Transcript Document 7167791

Tom Peters’
EXCELLENCE.
ALWAYS.
Talent.
Leadership.
Leadership Forum/HRP
Kuwait/10 November 2008
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Slides at …
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people power:
talent
The
59
Context.
Organizations exist
to serve. Period.
Leaders live to
serve. Period.
Why in the
World did you
go to Siberia?
An
emotional, vital, innovative,
joyful, creative,
entrepreneurial endeavor
that elicits maximum
Enterprise* ** (*at its best):
concerted human
potential in the
wholehearted service of
others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
Organizations exist to serve. Period.
Leaders live to serve. Period.
Passionate servant leaders, determined to create a
legacy of earthshaking transformation in their domain
create/must necessarily create organizations which
no less than “Cathedrals”
in which the full and awesome
power of the Imagination
and Spirit and native
Entrepreneurial flair of
diverse individuals is
unleashed … In passionate pursuit of jointly
are …
perceived soaring purpose and personal and community
and client service Excellence.
"We all start out in life loving our fathers and mothers above
everything else in the world, but that does not close the
doors of love. That prepares us to love our wives and
husbands and children and friends and to cooperate with and
show respect to all worthy individuals with whom we come in
contact or have an opportunity to reach in other ways. We
must apply that to nations and to other businesses.
"We in IBM must not confine our thoughts just to IBM. We
must extend our cooperation to all other businesses whether
we do business with them or not. We are one cog in the
industrial wheel.
"Then as citizens we must extend our respect to all worthy
people in all nations. We are moving along in troublesome
times, but the love of these various things of which I have
spoken and of the people in whom we are interested is going
to be the great force which will make us all appreciate the
spiritual values which constitute the only solid foundation on
which we can build."
Thomas J. Watson, Sr. address to IBM Sales and Service
Class 525 and Customer Engineers Class 528,
IBM Country Club, Endicott, NY, October 30, 1941
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect, humane)
Cause
Space
Decency
service
(worthy of commitment)
(room for/encouragement for initiative-adventures)
(respect, grace, integrity, humane)
(worthy of our clients’ & extended
family’s continuing custom)
excellence
servant leadership
(period)
Cause
Space
Decency
service
excellence
servant leadership
“Leaders
‘SERVE’
people.
Period.”
—inspired by Robert Greenleaf
“I have always
believed that the
purpose of the
corporation is to be
a blessing to the
employees.”
—Boyd Clarke
Bonus
Enthusiasm!
Execution!
Experience!
Excellence!
1. people!
People!
people!
L(+21) = L(-21)
Leadership(21A.D.) =
Leadership(21B.C.)
‘do’
“Leaders
people.
Period.”
—Anon.
“How to flush
$500,000 down
the toilet in one
easy lesson!!”
TP:
< CAPEX
> People!
Container store:
2x training$$$
2. The
“Customer”
is “Job #1”!
And the
customer is …
“You have to
treat your
employees like
customers.”
—Herb Kelleher,
complete answer, upon being asked his “secrets to success”
Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of
Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union
took out a full-page ad in USA Today thanking HK for all he had done; across the
way in Dallas American Airlines’ pilots were picketing the Annual Meeting)
The Customer Comes
Second: Put Your
People First and
Watch ’Em deliver
—Hal Rosenbluth and Diane McFerrin Peters (no relation—be delighted if she was)
3. “Soft” Is
“Hard.”
MBWA
“Tom let me tell you the
definition of a good lending
officer. After church on
Sunday, on the way home
with his family, he takes a
little detour to drive by the
factory he just lent money to.
Doesn’t go in or any such
thing, just drives by and
takes a look.”
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
No: People.
No: Product.
No: Value to customer.
Yes: Dilution, other
control and shareowning issues.
Yes: Scale-as-power.
Yes: Market share.
Yes: People.
Yes: Product.
Yes: Value to customer.
No: Dilution, other
control and shareowning issues.
No: Scale-as-power.
No: Market share.
“It suddenly
occurred to me …
“It suddenly
occurred to me that
in the space of two
or three hours he
never talked about
cars.” —Les Wexner
“To me business isn’t about
wearing suits or pleasing
stockholders. It’s about
being true to yourself,
your ideas and focusing on
the essentials.” —Richard Branson
4. “Brand
Inside”
Rules!
Internal
organizational
excellence* =
Deepest “Blue
Ocean”
*Internal
organizational
excellence =
“Brand inside”
B(I) > B(O)
5. P.O.T./
Pursuit Of
Talent =
OBSESSION.
“The leaders of Great Groups
love talent and know
where to find it. They
revel in the talent
of others.”
—Warren Bennis &
Patricia Ward Biederman, Organizing Genius
6. The “Find it”
obsession: Biz
“Strategic”
Priority
#1 ?!.
“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 &
Development, Google
Who?
—The screening interview
—The “Topgrading Interview”
(story and patterns)
—Focused interview
—Reference interview*
*Detailed rituals, goals, follow-up
Source: Who: The A Method for Hiring,
Geoff Smart and Randy Street
the
most important
aspect of business
“In short, hiring is
and yet remains woefully
misunderstood.”
Source: Wall Street Journal, 10.29.08,
review of Who: The A Method for Hiring,
Geoff Smart and Randy Street
C
O*
*Chief talent acquisition Officer
7. Focus on the #1
Motivational
Discriminator:
Selection (& Training)
of the First Line
Supervisor!
#1 cause of
Dis-satisfaction?
Employee retention & satisfaction:
Overwhelmingly,
based on their
immediate manager!
Source: Marcus Buckingham & Curt Coffman, First, Break All
the Rules: What the World’s Greatest Managers Do Differently
The “Big Three” Transitions
st
1
Marriage
Parenthood
Line Supervisor*
*Accomplishment through others
8. “Legacy”
= 10!
2/year =
legacy.
Ask Your
st
Calendar: Hiring-1
Line Supervisor
promo-Promotion
decisions in General*
*Calendars do not lie!
9. Talent
“Excellence” in
Every Part of
Every
Organization.
#1/100
“Best Companies to
Work for”/2005
Wegmans
*2008: 3 of Top 5 retail: Wegmans,
Container Store, Whole Foods
10. Talent
“Excellence”
Stretches Far
Beyond Our
Borders.
We are the
company
we keep
Measure “Strangeness”/Portfolio Quality
Staff
Consultants
Vendors
Out-sourcing Partners (#, Quality)
Innovation Alliance Partners
Customers
Competitors (who we “benchmark” against)
Strategic Initiatives
Product Portfolio (LineEx v. Leap)
IS/IT Projects
HQ Location
Lunch Mates
Language
Board
The “Hang Out Axiom”: At
its core, every (!!!)
relationship-partnership
decision (employee,
vendor, customer, etc)
is a strategic decision
about:
“Innovate,
‘Yes’ or ‘No’ ”
11. Expand the
definition of “our”
talent pool: Master
“Crowd-sourcing,”
“Wikiworld”!
“Technology massively multiplies soft power—
particularly video technology, and particularly in the
hands of non-state actors. … The power and distinction
of a government’s voice is lost in the competing chatter,
and in some ways it becomes the least compelling
simply because it’s the least novel. It’s not just words
competing against words. Images are now competing
against images. People are visual creatures, and they
tend to respond to videos and pictures on a much less
YouTube
(and whatever follows it) will soon
have greater global influence over
narratives about international events (if
it doesn’t already) than any
government information source could
hope to have.” —Foreign Policy, Nov-Dec 2008
rational and much more visceral level. …
12. Stock up on
“Technofreaks”!
13. Talent Masters
Focus on Talent’s
Intangibles.
EMPHASIZE
THE “SOFT
SKILLS.”
A Few Lessons from the Arts
Each hired and developed and evaluated in unique ways
(23 contributors = 23 unique contributions = 23 pathways =
23 personalities = 23 sets of motivators)
Attitude/Enthusiasm/Energy paramount
Re-lent-less!
“Practice is cool” (G Leonard/Mastery)
Team and individual
Aspire to EXCELLENCE = Obvious
Ex-e-cu-tion
Talent = Brand = Duh
“The Project” rules
Emotional language
Bit players. No.
B.I.W. (everything)
Delta events = Delta rosters (incl leader/s)
14. Hire
enthusiasm!
“I am a
dispenser of
enthusiasm.”
—Ben Zander
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
Charles Handy on the “Alchemists”:
“Passion was what drove
these people, passion for
their product, passion for
their cause.
If you care enough, you will find out
what you need to know. Or you will experiment and not worry if the
experiment goes wrong.
Passion
as the secret to
learning is an odd secret to propose, but I believe that it works at
all levels and at all ages. Sadly,
passion
is not a
word often heard in the elephant organizations, nor in
schools, where it can seem disruptive.”
15. Hire for
_____!
“A man
without a
smiling face
must not open
a shop.”
—Chinese Proverb
“[Ronald
Reagan] radiated an
almost
transcendent
happiness.”
Half-full Cups:
—Lou Cannon
“Success or Failure”/Try Instead “Optimism or
Failure”/From Martin Seligman’s Learned
Optimism:
“I believe the traditional wisdom is
incomplete. A composer can have all the talent of a
Mozart and a passionate desire to succeed, but if he
believes he cannot compose music, he will come to
nothing. He will not try hard enough. He will give up too
soon when the elusive right melody takes too long to
materialize. Success requires persistence, the ability to
not give up in the face of failure. I believe that …
OPTIMISTIC EXPLANATORY STYLE … is the
key to persistence. … The optimistic-explanatory-style
theory of success says that in order to choose people
for success in a challenging job, you need to select for
(1) Aptitude. (2)
Motivation. (3) Optimism. All three determine
three characteristics:
success.”
16. Hire Staffers with
a “Professional
Service firm” [psf]
“Mentality”
IB :
$55B*
M
*Also HP-EDS
Department Head
to …
Managing
Partner,
IS Inc.
[HR, R&D, etc.]
Answer:
Ideal “finance staffer”:
**Full-scale “business partner”
[CFO?] to the/each department
she serves.
**Not cop—obsessed instead with
value-added
**Integration first, “stovepipe”
secondary
**MBWA/bigtime
**Networker to the rest of Finance
17. Hire
“DesignMindedness”!
“Design is treated
like a religion
at BMW.” —Fortune
“Business people don’t
need to ‘understand
designers better.’
Businesspeople need
to be designers.”
—Roger Martin/Dean/Rotman Management School/
University of Toronto
“It’s futile to pretend that
industrial design or styling has
any other function than to
support marketing.”
—Ford executive
Source: Design: Intelligence Made Visible,
Stephen Bayley & Terence Conran
18. Embrace
the “action
Faction”!
“We have a
‘strategic plan.’
It’s called doing
things.”
— Herb Kelleher
“We made mistakes, of course. Most of them were
omissions we didn’t think of when we initially wrote the
software. We fixed them by doing it over and over, again
and again. We do the same today. While our competitors
are still sucking their thumbs trying to make the design
perfect, we’re already on prototype version
#5.
By
the time our rivals are
ready with wires and screws, we are on version
#10. It gets back to planning
versus acting: We act from day
one; others plan how to plan—
for months.” —Bloomberg by Bloomberg
Try it. Try it. Try it
ry it. Try it. Screw
up. Try it. Try it. Try
t. Try it. Try it. Try
t. Try it. Screw it up
t. Try it. Try it. try
19. Cheer [and
promote for!] the
worthy
failures!
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
“The secret of fast
progress is
inefficiency, fast
and furious and
numerous failures.”
—Kevin Kelly
20. Exalt the
“dull”
Doers!!
Conrad Hilton, at a gala
celebrating his life,
was asked, “What was the
most important lesson
you’ve learned in your long
and distinguished career?”
His immediate answer …
Conrad Hilton, at a gala celebrating his life,
was asked, “What was the most important lesson you’ve learned
in your long and distinguished career?”
His immediate answer:
“remember
to tuck the
shower curtain
inside the
bathtub”
“Execution
is strategy.”
—Fred Malek fffffii
21. Hire
Relentless!
“This [adolescent] incident [of getting from point A to point B] is notable
not only because it underlines Grant’s fearless horsemanship and his
determination, but also it is the first known example of a very important
Grant had an
extreme, almost phobic
dislike of turning back
and retracing his steps.
peculiarity of his character:
If he
set out for somewhere, he would get there somehow, whatever the
difficulties that lay in his way. This idiosyncrasy would turn out to be one
the factors that made him such a formidable general. Grant would always,
always press on—turning back was not an option for him.”
—Michael Korda, Ulysses Grant
“eighty percent
of success is
showing up.”
—Woody Allen
22. Hire and
Promote for
“relationship
excellence.”
“Allied commands depend
on mutual confidence
[and this confidence]
is gained, above all
through the development
of friendships.”
—General D.D. Eisenhower,
Armchair General * (05.08)
*“Perhaps his most outstanding ability [at West Point] was
the ease with which he made friends and earned the trust
of fellow cadets who came from widely varied backgrounds;
it was a quality that would pay great dividends during his
future coalition command.”
X =XFX*
*Excellence = Cross-functional Excellence
Never
waste a
lunch!
???????
“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!”
R.O.I.R.
Rules!
Return on
investment in
relationships
“You can make more
friends in two months by
becoming interested in
other people than you can
in two years by trying to
get other people interested
in you.” —Dale Carnegie
23. HR Is
“Cool.”
“support function” /
“cost center” /
“bureaucratic drag”
or …
Are you …
“Rock
Stars of the
Age of
Talent”
24. 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:
25. Re-name
“HR.”
Talent
Department
People Department
Center for Talent Excellence
Seriously Cool People
Who Recruit & Develop
Seriously Cool People
Etc.
26. 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
27. Acquire
for Talent!
Omnicom's acquisitions: “not for
“buying
talent;” “deepen a
size per se”;
relationship with a client.”
Source: Advertising Age
“The most
important decisions
businesspeople
make are not ‘what’
decisions but ‘who’
decisions.” —Jim Collins,
Good to Great
28. There Is a
FORMAL
Leadership
Development
Strategy.
“Crotonville”!
Purchase!
29. There Is a
FORMAL STRATEGIC
HR Review
Process.
“In most companies, the Talent Review Process is a
farce. At GE, Jack Welch and his two top HR people
visited each division for a day. They reviewed the
top 20 to 50 people by name. They talked about
The
Talent Review Process is a
contact sport at GE; it has
the intensity and the
importance of the budget
process at most
companies.”—Ed Michaels
Talent Pool strengthening issues.
Milliken’s “War
Room”*
*Top 200
30. “People”/
“Talent” Reviews
Are the FIRST
Reviews.
31. 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!
32. 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)
33. Goal: Amazing
quests! Life
Success! Dreams
Come true! [for everyone ]
“The role of the Director is to create a
space where the actors and
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
“We are a
‘Life Success’
Company.”
Dave Liniger, founder, RE/MAX
“No matter what the situation,
[the excellent manager’s] first response is
always to think about the
individual concerned and how
things can be arranged to help
that individual experience
success.” —Marcus Buckingham,
The One Thing You Need to Know
???
% of people
with …
… Dreams
The Dream Manager
—Matthew Kelly
“An organization can only become the-best-version-ofitself to the extent that the people who drive that
organization are striving to become better-versions-ofthemselves.” “A company’s purpose is to become thebest-version-of-itself. The question is: What is an
employee’s purpose? Most would say, ‘to help the
company achieve its purpose’—but they would be wrong.
That is certainly part of the employee’s role, but an
employee’s primary purpose is to become the-bestversion-of-himself or –herself. … When a company
forgets that it exists to serve customers, it quickly goes
Our employees are our
first customers, and our most
important customers.”
out of business.
DRD: Dream
Realization
Department
Words!
“Stretch” Encourage”
vs
“Dreams come true”
“Life Success Co.”
C
O*
*Chief quest-meister
“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
34. Enlist Everyone
in Challenge
Century21/
Foster
Independence.
“One of the defining
characteristics [of the
change] is that it will be less
driven by countries or
corporations and more driven
by real people. It will unleash
unprecedented creativity, advancement of
knowledge, and economic development. But
at the same time, it will tend to undermine
safety net systems and penalize the
unskilled.” —Clyde Prestowitz, Three Billion New Capitalists
Globalization1.0: Countries globalizing (1492-1800)
Globalization2.0: Companies globalizing (18002000)
Globalization3.0
:
(2000+)
Individuals
collaborating
& competing globally
Source: Tom Friedman/The World Is Flat
“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.
“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
Muhammad Yunus:
“All human beings
are entrepreneurs. When we
were in the caves we were all selfemployed . . . finding our food, feeding
ourselves. That’s where human history
began . . . As civilization came we
suppressed it. We became labor
because they stamped us, ‘You are
labor.’ We forgot that we are
entrepreneurs.”
Source: Muhammad Yunus/The News Hour—PBS/1122.2006
Distinct
…
… or
Extinct
Win-win*
*Damn it!
35. Pursue
the Best/ [”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
—Ed Michaels, War for Talent
2
years.”
36. 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
37. 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
38. Training I:
Train! Train!
Train!
39. Training II:
100% “Business
People”!
New Work SurvivalKit.2008
1. MASTERY! (Best/Absurdly Good at Something!)
2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)
3. A “USP”/UNIQUE SELLING PROPOSITION
4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to
horizontal/“colleague”/“mate” loyalty)
5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity!
6.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!)
7. Master of Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)
8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring “interesting you” to work!)
10. Intense Appetite for Technology (E.g.: How Cool-Active is your
Web site? Do you Blog?)
11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer)
12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer)
13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)
40. Training III:
100% LEADERS!
The
Military
Oddly enough:
41. Training IV:
Boss as Trainerin-Chief!
“Workout” =
24
DPY in the Classroom
42. 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?
Respect!
43.
“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.
Sara Lawrence-Lightfoot, Respect
“Ladies and
gentlemen
serving ladies
and gentlemen”
Ritz Carlton Credo, Horst Schulte
“Don’t
belittle!”
—OD Consultant
44. Talent
Excellence!
Leaders who
listen!
“The four most important
words in any
organization
‘What do
you think?’ ”
are …
Source: courtesy Dave Wheeler,
posted at tompeters.com, source of
original unknown (0609.08)
“… but Tom, how do we find out
what it is that people really want?”
Exec:
Tom (after a long pause and a lot of thought
—and I’m not kidding):
“… but Tom, how do we find out
what it is that people really want?”
Exec:
Tom (after a long pause and a lot of thought—and I’m
“Ask
‘em.”
not kidding):
45. “Thoughtful”
works!
“Thoughtful”
Wins! !
Kindness
is free
139,380 former
patients from 225 hospitals:
Press Ganey Assoc:
none
of THE top 15 factors
determining Patient Satisfaction
referred to patient’s health outcome
PS directly related to Staff Interaction
PS directly correlated with Employee
Satisfaction
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“There is a misconception that supportive interactions require
more staff or more time and are therefore more costly. Although
labor costs are a substantial part of any hospital budget, the
interactions themselves add nothing to the budget.
Kindness is
free.
Listening to patients or answering their
questions costs nothing. It can be argued that negative
interactions—alienating patients, being non-responsive to their
needs or limiting their sense of control—can be very costly. …
Angry, frustrated or frightened patients may be combative,
withdrawn and less cooperative—requiring far more time
than it would have taken to interact with them initially in a
positive way.” —Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
“We are
thoughtful
in all we do.”
Thoughtfulness is key to customer retention.
Thoughtfulness is key to employee recruitment
and satisfaction.
Thoughtfulness is key to brand perception.
Thoughtfulness is key to your ability to look in
the mirror—and tell your kids about your job.
“Thoughtfulness is free.”
Thoughtfulness is key to speeding things up—
it reduces friction.
Thoughtfulness is key to transparency and even
cost containment—it abets rather than stifles
truth-telling.
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
The Manager’s Book
of Decencies: How
Small /gestures
Build Great
Companies.
—Steve Harrison, Adecco
46. Thank
You!
“The deepest
human need is
the need to be
appreciated.”
William James
47. MBWA:
Visible
Leadership!
MBWA
48. Promote for
“people skills.”
(THE REST IS
DETAILS.)
“When assessing candidates, the first thing I
looked for was energy and enthusiasm for
execution. Does
she talk about
the thrill of getting things
done, the obstacles
overcome, the role her
people played —or does she keep
wandering back to strategy or philosophy?”
—Larry Bossidy, Honeywell/AlliedSignal, in Execution
49. 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
50. Provide
Early
Leadership
Assignments.
The
WOW!
Project
51. Create a
FORMAL System
of Mentoring.
W. L. Gore
Quad/Graphics
52. Diversity of
every sort!
“Diverse groups of problem solvers—
groups of people with diverse tools—
consistently outperformed groups of the
best and the brightest. If I formed two
groups, one random (and therefore
diverse) and one consisting of the best
individual performers, the first group
almost always did better. …
Diversity trumped
ability.”
—Scott Page, The Difference: How
the Power of Diversity Creates Better Groups,
Firms, Schools, and Societies Diversity
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
53. 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.)
54. WOMEN
[should] RULE!
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
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
55. 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.
“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]
new goal …
every game!
Source: Coach K
220 workdays
= 220 “rosters”
Source: Coach K
“Never, ever again
will I evaluate anyone
using a standardized
instrument devised by
a “professional” in
inhuman Resources.”
Promise #1:
56. 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
57. Bosses “Win
People Over.”
“Coaching
is winning
players over.”
Phil Jackson
—
58. 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
Our Mission
To develop and manage talent;
to apply that talent,
throughout the world,
for the benefit of clients;
to do so in partnership;
to do so with profit.
WPP
Brand =
Talent.
BONUS
(59. Surviving a
“black swan.”)
The Black
Swan has
landed!
Black Swan Tactical Rules
1.
2.
3.
4.
5.
6.
7.
8.
K.I.S.S.
Hammer on the basics.
Focus on us, not the competition.
Puzzle-solving: How to turn this
into an opportunity.
MBWA/X.
MBWA/I.
MBWA/Vendors.
Waaaaay over-communicate!!!!!!
(With everyone—start with your
banker.)
Black Swan Tactical Rules
9. All work is team work.
10. Transparency.
11. Work the phones.
12. Perception of fairness.
13. Share the pain.
14. Decency!!!!!!!
15. Grace!!
16. “Thank you.”
17. Control your impatience—
no temper tantrums.
18. Constant attitude checks—you.
Black Swan Tactical Rules
19. Dress for success.
20. Avoid burnout/you, the team,
the entire organization.
21. Re-emphasize the company
values-philosophy. (Now,
more than ever.)
22. Quality!!!!!! (Now, more than ever.)
23. No corner cutting. (Now, more
than ever.)
24. Constant reviews/War room.
25. Celebration of small wins.
Black Swan Tactical Rules
26. People First/HR is King.
27. Help people with personal
financial management.
28. Be generous to those who are
let go—e.g. healthcare benefits.
29. Don’t over-analyze.
30. Don’t under-analyze.
31. Cuts all at once—if possible.
32. Cuts explained in great detail.
33. Quantitative calendar
management—focus on “to don’ts.”
Black Swan Tactical Rules
34. Increase customer-service
training.
35. In general, minimize training cuts.
36. Be(very)ware R&D cuts; R&D
quick pay SWAT teams.
37. Beware such things as sales
travel cuts, ad cuts.
38. “Across the board” = Dumb.
39. Is this a time to over-invest if
cash is at hand? (E.g., distressed
innovative start-ups?
Black Swan Tactical Rules
40. Stealth work on the likes of
XF communication.
41. This could last a long time—
LT prep is necessary now.
42. Prepare/Be prepared for more
Black Swans.
43.
Excellence. (Now,
more than ever.)
(44. Remember all this in
peacetime—Chuck Knight’s
legacy.)
EXCELLENCE.
ALWAYS.
Talent.
Leadership.