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Excellence:Excellence:
TheThe 11H11H**
““Theory ofTheory of
Everything”Everything”
15 November 2010/Tom Peters15 November ...
H1H1
All you need to know …All you need to know …
HiltonHilton
HowardHoward
HerbHerb
Henry IHenry I
Henry IIHenry II
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1818 secondsseconds
1818 seconds!seconds!
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ToTo
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All you need to know …All you need to know …
HiltonHilton
HowardHoward
HerbHerb
Henry IHenry I
Henry IIHenry II
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PLANETREE ALLIANCE*: BELIEFS STATEMENTPLANE...
11/80*/80*
*Post-interview “Thank you” notes*Post-interview “Thank you” notes
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H5H5
All you need to know …All you need to know …
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HowardHoward
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Henry IHenry I
Henry IIHenry II
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—Samuel Beckett—Samuel Beckett
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I\'ve been playing with &quot;Hs.&quot; First it was 3Hs. Then 7Hs. Then 6, 5, etc. Here I want to share the Grand Finale. (For now.) That is, &quot;The 11H Theory of Everything,&quot; a 368-slide show. Incidentally, I\'ve included the original &quot;3H Theory of Everything&quot; as an Appendix.

Enjoy!
Tom Peters posted this yesterday.

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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’!
  • Pick one!
  • Transcript of "11H Theory of Everything"

    1. 1. NOTENOTE:: To appreciateTo appreciate this presentationthis presentation [and[and insure that it is not ainsure that it is not a messmess],], you need Microsoftyou need Microsoft fonts:fonts: “Showcard“Showcard Gothic,”Gothic,” “Ravie,”“Ravie,” “Chiller”“Chiller” andand “Verdana”“Verdana”
    2. 2. Excellence:Excellence: TheThe 11H11H** ““Theory ofTheory of Everything”Everything” 15 November 2010/Tom Peters15 November 2010/Tom Peters
    3. 3. Excellence:Excellence: The Moral BasisThe Moral Basis of Enterpriseof Enterprise
    4. 4. ““At a party …At a party …
    5. 5. ““At a party given by a billionaireAt a party given by a billionaire on Shelter Island, Kurt Vonneguton Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller,informs his pal, Joseph Heller, that their host, a hedge fundthat their host, a hedge fund manager, had made more moneymanager, had made more money in a single day than Heller hadin a single day than Heller had earned from his wildly popularearned from his wildly popular novelnovel Catch-22Catch-22 over its wholeover its whole history. Heller responds …history. Heller responds …
    6. 6. ““At a party given by a billionaire on Shelter Island, Kurt VonnegutAt a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller … that their host, a hedge fundinforms his pal, Joseph Heller … that their host, a hedge fund manager, had made more money in a single day than Heller hadmanager, had made more money in a single day than Heller had earned from his wildly popular novelearned from his wildly popular novel Catch-22Catch-22 over its wholeover its whole history. Heller responds …history. Heller responds … ‘Yes, but I‘Yes, but I have somethinghave something he will neverhe will never have … enough.’”have … enough.’” Source: John Bogle,Source: John Bogle, Enough. The Measures of Money, Business, andEnough. The Measures of Money, Business, and LifeLife (Bogle is founder of the Vanguard Mutual Fund Group)(Bogle is founder of the Vanguard Mutual Fund Group)
    7. 7. ““Too Much Cost, Not Enough Value”Too Much Cost, Not Enough Value” ““Too Much Speculation, Not EnoughToo Much Speculation, Not Enough Investment”Investment” ““Too Much Complexity, Not Enough Simplicity”Too Much Complexity, Not Enough Simplicity” ““Too Much Counting, Not Enough Trust”Too Much Counting, Not Enough Trust” ““Too Much Business Conduct, Not EnoughToo Much Business Conduct, Not Enough Professional Conduct”Professional Conduct” ““Too Much Salesmanship, Not EnoughToo Much Salesmanship, Not Enough Stewardship”Stewardship” ““Too Much Focus on Things, Not Enough FocusToo Much Focus on Things, Not Enough Focus on Commitment”on Commitment” ““Too Many Twenty-first Century Values, NotToo Many Twenty-first Century Values, Not Enough Eighteenth-Century Values”Enough Eighteenth-Century Values” ““Too Much ‘Success,’ Not Enough Character”Too Much ‘Success,’ Not Enough Character” Source: Jack Bogle,Source: Jack Bogle, Enough.Enough. (chapter titles)(chapter titles)
    8. 8. ““Managers have lost dignity over theManagers have lost dignity over the past decade in the face of wide spreadpast decade in the face of wide spread institutional breakdown of trust andinstitutional breakdown of trust and self-policing in business. To regainself-policing in business. To regain society’s trust, we believe that businesssociety’s trust, we believe that business leaders must embrace a way of lookingleaders must embrace a way of looking at their role that goes beyond theirat their role that goes beyond their responsibility to the shareholders toresponsibility to the shareholders to include a civic and personalinclude a civic and personal commitment to their duty ascommitment to their duty as institutional custodians. In other words,institutional custodians. In other words, it is time that management became ait is time that management became a profession.”profession.” —Rakesh Khurana & Nitin Nohria, “It’s—Rakesh Khurana & Nitin Nohria, “It’s Time To Make Management a True Profession,”Time To Make Management a True Profession,” HBR/10.08HBR/10.08
    9. 9. OrganizationsOrganizations existexist toto serveserve.. Period.Period. LeadersLeaders livelive toto serveserve. Period.. Period.
    10. 10. EXCELLENCE. Always.EXCELLENCE. Always. If not EXCELLENCE, what?If not EXCELLENCE, what? If not EXCELLENCE now, when?If not EXCELLENCE now, when? EXCELLENCE is not an "aspiration."EXCELLENCE is not an "aspiration." EXCELLENCE is not a "journey."EXCELLENCE is not a "journey." EXCELLENCE is the next five minutes.EXCELLENCE is the next five minutes. Organizations exist to SERVE. Period.Organizations exist to SERVE. Period. Leaders exist to SERVE. Period.Leaders exist to SERVE. Period. SERVICE is a beautiful word.SERVICE is a beautiful word. SERVICE is character, community, commitment.SERVICE is character, community, commitment. (And profit.)(And profit.) SERVICE is a beautiful word.SERVICE is a beautiful word. SERVICE is not "Wow."SERVICE is not "Wow." SERVICE is not "raving fans."SERVICE is not "raving fans." SERVICE is not "a great experience."SERVICE is not "a great experience." Service is "just" that—Service is "just" that— SERVICESERVICE..
    11. 11. Why in theWhy in the World did youWorld did you go togo to SiberiaSiberia??
    12. 12. EnterpriseEnterprise* ** (*at its best):* ** (*at its best): AnAn emotionalemotional,, vitalvital,, innovativeinnovative,, jojoyyfulful,, creativecreative,, entreentreppreneurialreneurial endeavor that elicitsendeavor that elicits maximummaximum concerted humanconcerted human potential in thepotential in the wholeheartedwholehearted serviceservice ofof othersothers.**
    13. 13. ““Excellence …Excellence … can be obtained if you:can be obtained if you: ...... carecare more than othersmore than others thinkthink is wise;is wise; ...... riskrisk more than othersmore than others thinkthink is safe;is safe; ...... dreamdream more than othersmore than others thinkthink is practical;is practical; ...... expectexpect more than othersmore than others thinkthink is possible.”is possible.”
    14. 14. Two thingsTwo things Before weBefore we begin …begin …
    15. 15. #1#1
    16. 16. If the regimental commander lost most ofIf the regimental commander lost most of his 2nd lieutenants and 1st lieutenantshis 2nd lieutenants and 1st lieutenants and captains and majors, it would be aand captains and majors, it would be a tragedy.tragedy. If he lost hisIf he lost his serserggeants it wouldeants it would be a catastrobe a catastropphehe.. The Army and the Navy are fully awareThe Army and the Navy are fully aware that success on the battlefield isthat success on the battlefield is dependent to an extraordinary degree ondependent to an extraordinary degree on its Sergeants and Chief Petty Officers.its Sergeants and Chief Petty Officers. Does industry have the same awareness?Does industry have the same awareness?
    17. 17. #1#1 cause ofcause of employeeemployee Dis-Dis- satisfaction?satisfaction?
    18. 18. Employee retention & satisfaction:Employee retention & satisfaction: OverwhelminOverwhelminggllyy based on thebased on the first-linefirst-line manamanagger!er! Source: Marcus Buckingham & Curt Coffman,Source: Marcus Buckingham & Curt Coffman, First, Break AllFirst, Break All the Rules: What the World’s Greatest Managers Do Differentlythe Rules: What the World’s Greatest Managers Do Differently
    19. 19. I am sure you “spend time”I am sure you “spend time” on this. My question: Is it anon this. My question: Is it an …… OBSESSIONOBSESSION …… worthy of the impact it hasworthy of the impact it has on enterprise performance?on enterprise performance?
    20. 20. Suggested addition to your statement ofSuggested addition to your statement of Core Competencies:Core Competencies: “We are“We are obsessed with developing aobsessed with developing a cadre of 1st line managers thatcadre of 1st line managers that is second to none—weis second to none—we understand that this cadre perunderstand that this cadre per se is arguably one of our topse is arguably one of our top two or three most importanttwo or three most important ‘Strategic Assets.’”‘Strategic Assets.’”
    21. 21. Six “Obvious” QuestionsSix “Obvious” Questions (1) Are you, Big Boss, a ...(1) Are you, Big Boss, a ... f-o-r-m-a-l student of first-f-o-r-m-a-l student of first- line supervisor behavioral excellence?*line supervisor behavioral excellence?* (*Yes, this sort(*Yes, this sort of thing can be formally studied.)of thing can be formally studied.) (2) Do you spend ...(2) Do you spend ... gobs and gobs (and then more andgobs and gobs (and then more and more gobs and gobs) of time ... selecting the first-linemore gobs and gobs) of time ... selecting the first-line supervisors?supervisors? (3) Do you have the ...(3) Do you have the ... absolute best training programabsolute best training program in the industry ... (or some subset thereof) for first-linein the industry ... (or some subset thereof) for first-line supervisors?supervisors? (4) Do you Formally & Rigorously ...(4) Do you Formally & Rigorously ... mentor ... first-linementor ... first-line supervisors?supervisors? (5) Are you willing, pain notwithstanding, to(5) Are you willing, pain notwithstanding, to ... leave a... leave a first-line supervisor slot open ... until you can fill thefirst-line supervisor slot open ... until you can fill the slot with somebody spectacular? (And are you willing toslot with somebody spectacular? (And are you willing to use some word like ...use some word like ... “spectacular”“spectacular” ... in judging... in judging applicants for the job?)applicants for the job?) (6) Is it possible that promotion decisions for first-line(6) Is it possible that promotion decisions for first-line supervisors are more important than promotionsupervisors are more important than promotion decisions for VP slots?) (Hint:decisions for VP slots?) (Hint: YesYes.).)
    22. 22. Capital AssetCapital Asset **Selecting and training and**Selecting and training and mentoring one’s pool of front-mentoring one’s pool of front- line managers can be a “Coreline managers can be a “Core Competence” of surpassingCompetence” of surpassing strategic importance.strategic importance. **Put under a microscope every**Put under a microscope every attribute of the cradle-to-attribute of the cradle-to- grave process of building thegrave process of building the capability of our cadre ofcapability of our cadre of front-line managers.front-line managers.
    23. 23. #2#2
    24. 24. Problem #1. Opportunity #1.
    25. 25. XFX =XFX = #1#1** *Cross-Functional eXcellence*Cross-Functional eXcellence
    26. 26. NeverNever waste awaste a lunch!lunch!
    27. 27. ???????? % XF% XF lunches*lunches* *Measure! Monthly! Part of evaluation! [The PA’s*Measure! Monthly! Part of evaluation! [The PA’s Club.]Club.]
    28. 28. LunchLunch > SAP/> SAP/ OracleOracle
    29. 29. ““Allied commandsAllied commands depend on mutualdepend on mutual confidenceconfidence [and this confidence is][and this confidence is] gained, above allgained, above all through thethrough the develodeveloppmentment ofof friendshifriendshippss.”.” ——General D.D. Eisenhower,General D.D. Eisenhower, Armchair GeneralArmchair General * (05.08)* (05.08) *“Perhaps his most outstanding ability [at West Point]*“Perhaps his most outstanding ability [at West Point]
    30. 30. (Way) Underutilized Lever(Way) Underutilized Lever Space!Space! Space!Space! Space!Space! Space!Space!
    31. 31. Geologists +Geologists + Geophysicists +Geophysicists + A little bit of love =A little bit of love = OilOil
    32. 32. ““XFXXFX SocialSocial Accelerators.”Accelerators.” 1. EVERYONE’s [more or less] JOB #1: Make friends in other1. EVERYONE’s [more or less] JOB #1: Make friends in other functions!functions! (Purposefully. Consistently. Measurably.)(Purposefully. Consistently. Measurably.) 2. “Do lunch” with people in other functions!! Frequently!!2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone?(Minimum 10% to 25% for everyone? Measured.)Measured.) 3. Ask peers in other functions for references so you can3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ...become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.)GIVE-A-DAMN-ism.) 4. Invite counterparts in other functions to your team4. Invite counterparts in other functions to your team meetings. Religiously. Ask them to present “cool stuff” frommeetings. Religiously. Ask them to present “cool stuff” from “their world” to your group. (B-I-G deal; useful and“their world” to your group. (B-I-G deal; useful and respectful.)respectful.) 5.5. PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX”PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses:TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAYONCE A DAY … make a short call or visit or send an email of… make a short call or visit or send an email of “Thanks” for some sort of XFX gesture by your folks and some“Thanks” for some sort of XFX gesture by your folks and some other function’s folks.)other function’s folks.) 6. Present counterparts in other functions awards for service6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and anto your group. Tiny awards at least weekly; and an “Annual“Annual All-Star Supporters [from other groups] Banquet” modeledAll-Star Supporters [from other groups] Banquet” modeled after superstar salesperson banquets.after superstar salesperson banquets. 7. Discuss—A SEPARATE AGENDA ITEM—good and7. Discuss—A SEPARATE AGENDA ITEM—good and problematic acts of cross-functional co-operation at everyproblematic acts of cross-functional co-operation at every Team Meeting.Team Meeting.
    33. 33. ““XFXXFX SocialSocial Accelerators.”Accelerators.” 8. When someone in another function asks for assistance,8. When someone in another function asks for assistance, respond with …respond with … more … alacrity than you would if it were themore … alacrity than you would if it were the person in the cubicle next to yours—or even more than youperson in the cubicle next to yours—or even more than you would for a key external customer. (Remember, XFX is thewould for a key external customer. (Remember, XFX is the key to Customer Retention which is in turn the key to “allkey to Customer Retention which is in turn the key to “all good things.”)good things.”) 9.9. Do not bad mouth ... “the damned accountants,” “theDo not bad mouth ... “the damned accountants,” “the bloody HR guy.” Ever.bloody HR guy.” Ever. (Bosses: Severe penalties for this—(Bosses: Severe penalties for this— includingincluding public tongue-lashings.)public tongue-lashings.) 10. Get physical!!10. Get physical!! “Co-location” may well be the most“Co-location” may well be the most powerful “culture change lever.”powerful “culture change lever.” Physical X-functionalPhysical X-functional proximity is almost a …proximity is almost a … guarantee … of remarkably improvedguarantee … of remarkably improved co-operation—to aid this one needs flexible workspaces thatco-operation—to aid this one needs flexible workspaces that can be mobilized for a team in a flash.can be mobilized for a team in a flash. 11. Formal evaluations.11. Formal evaluations. Everyone, starting with theEveryone, starting with the receptionist, should have a significant XF rating componentreceptionist, should have a significant XF rating component in their evaluation.in their evaluation. (The “XFX Performance” should be among(The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.)the Top 3 items in all managers’ evaluations.) 12. Demand XF experience for, especially, senior jobs. For12. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals andexample, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goalsadmirals to have served a full tour in a job whose only goals were cross-functional achievements.were cross-functional achievements. 13. XFX is … PERSONAL … as well as about organizational13. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal success—in terms of organizationalAccelerant to personal success—in terms of organizational career, freelancer/Brand You, or as entrepreneur.career, freelancer/Brand You, or as entrepreneur.
    34. 34. C(I)C(I)>>C(C( E)E)
    35. 35. C(I) > C(E)C(I) > C(E) LunchLunch KudosKudos Learning/ Presence/PresentationsLearning/ Presence/Presentations Facetime C(E)Facetime C(E) TransparencyTransparency AwardsAwards Co-locate/Geologists-GeophysicistsCo-locate/Geologists-Geophysicists Time!!!!!!!!!!!!!!!!!!!!!!!!!!Time!!!!!!!!!!!!!!!!!!!!!!!!!! Motherhood (“If don’t take credit …)Motherhood (“If don’t take credit …) Staff C.Sat./UnicreditStaff C.Sat./Unicredit
    36. 36. THE WHOLE POINT HERE IS THAT “XFX”THE WHOLE POINT HERE IS THAT “XFX” IS ALMOST CERTAINALY THE #1IS ALMOST CERTAINALY THE #1 OPPORTUNITY FOR STRATEGICOPPORTUNITY FOR STRATEGIC DIFFERENTIATION. WHILE MANY WOULDDIFFERENTIATION. WHILE MANY WOULD LIKELY AGREE, IN OUR MOMENT-TO-LIKELY AGREE, IN OUR MOMENT-TO- MOMENT AFFAIRS, XFXMOMENT AFFAIRS, XFX PER SE IS NOTPER SE IS NOT SO OFTEN VISIBLY & PERPETUALLY ATSO OFTEN VISIBLY & PERPETUALLY AT THE TOP OF EVERY AGENDA. I ARGUETHE TOP OF EVERY AGENDA. I ARGUE HERE FOR NO LESS THAN …HERE FOR NO LESS THAN … VISIBLE.VISIBLE. CONSTANT.CONSTANT. OBSESSION.OBSESSION.
    37. 37. ““Suck down forSuck down for success!” * ** *** ****success!” * ** *** **** ******** *“He [Gust Avarkotos] had become*“He [Gust Avarkotos] had become something of a legend with these peoplesomething of a legend with these people who manned the underbelly of the Agencywho manned the underbelly of the Agency [CIA],”[CIA],” fromfrom Charlie Wilson’s WarCharlie Wilson’s War **Getting to know “the risk guys” [GE**Getting to know “the risk guys” [GE Power]Power] ******“Spend less time with your customer!”“Spend less time with your customer!” ******** C(I) > C(E)C(I) > C(E)
    38. 38. Loser:Loser: “He’s such a“He’s such a suck-up!”suck-up!” Winner:Winner: “He’s such a“He’s such a suck-down.”suck-down.”
    39. 39. ?????????????? “Success doesn’t depend on the number of“Success doesn’t depend on the number of people you know; it depends on the numberpeople you know; it depends on the number of people you know inof people you know in hihigghh places!”places!” oror “Success doesn’t depend on the number of“Success doesn’t depend on the number of people you know; it depends on the numberpeople you know; it depends on the number of people you know inof people you know in lowlow places!”places!”
    40. 40. S = ƒ(#&DR; -2L, -3L, -4L, I&E)S = ƒ(#&DR; -2L, -3L, -4L, I&E) Success is a function of: Number and depth of relationshipsSuccess is a function of: Number and depth of relationships 2, 3, and 4 levels down inside and outside the organization2, 3, and 4 levels down inside and outside the organization S = ƒ(SD>SU)S = ƒ(SD>SU) Sucking down is more important than sucking up—the idea isSucking down is more important than sucking up—the idea is to have the [your] entire organization working for you.to have the [your] entire organization working for you. S = ƒ(#non-FF, #non-FL)S = ƒ(#non-FF, #non-FL) Number of friends not in my functionNumber of friends not in my function S = ƒ(#XFL/m)S = ƒ(#XFL/m) Number of lunches with colleagues in otherNumber of lunches with colleagues in other functions per monthfunctions per month S = ƒ(#FF)S = ƒ(#FF) Number of friends in the finance organizationNumber of friends in the finance organization
    41. 41. S =ƒ(#PK“S =ƒ(#PK“WW”P)”P) S = ƒ(#PK“S = ƒ(#PK“LL”P)”P) # of people you know in the “wrong” places# of people you know in the “wrong” places # of people you know in “low” places# of people you know in “low” places
    42. 42. Excellence:Excellence: TheThe 11H11H** ““Theory ofTheory of Everything”Everything” 15 November 2010/Tom Peters15 November 2010/Tom Peters
    43. 43. H1H1
    44. 44. All you need to know …All you need to know … HiltonHilton HowardHoward HerbHerb Henry IHenry I Henry IIHenry II HiramHiram HoratioHoratio HillHill HartvilleHartville HelgesenHelgesen HsiehHsieh
    45. 45. Conrad Hilton …Conrad Hilton …
    46. 46. Conrad Hilton, at a galaConrad Hilton, at a gala celebrating his career,celebrating his career, was asked,was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediateHis immediate answer …answer …
    47. 47. ““rememberremember to tuck theto tuck the showershower curtain insidecurtain inside the bathtubthe bathtub””
    48. 48. ““ExecutionExecution isis strategy.”strategy.” —Fred Malek—Fred Malek
    49. 49. ““ExecutionExecution is theis the jobjob ofof the businessthe business leaderleader.”.”—Larry Bossidy—Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
    50. 50. “Execution isExecution is aa systematicsystematic processprocess ofof rigorously discussing hows andrigorously discussing hows and whats, tenaciously followingwhats, tenaciously following through, and ensuringthrough, and ensuring accountability.”accountability.” —Larry Bossidy & Ram Charan/—Larry Bossidy & Ram Charan/ Execution:Execution: TheThe DisciDiscipplineline of Getting Things Doneof Getting Things Done
    51. 51. ““In real life, strategyIn real life, strategy is actually veryis actually very straightforward. Pickstraightforward. Pick a general direction …a general direction … andand imimpplementlement likelike hellhell”” —Jack Welch—Jack Welch
    52. 52. ““Costco figured outCostco figured out thethe bigbig,, simplesimple things andthings and executedexecuted with totalwith total fanaticismfanaticism.”.” —Charles Munger, Berkshire Hathaway
    53. 53. ““GE has set aGE has set a standard of candor.standard of candor. … There is no… There is no puffery. …puffery. … ThereThere isn’t an ounce ofisn’t an ounce of denial in thedenial in the placeplace.”.” —Kevin Sharer, CEO Amgen, on the “GE mystique” (Fortune)
    54. 54. ““The art of war does notThe art of war does not require complicatedrequire complicated maneuvers; the simplest aremaneuvers; the simplest are the best and common sense isthe best and common sense is fundamental. From which onefundamental. From which one might wonder how it ismight wonder how it is generals make blunders;generals make blunders; itit is because theis because theyy trtryy toto be cleverbe clever.”.” —Napoleon—Napoleon
    55. 55. InternalInternal organizationaorganizationa l excellence =l excellence = Deepest “BlueDeepest “Blue Ocean”Ocean”
    56. 56. ““The scoreThe score takes care oftakes care of itself.”itself.” —Bill Walsh—Bill Walsh
    57. 57. 3030-- fold!fold!
    58. 58. B(I) > B(O)B(I) > B(O)
    59. 59. ““If there is any one ‘secret’If there is any one ‘secret’ to effectiveness, it isto effectiveness, it is concentration. Effectiveconcentration. Effective executives do first thingsexecutives do first things first and they do one thingfirst and they do one thing at a time.”at a time.” —Peter Drucker—Peter Drucker
    60. 60. H2H2
    61. 61. All you need to know …All you need to know … HiltonHilton HowardHoward HerbHerb Henry IHenry I Henry IIHenry II HiramHiram HoratioHoratio HillHill HartvilleHartville HelgesenHelgesen HsiehHsieh
    62. 62. 22
    63. 63. Sunday “Drive By”:Sunday “Drive By”: The CEO of a very successful mid-The CEO of a very successful mid- sized bank, in the Midwest, attended a seminar of minesized bank, in the Midwest, attended a seminar of mine in northern California in the mid-’80s—but I rememberin northern California in the mid-’80s—but I remember the following as if it were yesterday. I’ve forgotten thethe following as if it were yesterday. I’ve forgotten the specific context, but I recall him saying to me, prettyspecific context, but I recall him saying to me, pretty much word for word,much word for word, “Tom let me tell you“Tom let me tell you the definition of a good lendingthe definition of a good lending officer. After church on Sunday, onofficer. After church on Sunday, on the way home with his family, hethe way home with his family, he takes a little detour to drive by thetakes a little detour to drive by the factory he just lent money to.factory he just lent money to. Doesn’t go in or any such thing,Doesn’t go in or any such thing, just drives by and takes a look.”just drives by and takes a look.”
    64. 64. ““I call 60 CEOsI call 60 CEOs [in[in the first week of the year]the first week of the year] toto wish them happywish them happy New Year. …”New Year. …” —Hank Paulson, former CEO, Goldman—Hank Paulson, former CEO, Goldman SachsSachs Source: Fortune, “Secrets of Greatness,” 0320.05
    65. 65. MBWMBW AAManaging By Wandering Around/Managing By Wandering Around/ HPHP
    66. 66. Dov Frohman:Dov Frohman: The “50%The “50% Rule”Rule” Dov Frohman:Dov Frohman: “Daydream!”“Daydream!”
    67. 67. You =You = YourYour calendarcalendar**
    68. 68. ““You mustYou must bebe the change youthe change you wish to see inwish to see in the world.”the world.” Gandhi
    69. 69. ““Dennis, you need a …Dennis, you need a … ‘To-don’t‘To-don’t ’’ List !”List !”
    70. 70. Don’t >Don’t > Do*Do* * “Don’ting,” systematic, > WILLPOWER* “Don’ting,” systematic, > WILLPOWER
    71. 71. ““It’sIt’s alwaalwayyss showtime.”showtime.” —David D’Alessandro, Career Warfare
    72. 72. ““It suddenlyIt suddenly occurred to meoccurred to me that in the spacethat in the space of two or threeof two or three hours …hours …
    73. 73. ““It suddenly occurred to me that in the spaceIt suddenly occurred to me that in the space of two or three hours …of two or three hours … hehe nevernever talkedtalked aboutabout
    74. 74. ““On the face of it, shareholderOn the face of it, shareholder value is the dumbest idea in thevalue is the dumbest idea in the world. Shareholder value is aworld. Shareholder value is a result, not a strategy. …result, not a strategy. … YourYour main constituenciesmain constituencies are yourare your emempploloyyeesees, your, your customerscustomers and yourand your pproductsroducts.”.” ——Jack Welch,Jack Welch, FTFT, 0313.09, page 1, 0313.09, page 1
    75. 75. ““Mapping yourMapping your competitivecompetitive position”position” or …or …
    76. 76. The “HaveThe “Have you …” 50you …” 50
    77. 77. 1. Have you in the1. Have you in the last 10 days …last 10 days … visitedvisited a customer?a customer? 2. Have you called a2. Have you called a customer …customer … TODAYTODAY ??
    78. 78. 1.1. Have you in the last 10 days … visited aHave you in the last 10 days … visited a customecustomer?r? 2.2. Have you called a customer …Have you called a customer … TODAYTODAY?? 3. Have you in the last 60-90 days … had a seminar in which several folks from the3. Have you in the last 60-90 days … had a seminar in which several folks from the customer’s operation (different levels, different functions, different divisions) interacted,customer’s operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks?via facilitator, with various of your folks? 4.4. Have you thanked a front-line employee for aHave you thanked a front-line employee for a small act of helpfulness … in the last three days?small act of helpfulness … in the last three days? 5. Have you thanked a front-line employee for a small act of helpfulness … in the5. Have you thanked a front-line employee for a small act of helpfulness … in the last threelast three hourshours?? 6. Have you thanked a front-line employee for carrying around a great6. Have you thanked a front-line employee for carrying around a great attitudeattitude … today?… today? 7. Have you in the last week recognized—publicly—one of your folks for a small act of7. Have you in the last week recognized—publicly—one of your folks for a small act of cross-functional co-operationcross-functional co-operation?? 8. Have you in the last week recognized—publicly—one of “their” folks (another8. Have you in the last week recognized—publicly—one of “their” folks (another function) for a small act of cross-functional co-operation?function) for a small act of cross-functional co-operation? 9. Have you invited in the last month a leader of9. Have you invited in the last month a leader of another functionanother function to your weekly teamto your weekly team priorities meeting?priorities meeting? 10. Have you personally in the last week-month called-visited an internal or external10. Have you personally in the last week-month called-visited an internal or external customer tocustomer to sort out, inquire, or apologizesort out, inquire, or apologize for some little or big thing that went awry?for some little or big thing that went awry? (No reason for doing so? If true—in your mind—then you’re more out of touch than I(No reason for doing so? If true—in your mind—then you’re more out of touch than I dared imagine.)dared imagine.)
    79. 79. 11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s next steps?concerning a project’s next steps? 12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s next steps … and what specificallyconcerning a project’s next steps … and what specifically you can do to remove a hurdleyou can do to remove a hurdle? (“Ninety percent of? (“Ninety percent of what we call management consists of making it difficult for people to get things done.”—Peter “His eminence”what we call management consists of making it difficult for people to get things done.”—Peter “His eminence” Drucker.)Drucker.) 13. Have you celebrated in the last week a “small” (or large!)13. Have you celebrated in the last week a “small” (or large!) milestonemilestone reached? (I.e., are you a milestonereached? (I.e., are you a milestone fanatic?)fanatic?) 14. Have you in the last week or month revised some estimate in the “wrong” direction and apologized for making14. Have you in the last week or month revised some estimate in the “wrong” direction and apologized for making a lousy estimate? (Somehow you must publiclya lousy estimate? (Somehow you must publicly reward the telling of difficult truthsreward the telling of difficult truths.).) 15.15. Have you installed in your tenure a veryHave you installed in your tenure a very comprehensive customer satisfaction schemecomprehensive customer satisfaction scheme for allfor all internalinternal customers?customers? (With major consequences for hitting or missing(With major consequences for hitting or missing the mark.)the mark.) 16. Have you in the last six months had a week-long, visible, very intensive16. Have you in the last six months had a week-long, visible, very intensive visit-“tour”visit-“tour” of external customers?of external customers? 17. Have you in the last 60 days called an abrupt halt to a meeting and “ordered” everyone to get out of the office,17. Have you in the last 60 days called an abrupt halt to a meeting and “ordered” everyone to get out of the office, and “into the field” and in theand “into the field” and in the next eight hoursnext eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging “small”, after asking those involved, fixed (f-i-x-e-d!) a nagging “small” problem through practical action?problem through practical action? 18. Have you in the last week had a rather thorough discussion of a “cool design thing” someone has come18. Have you in the last week had a rather thorough discussion of a “cool design thing” someone has come across—away from your industry or function—at a Web site, in a product or its packaging?across—away from your industry or function—at a Web site, in a product or its packaging? 19. Have you in the last two weeks had an informal meeting—at least an hour long—with a front-line employee to19. Have you in the last two weeks had an informal meeting—at least an hour long—with a front-line employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations? 20. Have you had in the last 60 days had a general meeting to discuss “things we do wrong” … that we can fix in20. Have you had in the last 60 days had a general meeting to discuss “things we do wrong” … that we can fix in the nextthe next fourteen daysfourteen days??
    80. 80. 21. Have you had in the last year a one-day, intense offsite with each (?) of your21. Have you had in the last year a one-day, intense offsite with each (?) of your internal customers—followed by a big celebration of “things gone right”?internal customers—followed by a big celebration of “things gone right”? 22. Have you in the last week pushed someone to do some family thing that you fear22. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure?might be overwhelmed by deadline pressure? 23.23. Have you learned the names of the children of everyone who reports to you?Have you learned the names of the children of everyone who reports to you? (If(If not, you have six months to fix it.)not, you have six months to fix it.) 24. Have you taken in the last month an interesting-24. Have you taken in the last month an interesting-weirdweird outsider to lunch?outsider to lunch? 25. Have you in the last month invited an interesting-weird outsider to sit in on an25. Have you in the last month invited an interesting-weird outsider to sit in on an important meeting?important meeting? 26. Have you in the last three days discussed something interesting, beyond your26. Have you in the last three days discussed something interesting, beyond your industry, that you ran across in a meeting, reading, etc?industry, that you ran across in a meeting, reading, etc? 27. Have you in the last 24 hours injected into a meeting “I ran across this interesting27. Have you in the last 24 hours injected into a meeting “I ran across this interesting idea in [strange place]”?idea in [strange place]”? 28. Have you in the last two weeks asked someone to report on something, anything28. Have you in the last two weeks asked someone to report on something, anything that constitutes an act of brilliant service rendered in a “trivial” situation—restaurant,that constitutes an act of brilliant service rendered in a “trivial” situation—restaurant, car wash, etc? (And then discussed the relevance to your work.)car wash, etc? (And then discussed the relevance to your work.) 29.29. Have you in the last 30 days examined in detail (hourHave you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree “timeby hour) your calendar to evaluate the degree “time actually spent” mirrors your “espoused priorities”?actually spent” mirrors your “espoused priorities”? (And repeated this exercise with everyone on team.)(And repeated this exercise with everyone on team.) 30. Have you in the last two months had a presentation to the group by a “weird”30. Have you in the last two months had a presentation to the group by a “weird” outsider?outsider?
    81. 81. 31. Have you in the last two months had a presentation to the group by a customer,31. Have you in the last two months had a presentation to the group by a customer, internal customer, vendor featuring “working folks” 3 or 4 levels down in the vendorinternal customer, vendor featuring “working folks” 3 or 4 levels down in the vendor organization?organization? 32. Have you in the last two months had a presentation to the group of a cool,32. Have you in the last two months had a presentation to the group of a cool, beyond-our-industry ideas by two of your folks?beyond-our-industry ideas by two of your folks? 33. Have you at every meeting today (and forever more) re-directed the conversation33. Have you at every meeting today (and forever more) re-directed the conversation to the practicalities of implementation concerning some issue before the group?to the practicalities of implementation concerning some issue before the group? 34. Have you at every meeting today (and forever more) had an end-of-meeting34. Have you at every meeting today (and forever more) had an end-of-meeting discussion on “action items to be dealt with in the next 4, 48 hours”? (And thendiscussion on “action items to be dealt with in the next 4, 48 hours”? (And then made this list public—and followed up in 48 hours.) And made sure everyone has atmade this list public—and followed up in 48 hours.) And made sure everyone has at least one such item.)least one such item.) 35. Have you had a discussion in the last six months about what it would take to get35. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll ofrecognition in local-national poll of “best places to work”?“best places to work”? 36. Have you in the last month approved a36. Have you in the last month approved a cool-different training coursecool-different training course for onefor one of your folks?of your folks? 37.37. Have you in the last monthHave you in the last month taughttaught a front-linea front-line training course?training course? 38. Have you in the last week discussed the idea of38. Have you in the last week discussed the idea of ExcellenceExcellence? (What it means, how? (What it means, how to get there.)to get there.) 39. Have you in the last week discussed the idea of39. Have you in the last week discussed the idea of “Wow”?“Wow”? (What it means, how(What it means, how to inject it into an ongoing “routine” project.)to inject it into an ongoing “routine” project.) 40. Have you in the last 45 days assessed some major process in terms of the details40. Have you in the last 45 days assessed some major process in terms of the details of the “experience,” as well as results, it provides to its external or internalof the “experience,” as well as results, it provides to its external or internal customers?customers?
    82. 82. 41. Have you in the last month had one of your folks attend a meeting you were supposed to go41. Have you in the last month had one of your folks attend a meeting you were supposed to go to which gives them unusual exposure to senior folks?to which gives them unusual exposure to senior folks? 42. Have you in the last 60 (30?) days sat with a trusted friend or “coach” to discuss your42. Have you in the last 60 (30?) days sat with a trusted friend or “coach” to discuss your “management style”—and its long- and short-term impact on the group?“management style”—and its long- and short-term impact on the group? 43.43. Have you in theHave you in the last three dayslast three days considered a professionalconsidered a professional relationship that was a little rocky and made a call to the personrelationship that was a little rocky and made a call to the person involved to discuss issues and smooth the waters? (Taking theinvolved to discuss issues and smooth the waters? (Taking the “blame,” fully deserved or not, for letting the thing-issue fester.)“blame,” fully deserved or not, for letting the thing-issue fester.) 44. Have you in the last …44. Have you in the last … two hourstwo hours … stopped by someone’s (two-levels “down") office-… stopped by someone’s (two-levels “down") office- workspace for 5 minutes to ask “What do you think?” about an issue that arose at a more orworkspace for 5 minutes to ask “What do you think?” about an issue that arose at a more or less just completed meeting? (And then stuck around for 10 or so minutes to listen—andless just completed meeting? (And then stuck around for 10 or so minutes to listen—and visibly taken notes.)visibly taken notes.) 45. Have you … in the last day … looked around you to assess whether the diversity pretty45. Have you … in the last day … looked around you to assess whether the diversity pretty accurately maps the diversity of the market being served? (And …)accurately maps the diversity of the market being served? (And …) 46. Have you in the last day at some meeting gone out of your way to make sure that a normally46. Have you in the last day at some meeting gone out of your way to make sure that a normally reticent person was engaged in a conversation—and then thanked him or her, perhapsreticent person was engaged in a conversation—and then thanked him or her, perhaps privately, for their contribution?privately, for their contribution? 47. Have you during your tenure instituted very public (visible) presentations of performance?47. Have you during your tenure instituted very public (visible) presentations of performance? 48. Have you in the last four months had a session specifically aimed at checking on the48. Have you in the last four months had a session specifically aimed at checking on the “corporate culture” and the degree we are true to it—with all presentations by relatively junior“corporate culture” and the degree we are true to it—with all presentations by relatively junior folks, including front-line folks? (And with a determined effort to keep the conversationfolks, including front-line folks? (And with a determined effort to keep the conversation restricted to “real world” “small” cases—not theory.)restricted to “real world” “small” cases—not theory.) 49. Have you in the last six months talked about the49. Have you in the last six months talked about the Internal Brand PromiseInternal Brand Promise?? 50. Have you in the last year had a full-day off site to talk about individual (and group)50. Have you in the last year had a full-day off site to talk about individual (and group) aspirations?aspirations?
    83. 83. ““The doctorThe doctor interruptsinterrupts after …*after …* *Source: Jerome Groopman,*Source: Jerome Groopman, How Doctors ThinkHow Doctors Think
    84. 84. 1818 secondsseconds
    85. 85. 1818 seconds!seconds!
    86. 86. [An obsession with] Listening is ... the ultimate mark[An obsession with] Listening is ... the ultimate mark ofof RespectRespect.. Listening is ... the heart and soul ofListening is ... the heart and soul of EngagementEngagement.. Listening is ... the heart and soul ofListening is ... the heart and soul of KindnessKindness.. Listening is ... the heart and soul ofListening is ... the heart and soul of ThoughtfulnessThoughtfulness.. Listening is ... the basis for trueListening is ... the basis for true CollaborationCollaboration.. Listening is ... the basis for trueListening is ... the basis for true PartnershipPartnership.. Listening is ... aListening is ... a Team SportTeam Sport.. Listening is ... aListening is ... a Developable Individual SkillDevelopable Individual Skill.*.* (*Though women(*Though women areare farfar better at it than men.)better at it than men.) Listening is ... the basis forListening is ... the basis for CommunityCommunity.. Listening is ... the bedrock ofListening is ... the bedrock of Joint Ventures that workJoint Ventures that work.. Listening is ... the bedrock ofListening is ... the bedrock of Joint Ventures thatJoint Ventures that growgrow.. Listening is ... the core ofListening is ... the core of effective Cross-functionaleffective Cross-functional CommunicationCommunication** (*Which is in turn Attribute #1 of(*Which is in turn Attribute #1 of organizational effectiveness.)organizational effectiveness.) [cont.][cont.]
    87. 87. Best Listeners Win …Best Listeners Win … ““if you don’tif you don’t listen, youlisten, you don’t selldon’t sell anything.”anything.”
    88. 88. IfIf you agree with the above, shouldn’t listening be ... ayou agree with the above, shouldn’t listening be ... a Core Value?Core Value? If you agree with the above, shouldn’t listening be ...If you agree with the above, shouldn’t listening be ... perhaps Core Value #1?*perhaps Core Value #1?* (*“We are Effective Listeners—(*“We are Effective Listeners— we treat Listening EXCELLENCE as the Centerpiece of ourwe treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and CommunityCommitment to Respect and Engagement and Community and Growth.”)and Growth.”) If you agree, shouldn’t listening be ... a Core Competence?If you agree, shouldn’t listening be ... a Core Competence? If you agree, shouldn’t listening be ... Core CompetenceIf you agree, shouldn’t listening be ... Core Competence #1?#1? If you agree, shouldn’t listening be ... an explicit “agendaIf you agree, shouldn’t listening be ... an explicit “agenda item” at every Meeting?item” at every Meeting? If you agree, shouldn’t listening be ... our Strategy—perIf you agree, shouldn’t listening be ... our Strategy—per se? (Listening = Strategy.)se? (Listening = Strategy.) If you agree, shouldn’t listening be ... the #1 skill we lookIf you agree, shouldn’t listening be ... the #1 skill we look for in Hiring (for every job)?for in Hiring (for every job)?
    89. 89. ““We are EffectiveWe are Effective Listeners—we treatListeners—we treat Listening EXCELLENCE asListening EXCELLENCE as the Centerpiece of ourthe Centerpiece of our Commitment to RespectCommitment to Respect and Engagement andand Engagement and Community and Growth.”Community and Growth.”
    90. 90. If you agree, shouldn’t listening be ... the #1 attribute weIf you agree, shouldn’t listening be ... the #1 attribute we examine in our Evaluations?examine in our Evaluations? If you agree, shouldn’t listening be ... the #1 skill weIf you agree, shouldn’t listening be ... the #1 skill we look for in Promotion decisions?look for in Promotion decisions? If you agree, shouldn’t listening be ... the #1 TrainingIf you agree, shouldn’t listening be ... the #1 Training priority at every stage of everyone’s career—from Daypriority at every stage of everyone’s career—from Day #1 to Day LAST?#1 to Day LAST? If you agree, what are you going to do about it ... in theIf you agree, what are you going to do about it ... in the next 30 MINUTES?next 30 MINUTES? If you agree, what are you going to do about it ... at yourIf you agree, what are you going to do about it ... at your NEXT meeting?NEXT meeting? If you agree, what are you going to do about it ... by theIf you agree, what are you going to do about it ... by the end of the DAY?end of the DAY? If you agree, what are you going to do about it ... in theIf you agree, what are you going to do about it ... in the next 30 DAYS?next 30 DAYS? If you agree, what are you going to do about it ... in theIf you agree, what are you going to do about it ... in the next 12 MONTHS?next 12 MONTHS?
    91. 91. *Listening is of the*Listening is of the utmost …utmost … strategic importance!importance! *Listening is a proper …*Listening is a proper … core value !! *Listening is …*Listening is … trainable !! *Listening is a …*Listening is a … profession !!
    92. 92. Listen = “Profession” = Study = practice = evaluation = Enterprise value
    93. 93. Message:Message: Listening isListening is a …a … professionprofession !!
    94. 94. Listen!Listen! •• Listening Leaders: The Ten Golden RulesListening Leaders: The Ten Golden Rules ToTo Listen, Lead & Succeed—Listen, Lead & Succeed— Lyman Steil andLyman Steil and Richard BommeljeRichard Bommelje •• The Zen of Listening—The Zen of Listening— Rebecca ShafirRebecca Shafir •• Effective Listening Skills—Effective Listening Skills— Dennis KratzDennis Kratz andand Abby Robinson KratzAbby Robinson Kratz •• Are You Really Listening?—Are You Really Listening?— Paul DonoghuePaul Donoghue andand Mary SiegelMary Siegel •• Active Listening: Improve Your Ability toActive Listening: Improve Your Ability to ListenListen and Lead—and Lead—Michael HoppeMichael Hoppe •• Listening: The Forgotten SkillListening: The Forgotten Skill ——Madelyn Burley-AllenMadelyn Burley-Allen
    95. 95. ““You can make moreYou can make more friends in two monthsfriends in two months bbyy becominbecomingg interestedinterested in otherin other ppeoeopple thanle than you can in two years byyou can in two years by trying to get othertrying to get other people interested inpeople interested in you.”you.” —Dale Carnegie
    96. 96. ““It was much later that I realizedIt was much later that I realized Dad’s secret. He gained respect byDad’s secret. He gained respect by giving it. He talked and listened togiving it. He talked and listened to the fourth-grade kids in Spring Valleythe fourth-grade kids in Spring Valley who shined shoes the same way hewho shined shoes the same way he talked and listened to a bishop or atalked and listened to a bishop or a college president.college president. He wasHe was seriously interested inseriously interested in who you were and whatwho you were and what you had to say.”you had to say.” —Sara Lawrence-Lightfoot, Respect
    97. 97. And the answer is ….And the answer is …. otisotis
    98. 98. H3H3
    99. 99. All you need to know …All you need to know … HiltonHilton HowardHoward HerbHerb Henry IHenry I Henry IIHenry II HiramHiram HoratioHoratio HillHill HartvilleHartville HelgesenHelgesen HsiehHsieh
    100. 100. ““You have toYou have to treat yourtreat your employees likeemployees like customers.”customers.” —Herb—Herb Kelleher, upon being asked his “secret to success”Kelleher, upon being asked his “secret to success” Source: Joe Nocera,Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” on the, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwestoccasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad inAirlines (SWA’s pilots union took out a full-page ad in USA TodayUSA Today thankingthanking HK for all he had done; across the way in Dallas American Airlines’ pilotsHK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the Annual Meeting)were picketing the Annual Meeting)
    101. 101. "If you want staff to"If you want staff to give great service,give great service, give great service togive great service to staff."staff." —Ari Weinzweig, Zingerman's
    102. 102. Zabar’sZabar’s ParkingParking GarageGarage** *Retail Superstars: Inside the 25 Best Independent Stores in America*Retail Superstars: Inside the 25 Best Independent Stores in America
    103. 103. ““The path to aThe path to a hostmanshihostmanshipp culture paradoxically doesculture paradoxically does not go through the guest. In fact it wouldn’t be totally wrong to say that the guestnot go through the guest. In fact it wouldn’t be totally wrong to say that the guest has nothing to do with it.has nothing to do with it. True hostmanship leaders focus on their employees. WhatTrue hostmanship leaders focus on their employees. What drives exceptionalism is finding the right people and getting them to love theirdrives exceptionalism is finding the right people and getting them to love their work and see it as a passion. ... The guest comes into the picture only when you arework and see it as a passion. ... The guest comes into the picture only when you are ready to ask, ‘ready to ask, ‘Would you prefer to stay at a hotel where the staff love their work orWould you prefer to stay at a hotel where the staff love their work or where management has made customers its highest priority?’”where management has made customers its highest priority?’” ““We went throuWe went througghh the hotel and made athe hotel and made a ...... ‘‘ considerationconsideration renovation.renovation.’’ Instead of redoinInstead of redoingg bathrooms,bathrooms, dinindiningg rooms, androoms, and gguest rooms, weuest rooms, we ggave emave empploloyyees new uniforms, bouees new uniforms, bougght flowersht flowers and fruit, and chanand fruit, and changged colors.ed colors. Our focus wasOur focus was totalltotallyy on the staff.on the staff. TheTheyy were the ones we wantedwere the ones we wanted to make hato make happy.ppy. We wanted them to wake up everWe wanted them to wake up everyy morninmorningg excited about aexcited about a new danew dayy at work.”at work.” Source: Jan Gunnarsson and Olle Blohm,Source: Jan Gunnarsson and Olle Blohm, Hostmanship: The Art of Making People Feel WelcomeHostmanship: The Art of Making People Feel Welcome..
    104. 104. ““We are aWe are a ‘Life‘Life Success’Success’ Company.”Company.” Dave Liniger, founder, RE/MAX
    105. 105. ““No matter what theNo matter what the situation,situation, [the great manager’s][the great manager’s] firstfirst response is always to thinkresponse is always to think about the individualabout the individual concerned and how thingsconcerned and how things can be arranged to help thatcan be arranged to help that individual experienceindividual experience success.”success.” —Marcus Buckingham,—Marcus Buckingham, The One Thing You Need to KnowThe One Thing You Need to Know
    106. 106. ““Managing winds up beingManaging winds up being the management of thethe management of the allocation of resourcesallocation of resources against tasks. Leadershipagainst tasks. Leadership focuses on people.focuses on people. MMyy definition of a leaderdefinition of a leader is someone whois someone who helhelppss ppeoeopplele succeedsucceed.”.” —Carol Bartz, Yahoo!—Carol Bartz, Yahoo!
    107. 107. ““Business has to give peopleBusiness has to give people enriching, rewarding lives …enriching, rewarding lives … or it'sor it's simply notsimply not worthworth doingdoing.”.” ——Richard BransonRichard Branson
    108. 108. BrandBrand == TalentTalent
    109. 109. Our Mission To develop and manageTo develop and manage talent;talent; to apply that talent,to apply that talent, throughout the world,throughout the world, for the benefit of clients;for the benefit of clients; to do so in partnership;to do so in partnership; to do so with profit.to do so with profit. WPP
    110. 110. …… no less thanno less than CathedralsCathedrals inin which the full andwhich the full and awesome power of theawesome power of the Imagination and Spirit andImagination and Spirit and native Entrepreneurialnative Entrepreneurial flairflair of diverseof diverse individualsindividuals is unleashedis unleashed in passionate pursuit of …in passionate pursuit of … ExcellenceExcellence..
    111. 111. Serving our customers brilliantly and profitably over theServing our customers brilliantly and profitably over the longlong haul is a product of brilliantly serving, over the longhaul is a product of brilliantly serving, over the long haul, thehaul, the people who serve the customer.people who serve the customer. Hence, our job as leaders—the alpha and the omega andHence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustainedeverything in between—is abetting the sustained growth andgrowth and success and engagement and enthusiasm andsuccess and engagement and enthusiasm and commitment tocommitment to Excellence of those, one at a time, who directly orExcellence of those, one at a time, who directly or indirectlyindirectly serve the ultimate customer.serve the ultimate customer. We—leaders of every stripe—are in the “Human GrowthWe—leaders of every stripe—are in the “Human Growth andand Development and Success and Aspiration toDevelopment and Success and Aspiration to ExcellenceExcellence business.”business.” ““We”We” [leaders][leaders] only grow when “they”only grow when “they” [each and every one of our[each and every one of our colleagues]colleagues] areare growing.growing. ““We”We” [leaders][leaders] only succeed when “they”only succeed when “they” [each and every one of our[each and every one of our colleagues]colleagues] are succeeding.are succeeding.
    112. 112. ““The role of the Director is toThe role of the Director is to create a space where thecreate a space where the actors and actresses canactors and actresses can become more thanbecome more than they’ve ever beenthey’ve ever been before, more thanbefore, more than they’ve dreamed ofthey’ve dreamed of beingbeing.”.” —Robert Altman, Oscar acceptance—Robert Altman, Oscar acceptance speechspeech
    113. 113. ““TheThe ONEONE Question”:Question”: “In the last year [3 years, current“In the last year [3 years, current job], name the …job], name the … threethree peoplepeople… whose growth you’ve… whose growth you’ve most contributed to. Please explain where they were at themost contributed to. Please explain where they were at the beginning of the year, where they are today, and where they arebeginning of the year, where they are today, and where they are heading in the next 12 months. Please explain in painstaking detailheading in the next 12 months. Please explain in painstaking detail your development strategy in each case. Please tell me your biggestyour development strategy in each case. Please tell me your biggest development disappointment—looking back, could you or would youdevelopment disappointment—looking back, could you or would you have done anything differently? Please tell me about your greatesthave done anything differently? Please tell me about your greatest development triumph—and disaster—in the last five years. Whatdevelopment triumph—and disaster—in the last five years. What are the ‘three big things’ you’ve learned about helping peopleare the ‘three big things’ you’ve learned about helping people grow along the way?”grow along the way?”
    114. 114. ““A man should neverA man should never be promoted to abe promoted to a managerial position if hismanagerial position if his vision focuses on people’svision focuses on people’s weaknesses rather than onweaknesses rather than on their strengths.”their strengths.” Source: Peter Drucker,Source: Peter Drucker, The Practice of ManagementThe Practice of Management
    115. 115. Andrew Carnegie’s tombstoneAndrew Carnegie’s tombstone inscriptioninscription Here lies a manHere lies a man Who knew how toWho knew how to enlistenlist In his serviceIn his service Better men thanBetter men than himselfhimself Source: Peter Drucker,Source: Peter Drucker, The Practice of ManagementThe Practice of Management
    116. 116. TP:TP: “How to throw $500,000 into the sea in one easy
    117. 117. < CAPEX< CAPEX > People!> People!
    118. 118. 2X2XSource: Container Store/increase average sale per shopperSource: Container Store/increase average sale per shopper
    119. 119. Luiza Helena,Luiza Helena, MagazineMagazine LuizaLuiza
    120. 120. WegmansWegmans ..
    121. 121. ““TheThe fourfour mostmost importantimportant wordswords in anyin any organization are …organization are …
    122. 122. The four most important words in any organizationThe four most important words in any organization are …are … “What“What dodo youyou think?”think?”Source: courtesy Dave Wheeler, posted at tompeters.comSource: courtesy Dave Wheeler, posted at tompeters.com
    123. 123. Tomorrow: HowTomorrow: How many times will youmany times will you “ask the WDYT“ask the WDYT question”?question”? [Count!] [Practice makes better!] [This is a[Practice makes better!] [This is a STRATEGIC skill!]skill!]
    124. 124. ““WDYT” =WDYT” = Certification ofCertification of me as a person ofme as a person of Importance whoseImportance whose opinion is valued.opinion is valued.
    125. 125. Help!Help! Right?Right? How many of us could call ourselvesHow many of us could call ourselves “professional helpers,”“professional helpers,” meaning that we have studied—like a professional mastering hermeaning that we have studied—like a professional mastering her craft—“helping”?craft—“helping”? (Not many, I’d judge.)(Not many, I’d judge.) Ed Schein:Ed Schein: Helping: How to Offer, Give, and ReceiveHelping: How to Offer, Give, and Receive HelpHelp Last chapter: 7 “principles.” E.g.:Last chapter: 7 “principles.” E.g.: PRINCIPLE 2:PRINCIPLE 2: “Effective Help Occurs When the Helping“Effective Help Occurs When the Helping Relationship IsRelationship Is Perceived to Be Equitable.Perceived to Be Equitable. PRINCIPLE 4:PRINCIPLE 4: “Everything You Say or Do Is an Intervention that“Everything You Say or Do Is an Intervention that Determines the Future of the Relationship..Determines the Future of the Relationship.. PRINCIPLE 5:PRINCIPLE 5: “Effective Helping Begins with Pure Inquiry.“Effective Helping Begins with Pure Inquiry. PRINCIPLE 6:PRINCIPLE 6: “It Is the Client Who Owns the Problem.”*“It Is the Client Who Owns the Problem.”* (*Love the idea that the employee is a(*Love the idea that the employee is a “Client”!“Client”! Words matter!! Read aWords matter!! Read a quote from NFL player-turned lawyer-turned NFL coach, calling hisquote from NFL player-turned lawyer-turned NFL coach, calling his players “my clients.”)players “my clients.”) Employee as Client!Employee as Client! ““Helping” is what we [leaders] “do” for a living!Helping” is what we [leaders] “do” for a living! STUDY/PRACTICE “helping” as you would neurosurgery!STUDY/PRACTICE “helping” as you would neurosurgery!
    126. 126. 53 = 5353 = 53** **** *No “bit players”*No “bit players” **6B+ = 6B+**6B+ = 6B+
    127. 127. H4H4
    128. 128. All you need to know …All you need to know … HiltonHilton HowardHoward HerbHerb Henry IHenry I Henry IIHenry II HiramHiram HoratioHoratio HillHill HartvilleHartville HelgesenHelgesen HsiehHsieh
    129. 129. ““Courtesies of a smallCourtesies of a small and trivial characterand trivial character are the ones whichare the ones which strike deepest in thestrike deepest in the grateful andgrateful and appreciating heart.”appreciating heart.” —Henry Clay, American Statesman (1777-1852)
    130. 130. ““We do no greatWe do no great things, onlythings, only small thingssmall things with great love.”with great love.” —Mother Teresa—Mother Teresa
    131. 131. ““I long to accomplish aI long to accomplish a great and noble task, but itgreat and noble task, but it is my chief duty tois my chief duty to accomplish humble tasksaccomplish humble tasks as though they were greatas though they were great and noble.”and noble.” —Helen Keller—Helen Keller
    132. 132. nonenone!!
    133. 133. patients frompatients from 225225 hospitals:hospitals: nonenone of THE top 15of THE top 15 factors determiningfactors determining PPatientatient SSatisfaction referred toatisfaction referred to patient’s healthpatient’s health outcomeoutcome P.S.P.S. directldirectly related toy related to StaffStaff InteractionInteraction P.P.S.P.P.S. directldirectly correlated withy correlated with EmploEmployyee Satisfactionee Satisfaction
    134. 134. “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 isKindness is freefree.. 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
    135. 135. ““KindnessKindness Is Free.”Is Free.” Source: Planetree Alliance/Griffin HospitalSource: Planetree Alliance/Griffin Hospital
    136. 136. K = R =K = R = PPKindness = Repeat business = Profit.Kindness = Repeat business = Profit.
    137. 137. K = R = P/Kindness = Repeat business = Profit/K = R = P/Kindness = Repeat business = Profit/ Kindness:Kindness: Kind.Kind. Thoughtful.Thoughtful. Decent.Decent. Caring.Caring. Attentive.Attentive. Engaged.Engaged. Listens well/obsessively.Listens well/obsessively. Appreciative.Appreciative. Open.Open. Visible.Visible. Honest.Honest. Responsive.Responsive. On time all the time.On time all the time. Apologizes with dispatch for screwups.Apologizes with dispatch for screwups. ““Over”-reacts to screwups of any magnitude.Over”-reacts to screwups of any magnitude. ““Professional” in all dealings.Professional” in all dealings. Optimistic.Optimistic. Understands that kindness to staff breeds kindness toUnderstands that kindness to staff breeds kindness to others/outsiders.others/outsiders. Applies throughout the “supply chain.”Applies throughout the “supply chain.” Applies to 100% of customer’s staff.Applies to 100% of customer’s staff. Explicit part of values statement.Explicit part of values statement. Basis for evaluation of 100% of our staff.Basis for evaluation of 100% of our staff.
    138. 138. [ALL TOO RARE] EXCELLENCE IN HEALTHCARE[ALL TOO RARE] EXCELLENCE IN HEALTHCARE PLANETREE ALLIANCE*: BELIEFS STATEMENTPLANETREE ALLIANCE*: BELIEFS STATEMENT We believe …We believe … That we are human beings, caring for other human beingsThat we are human beings, caring for other human beings We are all caregiversWe are all caregivers Care giving is best achieved through kindness and compassionCare giving is best achieved through kindness and compassion Safe, accessible high-quality care is fundamentalSafe, accessible high-quality care is fundamental to patient-centric careto patient-centric care In a holistic approach to meeting people’s needs ofIn a holistic approach to meeting people’s needs of body, mind and spiritbody, mind and spirit Families, friends and loved ones are vital to the healingFamilies, friends and loved ones are vital to the healing processprocess Access to understandable health information can empowerAccess to understandable health information can empower individuals to participate in their healthindividuals to participate in their health The opportunity for individuals to make personal choicesThe opportunity for individuals to make personal choices related to their care is essentialrelated to their care is essential Physical environments can enhance healing, health andPhysical environments can enhance healing, health and wellbeingwellbeing Illness can be a transformational experience forIllness can be a transformational experience for patients, families and caregiverspatients, families and caregivers *The Planetree Alliance, headquartered at the award-winning Griffin Hospital in Derby CT, is an association of hospitals*The Planetree Alliance, headquartered at the award-winning Griffin Hospital in Derby CT, is an association of hospitals
    139. 139. 11/80*/80* *Post-interview “Thank you” notes*Post-interview “Thank you” notes
    140. 140. ““The deepestThe deepest human need ishuman need is the …the … need to beneed to be aappppreciatedreciated.”.” —William James—William James
    141. 141. ““One kind wordOne kind word can warm threecan warm three winter months.”winter months.” –– Japanese ProverbJapanese Proverb
    142. 142. Tomorrow: How manyTomorrow: How many times will you mange totimes will you mange to blurt out, “Thank you”?blurt out, “Thank you”? [Count ‘em!] [Practice makes better!* *The engineer from[Practice makes better!* *The engineer from Manchester.]] [This is aManchester.]] [This is a STRATEGIC skill!]skill!]
    143. 143. ““I regardI regard aappoloologgizinizing as theg as the most magical, healing,most magical, healing, restorative gesture humanrestorative gesture human beings can make. It is thebeings can make. It is the centerpiece of my work withcenterpiece of my work with executives who want to getexecutives who want to get better.”better.” —Marshall Goldsmith—Marshall Goldsmith , What Got You, What Got You Here Won’t Get You There: How Successful PeopleHere Won’t Get You There: How Successful People BecomeBecome Even More Successful.Even More Successful.
    144. 144. ““Keep a shortKeep a short enemies list. Oneenemies list. One enemy can do moreenemy can do more damage than thedamage than the good done by agood done by a hundred friends.”hundred friends.” ——Bill Walsh (fromBill Walsh (from The Score Takes Care of ItselfThe Score Takes Care of Itself ))
    145. 145. Relationships (of all varieties): THERETHERE ONCE WAS A TIME WHEN AONCE WAS A TIME WHEN A THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD HAVE AVOIDED SETTINGWOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRALOFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETETHAT RESULTED IN A COMPLETE RUPTURE.RUPTURE.
    146. 146. The “three-minuteThe “three-minute call” often-usually-call” often-usually- invariably leads to ainvariably leads to a strenstrenggthenintheningg of theof the relationship. It notrelationship. It not only acts asonly acts as atonement but alsoatonement but also paves the path for apaves the path for a “better than ever”“better than ever” trajectory.trajectory.
    147. 147. THE PROBLEM ISTHE PROBLEM IS RARELY/NEVER THERARELY/NEVER THE PROBLEM. THEPROBLEM. THE RESPONSERESPONSE TO THETO THE PROBLEM INVARIABLYPROBLEM INVARIABLY ENDS UP BEING THEENDS UP BEING THE REAL PROBLEMREAL PROBLEM.* *PERCEPTION IS ALL THERE IS!*PERCEPTION IS ALL THERE IS!
    148. 148. *effective “Repair”/Apology is of the*effective “Repair”/Apology is of the utmost …utmost … strategicstrategic importance!importance! *effective repair is a proper …*effective repair is a proper … corecore valuevalue !! *effective repair is …*effective repair is … trainabletrainable !! *effective repair is a …*effective repair is a … professionprofession !!
    149. 149. ComebackComeback [big, quick response][big, quick response] >>>> PerfectionPerfection
    150. 150. Acquire vs maintain*:Acquire vs maintain*: 5X5X*Recession goal: Higher “market share”*Recession goal: Higher “market share” currentcurrent customerscustomers
    151. 151. ““One of the secrets ofOne of the secrets of a long and fruitful lifea long and fruitful life is to forgive everybodyis to forgive everybody of everything everyof everything every night right beforenight right before going to bed.”going to bed.” —Bernard Baruch—Bernard Baruch
    152. 152. Enterprise Value:Enterprise Value: “We are“We are thoughtfulthoughtful in all wein all we do.”do.”
    153. 153. ThoughtfulnessThoughtfulness is key tois key to customercustomer retentionretention .. ThoughtfulnessThoughtfulness is key tois key to emempploloyyeeee recruitmentrecruitment and satisfactionand satisfaction .. ThoughtfulnessThoughtfulness is key tois key to brand perceptionbrand perception .. ThoughtfulnessThoughtfulness is key to your ability tois key to your ability to look in the mirrorlook in the mirror —and tell your kids—and tell your kids about your job.about your job. ““ThoughtfulnessThoughtfulness isis freefree.”.” ThoughtfulnessThoughtfulness is key tois key to ssppeedineedingg thinthinggss uup—p— itit reduces frictionreduces friction .. ThoughtfulnessThoughtfulness is key tois key to transtranspparencarency andy and eveneven cost containmentcost containment —it abets rather than—it abets rather than stiflesstifles truth-telling.truth-telling.
    154. 154. ““The ‘golden rule’ is ofThe ‘golden rule’ is of no use whatsoeverno use whatsoever unless you realize it isunless you realize it is your move.”your move.” —Frank Crane—Frank Crane
    155. 155. *Thoughtfulness is of the*Thoughtfulness is of the utmost …utmost … strategicstrategic importance!importance! *thoughtfulness is a proper …*thoughtfulness is a proper … corecore valuevalue !! *Thoughtfulness is …*Thoughtfulness is … trainabletrainable !! *Thoughtfulness is a …*Thoughtfulness is a … professionprofession !!
    156. 156. Hard IsHard Is SoftSoft Soft IsSoft Is HardHard
    157. 157. Hard IsHard Is SoftSoft (Plans, #(Plans, #ss )) Soft IsSoft Is HardHard (people,(people, customers, values,customers, values, relationships)relationships)
    158. 158. GiveGive goodgood tea!tea!
    159. 159. Edward VIIEdward VII B. FranklinB. Franklin Or Not: Clinton- Cornwallis- Yorktown
    160. 160. ““In the same bitter winter of 1776 that Gen. George Washington led his beleaguered troopsIn 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 toacross 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 bespectacledengage 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 aand decidedly unfashionable 70-year-old as he entered the world’s fashion capitol sporting a simple brown suit and a fur cap. …simple brown suit and a fur cap. … Franklin’s miracle was that armedFranklin’s miracle was that armed only with hisonly with his canncannyy personal charmpersonal charm and reputation as aand reputation as a scientist and philosopher, he was able to cajole a waryscientist and philosopher, he was able to cajole a wary French government into lending the fledgling AmericanFrench government into lending the fledgling American nation an enormous fortune.nation an enormous fortune. … The enduring image of Franklin in Paris tends… 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 affairsto 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.of state as rigorously as John Adams. When Adams joined Franklin inWhen Adams joined Franklin in Paris in 1779, he was scandalized by the late hours andParis in 1779, he was scandalized by the late hours and French lifestyle his colleague had adopted [says StacyFrench lifestyle his colleague had adopted [says Stacy Schiff, inSchiff, in A Great ImprovisationA Great Improvisation]. Adams was clueless]. Adams was clueless that it was through the dropped hints and seeminglythat it was through the dropped hints and seemingly offhand remarks at these salons that so much of Frenchoffhand remarks at these salons that so much of French diplomacy was conducted.diplomacy was conducted. … Like the Beatles arriving in America, Franklin… Like the Beatles arriving in America, Franklin aroused a fervor—his face appeared on prints, teacups and chamber pots. The extraordinaryaroused 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 couldpopularity 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. …”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 TalkedSource: “In Paris, Taking the Salons By Storm: How the Canny Ben Franklin Talked the French into Forming a Crucial Alliance,”the French into Forming a Crucial Alliance,” U.S. News & World ReportU.S. News & World Report, 0707.08, 0707.08
    161. 161. ““Berezovsky … came under attack from the newlyBerezovsky … came under attack from the newly powerful Primakov, and was shunned by most of thepowerful Primakov, and was shunned by most of the political elitepolitical elite.. Putin made aPutin made a ppoint ofoint of attendinattendingg BerezovskBerezovskyy’s wife’s’s wife’s birthdabirthdayy partparty. Berezovsky repaidy. Berezovsky repaid Putin by championing hisPutin by championing his candidacy to run the F.S.B.,candidacy to run the F.S.B., Russia’s secret police, formerly theRussia’s secret police, formerly the K.G.B., and ultimately byK.G.B., and ultimately by suggesting that the Family makesuggesting that the Family make him president.him president. To sum up, the man’s qualificationsTo sum up, the man’s qualifications were: he did not take a bribe from a car dealership and hadwere: he did not take a bribe from a car dealership and had been unafraid to go to a party for an acquaintance who hadbeen unafraid to go to a party for an acquaintance who had fallen into disfavor.”fallen into disfavor.” —”Dead Soul,”—”Dead Soul,” Vanity FairVanity Fair, October 2008, October 2008
    162. 162. ““Allied commandsAllied commands depend on mutualdepend on mutual confidenceconfidence [and this confidence is][and this confidence is] gained, above allgained, above all through thethrough the develodeveloppmentment ofof friendshifriendshippss.”.” ——General D.D. Eisenhower,General D.D. Eisenhower, Armchair GeneralArmchair General * (05.08)* (05.08)
    163. 163. The Real World’s “Little” Rule BookThe Real World’s “Little” Rule Book Ben/teaBen/tea Norm/teaNorm/tea DDE/make friendsDDE/make friends WFBuckley/make friends-help friendsWFBuckley/make friends-help friends Gust/Suck downGust/Suck down Charlie/poker pal-BOFCharlie/poker pal-BOF Edward VII/dance-flatter-mingle-learn the languageEdward VII/dance-flatter-mingle-learn the language Vladimir Putin/birthday party of outgroup guy’s wifeVladimir Putin/birthday party of outgroup guy’s wife CIO/finance networkCIO/finance network ERP installer/consult-“one line of code”ERP installer/consult-“one line of code” GE Energy/make friends risk assessmentGE Energy/make friends risk assessment GWB/check the invitation listGWB/check the invitation list GHWB/T-notesGHWB/T-notes Hank/60 callsHank/60 calls MarkM/5K-5MMarkM/5K-5M Delaware/show upDelaware/show up Oppy/snub Lewis StraussOppy/snub Lewis Strauss NM/smileNM/smile -$4.3T/tin ear-$4.3T/tin ear tp.com/Big 4-What do you think?tp.com/Big 4-What do you think? Women/genesWomen/genes Banker/after churchBanker/after church Total Bloody Mess/Can they pay back the loan?Total Bloody Mess/Can they pay back the loan?
    164. 164. R.O.I.RR.O.I.R ..
    165. 165. RReturneturn OOnn IInvestment Innvestment In RRelationshipselationships
    166. 166. ““The 7-S Model”The 7-S Model” StrategyStrategy StructureStructure SystemsSystems StyleStyle SkillsSkills StaffStaff Super-ordinate goalSuper-ordinate goal
    167. 167. ““The 7-S Model”The 7-S Model” “Hard S“Hard Sss ”” (Strategy, Structure, Systems)(Strategy, Structure, Systems) “Soft S“Soft SSS ”” (Style, Skills, Staff, Super-ordinate goal)(Style, Skills, Staff, Super-ordinate goal)
    168. 168. ““The 7-S Model”The 7-S Model” StrategyStrategy StructureStructure SystemsSystems StyleStyle (Corporate “Culture,” “The(Corporate “Culture,” “The wayway we do things around here”)we do things around here”) SkillsSkills (“Distinctive(“Distinctive Competence/s”)Competence/s”) StaffStaff (People-Talent)(People-Talent) Super-ordinate goalSuper-ordinate goal (Vision,(Vision, Core Values)Core Values)
    169. 169. ““If I could have chosen not to tackle the IBM cultureIf I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming inhead-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. Inwas toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors ofcomparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.hundreds of thousands of people is very, very hard. [Yet] I came to see in my[Yet] I came to see in my time at IBM that culturetime at IBM that culture isn’t just one aspect ofisn’t just one aspect of the gamethe game ——it is theit is the gamegame.”.” —Lou Gerstner,—Lou Gerstner, Who Says Elephants Can’t DanceWho Says Elephants Can’t Dance
    170. 170. “…“… it isit is thethe game.”game.”
    171. 171. 3030-- fold!fold!
    172. 172. EXCELLENCE/Five Or Less Words To The WiseEXCELLENCE/Five Or Less Words To The Wise 4 most important words:4 most important words: “What do you think?”“What do you think?” (Dave Wheeler(Dave Wheeler @@ tompeters.com: “Most important 4tompeters.com: “Most important 4 words in an organization.”)words in an organization.”) 4 most important words:4 most important words: “How can I help?”“How can I help?” (Boss as CHRO/(Boss as CHRO/ Chief Hurdle Removal Officer)Chief Hurdle Removal Officer) 2 most important words:2 most important words: “Thank you!”“Thank you!” (Appreciation/(Appreciation/ Recognition)Recognition) 2 most important words:2 most important words: “All yours.”“All yours.” (“Hands-off” delegation/(“Hands-off” delegation/ Respect/Trust)Respect/Trust) 3 most important words:3 most important words: “I’m going out.”“I’m going out.” (MBWA/Managing By(MBWA/Managing By Wandering Around/In touch!)Wandering Around/In touch!) 2 most important words:2 most important words: “I’m sorry.”“I’m sorry.” (Power of unconditional(Power of unconditional apology = Stunning! Marshallapology = Stunning! Marshall Goldsmith: #1 exec issue)Goldsmith: #1 exec issue) 5 most important words:5 most important words: “Did you tell the customer?”“Did you tell the customer?” (Over-(Over- communicate!)communicate!) 2 most important words:2 most important words: “She says …”“She says …” (“She” is the customer!)(“She” is the customer!)
    173. 173. 2 most important words:2 most important words: “Yes ma’am.”“Yes ma’am.” (Women are more often(Women are more often than not the best managers.)than not the best managers.) 2 most important words:2 most important words: “Try it!”“Try it!” (My only “for sure” in 44(My only “for sure” in 44 years:years: Herb Kelleher:Herb Kelleher: “We have a strategic“We have a strategic plan, it’s called doing things.”/plan, it’s called doing things.”/BillBill Parcells:Parcells: “Blame no one. Expect“Blame no one. Expect nothing. Do something.”nothing. Do something.”)) 3 most important words:3 most important words: “Try it again!”“Try it again!” (My only “for sure” in(My only “for sure” in 4444 years: MOST TRIES WINS.)years: MOST TRIES WINS.) 2 most important words:2 most important words: “Good try!”“Good try!” (CELEBRATE “good(CELEBRATE “good failures.” Richard Farson/book:failures.” Richard Farson/book: Whoever Makes the Most MistakesWhoever Makes the Most Mistakes Wins.Wins. Samuel Beckett:Samuel Beckett: “Fail. Fail again.“Fail. Fail again. Fail better.”Fail better.”)) 3 most important words:3 most important words: “At your service.”“At your service.” (Organizations(Organizations existexist to serve. Period. Leaders live to serve.to serve. Period. Leaders live to serve. Period.)Period.) 4 most important words:4 most important words: “How are we doing?”“How are we doing?” (To customers,(To customers, regularly.)regularly.) 4 most important words:4 most important words: “How was Mary’s recital?”“How was Mary’s recital?” (Know(Know youryour employees’ kids.)employees’ kids.) 2 most important words:2 most important words: “Let’s party!”“Let’s party!” (Celebrate “small wins”(Celebrate “small wins” atat
    174. 174. EXCELLENCE/Five Or Less Words To The WiseEXCELLENCE/Five Or Less Words To The Wise 1 most important word:1 most important word: “No.”“No.” (“To don’ts” > “To dos”)(“To don’ts” > “To dos”) 1 most important word:1 most important word: “Yes.”“Yes.” (Hey, give it a shot/Anon. quote:(Hey, give it a shot/Anon. quote: ““The best answer is always, ‘What theThe best answer is always, ‘What the hell.’”/hell.’”/Wayne Gretzky:Wayne Gretzky: “You miss“You miss 100% of the shots you don’t take.”100% of the shots you don’t take.”)) 2 most important words:2 most important words: “Lunch today?”“Lunch today?” (“Social stuff” =(“Social stuff” = SecretSecret to problem/opportunity #1:/XFX/to problem/opportunity #1:/XFX/ cross-functional Excellence.)cross-functional Excellence.) 4 most important words:4 most important words: “Thank Dick in accounting.”“Thank Dick in accounting.” (Readily(Readily acknowledge help from otheracknowledge help from other functions.)functions.) 2 most important words:2 most important words: “After you.”“After you.” (Courtesy rules.)(Courtesy rules.) 3 most important words:3 most important words: “Thanks for coming.”“Thanks for coming.” (Civility. E.g.,(Civility. E.g., bossboss acknowledges employee coming toacknowledges employee coming to her/his office.)her/his office.) 2 most important words:2 most important words: “Great smile!”“Great smile!” (Note & acknowledge(Note & acknowledge good attitude.)good attitude.) 1 most important word:1 most important word: “Wow!”“Wow!” (The gold standard … for(The gold standard … for everything.)everything.) 1 most important word:1 most important word: “EXCELLENT!”“EXCELLENT!” (The … ONLY …(The … ONLY … acceptable standard/aspiration.)acceptable standard/aspiration.)
    175. 175. H5H5
    176. 176. All you need to know …All you need to know … HiltonHilton HowardHoward HerbHerb Henry IHenry I Henry IIHenry II HiramHiram HoratioHoratio HillHill HartvilleHartville HelgesenHelgesen HsiehHsieh
    177. 177. READY.READY. FIRE!FIRE! AIM.AIM. H. Ross Perot (vs “Aim! Aim! Aim!” /EDS vs GM/1985)
    178. 178. ““We have aWe have a strategic plan.strategic plan. It’s calledIt’s called doing things.”doing things.” —— Herb KelleherHerb Kelleher
    179. 179. A man approached JP Morgan, held up an envelope, and said, “Sir,A man approached JP Morgan, held up an envelope, and said, “Sir, in my hand I hold a guaranteed formula for success, which I willin my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000.”gladly sell you for $25,000.” “Sir,” JP Morgan replied, “I do not know what is in the envelope,“Sir,” JP Morgan replied, “I do not know what is in the envelope, however if you show me, and I like it, Ihowever if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask.”give you my word as a gentleman that I will pay you what you ask.” The man agreed to the terms, and handed over the envelope. JPThe man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave itMorgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to theone look, a mere glance, then handed the piece of paper back to the gent.gent. And paid him theAnd paid him the agreed upon $25,000.agreed upon $25,000.
    180. 180. 1.1. Every morning,Every morning, writewrite a list of the thingsa list of the things that need to be donethat need to be done that day.that day. 2.2. Do them.Do them. Source: Hugh MacLeod/tompeters.com/NPRSource: Hugh MacLeod/tompeters.com/NPR
    181. 181. KoreaKorea !!
    182. 182. ““We made mistakes, of course. Most of them wereWe made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote theomissions we didn’t think of when we initially wrote the software.software. We fixed them by doing it over and over,We fixed them by doing it over and over, again and again.again and again. We do the same today. While ourWe do the same today. While our competitors are still sucking their thumbs trying tocompetitors are still sucking their thumbs trying to make the design perfect, we’re already on prototypemake the design perfect, we’re already on prototype versionversion ##55.. By the time our rivals areBy the time our rivals are ready with wires and screws, we are on versionready with wires and screws, we are on version ##1010.. It gets back toIt gets back to planning versus actingplanning versus acting :: WeWe act from day oneact from day one;; othersothers plan how toplan how to planplan——forfor
    183. 183. Culture of PrototypingCulture of Prototyping “Effective prototyping may“Effective prototyping may bebe thethe mostmost valuablevaluable corecore competencecompetence anan innovative organization caninnovative organization can hope to have.”hope to have.” —Michael Schrage—Michael Schrage
    184. 184. Think about It!?Think about It!? InnovationInnovation == Reaction to theReaction to the PrototypePrototype Source: Michael SchrageSource: Michael Schrage
    185. 185. ““ExperimenExperimen tt fearlesslyfearlessly ”” Source: BusinessWeek, Type A Organization
    186. 186. ““relentlesrelentles s trial ands trial and error”error”** *cornerstone of effective approach to “rebalancing” company portfolios*cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditionsin the face of changing and uncertain global economic conditions (Wall(Wall Street Journal, 11.08.10)Street Journal, 11.08.10)
    187. 187. Mickey DrexlerMickey Drexler **Bias for instant action/Towering impatience with in-action**Bias for instant action/Towering impatience with in-action **Impatient but not brutal**Impatient but not brutal **Relentless/Speed-of-light experimentation; more ASAP if works, drop if not**Relentless/Speed-of-light experimentation; more ASAP if works, drop if not **Vibrates with energy (literally)**Vibrates with energy (literally) **Always on the prowl—anywhere, everywhere—for ideas**Always on the prowl—anywhere, everywhere—for ideas **Lots of team-standing-around-making-instant-assessments-decisions—all**Lots of team-standing-around-making-instant-assessments-decisions—all contributingcontributing **Likes working with women more than men because F more intuitive than M**Likes working with women more than men because F more intuitive than M **Dresses like the brand—at 66**Dresses like the brand—at 66 **Offense, not defense**Offense, not defense **Communicates all the time [removes fear from hearing “famous” CEO]. Everyone,**Communicates all the time [removes fear from hearing “famous” CEO]. Everyone, including most junior, made part of the decision-making teamincluding most junior, made part of the decision-making team **Listens attentively regardless of age/seniority**Listens attentively regardless of age/seniority **Obvious in his transparent respect for young employees**Obvious in his transparent respect for young employees **Trusts intuition plus fanatic about the numbers**Trusts intuition plus fanatic about the numbers **Expects everyone to know their numbers cold from memory**Expects everyone to know their numbers cold from memory **Always aware of “the business case”—as well as fashion-master**Always aware of “the business case”—as well as fashion-master **Aggressive pricing**Aggressive pricing **MBWA/Managing By Wandering Around**MBWA/Managing By Wandering Around **Open with everyone, from youth to folks at Earnings Call**Open with everyone, from youth to folks at Earnings Call **Constant customer contact/Dialogues with customer/React instantly to customer**Constant customer contact/Dialogues with customer/React instantly to customer feedbackfeedback **Willing to act (experiment) based on one datapoint**Willing to act (experiment) based on one datapoint **Engages with most junior people**Engages with most junior people ****At 66, comfortably uses “hot” words like “Cool” “Wow”At 66, comfortably uses “hot” words like “Cool” “Wow” Source:Source: The New YorkerThe New Yorker/0920.10/0920.10
    188. 188. WeWe areare thethe companycompany we keepwe keep
    189. 189. The “We are what we eat”The “We are what we eat” axiom:axiom: At its core,At its core, evereveryy (!!!)(!!!) relationship-partnership decisionrelationship-partnership decision (employee, vendor, customer, etc) is(employee, vendor, customer, etc) is aa stratestrateggicic decision about:decision about: “Innovate,“Innovate, ‘Yes’ or‘Yes’ or ‘No’ ””
    190. 190. FFFFFFFF **
    191. 191. ““Who’s the mostWho’s the most interesting personinteresting person you’ve met in theyou’ve met in the last 90 days? Howlast 90 days? How do I get in touchdo I get in touch with them?”with them?” —Fred Smith—Fred Smith
    192. 192. ““Somewhere in yourSomewhere in your organization, groups oforganization, groups of people arepeople are alreadalreadyy doindoingg thinthinggs differentls differentlyy andand better. To create lastingbetter. To create lasting change, find these areaschange, find these areas of positive deviance andof positive deviance and fan the flames.”fan the flames.” —Richard Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR
    193. 193. ““d”iversityd”iversity
    194. 194. ““Diverse groups of problem solvers—groupsDiverse groups of problem solvers—groups of people with diverse tools—consistentlyof people with diverse tools—consistently outperformed groups of the best and theoutperformed groups of the best and the brightest. If I formed two groups, onebrightest. If I formed two groups, one randomrandom (and therefore diverse) and one(and therefore diverse) and one consisting of theconsisting of the bestbest individual performers,individual performers, the first group almost always did better. …the first group almost always did better. … DiversityDiversity trumpedtrumped abilityability.”.” —Scott Page,—Scott Page, TheThe Difference: HowDifference: How the Power of Diversity Creates Better Groups,the Power of Diversity Creates Better Groups, Firms, Schools, and SocietiesFirms, Schools, and Societies
    195. 195. Can you pass the …Can you pass the … “Squint“Squint test”?test”?
    196. 196. “‘“‘Decentralization’Decentralization’ isis notnot a piece ofa piece of paper. It’spaper. It’s notnot me.me. It’s either in yourIt’s either in your heartheart, or not.”, or not.” ——Brian Joffe/BIDvestBrian Joffe/BIDvest
    197. 197. EnemyEnemy #1#1 I.C.D.I.C.D. Note 1:Note 1: Inherent/Inevitable/Inherent/Inevitable/ Immutable Centralist DriftImmutable Centralist Drift Note 2: Jim Burke’s 1-word vocabulary:Note 2: Jim Burke’s 1-word vocabulary: “No.”“No.”
    198. 198. ““Fail.Fail. Forward.Forward. Fast.”Fast.” High Tech CEO, Pennsylvania
    199. 199. ““Fail. FailFail. Fail again. Failagain. Fail better.”better.” —Samuel Beckett—Samuel Beckett
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