Transcript Excellence: Building Success Tom Peters’ Institute of Banking Studies

Tom Peters’
Excellence:
Building Success
Institute of Banking Studies
09 April 2013/Kuwait City
(slides @ tompeters.com/excellencenow.com)
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
1/4,096
Source: excellencenow.com
1/4,096*
“Business has to give people enriching,
or it's
simply not
worth doing.”
rewarding lives …
—Richard Branson
*excellencenow.com
7 Steps to Sustaining Success
You take care of the people.
The people take care of the service.
The service takes care of the customer.
The customer takes care of the profit.
The profit takes care of the re-investment.
The re-investment takes care of the re-invention.
The re-invention takes care of the future.
(And at every step the only measure is EXCELLENCE.)
7 Steps to Sustaining Success
You take care of the people.
The people take care of the service.
The service takes care of the customer.
The customer takes care of the profit.
The profit takes care of the re-investment.
The re-investment takes care of the re-invention.
The re-invention takes care of the future.
(And at every step the only measure is EXCELLENCE.)
"Mr. Peters is an enthusiast, a storyteller and a
lover of capitalism. He says that effective
management is management that delivers more
value to customers and more opportunity for
He
is saying that the decent
thing to do is also the
smart thing. It's a wonderful
service, creativity and growth to workers.
message."
—Paul Weaver, Wall Street Journal/
Hard is Soft.
Soft is Hard.
Hard
Soft
[numbers, plans]
[people/relationships]
is Soft.
is Hard.
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 pursuit of
EXCELLENCE in
service of others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
“Too Much Cost, Not Enough Value”
“Too Much Speculation, Not
Enough Investment”
“Too Much Complexity, Not Enough Simplicity”
“Too Much Counting, Not Enough Trust”
“Too Much Business Conduct, Not Enough
Professional Conduct”
“Too Much Salesmanship, Not
Enough Stewardship”
“Too Much Focus on Things, Not Enough
Focus on Commitment”
“Too Many Twenty-first Century Values, Not
Enough Eighteenth-Century Values”
“Too Much ‘Success,’ Not Enough Character”
Source: Chapter titles from Jack Bogle, Enough.
Conrad Hilton
Conrad Hilton, at a gala celebrating his
career, was called to the podium and
“What were the
most important
lessons you learned
in your long and
distinguished
career?” His answer …
asked,
“Remember
to tuck the
shower curtain
inside the
bathtub.”
“In real life, strategy
is actually very
straightforward. Pick
a general direction
… and implement
like hell.” —Jack Welch
You beat
yourself!
Sports:
“The art of war does not
require complicated
maneuvers; the simplest are
the best and common sense is
fundamental. From which one
might wonder how it is
it
is because they try to
be clever.”
generals make blunders;
—Napoleon
First Things
Before First
Things
If the regimental commander lost most of his
2nd lieutenants and 1st lieutenants and captains
If he
lost his sergeants it
would be a
catastrophe. The Army and the
and majors, it would be a tragedy.
Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty
Officers. Does industry have the same
awareness?
“People leave
managers not
companies.”
—Dave Wheeler
First Things
Before First
Things
XFX = #1*
*Cross-Functional eXcellence
XFX/Typical
Social Accelerators
EVERYONE’s [more or less] JOB #1: Make
friends in other functions! (Purposefully.
Consistently. Measurably.)
1.
2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25%
for everyone? Measured.)
3. Ask peers in other functions for references so you can become conversant in
their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.)
4. Religiously invite counterparts in other functions to your team meetings. Ask
them to present “cool stuff” from “their world” to your group. (Useful. Mark of
respect.)
PROACTIVELY SEEK EXAMPLES OF “TINY”
ACTS OF “XFX” TO ACKNOWLEDGE—
PRIVATELY AND PUBLICALLY. (Bosses: ONCE
A DAY … make a short call or visit or send an
email of “Thanks” for some sort of XFX
gesture by your folks and some other
function’s folks.)
5.
6. Present counterparts in other functions awards for service to your group.
Tiny awards at least weekly; and an “Annual All-Star Supporters [from other
groups] Banquet” modeled after superstar salesperson banquets.
Everyone,
starting with the
receptionist, should have a
significant XFX rating
component in their
evaluation. (The “XFX
Performance” should be
among the Top 3 items in all
managers’ evaluations.)
Formal evaluations.
ONE
Act of XFX
Enhancement
Every Day!
Case
William Mayo, 1910, on the
Clinic’s Core Value:
Team
medicine (“medicine
as a co-operative science”)
Source: Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,”
Chapter 7, from Management Lessons From Mayo Clinic
hundreds of
times better
here
“I am
[than in my prior hospital assignment]
because of the support system.
It’s like you are working in an
organism; you are not a single
cell when you are out there
practicing.”
—quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,”
from Leonard Berry & Kent Seltman, from Management Lessons From
Mayo Clinic
First Things
Before First
Things
“The doctor
interrupts
after …*
*Source: Jerome Groopman, How Doctors Think
18 …
18 …
seconds!
[An obsession with] Listening is ... the ultimate mark
of
Listening
Listening
Listening
Listening
Listening
Listening
Listening
is
is
is
is
is
is
is
...
...
...
...
...
...
...
Listening
Listening
Listening
Listening
is
is
is
is
...
...
...
...
the heart and soul of Engagement.
the heart and soul of Kindness.
the heart and soul of Thoughtfulness.
the basis for true Collaboration.
the basis for true Partnership.
a Team Sport.
a Developable Individual Skill.* (*Though women
are far better at it than men.)
the basis for Community.
the bedrock of Joint Ventures that work.
the bedrock of Joint Ventures that grow.
the core of effective Cross-functional
Communication* (*Which is in turn Attribute #1 of
organization effectiveness.)
[cont.]
Respect
.
Listen = “Profession”
= Study = practice =
evaluation =
Enterprise value
First Things
Before First
Things
Whine all you
want, but
meetings
are what you
[boss] do!
#1
Meetings =
leadership
opportunity
Every meeting that
does not stir the imagination
and curiosity of attendees and
increase bonding and cooperation and engagement
and sense of worth and
motivate rapid action and
enhance enthusiasm is a
permanently lost opportunity.
Meeting:
First Things
Before First
Things
First Things Before First Things
1. Matchless Strategic Asset:
Matchless 1st-line LEADERSHIP
CADRE!
2. Cross-functional INTEGRATION as
Peerless Source of Value-building!
(Goal: #1 “Minus” to #1 “Plus.”)
3. Listening “Fiercely” as
SUSTAINABLE Competitive
Advantage!
4. Annoyance to LEADERSHIP
PLATFORM #1: Meetings!
Tom Peters’
Excellence:
Building Success
Institute of Banking Studies
09 April 2013/Kuwait City
(slides @ tompeters.com/excellencenow.com)
“You have to
treat your
employees like
customers.”
—Herb Kelleher,
upon being asked his “secret to success”
Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,”
on the occasion of Herb Kelleher’s retirement after 37 years at Southwest
Airlines (SWA’s pilots union took out a full-page ad in USA Today
thanking HK for all he had done) ; across the way in Dallas, American
Airlines’ pilots were picketing AA’s Annual Meeting)
"If you want staff to
give great service,
first give great
service to staff."
—Ari Weinzweig, Zingerman's
If you want to best
serve customers
then you must first
serve those who
serve the
customers.
If you want to
WOW your
customers then you
must first WOW
those who WOW the
customers!
"When I hire
someone, that's
when I go to
work for
them.”
—John DiJulius, "What's the Secret to
Providing a World-class Customer Experience“
(After Robert Greenleaf:
“Servant Leadership” )
Oath of Office: Managers/Servant Leaders
Our goal is to serve our customers brilliantly and profitably over
the long haul.
Serving our customers brilliantly and profitably over the long
haul is a product of brilliantly serving, over the long haul, the
people who serve the customer.
Hence, our job as leaders—the alpha and the omega and
everything in between—is abetting the sustained growth
and success and engagement and enthusiasm and
commitment to Excellence of those, one at a time, who
directly or indirectly serve the ultimate customer.
We—leaders of every stripe—are in the “Human Growth and
Development and Success and Aspiration to Excellence
business.”
“We” [leaders] only grow when “they” [each and every one of our colleagues] are
growing.
“We” [leaders] only succeed when “they” [each and every one of our colleagues]
are succeeding.
“We” [leaders] only energetically march toward Excellence when
“they” [each and every one of our colleagues] are energetically marching
toward Excellence.
Period.
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
The Bits
Promotion Decisions
“life and
death
decisions”
Source: Peter Drucker, The Practice of Management
2/year =
legacy.
“The
ONE Question”: “In the last year [3 years, current job],
three
people
name the …
… whose growth you’ve
most contributed to. Please explain where they were at the
beginning of the year, where they are today, and where they are
heading in the next 12 months. Please explain … in painstaking
detail … your development strategy in each case. Please tell me
your biggest development disappointment—looking back, could you
or would you have done anything differently? Please tell me about
your greatest development triumph—and disaster—in the last five
years. What are the ‘three big things’ you’ve learned about helping
people grow along the way?”
Evaluating people
= #1 differentiator
Source: Jack Welch/Jeff Immelt on GE’s
strategic skill (
!!!!
)
#1
People are
NOT
“Standardized.” Their evaluations
should
NOT
EVER.
standardized.
be
“Development can help great
people be even better—but
if
I had a dollar to spend,
I’d spend 70 cents
getting the right person
in the door.”
—Paul Russell, Director, Leadership and
Development, Google
the
most important
aspect of business
and yet remains woefully
misunderstood.”
“In short, hiring is
Source: Wall Street Journal, 10.29.08,
review of Who: The A Method for Hiring,
Geoff Smart and Randy Street
I would hazard a guess
that most CEOs see IT
investments as a
“strategic necessity,”
but see training
expenses as “a
necessary evil.”
In the Army, 3-star
generals worry about
training. In most
businesses, it's a “ho
hum” mid-level staff
function.
(1) Training merits
“C-level” status!
(2) Top trainers should
be paid a king’s
ransom—and be of
the same caliber as
top marketers or
researchers.
The Memories
That Matter.
The Memories That Matter
The people you developed who went on to
stellar accomplishments inside or outside
the company.
The (no more than) two or three people you developed who went on to
create stellar institutions of their own.
The long shots (people with “a certain something”) you bet on who
surprised themselves—and your peers.
The people of all stripes who 2/5/10/20 years
later say “You made a difference in my life,”
“Your belief in me changed everything.”
The sort of/character of people you hired in general. (And the bad
apples you chucked out despite some stellar traits.)
A handful of projects (a half dozen at most) you doggedly pursued that
still make you smile and which fundamentally changed the way
things are done inside or outside the company/industry.
The supercharged camaraderie of a handful of Great Teams aiming to
“change the world.”
Madness
afoot …
Got stuck in Bucharest; sorry I couldn’t
be in Kuwait City this morning …*
*“Cisco TelePresence On-stage Experience”
(Holographic
presence/The Silent Language of Leaders/C.K. Goman)
+400,000*/-2,000,000**
“new computing technologies
that destroy middle-class [whitecollar] jobs even as they create
jobs for highly skilled workers
who can exploit them”
*Manufacturing jobs
added USA 2007-2012
**White-collar jobs lost USA 2007-2012
Source: Financial Times, page 1, 0402.13
(“Clerical Staff Bears Brunt of US Jobs Crisis”)
Q3 2011/BLS
+3.1/Non-farm productivity growth
+3.8/Non-farm output
+0.6/Non-farm hours worked
+5.4/Manufacturing productivity
+4.7/
-0.6 /
Manufacturing output
Manufacturing hours
worked
Source: Bureau of Labor Statistics/03 November 2011
“Algorithms have already written symphonies
as moving as those composed by
Beethoven, picked through legalese with
the deftness of a senior law partner,
diagnosed patients with more accuracy than a
doctor, written news articles with the
smooth hand of a seasoned reporter, and
driven vehicles on urban highways with far
better control than a human
driver.”
Automate This: How
Algorithms Came to Rule the World
—Christopher Steiner,
“ … The audience then voted on the
identity of each composition.*
[Music theory professor and contest
organizer] Larson’s pride took a
ding when his piece was fingered as
that belonging to the computer.
When the crowd decided that
[algorithm] Emmy’s piece was the
true product of the late musician
[Bach], Larson winced.”
—Christopher Steiner,
Automate This: How Algorithms Came to Rule the World
*There were three: Bach/Larson/Emmy-the-algorithm.
China
too/Foxconn:
1,000,000
robots in next
3 years
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
“The root of our problem is not
that we’re in a Great Recession
or a Great Stagnation, but rather
that we are in the early
Great
Restructuring. Our
throes of a
technologies are racing ahead,
but our skills and organizations
are lagging behind.”
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
“The median
worker is losing
the race against
the machine.”
—Erik Brynjolfsson and Andrew McAfee, Race Against the Machine
G
R
I
N
enetics
obotics
nformatics
anotechnology
A 15-Point
Human Capital
Asset
Development
Manifesto
World Strategy Forum/
The New Rules: Reframing Capitalism
Tom Peters/Seoul/0615.12
A 15-Point Human Capital Development Manifesto
“Corporate social
responsibility” starts at
home —i.e., inside the enterprise!
1.
MAXIMIZING GDD/Gross Domestic Development
of the workforce is the primary source of midterm and beyond growth and profitability—and
maximizes national productivity and wealth.
Regardless of the transient
external situation, development
of “human capital” is always the
#1 priority. This is true in general, in
2.
particular in difficult times which demand
resilience—and uniquely true in this age in which
IMAGINATIVE brainwork is de facto the only
plausible survival strategy for higher wage
nations. (Generic “brainwork,” traditional and
dominant “white-collar activities, is increasingly
being performed by exponentially enhanced
artificial intelligence.)
The training budget takes
precedence over the capital
budget. PERIOD. It’s easier fun to get
5.
you picture taken next to a hew machine. But
how do you get a photo of a new and much
improved attitude in a key distribution center?
But the odds are 25:1 that the new attitude will
add more to the bottom line than will the
glorious state-of-the-art machine.
The national education
infrastructure—from
kindergarten to continuing
adult education—may well be
National Priority #1. Moreover, the
11.
educational infrastructure must be altered
radically to underpin support for the creative
jobs that will be more or less the sole basis of
future employment and national growth and
wealth creation.
“Every child is
born an artist. The
trick is to remain
an artist.”
—Picasso
“Human
creativity is
the ultimate
economic
resource.”
—Richard Florida,
The Rise of the Creative Class
“Professionals”?!
Are you a
“professional”
when it comes to
hiring people?
Are you a
“professional” when
it comes to
developing people?
Are you a
“professional”
when it comes to
evaluating
people?
Are you a
“professional”
when it comes
to promoting
people?
Are you a
“professional” when it
comes to using
meetings as a primary
leadership tool?
Are you a
“professional”
when it comes
to Strategic
Listening?
Are you a
“professional”
when it comes to
offering help?
Are you a
“professional”
when it comes
to … ?*
*The “real stuff” of effective organizational
LEADERSHIP
“If there is nothing
very special about your
work … no matter how hard
you apply yourself you won’t
get noticed, and that
increasingly means you won’t
get paid much either.”
—Michael Goldhaber, Wired
Brand You.
No Option.
Distinct or extinct!
“Knowledge becomes
obsolete incredibly fast.
The continuing
professional
education of adults is
the No. 1 industry in
the next 30 years …
mostly on line.”
—Peter Drucker
"The illiterate of the
21st Century will not
be those who cannot
read or write, but
those who cannot
learn, unlearn and
relearn."
—Alvin Toffler
human
beings are
entrepreneurs. When we were
Muhammad Yunus:
“All
in the caves we were all self-employed
. . . 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.” —Muhammad Yunus/
The News Hour/PBS/1122.2006
/46
In Search of Excellence /1982:
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
Lesson45:
WTTMTW
WHOEVER
TRIES
THE
MOST
THINGS
WINS
Better yet:
WTTMTTFW
WHOEVER
TRIES
THE
MOST
THINGS
THE
FASTEST
WINS
Better yet:
WTTMT(ASTMTU)TFW
WHOEVER
TRIES
THE
MOST
STUFF
(AND
SCREWS
THE
MOST
STUFF
UP)
THE
FASTEST
WINS
“EXPERIMENT
FEARLESSLY”
Tactic #1
Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—
“RELENTLESS TRIAL
AND ERROR”
Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company
portfolios in the face of changing and uncertain global economic conditions (11.08.10)
“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
“Burt Rutan wasn’t a fighter jock; he was an engineer who
had been asked to figure out why the F-4 Phantom was flying
pilots into the ground in Vietnam. While his fellow engineers
attacked such tasks with calculators, Rutan insisted on
considering the problem in the air. A near-fatal flight not
only led to a critical F-4 modification, it also confirmed for
Rutan a notion he had held ever since he had built model
The way to make a
better aircraft wasn’t to sit
around perfecting a design, it was
to get something up in the air and
see what happens, then try to fix
whatever goes wrong.”
airplanes as a child.
—Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,”
from A Perfect Mess: The Hidden Benefits of Disorder
READY.
FIRE!
AIM.
H. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
“FAIL.
FORWARD.
FAST.”
High Tech CEO, Pennsylvania
“REWARD
excellent failures.
PUNISH mediocre
successes.”
—Phil Daniels, Sydney exec
“It is not enough to
‘tolerate’ failure—
you must
‘celebrate’
failure.”
—Richard Farson (Whoever Makes the
Most Mistakes Wins)
The
Quality and Quantity and
Imaginativeness
of Innovation [and “R & D”
per se] … shall be the same
in all functions —e.g., in HR and
Iron Innovation Equality Law:
purchasing as much as in marketing or
product development.
“You will become
like the five people
you associate with
the most—this can
be either a blessing
or a curse.”
—Billy Cox
The “We are what we eat”/
“We are who we hang out with”
Axiom: At its core, every (!!!)
relationship-partnership decision
(employee, vendor, customer, etc.,
etc.) is a strategic decision about:
“Innovate,
‘Yes’ or ‘No’ ”
Measure/Manage: Portfolio “Strangeness”/ “Quality”
1. Customers
2. Vendors
3. Out-sourcing Partners
4. Acquisitions
5. Purposeful “Theft”
6. Diversity/“d”iversity
7. Diversity/Crowd-sourcing
8. Diversity/Weird
9. Diversity/Curiosity
10. Benchmarks
11. Calendar
12. MBWA
13. Lunch/General
14. Lunch/Other functions
15. Location/Internal
16. Location/HQ
17. Top team
18. Board
“[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, is based on a product
found in an Osaka market.” —Fortune
“The Billion-man
Research Team:
Companies offering
work to online
communities are
reaping the benefits of
‘crowdsourcing.’”
—Headline, FT
EMPLOYEES:
“Are there
enough weird
people in the lab
these days?”
Source: V. Chmn., pharmaceutical house, to a lab director
Vanity Fair:
“What is your most marked
characteristic?”
Mike Bloomberg:
“Curiosity.”
CQ/Curiosity
Quotient*
*Hire for it in more or less 100% slots/Promote for it
“The Bottleneck …
“The Bottleneck is at the …
“Where are you likely to find people with
the least diversity of experience, the
largest investment in the past,
and the greatest reverence for
industry dogma …
Top of the
Bottle”
— Gary Hamel/Harvard Business Review
LITTLE =
7X.
7:30A-8:00P.
F12A.
7:30AM = 7:15AM.
8:00PM = 8:15PM.
Don’t like it?
Don’t pay.
Source: Granite Rock Co.
Red light flashes=
-10%
BEGINS
(and ENDS)
It
in the …
Parking
lot*
*Disney
National “Brand”/
2-CENT
candy
Conveyance: Kingfisher Air
Location: Approach to New Delhi
“May I clean your
glasses, sir?”
Big carts =
Source: Walmart
Bag sizes = New markets:
Source: PepsiCo
<TGW
and …
>TGR
[Things Gone WRONG-Things Gone RIGHT]
“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
8%
Customers describing their service experience as
“superior”:
Companies describing
the service experience they provide as
“superior”:
80%
—Source: Bain & Company survey of 362 companies, reported in John DiJulius,
What's the Secret to Providing a World-class Customer Experience?
Acquire vs. Maintain
(1) Amenable to rapid
experimentation/
failure “free” (PR, $$)
(2) Quick to implement/
Quick to Roll out
(3) Inexpensive to
implement/Roll out
(4) Huge multiplier
(5) An “Attitude”
(1)
(2)
(3)
(4)
Half-day/25 ideas
One week/5 experiments
One month/Select best 2
60-90 days/Roll out
“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
“Mr. Foster and his McKinsey colleagues
collected detailed performance data stretching
back
40 years for 1,000
They found that
U.S. companies.
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
MITTELSTAND* **
*“agile creatures darting between the legs of
the multinational monsters” (Bloomberg BusinessWeek, 10.10)
**E.g. Goldmann Produktion
THE RED
CARPET
STORE
(Joel Resnick/Flemington NJ)
Retail Superstars:
Inside the 25 Best
Independent Stores
in America
—by George Whalin
Jungle Jim’s International Market, Fairfield, Ohio: “An
adventure in
‘shoppertainment,’
as Jungle Jim’s
1,600
cheeses and, yes, 1,400 varieties of hot
sauce —not to mention 12,000 wines priced
from $8 to $8,000 a bottle; all this is brought to
you by 4,000 vendors. Customers come from every
calls it, begins in the parking lot and goes on to
corner of the globe.”
Bronner’s Christmas Wonderland, Frankenmuth, Michigan,
98,000-square-foot “shop” features the
likes of 6,000 Christmas ornaments, 50,000
trims, and anything else you can name if it pertains to
pop 5,000:
Christmas.
Source: George Whalin, Retail Superstars
“Be the best.
It’s the only
market that’s
not crowded.”
From: Retail Superstars: Inside the 25 Best
Independent Stores in America, George Whalin
MBWA
Managing By Wandering Around/HP
MBWA 4
four most
important
words in any
“The
organization are …
MBWA 8: Change the World With Four Words
“WHAT DO
YOU
THINK?”
Source: courtesy Dave Wheeler, posted at tompeters.com
MBWA 8
MBWA 8:
Change the World With EIGHT Words
What do you think?*
How can I help?**
*Dave Wheeler: “What are the four most important words in the boss’ lexicon?”
**Boss as CHRO/Chief Hurdle Removal Officer **********************************
MBWA 12
MBWA 12:
Change the World
With TWELVE Words
What do you think?*
How can I help?**
What have you learned?***
*Dave Wheeler: “What are the four most important words in the boss’ lexicon?”
**Boss as CHRO/Chief Hurdle Removal Officer **********************************
***What [new thing] have you learned [in the last 24 hours]? **********************
You = Your
Calendar
You = Your
calendar*
*The calendar
NEVER
lies.
one
“If there is any
‘secret’
to effectiveness, it is
concentration. Effective
executives do first things first
and they do
one thing at a
time.”
…
—Peter Drucker
Don’t >
Do*
* “Don’ting” must be systematic >
WILLPOWER
Me first!
“To develop
others, start with
yourself.”
—Marshall Goldsmith
“Being aware of
yourself and how you
affect everyone around
you is what
distinguishes a superior
leader.” —Edie Seashore (Strategy +
Business #45)
“How can a high-level leader like _____ be so
out of touch with the truth about himself? It’s
In
fact, the higher up the
ladder a leader climbs,
the less accurate his selfassessment is likely to
be. The problem is an acute lack of feedback
more common than you would imagine.
[especially on people issues].”
—Daniel Goleman (et al.), The New Leaders
"Everyone thinks
of changing the
world, but no one
thinks of changing
himself"
—Leo Tolstoy
"You will never change
your life until you change
something you do daily.
The secret of your
success is found in your
daily routine." —John C. Maxwell
“Courtesies of a small and
trivial character are the ones
which strike deepest in the
grateful and appreciating
heart.” —Henry Clay,
American Statesman (1777-1852)
"Let's not forget that small
emotions are the great
captains of our lives." –—Van Gogh
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.
Instead: directly related to Staff
Interaction; 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.”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick
Charmel (Griffin Hospital/Derby CT; Planetree Alliance)
K=R=P
KINDNESS =
REPEAT
BUSINESS =
PROFIT.
Kindness … WORKS!
Kindness … PAYS!
“Three things in human
life are important. The
first is to be kind. The
second is to be kind.
And the third is to be
kind.”
—Henry James (in Choosing Civility:
The Twenty-five Rules of Considerate Conduct, by P.M. Forni)
/80*
*Post-interview “Thank you” notes
“Thank
You.”
"Appreciative words are
the most powerful force
for good on earth.”
—George W. Crane, physician, columnist
“The two most powerful
things in existence:
a kind word and a
thoughtful gesture.”
—Ken Langone, co-founder, Home Depot
“Acknowledge” …
perhaps the most
powerful word (and
idea) in the English
language—and
in the manager’s
tool kit!
“I regard apologizing as the
most magical, healing,
restorative gesture human
beings can make. It is the
centerpiece of my work with
executives who want to get
better.” —Marshall Goldsmith, What Got You
Here Won’t Get You There: How Successful People Become
Even More Successful.
Relationships (of all varieties): THERE
ONCE WAS A TIME WHEN A
THREE-MINUTE
PHONE CALL WOULD
HAVE AVOIDED SETTING OFF THE
DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE
RUPTURE.*
*divorce, loss of a BILLION $$$ aircraft sale, etc., etc.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
*PERCEPTION IS ALL THERE IS!
COMEBACK
[BIG, QUICK RESPONSE]
>>
PERFECTION
Acquire vs. Maintain
Hard is Soft.
Soft is Hard.
"SOFT SKILLS”
MASTERY =
EXCELLENCE IN
IMPLEMENTATION
EXCELLENCE
is not an
"aspiration.”
EXCELLENCE is
… THE NEXT
FIVE MINUTES.
EXCELLENCE is not an "aspiration."
EXCELLENCE is … THE NEXT FIVE MINUTES.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
is your next conversation.
is your next meeting.
is shutting up and listening—really listening.
is your next customer contact.
is saying “Thank you” for something “small.”
is the next time you shoulder responsibility and apologize.
is waaay over-reacting to a screw-up.
is the flowers you brought to work today.
is lending a hand to an “outsider” who’s fallen behind schedule.
is bothering to learn the way folks in finance [or IS or HR] think.
is waaay “over”-preparing for a 3-minute presentation.
is turning “insignificant” tasks into models of … EXCELLENCE.
EXCELLENCE is …
THE NEXT FIVE
MINUTES.
Or NOT.