Transcript Document 7192016

Tom Peters’
EXCELLENCE.
ALWAYS.
The [eternal] basics.
MedImmune/28 August 2008
To appreciate
this presentation [and ensure
that it is not a mess], you need
Microsoft fonts:
NOTE:
“Showcard Gothic,”
“Ravie,” “Chiller”
and “Verdana”
“Excellence can be obtained if you:
... care more than others think
is wise;
... risk more than others think
is safe;
... dream more than others think
is practical;
... expect more than others think
is possible.”
Source: Anon. (Posted @ tompeters.com by K.Sriram)
“o for 800”
“Normal” =
“o for 800”
“The role of the Director is to
create a space where the actors
become
more than they’ve ever
been before, more than
they’ve dreamed of
being.”
and actresses can
—Robert Altman, Oscar acceptance speech
Slides at …
tompeters.com
L(+21) = L(-21)
Leadership(21A.D.) =
Leadership(21B.C.)
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
“We Have …
Thank
you, Howard
(Starbucks)!
Sports: You
beat
yourself!
Internal
organizational
excellence in
execution =
Deepest “Blue
Ocean”
“almost inhuman
disinterestedness in
… strategy”
—Josiah Bunting
on
U.S. Grant (from Ulysses S. Grant)
Thank
you Ben,
Norm, Ike
and Delaware
Give
good
tea!
“In the same bitter winter of 1776 that Gen. George Washington led his beleaguered troops across the Delaware River to safety,
Benjamin Franklin sailed across the Atlantic to Paris to engage in an equally crucial campaign, this one diplomatic. A lot
depended on the bespectacled and decidedly unfashionable 70-year-old as he entered the world’s fashion capitol sporting a
Franklin’s miracle was that armed
only with his canny personal charm and
reputation as a scientist and philosopher, he
was able to cajole a wary French government
into lending the fledgling American nation an
enormous fortune.
When
Adams joined Franklin in Paris in 1779, he was
scandalized by the late hours and French
lifestyle his colleague had adopted. Adams was
clueless that it was through the dropped hints
and seemingly offhand remarks at these salons
that so much of French diplomacy was
conducted.
simple brown suit and a fur cap. …
… The enduring image of Franklin in Paris tends to be that of a flirtatious old
man, too busy visiting the city’s fashionable salons to pursue affairs of state as rigorously as John Adams.
… Like the Beatles arriving in America, Franklin aroused a fervor—his face appeared on prints,
teacups and chamber pots. The extraordinary popularity served Franklin’s diplomatic purposes splendidly. Not even King Louis
XVI could ignore the enthusiasm that had won over both the nobility and the bourgeoisie. …”
Source: “In Paris, Taking the Salons By Storm: How the Canny Ben Franklin Talked
the French into Forming a Crucial Alliance,” U.S. News & World Report, 0707.08
“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
“eighty percent
of success is
showing up.”
—Woody Allen
Do tea!
Make friends!
Show up!
Thank you
Nelson and
Ben …
“I am a
dispenser of
enthusiasm.”
—Ben Zander
Thank George and
Mrs Coach K …
“What I learned from my years
as a hostage negotiator is that
we do not have to feel
powerless—and that
bonding
is the antidote to
the hostage situation.” —George
Kohlrieser, Hostage at the Table
Women’s Negotiating Strengths
*Ability to put themselves in their
counterparties’ shoes
*Comprehensive, attentive and detailed
communication style
*Empathy that facilitates trust-building
*Curious and attentive listening
*Less competitive attitude
*Strong sense of fairness and ability to persuade
*Proactive risk manager
*Collaborative decision-making
Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It
Like a Woman: Why the 21st-century negotiator will need the female touch”
Mrs Coach K
“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
Age 3
days, baby
girls 2X eye
contact.
“People powered”:
Source: Martha Barletta, Marketing to Women
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
Thank Henry
and Dale …
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
“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
FLOWER
FLOWER
POWER
POWER
Thank
you Mark,
Hank ,David
and Dave &
Bill …
3K/5M
“I call 60 CEOs
to
wish them happy
New Year. …”
[in
the first week of the year]
—Hank Paulson, former CEO, Goldman Sachs
Source: Fortune, “Secrets of Greatness,” 0320.05
General David Petraeus’ “White lines along the road”:
“Secure and serve the population.
Live among the people.
Promote reconciliation.
Move mounted, work dismounted;
situational awareness can only be
achieved by operating face-to-face,
not separated by ballistic glass.
Walk.*”
—David Petraeus, Men’s Journal (06.08)
* “I love that last one for its simplicity.” —DP
MBWA
Thank you
John, Mike,
and the
“Great One” …
“This is so simple it sounds stupid, but it is amazing
how few oil people really understand that
you only find
oil if you drill
wells.
You may think you’re finding it
when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
“We made mistakes, of course. Most of them were
omissions we didn’t think of when we initially wrote the
software. We fixed them by doing it over and over, again
and again. We do the same today. While our competitors
are still sucking their thumbs trying to make the design
perfect, we’re already on prototype version
#5.
By
the time our rivals are
ready with wires and screws, we are on version
#10. It gets back to planning
versus acting: We act from day
one; others plan how to plan—
for months.” —Bloomberg by Bloomberg
“You miss
100% of
the shots you
never take.”
—Wayne Gretzky
Thank
you Fred ,
Conrad , USGrant
and Larry…
“Execution is
strategy.”
—Fred Malek
Conrad Hilton, at a gala celebrating his life,
was asked, “What was the most important lesson you’ve learned
in you long and distinguished career?”
His immediate answer:
“remember
to tuck the
shower curtain
inside the
bathtub”
Relentless: “One of
my superstitions had always been
when I started to go anywhere or
not to
turn back , or stop,
to do anything,
until the thing intended was
accomplished.” —Grant
“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
(1) sum of Projects =
Goal (“Vision”)
(2) sum of Milestones =
project
(3) rapid Review +
Truth-telling =
accountability
“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)
DECENTRALIZATION.
EXECUTION.
ACCOUTABILITY.
6:15A.M.
Thank
you Conoco
et al.
X =XFX*
*Excellence = Cross-functional Excellence
Never
waste a
lunch!
????
% XF
lunches*
*Measure!
The “XF-50”: 50 Ways to
Enhance CrossFunctional
Effectiveness and
Deliver Speed, “Service
Excellence” and “Valueadded Customer
‘Solutions’”
C(I)>C(E)*
*Internal customer relations [C(I)] are perhaps-often more important than external
relationships [C(E)]. That is, if you Internal Relationships are excellent, you’ll have your
whole company working for you to get your jobs to the head of the queue.
Thank you
Gust and Walter…
George Crile (Charlie Wilson’s War) on Gust
“He had
become something of a
legend with these
people who manned the
underbelly of the
Agency [CIA].”
Avrakotos’ strategy:
George Crile (Charlie Wilson’s War) on Charlie
Wilson: “The way things normally work,
if you’re not Jewish you don’t get into
the Jewish caucus, but Charlie did. And
if you’re not black you don’t get into the
black caucus. But Charlie plays poker
with the black caucus; they had a game,
and he’s the only white guy in it. The
House, like any human institution, is
moved by friendships, and no matter
what people might think about Wilson’s
antics, they tend to like him and enjoy
his company.”
???????
“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!”
Loser:
“He’s such a
suck-up!”
Winner:
“He’s such a
suck-down.”
itics politics politi
itics politics politi
itics politics politi
itics politics politi
itics politics politi
itics politics politi
Thank
you
Heather
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women’s work force participation rates have
soared worldwide.
Women are closing in on “same pay for same
job.”
Women are penetrating senior ranks rapidly
[even if the pace is slow for the corner
office per se].
Women’s leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
as well as consumer goods.
So what exactly is the point of men?
10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women’s work force participation rates have
soared worldwide.
Women are closing in on “same pay for same job.”
Women are penetrating senior ranks rapidly
[even if the pace is slow for the corner
office per se].
Women’s leadership strengths are exceptionally
well aligned with new organizational
effectiveness imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
as well as consumer goods.
So what exactly is the point of men?
“One thing is certain: Women’s rise to power, which is
linked to the increase in wealth per capita, is happening
in all domains and at all levels of society. Women are no
longer content to provide efficient labor or to be
consumers with rising budgets and more autonomy to
spend. … This is just the beginning. The phenomenon
will only grow as girls prove to be more successful than
For a number of
observers, we have already
entered the age of
‘womenomics,’ the economy as
thought out and practiced
by a woman.” —Aude Zieseniss de Thuin, Financial
boys in the school system.
Times, 10.03.2006
most significant
variable in every
“The
sales situation is the
gender
of the buyer, and
more importantly, how the
salesperson communicates
to the buyer’s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
The Perfect Answer
Jill and Jack buy
slacks in black…
Thank
you ______
Single
greatest act
of pure
imagination
Thank
you Sheik
Mohammad
**“Where’s the Dubai”
in you strategy, or
project portfolio?
**Strategy doc should be
exciting —excite a
spouse or teenager, or a
meeting of frontline folks
Thank you
Larry …
Basement
Systems
Inc.
*Basement Systems Inc.
*Larry Janesky
*Dry Basement Science
(115,000!)
*1990: $0; 2003: $13M;
2007:
$62,000,000
Thank
you
Dov …
“Most managers spend a great deal of time thinking about what they plan to do,
but relatively little time thinking about what they plan not to do.. As a result,
they become so caught up … in fighting the fires of the moment that they cannot
really attend to the longterm threats and risks facing the organization. So the
first soft skill of leadership the hard way is to cultivate the perspective of
Marcus Aurelius: avoid busyness, free up your time, stat focused on what really
Let me put it bluntly: every leader should
routinely keep a substantial portion of his or
her time—I would say as much as 50 percent—
unscheduled. … Only when you have substantial ‘slop’ in your
matters.
schedule—unscheduled time—will you have the space to reflect on what you are
doing, learn from experience, and recover from your inevitable mistakes.
Leaders without such free time end up tackling issues only when there is an
immediate or visible problem. Managers’ typical response to my argument about
Yet
we waste so much time in unproductive
activity—it takes an enormous effort on the
part of the leader to keep free time for the
truly important things.”
free time is, ‘That’s all well and good, but there are things I have to do.’
—Dov Frohman (& Robert Howard), Leadership The Hard Way:
Why Leadership Can’t Be Taught—And How You Can Learn It Anyway
(Chapter 5, “The Soft Skills Of Hard Leadership”)
Thank you
Gene and Bob …
Hard Is Soft
Soft Is Hard
Hard Is Soft (Plans, #s)
Soft Is Hard (people,
customers, values,
relationships))
Relationships
(of all varieties):
THERE
ONCE WAS A TIME WHEN A
THREE-MINUTE
PHONE CALL WOULD
HAVE AVOIDED SETTING OFF THE
DOWNWARD SPIRAL THAT RESULTED
IN A COMPLETE RUPTURE.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.
S = f( ___ )
Success Is a
Function of …
S = ƒ(#&DR; -2L, -3L, 4L; I&E)
Number and depth of relationships 2, 3, and 4 levels down,
inside and outside the organization
S = ƒ(SD>SU)
Sucking down is more important than sucking up—the idea is to have
the entire organization working for you.
S = ƒ(#non-FF, #non-FL)
Number of friends, number of lunches with people not in my function
S = ƒ(#FF)
Number of friends in the finance function-organization
S = ƒ(OF)
Oddball friends
S = ƒ(PDL)
Purposeful, deep listening—this is very hard
S = ƒ(#EODD3MC)
Number of end-of-the-day difficult (you’d rather avoid) “3-minute calls” that
soothe raw feelings, mend fences, etc.
S = ƒ(UFP, UFK, OAPS)
Unsolicited favors performed, UFs involving co-workers’ kids, overt acts
politeness-solicitude toward co-workers’ spouses, parents, etc.
S = ƒ(#TN)
Number of thank you notes sent
S = ƒ(#C, PTS/“OLC”, SAPA)
# of consultations, perception of being taken serious (Responsible for “one line of
code,” small act of public appreciation
S = ƒ(SU)
Showing up (Woody Allen, Delaware’s ridiculous influence on the
U.S. Constitution)
Thank you
Warren …
Questions: What do others think of you? [Are you sure?] What
do you think of you? [Are you sure?] What is your impact on
others? [Are you sure?] What is your impact on others? [Are
you sure?] What is your impact on others? [Are you sure?]
What are the “little things” you (perhaps unconsciously) do that
cause people to shrivel—or blossom? [Are you sure?] What do
you want? [Are you sure?] Are you aware of your changing
moods? [Are you sure?] How fragile is your ego? [Are you sure?]
Do you have a true confidant? [Are you sure?] Do you perform brief
or not-so-brief self-assessments? Do you talk too much? [Are you
sure?] Do you know how to listen? [Are you sure?] Do you
listen? [Are you sure?] What is your style of “hashing things
out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive,
(d) genuinely interested in people, (e) etc? [Are you sure?] Are
you flexible? Have you changed your mind about anything important
in a while? Are you comfortable-uncomfortable with folks on the
front line? Do you think you’re “in touch with the pulse of
things around here”? [Are You Sure?] Are you too
emotional/intuitive? Are you too unemotional/rational? Do you
spend much time with people who are new to you? [Do you think
questions like this are “so much BS”?]
Thank
you Siberia in
May, Peter and
Herb …
Why in the
World did you
go to Siberia?
An
emotional, vital, innovative,
joyful, creative,
entrepreneurial endeavor
that elicits maximum
Enterprise* ** (*at its best):
concerted human
potential in the
wholehearted service of
others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
… no less than
Cathedrals
in which the full and
awesome power of the
Imagination and Spirit and
native Entrepreneurial flair
of diverse individuals is
unleashed in passionate
pursuit of … Excellence.
“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 the
Annual Meeting)
PARC’s Bob Taylor:
“Connoisseur
of Talent”
(from Warren Bennis & Patricia Ward Biederman, Organizing Genius)
Brand =
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
Thank you
Country Walkers …
EXCELLENCE.
BEDROCK.
LEADERSHIP.
THE 9Ps.
THE 1M.
L(+21) = L(-21)
Leadership(21A.D.) =
Leadership(21B.C.)
THE 9Ps.
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
‘do’
“Leaders
people.
Period.”
—Anon.
MBWA
“I am a …
Dispenser of
Enthusiasm!”
—Ben Zander
The 1m
The greatest danger
for most of us
is not that our aim is
too high
and we miss it,
but that it is
too low
and we reach it.
Michelangelo