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To appreciate
this presentation [and ensure
that it is not a mess], you need
Microsoft fonts:
NOTE:
“Showcard Gothic,”
“Ravie,” “Chiller”
and “Verdana”
Conrad
Hilton …
Conrad Hilton, at a gala
celebrating his career,
“What was the
most important lesson
you’ve learned in you
long and distinguished
career?” His immediate
was asked,
answer …
“remember
to tuck the
shower curtain
inside the
bathtub”
“Execution
is
strategy.”
—Fred Malek
Internal
organizational
excellence =
Deepest “Blue
Ocean”
XX = 90%
XFX = 50% XX
“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
NM, DDE
& Ben …
“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
“Berezovsky … came under attack from the newly
powerful Primakov, and was shunned by most of the
Putin made a point of
attending Berezovsky’s wife’s
birthday party. Berezovsky
repaid Putin by championing
his candidacy to run the F.S.B.,
Russia’s secret police, formerly
the K.G.B., and ultimately by
suggesting that the Family
make him president. To sum up, the man’s
political elite.
qualifications were: he did not take a bribe from a car
dealership and had been unafraid to go to a party for an
acquaintance who had fallen into disfavor.” —”Dead Soul,”
Vanity Fair, October 2008
“You have to
treat your
employees like
customers.”
—Herb Kelleher,
upon being asked his “secret to success”
Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,”
on the occasion of Herb Kelleher’s retirement after 37 years
at Southwest Airlines (SWA’s 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)
LONG
Tom Peters’
Excellence.
Always.
Philips Healthcare/MegaMeeting
2010 Sales/Service Kickoff
16 February/WDW Dolphin Hotel
(PP available to download at tompeters.com)
MBWA
25
Excellence1982: The Bedrock “Eight Basics”
1.
2.
3.
4.
5.
6.
7.
8.
A Bias for Action
Close to the Customer
Autonomy and Entrepreneurship
Productivity Through People
Hands On, Value-Driven
Stick to the Knitting
Simple Form, Lean Staff
Simultaneous Loose-Tight
Properties”
“Breakthrough” 82*
People!
Customers!
Action!
Values!
*In Search of Excellence
Sunday “Drive By”: The CEO of a very successful mid-sized
bank, in the Mid-west, attended a seminar of mine in
Northern California in the mid-80s—but I remember the
following as if it were yesterday. I’ve forgotten the specific
context, but I recall him saying to me, pretty much word
“Tom let me tell you the
definition of a good lending officer.
After church on Sunday, on the way
home with his family, he takes a
little detour to drive by the factory
he just lent money to. Doesn’t go in
or any such thing, just drives by and
takes a look.”
for word,
… 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.
“The
ONE Question”: “In the last year [3 years, current job],
three
people
name the …
… whose growth you’ve
most contributed to. Please explain where they were at the
beginning of the year, where they are today, and where they are
heading in the next 12 months. Please explain in painstaking detail
your development strategy in each case. Please tell me your biggest
development disappointment—looking back, could you or would you
have done anything differently? Please tell me about your greatest
development triumph—and disaster—in the last five years. What
are the ‘three big things’ you’ve learned about helping people
grow along the way.”
Thank you Peter Drucker/AIM
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 leaders—the alpha and the
omega and everything in between—is 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.
Source: The Little BIG Things: 163 Ways to Pursue EXCELLENCE
We—leaders of every stripe—are 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.
Source: The Little BIG Things: 163 Ways to Pursue EXCELLENCE
Brand =
Talent.
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
Women’s Strengths Match New
Economy Imperatives: Link [rather than rank]
workers; favor interactive-collaborative leadership
style [empowerment beats top-down decision
making]; sustain fruitful collaborations; comfortable
with sharing information; see redistribution of power
as victory, not surrender; favor multi-dimensional
feedback; value technical & interpersonal skills,
individual & group contributions equally; readily
accept ambiguity; honor intuition as well as
pure “rationality”; inherently flexible; appreciate
cultural diversity. —Judy B. Rosener,
America’s Competitive Secret: Women Managers
“Forget China, India
and the Internet:
Economic Growth Is
Driven by
Women.”
Source: Headline, Economist
“The doctor
interrupts
after …*
*Source: Jerome Groopman, How Doctors Think
seconds
[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
Listening
Listening
Listening
Listening
is
is
is
is
...
...
...
...
are far better at it than men.)
the basis for Community.
the bedrock of Joint Ventures that work.
the bedrock of Joint Ventures that last.
the core of effective Cross-functional
Communication* (*Which is in turn Attribute #1 of
organizational effectiveness.)
[cont.]
*Listening is of the
utmost … strategic
importance!
*Listening is a proper …
core value !
*Listening is … trainable
!
*Listening is a … profession
!
Listen = Profession = Study = practice = evaluation =
Enterprise value: "We
listen intently to
and fully engage
all with whom
we work."
Study
Write
Present
Ask
Listen
four most
important
words in any
“The
organization are …
The four most important words in any organization
are …
“What do
you
think?”
Source: courtesy Dave Wheeler, posted at tompeters.com
“The deepest
principle of human
nature is the
craving to be
appreciated.”
—William James
(in Timeless Wisdom, compiled by Gary Fenchuk)
And the answer is ….
otis
“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 Won’t Get You There: How Successful People Become
Even More Successful
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.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
*PERCEPTION IS ALL THERE IS!
“We are
thoughtful
in all we do.”
Thoughtfulness is key to customer retention.
Thoughtfulness is key to employee recruitment
and satisfaction.
Thoughtfulness is key to brand perception.
Thoughtfulness is key to your ability to look in
the mirror —and tell your kids about your job.
“Thoughtfulness is free.”
Thoughtfulness is key to speeding things up—
it reduces friction.
Thoughtfulness is key to transparency and even
cost containment—it abets rather than stifles
truth-telling.
139,380 former
patients from 225 hospitals:
Press Ganey Assoc:
none
of THE top 15 factors
determining Patient Satisfaction
referred to patient’s health outcome
P.S. directly related to Staff Interaction
P.P.S. directly correlated with Employee
Satisfaction
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“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
Kindness
is free.
budget.
Listening to patients or
answering their questions costs nothing. It can be argued that negative
interactions—alienating patients, being non-responsive to their needs or
limiting their sense of control—can be very costly. … Angry, frustrated or
frightened patients may be combative, withdrawn and less cooperative—
requiring far more time
than it would have taken to interact with them initially in a positive way.” —
Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
“We don’t take people
to the elevator—we
take them down to the
street.
—David Ogilvy
problem #1.
Opportunity #1.
X =XFX*
*Excellence = Cross-functional Excellence
Never
waste a
lunch!
???????
“Success doesn’t depend on the number of
people you know; it depends on the number
of people you know in
high places!”
or
“Success doesn’t depend on the number of
people you know; it depends on the number
of people you know in
low
places!”
C(I) > C(E)
Lunch
Kudos
Learning/ Presence/Presentations
Facetime C(E)
Transparency
Awards
Co-locate/Geologists-Geophysicists
Time!!!!!!!!!!!!!!!!!!!!!!!!!!
Motherhood (“If don’t take credit …)
Staff C.Sat./Unicredit
(Gust)
BLAME NOBODY.
EXPECT NOTHING.
DO SOMETHING.
Source: Locker room sign posted by
football coach Bill Parcells
<TGW
and …
>TGR
[Things Gone WRONG-Things Gone RIGHT]
2-cent candy
“May I clean your glasses?”
2,000,000
Carl’s street sweeper
M.M.M.O.T. =
Manage To
Memorable
“Moments Of
Truth”*
*with thanks to Jan Carlzon, SAS
The Value-added Ladder
Customer Success/
Gamechanging
Solutions
Services
Goods
Raw Materials
IBM Global Services
UPS ILS
Schlumberger IPM
MasterCard Advisors
Etc.
Etc.
(1) LAN Installation Co. (3%)
“Geek Squad” (30%)
(2)
(3) Best Buy contracts
(4) Best Buy purchases
(5) Best Buy’s
“brand promise”
Source: Best Buy (Circuit City: fire senior, hire junior)
#10/Appendix
Forty-four “Secrets”
and “clever Strategies”
For dealing with the
Recession of 2007++
44 “Secrets” and “Clever Strategies” For
Dealing with the Recession of 2007+
You come earlier.
You leave later.
You work harder.
You may well work for less; and, if so, you
adapt to the untoward circumstances with a
smile—even if it kills you inside.
You volunteer to do more.
You dig deep and always bring a good attitude
to work.
You fake it if your good attitude flags.
You literally practice your "game face" in the
mirror in the morning, and in the loo
mid-morning.
You give new meaning to the idea and intensive
practice of “visible management.”
44 “Secrets” and “Clever Strategies” For
Dealing with the Recession of 2008-XXXX
You take better than usual care of yourself and
encourage others to do the same—physical
well-being determines mental well-being and
response to stress.
You shrug off shit that flows downhill in your
direction—buy a shovel or a “pre-worn”
raincoat on eBay.
You try to forget about “the good old days”—
nostalgia is self-destructive.
You buck yourself up with the thought that
“this too shall pass”—but then remind yourself
that it might not pass any time soon, and so
you re-dedicate yourself to making the
absolute best of what you have now.
44 “Secrets” and “Clever Strategies” For
Dealing with the Recession of 2008-XXXX
You work the phones and then work the
phones some more—and stay in touch with
positively everyone.
You frequently invent breaks from routine,
including “weird” ones—“changeups” prevent
wallowing and bring a fresh perspective.
You eschew all forms of personal excess.
You simplify.
You sweat the details as never before.
You sweat the details as never before.
You sweat the details as never before.
You raise to the sky and maintain at all
costs the Standards of Excellence by which
you unfailingly evaluate your own performance.
You are maniacal when it comes to responding
to even the slightest screw-up.
44 “Secrets” and “Clever Strategies” For
Dealing with the Recession of 2008-XXXX
You find ways to be around young people and
to keep young people around—they are less
likely to be members of the “sky is falling”
school.
You learn new tricks of your trade.
You remind yourself that this is not just
something to be “gotten through”—it is the
Final Exam of character.
You network like a demon.
You network inside the company—get to know
more of the folks who “do the real work.”
You network outside the company—get to
know more of the folks who “do the real
work” in vendor-customer outfits.
44 “Secrets” and “Clever Strategies” For
Dealing with the Recession of 2008-XXXX
You thank others by the truckload if good
things happen—and take the heat yourself if
bad things happen.
You behave kindly, but you don't sugarcoat or
hide the truth--humans are startlingly
resilient and rumors are the real killers.
You treat small successes as if they were
Superbowl victories—and celebrate and
commend accordingly.
You shrug off the losses (ignoring what's going
on in your tummy), and get back on the
horse and immediately try again.
You avoid negative people to the extent you
can—pollution kills.
You eventually read the gloom-sprayers the
riot act.
44 “Secrets” and “Clever Strategies” For
Dealing with the Recession of 2008-XXXX
You give new meaning to the word "thoughtful.“
You don’t put limits on the flowers budget—
“bright and colorful” works marvels.
You redouble, re-triple your efforts to "walk in
your customer's shoes." (Especially if the
shoes smell.)
You mind your manners—and accept others’
lack of manners in the face of their strains.
You are kind to all mankind.
You keep your shoes shined.
You leave the blame game at the office door.
You call out the congenital politicians in no
uncertain terms.
You become a paragon of personal accountability.
And then you pray.