The Challenge: To Create More Value in All Negotiations

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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 didn't
have a single class that taught me communication
or teamwork skillssomething I need every day I
walk into the hospital. Peter Pronovost
(introduced checklists to ICUs/healthcare)
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Hard numbers, plans is Soft. Soft
people/relationships is Hard.
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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
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The
Four Values/ Agile Project Management
ManifestoValue 1 Individuals and
interactions over processes and
toolsValue 2 Working software over
comprehensive documentationValue 3
Customer collaboration over
contract negotiationValue 4 Responding to
change over following a
planSource Mark Layton, Agile Project
Management For Dummies Agile
Manifesto People. Communications. The Product.
Flexibility.
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Tom Peters The Project Leadership
EXCELLENCE 42 PMI Leadership Institute
Meeting 2014 Phoenix/23 October 2014 Slides at
tompeters.com (Also see our 23-part Master
Compendium at excellencenow.com)
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The Project Leadership EXCELLENCE 42   1.
Politics as nuisance-distraction vs.
Politics Is Life. RELISH It. 2. IQ gt EQ vs. EQ
gt IQ. 3. Buttoned down to a fault vs. I am
a dispenser of enthusiasm.Ben Zander 4. We
dont have time for niceties vs. CIVILITY.
ALWAYS. 5. Theres always some damn thing vs.
Live for the madness per se. (Antifragile
N.N. Taleb) 6. This is a time of enormous
change, which must be reflected in our
work vs. The greatest shortcoming of the
human race is our inability to understand the
exponential function. Albert Bartlett
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The root of our problem is not that were in a
Great Recession or a Great Stagnation, but
rather that we are in the early throes of a
Great Restructuring. Our technologies are racing
ahead, but our skills and organizations are
lagging behind. Source Race AGAINST the
Machine, Erik Brynjolfsson and Andrew McAfee
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The median worker is losing the race against the
machine. Erik Brynjolfsson and Andrew
McAfee, Race AGAINST the Machine
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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
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China/Foxconn 1,000,000 robots/next 3
years Source Race AGAINST the Machine, Erik
Brynjolfsson and Andrew McAfee
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The Project Leadership EXCELLENCE 42 7.
Linearity/waterfall vs. Non-linearity/circularit
y/ high tempo-O.O.D.A. Loop/AGILE. 8.
Step-at-a-time vs. Demo or die/Serious Play/
READY. FIRE. AIM. 9. Optimistic-or-bust vs.
UNDER-promise or bust. 10. In the office vs. Out
of the Office/No office. 11. Nose to the
grindstone vs. This is a blastas cool as
it gets. 12. Meetings as pain-in-the-butt vs.
Meetings as Leadership OPPORTUNITY 1. 13.
Small leadership circle vs. Inclusive leadership
circle. 14. Formal customer-vendor relationships
vs. No barriers-fully integrated
partnership with customers-vendors. 15. No
distractions, please vs. Welcome to the
Age of SOCIAL BUSINESS.
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Lesson48 WTTMSW
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WHOEVER TRIES THE MOST STUFF WINS
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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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READY.FIRE!AIM.H. Ross Perot
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BFA 1 in 1982/1 in 2014 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
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The Project Leadership EXCELLENCE
42 7. Linearity/waterfall vs.
Non-linearity/circularity/ high tempo-
O.O.D.A. Loop/AGILE. 8. Step-at-a-time vs.
Demo or die/Serious Play/ Ready. Fire.
Aim. 9. Optimistic-or-bust vs. UNDER-promise or
bust. 10. In the office vs. Out of the Office/No
office. 11. Nose to the grindstone vs.
This is a blastas cool as it gets. 12.
Meetings as pain-in-the-butt vs. Meetings/
Leadership OPPORTUNITY 1. 13. Small leadership
circle vs. Inclusive leadership circle. 14.
Formal customer-vendor relationships vs.
No barriers-fully integrated partnership with
customers-vendors. 15. No distractions,
please vs. Welcome to the Age of SOCIAL
BUSINESS.
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Biz 2014 Get Aboard the S-Train SM/Social
Media. SX/Social eXecutives. SE/Social
Employees. SO/Social Organization. SB/Social
Business.
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Seven Characteristics of the Social Employee
Empowerment On Steroids 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
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The Project Leadership EXCELLENCE 42 16.
Information as needed vs. WILDLY
over-communicate with EVERYONE. 17.
Confidentiality often necessary vs.
Confidentiality 99 nonsense/Inform everyone
of everything. 18. Email/IM vs.
FACE-TO-FACE/frequent-flyer miles. 19.
Over-scheduled vs. 50 unscheduled time. 20.
Latest tech vs. PAPER CHECKLIST. 21. Lunch with
colleagues/Lunch as respite vs. LUNCH as
1 Networking Opportunity/Lunch PLUS/ On
the docket RELATIONSHIP BUILDING 22. Suck UP for
Success vs. Suck DOWN for Success. 23. Fend off
enemies vs. recruit and nurture ALLIES
ALLIES MORE ALLIES.
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The art of war does not require complicated
maneuvers the simplest are the best and common
sense is fundamental. From which one might wonder
how it is generals make blunders it is because
they try to be clever.Napoleon
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The Project Leadership EXCELLENCE 42 16.
Information as needed vs. WILDLY
over-communicate with EVERYONE. 17.
Confidentiality often necessary vs.
Confidentiality 99 nonsense/Inform everyone
of everything. 18. Email/IM vs.
FACE-TO-FACE/frequent-flyer miles. 19.
Over-scheduled vs. 50 unscheduled time. 20.
Latest tech vs. Paper checklist. 21. Lunch with
colleagues/Lunch as respite vs. LUNCH as
1 Networking Opportunity/ Lunch PLUS/On
the docket RELATIONSHIP BUILDING 22. Suck UP for
Success vs. Suck DOWN for Success. 23. Fend off
enemies vs. recruit and nurture ALLIES
ALLIES MORE ALLIES.
23
The sacred 220 ABs. At bats
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The Project Leadership EXCELLENCE 42 16.
Information as needed vs. WILDLY
over-communicate with EVERYONE. 17.
Confidentiality often necessary vs.
Confidentiality 99 nonsense/Inform everyone
of everything. 18. Email/IM vs. FACE-TO-FACE/
frequent-flyer miles. 19. Over-scheduled vs.
50 unscheduled time. 20. Latest tech vs. Paper
checklist. 21. Lunch with colleagues/Lunch as
respite vs. LUNCH as 1 Networking
Opportunity/Lunch PLUS/ On the docket
RELATIONSHIP BUILDING 22. Suck UP for Success vs.
Suck DOWN for Success. 23. Fend off
enemies vs. recruit and nurture ALLIES
ALLIES MORE ALLIES.
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Spend 80 of your time on alliesfinding and
developing and nurturing allies of every size
and shape is the name of the winning game.
26
The Project Leadership EXCELLENCE
42 24. Silos are inevitable vs. INTENSIVELY
MANAGED XFX/ Cross-Functional
eXcellence. 25. Not our fault vs. WILDLY
over-respond to screw-ups/ Apology as
Relationship-Building Mainstay. 26.
Recognition-as-deserved vs. Constant
recognition, especially for little
stuff/Celebrate-every-damn-milestone-
imaginable, make em up if need be/BIG MO
rules. 27. Talk vs. LISTEN/Listening-as-Strategic
Tool 1 28. Heres the deal vs. WHAT DO YOU
THINK? 29. We want people who know what they
are doing vs. We want people with an
insatiable thirst for growth. 30. If hire good
folks, little need for training vs.
Training Investment 1 (Even on a BRIEF
project). 31. Noisy vs. Quiet (Introverts are
probably under-represented on your
teamfix it).
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Courtesies of a small and trivial character are
the ones which strike deepest in the grateful
and appreciating heart. Henry ClayThe
deepest principle in human nature is the craving
to be appreciated. William JamesCraving,
not wish or desire or longing/Dale
Carnegie, How to Win Friends and Influence
People (The BIG Secret of Dealing With
People) The deepest urge in human nature is
the desire to be important.John Dewey
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When dealing with people, remember you are not
dealing with creatures of logic, but with
creatures of emotion, creatures bristling with
prejudice and motivated by pride and
vanity.Dale Carnegie (from Timeless Wisdom,
compiled by Gary Fenchuk)
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The Project Leadership EXCELLENCE
42 24. Silos are inevitable vs. INTENSIVELY
MANAGED XFX/ Cross-Functional
eXcellence. 25. Not our fault vs. WILDLY
over-respond to screwups/ Apology as
Relationship Building Mainstay. 26.
Recognition-as-deserved vs. Constant
recognition, especially for little
stuff/Celebrate-every-damn-
milestone-imaginable, make em up if need be/
BIG MO rules. 27. Talk vs.
LISTEN/Listening-as-Strategic Tool 1. 28.
Heres the deal vs. WHAT DO YOU THINK? 29.
We want people who know what they are doing
vs. We want people with an insatiable
thirst for growth. 30. If hire good folks,
little need for training vs. Training
Investment 1 Even on a BRIEF project. 31.
Noisy vs. Quiet Introverts are probably
under-represented on your teamfix it.
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The doctor interrupts after Source
Jerome Groopman, How Doctors Think
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18
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18 seconds!
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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.
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Listen! 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. Listenin
g is ... the basis for true Collaboration. Listeni
ng is ... the basis for true Partnership. Listenin
g 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!
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The Project Leadership EXCELLENCE 42 24.
Silos are inevitable vs. INTENSIVELY MANAGED
XFX/ Cross-Functional eXcellence. 25. Not
our fault vs. WILDLY over-respond to screwups/
Apology as Relationship Building Mainstay. 26.
Recognition-as-deserved vs. Constant
recognition, especially for little
stuff/Celebrate-every-damn-
milestone-imaginable, make em up if need be/
BIG MO rules. 27. Talk vs. LISTEN/Listening-as
-Strategic Tool 1 28. Heres the deal vs.
WHAT DO YOU THINK? 29. We want people who know
what they are doing vs. We want people
with an insatiable thirst for growth. 30. If
hire good folks, little need for training vs.
TRAINING INVESTMENT 1 (Even on a
BRIEF project). 31. Noisy vs. Quiet (Introverts
are probably under-represented on your
teamfix it).
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Gamblin Man Bet 1 gtgt 5
of 10 CEOs see training as expense rather than
investment. Bet 2 gtgt 5 of 10 CEOs see training
as defense rather than offense. Bet 3 gtgt 5 of
10 CEOs see training as necessary evil rather
than strategic opportunity. Bet 4 gtgt 8 of
10 CEOs, in a 45-minute tour dhorizon of their
business, would NOT mention training.
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The Project Leadership EXCELLENCE 42 24.
Silos are inevitable vs. INTENSIVELY MANAGED
XFX/ Cross-Functional eXcellence. 25. Not
our fault vs. WILDLY over-respond to screwups/
Apology as Relationship Building Mainstay. 26.
Recognition-as-deserved vs. Constant
recognition, especially for little
stuff/Celebrate-every-damn-
milestone-imaginable, make em up if need be/
BIG MO rules. 27. Talk vs. LISTEN/Listening-as
-Strategic Tool 1 28. Heres the deal vs.
WHAT DO YOU THINK? 29. We want people who know
what they are doing vs. We want people
with an insatiable thirst for growth. 30. If
hire good folks, little need for training vs.
Training Investment 1 (Even on a BRIEF
project). 31. Noisy vs. Quiet (Introverts are
probably under-represented on your
teamfix it).
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The Project Leadership EXCELLENCE 42 32.
Millenials are different vs. Millenials want
stuff smart people-1st companies (e.g.,
Virgin, Southwest) have been giving
non-millenials for decades. 33. Supervisors are
1st and foremost paid to keep on top of
things vs. Supervisors are in the people
development business. 34. Bosses aim to help
people be successful vs. Bosses help
people GROW (2014 Grow or die./Holds on
even BRIEF projects) 35. Lieutenants
captains majors vs. Sergeants,
sergeants, sergeants. 36. Gender balance an
important goal vs. Women are the best
leaders. (And usually primary end-users).
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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!
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2 Help people be successful. 1 Help
people grow. Especially circa
2014 Grow or die (professionally) is fact, not
hyperbole. With a nod to Matthew Kellys The
Dream Manager 2 and 1 are clearly related,
but 1/grow has more to do with long-term
preparedness.
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The Project Leadership EXCELLENCE 42 32.
Millenials are different vs. Millenials want
stuff smart people-1st companies (e.g.,
Virgin, Southwest) have been giving
non-millenials for decades. 33. Supervisors are
1st and foremost paid to keep on top of
things vs. Supervisors are in the people
development business. 34. Bosses aim to help
people be successful vs. Bosses help
people GROW (2014 Grow or die./ Holds
on even BRIEF projects) 35. Lieutenants
captains majors vs. Sergeants,
sergeants, sergeants. 36. Gender balance an
important goal vs. WOMEN ARE THE BEST
LEADERS. (And usually primary end-users).
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AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
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Research suggests that to succeed, start by
promoting women.Nicholas Kristof, Twitter,
Women, and Power, NYTimes, 1024.13 In my
experience, women make much better executives
than men. Kip Tindell, CEO, Container Store,
from UNCONTAINABLE
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For One BIG Thing 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. Source Nicholas Kristof, Twitter,
Women, and Power, NYTimes, 1024.13
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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)
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The Project Leadership EXCELLENCE 42 37.
Concentration/no nonsense vs.
Daydreaming/READING/Freak Fridays. 38. Kaizen
vs. WOW-ification. 39. Design is important vs.
You know a design is good when you want to
lick it.Steve Jobs (Apple gt Exxon) 40.
Minimize TGWs vs. Maximize TGRs. 41. Make a
damn good product vs. Good product PLUS
enhance the SERVICES ENVELOPE. 42. Good work
vs. EXCELLENCE!
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INSANELY GREATSTEVE JOBSRADICALLY
THRILLING BMW
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Astonish me! (Sergei Diaghlev, to a lead
dancer)Build something great! (Hiroshi
Yamauchi, Nintendo, to a senior game designer)
Make it immortal! (David Ogilvy, to a
copywriter)
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Innovation Index How many of your Top Five
Projects score eight or higher (out of 10) on a
Weird/ Profound/WOW/Game-changer Scale?
WOW-ification Index Move every project
(definition) that scores six or less two notches
up on the WOW-ification Scale within the next
two weeks. If your principal current project
scores six or less, bring it up one (or two!)
notches by noon on Monday. (This tweet was
written on a Sunday.)
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Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. AVOID MODERATION!
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The Project Leadership EXCELLENCE 42 37.
Concentration/no nonsense vs.
Daydreaming/READING/Freak Fridays. 38. Kaizen
vs. WOW-ification/The Craigs list option. 39.
Design is important vs. You know a design is
good when you want to lick it.Steve Jobs
(Apple gt Exxon) 40. Minimize TGWs vs.
Maximize TGRs. 41. Make a damn good product vs.
Good product PLUS enhance the SERVICES
ENVELOPE. 42. Good work vs. EXCELLENCE!
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ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
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Conveyance Kingfisher Air Location Approach to
New Delhi
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May I clean your glasses, sir?
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Customers describing their service experience as
superior 8 Companies describing the service
experience they provide as superior
80 Source Bain Company survey of 362
companies, reported in John DiJulius, What's the
Secret to Providing a World-class Customer
Experience?
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The Project Leadership EXCELLENCE 42 37.
Concentration/no nonsense vs.
Daydreaming/READING/Freak Fridays. 38. Kaizen
vs. WOW-ification/The Craigs list option. 39.
Design is important vs. You know a design is
good when you want to lick it. Steve Jobs
(Apple gt Exxon) 40. Minimize TGWs vs.
Maximize TGRs. 41. Make a damn good product vs.
Good product PLUS (wildly) enhance the
SERVICES ENVELOPE. 42. Good work vs.
EXCELLENCE!
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UPS to UPS
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Rolls-Royce now earns MORE from tasks such as
managing clients overall procurement strategies
and maintaining aerospace engines it sells than
it does from making them.Economist
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The Project Leadership EXCELLENCE 42 37.
Concentration/no nonsense vs.
Daydreaming/READING/Freak Fridays. 38. Kaizen
vs. WOW-ification/The Craigs list option. 39.
Design is important vs. You know a design is
good when you want to lick it.Steve Jobs
(Apple gt Exxon) 40. Minimize TGWs vs.
Maximize TGRs. 41. Make a damn good product vs.
Good product PLUS enhance the SERVICES
ENVELOPE. 42. Good work vs.
EXCELLENCE!
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EXCELLENCE is NOT a long-term "aspiration.
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EXCELLENCE is not a long-term "aspiration.
EXCELLENCE is THE NEXT 5 MINUTES. (Or
NOT.)
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EXCELLENCE is not an "aspiration." EXCELLENCE is
THE NEXT FIVE MINUTES. EXCELLENCE is your next
conversation. Or not. EXCELLENCE is your next
meeting. Or not. EXCELLENCE is shutting up and
listeningreally listening. Or not. EXCELLENCE is
your next customer contact. Or not. EXCELLENCE is
saying Thank you for something small. Or
not. EXCELLENCE is the next time you shoulder
responsibility and apologize. Or not. EXCELLENCE
is waaay over-reacting to a screw-up. Or
not. EXCELLENCE is the flowers you brought to
work today. Or not. EXCELLENCE is lending a hand
to an outsider whos fallen behind schedule. Or
not. EXCELLENCE is bothering to learn the way
folks in finance (or IS or HR) think. Or
not. EXCELLENCE is waaay over-preparing for a
3-minute presentation. Or not. EXCELLENCE is
turning insignificant tasks into models of
EXCELLENCE. Or not.
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EXCELLENCE. Always. If not EXCELLENCE,
what?If not EXCELLENCE now, when?