Transcript Re-Imagine ! Tom Peters’ Leading Change,

Tom Peters’
Re-Imagine!
Leading Change,
Developing Talent,
Driving Innovation,
Adding Value,
Achieving Excellence
World Forum on High Performance
Sao Paulo/23March2006
Slides* at …
tompeters.com
Story Line
I. Context
II. Innovation
III. Mastering/Climbing the
“Value-added Ladder”
IV. Talent (50%)
V. Leadership
Story Line
I. Context
II. Innovation
III. Mastering/Climbing the
“Value-added Ladder”
IV. Talent (50%)
V. Leadership
Not Your
Father’s
World.
THREE
BILLION NEW
CAPITALISTS
—Clyde Prestowitz
The General’s
Story.
(And Darwin’s)
“If you don’t like
change, you’re
going to like
irrelevance even
less.”
—General Eric Shinseki, Chief of Staff. U. S. Army
“It is not the strongest
of the species that
survives, nor the most
intelligent, but the one
most responsive
to change.” —Charles Darwin
My Story.
Charles’.)
(And
Excellence!
The Basics/
1982-2006
X82/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
Hardball: Are You Playing to Play or Playing to Win? by
George Stalk & Rob Lachenauer/HBS Press
“The winners in business have always played hardball.”
“Unleash massive and overwhelming force.” “Exploit
anomalies.” “Threaten your competitor’s profit
sanctuaries.” “Entice your competitor into retreat.”
Approximately 640 Index entries: Customer/s
(service, retention, loyalty),
worker/s),
0.
4.
People (employees, motivation, morale,
Innovation (product development, research &
development, new products),
0.
X06/Excellence2006: The Bedrock Baker’s Dozen
1. A Bias For Action/A “Culture of Execution” = Job One!
2. Tom’s Two: DECENTRALIZATION! ACCOUNTABILITY!
3. Fail. Forward. Fast.
4. Velocity! Tempo! “Metabolic Management” Matters!
5. INNOVATE … or Die.
6. A Damn Good Product. A Damn Cool Product.
7. Ride the Value Added Curve to the Sky: Insure
“Gamechanging Solutions”; Provide “Spellbinding
Experiences”; Become a “Dream Merchant”; Strive to Be
a “Lovemark;” Seek “Tattoo Brand” status.
8. Relentlessly Pursue the “Big Two” Markets: Women,
Boomers & Geezers.
9. BEST TALENT WINS! Women Rule! HR at the Head Table!
10. Educate for Creativity, Entrepreneurship & “Brand You”
Independence.
11. Demanded: Radical Technology Strategies!
12. Passion! Enthusiasm! Energy! Excitement! Relentlessness!
13. No Less Than EXCELLENCE. Ever.
X06/Excellence2006: The Bedrock Baker’s Dozen
1. A Bias For Action/A “Culture of Execution” = Job One!
(Must be a Systematic Discipline.)
2. DECENTRALIZATION! ACCOUNTABILITY! (Tom’s “Top Two,” 1965-2005.)
3. Fail. Forward. Fast. (“Reward Excellent Failures, Punish Mediocre Successes.” “Most tries wins.”)
4. Velocity! Tempo! “Metabolic Management” Matters! (Hustle! Adapt!
Win the “O.O.D.A. Loop” War—Confuse Your Competitors!)
5. INNOVATE … or Die.
(“Game-changers” or Bust! Lead the Customer! Shout “NO” to Imitation!)
6. A Damn Good Product. A Damn Cool Product.
(Pursue “Dramatic Difference.”
Design Rules!)
7. Ride the Value Added Curve to the Sky: Insure
“Gamechanging Solutions”; Provide “Spellbinding
Experiences”; Become a “Dream Merchant”; Strive to Be
a “Lovemark;” Seek “Tattoo Brand” status.
8. Relentlessly Pursue the “Big Two” Markets: Women,
Boomers & Geezers. (WOMEN Buy Everything. BOOMERS & GEEZERS Have All the Money!)
9. Best Talent Wins! Women Rule! HR at the Head Table!
(“Weird” Matters Most! A Workplace to Brag About! Educate for Creativity!)
10. Educate for Creativity, Entrepreneurship & “Brand You”
Independence. (The schools have it all wrong!)
11. Demanded: Radical Technology Strategies! (“Incrementalism” Is for Wimps!)
12. Passion! Enthusiasm! Energy! Relentlessness! (Hard Is Soft! Soft Is Hard!)
13. No Less Than EXCELLENCE. Ever. (Excellence … the #1 Thing
That Vaults Us Out of Bed in the Morning, and Matters in the Long run.)
M.I.A.*: Talk. (Present.) Listen. (Interview.)
Sell. (Life = Sales.) Do. (Execution-Implementation.)
Talent. (Recruit-Develop-Retain.) Project
Management. (Create. Solicit support.
Execution. Adoption-Client “Culture Change.”)
Product. (“It.”) Innovation. (Design.
Creativity. “Buzz-building.” Politics.) Leadership.
(USMA, etc.) E.Q. (Connect.) “Culture”
Change. (Lasting impact.) Diversity. (Crosscultural Effectiveness.) Career Creation.
(Brand You life-lifestyle.) Wellness. (Life.)
*B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)
Everybody’s
Story.
“One Singaporean worker
costs as much as …
3 … in Malaysia
8 … in Thailand
13 … in China
18 … in India.”
Source: The Straits Times/2003
“One Singaporean worker
costs as much as …
3 … in Malaysia
8 … in Thailand
13 … in China
18 … in India.”
Source: The Straits Times/2003
“Thaksinomics” (after Thaksin Shinawatra, PM)/
“Bangkok Fashion City”:
“managed
asset reflation”
(add to brand value of Thai textiles by demonstrating
flair
and design excellence)
Source: The Straits Times/2004
Better By Design: A National Strategy
NZ = Design
Excellence
New Zealand
Thailand
Spain
Germany
Italy
Portugal
Ireland
Singapore
Taiwan
Philippines
UAE
Romania
“ ‘MADE IN
TAIWAN’: From
Cheap
Manufacturing to
Chic Branding”
—Headline/Advertising Age/06.05
Taiwan, Your
Partner in
InnoValue
Poster/Bucharest/03.06
1. Re-imagine
Permanence: The
Emperor Has No
Clothes!
“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
Story Line
I. Context
II. Innovation
III. Mastering/Climbing the
“Value-added Ladder”
IV. Talent (50%)
V. Leadership
2. Re-imagine:
Innovate
or
Die!!
No Option!
“A focus on cost-cutting and efficiency
has helped many organizations survive,
but this approach will ultimately render
Only the
constant pursuit of
innovation can ensure
long-term success.”
them obsolete.
—Daniel Muzyka, Dean, Sauder School of Business,
Univ of British Columbia
“When asked to name just one big merger
that had lived up to expectations, Leon
Cooperman, former cochairman of
Goldman Sachs’ Investment Policy
I’m sure
there are success
stories out there, but at
this moment I draw a
blank.”
Committee, answered:
—Mark Sirower, The Synergy Trap
Different!*
*“Dramatic Difference” (DH), “Remarkable Point of view” (SG)
This is not a
“mature
category.”
This is an
“undistinguished
category.”
“[Immelt] is now identifying
technologies with which GE
systematically
set out to build
entirely new
industries”
will …
—Strategy+Business, Fall 2005
Focus!
“We will not, I
repeat not, pretend
to be ‘all things to
all people.’ ”
—CEO, Investec (03.06)
Big Winners
“Mature” industry … Specialty (No
competition) … Smaller than competitors
Sweet spot …
Agility … Discipline
… FOCUS
4 Traits:
Source: Alfred Marcus, Big Winners and Big Losers:
The 4 Secrets of Long-term Business and Failure
BOLD
“Beware of the tyranny
of making Small Changes
to Small Things. Rather,
make Big Changes to
Big Things.”
—Roger Enrico, former Chairman, PepsiCo
Five MYTHS About Changing Behavior
*Crisis is a powerful impetus for change
*Change is motivated by fear
*The facts will set us free
*Small, gradual changes
are always easier to
make and sustain
*We can’t change because our brains become
“hardwired” early in life
Source: Fast Company/05.2005
“Reward excellent
failures. Punish
mediocre
successes.”
Phil Daniels, Sydney exec
Action
“Execution is
the job of the
business
leader.”
—Larry Bossidy & Ram Charan/
Execution: The Discipline of Getting Things Done
“Execution is a
systematic
process
of rigorously
discussing hows and whats, tenaciously
following through, and ensuring
accountability.”
—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
Speed/
Tempo!
“We don’t sell
insurance anymore.
We sell
speed.”
Peter Lewis, Progressive
Measurable!
Innovation Index: How
many of your Top 5
Strategic Initiatives/Key
Projects score 8 (out of 10)
or higher on a “Rulebreaking”/“Wow”/
“Game-changing” Scale?
Personal!
Buy
a Mirror!
Step #1:
“The First step in a
‘dramatic’ ‘organizational
change program’ is
obvious—dramatic personal
change!” —RG
Story Line
I. Context
II. Innovation
III. Mastering/Climbing the
“Value-added Ladder”
IV. Talent (50%)
V. Leadership
3. Re-imagine
Organizing: The WhiteCollar Tsunami and the
Professional Service Firm
(“PSF”) Imperative.
Up,
Up,
Up,
Up
the Value-added Ladder.
“ ‘Disintermediation’ is overrated. Those who fear
disintermediation should in fact be afraid of
irrelevance—disintermediation is just another way
you’ve
become
irrelevant to your
customers.”
of saying that …
—John Battelle/Point/Advertising Age/07.05
Answer: Professional Service Firm/PSF!
Department Head
to …
Managing Partner,
IS [HR, R&D, etc.] Inc.
The “PSF35”:
Thirty-Five
Professional Service Firm
Marks of Excellence
The PSF35: The Work & The Legacy
1.
CRYSTAL CLEAR POINT OF VIEW
(Every
Practice Group: “If you can’t explain your position in eight words
or less, you don’t have a position”—Seth Godin)
2. DRAMATIC DIFFERENCE (“We are the only ones who do what
we do”—Jerry Garcia)
3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)
4. Eye-Appetite for Game-changer Projects (Excellence at Assembling
“Best Team”—Fast)
5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change
the World)
6. Small “Uneconomic” Clients with Big Aims
7. Life Is Too Short to Work with Jerks (Fire lousy clients)
8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the
Universe”—Steve Jobs)
9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”
10. Consistent with #9 above … DO NOT SHY AWAY FROM THE
WORD (IDEA) “RADICAL”
Point of
View!
4. Re-imagine Business’s
Fundamental Value
Proposition: Fighting
“Inevitable Commoditization”
via “The ‘Gamechanging
Solutions’ Imperative.”
Up,
Up,
Up,
Up
the Value-added Ladder.
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
Huge: Customer
Satisfaction
Customer
versus
Success
The Value-added Ladder/Stuff ‘n’ Things
Goods
Raw Materials
The Value-added Ladder/Stuff & Transactions
Services
Goods
Raw Materials
The Value-added Ladder/Opportunity-seeking
Gamechanging
Solutions
Services
Goods
Raw Materials
Core Mechanism:
“Game-changing Solutions”
PSF
(Professional Service Firm “model”/The Organizing Principle)
+
Brand You
(“Distinct” or “Extinct”/The Talent)
+
Wow! Projects
(“Different” vs “Better”/The Work)
Fleet Manager
Rolling Stock Cost
Minimization Officer
vs/or
Chief of Fleet Lifetime
Value Maximization
Strategic Supply-chain Executive
Customer Experience Director
(via drivers)
Cost
(at All Costs*) Minimization
Professional?
Or/to: Full PartnerLeader in Lifetime
Value-added
Maximization?
“Purchasing Officer” Thrust #1:
(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/AnonVSE-Spain)
“Technology
Executive” (workin’ in a hospital)
HCare CIO:
Full-scale,
Accountable (life or death)
Member-Partner of XYZ
Hospital’s Senior
Or/to:
Healing-Services
Team
(who happens to be a techie)
5. Re-imagine
Enterprise as
Theater I: A World
of Spellbinding
“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
“The [Starbucks] Fix” Is on …
“We have
identified a ‘third
place.’ And I really believe that
sets us apart. The third place is that
place that’s not work or home. It’s the
place our customers come for refuge.”
Nancy Orsolini, District Manager
The Value-added Ladder/Memorable Connection
Spellbinding
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
Beyond the “Transaction”/ “Satisfaction” Mentality
“Good hotel”/ “Happy guest”/
“Exceeded Expectations”
vs.
“Great Vacation”/
“Great Conference”/
“Operation Personal
Renewal”
6. Re-imagine
Enterprise as
Theater II: Embracing
the “Dream Business.”
DREAM: “A dream is a complete
moment in the life of a client.
Important experiences that tempt
the client to commit substantial
resources. The essence of the
desires of the consumer. The
opportunity to help clients
become what they want to be.”
—Gian Luigi Longinotti-Buitoni
“Club Med
is more
than just a ‘resort’; it’s a
means of rediscovering
oneself, of inventing an
entirely new ‘me.’ ”
Source: Jean-Marie Dru, Disruption
The Value-added Ladder/Emotion
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
Club Med, IBM …
Dream
Merchants!
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder:
“Managed Asset Reflation”
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
VA “Teaching Moment”
“Andy pointed to
a molding,
about halfway
up the wall …”
7. Re-imagine the
Customer I: Trends
Worth Trillion$$$ …
Women
Roar.
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
The Perfect Answer
Jill and Jack buy
slacks in black…
1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
nothing in common.
5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.
7. Women’s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
CLUELESS ABOUT WOMEN.
10. Women’s Market = Opportunity No. 1.
10. Women’s
Market =
Opportunity
No. 1.
Why?
Good Thinking, Guys!
“Kodak Sharpens Digital Focus
On Its Best Customers:
Women”
—Page 1 Headline/WSJ/0705
8. Re-imagine the
Customer II:
Trends Worth
Trillion$$$ …
Boomer Bonanza/
Godzilla Geezer.
2000-2010 Stats
18-44: -1%
55+: +21%
(55-64: +47%)
44-65: “New
Customer
Majority” *
*45% larger than 18-43; 60% larger by 2010
Source: Ageless Marketing, David Wolfe & Robert Snyder
“The New Customer
Majority is the only adult
market with realistic
prospects for significant
sales growth in dozens of
product lines for thousands
of companies.”
—David Wolfe & Robert Snyder,
Ageless Marketing
Story Line
I. Context
II. Innovation
III. Mastering/Climbing the
“Value-added Ladder”
IV. Talent (50%)
V. Leadership
9. Re-imagine the
Individual: Welcome to a
Brand You
World …
Distinct or Extinct
“There is no job that
is America’s God-given
right anymore.”
—Carly Fiorina/HP/January2004
“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
Personal “Brand Equity” Evaluation
– I am known for [2 to 3 things]; next year at this
time I’ll also be known for [1 more thing].
– My current Project is challenging me …
– New things I’ve learned in the last 90 days
include …
– My public “recognition program”
consists of …
– Additions to my Contact List in the last 90 days
include …
– My resume/CV is discernibly
from last year’s at this time …
different
The Rule of Positioning
“If you can’t describe
your position in eight
words or less, you
don’t have a position.”
— Jay Levinson and Seth Godin, Get What You Deserve!
“You are the
storyteller of your
own life, and you can
create your own
legend or not.”
—Isabel Allende
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
Distinct … or
… Extinct
10. Re-imagine the
Roots of Excellence:
The Talent
Obsession.
Brand =
Talent.
People Power:
The
Talent50
1. People
First!
“The Creative Age
is a wide-open
game.”
—Richard Florida,
The Rise of the Creative Class
Whoops: Jack
didn’t have a
vision!*
*GE = “Talent Machine” (Ed Michaels)
“When land was the scarce
resource, nations battled
over it. The same is
happening now for
talented people.”
Stan Davis & Christopher Meyer, futureWEALTH
2. Soft Is
Hard.
Message: Leading
“Talent” 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.
3. FUNDAMENTAL
PREMISE: We Are in an Age
of Talent/Creativity/
Intellectual-capital Added.
“Human creativity
is the ultimate
economic
resource.”
—Richard Florida,
The Rise of the Creative Class
Agriculture Age (farmers)
Industrial Age (factory workers)
Information Age (knowledge
workers)
Conceptual Age (creators and
empathizers)
Source: Dan Pink, A Whole New Mind
4. Talent
“Excellence” in
Every Part of
Every Organization.
Wegmans:
#1/100
“Best Companies to
Work for”/2005
5. P.O.T./
Pursuit Of
Talent =
OBSESSION.
“The leaders of Great
Groups love talent and
know where to find it.
They revel
in the
talent of others.”
—Warren Bennis & Patricia Ward Biederman, Organizing Genius
Les Wexner: From
sweaters to …
people!
6. Talent Masters
Understand
Talent’s
Intangibles.
Q:
A:
“If it were your $50K [life’s
savings] and my $50K, what
sort of Waiters would we
look for?”
“Enthusiasts!”
Visibly energetic /Passionate/Enthusiastic … about everything.
Engaging/Inspires others. (Inspires the interviewer!)
Loves messes & pressure.
Impatient/ Action fanatic.
A finisher.
Exhibits: Fat “WOW Project” Portfolio. (Loves to talk about her work.)
Smart.
Curious/ Eclectic interests/ A little (or more) weird.
Well-developed sense of humor/ Fun to be around.
******
No. 1 re bosses: Exceptional talent selection & development
record. (Former co-workers: “Did you visibly grow while
working with X?” /“How has the department/team grown
on a ‘world-class’ scale during X’s tenure?”)
7. HR Is
“Cool.”
Chicago:
HRMAC
“support function” /
“cost center” /
“bureaucratic drag”
or …
Are you …
“Rock Stars
of the
Age of Talent”?
“HR doesn’t tend to hire
a lot of independent
thinkers or people who
stand up as moral
compasses.” —Garold Markle,
Shell Offshore HR Exec (FC/08.05)
8. HR Sits at
The Head
Table.
DD$21M
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; ie it’s
about how you actually do in the context of what happened in the real world, not
as compared to a gamed-abstract plan developed last year.
Second: Putting HR on
a par with finance
and marketing.
9. Re-name
“HR.”
Talent
Department
People Department
Center for Talent Excellence
Seriously Cool People Who
Recruit & Develop
Seriously Cool People
Etc.
10. There Is an
“HR Strategy”/
“HR Vision”
“Omnicom very simply is
about talent. It’s about the
acquisition of talent,
providing the atmosphere
so talent is attracted
to it.” —John Wren
Our Mission
To develop and manage talent;
to apply that talent,
throughout the world,
for the benefit of clients;
to do so in partnership;
to do so with profit.
WPP
EVP/
IBP?*
What’s your company’s …
*Employee Value Proposition, per Ed Michaels et al., The War for Talent;
IBP/Internal Brand Promise per TP
EVP/IBP = Remarkable
challenges, rapid professional
growth, wholesale respect,
deep satisfaction, fun,
stunning opportunities,
exceptional rewards, amazing
peer group, full membership in
Club Adventure, maximized
future employability
11. Acquire
for Talent!
Omnicom's acquisitions: “not for
“buying
talent;” “deepen a
size per se”;
relationship with a client.”
Source: Advertising Age
12. There Is a
FORMAL
Recruitment
Strategy.
“Busy Executives
Fail To Give
Recruiting
Attention It
Deserves”
—Headline, WSJ, 1121.05
Cirque du
Soleil!
Cirque du Soleil: Talent
(12 full-time scouts,
database of 20,000). R&D
(40%
Controls (shows are profit centers;
partners like Disney offset costs; $100M on $500M). Scarcity
builds buzz/brand (1 new show per year. “People tell me
of profits; 2X avg corp).
we’re leaving money on the table by not duplicating our shows. They’re
right.” —Daniel Lamarre, president).
Source: “The Phantasmagoria Factory”/Business 2.0/1-2.2004
13. There Is a FORMAL
Leadership Development
Strategy.
DD: 0 to 60mph
in a flash
(months)
Five MYTHS About Changing Behavior
*Crisis is a powerful impetus for change
*Change is motivated by fear
*The facts will set us free
*Small, gradual changes
are always easier to
make and sustain
*We can’t change because our brains become
“hardwired” early in life
Source: Fast Company/05.2005
14. There is a
“World Class”
Leadership
Development
CENTER.
Crotonville!
15. There Is a
FORMAL
STRATEGIC HR
Review Process.
“In most companies, the Talent Review Process is a
farce. At GE, Jack Welch and his two top HR people visit
each division for a day. They review the top 20 to 50
people by name. They talk about Talent Pool
The Talent Review
Process is a contact sport at
GE; it has the intensity and the
importance of the budget
process at most companies.”
strengthening issues.
—Ed Michaels
16. “People”/
Talent” Reviews
Are the FIRST
Reviews.
17.
HR Strategy =
BUSINESS
Strategy.
#1/100
Wegmans:
Best Companies to Work for
84%: Grocery stores “are all alike”
46%: additional spend if customers have an “emotional connection” to
a grocery store rather than “are satisfied” (Gallup)
“Going to Wegmans is not just shopping, it’s an event.”
—Christopher Hoyt,
grocery consultant
“You cannot separate
their strategy as a retailer
from their strategy as an
employer.”
—Darrell Rigby, Bain & Co.
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!
“Firms will not ‘manage the careers’
of their employees. They will
provide opportunities to
enable the employee to
develop identity and
adaptability and thus be in
charge of his or her own
career.”
—Tim Hall et al., “The New Protean Career Contract”
A “Life
Success
Company”
RE/MAX:
Source: Everybody Wins, Phil Harkins & Keith Hollihan
“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.
Did We Say “Talent Matters”?
“The top software developers are more
productive than average software
developers not by a factor of 10X or 100X,
or even 1,000X, but
10,000X.”
—Nathan Myhrvold, former Chief Scientist, Microsoft
21. Enlist
Everyone in
Challenge
Century21.
Distinct
Extinct
…
or …
New Work SurvivalKit.2006
1. Mastery! (Best/Absurdly Good at Something!)
2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)
3. A “USP”/Unique Selling Proposition (R.POV8: Remarkable Point of
View … captured in 8 or less words)
4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to
horizontal/“colleague”/“mate” loyalty)
5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small
Opp for Independent Action beats faceless part of Monster Project)
6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 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!)
22. Pursue
the Best!
“best person in
the world”
—Arthur Blank
From “1, 2 or you’re out” [JW]
to …
“Best Talent
in
each industry segment to
build best proprietary
intangibles” [EM]
Source: Ed Michaels, War for Talent
23. Up or
Out.
“We believe companies can increase their market cap 50
percent in 3 years. Steve Macadam at Georgia-Pacific
changed 20 of his 40 box
plant managers to put more
talented, higher paid
managers in charge. He increased
profitability from
$25 million to $80 million in 2
years.” —Ed Michaels, War for Talent
24. Ensure that
the Review
Process Has
INTEGRITY.
25 =
100*
* “But what do I do that’s more important than developing
people? I don’t do the damn work. They do.”—GS
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
Costco
*$17/hour (42% above
Sam’s); very good health
plan; low t/o, low shrinkage
*Low margins (“When I started, Sears, Roebuck
was th Costco of the country, but they allowed
someone to come in under them”—Jim Sinegal)
Source: “How Costco Became the Anti-Wal*Mart/NYT/07.17.05
26. Training I:
Train! Train!
Train!
3 Weeks in May
“Training” & Prep: 187
“Work”: 41
(“Other”: 17)
1%
vs.
367%
Divas do it. Violinists do it.
Sprinters do it. Golfers do it.
Pilots do it. Soldiers do it.
Surgeons do it. Cops do it.
Astronauts do it. Why don’t
businesspeople do it?
“Knowledge becomes
obsolete incredibly fast. The
continuing professional
education of adults is the
No. 1 industry in the next 30
years … mostly on line.”
Peter Drucker, Business 2.0
27. Training II:
100% “Business
People.”
28. Training III:
100%
LEADERS.
“I start with the premise
that the function of
leadership is to produce
more leaders, not more
followers.”
—Ralph Nader
29. Training IV:
Boss as Trainerin-Chief.
“Workout” = 24
DPY in the
Classroom
30. Training V:
The REAL
Bedrock of the
“Talent Thing.”
“My wife and I went to a [kindergarten] parent-teacher
conference and were informed that our budding refrigerator
artist, Christopher, would be receiving a grade of
Unsatisfactory in art. We were shocked. How could any
child—let alone our child—receive a poor grade 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?
“Thomas Stanley has not
only found no correlation between
success in school and an ability to
accumulate wealth, he’s actually
found a negative correlation. ‘It seems
Ye gads:
that school-related evaluations are poor predictors of economic
success,’ Stanley concluded. What did predict success was a
willingness to take risks. Yet the success-failure standards of most
schools penalized risk takers. Most educational systems reward
those who play it safe. As a result, those who do well in school find it
hard to take risks later on.”
Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins
15 “Leading” Biz Schools
0
Design/Core:
Design/Elective: 1
0
Creativity/Core:
Creativity/Elective: 4
0
Innovation/Core:
Innovation/Elective: 6
Source: DMI/Summer 2002/Research by Thomas Lockwood
31. Wide-open
Communication:
NO BARRIERS.
“The organizations we created have
become tyrants. They have taken
control, holding us fettered, creating
barriers that hinder rather than help
our businesses. The lines that we
drew on our neat organizational
diagrams have turned into walls
that no one can scale or penetrate
or even peer over.” —Frank Lekanne Deprez & René
Tissen, Zero Space: Moving Beyond Organizational Limits
32. Respect!
“What creates trust,
in the end, is the
leader’s manifest
respect for the
followers.”
— Jim O’Toole, Leading
Change
“It was much later that I realized Dad’s secret. He
gained respect by giving it. He talked and listened
to the fourth-grade kids in Spring Valley who shined
shoes the same way he talked and listened to a
He was
seriously interested in
who you were and what
you had to say.”
bishop or a college president.
—Sara Lawrence-
Lightfoot, Respect
“Empowerment” =
Trust
Source: Barry Gibbons
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
35. MBWA*:
Visible
Leadership!
*Managing By Wandering Around
“The first and greatest
imperative of command
is to be present in
person. Those who
impose risk must be
seen to share it.”
—John Keegan,
The Mask of Command
36. Thank
You!
“The deepest human need
need to be
appreciated.”
is the
—William James
37. Promote for
“people skills.”
(THE REST IS
DETAILS.)
“When assessing candidates, the first
thing I looked for was energy and
enthusiasm for execution. Does she
talk about the thrill of getting
things done, the obstacles
overcome, the role her people
played —or does she keep wandering
back to strategy or philosophy?”
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!
“To be a leader in
consumer products,
it’s critical to have
leaders who represent
the population we
serve.”
—Steve Reinemund/PepsiCo
“We want our associate
population to mirror our
customer population at
every level, from the
executive suite all the way to
the retail floor.”
—Larry Johnston, CEO,
Albertsons
42. WOMEN
RULE.
“AS LEADERS,
WOMEN RULE: New
Studies find that female
managers outshine their
male counterparts in
almost every measure”
Title, Special Report/BusinessWeek
“On average, women and men
possess a number of different innate
skills. And current trends suggest
that many sectors of the twentyfirst-century economic
community are going to need the
natural talents of women.”
Helen Fisher, The First Sex: The Natural Talents of Women
and How They Are Changing the World
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
“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
Hazel Blears, England’s first female police minister
(per The Times, 7 March): “Blears believes the new
[neighborhood policing, “broken windows”] approach
requires skills other than the police’s traditional ‘control
and command’ style, and she clearly thinks women
officers are right for the task. ‘Many of the women in the
service are very good at getting other people to join the
police in fighting crime. The police need new skills
around influence. When we talk about neighborhood
policing and antisocial behavior you have to be able to
draw in other people to help you resolve these
problems.’ Blears leaves an impression in everything
she says that her belief is that women officers may be
much better at this than their male colleagues, but,
of course, she is much too politic to say so.”
U.S.
M.Mgt.
41%
T.Mgt.
4%
Peak Partic. Age 45
% Coll. Stud.
52%
G.B. E.U. Ja.
29% 18% 6%
3%
2%
<1%
22
27
19
50% 48% 26%
Source: Judy Rosener, America’s Competitive Secret
????????
The Core Argument
1. We are in a War for Talent.
2. The war will intensify.
3. Women are under-represented in our
leadership ranks.
4. Women and men are different.
5. Women’s strengths match the New Economy’s
leadership needs—to a striking degree.
6. Women are also the principal purchasers
of goods and services—retail and commercial.
7. Ergo, women are a large part of “the answer”
to the War for Talent issue/opportunity.
43. Hire
(& Protect!)
Weird!
The Cracked Ones Let in the Light
“Our business needs a massive
transfusion of talent, and talent, I
believe, is most likely to be found
among non-conformists,
dissenters and
rebels.”
—David Ogilvy
“Are there
enough weird
people in the lab
these days?”
—V. Chmn., pharmaceutical
house, to a lab director
Saviors-in-Waiting
Disgruntled Customers
Off-the-Scope Competitors
Rogue Employees
Fringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue Employees
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-whoare-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 of us—and our
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.
53 Players =
53 Projects =
53 different
success measures.
45. Capitalize
on Strengths.
“The key difference between
checkers and chess is that in
checkers the pieces all move
the same way, whereas in chess
all the pieces move differently.
… Discover what is unique
about each person and
capitalize on it.” —Marcus Buckingham,
The One Thing You Need to Know
“The mediocre manager believes that most
things are learnable and therefore that the
essence of management is to identify ach
person’s weaker areas and eradicate them.
The great manager believes the opposite.
He believes that the most influential
qualities of a person are innate and
therefore that the essence of management
is to deploy these innate qualities as
effectively as possible and so drive
performance.” —Marcus Buckingham, The One Thing
You Need to Know
46. Bosses
“Win People
Over.”
“Coaching
is winning
players over.”
PJ:
47. GOAL:
Voyages of
Mutual
Discovery.
“I don’t
know.”
Quests!
Organizing Genius / Warren Bennis
and Patricia Ward Biederman
“Groups become great only when
everyone in them, leaders and
members alike, is free to do his or
her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its
members to discover their
greatness.”
Leadership’s Mt Everest!
“free to do his or her
absolute best” …
“allow its members to
discover their
greatness.”
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. Enthusiasm!
“It’s simple, really,
Tom. Hire for s,
and, above all,
promote for s.”
—Starbucks follower/WS analyst
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
The Talent50
1. People first!
2. Soft is Hard.
3. FUNDAMENTAL PREMISE: We are in an Age
of Talent/ Creativity/ Intellectual-capital
Added.
4. Talent “excellence” in every part of the
organization.
5. P.O.T./Pursuit Of Talent = Obsession.
6. HR sits at
7. HR is “cool.”
The Head Table.
Brand =
Talent.
“I have always believed
that the purpose of the
corporation is to be a
blessing to the
employees.”
—Boyd Clarke
Message: Leading
“Talent” 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.
Story Line
I. Context
II. Innovation
III. Mastering/Climbing the
“Value-added Ladder”
IV. Talent (50%)
V. Leadership
11. Re-imagine
Leadership for Totally
Screwed-Up Times: The
Passion
Imperative.
Create a
Cause!
G.H.:
“Create a
‘cause,’ not
a ‘business.’ ”
Find ’em!
“Leaders
‘do’ people.
Period.”
—Anon.
Make It a
Grand
Adventure!
“The role of the Director
is to create a space
where the actor or
actress can become
more than they’ve ever
been before, more than
they’ve dreamed of
being.” —Robert Altman, Oscar acceptance
Live Your
Story!
“I’m always stopping by our
at least 25
a week. I’m also in other
stores—
places: Home Depot, Whole Foods,
Crate & Barrel. … I try to be
a sponge to pick up as much
as I can. …” —Howard Schultz
Source: Fortune, “Secrets of Greatness,” 0320.2006
Demand
Action!
“This is so simple it sounds stupid, but it is amazing
you
only find oil if you
drill wells.
how few oil people really understand that
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
Try It!
Sam’s Secret
#1!
Cherish
Realism!
“GE has set a standard
of candor. … There is no
puffery. … There isn’t an
ounce of denial in the
place.” —Kevin Sharer, CEO Amgen,
on the “GE mystique” (Fortune)
Dispense
Enthusiasm!
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
“Most important,
he upped the
energy level at
Motorola.”
—Fortune on Ed Zander/08.05
“A leader
is a dealer
in hope.”
Napoleon
“A man without a
smiling face must not
open a shop.”
—Chinese Proverb*
*Courtesy Tom Morris, The Art of Achievement
Keep It
Simple!
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
Avoid …
Moderation!
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!
Avoid …
Moderation!
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
Free the
Lunatic
Within!
“You can’t behave in a
calm, rational manner.
You’ve got to be out
there on the lunatic
fringe.”
— Jack Welch