avoid) 3-minute calls
that soothe raw feelings, mend fences, etc. S
ƒ(UFP, UFK, OAPS) Unsolicited favors performed,
UFs involving co-workers kids, overt acts
politeness-solicitude toward co-workers
spouses, parents, etc. S ƒ(TN) Number of
thank you notes sent S ƒ(C, PTS/OLC,
SAPA) of consultations, perception of being
taken serious (Responsible for one line of
code, small act of public appreciation S
ƒ(SU) Showing up (Woody Allen, Delawares
ridiculous influence on the U.S. Constitution)
250
S ƒ(1D) Seeking the assignment of writing first
drafts, minutes, etc (1787) S ƒ(SEAs) Number
of solid relationships with Executive
Assistants S ƒ(UL/w-m) useful lunches per
week, month S ƒ(FG, FOC-BOF, CMO) Favors
given, favors owed collectively, balance of
favors, conscious management thereof S
ƒ(CPRM, TS) Conscious-planned Relationship
management, time spent thereon S ƒ(TN/d, FG/m,
AA/d) Thank you notes per Day, flowers given per
Month, Acts of Appreciation per Day S
ƒ(PT100ATS, ENMFTTT) Proactive, timely,
100 apologies for tiny screw-ups, even if not
my fault (it always takes two to tango)
251
S ƒ(AMR, NBS-SG) Acceptance of mutual
responsibilities for all affairs, no
blame- shifting, scape-goating S
ƒ(APLSLFCT) Awareness, perception of little
snubsand lightening fast correction thereof S
ƒ(G) Grace S ƒ(GA) Grace toward adversary S
ƒ(GW) Grace toward the wounded in bureaucratic
firefights
252
S ƒ(PD) Purposeful decency S ƒ(TSPD,
TSP-L1) Time spent on promotion decisions,
especially for 1st level managers S ƒ(SS,
H-PD) soft stuff involved in Hiring, Promotion
decisions S ƒ(TWA, P, NP) Time wandering
around, purposeful, non-planned S ƒ(SBS) Slack
built into Schedule S ƒ(TSHR) Time spent
Hurdle Removing
253
S ƒ(TMTSS, PMTSS, DTDTSS) of time,
measured, on This Soft Stuff, purposeful
management of this Soft Stuff, daily to do
concerning this Soft Stuff S
ƒ(MBTSSMR) Purposeful management of this Soft
Stuff by people reporting to me S ƒ(EC,
MMO) Emotional connection, mgt maintenance
of S ƒ(IMDOP) Investment in Mastery of
detailed organization processes S ƒ(H-TS) Time
spent on Hiring
254
S f(TMTSS, PMTSS, DTDTSS) of time,
measured, on This Soft Stuff, purposeful
management of this Soft Stuff, daily to do
concerning this Soft Stuff
255
22
256
Notes from William EasterlysThe White Mans
Burden Why the Wests Effort to Aid the Rest
Have Done So Much Ill and so Little Good
257
The West spent 2.3 trillion on foreign aid
over the last five decades and still has not
managed to get twelve-cent medicines to children
to prevent half of all malaria deaths. The West
spent 2.3 trillion and still not managed to get
three dollars to each new mother to prevent five
million child deaths. But I and many other
like-minded people keep trying, not to abandon
aid to the poor, but to make sure it reaches
them.
258
Easterly, maligned by many, is the arch-enemy of
the Big Plan his capital letters, not mine
sent from afar and the vociferous fan of
practical activities of those he calls
Searchers who learn the ins and outs of the
culture, politics and local conditions on the
ground in order to use local levers and local
players, and get those 12- cent medicines to
community members. Read on, Planners vs
Searchers
259
In foreign aid, Planners announce good
intentions but dont motivate anyone to carry
them out Searchers find things that work and get
some reward. Planners raise expectations but take
no responsibility for meeting them Searchers
accept responsibility for their actions Planners
determine what to supply Searchers find out what
is in demand. Planners apply global blueprints
Searchers adapt to local conditions. Planners at
the top lack knowledge of the bottom Searchers
find out what the reality is at the bottom.
Planners never hear whether the planned
recipients got what they needed Searchers find
out if the customer is satisfied. A Planner
thinks he already knows the answers he thinks of
poverty as a technical engineering problem that
his answers will solve. A Searcher admits he
doesnt know the answers in advance he believes
that poverty is a complicated tangle of
political, social, historical, institutional, and
technological factors he hopes to find answers
to individual problems only by trial and error
experimentation. A planner believes outsiders
know enough to impose solutions a Searcher
believes only insiders have enough knowledge to
find solutions, and that most solutions must be
homegrown.
260
Derived from the above and more, I have extracted
a series of lessons from the Easterly book.
These implementation lessons are, in fact,
universal Lesson (1 of sooooooo many) Show
up! (On the ground, where the actionand
possible implementationis.) Lesson Invest in
ceaseless study of conditions on the
groundsocial and political and historical
and systemic.
261
Lesson Listen to the locals. Lesson Hear
the locals.
262
"Trust the development expertsall seven billion
of them. headline, for an article by
development guru William Easterly, Financial
Times, 0529.08, "The report of the World Bank
Growth Commission, led by Nobel laureate Michael
Spence former dean of the Stanford biz
schooltp, was published last week. After two
years of work by the commission of 21 world
leaders, an 11-member working group, 300 academic
experts, 12 workshops, 13 consultations, and a
budget of 4 million, the experts' answer to the
question of how to attain high growth was
roughly we do not know, but trust experts to
figure it out." William Easterly, Financial
Times, 0529.08
263
Lesson Talk to the locals. Lesson Listen to
the locals. Lesson Hear the locals. Lesson
Listen to the locals. Lesson Hear the
locals. Lesson Listen to the
locals. Lesson Hear the locals. Lesson
Listen to the locals. Lesson Hear to the
locals. Lesson Listen to the
locals. Lesson Hear to the locals. Lesson
Respect the locals. Lesson Empathize with the
locals.
264
Lesson Try to blend in, adopting local customs,
showing deference were necessaryalmost
everywhere and never interrupt the big
man in front of his folk, even, or
especially, if you think he is 180
degrees off. Lesson Seek out the local leaders
second cousins, etc, to gain indirect
assess over their uncle twice removed!
(Etc etc.) Lesson Have a truly crappy office,
and other un-trappings! Lesson
Remember, you do not in fact have the answers
despite your PhD with, naturally, honors,
from the University of Chicagowhere
you were mentored by not one, but two,
Nobel Laureates in economics. Lesson Regardless
of the enormity of the problem, proceed
by trial (manageable in size) and error,
error, error. (Failure motto Do it right the
first time! Success motto Do it
right the 37th time! And hustle
through those 37 triessee the next
slide.)
265
Lesson Have a truly crappy office, and other
un-trappings!
266
Lesson The process of political-community
engagement must also be approached as a
trial and error learning process. Lesson Always
alter the experiment to accommodate local
needsthe act of apparent local modification
per se is critical, as every community leader,
in order for them to accept ownership
and demonstrate to their constituents
that they are in charge, must feel as if
they have directly and measurably
influenced the experiment. See the next four
slides. Lesson Growth (the experimental and
expansion- emulation process) must be
organic, and proceed at a measured
pacenudged, not hurried. Lesson Speed kills!
(To a point.) By and large, the messiness
and inefficiency of the local political
process must be honored.
267
Buy in- Ownership-Authorial bragging
rights-Born again Champion One Line of Code!
268
Noth-ing is scalable!
269
Nothing is scalable!Every replication must
exude the perception of uniquenesseven if it
means a half-step backwards. (It wouldnt have
worked if we hadnt done it our way.)
270
Lesson Speed kills! Lesson Short-circuiting
political process kills! Lesson
Premature rollout kills! Lesson Too much
publicity-visibility kills! Lesson Too
much money kills! Lesson Too much technology
kills!
271
Lesson Outsiders, to be effective, must have
genuine appreciation of and affection for
the locals with whom and for whom they are
working! Lesson Condescension kills mostsaid
locals know unimaginably more about life
than well-intentioned do gooders, young
or even, alas, not so young. Lesson Progress
MUST be consistent with local politics
on the ground in order to raise the odds
of sustainability. Lesson You will never-ever
fix everything at once or by the time
you finishin our Constitutional
Convention in 1787, George Washington only got
about 60 of what he wanted!
272
Lesson Never forget the atmospherics, such as
numerous celebrations for tiny milestones
reached, showering praise on the local
leader and your local cohorts, while you
assiduously stand at the back of the
crowdetc. Lesson The experiment has failed
until the systems and political rewards,
often small, are in place, with Beta tests
completed, to up the odds of
repetition. Lesson Most of your on-the-ground
staff must consist of respected localsthe
de facto or de jure Chairman or CEO must be
a local you must be virtually invisible. Lesson
Spend enormous pointless social time with the
local political leadersin Gulf War I, Norm
Schwarzkopf spent his evenings, nearly all
of them, drinking tea until 2AM or 3AM with
the Saudi crown prince he called it his greatest
contribution!
273
Lesson Keep your start up plan simple and
short and filled with question marks in
order to allow others to have the last
word. (I once did the final draft of a
proposal, making it as flawless as could be. I
gave it to my boss, pre Microsoft Word,
and he proceeded to cut it up and tape the
pieces back together, and conspicuously
cross out several paragraphs of my
obviously and labored over brilliant prose that
he had agreed to. Tom, he said as I
recall, we want the rest of the committee of
important, or at least self-important
folks to feel as though they are participating
and that you and I are a naïvenot
confront them with a beautiful plan that
shouts Dont you dare alter a word.)
274
Lesson For projects involving children or health
or education or community
development or sustainable small-business
growth (most projects), women are by far the
most reliable and most central a
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