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CONRAD HILTON, at a gala celebrating his career, was called to the podium and asked,

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Title: The Challenge: To Create More Value in All Negotiations Author: Conflict Management, Inc. Last modified by: Catherine Created Date: 9/8/1995 1:29:58 PM – PowerPoint PPT presentation

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Title: CONRAD HILTON, at a gala celebrating his career, was called to the podium and asked,


1
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
2
First Things BEFORE First Things
3
1
4
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
5
Remember to tuck the shower curtain inside the
bathtub.
6
EXECUTION IS STRATEGY. Fred Malek
7
2
8
READY.FIRE!AIM.H. Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
9
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
10
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)
11
Leader Metabolic Management
12
Excellence82 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
13
Lesson47 WTTMSW
14
WHOEVER TRIES THE MOST STUFF WINS
15
LONG Tom Peters EXCELLENCE!
Medtronic EMEAC FY-15 Annual Kickoff
Meeting/Frankfurt/03 June 2014 (Slides at
tompeters.com also see our 23-part Master
Compendium at excellencenow.com)
16
1/721 The greatest shortcoming of the human
race is our inability to understand the
exponential function. Albert A. Bartlett
17
Human level capability has not turned out to be
a special stopping point from an engineering
perspective. . Source Illah Reza
Nourbakhsh, Professor of Robotics, Carnegie
Mellon, Robot Futures
18
IoT/The Internet of Things IoE/The Internet of
Everything M2M/Machine-to-Machine Ubiquitous
computing Embedded computing Pervasive
computing Industrial Internet Etc.
More Than 50 BILLION connected devices by
2020 Ericsson Estimated 212 BILLION connected
devices by 2020IDC By 2025 IoT could be
applicable to 82 TRILLION of output or
approximately one half the global economyGE
The WAGs to end all WAGs!
19
Automation has become so sophisticated that on a
typical passenger flight, a human pilot holds the
controls for a grand total of 3 minutes.
Pilots have become, its not much of an
exaggeration to say, computer operators.
Source Nicholas Carr, The Great Forgetting,
The Atlantic, 11.2013
20
Internet of Things The algorithms created by
Nests machine-learning expertsand the troves of
data generated by those algorithmsare just as
important as the sleek materials carefully
selected by its industrial designers. By tracking
its users and subtly influencing their behaviors,
Nest Learning Thermostat transcends its
pedestrian product category. Nest has similar
hopes for what has always been a prosaic device,
the smoke alarm. Yes, the Nest Protect does what
every similar device doesgoes off when smoke or
CO reaches dangerous levelsbut it does much
more, by using sensors to distinguish between
smoke and steam, Internet connectivity to tell
you where the danger is, a calculated tone of
voice to convey a personality, and warm lighting
to guide you in the darkness. In other words,
Nest isnt only about beautifying the thermostat
or adding features to the lowly smoke detector.
Were about creating the conscious home, said
Nest CEO Fadell. Left unsaid is a grander
vision, with even bigger implications, many
devices sensing the environment, talking to one
another, and doing our bidding
unprompted. Source Where Theres Smoke ,
Steven Levy, Wired, NOV 2013
21
SENSOR PILLS Proteus Digital Health is one of
several pioneers in sensor-based health
technology. They make a silicon chip the size of
a grain of sand that is embedded into a safely
digested pill that is swallowed. When the chip
mixes with stomach acids, the processor is
powered by the bodys electricity and transmits
data to a patch worn on the skin. That patch, in
turn, transmits data via Bluetooth to a mobile
app, which then transmits the data to a central
database where a health technician can verify if
a patient has taken her or his medications.
This is a bigger deal than it may seem. In
2012, it was estimated that people not taking
their prescribed medications cost 258 BILLION in
emergency room visits, hospitalization, and
doctor visits. An average of 130,000 Americans
die each year because they dont follow their
prescription regimens closely enough.. The FDA
approved placebo testing in April 2012 sensor
pills are ticketed to come to market in 2015 or
2016. Source Robert Scoble and Shel Israel,
Age of Context Mobile, Sensors, Data and the
Future of Privacy
22
Steve, youre costing me a hundred nanoseconds.
100B/Millisecond Can you at least cross it
diagonally?
23
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
24
Just like other members of the board, the
algorithm gets to vote on whether the firm makes
an investment in a specific company or not. The
program will be the sixth member of DKV's
board.
25
Walmart SV 1,500
26
60 IS THE NEW 40!70 IS THE NEW 50!35 IS THE NEW
65?
27
Bon Chance
28
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
29
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
30
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
31
SP 500 1/-1 Every 2 weeks! Source
Richard Foster (via Rita McGrath/HBR/12.26.13
32
NO OPTION Avoiding Commodity Hell Service on
Steroids
33
You are headed for commodity hell if you dont
have services.)
34
While everything may be better, it is also
increasingly the same.Paul Goldberger, The
Sameness of Things, The New York Times
35
The surplus society has a surplus of similar
companies, employing similar people, with similar
educational backgrounds, coming up with similar
ideas, producing similar things, with similar
prices and similar quality.Kjell Nordström
and Jonas Ridderstråle, Funky Business
36
More _at_ Moore
37
Lou, Your mission is to break the company up and
release hidden value!
38
Lou, with all the money Ive spent with you guys
on the best, this or that, this AND that, why
in the hell hasnt my business been transformed?
39
IBMtoIBM
40
50BIBM Global Services/Systems
integrator of choice
41
Planetary Rainmaker-in-Chief!CEO Sam
Palmisanos strategy is to expand techs borders
by pushing usersand entire industriestoward
radically different business models. The payoff
for IBM would be access to an ocean of
revenuePalmisano estimates it at 500 billion a
yearthat technology companies have never been
able to touch.Fortune
42
You are headed for commodity hell if you dont
have services.Lou Gerstner, on IBMs coming
revolution (1997)
43
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
44
UPS to UPS
45
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)
46
WHAT CAN BROWN DO FOR YOU?Its all about
solutions. We talk with customers about how to
run better, stronger, cheaper supply chains. We
have 1,000 engineers who work with customers
Bob Stoffel, UPS senior exec
47
THE GIANT STALKING BIG OIL How Schlumberger Is
Rewriting the Rules of the Energy Game. IPM
Integrated Project Management strays from
Schlumbergers traditional role as a service
provider and moves deeper into areas once
dominated by the majors. Source BusinessWeek
cover story, January 2008
48
IPMs Chief Well do just about anything an
oilfield owner would want, from drilling to
production.
49
Rolls-Royce now earns more from tasks such as
managing clients procurement strategies and
maintaining aerospace engines it sells than it
does from making them. Economist
50
We want to be the air traffic controllers of
electrons.Bob Nardelli, then CEO, GE Power
Systems (GE core business that has been making
products such as transformers for decades and
decades)
51
Customer Satisfaction to Customer Success
Were getting better at Six Sigma every day.
But we really need to think about the customers
profitability Are customers bottom lines
really benefiting from what we provide them?
Bob Nardelli, then chief of GE Power Systems
52
UTC/Otis UTC/Carrier boxes to integrated
building systemselevators, air conditioners
53
Service-Systems Paradox Cut GrowAutomate
75 of commodity service activities/Cut
staffand/butAdd value via people-intensive
strategic/systems-integration activities (Est
Suns service/sysint business could be 60 of
revenues.) (Hiring from PWC, etc.)
54
Date September 2013Location ChicagoClient
500 law-firm partnersComplaint Legal practice
becoming commoditized/ big clients cutting
costs, bringing the work inside, more and more
competitive bid situations
55
MasterCard Advisors
56
IDEOs ProgressionProduct Design to Product
Design Training to Corporate Innovation/ Culture
Training/Consulting
57
Omnicom 57 from marketing services
58
No longer are we only an insurance provider.
Today, we also offer our customers the products
and services that help them achieve their dreams,
whether its financial security, buying a car,
paying for home repairs, or even taking a dream
vacation.Martin Feinstein, CEO, Farmers Group
59
The business of selling is not just about
matching viable solutions to the customers that
require them. Its equally about managing the
change process the customer will need to go
through to implement the solution and achieve the
value promised by the solution. One of the key
differentiators of our position in the market is
our attention to managing change and making
change stick in our customers organization.
(E.g. CRM failure rate/Gartner 70) Jeff
Thull, The Prime Solution Close the Value Gap,
Increase Margins, and Win the Complex Sale
60
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
61
90K in U.S.A. ICUs on any given day 178 discrete
steps/day/patient in ICU.50 ICU stays result in
serious complication.Source Atul Gawande,
The Checklist (New Yorker, 1210.07)
62
Dr. Peter Pronovost, Johns HopkinsChecklist/d
ealing with line infections1/3rd lines,
at least one procedural error when he started
checklist programNurses/permission-requirement
to stop procedure if doc, other not following
checklist (BIG DEAL)In 1 year, ICUs 10-day
line-infection rate 11 to 0 Source
Atul Gawande, The Checklist (New Yorker,
1210.07)
63
I am hundreds of times better here than in my
prior hospital assignment because of the support
system. Its like you were working in an
organism you are not a single cell when you are
out there practicing. quote from Dr. Nina
Schwenk, in Chapter 3, Practicing Team
Medicine, from Leonard Berry Kent Seltman,
Management Lessons From Mayo Clinic
64
When I was in medical school, I spent hundreds
of hours looking into a microscopea skill I
never needed to know or ever use. Yet I didnt
have a single class that taught me communication
or teamwork skillssomething I need every day I
walk into the hospital. Peter Pronovost, Safe
Patients, Smart Hospitals
65
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)
66
The (RELENTLESS) Pursuit of Effective
Sub-optimality Never best system always best
IMPLEMENTED system. Rarely is significant change
implemented without CULTURE CHANGE. It happens
three levels down. (I hired women.) All
invention must be co-invention. POLITICS The all
important last 95. Compromise is endemic. We
power. Bigger than desirable teams are likely
requisite. Need to recruit-nurture a core group
of a dozen allies. 80 OF YOUR TIME SHOULD BE
SPENT ON ALLY RECRUITMENT-DEVELOPMENT. (Keep
tellin em you love em never take em for
granted.) Allies 3 levels down more important
than top guys. Bust your back finding a few
docs who get it. Sub-optimization is the
watchword. Compromise is thy name. The more
women the betterthe masters of indirection. Your
team must match gender composition of client
team.
67
The (RELENTLESS) Pursuit of Effective
Sub-optimality Lotsa social stuff.
WTTMSW. Small wins gtgt Big wins. MBWA! Make
friends/ROIR. Never waste a lunch. Never take
credit for anything. Culture change F2F, not
E2E. Tell the truth. Apologize for even the
tiniest screw-ups. Say Thank YOU til youre
blue in the face. Norm did tea. Visible.
(Woodys 80.) Meeting protocol Respectful. YOUR
PROFESSION IS LISTENING. Meeting excellence is
not an oxymoron. Remove sad dogs who spread
gloom. (D.O.) Ls gtgt Ws your role is realistic
encouragement. The goal should be Wow, not
good or even Very good.
68
Thinking In Terms of the Overall Experience
69
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
70
The Starbucks Fix Is on We have
identified a third place. And I really believe
that sets us apart. The third place is that place
thats not work or home. Its the place our
customers come for refuge.Nancy Orsolini,
District Manager
71
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
72
The 9 Planetree
Practices1. The Importance of Human
Interaction2. Informing and Empowering Diverse
Populations Consumer Health Libraries and
Patient Information3. Healing Partnerships The
importance of Including Friends and Family4.
Nutrition The Nurturing Aspect of Food5.
Spirituality Inner Resources for Healing6.
Human Touch The Essentials of Communicating
Caring Through Massage7. Healing Arts Nutrition
for the Soul8. Integrating Complementary and
Alternative Practices into Conventional
Care9. Healing Environments Architecture and
Design Conducive to HealthSource Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
73
Experience Rebel Lifestyle!What we sell is
the ability for a 43-year-old accountant to dress
in black leather, ride through small towns and
have people be afraid of him.Source Harley
exec, quoted in Results-Based Leadership
74
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
75
Design Functionality Aesthetics
Psychology Most whiz-bang technologies dont
sell themselves on function alone theyve got to
offer pleasure, too. My favorite recent example
is the ride-sharing service Uber. Sure, hailing a
cab on your phone is more convenient than waiting
for one on a street corner. But thats not the
main reason people love Uber. They love it
because Uber lets you feel like the boss A car
rushes to pick you up, and when it drops you off,
you jump out without ever reaching for your
wallet, as if you own the town. Uber isnt using
technology to sell convenience. Its selling
addictive thrills. Its selling joy. Farhad
Manjoo, Personal Tech, New York Times, 0528.14
76
Big carts 1.5X Source Walmart
77
2X When Friedman slightly curved the right
angle of an entrance corridor to one property, he
was amazed at the magnitude of change in
pedestrians behaviorthe percentage who entered
increased from one-third to nearly two-thirds.
Natasha Dow Schull, Addiction By Design
Machine Gambling in Las Vegas
78
Machine Gambling Pleasing odor 1 vs.
pleasing odor 2 45 revenue Source
Effects of Ambient Odors on Slot-Machine Useage
in Las Vegas Casinos, reported in Natasha Dow
Schull, Addiction By Design Machine Gambling in
Las Vegas (66 revenue, 85 profit)
79
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
80
this will be the womans century
81
I speak to you with a feminine voice. Its the
voice of democracy, of equality. I am certain,
ladies and gentlemen, that this will be the
womans century. In the Portuguese language,
words such as life, soul, and hope are of the
feminine gender, as are other words like courage
and sincerity. President Dilma Rousseff of
Brazil, 1st woman to keynote the United Nations
General Assembly (2011)
82
Research suggests that to succeed, start by
promoting women. Nicholas Kristof, Twitter,
Women, and Power, NYTimes, 1024.13
83
McKinsey Company found that the international
companies with more women on their corporate
boards far outperformed the average company in
return on equity and other measures. Operating
profit was 56 higher. Nicholas Kristof,
Twitter, Women, and Power, NYTimes, 1024.13
84
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
85
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. Source Judy B. Rosener, Americas
Competitive Secret Women Managers
86
Womens Negotiating
StrengthsAbility to put themselves in their
counterparties shoesComprehensive, attentive
and detailed communication styleEmpathy that
facilitates trust-buildingCurious and attentive
listeningLess competitive attitudeStrong
sense of fairness and ability to
persuadeProactive risk managerCollaborative
decision-makingSource Horacio Falcao, Cover
story/May 2006, World Business, Say It Like a
Woman Why the 21st-century negotiator will need
the female touch
87
Forget CHINA, INDIA and the INTERNET Economic
Growth Is Driven by WOMEN. Source Headline,
Economist
88
  • 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
  • Source Michael Silverstein and Kate Sayre, The
    Female Economy, HBR, 09.09

89
The Perfect Answer
Jill and Jack buy slacks in black
90
(No Transcript)
91
Warren Buffett Invests Like a Girl And Why
YouShould Too Louann Lofton
92
Portrait of a Female Investor1.
Trade less than men do2. Exhibit less
overconfidencemore likely to know what they
dont know3. Shun risk more than male investors
do4. Less optimistic, more realistic than their
male counterparts5. Put in more time and
effort researching possible
investmentsconsider details and alternate
points of view6. More immune to peer
pressuretend to make decisions the same way
regardless of whos watching7. Learn from their
mistakes8. Have less testosterone than men do,
making them less willing to take extreme
risks, which, in turn, could lead to less
extreme market cyclesSource Warren Buffett
Invests Like a Girl And Why YouShould Too,
Louann Lofton, Chapter 2, The Science Behind the
Girl
93
PSF
94
Sarah Mom, what do you do?
95
Sarah Mom, what do you do? Mom
Im overheadthe bureaucrat who runs the
cost center called Human Resources.
96
Anne Mom, what do you do?
97
Mom Anne, my human resources team and I are
the Rock Stars of the Age of Talent. We drive
our divisions strategic success.
98
Department Head/Cost center/Overhead to
MANAGING PARTNER, HR IS, RD, ETC. INC.
99
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale, Accountable (life
or death) Member-Partner of XYZ Hospitals
Senior Healing-Services Team (who happens to be a
techie)
100
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain
Executive Customer Experience Director (via
drivers, etc.)
101
Are you the Principal Engine of Value
Added
102
Big Idea CORPORATION AS MEGA-PSF
103
PSF/Professional Service
Firm/BeliefsPROFESSION CALLING/PASSION TO
MAKE A DIFFERENCE/EXCELLEN
CE POINT OF VIEW KNOW EXACTLY WHAT WE
STAND FOR/
DRAMATIC DIFFERENCECLIENT ENDURING,
TEST-THE-LIMITS RELATIONSHIP/TRUST
ED ADVISORSOLUTION ROCK HIS-HER WORLD/
WOW/ IMPLEMENTED CULTURE
CHANGE/ gtgtgtgtgtgt
SATISFACTION
104
Every PSF must have a formal formidable RD
budget. PERIOD.
105
The Professional Service Firm50 Fifty Ways to
Transform Your Department into a Professional
Service Firm Whose Trademarks are Passion and
Innovation!
106
Attributes of Professional Service Firms in
Pursuit of Excellence
107
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (E very
Practice Group If you cant explain your
position in eight words or less, you dont
have a positionSeth Godin)2. DRAMATIC
DIFFERENCE (We are the only ones who do what
we doJerry Garcia)3. Stretch Is Routine
(Never bite off less than you can
chewanon.)4. Eye-Appetite for Game-changer
Projects (Excellence at Assembling Best
TeamFast) 5. Playful Clients (Adventurous
folks who unfailingly Aim to Change the
World)6. Small Uneconomic Clients with Big
Aims 7. Life Is Too Short to Work with Jerks
(Fire lousy clients)8. OBSESSED WITH LEGACY
(Practice Group and Individual Dent the
UniverseSteve Jobs)9. Fire-on-the-spot Anyone
Who Says, Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a
commodity 10. Consistent with 9 above DO
NOT SHY AWAY FROM THE WORD (IDEA) RADICAL
108
The PSF35 The Client
Experience11. Always team with client full
partners in achieving memorable results
(Wanted Chimeras of Moonstruck
Minds!)12. We will seek assistance Anywhere to
assemble the Best-in- Planet Team for the
Project13. Client Team Members routinely declare
that working with us was the Peak
Experience of my Career14. The jobs not done
until implementation is 100.00 complete
(Those who dont get it must go)15.
IMPLEMENTATION IS NOT COMPLETE UNTIL THE
CLIENT HAS EXPERIENCED CULTURE CHANGE16.
IMPLEMENTATION IS NOT COMPLETE UNTIL
SIGNIFICANT TECHNOLOGY TRANSFER HAS TAKEN
PLACE-ROOT (Teach a man to fish )17. The
Final Exam DID WE MAKE A DRAMATIC,
LASTING, GAME-CHANGING DIFFERENCE?
109
The PSF35 The People The
Leadership18. TALENT FANATICS (Best-Coolest
place to work) (PERIOD)19. EYE FOR THE PECULIAR
(Hiring Go beyond same old, same old)
20. Early Opportunities (vs. Wait your turn)
21. Up or Out (Based on Legacy/Mentoring as
much as Billings/Rainmaking)22. Slide
the Old Aside/Make Room for Youth (Find oldsters
new roles?)23. TALENT IS OBSESSED WITH
RENEWAL FROM DAY 1 TO DAY R R
Retirement24. Office/Practice Leaders Evaluated
Primarily on Mentoring-Team Building
Skills 25. A PROPRIETARY TALENT DEVELOPMENT
PROCESS (GE) 26. Team Leadership Skills Valued
Early27. Partner with B.I.W. Best In World
Outsiders as Needed and to Infuse Different
Views
110
The PSF35 The Firm The
Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY
(My life is my messageGandhi) 29. Excellence
in EXECUTION 100.00 of the Time30. Drop
everything/Swarm to Support a Harried-On
-the-Verge Team31. SPEND ON RD LIKE A TECH
FIRM. 32. A PROPRIETARY METHODOLOGY (McKinsey,
Chiat Day, IDEO, old EDS) 33. BRAND MANIACS
(Organize Around a Point of View Worth
BROADCASTING) 34. PASSION! ENTHUSIASM! 35.
EXCELLENCE. ALWAYS.
111
Photographer Louise Roach
112
MBWA
113
25/50Howards religionDovs Big 2
114
ManagingBy WanderingAround
115
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
116
Meetings 1 leadership opportunity
117
Meetings are 1 thing bosses do. Therefore, 100
of those meetings EXCELLENCE. ENTHUSIASM.
ENGAGEMENT. LEARNING. TEMPO. WORK-OF-ART. DAMN
IT.
118
If I had to pick one failing of CEOs, its
that Co-founder of one of the largest
investment services firms in the USA/world
119
If I had to pick one failing of CEOs, its that
they dont read enough.
120
PLEASE CONSIDER Multi-month/ continuing Study
Group to assess at a snails pace the impact on
day-to-day affairs of the limitations of judgment
implied by Daniel Kahnemans Thinking, Fast
and Slow
121
Actor-observer Bias, Ambiguity Effect, Anchoring
or Focalism, Attentional Bias, Availability
Cascade, Availability Heuristic, Backfire Effect,
Bandwagon Effect, Base Rate Fallacy or Base Rate
Neglect, Belief Bias, Bias Blind Spot,
Bizarreness Effect, Change Bias, Cheerleader
Effect, Childhood Amnesia, Choice-supportive
Bias, Clustering Illusion, Confirmation Bias,
Congruence Bias, Conjunction Fallacy,
Conservatism (Bayesian), Conservatism or
Regressive Bias, Consistency Bias, Context
Effect, Contrast Effect, Cross-race Effect,
Cryptomnesia, Curse of Knowledge, Decoy Effect,
Defensive Attribution Hypothesis, Denomination
Effect, Distinction Bias, Dunning-Kruger Effect,
Duration Neglect, Egocentric Bias, Egocentric
Memory Bias, Empathy Gap, Endowment Effect,
Essentialism, Exaggerated Expectation,
Experimenters or Expectation Bias, Extrinsic
Incentives Bias, Fading Affect Bias, False
Consensus Effect, False Memory, Focusing Effect,
Forer Effect or Barnum Effect, Framing Effect,
Frequency Illusion, Functional Fixedness,
Fundamental Attribution Error, Gamblers Fallacy,
Generation or Self-generation Effect, Google
Effect, Group Attribution Error, Halo Effect,
Hard-easy Effect, Hindsight Bias, Hostile Media
Effect, Hot-hand Fallacy, Humor Effect,
Hyperbolic Discounting, Identifiable Victim
Effect, IKEA Effect, Illusion of Asymmetric
Insight, Illusion of Control, Illusion of
External Agency, Illusion of Transparency,
Illusion of Truth Effect, Illusion of Validity,
Illusory Correlation, Illusory Superiority,
Impact Bias, Information Bias, In-group Bias,
Insensitivity to Sample Size, Irrational
Escalation, Just-world Hypothesis or Phenomenon,
Lag or Spacing Effect, Less-is-better Effect,
Leveling and Sharpening, Levels-of-processing
Effect, List-length Effect, Loss Aversion, Ludic
Fallacy, Mere Exposure Effect, Misinformation
Effect, Modality Effect, Money Illusion,
Mood-congruent Memory Bias, Moral Credential
Effect, Moral Luck, Naive Cynicism, Negativity
Bias, Negativity Effect, Neglect of Probability,
Next-in-line Effect, Normalcy Bias, Observation
Selection Bias, Observer-expectancy Effect,
Omission Bias, Optimism Bias, Ostrich Effect,
Outcome Bias, Out-group Homogeneity Bias,
Overconfidence Effect, Pareidolia, Part-list
Cueing Effect, Peak-end Rule, Persistence,
Pessimism Bias, Picture Superiority Effect,
Planning Fallacy, Positivity Effect,
Post-purchase Rationalization, Primacy, Recency
Serial Position Effects, Processing Difficulty
Effect, Pro-innovation Bias, Projection Bias,
Pseudocertainty Effect, Reactance, Reactive
Devaluation, Recency Illusion, Reminiscence Bump,
Restraint Bias, Rhyme as Reason Effect, Risk
Compensation or Peltzman Effect, Rosy
Retrospection, Selective Perception,
Self-relevance Effect, Self-serving Bias,
Semmelweis Reflex, Shared Information Bias,
Social Comparison Bias, Social Desirability Bias,
Source Confusion, Status Quo Bias, Stereotypical
Bias, Stereotyping, Subadditivity Effect,
Subjective Validation, Suffix Effect,
Suggestibility, Survivorship Bias, System
Justification, Telescoping Effect, Testing
Effect, Time-saving Bias, Tip of the Tongue
Phenomenon, Trait Ascription Bias, Ultimate
Attribution Error, Unit Bias, Verbatim Effect,
Von Restorff Effect, Well-traveled Road Effect,
Worse-than-average Effect, Zeigarnik Effect,
Zero-risk Bias, Zero-sum Heuristic
122
1 Mouth,2 Ears
123
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
124
18
125
18 seconds!
126
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
organization effectiveness.) cont.
127
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. 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 organization
effectiveness.) 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 ...
Service. 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!
128
Suggested Core Value 1 We are Effective
Listenerswe treat Listening EXCELLENCE as the
Centerpiece of our Commitment to Respect and
Engagement and Community and Growth.
129
Business Has to Give People Enriching, Rewarding
Lives
130
1/4,096 excellencenow.com Business has to give
people enriching, rewarding lives or it's
simply not worth doing. Richard Branson
131
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)
132
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.
133
the joy of work John Mackey and Raj
Sisoda, Conscious Capitalism Liberating the
Heroic Spirit of Business See also, Joy Inc.
How We Built a Workplace People Love Richard
Sheridan (Menlo Innovations)
134
CORPORATE MANDATE 1 2014 Your principal moral
obligation as a leader is to develop the
skillset, soft and hard, of every one of the
people in your charge (temporary as well as
semi-permanent) to the maximum extent of your
abilities. The good news This is also the 1
mid- to long-term profit maximization
strategy!
135
1st-Line Bosses Cadre of Productivity
Asset 1!
136
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?
137
People leave managers not companies. Dave
Wheeler
138
Hiring.
139
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 and
Development, Google
140
Training Investment 1!
141
In the Army, 3-star generals worry about
training. In most businesses, it's a ho hum
mid-level staff function.
142
Gamblin Man Bet
gtgt 5 of 10 CEOs see training as expense rather
than investment. Bet gtgt 5 of 10 CEOs see
training as defense rather than offense. Bet gtgt
5 of 10 CEOs see training as necessary evil
rather than strategic opportunity. Bet gtgt 8
of 10 CEOs, in 45-min tour dhorizon of their
business, would not mention training.
143
Evaluating.
144
EVALUATING PEOPLE 1 DIFFERENTIATORSource
Jack Welch, now Jeff Immelt on GEs top
strategic skill (!!!!)
145
Promoting 2/year Legacy.
146
Promotion Decisionslife and death
decisionsSource Peter Drucker, The Practice
of Management
147
Social Business/ Tech
148
Biz 2014 Get Aboard the S-Train SM/Social
Media. SX/Social eXecutives. SE/Social
Employees. SO/Social Organization. SB/Social
Business.
149
IBM Social Business Markers/2005-2012 433,000
employees on IBM Connection 26,000 individual
blogs 91,000 communities 62,000
wikis 50,000,000 IMs/day 200,000 employees on
Facebook 295, 000 employees/800,000 followers
of the brand 35,000 on Twitter Source IBM
case, in Cheryl Burgess Mark Burgess, The
Social Employee
150
Marbles, a Ball and Social Employees ay IBM
Picture a ball and a bag of marbles side by
side. The two items might have the same
volumethat is, if you dropped them into a
bucket, they would displace the same amount of
water. The difference, however, lies in the
surface area, Because a bag of marbles is
comprised of several individual pieces, the
combined surface area of all the marbles far
outstrips the surface area of a single ball. The
expanded surface area represents a social brands
increased diversity. These surfaces connect and
interact with each other in unique ways, offering
customers and employees alike a variety of paths
toward a myriad of solutions. If none of the
paths prove to be suitable, social employees can
carve out new paths on their own. Ethan
McCarty, Director of Enterprise Social Strategy,
IBM (from Cheryl Burgess Mark Burgess, The
Social Employee
151
Seven Characteristics of the Social
Employee 1. Engaged 2. Expects Integration of
the Personal and Professional 3. Buys Into the
Brands Story 4. Born Collaborator 5. Listens 6.
Customer-Centric 7. Empowered Change
Agent Source Cheryl Burgess Mark Burgess,
The Social Employee
152
Excellence!
153
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!
154
The Economy Is Scary, But Smart Companies Can
Dominate They manage for valuenot for
EPS. They keep developing human capital. They
get radically customer-centric. Source Geoff
Colvin, Fortune
155
SEGEW 2014 SERVICE!-ENGAGEMENT!-GROWTH!-EXCEL
LENCE!-WOW! Employees as 1st customers
Acknowledgement Respect Commitment to
Personal Growth Training-to-Die-For
Engagement Work Worth Doing Peerless 1st-line
Leadership Cadre Committed to Employee
Growth MBWA Obsession Seamless Cross-functional
Excellence 360-degree Social Engagement Inside
Outside the Firm Co-creation of Everything A
Moral Service Ethos (Each other/Vendors/Customers
/Customers Customers/Communities) An Ethos of
Helping (On the Bus or Off the
Bus) Scintillating DesignAesthetics
FunctionalityPervades Every Aspect of the
Business (Inside Outside) Provision of
Extraordinary Customer ( Employee) Experiences
Obsession With TGRs/Things Gone Right Matchless
Quality Services Added/Extended-Integrated-Partn
ered Solutions to Broad Customer
Needs Relentless Experimentation (Bias for
Action/Instant Prototyping/ Celebration of
Excellent Failures/Transparency/ Pursuit of
Multipliers) JOY! (In All We Do) GROWTH! (In
All We Do) WOW! (In All We Do) EXCELLENCE! (In
All We Do)
156
Antifragile Things That Gain From Disorder
Nassim Nicholas TalebNot to be confused with
RESILIENCE
157
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)
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