Tom Peters’ Excellence.Always. Helsinki/27 March 2009

Tom Peters’Tom Peters’

Excellence.Excellence.Always.Always.

Helsinki/27 March 2009Helsinki/27 March 2009

NOTENOTE:: To appreciateTo appreciate this presentation this presentation [and ensure [and ensure

that it is not a that it is not a messmess],], you need you need Microsoft fonts:Microsoft fonts:

“Showcard Gothic,”“Showcard Gothic,” “Ravie,”“Ravie,” “Chiller”“Chiller”

andand “Verdana”“Verdana”

Tom Peters’Tom Peters’

Excellence.Excellence.now.now.

More than ever.More than ever.Helsinki/27March 2009Helsinki/27March 2009

““It suddenly It suddenly occurred to me …occurred to me …

“It suddenly occurred to me that that in the space of two in the space of two or three hours he or three hours he

nevernever talked talked about about carscars.”.” —Les Wexner—Les Wexner

Message from a banker, circa 1988:Message from a banker, circa 1988: “Tom let “Tom let me tell you the definition of a me tell you the definition of a

good lending officer. After good lending officer. After church on Sunday, on the way church on Sunday, on the way home with his family, he takes home with his family, he takes a little detour to drive by the a little detour to drive by the factory he just lent money to. factory he just lent money to.

Doesn’t go in or any suchDoesn’t go in or any such thing, just drives by and thing, just drives by and

takes a look.”takes a look.”

MBWMBWAA

Conrad Hilton, at a gala Conrad Hilton, at a gala celebrating his career,celebrating his career,

was asked, “What was the was asked, “What was the most important lesson most important lesson

you’ve learned in your long you’ve learned in your long and distinguished career?” and distinguished career?”

His immediate answer …His immediate answer …

““remember remember to tuck the to tuck the

shower curtain shower curtain inside the inside the bathtubbathtub””

““Execution Execution isis strategy.”strategy.”

—Fred Malek—Fred Malek

Part Part ONEONE

#1#1

Little =Little =

BIBIGG

#2#2

7X.7X. 7:30A-8:00P. 7:30A-8:00P.

F12A.F12A.7:30AM = 7:30AM = 7:15AM.7:15AM.

8:00PM = 8:00PM = 8:15PM.8:15PM.

““No” = No” = 2*2**Yes Bank*Yes Bank

2,000,0002,000,000

#3#3

Don’t like it?Don’t like it?Don’t pay.Don’t pay.

Source: Granite Rock Co.Source: Granite Rock Co.

#4#4

Red light flashes=Red light flashes=

-10%-10%

#5#5

Promised vs Delivered:Promised vs Delivered:

+15%+15%Source; Elgin Corrugated BoxSource; Elgin Corrugated Box

#6#6

It It BEGINSBEGINS (and (and ENDSENDS) )

in the …in the …

parkingparking lotlot**

*Disney*Disney

#7#7

$100+ purchase/ $100+ purchase/ 3-cent3-cent lemonlemon

NationalNational “Brand”/ “Brand”/ 2-cent2-cent candycandy

#8#8

FFLLOOWWEERRPPOOWWEERR

BBLLOOOOMMBBEERRGG’S’SFFLLOOWWEERRPPOOWWEERR

#9#9

Send out (push email) menu:Send out (push email) menu:

10-15%10-15%

Source: SF restaurantSource: SF restaurant

#10#10

2X2XSource: Container Store/increase average sale per shopperSource: Container Store/increase average sale per shopper

#11#11

(1) LAN Installation Co. (3%)(1) LAN Installation Co. (3%)

(2) (2) “Geek Squad”“Geek Squad” (30%) (30%)

(3) Best Buy contracts(3) Best Buy contracts(4) Best Buy purchases(4) Best Buy purchases

(5) Best Buy’s (5) Best Buy’s “brand “brand promise”promise”

Source: Best Buy (Circuit City: fire senior, hire junior)Source: Best Buy (Circuit City: fire senior, hire junior)

#12#12

Bag sizes = New markets:Bag sizes = New markets:

$B$BSource: PepsiCoSource: PepsiCo

Big carts =Big carts =

1.5X1.5XSource: Wal*MartSource: Wal*Mart

#13#13

nonenone!!

Press Ganey AssocPress Ganey Assoc:: 139,380139,380 former former patients from patients from 225225 hospitals: hospitals:

nonenone of THE top 15 of THE top 15

factors determining factors determining PPatient atient

SSatisfaction referred to patient’s atisfaction referred to patient’s health health outcomeoutcome

P.S.P.S. directldirectly related to y related to StaffStaff InteractionInteraction

P.P.S.P.P.S. directldirectly correlated with y correlated with EmploEmployyee ee SatisfactionSatisfaction

Source: Source: Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel

““KindnesKindness is s is

free.”free.”

““There is a misconception that supportive interactions require There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although more staff or more time and are therefore more costly. Although

labor costs are a substantial part of any hospital budget, the labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. interactions themselves add nothing to the budget.

Kindness is Kindness is freefree.. Listening to patients or answering their Listening to patients or answering their

questions costs nothing. It can be argued that negative questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … needs or limiting their sense of control—can be very costly. …

Angry, frustrated or frightened patients may be combative, Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a than it would have taken to interact with them initially in a

positive way.”positive way.” ——Putting Patients FirstPutting Patients First, Susan Frampton, , Susan Frampton, Laura Gilpin, Patrick CharmelLaura Gilpin, Patrick Charmel

““Courtesies of a small Courtesies of a small and trivial character are and trivial character are

the ones which strike the ones which strike deepest in the grateful deepest in the grateful

and appreciating heart.”and appreciating heart.”

—Henry Clay

““Perception Perception is allis all

there is”there is”

ComebackComeback[big, quick response][big, quick response]

>>>>PerfectionPerfection

<TG<TGWWand …and …

>TG>TGRR[Things Gone [Things Gone WRONGWRONG-Things Gone -Things Gone RIGHTRIGHT]]

““Experiences Experiences are as distinct are as distinct

from services as from services as services are from services are from goods.”goods.” —Joe Pine & Jim Gilmore, The

Experience Economy: Work Is Theatre & Every Business a Stage

Acquire vs maintain*:Acquire vs maintain*:

5X5X*Recession goal: Higher “market share” *Recession goal: Higher “market share” currentcurrent customers customers

#14#14

(1)(1) Amenable to rapid Amenable to rapid experimentation/experimentation/ failure “free” (PR, $failure “free” (PR, $

$)$)(2)(2) Quick to implement/ Quick to implement/ Quick to Roll outQuick to Roll out(3)(3) Inexpensive to Inexpensive to implement/Roll outimplement/Roll out(4)(4) Huge multiplier Huge multiplier(5)(5) An “Attitude” An “Attitude”

(1)(1) Half-day/25 ideasHalf-day/25 ideas(2)(2) One week/5 One week/5

experimentsexperiments(3) (3) One month/Select best One month/Select best

22(4) (4) 60-90 days/Roll out60-90 days/Roll out

#15#15

Little =Little =

BIBIGG

““Design is Design is evereveryythinthing. g. Everything is Everything is desidesiggnn.”.”

““We are We are allall designers.” designers.”

Inspiration:Inspiration: The Power of Design: A Force for The Power of Design: A Force for Transforming Everything, Transforming Everything, Richard FarsonRichard Farson

>100 >100 feet = feet = 100 100

milesmiles

see see greengreen = recover = recover

20% 20% fasterfaster

RoundRound = =

2X/all2X/allx

6.56.5 feet Away feet Away ==

--6363% % “Seconds”“Seconds”

““Paint it Paint it white!”white!”

— — On Hashem Akbari’s [Lawrence Livermore labs] powerful programOn Hashem Akbari’s [Lawrence Livermore labs] powerful program to significantly reduce greenhouse gas emissions; using conservativeto significantly reduce greenhouse gas emissions; using conservative

assumptions, it could assumptions, it could reduce 44 billion tons of CO2reduce 44 billion tons of CO2 emissions by cooling buildings, roads, entire cities (emissions by cooling buildings, roads, entire cities (The GuardianThe Guardian, 0116.09), 0116.09)

Socks = Socks = 10,00010,000

Deduction Deduction vs.vs. cash cashx

#16#16

““The The most most significant variablesignificant variable

inin everyevery sales situation is sales situation is

thethe gendergender of the buyer, of the buyer, and more importantly, how and more importantly, how

the salesperson the salesperson communicates to the communicates to the

buyer’s gender.”buyer’s gender.” —Jeffery Tobias Halter, Selling to Men, Selling to Women

The Perfect Answer

Jill and Jack buy slacks in black…

““Forget Forget ChinaChina, , IndiaIndia and the and the

InternetInternet: Economic : Economic Growth Is Driven Growth Is Driven

by by WomenWomen.”.”

Source: Headline, Economist

““Women Women areare thethe

majority majority market”market”

—Fara Warner/—Fara Warner/The Power of the PurseThe Power of the Purse

““Goldman Sachs in Tokyo has Goldman Sachs in Tokyo has developed an index of 115 developed an index of 115

companies poised to benefit companies poised to benefit from women’s increased from women’s increased

purchasing power; purchasing power; over the past over the past decade the value of shares in decade the value of shares in Goldman’s basket has risen by Goldman’s basket has risen by

96%, against the Tokyo 96%, against the Tokyo stockmarket’s rise stockmarket’s rise

of 13%of 13%.”.” —Economist, April 15

Cases! Cases! Cases!Cases! Cases! Cases!McDonald’sMcDonald’s (“mom-centered” to “majority consumer”;

not via kids)

Home DepotHome Depot (“Do it [everything!] Herself”)

P&GP&G (more than “house cleaner”)

DeBeersDeBeers (“right-hand rings”/$4B)

AXA FinancialAXA FinancialKodakKodak (women = “emotional centers of the household”)

NikeNike (> jock endorsements; new def sports; majority consumer)

AvonAvonBratzBratz (young girls want “friends,” not a blond stereotype)

Source: Fara Warner/Fara Warner/The Power of the PurseThe Power of the Purse

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find

that female managers outshine their male counterparts in almost every measure”

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

10 UNASSAILABLE REASONS WOMEN RULE10 UNASSAILABLE REASONS WOMEN RULE

WomenWomen make [all] the financial decisions.WomenWomen control [all] the wealth.WomenWomen [substantially] outlive men.WomenWomen start most of the new businesses.Women’sWomen’s work force participation rates have soared worldwide.WomenWomen are closing in on “same pay for same job.”WomenWomen are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se].Women’sWomen’s leadership strengths are exceptionally well aligned with new organizational effectiveness imperatives.WomenWomen are better salespersons than men.WomenWomen buy [almost] everything—commercial as well as consumer goods.

So what exactly is the point of So what exactly is the point of menmen??

9494%% of loans to of loans to

……

womenwomen****MMicrolending; “Banker to the poor”; Grameen Bank; icrolending; “Banker to the poor”; Grameen Bank;

Muhammad Yunus; 2006 Nobel Peace Prize winnerMuhammad Yunus; 2006 Nobel Peace Prize winner

““CEMEXCEMEX realized that realized that women are the kewomen are the keyy drivers of drivers of savinsavinggs ins in [Mexican][Mexican] familiesfamilies.. … …

They are entrepreneurial in nature, and they actively They are entrepreneurial in nature, and they actively participate in the tanda system participate in the tanda system [neighborhood groups [neighborhood groups

who pool money and save any that’s left over].who pool money and save any that’s left over]. Regardless of Regardless of whether they are homemakers or outside-the-home whether they are homemakers or outside-the-home workers, they are responsible for any savings in the workers, they are responsible for any savings in the family. Patrimonio Hoy family. Patrimonio Hoy [Private Property Today, a CEMEX [Private Property Today, a CEMEX

program to aid the poor in building homes]program to aid the poor in building homes] discovered that discovered that 70% of the women who saved were saving money in 70% of the women who saved were saving money in

the tanda system to construct homes for their the tanda system to construct homes for their families. The men in the society consider their job families. The men in the society consider their job

done if they bring in their paycheck at the end of the done if they bring in their paycheck at the end of the day.”day.” —C.K. Prahalad, from —C.K. Prahalad, from The Fortune at the Bottom of The Fortune at the Bottom of

the Pyramidthe Pyramid, on Lorenzo Zambrano and CEMEX, the Mexican , on Lorenzo Zambrano and CEMEX, the Mexican company that’s the world’s #3 cement makercompany that’s the world’s #3 cement maker

““One thing is certain: Women’s rise to power, which is One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no in all domains and at all levels of society. Women are no

longer content to provide efficient labor or to be longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon spend. … This is just the beginning. The phenomenon

will only grow as girls prove to be more successful than will only grow as girls prove to be more successful than

boys in the school system.boys in the school system. For a number For a number of observers, we have of observers, we have

already entered the age of already entered the age of ‘womenomics,’ the economy ‘womenomics,’ the economy

as thought out and as thought out and practiced by a womanpracticed by a woman.”.” —Aude

Zieseniss de Thuin, Financial Times, 10.03.2006

#17#17

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!““People turning 50 People turning 50

today have today have more more thanthan halfhalf of of their adult life their adult life

ahead of them.”ahead of them.” —Bill

Novelli, 50+: Igniting a Revolution to Reinvent America

7/17/133

We are the We are the Aussies & Kiwis &Aussies & Kiwis & Americans & CanadiansAmericans & Canadians. . We are the We are the Western EuropeansWestern Europeans & & JapaneseJapanese. We are . We are the the fastest growingfastest growing, the , the biggestbiggest, the , the

wealthiestwealthiest, the , the boldestboldest, the most , the most (yes) (yes) ambitiouambitious, the most s, the most experimental & exploratoryexperimental & exploratory, ,

the most the most differentdifferent, the most , the most indulgentindulgent, the most , the most difficult &difficult & demandingdemanding, the most , the most service & experience service & experience obsessedobsessed, the most , the most vigorousvigorous, (the , (the leastleast vigorous,) vigorous,) the most the most health conscioushealth conscious, the most , the most femalefemale, the , the

most profoundly important commercial market in the most profoundly important commercial market in the

history of the world—andhistory of the world—and we will be we will be the Center of the Center of yyour our

universe for the next universe for the next twenttwentyy-five -five yyearsears. We have . We have

arrived!arrived!

Part Part TWOTWO

#18#18

1/401/40

Dick ‘n Dick ‘n dandan

try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.Try it. Try it. Try it.

Try it. Try it. Try it. Try it. Screw it Screw it up.up. Try it. Try it. Try Try it. Try it. Try

it. Try it. Try it. Try it. it. Try it. Try it. Try it. Try it. Try it. Screw it up.Screw it up. it. it.

Try it. Try it. try it. Try it. Try it. try it. Try it.Try it. Screw it up.Screw it up. Try it. Try it. Try it. Try it. Try it. Try it.

““We have a We have a ‘strategic plan.’ ‘strategic plan.’ It’s called It’s called doing doing thingsthings.”.” — Herb Kelleher

“This is so simple it sounds stupid, but it is amazing how few oil people really

understand that you only you only find oil if you find oil if you drill wellsdrill wells.. You may

think you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter

““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the

software. software. We fixed them by doing it over and over, We fixed them by doing it over and over, again and again.again and again. We do the same today. While our We do the same today. While our competitors are still sucking their thumbs trying to competitors are still sucking their thumbs trying to

make the design perfect, we’re already on prototype make the design perfect, we’re already on prototype

versionversion ##55.. By the time our rivals areBy the time our rivals are

ready with wires and screws, we are on versionready with wires and screws, we are on version

##1010.. It gets back to It gets back to

planning versus actingplanning versus acting: : We act We act from day onefrom day one; ; others plan how others plan how toto planplan——for monthsfor months.”.” —Bloomberg by —Bloomberg by

BloombergBloomberg

““ExperimenExperiment t

fearlessly”fearlessly”Source: BW0821.06, Type A Organization Strategies/

“How to Hit a Moving Target”—Tactic #1Tactic #1

“The secret of fast progress is

inefficiency, fast and furious and

numerous failures.”

—Kevin Kelly

Culture of PrototypingCulture of Prototyping

“Effective prototyping may “Effective prototyping may

be be thethe most most valuablevaluable core core competencecompetence an an

innovative organization can innovative organization can hope to have.”hope to have.” —Michael Schrage

Think about It!?Think about It!?

Innovation Innovation = = Reaction to the Reaction to the

PrototypePrototype

Source: Michael SchrageSource: Michael Schrage

“SkunkWorks”/ “ParallelUniverse”

“the 1%1%

solution”Source: Scott Bedbury (Others: 3M, Google, Shell, NAVFAC)

““Fail .Fail . Forward. Forward.

Fast.”Fast.”High Tech CEO, Pennsylvania

““FAIL, FAIL FAIL, FAIL AGAIN. FAIL AGAIN. FAIL BETTER.”BETTER.”

—Samuel Beckett

“Natural selection is death. ... Without huge amounts of death, organisms do not change over time. ...

Death is the mother of structure. ... It took four

billion years of death ... to invent the human mind ...” —

The Cobra Event

““RewardReward excellent failures.

PunishPunish mediocre

successes.”Phil Daniels, Sydney exec

““In business, you reward In business, you reward people for taking risks. people for taking risks.

When it When it doesn’tdoesn’t workwork outout you you ppromoteromote them- them-

because they were willing to because they were willing to try new things. If people tell try new things. If people tell

me they skied all day and me they skied all day and never fell down, I tell them never fell down, I tell them

to try a different mountain.”to try a different mountain.”

—Michael Bloomberg —Michael Bloomberg

““You miss You miss

100%100%

of the shots you of the shots you never take.”never take.”

—Wayne—Wayne GretzkyGretzky

Excellence1982: The Bedrock “Eight Basics”

1. 1. A Bias for ActionA Bias for Action2. Close to the Customer2. Close to the Customer3. Autonomy and Entrepreneurship3. Autonomy and Entrepreneurship4. Productivity Through People4. Productivity Through People5. Hands On, Value-Driven5. Hands On, Value-Driven6. Stick to the Knitting6. Stick to the Knitting7. Simple Form, Lean Staff7. Simple Form, Lean Staff8. Simultaneous Loose-Tight Properties” 8. Simultaneous Loose-Tight Properties”

““It is It is notnot the the strongest of the strongest of the

species that survives, species that survives, nornor the most the most

intelligent, but intelligent, but the the one most one most responsive responsive

to changeto change.”.” —Charles Darwin

Part Part THREETHREE

#19#19

I am constantly asked for “strategies/ 'secrets' for surviving the recession.” I try to appear wise and informed—and parade original, sophisticated thoughts. But if you want to know what’s really going through my head, see the list that follows.

Forty-four “Secrets” Forty-four “Secrets” and “clever Strategies” and “clever Strategies”

For dealing with the For dealing with the Recession of 2008-XXXXRecession of 2008-XXXX

Tom Peters/0326.09Tom Peters/0326.09

44 “Secrets” and “Clever Strategies” For 44 “Secrets” and “Clever Strategies” For Dealing with the Recession of 2008-XXXXDealing with the Recession of 2008-XXXX

You come earlier.You come earlier.You leave later.You leave later.You work harder.You work harder.You may well work for less; and, if so, youYou may well work for less; and, if so, you adapt to the untoward circumstances with a adapt to the untoward circumstances with a smile—even if it kills you inside.smile—even if it kills you inside.You volunteer to do more.You volunteer to do more.You dig deep and always bring a good attitudeYou dig deep and always bring a good attitude to work.to work.You fake it if your good attitude flags.You fake it if your good attitude flags.You literally practice your "game face" in theYou literally practice your "game face" in the mirror in the morning, and in the loo mirror in the morning, and in the loo mid-morning.mid-morning.You give new meaning to the idea and You give new meaning to the idea and intensive intensive practice of “visible management.”practice of “visible management.”


You take better than usual care of yourself andYou take better than usual care of yourself and encourage others to do the same—physicalencourage others to do the same—physical well-being determines mental well-being andwell-being determines mental well-being and response to stress.response to stress.You shrug off shit that flows downhill in your You shrug off shit that flows downhill in your direction—buy a shovel or a “pre-worn” direction—buy a shovel or a “pre-worn” raincoat on eBay.raincoat on eBay.You try to forget about “the good old days”—You try to forget about “the good old days”— nostalgia is self-destructive.nostalgia is self-destructive.You buck yourself up with the thought that You buck yourself up with the thought that “ “this too shall pass”—but then remind this too shall pass”—but then remind yourselfyourself that it might not pass any time soon, and so that it might not pass any time soon, and so you re-dedicate yourself to making the you re-dedicate yourself to making the absolute best of what you have now.absolute best of what you have now.


You work the phones and then work theYou work the phones and then work the phones some more—and stay in touch withphones some more—and stay in touch with positively everyone.positively everyone.You frequently invent breaks from routine,You frequently invent breaks from routine, including “weird” ones—“changeups” preventincluding “weird” ones—“changeups” prevent wallowing and bring a fresh perspective. wallowing and bring a fresh perspective. You eschew all forms of personal excess.You eschew all forms of personal excess.You simplify.You simplify.You sweat the details as never before.You sweat the details as never before.You sweat the details as never before.You sweat the details as never before.You sweat the details as never before.You sweat the details as never before.You raise to the sky and maintain at allYou raise to the sky and maintain at all costs the Standards of Excellence by whichcosts the Standards of Excellence by which you unfailingly evaluate your own you unfailingly evaluate your own performance.performance.You are maniacal when it comes to respondingYou are maniacal when it comes to responding to even the slightest screw-up.to even the slightest screw-up.


You find ways to be around young people andYou find ways to be around young people and to keep young people around—they are lessto keep young people around—they are less likely to be members of the “sky is falling” likely to be members of the “sky is falling” school.school.You learn new tricks of your trade.You learn new tricks of your trade.You remind yourself that this is not justYou remind yourself that this is not just something to be “gotten through”—it is thesomething to be “gotten through”—it is the Final Exam of character.Final Exam of character.You network like a demon.You network like a demon.You network inside the company—get to knowYou network inside the company—get to know more of the folks who “do the real work.”more of the folks who “do the real work.”You network outside the company—get toYou network outside the company—get to know more of the folks who “do the realknow more of the folks who “do the real work” in vendor-customer outfits.work” in vendor-customer outfits.


You thank others by the truckload if goodYou thank others by the truckload if good things happen—and take the heat yourself things happen—and take the heat yourself if if bad things happen.bad things happen.You behave kindly, but you don't sugarcoat You behave kindly, but you don't sugarcoat oror hide the truth--humans are startlingly hide the truth--humans are startlingly resilient and rumors are the real killers.resilient and rumors are the real killers.You treat small successes as if they wereYou treat small successes as if they were Superbowl victories—and celebrate andSuperbowl victories—and celebrate and commend accordingly.commend accordingly.You shrug off the losses (ignoring what's You shrug off the losses (ignoring what's goinggoing on in your tummy), and get back on theon in your tummy), and get back on the horse and immediately try again.horse and immediately try again.You avoid negative people to the extent youYou avoid negative people to the extent you can—pollution kills.can—pollution kills.You eventually read the gloom-sprayers theYou eventually read the gloom-sprayers the riot act. riot act.


You give new meaning to the word "thoughtful.“You give new meaning to the word "thoughtful.“You don’t put limits on the flowers budget—You don’t put limits on the flowers budget— “ “bright and colorful” works marvels.bright and colorful” works marvels.You redouble, re-triple your efforts to "walk inYou redouble, re-triple your efforts to "walk in your customer's shoes." (Especially if theyour customer's shoes." (Especially if the shoes smell.)shoes smell.)You mind your manners—and accept others’You mind your manners—and accept others’ lack of manners in the face of their strains.lack of manners in the face of their strains.You are kind to all mankind.You are kind to all mankind.You keep your shoes shined.You keep your shoes shined.You leave the blame game at the office door.You leave the blame game at the office door.You call out the congenital politicians in noYou call out the congenital politicians in no uncertain terms.uncertain terms.You become a paragon of personal You become a paragon of personal accountability.accountability.And then you pray.And then you pray.

#20#20

*Basics.*Basics.*ROIR X10 [*ROIR X10 [RReturn eturn OOn n IInvestment nvestment in in RRelationships]elationships]*Execution X10*Execution X10*Values X10*Values X10*Quality X10*Quality X10*Empowerment (*Empowerment (MoreMore initiative) initiative)*Transparency*Transparency*Decisiveness*Decisiveness*MBWA*MBWA*Communicate X10*Communicate X10*Keep It Simple*Keep It Simple*Decency*Decency*Truthfulness*Truthfulness

*Energy!*Energy!*On guard/Constant attitude checks *On guard/Constant attitude checks *Beware: Training. R&D. Sales. (“Across*Beware: Training. R&D. Sales. (“Across the board” = Insanity)the board” = Insanity)*“Small wins”/Positives*“Small wins”/Positives*Deep recession/The best years of our*Deep recession/The best years of our professional lifeprofessional life*Commitment to growth/All*Commitment to growth/All*Deep recession/Innovation’s finest*Deep recession/Innovation’s finest hourhour*No cut corners*No cut corners**EXCELLENCE.EXCELLENCE.

30 30 minutes/minutes/

-1%-1%

#21#21

Skip the mapSkip the map

““Mapping your Mapping your competitive competitive position”position”

or …or …

The “Have The “Have you …” 50you …” 50

1. Have you in 1. Have you in thethe last 10 days … last 10 days … visited a visited a customecustomer?r?2. Have you called 2. Have you called aa customer … customer … TODAYTODAY??

1. 1. Have you in the last 10 days … visited a Have you in the last 10 days … visited a customecustomer?r?2. 2. Have you called a customer … Have you called a customer … TODAYTODAY??

3. Have you in the last 60-90 days … had a seminar in which several folks from the 3. Have you in the last 60-90 days … had a seminar in which several folks from the customer’s operation (different levels, different functions, different divisions) interacted, customer’s operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks?via facilitator, with various of your folks?

4. 4. Have you thanked a front-line employee for a Have you thanked a front-line employee for a small act of helpfulness … in the last three days?small act of helpfulness … in the last three days?5. Have you thanked a front-line employee for a small act of helpfulness … in the 5. Have you thanked a front-line employee for a small act of helpfulness … in the last three last three hourshours??6. Have you thanked a frontline employee for carrying around a great 6. Have you thanked a frontline employee for carrying around a great attitude attitude … today?… today?7. Have you in the last week recognized—publicly—one of your folks for a small act of 7. Have you in the last week recognized—publicly—one of your folks for a small act of cross-functional co-operationcross-functional co-operation??8. Have you in the last week recognized—publicly—one of “their” folks (another 8. Have you in the last week recognized—publicly—one of “their” folks (another function) for a small act of cross-functional co-operation?function) for a small act of cross-functional co-operation?9. Have you invited in the last month a leader of 9. Have you invited in the last month a leader of another functionanother function to your weekly team to your weekly team priorities meeting?priorities meeting?10. Have you personally in the last week-month called-visited an internal or external 10. Have you personally in the last week-month called-visited an internal or external customer to customer to sort out, inquire, or apologizesort out, inquire, or apologize for some little or big thing that went awry? for some little or big thing that went awry? (No reason for doing so? If true—in your mind—then you’re more out of touch than I (No reason for doing so? If true—in your mind—then you’re more out of touch than I dared imagine.)dared imagine.)

11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines 11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s next steps?concerning a project’s next steps?12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines 12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s next steps … and what specifically concerning a project’s next steps … and what specifically you can do to remove a hurdleyou can do to remove a hurdle? (“Ninety percent of ? (“Ninety percent of what we call management consists of making it difficult for people to get things done.”—Peter “His eminence” what we call management consists of making it difficult for people to get things done.”—Peter “His eminence” Drucker.)Drucker.)13. Have you celebrated in the last week a “small” (or large!) 13. Have you celebrated in the last week a “small” (or large!) milestone milestone reached? (I.e., are you a milestone reached? (I.e., are you a milestone fanatic?)fanatic?)14. Have you in the last week or month revised some estimate in the “wrong” direction and apologized for making 14. Have you in the last week or month revised some estimate in the “wrong” direction and apologized for making a lousy estimate? (Somehow you must publicly a lousy estimate? (Somehow you must publicly reward the telling of difficult truthsreward the telling of difficult truths.).)

15. 15. Have you installed in your tenure a very Have you installed in your tenure a very comprehensive customer satisfaction scheme comprehensive customer satisfaction scheme for all for all internalinternal customers? customers? (With major consequences for hitting or missing (With major consequences for hitting or missing

the mark.)the mark.)

16. Have you in the last six months had a week-long, visible, very intensive 16. Have you in the last six months had a week-long, visible, very intensive visit-“tour”visit-“tour” of external customers? of external customers?17. Have you in the last 60 days called an abrupt halt to a meeting and “ordered” everyone to get out of the office, 17. Have you in the last 60 days called an abrupt halt to a meeting and “ordered” everyone to get out of the office, and “into the field” and in the and “into the field” and in the next eight hoursnext eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging “small” , after asking those involved, fixed (f-i-x-e-d!) a nagging “small” problem through practical action?problem through practical action?18. Have you in the last week had a rather thorough discussion of a “cool design thing” someone has come 18. Have you in the last week had a rather thorough discussion of a “cool design thing” someone has come across—away from your industry or function—at a Web site, in a product or its packaging? across—away from your industry or function—at a Web site, in a product or its packaging? 19. Have you in the last two weeks had an informal meeting—at least an hour long—with a frontline employee to 19. Have you in the last two weeks had an informal meeting—at least an hour long—with a frontline employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?20. Have you had in the last 60 days had a general meeting to discuss “things we do wrong” … that we can fix in 20. Have you had in the last 60 days had a general meeting to discuss “things we do wrong” … that we can fix in the next the next fourteen daysfourteen days??

UniCredit Group/UniCredit Group/ UniCredito Italiano UniCredito Italiano

—3—3rdrd party measurement party measurement—Customer-initiated—Customer-initiated measurement measurement—Primary $$$$ incentives—Primary $$$$ incentives—“Factories”—“Factories”—Primary Corporate Initiative—Primary Corporate Initiative—Etc—Etc

21. Have you had in the last year a one-day, intense offsite with each (?) of your 21. Have you had in the last year a one-day, intense offsite with each (?) of your internal customers—followed by a big celebration of “things gone right”?internal customers—followed by a big celebration of “things gone right”?22. Have you in the last week pushed someone to do some family thing that you fear 22. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure?might be overwhelmed by deadline pressure?23. 23. Have you learned the names of the children of everyone who reports to you?Have you learned the names of the children of everyone who reports to you? (If (If not, you have six months to fix it.)not, you have six months to fix it.)24. Have you taken in the last month an interesting-24. Have you taken in the last month an interesting-weirdweird outsider to lunch? outsider to lunch?25. Have you in the last month invited an interesting-weird outsider to sit in on an25. Have you in the last month invited an interesting-weird outsider to sit in on animportant meeting?important meeting?26. Have you in the last three days discussed something interesting, beyond your 26. Have you in the last three days discussed something interesting, beyond your industry, that you ran across in a meeting, reading, etc?industry, that you ran across in a meeting, reading, etc?27. Have you in the last 24 hours injected into a meeting “I ran across this interesting 27. Have you in the last 24 hours injected into a meeting “I ran across this interesting idea in [strange place]”?idea in [strange place]”?28. Have you in the last two weeks asked someone to report on something, anything 28. Have you in the last two weeks asked someone to report on something, anything that constitutes an act of brilliant service rendered in a “trivial” situation—restaurant, that constitutes an act of brilliant service rendered in a “trivial” situation—restaurant, car wash, etc? (And then discussed the relevance to your work.)car wash, etc? (And then discussed the relevance to your work.)

29. 29. Have you in the last 30 days examined in detail (hour Have you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree “time by hour) your calendar to evaluate the degree “time actually spent” mirrors your “espoused priorities”? actually spent” mirrors your “espoused priorities”? (And repeated this exercise with everyone on team.)(And repeated this exercise with everyone on team.)

30. Have you in the last two months had a presentation to the group by a “weird” 30. Have you in the last two months had a presentation to the group by a “weird” outsider? outsider?

31. Have you in the last two months had a presentation to the group by a customer, 31. Have you in the last two months had a presentation to the group by a customer, internal customer, vendor featuring “working folks” 3 or 4 levels down in the vendor internal customer, vendor featuring “working folks” 3 or 4 levels down in the vendor organization? organization? 32. Have you in the last two months had a presentation to the group of a cool, 32. Have you in the last two months had a presentation to the group of a cool, beyond-our-industry ideas by two of your folks?beyond-our-industry ideas by two of your folks?33. Have you at every meeting today (and forever more) re-directed the conversation 33. Have you at every meeting today (and forever more) re-directed the conversation to the practicalities of implementation concerning some issue before the group?to the practicalities of implementation concerning some issue before the group?34. Have you at every meeting today (and forever more) had an end-of-meeting 34. Have you at every meeting today (and forever more) had an end-of-meeting discussion on “action items to be dealt with in the next 4, 48 hours? (And then made discussion on “action items to be dealt with in the next 4, 48 hours? (And then made this list public—and followed up in 48 hours.) And made sure everyone has at least this list public—and followed up in 48 hours.) And made sure everyone has at least one such item.)one such item.)35. Have you had a discussion in the last six months about what it would take to get 35. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll of recognition in local-national poll of “best places to work”?“best places to work”?36. Have you in the last month approved a 36. Have you in the last month approved a cool-different training coursecool-different training course for one for one of your folks?of your folks?

37. 37. Have you in the last month Have you in the last month taught taught a front-line a front-line training course?training course?38. Have you in the last week discussed the idea of 38. Have you in the last week discussed the idea of ExcellenceExcellence? (What it means, how? (What it means, howto get there.)to get there.)39. Have you in the last week discussed the idea of 39. Have you in the last week discussed the idea of “Wow”?“Wow”? (What it means, how (What it means, howto inject it into an ongoing “routine” project.)to inject it into an ongoing “routine” project.)40. Have you in the last 45 days assessed some major process in terms of the details 40. Have you in the last 45 days assessed some major process in terms of the details of the “experience,” as well as results, it provides to its external or internal of the “experience,” as well as results, it provides to its external or internal customers?customers?

41. Have you in the last month had one of your folks attend a meeting you were supposed to go 41. Have you in the last month had one of your folks attend a meeting you were supposed to go to which gives them unusual exposure to senior folks?to which gives them unusual exposure to senior folks?42. Have you in the last 60 (30?) days sat with a trusted friend or “coach” to discuss your 42. Have you in the last 60 (30?) days sat with a trusted friend or “coach” to discuss your “management style”—and its long- and short-term impact on the group?“management style”—and its long- and short-term impact on the group?

43. 43. Have you in the Have you in the last three dayslast three days considered a professional considered a professional relationship that was a little rocky and made a call to the person relationship that was a little rocky and made a call to the person involved to discuss issues and smooth the waters? (Taking the involved to discuss issues and smooth the waters? (Taking the “blame,” fully deserved or not, for letting the thing-issue fester.)“blame,” fully deserved or not, for letting the thing-issue fester.)

44. Have you in the last … 44. Have you in the last … two hourstwo hours … stopped by someone’s (two-levels “down") office- … stopped by someone’s (two-levels “down") office-workspace for 5 minutes to ask “What do you think?” about an issue that arose at a more or workspace for 5 minutes to ask “What do you think?” about an issue that arose at a more or less just completed meeting? (And then stuck around for 10 or so minutes to listen—and less just completed meeting? (And then stuck around for 10 or so minutes to listen—and visibly taken notes.)visibly taken notes.)45. Have you … in the last day … looked around you to assess whether the diversity pretty 45. Have you … in the last day … looked around you to assess whether the diversity pretty accurately maps the diversity of the market being served? (And …) accurately maps the diversity of the market being served? (And …) 46. Have you in the last day at some meeting gone out of your way to make sure that a 46. Have you in the last day at some meeting gone out of your way to make sure that a normally reticent person was engaged in a conversation—and then thanked him or her, normally reticent person was engaged in a conversation—and then thanked him or her, perhaps privately, for their contribution?perhaps privately, for their contribution?47. Have you during your tenure instituted very public (visible) presentations of performance?47. Have you during your tenure instituted very public (visible) presentations of performance?48. Have you in the last four months had a session specifically aimed at checking on the 48. Have you in the last four months had a session specifically aimed at checking on the “corporate culture” and the degree we are true to it—with all presentations by relatively junior “corporate culture” and the degree we are true to it—with all presentations by relatively junior folks, including front-line folks? (And with a determined effort to keep the conversation folks, including front-line folks? (And with a determined effort to keep the conversation restricted to “real world” “small” cases—not theory.) restricted to “real world” “small” cases—not theory.) 49. Have you in the last six months talked about the 49. Have you in the last six months talked about the Internal Brand PromiseInternal Brand Promise??50. Have you in the last year had a full-day off site to talk about individual (and group) 50. Have you in the last year had a full-day off site to talk about individual (and group) aspirations?aspirations?

Part Part FOURFOUR

#22#22

BIG?

“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The

answer seems obvious: Buy a Buy a very large one very large one and just waitand just wait.”.”

—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

““Mr. Foster and his McKinsey colleagues Mr. Foster and his McKinsey colleagues collected detailed performance data stretching collected detailed performance data stretching

back back 4040 years for years for 1,0001,000 U.S. companies. U.S. companies.

TheTheyy found that found that nonenone ofof

the lon the longg-term survivors mana-term survivors managged to ed to outoutpperform the market. Worse, the erform the market. Worse, the lonlongger comer comppanies had been in the anies had been in the

database, the worse thedatabase, the worse theyy did did.” .” —Financial Times—Financial Times

““Data drawn from the real world Data drawn from the real world attest to a fact that is beyond attest to a fact that is beyond

our control:our control: Everything in existence tends to deteriorate.”

—Norberto Odebrecht, —Norberto Odebrecht, Education Through WorkEducation Through Work

#23#23

#4 Japan#4 Japan#2T USA#2T USA

#2T China#2T China

#4 Japan#4 Japan#3 USA#3 USA

#2 China#2 China

#1 #1 GermanyGermany

Reason!!!Reason!!!

MittelstandMittelstand

#24#24

Jim Penman/Jim Penman/Jim’s GroupJim’s Group

Jim’s Mowing CanadaJim’s Mowing CanadaJim’s Mowing UKJim’s Mowing UKJim’s AntennasJim’s Antennas

Jim’s BookkeepingJim’s BookkeepingJim’s Building MaintenanceJim’s Building Maintenance

Jim’s Carpet CleaningJim’s Carpet CleaningJim’s Car CleaningJim’s Car Cleaning

Jim’s Computer ServicesJim’s Computer Services

Jim’s Dog WashJim’s Dog WashJim’s Driving SchoolJim’s Driving School

Jim’s FencingJim’s FencingJim’s FloorsJim’s Floors

Jim’s PaintingJim’s PaintingJim’s PavingJim’s Paving

Jim’s Pergolas [gazebos]Jim’s Pergolas [gazebos]Jim’s Pool CareJim’s Pool Care

Jim’s Pressure CleaningJim’s Pressure CleaningJim’s RoofingJim’s Roofing

Jim’s Security DoorsJim’s Security DoorsJim’s TreesJim’s Trees

Jim’s Window CleaningJim’s Window CleaningJim’s WindscreensJim’s Windscreens

Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group

**Lived in same town all adult lifeLived in same town all adult life*First generation that’s wealthy/*First generation that’s wealthy/ no parental support no parental support*“Don’t look like millionaires, don’t dress*“Don’t look like millionaires, don’t dress like millionaires, don’t eat like like millionaires, don’t eat like millionaires, don’t act like millionaires” millionaires, don’t act like millionaires”*“Many of the types of businesses [they]*“Many of the types of businesses [they] are in could be classified as ‘dull- are in could be classified as ‘dull- normal.’ normal.’ [They] are welding contractors, [They] are welding contractors, auctioneers, scrap-metal dealers, lessors of auctioneers, scrap-metal dealers, lessors of portable toilets, dry cleaners, re-builders of portable toilets, dry cleaners, re-builders of diesel engines, paving contractors …” diesel engines, paving contractors …”

Source: Source: The Millionaire Next DoorThe Millionaire Next Door,, Thomas Stanley & William Danko Thomas Stanley & William Danko

Part Part FIVEFIVE

#25#25

19821982

Excellence1982: The Bedrock “Eight Basics”Excellence1982: The Bedrock “Eight Basics”

1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomyy and and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, , Value-DrivenValue-Driven6. 6. Stick toStick to the Knitting the Knitting7. 7. SimSimpplele Form, Form, LeanLean Staff Staff8. Simultaneous 8. Simultaneous Loose-TightLoose-Tight Properties” Properties”

““Breakthrough” 82*Breakthrough” 82*

People! People! CustomersCustomers

! ! Action! Action! Values! Values!

**In Search of ExcellenceIn Search of Excellence

Hard Is SoftHard Is SoftSoft Is HardSoft Is Hard

Hard Is Hard Is SoftSoft (Plans, (Plans, ##ss))

Soft Is Soft Is HardHard (people, (people, customers, values, customers, values,

relationships))relationships))

#26#26

20072007SiberiaSiberia

Why in the Why in the

World did World did youyou

go to go to SiberiaSiberia??

EnterpriseEnterprise* ** (*at its best):* ** (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , joyfuljoyful, , creativecreative, , entrepreneurialentrepreneurial endeavor that endeavor that elicits maximum elicits maximum

concerted human concerted human potential potential in the in the wholeheartedwholehearted serviceservice of othersof others.****Employees, Customers, Suppliers, Communities, Owners, Temporary **Employees, Customers, Suppliers, Communities, Owners, Temporary partnerspartners

#27#27

20072007SydneSydne

yy

Organizations Organizations existexist to to serveserve. Period.. Period.

Leaders Leaders live live toto serveserve. Period.. Period.

… … no less than no less than CathedralsCathedrals

in which the full and in which the full and awesome power of the awesome power of the

Imagination and Spirit and Imagination and Spirit and native Entrepreneurial flairnative Entrepreneurial flair

of diverse individualsof diverse individuals is is unleashed in passionate unleashed in passionate pursuit of … pursuit of … ExcellenceExcellence..

#28#28

““We are a We are a ‘Life ‘Life

Success’ Success’ Company.”Company.”

Dave Liniger, founder, RE/MAX

““Managing winds up being Managing winds up being the management of the the management of the allocation of resources allocation of resources

against tasks. Leadership against tasks. Leadership

focuses on people. focuses on people. MMyy definition of a leader definition of a leader

is someone who is someone who helhelpps s ppeoeopple le

succeedsucceed.”.” —Carol Bartz, Yahoo!—Carol Bartz, Yahoo!

The Dream ManagerThe Dream Manager —Matthew Kelly—Matthew Kelly

“An organization can only become the-best-version-of-itself to “An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are the extent that the people who drive that organization are

striving to become better-versions-of-themselves.” “A striving to become better-versions-of-themselves.” “A company’s purpose is to become the-best-version-of-itself. The company’s purpose is to become the-best-version-of-itself. The

question is:question is: What is an emploWhat is an employyee’s ee’s ppururppose? ose? Most would saMost would sayy, ‘to hel, ‘to helpp the com the comppananyy

achieve its achieve its ppururppose’—but theose’—but theyy would be would be wronwrong. g. That is certainlThat is certainlyy part of the part of the emploemployyee’s role, but an emploee’s role, but an employyee’s ee’s

pprimarrimaryy ppururppose is to become the-best-ose is to become the-best-version-of-himself or –herselfversion-of-himself or –herself.. … When a … When a

company forgets that it exists to serve customers, it quickly company forgets that it exists to serve customers, it quickly

goes out of business.goes out of business. Our employees are our first Our employees are our first customers, and our most important customers, and our most important

customers.”customers.”

““The role of the Director is to The role of the Director is to create a space where the actors create a space where the actors

and actresses canand actresses can become become more than they’ve more than they’ve ever been before, ever been before, more than they’ve more than they’ve

dreamed of beingdreamed of being.”.” ——Robert Altman, Oscar acceptance speechRobert Altman, Oscar acceptance speech

““No matter what the No matter what the situation, situation, [the great manager’s][the great manager’s] first first resrespponse is alwaonse is alwayys to think s to think

about the individual about the individual concerned and how thinconcerned and how thinggs s

can be arrancan be arrangged to ed to helhelpp that that individual exindividual expperience erience successsuccess.”.” —Marcus Buckingham, —Marcus Buckingham,

The One Thing You Need to KnowThe One Thing You Need to Know

““You have to You have to treat your treat your

employees like employees like customers.”customers.” —Herb Kelleher, —Herb Kelleher,

complete answer, upon being asked his “secrets to success”complete answer, upon being asked his “secrets to success”

Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” on the occasion , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots

union took out a full-page ad in USA Today thanking HK for all he had done; union took out a full-page ad in USA Today thanking HK for all he had done; across theacross the

way in Dallas American Airlines’ pilots were picketing the Annual Meeting)way in Dallas American Airlines’ pilots were picketing the Annual Meeting)

The Customer The Customer Comes SecondComes Second

——Hal Rosenbluth and Diane McFerrin Peters* (*no relation)Hal Rosenbluth and Diane McFerrin Peters* (*no relation)

““Business has to give Business has to give people enriching, people enriching, rewarding lives,rewarding lives,

or it's simply not or it's simply not worth doingworth doing.”.” —Richard Branson—Richard Branson

#29#29

““Leaders Leaders

‘‘SERVESERVE’’ people. people.

Period.”Period.” —inspired by Robert Greenleaf

Good News 2009:Good News 2009: Leadership*Leadership* is a sacred is a sacred

trust.trust.*President, classroom teacher, CEO, shop foreman*President, classroom teacher, CEO, shop foreman

““Managers have lost dignity over the past Managers have lost dignity over the past decade in the face of wide spread institutional decade in the face of wide spread institutional

breakdown of trust and self-policing in breakdown of trust and self-policing in

business.business. To reTo reggain societain societyy’s trust, ’s trust, we believe that business leaders we believe that business leaders must embrace a wamust embrace a wayy of lookin of lookingg at at their role that their role that ggoes beoes beyyond their ond their resrespponsibilitonsibilityy to the shareholders to the shareholders

to include a civic and to include a civic and ppersonal ersonal commitment to their dutcommitment to their dutyy as as

institutional custodiansinstitutional custodians.. In other In other words, it is time that management becamewords, it is time that management became

a profession.”a profession.” —Rakesh Khurana & Nitin Nohria, “It’s —Rakesh Khurana & Nitin Nohria, “It’s Time To Make Management a True Profession,” HBR/10.08Time To Make Management a True Profession,” HBR/10.08

Response to “most important Response to “most important contribution”:contribution”: “I focused this discipline “I focused this discipline

on People and Power; on Values, on People and Power; on Values, Structure, and Constitution; andStructure, and Constitution; and

above all, on above all, on resrespponsibilitiesonsibilities —that is, —that is,

focused the Discipline of Managementfocused the Discipline of Management on management as a truly liberal art.”on management as a truly liberal art.”

““Too Much Cost, Not Enough Value” … Too Much Cost, Not Enough Value” … “Too “Too Much Speculation, Not Enough Investment”Much Speculation, Not Enough Investment” … … “Too Much Complexity, Not Enough Simplicity” “Too Much Complexity, Not Enough Simplicity” … … “Too Much Counting, Not Enough Trust”“Too Much Counting, Not Enough Trust” … …

“Too Much Business Conduct, Not Enough “Too Much Business Conduct, Not Enough Professional Conduct” … Professional Conduct” … “Too Much “Too Much

Salesmanship, Not Enough Stewardship”Salesmanship, Not Enough Stewardship” … … “Too Much Focus on Things, Not Enough Focus “Too Much Focus on Things, Not Enough Focus

on Commitment” … on Commitment” … “Too Many Twenty-first “Too Many Twenty-first Century Values, Not Enough Eighteenth-Century Values, Not Enough Eighteenth-

Century Values”Century Values” … “Too Much ‘Success,’ Not … “Too Much ‘Success,’ Not Enough Character” Enough Character” —chapter titles from —chapter titles from John Bogle, John Bogle, Enough. The Measures of Money, Business, and LifeEnough. The Measures of Money, Business, and Life (Bogle is (Bogle is

founder of the Vanguard Mutual Fund Group)founder of the Vanguard Mutual Fund Group)

#30#30

““The The fourfour most most importantimportant wordswords in in any organization any organization

are …are …

The four most important words in any organizationThe four most important words in any organization

are …are … “What “What do do youyou think?”think?”

Source: courtesy Dave Wheeler, posted at tompeters.comSource: courtesy Dave Wheeler, posted at tompeters.com

Tomorrow: How Tomorrow: How many times will many times will

you “ask the you “ask the question”?question”? [Count] [Count]

[Practice makes better] [Practice makes better]

[This is a [This is a STRATEGICSTRATEGIC skill.] skill.]

““The doctor The doctor interruptsinterrupts after …*after …*

*Source: Jerome Groupman, *Source: Jerome Groupman, How Doctors ThinkHow Doctors Think

1818””

*Listening is of the*Listening is of the

utmost … utmost … strategicstrategic

importance! importance!*Listening is …*Listening is …

trainabletrainable !!(** (** “Strategic listening”“Strategic listening” will be a will be a corecore coursecourse in TP’s in TP’s MBA/GTD curriculum!) MBA/GTD curriculum!)

(Tricks of the trade: Nod your (Tricks of the trade: Nod your head like a deranged person)head like a deranged person)

““The deepest The deepest human need is human need is the need to be the need to be appreciated.”appreciated.”

William JamesWilliam James

““Thank you”:Thank you”:

1010 years years

““It was much later that I realized It was much later that I realized Dad’s secret. He gained respect by Dad’s secret. He gained respect by giving it. He talked and listened to giving it. He talked and listened to

the fourth-grade kids in Spring Valley the fourth-grade kids in Spring Valley who shined shoes the same way he who shined shoes the same way he talked and listened to a bishop or a talked and listened to a bishop or a

college president.college president. He was He was seriously interested in seriously interested in

who you were and what who you were and what you had to say.”you had to say.”

—Sara Lawrence-Lightfoot, Respect

#31#31

#1 Resource for Troubled Times:#1 Resource for Troubled Times:

Committed.Committed.Engaged.Engaged.Growing.Growing.Respected.Respected.Trusted.Trusted.Informed.Informed.People.People.

#32#32

TP: TP: “How to flush

$500,000 down

the toilet in one easy

lesson!!”

< CAPEX< CAPEX> People!> People!

#1/#1/WegmansWegmans

Brand Brand = =

Talent.Talent.

Our Mission

To develop and manage To 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

Ben Ben Changes Changes

His BHAG!*His BHAG!*

*Big Hairy Audacious Goal/Jim Collins*Big Hairy Audacious Goal/Jim Collins

#33#33

ProfitableProfitable

““We are We are thoughtful in thoughtful in all we do.”all we do.”

ThoughtfulnessThoughtfulness is key to is key to customer retentioncustomer retention..ThoughtfulnessThoughtfulness is key to is key to emempploloyyee recruitmentee recruitment and satisfactionand satisfaction..Thoughtfulness Thoughtfulness is key to is key to brand perceptionbrand perception..ThoughtfulnessThoughtfulness is key to your ability to is key to your ability to look in look in the mirrorthe mirror —and tell your kids about your job. —and tell your kids about your job.

““ThoughtfulnessThoughtfulness is is freefree.”.”ThoughtfulnessThoughtfulness is key to is key to ssppeedineedingg thin thinggs us up—p— it it reduces frictionreduces friction..ThoughtfulnessThoughtfulness is key to is key to transtranspparencarency and y and eveneven cost containmentcost containment—it abets rather than stifles—it abets rather than stifles truth-telling.truth-telling.

““There is a misconception that supportive interactions require more There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs staff or more time and are therefore more costly. Although labor costs

are a substantial part of any hospital budget, the interactions are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.themselves add nothing to the budget.

Kindness is Kindness is freefree.. Listening to patients or answering their Listening to patients or answering their

questions costs nothing. It can be argued that negative interactions—questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or their sense of control—can be very costly. … Angry, frustrated or

frightened patients may be combative, withdrawn and less cooperativefrightened patients may be combative, withdrawn and less cooperative—requiring far more time —requiring far more time

than it would have taken to interact with them initially in a positive than it would have taken to interact with them initially in a positive way.”way.” ——Putting Patients FirstPutting Patients First, Susan Frampton, , Susan Frampton,

Laura Gilpin, Patrick CharmelLaura Gilpin, Patrick Charmel

#34#34

#1#1

#1.#1.StrategicStrategic..Priority.Priority.Period.Period.

““Development can help great Development can help great

people be even better—people be even better— but if but if I had a dollar to I had a dollar to

spend, I’d spend 70 spend, I’d spend 70 cents getting the cents getting the

right person in the right person in the doordoor.”.” ——Paul Russell, Director, Leadership &Paul Russell, Director, Leadership &

Development, Google Development, Google

““In short, hiring is In short, hiring is the the most immost impportant ortant

asasppect of businessect of business and yet remains and yet remains

woefully woefully misunderstood.”misunderstood.”

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

#35#35

#1#1 cause of cause ofDis-satisfaction?Dis-satisfaction?

Employee retention & satisfaction:Employee retention & satisfaction:

OverwhelminOverwhelminggllyy, , based on the based on the first-first-

line manaline managger!er!

Source: Marcus Buckingham & Curt Coffman, Source: Marcus Buckingham & Curt Coffman, First, Break All First, Break All the Rules: What the World’s Greatest Managers Do Differentlythe Rules: What the World’s Greatest Managers Do Differently

#36#36

2/year 2/year = =

legacy.legacy.

#37#37

““Leaders Leaders

‘‘dodo’’ people. people.

Period.”Period.” —Anon.

#38#38

““Diverse groups of problem solvers—groupsDiverse groups of problem solvers—groups of people with diverse tools—consistently of people with diverse tools—consistently outperformed groups of the best and the outperformed groups of the best and the

brightest. If I formed two groups, one brightest. If I formed two groups, one randomrandom (and therefore diverse) and one (and therefore diverse) and one

consisting of the consisting of the bestbest individual performers, individual performers, the first group almost always did better. …the first group almost always did better. …

DiversityDiversity trumped trumped abilityability.”.” —Scott Page, —Scott Page, The Difference: How The Difference: How

the Power of Diversity Creates Better Groups,the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity Firms, Schools, and Societies Diversity

#39#39

Rob McEwen/CEO/CEO/Goldcorp Inc./Goldcorp Inc./

Red Lake Red Lake goldgoldSource: Wikinomics: How Mass

Collaboration Changes Everything, Don Tapscott & Anthony WilliamsDon Tapscott & Anthony Williams

““The Billion-man The Billion-man Research Team: Research Team:

Companies offering Companies offering work to online work to online

communities are communities are reaping the benefits of reaping the benefits of

‘crowdsourcing.’”‘crowdsourcing.’” —Headline, —Headline, FTFT, 0110.07, 0110.07

#40#40

““In Blackburn,In Blackburn, fourfour-y-yearear--oldsolds are making podcasts. In Suffolk, are making podcasts. In Suffolk,

the sometimes tedious and impractical ritual the sometimes tedious and impractical ritual of morning Assembly has been replaced in one of morning Assembly has been replaced in one

school by a news video compiled by pupils; school by a news video compiled by pupils; posting it on YouTube means parents can posting it on YouTube means parents can

watch as well—and they do. … Learners at all watch as well—and they do. … Learners at all stages and ages, from all over the world, are stages and ages, from all over the world, are

downloading free tutorials while they downloading free tutorials while they replenish their iPods, courtesy of iTunes U. …replenish their iPods, courtesy of iTunes U. …

Source: Source: The GuardianThe Guardian, 0113.09, “Resource 2009,” a preview of BETT 2009, 0113.09, “Resource 2009,” a preview of BETT 2009

#41#41

““Normal” Normal”

= = “o “o forfor 800”800”

All You Need to Know About All You Need to Know About “Sources of Innovation”:“Sources of Innovation”:

Angry Angry people!people! [angry with [angry with

the status quo]the status quo]

#42#42

“The The Bottleneck Bottleneck

Is at the Top Is at the Top of the of the

Bottle”Bottle”“Where are you likely to find people with the least diversity of

experience, the largest investment in the past, and the greatest reverence for industry dogma:

AtAt thethe totop!”p!” — Gary Hamel/Harvard Business Review

#43#43

We We areare the the companycompany we keepwe keep

Measure “Strangeness”/Portfolio QualityMeasure “Strangeness”/Portfolio Quality

StaffStaffConsultantsConsultants

VendorsVendorsOut-sourcing Partners Out-sourcing Partners (#, Quality)(#, Quality)

Innovation Alliance PartnersInnovation Alliance PartnersCustomersCustomers

Competitors Competitors (who we “benchmark” against)(who we “benchmark” against)

Strategic Initiatives Strategic Initiatives Product Portfolio Product Portfolio (LineEx v. Leap)(LineEx v. Leap)

IS/IT ProjectsIS/IT ProjectsHQ LocationHQ LocationLunch MatesLunch Mates

LanguageLanguageBoardBoard

The “We are what we eat”The “We are what we eat” axiom: axiom: At its core, At its core, evereveryy (!!!) (!!!)

relationship-partnership relationship-partnership decision (employee, vendor, decision (employee, vendor, customer, etc) is a customer, etc) is a stratestrateggicic

decision about:decision about:

“Innovate,“Innovate, ‘Yes’ or ‘Yes’ or ‘No’

””

““[CEO A.G.] Lafley has shifted [CEO A.G.] Lafley has shifted P&G’sP&G’s focus focus on inventing all its own products to on inventing all its own products to

developingdeveloping others’ others’ inventions at inventions at least half the least half the

timetime.. One successfulOne successful

example, Mr. Clean Magic Eraser, based on a product example, Mr. Clean Magic Eraser, based on a product found in an Osaka market.”found in an Osaka market.” ——FortuneFortune

Axiom:Axiom: Never use a vendor Never use a vendor

who is not in the who is not in the top top quartilequartile (decile?) in (decile?) in

their industry on R&D their industry on R&D spending!*spending!*

*Inspired by Hummingbird*Inspired by Hummingbird

““Who’s the most Who’s the most interesting person interesting person you’ve met in the you’ve met in the last 90 days? How last 90 days? How do I get in touch do I get in touch

with them?”with them?” —Fred Smith—Fred Smith

Vanity Fair:Vanity Fair: “What is your most “What is your most marked characteristic?”marked characteristic?”

Mike Bloomberg:Mike Bloomberg:

““Curiosity.”Curiosity.”

““You will become You will become like the five people like the five people you associate with you associate with the most—this can the most—this can

be either a blessing be either a blessing or a curse.”or a curse.” —Billy Cox—Billy Cox

#44#44

Innovation IndexInnovation Index:: How many of your Top 5Top 5 Strategic

Initiatives/Key Projects score 88 or higher or higher [out of 10] on a

“Weird”“Weird”/ / “Profound”“Profound”/ / “Wow”“Wow”//“Game- changer”“Game- changer”

Scale?

Iron Innovation Equality Law:Iron Innovation Equality Law:

The quality and The quality and quantity and quantity and

imaginativeness of imaginativeness of innovation shall be innovation shall be

the same in all the same in all functions functions —e.g., in HR and —e.g., in HR and

purchasing as much as in marketing or purchasing as much as in marketing or product development.product development.

-C-C+R&D+R&D

#45#45

XFXXFX

X X =XFX*=XFX*

**ExcellenceExcellence = Cross-functional Excellence = Cross-functional Excellence

Never Never waste a waste a lunch!lunch!

????????

% XF % XF lunches*lunches*

*Measure!*Measure!

(Way) Underutilized Lever(Way) Underutilized Lever

Space!Space!Space!Space!Space!Space!Space!Space!

The “XF-50”: 50 Ways to The “XF-50”: 50 Ways to Enhance Cross-Functional Enhance Cross-Functional Effectiveness and Deliver Effectiveness and Deliver

Speed, “Service Speed, “Service Excellence” and “Value-Excellence” and “Value-

added Customer added Customer ‘Solutions’”*‘Solutions’”*

*Entire “XF-50” List is an Appendix to the LONG version *Entire “XF-50” List is an Appendix to the LONG version of this presentation, posted at tompeters.comof this presentation, posted at tompeters.com

1. It’s our organization to make work—or not. It’s not “them,” the outside 1. It’s our organization to make work—or not. It’s not “them,” the outside world that’s the problem. world that’s the problem. The enemy is us.The enemy is us. Period. Period.2. Friction-free! Dump 90% of “middle managers”—most are advertent or 2. Friction-free! Dump 90% of “middle managers”—most are advertent or inadvertent “power freaks.” We are all—every one of us—in the Friction inadvertent “power freaks.” We are all—every one of us—in the Friction Removal Business, one moment at a time, now and forevermore.Removal Business, one moment at a time, now and forevermore.3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an 3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an Automatic Firing Automatic Firing OffenseOffense. Period. No appeals. (Within the limits of civility, somewhat . Period. No appeals. (Within the limits of civility, somewhat “public” firings are not out of the question—that is, make one and all “public” firings are not out of the question—that is, make one and all aware why the axe fell.)aware why the axe fell.)4.4. Everything Everything on the Web. This helps. A lot. (“Everything” = Big word.)on the Web. This helps. A lot. (“Everything” = Big word.)5. Open access. All available to all. Transparency, beyond a level that’s 5. Open access. All available to all. Transparency, beyond a level that’s “sensible,” is a de facto imperative in a Burn-the-Silos strategy.“sensible,” is a de facto imperative in a Burn-the-Silos strategy.6.6. Project managers rule!! Project managers rule!! Project managers running XF (cross-functional) Project managers running XF (cross-functional) projects are the Elite of the organization, and seen as such and treated as projects are the Elite of the organization, and seen as such and treated as such. (The likes of construction companies have practiced this more or such. (The likes of construction companies have practiced this more or less forever.)less forever.)7. “Value-added Proposition” = Application of integrated resources. (From 7. “Value-added Proposition” = Application of integrated resources. (From the entire supply-chain.) To deliver on our emergent business raison the entire supply-chain.) To deliver on our emergent business raison d’etre, and compete with the likes of our Chinese and Indian brethren, we d’etre, and compete with the likes of our Chinese and Indian brethren, we must co-operate with anybody and everybody “24/7.” IBM, UPS and many, must co-operate with anybody and everybody “24/7.” IBM, UPS and many, many others are selling far more than a product or service that works—many others are selling far more than a product or service that works—the new “it” is pure and simple a product of XF co-operation; “the product the new “it” is pure and simple a product of XF co-operation; “the product isis the co-operation” is not much of a stretch. the co-operation” is not much of a stretch.

8.8. “XF work” is the direct work of leaders! “XF work” is the direct work of leaders!9.9. “Integrated solutions” = Our “Culture.” “Integrated solutions” = Our “Culture.” (Therefore: XF = Our culture.) (Therefore: XF = Our culture.)10. Partner with “best-in-class” only. Their pursuit of Excellence helps us 10. Partner with “best-in-class” only. Their pursuit of Excellence helps us get beyond petty bickering. An all-star team has little time for anything get beyond petty bickering. An all-star team has little time for anything other than delivering on the (big) Client promise.other than delivering on the (big) Client promise.11.11. All functions are created equal! All functions are created equal! All functions contribute equally! All = All functions contribute equally! All = All.All.12. All functions are “PSFs,” Professional Service Firms. 12. All functions are “PSFs,” Professional Service Firms. “Professionalism” is the watchword—and true Professionalism rise above “Professionalism” is the watchword—and true Professionalism rise above turf wars. You are your projects, your legacy is your projects—and the turf wars. You are your projects, your legacy is your projects—and the legacy will be skimpy indeed unless you pass, with flying colors, the legacy will be skimpy indeed unless you pass, with flying colors, the “works well with others” exam!“works well with others” exam!13.13. We are all in sales! We are all in sales! We all (a-l-l) “sell” those Integrated Client Solutions. We all (a-l-l) “sell” those Integrated Client Solutions. Good salespeople don’t blame others for screw-ups—the Client doesn’t Good salespeople don’t blame others for screw-ups—the Client doesn’t care. Good salespeople are “quarterbacks” who make the system work-care. Good salespeople are “quarterbacks” who make the system work-deliver.deliver.14. We all invest in “wiring” the Client organization—we develop 14. We all invest in “wiring” the Client organization—we develop comprehensive relationships in every part (function, level) of the Client’s comprehensive relationships in every part (function, level) of the Client’s organization. organization. We pay special attention to the so-called “lower levels,” short We pay special attention to the so-called “lower levels,” short on glamour, long on the ability to make things happen at the “coalface.”on glamour, long on the ability to make things happen at the “coalface.”15. We all “live the Brand”—which is Delivery of Matchless Integrated 15. We all “live the Brand”—which is Delivery of Matchless Integrated Solutions which transform the Client’s organization. To “live the brand” is Solutions which transform the Client’s organization. To “live the brand” is to become a raving fan of XF co-operation.to become a raving fan of XF co-operation.

16. We use the word 16. We use the word “partner”“partner” until we want to barf! (Words matter! A lot!) until we want to barf! (Words matter! A lot!)17. We use the word 17. We use the word “team”“team” until we want to barf. (Words matter! A lot!) until we want to barf. (Words matter! A lot!)18. We use the word 18. We use the word “us”“us” until we want to barf. (Words matter! A lot!) until we want to barf. (Words matter! A lot!)19. We obsessively seek Inclusion—and abhor exclusion. We want more 19. We obsessively seek Inclusion—and abhor exclusion. We want more people from more places (internal, external—the whole “supply chain”) people from more places (internal, external—the whole “supply chain”) aboard in order to maximize systemic benefits.aboard in order to maximize systemic benefits.20. Buttons & Badges matter—we work relentlessly at team (XF team) 20. Buttons & Badges matter—we work relentlessly at team (XF team) identity and solidarity. (“Corny”? Get over it.)identity and solidarity. (“Corny”? Get over it.)21.21. All (almost all) rewards are team rewards. All (almost all) rewards are team rewards.22. We keep base pay rather low—and give whopping bonuses for 22. We keep base pay rather low—and give whopping bonuses for excellent team delivery of “seriously cool” cross-functional Client benefits.excellent team delivery of “seriously cool” cross-functional Client benefits.23.23. WE NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR WE NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR SCREWUPSSCREWUPS..24. WE TAKE THE HEAT—THE WHOLE TEAM. (For anything and 24. WE TAKE THE HEAT—THE WHOLE TEAM. (For anything and everything.) (Losing, like winning, is a team affair.)everything.) (Losing, like winning, is a team affair.)25.25. “BLAMING” IS AN AUTOMATIC FIRING OFFENSE. “BLAMING” IS AN AUTOMATIC FIRING OFFENSE.26.26. “Women rule.” “Women rule.” Women are simply better at the XF communications Women are simply better at the XF communications stuff—less power obsessed, less hierarchically inclined, more group-team stuff—less power obsessed, less hierarchically inclined, more group-team oriented.oriented.

27. Every member of our team is an honored contributor. “XF project 27. Every member of our team is an honored contributor. “XF project Excellence” is an “all hands” affair.Excellence” is an “all hands” affair.28. We 28. We are are our XF Teams! XF project teams are how we get things done.our XF Teams! XF project teams are how we get things done.29. “Wow Projects” rule, large or small—Wow projects demand by 29. “Wow Projects” rule, large or small—Wow projects demand by definition XF Excellence.definition XF Excellence.30. We routinely attempt to unearth and then reward “small gestures” of 30. We routinely attempt to unearth and then reward “small gestures” of XF co-operation.XF co-operation.31. We invite Functional Bigwigs to our XF project team reviews.31. We invite Functional Bigwigs to our XF project team reviews.32. We 32. We insist insist on Client team participation—from all functions of the Client on Client team participation—from all functions of the Client organization.organization.33. An “Open talent market” helps make the projects “silo-free.” People 33. An “Open talent market” helps make the projects “silo-free.” People want in on the project because of the opportunity to do something want in on the project because of the opportunity to do something memorable—no one will tolerate delays based on traditional functional memorable—no one will tolerate delays based on traditional functional squabbling. squabbling. 34. Flat! Flat = Flattened Silos. Flat = Excellence based on XF project 34. Flat! Flat = Flattened Silos. Flat = Excellence based on XF project outcomes, not power-hoarding within functional boundaries. outcomes, not power-hoarding within functional boundaries. 35. New “C-level”? 35. New “C-level”? We more or less need a “C-level” job titled Chief We more or less need a “C-level” job titled Chief Bullshit Removal Officer.Bullshit Removal Officer. That is, some kind of formal watchdog whose That is, some kind of formal watchdog whose role in life is to make cross-functionality work, and I.D. those who don’t role in life is to make cross-functionality work, and I.D. those who don’t get with the program.get with the program.36.36. Huge (H-U-G-E) co-operation bonuses. Huge (H-U-G-E) co-operation bonuses. Senior team members who Senior team members who conspicuously shine in the “working together” bit are rewarded Big Time. conspicuously shine in the “working together” bit are rewarded Big Time. (A million bucks in one case I know—and a non-cooperating very senior (A million bucks in one case I know—and a non-cooperating very senior was sacked.)was sacked.)

37.37. Get physical!! “Co-location” is the most powerful “culture changer. Get physical!! “Co-location” is the most powerful “culture changer. Physical X-functional proximity is almost a guarantee (yup!) of Physical X-functional proximity is almost a guarantee (yup!) of remarkably improved co-operation—to aid this one needs flexible remarkably improved co-operation—to aid this one needs flexible workspaces that can be mobilized for a team in a flash.workspaces that can be mobilized for a team in a flash.38.38. Ad hoc. Ad hoc. To improve the new “X-functional Culture,” little XF teams To improve the new “X-functional Culture,” little XF teams should be formed on the spot to deal with an urgent issue—they may should be formed on the spot to deal with an urgent issue—they may live for but ten days, but it helps the XF habit, making it normal to be live for but ten days, but it helps the XF habit, making it normal to be “working the XF way.”“working the XF way.”39. “Deep dip.” Dive three levels down in the organization to fill a 39. “Deep dip.” Dive three levels down in the organization to fill a senior role with some one who has been pro-active on the XF senior role with some one who has been pro-active on the XF dimension.dimension.40. Formal evaluations. Everyone, starting with the receptionist, should 40. Formal evaluations. Everyone, starting with the receptionist, should have an important XF rating component in their evaluation.have an important XF rating component in their evaluation.41. Demand XF experience for, especially, senior jobs. The military 41. Demand XF experience for, especially, senior jobs. The military requires all would-be generals and admirals to have served a full tour in requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional. Great idea! a job whose only goals were cross-functional. Great idea! 42. Early project “management” experience. Within days, literally, of 42. Early project “management” experience. Within days, literally, of coming aboard folks should be “running” some bit of a project, coming aboard folks should be “running” some bit of a project, working with folks from other functions—hence, “all this” becomes as working with folks from other functions—hence, “all this” becomes as natural as breathing.natural as breathing.43. “Get ’em out with the customer.” Rarely does the accountant or 43. “Get ’em out with the customer.” Rarely does the accountant or bench scientist call one the customer. Reverse that. Give everyone bench scientist call one the customer. Reverse that. Give everyone more or less regular “customer-facing experiences.” One learns quickly more or less regular “customer-facing experiences.” One learns quickly that the customer is not interested in our in-house turf battles!that the customer is not interested in our in-house turf battles!

44. Put “it” on the–every agenda. XF “issues to be resolved” should be 44. Put “it” on the–every agenda. XF “issues to be resolved” should be on every agenda—morning project team review, weekly exec team on every agenda—morning project team review, weekly exec team meeting, etc. A “next step” within 24 hours (4?) ought to be part of the meeting, etc. A “next step” within 24 hours (4?) ought to be part of the resolution.resolution.45. XF “honest broker” or ombudsman. The ombudsman examines XF 45. XF “honest broker” or ombudsman. The ombudsman examines XF “friction events” and acts as Conflict Resolution Counselor. (Perhaps a “friction events” and acts as Conflict Resolution Counselor. (Perhaps a formal conflict resolution agreement?)formal conflict resolution agreement?)46. Lock it in! XF co-operation, central to any value-added mission, 46. Lock it in! XF co-operation, central to any value-added mission, should be an explicit part of the “Vision Statement.”should be an explicit part of the “Vision Statement.”47. Promotions. 47. Promotions. Every promotion, no exceptions, should put XF Every promotion, no exceptions, should put XF Excellence in the top 5 (3?) evaluation criteria.Excellence in the top 5 (3?) evaluation criteria.48. Pick partners based on their “co-operation proclivity.” Everyone must 48. Pick partners based on their “co-operation proclivity.” Everyone must be on board if “this thing” is going to work; hence every vendor, among be on board if “this thing” is going to work; hence every vendor, among others, should be formally evaluated on their commitment to XF others, should be formally evaluated on their commitment to XF transparency—e.g., can we access anyone at any level in any function of transparency—e.g., can we access anyone at any level in any function of their organization without bureaucratic barriers?their organization without bureaucratic barriers?49. Fire vendors who don’t “get it”—more than “get it,” welcome “it” with 49. Fire vendors who don’t “get it”—more than “get it,” welcome “it” with open arms.”open arms.”50.50. Jaw. Jaw. Jaw. Jaw. Jaw. Jaw. Talk XF cooperation-value-added at every Talk XF cooperation-value-added at every opportunity. Become a relentless bore!opportunity. Become a relentless bore!51.51. Excellence! Excellence! There is a state of XF Excellence per se. Talk about it. There is a state of XF Excellence per se. Talk about it.Pursue it. Aspire to nothing less.Pursue it. Aspire to nothing less.

#46#46

L(+21) = L(-L(+21) = L(-21)21)

Leadership(21A.D.) = Leadership(21A.D.) = Leadership(21B.C.)Leadership(21B.C.)

#47#47

Tea Tea PowerPower

GiveGive good good tea! tea!

““In the same bitter winter of 1776 that Gen. George Washington led his beleaguered troops In the same bitter winter of 1776 that Gen. George Washington led his beleaguered troops across the Delaware River to safety, Benjamin Franklin sailed across the Atlantic to Paris to across the Delaware River to safety, Benjamin Franklin sailed across the Atlantic to Paris to

engage in an equally crucial campaign, this one diplomatic. A lot depended on the bespectacled engage in an equally crucial campaign, this one diplomatic. A lot depended on the bespectacled and decidedly unfashionable 70-year-old as he entered the world’s fashion capitol sporting a and decidedly unfashionable 70-year-old as he entered the world’s fashion capitol sporting a

simple brown suit and a fur cap. … simple brown suit and a fur cap. … Franklin’s miracle was that armed Franklin’s miracle was that armed only with his only with his canncannyy personal charm personal charm and reputation as a and reputation as a scientist and philosopher, he was able to cajole a wary scientist and philosopher, he was able to cajole a wary French government into lending the fledgling American French government into lending the fledgling American

nation an enormous fortune.nation an enormous fortune. … The enduring image of Franklin in Paris tends … The enduring image of Franklin in Paris tends to be that of a flirtatious old man, too busy visiting the city’s fashionable salons to pursue to be that of a flirtatious old man, too busy visiting the city’s fashionable salons to pursue

affairs of state as rigorously as John Adams. affairs of state as rigorously as John Adams. When Adams joined Franklin in When Adams joined Franklin in Paris in 1779, he was scandalized by the late hours and Paris in 1779, he was scandalized by the late hours and French lifestyle his colleague had adopted, says [Stacy French lifestyle his colleague had adopted, says [Stacy

Schiff, in A Great Improvisation] Adams was clueless that Schiff, in A Great Improvisation] Adams was clueless that it was through the dropped hints and seemingly offhand it was through the dropped hints and seemingly offhand

remarks at these salons that so much of French remarks at these salons that so much of French diplomacy was conducted.diplomacy was conducted. … Like the Beatles arriving in America, Franklin … Like the Beatles arriving in America, Franklin aroused a fervor—his face appeared on prints, teacups and chamber pots. The extraordinary aroused a fervor—his face appeared on prints, teacups and chamber pots. The extraordinary popularity served Franklin’s diplomatic purposes splendidly. Not even King Louis XVI could popularity served Franklin’s diplomatic purposes splendidly. Not even King Louis XVI could

ignore the enthusiasm that had won over both the nobility and the bourgeoisie. …”ignore the enthusiasm that had won over both the nobility and the bourgeoisie. …”

Source: “In Paris, Taking the Salons By Storm: How the Canny Ben Franklin TalkedSource: “In Paris, Taking the Salons By Storm: How the Canny Ben Franklin Talked the French into Forming a Crucial Alliance,” the French into Forming a Crucial Alliance,” U.S. News & World ReportU.S. News & World Report, 0707.08, 0707.08

““Allied commands depend Allied commands depend on mutual confidence on mutual confidence [and this confidence] [and this confidence] is gained, above all is gained, above all

through the through the develodeveloppmentment ofof friendshifriendshippss.”.”

——General D.D. Eisenhower, General D.D. Eisenhower, Armchair GeneralArmchair General* (05.08)* (05.08)

*“Perhaps his most outstanding ability [at West Point]*“Perhaps his most outstanding ability [at West Point] was the ease with which he was the ease with which he made friends and earned the made friends and earned the

trusttrust of fellow cadets who came from widely varied of fellow cadets who came from widely varied backgrounds; it was a quality that would pay greatbackgrounds; it was a quality that would pay great

dividends during his future coalition commanddividends during his future coalition command

Ike: An American HeroIke: An American Hero, Michael Korda/pp268-371:, Michael Korda/pp268-371:

““infectious grin and great charm” “nice face” infectious grin and great charm” “nice face”

“grin that was to become so “grin that was to become so famous”famous” “got along famously” “goodwill was “got along famously” “goodwill was

spontaneous and easily recognizable” “good spontaneous and easily recognizable” “good impression that Ike had made in six weeks” impression that Ike had made in six weeks” [newcomer [newcomer

junior general to supreme commander, Torch; Marshall-ADM King-Roosevelt-junior general to supreme commander, Torch; Marshall-ADM King-Roosevelt-

Churchill-British Chiefs of Staff]Churchill-British Chiefs of Staff] “least rank-conscious of “least rank-conscious of generals” “Men were happy to serve under Ike, even generals” “Men were happy to serve under Ike, even British admirals and generals who might easily have British admirals and generals who might easily have raised objections. His sincerity and lack of ceremony raised objections. His sincerity and lack of ceremony made it difficult, even impossible, to refuse him, and made it difficult, even impossible, to refuse him, and

enabled him very rapidly to pull a team together …” enabled him very rapidly to pull a team together …” “Ike was gregarious, rarely had anything bad to say “Ike was gregarious, rarely had anything bad to say

about anyone, and, on the surface at least, was relaxed about anyone, and, on the surface at least, was relaxed and good natured.” “Whereas Ike’s good humor was and good natured.” “Whereas Ike’s good humor was

genuine, unaffected, and affectionate, Monty’s genuine, unaffected, and affectionate, Monty’s [Field Marshall Montgomery][Field Marshall Montgomery] was cruel and mocking and was cruel and mocking and

always carried a sting”always carried a sting”

““eighty eighty percent of percent of success is success is

showing up.” showing up.” ——Woody AllenWoody Allen

““Mandela, a model host [in his prison hospital room] Mandela, a model host [in his prison hospital room] smiled grandly, put [Justice Minister Kobie] Coetzee at smiled grandly, put [Justice Minister Kobie] Coetzee at

his ease, and almost immediately, to their quietly his ease, and almost immediately, to their quietly contained surprise, prisoner and jailer found themselves contained surprise, prisoner and jailer found themselves

chatting amiably. … chatting amiably. … [[It had mostlIt had mostlyy] to do with ] to do with bodbodyy lan langguauagge, with the ime, with the imppact Mandela’s act Mandela’s

manner had on manner had on ppeoeopple he met. First there was le he met. First there was his erect his erect pposture. Then there was the waosture. Then there was the wayy he he shook hands. The effect was both reshook hands. The effect was both reggal and al and

intimidatinintimidatingg, were it not for Mandela’s warm , were it not for Mandela’s warm ggaze and his biaze and his bigg, eas, easyy smile smile.. … Coetzee was … Coetzee was

surprised by Mandela’s willingness to talk in Afrikaans, surprised by Mandela’s willingness to talk in Afrikaans, his knowledge of Afrikaans history.” Coetzee: “He was a his knowledge of Afrikaans history.” Coetzee: “He was a born leader. And he was affable. He was obviously well born leader. And he was affable. He was obviously well

liked by the hospital staff and yet he was respected even liked by the hospital staff and yet he was respected even though they knew he was a prisoner.”though they knew he was a prisoner.”

Source: John Carlin, Source: John Carlin, Playing the Enemy: Nelson Mandela Playing the Enemy: Nelson Mandela and the Game that Made a Nation. (Mandela meets surreptitiously withand the Game that Made a Nation. (Mandela meets surreptitiously with

justice minister after decades in prison—and turns on the charm)justice minister after decades in prison—and turns on the charm)

The Real World’s “Little” Rule BookThe Real World’s “Little” Rule Book

Ben/teaBen/teaNorm/teaNorm/tea

DDE/make friendsDDE/make friendsWFBuckley/make friends-help friendsWFBuckley/make friends-help friends

Gust/Suck downGust/Suck downCharlie/poker pal-BOFCharlie/poker pal-BOF

Eddie VII/dance-flatter-mingle-learn the languageEddie VII/dance-flatter-mingle-learn the languageVlad/birthday party of outgroup guy’s wifeVlad/birthday party of outgroup guy’s wife

CIO/finance networkCIO/finance networkERP installer/consult-“one line of code”ERP installer/consult-“one line of code”

GE Energy/make friends risk assessmentGE Energy/make friends risk assessment

GWB/check the invitation listGWB/check the invitation listGHWB/T-notesGHWB/T-notesHank/60 callsHank/60 callsMarkM/5K-5MMarkM/5K-5M

Delaware/show upDelaware/show up

Oppy/snub Lewis StraussOppy/snub Lewis StraussNM/smileNM/smile

-$4.3T/tin ear-$4.3T/tin eartp.com/Big 4-What do you think?tp.com/Big 4-What do you think?

Women/genesWomen/genesBanker/after churchBanker/after church

Total Bloody Mess/Can they pay back the loan?Total Bloody Mess/Can they pay back the loan?

#48#48

R.O.I.RR.O.I.R..

RReturn eturn OOn n

IInvestment In nvestment In

RRelationshipselationships

““I regard I regard aappoloologgizinizing as the g as the most magical, healing, most magical, healing,

restorative gesture human restorative gesture human beings can make. It is the beings can make. It is the

centerpiece of my work with centerpiece of my work with executives who want to get executives who want to get better.”better.” —Marshall Goldsmith—Marshall Goldsmith, What Got You , What Got You

Here Won’t Get You There: How Successful People BecomeHere Won’t Get You There: How Successful People Become Even More Successful Even More Successful

THE PROBLEM IS THE PROBLEM IS RARELY/NEVER THE RARELY/NEVER THE

PROBLEM. THE PROBLEM. THE RESPONSE TO THE RESPONSE TO THE

PROBLEM INVARIABLY PROBLEM INVARIABLY ENDS UP BEING THE ENDS UP BEING THE

REAL PROBLEMREAL PROBLEM.**PERCEPTION IS ALL THERE IS!*PERCEPTION IS ALL THERE IS!

Relationships (of all varieties): THERE THERE ONCE WAS A TIME WHEN A ONCE WAS A TIME WHEN A

THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD HAVE AVOIDED WOULD HAVE AVOIDED

SETTING OFF THE DOWNWARD SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A SPIRAL THAT RESULTED IN A

COMPLETE RUPTURE.COMPLETE RUPTURE.

““Courtesies of a small Courtesies of a small and trivial character are and trivial character are

the ones which strike the ones which strike deepest in the grateful deepest in the grateful

and appreciating heart.”and appreciating heart.”

—Henry Clay

#49#49

#1 Trait …#1 Trait …

““I am a I am a dispenser of dispenser of

enthusiasm.”enthusiasm.”

—Ben Zander

““Nothing is so Nothing is so contagious as contagious as enthusiasm.”enthusiasm.”

—Samuel Taylor Coleridge

““A leader is A leader is a a dealer in dealer in hope.” hope.” —Napoleon

(+TP’s writing room pics)(+TP’s writing room pics)

EX-UB-ER-EX-UB-ER-ANCE!ANCE!

Exuberance: The Passion for Life, by Kay Redfield Jamison+

““A leader is someone who creates infectious A leader is someone who creates infectious enthusiasm.”—Ted Turnerenthusiasm.”—Ted Turner

“‘“‘Glorious’ was a term [John] Muir would invoke time Glorious’ was a term [John] Muir would invoke time and again … despite his conscious attempts to and again … despite his conscious attempts to

eradicate it from his writing. ‘Glorious’ and ‘joy’ and eradicate it from his writing. ‘Glorious’ and ‘joy’ and ‘exhilaration’: no matter how often he scratched out ‘exhilaration’: no matter how often he scratched out these words once he had written them, they sprangthese words once he had written them, they sprang

up time and again …”up time and again …”

““To meet Roosevelt, said Churchill, ‘with all his buoyant To meet Roosevelt, said Churchill, ‘with all his buoyant sparkle, his iridescence,’ was like ‘opening a bottle of sparkle, his iridescence,’ was like ‘opening a bottle of

champagne.’ Churchill, who knew both champagnechampagne.’ Churchill, who knew both champagne and human nature, recognized ebullient leadership and human nature, recognized ebullient leadership

when he saw it.”when he saw it.”


““At a time of weakness and mounting despair inAt a time of weakness and mounting despair in the the democratic world, Roosevelt stood out by his democratic world, Roosevelt stood out by his

astonishing appetite for life and by his apparently astonishing appetite for life and by his apparently complete freedom from fear of the future; as a man who complete freedom from fear of the future; as a man who welcomed the future eagerly as such, and conveyed the welcomed the future eagerly as such, and conveyed the feeling that whatever the times might bring, all would feeling that whatever the times might bring, all would be grist to his mill, nothing would be too formidable or be grist to his mill, nothing would be too formidable or crushing to be subdued. He had unheard of energy and crushing to be subdued. He had unheard of energy and gusto … and was a spontaneous, optimistic, pleasure-gusto … and was a spontaneous, optimistic, pleasure-

loving ruler with unparalleled capacity for creating loving ruler with unparalleled capacity for creating confidence.”—Isaiah Berlin on FDRconfidence.”—Isaiah Berlin on FDR


““Churchill had a very powerful mind, but a romantic Churchill had a very powerful mind, but a romantic and unquantitative one. If he thought about a course and unquantitative one. If he thought about a course of action long enough, if he achieved it alone in his of action long enough, if he achieved it alone in his

own inner consciousness and desired it passionately, own inner consciousness and desired it passionately, he convinced himself it must be possible. Then, with he convinced himself it must be possible. Then, with incomparable invention, eloquence and high spirits,incomparable invention, eloquence and high spirits,

he set out to convince everyone else that it was he set out to convince everyone else that it was not only possible, but the only course of action not only possible, but the only course of action

open to man.”—C.P. Snowopen to man.”—C.P. Snow

““We are all worms. But I do believe that I am aWe are all worms. But I do believe that I am a glow-worm.”—Churchill on Churchillglow-worm.”—Churchill on Churchill

#50#50

#1 Truthteller …#1 Truthteller …

You = Your You = Your calendarcalendar**

*Calendars *Calendars nevernever lielie

““I used to have a rule for myself that at any point in I used to have a rule for myself that at any point in time I wanted to have in mind time I wanted to have in mind — as it so happens, — as it so happens, also in writing, on a little card I carried around with also in writing, on a little card I carried around with me — the three big things I was trying to get done. me — the three big things I was trying to get done.

ThreeThree..

Not two. Not two. Not four. Not four. Not five.Not five.Not ten.Not ten.Three.”Three.”

— Richard Haass, — Richard Haass, The Power to PersuadeThe Power to Persuade

““Dennis, you need a … Dennis, you need a …

‘To-don’t ‘To-don’t ’’ List !” List !”

““The The oneone thinthing you need g you need to know about sustained to know about sustained

individual success: individual success: Discover what you don’t Discover what you don’t

likelike

doing and doing and stopstop

doing it.”doing it.” —Marcus Buckingham, The One Thing You Need to Know

““You must You must bebe the change you the change you

wish to see in the wish to see in the world.”world.”

Gandhi

Walls of Walls of YYesterdaesterday vs y vs

Walls of Walls of TomorrowTomorrow

#51#51

““To develop others, To develop others, start with yourself.”start with yourself.”

—Marshall Goldsmith—Marshall Goldsmith

““Being aware of Being aware of yourself and how you yourself and how you

affect everyone around affect everyone around you you is what is what

distindistingguishes a suuishes a supperior erior leaderleader.”.” —Edie Seashore (—Edie Seashore (Strategy + BusinessStrategy + Business

#45)#45)

#52#52

““Do one Do one thing every thing every

day that day that scares you.”scares you.”

—Eleanor Roosevelt

Kevin Roberts’ CredoKevin Roberts’ Credo

11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.

10. Avoid moderationAvoid moderation!!

#53#53

24%24%

dubaidubai

Single Single greatest act greatest act

of pure of pure imaginationimagination

““Insanely Insanely Great”Great”

““Radically Radically thrilling”thrilling”

BMW

#54#54

The 19 Es ofThe 19 Es ofExcellenceExcellence

If Not Excellence, What?If Not Excellence, What?If Not Excellence Now, When?If Not Excellence Now, When?The “19 Es” of ExcellenceThe “19 Es” of Excellence

EnthusiasmEnthusiasm.. (Be an irresistible force of nature!) (Be an irresistible force of nature!)

EnerEnergy.gy. (Be fire! Light fires!)(Be fire! Light fires!)

ExuberanceExuberance.. (Vibrate—cause earthquakes!)(Vibrate—cause earthquakes!)

ExecutionExecution.. (Do it! Now! Get it done! Barriers are baloney! Excuses are for wimps! Accountability is gospel! (Do it! Now! Get it done! Barriers are baloney! Excuses are for wimps! Accountability is gospel! Adhere to the Bill Parcells doctrine: “Blame nobody! Expect nothing! Do something!”)Adhere to the Bill Parcells doctrine: “Blame nobody! Expect nothing! Do something!”)

EmEmppowermentowerment.. (Respect and appreciation! Always ask, “What do you think?”(Respect and appreciation! Always ask, “What do you think?” Then: Listen! Liberate! Celebrate! 100% innovators or bust!)Then: Listen! Liberate! Celebrate! 100% innovators or bust!)

EdEdgginessiness.. (Perpetually dancing at the frontier, and a little or a lot beyond.)(Perpetually dancing at the frontier, and a little or a lot beyond.)

EnraEnraggeded.. (Determined to challenge & change the status quo!)(Determined to challenge & change the status quo!)

EnEnggaaggeded.. (Addicted to MBWA/Managing By Wandering Around. In touch. Always.) (Addicted to MBWA/Managing By Wandering Around. In touch. Always.)

ElectronicElectronic.. (Partners with the world 60/60/24/7 via electronic community building(Partners with the world 60/60/24/7 via electronic community building and entanglement of every sort. Crowdsourcing/doing power!)and entanglement of every sort. Crowdsourcing/doing power!)

EncomEncomppassingassing.. (Relentlessly pursue diverse opinions—the more diversity the merrier! Diversity per se “works”!)(Relentlessly pursue diverse opinions—the more diversity the merrier! Diversity per se “works”!)

EmotionEmotion.. (The alpha. The omega. The essence of leadership. The essence of sales. (The alpha. The omega. The essence of leadership. The essence of sales. The essence of marketing. The essence. Period. Acknowledge it.)The essence of marketing. The essence. Period. Acknowledge it.)

EmEmppathathy.y. (Connect, connect, connect with others’ reality and aspirations! “Walk(Connect, connect, connect with others’ reality and aspirations! “Walk in the other person’s shoes”—until the soles have holes!)in the other person’s shoes”—until the soles have holes!)

ExExpperienceerience.. (Life is theater! Make every activity-contact memorable! Standard:(Life is theater! Make every activity-contact memorable! Standard: “ “Insanely Great”/Steve Jobs; “Radically Thrilling”/BMW.)Insanely Great”/Steve Jobs; “Radically Thrilling”/BMW.)

EliminateEliminate.. (Keep it simple!)(Keep it simple!)

ErrorErrorppronerone.. (Ready! Fire! Aim! Try a lot of stuff and make a lot of booboos and then try some more stuff(Ready! Fire! Aim! Try a lot of stuff and make a lot of booboos and then try some more stuff and make some more booboos—all of it at the speed of light!)and make some more booboos—all of it at the speed of light!)

EvenhandedEvenhanded.. (Straight as an arrow! Fair to a fault! Honest as Abe!)(Straight as an arrow! Fair to a fault! Honest as Abe!)

ExpectationsExpectations.. (Michelangelo: “The greatest danger for most of us is not that our aim is too high and we miss it, (Michelangelo: “The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.” Amen!)but that it is too low and we reach it.” Amen!)

EudaimoniaEudaimonia.. (Pursue the highest of human moral purpose—the core of Aristotle’s philosophy. Be of service. (Pursue the highest of human moral purpose—the core of Aristotle’s philosophy. Be of service. Always.)Always.)

ExcellenceExcellence.. (The only standard! Never an exception! Start now! No excuses! If not Excellence, what?(The only standard! Never an exception! Start now! No excuses! If not Excellence, what? If not Excellence now, when?)If not Excellence now, when?)

#55#55

The Heart of The Heart of Business Strategy: Business Strategy:

48 Things That 48 Things That MatterMatter

We usually think of business We usually think of business strategy as some sort of aspirational strategy as some sort of aspirational

market positioning statement. market positioning statement. Doubtless that’s part of it. But I Doubtless that’s part of it. But I

believe that the number one believe that the number one “strategic strength” is excellence in “strategic strength” is excellence in execution and systemic relationships execution and systemic relationships

(i.e., with everyone we come in (i.e., with everyone we come in contact with). Hence I offer the contact with). Hence I offer the following 48 pieces of advice in following 48 pieces of advice in

creating a winning “strategy” that is creating a winning “strategy” that is inherently sustainable.inherently sustainable.

““Thank you.” Minimum several times a day.Thank you.” Minimum several times a day. Measure it.Measure it.““Thank you” to everyone even peripherallyThank you” to everyone even peripherally involved in some activity—especially involved in some activity—especially thosethose “ “deep in the hierarchy.”deep in the hierarchy.”Smile. Work on it.Smile. Work on it.Apologize. Even if “they” are “mostly” toApologize. Even if “they” are “mostly” to blame.blame.Jump all over those who play the “blameJump all over those who play the “blame game.” game.” Hire enthusiasm.Hire enthusiasm.Low enthusiasm. No hire. Any job.Low enthusiasm. No hire. Any job.Hire optimists. Everywhere. (“Positive Hire optimists. Everywhere. (“Positive outlook on life,” not mindless optimism.)outlook on life,” not mindless optimism.)Hiring: Would you like to go to lunch withHiring: Would you like to go to lunch with him-her. 100% of jobs.him-her. 100% of jobs.

Hire for good manners.Hire for good manners.Do not reject “trouble makers”—that is thoseDo not reject “trouble makers”—that is those who are uncomfortable with the status who are uncomfortable with the status quo.quo.Expose all would-be hires to somethingExpose all would-be hires to something unexpected-weird. Observe their reaction.unexpected-weird. Observe their reaction.Overwhelm response to even the smallestOverwhelm response to even the smallest screw-ups.screw-ups.Become a student of all you will meet with. Become a student of all you will meet with. Big time.Big time.Hang out with interesting new people. Hang out with interesting new people. Measure it.Measure it.Lunch with folks in other functions. Measure Lunch with folks in other functions. Measure it.it.Listen. Hear. Become a serious studentListen. Hear. Become a serious student of listening-hearing.of listening-hearing.Work on everyone’s listening skills. Practice.Work on everyone’s listening skills. Practice.

Become a student of information extraction-Become a student of information extraction- interviewing.interviewing.Become a student of presentation giving.Become a student of presentation giving. Formal. Short and spontaneous.Formal. Short and spontaneous.Incredible care in 1st line supervisor Incredible care in 1st line supervisor selection.selection.World’s best training for 1st line supervisors.World’s best training for 1st line supervisors.Construct small leadership opportunities forConstruct small leadership opportunities for junior people within days of starting on thejunior people within days of starting on the job.job.Insane care in all promotion decisions.Insane care in all promotion decisions.Promote “people people” for all managerialPromote “people people” for all managerial jobs. Finance-logistics-R&D as much as,jobs. Finance-logistics-R&D as much as, say, sales.say, sales.Hire-promote for demonstrated curiosity. Hire-promote for demonstrated curiosity. Check their past commitment to continuousCheck their past commitment to continuous learning.learning.

Small “d” diversity. Rich mixes for any andSmall “d” diversity. Rich mixes for any and all teams. all teams. Hire women. Roughly 50% women on execHire women. Roughly 50% women on exec team.team.Exec team “looks like” customer population,Exec team “looks like” customer population, actual and desired.actual and desired.Focus on creating products for and sellingFocus on creating products for and selling to women.to women.Focus on creating products for and sellingFocus on creating products for and selling to boomers-geezers.to boomers-geezers.Work on first and last impressions.Work on first and last impressions.Walls display tomorrow’s aspirations, notWalls display tomorrow’s aspirations, not yesterday’s accomplishments.yesterday’s accomplishments.Simplify systems. Constantly.Simplify systems. Constantly.

Insist that almost all material be covered by aInsist that almost all material be covered by a 1-page summary. Absolutely no longer. 1-page summary. Absolutely no longer. Practice decency.Practice decency.Add “We are thoughtful in all we do” toAdd “We are thoughtful in all we do” to corporate values list. Number 1 force forcorporate values list. Number 1 force for customer loyalty, employee satisfaction.customer loyalty, employee satisfaction.Make some form of employee growth (for all)Make some form of employee growth (for all) a formal part of values set. Abovea formal part of values set. Above customer satisfaction. Steal from RE/MAX: customer satisfaction. Steal from RE/MAX: “We are a life success company.”“We are a life success company.”Flowers.Flowers.Celebrate “small wins.” Often. Perhaps aCelebrate “small wins.” Often. Perhaps a “ “small win of the day.”small win of the day.”

Manage your calendar religiously: Does itManage your calendar religiously: Does it accurately reflect your espoused priorities?accurately reflect your espoused priorities? Use a “calendar friend” who’s not veryUse a “calendar friend” who’s not very friendly to help you with this.friendly to help you with this.Review your calendar: Work assiduously andReview your calendar: Work assiduously and mercilessly on your “To don’ts.”—stuff mercilessly on your “To don’ts.”—stuff that distracts.that distracts.Bosses, especially near the top: FormallyBosses, especially near the top: Formally cultivate one advisor whose role is to tell cultivate one advisor whose role is to tell youyou the truth. the truth. Commit to Excellence.Commit to Excellence.Talk up Excellence. Talk up Excellence. Put “Excellence in all we do” in the values Put “Excellence in all we do” in the values set.set.Measure everyone on demonstratedMeasure everyone on demonstrated commitment to Excellence.commitment to Excellence.

Excellence.Excellence.Always.Always.

““Excellence can be obtained if you:Excellence can be obtained if you: ... care more than others think is wise; ... care more than others think is wise; ... risk more than others think is safe; ... risk more than others think is safe; ... dream more than others think ... dream more than others think is practical;is practical; ... expect more than others think ... expect more than others think is possible.”is possible.”

Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

Documents

Tom Peters’ Excellence.Always. Helsinki/27 March 2009