Transcript Document 7121468

Tom Peters’
EXCELLENCE.
ALWAYS.
Riyadh/15 November 2008
To appreciate
this presentation [and ensure
that it is not a mess], you need
Microsoft fonts:
NOTE:
“Showcard Gothic,”
“Ravie,” “Chiller”
and “Verdana”
Slides at …
tompeters.com
Context.
excellence.
EXCELLENCE.
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
“Insanely great”
Steve Jobs
“Radically thrilling”
BMW
0 for 800
Context.
This I
believe.
5K/5M
5,000 miles for
a 5-minute
face-to
-face meeting
“We have a
‘strategic plan.’
It’s called doing
things.”
— Herb Kelleher
“FAIL, FAIL
AGAIN. FAIL
BETTER.”
—Samuel Beckett
DECENTRALIZATION.
EXECUTION.
ACCOUTABILITY.
6:15A.M.
“Execution is
strategy.”
—Fred Malek
“almost inhuman
disinterestedness in
… strategy” —Josiah Bunting
on
U.S. Grant (from Ulysses S. Grant)
Relentless: “One of
my superstitions had always been
when I started to go anywhere or
not to
turn back , or stop,
to do anything,
until the thing intended was
accomplished.” —Grant
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!
Sir Richard’s Rules:
Follow your passions.
Keep it simple.
Get the best people to help you.
Re-create yourself.
Play.
Source: Fortune on Branson
Context.
This I
believe II.
L(+21) = L(-21)
Leadership(21A.D.) =
Leadership(21B.C.)
Context.
BLACK SWANS.
The Black
Swan has
landed!
The Black Swan 44:
Tactical Rules
for Survival
(and success)
in Looney times
“I [will] not accept the
explanation of a recession
negatively effecting the
[new] business. There are
still people traveling. We just
have to get them to stay in
our hotel.”
—Horst Schulze, former president of Ritz
Carlton, on his new luxury hotel chain, Capella, from Prestige (06.08)
Black Swan Tactical Rules
1.
2.
3.
4.
5.
6.
7.
8.
K.I.S.S.
Hammer on the basics.
Focus on us, not the competition.
Puzzle-solving: How to turn this
into an opportunity.
MBWA/X.
MBWA/I.
MBWA/Vendors.
Waaaaay over-communicate!!!!!!
(With everyone—start with your
banker.)
Black Swan Tactical Rules
9. All work is team work.
10. Transparency.
11. Work the phones.
12. Perception of fairness.
13. Share the pain.
14. Decency!!!!!!!
15. Grace!!
16. “Thank you.”
17. Control your impatience—
no temper tantrums.
18. Constant attitude checks—you.
Black Swan Tactical Rules
19. Dress for success.
20. Avoid burnout/you, the team,
the entire organization.
21. Re-emphasize the company
values-philosophy. (Now,
more than ever.)
22. Quality!!!!!! (Now, more than ever.)
23. No corner cutting. (Now, more
than ever.)
24. Constant reviews/War room.
25. Celebration of small wins.
Black Swan Tactical Rules
26. People First/HR is King.
27. Help people with personal
financial management.
28. Be generous to those who are
let go—e.g. healthcare benefits.
29. Don’t over-analyze.
30. Don’t under-analyze.
31. Cuts all at once—if possible.
32. Cuts explained in great detail.
33. Quantitative calendar
management—focus on “to don’ts.”
Container store:
2x training$$$
Black Swan Tactical Rules
34. Increase customer-service
training.
35. In general, minimize training cuts.
36. Be(very)ware R&D cuts; R&D
quick pay SWAT teams.
37. Beware such things as sales
travel cuts, ad cuts.
38. “Across the board” = Dumb.
39. Is this a time to over-invest if
cash is at hand? (E.g., distressed
innovative start-ups?)
Black Swan Tactical Rules
40. Stealth work on the likes of
XF communication.
41. This could last a long time—
LT prep is necessary now.
42. Prepare/Be prepared for more
Black Swans.
43.
Excellence. (Now,
more than ever.)
(44. Remember all this in
peacetime—Chuck Knight’s
legacy.)
Context.
Organizations
exist to serve.
Organizations exist
to serve. Period.
Leaders live to
serve. Period.
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
Organizations exist to serve. Period.
Leaders live to serve. Period.
Passionate servant leaders, determined to create a
legacy of earthshaking transformation in their domain
create/must necessarily create organizations which
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 jointly
are …
perceived soaring purpose and personal and community
and client service Excellence.
"We all start out in life loving our fathers and mothers above
everything else in the world, but that does not close the
doors of love. That prepares us to love our wives and
husbands and children and friends and to cooperate with and
show respect to all worthy individuals with whom we come in
contact or have an opportunity to reach in other ways. We
must apply that to nations and to other businesses.
"We in IBM must not confine our thoughts just to IBM. We
must extend our cooperation to all other businesses whether
we do business with them or not. We are one cog in the
industrial wheel.
"Then as citizens we must extend our respect to all worthy
people in all nations. We are moving along in troublesome
times, but the love of these various things of which I have
spoken and of the people in whom we are interested is going
to be the great force which will make us all appreciate the
spiritual values which constitute the only solid foundation on
which we can build."
Thomas J. Watson, Sr. address to IBM Sales and Service
Class 525 and Customer Engineers Class 528,
IBM Country Club, Endicott, NY, October 30, 1941
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect, humane)
Cause
Space
Decency
service
(worthy of commitment)
(room for/encouragement for initiative-adventures)
(respect, grace, integrity, humane)
(worthy of our clients’ & extended
family’s continuing custom)
excellence
servant leadership
(period)
Cause.
Space.
Decency.
Service.
Excellence.
servant leadership.
“Leaders
‘SERVE’
people.
Period.”
(inspired by Robert Greenleaf)
“I have always
believed that the
purpose of the
corporation is to be
a blessing to the
employees.”
—Boyd Clarke
(Boyd was the president of the Tom Peters
Company for several years until his untimely
death, at age 51, in 2006)
Context.
Business as
usual. alas.
“Ninety percent of
what we call
‘management’
consists of making it
difficult for people to
get things done.”
– Peter Drucker
“It suddenly
occurred to me …
that in
the space of two
or three hours he
never talked about
cars.”
“It suddenly occurred to me …
—Les Wexner
“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.”
Context.
Business as
unusual.
4 November 2008. the
unlikely election
of barack obama.
In part: a victory
for “management
excellence.”
*Internet mastery.
(#s. “Movement. $$$$. Political agility.)
*Field organization.
*Discipline.
Context.
Let’s get
something
straight.
“I am often asked by would-be
entrepreneurs seeking escape
from life within huge corporate
structures, ‘How do I build a small
firm for myself?’ The answer
seems obvious …
Source: Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
“I am often asked by would-be entrepreneurs seeking
escape from life within huge corporate structures,
‘How do I build a small firm for myself?’ The answer
Buy a very
large one and
just wait.”
seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
“Mr. Foster and his McKinsey colleagues
collected detailed performance data stretching
back 40 years for 1,000 U.S. companies. They
found that
none
of
the long-term survivors managed to outperform
the market. Worse, the longer companies had
been in the database, the worse they did.”
—Financial Times
You don’t
get better by
being bigger.
You get
worse.”
Dick Kovacevich:
“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
Japan #4
china #2T
USA #2T
#4 Japan
#2T china
#2t USA
#1 Germany
Reason!!!
Mittelstand
Innovation Nation
**Market economy/“Creative
destruction.” [most tries wins, market
decides, churn]
**Mixed economy [P, S, M, L, XL]
**Immigrants [hungry, hustling]
**Disrespectfulness
**Minimal fear of failure
**Role models [present, past, “rags-t0-riches”]
**Critical mass [geographic, finance, universities]
**Research universities
**Venture capital [“Angels” to VCs to IBs to IPOs]
people power:
talent
The
60
1. people!
People!
people!
“The most
important decisions
businesspeople
make are not ‘what’
decisions but ‘who’
decisions.” —Jim Collins,
Good to Great
‘do’
“Leaders
people.
Period.”
—Anon.
“How to flush
$500,000 down
the toilet in one
easy lesson!!”
TP:
< CAPEX
> People!
2. The
“Customer”
is “Job #1”!
And that principal
customer is …
“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)
The Customer
Comes Second
—Hal Rosenbluth and Diane McFerrin Peters
3. “Soft” Is
“Hard.”
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)
“The 7-S Model”
Strategy
Structure
Systems
Style
Skills
Staff
Super-ordinate goal
“The 7-S Model”
“Hard Ss”
(Strategy, Structure, Systems)
“Soft SS”
(Style, Skills, Staff, Super-ordinate goal)
“The 7-S Model”
Strategy
Structure
Systems
Style (Corporate “Culture,” “The way
we do things around here”)
Skills (“Distinctive Competence/s”)
Staff (People-Talent)
Super-ordinate goal (Vision,
Core Values)
4. “Brand
Inside”
Rules!
Internal
organizational
excellence* =
Deepest “Blue
Ocean”
*Internal
organizational
excellence =
“Brand inside”
B(I) > B(O)
5. P.O.T./
Pursuit Of
Talent =
OBSESSION.
“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
6. The “Find it”
obsession: Biz
“Strategic”
Priority
#1 ?!.
Consider it, and the implications:
“Development can help great
but
if I had a dollar to
spend, I’d spend 70
cents getting the
right person in the
door.” —
people be even better—
Paul Russell, Director, Leadership &
Development, Google
Who?
—The screening interview
—The “Topgrading Interview”
(story and patterns)
—Focused interview
—Reference interview*
*Detailed rituals, goals, follow-up
Source: Who: The A Method for Hiring,
Geoff Smart and Randy Street
the
most important
aspect of business
“In short, hiring is
and yet remains woefully
misunderstood.”
Source: Wall Street Journal, 10.29.08,
review of Who: The A Method for Hiring,
Geoff Smart and Randy Street
C
O*
*Chief talent acquisition Officer
7. Focus on the #1
Motivational
Discriminator:
Selection (& Training)
of the First Line
Supervisor!
#1 cause of
Dis-satisfaction?
Employee retention & satisfaction:
Overwhelmingly,
based on their
immediate manager!
Source: Marcus Buckingham & Curt Coffman, First, Break All
the Rules: What the World’s Greatest Managers Do Differently
The “Big Three” Transitions
st
1
Marriage
Parenthood
Line Supervisor*
*Accomplishment through others
8. “Legacy”
= 10!
2/year =
legacy.
9. Talent
“Excellence” in
Every Part of
Every
Organization.
#1/100
“Best Companies to
Work for”/2005
Wegmans
*2008: 3 of Top 5 retail: Wegmans,
Container Store, Whole Foods
10. Talent
“Excellence”
Stretches Far
Beyond Our
Borders.
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’ ”
“[CEO A.G.] Lafley has shifted
P&G’s focus on inventing all its
own products to developing
others’ inventions
at least half the
time. One successful
example Mr. Clean Magic Eraser,
based on a product found in an
Osaka market.” —Fortune
11. Expand the
definition of “our”
talent pool: Master
“Crowd-sourcing,”
“Wikiworld”!
“There’s a fundamental
shift in power happening.
Everywhere, people are
getting together and,
using the Internet,
disrupting whatever
activities they’re involved
in.” —Pierre Omidyar, founder, eBay
McCain v. Obama
“Technology massively multiplies soft power—particularly
video technology, and particularly in the hands of non-state
actors. … The power and distinction of a government’s voice is
lost in the competing chatter, and in some ways it becomes
the least compelling simply because it’s the least novel. It’s
not just words competing against words. Images are now
competing against images. People are visual creatures, and
they tend to respond to videos and pictures on a much less
YouTube
(and whatever follows it) will soon
have greater global influence over
narratives about international
events (if it doesn’t already) than
any government information
source could hope to have.” —Foreign
rational and much more visceral level. …
Policy, Nov-Dec 2008
“The Billion-man
Research Team:
Companies offering
work to online
communities are
reaping the benefits of
‘crowdsourcing.’”
—Headline, FT, 0110.07
Rob McEwen/CEO/
Goldcorp Inc./
Red Lake
gold
Source: Wikinomics: How Mass
Collaboration Changes Everything,
Don Tapscott & Anthony Williams
A New “C-Level?
C
W
*Chief WikiWorld Officer
O*
12. Stock up on
“Technofreaks”!
Issue #1: To get the
best you need a critical
mass—and a rep as a
first-rate Playground for
Top Techies.
13. Talent Masters
Focus on Talent’s
Intangibles.
EMPHASIZE
THE “SOFT
SKILLS.”
A Few Lessons from the Arts
Each hired and developed and evaluated in unique ways
(23 contributors = 23 unique contributions = 23 pathways =
23 personalities = 23 sets of motivators)
Attitude/Enthusiasm/Energy paramount
Re-lent-less!
“Practice is cool” (G Leonard/Mastery)
Team and individual
Aspire to EXCELLENCE = Obvious
Ex-e-cu-tion
Talent = Brand = Duh
“The Project” rules
Emotional language
Bit players. No.
B.I.W. (everything)
Delta events = Delta rosters (incl leader/s)
14. Hire
enthusiasm!
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
“I am a
dispenser of
enthusiasm.”
—Ben Zander
15. Hire
resilience!
“It is not the
strongest of the
species that survives,
nor the most
intelligent, but the
one most responsive
to change.”
—Charles Darwin
“We eat
change for
breakfast.”
—Harry Quadracci
Ocean
racer?
16. Hire for
_____!
“[Ronald
Reagan] radiated an
almost
transcendent
happiness.”
Half-full Cups:
—Lou Cannon
“Success or Failure”/Try Instead “Optimism or
Failure”/From Martin Seligman’s Learned
Optimism:
“I believe the traditional wisdom is
incomplete. A composer can have all the talent of a
Mozart and a passionate desire to succeed, but if he
believes he cannot compose music, he will come to
nothing. He will not try hard enough. He will give up too
soon when the elusive right melody takes too long to
materialize. Success requires persistence, the ability to
not give up in the face of failure. I believe that …
OPTIMISTIC EXPLANATORY STYLE … is the
key to persistence. … The optimistic-explanatory-style
theory of success says that in order to choose people
for success in a challenging job, you need to select for
(1) Aptitude. (2)
Motivation. (3) Optimism. All three determine
three characteristics:
success.”
17. Hire Staffers with
a “Professional
Service firm” [psf]
“Mentality”
“M” = $0
IB :
$55B*
M
*Also, among others in the same ballpark,
the recent linkup of HP and EDS
“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
“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)
The Value-added Ladder/TRANSFORMATION
Customer Success/
Gamechanging
Solutions
Services
Goods
Raw Materials
Department Head
to …
Managing
Partner,
IS Inc.
[HR, R&D, etc.]
Answer to prayers small and large:
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
18. Hire
“DesignMindedness”!
“Design is treated
like a religion
at BMW.” —Fortune
“You know a
design is good
when you want
to lick it.”
—Steve Jobs
Source: Design: Intelligence Made Visible,
Stephen Bayley & Terence Conran
“Business people don’t
need to ‘understand
designers better.’
Businesspeople need
to be designers.”
—Roger Martin/Dean/Rotman Management School/
University of Toronto
19. Embrace
the “action
Faction”!
“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
20. Cheer [and
promote for!] the
worthy
failures!
“In business, you reward
people for taking risks.
When it doesn’t work out
you promote them-because
they were willing to try new
things. If people tell me
they skied all day and never
fell down, I tell them to try
a different mountain.”
—Michael Bloomberg (BW/0625.07)
“Fail .
Forward.
Fast.”
High Tech CEO, Pennsylvania
“FAIL, FAIL
AGAIN. FAIL
BETTER.”
—Samuel Beckett
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
“The secret of fast
progress is
inefficiency, fast
and furious and
numerous failures.”
—Kevin Kelly
21. Exalt the
“dull”
Doers!!
Conrad Hilton, at a gala
celebrating his life,
was asked, “What was the
most important lesson
you’ve learned in your 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 your long and distinguished career?”
His immediate answer:
“remember
to tuck the
shower curtain
inside the
bathtub”
“Execution
is strategy.”
—Fred Malek
In the recruiting process, perform a
microscopic analysis of the
candidate’s proclivity for action.
Look for a ton of supporting
specifics. Judge by body language
what sorts of riffs turn him-her on
… and off. If the turn ons invariably
come from conceptual discussions—
watch out. If the eyes gleam while
on the topic of implementation … you
may have a winner on your hands.
22. Hire
Relentless!
“eighty percent
of success is
showing up.”
—Woody Allen
23. Hire and
Promote for
“relationship
excellence.”
R.O.I.R.
Rules!
Return on
investment in
relationships
“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.”
X =XFX*
*Excellence = Cross-functional Excellence
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 at
Appendix FIVE
Never
waste a
lunch!
????
% XF
lunches*
*Measure!
???????
“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!”
24. HR Is
“Cool.”
Chicago:
HRMAC
“support function” /
“cost center” /
“bureaucratic drag”
or …
Are you …
“Rock
Stars of the
Age of
Talent”
25. 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.
Putting HR on
a par with finance
and marketing.
Second:
26. Re-name
“HR.”
Talent
Department
People Department
Center for Talent Excellence
Seriously Cool People
Who Recruit & Develop
Seriously Cool People
Etc.
27. There Is an
“HR Strategy”/
“HR Vision”
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
challenge, rapid professional
growth, respect, satisfaction,
fun, stunning opportunity,
exceptional reward, amazing
peer group, full membership in
Club Adventure, maximized
future employability
Source: Ed Michaels, The War for Talent; TP
28. Acquire
for Talent!
Omnicom's acquisitions: “not for
“buying
talent;” “deepen a
size per se”;
relationship with a client.”
Source: Advertising Age
29. There Is a
FORMAL
Leadership
Development
Strategy.
“Crotonville”!
Purchase!
30. 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
visited each division for a day. They reviewed the
top 20 to 50 people by name. They talked about
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
Talent Pool strengthening issues.
Milliken’s “War
Room”*
*Top 200
31. “People”/
“Talent” Reviews
Are the FIRST
Reviews.
32. HR Strategy
= BUSINESS
Strategy.
Wegmans: #1/100 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.
33. 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)
34. Goal: Amazing
quests! Life
Success! Dreams
Come true! [for everyone ]
“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
“We are a
‘Life Success’
Company.”
Dave Liniger, founder, RE/MAX
“No matter what the situation,
[the excellent manager’s] first response is
always to think about the
individual concerned and how
things can be arranged to help
that individual experience
success.” —Marcus Buckingham,
The One Thing You Need to Know
% of people
with …
… Dreams?
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.
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-best-version-ofhimself or –herself. —Matthew Kelly,
The Dream Manager
DRD: Dream
Realization
Department
35. Enlist Everyone
in Challenge
Century21/
Foster
Independence.
“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
BRAND YOU.
NO OPTION.
“You are the
storyteller of your
own life, and you can
create your own
legend or not.”
—Isabel Allende
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.”
Distinct
…
… or
Extinct
Win-win*
*Damn it!
36. create an
accountable
workplace.
“GE has set a standard
of candor. … There is no
puffery. … There isn’t
an ounce of denial in
the place.”
—Kevin Sharer, CEO Amgen,
on the “GE mystique” (Fortune)
37. 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 damn work. They do.” —GK
38. Training I:
Train! Train!
Train!
26.3HPY
It’s a
numbers
game!
(mostly)
“Have you invested
as much this year*
in your career as in
your car?”
—Molly Sargent
39. Training II:
100% “Business
People”!
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!)
40. Training III:
100% LEADERS!
“The Marine Corps
believes that all
Marines must learn to
lead. In order to survive the chaos
and uncertainty of war, a Marine is
taught how to be decisive, how to take
care of others, and how to take
responsibility for her actions.”
—Leading from the Front, Angie Morgan and Courtney Lynch
41. Training IV:
Boss as Trainerin-Chief!
“Workout” =
24
DPY in the Classroom
42. Training V:
MBAS relevant
to GTD
[Getting things Done]
The GTD*
MBA
*Getting Things Done
Core
*Managing people I, II, III, IV
*Creating and managing systems
with high impact
*Leadership I, II
*Servant leadership
*Execution I, II, III
*Creating a “Try it now”-“Fail Forward
Fast”-“Ready. Fire. Aim.” “culture”
*Maximizing ROIR [Return On Investment
in Relationships]
*Sales I, II, III, IV
*Service basics I, II
*Creating incredible customer
experiences
Core
*The art and science of influence I, II
*Crucial conversations-Crucial
confrontations
*Accounting* I, II [*acctg., not “finance”]
*Accountability I, II
*Calendar mastery/Mastering “to don’t”
*MBWA I, II
*Nurturing and harvesting curiosity
in one and all
*Giving great presentations I, II
*Active listening I, II
*Excellence as aspiration,
Excellence everywhere,
Excellence all the time
Other
*Recruiting top talent for 100% of
enterprise jobs
*Recruiting for smile, enthusiasm,
energy
*Nurturing top talent
*Helping people (employees,
customers, vendors, communities)
grow and realize their dreams
*The promotion decision
*Women as pre-eminent leaders
*Building friends through effective
firing
*The power of decentralization—and
the barriers thereto
Other
*The art of finding and loving weirdos
*Creating an environment of respect
and decency
*The pre-eminent role of emotion in
everything
*Saying “thank you” I, II
*Aggressive apologizing
*Giving good phone, working the phones
*Creating and nurturing lasting win-win
alliances
*Creating or changing a unit’s “culture”
*The real “stuff”-basics of crossfunctional excellence
Other
*Developing and sustaining a spirited
workplace
*Becoming the gemstone of the
community
*Mastering the Internet I, II
*Appreciating and playing with new
technologies
*Knowing oneself
*Marketing
*Marketing to women I, II
*Marketing to boomers-geezers I, II
*Design-mindedness as a “cultural”
attribute
Other
*The Art of the Nudge
*Rapid prototyping of everything,
and the Art of Serious Play
*Rewarding failures
*Increasing a business’s metabolic rate
*Diversity power everywhere
*The power of universal transparency
Spare Time
*Strategy
*Finance
*Globalization
43. Training VI:
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 in art at such
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!
a young age?
Respect!
44.
“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
“Ladies and
gentlemen
serving ladies
and gentlemen”
Ritz Carlton Credo, from Horst Schulte
“The [Union senior] officers rode past the
Confederates smugly without any sign
of recognition except by one. ‘When
General Grant reached the line of
ragged, filthy, bloody, despairing
prisoners strung out on each side of
the bridge, he lifted his hat and held it
over his head until he passed the last
man of that living funeral cortege. He
was the only officer in that whole train
who recognized us as being on the
face of the earth.’*”
*quote within a quote from diary of a Confederate soldier
45. Encourage
Dis-respect!
All You Need to Know About
“Sources of Innovation”
Angry
people!
[with the
status quo]
46. Talent
Excellence!
Leaders who
ask! Leaders
who listen!
“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)
47. “Thoughtful”
works!
“Thoughtful”
Wins! !
“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.
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
0 of 15
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
48. Thank
You!
“The deepest
human need is
the need to be
appreciated.”
William James
49. MBWA:
Visible
Leadership!
MBWA
50. 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
51. Honor
Youth.
“Why focus on these late teens and twentysomethings? Because they are the
first young who are both in a
position to change the world, and
are actually doing so. … For the first
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
52. Provide
Early
Leadership
Assignments.
The
WOW!
(sub)project
53. Create a
FORMAL System
of Mentoring.
W. L. Gore
Quad/Graphics
54. Diversity of
every sort!
“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
55. Hire (& Protect!)
Weird!
“Are there
enough weird
people in the lab
these days?”
—V. Chmn., pharmaceutical
house, to a lab director
CM Prof Richard Florida on “Creative
“You cannot get a
technologically
innovative place … unless
it’s open to weirdness,
eccentricity and
difference.”
Capital”:
Source: New York Times/06.01.2002
Why Do I love Freaks?
(1) Because when Anything Interesting happens … it was
a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.) (Freaks are
never boring.)
(3) We need freaks. Especially in freaky times. (Hint:
These are freaky times, for you & me & the CIA & the
Army & Avon.)
(4) A critical mass of freaks-in-our-midst
automatically make us-who-are-not-so-freaky at least
somewhat more freaky. (Which is a Good Thing in freaky
times—see immediately above.)
(5) Freaks are the only (ONLY) ones who succeed—as in,
make it into the history books.
(6) Freaks keep us from falling into ruts. (If we listen to
them.) (We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
56. WOMEN
[should] RULE!
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
“Goldman Sachs in Tokyo has
developed an index of 115
companies poised to benefit from
women’s increased purchasing
power; over the past decade the
value of shares in Goldman’s
basket has risen by 96%, against
the Tokyo stockmarket’s rise
of 13%.” —Economist, April 15
“AS LEADERS,
WOMEN
RULE*:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
*See more at
Appendix SIX
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
57. We Are All
Unique.
One
size NEVER fits
all. One size fits
Beware Standardized Evals:
one.
Period.
53 Players =
53 Projects =
53 different
success measures.
58. Capitalize
on Strengths.
“The mediocre manager believes that most
things are learnable and therefore that the
essence of management is to identify each
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
“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
59. Talent
= Brand.
The Top Five “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
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
Brand =
Talent.
60. excellence.
Bonus: The
“5Es” Credo
Enthusiasm!
Execution!
Experience!
Empathy!
Excellence!
Enthusiasm! (Matchless and internally and
externally contagious and visible energy and vitality.)
Execution! (A bulldog, unglamorous effort aimed
at GTD/“getting things done” is the Holy Grail and principal
source of pride—the “strategy bit” is secondary to the “do
it” bit.)
Experience! (The organization delivers its
product—including accounting services from an internal
department to its customer departments—with panache.)
Empathy! (Despite the abiding emphasis on
hustle and GTD, Character and Care in all we do is an
abiding hallmark of the enterprise.)
Excellence! (Head-turning aspirations from the
world-class busboy to the world-class chef to the
world-class parking valet.)
“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)
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