![#1 of 4,096.#1 of 4,096.
Think about it.*Think about it.*
At length.At length.
Please.Please.
Please.Please.
Please.Please.
Please.Please.
P-l-e-a-s-e.P-l-e-a-s-e.
(*(*Be a literalist—think verBe a literalist—think ver yy
preciselpreciselyy about what these exactabout what these exact
words add up to. And whatwords add up to. And what
preciselpreciselyy they could [should!] meanthey could [should!] mean
toto yyou andou and yyour colleaguesour colleagues.).)](https://image.slidesharecdn.com/theworksc6people2016-160208210946/75/the-works-chapter-6-putting-people-really-first-16-2048.jpg?cb=1668842706)
![““In a world where customers wake upIn a world where customers wake up
every morning asking, ‘What’s new,every morning asking, ‘What’s new,
what’s different, what’s amazing?’what’s different, what’s amazing?’
success desuccess deppends on aends on a
comcomppananyy’s abilit’s abilityy toto
unleash initiative,unleash initiative,
imaimaggination andination and ppassionassion
of emof empploloyyees at all levelsees at all levels
—and this can only happen if all those—and this can only happen if all those
folks are connected heart and soul tofolks are connected heart and soul to
their work [their ‘calling’], theirtheir work [their ‘calling’], their
company and their mission.”company and their mission.” —John Mackey—John Mackey
and Raj Sisoda,and Raj Sisoda, Conscious Capitalism:Conscious Capitalism:
Liberating the Heroic Spirit of Business](https://image.slidesharecdn.com/theworksc6people2016-160208210946/75/the-works-chapter-6-putting-people-really-first-51-2048.jpg?cb=1668842706)
![““JimJim [Riggleman][Riggleman] is a great handler ofis a great handler of
a game. But you can get sevena game. But you can get seven
fans that can ‘handle a game.’fans that can ‘handle a game.’
It’s what haIt’s what happppens afterens after
yyou come down theou come down the
duduggout steout stepps after as after a
ggame that reallame that reallyy
mattersmatters.. That’s when you findThat’s when you find
out who’s a big league manager.out who’s a big league manager.
That’s when Jim goes in hisThat’s when Jim goes in his
office. He thinks his day is over.”office. He thinks his day is over.”
—Quote in—Quote in Washington PostWashington Post by Washington Nationals sourceby Washington Nationals source](https://image.slidesharecdn.com/theworksc6people2016-160208210946/75/the-works-chapter-6-putting-people-really-first-84-2048.jpg?cb=1668842706)
![““No matter what theNo matter what the
situation,situation, [the great manager’s][the great manager’s] firstfirst
resrespponseonse is always tois always to
think about the individualthink about the individual
concerned andconcerned and howhow
thinthinggs can be arrans can be arrangged toed to
helhelpp that individualthat individual
exexpperience successerience success.”.” ——
Marcus Buckingham,Marcus Buckingham,
The One Thing You Need to KnowThe One Thing You Need to Know](https://image.slidesharecdn.com/theworksc6people2016-160208210946/75/the-works-chapter-6-putting-people-really-first-114-2048.jpg?cb=1668842706)
![DDODDOs/s/Deliberately DevelopmentalDeliberately Developmental
OrganizationsOrganizations
““These companies operate on theThese companies operate on the
foundational assumptions that adultsfoundational assumptions that adults
can grow, that not only is attention tocan grow, that not only is attention to
the bottom line and the personalthe bottom line and the personal
growth of all employees desirable, butgrowth of all employees desirable, but
the two are interdependent.the two are interdependent. BothBoth
profitability and individual development rely onprofitability and individual development rely on
structures that are built into every aspect of howstructures that are built into every aspect of how
the company operates. … Decurion and Bridgewaterthe company operates. … Decurion and Bridgewater
[cases] offer a form of proof that the quest for[cases] offer a form of proof that the quest for
business excellence and the search for personalbusiness excellence and the search for personal
realization need not be mutually exclusive—and can,realization need not be mutually exclusive—and can,
in fact, be essential to each other.”in fact, be essential to each other.”
E.g., At Bridgewater Associates, every employeeE.g., At Bridgewater Associates, every employee
(new hire to CEO) has a(new hire to CEO) has a “crew”“crew” that “supports histhat “supports his
or her growth, both professionally and personally.”or her growth, both professionally and personally.”
Source: “Making Business Personal,” Robert Kegan, et al.,Source: “Making Business Personal,” Robert Kegan, et al.,](https://image.slidesharecdn.com/theworksc6people2016-160208210946/75/the-works-chapter-6-putting-people-really-first-118-2048.jpg?cb=1668842706)
![““The ultimate filter weThe ultimate filter we
use [in the hiringuse [in the hiring
process] is that weprocess] is that we
only hireonly hire nicenice people.people. ……
When we finish assessing skills,When we finish assessing skills,
we do something called ‘running the gauntlet.’ Wewe do something called ‘running the gauntlet.’ We
have them interact with 15 or 20 people, andhave them interact with 15 or 20 people, and
everyone of them have what I call a ‘blackballeveryone of them have what I call a ‘blackball
vote,’ which means theyvote,’ which means they
can say if we should not hire that person. I believecan say if we should not hire that person. I believe
in culture so strongly and that one bad apple canin culture so strongly and that one bad apple can
spoil the bunch.spoil the bunch. There are enouThere are enou ggh reallh reallyy
talentedtalented ppeoeopple out there who are nice,le out there who are nice,
yyou don’t reallou don’t reallyy need toneed to pput uut upp withwith ppeoeopplele
who act likewho act like jjerkserks.”.”](https://image.slidesharecdn.com/theworksc6people2016-160208210946/75/the-works-chapter-6-putting-people-really-first-144-2048.jpg?cb=1668842706)
![Focused on implementation.Focused on implementation.
(“This [sort of] stuff” is actually easy to(“This [sort of] stuff” is actually easy to
observe—presence or absence—if you’reobserve—presence or absence—if you’re
on the lookout.)on the lookout.)](https://image.slidesharecdn.com/theworksc6people2016-160208210946/75/the-works-chapter-6-putting-people-really-first-153-2048.jpg?cb=1668842706)
![““As technology takes over more of the facts-based,As technology takes over more of the facts-based,
rules-based, left-brain skills—knowledge workerrules-based, left-brain skills—knowledge worker
skills—employees who excel at human relationsskills—employees who excel at human relations
are emerging as the new ‘it’ men and women.are emerging as the new ‘it’ men and women. MoreMore
employers are recognizing they need workers who areemployers are recognizing they need workers who are
good at team building, collaboration, and culturalgood at team building, collaboration, and cultural
sensitivity. According to research from Oxfordsensitivity. According to research from Oxford
Economics. Other research shows that the mostEconomics. Other research shows that the most
effective teams are not those whose members boast theeffective teams are not those whose members boast the
highest IQs, but rather those whose members are mosthighest IQs, but rather those whose members are most
sensitive to the thoughts and feelings of others. MITsensitive to the thoughts and feelings of others. MIT
data science professor Sandy Pentland [Humandata science professor Sandy Pentland [Human
Dynamics Lab] says,Dynamics Lab] says, ‘It’s not simply the brightest‘It’s not simply the brightest
who have the best ideas; it is those who are bestwho have the best ideas; it is those who are best
at harvesting them from others. It’s not only theat harvesting them from others. It’s not only the
most determined who drive change; it is those whomost determined who drive change; it is those who
most fully engage with like-minded people.. And itmost fully engage with like-minded people.. And it
is not wealth and prestige that best motivatesis not wealth and prestige that best motivates
people; it is respect and help from peers.’”people; it is respect and help from peers.’”
Source:Source: FortuneFortune/Jeff Colvin/“The 100 Best Companies to Work For”/0315.15/Jeff Colvin/“The 100 Best Companies to Work For”/0315.15](https://image.slidesharecdn.com/theworksc6people2016-160208210946/75/the-works-chapter-6-putting-people-really-first-169-2048.jpg?cb=1668842706)
THE WORKS Chapter 6 Putting People (REALLY) First
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People first is terrific, but giving your people "enriching, rewarding lives" (courtesy Richard Branson) is the surest approach to mid- to long-term enterprise effectiveness.
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- 1. Tom Peters’Tom Peters’ EXCELLENCEEXCELLENCE !! ““THE WORKS”THE WORKS” A Half-Century’s Reflections/1966-2016A Half-Century’s Reflections/1966-2016 ChapterChapter SIXSIX:: PUTTING PEOPLEPUTTING PEOPLE (REALLY)(REALLY) FIRSTFIRST 01 January 201601 January 2016 (10+ years of presentation slides at(10+ years of presentation slides at tompeters.comtompeters.com))
- 2. Contents/“The Works”/1966-2016/EXCELLENCEContents/“The Works”/1966-2016/EXCELLENCE !! ChapterChapter ONEONE:: Execution/The “All-Important Last 95%”Execution/The “All-Important Last 95%” ChapterChapter TWOTWO:: EXCELLENCE (Or Why Bother at All?)EXCELLENCE (Or Why Bother at All?) ChapterChapter THREETHREE:: The “Strategy First” MythThe “Strategy First” Myth ChapterChapter FOURFOUR:: (REALLY) First Things Before First Things(REALLY) First Things Before First Things ChapterChapter FIVEFIVE:: 34 BFOs/Blinding Flashes of the Obvious34 BFOs/Blinding Flashes of the Obvious ChapterChapter SIXSIX:: Putting People (REALLY!) FirstPutting People (REALLY!) First ChapterChapter SEVENSEVEN:: Tech Tsunami/Software Is Eating the World++Tech Tsunami/Software Is Eating the World++ ChapterChapter EIGHTEIGHT:: People First/A Moral Imperative Circa 2016People First/A Moral Imperative Circa 2016 ChapterChapter NINENINE:: Giants Stink/Age of SMEs/Be The Best,Giants Stink/Age of SMEs/Be The Best, It’s the Only Market That’s Not CrowdedIt’s the Only Market That’s Not Crowded ChapterChapter TENTEN:: Innovate Or Die/W.T.T.M.S.W./Innovate Or Die/W.T.T.M.S.W./ Whoever Tries The Most Stuff Wins++Whoever Tries The Most Stuff Wins++ ChapterChapter ELEVENELEVEN:: Nine Value-added StrategiesNine Value-added Strategies ChapterChapter TWELVETWELVE:: Value Added/1Value Added/1STST Among Equals/DESIGNAmong Equals/DESIGN MINDEDNESSMINDEDNESS ChapterChapter THIRTEENTHIRTEEN:: The “PSF”/Professional Service Firm “Model”The “PSF”/Professional Service Firm “Model” as Exemplar/“Cure All”as Exemplar/“Cure All” ChapterChapter FOURTEENFOURTEEN:: You/Me/The “Age of ‘BRAND YOU’/‘Me Inc.’”You/Me/The “Age of ‘BRAND YOU’/‘Me Inc.’” ChapterChapter FIFTEENFIFTEEN:: Women Are Market #1 For Everything/Women Are Market #1 For Everything/ Women Are the Most Effective LeadersWomen Are the Most Effective Leaders ChapterChapter SIXTEENSIXTEEN:: Leadership/46 Scattershot TacticsLeadership/46 Scattershot Tactics ChapterChapter SEVENTEENSEVENTEEN:: Avoid Moderation!/PursueAvoid Moderation!/Pursue ““Insanely Great”/Just Say “NO!” to NormalInsanely Great”/Just Say “NO!” to Normal Appendix:Appendix: Library of Best QuotesLibrary of Best Quotes
- 3. This—circa January 2016—is my best shot. It took 50 years to write!This—circa January 2016—is my best shot. It took 50 years to write! (From 1966, Vietnam, U.S. Navy ensign, combat engineer/Navy Seabees—(From 1966, Vietnam, U.S. Navy ensign, combat engineer/Navy Seabees— my 1st “management” job—to today, 2016.) It is …my 1st “management” job—to today, 2016.) It is … “THE WORKS.”“THE WORKS.” THETHE WORKS is presented in PowerPoint format—but it includes 50,000++WORKS is presented in PowerPoint format—but it includes 50,000++ words of annotation, the equivalent of a 250-page book.words of annotation, the equivalent of a 250-page book. The times are nutty—and getting nuttier at an exponential pace. I haveThe times are nutty—and getting nuttier at an exponential pace. I have taken into account as best I can (there really are no “experts”) thetaken into account as best I can (there really are no “experts”) the current context. But I have given equal attention to more or less eternalcurrent context. But I have given equal attention to more or less eternal (i.e., human) verities that will continue to drive organizational(i.e., human) verities that will continue to drive organizational performance and a quest for EXCELLENCE for the next several years—andperformance and a quest for EXCELLENCE for the next several years—and perhaps beyond. (Maybe this bifurcation results from my odd adult lifeperhaps beyond. (Maybe this bifurcation results from my odd adult life circumstances: 30 years in Silicon Valley, 20 years in Vermont.)circumstances: 30 years in Silicon Valley, 20 years in Vermont.) Enjoy.Enjoy. Steal.Steal. P-L-E-A-S-E try something, better yet several somethings.* ** *** ****P-L-E-A-S-E try something, better yet several somethings.* ** *** **** ********** *Make no mistake …*Make no mistake … THISTHIS ISIS AA 1717--CHAPTERCHAPTER BOOKBOOK … which happens to… which happens to be in PowerPoint format; I invite you to join me in this unfinished—half century to datebe in PowerPoint format; I invite you to join me in this unfinished—half century to date —journey.—journey. **My “Life Mantra #1”: WTTMSW/Whoever Tries The Most Stuff Wins.**My “Life Mantra #1”: WTTMSW/Whoever Tries The Most Stuff Wins. ***I am quite taken by N.N. Taleb’s term “antifragile” (it’s the title of his***I am quite taken by N.N. Taleb’s term “antifragile” (it’s the title of his most recent book). The point is not “resilience” in the face of change;most recent book). The point is not “resilience” in the face of change; that’s reactive. Instead the idea is proactive—literally “getting off ” on the madnessthat’s reactive. Instead the idea is proactive—literally “getting off ” on the madness per se; perhaps I somewhat anticipated this with my 1987 book,per se; perhaps I somewhat anticipated this with my 1987 book, Thriving on ChaosThriving on Chaos .. ****Re “new stuff,” this presentation has benefited immensely from Social Media—e.g.,****Re “new stuff,” this presentation has benefited immensely from Social Media—e.g., I have learned a great deal from my 125K+ twitter followers; that is, some fraction ofI have learned a great deal from my 125K+ twitter followers; that is, some fraction of this material is “crowdsourced.”this material is “crowdsourced.” ********** I am not interested in providing a “good presentation.” I amI am not interested in providing a “good presentation.” I am interested in spurring practical action. Otherwise, why waste your time—interested in spurring practical action. Otherwise, why waste your time— or mine?or mine?
- 4. EpigraphsEpigraphs ““Business has to give people enriching, rewarding lives …Business has to give people enriching, rewarding lives … or it's simply not worth doing.”or it's simply not worth doing.” —Richard Branson—Richard Branson ““Your customers will never be any happierYour customers will never be any happier than your employees.”than your employees.” —John DiJulius—John DiJulius ““We have a strategic plan. It’s called ‘doing things.’ ”We have a strategic plan. It’s called ‘doing things.’ ” —Herb Kelleher—Herb Kelleher ““You miss 100% of the shots you never take.”You miss 100% of the shots you never take.” —Wayne—Wayne GretzkyGretzky ““Ready. Fire. Aim.”Ready. Fire. Aim.” —Ross Perot—Ross Perot ““ExecutionExecution isis strategy.”strategy.” —Fred Malek—Fred Malek ““Avoid moderation.”Avoid moderation.” —Kevin Roberts—Kevin Roberts ““I’m not comfortable unless I’m uncomfortable.”I’m not comfortable unless I’m uncomfortable.” —Jay Chiat—Jay Chiat ““It takes 20 years to build a reputation and five minutes to ruin it.”It takes 20 years to build a reputation and five minutes to ruin it.” ——John DiJulius on social mediaJohn DiJulius on social media ““Courtesies of a small and trivial character are the ones whichCourtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.”strike deepest in the grateful and appreciating heart.” —Henry Clay—Henry Clay ““You know a design is cool when you want to lick it.”You know a design is cool when you want to lick it.” —Steve Jobs—Steve Jobs ““This will be the women’s century.”This will be the women’s century.” —Dilma Rousseff—Dilma Rousseff ““Be the best. It’s the only market that’s not crowded.”Be the best. It’s the only market that’s not crowded.” —George Whalin—George Whalin
- 5. First Principles. Guiding Stars. Minimums.First Principles. Guiding Stars. Minimums. **EXECUTION! The “Last 99%.”EXECUTION! The “Last 99%.” GET IT (Whatever) DONE.GET IT (Whatever) DONE. **EXCELLENCE. Always. PERIOD.EXCELLENCE. Always. PERIOD. **People REALLY First! Moral Obligation #1.People REALLY First! Moral Obligation #1. **EXPONENTIAL Tech Tsunami.EXPONENTIAL Tech Tsunami. GET OFF ON CONTINUOUS UPHEAVALS!GET OFF ON CONTINUOUS UPHEAVALS! **Innovate or DIE!Innovate or DIE! WTTMSW/Whoever Tries The Most Stuff Wins!WTTMSW/Whoever Tries The Most Stuff Wins! **Women Buy (EVERYTHING)!Women Buy (EVERYTHING)! Women Are the Best Leaders! Women RULE!Women Are the Best Leaders! Women RULE! **Oldies Have (All of) the Market Power!Oldies Have (All of) the Market Power! **DESIGN Matters! EVERYWHERE!DESIGN Matters! EVERYWHERE! **Maximize TGRs!/Things Gone RIGHT!Maximize TGRs!/Things Gone RIGHT! **SMEs, Age of/“Be the Best,SMEs, Age of/“Be the Best, It’s the Only Market That’s Not Crowded”It’s the Only Market That’s Not Crowded” **Moderation KILLS!Moderation KILLS!
- 6. NEW WORLD ORDERNEW WORLD ORDER ??!! 0810/2011:0810/2011: Apple > ExxonApple > Exxon ** 0724/2015:0724/2015: Amazon > WalmartAmazon > Walmart **** *Market capitalization; Apple became*Market capitalization; Apple became #1#1 in the world.in the world. **Market capitalization; Walmart is a “Fortune**Market capitalization; Walmart is a “Fortune 11”” company—company— the biggest in the world by sales.the biggest in the world by sales.
- 7. Phew.Phew.
- 8. Contents/“The Works”/1966-2016/EXCELLENCEContents/“The Works”/1966-2016/EXCELLENCE !! ChapterChapter ONEONE: Execution/The “All-Important Last 95%”: Execution/The “All-Important Last 95%” ChapterChapter TWOTWO: EXCELLENCE (Or Why Bother at All?): EXCELLENCE (Or Why Bother at All?) ChapterChapter THREETHREE: The “Strategy First” Myth: The “Strategy First” Myth ChapterChapter FOURFOUR: (REALLY) First Things Before First Things: (REALLY) First Things Before First Things ChapterChapter FIVEFIVE: 34 BFOs/Blinding Flashes of the Obvious: 34 BFOs/Blinding Flashes of the Obvious ChapterChapter SIXSIX: Putting People (REALLY!) First: Putting People (REALLY!) First ChapterChapter SEVENSEVEN: Tech Tsunami/Software Is Eating the World++: Tech Tsunami/Software Is Eating the World++ ChapterChapter EIGHTEIGHT: People First/A Moral Imperative Circa 2016: People First/A Moral Imperative Circa 2016 ChapterChapter NINENINE: Giants Stink/Age of SMEs/Be The Best,: Giants Stink/Age of SMEs/Be The Best, It’s the Only Market That’s Not CrowdedIt’s the Only Market That’s Not Crowded ChapterChapter TENTEN: Innovate Or Die/W.T.T.M.S.W./: Innovate Or Die/W.T.T.M.S.W./ Whoever Tries The Most Stuff Wins++Whoever Tries The Most Stuff Wins++ ChapterChapter ELEVENELEVEN: Nine Value-added Strategies: Nine Value-added Strategies ChapterChapter TWELVETWELVE: Value Added/1: Value Added/1STST Among Equals/DESIGNAmong Equals/DESIGN MINDEDNESSMINDEDNESS ChapterChapter THIRTEENTHIRTEEN: The “PSF”/Professional Service Firm “Model”: The “PSF”/Professional Service Firm “Model” as Exemplar/“Cure All”as Exemplar/“Cure All” ChapterChapter FOURTEENFOURTEEN: You/Me/The “Age of ‘BRAND YOU’/‘Me Inc.’”: You/Me/The “Age of ‘BRAND YOU’/‘Me Inc.’” ChapterChapter FIFTEENFIFTEEN: Women Are Market #1 For Everything/: Women Are Market #1 For Everything/ Women Are the Most Effective LeadersWomen Are the Most Effective Leaders ChapterChapter SIXTEENSIXTEEN: Leadership/46 Scattershot Tactics: Leadership/46 Scattershot Tactics ChapterChapter SEVENTEENSEVENTEEN: Avoid Moderation!/Pursue: Avoid Moderation!/Pursue ““Insanely Great”/Just Say “NO!” to NormalInsanely Great”/Just Say “NO!” to Normal Appendix: Library of Best QuotesAppendix: Library of Best Quotes
- 9. ChapterChapter SIXSIX PUTTING PEOPLEPUTTING PEOPLE (REALLY(REALLY !!)) FIRSTFIRST
- 10. ““PEOPLEPEOPLE BEFOREBEFORE STRATEGY”STRATEGY” ——Lead article,Lead article, Harvard Business ReviewHarvard Business Review . July-August 2015,. July-August 2015, by Ram Charan, Dominic Barton, and Dennis Careyby Ram Charan, Dominic Barton, and Dennis Carey
- 11. WowWow !! A long road traveled.A long road traveled. I was involved in years of totalI was involved in years of total intellectual warfare at McKinsey on thisintellectual warfare at McKinsey on this topic.topic. That is, I fought the “strategy barons”That is, I fought the “strategy barons” day and night, year in and year out.day and night, year in and year out. And now the HBR features a coverAnd now the HBR features a cover articlearticle co-written by McKinsey’s Managingco-written by McKinsey’s Managing Director (Barton) on the primacy of theDirector (Barton) on the primacy of the once-ignored “people stuff.”once-ignored “people stuff.” Time flies.Time flies. Or, rather, as I said: WowOr, rather, as I said: Wow !!
- 13. There are 4,096 slides in my 2012,There are 4,096 slides in my 2012, 23-part MOAP/“Mother Of All23-part MOAP/“Mother Of All Presentations,” three years in thePresentations,” three years in the making. ONE slide, by definition,making. ONE slide, by definition, had to come first. This one, ahad to come first. This one, a quote from the inimitable Richardquote from the inimitable Richard Branson, wasBranson, was #1#1/4096 …/4096 …
- 14. ““Business hasBusiness has to give peopleto give people enriching,enriching, rewarding livesrewarding lives ……
- 15. 1/4,096: excellencenow.com1/4,096: excellencenow.com ““Business has to give peopleBusiness has to give people enriching, rewarding lives …enriching, rewarding lives … oror it's simit's simppllyy not worthnot worth doindoing.”g.” ——Richard BransonRichard Branson
- 16. #1 of 4,096.#1 of 4,096. Think about it.*Think about it.* At length.At length. Please.Please. Please.Please. Please.Please. Please.Please. P-l-e-a-s-e.P-l-e-a-s-e. (*(*Be a literalist—think verBe a literalist—think ver yy preciselpreciselyy about what these exactabout what these exact words add up to. And whatwords add up to. And what preciselpreciselyy they could [should!] meanthey could [should!] mean toto yyou andou and yyour colleaguesour colleagues.).)
- 17. NO:NO: “People first.”“People first.” YES:YES: “Business has to give people“Business has to give people enriching, rewarding lives … or it'senriching, rewarding lives … or it's simply not worth doing.”*simply not worth doing.”* *“People first”*“People first” isis terrific. But it is (a) vague andterrific. But it is (a) vague and (b) doesn’t go close to far enough. “Enriching and(b) doesn’t go close to far enough. “Enriching and rewarding lives” is far more inclusive—andrewarding lives” is far more inclusive—and suggests far more than people as an “asset” fromsuggests far more than people as an “asset” from which growth and profits follow.which growth and profits follow. ““People first” is about means to an end—People first” is about means to an end— enterprise success. But “enriching and rewardingenterprise success. But “enriching and rewarding lives” is also an end in and of itself. Of course,lives” is also an end in and of itself. Of course, the good news is that the latter (“enriching andthe good news is that the latter (“enriching and rewarding”) is also the surest approach to mid-rewarding”) is also the surest approach to mid- to long-term enterprise effectiveness and, yes,to long-term enterprise effectiveness and, yes, excellence.excellence.
- 18. Make sense?Make sense? (I hope and pray it does.)(I hope and pray it does.)
- 19. ““Human level capability has notHuman level capability has not turned out to be a special stoppingturned out to be a special stopping point frompoint from an engineering perspective.”an engineering perspective.” ——Illah Reza Nourbakhsh,Illah Reza Nourbakhsh, Robot Futures/2013Robot Futures/2013 ““SOFTWARE IS EATING THESOFTWARE IS EATING THE WORLD.”WORLD.” ——Marc Andreessen/2014Marc Andreessen/2014 ““The computers are in control. WeThe computers are in control. We just live in their world.”just live in their world.” —Danny Hillis, Thinking—Danny Hillis, Thinking Machines/2011Machines/2011 ““The intellectual talents of hiThe intellectual talents of hi gghlhlyy trainedtrained pprofessionals are no morerofessionals are no more pprotected from automation than isrotected from automation than is the driver’s left turnthe driver’s left turn .”.”
- 20. All of this “people stuff” takes onAll of this “people stuff” takes on much more urgency in the face ofmuch more urgency in the face of the tech change which is alreadythe tech change which is already mind-boggling … but is only in itsmind-boggling … but is only in its adolescence.adolescence. I will say much more about this inI will say much more about this in the next Chapter of thisthe next Chapter of this presentation, titled …presentation, titled … ““TechTech Tsunami: Software IsTsunami: Software Is Eating the World++”Eating the World++”
- 21. ““You have toYou have to treat yourtreat your employeesemployees likelike 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,”, “Parting Words of an Airline Pioneer,”
- 22. Kelleher was asked a thousandKelleher was asked a thousand time for his/Southwest’s “successtime for his/Southwest’s “success secrets.” His answer was invariant.secrets.” His answer was invariant. And limited to the single sentenceAnd limited to the single sentence on the prior slide—not unlike Mr.on the prior slide—not unlike Mr. Hilton’s singular focus on thatHilton’s singular focus on that tucked in shower curtain.tucked in shower curtain. (I know Herb pretty well. It ain’t(I know Herb pretty well. It ain’t for show.)for show.)
- 23. EMPLOYEES FIRST, CUSTOMERS SECOND:EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management UpsideTurning Conventional Management Upside DownDown Vineet Nayar/CEO/HCL TechnologiesVineet Nayar/CEO/HCL Technologies
- 24. Speaks for itself, right?Speaks for itself, right?
- 25. ““Who’s on Second?”Who’s on Second?” ““Nobody comes home after a surgery saying,Nobody comes home after a surgery saying, ‘Man, that was the best suturing I’ve ever seen!”‘Man, that was the best suturing I’ve ever seen!” or ‘Sweet, they took out the correct kidney!’or ‘Sweet, they took out the correct kidney!’ Instead, we talk about theInstead, we talk about the ppeoeopplele who took care of us, the ones whowho took care of us, the ones who co-ordinated the wholeco-ordinated the whole pprocedurerocedure —ever—everyyone from the receone from the rece pptionisttionist to the nurses to the surto the nurses to the sur ggeoneon.. And weAnd we don’t just tell stories around the dinner table.don’t just tell stories around the dinner table. We share our experiences through conversationsWe share our experiences through conversations with friends and colleagues and via social mediawith friends and colleagues and via social media sites.”sites.” —from the chapter “What Does Come First?”—from the chapter “What Does Come First?” in the bookin the book Patients Come Second:Patients Come Second: Leading Change By Changing theLeading Change By Changing the Way You LeadWay You Lead by Paul Spiegelman & Britt Berrettby Paul Spiegelman & Britt Berrett
- 26. More. And very interesting take onMore. And very interesting take on the current age of “patient-the current age of “patient- centered care.”centered care.” Wanna put patients first?Wanna put patients first? Put staff “first-Put staff “first- erer.”.”
- 27. ““We are aWe are a ‘‘LifeLife SuccessSuccess’’ Company.”Company.” Dave Liniger, founder, RE/MAX
- 28. ““The organizationThe organization would ultimately winwould ultimately win not because it gavenot because it gave agents more money,agents more money, but because itbut because it ggaveave themthem a chance for bettera chance for better liveslives.”.” —Phil Harkins & Keith Hollihan,—Phil Harkins & Keith Hollihan, Everybody WinsEverybody Wins (the story of(the story of RE/MAXRE/MAX))
- 29. The RE/MAX version.The RE/MAX version.
- 31. Leaders as “Leaders as “ hostshosts.”.” Interesting, eh …Interesting, eh …
- 32. ““The path to aThe path to a hostmanshihostmanshipp culture paradoxically does notculture paradoxically does not go through the guest. In fact it wouldn’t be totally wrong to say that thego through the guest. In fact it wouldn’t be totally wrong to say that the guest has nothing to do with it.guest has nothing to do with it. True hostmanship leaders focus on theirTrue hostmanship leaders focus on their employees. What drives exceptionalism is finding the right people andemployees. What drives exceptionalism is finding the right people and getting them to love their work and see it as a passion. ... The guestgetting them to love their work and see it as a passion. ... The guest comes into the picture only when you are ready to ask, ‘comes into the picture only when you are ready to ask, ‘ Would you preferWould you prefer to stay at a hotel where the staff love their work or where managementto stay at a hotel where the staff love their work or where management has made customers its highest priority?’”has made customers its highest priority?’” ““We wentWe went throuthrouggh the hotel and made ah the hotel and made a ...... ‘‘consideration renovation.consideration renovation. ’’ InsteadInstead of redoinof redoingg bathrooms, dininbathrooms, diningg rooms,rooms, andand gguest rooms, weuest rooms, we ggave emave empploloyyeesees new uniforms, bounew uniforms, bou gght flowers andht flowers and fruit, and chanfruit, and changged colors.ed colors. Our focusOur focus was totallwas totallyy on the staff.on the staff. TheTheyy werewere the ones we wanted to make hathe ones we wanted to make ha ppy.ppy. WeWe wanted them to wake up everwanted them to wake up ever yy morninmorningg excited about a new daexcited about a new da yy at workat work.”.” —Jan Gunnarsson and Olle Blohm,—Jan Gunnarsson and Olle Blohm, Hostmanship:Hostmanship: The Art of Making People Feel WelcomeThe Art of Making People Feel Welcome ..
- 33. “ …“ … The guest comesThe guest comes into the picture onlyinto the picture only when you are ready towhen you are ready to ask,ask, ‘‘WouldWould yyouou pprefer torefer to stastayy at a hotel whereat a hotel where the staff love their workthe staff love their work or where manaor where managgementement has made customers itshas made customers its hihigghesthest pprioritriority?’y?’””
- 34. Don’t skip over this, or just give itDon’t skip over this, or just give it a nod.a nod. Re-read it.Re-read it. Ponder it.Ponder it. Discuss.Discuss. P-L-E-A-S-E.P-L-E-A-S-E. (Take your time.)(Take your time.)
- 35. NO: “Clever”NO: “Clever” NO: “Memorable”NO: “Memorable” YES: “Practical”YES: “Practical” YES:YES: “Actionable.”“Actionable.”
- 36. My gravestMy gravest fearfear is youris your labeling slides like thelabeling slides like the one on “hostmanship” asone on “hostmanship” as “clever.”“clever.” My greatestMy greatest hohoppee isis that you will ponder it,that you will ponder it, talk about it withtalk about it with colleagues, and in a fewcolleagues, and in a few cases figure out actioncases figure out action steps to make it real.steps to make it real.
- 37. Rocket Science.Rocket Science. NOTNOT.. ““If you want staffIf you want staff to give greatto give great service, give greatservice, give great service to staff.”service to staff.” ——Ari Weinzweig, Zingerman’sAri Weinzweig, Zingerman’s Source:Source: Small Giants: Companies That Choose toSmall Giants: Companies That Choose to Be Great Instead of Big,Be Great Instead of Big, Bo BurlinghamBo Burlingham
- 38. As “they” say …As “they” say … NOT ROCKET SCIENCE.NOT ROCKET SCIENCE.
- 39. EXCELLENTEXCELLENT customer experiencecustomer experience depends …depends … entirely …entirely … onon EXCELLENTEXCELLENT employee experience!employee experience! If you want to WOW yourIf you want to WOW your customers,customers, FIRSTFIRST youyou must WOW those whomust WOW those who WOW the customers!WOW the customers!
- 40. I’m getting more and more cantankerous (shortI’m getting more and more cantankerous (short tempered!)tempered!) about this:about this: Job #1Job #1 (& #2 & #3)(& #2 & #3) is to abet peoples'is to abet peoples' personal growth. All otherpersonal growth. All other good things flow theregood things flow there from.from. My idea of a gen-u-ine "genius“My idea of a gen-u-ine "genius“ "breakthrough" idea:"breakthrough" idea: IfIf yyou workou work yyourour heart out to helheart out to hel pp ppeoeopplele ggrow, therow, theyy'll work their'll work their heartshearts out toout to ggive customers aive customers a
- 41. I repeat. This isI repeat. This is NOTNOT rocket science.rocket science. (So why have I had to log 5,000,000 air(So why have I had to log 5,000,000 air miles saying something that ought to bemiles saying something that ought to be obvious as the end of one’s nose? Tooobvious as the end of one’s nose? Too many MBAs running loose? Sorry, lowmany MBAs running loose? Sorry, low blow on my part. Fact is, I don’t knowblow on my part. Fact is, I don’t know where the disconnect is.)where the disconnect is.)
- 43. I willI will notnot “move on.”“move on.” Some say to me,Some say to me, “You’ve been saying the“You’ve been saying the same thing for three decades. Even usingsame thing for three decades. Even using some of the same slides for years—likesome of the same slides for years—like the Kelleher quote. Why not move on?”the Kelleher quote. Why not move on?” No.No. No.No. No.No. I and my like-minded colleagues haveI and my like-minded colleagues have made some progress. But not enough bymade some progress. But not enough by far. I will not move on until these notionsfar. I will not move on until these notions are far far more ingrained than they areare far far more ingrained than they are today.today. PERIOD.PERIOD.
- 44. ““Contrary toContrary to conventional corporateconventional corporate thinking, treating retailthinking, treating retail workers much betterworkers much better may make everyonemay make everyone (including their(including their employers) muchemployers) much richer.”richer.” Source:Source: The Good Jobs StrategyThe Good Jobs Strategy , by M.I.T. professor, by M.I.T. professor
- 45. The Good JobsThe Good Jobs Strategy: How theStrategy: How the Smartest CompaniesSmartest Companies Invest in Employees toInvest in Employees to Lower Costs & BoostLower Costs & Boost ProfitsProfits —Zeynep Ton, MIT Sloan School—Zeynep Ton, MIT Sloan School Notes: Cases all retail, include Costco and TraderNotes: Cases all retail, include Costco and Trader Joe’s.Joe’s. E.g., Costco: Average hourly payE.g., Costco: Average hourly pay $20.89$20.89—40%—40%
- 46. Read this.Read this. (I call it(I call it “The Big Duh.”“The Big Duh.” Should be sooooo obvious.)Should be sooooo obvious.)
- 47. 1996-2014/Twelve companies have been among the1996-2014/Twelve companies have been among the “100 best to work for” in the USA every year, for“100 best to work for” in the USA every year, for all 16 years of the list’s existence; along the way,all 16 years of the list’s existence; along the way, they’ve added/they’ve added/ 341,567 new jobs, or job growth of +172%:341,567 new jobs, or job growth of +172%: PublixPublix Whole FoodsWhole Foods WegmansWegmans NordstromNordstrom Cisco SystemsCisco Systems MarriottMarriott REIREI Goldman SachsGoldman Sachs Four SeasonsFour Seasons SAS InstituteSAS Institute W.L. GoreW.L. Gore TDIndustriesTDIndustries Source:Source: FortuneFortune// “The 100 Best Companies to Work“The 100 Best Companies to Work
- 48. Note: FullyNote: Fully 7/12ths7/12ths ofof the best of the 100 best companies tothe best of the 100 best companies to work for in the USA are in so-called “lowwork for in the USA are in so-called “low wage” components of the service industry.wage” components of the service industry. (So don’t tell me, as many have, “You can(So don’t tell me, as many have, “You can only do this sort of thing at the likes ofonly do this sort of thing at the likes of Google.”Google.” Rubbish!Rubbish!))
- 49. 100 Best Companies to Work100 Best Companies to Work for, 1984-2009:for, 1984-2009: PlusPlus 3.5%3.5% pperer annumannum riskrisk adjusted returnsadjusted returns Source:Source: FortuneFortune/“The 100 Best Companies to Work/“The 100 Best Companies to Work For”/0315.15/Alex Edmunds, WhartonFor”/0315.15/Alex Edmunds, Wharton
- 50. Staggering.Staggering. (Do the math.)(Do the math.)
- 51. ““In a world where customers wake upIn a world where customers wake up every morning asking, ‘What’s new,every morning asking, ‘What’s new, what’s different, what’s amazing?’what’s different, what’s amazing?’ success desuccess deppends on aends on a comcomppananyy’s abilit’s abilityy toto unleash initiative,unleash initiative, imaimaggination andination and ppassionassion of emof empploloyyees at all levelsees at all levels —and this can only happen if all those—and this can only happen if all those folks are connected heart and soul tofolks are connected heart and soul to their work [their ‘calling’], theirtheir work [their ‘calling’], their company and their mission.”company and their mission.” —John Mackey—John Mackey and Raj Sisoda,and Raj Sisoda, Conscious Capitalism:Conscious Capitalism: Liberating the Heroic Spirit of Business
- 52. Boss of one of the superstar firms justBoss of one of the superstar firms just mentioned.mentioned.
- 53. ““I didn’t have a ‘missionI didn’t have a ‘mission statement’ at Burger King. I hadstatement’ at Burger King. I had a dream.a dream. Very simple. It was somethingVery simple. It was something like,like, ‘‘BurBurgger Kiner Kingg isis 250,000250,000 ppeoeopple,le, evereveryy one of whomone of whom ggives a shitives a shit .’.’ Every one.Every one. Accounting. Systems. Not justAccounting. Systems. Not just the drive through. Everyone is ‘inthe drive through. Everyone is ‘in the brand.’ That’s what we’rethe brand.’ That’s what we’re talking about, nothing less.”talking about, nothing less.”
- 54. To the point.To the point. No frills.No frills. Amen.Amen. (FYI: Barry Gibbons, as CEO, brought BK(FYI: Barry Gibbons, as CEO, brought BK back from the brink some 25 years ago.)back from the brink some 25 years ago.)
- 55. ““The greatest satisfaction for management has come not fromThe greatest satisfaction for management has come not from the financial growth ofthe financial growth of CamelliaCamellia itself, but rather fromitself, but rather from having participated in the vast improvement in the living andhaving participated in the vast improvement in the living and working conditions of its employees, resulting from theworking conditions of its employees, resulting from the investment of many tens of millions of pounds into the teainvestment of many tens of millions of pounds into the tea gardens’ infrastructure of roads, factories, hospitals, employees’gardens’ infrastructure of roads, factories, hospitals, employees’ housing and amenities. … Within the Camellia Group there is ahousing and amenities. … Within the Camellia Group there is a strong aesthetic dimension, an intention that it should comprisestrong aesthetic dimension, an intention that it should comprise companies and assets of the highest quality, operating fromcompanies and assets of the highest quality, operating from inspiring offices and manufacturing in state of the art facilities.inspiring offices and manufacturing in state of the art facilities. …… Above all, there is a deeAbove all, there is a dee pp concernconcern for the welfare of each emfor the welfare of each em pploloyyee.ee. This arises not onlThis arises not onl yy from a sense offrom a sense of humanithumanity,y, but also frombut also from the conviction that the lothe conviction that the lo yyaltaltyy of aof a secure and enthusiastic emsecure and enthusiastic em pploloyyeeee will in the lonwill in the longg-term-term pprove to be anrove to be an invaluable cominvaluable comppany assetany asset.”.” ——Camellia: ACamellia: A Very Different CompanyVery Different Company ($600M enterprise/$160M pretax profit/#3 tea producer/etc.)($600M enterprise/$160M pretax profit/#3 tea producer/etc.)
- 56. You can “do it” (peopleYou can “do it” (people REALLYREALLY first)first) withwith tea estatestea estates, for heaven’s, for heaven’s sake—and reap extraordinarysake—and reap extraordinary profitability.profitability. (FYI:(FYI: Camellia: A Very DifferentCamellia: A Very Different CompanyCompany is an uplifting book of the firstis an uplifting book of the first order.)order.)
- 57. THE DREAM MANAGERTHE DREAM MANAGER — by Matthew Kelly— by Matthew Kelly ““AN ORGANIZATION CAN ONLY BECOMEAN ORGANIZATION CAN ONLY BECOME THE-BEST-VERSION-OF-ITSELF TO THETHE-BEST-VERSION-OF-ITSELF TO THE EXTENT THAT THE PEOPLE WHO DRIVEEXTENT THAT THE PEOPLE WHO DRIVE THAT ORGANIZATION ARE STRIVING TOTHAT ORGANIZATION ARE STRIVING TO BECOME BETTER-VERSIONS-OF-BECOME BETTER-VERSIONS-OF- THEMSELVES.”THEMSELVES.” “A company’s purpose is to“A company’s purpose is to become the-best-version-of-itself. The question is: Whatbecome the-best-version-of-itself. The question is: What is an employee’s purpose? Most would say, ‘to help theis an employee’s purpose? Most would say, ‘to help the company achieve its purpose’—company achieve its purpose’— BUT THEY WOULDBUT THEY WOULD BE WRONGBE WRONG. That is certainly part of the employee’s. That is certainly part of the employee’s role, but an employee’s primary purpose is to becomerole, but an employee’s primary purpose is to become the-best-version-of-himself or –herself. … When athe-best-version-of-himself or –herself. … When a company forgets that it exists to serve customers, itcompany forgets that it exists to serve customers, it quickly goes out of business.quickly goes out of business. OUR EMPLOYEESOUR EMPLOYEES AREARE OUR FIRST CUSTOMERS, AND OUR MOSTOUR FIRST CUSTOMERS, AND OUR MOST
- 58. EVERYEVERY employee has a dream …employee has a dream … related to their current job or not.related to their current job or not. FocusinFocusingg on helpinon helpingg emempploloyyees attainees attain those dreams (those dreams ( WHICH MAY NOT BE JOBWHICH MAY NOT BE JOB RELATED—A BIG DEAL)RELATED—A BIG DEAL) is simply theis simply the best wabest wayy to create an environmentto create an environment where emplowhere emplo yyees strive to imees strive to im pproverove themselves more or less each and everthemselves more or less each and ever yy daday—y—and in theand in the pprocess almostrocess almost invariably serve each otherinvariably serve each other ,, and theand the Client, with verveClient, with verve .. (Admission: At first glance I thought “how silly.” At(Admission: At first glance I thought “how silly.” At 3rd through 10th glance I thought … “pure genius.”)3rd through 10th glance I thought … “pure genius.”) ((The Dream ManagerThe Dream Manager , presented in parable form, is, presented in parable form, is based on a wildly successful industrial cleaningbased on a wildly successful industrial cleaning services company. I was fortunate to meet theservices company. I was fortunate to meet the publicity-shy CEO. To use the vernacular, she’s thepublicity-shy CEO. To use the vernacular, she’s the “real deal.”)“real deal.”)
- 60. It’s obvious for football, symphony,It’s obvious for football, symphony, university faculties.university faculties. Why not business?Why not business?
- 61. 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
- 62. ProfitProfit ROCKSROCKS.. Profit is:Profit is: DERIVATIVEDERIVATIVE.. Talent is the driver.Talent is the driver. (I normally run from mission statements.(I normally run from mission statements. This one, from the giant marketingThis one, from the giant marketing services firm, WPP, is about the onlyservices firm, WPP, is about the only exception to that rule.)exception to that rule.)
- 63. 6.2/6.2/ Book ItBook It !!
- 64. Profit Through Putting People First Business Book ClubProfit Through Putting People First Business Book Club Nice Companies Finish First: Why Cutthroat Management Is Over—andNice Companies Finish First: Why Cutthroat Management Is Over—and Collaboration Is In,Collaboration Is In, by Peter Shankman with Karen Kellyby Peter Shankman with Karen Kelly Uncontainable: How Passion, Commitment, and Conscious Capitalism Built a Business WhereUncontainable: How Passion, Commitment, and Conscious Capitalism Built a Business Where Everyone Thrives,Everyone Thrives, by Kip Tindell, CEO Container Storeby Kip Tindell, CEO Container Store Conscious Capitalism: Liberating the Heroic Spirit of Business,Conscious Capitalism: Liberating the Heroic Spirit of Business, by John Mackey,by John Mackey, CEO Whole Foods, and Raj SisodiaCEO Whole Foods, and Raj Sisodia Firms of Endearment: How World-Class Companies Profit from Passion andFirms of Endearment: How World-Class Companies Profit from Passion and Purpose,Purpose, by Raj Sisodia, Jag Sheth, and David Wolfeby Raj Sisodia, Jag Sheth, and David Wolfe The Good Jobs Strategy: How the Smartest Companies Invest in Employees toThe Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits,Lower Costs and Boost Profits, by Zeynep Ton, MITby Zeynep Ton, MIT Joy, Inc.: How We Built a Workplace People Love,Joy, Inc.: How We Built a Workplace People Love, by Richard Sheridan,by Richard Sheridan, CEO Menlo InnovationsCEO Menlo Innovations Employees First, Customers Second: Turning Conventional Management UpsideEmployees First, Customers Second: Turning Conventional Management Upside Down,Down, by Vineet Nayar, CEO, HCL Technologiesby Vineet Nayar, CEO, HCL Technologies Patients Come Second: Leading Change By Changing the Way You LeadPatients Come Second: Leading Change By Changing the Way You Lead by Paulby Paul Spiegelman & Britt BerrettSpiegelman & Britt Berrett The Customer Comes Second: Put Your People First and Watch ’Em Kick Butt,The Customer Comes Second: Put Your People First and Watch ’Em Kick Butt, by Hal Rosenbluth, former CEO, Rosenbluth Internationalby Hal Rosenbluth, former CEO, Rosenbluth International It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy,It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy, by Mike Abrashoff, former commander, USS Benfoldby Mike Abrashoff, former commander, USS Benfold Turn This Ship Around; How to Create Leadership at Every Level,Turn This Ship Around; How to Create Leadership at Every Level, by L. David Marquet, former commander, SSN Santa Feby L. David Marquet, former commander, SSN Santa Fe SmSmall Giants: Companies That Choose to Be Great Instead of Big,all Giants: Companies That Choose to Be Great Instead of Big, by Bo Burlinghamby Bo Burlingham Hidden Champions: Success Strategies of Unknown World Market LeadersHidden Champions: Success Strategies of Unknown World Market Leaders , by Hermann Simon, by Hermann Simon Retail Superstars: Inside the 25 Best Independent Stores in AmericaRetail Superstars: Inside the 25 Best Independent Stores in America ,, by George Whalinby George Whalin Joy at Work: A Revolutionary Approach to Fun on the Job,Joy at Work: A Revolutionary Approach to Fun on the Job, by Dennis Bakke, formerby Dennis Bakke, former CEO, AES CorporationCEO, AES Corporation The Dream Manager,The Dream Manager, by Matthew Kellyby Matthew Kelly The Soft Edge: Where Great Companies Find Lasting Success,The Soft Edge: Where Great Companies Find Lasting Success, by Rich Karlgaard,by Rich Karlgaard, publisher, Forbespublisher, Forbes Delivering Happiness: A Path to ProfitsDelivering Happiness: A Path to Profits , by Tony Hsieh, Zappos, by Tony Hsieh, Zappos Camellia: A Very Different CompanyCamellia: A Very Different Company Fans, Not Customers: How to Create Growth Companies in a No Growth WorldFans, Not Customers: How to Create Growth Companies in a No Growth World , by Vernon Hill, by Vernon Hill Like a Virgin: Secrets They Won’t Teach You at Business SchoolLike a Virgin: Secrets They Won’t Teach You at Business School , by Richard Branson, by Richard Branson
- 65. Putting people really first. I rail about itPutting people really first. I rail about it non-stop and show you quotes from thenon-stop and show you quotes from the likes of Richard Branson and Johnlikes of Richard Branson and John Mackey.Mackey. In fact, there is a real and extensiveIn fact, there is a real and extensive literature around this point—a passel ofliterature around this point—a passel of books that give you the 300-page storybooks that give you the 300-page story of putting and keeping people REALLYof putting and keeping people REALLY first, and the payoffs associatedfirst, and the payoffs associated therewith.therewith. Some exec teams, busy as they are,Some exec teams, busy as they are, have created book clubs to enhancehave created book clubs to enhance their growth. I suggest a full-blowntheir growth. I suggest a full-blown “Profit Through Putting People First“Profit Through Putting People First Business Book Club.” Pick a handful ofBusiness Book Club.” Pick a handful of books off this list—and meet once abooks off this list—and meet once a month to talk about one of them.month to talk about one of them.
- 66. 6.36.3 !!
- 67. ““What employees experience, Customers will. The bestWhat employees experience, Customers will. The best marketing is happy, engaged employees.marketing is happy, engaged employees. YOURYOUR CUSTOMERSCUSTOMERS WILL NEVER BEWILL NEVER BE ANY HAPPIERANY HAPPIER THAN YOURTHAN YOUR EMPLOYEESEMPLOYEES.”.” —John—John DiJulius,DiJulius, The Customer Service Revolution: Overthrow ConventionalThe Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the WorldBusiness, Inspire Employees, and Change the World
- 68. Every now and then I come across aEvery now and then I come across a “perfect sentence” that describes a“perfect sentence” that describes a seminal point with total—and economicalseminal point with total—and economical —clarity. This was one of those, that I—clarity. This was one of those, that I came across early in 2015.came across early in 2015. Perfect!Perfect! Perfectly said!Perfectly said! (De facto “all you need to know—or damn(De facto “all you need to know—or damn close to it.)close to it.) (John DiJulius is a wildly successful entrepreneur who created a top ranked chain(John DiJulius is a wildly successful entrepreneur who created a top ranked chain of spa-salons. He now spends most of his time on customer-service training—withof spa-salons. He now spends most of his time on customer-service training—with clients such as Starbucks and Nordstrom.)clients such as Starbucks and Nordstrom.)
- 69. David Spellman:David Spellman: “Customers will only“Customers will only love a company that loves itslove a company that loves its employees.”employees.” BCMac:BCMac: “My corollary is, ‘How“My corollary is, ‘How we treat one another iswe treat one another is ultimately how we treat theultimately how we treat the clients.’ ”clients.’ ” Vala Afshar:Vala Afshar: “I’ve always said ‘You“I’ve always said ‘You can’t remain a greatcan’t remain a great company oncompany on the outside if you aren’t onethe outside if you aren’t one onon the inside.’”the inside.’”
- 70. Ditto.Ditto. (From a twitter conversation I initiated(From a twitter conversation I initiated on this.)on this.)
- 72. 7 Steps to Sustaining Success7 Steps to Sustaining Success You take care of the people.You take care of the people. The people take care of the service.The people take care of the service. The service takes care of the customer.The service takes care of the customer. The customer takes care of the profit.The customer takes care of the profit. The profit takes care of the re-investment.The profit takes care of the re-investment. The re-investment takes care of the re-invention.The re-investment takes care of the re-invention. The re-invention takes care of the future.The re-invention takes care of the future. (And at every step the only measure is(And at every step the only measure is EXCELLENCE.)EXCELLENCE.)
- 73. 7 Steps to Sustaining Success: And it starts7 Steps to Sustaining Success: And it starts with …with … YouYou taketake care of thecare of the people.people.
- 74. Q.E.D.Q.E.D.
- 76. ““Tom, youTom, you left outleft out one thingone thing …”…”
- 77. I gave a speech in Dublin whichI gave a speech in Dublin which included a list of 50 leadershipincluded a list of 50 leadership traits. After the speech, the headtraits. After the speech, the head of a major marketing servicesof a major marketing services company and I were chatting over,company and I were chatting over, yes, a Guinness. He said my listyes, a Guinness. He said my list had been “terrific”—uh, except Ihad been “terrific”—uh, except I left out the most important item.left out the most important item. ““Which was … ,” I intoned.Which was … ,” I intoned.
- 78. ““Tom, you left outTom, you left out one thing …one thing … LeadersLeaders enenjjooyy leadinleading!”g!”
- 79. This odd point is in fact profound. IfThis odd point is in fact profound. If you don’t “get off” on the messyyou don’t “get off” on the messy “people stuff” and politics and“people stuff” and politics and uncertainty and ambiguity … well, youuncertainty and ambiguity … well, you might have chosen the wrong job—might have chosen the wrong job— leading, that is.leading, that is.
- 81. And then I came across this.And then I came across this. Superb!Superb! Yup.Yup. Some “get off” on the “peopleSome “get off” on the “people stuff.”stuff.” And some …And some … DON’TDON’T..
- 82. BByy definition, thedefinition, the manamanagger cannot doer cannot do all the work herselfall the work herself .. Hence, effectivelHence, effectivel yy,, the manathe managger's soleer's sole tasktask (in pursuit of organizational goals)(in pursuit of organizational goals) isis to make othersto make others——ONEONE AT A TIMEAT A TIME ((andand collectively)collectively) —— successfulsuccessful..
- 84. ““JimJim [Riggleman][Riggleman] is a great handler ofis a great handler of a game. But you can get sevena game. But you can get seven fans that can ‘handle a game.’fans that can ‘handle a game.’ It’s what haIt’s what happppens afterens after yyou come down theou come down the duduggout steout stepps after as after a ggame that reallame that reallyy mattersmatters.. That’s when you findThat’s when you find out who’s a big league manager.out who’s a big league manager. That’s when Jim goes in hisThat’s when Jim goes in his office. He thinks his day is over.”office. He thinks his day is over.” —Quote in—Quote in Washington PostWashington Post by Washington Nationals sourceby Washington Nationals source
- 85. Some miss the boat.Some miss the boat. Or the whole damn harbor.Or the whole damn harbor. This is an interesting way ofThis is an interesting way of putting it.putting it.
- 86. REMEMBERREMEMBER :: YouYou CHOSECHOSE to be a boss/leader.to be a boss/leader. (You were not forced.)(You were not forced.) Hence youHence you CHOSECHOSE to devoteto devote 100100%% of the rest of yourof the rest of your professional careerprofessional career to …to … DEVELOPINGDEVELOPING PEOPLEPEOPLE..
- 88. "When I hire"When I hire someone,someone, that's whenthat's when II ggo to worko to work for themfor them.”.” —John—John DiJulius,DiJulius, "What's the Secret to Providing a World-class Customer"What's the Secret to Providing a World-class Customer Experience"Experience"
- 89. Repeat: Leaders “do” people.Repeat: Leaders “do” people.
- 90. ““The role of the Director isThe role of the Director is to create a space where theto create a space where the actors and actresses canactors and actresses can become more thanbecome more than thetheyy’ve ever been’ve ever been before,before, more than themore than they’y’veve dreamed of beindreamed of being.”g.” ——Robert Altman, Oscar acceptance speechRobert Altman, Oscar acceptance speech
- 91. Repeat: Leaders “do” people.Repeat: Leaders “do” people. It holds in … Hollywood.It holds in … Hollywood. And it holds …And it holds … EQUALLYEQUALLY ** …… at the car dealer’s.at the car dealer’s. (*Damn it(*Damn it !!))
- 92. 6.66.6 Training =Training = InvestmentInvestment ## 11!!
- 93. #1#1 = #1#1*
- 94. 6/2/36/2/3 **
- 95. He’s the quintessential “old pro.”He’s the quintessential “old pro.” No matter. He still …No matter. He still … trainstrains and trains and trainsand trains and trains —and trains some—and trains some more.more. (Most of the “training(Most of the “training gigs” are performed in small, out-gigs” are performed in small, out- of-the-way places.)of-the-way places.)
- 96. Practice!Practice! Training!Training! Growth!Growth! It ain’t a walk in the park—and it appliesIt ain’t a walk in the park—and it applies to each and every one of us. That goesto each and every one of us. That goes 10 X (10 X ( 100X100X?) in 2016.?) in 2016.
- 97. Basketball coach John Wooden, perhaps the best coachBasketball coach John Wooden, perhaps the best coach of anything, ever:of anything, ever: “I was never“I was never much of a gamemuch of a game coach, but I was acoach, but I was a pretty good practicepretty good practice coach.”coach.” Hall of fame football/NFL coach Bill Walsh on preparation:Hall of fame football/NFL coach Bill Walsh on preparation: ““The score takesThe score takes care of itself.”care of itself.” (This was also the(This was also the title of Walsh’s last book.)title of Walsh’s last book.)
- 98. Two pretty damn good “trainers.”Two pretty damn good “trainers.” The outcome of the game per se isThe outcome of the game per se is (more or less) simply a byproduct(more or less) simply a byproduct of peerless training. Does thisof peerless training. Does this translate to business? What atranslate to business? What a silly* (*I wish) question, eh?silly* (*I wish) question, eh?
- 99. 2X2X
- 100. Recession comes. Most retailers cutRecession comes. Most retailers cut back on training to save money.back on training to save money. CONTAINER STORE …CONTAINER STORE … DOUBLESDOUBLES … training for… training for in-store customer-contact employees.in-store customer-contact employees. Perfect time for best effort++ with anyPerfect time for best effort++ with any customers who still come our way, theycustomers who still come our way, they say. And the only plausible path is tosay. And the only plausible path is to double down on helping our closest-to-double down on helping our closest-to- the-customer people grow.the-customer people grow. (FYI: A few years ago Container Store was ranked as the #1(FYI: A few years ago Container Store was ranked as the #1 company to work for in the $18 trillion USA economy.)company to work for in the $18 trillion USA economy.)
- 101. In the Army,In the Army, 33-- starstar ggeneralsenerals worry about training.worry about training. In most businesses,In most businesses, it's a “ho-hum” mid-it's a “ho-hum” mid- level staff function.level staff function.
- 102. FACT.FACT.
- 103. WhyWhy (why(why whywhy whywhy whywhy whywhy whywhy whywhy whywhy whywhy whywhy whywhy whywhy why)why) is intensive-is intensive- extensive trainingextensive training obvious for the army &obvious for the army & navy & sports teams &navy & sports teams & performing arts groupsperforming arts groups —but—but not for thefor the average business?average business?
- 104. Is yourIs your CTOCTO/Chief/Chief Training OfficerTraining Officer (Do you(Do you eveneven have a CTO?)have a CTO?) your top paidyour top paid ““C-level” jobC-level” job (other than(other than CEO/COO)CEO/COO) ?? Are your top trainersAre your top trainers paid/cherished aspaid/cherished as much as your topmuch as your top
- 105. Most firms don’t even have aMost firms don’t even have a “CTO.”“CTO.” For shameFor shame..
- 106. Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)? If not, why not?If not, why not? Are your top trainers paid as much as your top marketers and engineers?Are your top trainers paid as much as your top marketers and engineers? If not, why not?If not, why not? Are your trainingAre your training courses so goodcourses so good they make youthey make you giggle and tingle?giggle and tingle? If not, why not?If not, why not? Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan forRandomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the next 12 months?the next 12 months? If not, why not?If not, why not? Why is your world of business any different than the (competitive) world of rugby, football, opera,Why is your world of business any different than the (competitive) world of rugby, football, opera, theater,theater, the military?the military? If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why notIf “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you?you?
- 107. Training often doesn’t get the attentionTraining often doesn’t get the attention it ought to get because the trainingit ought to get because the training course portfolio is far fromcourse portfolio is far from scintillating.scintillating. (It’s called a vicious(It’s called a vicious circle: Low funding. Lousy courses.circle: Low funding. Lousy courses. Poor evaluations. Even less funding.)Poor evaluations. Even less funding.) I believe the aim must be …I believe the aim must be … UNADULTERATEDUNADULTERATED EXCELLENCE & WOWEXCELLENCE & WOW ININ EVERYEVERY TRAININGTRAINING OFFERING.OFFERING. (Damn it.)(Damn it.)
- 108. Someone at a seminar challenged me on this. Said it wasSomeone at a seminar challenged me on this. Said it was unrealistic and, by the way, what does “tingle” mean. Iunrealistic and, by the way, what does “tingle” mean. I pointed to my sophomore year in college. For uspointed to my sophomore year in college. For us engineers, including civil engineers like me, anengineers, including civil engineers like me, an introductory chemistry course was required. Most of usintroductory chemistry course was required. Most of us looked forward to it as the equivalent of a 4-month longlooked forward to it as the equivalent of a 4-month long root canal. We had two well known professors, Michellroot canal. We had two well known professors, Michell Sienko and Robert Plane. They were scholars of the firstSienko and Robert Plane. They were scholars of the first order and simultaneously entertainers of the first order.order and simultaneously entertainers of the first order. Bottom line: By the end of the course, probably half ofBottom line: By the end of the course, probably half of us (among hundreds) wanted to be chemistry majors.us (among hundreds) wanted to be chemistry majors. Ten years later the same sort of lightning struckTen years later the same sort of lightning struck courtesy an econ prof, Keith Lumsden, at the Stanfordcourtesy an econ prof, Keith Lumsden, at the Stanford business school.business school. That is, there are great teachers and great courses—andThat is, there are great teachers and great courses—and I do not understand why the corporate world can’tI do not understand why the corporate world can’t develop or recruit the Sienkos and Planes anddevelop or recruit the Sienkos and Planes and Lumsdens. Billions/even trillion$$$ are at stake—andLumsdens. Billions/even trillion$$$ are at stake—and great “profs” concocting great courses could do wondersgreat “profs” concocting great courses could do wonders to, say, recruitment and retention and productivity. Asto, say, recruitment and retention and productivity. As to “tingle,” I’m looking for something beyond “veryto “tingle,” I’m looking for something beyond “very good”; I’d accept “earthshaking” or “mind-blowing” or,good”; I’d accept “earthshaking” or “mind-blowing” or,
- 109. Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)? If not, why not?If not, why not? Are your top trainers paid as much as your top marketers and engineers?Are your top trainers paid as much as your top marketers and engineers? If not, why not?If not, why not? Are your training courses so good they make you giggle and tingle?Are your training courses so good they make you giggle and tingle? If not, why not?If not, why not? Randomly stop anRandomly stop an employee in the hall:employee in the hall: CanCan she/he meticulouslshe/he meticulouslyy describe her/hisdescribe her/his develodeveloppmentment pplan for thelan for the next 12 monthsnext 12 months?? If not, why not?If not, why not? Why is your world of business any different than the (competitive) world of rugby,Why is your world of business any different than the (competitive) world of rugby, football, opera, theater,football, opera, theater, the military?the military? If “people/talent first” and hyper-intense continuous training are laughably obviouslyIf “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you?for them, why not you?
- 110. And if the answer is “No” …And if the answer is “No” … herher or his boss should beor his boss should be sternly reprimandedsternly reprimanded ASAPASAP.. (I would say “fired”—but(I would say “fired”—but you might accuse me of over-the-you might accuse me of over-the- top-ism. Heaven forbid.)top-ism. Heaven forbid.)
- 111. Boss & RPD:Boss & RPD: Your (boss’s) jobYour (boss’s) job is (much) safer if everyis (much) safer if every oneone of your team membersof your team members is committed tois committed to RPDRPD/Radical/Radical PersonalPersonal DevelopmentDevelopment.. Actively support oneActively support one
- 112. The boss is the big winner.The boss is the big winner. (A winner at work—(A winner at work— andand a winner ina winner in life as a useful human being.)life as a useful human being.)
- 113. ““The key difference between checkersThe key difference between checkers and chess is that in checkers the piecesand chess is that in checkers the pieces all move the same way, whereas in chessall move the same way, whereas in chess all the pieces move differently. …all the pieces move differently. … Discover what isDiscover what is uniuniqque about eachue about each pperson anderson and cacappitalize on ititalize on it.”.” —Marcus Buckingham,—Marcus Buckingham, The One Thing You Need to KnowThe One Thing You Need to Know
- 114. ““No matter what theNo matter what the situation,situation, [the great manager’s][the great manager’s] firstfirst resrespponseonse is always tois always to think about the individualthink about the individual concerned andconcerned and howhow thinthinggs can be arrans can be arrangged toed to helhelpp that individualthat individual exexpperience successerience success.”.” —— Marcus Buckingham,Marcus Buckingham, The One Thing You Need to KnowThe One Thing You Need to Know
- 115. No generics! Each one of your (boss’s)No generics! Each one of your (boss’s) folks must be treated as an individualfolks must be treated as an individual with support tailored accordingly.with support tailored accordingly. (I hate to analogize business to(I hate to analogize business to parenting; it’s not the same. However,parenting; it’s not the same. However, you would never take the same approachyou would never take the same approach with your kids. Each one iswith your kids. Each one is VERYVERY different than the other/s.)different than the other/s.)
- 116. ““I start with theI start with the premise that thepremise that the function offunction of leadership is toleadership is to pproduce moreroduce more leadersleaders, not, not more followers.”more followers.” —— Ralph NaderRalph Nader
- 117. Leadership opportunities abound—for allLeadership opportunities abound—for all of us, all the time.of us, all the time. (See Betsy Myers’ wonderful(See Betsy Myers’ wonderful TakeTake the Lead: Motivate, Inspire, and Bring Out the Best in Yourselfthe Lead: Motivate, Inspire, and Bring Out the Best in Yourself and Everyone Around You.)and Everyone Around You.) The idea per Mr. NaderThe idea per Mr. Nader is to get everyone focused on growth andis to get everyone focused on growth and thinking and acting like a leader.thinking and acting like a leader. Development accelerates—and theDevelopment accelerates—and the customer is the ultimate beneficiary of acustomer is the ultimate beneficiary of a skilled staff that seizes the momentskilled staff that seizes the moment without muss, fuss, or order shouting.without muss, fuss, or order shouting. Leaders all!Leaders all! (Of course!)(Of course!)
- 118. DDODDOs/s/Deliberately DevelopmentalDeliberately Developmental OrganizationsOrganizations ““These companies operate on theThese companies operate on the foundational assumptions that adultsfoundational assumptions that adults can grow, that not only is attention tocan grow, that not only is attention to the bottom line and the personalthe bottom line and the personal growth of all employees desirable, butgrowth of all employees desirable, but the two are interdependent.the two are interdependent. BothBoth profitability and individual development rely onprofitability and individual development rely on structures that are built into every aspect of howstructures that are built into every aspect of how the company operates. … Decurion and Bridgewaterthe company operates. … Decurion and Bridgewater [cases] offer a form of proof that the quest for[cases] offer a form of proof that the quest for business excellence and the search for personalbusiness excellence and the search for personal realization need not be mutually exclusive—and can,realization need not be mutually exclusive—and can, in fact, be essential to each other.”in fact, be essential to each other.” E.g., At Bridgewater Associates, every employeeE.g., At Bridgewater Associates, every employee (new hire to CEO) has a(new hire to CEO) has a “crew”“crew” that “supports histhat “supports his or her growth, both professionally and personally.”or her growth, both professionally and personally.” Source: “Making Business Personal,” Robert Kegan, et al.,Source: “Making Business Personal,” Robert Kegan, et al.,
- 119. Amen.Amen. Wow.Wow.
- 120. Gamblin’ ManGamblin’ Man Bet #1:Bet #1: >> 5 of 10 CEOs see>> 5 of 10 CEOs see training as expense rathertraining as expense rather than investment.than investment. Bet #2:Bet #2: >> 5 of 10 CEOs see>> 5 of 10 CEOs see training as defense rathertraining as defense rather than offense.than offense. Bet #3:Bet #3: >> 5 of 10 CEOs see>> 5 of 10 CEOs see training as “necessarytraining as “necessary evil” rather than “strategicevil” rather than “strategic opportunity.”opportunity.”
- 121. Bet #4:Bet #4: >> 8 of 10>> 8 of 10 CEOs, in 45-minCEOs, in 45-min “tour d’horizon”“tour d’horizon” of their biz,of their biz, wouldwould NOTNOT mentionmention training.training.
- 122. My odds are not speculative. I’veMy odds are not speculative. I’ve tested this. (Alas.)tested this. (Alas.) (If you had any clue as(If you had any clue as to just how much thisto just how much this pisses me off …)pisses me off …)
- 123. What is theWhat is the #1#1 reason toreason to go berserkgo berserk over training?over training?
- 124. What is the best reason toWhat is the best reason to go bananas over training?go bananas over training? GREED.GREED. (It pays off.)(It pays off.) (Also: Training should be an official part(Also: Training should be an official part ofof thethe R&DR&D budget and a capitalbudget and a capital expense.)expense.)
- 125. Training #1: Bottom LineTraining #1: Bottom Line NOBODYNOBODY gets off thegets off the hook! “Training & Developmenthook! “Training & Development Maniac” applies as much to theManiac” applies as much to the leader of theleader of the 4-person4-person businessbusiness as to the chiefas to the chief of the 44,444-person business.of the 44,444-person business.
- 126. The 4-person firm chief says, “HeyThe 4-person firm chief says, “Hey I can barely make ends meet.I can barely make ends meet. Training? Get serious.”Training? Get serious.” Wrong.Wrong. Wrong.Wrong. Wrong.Wrong. In the 4-person outfit eachIn the 4-person outfit each employee countsemployee counts 1,000X1,000X moremore than in the giant firm. The payoffthan in the giant firm. The payoff from superb training can be no lessfrom superb training can be no less than staggering.than staggering.
- 127. ““The topic is probably the oldest and biggest debate inThe topic is probably the oldest and biggest debate in Customer service.Customer service. What is more important:What is more important: How well you hire, or the trainingHow well you hire, or the training and culture you bring yourand culture you bring your employees into? While both are veryemployees into? While both are very important,important, 7575 percent is thepercent is the Customer service training and theCustomer service training and the service culture of your companyservice culture of your company. Do. Do you really think that Disney has found 50,000 amazingyou really think that Disney has found 50,000 amazing service-minded people? There probably aren’t 50,000service-minded people? There probably aren’t 50,000 people on earth who were born to serve. Companies likepeople on earth who were born to serve. Companies like Ritz-Carlton and Disney find good people and put them inRitz-Carlton and Disney find good people and put them in such a strong service and training environment thatsuch a strong service and training environment that doesn’t allow for accept anything less than excellencedoesn’t allow for accept anything less than excellence .”.”
- 128. As John DiJulius says, this is aAs John DiJulius says, this is a controversial point. But I would tend tocontroversial point. But I would tend to lean (hard) in his direction in many if notlean (hard) in his direction in many if not most situations. Google? Maybe not. Butmost situations. Google? Maybe not. But Google is 5 standard deviations awayGoogle is 5 standard deviations away from the norm—at least.from the norm—at least. Hence, for most of us nothing is moreHence, for most of us nothing is more important than training (and culture).important than training (and culture).
- 129. ““training,training, TRAINING andTRAINING and M-O-R-EM-O-R-E T-R-A-I-N-I-N-G”T-R-A-I-N-I-N-G” ——CINCPAC/Commander-In-Chief PacificCINCPAC/Commander-In-Chief Pacific ChesterChester NimitzNimitz to CNO/Chief of Naval Operations Ernest King/1943to CNO/Chief of Naval Operations Ernest King/1943 (punctuation Nimitz’s, NOT mine); when Pearl Harbor(punctuation Nimitz’s, NOT mine); when Pearl Harbor occurred,occurred, U.S. Navy preparation was found wanting—U.S. Navy preparation was found wanting— the crews’the crews’ training, Nimitz firmly believed, was more importanttraining, Nimitz firmly believed, was more important
- 130. I am more or less …I am more or less … purplepurple with ragewith rage …… at the generic disregard ofat the generic disregard of training in the private sector.training in the private sector.
- 132. ““Development can help greatDevelopment can help great people be evenpeople be even better—better— but ifbut if I had a dollar to spend,I had a dollar to spend, I’d spendI’d spend 7070 centscents getting thegetting the right person in theright person in the door.”door.” ——Paul Russell, Director, Leadership andPaul Russell, Director, Leadership and Development, GoogleDevelopment, Google
- 133. ““In short, hiring isIn short, hiring is thethe most immost impportantortant asasppect ofect of businessbusiness and yetand yet remainsremains woefullywoefully misunderstoodmisunderstood.. ”” Source:Source: Wall Street JournalWall Street Journal, 10.29.08,, 10.29.08, review ofreview of Who: The A Method for Hiring,Who: The A Method for Hiring, Geoff Smart and Randy StreetGeoff Smart and Randy Street
- 134. So do you consider yourself a full-So do you consider yourself a full- bore …bore … PROFESSIONALPROFESSIONAL …… when it comes to hiring?when it comes to hiring? (Take care in answering, please.)(Take care in answering, please.) (If you buy something like the(If you buy something like the “70%,” what could be more“70%,” what could be more important?????)important?????)
- 135. ““The topic is probably the oldest and biggest debate inThe topic is probably the oldest and biggest debate in Customer service.Customer service. What is more important:What is more important: How well you hire, or the trainingHow well you hire, or the training and culture you bring yourand culture you bring your employees into? While both are veryemployees into? While both are very important,important, 7575 percent is thepercent is the Customer service training and theCustomer service training and the service culture of your companyservice culture of your company. Do. Do you really think that Disney has found 50,000 amazingyou really think that Disney has found 50,000 amazing service-minded people? There probably aren’t 50,000service-minded people? There probably aren’t 50,000 people on earth who were born to serve. Companies likepeople on earth who were born to serve. Companies like Ritz-Carlton and Disney find good people and put them inRitz-Carlton and Disney find good people and put them in such a strong service and training environment thatsuch a strong service and training environment that doesn’t allow for accept anything less than excellencedoesn’t allow for accept anything less than excellence .”.”
- 136. Remember/ponder: An alternateRemember/ponder: An alternate view.view.
- 137. So I asked aSo I asked a StarbucksStarbucks rereggional manaional managgerer whywhy her front line folksher front line folks always seemed to havealways seemed to have a smile—a smile— in Saudi Arabia as muchin Saudi Arabia as much as in Boston.as in Boston. And she said …And she said …
- 138. ““It’s simple,It’s simple, really, Tom. Hirereally, Tom. Hire forfor s,s, and,and, aboveabove allall,, ppromoteromote forfor s.”s.”
- 139. ““Oh, uh, sure …”Oh, uh, sure …” (Sorry for being such a dunderhead.)(Sorry for being such a dunderhead.)
- 140. ““We look for ...We look for ... listening, caring,listening, caring, smiling, sayingsmiling, saying ‘Thank you,’‘Thank you,’ being warm.”being warm.” — Colleen— Colleen Barrett, former President, Southwest AirlinesBarrett, former President, Southwest Airlines
- 141. Same same Southwest Airlines!Same same Southwest Airlines! (Gawd, is this ever important!)(Gawd, is this ever important!) (Gawd, is this unusual!)(Gawd, is this unusual!) P-L-E-A-S-E take this to heart …P-L-E-A-S-E take this to heart … NOTNOT in general, but as to the … SPECIFICS.in general, but as to the … SPECIFICS. (These words per se—as written on the(These words per se—as written on the prior slide—are the crux of the matter.)prior slide—are the crux of the matter.)
- 142. Put it (e.g., the likesPut it (e.g., the likes of “smiles in a wayof “smiles in a way that lights up a room”)that lights up a room”) in thein the FORMALFORMAL hiring criteria list.hiring criteria list. DAMNDAMN ITIT!!
- 143. Could you please please please considerCould you please please please consider plain English?plain English? Example:Example: Not “engages the interviewer in aNot “engages the interviewer in a positive fashion.”positive fashion.” Instead:Instead: “SMILES A“SMILES A LOT.”LOT.”
- 144. ““The ultimate filter weThe ultimate filter we use [in the hiringuse [in the hiring process] is that weprocess] is that we only hireonly hire nicenice people.people. …… When we finish assessing skills,When we finish assessing skills, we do something called ‘running the gauntlet.’ Wewe do something called ‘running the gauntlet.’ We have them interact with 15 or 20 people, andhave them interact with 15 or 20 people, and everyone of them have what I call a ‘blackballeveryone of them have what I call a ‘blackball vote,’ which means theyvote,’ which means they can say if we should not hire that person. I believecan say if we should not hire that person. I believe in culture so strongly and that one bad apple canin culture so strongly and that one bad apple can spoil the bunch.spoil the bunch. There are enouThere are enou ggh reallh reallyy talentedtalented ppeoeopple out there who are nice,le out there who are nice, yyou don’t reallou don’t reallyy need toneed to pput uut upp withwith ppeoeopplele who act likewho act like jjerkserks.”.”
- 145. Nice guysNice guys do notdo not finish last.finish last. (And “nice” is the #1 lubricant for an(And “nice” is the #1 lubricant for an effective-cooperative corporate culture.)effective-cooperative corporate culture.) (Also: Source is a pharmaceutical(Also: Source is a pharmaceutical company, not Disneyworld.)company, not Disneyworld.)
- 146. ““When we talk about theWhen we talk about the qualities we want inqualities we want in people,people, ememppathathy is a bigy is a big one.one. …… If you can empathize withIf you can empathize with people, then you can do a good job. If youpeople, then you can do a good job. If you have no ability to empathize, then it’shave no ability to empathize, then it’s difficult to help people improve.difficult to help people improve. Everything becomes harder.Everything becomes harder. One wayOne way that empathy manifeststhat empathy manifests itself is courtesy.itself is courtesy. … It’s not… It’s not just a veneer of politeness, but actuallyjust a veneer of politeness, but actually trying to anticipate someone else’s needstrying to anticipate someone else’s needs
- 147. Nice on steroids: Empathetic!Nice on steroids: Empathetic!
- 148. Observed closely during MayoObserved closely during Mayo Clinic employment interviewsClinic employment interviews (for renown surgeons as well as(for renown surgeons as well as others): The frequency of use ofothers): The frequency of use of “I”“I” oror “We“We.. ””
- 149. More on plain English? Not “exhibitsMore on plain English? Not “exhibits traits associated with good teamwork.”traits associated with good teamwork.” Instead:Instead: “Uses“Uses ‘We’‘We’ more thanmore than ‘I’‘I’.”.” (FYI: Love this!)(FYI: Love this!) (FYI 2: The Mayo Clinic book, as(FYI 2: The Mayo Clinic book, as suggested earlier, is … SUPERB.)suggested earlier, is … SUPERB.)
- 150. ““I can’t tellI can’t tell yyou howou how manmanyy times wetimes we ppassed uassed upp hotshotshotshots forfor gguuyys we thous we thougghtht were betterwere better ppeoeopplele …… and watched our guys do a lot betterand watched our guys do a lot better than the big names, not just in thethan the big names, not just in the classroom, but on the field—and,classroom, but on the field—and, naturally, after they graduated, too.naturally, after they graduated, too. Again and again, the blue chips fadedAgain and again, the blue chips faded out, and our little up-and-comersout, and our little up-and-comers clawed their way to all-conference andclawed their way to all-conference and All-America teams.”All-America teams.” —Bo Schembechler & John—Bo Schembechler & John Bacon), “Recruit for Character,”Bacon), “Recruit for Character,” Bo’s Lasting LessonsBo’s Lasting Lessons
- 151. Character/“better people”: Again, beCharacter/“better people”: Again, be explicit.; use plain English.explicit.; use plain English.
- 152. ““When assessing candidates, theWhen assessing candidates, the first thing I looked for was energyfirst thing I looked for was energy and enthusiasm for execution.and enthusiasm for execution. Does she talk aboutDoes she talk about the thrill ofthe thrill of ggettinettingg thinthinggs done, thes done, the obstacles overcome,obstacles overcome, the role herthe role her ppeoeopplele pplalayyeded —or does she keep—or does she keep wandering back to strategy orwandering back to strategy or philosophy?”philosophy?” —Larry Bossidy,—Larry Bossidy, ExecutionExecution
- 153. Focused on implementation.Focused on implementation. (“This [sort of] stuff” is actually easy to(“This [sort of] stuff” is actually easy to observe—presence or absence—if you’reobserve—presence or absence—if you’re on the lookout.)on the lookout.)
- 154. Vanity Fair:Vanity Fair: “What is your most“What is your most marked characteristic?”marked characteristic?” Mike Bloomberg:Mike Bloomberg: ““Curiosity.”Curiosity.”
- 155. Hire for curiosity.Hire for curiosity. EXPLICITLY.EXPLICITLY. E-X-P-L-I-C-I-T-L-Y.E-X-P-L-I-C-I-T-L-Y.
- 156. LISTENINGLISTENING CARINGCARING SMILINGSMILING SAYING ‘THANK YOU’SAYING ‘THANK YOU’ BEING WARMBEING WARM NICENICE EMPATHETICEMPATHETIC “WE”“WE” (not “I”)(not “I”) CHARACTERCHARACTER (“better people”)(“better people”) CURIOUSCURIOUS IMPLEMENTATIONIMPLEMENTATION (not(not strategy)strategy)
- 157. Pretty good list of traits, eh?Pretty good list of traits, eh? Again: Key words areAgain: Key words are “Plain“Plain English”English” (use these words, “kind,”(use these words, “kind,” “we,” etc.)“we,” etc.)
- 158. AndrewAndrew CarneCarneggieie’s Tombstone Inscription’s Tombstone Inscription …… 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 himself.himself. Source: Peter Drucker,Source: Peter Drucker, The Practice of ManagementThe Practice of Management
- 159. Such aSuch a VERYVERY big deal.big deal. And oh-so-rare.And oh-so-rare. (Alas.)(Alas.)
- 160. 6.7.26.7.2 Hiring: WhatHiring: What About theAbout the Liberal ArtsLiberal Arts Majors?Majors?
- 161. ““MANAGEMENMANAGEMEN T AS AT AS A TRULYTRULY LIBERALLIBERAL ART”ART” ——Peter DruckerPeter Drucker
- 162. Response to question on hisResponse to question on his (Peter Drucker’s) “most important(Peter Drucker’s) “most important contribution”:contribution”: “I focused this“I focused this discipline on people and power; ondiscipline on people and power; on values, structure, andvalues, structure, and constitution; and above all, onconstitution; and above all, on responsibilities—responsibilities— THAT IS,THAT IS, I FOCUSED THEI FOCUSED THE DISCIPLINE OFDISCIPLINE OF MANAGEMENT ONMANAGEMENT ON MANAGEMENT AS AMANAGEMENT AS A TRULY LIBERAL ARTTRULY LIBERAL ART.”.” (18 January 1999)(18 January 1999)
- 163. Hard is Soft. Soft is hard.Hard is Soft. Soft is hard. Management, according to the master/PeterManagement, according to the master/Peter Drucker, is a …Drucker, is a … LIBERALLIBERAL ARTART.. * *** **(*P-l-e-a-s-e convey that to the business(*P-l-e-a-s-e convey that to the business schools—fat chance getting an iota ofschools—fat chance getting an iota of reaction.)reaction.) (**The consequences of this are enormous.(**The consequences of this are enormous. The impact on people practices, for oneThe impact on people practices, for one giant thing, are mind boggling—starting,giant thing, are mind boggling—starting,
- 164. ForbesForbes/Cover/17 August 2015/Cover/17 August 2015 THE NEW GOLDEN TICKET: YOUTHE NEW GOLDEN TICKET: YOU DON’T HAVE TO CODE TO GETDON’T HAVE TO CODE TO GET RICH. HOW LIBERAL ARTS GRADSRICH. HOW LIBERAL ARTS GRADS ARE CONQUERING SILICON VALLEYARE CONQUERING SILICON VALLEY Headlines:Headlines: ““Revenge of the Philosophy Majors: In SiliconRevenge of the Philosophy Majors: In Silicon Valley brilliant coding and engineering is a given.Valley brilliant coding and engineering is a given. The realThe real value added, increasingly, comes from the peoplevalue added, increasingly, comes from the people who can sell and humanize. Which is why techwho can sell and humanize. Which is why tech startups suddenly crave liberal arts majors.”startups suddenly crave liberal arts majors.” ““The job of a software engineer is getting moreThe job of a software engineer is getting more automated. What’s far more labor intensive is theautomated. What’s far more labor intensive is the jobjob
- 165. ““That 'Useless'That 'Useless' Liberal ArtsLiberal Arts Degree HasDegree Has Become Tech'sBecome Tech's Hottest Ticket.”Hottest Ticket.” Source: title,Source: title, ForbesForbes cover story (17 August 2015cover story (17 August 2015)
- 166. ““Software companies areSoftware companies are discovering that liberaldiscovering that liberal arts thinking makes themarts thinking makes them stronger. People withoutstronger. People without a tech degree maya tech degree may already may bealready may be benefiting the most frombenefiting the most from tech’s boom.”tech’s boom.” ——ForbesForbes cover story, “That 'Useless' Liberal Artscover story, “That 'Useless' Liberal Arts Degree Has Become Tech's Hottest Ticket.” (17Degree Has Become Tech's Hottest Ticket.” (17 August 2015August 2015)
- 167. ““One of the most glistening of tech’s ten-digitOne of the most glistening of tech’s ten-digit “unicorn” startups, boasting 1.1 million users and a“unicorn” startups, boasting 1.1 million users and a private market valuation of $2.8 billion. If you’ve usedprivate market valuation of $2.8 billion. If you’ve used Slack’s team-based messaging software, you know thatSlack’s team-based messaging software, you know that one of its catchiest innovations is Slackbot, a helpfulone of its catchiest innovations is Slackbot, a helpful little avatar that pops up periodically to provide tipslittle avatar that pops up periodically to provide tips so jaunty that it seems human. Such creativity can’t beso jaunty that it seems human. Such creativity can’t be programmed.programmed. Instead, much of it is mintedInstead, much of it is minted by one of Slack’s 180 employees, Annaby one of Slack’s 180 employees, Anna Pickard , the 38-year-old editorialPickard , the 38-year-old editorial director. She earned a theater degreedirector. She earned a theater degree from Britain’s Manchester Metropolitanfrom Britain’s Manchester Metropolitan University before discovering that sheUniversity before discovering that she hated the constant snubs of auditionshated the constant snubs of auditions that didn’t work outthat didn’t work out.. After winning acclaim forAfter winning acclaim for her blogging, videogame writing and cather blogging, videogame writing and cat impersonations, she found her way into tech, whereimpersonations, she found her way into tech, where she cooks up zany replies to users who type in ‘I loveshe cooks up zany replies to users who type in ‘I love you, Slackbot.’ It’s her mission, Pickard explains, ‘toyou, Slackbot.’ It’s her mission, Pickard explains, ‘to provide users with extra bits of surprise and delight.’provide users with extra bits of surprise and delight.’
- 168. Cracks in tech’s “Engineering UberCracks in tech’s “Engineering Uber Alles” edifice.Alles” edifice.
- 169. ““As technology takes over more of the facts-based,As technology takes over more of the facts-based, rules-based, left-brain skills—knowledge workerrules-based, left-brain skills—knowledge worker skills—employees who excel at human relationsskills—employees who excel at human relations are emerging as the new ‘it’ men and women.are emerging as the new ‘it’ men and women. MoreMore employers are recognizing they need workers who areemployers are recognizing they need workers who are good at team building, collaboration, and culturalgood at team building, collaboration, and cultural sensitivity. According to research from Oxfordsensitivity. According to research from Oxford Economics. Other research shows that the mostEconomics. Other research shows that the most effective teams are not those whose members boast theeffective teams are not those whose members boast the highest IQs, but rather those whose members are mosthighest IQs, but rather those whose members are most sensitive to the thoughts and feelings of others. MITsensitive to the thoughts and feelings of others. MIT data science professor Sandy Pentland [Humandata science professor Sandy Pentland [Human Dynamics Lab] says,Dynamics Lab] says, ‘It’s not simply the brightest‘It’s not simply the brightest who have the best ideas; it is those who are bestwho have the best ideas; it is those who are best at harvesting them from others. It’s not only theat harvesting them from others. It’s not only the most determined who drive change; it is those whomost determined who drive change; it is those who most fully engage with like-minded people.. And itmost fully engage with like-minded people.. And it is not wealth and prestige that best motivatesis not wealth and prestige that best motivates people; it is respect and help from peers.’”people; it is respect and help from peers.’” Source:Source: FortuneFortune/Jeff Colvin/“The 100 Best Companies to Work For”/0315.15/Jeff Colvin/“The 100 Best Companies to Work For”/0315.15
- 170. Hmmm.Hmmm. Interesting perspective.Interesting perspective. Hardly mainstream.Hardly mainstream. Perhaps accurate.Perhaps accurate.
- 172. ““Reliance on stars is a highlReliance on stars is a highl yy ssppeculativeeculative ppractice,ractice, since we reallsince we reall yy don’t know verdon’t know veryy much about whatmuch about what drives outstandindrives outstandin gg individualindividual pperformanceerformance. …. … Chapter 3 presents our most central and globalChapter 3 presents our most central and global finding about the effects of changing employers onfinding about the effects of changing employers on star analysts’ performance.star analysts’ performance. In short,In short, exceptional performance is far lessexceptional performance is far less portable than is widely believed.portable than is widely believed. Global stars experienced anGlobal stars experienced an immediate degradation inimmediate degradation in performance. Even after five years atperformance. Even after five years at a new firm,a new firm, star analysts who changed employersstar analysts who changed employers underperformed comparable starunderperformed comparable star analysts who stayed put.”analysts who stayed put.” —Boris Groysberg, professor of business administration, Harvard,—Boris Groysberg, professor of business administration, Harvard, Chasing Stars: The Myth of Talent and the Portability of PerformanceChasing Stars: The Myth of Talent and the Portability of Performance
- 173. Hiring “stars” is not the answer to all yourHiring “stars” is not the answer to all your performance needs!performance needs! Context/culture matters.Context/culture matters.
- 174. ““The topic is probably the oldest and biggest debate inThe topic is probably the oldest and biggest debate in Customer service.Customer service. What is more important:What is more important: How well you hire, or the trainingHow well you hire, or the training and culture you bring yourand culture you bring your employees into? While both are veryemployees into? While both are very important,important, 7575 percent is thepercent is the Customer service training and theCustomer service training and the service culture of your companyservice culture of your company. Do. Do you really think that Disney has found 50,000 amazingyou really think that Disney has found 50,000 amazing service-minded people? There probably aren’t 50,000service-minded people? There probably aren’t 50,000 people on earth who were born to serve. Companies likepeople on earth who were born to serve. Companies like Ritz-Carlton and Disney find good people and put them inRitz-Carlton and Disney find good people and put them in such a strong service and training environment thatsuch a strong service and training environment that doesn’t allow for accept anything less than excellencedoesn’t allow for accept anything less than excellence .”.”
- 176. 6.86.8 QuietQuiet
- 177. omnipresent belief that the ideal self is gregarious, alpha, and comfortableomnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers action to contemplation,in the spotlight. The archetypal extrovert prefers action to contemplation, risk-taking to heed-taking, certainty to doubt. … We think that we valuerisk-taking to heed-taking, certainty to doubt. … We think that we value individuality, but all too often we admire one type of individual …individuality, but all too often we admire one type of individual … Introversion is now a second-class personality trait. …Introversion is now a second-class personality trait. … TheThe Extrovert Ideal has been documented inExtrovert Ideal has been documented in manmanyy studies. Talkativestudies. Talkative ppeoeopple, forle, for examexampple, are rated as smarter, betterle, are rated as smarter, better lookinlookingg, more interestin, more interestin gg, and more, and more desirable as friends. Velocitdesirable as friends. Velocit yy of sof sppeecheech counts as well as volume: We rank fastcounts as well as volume: We rank fast talkerstalkers as more comas more comppetent and likeable than slowetent and likeable than slow ones. But we make aones. But we make a ggrave mistake torave mistake to embrace the Extrovert Ideal soembrace the Extrovert Ideal so unthinkinunthinkinggllyy.. … As the science journalist Winifred Gallagher… As the science journalist Winifred Gallagher writes, ‘The glory of the disposition that stops to consider stimuli ratherwrites, ‘The glory of the disposition that stops to consider stimuli rather than rushing to engage with them is its long association with intellectualthan rushing to engage with them is its long association with intellectual and artistic achievement. Neither E = mc squared or Paradise Lost wasand artistic achievement. Neither E = mc squared or Paradise Lost was dashed off by a party animal.’ Even in less obviously introverteddashed off by a party animal.’ Even in less obviously introverted occupations, like finance, politics, and activism, some of the greatestoccupations, like finance, politics, and activism, some of the greatest leaps forward were made by introverts … figures like Eleanor Roosevelt,leaps forward were made by introverts … figures like Eleanor Roosevelt, Warren Buffett and Gandhi achieved what they did not in spite of butWarren Buffett and Gandhi achieved what they did not in spite of but
- 178. Susan Cain’sSusan Cain’s Quiet: The Power ofQuiet: The Power of Introverts in a World ThatIntroverts in a World That Can’t Stop TalkingCan’t Stop Talking made amade a profound impact on me. We tend toprofound impact on me. We tend to favor the “noisy ones”—and thencefavor the “noisy ones”—and thence downplay the power of the 50%downplay the power of the 50% amongst us who are “the quiet ones.”amongst us who are “the quiet ones.” I.e., we blow off (or, at least,I.e., we blow off (or, at least, undervalue) almostundervalue) almost 50%50% 0f0f the talent pool.the talent pool. Talk about a “missed opportunity”Talk about a “missed opportunity” !!
- 179. ““Among the most effective leaders I haveAmong the most effective leaders I have encountered and worked with in half aencountered and worked with in half a century, some have locked themselves intocentury, some have locked themselves into their offices and others were ultra-their offices and others were ultra- gregarious. Some were quick and impulsive,gregarious. Some were quick and impulsive, some studied the situation and took foreversome studied the situation and took forever to come to a decision.to come to a decision. The one andThe one and onlonlyy personalitpersonalityy trait thetrait the effective ones did have ineffective ones did have in common was somethincommon was somethingg thetheyy diddid not have: Thenot have: Theyy had little or nohad little or no ‘charisma,’ and little use for the‘charisma,’ and little use for the termterm.”.” —Peter Drucker, in—Peter Drucker, in Susan Cain,Susan Cain, Quiet: The Power of Introverts in a World That Can’t Stop TalkingQuiet: The Power of Introverts in a World That Can’t Stop Talking
- 180. Wow.Wow. (( VERYVERY) strong language.) strong language. From a rather reliable source.From a rather reliable source.