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The Challenge: To Create More Value in All Negotiations

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

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Title: The Challenge: To Create More Value in All Negotiations


1
REALLY First Things Before First Things Tom
Peters/16 October 2013
2
REALLY First Things Before First
Things Conrad Hilton
3
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
4
Remember to tuck the shower curtain inside the
bathtub.
5
EXECUTION IS STRATEGY. Fred Malek
6
REALLY First Things Before First Things The
Army Knows!
7
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?
8
People leave managers not companies. Dave
Wheeler
9
REALLY First Things Before First Things
C-level?!
10
In the Army, 3-star generals worry about
training. In most businesses, it's a ho hum
mid-level staff function.
11
I would hazard a guess that most CEOs see IT
investments as a strategic necessity, but see
training expenses as a necessary evil.
12
REALLY First Things Before First Things53
53
13
People are NOT Standardized. Their evaluations
should NOT be standardized. EVER.
14
REALLY First Things Before First
Things Strengths gt Weaknesses
15
A man should never be promoted to a
managerial position if his vision focuses on
peoples weaknesses rather than on their
strengths. Peter Drucker, The Practice of
Management
16
EVALUATING PEOPLE 1 DIFFERENTIATORSource
Jack Welch/Jeff Immelt on GEs 1 strategic skill
(!!!!)
17
REALLY First Things Before First
Things Self-evaluation
18
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (strategy
business 45)
19
How can a high-level leader like _____ be so out
of touch with the truth about himself? Its more
common than you would imagine. In fact, the
higher up the ladder a leader climbs, the less
accurate his self-assessment is likely to be. The
problem is an acute lack of feedback especially
on people issues. Daniel Goleman (et al.),
The New Leaders
20
"Everyone thinks of changing the world, but no
one thinks of changing himself." Leo Tolstoy
21
REALLY First Things Before First Things Hiring
22
Development can help great people be even
BETTERBUT 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
23
REALLY First Things Before First
Things Questionable Judgment Skills
24
Clinical versus Statistical Prediction There
is now 1996 a meta-analysis of studies of the
comparative efficacy of clinical judgment and
actuarial prediction methods. Of 136 research
studies from a wide variety of predictive
domains, not more than 5 percent show the
clinicians predictive procedure to be more
accurate than a statistical one. Source Paul
Meehl, Clinical versus Statistical Prediction,
quoted in Daniel Kahneman, Thinking, Fast and
Slow
25
REALLY First Things Before First Things 1
Failing
26
If I had to pick one failing of CEOs, its that
they dont read enough. Co-founder of one of
the largest investment services firms in the
USA/world
27
REALLY First Things Before First Things 1
28
(No Transcript)
29
REALLY First Things Before First ThingsWe
Are What We Eat The Fred Smith Question
30
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
31
REALLY First Things Before First Things XFX
1
32
XFX 1 Cross-Functional eXcellence
33
NEVER WASTE A LUNCH!
34
XF lunches Measure! Monthly! Part of
evaluation! The PAs Club.
35
Allied commands depend on mutual confidence and
this confidence is gained, above all through
the development of friendships. General
D.D. Eisenhower, Armchair General Perhaps
his most outstanding ability at West Point was
the ease with which he made friends and earned
the trust of fellow cadets who came from widely
varied backgrounds it was a quality that would
pay great dividends during his future coalition
command.
36
REALLY First Things Before First Things We
37
Observed closely The use of I or we during
a job interview. Source Leonard Berry Kent
Seltman, chapter 6, Hiring for Values,
Management Lessons From Mayo Clinic
38
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,
from Management Lessons From Mayo Clinic
39
Every week every swimmer reports on how he helped
a teammate Source Skip Kenney, Stanford mens
swimming coach, 31 consecutive PAC10
championships, 7 NCAA championships
40
REALLY First Things Before First Things Meeting
Power!
41
Meetings 1 leadership opportunity
42
Meetings are 1 thing bosses do. Therefore, 100
of those meetings EXCELLENCE. ENTHUSIASM.
ENGAGEMENT. LEARNING. TEMPO. WORK-OF-ART. DAMN
IT.
43
REALLY First Things Before First Things MBWA
44
25
45
Im always stopping by our stores at least 25
a week. Im also in other places Home Depot,
Whole Foods, Crate Barrel. I try to be a
sponge to pick up as much as I can. Howard
SchultzSource Fortune, Secrets of Greatness
46
3K/5MSource Mark McCormack
47
Most managers spend a great deal of time
thinking about what they plan to do, but
relatively little time thinking about what they
plan not to do. As a result, they become so
caught up in fighting the fires of the moment
that they cannot really attend to the long-term
threats and risks facing the organization. So the
first soft skill of leadership the hard way is to
cultivate the perspective of Marcus Aurelius
avoid busyness, free up your time, stay focused
on what really matters. Let me put it bluntly
every leader should routinely keep a substantial
portion of his or her timeI would say as much as
50 percentunscheduled. Only when you have
substantial slop in your scheduleunscheduled
timewill you have the space to reflect on what
you are doing, learn from experience, and recover
from your inevitable mistakes. Leaders without
such free time end up tackling issues only when
there is an immediate or visible problem.
Managers typical response to my argument about
free time is, Thats all well and good, but
there are things I have to do. Yet we waste so
much time in unproductive activityit takes an
enormous effort on the part of the leader to keep
free time for the truly important things. Dov
Frohman ( Robert Howard), Leadership The Hard
Way Why Leadership Cant Be TaughtAnd How You
Can Learn It Anyway (Chapter 5, The Soft Skills
Of Hard Leadership)
48
REALLY First Things Before First Things ONE at
a Time
49
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
50
REALLY First Things Before First
Things Acknowledgement!
51
The 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)
52
REALLY First Things Before First Things K R
P
53
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
54
Press Ganey Assoc 139,380 former patients from
225 hospitalsNONE of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcome.Instead directly
related to Staff Interaction directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
55
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. KINDNESS IS FREE. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Source Putting Patients
First, Susan Frampton, Laura Gilpin, Patrick
Charmel (Griffin Hospital/Derby CT Plantree
Alliance)
56
K R P
57
Kindness Repeat Business Profit.
58
Kindness WORKS! Kindness PAYS!
59
REALLY First Things Before First Things Im
sorry
60
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successful.
61
With a new and forthcoming policy on apologies
Toro, the lawn mower folks, reduced the average
cost of settling a claim from 115,000 in 1991 to
35,000 in 2008 and the company hasnt been to
trial in the last 15 years!
62
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE. divorce, loss
of a BILLION aircraft sale, etc., etc.

63
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

64
Comeback big, quick response gtgt Perfection
65
REALLY REALLY First Things Before First
Things1 Mouth,2 Ears
66
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
67
18
68
18 seconds!
69
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.
70
10 Essential Selling Principles Most Salespeople
Get Wrong 1. Assuming the problem that the
prospect communicates is the real problem. 2.
Thinking that your sales presentation will seal
the deal. 3. Talking too much. 4. Believing that
you can sell anybody anything. 5. Overeducating
the prospect when you should be selling. 6.
Failing to remember that salespeople are
decision-makers, too. 7. Reading minds. 8.
Working as an unpaid consultant to seal the
deal. 9. Being your own worst enemy. 10. Keeping
your fingers crossed that a prospect doesnt
notice a problem. Source Forbes/0503.13
71
8 of 10 sales presentations fail50 failed
sales presentations talking at before
listening!Susan Scott, Let Silence Do the
Heavy Listening, chapter title, Fierce
Conversations Achieving Success at Work and in
Life,One Conversation at a Time
72
REALLY First Things Before First Things this
will be the womans century
73
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)
74
Forget CHINA, INDIA and the INTERNET Economic
Growth Is Driven by WOMEN. Source Headline,
Economist
75
  • 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

76
Headline 2020 Women Hold 80 Percent of
Management and Professional JobsSource The
Extreme Future The Top Trends That Will Reshape
the World in the Next 20 Years, James Canton
77
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
78
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
79
REALLY First Things Before First Things Moral
Obligation
80
Toms TIB 1 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! This I Believe
(courtesy Bill Caudill)
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