Transcript Tom Peters’ X25* EXCELLENCE. ALWAYS. JIWA Training/Khobar/16January2007 *In Search of Excellence 1982-2007 Slides at … tompeters.com.

Tom Peters’ X25*
EXCELLENCE.
ALWAYS.
JIWA Training/Khobar/16January2007
*In Search of Excellence 1982-2007
Slides at …
tompeters.com
EXCELLENCE.
ALL YOU NEED TO KNOW.
EXCELLENCE.
ALL YOU NEED TO KNOW.
“The role of the Director is to create a
space where the actors and
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
EXCELLENCE.
THE MANDATE.
“It is not the
strongest of the
species that survives,
nor the most
intelligent, but the
one most responsive
to change.”
—Charles Darwin
EXCELLENCE.
STARTERS.
BASICS.
K.I.S.S.
Raging Success =
P-SQUARED.
C. E-CUBED.
People.
Product.
Clients.
Execution.
Enthusiasm.
Excellence.
The older I
get the less
boring the
“basics”
become!
EXCELLENCE.
PETERS.
WATERMAN.
CIRCA 1982.
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”
EXCELLENCE.
ASPIRATION.
“Why in the
world did
you go to
Siberia?”
An emotional,
vital, innovative, joyful,
creative, entrepreneurial
endeavor that elicits
maximum concerted
human potential in
the wholehearted
service of others.***
Enterprise* ** (*at its best):
**Excellence. Always.
***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
EXCELLENCE.
ASPIRATION.
YOU & ME.
“Every time we come to a comfort
zone, we will find a way out. … A
typical day at the office for me
begins by asking, ‘What is
impossible that I
am going to do
today?’”
—Daniel Lamarre, president,
Cirque du Soleil
EXCELLENCE.
BEDROCK.
TALENT.
People Power:
The
Talent50
1. People
First!
“The Creative Age
is a wide-open
game.”
—Richard Florida,
The Rise of the Creative Class
Whoops:
Jack didn’t
have a vision!*
*GE = “Talent Machine” (Ed Michaels)
2. Soft Is
Hard.
Message: Leading
“Talent” is all about
Emotion: Passion,
Enthusiasms, Appetite for Life,
Engagement, Commitment,
Great Causes & Determination
to Make a Damn Difference,
Shared Adventures, Bizarre
Failures, Growth, Insatiable
Appetite for Change.
3. FUNDAMENTAL
PREMISE: We Are in an Age
of Talent/Creativity/
Intellectual-capital Added.
Agriculture Age (farmers)
Industrial Age (factory workers)
Information Age (knowledge
workers)
Conceptual Age
(creators and
empathizers)
Source: Dan Pink, A Whole New Mind
4. Talent
“Excellence” in
Every Part of
Every Organization.
Wegmans:
#1/100
“Best Companies to
Work for”/2005
5. P.O.T./
Pursuit Of
Talent =
OBSESSION.
“The leaders of Great
Groups love talent and
know where to find it.
revel in the
talent of others.”
They
—Warren Bennis & Patricia Ward Biederman, Organizing Genius
6. Talent Masters
Understand
Talent’s
Intangibles.
Visibly energetic /Passionate/Enthusiastic … about everything.
Engaging/Inspires others. (Inspires the interviewer!)
Loves messes & pressure.
Impatient/ Action fanatic.
A finisher.
Exhibits: Fat “WOW Project” Portfolio. (Loves to talk about her work.)
Smart.
Curious/ Eclectic interests/ A little (or more) weird.
Well-developed sense of humor/ Fun to be around.
******
No. 1 re bosses: Exceptional talent selection & development
record. (Former co-workers: “Did you visibly grow while
working with X?” /“How has the department/team grown
on a ‘world-class’ scale during X’s tenure?”)
7. HR Is
“Cool.”
“support function” /
“cost center” /
“bureaucratic drag”
or …
Are you …
“Rock Stars
of the
Age of Talent”?
8. HR Sits at
The Head
Table.
A review of Jack and Suzy Welch’s Winning claims there are but
two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance
measurement. Performance measurement based, as it usually is, on
budgeting leads to an epidemic of gaming the system. GE’s performance
measurement is divorced from budgeting—and instead reflects how you do
relative to your past performance and relative to competitors’ performance; i.e.,
it’s about how you actually do in the context of what happened in the real world,
not as compared to a gamed-abstract plan developed last year.
Second: Putting HR on
a par with finance
and marketing.
9. Re-name
“HR.”
Talent
Department
10. There Is
an “HR
Strategy”/
“HR Vision”
Our Mission
To develop and manage talent;
to apply that talent,
throughout the world,
for the benefit of clients;
to do so in partnership;
to do so with profit.
WPP
EVP/
IBP?*
What’s your company’s …
*Employee Value Proposition, per Ed Michaels et al.,
The War for Talent; IBP/Internal Brand Promise per TP
EVP/IBP = Remarkable
challenges, rapid professional
growth, wholesale respect,
deep satisfaction, fun, stunning
opportunities, exceptional
rewards, amazing peer group,
full membership in Club
Adventure, maximized future
employability
11. Acquire
for Talent!
Omnicom's acquisitions: “not for
“buying
talent;” “deepen a
size per se”;
relationship with a client.”
Source: Advertising Age
12. There Is a
FORMAL
Recruitment
Strategy.
“Busy Executives
Fail To Give
Recruiting
Attention It
Deserves”
—Headline, WSJ, 1121.05
Cirque du
Soleil!
13. There Is a
FORMAL
Leadership
Development
Strategy.
DD: 0 to 60mph
in a flash
(months)
14. There is a
“World Class”
Leadership
Development
CENTER.
Crotonville!
15. There Is a
FORMAL
STRATEGIC HR
Review Process.
“In most companies, the Talent Review Process is a
farce. At GE, Jack Welch and his two top HR people visit
each division for a day. They review the top 20 to 50
people by name. They talk about Talent Pool
The Talent
Review Process is a contact
sport at GE; it has the
intensity and the
importance of the budget
process at most
companies.”—Ed Michaels
strengthening issues.
16. “People”/
Talent” Reviews
Are the FIRST
Reviews.
17.
HR Strategy
= BUSINESS
Strategy.
#1/100
Wegmans:
Best Companies to Work for
84%: Grocery stores “are all alike”
46%: additional spend if customers have an “emotional
connection” to a grocery store rather than “are satisfied” (Gallup)
“Going to Wegmans is not just shopping, it’s an event.”
—Christopher
Hoyt, grocery consultant
“You
cannot separate
their strategy as a
retailer from their
strategy as an
employer.” —Darrell Rigby, Bain & Co.
18. Make it a
“Cause Worth
Signing Up For.”
“People want to be part of
something larger than
themselves. They want to
be part of something
they’re really proud of,
that they’ll fight for,
sacrifice for , trust.” —Howard
Schultz, Starbucks (IBD/09.05)
19. Unleash
“Their” Full
Potential!
“Firms will not ‘manage the careers’
of their employees. They will
provide opportunities to
enable the employee to
develop identity and
adaptability and thus be in
charge of his or her own
career.” —Tim Hall et al., “The New Protean Career
Contract”
A “Life
Success
Company”
RE/MAX:
Source: Everybody Wins, Phil Harkins & Keith Hollihan
20. Set Sky
High
Standards.
Did We Say “Talent Matters”?
“The top software developers are more
productive than average software
developers not by a factor of 10X or 100X,
or even 1,000X, but
10,000X.”
—Nathan Myhrvold, former Chief Scientist, Microsoft
21. Enlist
Everyone in
Challenge
Century21.
Distinct …
or … Extinct
22. Pursue
the Best!
From “1, 2 or you’re out”
[JW] to …
“Best Talent
in
each industry segment to
build best proprietary
intangibles” [EM]
Source: Ed Michaels, War for Talent
23. Up or
Out.
“We believe companies can increase their market cap 50
percent in 3 years. Steve Macadam at Georgia-Pacific
changed 20 of his 40 box
plant managers to put
more talented, higher
paid managers in charge.
He increased profitability from
million in
$25 million to $80
2 years.” —Ed Michaels, War for Talent
24.
Ensure that
the Review
Process Has
INTEGRITY.
25 = 100*
* “But what do I do that’s more important than
developing people? I don’t do the work. They do.”—GK
25. Pay Up!
“Top performing companies
are two to four times more
likely than the rest to
what it takes
pay
prevent losing top
performers.” —Ed Michaels,
War for Talent
to
26. Training I:
Train! Train!
Train!
“Knowledge becomes
obsolete incredibly fast. The
continuing professional
education of adults is the
No. 1 industry in the next
30 years … mostly on line.”
Peter Drucker, Business 2.0
27. Training II:
100% “Business
People.”
“If there is nothing
very special about
your work, no matter
how hard you apply yourself
you won’t get noticed, and
that increasingly means you
won’t get paid much either.”
—Michael Goldhaber, Wired
28. Training III:
100% LEADERS.
“I start with the
premise that the
function of leadership
is to produce more
leaders, not more
followers.” Ralph Nader
—
29. Training IV:
Boss as Trainerin-Chief.
“Workout” = 24
DPY in the
Classroom
30. Training V:
The REAL
Bedrock of the
“Talent Thing.”
“My wife and I went to a [kindergarten] parent-teacher
conference and were informed that our budding
refrigerator artist, Christopher, would be receiving a
grade of Unsatisfactory in art. We were shocked. How
could any child—let alone our child—receive a poor grade
His teacher
informed us that he had
refused to color within the
lines, which was a state
requirement for
demonstrating ‘grade-level
motor skills.’ ” —Jordan Ayan, AHA!
in art at such a young age?
15 “Leading” Biz Schools
0
Design/Core:
Design/Elective: 1
0
Creativity/Core:
Creativity/Elective: 4
0
Innovation/Core:
Innovation/Elective: 6
Source: DMI/Summer 2002/Research by Thomas Lockwood
31. Wide-open
Communication:
NO BARRIERS.
“The organizations we created have
become tyrants. They have taken
control, holding us fettered, creating
barriers that hinder rather than help
our businesses. The lines that we
drew on our neat organizational
diagrams have turned into walls
that no one can scale or
penetrate or even peer over.” —
Frank Lekanne Deprez & René Tissen, Zero Space: Moving Beyond
Organizational Limits
32. Respect!
“What creates
trust, in the end, is
the leader’s
manifest respect
for the followers.”
—
Jim O’Toole, Leading Change
“It was much later that I realized Dad’s
secret. He gained respect by giving it. He
talked and listened to the fourth-grade kids
in Spring Valley who shined shoes the same
way he talked and listened to a bishop or a
He was
seriously interested
in who you were and
what you had to say.”
college president.
—Sara Lawrence-Lightfoot, Respect
33. Embrace
the Whole
Individual.
“Be kind, for
everyone you meet
is fighting a great
battle.”
—Philo of Alexandria
34. Build
Places of
“Grace.”
Rodale’s on “Grace” …
elegance … charm …
loveliness … poetry in
motion … kindliness ...
benevolence …
benefaction …
compassion … beauty
35. MBWA*:
Visible
Leadership!
*Managing By Wandering Around
“The first and greatest
imperative of command
is to be present in
person. Those who
impose risk must be seen
to share it.”
—John Keegan,
The Mask of Command
36. Thank
You!
“The deepest human
need to
be appreciated.”
need is the
—William James
37. Promote for
“people skills.”
(THE REST IS
DETAILS.)
“When assessing candidates, the
first thing I looked for was energy
and enthusiasm for execution.
Does she talk about the thrill
of getting things done, the
obstacles overcome, the role
her people played —or does she
keep wandering back to strategy
or philosophy?” —Larry Bossidy,
Honeywell/AlliedSignal, in Execution
38. Honor
Youth.
“Why focus on these late teens and twenty-
Because they are the
first young who are both in a
position to change the world, and
are actually doing so. … For the first
somethings?
time in history, children are more
comfortable, knowledgeable and literate than
their parents about an innovation central to
society. … The Internet has triggered the
first industrial revolution in history to be led
by the young.”
The Economist
39. Provide Early
Leadership
Assignments.
The
WOW!
Project
40. Create a
FORMAL
System of
Mentoring.
W. L. Gore
Quad/Graphics
41. Diversity!
“To be a leader in
consumer products,
it’s critical to have
leaders who
represent the
population we serve.”
—Steve Reinemund/PepsiCo
“We want our associate
population to mirror our
customer population at
every level, from the
executive suite all the way
to the retail floor.” —Larry Johnston,
CEO, Albertsons
42. SERVE.
“Leaders
‘SERVE’
people.
Period.”
—Anon.
Servant Leadership/Robert Greenleaf
1. Do those served grow as
persons?
2. Do they, while being served,
become healthier wiser, freer,
more autonomous, more likely
themselves to become servants?
43. Hire
(& Protect!)
Weird!
The Cracked Ones Let in the Light
“Our business needs a massive
transfusion of talent, and
talent, I believe, is most likely
nonconformists,
dissenters and
rebels.”
to be found among
—David Ogilvy
44. We Are
Each Unique.
53 Players =
53 Projects =
53 different
success measures.
45. Capitalize
on Strengths.
“The key difference between
checkers and chess is that in
checkers the pieces all move
the same way, whereas in chess
all the pieces move differently.
… Discover what is unique
about each person and
capitalize on it.”
—Marcus Buckingham, The One Thing You Need to Know
“The mediocre manager believes that most
things are learnable and therefore that the
essence of management is to identify ach
person’s weaker areas and eradicate them.
The great manager believes the opposite.
He believes that the most influential
qualities of a person are innate and
therefore that the essence of
management is to deploy these innate
qualities as effectively as possible and
so drive performance.”
—Marcus Buckingham, The One Thing You Need to Know
46. Bosses
“Win People
Over.”
“Coaching
is winning
players over.”
PJ:
47. GOAL:
Voyages of
Mutual
Discovery.
Quests!
48. Foster
Independence.
Organizing Genius / Warren Bennis
and Patricia Ward Biederman
“Groups become great only when
everyone in them, leaders and
members alike, is free to do his or
her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its
members to discover their
greatness.”
Leadership’s Mt Everest!
“free to do his or her
absolute best” …
“allow its members to
discover their
greatness.”
49. Enthusiasm!
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
Talent
= Brand.
50.
The Top 5 “Revelations”
Better talent wins.
Talent management is my job as leader.
Talented leaders are looking for the
moon and stars.
Over-deliver on people’s dreams – they
are volunteers.
Pump talent in at all levels, from all
conceivable sources, all the time.
Source: Ed Michaels et al., The War for Talent
Brand =
Talent.
“I have always believed
that the purpose of the
corporation is to be a
blessing to the
employees.”
—Boyd Clarke
EXCELLENCE.
BEDROCK.
LEADERSHIP.
THE 9Ps.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“Whenever anything is
being accomplished, I
have learned, it is being
done by a monomaniac
with a mission.”
—Peter Drucker
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“In the end, management
doesn’t change culture.
Management
invites
the workforce itself to
change the culture.”
—Lou Gerstner
“The role of the Director is to create a
space where the actors and
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“You must
be
the change you
wish to see in the
world.”
Gandhi
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
"The reasonable man adapts
himself to the world. The
unreasonable one persists in
trying to adapt the world to
himself. Therefore, all
progress depends upon the
unreasonable man.” —GB Shaw,
Man and Superman: The Revolutionists' Handbook.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
‘do’
“Leaders
people.
Period.”
—Anon.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2. If it ain’t 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!
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
The greatest danger
for most of us
is not that our aim is
too high
and we miss it,
but that it is
too low
and we reach it.
Michelangelo
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“Excellence can be obtained if you:
... care more than others think is wise;
... risk more than others think is safe;
... dream more than others think
is practical;
... expect more than others think
is possible.”
Source: Anon. (Posted @ tompeters.com by
K.Sriram, November 27, 2006 1:17 AM)
EXCELLE
ALWAYS