“The capacity
to
develop
close
and
Tom Peters’
enduring relationships is the mark of
a leader. Unfortunately, many leaders
of major companies believe their job
is to create the strategy, organization
structure and organizational
processes—then they just delegate
the work to be done, remaining aloof
from the people doing
Zagreb/05
June
2008
the
work.” —Bill George,
Authentic
Leadership
EXCELLENCE.
ALWAYS.
To appreciate
this presentation [and ensure
that it is not a mess], you need
Microsoft fonts:
NOTE:
“Showcard Gothic,”
“Ravie,” “Chiller”
and “Verdana”
Part II
Excellence:
The
Leadership
50
bedrock.
1. Leaders …
serve.
Organizations
exist to serve.
Period.
Leaders live to
serve. Period.
The Basic
Mechanism.
2. Leadership Is a
Mutual
Discovery
Process.
…
“Ninety percent of what
we call ‘management’
consists of making it
difficult for people to
get things done.”
– Peter Drucker
Organizing Genius / Warren Bennis
and Patricia Ward Biederman
“Groups become great only when
everyone in them, leaders and
members alike, is free to do his or
her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its
members to discover their
greatness.”
Leaders’ “Mt Everest Test”
“free to do his or her
absolute best” …
“allow its members to
discover their
greatness.”
Quests!
Why in the
World did you
go to Siberia?
An
emotional, vital, innovative,
joyful, creative,
entrepreneurial endeavor
that elicits maximum
Enterprise* ** (*at its best):
concerted human
potential in the
wholehearted service of
others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
… no less than Cathedrals in
which the full and awesome
power of the Imagination and
Spirit and native
Entrepreneurial flair of
diverse individuals is
unleashed in passionate
pursuit of … Excellence.
“I have always
believed that the
purpose of the
corporation is to be a
blessing to the
employees.” *
—Boyd Clarke
*TP: An “organization” is, in fact and after all
is said and done, a/the “house” in which
most of us “live” most of the time.
The
Leadership
Types.
3. Great Leaders on White Horses Are
Great Talent
Developers (Type I
Leadership) are the Bedrock
Important – but
of Organizations that Perform Over
the Long Haul.
Whoops:
Jack didn’t have
a vision!
4. But There Are Times
When the “visionary”
“Type” (Type II
Leadership) Matters!
“A leader is a
dealer in
hope.”
—Napoleon
5. Find the
“Businesspeople”!
(Type III Leadership)
I.P.M.
(Inspired
Profit Mechanic)
6. All Organizations
Need … the Golden
Leadership
Triangle.
The Golden Leadership Triangle:
(1) Talent Fanatic …
(2) Visionary …
(3) Inspired Profit
Mechanic.
7. Leadership Mantra #1:
IT ALL DEPENDS!
Renaissance Men
are … a snare,
a myth,
a delusion!
8. The Leader Is
Rarely/Never the
Best Performer.
The
Leadership
Dance.
9. Leaders …
SHOW UP!
MBWA
“A body can
pretend to care,
but they can’t
pretend to be
there.”
— Texas Bix Bender
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
10. Leaders …
LOVE the
MESS!
“If things seem
under control,
you’re just not
going fast
enough.”
—Mario Andretti
11. Leaders
“We have a
‘strategic’
plan. It’s
called doing
things.”
— Herb Kelleher
“This is so simple it sounds stupid, but it is amazing
how few oil people really understand that
you only find
oil if you drill
wells.
You may think you’re finding it
when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
12. Leaders
Re
-do.
Phil Crosby
is an idiot!
“We made mistakes, of course. Most of them were
omissions we didn’t think of when we initially wrote the
software. We fixed them by doing it over and over, again
and again. We do the same today. While our competitors
are still sucking their thumbs trying to make the design
perfect, we’re already on prototype version
#5.
By the time our rivals are
ready with wires and screws, we are on version
#10. It gets back to planning
versus acting: We act from day
one; others plan how to plan—
for months.” —Bloomberg by Bloomberg
13. BUT … Leaders
Know
When to
Wait.
Tex Schramm:
The
“too hard”
box!
14. Leaders Are …
Optimists.
Hackneyed but none the less
LEADERS SEE
CUPS AS “HALF
FULL.”
true:
“[Ronald
Reagan] radiated an
almost
transcendent
happiness.”
Half-full Cups:
—Lou Cannon
15. Leaders
FOCUS!
“Dennis, you need a …
‘To-don’t ’
List !”
“I used to have a rule for myself that at any point in
time I wanted to have in mind — as it so happens,
also in writing, on a little card I carried around with
me — the three big things I was trying to get done.
Three.
Not two.
Not four.
Not five.
Not ten.
Three.”
— Richard Haass, The Power to Persuade
“The one thing you need
to know about sustained
individual success:
Discover what you don’t
like doing and
stop
doing it.”
—Marcus Buckingham, The One Thing You Need to Know
16. Leaders … Send
V-E-R-Y Clear
Signals
About
What’s Important!
“Really Important
Stuff”: Roger’s
Rule of Three!
Robinson/American Express
Puckett/Hughes
Olsen/Digital
Mozilo/Countrywide
Milliken/Milliken
Welch/GE
Danger:
S.I.O.
(Strategic Initiative Overload)
If It Ain’t
Broke …
Break It.
17. Leaders …
FORGET!/
Leaders …
DESTROY!
Forget>“Learn”
“The problem is never how
to get new, innovative
thoughts into your mind,
but how to get the old
ones out.” —Dee Hock
“I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, ‘How do I build a small firm for
Buy
a very large one
and just wait.”
myself?’ The answer seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
18. BUT … Leaders
Have to Deliver, So They
Worry About “Throwing
the Baby Out with the
Bathwater.”
“Damned If You
Do, Damned If You
Don’t, Just Plain
Damned.”
Subtitle in the chapter, “Own Up to the Great Paradox: Success Is
the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,”
Liberation Management (1992)
19. Leaders …
HONOR THE
USURPERS.
Saviors-in-Waiting
Disgruntled Customers
Upstart Competitors
Rogue Employees
Fringe Suppliers
Source: Wayne Burkan, Wide Angle Vision
20. Leaders Make
[Lots of]
Mistakes – and
MAKE NO BONES
ABOUT IT!
“Fail faster.
Succeed
sooner.”
—David Kelley/IDEO
21. Leaders Make …
BIG MISTAKES!
“Reward
excellent
failures. Punish
mediocre
successes.”
—Phil Daniels
Create.
22. Leaders Know that THERE’S
MORE TO LIFE THAN “LINE
EXTENSIONS.” Leaders Love to …
CREATE NEW
MARKETS.
“Acquisitions are about
buying market share. Our
challenge is to
create markets.
There is a big difference.”
—Peter Job, CEO, Reuters
YESBANK*
*Commerce Bank
23. Leaders … Make
Their Mark /
Do Stuff
That Matters
Leaders …
“I never, ever thought of
myself as a businessman.
I was interested in
creating things
I would be
proud of.” —Richard Branson
24. Leaders Push Their
W-a-y
Up the Valueadded Chain.
Organizations …
And the “M” Stands for … ?
“Systems
Integrator of choice.”/BW
Gerstner’s IBM:
(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )
IBM Global Services*
Services Corp.):
$55B
(*Integrated Systems
“Big Brown’s New Bag: UPS
Traffic
Manager for
Corporate
America”
Aims to Be the
—Headline/BW/2004
“Every project we undertake starts with
‘How can
we do what has
never been done
before?’”
the same question:
—Stuart Hornery, Lend Lease
25. Leaders Push Past
Service “Transactions” to
… Scintillating
Experiences.
“Experiences
are as distinct
from services as
services are from
goods.”
—Joe Pine & Jim Gilmore, The
Experience Economy: Work Is Theatre & Every Business a
Stage
Experience: “Rebel Lifestyle!”
“What we sell is the
ability for a 43year-old accountant
to dress in black
leather, ride through
small towns and have
people be afraid
of him.”
Harley exec, quoted in Results-Based Leadership
26. Leaders
LOVE the
New Technology!
Power Tools
For Power
Strategies/
ARD 40K
27. Needed? Type IV
Leadership:
Technology
Dreamer-True
Believer
The Golden Leadership
Quadrangle: (1) Talent
Fanatic … (2) Visionary …
(3) Inspired Profit
Mechanic …
(4) Technology DreamerTrue Believer.
Talent.
28. Leaders …
DO TALENT!
‘do’
“Leaders
people.
Period.”
—Anon.
Brand =
Talent.
29. When It Comes
TALENT
to
…
Leaders Always Go
Berserk!
From “1, 2 or you’re out” [JW]
to …
“Best Talent in
each industry segment to
build best proprietary
intangibles” [EM]
Source: Ed Michaels, War for Talent
30. Leaders Listen.
Leaders
Consult.
The “One line of code”
Theorem: All we-“they”me want is (1) to be
consulted, (2) to be taken
seriously, (3) a tiny show
of appreciation
Passion.
31. Leaders …
“Sell”
PASSION!
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
“Create a
‘cause,’ not a
‘business.’ ”
Gary Hamel:
32. Leaders Know:
ENTHUSIASM
BEGETS
ENTHUSIASM!
BZ: “I am a …
Dispenser of
Enthusiasm!”
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
33. Leaders Are …
in a Hurry
“We don’t sell insurance
We sell
speed.”
anymore.
Peter Lewis, Progressive
“Metabolic
Management”
34. Leaders
Focus on the
SOFT STUFF!
“Hard” is
“soft.”
“Soft” Is
“hard.”
Message: Leadership is
all about love! [Passion,
Enthusiasms, Appetite for
Life, Engagement,
Commitment, Great Causes &
Determination to Make a
Damn Difference, Shared
Adventures, Bizarre Failures,
Growth, Insatiable Appetite
for Change.]
The “Job” of
Leading.
35. Leaders Know It’s
ALL SALES ALL
THE TIME.
If you don’t
LOVE
SALES … find
another life. (Don’t pretend
you’re a “leader.”)
36. Leaders
LOVE
“POLITICS.”
If you don’t LOVE
POLITICS … find
another life.
(Don’t pretend
you’re a “leader.”)
All success is a
Matter of
implementation.
All implementation is
a matter of politics.
37. But … Leaders Also
Break a Lot
of China.
Characteristics of the “Also rans”*
“Minimize risk”
“Respect the chain of
command”
“Support the boss”
“Make budget”
*Fortune, “Most Admired Global Corporations”
38. Leaders
Give …
RESPECT!
“It was much later that I realized Dad’s
secret. He gained respect by giving it. He
talked and listened to the fourth-grade kids
in Spring Valley who shined shoes the same
way he talked and listened to a bishop or a
He was
seriously interested in
who you were and
what you had to say.”
college president.
Source: Sara Lawrence-Lightfoot, Respect
Amen!
“What creates trust, in
the end, is the leader’s
manifest respect for
the followers.” — Jim O’Toole,
Leading Change
39. Leaders Say
“Thank
You.”
“The deepest human
need to
be appreciated.”
need is the
William James
FLOWER
FLOWER
POWER
POWER
40. Leaders
Are …
Curious.
The Three Most Important Letters …
WHY?
41. Leadership Is
a…
Performance.
“It is necessary for the
President to be the
No. 1
actor.”
nation’s
FDR
42. Leaders … Are
The Brand
“You must
be
the change you
wish to see in the
world.”
Gandhi
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
43. Leaders …
GREAT
STORY!
Have a
“A key – perhaps the key –
to leadership is
the effective
communication
of a story.”
Howard Gardner
Leading Minds: An Anatomy of Leadership
“Leaders don’t just make
products and make decisions.
Leaders make
meaning.”
– John Seely Brown
Leader Job 1
Paint
Portraits of
Excellence!
Introspection.
44.
Leaders …
Enjoy
Leading.
“Tom, you
left out one
thing …”
45. Leaders
LAUGH!
46. Leaders …
KNOW
THEMSELVES.
Individuals (would-be leaders)
cannot engage in a
liberating mutual discovery
process unless they are
comfortable with their
own skin. (“Leaders” who are not
comfortable with themselves become petty
control freaks.)
Questions: What do others think of you? [Are you sure?] What
do you think of you? [Are you sure?] What is your impact on
others? [Are you sure?] What is your impact on others? [Are
you sure?] What is your impact on others? [Are you sure?]
What are the “little things” you (perhaps unconsciously) do that
cause people to shrivel—or blossom? [Are you sure?] What do
you want? [Are you sure?] Are you aware of your changing
moods? [Are you sure?] How fragile is your ego? [Are you sure?]
Do you have a true confidant? [Are you sure?] Do you perform brief
or not-so-brief self-assessments? Do you talk too much? [Are you
sure?] Do you know how to listen? [Are you sure?] Do you
listen? [Are you sure?] What is your style of “hashing things
out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive,
(d) genuinely interested in people, (e) etc? [Are you sure?] Are
you flexible? Have you changed your mind about anything important
in a while? Are you comfortable-uncomfortable with folks on the
front line? Do you think you’re “in touch with the pulse of
things around here”? [Are You Sure?] Are you too
emotional/intuitive? Are you too unemotional/rational? Do you
spend much time with people who are new to you? [Do you think
questions like this are “so much BS”?]
47. But …
Leaders have
MENTORS.
Upon having the
Leadership Mantle placed
upon one’s head, he/she
never
shall
hear
the unvarnished truth
again!*
(*Therefore, she/he needs one faithful compatriot
to lay it on with no jelly.)
The End
Game.
48. Leaders
are …
RELENTLESS.
“This [adolescent] incident [of getting from point A to point B] is notable
not only because it underlines Grant’s fearless horsemanship and his
determination, but also it is the first known example of a very important
Grant had an
extreme, almost phobic
dislike of turning back
and retracing his steps.
peculiarity of his character:
If he
set out for somewhere, he would get there somehow, whatever the
difficulties that lay in his way. This idiosyncrasy would turn out to be one
the factors that made him such a formidable general. Grant would always,
always press on—turning back was not an option for him.”
—Michael Korda, Ulysses Grant
Relentless: “One of
my superstitions had always been
when I started to go anywhere or
not to
turn back , or stop,
to do anything,
until the thing intended was
accomplished.” —Grant
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
49. Leaders
???:
“Leadership is the
PROCESS of ENGAGING
PEOPLE in CREATING a
LEGACY of
EXCELLENCE.”
“LEADERS NEED TO
BE THE ROCK OF
GIBRALTAR ON
ROLLER BLADES.”
50. Leaders Free
the Lunatic
Within!
The greatest danger
for most of us
is not that our aim is
too high
and we miss it,
but that it is
too low
and we reach it.
Michelangelo
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2.
3.
4.
5.
6.
7.
8.
9.
If it ain’t broke ... Break it!
Hire crazies.
Ask dumb questions.
Pursue failure.
Lead, follow ... or get out of the way!
Spread confusion.
Ditch your office.
Read odd stuff.
10. Avoid moderation!
“You can’t behave
in a calm, rational
manner. You’ve got
to be out there on
the lunatic fringe.”
— Jack Welch
51. Leaders
Relentlessly Pursue …
Excellence
“Excellence can be obtained if you:
... care more than others think
is wise;
... risk more than others think
is safe;
... dream more than others think
is practical;
... expect more than others think
is possible.”
Source: Anon. (Posted @ tompeters.com by
K.Sriram, November 27, 2006 1:17 AM)
Excellence Is a
Universal
Striving.
If Not
Excellence,
What?
people power:
talent
The
50
“I have always
believed that the
purpose of the
corporation is to be
a blessing to the
employees.”
—Boyd Clarke
1. People
First!
“How to piss away
$500,000 in one
easy lesson!!”
TP:
< CAPEX
> People!
Our Mission
To develop and manage talent;
to apply that talent,
throughout the world,
for the benefit of clients;
to do so in partnership;
to do so with profit.
WPP
2. “Soft” Is
“Hard.”
Excellence1982: The Bedrock “Eight Basics”
1.
2.
3.
4.
5.
6.
7.
8.
A Bias for Action
Close to the Customer
Autonomy and Entrepreneurship
Productivity Through People
Hands On, Value-Driven
Stick to the Knitting
Simple Form, Lean Staff
Simultaneous Loose-Tight
Properties”
3. FUNDAMENTAL
PREMISE: We Are in an
Age of Talent/
Creativity/
Intellectual-capital
Added.
Agriculture Age (farmers)
Industrial Age (factory workers)
Information Age (knowledge workers)
Conceptual Age
(creators and empathizers)
Source: Dan Pink, A Whole New Mind
“Human
creativity is the
ultimate
economic
resource.”
—Richard Florida,
The Rise of the Creative Class
4. Talent
“Excellence” in
Every Part of
Every
Organization.
Wegmans:
#1/100
“Best Companies to
Work for”/2005
5. Talent
“Excellence”
Stretches Far
Beyond Our
Borders.
We become
who we hang
out with 1
Measure “Strangeness”/Portfolio Quality
Staff
Consultants
Vendors
Out-sourcing Partners (#, Quality)
Innovation Alliance Partners
Customers
Competitors (who we “benchmark” against)
Strategic Initiatives
Product Portfolio (LineEx v. Leap)
IS/IT Projects
HQ Location
Lunch Mates
Language
Board
6. P.O.T./
Pursuit Of
Talent =
OBSESSION.
“The leaders of Great Groups
love talent and know
where to find it. They
revel in the talent
of others.”
—Warren Bennis &
Patricia Ward Biederman, Organizing Genius
PARC’s Bob Taylor:
“Connoisseur
of Talent”
7. Talent Masters
Understand
Talent’s
Intangibles.
A Few Lessons from the Arts
Each hired and developed and evaluated in unique ways
(23 contributors = 23 unique contributions = 23 pathways =
23 personalities = 23 sets of motivators)
Attitude/Enthusiasm/Energy paramount
Re-lent-less!
“Practice is cool” (G Leonard/Mastery)
Team and individual
Aspire to EXCELLENCE = Obvious
Ex-e-cu-tion
Talent = Brand = Duh
“The Project” rules
Emotional language
Bit players. No.
B.I.W. (everything)
Delta events = Delta rosters (incl leader/s)
8. HR Is
“Cool.”
Chicago:
HRMAC
“support function” /
“cost center” /
“bureaucratic drag”
or …
Are you …
“Rock Stars
of the
Age of
Talent”?
9. HR Sits at
The Head
Table.
A review of Jack and Suzy Welch’s Winning claims there are but
two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance
measurement. Performance measurement based, as it usually is, on budgeting
leads to an epidemic of gaming the system. GE’s performance measurement is
divorced from budgeting—and instead reflects how you do relative to your past
performance and relative to competitors’ performance; i.e., it’s about how you
actually do in the context of what happened in the real world, not as compared to a
gamed-abstract plan developed last year.
Putting HR on
a par with finance
and marketing.
Second:
10. Re-name
“HR.”
Talent
Department
“H.R.” to “H.E.D.” ???
Human
Enablement
Department
People Department
Center for Talent Excellence
Seriously Cool People
Who Recruit & Develop
Seriously Cool People
Etc.
11. There Is an
“HR Strategy”/
“HR Vision”
EVP/
IBP?*
What’s your company’s …
*Employee Value Proposition, per Ed Michaels et al.,
The War for Talent; IBP/Internal Brand Promise per TP
EVP/IBP = Remarkable
challenge, rapid professional
growth, respect, satisfaction,
fun, stunning opportunity,
exceptional reward, amazing
peer group, full membership in
Club Adventure, maximized
future employability
Source: Ed Michaels, The War for Talent; TP
12. Acquire
for Talent!
Omnicom's acquisitions: “not for
“buying
talent;” “deepen a
size per se”;
relationship with a client.”
Source: Advertising Age
13. There Is a
FORMAL
Recruitment
Strategy.
“Busy Executives
Fail To Give
Recruiting
Attention It
Deserves”
—Headline, WSJ, 1121.05
C
O*
*Chief talent acquisition Officer
14. There Is a
FORMAL
Leadership
Development
Strategy.
Crotonville!
DD: 0 to 60mph
in a flash (months)
15. There Is a
FORMAL STRATEGIC
HR Review
Process.
“In most companies, the Talent Review Process is a
farce. At GE, Jack Welch and his two top HR people
visit each division for a day. They review the top 20
to 50 people by name. They talk about Talent Pool
The Talent
Review Process is a contact
sport at GE; it has the
intensity and the
importance of the budget
process at most
companies.”—Ed Michaels
strengthening issues.
16. “People”/
Talent” Reviews
Are the FIRST
Reviews.
17. HR Strategy
= BUSINESS
Strategy.
Wegmans: #1/100 Best Companies to Work for
84%: Grocery stores “are all alike”
46%: additional spend if customers have an “emotional connection”
to a grocery store rather than “are satisfied” (Gallup)
“Going to Wegmans is not just shopping, it’s an event.” —Christopher
Hoyt, grocery consultant
“You cannot separate
their strategy as a
retailer from their
strategy as an
employer.”
—Darrell Rigby, Bain & Co.
Cirque
du Soleil!
18. Make it a
“Cause Worth
Signing Up For.”
“People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll
fight for, sacrifice for ,
trust.”
—Howard Schultz, Starbucks (IBD/09.05)
19. Unleash
“Their” Full
Potential!
“We are a
‘Life Success’
Company.”
Dave Liniger, founder, RE/MAX
“No matter what the situation,
[the great manager’s] first response is
always to think about the
individual concerned and how
things can be arranged to help
that individual experience
success.” —Marcus Buckingham,
The One Thing You Need to Know
20. Set Sky
High
Standards.
“The role of the Director is to create a
space where the actors and
become more
than they’ve ever been
before, more than
they’ve dreamed of
being.”
actresses can
—Robert Altman, Oscar acceptance speech
21. Enlist
Everyone in
Challenge
Century21.
“If there is nothing
very special about
your work, no matter
how hard you apply yourself
you won’t get noticed, and
that increasingly means you
won’t get paid much either.”
—Michael Goldhaber, Wired
Distinct
…
… or
Extinct
22. Pursue
the Best!
“We believe companies can increase their market cap
50 percent in 3 years. Steve Macadam at Georgia-
Pacific …
changed
20 of his
40 box plant managers
to put more talented,
higher paid managers in
charge. He increased profitability from
$25
million to
$80
million in
—Ed Michaels, War for Talent
2
years.”
23. Up or Out.
24. Ensure that
the Review
Process Has
INTEGRITY.
25 =
100*
* “But what do I do that’s more important than developing
people? I don’t do the damn work. They do.”—GK
25. Pay Up!
“Top performing companies
are two to four times more
likely than the rest to pay
what it takes
prevent losing top
performers.”
to
—Ed Michaels,
War for Talent
26. Training I:
Train! Train!
Train!
27. Training II:
100% “Business
People.”
New Work SurvivalKit.2008
1. MASTERY! (Best/Absurdly Good at Something!)
2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)
3. A “USP”/UNIQUE SELLING PROPOSITION
4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to
horizontal/“colleague”/“mate” loyalty)
5. ENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity!
6.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!)
7. Master of Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)
8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring “interesting you” to work!)
10. Intense Appetite for Technology (E.g.: How Cool-Active is your
Web site? Do you Blog?)
11. EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer)
12. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer)
13. EXECUTION EXCELLENCE! (Show up on time! Leave last!)
28. Training III:
100% LEADERS.
29. Training IV:
Boss as Trainerin-Chief.
“Workout” =
24
DPY in the Classroom
30. Training V:
The REAL
Bedrock of the
“Talent Thing.”
“My wife and I went to a [kindergarten] parent-teacher
conference and were informed that our budding refrigerator
artist, Christopher, would be receiving a grade of
Unsatisfactory in art. We were shocked. How could any
child—let alone our child—receive a poor grade in art at such
His teacher informed
us that he had refused to color
within the lines, which was a
state requirement for
demonstrating ‘grade-level
motor skills.’ ” —Jordan Ayan, AHA!
a young age?
31. Wide-open
Communication:
NO BARRIERS.
“The organizations we created have
become tyrants. They have taken
control, holding us fettered, creating
barriers that hinder rather than help our
businesses. The lines that we
drew on our neat organizational
diagrams have turned into walls
that no one can scale or penetrate
or even peer over.” —Frank Lekanne Deprez &
René Tissen, Zero Space: Moving Beyond Organizational Limits
32. RESPECT!
“What creates trust,
in the end, is the
leader’s manifest
respect for the
followers.”
— Jim O’Toole, Leading
Change
“Don’t
belittle!”
—OD Consultant
33. Embrace
the Whole
Individual.
34. Build
Places of
“Grace.”
Rodale’s on “Grace” …
elegance … charm …
loveliness … poetry in
motion … kindliness ...
benevolence …
benefaction …
compassion … beauty
The Manager’s Book of Decencies:
How Small gestures Build Great
Companies. —Steve Harrison, Adecco
Servant Leadership
—Robert Greenleaf
One: The Art and Practice of
Conscious Leadership —Lance Secretan,
founder of Manpower, Inc.
35. MBWA:
Visible
Leadership!
36. Thank
You!
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
37. Promote for
“people skills.”
(THE REST IS
DETAILS.)
“When assessing candidates, the first
thing I looked for was energy and
enthusiasm for execution. Does she
talk about the thrill of getting
things done, the obstacles
overcome, the role her people
played —or does she keep wandering
back to strategy or philosophy?”
Bossidy, Honeywell/AlliedSignal, in Execution
—Larry
38. Honor
Youth.
“Why focus on these late teens and twentysomethings? Because they are the
first young who are both in a
position to change the world, and
are actually doing so. … For the first
time in history, children are more comfortable,
knowledgeable and literate than their parents
about an innovation central to society. … The
Internet has triggered the first industrial
revolution in history to be led by the young.”
The Economist
39. Provide
Early
Leadership
Assignments.
The
WOW!
Project
40. Create a
FORMAL System
of Mentoring.
W. L. Gore
Quad/Graphics
41. Diversity!
CM Prof Richard Florida on “Creative
“You cannot get a
technologically
innovative place … unless
it’s open to weirdness,
eccentricity and
difference.”
Capital”:
Source: New York Times/06.01.2002
42. WOMEN
RULE.
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
Women’s Strengths Match New
Economy Imperatives: Link [rather than rank]
workers; favor interactive-collaborative leadership
style [empowerment beats top-down decision
making]; sustain fruitful collaborations; comfortable
with sharing information; see redistribution of power
as victory, not surrender; favor multi-dimensional
feedback; value technical & interpersonal skills,
individual & group contributions equally; readily
accept ambiguity; honor intuition as well as
pure “rationality”; inherently flexible; appreciate
cultural diversity. —Judy B. Rosener,
America’s Competitive Secret: Women Managers
Period??!!*
Start:
3 0f 14
18 months later:
10 of 18
(“deep dip”!)
*AIM/September 2007
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women’s work force participation rates have
soared worldwide.
Women are closing in on “same pay for same
job.”
Women are penetrating senior ranks rapidly
[even if the pace is slow for the corner
office per se].
Women’s leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
as well as consumer goods.
So what exactly is the point of men?
43. Hire (& Protect!)
Weird!
“Are there
enough weird
people in the lab
these days?”
—V. Chmn., pharmaceutical
house, to a lab director
Why Do I love Freaks?
(1) Because when Anything Interesting happens … it was
a freak who did it. (Period.)
(2) Freaks are fun. (Freaks are also a pain.) (Freaks are
never boring.)
(3) We need freaks. Especially in freaky times. (Hint:
These are freaky times, for you & me & the CIA & the
Army & Avon.)
(4) A critical mass of freaks-in-our-midst
automatically make us-who-are-not-so-freaky at least
somewhat more freaky. (Which is a Good Thing in freaky
times—see immediately above.)
(5) Freaks are the only (ONLY) ones who succeed—as in,
make it into the history books.
(6) Freaks keep us from falling into ruts. (If we listen to
them.) (We seldom listen to them.) (Which is why most
organizations are in ruts. Make that chasms.)
44. We Are All
Unique.
One
size NEVER fits
all. One size fits
Beware Standardized Evals:
one.
Period.
“Never, ever again
will I evaluate anyone
using a standardized
instrument devised by
a “professional” in
inhuman Resources.”
Promise #1:
53 Players =
53 Projects =
53 different
success measures.
“Things don’t stay the same. You
have to understand that not only
your business situation changes,
but the people you’re working with
aren’t the same day to day.
Someone is sick. Someone is
having a wedding. [You must]
gauge the mood, the thinking level
of the team that day.” —Coach K [Krzyzewski]
220 workdays
= 220 “rosters”
Source: Coach K
new goal …
every game!
Source: Coach K
45. Capitalize
on Strengths.
“The key difference between
checkers and chess is that in
checkers the pieces all move
the same way, whereas in chess
all the pieces move differently.
… Discover what is unique
about each person and
capitalize on it.” —Marcus Buckingham,
The One Thing You Need to Know
“The mediocre manager believes that most
things are learnable and therefore that the
essence of management is to identify ach
person’s weaker areas and eradicate them.
The great manager believes the opposite.
He believes that the most influential
qualities of a person are innate and
therefore that the essence of management
is to deploy these innate qualities as
effectively as possible and so drive
performance.” —Marcus Buckingham, The One Thing
You Need to Know
46. Bosses “Win
People Over.”
“Coaching
is winning
players over.”
PJ:
47. GOAL: Voyages
of Mutual
Discovery.
“The organization would
ultimately win not
because it gave agents
more money, but
because it gave them a
chance for better lives.”
—Everybody Wins, Phil Harkins & Keith Hollihan
Quests!
C
O*
*Chief quest-meister
48. Foster
Independence.
“You must realize that how you invest your human
capital matters as much as how you invest your
financial capital. Its rate of return determines your
future options. Take
a job for what it
teaches you, not for what it pays.
Instead of a potential employer asking,
‘Where do you see yourself in 5 years?’
you’ll ask, ‘If I invest my mental assets
with you for 5 years, how much will they
appreciate? How much will my portfolio
of career options grow?’ ”
Source: Stan Davis & Christopher Meyer, futureWEALTH
49. En-
thus-iasm!
“I am a
dispenser of
enthusiasm.”
—Ben Zander
50. Talent
= Brand.
The Top 5 “Revelations”
Better talent wins.
Talent management is my job as leader.
Talented leaders are looking for the
moon and stars.
Over-deliver on people’s dreams – they
are volunteers.
Pump talent in at all levels, from all
conceivable sources, all the time.
Source: Ed Michaels et al., The War for Talent
BRAND =
TALENT.