Transcript EXCELLENCE. ALWAYS. Tom Peters’ Mini-master/03 October 2008

Tom Peters’
EXCELLENCE.
ALWAYS.
Mini-master/03 October 2008
To appreciate
this presentation [and ensure
that it is not a mess], you need
Microsoft fonts:
NOTE:
“Showcard Gothic,”
“Ravie,” “Chiller”
and “Verdana”
The
100-Year
Storm
***Hubris
Axiom [upon which Nobel prizes were won]: We can
eradicate risk [with the new math, the new instruments].
We can refine the eradication process ad
infinitum [derivatives of derivatives of derivatives].
A few tens of trillions of $$ of exposure—so
what?
We don’t want to be the first1st to bail—only
wimps quit when they get their third
consecutive $10M bonus at age 29.
I got this because I’m smart—this was not
repeat not luck; I deserved every damn penny.
[Counter text: Fooled By Randomness—Nassim Nicholas Taleb]
***Greed
Duh.
***Quant primacy
Too much faith in super-smart intellectuals
[Reminds me to the point of dotting of the “i”s and crossing of
the “t”s of David Halberstam’s The Best & The Brightest—on the
Vietnam quagmire]
If you’re not a 100% quant convert, you’re “old
school” and held up to ridicule—even if you’re
Warren Buffett.
***Step shift in complexity
Fact is, “it” became incomprehensible.
Connectedness [in general, global] totally new
and, again, incomprehensible.
***Perception Is Everything
Financial markets are, by design, a house of
cards—e.g., basic idea is to take a dollar of
deposits and lend 10 based thereupon,
depending on the depositors not to withdraw
all at once.
Emotions rule as much on Wall Street as at the
football stadium!!!!!!
Expectations are
everything!!!!!
Madness of crowds is just that—madness!!!!!
It is axiomatic that house prices will rise and
rise and rise—and then rise some more.
***Basics Rotten
Mary and Joe couldn’t have
paid the loan back if hell had
frozen over—they were not,
simply, creditworthy.
The incentives were nutty—lend to anyone and
everyone and collect the full commission when
you book the loan and get fired if you don’t
book it.
[Message from In Search of Excellence, in another context, It’s
the basics, stupid—Japan is killing us, circa 1980, because (1)
their cars work and (2) they ask their workers how to make
them even better.]
***Good Ideology Run Amok
De-regulation = Holy.
If de-regulation is good, then more is
better.
***History Repeats Repeats Repeats Itself
South Sea Bubble
Tulips
Etc
Etc
Etc
S&L
Junk bonds
Dot-com
Sub-prime
TK
TK
TK
***Thank God for Paulson—It’d Be Worse Without
Him.
***No One
Knows the
Ending to This
Story
***Black Swans
Believe it: s%^& happens.
The Black Swan.]
[See Taleb once again—
NB: Your response to one or two black swans is
your life legacy—it’s easy to be a genius when
the market is rising rising rising.
Slides at …
tompeters.com
MBWA
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
Hard Is Soft
Soft Is Hard
Hard Is Soft (Plans, #s)
Soft Is Hard (people,
customers, values,
relationships))
“You must
be
the change you
wish to see in the
world.”
Gandhi
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
Why in the
World did you
go to Siberia?
An
emotional, vital, innovative,
joyful, creative,
entrepreneurial endeavor
that elicits maximum
Enterprise* ** (*at its best):
concerted human
potential in the
wholehearted service of
others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
… 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 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
“Leaders
‘SERVE’
people.
Period.”
—inspired by Robert Greenleaf
“We Have Met the Enemy …
Thank
you,
Howard
(& Walt) and
Lou & Ken …
Internal
organizational
excellence* ** =
Deepest “Blue
Ocean”
*A “Blue ocean” is by definition
very profitable … and will be
quickly copied. “sustainable
blue” (Internal
organizational excellence) is
far more difficult to copy.
**Internal
organizational
excellence =
“Brand inside”
B(I) > B(O)
“… it is
the
game.”
“If I could have chosen not to tackle the IBM culture head-on, I
probably wouldn’t 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
[Yet] I came to see in
my time at IBM that culture
isn’t just one aspect of the
very, very hard.
game —it is the
game.”
—Lou Gerstner,
Who Says Elephants Can’t Dance
-fold!
“culture of cover-up
that pervades healthcare”
“Patient Safety Event Registry” …
“looking for systemic solutions, not seeking
to fix blame on individuals except in the
Ken Kizer/VA 1997:
most egregious cases. The good news was a
thirty-fold
increase
in the number of medical
mistakes and adverse events that got reported.”
“National Center for Patient Safety Ann Arbor”
“New technology, by itself, has little economic
benefit. … The economic benefits arise not from
innovation itself, but from the entrepreneurs who
eventually discover ways to put innovation to
and, most critically,
from the organizational
changes through which
businesses reshape
themselves to take
advantage of new
technology.” —Marc Levinson, The Box:
practical use—
How the Shipping Container Made the World Smaller and
the World Economy Bigger
When The “Enemy” Really Wins
“Obsessing about your competitors,
trying to match or best their offerings, spending time
each day wanting to know what they are doing, and/or
measuring your company against them—these activities
have no great or winning outcome. Instead you are simply
“Lose Your Nemesis”:
prohibiting your company from finding its own way to be truly
meaningful to its clients, staff and prospects. You block your company
from finding its own identity and engaging with the people who pay
the bills. … Your competitors have never paid your bills and they
never will.” —Howard Mann, Your Business Brickyard: Getting Back to the Basics to Make
Your Business More Fun to Run*
*Mr Mann also quotes Mike McCue, former VP/Technology at Netscape: “At Netscape
the competition with Microsoft was so severe, we’d wake up in the
morning thinking about how we were going to deal with them instead
of how we would build something great for our customers. What I
realize now is that you can never, ever take your eye
off the customer. Even in the face of massive
competition, don’t think about the competition. Literally
don’t think about them.”
Thank you
Horst …
“I [will] not accept the
explanation of a recession
negatively affecting the
[new] business. There are
still people traveling. We just
have to get them to stay in
our hotel.” —Horst Schulze, on his new chain,
Capella, from Prestige (06.08) The Return of History and the
End of Dreams
Thank
you ,
Herb …
“You have to
treat your
employees like
customers.”
—Herb Kelleher,
complete answer, upon being asked his “secrets 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)
Thank you Ben &
Norm, Ike , Charlie,
George, Nelson, Ben
and Delaware …
Give
good
tea!
“In the same bitter winter of 1776 that Gen. George Washington led his beleaguered troops
across the Delaware River to safety, Benjamin Franklin sailed across the Atlantic to Paris to
engage in an equally crucial campaign, this one diplomatic. A lot depended on the bespectacled
and decidedly unfashionable 70-year-old as he entered the world’s fashion capitol sporting a
Franklin’s miracle was that armed
only with his canny personal charm and reputation as a
scientist and philosopher, he was able to cajole a wary
French government into lending the fledgling American
nation an enormous fortune. … The enduring image of Franklin in Paris tends
simple brown suit and a fur cap. …
to be that of a flirtatious old man, too busy visiting the city’s fashionable salons to pursue affairs
When Adams joined Franklin in
Paris in 1779, he was scandalized by the late hours and
French lifestyle his colleague had adopted, says [Stacy
Schiff, in A Great Improvisation] Adams was clueless that
it was through the dropped hints and seemingly offhand
remarks at these salons that so much of French diplomacy
was conducted. … Like the Beatles arriving in America, Franklin aroused a fervor—his
of state as rigorously as John Adams.
face appeared on prints, teacups and chamber pots. The extraordinary popularity served
Franklin’s diplomatic purposes splendidly. Not even King Louis XVI could ignore the enthusiasm
that had won over both the nobility and the bourgeoisie. …”
Source: “In Paris, Taking the Salons By Storm: How the Canny Ben Franklin Talked
the French into Forming a Crucial Alliance,” U.S. News & World Report, 0707.08
The ragtag and victory-less Continental Army was retreating, George
Washington notwithstanding. For the Americans, finding an ally was a
life or death proposition. Short, fat old Benjamin Franklin was our man
in Paris. Short, fat and old though he may have been, he was a
Charmer. He won the hearts and devotion of the ladies of high society
with his mastery of Tea & Flattery. The Americans eked out a success
at Saratoga which Franklin turned into an epic victory—and the
besotted ladies convinced their mighty husbands to get behind the
Americans. The rest, as they say, is history.
The launchpad for Gulf War I was Saudi Arabia. Despite the Saudis
need to have Iraq’s Kuwaiti incursion reversed, the Kingdom was
touchy about the massive American military presence on their Holy
soil. Allied supreme commander Norm Schwarzkopf says, tongue only
half in cheek, that his principal contribution to the war effort was
nightly marathon sessions sipping tea with the Crown Prince.
The point: No matter how weighty the cause, “giving good
tea”—an incredible and expensive (in terms of time)
investment in key relationships is typically invaluable and of
decisive strategic importance. Message: Master the Art of
Tea—metaphorically at least—and make it in to the history
books.
“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.”
Do tea.
Make friends.
Could it be that simple?
At some level, the answer is yes.
You need the troops. And you need the guns. But as DDay approached in 1944, you mostly needed to have a
modicum of peace among Churchill, Montgomery,
Patton, Bradley and Roosevelt. As Schwarzkopf kept the
Saudis on board through tea, Ike’s affability, for which
he was often criticized or dismissed or disdained, kept
the British and Americans from killing each other long
enough to kill the Germans.
George Crile (Charlie Wilson’s War) on Charlie
Wilson: “The way things normally work,
if you’re not Jewish you don’t get into
the Jewish caucus, but Charlie did. And
if you’re not black you don’t get into the
black caucus. But Charlie plays poker
with the black caucus; they had a game,
and he’s the only white guy in it. The
House, like any human institution, is
moved by friendships, and no matter
what people might think about Wilson’s
antics, they tend to like him and enjoy
his company.”
“What I learned
from my years as a hostage
negotiator is that we do not
have to feel powerless—and
The 95% Factor*:
that bonding is the
antidote to the hostage
situation.” —George Kohlrieser, Hostage at the Table
*95% of Kohlrieser’s negotiations ended successfully
“I am a
dispenser of
enthusiasm.”
—Ben Zander
“eighty percent
of success is
showing up.”
—Woody Allen
Delaware was the smallest state in the Union in 1787 as
the process of writing the Constitution got underway. For a
number of reasons, some states, such as New Hampshire,
were absent from the Convention, members of various
delegations were away as much as present (e.g., Alexander
Hamilton). In any event, about thirty Delegates were present
and at work at any point in time.
States could decide on the size of their delegations, and
Delaware chose five—a very large number. Moreover, wee
Delaware’s five never missed a day’s work and were in their
seats gavel to gavel.
Needless to say, wee Delaware had a wildly disproportionate
impact on the Convention and the document itself.
In a nutshell, Delaware’s secret: Show up!
(I like this example because it illustrates the impact of this
“trivial” idea-tactic-strategy, available to all of us all of the
time, in the most Monumental of affairs.)
Do tea!
Make friends!
Show up!
On the basis of such apparently humble “basics,” the
world turns—the American Revolution, Gulf War I, DDay and the fate of the world, the U.S. Constitution.
Think about it!
Thank
you ,
David …
General David Petraeus’ “White lines along the road”:
“Secure and serve the population.
Live among the people.
Promote reconciliation.
Move mounted, work dismounted;
situational awareness can only be
achieved by operating face-to-face,
not separated by ballistic glass.
Walk.*”
—David Petraeus, Men’s Journal (06.08)
* “I love that last one for its simplicity.” —DP
3K/5M
5,000 miles for
a 5-minute
face-to
-face meeting
MBWA, Grameen Style!
“Conventional banks ask their clients to come
to their office. It’s a terrifying place for the poor
and illiterate. … The entire Grameen Bank
system runs on the principle that people
should not come to the bank, the bank
should go to the people. … If any staff
member is seen in the office, it should be taken
as a violation of the rules of the Grameen Bank.
… It is essential that [those setting up a new
village Branch] have no office and no place to
stay. The reason is to make us as different as
possible from government officials.”
Source: Muhammad Yunus, Banker to the Poor
Thank
you ,
Doris …
Abe & I
L(+21) = L(-21)
Leadership(21A.D.) =
Leadership(21B.C.)
“… Time and
space are
annihilated by
steam.
… Oh, this constant locomotion, my
body & everything in motion. Steamboats, Cars, & hotels all
crammed & crowded full the whole population seems in motion &
in fact as I pass along with Lightening speed & cast my eye on
the distant objects, they all seem in a whirl nothing appearing
permanent even the trees are waltzing, the mind too goes with
all this, it speculates, theorizes, & measures all things by
locomotive speed, where will it end.” —Asa Whitney, first to formally propose
transcontinental railroad to Congress, diary entry, 1844, from David Hayward Bain, Empire Express: Building the
First Transcontinental Railroad
“For Real Globalization, Look at Ancient Rome”
“There is nothing new about a global world. We were
living in one 2,000 years ago. … The Roman in the street
ate bread baked with wheat grown in North Africa or
Egypt, and fish that had been caught and dried near
Gibraltar, He cooked with North African oil in pots and
pans of cooper mined in Spain, ate off dishes fired in
French kilns, drank wine from Spain or France. … The
Roman of wealth dressed in garments of wool from
Miletus or linen from Egypt; his wife wore silks from
China, adorned herself with diamonds and pearls
from India, and made up with cosmetics from South
Arabia. … He lived in a house whose walls were
covered with colored marble veneer quarried in Asia
Minor; his furniture was of Indian ebony or teak
inlaid with African ivory.” —Peter Jones and Lionel Casson,
The Spectator, 0524.08
Thank
you ,
Rich …
“Mapping your
competitive
position”*
or …
*Rich D’Aveni/HBR
The “Have
you …” 50*
*See Appendix One
While waiting last week [early December 2007] in the Albany
airport to board a Southwest Airlines flight to Reagan, I
happened across the latest Harvard Business Review, on the
cover of which was a yellow sticker. The sticker had on it the
words “Mapping your competitive position.” It referred to a
feature article by my friend Rich D’Aveni. His work is uniformly
good—and I have said as much publicly on several occasions
dating back 15 years. I’m sure this article is good, too—though
I didn’t read it. In fact it triggered a furious negative “Tom
reaction” as my wife calls it. Of course I believe you should
But instead of
obsessing on competitive position and other
abstractions, as the B-schools and
consultants would always have us do, I
instead wondered about some “practical
stuff” which I believe is more important to
the short- and long-term health of the
enterprise, tiny or enormous.
worry about your “competitive position.”
1. Have you in the last 10 days … visited a
customer?
2. Have you called a customer … TODAY?
3. Have you in the last 60-90 days … had a seminar in which several folks from the
customer’s operation (different levels, different functions, different divisions) interacted,
via facilitator, with various of your folks?
4. Have you thanked a front-line employee for a
small act of helpfulness … in the last three days?
5. Have you thanked a front-line employee for a small act of helpfulness … in the
last three hours?
6. Have you thanked a frontline employee for carrying around a great attitude … today?
7. Have you in the last week recognized—publicly—one of your folks for a small act of
cross-functional co-operation?
8. Have you in the last week recognized—publicly—one of “their” folks (another function)
for a small act of cross-functional co-operation?
9. Have you invited in the last month a leader of another function to your weekly team
priorities meeting?
10. Have you personally in the last week-month called-visited an internal or external
customer to sort out, inquire, or apologize for some little or big thing that went awry? (No
reason for doing so? If true—in your mind—then you’re more out of touch than I dared
imagine.)
1. Have you in the
last 10 days …
visited a customer?
2. Have you called a
customer … TODAY?
*
*
*
Want to “map” your “competitive position”? Start by
going to visit a customer … ASAP! Or at least calling!
You’ll find the other 48 items on the “Have you … ?” list
at #5.2.2.
11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines
concerning a project’s next steps?
12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines
concerning a project’s next steps … and what specifically you can do to remove a hurdle? (“Ninety percent of
what we call management consists of making it difficult for people to get things done.”—Peter “His eminence”
Drucker.)
13. Have you celebrated in the last week a “small” (or large!) milestone reached? (I.e., are you a milestone
fanatic?)
14. Have you in the last week or month revised some estimate in the “wrong” direction and apologized for making
a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.)
15. Have you installed in your tenure a very
comprehensive customer satisfaction scheme for all
internal customers? (With major consequences for hitting or missing the mark.)
16. Have you in the last six months had a week-long, visible, very intensive visit-“tour” of external customers?
17. Have you in the last 60 days called an abrupt halt to a meeting and “ordered” everyone to get out of the office,
and “into the field” and in the next eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging “small”
problem through practical action?
18. Have you in the last week had a rather thorough discussion of a “cool design thing” someone has come
across—away from your industry or function—at a Web site, in a product or its packaging?
19. Have you in the last two weeks had an informal meeting—at least an hour long—with a frontline employee to
discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?
20. Have you had in the last 60 days had a general meeting to discuss “things we do wrong” … that we can fix in
the next fourteen days?
UniCredit Group/
UniCredito Italiano* **
—3rd party measurement
—Customer-initiated
measurement
—Primary $$$$ incentives
—“Factories”
—Primary Corporate Initiative
—Etc
*#13
**TP/#1
The director of staff services
at the giant financial services
firm, UniCredit Group,
installed the most thorough
internal customer satisfaction
measures scheme I have
seen—with exceptional
rewards for those who make
the grade with their internal
customers.
The “XF-50”: 50 Ways to
Enhance Cross-Functional
Effectiveness and Deliver
Speed, “Service Excellence”
and “Value-added
Customer ‘Solutions’”*
*Entire “XF-50” List is an Appendix to the LONG version of
this presentation, posted at tompeters.com
X =XFX*
*Excellence = Cross-functional Excellence
Never
waste a
lunch!
????
% XF
lunches*
*Measure!
CIO Question:
% Doc
lunches*
*Last 30 days
Thank
you ,
Richard &
Marcus …
“I used to have a rule for myself that at any point in
time I wanted to have in mind — as it so happens,
also in writing, on a little card I carried around with
me — the three big things I was trying to get done.
Three.
Not two.
Not four.
Not five.
Not ten.
Three.”
— Richard Haass, The Power to Persuade
“Dennis, you need a …
‘To-don’t ’
List !”
“The one thing you need
to know about sustained
individual success:
Discover what you don’t
like doing and
stop
doing it.”
—Marcus Buckingham, The One Thing You Need to Know
You = Your
calendar*
*Calendars
never lie
Thank
you
Dr. Groopman …
In How Doctors Think, Harvard Med doc Jerome
Groopman tells us that the best way to get a fix on what
ails a patient is to get the patient talking openly about
his-her problem.
Great.
But the research shows that docs, on average, leap to a
conclusion and interrupt their patients after … 18
seconds.
(Docs are hardly alone. This is a disease present in
almost all specialists and professionals. “Listening” for
a professional invariably means … talking.)
Thank
you ,
Roger …
Relationships
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.
(of all varieties)
:
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.* **
*Watergate, M Stewart, BR
**And: PERCEPTION IS ALL THERE IS!
Success …
Consult everyone
on everything
“Thank you” note
carpet bombing
Source: Roger Rosenblatt, Rules for Aging
“The four most important
words in any
organization
‘What do
you think?’ ”
are …
Source: courtesy Dave Wheeler,
posted at tompeters.com, source of
original unknown (0609.08)
“Buy in”“Ownership”Authorial bragging
rights-“Born again”
Champion = One
Line of Code!
“You can make more
friends in two months by
becoming interested in
other people than you can
in two years by trying to
get other people interested
in you.” —Dale Carnegie
People are
always ready to
tell their story!
TP:
See also: “The story leaner’s edge” (Steve Farber)
“The dream manager” (Matthew Kelly)
"Trust the
development
experts—all
seven billion of
them.”
—headline, Financial Times,
0529.08, to an article by development guru William Easterly,
commenting negatively on the World Bank Growth
Commission’s recent report that concludes, in effect,
“trust the World Bank experts”
Thank
you ,
Walter …
???????
“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!”
Loser:
“He’s such a
suck-up!”
Winner:
“He’s such a
suck-down.”
George Crile (Charlie Wilson’s War) on Gust
“He had
become something of a
legend with these
people who manned the
underbelly of the
Agency [CIA].”
Avrakotos’ strategy:
C(I) > C(E)
itics politics politi
itics politics politi
itics politics politi
itics politics politi
itics politics politi
itics politics politi
Thank
you,
Henry …
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
The Manager’s Book
of Decencies: How
Small /gestures
Build Great
Companies.
—Steve Harrison, Adecco
“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
Thank
you,
Team
Planetree…
Kindness
is free
Planetree:
A Radical Model for New
Healthcare/Healing/
Wellness Excellence
The 9 Planetree Practices
1. The Importance of Human Interaction
2. Informing and Empowering Diverse Populations: Consumer
Health Libraries and Patient Information
3. Healing Partnerships: The importance of Including
Friends and Family
4. Nutrition: The Nurturing Aspect of Food
5. Spirituality: Inner Resources for Healing
6. Human Touch: The Essentials of Communicating
Caring Through Massage
7. Healing Arts: Nutrition for the Soul
8. Integrating Complementary and Alternative Practices
into Conventional Care
9. Healing Environments: Architecture and Design
Conducive to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
1. The Importance
of Human
Interaction
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
PS directly related to Staff Interaction
PS 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 budget.
Kindness is
free.
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
2. Informing and
Empowering Diverse
Populations: Consumer
Health Libraries and
Patient Information
Planetree Health Resources Center/1981
Planetree Classification System
Consumer Health Librarians
Volunteers
Classes, lectures
Health Fairs
Griffin’s Mobile Health Resource Center
Open Chart Policy
Patient Progress Notes
Care Coordination Conferences (Est
goals, timetable, etc.)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
3. Healing
Partnerships: The
Importance of
Including
Friends and Family
The Patient-Family Experience
“Patients are stripped of control, their clothes are
taken away, they have little say over their schedule,
and they are deliberately separated from their family
and friends. Healthcare professionals control all of the
information about their patients’ bodies and access to
the people who can answer questions and connect them
with helpful resources. Families are treated more as
intruders than loved ones.”
—Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
Care Partner Programs
(IDs, discount meals, etc.)
Unrestricted visits (“Most Planetree hospitals
have eliminated visiting restrictions altogether.”) (ER at one
hospital “has a policy of never separating the patient from the
family, and there is no limitation on how many family members
may be present.”)
Collaborative Care Conferences
Clinical Guidelines Discussions
Family Spaces
Pet Visits (POP: Patients’ Own Pets)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
4. Nutrition:
The Nurturing
Aspect of Food
Kitchen
Beautiful cutlery,
plates, etc
Chef reputation
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
5. Spirituality:
Inner Resources
for Healing
Griffin:
redesign chapel (waterfall,
quiet music, open prayer book)
Other:
music, flowers, portable
labyrinth
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
6. Human Touch:
The Essentials of
Communicating
Caring Through
Massage
Mid-Columbia Medical Center/Center for Mind and Body
Massage for every patient scheduled for
ambulatory surgery (“Go into surgery with
a good attitude”)
Infant massage
Staff massage (“caring for the caregivers”)
Healing environments: chemo!
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
7. Healing Arts:
Nutrition for
the Soul
Griffin:
Music in the parking
lot; professional musicians in
the lobby (7/week, 3-4hrs/day) ;
5 pianos
volunteers (120-140 hrs arts &
entertainment per month).
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
;
8. Integrating
Complementary and
Alternative Practices
into Conventional Care
Griffin IMC/Integrative Medicine Center
Massage
Acupuncture
Meditation
Chiropractic
Nutritional supplements
Aroma therapy
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
9. Healing
Environments:
Architecture and
Design Conducive
to Health
“Planetree Look”
Woods and natural materials
Indirect lighting
Homelike settings
Goals: Welcome patients, friends and
family … Value humans over technology ..
Enable patients to participate in their care
… Provide flexibility to personalize the
care of each patient … Encourage
caregivers to be responsive to patients …
Foster a connection to nature and beauty
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Access to nurses station:
“Happen to”
vs
“Happen with”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Conclusion:
Caring/Growth
“Experience”
“It was the goal of
Planetree to help
patients not only get
well faster but also to
stay well longer.”
—Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
(Planetree Alliance/Griffin Hospital)
Care!/Love!/Spirit!
Self-Control!
Connect!/learn!/
involve!/Engage!
Understanding!/Growth!
De-stress!/heal!
Whole patient & family
& friends!
be well!/stay well!
“Planetree is about
human beings
caring for other
human beings.”
—Putting Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel (“Ladies and gentlemen serving
ladies and gentlemen”—4S credo)
F.Y.I.: It
works!
Griffin Hospital/Derby CT (Planetree Alliance “HQ”) Results:
Financially successful.
Expanding programsphysically. Growing market
share. Only hospital in “100
Best Cos to Work for”—
7 consecutive years,
currently #6.
—“Five-Star Hospitals,” Joe Flower, strategy+business (#42)
9 July 2008/HealthLeaders Media
2008 Top
Leadership Team in
Healthcare: Griffin
Hospital
Thank
you ,
Singapore …
2-cent
candy
<TGW
vs.
>TGR
“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
Thank
you,
Heather
(and Bill) …
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women’s work force participation rates have
soared worldwide.
Women are closing in on “same pay for same
job.”
Women are penetrating senior ranks rapidly
[even if the pace is slow for the corner
office per se].
Women’s leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
as well as consumer goods.
So what exactly is the point of men?
!!!!!!!!!!!!!!!!!
“People turning 50
more
than half of
today have
their adult life
ahead of them.”
—Bill Novelli,
50+: Igniting a Revolution to Reinvent America
Thank
you, Sheik
Mohammad …
Single
greatest act
of pure
imagination
Does your
project
portfolio
“have
a dubai”?
Thank
you Steve
“You know a
design is good
when you want
to lick it.”
—Steve Jobs
Source: Design: Intelligence Made Visible,
Stephen Bayley & Terence Conran
Thank
you, Lou …
“M” = $0
IB :
$55B*
M
*Also HP-EDS
And the “M” Stands for … ?
“Systems
Integrator of choice.”/BW
Gerstner’s IBM:
(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )
IBM Global Services*
Services Corp.):
$55B
(*Integrated Systems
“THE GIANT STALKING BIG OIL: How
Schlumberger Is
Rewriting the Rules of the Energy
Game.”: “IPM [Integrated Project
Management] strays from
[Schlumberger’s] traditional role
as a service provider and moves
deeper into areas once dominated
by the majors.”
Source: BusinessWeek cover story, January 2008
A January 2008 BusinessWeek cover story informed us that
Schlumberger may well take over the world: “THE GIANT STALKING BIG
OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.” In
short, Schlumberger knows how to create and run oilfields, anywhere,
from drilling to fullscale production to distribution. And the nugget is
hardcore, relatively small, technically accomplished, highly autonomous
teams. As China and Russia, among others, make their move in energy,
state run companies are eclipsing the major independents. (China’s state
oil company just surpassed Exxon in market value.) At the center of it all,
abetting these new players who are edging out the Exxons and BPs, the
Kings of Large-scale, Long-term Project Management wear Schlumberger
overalls. (The pictures in the article from Siberia alone are worth the
cover price.) At the center of the center of the Schlumberger “empire” is
a relatively newly configured outfit, reminiscent of IBM’s Global Services
and UPS’ integrated logistics’ experts and even Best Buy’s now
ubiquitous “Geek Squads.” The Schlumberger version is simply called
IPM, for Integrated Project Management. It lives in a nondescript building
near Gatwick Airport, and its chief says it will do “just about anything an
oilfield owner would want, from drilling to production”—that is, as
BusinessWeek put it, “[IPM] strays from [Schlumberger’s] traditional role
as a service provider* and moves deeper into areas once dominated by
the majors.” (*My old pal was solo on remote offshore platforms
interpreting geophysical logs and the like.)
“Big Brown’s 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)
MasterCard
Advisors
I. LAN Installation Co.
II. Geek Squad.
(3%)
(30%.)
III. Acquired by Best Buy.
IV. Flagship of Best Buy
Wholesale “Solutions”
Strategy Makeover.
Huge: Customer
Satisfaction
versus
Customer
Success
The Value-added Ladder/TRANSFORMATION
Customer Success/
Gamechanging
Solutions
Services
Goods
Raw Materials
“The business of selling is not just about matching viable
It’s
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
solutions to the customers that require them.
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
The Value-added Ladder/TRANSFORMATION
Customer Success through
Implemented
Gamechanging Solutions*
Services
Goods
Raw Materials
*Subject-matter Professionals and
Organization Effectiveness Experts (Degree: MBA,
Organizational Psychology)
Chicago:
HRMAC
Sarah:
Mom:
“ Mom, what
do you do?”
“I’m ‘overhead.’”
“support function” /
“cost center”/
“overhead”
or …
Are you …
“Rock
Stars of the
Age of
Talent”
Department Head
to …
Managing
Partner,
IS Inc.
[HR, R&D, etc.]
Answer:
Are you the …
“Principal
Engine of
Value Added”
*E.g.: Your R&D budget as robust as the New Products team?
“Technology
Executive” (workin’ in a hospital)
HCare CIO:
Full-scale,
Accountable (life or death)
Member-Partner of XYZ
Hospital’s Senior
Or/to:
Healing-Services
Team
(who happens to be a techie)
Cost
(at All Costs*) Minimization
Professional?
Or/to: Full Partner“Purchasing Officer” Thrust #1:
Leader in Lifetime
Value-added
Maximization?
(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)
Full-scale
“business partner”
[CFO?] to the/each
department she
serves.
Ideal “finance staffer”:
Ideal “finance staffer”:
**Full-scale “business partner”
[CFO?] to the/each department
she serves.
**Not cop—obsessed instead with
value-added
**Integration first, “stovepipe”
secondary
**MBWA/bigtime
**Networker to the rest of Finance
Photographer: Louise Roach
Photographer: Mike Brake
LEAVE IT
TO BEAVER.
Trapper:
<$20
per beaver pelt.
Source: WSJ
wdcp/“Wildlife
Damage-control
Professional”: $150 to
“remove” “problem beaver”;
$750-$1,000 for
flood-control piping … so
that beavers can stay.
Source: WSJ
Trapper =
Redneck
WDCP = PSF/
Professional Services
Provider
7X to 40X
for
“Solution”
[rather than “service transaction”]
Thank
you Larry and
Jim (and
Germany ) …
Basement
Systems
Inc.
*Basement Systems Inc.
*Larry Janesky
*Dry Basement Science
(115,000!)
*1990: $0; 2003: $13M;
2007:
$62,000,000
Jim’s
Group
Jim’s Mowing Canada
Jim’s Mowing UK
Jim’s Antennas
Jim’s Bookkeeping
Jim’s Building Maintenance
Jim’s Carpet Cleaning
Jim’s Car Cleaning
Jim’s Computer Services
Jim’s Dog Wash
Jim’s Driving School
Jim’s Fencing
Jim’s Floors
Jim’s Painting
Jim’s Paving
Jim’s Pergolas [gazebos]
Jim’s Pool Care
Jim’s Pressure Cleaning
Jim’s Roofing
Jim’s Security Doors
Jim’s Trees
Jim’s Window Cleaning
Jim’s Windscreens
Note: Download, free, Jim Penman’s book:
What Will They Franchise Next? The Story of Jim’s Group
Jim’s Group: Jim Penman.*
1984: Jim’s Mowing. 2006: Jim’s Group.
2,600 franchisees (Australia, NZ, UK).
Cleaning. Dog washing. Handyman.
Fencing. Paving. Pool care. Etc.
“People first.” Private. Small staff. Franchisees
can leave at will. 0-1 complaint per year is
norm; cut bad ones quickly.
*Ph.D. cross-cultural anthropology; mowing on the side
Source: MT/Management Today (Australia), Jan-Feb 2006
etc.
PRSX/Paragon
Railcar
Salvage*
*Salvaged railcars into bridges, etc.
The Red
Carpet
Store
Joel Resnick/Flemington NJ
(referenced in Fame Junkies)
#4 Japan
#3 USA
#2 China
#1 Germany
Reason!!!
Mittelstand
Or …
Goldmann
Produktions
(11/50%/$5M/”dip and coat,” expensive pigments
vs “through coloring,” fades Bekro Chemie)
Family Businesses
Two-thirds of total #s
of companies
One-half of biggest companies
>One-half GDP
>One-half employment
6% more profitable
7% better ROA
Higher income growth
Higher revenue growth
Source: John Davis, HBS
*Lived in same town all adult life
*First generation that’s wealthy/
no parental support
*“Don’t look like millionaires, don’t dress
like millionaires, don’t eat like
millionaires, don’t act like millionaires”
*“Many of the types of businesses [they]
are in could be classified as ‘dullnormal.’ [They] are welding contractors,
auctioneers, scrap-metal dealers, lessors of
portable toilets, dry cleaners, re-builders of
diesel engines, paving contractors …”
Source: The Millionaire Next Door, Thomas Stanley & William Danko
“The growth and
success of womenowned businesses is
one of the most
profound changes
taking place in the
business world
today.” —
Margaret Heffernan, How She Does It
94%
of loans to …
women*
*Microlending; “Banker to the poor”; Grameen Bank;
Muhammad Yunus; 2006 Nobel Peace Prize winner
“I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, ‘How do I build a small firm for
Buy
a very large one
and just wait.”
myself?’ The answer seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
You don’t
get better by
being bigger.
You get
worse.”
Dick Kovacevich:
“Mr. Foster and his McKinsey
colleagues collected detailed
performance data stretching back 40
years for 1,000 U.S. companies. They
none
found that
of the longterm survivors managed to outperform
the market. Worse, the longer
companies had been in the database,
the worse they did.” —Financial Times
“Data drawn from the real world
attest to a fact that is beyond
Everything
in existence tends
to deteriorate.”
our control:
—Norberto Odebrecht, Education Through Work
Q4/2006
+500,000 =
+7,700,000
-7,200,000
Source: Barron’s 0922.07
“Natural selection is death. ...
Without huge amounts of
death, organisms do not
change over time. ... Death
is the mother of structure. ...
It took four billion years of
death ... to invent the human
mind ...” — The Cobra Event
The last
word:
There is
no “last
word.”
Built to Last
vs
Built to
Change/Rock
the World
TP#1*:
Netscape!
*Where would you rather have worked for those 5 years, Netscape
or IBM-HP-Microsoft-Oracle? (Where, 25 years from now, would you
rather to be able to tell someone—e.g., grandchild—that you worked?)
Warren Bennis & Patricia Ward Biederman/
“Great
Groups Don’t
Last Very
Long!”
Organizing Genius:
The “Unlucky Thirteen” Guru Gaffes:
Big companies!
Public companies!
“Cool” industries!
Stability!
Famous CEOs!
“Hard” stuff!
Plans!
“Success”!
Men!
Young!
Incrementalism-Kaizen
Minimization!
Uniformity!
The “Lucky Thirteen”:
SMEs!
Private companies!
“Dull” industries!
Churn!
laudable CEOs!
“Soft” stuff!
Excellence!
Action-Execution!
Women!
Boomers-Geezers!
Imagination Unbound!
Accentuate the Positive!
Individuality!
Thank
you,
Eleanor, Jay
and Kevin …
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
“I’m not comfortable
unless I’m
uncomfortable.”
—Jay Chiat
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!
Thank
you , NNT …
black
september
The
black
swan
Career =
1 or 2
black swans
Black Swan: This is
how you earn
your pay!* **
*See: The Black Swan: The Impact of the Highly
Improbable, Nassim Nicholas Taleb
**WSC: “When the seas are calm all ships alike show
mastership in sailing.”
Thank
you,
John …
“This is so simple it sounds stupid, but it is amazing
how few oil people really understand that
you only find
oil if you drill
wells.
You may think you’re finding it
when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
What makes
God laugh?
People
making
plans!
Try it. Try it. Try it
ry it. Try it. Screw
up. Try it. Try it. Try
t. Try it. Try it. Try
t. Try it. Screw it up
t. Try it. Try it. try
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”
“We have a
‘strategic plan.’
It’s called doing
things.”
— Herb Kelleher
“We made mistakes, of course. Most of them were
omissions we didn’t 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, we’re 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 plan—
for months.” —Bloomberg by Bloomberg
Culture of Prototyping
“Effective prototyping may
the most
valuable core
competence an
be
innovative organization can
hope to have.” —Michael Schrage
“Experiment
fearlessly”
Source: BW0821.06, Type A Organization Strategies/
“How to Hit a Moving Target”—Tactic #1
“You miss
100% of
the shots you
never take.”
—Wayne Gretzky
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
“Fail .
Forward.
Fast.”
High Tech CEO, Pennsylvania
“FAIL, FAIL
AGAIN. FAIL
BETTER.”
—Samuel Beckett
“The secret of fast
progress is
inefficiency, fast
and furious and
numerous failures.”
—Kevin Kelly
Thank
you , Fred …
DECENTRALIZATION.
EXECUTION.
ACCOUTABILITY.
6:15A.M.
“Execution is
strategy.”
—Fred Malek
Thank
you ,
Conrad …
Conrad Hilton, at a gala
celebrating his life,
was asked, “What was the
most important lesson
you’ve learned in you long
and distinguished career?”
His immediate answer …
Conrad Hilton, at a gala celebrating his life,
was asked, “What was the most important lesson you’ve learned
in you long and distinguished career?”
His immediate answer:
“remember
to tuck the
shower curtain
inside the
bathtub”
Thank
you ,
Peter …
Nudge.
Sway.
K.I.S.S.
90K in U.S.A. ICUs on any
given day; 178 steps/day
in ICU.
50%
stays result
in “serious complication”
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
**Peter Pronovost, Johns Hopkins,
2001
**Checklist, line infections
**1/3rd at least one error when he started
**Nurses/permission to stop procedure
if doc, other not following checklist
**In 1 year, 10-day line-infection rate:
11% to …
0%
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
**Docs, nurses make own
checklists on whatever
process-procedure they choose
**Within weeks, average stay in
ICU down
50%
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
“Everything matters”
-80%
Source: Nudge, Richard Thaler and Cass Sunstein, etching of
fly in the urinal reduces “spillage” by 80%, Schiphol Airport
Thank you ,
Anthelme
Brillat-Savarin
and Ludwig
Feuerbach …*
*”You are what you eat”
We are the
company
we keep
Measure “Strangeness”/Portfolio Quality
Staff
Consultants
Vendors
Out-sourcing Partners (#, Quality)
Innovation Alliance Partners
Customers
Competitors (who we “benchmark” against)
Strategic Initiatives
Product Portfolio (LineEx v. Leap)
IS/IT Projects
HQ Location
Lunch Mates
Language
Board
The “Hang Out Axiom”: At
its core, every (!!!)
relationship-partnership
decision (employee,
vendor, customer, etc)
is a strategic decision
about:
“Innovate,
‘Yes’ or ‘No’ ”
“Normal” =
“o for 800”
Thank
you , 7-11…
“How to flush
$500,000 down
the toilet in one
easy lesson!!”
TP:
< CAPEX
> People!
#1 cause of
Dis-satisfaction?
2/year =
legacy.
“Diverse groups of problem solvers—
groups of people with diverse tools—
consistently outperformed groups of the
best and the brightest. If I formed two
groups, one random (and therefore
diverse) and one consisting of the best
individual performers, the first group
almost always did better. …
Diversity trumped
ability.”
—Scott Page, The Difference: How
the Power of Diversity Creates Better Groups,
Firms, Schools, and Societies Diversity
‘do’
“Leaders
people.
Period.”
—Anon.
“The leaders of Great Groups
love talent and know
where to find it. They
revel in the talent
of others.”
—Warren Bennis &
Patricia Ward Biederman, Organizing Genius
Brand =
Talent.
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
#1/100
“Best Companies to
Work for”/2005
Wegmans
The Dream Manager
—Matthew Kelly
“An organization can only become the-best-version-ofitself to the extent that the people who drive that
organization are striving to become better-versions-ofthemselves.” “A company’s purpose is to become thebest-version-of-itself. The question is: What is an
employee’s purpose? Most would say, ‘to help the
company achieve its purpose’—but they would be wrong.
That is certainly part of the employee’s role, but an
employee’s primary purpose is to become the-bestversion-of-himself or –herself. … When a company
forgets that it exists to serve customers, it quickly goes
Our employees are our
first customers, and our most
important customers.”
out of business.
Thank
you , Tom,
Clyde, Michael
et al. …
Globalization1.0: Countries globalizing (1492-1800)
Globalization2.0: Companies globalizing (18002000)
Globalization3.0
:
(2000+)
Individuals
collaborating
& competing globally
Source: Tom Friedman/The World Is Flat
“One of the defining
characteristics [of the
change] is that it will be less
driven by countries or
corporations and more driven
by real people. It will unleash
unprecedented creativity, advancement of
knowledge, and economic development. But
at the same time, it will tend to undermine
safety net systems and penalize the
unskilled.” —Clyde Prestowitz, Three Billion New Capitalists
“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
BRAND YOU.
NO OPTION.
Distinct
…
… or
Extinct
Muhammad Yunus:
“All human beings
are entrepreneurs. When we
were in the caves we were all selfemployed . . . finding our food, feeding
ourselves. That’s where human history
began . . . As civilization came we
suppressed it. We became labor
because they stamped us, ‘You are
labor.’ We forgot that we are
entrepreneurs.”
Source: Muhammad Yunus/The News Hour—PBS/1122.2006
“You are the
storyteller of your
own life, and you can
create your own
legend or not.”
—Isabel Allende
“Nobody gives
you power.
You just
take it.”
—Roseanne
New Work SurvivalKit.2008
1. MASTERY! (Best/Absurdly Good at Something!)
2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)
3. A “USP”/UNIQUE SELLING PROPOSITION 4. Rolodex Obsession
(From vertical/hierarchy/“suck up” loyalty to
horizontal/“colleague”/“mate” loyalty)
5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity!
6.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!)
7. Master of Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)
8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring “interesting you” to work!)
10. Intense Appetite for Technology (E.g.: How Cool-Active is your
Web site? Do you Blog?)
11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer)
12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer)
13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)
Thriving in 24/7 (Sally Helgesen)
*START AT THE CORE.
Nimbleness only
possible if we “locate our inner voice,” take regular
inventory of where we are.
*LEARN TO ZIGZAG.
Think “gigs.” Think lifelong
learning. Forget “old loyalty.” Work on optimism.
*CREATE OUR OWN WORK.
Articulate your
value. Integrate your passions. I.D. your market. Run your
own business.
*WEAVE A STRONG WEB OF
INCLUSION. Build your own support network.
the art of “looking people up.”
Master
Personal “Brand Equity” Evaluation
– My current Project is challenging me …
– New things I’ve learned in the last 90 days include …
– I am known for [2 to 3 things]; next year at this time I’ll
also be known for [1 more thing].
– My public “recognition program”
consists of …
– Additions to my Rolodex in the last 90 days include …
– My resume is discernibly
different from last year’s
at this time …
R.D.A.
Rate: 15%?, 25%?
Therefore: Formal “Investment
Strategy”/
R.I.P.*
*Renewal Investment Plan
“The only thing you
have power over is to
get good at what you
do. That’s all there
is; there ain’t no
more!”
—Sally Field
“When was the last
time you asked,
‘What do I want to
be?’ ”
—Sara Ann Friedman, Work Matters
“This is the true joy of Life, the
being used for a purpose
recognized by yourself as a
mighty one … the being a force of
Nature instead of a feverish,
selfish little clod of ailments and
grievances complaining that the
world will not devote itself to
making you happy.” —GB Shaw/
Man and Superman
“Tell me, what is
it you plan to do
with your one
wild and
precious life?”
—Mary Oliver
Joe J. Jones
1942 – 2008
HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
HIM!
LET
Thank
you ,
3H Club …
Howard
Hilton
Herb
Conrad Hilton, at a gala celebrating his life,
was asked, “What was the most important lesson you’ve learned
in you long and distinguished career?”
His immediate answer:
“remember
to tuck the
shower curtain
inside the
bathtub”
“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)
3H: Howard, Hilton, Herb
**Stay in touch!
**Sweat the
details!
**It’s the people,
stupid!
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PRIORITIES.
PEOPLE.
Potent.
Positive.
Thank
you , Mike …
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
“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)
"Life is not a journey to the
grave with the intention of
arriving safely in one pretty
and well preserved piece, but
to skid across the line
broadside, thoroughly used
up, worn out, leaking oil,
shouting ‘GERONIMO!’ ”
—Bill McKenna, professional motorcycle racer
(Cycle magazine 02.1982)