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Tom Peters Gartner PPM & IT Governance Summit, 22 June 2011 long version
 

Tom Peters Gartner PPM & IT Governance Summit, 22 June 2011 long version

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  • I am an unabashed Michael Schrage fan. I admit it. AND HIS … UNABASHED … OBSESSION … WITH PROTOTYPING MATCHES MINE! In short: It ain’t real ’til we’ve done something … REAL. Good news [per Schrage and me]: You CAN do “something real” in short order … if your head is screwed on right.
  • Call this … The Big DUH . You can’t get turned on by something … until … there is … SOMETHING TO GET TURNED ON BY. In Schrage-speak, the Reaction To The Prototype … IS THE INNOVATION. Tom-speak: YOU AIN’T DONE NOTHIN’ ’TIL YOU’VE DONE … SOMETHIN’!

Tom Peters Gartner PPM & IT Governance Summit, 22 June 2011 long version Tom Peters Gartner PPM & IT Governance Summit, 22 June 2011 long version Presentation Transcript

  • “ I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious … Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
  • LONG Excellence. Always. Gartner Group/ PPM & IT Governance Summit Tom Peters/San Diego/22 June 2011
  • NOTE : To appreciate this presentation [and ensure that it is not a mess ], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”
  • What Works . What Doesn’t .
  • “ I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious … Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
  • “ I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious : Buy a very large one and just wait .” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
  • “ Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. The y found that none of the lon g -term survivors mana g ed to out p erform the market. Worse, the lon g er com p anies had been in the database, the worse the y did .” —Financial Times
  • Dick Kovacevich: You don’t get better by being bigger. You get worse.”
  • “ Data drawn from the real world attest to a fact that is beyond our control: Ever y thin g in existence tends to deteriorate .” —Norberto Odebrecht, Education Through Work
  • “ Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger . Moreover, comparison companies—those that failed to make a leap or, if they did, failed to sustain it—often tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness.” —Jim Collins/ Time
  • “ When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered: I’m sure there are success stories out there, but at this moment I draw a blank .” —Mark Sirower, The Synergy Trap
  • M & A success rate as measured by adding value to the acquirer: 15% Source: Mark Sirower, The Synergy Trap
  • Spinoffs … systematically perform better than IPOs … track record, profits … “ freed from the confines of the parent … more entre p reneurial, more nimble .” — Jerry Knight / Washington Post/
  • #4 Japan #3 USA #2 China #1 Germany
  • MittELstand *
  • * “agile creatures darting between the legs of the multinational monsters" Source: Bloomberg BusinessWeek on the German MITTELSTAND
  • Seymour CT Fairfield OH Frankenmuth MI
  • Basement Systems Inc.
  • Jungle Jim’s International Market, Fairfield , Ohio : “An adventure in ‘ sho pp ertainment ,’ as Jungle Jim’s call it, begins in the parking lot and goes on to 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 corner of the globe.” Bronner’s Christmas Wonderland, Frankenmuth , Michi g an , pop 5,000: 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 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
  • What Works . What Doesn’t .
  • No. “Optimization” “We’ve got to get this right.” “Perfectly compatible” “Synergy” “Big”
  • Dick Kovacevich: You don’t get better by being bigger. You get worse.”
  • “ It is generally much easier to kill an organization than change it substantially.” —Kevin Kelly, Out of Control
  • “ The secret of fast progress is inefficienc y , fast and furious and numerous failures.” —Kevin Kelly
  • Regis McKenna*: “A lot of companies in the Valley fail.” Robert Noyce**: “Maybe not enough fail.” RM: “What do you mean by that?” RN: “Whenever you fail, it means you’re trying new things.” *McKenna was the original Silicon Valley “marketing guru” **Robert Noyce was an Intel co-founder and one of the fathers of the modern information industry. Source: Fast Company
  • “ Once a system grows sufficiently complex and centralized, it doesn’t matter how badly our best and brightest foul things up. Every crisis increases their authority, because they seem to be the only ones who understand the system well enough to fix it. But their fixes tend to make the s y stem even more com p lex and centralized, and more vulnerable to the next national-securit y sur p rise, the next natural disaster, the next economic crisis .” —Ross Douthat/ NYTimes on the financial crisis
  • “ Don’t ever use that word ‘synergy.’ It’s a hideous word. The only thing that works is natural law. Given enou g h time, natural relationships will develo p between our businesses .” —Barry Diller, responding to a student question, address at the Harvard Business School (from Marshall Goldsmith, What Got You Here Won’t Get You There
  • Yes. “Satisfice” “Requisite variety” “Radical decentralization” “Resilience” “Focus”/“Niche”/ “Mittelstand”
  • “ Rose gardeners face a choice every spring. The long-term fate of a rose garden depends on this decision. If you want to have the largest and most glorious roses of the neighborhood, you will prune hard. This represents a policy of low tolerance and tight control. You force the plant to make the maximum use of its available resources, by putting them into the the rose’s ‘core business.’ Pruning hard is a dangerous policy in an unpredictable environment. Thus, if you are in a spot where you know nature may play tricks on you, you may opt for a policy of high tolerance. You will never have the biggest roses, but you have a much-enhanced chance of having roses every year. You will achieve a gradual renewal of the plant. In short, tolerant pruning achieves two ends: (1) It makes it easier to cope with unexpected environmental changes. (2) It leads to a continuous restructuring of the plant. The policy of tolerance admittedly wastes resources—the extra buds drain away nutrients from the main stem. But in an unpredictable environment, this policy of tolerance makes the rose healthier in the long run.” —Arie De Geus, The Living Company
  • What Matters . What Doesn’t .
  • “ At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds …
  • “ At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller … that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds … ‘Yes, but I have something he will never have … Source: John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group)
  • At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller … that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds … Yes, but I have something he will never have … enough. Source: John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group)
  • Joe J. Jones 1942 – 2010 Net Worth $21,543,672.48
  • “ Managers have lost dignity over the past decade in the face of wide spread institutional breakdown of trust and self-policing in business. To regain society’s trust, we believe that business leaders must embrace a way of looking at their role that goes beyond their responsibility to the shareholders to include a civic and personal commitment to their duty as institutional custodians. In other words, it is time that management became a profession.” —Rakesh Khurana & Nitin Nohria, “It’s Time To Make Management a True Profession,” HBR/10.08
  • “ It is not enough for an agency to be respected for its professional competence. Indeed, there isn’t much to choose between the competence of big agencies. “ What so often makes the difference is the character of the men and women who represent the agency at the top level, with clients and the business community. “ If they are res p ected as admirable p eo p le , the agency gets business—whether from present clients or prospective ones.” —David Ogilvy
  • Organizations exist to serve . Period. Leaders live to serve . Period.
  • Excellence1982: The Bedrock “Ei g ht Basics” 1. A Bias for Action 2. Close to the Customer 3. Autonom y and Entre p reneurshi p 4. Productivity Through Peo p le 5. Hands On , Value-Driven 6. Stick to the Knitting 7. Sim p le Form, Lean Staff 8. Simultaneous Loose-Tight Properties”
  • “ Breakthrough” 82* People! Customers! Action! Values! * In Search of Excellence
  • Hard Is Soft Soft Is Hard
  • “ On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy. … Your main constituencies are y our em p lo y ees, y our customers and y our p roducts .” —Jack Welch, FT , 0313.09, page 1
  • Hard Is Soft (Plans, # s ) Soft Is Hard (people, customers, values, relationships)
  • “ [This year’s] graduates are told [by commencement speakers] to pursue happiness and joy. But, of course, when you read a biography of someone you admire, it’s rarely the things that made them happy that compel our admiration. It’s the things they did to court unhappiness—the things they did that were arduous and miserable, which sometimes cost them friends and aroused hatred . It’s excellence, not ha pp iness, that we admire most .” —David Brooks, “ It’s Not About You,” oped, New York Times , 30 May 2011
  • “ In a way, the world is a great liar. It shows you it worships and admires money, but at the end of the day it doesn’t. It says it adores fame and celebrity, but it doesn’t, not really. The world admires, and wants to hold on to, and not lose, goodness. It admires virtue. At the end it gives its greatest tributes to generosity, honesty, courage, mercy, talents well used, talents that, brought into the world, make it better. That’s what it really admires. That’s what we talk about in eulogies, because that’s what’s important. We don’t say, ‘The thing about Joe was he was rich!’ We say, if we can …
  • “ … We say, if we can … ‘ The thing about Joe was he took good care of people.’” — Peggy Noonan, “A Life’s Lesson,” on the astounding response to the passing of Tim Russert , The Wall Street Journal, June 21-22, 2008
  • 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 longshots (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.”
  • #1: “Design Is Everything.”
  • “ Design is ever y thin g. Everything is desi g n .” “ We are all designers.” The Power of Design: A Force for Transforming Everything, Richard Farson
  • Charles Handy: “One bank is currently claiming to … ‘ levera g e its g lobal foot p rint to p rovide effective financial solutions for its customers b y p rovidin g a g atewa y to diverse markets .’”
  • “ I assume that it is just saying that it is there to …
  • “ I assume that it is just saying that it is there to … ‘ hel p its customers wherever the y are ’.” —Charles Handy
  • “ I make all the launch teams tell me what the magazine’s about in five words or less . You can’t run alongside millions of consumers and explain what you mean. It forces some discipline on you.” —Ann Moore, CEO, Time Inc., on new magazines
  • "I've never seen a job done by a team of five hundred that couldn't be done better by a team of fifty.” —Gordon Bell, VAX operating system architect at DEC/ Industry guru par excellence Computer Associates (quote approximate)
  • 90K in U.S.A. ICUs on any given day; 178 discrete steps/day/patient in ICU. 50% ICU stays result in “serious complication” Source: Atul Gawande, “The Checklist” ( New Yorker , 1210.07)
  • ** Dr. Peter Pronovost , Johns Hopkins ** Checklist /dealing with line infections **1/3 rd lines, at least one procedural error when he started checklist program ** Nurses/ permission-requirement to stop procedure if doc, other not following checklist (BIG DEAL) **In 1 year, ICU’s 10-day line-infection rate: 11% to … 0% Source: Atul Gawande, “The Checklist” ( New Yorker , 1210.07)
  • **Docs, nurses empowered/ encouraged to make own checklists on whatever process-procedure they choose **Within weeks , average stay in ICU down 50% Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
  • Appropriate systems’ standards: Beauty. Grace. Clarity. Simplicity.
  • “ You know a design is good when you want to lick it.” —Steve Jobs Source: Design: Intelligence Made Visible , Stephen Bayley & Terence Conran
  • Architect Rem Koolhaas on his drive for clarity-simplicity: “Often my job is to undo things.” Source: New Yorker
  • “ 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 generals make blunders; it is because the y tr y to be clever .” —Napoleon
  • #2: What’s ALWAYS #1.
  • XFX = #1 * *Cross-Functional eXcellence
  • Never waste a lunch!
  • The sacred 220 “ABs”.* *“At bats”
  • “ Personal relationships are the fertile soil from which all advancement, all success, all achievement in real life grow.” —Ben Stein
  • “ They brainstormed about how to turn this [catastrophic] mis-understanding around, and came up with a simple plan— every da y for the next three months she would have lunch or coffee with one of the p artners . Today she is executive vice president for [Fortune 50 company].” — Betsy Myers, on and extraordinarily talented professional who had been blocked from leadership positions in her firm, from Take the Lead: Motivate, Inspire, and Bring Out the Best in Yourself and Everyone Around You
  • 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 [of Representatives] , like an y human institution, is moved by friendshi p s, and no matter what p eo p le mi g ht think about Wilson’s antics, the y tend to like him and en j oy his com p an y.”
  • R.O.I.R. > R.O.I.
  • R eturn O n I nvestment In R elationships
  • What … PRECISELY … is this week’s R elationship I nvestment P lan?
  • “ Keep a short enemies list. One enemy can do more damage than the good done by a hundred friends.” — Bill Walsh, The Score Takes Care of Itself (Walsh was the “hall of fame” coach of the San Francisco 49ers football team)
  • “ XFX Social Accelerators.” 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.) 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. Invite counterparts in other functions to your team meetings. Religiously. Ask them to present “cool stuff” from “their world” to your group. (B-I-G deal; useful and respectful.) 5. 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.) 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. 7. Discuss—A SEPARATE AGENDA ITEM—good and problematic acts of cross-functional co-operation at every Team Meeting.
  • Present counterparts in other functions recognition/awards for service to your group: Tiny awards at least weekly. An “Annual All-Star Supporters [from other groups] Banquet” modeled after [and equivalent to ! ] superstar salesperson banquets.
  • “ XFX Social Accelerators.” 8. When someone in another function asks for assistance, respond with … more … alacrity than you would if it were the person in the cubicle next to yours—or even more than you would for a key external customer. (Remember, XFX is the key to Customer Retention which is in turn the key to “all good things.”) 9. Do not bad mouth ... “the damned accountants,” “the bloody HR guy.” Ever. (Bosses: Severe penalties for this—including public tongue-lashings.) 10. Get physical!! “Co-location” may well be the most powerful “culture change lever.” Physical X-functional proximity is almost a … guarantee … of remarkably improved co-operation—to aid this one needs flexible workspaces that can be mobilized for a team in a flash. 11. Formal evaluations. Everyone, starting with the receptionist, should have a significant XF rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.) 12. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional achievements. 13. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal success—in terms of organizational career, freelancer/Brand You, or as entrepreneur.
  • Formal evaluations. Ever y one , starting with the receptionist, should have a si g nificant XFX rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.)
  • “ His habit was to let the locals get primary credit—unheard of! Sometimes he disappeared into the woodwork entirely. He had the whole __PD working their butts off for him, including the [temperamental] Chief.” —close colleague of senior federal law enforcement officer
  • fYI
  • Women’s Ne g otiatin g Stren g ths *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, World Business , “Say It Like a Woman: Why the 21 st -century negotiator will need the female touch”
  • Loser: “He’s such a suck-up!” Winner: “He’s such a suck-down.”
  • George Crile (Charlie Wilson’s War) on Gust Avarkotos’ strategy: “He had become something of a legend with these p eo p le who manned the underbell y of the Agency [CIA].”
  • “ I got to know his secretaries.”
  • “ I got to know his [Icahn’s] secretaries. They are always the keepers of everything.” —Dick Parsons, then CEO Time Warner, on dealing with an Icahn threat to his company “Parsons is not a visionary. He is, instead, a master in the art of relationship.” —Bloomberg Businessweek (03.11)
  • “ Suck down for success!”
  • S = ƒ(#&DR; -2L, -3L, -4L, I&E) Success is a function of: Number and depth of relationships 2, 3, and 4 levels down inside and outside the organization S = ƒ(SD>SU) Sucking down is more important than sucking up—the idea is to have the [your] entire organization working for you. S = ƒ(#non-FF, #non-FL) Number of friends not in my function S = ƒ(#XFL/m) Number of lunches with colleagues in other functions per month S = ƒ(#FF) Number of friends in the finance organization
  • 75%* of effective project management is political mastery! Believe it!
  • SIP: A ll success is a Matter of implementation . All implementation is a matter of politics .
  • “ I believe that it is more important for a leader to be trained in ps y chiatr y than c y bernetics . The head of a big company recently said to me, ‘I am no longer a Chairman. I have had to become a psychiatric nurse.’ Today’s executive is under pressure unknown to the last generation.” —David Ogilvy
  • Promote into functional leadership positions based primarily on … temperament .
  • “ Allied commands depend on mutual confidence and this confidence is gained, above all through the develo p ment of friendshi p s .” — General D.D. Eisenhower, Armchair General * *“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 widel y varied back g rounds ; it was a quality that would pay great dividends during his future coalition command.”
  • “ In the election in 1994, his smile was the cam p ai g n . That smiling iconic campaign poster—on billboards, on highways, on street lamps, at tea shops and fruit stalls. It told black voters that he would be their champion and white voters that he would be their protector. It was the smile of the proverb ‘tout comprendre, c’est tout pardoner’—to understand is to forgive all. It was political Prozac for a nervous electorate.” From “See the Good in Others,” Mandela’s Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
  • #3: What’s ALWAYS #1.
  • Conrad Hilton …
  • Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, “ What were the most im p ortant lessons y ou learned in your lon g and distin g uished career ?” His answer …
  • “ remember to tuck the shower curtain inside the bathtub .”
  • You get ’em in the door with “location, location, location.” You keep ’em comin g back with the tucked-in shower curtain. * *Profit rarely comes from transaction #1; it is a byproduct of transaction #2, #3, #4 …
  • “ Execution is strategy.” —Fred Malek
  • “ In real life, strategy is actually very straightforward. Pick a general direction … and im p lement like hell .” —Jack Welch
  • “ almost inhuman disinterestedness in … strategy” —Josiah Bunting on U.S. Grant (from Ulysses S. Grant )
  • “ Costco figured out the big , simple things and executed with total fanaticism .” —Charles Munger, Berkshire Hathaway
  • “ Execution is the job of the business leader .” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
  • “ When assessing candidates, the first thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of g ettin g thin g s done, the obstacles overcome, the role her p eople p layed —or does she keep wandering back to strategy or philosophy?” —Larry Bossidy, Execution
  • “ I saw that leaders placed too much emphasis on what some call high-level strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it.” —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 Disci p line of Getting Things Done
  • “ Realism is the heart of execution.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
  • Does/will the next presentation you give/review allot more time to the process/details of “implementing” than to the “analysis of problem/opportunity”
  • Sports: You beat yourself!
  • #4: What’s ALWAYS #1.
  • “ The doctor interrupts after …* *Source: Jerome Groopman, How Doctors Think
  • 18 …
  • 18 … seconds !
  • [An obsession with] Listening is ... the ultimate mark of Respect . Listening is ... the heart and soul of Engagement . Listening is ... the heart and soul of Kindness . Listening is ... the heart and soul of Thoughtfulness . Listening is ... the basis for true Collaboration . Listening is ... the basis for true Partnership . Listening is ... a Team Sport . Listening is ... a Developable Individual Skill .* (*Though women are far better at it than men.) Listening is ... the basis for Community . Listening is ... the bedrock of Joint Ventures that work . Listening is ... the bedrock of Joint Ventures that grow . Listening is ... the core of effective Cross-functional Communication * (*Which is in turn Attribute #1 of organizational effectiveness.) [cont.]
  • “ I wasn’t bowled over by [David Boies] intelligence … What impressed me was that when he asked a question, he waited for an answer. He not only listened … he made me feel like I was the only person in the room .” —Lawyer Kevin _____, on his first, inadvertent meeting with renowned attorney David Boies, from Marshall Goldsmith, “The One Skill That Separates,” Fast Company
  • Could It Be This Simple? In -effective leaders … TALK . Effective leaders … LISTEN . Inspiration: Multipliers: How the Best Leaders Make Everyone Smarter , Liz Wiseman [Some “hard” evidence that effective leaders, in terms of % of elapsed meeting time, talk less than half as much as less effective leaders.]
  • Is there a full-bore training course in "Listening" for 100 % of employees, CEO to temps? If not, There [ damn well ] ought to be.
  • "When I was in medical school, I spent hundreds of hours looking into a microscope—a skill I never needed to know or ever use. Yet I didn't have a sin g le class that tau g ht me communication or teamwork skills—somethin g I need every da y I walk into the hos p ital .” —Peter Pronovost, Safe Patients, Smart Hospitals  
  • #5: MBWA.
  • 25
  • MBWA Managing By Wandering Around/ HP
  • 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.” —David Petraeus
  • “ 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
  • “ 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.”
  • “ I call 60 CEOs [in the first week of the year] to wish them happy New Year. …” —Hank Paulson, former CEO, Goldman Sachs (and U.S. Treasury Secretary)
  • Dov Frohman: The “50% Rule” Dov Frohman: “Daydream!”
  • You = Your calendar * *The calendar never lies.
  • Your calendar knows Precisely what you really care about. Do you ????
  • “ Dennis, you need a … ‘To-don’t ’ List !”
  • Don’t > Do* * “Don’ting” must be systematic > WILLPOWER
  • “ If there is any one ‘secret’ to effectiveness, it is concentration. Effective executives do first things first … and the y do one thin g at a time .” —Peter Drucker
  • “ It’s alwa y s showtime.” —David D’Alessandro, Career Warfare
  • “ It is necessary for the President to be the nation’s No. 1 actor.” FDR
  • “ It had been a scene that those in the room would long remember. Washington had performed his role to perfection. It was not enough that a leader look the part; by Washington’s rules he must know how to act it with self-command and precision. John Adams would later describe Washington approvingly as one of the ‘great actors of the age’.” —David McCullough, 1776, on Washington, when the situation was most dire, convincing the British that the Americans were a force to be reckoned with
  • “ You must be the change you wish to see in the world.” Gandhi
  • “ I am a dispenser of enthusiasm.” —Ben Zander
  • “ Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge
  • “ Make it fun to work at your agency. … Encourage exuberance. Get rid of sad dogs who spread doom.” —David Ogilvy
  • “ The leader must have infectious optimism. … The final test of a leader is the feeling you have when you leave his presence after a conference. Have you a feeling of uplift and confidence?” —Field Marshall Bernard Montgomery
  • Sadly, passion is not a word often heard in the elephant organizations, nor in schools, where it can seem disruptive.” —Charles Handy, Alchemists
  • Ronald Reagan: “radiated an almost transcendent ha pp iness .” —Lou Cannon, Reagan biographer
  • “ People want to be p art of somethin g larger than themselves . They want to be part of something they’re really p roud of, that they’ll fi g ht for , sacrifice for , trust .” — Howard Schultz, Starbucks ( IBD /09.05)
  • “ I never, ever thought of myself as a businessman. I was interested in creatin g thin g s I would be proud of .” — Richard Branson
  • “ You’ve got to be able to see the beauty in a hamburger bun.” —Ray Kroc
  • “ Storytelling is the core of culture.” — Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld , James Twitchell
  • Althou g h g ood business cases are develo p ed throu g h the use of numbers, they are t yp icall y approved on the basis of a story . Storytelling can translate those dry and abstract numbers into compelling pictures of a leader’s goals. I saw it at the World Bank [where Denning was a senior executive] and have seen it in scores of other large organizations.” — Stephen Denning, The Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business Narrative
  • “ Being aware of yourself and how y ou affect ever y one around y ou is what distin g uishes a superior leader.” —Edie Seashore ( Strategy + Business #45)
  • “ Leadership is self-knowledge. Successful leaders are those who are conscious about their behavior and the impact it has on the people around them. They are willing to examine what behaviors of their own may be getting in the way. … The toughest person you will ever lead is yourself. We can’t effectivel y lead others unless we can lead ourselves .” —Betsy Myers, Take the Lead: Motivate, Inspire, and Bring Out the Best in Yourself and Everyone Around You
  • “ How can a high-level leader like _____ be so out of touch with the truth about himself? It’s more common than you would imagine. In fact, the hi g her up the ladder a leader climbs, the less accurate his self-assessment is likel y to be . The problem is an acute lack of feedback [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 y our success is found in y our dail y routine ." -- John C. Maxwell
  • #6: I’m NOT Kidding.
  • Bitch all you want, but meetin g s are what you [boss] do !
  • Meetings = #1 leadership opportunity
  • Meetings are #1 thing bosses do . Therefore, 100% of those meetings: EXCELLENCE. ENTHUSIASM. TEMPO. WORK-OF-ART . DAMN IT.
  • Meeting: Ever y meetin g that does not stir the ima g ination and curiosity of attendees and increase bondin g and co-o p eration and en g a g ement and sense of worth and motivate ra p id action and enhance enthusiasm is a p ermanentl y lost o pp ortunit y.
  • Meeting: “ Theater of inquiry and persuasion and motivation and engagement and enhanced teamwork”
  • FYI: This is … not … a rant about “conducting better meetings.”
  • #7: K = R = P
  • “ 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 “ When dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion, creatures bristling with prejudice and motivated by pride and vanity.” —Dale Carnegie
  • “ I denied myself the pleasure of contradicting him abruptly and of showing immediately some absurdity in his proposition; and in answering I began by observing that in certain cases or circumstances his opinion would be right, but that in the present case there ‘appeared’ or ‘seemed to me’ some difference, etc. The conversation I en g a g ed in went more p leasantl y; the modest wa y in which I p ro p osed my o p inions p rocured them a readier rece p tion and less contradiction; I had less mortification when I was found to be in the wron g , and I more easil y p revailed with others to g ive up their mistakes and j oin with me when I ha pp ened to be in the ri g ht .” —Benjamin Franklin
  • Press Ganey Assoc : 139,380 former patients from 225 hospitals: none of THE top 15 factors determining P atient S atisfaction referred to patient’s health outcome . Instead: directl y related to Staff Interaction; directl y correlated with Emplo y ee 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.
  • "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
  • “ I regard a p olo g izin g as the most magical, healing, restorative gesture human beings can make. It is the center p iece 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.
  • With a new and forthcoming policy on apologies … Toro, the lawn mower folks, reduced the average cost of settling a claim from $ 115,000 in 1991 to $ 35,000 in 2008—and the company hasn’t been to trial in the last 15 y ears ! The VA hospital in Lexington, Massachusetts, developed an approach, totally uncharacteristic in healthcare, to apologizing for errors—even when no patient request or claim was made . In 2000, the systemic mean VA hospital malpractice settlement throughout the United States was $ 413,000 ; the Lexington VA hospital settlement number was $ 36,000 — and there were far fewer per patient claims to begin with.) Source: John Kador, Effective Apology
  • 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
  • Edward VII B. Franklin Or Not: gen Clinton-gen Cornwallis-Yorktown
  • “ Berezovsky … came under attack from the newly powerful Primakov, and was shunned by most of the political elite . Putin made a p oint of attendin g Berezovsk y ’s wife’s birthda y part y. Berezovsky repaid Putin by championing his candidacy to run the F.S.B., Russia’s secret police, formerly the K.G.B., and ultimately by suggesting that the Family make him president. To sum up, the man’s qualifications were: he did not take a bribe from a car dealership and had been unafraid to go to a party for an acquaintance who had fallen into disfavor.” —”Dead Soul,” Vanity Fair , October 2008
  • “ If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game — it is the game .” —Lou Gerstner, Who Says Elephants Can’t Dance
  • Read this … Influence: Science and Practice — Robert Cialdini
  • #8: We Are What We Eat
  • “ You will become like the five people you associate with the most—this can be either a blessing or a curse.” —Billy Cox
  • The “Hang Out Axiom I”: We are What We Eat/We Are the company we keep
  • Measure/Manage: Portfolio “Stran g eness”/Qualit y Staff Consultants Vendors Out-sourcing Partners (#, Quality, Diversity) Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Strategic Initiatives Product Portfolio (Line extension v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board Etc.
  • The “We are what we eat”/ “We are who we hang out with” Axiom: At its core, ever y (!!!) relationship-partnership decision (employee, vendor, customer, etc, etc) is a strate g ic decision about: “Innovate, ‘ Yes ’ or ‘ No ’ ”
  • CUSTOMERS: “Future-defining customers may account for only 2% to 3% of your total, but the y re p resent a crucial window on the future .” —Adrian Slywotzky, Mercer Consultants
  • SUPPLIERS: “ There is an ominous downside to strate g ic su pp lier relationshi p s . An SSR supplier is not likely to function as any more than a mirror to your organization. Fringe suppliers that offer innovative business practices need not apply.” —Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees
  • “ Don’t benchmark, futuremark!” Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson
  • “ Companies have defined so much ‘best practice’ that they are now more or less identical.” —Jesper Kunde, Unique Now ... or Never
  • “ While everything may be better, it is also increasingly the same.” —Paul Goldberger, “The Sameness of Things,” New York Times
  • “ The short road to ruin is to emulate the methods of your adversary.” — Winston Churchill
  • COMPETITORS: “The best swordsman in the world doesn’t need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot.” —Mark Twain
  • “ 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 … per se … is a key … maybe the key … to effective and innovative decision making.
  •  
  • “ Where do good new ideas come from? That’s simple! From differences. Creativity comes from unlikely juxtapositions . The best way to maximize differences is to mix ages, cultures and disciplines.” —Nicholas Negroponte, MIT Media Lab
  • “ Who’s the most interesting person you’ve met in the last 90 days? How do I get in touch with them?” —Fred Smith
  • Once a month on, say, a Friday, invite somebody intriguing, in any field, to have lunch with your gang. Call it: “Freak Fridays”
  • Vanity Fair: “What is your most marked characteristic?” Mike Bloomberg: “Curiosity.”
  • Forget>“Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to g et the old ones out .” —Dee Hock
  • #9: WTTMSW
  • READY. FIRE! AIM. H. Ross Perot (vs “ Aim! Aim! Aim!” /EDS vs GM/1985)
  • “ 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 airplanes as a child. The wa y to make a better aircraft wasn’t to sit around p erfectin g a design, it was to g et somethin g u p in the air and see what ha pp ens , then tr y to fix whatever g oes wron g.” — Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,” from A Perfect Mess: The Hidden Benefits of Disorder
  • 1 /45
  • Lesson45: WTTMSW
  • Whoever Tries The Most Stuff Wins
  • “ 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
  • Culture of Prototyping “Effective prototyping may be the most valuable core competence an innovative organization can hope to have.” —Michael Schrage
  • Think about It!? Innovation = Reaction to the Prototype Source: Michael Schrage
  • “ Experiment fearlessly” Source: BusinessWeek , “Type A Organization Strategies: How to Hit a Moving Target”— Tactic #1
  • “ relentless trial and error” * *Cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions ( Wall Street Journal, 11.08.10)
  • “ Demo or die!” Source: This was the approach championed by Nicholas Ne g ro p onte which vaulted his MIT Media Lab to the forefront of IT-multimedia innovation. It was his successful alternative to the traditional MIT-academic “publish or perish.” Negroponte’s rapid-prototyping version was emblematic of the times and the pace and the enormity of the opportunity. ( NYTimes /0426.11)
  • Demos! Heroes! Stories!
  • “ the 1% solution”* * “Innovation grants,” etc. Source: Scott Bedbury
  • “ Venture” fund: Gerstner/Amex, Dow/Marriott, Grove/Intel, DuPont/AI, Bedbury/ Starbucks, etc.
  • Read It Richard Farson & Ralph Keyes: Whoever Makes the Most Mistakes Wins: The Paradox of Innovation
  • “ Fail. Forward. Fast.” High Tech CEO, Pennsylvania
  • “ Fail faster. Succeed Sooner.” David Kelley/IDEO
  • “ Reward excellent failures. Punish mediocre successes.” —Phil Daniels, Sydney exec
  • " Barn's burnt down … now I can see the moon." —Masahide, Japanese poet
  • The Ultimate “Try it” Strategy: The case for decentralization
  • “ Rose gardeners face a choice every spring. The long-term fate of a rose garden depends on this decision. If you want to have the largest and most glorious roses of the neighborhood, you will prune hard. This represents a policy of low tolerance and tight control. You force the plant to make the maximum use of its available resources, by putting them into the the rose’s ‘core business.’ Pruning hard is a dangerous policy in an unpredictable environment. Thus, if you are in a spot where you know nature may play tricks on you, you may opt for a policy of high tolerance. You will never have the biggest roses, but you have a much-enhanced chance of having roses every year. You will achieve a gradual renewal of the plant. In short, tolerant pruning achieves two ends: (1) It makes it easier to cope with unexpected environmental changes. (2) It leads to a continuous restructuring of the plant. The policy of tolerance admittedly wastes resources—the extra buds drain away nutrients from the main stem. But in an unpredictable environment, this policy of tolerance makes the rose healthier in the long run.” —Arie De Geus, The Living Company
  • The True Logic* of Decentralization: 6 divisions = 6 “tries” 6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT “tries” = Max probability of “win” 6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT “tries” = Max probability of “ far out ”/” 3-sigma ” “win” *“Driver”: Law of Large #s
  • Decentralization vs Centralization = “That’s All There Is” (from childrearing 101 to the Federalist Papers to Org.2011)
  • Innovation Enemy #1 I.C.D. Note 1: Inherent / Inevitable / Immutable Centralist Drift Note 2: Jim Burke’s 1-word vocabulary: “No.”
  • “ Best practice” = ZERO Standard Deviation
  • #10: What’s ALWAYS #1.
  • “ 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, give great service to staff." —Ari Weinzweig, Zingerman's
  • “ I put this first …”
  • “ A Nice Place to Work “ Some of our people spend their entire working lives in our agency. We do our damnedest to make it a happy experience. I p ut this first, believin g that su p erior service to our clients, and p rofits for our stockholders, de p end on it . …” — David Ogilvy, on Ogilvy & Mather’s corporate culture
  • EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down Vineet Nayar/CEO/HCL Technologies
  • “ Business has to give people enriching, rewarding lives … or it's simply not worth doing .” — Richard Branson
  • 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
  • … 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 .
  • 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.
  • “ The leaders of Great Groups … love talent … and know where to find it. They … revel in … the talent of others.” —Warren Bennis & Patricia Ward Biederman, Organizing Genius
  • PARC’s Bob Taylor: “Connoisseur of Talent”
  • 2/year = legacy.
  • Promotion Decisions “life and death decisions” Source: Peter Drucker, The Practice of Management
  • Les Wexner : From sweaters to people!
  • “ 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 strengthening issues. The Talent Review Process is a contact s p ort at GE; it has the intensit y and the im p ortance of the bud g et p rocess at most com p anies .” —Ed Michaels, War for Talent
  • Evaluating people = #1 differentiator Source: Jack Welch/Jeff Immelt on GE’s #1 strategic skill ( !!!! )
  • “ 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
  • What do managers do for a living? Help! Right? How many of us could call ourselves “professional helpers,” meaning that we have studied—like a professional mastering her musical craft—“helping”? (Not many, I’d judge.) Ed Schein: Helping: How to Offer, Give, and Receive Help Last chapter: 7 “principles.” E.g.: PRINCIPLE 2: “Effective Help Occurs When the Helping Relationship Is Perceived to Be Equitable. PRINCIPLE 4: “Everything You Say or Do Is an Intervention that Determines the Future of the Relationship.. PRINCIPLE 5: “Effective Helping Begins with Pure Inquiry. PRINCIPLE 6: “It Is the Client Who Owns the Problem.”* (Words matter!! Read a quote from NFL player-turned lawyer-turned professional football coach, calling his players “my clients.” (*Love the idea that the employee is a “Client” ! ) Em p lo y ee as Client ! “ Hel p ing” is what we [leaders] “do” for a livin g! STUDY/PRACTICE “hel p in g ” as y ou would neurosurger y! (“ Helping” is y our neurosurger y!)
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  • [MUST] Start with these two: *Crucial Conversations — Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler *Crucial Confrontations — Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler
  • Why Not?
  • There is more than one way to skin a cat!* *Every project REQUIRES (if you’re smart) an outside look by one/some Seriously Weird Cat/s — in pursuit of whacked-out options.
  • 14,000 20,000 30
  • 14,000/ e Bay 20,000/Amazon 30 /Craigslist
  • In Any Event ..
  • Excellence. Always. If not Excellence, what? If not Excellence now, when?