To appreciate
this presentation [and insure
that it is not a mess], you need
Microsoft fonts:
NOTE:
“Showcard Gothic,”
“Ravie,” “Chiller”
and “Verdana”
To appreciate this presentation,
you need Microsoft fonts:
“Showcard Gothic,” “Ravie,” “Chiller”
and “Verdana”
NOTE:
Master
Excellence. Always.
part FIVE (of 7)
people!
(Brand you. Talent. Health.
Education. Leadership.)
18 june 2007
To appreciate this presentation,
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and “Verdana”
NOTE:
Master
Excellence. Always.
part one (of 7)
“all you need to know”
(dwelling on the obvious)
not your father’s world
introduction to excellence.
18 june 2007
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and “Verdana”
NOTE:
Master*
Excellence
part two (of 7)
innovate.
Or.
Die.
18 june 2007
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and “Verdana”
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Master/
Excellence. Always./
part THREE (of 7)
up, up,
up, up …
the value added ladder
(solutions-experiences-dreams-lovemarks)
18 June 2007
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Master/
Excellence. Always./
part FOUR (of 7)
“new” Markets
(Stupendous Opportunity)
18 June 2007
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NOTE:
Master*
Excellence
part SIX (of 7)
excellence.
summaries.
Lists.
18 june 2007
Part seven
Extended
Talent &
Leadership
0618.07
Tom Peters’ X25*
EXCELLENCE.
ALWAYS.
MASTER/0618.2007/Part FIVE
*In Search of Excellence 1982-2007
Part
FIVE
Slides at …
tompeters.com
EXCELLENCE.
INDIVIDUAL.
BRAND YOU.
“You are the
storyteller of your
own life, and you can
create your own
legend or not.”
—Isabel Allende
“Carpenters bend
wood; fletchers
bend arrows; wise
men fashion
themselves.” — Buddha
“Nobody
gives you
power.
You just
take it.”
—Roseanne
“One of the defining
characteristics [of the
change] is that it will be less
driven by countries or
corporations and more driven
by real people. It will unleash
unprecedented creativity, advancement of
knowledge, and economic development. But
at the same time, it will tend to undermine
safety net systems and penalize the
unskilled.” —Clyde Prestowitz, Three Billion New Capitalists
Globalization1.0: Countries globalizing (1492-1800)
Globalization2.0: Companies globalizing (18002000)
Globalization3.0
:
(2000+)
Individuals
collaborating
& competing globally
Source: Tom Friedman/The World Is Flat
Muhammad Yunus:
“All human beings
are entrepreneurs. When we
were in the caves we were all selfemployed . . . finding our food, feeding
ourselves. That’s where human history
began . . . As civilization came we
suppressed it. We became labor
because they stamped us, ‘You are
labor.’ We forgot that we are
entrepreneurs.”
Source: Muhammad Yunus/The News Hour—PBS/1122.2006
12January2006
th,
Happy 300
Brand You!
The
electrician
knows!
“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
1. Can someone overseas do
it cheaper?
2. Can a computer do it
faster?
3. Is what you’re selling in
demand in an age of
abundance?
Source: Dan Pink
The Rule of Positioning
“If you can’t describe
your position in
eight words or less,
you don’t have
a position.”
— Jay Levinson and
Seth Godin, Get What You Deserve!
Core Mechanism:
“Game-changing Solutions”
PSF
(Professional Service Firm “model”/The Organizing Principle)
+
Brand You
(“Distinct” or “Extinct”/The Talent)
+
Wow! Projects
(“Different” vs “Better”/The Work)
New Work SurvivalKit.2007
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!)
ACTING:
Think of a person as a
“troupe of
actors.” (“Many truths
about oneself” which must
all be understood if one is to
know oneself.)
Source: A..C. Grayling, The Meaning of Things: Applying Philosophy to Life
Thriving in 24/7 (Sally Helgesen)
*START AT THE CORE.
Nimbleness only
possible if we “locate our inner voice,” take
regular inventory of where we are.
*LEARN TO ZIGZAG.
Think “gigs.” Think
lifelong learning. Forget “old loyalty.” Work on
optimism.
*CREATE OUR OWN WORK.
Articulate your value. Integrate your passions. I.D.
your market. Run your own business.
*WEAVE A STRONG WEB OF
INCLUSION. Build your own support
network. Master the art of “looking people up.”
Personal “Brand Equity” Evaluation
– My current Project is challenging me …
– New things I’ve learned in the last 90 days include …
– I am known for [2 to 3 things]; next year at this time I’ll
also be known for [1 more thing].
– My public “recognition program”
consists of …
– Additions to my Rolodex in the last 90 days include …
– My resume is discernibly
different from last year’s
at this time …
R.D.A.
Rate: 15%?, 25%?
Therefore: Formal “Investment
Strategy”/
R.I.P.*
*Renewal Investment Plan
R.D.A.*
Rate: 15%? 25%?
Therefore: Formal “Investment
Strategy”/ R.I.P.**
*Rapidly Depreciating Asset (You!)
**Renewal Investment Plan
“The only thing you
have power over is to
get good at what you
do. That’s all there
is; there ain’t no
more!”
—Sally Field
“My ancestors were printers
in Amsterdam from 1510 or
so until 1750, and
during
that entire time they
didn’t have to learn
anything new.”
—Peter
Drucker, Business 2.0
“Knowledge becomes
obsolete incredibly fast.
The continuing
professional
education of adults is
the No. 1 industry in
the next 30 years …
mostly
on line.”
—Peter Drucker, Business 2.0
1 Person!
Wendy Kopp, Princeton senior (1989)
Teach America (19,000-2,400)
10% Dartmouth, Yale
17,000 to date
Principal hirer of college graduates
“One of the few jobs that people pass up
Goldman Sachs for is Teach America” (Edie
Hunt, HR)
Source: Fortune, 1127.06
eliot + 7
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
“To Be
somebody or to
Do something”
BOYD: The Fighter Pilot Who Changed the Art of War (Robert Coram)
“When was the last
time you asked,
‘What do I want
to be?’ ”
—Sara Ann Friedman, Work Matters
“All of our artistic and religious traditions
take equally great pains to inform us that
we must never mistake a
good career for good
work. Life is a creative, intimate,
unpredictable conversation if it is nothing
else—and our life and our work are both
the result of the way we hold that
passionate conversation.” —David Whyte, Crossing
the Unknown Sea: Work as a Pilgrimage of Identity
A “position” is not an
“accomplishment.” —TP
Advice to techie
mid-career “Brand
Yous: Smith
college (06.05)
TP’s “Top Dozen” Commandments
1. Enthusiasm, Optimism and Energy carry the day.
2. She who delivers the Best Projects wins. (Be-Do.)
(Your inherent advantages enhance the odds of delivering
“ladle dropper” projects. USE THEM.)
3. There are sympathizers. FIND THEM. (“Make your
own McKinsey.”)
4. Indirection rules; frontal attacks are for boneheads.
(“My mission is that of a mole—my existence only to be known
by upheavals.” —John Fisher)
5. Accept a Lateral Move to get X-functional
experience. (!!!!!!!!!!!!!!!!!!!!)
6. Take a crappy line job whenever it’s offered!
(There’s no such thing as a “crappy line job”!)
TP’s “Top Dozen” Commandments
7. Understand the “Soft” New Value-added Equation …
and Master/Exploit it.
8. DO GREAT THINGS FOR CUSTOMERS! (It’s the best
form of protection from idiots!)
9. Always Champion Change … and find a Protector!
10. Life (SUCCESS) = Mastery of Sales & Politics.
(Believe it!)
11. Get involved in Recruiting and Development
Activities! (“We’re all in HR.”) (Find Radical Young Women
and become their Champion.)
12. If it ain’t working, get the hell out. (What about joining
the “Mighty Eleven Million” and starting your own business?)
“This is the true joy of Life, the
being used for a purpose
recognized by yourself as a
mighty one … the being a force of
Nature instead of a feverish,
selfish little clod of ailments and
grievances complaining that the
world will not devote itself to
making you happy.” —GB Shaw/
Man and Superman
“How Would You
Play Today If You
Knew You Could
Not Play
Tomorrow”
Source: Slogan for Loyola’s lacrosse season, from
coach Diane Geppi-Aikens (Lucky Every Day: The
Wisdom of Diane Geppi-Aikens, by Chip Silverman)
“Make each day a
Masterpiece!”
—JW
Joe J. Jones
1942 – 2006
HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T
HIM!
LET
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
“Tell me, what is
it you plan to do
with your one
wild and
precious life?”
—Mary Oliver
My Kinda Folks!
Tom Peters/0720.2005
My Kinda Folks!*
*“Do” vs “Be”** (The task, not the title, is important)
(**Military strategist extraordinaire Col John Boyd: 2 kinds of
people. “Do” … focus obsessively on “the work itself”—and damn
the torpedoes. “Be” … obsess on the politics, the rank, the next
promotion or assignment.)
*Intuitive > Purely logical. (Routinely make strange
connections)
*Incredible passion for the work/Lingering
idealism (though also cynical—paradox)
*Persistent/Relentless (to a fault)
*Like the long shots (Don Quixote-ish)
*Stay on the case long after being ordered to
drop it
*See James Lee Burke, Ian Rankin, John Harvey, etc.
My Kinda Folks!
*Cases no one else wants (hot potatoes, dead ends,
political nightmares, “unimportant” victims)
*Constant
thorns in the side of
bureaucracy!!!!!!!!!!!!!!!!
*Repeatedly exiled to professional “Siberia” (so
annoyingly good and so annoying per se that others try to do him
terminal professional harm)
*Little
in the way of career prospects
*Have a “Godfather” (need internal protection—though
even protectors lose patience)
*Work
mostly solo (Secretive)
*“Work” “old pals network” to get info-leads
beyond their charter
My Kinda Folks!
*Master of the End Run!
*Mentor (often to an incredibly talented young woman fighting
the sexist culture)
*Curmudgeonly
*Often
their own worst enemies
*Drink too much
*Don’t work out enough
*Sneak fast food
*Excessive work has estranged from family
*More or less shabbily dressed
*Drive shabby cars
*Not money/security oriented (can’t help
themselves, just gotta get involved)
My Kinda Folks!
*Not money/security oriented (can’t help
themselves, just gotta get involved)
*Carry a secret/hidden motivator in their
kit (e.g. someone close he feels he let down, leading to
their death)
*GET THE DAMN
JOB DONE!
much appreciation)
(and don’t expect/get
Brand Essentials:
*Mastering Sales/The Sales25.
*Getting Things Done/The
Power & Implementation34.
*presentation Excellence/
The PresX56.
*interviewing Excellence/
The IntX31
Brand you tool #1:
Mastering Sales …
The Sales25.
“Everyone lives
by selling
something.”
—Robert Louis Stevenson
Great Salespeople …
1. Know the product. (Find cool mentors, and use them.)
2. Know the company.
3. Know the customer. (Including the customer’s consultants.)
(And especially the “corporate culture.”)
4. Love internal politics at home and abroad.
5. Religiously respect competitors. (No badmouthing, no
matter how provoked.)
6. Wire the customer’s org. (Relationships at all levels &
functions.)
7. Wire the home team’s org. and vendors’ orgs. (INVEST
Big Time time in relationships at all levels & functions.) (Take junior
people in all functions to client meetings.)
It’s politics,
stupid!
(Play or sit on the sidelines.)
Great Salespeople …
8. Never overpromise. (Even if it costs you your job.)
9. Sell only by solving problems-creating profitable
opportunities. (“Our product solves these problems, creates these
unimagined INCREDIBLE opportunities, and will make you a ton of
money—here’s exactly how.”) (IS THIS A “PRODUCT SALE” OR A
WOW-ORIGINAL SOLUTION YOU’LL BE DINING OFF 5 YEARS FROM
NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?)
10. Will involve anybody—including mortal enemies—if it
enhances the scope of the problem we can solve and
increases the scope of the opportunity we can
encompass.
11. Know the Brand Story cold; live the Brand Story. (If
not, leave.)
Great Salespeople …
12. Think “Turnkey.” (It’s always your problem!)
13. Act as “orchestra conductor”: You are responsible for
making the whole-damn-network respond. (PERIOD.)
14. Help the customer get to know the vendor’s
organization & build up their Rolodex.
15. Walk away from bad business. (Even if it gets you fired.)
16. Understand the idea of a “good loss.” (A bold effort that’s
sometimes better than a lousy win.)
17. Think those who regularly say “It’s all a price issue”
suffer from rampant immaturity & shrunken imagination.
18. Will not give away the store to get a foot in the door.
19. Are wary & respectful of upstarts—the real enemy.
20. Seek several “cool customers”—who’ll drag you into
Tomorrowland.
“If you don’t
listen, you don’t
sell anything.”
—Carolyn Marland/Managing Director/Guardian Group
Great Salespeople …
21. Use the word “partnership” obsessively, even though
it is way overused. (“Partnership” includes folks at all levels
throughout the supply chain.)
22. Send thank you notes by the truckload. (NOT E-NOTES.)
(Most are for “little things.”) (50% of those notes are sent to those in
our company!) Remember birthdays. Use the word “we.”
23. When you look across the table at the customer, think
religiously to yourself: “HOW CAN I MAKE THIS DUDE
RICH & FAMOUS & GET HIM-HER PROMOTED?”
24. Great salespeople can affirmatively respond to the
query in an HP banner ad: HAVE YOU CHANGED
CIVILIZATION TODAY?
25. Keep your bloody PowerPoint slides simple!
“Success or Failure”? Try Instead “Optimism or Failure”!
From Martin Seligman’s Learned Optimism: “I believe the
traditional wisdom is incomplete. A composer can have all the
talent of a Mozart and a passionate desire to succeed, but if he
believes he cannot compose music, he will come to nothing. He
will not try hard enough. He will give up too soon when the
elusive right melody takes too long to materialize. Success
requires persistence, the ability to not give up in the face of
failure. I believe that … OPTIMISTIC EXPLANATORY STYLE … is
the key to persistence.
“The optimistic-explanatory-style theory of success says that in
order to choose people for success in a challenging job, you
need to select for three characteristics: (1) Aptitude. (2)
Motivation. (3) Optimism. All three determine success.”
(Note:
Seligman’s extensive work with Met Life salespeople, among others,
proved out the above—in spades.)
Pessimist: Good things … “I’m worthless,
but got lucky on this one.” Bad things …
“I’m a bozo who deserved my sorry fate.”
Optimist: Good things … “I deserved that;
I’m the cat’s meow.” Bad things … “I’m
the cat’s meow, but the cat had an unlucky
day; tomorrow will be better for sure.”
Three for the Ages
GETTING TO YES … Roger Fisher,
William Ury, Bruce Patton
LEARNED OPTIMISM … Martin
Seligman
CRUCIAL CONFRONTATIONS …
Kerry Patterson, Joseph Grenny, Ron
McMillan, Al Switzler
Brand you tool #2:
Getting Things Done …
The Power &
Implementation34.
*Send “Thank You” notes!
It’s (always)
“all about relationships.” And at the Heart of Effective Relationships is …
APPRECIATION. (Oh yeah: Never, ever forget a birthday of a co-worker.)
*Bring donuts! “Small” gestures of appreciation (on a rainy day, after a long day’s
work the day before) are VBDs … Very Big Deals.
*Make the call! One short, hard-to-make call today can avert a relationship crisis
that could bring you down six months from now.
*Remember: There are no “little gestures” of kindness. As boss, stopping by
someone’s cube … for 30 seconds … to inquire about their sick parent will be
remembered for … 10 years. (Trust me.)
*Make eye contact! No big deal? Wrong! “It” is all about … Connection! Paying
attention! Being there … in the Moment … Present. So, work on your eye contact,
your Intent to Connect.
*Smile! Or, rather: SMILE. Rule: Smiles beget smiles. Frowns beget frowns. Rule:
WORK ON THIS.
*Smile! (If it kills you.) Energy & enthusiasm & passion engender energyenthusiasm-passion in those we work with.
“Find something
small that you can
turn around. If
you’re on a 9-game
losing streak, you need
to start with one great
inning.” —Rudy G
“What’s most important?” “Everything!”/
Searching for Antidotes:
FOCUS [2 things/120 days][2 = 90%]
CLARITY [10 words, max]
INTENSITY
ENTHUSIASM
HUMOR [a game]
OPTIMISM [If it kills you]
VISIBILITY
REPITITION [3/day]
EXTREME [1/week]
*It’s all … RELATIONSHIPS. Remember: Business is a relationships business.
(Period.) We’re all in sales! (Period.) Connecting! Making our case! Following up!
Networking! “Relationships” are what we “do.”
*You = Your Calendar. Your true priorities are “given away” by your calendar. YOUR
CALENDAR NEVER LIES. What are you truly spending your time on? Are you
distracted? Focused?
*What’s in a number? EVERYTHING! While we all “do a hundred things,” we may
not/should not/cannot have more than 2 (or 3) true “strategic” priorities at any point
in time. BELIEVE IT.
*She (he) who is best prepared wins! Out study, out-read, out-research the
competition. Know more (lots more!) than “the person on the other side of the table.”
*“Excellence” is the Ultimate Cool Idea. The very idea of “pursuing excellence” is a
turn on—for you and me as well as those we work with. (And, I find to my dismay, it’s
surprisingly rare.)
*Think WOW!
language!
Language matters! “Hot” words generate a Hot Team. Watch your
*Take a break! We need all the creativity we can muster these days. So close your
office door and do 5 (FIVE) minutes of breathing or yoga; get a bag lunch today and
eat it in the park.
*You are the boss! Old ideas of “lifetime employment” at one company (maybe
where Dad/Mom worked) are gone. No matter what your current status, think of your
self as CEO of Brand Me, Inc. We are all Small Business Owners … of our own
careers.
*Do something in … the next half hour! Don’t let yourself get stuck! There is …
ALWAYS … something little you can start/do in the next thirty minutes to make a wee,
concrete step forward with a problem-opportunity.
*Test it! NOW! We call this the “Quick Prototype Attitude.” One of life’s, especially
business life’s, biggest problems is: “Too much ‘talk’, too little ‘do’.” If you’ve got a
Cool Idea, don’t sit on it or research it to death. Grab a pal, an empty conference, and
start laying out a little model. That is, begin the process of transforming the Idea to
Action … ASAP. Incidentally, testing something quarter-baked in an approximation of
the real world is the quickest way to learn.
*Expand your horizons. Routinely reach out beyond your comfort zone. TAKE A
FREAK TO LUNCH TOMORROW! Call somebody interesting “you’ve been meaning to
get in touch with;” invite them to lunch tomorrow. (Lunch with “the same ole gang
means nothing new learned. And that’s a guarantee.) (Remember: Discomfort =
Growth.)
*Build a Web site. The Web is ubiquitous. Play with it! Be a presence!
Start You.com … ASAP!
*Spread the credit! Don’t build monuments to yourself, build them to
others—those whose contributions we wholeheartedly acknowledge will
literally follow us into machine gun fire!
*Follow Tom’s patented VFCJ strategy! VFCJ = Volunteer For Crappy
Jobs. That is, volunteer for the crummy little assignment nobody else
wants, but will give you a chance to (1) be on your own, (2) express your
creativity, and (3) make a noticeable mark when it turns out “Wow.”
*VOLUNTEER! Life’s a maze, and you never know what’s connected to
what. (Six degrees of separation, and all that.) So volunteer for that
Community Center fund raising drive, even though you’re busy as all get
out. You might end up working side-by-side with the president of a big
company who’s looking for an enthusiast like you, or someone wealthy who
might be interested in investing in the small business you dream of starting.
*Join Toastmasters! You don’t need to try and match Ronald Reagan’s
speaking skills, but you do need to be able to “speak your piece” with
comfort, confidence and authority. Organizations like Toastmasters can
help … enormously.
*Dress for success! This one is old as the hills and I hate it!! But it’s true.
FIRST IMPRESSIONS DO MATTER. (A lot!!!)
*Follow the Gospel of “Experience Marketing” in all you do. The shrewdest
marketers today tell us that selling a “product” or “service” is not enough in
a crowded marketplace for everything. Every interaction must be reframed
as a … Seriously Cool Experience. That includes the “little” 15-minute
presentation you are giving to your 4 peers tomorrow.
*Think of your resume as an Annual Report on Brand Me Inc. It’s not about
keeping your resume “updated.” It is about having a Super-cool Annual
Report. (Tom Peters Inc 2004.) What are your “stunning” accomplishments
that you can add to that Report each 6 months, or at the most annually?
*Build a Great Team … even if you are not boss. Best roster wins, right?
So, work on your roster. Meet someone new at Church or your kid’s birthday
party? Add them to your team (Team Tom); you never know when they might
be able to assist you or give you ideas or support for something you are
working on.
*She or he who has the Fattest & and Best-managed Rolodex wins. Your
Rolodex is your most cherished possession! Have you added 3 names to it
in the last 2 weeks? Have you renewed acquaintance (email, lunch, gym
date) with 3 people in your Rolodex in the last month? “MANAGE” YOUR
ROLODEX!
*Start your own business! Sure that’s radical. But people are
doing it—especially women—by the millions. Let the idea percolate.
Chat about it, perhaps, with pals. Start a file folder or three on
things you Truly Care About … that just might be the basis for Cool
Self-employment.
*There’s nothing cooler than an Angry Customer! The most loyal
customers are ones who had a problem with us … and then
marveled when we went the Extra Ten Miles to fix it! Business
opportunity No. 1 = Irate customers converted into fans. So … are
you on the prowl for customer problems to fix?
*All “marketing” is Relationship Marketing. In business, profit is a
byproduct of “bringing ’em back.” Thus, systematic and intense
and repeated Follow-up and After-sales Service and Scintillating
New Hooks are of the utmost importance.
*BRANDING ain’t just for Big Dudes. This may well
be Business Mistake No. 1 … the idea that “branding”
is only for the likes of Coke and Sony and Nike.
Baloney! Branding applies as much for the one-person
accountancy run out of a spare bedroom as it does for
Procter & Gamble.
*Credibility! In the end … Character Matters Most.
Does he/she give their word, and then stick to it …
come hell & high water? Can you rely on Her/Him in a
pinch? Does she/he … CARE?
*Grace. Is it “a pleasure to do business with you”? Is
it a pleasure to “be a member of your team”?
Three for the Ages
GETTING TO YES … Roger Fisher,
William Ury, Bruce Patton
LEARNED OPTIMISM … Martin
Seligman
CRUCIAL CONFRONTATIONS
… Kerry Patterson, Joseph Grenny, Ron McMillan, Al
Switzler
Brand You Tool #3:
Presentation
Excellence …
The PresX56
“The problem with
communication ...is
the ILLUSION that
it has been
accomplished.”
—George Bernard Shaw
Presentation Excellence
1. Total commitment to the Problem/Project/Outcome
2. A compelling “Story line”/“Plot”
3. Enough data to sink a tanker (98% in reserve)
4. Know the data from memory; ability to manipulate the
data in your head
5. Great Stories/Illustrations/Vignettes
6. Superb “political antennae” (you must “play the room”
like a Virtuoso and be hyper-attentive to the likes of
Body Language)
7. By hook or by crook … CONNECT
7A. CONNECT! CONNECT! CONNECT!
8. Punch line/Plot Outline/WOW/Surprise in first
one to two minutes
Joe Kramer, welder: “When my
mother’s toaster went on the
fritz, I asked myself, ‘If I were
that toaster and didn’t work,
what would be wrong with
me?’ ” —Mihaly Csikszentmihalyi,
Flow: The Psychology of Optimal Experience,
on “empathetic identification”* (Joe: “burdens” vs “opportunities”
to master complex problems)
(*BC vs JK)
Presentation Excellence
9. Once you’ve “won” … stop pushing (don’t “rub it in”)
10. Be “in command” but don’t “show off” (if you’re
brilliant they’ll figure it out for themselves)
11. Pay attention to the Senior Person present, but not
too much (don’t look like/act like/be a “suck up”)
12. Brief the hell out of your “champions” before the
presentation; insist that they make changes/fine tune ...
they must “own” the outcome before the fact!
13. Don’t try to “score off” your detractors … be
especially courteous to them (even if/especially if they’re
jerks)
14. Adjust as you go: LET THE GROUP ARRIVE AT
“YOUR” CONCLUSION! THEY MUST OWN IT (“I knew
that”) IN THE END!
Presentation Excellence
15. No more than THREE key points! Come at them in several
different ways.
16. No more than ONE point per slide!
17. Slides: NO CLUTTER!!!!!!!!!!!!!!!!!!!!! (no wee print/ charts/graphs)
18. Slides: Good quotes from the field. (Remember you’re “telling a
story”)
19. Be aware of differing cognitive styles, especially M-F
20. There must be “surprise” … some key facts that are not
commonly known/are counter-intuitive (no reason to do the
presentation in the first place if there are no Surprises)
21. Summarize the argument/story from time to time
22. Include an Action Agenda that involves some small items that will
be started/accomplished in the next 72 HOURS
(this ices commitment/practicality)
Presentation Excellence
23. If you don’t know something … ADMIT IT! (this is actually a good
thing—as opposed to appearing as a “know it all”)
24. ASK FOR THE SALE! (Remember to be a “closer”)
25. This is War (a war for Hearts & Mind), but never forget that you
are the Supplicant!
26. Data are imperative, but also play to Emotion.
27. Consider bringing along a “customer” (internal or perhaps
external) for support
28. Be precisely clear where/when you intend to prototype … and
that the prototype guinea pig is lined up (better yet, do the first, at
least partial, prototype before the presentation)
29. Compromise but don’t yield! (Lost battles are normal, no matter
how agonizing)
30. Assume that you may be cut off at any moment, and be prepared
to give on the spot a compelling 30-second to one- minute (no
longer!) Brilliant Summary including Sales Pitch
Presentation Excellence
31. Follow the Law of Recency: Make sure that you have been in the
field with the key “operating” players more recently than anyone in
the room
32. Make it clear that you’ve done a Staggering Amount of
Homework, even though you are exhibiting but a tiny fraction …
allude to the tons of research that are available if desired by
participants; offer deeper one-on-one briefings if desired
33. SMILE! RELAX (to a point) (fake it if necessary) (“up tight” is
disastrous) (remember you are doing them a favor by sharing this
Compelling Opportunity!)
34. EYE CONTACT!!!!!!!
35. Be shrewd: Override some interruptions; be attentive to others
(distraction is okay and normal … within limits!)
36. Becoming an Excellent Presenter is as tough as becoming a
great baseball pitcher. THIS IS IMPORTANT … and Presentation
Excellence is never accidental! (Work your buns off!)
“The only
reason to give a
speech is to
change the
world.”
—JFK
“If all my possessions were
taken from me with one
exception, I would choose
to keep the power of
speech, for by it I would
regain all the rest.”
—Daniel Webster
Presentation Excellence
37. Practice … but don’t leave your game in the locker room.
38. Seek tips on how various participants “play the [presentation]
game”
39. A Presentation is an Act (FDR: “The President must be the
nation’s number one actor”)
40. Remember, the presentation is about Change … RESISTANCE IS
NORMAL (in fact if there’s little resistance then your Project is hardly
a “game changer”)
41. Dress well. Don’t over-dress.
42. Be early (obvious, but worth saying)
43. GET THE A/V RIGHT/PERFECT.
44. Don’t bring a supporting horde … a couple of back-ups is
okay/enough
45. No matter how good you are you’ll have crappy days … WEEP
AND THEN GET BACK ON THE HORSE
Presentation Excellence
46. Speak in “Plain English” … keep the jargon to a
minimum
47. Make your Personal Commitment clear as a bell!
48. Emphasize “competitive advantage” and timeliness
(act now), without stooping to ridiculous war-like
language (“tear the heart out of the competition”) (in
audiences with heavy female component, if you are
male, avoid repetitive “football analogues”)
49. Underscore the USP/Unique Selling Proposition
50. Emphasize the Positive
51. Sell Novelty yet “fit” with “core values”
52. Remember JFK’s immortal words: “The only reason
to give a speech is to change the world”
Presentation Excellence
53. Say what you have to say Clearly … and then Say It
Again & Again from slightly different angles
54. Make it clear that you are a Man/Woman of Action …
and Execution Excellence is your First, Middle, and Last
Name!
55. Energy! Enthusiasm! (don’t know the answer to, “If
you ain’t got it, how do you get it?”)
56. Enjoy it! This is a Hoot! THE ULTIMATE TURN ON!
Remember your Goal:
Change the world!
“In classical times when
Cicero had finished
speaking, the people said,
‘How well he spoke,’ but
when Demosthenes had
finished speaking, they
‘Let us
march.’”
said,
—Adlai Stevenson
Let us
march.
Brand You Tool #4:
Interviewing
Excellence … The
IntX31
Interviewing Excellence
1. INTERVIEWING IS AN “ART” WORTH MASTERING! (Think
Christine Amanpour, Mike Wallace)
2. Don’t overschedule—2 or 3 in depth interviews are a solid day’s
work. (More than that is lunacy and will lead to shallow results.)
3. Save, if possible, the “Big Guy/Gal until last—that is, until you
know what the hell you’re doing!
4. Find a comfy/“safe”/neutral setting. THIS IS ALL IMPORTANT!
(Worst case: You on the other side of his/her desk.)
5. Start with a little bit (LITTLE) of local small talk. But get some tips
on the interviewee ahead of time; he may be one of the “brusque
ones” who considers any small talk a waste of his Imperial Time.
6. DO YOUR DAMN HOME WORK! (On the interviewee, the subject
matter.)
7. Concoct a … LONG LIST … of questions. (You’ll only use 10% of
it, but that’s okay.)
Interviewing Excellence
8. Prepare a … SHORT LIST … of questions you must get answered.
9. Begin by briefly reviewing your assignment—why you’re here.
10. ALWAYS ASK FOR EXAMPLES! (When she says “Customer
Service is in good shape,” you ask for specifics—hard data, recent
Customer Service successes (and failures). And: PRECISELY WHO
YOU CAN FOLLOW UP WITH TO GET MORE DETAIL.
11. STORIES! STORIES! STORIES! (You are in the “Story Collection
Business.)
12. Dress well. DON’T OVERDRESS. (Look like they look, more or
less; perhaps a touch more formal—this is a Serious Affair you are
engaging in.)
13. Assume you’ll never get another chance to talk to this person.
14. Be personable, but more or less match the interviewee’s style.
(THIS IS HARD WORK!)
15. THINK … SMALL! “Please walk me in great detail through the
[complaint resolution] process. Here, let’s diagram it.”
Interviewing Excellence
16. For God’s sake, get to the Front Line! (The devil is in the details,
and the details are to be found on the loading dock at 3a.m.) (YES …
3A.M.)
17. Don’t quit until you understand. THE INTERVIEWEE ALWAYS
TALKS IN SHORTHAND—using the jargon of the Corporate Culture.
You’ve got to crack the code. (THIS IS ABOUT THE HARDEST THING
TO DO, ESPECIALLY IF YOU ARE YOUNG AND UNCERTAIN: Tell
yourself you are here to ask “Dumb” Questions—this is not a job
interview. Again, think Mike Wallace: “So did you in fact murder Mrs.
Smith?”)
18. Ignore generalizations! YOU ARE HERE IN SEARCH OF
SPECIFICS!!!
19. CONTEXT! “Get” the “corporate culture”—e.g. Shell is not
ExxonMobil! Find out (from a set of interviewees) “Core Values” (in
theory and in practice).
Interviewing Excellence
20. Engage the Interviewee! GET HER TO DO SOME OF THE WORK!
E.g., write out her view of the Ten Key Operative Core Values—or
some such.
20A. ENGAGE! ENGAGE! ENGAGE!
21. You must come across as “trustworthy.” YOU ARE A DUMBO
HERE TO LEARN—NOT AN FBI AGENT IN DISGUISE.
22. “Take me through yesterday.” Get past the theoretical crap. Give
me in excruciating detail an average day: YESTERDAY! (One
hour/meeting at a time.)
23. “If you’re comfortable, let’s go over your Calendar for the last
month, so I can understand the flow of things.” (Remember TP’s
Rule #1: YOU = YOUR CALENDAR.)
24. DON’T LET YOUR NOTES AGE!! Immediately after the interview
set aside some time to do a “stream of consciousness” recap. And
to clean up the obscure scrawl on your notes.
Interviewing Excellence
25. Ask the interview if you can get back to her by phone tomorrow to
fill in holes that your tin ear missed. NO MORE THAN TEN MINUTES.
26. LEARNING! Tag along with “great interviewers” in your
organization. (I made three PBS films with a Director who had been
Mike Wallace’s director at 60 Minutes—oh my God, how much I
learned—or, rather, how little I learned: He could drag stuff out of
people that you couldn’t believe. (Secret: “I’m just a dumb old fart
trying to figure out what goes on here. HELP ME. PLEASE.”)
27. “Work on” your Level of Dis-satisfaction: BE MAD AS HELL
WHEN YOU SPENT 1.5 HOURS ON AN INTERVIEW WITHOUT
REVALATIONS!
28. No, you’re not FBI—BUT YOU ARE HERE TO FERRET OUT THE
NON-OBVIOUS. So: Keep Digging! (Think Woodward & Bernstein.)
Interviewing Excellence
29. Repeat: INTERVIEWING IS A CRUCIALLY IMPORTANT “ART.”
Study it! Work on it! It’s no different than golf or underwater basketweaving. The more & harder you work, the better you get.
30. Yes, we need “facts” (e.g., stories), but remember always:
INTERVIEWS ARE PURE & SIMPLE ABOUT EMOTIONAL
INTERACTION!
31. Tom Wrap-up Note: FEW THINGS IN LIFE PISS ME OFF MORE
THAN GOING THROUGH SOMEONE’S INTERVIEW NOTES AND
FINDING A DEARTH OF “SOLID EVIDENCE”—examples, stories,
detailed process maps, etc. (I BLOODY HATE Generalizations!)
(Think doctor’s office: Come hell & high water they start with weight,
blood pressure, pulse.)
supreme
skills
(m.i.a.)
Talk.
Listen.
bedrock
behaviors
Home Run
Being there! * ** *** ****
*No more, no less
**“A body can pretend to care, but they can’t
pretend to be there.” — Texas Bix Bender
*** GEN Melvin Zais on COs and inspections
****Silence is golden! [Utter silence is golden-er.]
Period!
Shake hands
Smile
Eye contact
Period+!
Shake hands
Smile
Eye contact
Thank you
Flowers
Open pose
ROIR
Period+!
Shake hands
Smile
Eye contact
Thank you
Flowers
Open pose
ROIR
Grant+
Respect
“The [Union senior] officers rode past the
Confederates smugly without any sign
of recognition except by one. ‘When
General Grant reached the line of
ragged, filthy, bloody, despairing
prisoners strung out on each side of
the bridge, he lifted his hat and held it
over his head until he passed the last
man of that living funeral cortege. He
was the only officer in that whole train
who recognized us as being on the
face of the earth.’*”
*quote within a quote from diary of a Confederate soldier
“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.
Sara Lawrence-Lightfoot, Respect
“I wasn’t bowled over by [David Boies]
intelligence. … What impressed me was
that when he asked a question, he waited
He not only
listened, he made me feel
like I was the only person
in the room.” —Lawyer Kevin _____, on his
for an answer.
first, inadvertent meeting with David Boies, from Marshall
Goldsmith, “The One Skill That Separates,” Fast Company, 07.05
“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
“The deepest
human need is
the need to
be appreciated.”
William James
“Ph.D. in leadership. Short
course: Make a short list of
all things done to you that
you abhorred. Don’t do them
to others. Ever. Make
another list of things done to
you that you loved. Do them
to others. Always.” — Dee Hock
“We behaved as if we
were guests in their
house. We treated
them not as a defeated
people, but as allies.
Our success became
their success.”
—“How One Soldier
Brought Democracy to Iraq: The Mayor of Ar Rutbah”
(MAJ James Gavrilis/USA Special Forces)
EXCELLENCE.
MOTIVATIONAL
STUFF.
“Do one thing
every day that
scares you.”
—Eleanor Roosevelt
“ARE YOU BEING
REASONABLE? Most people
are reasonable; that’s
why they only do
reasonably well.”
Source: Paul Arden, Whatever You Think Think the Opposite
"The reasonable man adapts
himself to the world. The
unreasonable one persists in
trying to adapt the world to
himself. Therefore, all
progress depends upon the
unreasonable man.” —GB Shaw,
Man and Superman: The Revolutionists' Handbook.
“If it’s not fun
you’re not doing
it right.”
—Fran Tarkenton
“Success or Failure”/Try Instead “Optimism or
Failure”/From Martin Seligman’s Learned
Optimism: “I believe the traditional wisdom is
incomplete. A composer can have all the talent of a
Mozart and a passionate desire to succeed, but if he
believes he cannot compose music, he will come to
nothing. He will not try hard enough. He will give up too
soon when the elusive right melody takes too long to
materialize. Success requires persistence, the ability to
not give up in the face of failure. I believe that …
OPTIMISTIC EXPLANATORY STYLE … is the
key to persistence. … The optimistic-explanatory-style
theory of success says that in order to choose people
for success in a challenging job, you need to select for
(1) Aptitude. (2)
Motivation. (3) Optimism. All three determine
three characteristics:
success.”
“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
“A year from now
you may wish
You had
started today.”
—Karen Lamb
EXCELLENCE.
BEDROCK.
TALENT.
“Historically, smart
people have always
turned to where the
money was. Today,
money is turning to
where the smart
people are.” —FT/2003
“THE FUTURE BELONGS TO …
SMALL POPULATIONS …
WHO BUILD EMPIRES OF THE MIND …
AND WHO IGNORE THE TEMPTATION OF—OR
DO NOT HAVE THE OPTION OF—EXPLOITING
NATURAL RESOURCES.”
Source: Juan Enriquez/As the Future Catches You
“The Creative Age
wide-open
game.”
is a
—Richard Florida, The Rise of the
Creative Class
Creativity Index:
The 3 T’s
Technology
(HT Index/firms & $$$,
Innovation Index/patent growth)
Talent
(% with bachelors degrees+)
Tolerance
(Melting Pot Index/foreigners,
Bohemian Index/artists et al., Gay Index/rel. #s)
Source: Richard Florida, The Rise of the Creative Class
Hire very
good
people!
“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.”
C
O*
*Chief talent acquisition Officer
CRO/Chief Recruiting
Officer: #1 strategic issue in
“commoditized” world,
enormous financial services
company. Agent turnover.
15% retention after 4 years.
(Industry average is 11% …
“because that’s the way it is” )
INVITE THEM TO
JOIN US IN A
JOURNEY TO
EXCELLENCE!
“In the end, management
doesn’t change culture.
Management
invites
the workforce itself to
change the culture.”
—Lou Gerstner
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.”
Leadership’s Mt Everest/Mt Excellence
“free to do his or her
absolute best” …
“allow its members to
discover their
greatness.”
C
O*
*Chief quest-meister
EMPHASIZE
THE “SOFT
SKILLS.”
“It’s simple, really,
Tom. Hire for s,
and, above all,
promote for s.”
—Starbucks middle manager/field
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)
Q: “If it were your $50K
[life’s savings] and my
$50K, what sort of Waiters
would we look for?”
A: “Enthusiasts!”
Diversity =
profit
“Where do good new ideas
come from? That’s simple!
From differences. Creativity
comes from unlikely
juxtapositions. The best
way to maximize differences is
to mix ages, cultures and
disciplines.” —Nicholas Negroponte
The Cracked Ones Let in the Light
“Our business needs a massive
transfusion of talent, and talent, I
believe, is most likely to be found
among non-conformists,
dissenters and rebels.”
—David Ogilvy
“Diversity defines
the health and
wealth of nations in a
new century. Mighty is the
mongrel. The hybrid is hip. The impure, the mélange,
the adulterated, the blemished, the rough, the blackand-blue, the mix-and-match – these people are
inheriting the earth. Mixing is the new norm. Mixing
trumps isolation. It spawns creativity, nourishes the
human spirit, spurs economic growth and empowers
nations.”
—G. Pascal Zachary, The Global Me:
New Cosmopolitans and the Competitive Edge
CM Prof Richard Florida on “Creative Capital”:
“You cannot get a
technologically innovative
place unless it’s open to
weirdness, eccentricity
and difference.”
Source: New York Times
Talent
(Not) on His Mind
Norman Pearlstine, Editor-inChief, Time Inc., asked a
magazine’s managing editor to
name 10 people outside Time
that the magazine should
pursue: “He said, ‘I can’t think
of any.’ ”
Source: New York Times
Build 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
Discover what
is unique about each
person and capitalize
on it.”
move differently. …
—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
53 = 53
Just
say
“No”!
Just
scream
“No”!
“Never, ever again
will I evaluate anyone
using a standardized
instrument devised by
a “professional” in
inhuman Resources.”
Promise #1:
One size …
NEVER
fits all.
…
Arts/???
V.P.s/???
Nobel Prizes/???
Our spouse/???
Our children/???
Arts/???
Athletics/???
Dentists/???
Surgeons/???
V.P.s/???
Ph.D.s/???
Nobel Prizes/???
Our children/???
Elected officials/???
NEVER … ever …
ever ……. ever …
ever
ever …
…
ever … ever …
ever
…
EVER … ever
Horror #1 in the
“Creative Age” :
T3/
Teach to
Test
“The
Creative
Age is a wideopen game.”
—Richard Florida, The Rise of the Creative Class
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
“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”
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
“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
“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
“Do”
TALENT!
From
sweaters to …
Les Wexner:
people!
“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
“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
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
< CAPEX
> People!
The Value-added Ladder/ OPPORTUNITY-SEEKING
Implemented
Gamechanging
Solutions (People intensive)
Services (People & Capital intensive)
Goods (Capital intensive)
Raw Materials (Capital intensive)
SO YOU’RE A
“PEOPLE
PERSON”?
PROVE IT.
PUT HR AT THE
HEAD OF THE HEAD
TABLE. BEST
PEOPLE. NOBLEST
MISSION.
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:
LIVE FOR
TALENT!
Our Mission
To develop and manage talent;
to apply that talent,
throughout the world,
for the benefit of clients;
to do so in partnership;
to do so with profit.
WPP
Omnicom's acquisitions: “not for size
per se”; “buying talent;” “deepen a
relationship with a client.” (Advertising Age)
“Omnicom very simply is about talent.
It’s about the acquisition of talent,
providing the atmosphere so talent is
attracted to it.” (John Wren)
Internal
“brand
promise”!
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
Words
Matter.
Talent
Department
People Department
Center for Talent Excellence
Seriously Cool People Who
Recruit & Develop Seriously Cool
People
Etc.
Brand =
Talent.
“I have always
believed that the
purpose of the
corporation is to be
a blessing to the
employees.”
—Boyd Clarke
Re-imagine
People Power:
The Talent50
The Talent50
1. People first!
2. Soft is Hard.
3. FUNDAMENTAL PREMISE: We are in an
Age of Talent/ Creativity/Intellectualcapital Added.
4. Talent “excellence” in every part of the
organization.
5. P.O.T./Pursuit Of Talent = Obsession.
6. HR sits at The Head Table.
7. HR is “cool.”
The Talent50
8. Re-name “HR.” (Talent Department, Center of
Talent Excellence)
9. There’s an HR Strategy
10. There is a FORMAL Recruitment Strategy.
11. There is a FORMAL Leadership Development
Strategy.
12. There is a “world class” Leadership
Development Center.
13. There is a FORMAL-STRATEGIC HR Review
Process.
14. The “Top100,” and every unit’s Top10, are
consciously managed.
The Talent50
15. “People/Talent Reviews” are the
FIRST reviews.
16. HR Strategy = Business Strategy.
17. Make it a Cause Worth Signing Up For..
18. Set Sky High Standards.
19. Enlist everyone in Challenge Century21.
20. Pursue the Best!
21. Up or Out.
22. Ensure that the Review Process has
INTEGRITY.
23. Pay!
The Talent50
24.
25.
26.
27.
28.
29.
30.
31.
32.
Training I: Train! Train! Train!
TII: 100% “business people.”
TIII: 100% Leaders.
TIV: Boss as Trainer-in-Chief.
Open Communication I: NO
BARRIERS.
Open Communication II: Share
Information. (ALL!)
Respect!
INTEGRITY!
Treat the Whole Individual.
The Talent50
33.
34.
35.
36.
37.
38.
39.
40.
Places of “grace.”
MBWA: The “Rudy Rule.”
Thank You!
Promote for “people skills.”
(ALL ELSE IS SECONDARY.)
Honor youth.
Early leadership assignments.
Fast Tracking is the norm.
Create a System of Mentoring.
The Talent50
41. Diversity!
42. Diversity starts on the Board of
Directors.
43. WOMEN RULE.
44. Weird Wins.
45. We are all unique.
46. Bosses “win people over.”
47. GOAL: Adventures of Mutual
Discovery.
48. Foster Independence.
49. Enthusiasm!
50.
Talent
= Brand.
EXCELLENCE.
WOMEN.
RULE.
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
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?
EXCELLENCE.
AWOL.
THE SCHOOLS
FIASCO.
K-12.
“In
our dreams people yield
themselves with perfect
docility to our molding
hands. … The task is simple. We will
J. D. Rockefeller’s General Education Board (1915):
organize children and teach them in a perfect
way the things their fathers and mothers are
doing in an imperfect way.”
John Taylor Gatto, A Different Kind of Teacher
“The main crisis
in school today is
irrelevance.”
—Daniel Pink,
Free Agent Nation
“The
Creative
Age is a wideopen game.”
—Richard Florida, The Rise of the Creative Class
“Human
creativity is
the ultimate
economic
resource.”
—Richard Florida,
The Rise of the Creative Class
“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
His teacher
informed us that he had
refused to color within the
lines, which was a state
requirement for
demonstrating ‘grade-level
motor skills.’ ”
grade in art at such a young age?
—Jordan Ayan, AHA!
“How many artists are there in the room? Would you please raise
your hands. FIRST GRADE: En mass the children leapt from their
seats, arms waving. Every child was an artist. SECOND GRADE:
About half the kids raised their hands, shoulder high, no higher. The
hands were still. THIRD GRADE: At best, 10 kids out of 30 would
raise a hand, tentatively, self-consciously. By the time I reached
SIXTH GRADE, no more than one or two kids raised their hands,
and then ever so slightly, betraying a fear of being identified by the
group as a ‘closet artist.’ The point is:
Every school I visited
was participating in
the systematic suppression
of creative genius.”
Source: Gordon MacKenzie, Orbiting the Giant Hairball
“Our schools are not teaching
people how to think.” —Thomas Edison
“It is nothing short of a
miracle that modern methods
of instruction have not yet
entirely strangled the holy
curiosity of inquiry.” —Albert Einstein
“The key question isn’t ‘What fosters
creativity?’ But it is why in God’s name isn’t
everyone creative? Where was the human
potential lost? How was it crippled? I think
therefore a good question might be not
why do people create? But why do people
not create or innovate? We have got to
abandon that sense of amazement in the
face of creativity, as if it were a miracle if
anybody created anything.”
—Abe Maslow
Ye gads: “Thomas Stanley has not only found
no correlation between success in school and
an ability to accumulate wealth, he’s actually
found a negative correlation. ‘It seems that
school-related evaluations are poor
predictors of economic success,’ Stanley
concluded. What did predict success was a
willingness to take risks. Yet the successfailure standards of most schools penalized
risk takers. Most educational systems reward
those who play it safe. As a result, those who
do well in school find it hard to take risks
later on.”
—Richard Farson & Ralph Keyes,
Whoever Makes the Most Mistakes Wins
EXCELLENCE.
AWOL.
THE SCHOOLS
FIASCO.
MBA.
So, who wants
to “master”
“administration”?
15 “Leading” Biz Schools
Design/Core: 0
Design/Elective: 1
Creativity/Core: 0
Creativity/Elective: 4
Innovation/Core: 0
Innovation/Elective: 6
Source: DMI/Summer 2002/Research by Thomas Lockwood
M.I.A.*: Talk. (Present.) Listen. (Interview.)
Sell. (Life = Sales.) Do. (Execution-Implementation.)
Talent. (Recruit-Develop-Retain.) Project
Management. (Create. Solicit support.
Execution. Adoption-Client “Culture Change.”)
Product. (“It.”) Innovation. (Design.
Creativity. “Buzz-building.” Politics.) Leadership.
(USMA, etc.) E.Q. (Connect.) “Culture”
Change. (Lasting impact.) Diversity. (Crosscultural Effectiveness.) Career Creation.
(Brand You life-lifestyle.) Wellness. (Life.)
*B.Schools (“M.I.A.” or at most “B.I.A.”—barely in action)
New Economy Biz Degree Programs
MBA (Master of Business Administration)
MMM1 (Master of Metaphysical Management)
MMM2 (Master of Metabolic Management)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
W/MwGTDw/oC (Woman/Man Who Gets Things
Done without Certificate)
DE (Doctor of Enthusiasm)
School 1907
vs
School 2007
J. D. Rockefeller’s General
“In
our dreams people
yield themselves with
perfect docility to our
molding hands. … The task is
Education Board (1915):
simple. We will organize children and
teach them in a perfect way the things
their fathers and mothers are doing in
an imperfect way.”
Source: John Taylor Gatto, A Different Kind
of Teacher
“Schools were designed by Horace Mann, E.I. Thorndike, and
others to be instruments of the scientific management of a
Schools are intended to
produce, through the application of
formulas, formulaic human beings
whose behavior can be predicted
and controlled. To a very great extent, schools
mass population.
succeed in doing this. But in a society that is increasingly
fragmented, in which the only genuinely successful people are
independent, self-reliant, and individualistic, the products of
school and ‘schooling’ are irrelevant.”
Source: A
Different Kind of Teacher, John Taylor Gatto
“Our education system is
a second-rate, factorystyle organization, pumping
out obsolete information in
obsolete ways. [Schools] are
simply not connected to the
future of the kids they’re
responsible for.”
—Alvin Toffler, Business 2.0
“What [standardized
tests] actually measure
is the tractability of the
student, and this they
do quite accurately. Is it
of value to know who is docile
and who is not? You tell me.”
—John Taylor Gatto, A Different Kind of Teacher
“I discovered the brutally
simple motivation behind the
development and imposition of
all systematic instructional
programs and tests – a lack
of trust that teachers can
teach and that children
can learn.” —Frank Smith,
Insult to Intelligence
“It is an inescapable reality that
students learn at different rates
in different ways. That creates
the need for a schedule of
sensitivity that only teachers
close to the particular student
can devise – not some theorydriven, central-office, computermanaged schedule.” —Ted Sizer
“A substantial amount of
testimony exists from highly
regarded scientists like [Nobel
laureate] Richard Feynman, Albert
Einstein, and many others, that
scientific discovery is
negatively related to the
procedures of school
science classes.” —John Taylor Gatto,
A Different Kind of Teacher
TP’S
EDUCATION
MANIFESTO
RD
FOR THE 3
MILLENEUM
Education3M
Learning is a normal state.
Children are learnavores.
Prodigious feats of learning are common as dirt.
[Watch an H.S. QB studying game film.]
We learn at different rates.
We learn in different ways.
Boys and girls learn [very] differently.
In a class of 25, there are 25 different trajectories.
Learning in 40-minutes blocks is bullshit.
Learning for tests is utterly insane.
There are numerous rigorous evaluation schemes,
of which testing is but one—and abnormal,
by “real world” standards.
Education3M
We learn most/fastest/most completely when
we are passionate about what we are
learning and it matters to us. [Salience rules!]
Think EBI/LBI: Education by
Interest/Learning by Internship.
Classrooms are abnormal places.
We need changes of pace. [e.g., Japanese recesses
after each class.]
International test scores are not correlated
with hours-per-year in class.
Big classes are slightly problematic. Big
schools suck. Period.
Education3M
“All this”—the right stuff—fits the NWW/New
World of Work hand-in-glove. [NWW = Age of Creativity.]
U.S. schools circa 2001 are a vestige of the
Prussian-Fordist model, more interested in
shaping behavior than stoking the fires of
lifelong learning.
Cutting art-music budgets is truly dumb.
Learning is a matter of Intensity of Engagement,
not elapsed time. [Aargh: 11 minutes on the Battle of
Gettysburg.]
Teachers need enough space-time-flexibility to
get to know kids as individuals.
Scientific discovery processes and the teaching
of science are utterly at odds. [Exploration vs. spoonfeeding.]
Education3M
Our toughest “learning achievement”—
mastering our native language—does
not require schools, or even competent
parents. [It does require a desperate need-to-know.]
Great teachers are great learners, not
imparters-of-knowledge.
Great teachers ask great questions—
that launch kids on lifelong quests.
The world is not about “right” &
“wrong” answers; it is about the pursuit
of increasingly sophisticated
questions—just ask a ski instructor or
neurosurgeon.
Education3M
Most schools spend most of their time
setting up contexts in which kids learn
not to like particular subjects. [Evidence
shows that such anti-learning sticks!]
Vigorous exploration is normal … until
you are incarcerated in a school.
“Bite size” education-learning is neither
education nor learning.
Learning takes place rapidly on the
cheerleading squad, the football team,
the school newspaper, the drama club,
at the after-class job--just not in the
hyper-structured classroom.
Education3M
The “school reform” “movement” is a giant step
… backwards … embracing the Prussian-Fordist
paradigm with renewed vigor—at exactly the
wrong time.
There are large numbers of superb schools,
superb principals, superb teachers; sadly, they
not only fail to infect the [largely timid] rest, but are
ordinarily supplanted by wusses & wimps.
Alas, the teaching profession does not
ordinarily attract “cool dudes & dudettes.”
Schools of “education” should by and large
have their charters revoked.
Education3M
“Education” must “develop in youth the
capabilities for engaging in intense
concentrated involvement in an activity.”
[James Coleman, 1974.] [Hint: It doesn’t.] [Hint:
Understatement.]
Stability is dead; “education” must
therefore “educate” for an unknowable,
ambiguous, changing future; thence,
learning to learn & change is far more
important than mastery of a static body of
“facts.” [Was the “War of the Roses” really
over roses? (1) I don’t remember. (2) Not
remembering has not been a handicap.]
Education3M
I never took a speech course.
Hemmingway couldn’t spell.
Etc.
Etc.
Etc.
To the NAESP*
…
*National Association of Elementary School Principals
We ask kids to
“behave” and “sit
quietly” … and then
tell them to study
history’s heroes as
role models.
Attributes of Those Who “Made”
the 10th Grade History Book
– Committed!
– Determined to make a difference!
– Focused!
– Passionate!
– Irrational about their life’s project!
– Ahead of their time / Paradigm
busters!
– Impatient! / Action Obsessed
Attributes of Those Who “Made” the 10th Grade History
Book
–Made lots of people mad!
–Flouted the chain of
command!
–Creative / Quirky / Peculiar! /
Rebels! / Irreverent!
–Masters of improv / Thrive on
chaos
/ Exploit chaos!
Attributes of Those Who “Made” the 10th
Grade History Book
–Bone honest!
–Flawed as the dickens!
– “In touch” with their followers’
aspirations
–Damn good at what they do!
Attributes of Those Who “Made” the 10th Grade
History Book
–Forgiveness > Permission
–Bone honest!
–Flawed as the dickens!
– “In touch” with their
followers’ aspirations
–Damn good at what they do!
EXCELLENCE.
BEDROCK.
TALENT PLUS.
HEALTH.
TP ON
HEALTHCARE
2 38
m
s
“When I climb Mount
Rainier I face less
risk of death than
I’ll face on the
operating table.”
—Don Berwick
Quality!
DSS!
Prevention!
Wellness!
Chronic care!
Elder care!
Convenient care!
Childhood obesity!
H5N1!
COULD
IT TRULY BE THIS
AWFUL?
“Quality”:
90,000 killed
and 2,000,000
CDC 1998:
injured from
hospital-caused drug
errors & infections
HealthGrades/Denver:
195,000
hospital deaths per
year in the U.S., 2000-2002 = 390 full
jumbos/747s in the drink per year.
Comments: “This should give you pause
when you go to the hospital.”
National Quality Forum
—Dr. Kenneth Kizer,
. “There is little evidence
that patient safety has improved in
the last five years.” —Dr. Samantha Collier
Source: Boston Globe/07.27.04
1,000,000
“serious medication errors per
year” … “illegible handwriting,
misplaced decimal points, and
missed drug interactions and
allergies.”
Source: Wall Street Journal /Institute of Medicine
“Hospital infections kill an estimated 103,000
people in the United States a year, as many as
AIDS, breast cancer and auto accidents
combined. … Today, experts estimate that more than 60 percent
of staph infections are M.R.S.A. [up from 2 percent in 1974]. Hospitals
in Denmark, Finland and the Netherlands once faced similar rates,
but brought them down to below 1 percent. How? Through the
rigorous enforcement of rules on hand washing, the meticulous
cleaning of equipment and hospital rooms, the use of gowns and
disposable aprons to prevent doctors and nurses from spreading
germs on clothing and the testing of incoming patients to identify
and isolate those carrying the germ. … Many hospital administrators
say they can’t afford to take the necessary precautions.”
—Betsy McCaughey, founder of the Committee to Reduce Infection Deaths (New York Times/06.06.2005)
*77.9, below Costa Rica, Cuba/USN&WR, 0326.07
“We need
Florence
Nightingale
hygiene.”
Source: UK corner on problems in British
healthcare, The Daily Telegraph, 04.27.07
HEALTHCARE VS
HEALTH
“What’s Really Propping
Up the Economy:
Healthcare has added 1.7
million jobs since 2001.
The rest of the private
sector?
None .”
Source: Title, cover story, BusinessWeek, 0925.2006
TP Recommendation* #1:
Dubai Healthcare City
to
Dubai Health City
*Presentation at “First Middle Eastern Healthcare Summit/01.2006
Sexy Cures vs Quality/Safety
Surgeons vs
Family Practice Physicians/CIOs
Fixing vs Preventing
Healthcare vs Health
Tom/$53K vs 1,000 Africans
[Stanford?] vs Griffin/Planetree
SF Internist vs
Tom/Canyon Ranch
Childhood
Obesity >
Terrorism
Bust
fat docs!
Sprint/Overland Park KS:
Slow elevators, distant
parking lots with
infrequent buses, “food
court” as “poorly” placed
as possible, etc.
Source: New York Times
“Bump into factor”: Extra-size
portions, eat more. Higher
% shelf space snacks, more
obesity. More liquor stores,
more crime. High vs low fat:
Japanese who emigrate to
U.S. suffer 3X increase in
heart disease.
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
“Microsystems”
Paul Batalden/
DHMCIntensive Care Nursery/
X-disciplinary
$1
“Every
spent on its
wellness program ended up
$4.70
saving [Citigroup]
,
according to an academic
study.”
—WSJ/0329.07
Sexy Cures vs Quality/Safety
Surgeons vs
Family Practice Physicians /CIOs
Fixing vs Preventing
Healthcare vs Health
Tom/$53K vs 1,000 Africans
[Stanford?] vs Griffith/Planetree
SF Internist vs
Tom/Canyon Ranch
PLANETREE/
PLANETREE
ALLIANCE: A
DIFFERENT
MODEL
Planetree:
A Radical Model for New
Healthcare/Healing/
Wellness Excellence
Tom Peters/30 March 2007
"All sane persons agree that 'healthcare needs an overhaul.' And that's where
the agreement stops. Healthcare issues are thorny, and system panaceas are
about as likely as the sun rising in the West. But there is good news here and
there--and great news courtesy the Planetree Model.
"In the midst of ceaseless gnashing of teeth over 'healthcare issues,' the
patient and frontline staff often get lost in the shuffle. Enter Planetree. While
oceanic systemic solutions remain out of reach, Planetree provides a
remarkable demonstration of what healthcare--with the patient at the center-can be all about; and is all about among Planetree Alliance members.
"I know this may sound ridiculous, but everything about the 'model' works. It
is great for patients and their families--and is truly about humanity and
healing and health and long-term wellness, not just a 'fix' for today's
problem. It is great for staff--Planetree-Griffin is rightly near the top of the
'best places to work in America' list, year in and year out. And Planetree also
works as a 'business model'--any effectiveness measure you can name is in
the Green Zone at Griffith.
"For 25 years my 'gig' has been 'excellence.' Put simply, there is no better
exemplar of customer-centered, employee-friendly excellence, in any
industry, than Griffin-Planetree. The Planetree model works--and in my
extensive work in the health sector, I 'sell' it shamelessly, and pray that my
clients are taking it all in."
tom peters/response to request for comment on Planetree
“It was the goal of
the Planetree Unit to
help patients not only
get well faster but
also to stay well
longer.”
—Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
“Much of our current
healthcare is about curing .
Curing is good. But healing
is spiritual, and healing is
better, because we can heal
many people we cannot
cure.” —Leland Kaiser,
“Holistic Hospitals”
Determinants of Health
Access to care: 10%
Genetics: 20%
Environment: 20%
Health Behaviors: 50%
Source: Institute for the Future
The 9 Planetree Practices
1. The Importance of Human Interaction
2. Informing and Empowering Diverse Populations: Consumer
Health Libraries and Patient Information
3. Healing Partnerships: The importance of Including Friends
and Family
4. Nutrition: The Nurturing Aspect of Food
5. Spirituality: Inner Resources for Healing
6. Human Touch: The Essentials of Communicating
Caring Through Massage
7. Healing Arts: Nutrition for the Soul
8. Integrating Complementary and Alternative Practices
into Conventional Care
9. Healing Environments: Architecture and Design Conducive
to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
1. The Importance
of Human
Interaction
139,380 former
patients from 225 hospitals:
Press Ganey Assoc:
none
of THE top 15 factors
determining Patient Satisfaction
referred to patient’s health outcome
PS directly related to Staff Interaction
PS directly correlated with Employee
Satisfaction
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“There is a misconception that supportive interactions require
more staff or more time and are therefore more costly. Although
labor costs are a substantial part of any hospital budget, the
interactions themselves add nothing to the budget.
Kindness is
free.
Listening to patients or answering their
questions costs nothing. It can be argued that negative
interactions—alienating patients, being non-responsive to their
needs or limiting their sense of control—can be very costly. …
Angry, frustrated or frightened patients may be combative,
withdrawn and less cooperative—requiring far more time
than it would have taken to interact with them initially in a
positive way.” —Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
“Perhaps the simplest and most
profound of all human interactions
is KINDNESS. … But if it is so
simple, it is surprising how
frequently it is absent from our
healthcare environments. … Many
staff members report verbal
‘abuse’
by physicians, managers
and coworkers.” —Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
“Planetree is about
human beings
caring for other
human beings.”
—Putting Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel (“Ladies and gentlemen serving ladies
and gentlemen”—4S credo)
2. Informing and
Empowering Diverse
Populations: Consumer
Health Libraries and
Patient Information
Planetree Health Resources Center/1981
Planetree Classification System
Consumer Health Librarians
Volunteers
Classes, lectures
Health Fairs
Griffin’s Mobile Health Resource Center
Open Chart Policy
Patient Progress Notes
Care Coordination Conferences (Est
goals, timetable, etc.)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
3. Healing
Partnerships: The
Importance of
Including
Friends and Family
“When hospital staff members are
asked to list the attributes of the
‘perfect patient and family,’ their
response is usually a passive patient
with no family.”
—Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
The Patient-Family Experience
“Patients are stripped of control, their clothes are
taken away, they have little say over their schedule,
and they are deliberately separated from their family
and friends. Healthcare professionals control all of the
information about their patients’ bodies and access to
the people who can answer questions and connect them
with helpful resources. Families are treated more as
intruders than loved ones.” Putting Patients First
—
Susan Frampton, Laura Gilpin, Patrick Charmel
,
“Family members, close friends
and ‘significant others’ can
have a far greater impact on
patients’ experience of illness,
and on their long-term health
and happiness, than any
healthcare professional.”
—Through the Patient’s Eyes
“A 7-year follow-up of women
diagnosed with breast cancer
showed that those who confided in
at least one person in the 3 months
after surgery had a 7-year survival
72.4%
rate of
, as compared
to 56.3% for those who didn’t have
a confidant.” —Institute for the Future
Institute of Medicine/ “Crossing the Quality Chasm”
Respect for preferences
Involvement in Decision Making
Access to care
Coordination of care
Information and education
Physical comfort
Emotional support
Involvement of Friends and Family
Continuity of care
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Care Partner Programs
(IDs, discount meals, etc.)
Unrestricted visits (“Most Planetree hospitals
have eliminated visiting restrictions altogether.”) (ER at one
hospital “has a policy of never separating the patient from the
family, and there is no limitation on how many family members
may be present.”)
Collaborative Care Conferences
Clinical Guidelines Discussions
Family Spaces
Pet Visits (POP: Patients’ Own Pets)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
4. Nutrition:
The Nurturing
Aspect of Food
Meals are central events
vs
“There, you’re fed.” *
*Irony: Focus on “nutrition” has reduced
focus on “food” and “service”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Kitchen
Beautiful cutlery,
plates, etc
Chef reputation
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Aroma therapy
(e.g., “smell of baking cookies”)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
5. Spirituality:
Inner Resources
for Healing
Spirituality: Meaning and Connectedness in Life
1. Connected to supportive and
caring group
2. Sense of mastery and control
3. Make meaning out of disease/
find meaning in suffering
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Griffin:
redesign chapel (waterfall,
quiet music, open prayer book)
Other:
music, flowers, portable
labyrinth
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
6. Human Touch:
The Essentials of
Communicating
Caring Through
Massage
“Massage is a
powerful way to
communicate
caring.”
—Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
Mid-Columbia Medical Center/Center for Mind and Body
Massage for every patient scheduled for
ambulatory surgery (“Go into surgery with
a good attitude”)
Infant massage
Staff massage (“caring for the caregivers”)
Healing environments: chemo!
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
7. Healing Arts:
Nutrition for
the Soul
Planetree: “Environment conducive to healing”
Color!
Light!
Brilliance!
Form!
Art!
Music!
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Florence Nightingale/Notes on
Nursing/patient’s need for beauty,
“People say
the effect is only on
the mind. It is no
such thing. The effect
is on the body, too.”
windows, flowers:
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Griffin:
Music in the parking
lot; professional musicians in
the lobby (7/week, 3-4hrs/day) ;
5 pianos ;
volunteers (120-140 hrs arts &
entertainment per month).
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
8. Integrating
Complementary and
Alternative Practices
into Conventional Care
Griffin IMC/Integrative Medicine Center
Massage
Acupuncture
Meditation
Chiropractic
Nutritional supplements
Aroma therapy
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
CAM (Complementary & Alternative Medicine):
83M in US (42%)
CAM visits 243M, greater than to PCP (Primary
Care Physician) (With min insurance coverage)
W-Educated-Hi inc
Don’t tell PCP (40%)
OTA: <30% procedures used in
conventional medicine have undergone
RCTs (randomized clinical trials)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
9. Healing
Environments:
Architecture and
Design Conducive
to Health
“Planetree Look”
Woods and natural materials
Indirect lighting
Homelike settings
Goals: Welcome patients, friends and
family … Value humans over technology ..
Enable patients to participate in their care
… Provide flexibility to personalize the
care of each patient … Encourage
caregivers to be responsive to patients …
Foster a connection to nature and beauty
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Sound
Texture
Lighting
Color
Smell
Taste
Sacred space
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Access to nurses station:
“Happen to”
vs
“Happen with”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
The Eden
Alternative*
*ElderCare
The Ten Principals of the Eden Alternative
1. The three plagues of loneliness, helplessness, and boredom
account for the bulk of suffering among Elders.
2. Life in an Elder-centered community revolves around close and
continuing contact with children, plants, and animals. These
ancient relationships provide young and old alike with a pathway
to a life worth living.
3. Companionship is the antidote to loneliness. In an Eldercentered community we must provide easy access to human and
animal companionship.
4. A healthy Elder-centered community seeks to balance the care
that is being given with the care that is being received. Elders need
opportunities to give care and caregivers need opportunities to
receive care.
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“The Eden paradigm
allows elders to care for
animals, birds, and
children as well as each
other.” —Susan Eaton, Harvard/JFK school
Source: Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
The Ten Principals of the Eden Alternative
5. Variety and Spontaneity are the antidotes to boredom.
The Elder-centered community is rich in opportunities to
sample these ancient pleasures.
6. An Elder-centered community understands that passive
entertainment cannot fill a human life.
7. The Elder-centered community takes medical treatment
down from its pedestal and and places it into the service
of genuine human caring.
Source: Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
The Ten Principals of the Eden Alternative
8. In an Elder-centered community, decisions should be
made by the Elders or those as close to the Elders as
possible.
9. An Elder-centered community understands human
growth cannot be separated from human life.
10. Wise leadership is the lifeblood of any struggle
against the Three Plagues. For it, there can be no
substitute.
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“The most basic
question we need to
pose in caring for
others is this: Is this
a loving act?”
—Leland Kaiser,
“Holistic Hospitals”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Conclusion:
Caring/Growth
“Experience”
Care!/Love!/Spirit!
Self-Control!
Connect!/learn!/
involve!/Engage!
Understanding!/Growth!
De-stress!/heal!
Whole patient & family
& friends!
be well!/stay well!
F.Y.I.
Griffin Hospital/Derby CT (Planetree Alliance “HQ”) Results:
Financially successful.
Expanding programsphysically. Growing market
share. Only hospital in “100
Best Cos to Work for”—
7 consecutive years,
currently #6.
—“Five-Star Hospitals,” Joe Flower,
strategy+business (#42)
Learn more about Planetree/
The Planetree Alliance:
www.planetree.org
EXCELLE
ALWAYS
Pause …
Them-Us
“Them”
“Us”
Strategy
Planning
Marketing
Markets
Customers
Micro-segmentation
Cost minimization
Synergy/“Efficiencies”
“Strategic” supplier
Process
Effectiveness
Men
Leadership
Standardization
Big clients
Prestigious Board
EXECUTION
Action
Selling/Sales
Customers
Clients
Big Stuff (Women, Boomers)
Revenue maximization
Decentralization
Pioneering supplier
Project
Excellence
Women
Management + Leadership
Exceptionalism (53 = 53)
COOL clients
INTERESTING Board
“Them”
Big
Growth by merger
Buy market share
Efficient, streamlined
“department”
Certainty-predictability
Fearful of losing
Plan
Careful evaluation
Revised plan
People/Employees
Effective HR department
Benchmark against the
“best”-“industry leader”
“Us”
Mid-size
Organic growth
Create NEW markets
Value-creating “PSF”
Ambiguity-opportunity
Aggressive pursuit
of winning
Prototype
Another prototype
Another prototype
Talent
Rockin’ Talent
Development Center
of Excellence
Benchmark against the
“coolest”
“Them”
“Us”
Benchmark
Orderly career progression
Head
IQ
“Professional”
Stoic, humble leaders
“Future”mark
“Up or Out” (PDQ)
Heart
EQ
Passionate
Noisy, emotional
“characters” in charge
Hire for intangibles
Relentless, pig-headed
determination
Teamwork and disruptive
individuals equal billing
Lead customers
Intimate-Seamless
customer inter-twining
Hire for Resume
Measured-thoughtful
approach
Teamwork comes first
Listen to customers
Customer “involvement”
“Them”
MBM (Management
by memo)
MBA
Shareholder Value
comes first
Work smart
Built to last
Reward successes
“Us”
MBWA
MFA
Great people-product rule
Work hard
Built to Rock the World
Reward (EXCELLENT)
failures
Design 1T
Innovation 1T
Jaw-dropping Experience
Quality first!
Quality first
High-quality
transaction
CVs demo consistent CVs feature Magic Moments
performance
Good grades
Cool stuff
Operational excellence World-rocking INNOVATION
“Them”
Brand
Best analysis wins
“Beyond politics”
Outsource
“Motivate”
“Motivate”
Measured language
Product-Service
Pastel
Better
“Mission success”
Very good
“Us”
Lovemark
Best STORY wins
Politics-is-life, the
rest is details
Bestsource
Send on QUESTS
Invite
HOT language
Gamechanging SOLUTION,
Thrilling EXPERIENCE,
DREAM come true,
LOVEMARK
Technicolor
Different
“Mission EXCELLENCE”
EXCELLENCE. ALWAYS.
End
Pause
EXCELLENCE.
BEDROCK.
LEADERSHIP.
L23. 7Es.
9Ps. 12Ps.
EXCELLENCE.
THE LEADERSHIP23.
Leadership23/ML
1.
2.
3.
4.
5.
6.
7.
8.
Enthusiasm. Energy. Exuberance.
Action. Execution.
Tempo. Metabolism.
Relentless.
Master of Plan B.
Accountability.
Meritocracy.
Leaders “do” people. Mentor. (“Success
creation business.”)
9. Women. Diversity.
10. Integrity. Credibility. Humanity. Grace.
11. Realism.
12. Cause. Adventures. Quests.
Leadership23/ML
13. Legacy.
14. Best story wins.
15. On the edge. (“Wildest chimera of a
moonstruck mind.”)
16. “Reward excellent failures. Punish
mediocre successes.”
17. Different > Better. (“Only ones who do
what we do.”)
18. MBWA. Customer MBWA.
19. Laughs.
20. Repot. Curiosity. Why?
21. You = Calendar. “To Don’t.” Two.
22. Excellence. Always.
23. Nelsonian! (“Other admirals more afraid
of losing than anxious to win.”)
The “7Es”
Exuberance!
Energy!
Empathy!
Engagement!
Empowerment!
Execution!
Excellence!
EXCELLENCE.
BEDROCK.
LEADERSHIP.
“9 Ps.”
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
EXCELLENCE.
BEDROCK.
LEADERSHIP.
“12 Ps.”
Tom Peters/04.18.2007
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
st
“21 -century
Leadership” =
Bunkum
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
“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)
“If you want to build
a ship, don’t gather
people together to collect
wood ,and don’t assign
them tasks and work,
but instead teach them
to long for the sea.”
—Antoine de Saint-Exupery (The Little Prince)
“A leader is
a dealer in
hope.”
—Napoleon
(+TP’s writing room pics)
USN&WR: What traits do successful activists share?
“They
have hope, and
they imbue others
with hope.”
Studs Terkel, age 91:
“Management has a lot to do with
answers. Leadership is a function of
questions. And the first question for a
‘Who do
we intend to
be?’ Not ‘What are we going to
leader always is:
do?’ but ‘Who do we intend to be?’”
—Max De Pree, Herman Miller
Ah, kids: “What is your vision for
the future?” “What have you
accomplished since your first book?”
“Close your eyes and imagine me
immediately doing something about
what you’ve just said. What would it
be?” “Do you feel you have an
obligation to ‘Make the world a
better place’?”
Leader Job One
Paint
Portraits of
Excellence!
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
Q: “If it were your $100K
[life’s savings] and my $100K,
what sort of Waiters
would we be looking
for?”
A: “Enthusiasts!!!!!!!!!!”
“Whenever anything is
being accomplished, I
have learned, it is being
done by a monomaniac
with a mission.”
—Peter Drucker
“A man
without a
smiling face
must not open
a shop.”
—Chinese Proverb
EX-UBERANCE!
Exuberance: The Passion for Life, by Kay Redfield Jamison+
“I believe exuberance is incomparably more important
than we acknowledge. If, as has been claimed,
enthusiasm finds the opportunities and energy makes
the most of them, a mood of mind that yokes the two of
them is formidable indeed.”
“The Greeks bequeathed to us one of the most
beautiful words in our language—the word
‘enthusiasm’—en theos—a god within. The grandeur of
human actions is measured by the inspiration from
which they spring. Happy is he who bears a god within,
and who obeys it.”—Louis Pasteur
“Exuberance is, at its quick, contagious. As it spreads
pell-mell through a group, exuberance excites, it
delights, and it dispels tension. It alerts the group to
change and possibility.”
Exuberance: The Passion for Life, by Kay Redfield Jamison+
“A leader is someone who creates infectious
enthusiasm.”—Ted Turner
“‘Glorious’ was a term [John] Muir would invoke time
and again … despite his conscious attempts to eradicate
it from his writing. ‘Glorious’ and ‘joy’ and
‘exhilaration’: no matter how often he scratched out
these words once he had written them, they sprang
up time and again …”
“To meet Roosevelt, said Churchill, ‘with all his buoyant
sparkle, his iridescence,’ was like ‘opening a bottle of
champagne.’ Churchill, who knew both champagne
and human nature, recognized ebullient leadership
when he saw it.”
Exuberance: The Passion for Life, by Kay Redfield Jamison+
“At a time of weakness and mounting despair in the
democratic world, Roosevelt stood out by his
astonishing appetite for life and by his apparently
complete freedom from fear of the future; as a man who
welcomed the future eagerly as such, and conveyed the
feeling that whatever the times might bring, all would
be grist to his mill, nothing would be too formidable or
crushing to be subdued. He had unheard of energy and
gusto … and was a spontaneous, optimistic, pleasureloving ruler with unparalleled capacity for creating
confidence.”—Isaiah Berlin on FDR
Exuberance: The Passion for Life, by Kay Redfield Jamison+
“Churchill had a very powerful mind, but a romantic
and unquantitative one. If he thought about a course
of action long enough, if he achieved it alone in his
own inner consciousness and desired it passionately,
he convinced himself it must be possible. Then, with
incomparable invention, eloquence and high spirits,
he set out to convince everyone else that it was
not only possible, but the only course of action
open to man.”—C.P. Snow
“We are all worms. But I do believe that I am a
glow-worm.”—Churchill on Churchill
“The multitudes were swept forward till their pace was
the same as his.”—Churchill on T.E. Lawrence
“He brought back a real joy to music.”—Wynton
Marsalis on Louis Armstrong
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
“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
Leaders-Teachers Do Not “Transform People”!
Instead leaders-mentors-teachers (1) provide a context
which is marked by (2) access to a luxuriant portfolio
of meaningful opportunities (projects) which (3) allow
people to fully (and safely, mostly—caveat: “they” don’t
engage unless they’re “mad about something”) express their
innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams, assisted by an
extensive self-constructed network) by which those people
(5) go to-create places they (and their mentors-teachersleaders) had never dreamed existed —and then the
leaders-mentors-teachers (6) applaud like hell, stage
“photo-ops,” and ring the church bells 100 times to
commemorate the bravery of their “followers’ ”
explorations!
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.”
Leadership’s Mt Everest/Mt Excellence
“free to do his or her
absolute best” …
“allow its members to
discover their
greatness.”
“In the end, management
doesn’t change culture.
Management
invites
the workforce itself to
change the culture.”
—Lou Gerstner
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
Hard Is Soft
Soft Is Hard
Hard (#s) Is Soft
Soft (people) Is Hard
“Hard” (# /“Strategy”/budgets/plans
marketing) Is Soft
s
“soft” (people/Customers/
relationships/culture/execution)
Hard
Is
Henry: strategic
Planning = Ha Ha
Larry/Ram: the
important bit =
doing it
What makes
God laugh?
People
making
plans!
“If I could have chosen not to tackle the IBM
culture head-on, I probably wouldn’t have. My
bias coming in was toward strategy, analysis and
measurement. In comparison, changing the
attitude and behaviors of hundreds of thousands
[Yet] I
came to see in my time at
IBM that culture isn’t
just one aspect of the
game—it is the game.”
of people is very, very hard.
—Lou Gerstner, Who Says Elephants Can’t Dance
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
Jim’s
Group
Basement
Systems
Inc./
Seymour CT
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Potent.
Positive.
MBWA*
*5,000 miles for a 5-minute face-to
-face meeting (courtesy superagent Mark McCormick)
MBWA, Grameen Style!
“Conventional banks ask their clients to come
to their office. It’s a terrifying place for the poor
and illiterate. … The entire Grameen Bank
system runs on the principle that people
should not come to the bank, the bank
should go to the people. … If any staff
member is seen in the office, it should be taken
as a violation of the rules of the Grameen Bank.
… It is essential that [those setting up a new
village Branch] have no office and no place to
stay. The reason is to make us as different as
possible from government officials.”
Source: Muhammad Yunus, Banker to the Poor
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
“You must
be
the change you
wish to see in the
world.”
Gandhi
“The First step in a
‘dramatic’
‘organizational change
program’ is obvious—
dramatic personal
change!” —RG
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”?]
Enthusiasm
Energy
Exuberance
Voracious Curiosity
Irritability/Dis-satisfaction
Relentlessness
Self-reliance
“Closer” (Execution)
excellence
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
Jim Jeffords
oversight!
The …
“I wasn’t bowled over by [David Boies]
intelligence … What impressed me was
that when he asked a question, he waited
He not only
listened, he made me feel
like I was the only person
in the room.”
for an answer.
—Lawyer Kevin _____, on his first,
inadvertent meeting with David Boies, from Marshall Goldsmith,
“The One Skill That Separates,” Fast Company
Personal
What I Learned
HWBjr: Excellence, Accountability, Initiative,
K.I.S.S., Leader Love
Dick: Empowerment, Entrepreneurship,
Challenge, Execution (Project > Paper),
Accountability, MBWA, K.I.S.S., Fanatic
Customer-centrism (Customer>Command,
Marines>Regiment),
Leader Love, Output, “Do”>“Be”
Nameless: “Tangible” vs “Palpable”
(Bureaucracy, Control, Tight Leashes,
Command-centric, Demoralization, Paper >
Project, Product = Paper, K.I.C.S.)
What I Learned
Ben: Decency, Soft Power, Fanatic Customercentrism (“Do”>“Be”)
Walter: Fanatic Mission-centrism, Soft Power,
Relationship-management, Execution,
Accountability, Early to Bed …
Bob: Pos>Neg/Recognition, K.I.S.S., The Way of
the Demo (Execution), Hero-building, Missioncentrism, “Do”>“Be”
Bill: De-centralization, Recognition, Supportstaff Centrism, Measurement (K.I.S.S.), Soft
Power (Paint ’n Pride), Rapid Culture Change
Personal
DECENTRALIZATION.
EXECUTION.
ACCOUTABILITY.
6:15A.M.
DECENTRALIZATION.
EXECUTION.
ACCOUTABILITY.
6:15A.M.
End Personal
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
Pissed Off* **
*As in “I’m pissed off and I’m not gonna take it any more …”
**Innovation Stems from Irritation
(Re-imagining Results from Rage)
Pissed
Off* **
*As in “I’m pissed off and I’m not gonna take it any more …”
**Innovation Stems from Irritation
(Re-imagining Results from Rage)
“Dreaming,” necessary,
or not?
TP, personal: “dream” =
concrete, practical
imaginings about the
opposite of things that
piss me off (TP “advantages”: low
boiling point, long memory, dogged determination)
“I’ve
been thinking …”
Michael Porter:
“I’m mad as
hell, and I’m not
going to take it
anymore”
TP:
Innovation:
mad. Start Doing
something
about it. Now.
Get
F(Anger/Passion)
>>>> f(Pushback
from Threatened
Fat-cats &
Bureau-crats)
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
“You can’t be a serious
innovator unless and until
you are ready, willing and
able to seriously play.
‘Serious play’ is not an
oxymoron; it is the essence
of innovation.”
—Michael Schrage, Serious Play
SERIOUS
PLAY
Try it. Try it. Try it
ry it. Try it. Screw
up. Try it. Try it. Try
t. Try it. Try it. Try
t. Try it. Screw it up
t. Try it. Try it. try
READY.
FIRE!
“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
“Fail .
Forward.
Fast.”
High Tech CEO, Pennsylvania
“Fail faster.
Succeed Sooner.”
David Kelley/IDEO
“You miss
100% of the
shots you
never take.”
—Wayne Gretzky
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
“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
“incredible
power of
endurance”
—political
colleague, on Nicolas Sarkozy, repeatedly written off by the public and
the celestial powers of French politics (FT, 0515.07)
Success =
Elizabeth Cady Stanton (1815-1902),
Lucretia Mott, Martha Wright,
Mary Ann McClintock, Jane Hunt
(07.13.1848/Seneca falls ny)
+
72 years, 1 month, 5 days
(08.18.1920/nashville tn)
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
Relent
25
2,500
63
48
5,000,000
2,500,000
15
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
Leaders Understand:
Brand =
Talent.
‘do’
“Leaders
people.
Period.”
—Anon.
“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”
“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.”
< CAPEX
> People!
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:
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
“Leaders
‘SERVE’
people.
Period.”
—Anon.
Servant Leadership/Robert Greenleaf
1. Do those served grow as
persons?
2. Do they, while being served,
become healthier wiser, freer,
more autonomous, more likely
themselves to become servants?
“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
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect, humane)
“The [Union senior] officers rode past the
Confederates smugly without any sign
of recognition except by one. ‘When
General Grant reached the line of
ragged, filthy, bloody, despairing
prisoners strung out on each side of
the bridge, he lifted his hat and held it
over his head until he passed the last
man of that living funeral cortege. He
was the only officer in that whole train
who recognized us as being on the
face of the earth.’*”
*quote within a quote from diary of a Confederate soldier
“Sorry, I’ve got to go—the
HR people get on me if I
don’t go do my ‘shake handschat up’ duty”
—president, large
division of large company in the _______
industry
“I have always
believed that the
purpose of the
corporation is to be
a blessing to the
employees.”
—Boyd Clarke
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
We become
who we hang
out with
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
“Diverse groups of problem solvers—
groups of people with diverse tools—
consistently outperformed groups of the
best and the brightest. If I formed two
groups, one random (and therefore
diverse) and one consisting of the best
individual performers, the first group
almost always did better. …
Diversity trumped
ability.”
—Scott Page, The Difference: How
the Power of Diversity Creates Better Groups,
Firms, Schools, and Societies Diversity
The “Hang Out Axiom”: At
its core, every (!!!)
relationship-partnership
decision (employee,
vendor, customer, etc)
is a strategic decision
about:
“Innovate,
‘Yes’ or ‘No’ ”
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.)
“Normal” =
“o for 800”
“The
Bottleneck Is at
the Top of the 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:
At the top!”
— Gary Hamel/Harvard Business Review
Keep
Austin
Weird
“Companies like
Motorola need cash
to innovate, not just
to set buybacks in
motion.”
—BW, 0409.07
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
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. If it ain’t broke ... Break it!
3. Hire crazies.
4. Ask dumb questions.
5. Pursue failure.
6. Lead, follow ... or get out of the way!
7. Spread confusion.
8. Ditch your office.
9. Read odd stuff.
10.
Avoid moderation!
The Re-imagineer’s Credo … or, Pity the Poor Brown*
Technicolor Times
demand …
Technicolor Leaders and Boards who recruit …
Technicolor People who are then sent on …
Technicolor Quests to execute …
Technicolor (WOW!) Projects in partnership with …
Technicolor Customers and …
Technicolor Suppliers all in pursuit of …
Technicolor Goals and Aspirations fit for …
Technicolor Times.
*WSC
"The reasonable man adapts
himself to the world. The
unreasonable one persists in
trying to adapt the world to
himself. Therefore, all
progress depends upon the
unreasonable man.” —GB Shaw,
Man and Superman: The Revolutionists' Handbook.
“Never doubt that a small
group of committed
people can change the
world. Indeed it is
the only thing that
ever has.” —Margaret Mead
eliot + 7
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
“If I had any epitaph that I
would rather have more than
any other, it would be to say
disturbed
the sleep of my
generation.”
that I had …
—Adlai Stevenson
“In Tom’s world, it’s
always better to try a
swan dive and deliver a
colossal belly flop than
to step timidly off the
board while holding
your nose.”
—Fast Company /October2003
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
“[other]
admirals more
frightened of
losing than
anxious to win”
On NELSON:
??? Redux: Quiet, humble …
“He was a bully, a
braggart, and a rebel
with a big chip on his
shoulder. They would
never have made it
without him.” —Time, 0507.07, on Capt
John Smith and the 400th anniversary of Jamestown
Quiet, Humble …
Unrelenting ambition
Avid pursuit of wealth
Charismatic
Source: David Stewart, The Summer of 1787
“Our whole
story is
growing
revenue.”
—Vernon Hill (Top-line driven; standard
is bottom-line driven by cost cutting)
The Commerce Bank Model
“cost cutting
is a death
spiral.”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
P=R–C
PURPOSE.
PASSION.
Potential.
Presence.
Personal.
pissed off.
Playful.
PERSISTENCE.
PEOPLE.
Peculiar.
Potent.
Positive.
“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)
Hire Great People
(Resilient, Passionate)
Try a Lot of Stuff
(S.A.V./R.F.A.)
aCCEPT NO LESS THAN
EXCELLENCE/PURSUE Wow!
enjoy It While It Lasts
"Life is not a journey to the
grave with the intention of
arriving safely in one pretty
and well preserved piece, but
to skid across the line
broadside, thoroughly used
up, worn out, leaking oil,
shouting ‘GERONIMO!’ ”
—Bill McKenna, professional motorcycle racer
(Cycle magazine 02.1982)
Geron-imo!
“You do not merely want to
be the best of the best. You
want to be
considered the
only ones who do
what you do.”
—Jerry Garcia
EXCELLE
ALWAYS
EXCELLE
ALWAYS.
End.
PART FIVE