Transcript Document 7128662

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Tom Peters’
EXCELLENCE.
ALWAYS.
Mexico D.F./0410.08
Slides at …
tompeters.com
Welcome to Tom Peters “PowerPoint World”! Beyond the set of slides here,
you will find at tompeters.com the last eight years of presentations, a
basketful of “Special Presentations,” and, above all, Tom’s constantly
updated Master Presentation—from which most of the slides in this
presentation are drawn. There are about 3,500 slides in the 7-part “Master
Presentation.” The first five “chapters” constitute the main argument:
Part I is context. Part II is devoted entirely to innovation—the sine qua
non, as perhaps never before, of survival. In earlier incarnations of the
“master,” “innovation” “stuff” was scattered throughout the presentation—
now it is front and center and a stand-alone. Part III is a variation on the
innovation theme—but it is organized to examine the imperative (for most
everyone in the developed-emerging world) of an ultra high value-added
strategy. A “value-added ladder” (the “ladder” configuration lifted with
gratitude from Joe Pine and Jim Gilmore’s Experience Economy) lays out a
specific logic for necessarily leaving commodity-like goods and services in
the dust. Part IV argues that in this age of “micro-marketing” there are
two macro-markets of astounding size that are dramatically underattended by all but a few; namely women and boomers-geezers. Part V
underpins the overall argument with the necessary bedrock—Talent, with
brief consideration of Education & Healthcare. Part VI examines
Leadership for turbulent times from several angles. Part VII is a
collection of a dozen Lists—such as Tom’s “Irreducible 209,” 209 “things
I’ve learned along the way.”
Enjoy! Download! “Steal”—that’s the whole point!
“We Have …
Thank
you,
Starbucks!
Sports: You
beat
yourself!
Speech: You
beat
yourself!
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)
part 1
Excellence:
The
Leadership
50
bedrock.
1. Leaders …
serve.
Organizations
exist to serve.
Period.
Leaders live to
serve. Period.
The Basic
Mechanism.
2. Leadership Is a
Mutual
Discovery
Process.
…
“Ninety percent of what
we call ‘management’
consists of making it
difficult for people to
get things done.”
– Peter Drucker
Organizing Genius / Warren Bennis
and Patricia Ward Biederman
“Groups become great only when
everyone in them, leaders and
members alike, is free to do his or
her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its
members to discover their
greatness.”
Leaders’ “Mt Everest Test”
“free to do his or her
absolute best” …
“allow its members to
discover their
greatness.”
The Dream
Manager
—Matthew Kelly
E.g.: “An organization can only become the-best-version-of-itself to the
extent that the people who drive that organization are striving to
become better-versions-of-themselves.” “A company’s purpose is to
become the-best-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 thebest-version-of-himself or –herself. … When a company forgets that it
exists to serve customers, it quickly goes out of business. Our
employees are our first customers, and our most important customers.”
Quests!
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect, humane)
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative-adventures)
Decency
(respect, grace,
integrity, humane)
service
(worthy of our clients’ & extended
family’s continuing custom)
excellence
(period)
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
“I have always
believed that the
purpose of the
corporation is to be a
blessing to the
employees.” *
—Boyd Clarke
*TP: An “organization” is, in fact and after all
is said and done, a/the “house” in which
most of us “live” most of the time.
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.
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)
“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
[Yet] I
came to see in my time at
IBM that culture isn’t
just one aspect of the
game—it is the game.”
of people is very, very hard.
—Lou Gerstner, Who Says Elephants Can’t Dance
The
Leadership
Types.
3. Great Leaders on White Horses Are
Great Talent
Developers (Type I
Leadership) are the Bedrock
Important – but
of Organizations that Perform Over
the Long Haul.
Whoops:
Jack didn’t have
a vision!
4. But There Are Times
When the “visionary”
“Type” (Type II
Leadership) Matters!
“A leader is a
dealer in
hope.”
—Napoleon
5. Find the
“Businesspeople”!
(Type III Leadership)
I.P.M.
(Inspired
Profit Mechanic)
6. All Organizations
Need … the Golden
Leadership
Triangle.
The Golden Leadership Triangle:
(1) Talent Fanatic …
(2) Visionary …
(3) Inspired Profit
Mechanic.
7. Leadership Mantra #1:
IT ALL DEPENDS!
Renaissance Men
are … a snare,
a myth,
a delusion!
8. The Leader Is
Rarely/Never the
Best Performer.
The
Leadership
Dance.
9. Leaders …
SHOW UP!
MBWA
“A body can
pretend to care,
but they can’t
pretend to be
there.”
— Texas Bix Bender
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
10. Leaders …
LOVE the
MESS!
“If things seem
under control,
you’re just not
going fast
enough.”
—Mario Andretti
11. Leaders
“We have a
‘strategic’
plan. It’s
called doing
things.”
— Herb Kelleher
“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
12. Leaders
Re
-do.
Phil Crosby
is an idiot!
“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
13. BUT … Leaders
Know
When to
Wait.
Tex Schramm:
The
“too hard”
box!
14. Leaders Are …
Optimists.
Hackneyed but none the less
LEADERS SEE
CUPS AS “HALF
FULL.”
true:
“[Ronald
Reagan] radiated an
almost
transcendent
happiness.”
Half-full Cups:
—Lou Cannon
15. Leaders
FOCUS!
“Dennis, you need a …
‘To-don’t ’
List !”
“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
“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
16. Leaders … Send
V-E-R-Y Clear
Signals
About
What’s Important!
“Really Important
Stuff”: Roger’s
Rule of Three!
Danger:
S.I.O.
(Strategic Initiative Overload)
If It Ain’t
Broke …
Break It.
17. Leaders …
FORGET!/
Leaders …
DESTROY!
Forget>“Learn”
“The problem is never how
to get new, innovative
thoughts into your mind,
but how to get the old
ones out.” —Dee Hock
“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
18. BUT … Leaders
Have to Deliver, So They
Worry About “Throwing
the Baby Out with the
Bathwater.”
“Damned If You
Do, Damned If You
Don’t, Just Plain
Damned.”
Subtitle in the chapter, “Own Up to the Great Paradox: Success Is
the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,”
Liberation Management (1992)
19. Leaders …
HONOR THE
USURPERS.
Saviors-in-Waiting
Disgruntled Customers
Upstart Competitors
Rogue Employees
Fringe Suppliers
Source: Wayne Burkan, Wide Angle Vision
20. Leaders Make
[Lots of]
Mistakes – and
MAKE NO BONES
ABOUT IT!
“Fail faster.
Succeed
sooner.”
—David Kelley/IDEO
21. Leaders Make …
BIG MISTAKES!
“Reward
excellent
failures. Punish
mediocre
successes.”
—Phil Daniels
Create.
22. Leaders Know that THERE’S
MORE TO LIFE THAN “LINE
EXTENSIONS.” Leaders Love to …
CREATE NEW
MARKETS.
“Acquisitions are about
buying market share. Our
challenge is to
create markets.
There is a big difference.”
—Peter Job, CEO, Reuters
YESBANK*
*Commerce Bank
23. Leaders … Make
Their Mark /
Do Stuff
That Matters
Leaders …
“I never, ever thought of
myself as a businessman.
I was interested in
creating things
I would be
proud of.” —Richard Branson
24. Leaders Push Their
W-a-y
Up the Valueadded Chain.
Organizations …
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
“Big Brown’s New Bag: UPS
Traffic
Manager for
Corporate
America”
Aims to Be the
—Headline/BW/2004
“Every project we undertake starts with
‘How can
we do what has
never been done
before?’”
the same question:
—Stuart Hornery, Lend Lease
25. Leaders Push Past
Service “Transactions” to
… Scintillating
Experiences.
“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
Experience: “Rebel Lifestyle!”
“What we sell is the
ability for a 43year-old accountant
to dress in black
leather, ride through
small towns and have
people be afraid
of him.”
Harley exec, quoted in Results-Based Leadership
26. Leaders
LOVE the
New Technology!
Power Tools
For Power
Strategies/
ARD 40K
27. Needed? Type IV
Leadership:
Technology
Dreamer-True
Believer
The Golden Leadership
Quadrangle: (1) Talent
Fanatic … (2) Visionary …
(3) Inspired Profit
Mechanic …
(4) Technology DreamerTrue Believer.
Talent.
28. Leaders …
DO TALENT!
‘do’
“Leaders
people.
Period.”
—Anon.
Brand =
Talent.
29. When It Comes
TALENT
to
…
Leaders Always Go
Berserk!
From “1, 2 or you’re out” [JW]
to …
“Best Talent in
each industry segment to
build best proprietary
intangibles” [EM]
Source: Ed Michaels, War for Talent
30. Leaders Listen.
Leaders
Consult.
The “One line of code”
Theorem: All we-“they”me want is (1) to be
consulted, (2) to be taken
seriously, (3) a tiny show
of appreciation
Passion.
31. Leaders …
“Sell”
PASSION!
“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)
32. Leaders Know:
ENTHUSIASM
BEGETS
ENTHUSIASM!
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
BZ: “I am a …
Dispenser of
Enthusiasm!”
33. Leaders Are …
in a Hurry
“We don’t sell insurance
We sell
speed.”
anymore.
Peter Lewis, Progressive
“Metabolic
Management”
34. Leaders
Focus on the
SOFT STUFF!
“Hard” is
“soft.”
“Soft” Is
“hard.”
Message: Leadership is
all about love! [Passion,
Enthusiasms, Appetite for
Life, Engagement,
Commitment, Great Causes &
Determination to Make a
Damn Difference, Shared
Adventures, Bizarre Failures,
Growth, Insatiable Appetite
for Change.]
The “Job” of
Leading.
35. Leaders Know It’s
ALL SALES ALL
THE TIME.
If you don’t
LOVE
SALES … find
another life. (Don’t pretend
you’re a “leader.”)
36. Leaders
LOVE
“POLITICS.”
If you don’t LOVE
POLITICS … find
another life.
(Don’t pretend
you’re a “leader.”)
All success is a
Matter of
implementation.
All implementation is
a matter of politics.
37. But … Leaders Also
Break a Lot
of China.
Characteristics of the “Also rans”*
“Minimize risk”
“Respect the chain of
command”
“Support the boss”
“Make budget”
*Fortune, “Most Admired Global Corporations”
38. Leaders
Give …
RESPECT!
Amen!
“What creates trust, in
the end, is the leader’s
manifest respect for
the followers.” — Jim O’Toole,
Leading Change
“It was much later that I realized Dad’s
secret. He gained respect by giving it. He
talked and listened to the fourth-grade kids
in Spring Valley who shined shoes the same
way he talked and listened to a bishop or a
He was
seriously interested in
who you were and
what you had to say.”
college president.
Source: Sara Lawrence-Lightfoot, Respect
39. Leaders Say
“Thank
You.”
“The deepest human
need to
be appreciated.”
need is the
William James
40. Leaders
Are …
Curious.
The Three Most Important Letters …
WHY?
41. Leadership Is
a…
Performance.
“It is necessary for the
President to be the
No. 1
actor.”
nation’s
FDR
42. Leaders … Are
The Brand
“You must
be
the change you
wish to see in the
world.”
Gandhi
43. Leaders …
GREAT
STORY!
Have a
“A key – perhaps the key –
to leadership is
the effective
communication
of a story.”
Howard Gardner
Leading Minds: An Anatomy of Leadership
Leader Job 1
Paint
Portraits of
Excellence!
Introspection.
44.
Leaders …
Enjoy
Leading.
“Tom, you
left out one
thing …”
45. Leaders
LAUGH!
46. Leaders …
KNOW
THEMSELVES.
Individuals (would-be leaders)
cannot engage in a
liberating mutual discovery
process unless they are
comfortable with their
own skin. (“Leaders” who are not
comfortable with themselves become petty
control freaks.)
Questions: What do others think of you? [Are you sure?] What
do you think of you? [Are you sure?] What is your impact on
others? [Are you sure?] What is your impact on others? [Are
you sure?] What is your impact on others? [Are you sure?]
What are the “little things” you (perhaps unconsciously) do that
cause people to shrivel—or blossom? [Are you sure?] What do
you want? [Are you sure?] Are you aware of your changing
moods? [Are you sure?] How fragile is your ego? [Are you sure?]
Do you have a true confidant? [Are you sure?] Do you perform brief
or not-so-brief self-assessments? Do you talk too much? [Are you
sure?] Do you know how to listen? [Are you sure?] Do you
listen? [Are you sure?] What is your style of “hashing things
out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive,
(d) genuinely interested in people, (e) etc? [Are you sure?] Are
you flexible? Have you changed your mind about anything important
in a while? Are you comfortable-uncomfortable with folks on the
front line? Do you think you’re “in touch with the pulse of
things around here”? [Are You Sure?] Are you too
emotional/intuitive? Are you too unemotional/rational? Do you
spend much time with people who are new to you? [Do you think
questions like this are “so much BS”?]
47. But …
Leaders have
MENTORS.
Upon having the
Leadership Mantle placed
upon one’s head, he/she
never
shall
hear
the unvarnished truth
again!*
(*Therefore, she/he needs one faithful compatriot
to lay it on with no jelly.)
The End
Game.
48. Leaders
are …
RELENTLESS.
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
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
49. Leaders
???:
“Leadership is the
PROCESS of ENGAGING
PEOPLE in CREATING a
LEGACY of
EXCELLENCE.”
“LEADERS NEED TO
BE THE ROCK OF
GIBRALTAR ON
ROLLER BLADES.”
50. Leaders Free
the Lunatic
Within!
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
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2.
3.
4.
5.
6.
7.
8.
9.
If it ain’t broke ... Break it!
Hire crazies.
Ask dumb questions.
Pursue failure.
Lead, follow ... or get out of the way!
Spread confusion.
Ditch your office.
Read odd stuff.
10. Avoid moderation!
“You can’t behave
in a calm, rational
manner. You’ve got
to be out there on
the lunatic fringe.”
— Jack Welch
51. Leaders
Relentlessly Pursue …
Excellence
“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)
Excellence Is a
Universal
Striving.
If Not
Excellence,
What?
part 2
EXCELLENCE.
ALWAYS.
Essentials.
#1/15
“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)
MBWA
5,000 miles for
a 5-minute
face-to
-face meeting
“I call 60 CEOs
to
wish them happy
New Year. …”
[in
the first week of the year]
—Hank Paulson, former CEO, Goldman Sachs
Source: Fortune, “Secrets of Greatness,” 0320.05
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
The “Have
you 50”
The “Have
you …” 50
“Mapping your
competitive
position”
or …
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?
You = Your
calendar*
*Calendars
never lie
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”
2-cent
candy
3-cent
lemon!
<TGW
vs.
>TGR
“What Rikyu
demanded was not
cleanliness alone,
but the beautiful
and the natural
also.”
—Kakuzo Okakura, The Book of Tea
“Rikyu was watching his son Sho-an as he
swept and watered the garden path. ‘Not clean
enough,’ said Rikyu, when Sho-an had finished
his task, and bade him try again. After a weary
hour, the son turned to Rikyu: ‘Father, there is
nothing more to be done. The steps have been
washed for the third time, the stone planters
and the trees are well sprinkled with water,
moss and lichens are shining with a fresh
verdure; not a twig, not a leaf have I left on the
ground.’ ‘Young fool,’ chided the tea-master,
‘that is not the way a garden path should be
swept.’ Saying this, Rikyu stepped into the
garden, shook a tree and scattered over the
garden gold and crimson leaves, scraps of the
brocade of autumn! What Rikyu demanded was
not cleanliness alone, but the beautiful and the
natural also.” —Kakuzo Okakura, The Book of Tea
Hire a
theater director,
as a consultant
or FTE!
First Step (?!):
“one idea.”
1966-2008.
What makes
God laugh?
People
making
plans!
ry it. Try it. Screw
t up. Try it. Try it
Try it. Try it. Try it
ry it. Screw it up
Try it. Try it. try i
ry it. Screw it up
“We have a
‘strategic plan.’
It’s called doing
things.”
— Herb Kelleher
“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
“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
“Experiment
fearlessly”
Source: BW0821.06, Type A Organization Strategies/
“How to Hit a Moving Target”—Tactic #1
“Fail .
Forward.
Fast.”
High Tech CEO, Pennsylvania
“You miss
100% of
the shots you
never take.”
—Wayne Gretzky
Joe J. Jones
1942 – 2008
HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
HIM!
LET
“one point
one idea/s.”
1966-2007.
“Execution is
strategy.”
—Fred Malek
“Execution is
the job of the
business
leader.”
—Larry Bossidy & Ram
Charan/ Execution: The Discipline of Getting Things Done
“Execution =
Deepest “Blue
Ocean”
X =XFX*
*Excellence = Cross-functional Excellence
The “XF-50”: 50 Ways to
Enhance CrossFunctional
Effectiveness and
Deliver Speed, “Service
Excellence” and “Valueadded Customer
‘Solutions’”
1. It’s
our organization to make work—or not. It’s not “them,” the
outside world that’s the problem. The enemy is us. Period.
2. Friction-free! Dump 90% of “middle managers”—most are advertent or inadvertent “power
freaks.” We are all—every one of us—in the Friction Removal Business, one moment at a time,
now and forevermore.
3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an Automatic Firing Offense. Period. No
appeals. (Within the limits of civility, somewhat “public” firings are not out of the question—that
is, make one and all aware why the axe fell.)
4. Everything on the Web. This helps. A lot. (“Everything” = Big word.)
5. Open access. All available to all. Transparency, beyond a level that’s “sensible,” is a de facto
imperative in a Burn-the-Silos strategy.
Project managers rule!! Project managers running XF (crossfunctional) projects are the Elite of the organization, and seen as
such and treated as such. (The likes of construction companies
have practiced this more or less forever.)
6.
7. “Value-added Proposition” = Application of integrated resources. (From the entire supplychain.) To deliver on our emergent business raison d’etre, and compete with the likes of our
Chinese and Indian brethren, we must co-operate with anybody and everybody “24/7.” IBM, UPS
and many, many others are selling far more than a product or service that works—the new “it” is
pure and simple a product of XF co-operation; “the product is the co-operation” is not much of a
stretch.
“How to flush
$500,000 down
the toilet in one
easy lesson!!”
TP:
< CAPEX
> People!
Brand =
Talent.
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.
PUT HR AT THE
HEAD OF THE HEAD
TABLE. BEST
PEOPLE. NOBLEST
MISSION.
“In the end, management
doesn’t change culture.
Management
invites
the workforce itself to
change the culture.”
—Lou Gerstner
“A man
without a
smiling face
must not open
a shop.”
—Chinese Proverb
EMPHASIZE
THE “SOFT
SKILLS.”
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
B(I) > B(O)
2/year =
legacy.
#1 cause of
Dis-satisfaction?
The “Big Three”
st
1
Marriage
Parenthood
Line Supervisor*
*Accomplishment through others
‘do’
“Leaders
people.
Period.”
—Anon.
“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
“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
“We are a
‘Life Success’
Company.”
Dave Liniger, founder, RE/MAX
“I have always
believed that the
purpose of the
corporation is to be a
blessing to the
employees.” *
—Boyd Clarke
*TP: An “organization” is, in fact and after all
is said and done, a/the “house” in which
most of us “live” most of the time.
“Every child is
born an artist.
The trick is to
remain an
artist.” —Picasso
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/2006 Nobel Peace prize winner,
father of micro-lending /The News Hour—PBS/1122.2006
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
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!
We are the
company
we keep
The “Hang Out Axiom”: At
its core, every (!!!)
relationship-partnership
decision (employee,
vendor, customer, etc)
is a strategic decision
about:
“Innovate,
‘Yes’ or ‘No’ ”
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
“Normal” =
“o for 800”
The last
word:
There is
no “last
word.”
Flat as a Pancake (Or Worse)
Wal*Mart … Dell … Intel
… Yahoo … Home Depot
… Microsoft … GE
C.E.O.
to
C.D.O.
Chief
Destruction
Officer
Built to Last
vs
Built to
Change/Rock
the World
Single
greatest act
of pure
imagination
No Wiggle Room!
“Incrementalism
is innovation’s
worst enemy.”
—Nicholas Negroponte
3M’s Innovation
Crisis: How Six Sigma
Almost Smothered
Its Idea Culture
Source: Title/Cover Story, BW, 0611.07 (“What’s remarkable is
how fast a culture can be torn apart,” 3M lead scientist; “In
an innovation economy, [6 Sigma] is no longer a cure all”/BW)
“Strive for
Excellence.
Ignore
success.”
—Bill Young, race car
driver (courtesy Andrew Sullivan)
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
The Eight
Basics of
Excellence:
Two Points
of View
One: A bias for action: a preference for doing something anything - rather than sending a question through cycles and
cycles of analyses and committee reports.
One: A bias for action: a preference for doing something anything - rather than sending a question through cycles and
cycles of analyses and committee reports. Understanding
that experimentation (trial & error), not theory, is the bedrock
of the scientific method and enterprise Excellence alike.
Two: Staying close to the customer – learning his preferences
and catering to them.
Two: Staying close to the customer – learning her
preferences, catering to her needs, engaging her in a
partnership, creating experiences for her that unleash the
sustainability of loyalty and the power of word-of-mouth
recommendation.
Three: Autonomy and entrepreneurship - breaking the corporation
into small companies and encouraging them to think
independently and competitively.
Three: Autonomy and entrepreneurship - breaking the corporation
into small companies, and the company into small groups—and
encouraging them all to think imaginatively, to “own” their part of
the enterprise, and to be accountable for their results.
Four: Productivity through people – creating in all employees the
awareness that their best efforts are essential and that they will
share in the rewards of the company’s success.
Four: Productivity through people – practicing “servant
leadership,” realizing that the leader’s job in pursuit of Excellence
is first and last and foremost to develop unsurpassable
competitive advantage through turned on, eternally growing,
highly committed talent in every position. To a large extent, This
Is Our Mission!
Five: Hands-on, value driven – insisting that
executives keep in touch with the firm’s essential
business.
Five: Hands-on, value driven – staying in close
personal touch with the action and actors “on the
ground,” no matter the distractions of other priorities,
through daily MBWA/Managing By Wandering Around.,
Preaching and “living” the “Gospel” of Excellence.
Six: Stick to the knitting – remaining with the business
the company knows best.
Six: Stick to the knitting – learning, growing, branching
out, but favoring organic growth and not straying
beyond the core competencies that are the basis of our
sustainable Excellence.
Seven: Simple form, lean staff – few administrative
layers, few people at the upper levels.
Seven: Simple form, lean staff – few administrative
layers, few people at the upper levels, “employees” each
acting as Brand You, constant pursuit of Excellence in
Execution through Simplicity and Clarity and IntegrityCharacter.
Eight: Simultaneous loose-tight properties – fostering a
climate where there is dedication to the central values of
the company combined with tolerance for all employees
who accept those values.
Eight: Simultaneous loose-tight properties – fostering a
climate where there is dedication and “buy in” and
excitement about the central values and the Ideal of
Excellence throughout the enterprise, combined with a
passion for constant growth and experimentation within
or close to the bounds of those shared values.
Doing “to” vs doing “with”
Job “done well” vs “openended Quest for growth,
full of surprises”
“Motivate” vs “Engage”
“Tolerance” vs “Expectation”
“Director” vs “Servant”
Unspecified vs “Excellence”
“Him” vs “Her”
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
Hard Is Soft
Soft Is Hard
Hard Is Soft (Plans, #s)
Soft Is Hard (people,
customers, values,
relationships))
“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
Hard Is Soft
Soft Is Hard
“What I learned from my years
as a hostage negotiator is that
we do not have to feel
powerless—and that
bonding
is the antidote to
the hostage situation.” —George
Kohlrieser, Hostage at the Table
“The terms ‘hard facts,’
and ‘the soft stuff’ used
in business imply that
data are somehow real
and strong while
emotions are weak and
less important.”
—George Kohlrieser, Hostage at the Table
Hard Is Soft
Soft Is Hard
R.O.I.R.
Return On
Investment In
Relationships
C(I)>C(E
“TAKE THIS QUICK QUIZ: Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills?
Who is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer ‘to
do’ list? Who enjoys a recap to the day’s
events? Who is better at keeping in touch
with others?”
Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why
Women Can Outsell Men, Nicki Joy & Susan Kane-Benson
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
Relationships
(of all varieties):
THERE
ONCE WAS A TIME WHEN A
THREE-MINUTE
PHONE CALL WOULD
HAVE AVOIDED SETTING OFF THE
DOWNWARD SPIRAL THAT RESULTED
IN A COMPLETE RUPTURE.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.
“I screwed
up.”
Attending to
the “Last 98%”:
The New
Management “Science,”
or …
“Hard Is Soft,
Soft Is Hard”
Tom Peters/12.03.2008
S = f( ___ )
Success Is a
Function of …
S = ƒ(#&DR; -2L, -3L, 4L; I&E)
Number and depth of relationships 2, 3, and 4 levels down,
inside and outside the organization
S = ƒ(SD>SU)
Sucking down is more important than sucking up—the idea is to have
the entire organization working for you.
S = ƒ(#non-FF, #non-FL)
Number of friends, number of lunches with people not in my function
S = ƒ(#FF)
Number of friends in the finance function-organization
S = ƒ(OF)
Oddball friends
S = ƒ(PDL)
Purposeful, deep listening—this is very hard
S = ƒ(#EODD3MC)
Number of end-of-the-day difficult (you’d rather avoid) “3-minutecalls” that
soothe raw feelings, mend fences, etc
S = ƒ(UFP, UFK, OAPS)
Unsolicited favors performed, UFs involving co-workers’ kids, overt acts
politeness-solicitude toward co-workers’ spouses, parents, etc.
S = ƒ(#TN)
Number of thank you notes sent
S = ƒ(#C, PTS/“OLC,” SAPA)
# of consultations, perception of being taken serious (Responsible for “one line of
code,” small act of public appreciation
S = ƒ(SU)
Showing up (Woody Allen, Delaware’s ridiculous influence on the
U.S. Constitution)
S = ƒ(1D)
Seeking the assignment of writing first drafts, minutes, etc (1787)
S = ƒ(#SEAs)
Number of solid relationships with Executive Assistants
S = ƒ(%UL/w-m)
% useful lunches per week, month
S = ƒ(FG,FOC-BOF, CMO)
Favors given, favors owed collectively, balance of favors,
conscious management thereof
S = ƒ(CPRM, TS)
Conscious-planned Relationship management, time spent thereon
S = ƒ(TN/d, FG/m, AA/d)
Thank you notes per Day, flowers given per Month, Acts of Appreciation per Day
S = ƒ(PT100%A“T”S, E“NMF”—TTT)
Proactive, timely, 100% apologies for “tiny” screw-ups, even if not my fault
(it always takes two to tango)
S = ƒ(AMR, NBS-SG)
Acceptance of mutual responsibilities for all affairs, no blameshifting, scape-goating
S = ƒ(APLSLFCT)
Awareness, perception of little snubs—and lightening fast
correction thereof
S = ƒ(G)
Grace
S = ƒ(GA)
Grace toward adversary
S = ƒ(GW)
Grace toward the wounded in bureaucratic firefights
S = ƒ(PD)
Purposeful decency
S = ƒ(TSPD, TSP-L1)
Time spent on promotion decisions, especially for 1st level managers
S = ƒ(%“SS”, H-PD)
% soft stuff involved in Hiring, Promotion decisions
S = ƒ(TWA, P, NP)
Time wandering around, purposeful, non-planned
S = ƒ(SBS)
Slack built into Schedule
S= ƒ(TSHR)
Time spent … Hurdle Removing
S = ƒ(%TM“TSS,” PM“TSS,”
D“TD”“TSS”)
% of time, measured, on This Soft Stuff, purposeful management of this Soft
Stuff, daily “to do” concerning “this Soft Stuff”
S = ƒ(MB“TSS”MR)
Purposeful management of this Soft Stuff by people reporting to me
S = ƒ(EC, MMO)
Emotional connection, mgt & maintenance of
S = ƒ(IMDOP)
Investment in Mastery of detailed organization processes
S = ƒ(H-TS)
Time spent on Hiring
S = ƒ(%TM“TSS,”
PM“TSS,”
D“TD”“TSS”)
% of time, measured, on This Soft Stuff,
purposeful management of this Soft Stuff, daily
“to do” concerning “this Soft Stuff”
Q: But where’s
the beef?
A: This
is
the beef!
Don’t forget
the “it”!
“It suddenly
occurred to me …
“It suddenly occurred
to me that in the space
of two or three hours
never
he
talked
about cars.” —Les Wexner
Franchise Lost!
TP:
“How many of you
really
[600]
crave a
new Chevy?”
NYC/IIR/061205
Who buys “it” I:
Sunset for men!
“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
most significant
variable in every
“The
sales situation is the
gender
of the buyer, and
more importantly, how the
salesperson communicates
to the buyer’s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
The Perfect Answer
Jill and Jack buy
slacks in black…
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
“One thing is certain: Women’s rise to power, which is
linked to the increase in wealth per capita, is happening
in all domains and at all levels of society. Women are no
longer content to provide efficient labor or to be
consumers with rising budgets and more autonomy to
spend. … This is just the beginning. The phenomenon
will only grow as girls prove to be more successful than
For a number of
observers, we have already
entered the age of
‘womenomics,’ the economy as
thought out and practiced
by a woman.” —Aude Zieseniss de Thuin, Financial
boys in the school system.
Times, 10.03.2006
“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?
Who buys “it” II:
Sunrise for
old folks!
2000-2010 Stats
18-44: -1%
55+: +21%
(55-64:
+47%)
!!!!!!!!!!!!!!!!!
“People turning 50
more
than half of
today have
their adult life
ahead of them.”
—Bill Novelli,
50+: Igniting a Revolution to Reinvent America
We are the Aussies & Kiwis & Americans &
Canadians. We are the Western Europeans &
Japanese. We are the fastest growing, the
biggest, the wealthiest, the boldest, the
most (yes) ambitious, the most experimental &
exploratory, the most different, the most
indulgent, the most difficult & demanding,
the most service & experience obsessed, the
most vigorous, (the least vigorous,) the most
health conscious, the most female, the most
profoundly important commercial market in
the history of the world—and we will be the
Center of your universe for the next twentyfive years. We have arrived!
“gurugate”: The
Gurus’ fixation with
“the wrong stuff”*
*Not “they,” but “us.”
Over-rated:
Big companies!
Public companies!
“Cool” industries!
Stability (“Built to last”)!
Famous CEOs!
Over-rated:
Big companies!
Public companies!
“Cool” industries!
Stability (“Built to last”)!
Famous CEOs!
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
“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
#4 Japan
#2T china
#2t USA
#1 Germany
Reason!!!
Mittelstand
Over-rated:
Big companies!
Public companies!
“Cool” industries!
Stability (“Built to last”)!
Famous CEOs!
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
Over-rated:
Big companies!
Public companies!
“Cool” industries!
Stability (“Built to last”)!
Famous CEOs!
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
Over-rated:
Big companies!
Public companies!
“Cool” industries!
Stability (“Built to last”)!
Famous CEOs!
“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
Over-rated:
Big companies!
Public companies!
“Cool” industries!
Stability (“Built to last”)!
Famous CEOs!
Mission impossible?
$36B/’98
minus
$675M/‘07
Market capitalization
lost per day, 19982007:
$10,000,000/Day
*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 ‘dull-normal.’ [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
Over-rated:
Big companies!
Public companies!
“Cool” industries!
Stability (“Built to last”)!
Famous CEOs!
The “Fabulous Five”:
*SMEs!
*Private companies!
*“Dull” industries!
*Productive churn:
Built to Rock the
World!
*Laudable CEOs!
EXCELLENCE.
BEDROCK.
LEADERSHIP.
THE 9Ps.
THE 1M.
THE 9Ps.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“I am a …
Dispenser of
Enthusiasm!”
—Ben Zander
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“The role of the Director is to create a
space where the actors and
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
MBWA
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
“You must
be
the change you
wish to see in the
world.”
Gandhi
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
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
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
‘do’
“Leaders
people.
Period.”
—Anon.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2. If it ain’t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.
10.
Avoid moderation!
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
Leadership’s
th
10
“P”:
Promotion
2 per Year/
20 per Decade =
Excellence +
Legacy
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
Promotion.
“[other]
admirals more
frightened of
losing than
anxious to win”
On NELSON:
The 1m
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
And in
conclusion …
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
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
And in
conclusion …
The Common CEO Lament:
“If everything had been
good, then everything
would have been fine.”*
*Annual Reports: Good, “Our strategy …
Bad, “Unexpected …”
Black Swans: 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.”
Attributes of resilient people:
Inner calm (Buddhist?)
High self-knowledge (“comfortable in own skin”)
Breadth of experience—drove a cab, worked construction, ran Alaska tours …
as well as more traditional stuff
Sense of, “Ah, my moment” (Giuliani)
Lover of modestly controlled chaos (bored amidst calm—FDR)
Reach out effortlessly
Reach out effortlessly to a wide variety of people
Bizarrely energetic
Known for integrity, in the sense of “straight shooter”
Hires resilient people in key positions! (All senior leadership roles?)
Maintains sense of humor
Empathy (“I feel your pain”)
“Cruelty” (Must make tough decisions instantaneously, without looking back; not
“confident,” but overwhelming sense of urgency to press ahead)
Decisive but not rigid
Strong individual, strong team player
Understands the chain of command—and is flexible
Comfortable being challenged by thinkers, but a strong “doer” bias overall
A person of Hope (religious?)
Not necessarily: ex-college QB, comeback rep (Why: All within the rules, with in
the context of that which has been practiced)
Better: Ocean sailboat racer; ER doc; public health doc astronaut; combat
experience as NCO; hostage negotiator; survived in hopeless circumstances
through guile and grit; seeks “independent duty”
Tests: lights go out during interview, followed by fire alarm, etc; focus on in
reference checks
Attributes of resilient organizations:
Hire resilient folks at all levels and in all functions—explicit about
so doing
Promote resilience
Decentralization (organization structure, physical, systems)
Redundancy
Financial padding
Excellent equipment
Ability to get by without IS-IT!!
Test in uncomfortable situations
Promote an unusually high share of mavericks
Diversity per se
#15/15
“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)
If Not
Excellence,
What?
part 3
Attending to the
“Last 98%”: The New
“Management
Science,” or “Hard”
Is “Soft,” “Soft”
Is “Hard”
S = ƒ( ___ )
Success Is a
Function of …
SF50: Success
Is a Function
of* ...
*What follows are not in fact true mathematical formulae—
obviously. Nonetheless, in tribute to my own scientific
background, and, more important, that of many seminar
participants, I have chosen this format—which seems to work
for those of “my ilk” to whom it has been exposed
SF50:
50 “Equations” on
achieving success …
at pretty much
anything
S = ƒ(#&DR; -2L, -3L, 4L, I&E)
Success is a function of: Number and depth of relationships
2, 3, and 4 levels down inside and outside the organization
S = ƒ(SD>SU)
Sucking down is more important than sucking up—the idea is
to have the [your] entire organization working for you.
S = ƒ(#non-FF, #non-FL)
Number of friends not in my function
S = ƒ(#XFL/m)
Number of lunches with colleagues in other
functions per month
S = ƒ(#FF)
Number of friends in the finance organization
Loser:
“He’s such a
suck-up!”
Winner:
“He’s such a
suck-down.”
Never*
waste a
lunch!
*More or less
S =ƒ(#PK“W”P)
S = ƒ(#PK“L”P)
# of people you know in the “wrong” places
# people you know in “low” places
???????
“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!”
It helps to know people in …
high
places!”
It helps
more
to know people in …
low
places!”
Gust Avarkotos’ “boiler room” CIA pals
Walter’s “enabler” P.M. Thank You notes
Flexirent’s XSec’s Customer PA lunches
Anybody’s XSec
Anybody’s PA
All customer Purchasing Dept receptionists
Secy Chaffee’s letter writer
McKinsey report prep staff
McKinsey research staff
Admiral’s Aide
Congressional Committee staff drafter
Congressman’s appropriate LA
Anybody in Finance
S = ƒ(OF)
Number of oddball friends
S = ƒ(PDL)
Purposeful, deep listening—this is very hard
S = ƒ(“DSTM,” EH, TTAGFG)
Don’t shoot the messenger—embrace him! Truth-tellers are
gifts from God!
S + ƒ(#EODD3MC)
Number of end-of-the-day difficult (you’d rather avoid) “3minutecalls” that sooth raw feelings, mend fences, etc.
S = ƒ(UFP, UFK, OAPS)
Unsolicited favors performed, UFs involving co-workers’ kids,
overt acts politeness-solicitude toward co-workers’ spouses,
parents, etc.
Relationships
(of all varieties):
THERE
ONCE WAS A TIME WHEN A
THREE-MINUTE
PHONE CALL WOULD
HAVE AVOIDED SETTING OFF THE
DOWNWARD SPIRAL THAT RESULTED
IN A COMPLETE RUPTURE.
S= ƒ(TSHRO)
Time spent ... Hurdle Removing for Others
S = ƒ(A#C, PTS/“OLC”, SAPA)
Absolute # of consultations, perception of being taken seriously
(Responsible for “one line of code”), small acts of public
appreciation
S = ƒ(1D)
Seeking the assignment of writing first drafts, minutes, etc. (1787)
S = ƒ(#SEAs)
Number of solid relationships with Executive Assistants
S = ƒ(%UL/w-m)
% useful lunches per week, month
S = ƒ(FG, FOC-BOF, CMO)
Favors given, favors owed collectively, balance of favors, conscious
management thereof
“Buy in”“Ownership”Authorial bragging
rights-“Born again”
Champion = One
Line of Code!
S = ƒ(SU)
Showing up (Woody Allen, Delaware’s ridiculous influence on the
Constitution of the USA)
S = ƒ(KSU, R)
Keep showing up; relentlessness (U.S. Grant!!)
S = ƒ(DW, TMSTTOG)
Drill wells, try more stuff than the other guy (John Masters, Mike
Bloomberg)
“Ninety percent
of success is
showing up.”
—Woody Allen
“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
“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
#10.
It gets back to
planning versus acting: We act from
day one; others plan how to plan—
for months.” —Bloomberg by Bloomberg
are on version
S= ƒ(CM)
Conscious calendar management
(the calendar never lies)
You = Your
calendar*
*Calendars
never lie!
“You must
be the
change you wish to
see in the world.”
Gandhi
S = ƒ(CPRM, TS)
Conscious-planned Relationship management,
time spent thereon
R.O.I.R.
Return On
Investment In
Relationships
FYI:
“Relationship
power” =
“Monopoly
power”
FYI:
“Sustainable
competitive
advantage” =
“Relationship-based
advantage”
(period.)
Some Resources: Relationships
The Manager’s Book of Decencies: How Small Gestures
Build Great Companies—Steve Harrison
Respect—Sara Lawrence-Lightfoot
Hostmanship: The Art of Making People Feel Welcome—
Jan Gunnarsson & Olle Blohm (leader as host to hisher employees)
The SPEED of Trust: The One Thing that Changes
Everything—Stephen M.R. Covey
The Dream Manager —Matthew Kelly
The Customer Comes Second: Put Your People First and
Watch ’Em Kick Butt—Hal Rosenbluth and Diane
McFerrin Peters (no relation—be delighted if she was)
Crucial Conversations—Kerry Patterson, Joseph Grenny,
Ron McMillan, Al Switzler
Crucial Confrontations —Kerry Patterson, Joseph
Grenny, Ron McMillan, Al Switzler
Influence: Science and Practice—Robert Cialdini
Emotional Intelligence: Why It Can Matter More
Than IQ—Daniel Goleman
S = ƒ(TN/d, FG/m, AA/d)
Thank you notes per Day, flowers given per Month, Acts of
Appreciation per Day
S = ƒ(WLHAO)
Willingness to laugh heartily at oneself
S = ƒ(PTA100%A“T”S, E“NMF, TTT)
Proactive, timely, 100% apologies for “tiny” screw-ups, even if not
my fault (it always takes two to tango)
S = ƒ(AMR, NBS-SG)
Acceptance of mutual responsibilities for all affairs, no blameshifting, scape-goating
S = ƒ(RP, PRP>>P)
Never forget, and act accordingly: Response to the screwupproblem and perception thereof is (far, far) more important
than the problem itself!
S = ƒ(APLSLFCT)
Awareness, perception of little snubs—and lightening fast
correction thereof
S = ƒ(TN/d, FG/m, AA/d)
Thank you notes per Day, flowers given per Month, Acts of
Appreciation per Day
S = ƒ(WLHAO)
Willingness to laugh heartily at oneself
S = ƒ(RP, PRP>>P)
Never forget, and act accordingly: Response to the screwupproblem and perception thereof is (far, far) more important
than the problem itself!
S = ƒ(APLSLFCT)
Awareness, perception of little snubs—and lightening fast
correction thereof
THE PROBLEM IS RARELY/
THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.
NEVER THE PROBLEM.
FLOWER
POWER
S = ƒ(Thank you notes
per Day, flowers
given per Month,
Acts of Appreciation
per Week)
“The deepest
human need is
the need to be
appreciated.”
William James
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
S = ƒ(PTA100%A“T”S, E“NMF, TTT)
Proactive, timely, 100% apologies for “tiny” screw-ups, even if not
my fault (it always takes two to tango)
S = ƒ(AMR, NBS-SG)
Acceptance of mutual responsibilities for all affairs, no blameshifting, scape-goating
“I
screwed
up.”
Power phrase:
S = ƒ(G)
Grace
S = ƒ(GA)
Grace toward adversary
S = ƒ(GW)
Grace toward the wounded in bureaucratic firefights
S = ƒ(PD)
Purposeful decency
S = ƒ(MB“TSS”MR)
Purposeful management of this Soft Stuff by people reporting
to me
S = ƒ(EC, MMO)
Emotional connection, mgt & maintenance of
S = ƒ(IMDOP)
Investment in Mastery of detailed organizational processes
“What I learned from my
years as a hostage negotiator
is that we do not have to feel
powerless—and that
bonding
is the antidote
to the hostage situation.”
—George Kohlrieser, Hostage at the Table (GK’s
negotiation success rate is
>95%)
S = ƒ(H-TS)
Time spent on Hiring
S = ƒ(TSPD, TSP-L1)
Time spent on promotion decisions, especially for 1st
level managers
S = ƒ(%“SS,” H-PD)
% soft stuff involved in Hiring, Promotion decisions
S = ƒ(%WLP)
% women in leadership positions
S = ƒ(TWA, P, NP)
Time wandering around, purposeful, non-planned
S = ƒ(SBS)
Slack built into Schedule
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
Women’s Negotiating Strengths
*Ability to put themselves in their
counterparties’ shoes
*Comprehensive, attentive and detailed
communication style
*Empathy that facilitates trust-building
*Curious and attentive listening
*Less competitive attitude
*Strong sense of fairness and ability to persuade
*Proactive risk manager
*Collaborative decision-making
Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It
Like a Woman: Why the 21st-century negotiator will need the female touch”
“TAKE THIS QUICK QUIZ: Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills?
Who is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer ‘to
do’ list? Who enjoys a recap to the day’s
events? Who is better at keeping in touch
with others?”
Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why
Women Can Outsell Men, Nicki Joy & Susan Kane-Benson
S = ƒ (%TM“TSS,”
PM“TSS,”
D“TD”“TSS”)
% of time, measured, on This Soft Stuff,
purposeful management of this Soft Stuff, daily
“to do” concerning “this Soft Stuff”
Q: But where’s
the beef?
A: This
is
the beef!
“The terms ‘hard facts,’
and ‘the soft stuff’ used
in business imply that
data are somehow real
and strong while
emotions are weak and
less important.”
—George Kohlrieser, Hostage at the Table
O(B) = ƒ(XX)
O(B), the “blueness” of one’s “ocean” [think Blue Ocean
Strategy, the popular book], is directly proportional to one’s
eXcellence in eXecution/XX, per me.
[If one finds a “strategic” “blue ocean,” one will, especially
in today’s world, copied immediately; the only “defense”—
possibility of sustaining success—is XX/eXcellence in
eXecution. Think EXXON MOBIL; they and their rivals know
where the hydrocarbons are—but EXXON MOBIL handily
out-executes the competition.]
S(O) = ƒ(XXFX)
The single most important cause of failure to execute
effectively is the lack of effective cross-functional
communication-execution. Hence, Organizational Success is a
eXcellence (X) in crossfunctional (XF) eXecution (X). Attached
function of
as Appendix II is my: The “XF-50”: 50 Ways to Enhance CrossFunctional Effectiveness and Deliver Speed, “Service
Excellence” and “Value-added Customer ‘Solutions.’”
S(O) = ƒ(X“SIT”)
In 1982 in In Search of Excellence, Bob Waterman and I
wrote about the idea of “MBWA,” or Managing By Wandering
Around; we came across “MBWA” at Hewlett-Packard, then a
much smaller company, and it was love at first sight! For
reasons described in Appendix III, I recently returned to the
centrality of that notion—and created a list of 50 “Have
Yous.” That is, instead of worrying ceaselessly about
“strategy” and “blue oceans,” how good a job have you done
at Staying In Touch with your extended internal and
external “organizational family”? That is: S(O),
X “SIT,”
eXcellence at Staying In Touch.
Organizational Success, is a function of
Hard Is Soft
Soft Is Hard
Hard Is Soft (Plans, #s)
Soft Is Hard (people,
customers, values,
relationships))
“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
part 4
people power:
talent
The
50
“I have always
believed that the
purpose of the
corporation is to be
a blessing to the
employees.”
—Boyd Clarke
1. People
First!
“How to piss away
$500,000 in one
easy lesson!!”
TP:
< CAPEX
> People!
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
2. “Soft” Is
“Hard.”
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”
3. FUNDAMENTAL
PREMISE: We Are in an
Age of Talent/
Creativity/
Intellectual-capital
Added.
Agriculture Age (farmers)
Industrial Age (factory workers)
Information Age (knowledge workers)
Conceptual Age
(creators and empathizers)
Source: Dan Pink, A Whole New Mind
“Human
creativity is the
ultimate
economic
resource.”
—Richard Florida,
The Rise of the Creative Class
4. Talent
“Excellence” in
Every Part of
Every
Organization.
Wegmans:
#1/100
“Best Companies to
Work for”/2005
5. Talent
“Excellence”
Stretches Far
Beyond Our
Borders.
We become
who we hang
out with 1
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
6. 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
PARC’s Bob Taylor:
“Connoisseur
of Talent”
7. Talent Masters
Understand
Talent’s
Intangibles.
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)
8. HR Is
“Cool.”
Chicago:
HRMAC
“support function” /
“cost center” /
“bureaucratic drag”
or …
Are you …
“Rock Stars
of the
Age of
Talent”?
9. 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:
10. Re-name
“HR.”
Talent
Department
“H.R.” to “H.E.D.” ???
Human
Enablement
Department
People Department
Center for Talent Excellence
Seriously Cool People
Who Recruit & Develop
Seriously Cool People
Etc.
11. 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
12. Acquire
for Talent!
Omnicom's acquisitions: “not for
“buying
talent;” “deepen a
size per se”;
relationship with a client.”
Source: Advertising Age
13. There Is a
FORMAL
Recruitment
Strategy.
“Busy Executives
Fail To Give
Recruiting
Attention It
Deserves”
—Headline, WSJ, 1121.05
C
O*
*Chief talent acquisition Officer
14. There Is a
FORMAL
Leadership
Development
Strategy.
Crotonville!
DD: 0 to 60mph
in a flash (months)
15. There Is a
FORMAL STRATEGIC
HR Review
Process.
“In most companies, the Talent Review Process is a
farce. At GE, Jack Welch and his two top HR people
visit each division for a day. They review the top 20
to 50 people by name. They talk about Talent Pool
The Talent
Review Process is a contact
sport at GE; it has the
intensity and the
importance of the budget
process at most
companies.”—Ed Michaels
strengthening issues.
16. “People”/
Talent” Reviews
Are the FIRST
Reviews.
17. HR Strategy
= BUSINESS
Strategy.
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.
Cirque
du Soleil!
18. Make it a
“Cause Worth
Signing Up For.”
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
19. Unleash
“Their” Full
Potential!
“We are a
‘Life Success’
Company.”
Dave Liniger, founder, RE/MAX
“No matter what the situation,
[the great 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
20. Set Sky
High
Standards.
“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
21. Enlist
Everyone in
Challenge
Century21.
“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
Distinct
…
… or
Extinct
22. Pursue
the Best!
“We believe companies can increase their market cap
50 percent in 3 years. Steve Macadam at Georgia-
Pacific …
changed
20 of his
40 box plant managers
to put more talented,
higher paid managers in
charge. He increased profitability from
$25
million to
$80
million in
—Ed Michaels, War for Talent
2
years.”
23. Up or Out.
24. Ensure that
the Review
Process Has
INTEGRITY.
25 =
100*
* “But what do I do that’s more important than developing
people? I don’t do the damn work. They do.”—GK
25. Pay Up!
“Top performing companies
are two to four times more
likely than the rest to pay
what it takes
prevent losing top
performers.”
to
—Ed Michaels,
War for Talent
26. Training I:
Train! Train!
Train!
27. 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!)
28. Training III:
100% LEADERS.
29. Training IV:
Boss as Trainerin-Chief.
“Workout” =
24
DPY in the Classroom
30. Training V:
The REAL
Bedrock of the
“Talent Thing.”
“My wife and I went to a [kindergarten] parent-teacher
conference and were informed that our budding refrigerator
artist, Christopher, would be receiving a grade of
Unsatisfactory in art. We were shocked. How could any
child—let alone our child—receive a poor grade 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?
31. Wide-open
Communication:
NO BARRIERS.
“The organizations we created have
become tyrants. They have taken
control, holding us fettered, creating
barriers that hinder rather than help our
businesses. The lines that we
drew on our neat organizational
diagrams have turned into walls
that no one can scale or penetrate
or even peer over.” —Frank Lekanne Deprez &
René Tissen, Zero Space: Moving Beyond Organizational Limits
32. RESPECT!
“What creates trust,
in the end, is the
leader’s manifest
respect for the
followers.”
— Jim O’Toole, Leading
Change
“Don’t
belittle!”
—OD Consultant
33. Embrace
the Whole
Individual.
34. Build
Places of
“Grace.”
Rodale’s on “Grace” …
elegance … charm …
loveliness … poetry in
motion … kindliness ...
benevolence …
benefaction …
compassion … beauty
The Manager’s Book of Decencies:
How Small gestures Build Great
Companies. —Steve Harrison, Adecco
Servant Leadership
—Robert Greenleaf
One: The Art and Practice of
Conscious Leadership —Lance Secretan,
founder of Manpower, Inc.
35. MBWA:
Visible
Leadership!
36. Thank
You!
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
37. Promote for
“people skills.”
(THE REST IS
DETAILS.)
“When assessing candidates, the first
thing I looked for was energy and
enthusiasm for execution. Does she
talk about the thrill of getting
things done, the obstacles
overcome, the role her people
played —or does she keep wandering
back to strategy or philosophy?”
Bossidy, Honeywell/AlliedSignal, in Execution
—Larry
38. 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
39. Provide
Early
Leadership
Assignments.
The
WOW!
Project
40. Create a
FORMAL System
of Mentoring.
W. L. Gore
Quad/Graphics
41. Diversity!
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
42. WOMEN
RULE.
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
Women’s Strengths Match New
Economy Imperatives: Link [rather than rank]
workers; favor interactive-collaborative leadership
style [empowerment beats top-down decision
making]; sustain fruitful collaborations; comfortable
with sharing information; see redistribution of power
as victory, not surrender; favor multi-dimensional
feedback; value technical & interpersonal skills,
individual & group contributions equally; readily
accept ambiguity; honor intuition as well as
pure “rationality”; inherently flexible; appreciate
cultural diversity. —Judy B. Rosener,
America’s Competitive Secret: Women Managers
Period??!!*
Start:
3 0f 14
18 months later:
10 of 18
(“deep dip”!)
*AIM/September 2007
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
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?
43. Hire (& Protect!)
Weird!
“Are there
enough weird
people in the lab
these days?”
—V. Chmn., pharmaceutical
house, to a lab director
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.)
44. We Are All
Unique.
One
size NEVER fits
all. One size fits
Beware Standardized Evals:
one.
Period.
“Never, ever again
will I evaluate anyone
using a standardized
instrument devised by
a “professional” in
inhuman Resources.”
Promise #1:
53 Players =
53 Projects =
53 different
success measures.
“Things don’t stay the same. You
have to understand that not only
your business situation changes,
but the people you’re working with
aren’t the same day to day.
Someone is sick. Someone is
having a wedding. [You must]
gauge the mood, the thinking level
of the team that day.” —Coach K [Krzyzewski]
220 workdays
= 220 “rosters”
Source: Coach K
new goal …
every game!
Source: Coach K
45. Capitalize
on Strengths.
“The key difference between
checkers and chess is that in
checkers the pieces all move
the same way, whereas in chess
all the pieces move differently.
… Discover what is unique
about each person and
capitalize on it.” —Marcus Buckingham,
The One Thing You Need to Know
“The mediocre manager believes that most
things are learnable and therefore that the
essence of management is to identify ach
person’s weaker areas and eradicate them.
The great manager believes the opposite.
He believes that the most influential
qualities of a person are innate and
therefore that the essence of management
is to deploy these innate qualities as
effectively as possible and so drive
performance.” —Marcus Buckingham, The One Thing
You Need to Know
46. Bosses “Win
People Over.”
“Coaching
is winning
players over.”
PJ:
47. GOAL: Voyages
of Mutual
Discovery.
“The organization would
ultimately win not
because it gave agents
more money, but
because it gave them a
chance for better lives.”
—Everybody Wins, Phil Harkins & Keith Hollihan
Quests!
C
O*
*Chief quest-meister
48. Foster
Independence.
“You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines your
future options. Take
a job for what it
teaches you, not for what it pays.
Instead of a potential employer asking,
‘Where do you see yourself in 5 years?’
you’ll ask, ‘If I invest my mental assets
with you for 5 years, how much will they
appreciate? How much will my portfolio
of career options grow?’ ”
Source: Stan Davis & Christopher Meyer, futureWEALTH
49. En-
thus-iasm!
“I am a
dispenser of
enthusiasm.”
—Ben Zander
50. Talent
= Brand.
The Top 5 “Revelations”
Better talent wins.
Talent management is my job as leader.
Talented leaders are looking for the
moon and stars.
Over-deliver on people’s dreams – they
are volunteers.
Pump talent in at all levels, from all
conceivable sources, all the time.
Source: Ed Michaels et al., The War for Talent
BRAND =
TALENT.