Conrad Hilton, at a gala
celebrating his career,
was asked …
The “3H
Theory of
Everything”
All you need to know …
All you need to know …
Hilton
Howard
Herb
All you need to know …
Hilton
Howard
Herb
Conrad Hilton, at a gala
celebrating his career,
“What was the
most important lesson
you’ve learned in your
long and distinguished
career?” His immediate
was asked,
answer …
“remember
to tuck the
shower curtain
inside the
bathtub”
is
“Execution
strategy.”
—Fred Malek
“In real life, strategy
is actually very
straightforward. Pick
a general direction
and implement
like hell”
—Jack Welch
“The art of war does not
require complicated
maneuvers; the simplest
are the best and common
sense is fundamental. From
which one might wonder
how it is generals make
blunders; it is because they
try to be clever.” —Napoleon
Internal
organizational
excellence =
Deepest “Blue
Ocean”
All you need to know …
Hilton
Howard
Herb
All you need to know …
Hilton
Howard
Herb
“You have to
treat your
employees like
customers.”
—Herb Kelleher,
upon being asked his “secret to success”
Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of
Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union
took out a full-page ad in USA Today thanking HK for all he had done; across the way
in Dallas, American Airlines’ pilots were picketing the Annual Meeting)
All you need to know …
Hilton
Howard
Herb
3H: Hilton, Howard, Herb
**Sweat the details!
**Stay in touch!
**It’s all about the people!
Leader’s oath
of office
Definition of a boss/supervisor/
Cannot Do
the Work That
Needs to Be Done
leader:
‘do’
“Leaders
people.
Period.”
—Anon.
Oath of Office: Managers/Servant Leaders
Our goal is to serve our customers brilliantly and profitably over
the long haul.
Serving our customers brilliantly and profitably over the long
haul is a product of brilliantly serving, over the long haul, the
people who serve the customer.
Hence, our job as leaders—the alpha and the omega and
everything in between—is abetting the sustained growth and
success and engagement and enthusiasm and commitment to
Excellence of those, one at a time, who directly or indirectly
serve the ultimate customer.
We—leaders of every stripe—are in the “Human Growth and
Development and Success and Aspiration to Excellence
business.”
“We” [leaders] only grow when “they” [each and every one of our colleagues] are
growing.
“We” [leaders] only succeed when “they” [each and every one of our colleagues]
are succeeding.
“We” [leaders] only energetically march toward Excellence when
“they” [each and every one of our colleagues] are energetically marching
toward Excellence.
Period.
Leadership
is a sacred
trust.*
*President, classroom teacher, CEO, shop foreman
Excellence.
Service.
Period.
“Excellence …
can be obtained if you:
... care more than others think
is wise;
... risk more than others think
is safe;
... dream more than others think
is practical;
... expect more than others think
is possible.”
Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)
EXCELLENCE. Always.
If not EXCELLENCE, what?
If not EXCELLENCE now, when?
EXCELLENCE is not an "aspiration."
EXCELLENCE is not a "journey."
EXCELLENCE is the next five minutes.
Organizations exist to SERVE. Period.
Leaders exist to SERVE. Period.
SERVICE is a beautiful word.
SERVICE is character, community, commitment.
(And profit.)
SERVICE is a beautiful word.
SERVICE is not "Wow."
SERVICE is not "raving fans.“
SERVICE is not "a great experience."
Service is "just" that—SERVICE.
More than one
route forward
14,000
20,000
14,000
20,000
14,000/eBay
20,000/Amazon
30/Craigslist
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
“Insanely Great”
Steve Jobs
“Radically
thrilling”
BMW
“We are crazy. We should do
something when people say it is
If people say
something is ‘good’, it
means someone else
is already doing it.”
‘crazy.’
—Hajime Mitarai, Canon
“You do not merely want to be
You
want to be
considered the
only ones who
do what you
do.”
the best of the best.
—Jerry Garcia
Tom Peters’
Excellence.
Always.
AL BUSTAN PALACE
Muscat/03 August 2010
Part
ONE
Little =
*Thank you, Mr. Prime Minister
7X.
7:30A-8:00P.
F12A.
7:30AM = 7:15AM.
8:00PM = 8:15PM.
“No” = 2*
*Yes Bank
The Commerce Bank Model
“every computer at Commerce Bank has a
special red key on it that
says, ‘found something stupid that we are doing
that interferes with our ability to service the
customer? Tell us about it, and if we agree, we
will give you $50.’”
Source: Fans! Not Customers. How Commerce Bank Created a Supergrowth Business in a No-growth Industry, Vernon Hill & Bob Andelman
Don’t like it?
Don’t pay.
Source: Graniterock Co.
BEGINS
(and ENDS)
It
in the …
parking
lot*
*Disney
Big carts =
Source: Wal*Mart
Bag sizes = New markets:
Source: PepsiCo
“Power
Freaks” Move
Things
Around!
>100 feet =
100 miles
Geologists +
Geophysicists +
A little bit of love =
Oil
XFX = #1* **
*Cross-functional eXcellence
**Execution, Innovation, Speed
<TGW
and …
>TGR
[Things Gone WRONG-Things Gone RIGHT]
2-cent
candy
“May I
clean your
glasses,
sir?”*
*Kingfisher Air
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
;
none!
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
P.S. directly related to Staff Interaction
P.P.S. 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
“Kindness
is free.”
The “krp
Theory of
Everything”
K=R=P
Kindness = Repeat business = Profit.
K = R = P/Kindness = Repeat business = Profit/Kindness:
Kind
Thoughtful.
Decent.
Caring.
Attentive.
Engaged.
Listens well/obsessively.
Appreciative.
Open.
Visible.
Honest.
Responsive.
On time all the time.
Apologizes with dispatch for screwups.
“Over”-reacts to screwups of any magnitude.
“Professional” in all dealings.
Optimistic.
Understand that kindness to staff breeds kindness to others/outsiders.
Applies throughout the “supply chain.”
Applies to 100% of customer’s staff.
Explicit part of values statement.
Basis for evaluation of 100% of our staff.
K=R=P
Kindness = Repeat business = Profit.
Equations/Expanded:
X=S=P
eXcellence = Satisfied customers = Profit
X + K = R = P+
eXcellence + Kindness = Repeat business = Profit+
X + K + W = R + N = P++
eXcellence + Kindness + Wow = Repeat business + New business = Profits++
“Perception
is all
there is”
Comeback
[big, quick response]
>>
Perfection
Acquire vs. maintain*:
Higher “market share”
current customers
*Recession goal:
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
*PERCEPTION IS ALL THERE IS!
Potlatch.
“Experiences
are as distinct
from services as
services are from
goods.”
—Joe Pine & Jim Gilmore, The
Experience Economy: Work Is Theatre & Every Business a Stage
(1) Amenable to rapid
experimentation/failure “free”
(No bad “PR,” No $$)
(2) Quick to implement/Quick to
Roll out
(3) Inexpensive to implement/
Roll out
(4) Huge multiplier
(5) An “Attitude”
(6) Does not by and large require a
“power position” from which to
launch experiments.
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder
Services
Goods
Raw Materials
The Value-added Ladder
Scintillating
EXPERIENCES
Services
Goods
Raw Materials
C
*Chief e
O*
Xperience Officer
All Equal Except …
“At Sony we assume that all products
of our competitors have basically the
same technology, price, performance
and features. Design is the
only thing that
differentiates one product
from another in the
marketplace.” —Norio Ohga
“Design is treated
like a religion
at BMW.” —Fortune
“We don’t have a good language to talk
about this kind of thing. In most people’s
vocabularies, design means veneer. … But
to me, nothing could be further from the
Design is
the fundamental
soul of a man-made
creation.”
meaning of design.
—Steve Jobs
“With its carefully conceived mix of colors and textures,
Starbucks
aromas and music,
is more
indicative of our era than the iMac. It is to the Age of
Aesthetics what McDonald’s was to the Age of
Convenience or Ford was to the Age of Mass
Production—the touchstone success story, the exemplar
‘Every
Starbucks store is carefully designed
to enhance the quality of everything
the customers see, touch, hear,
smell or taste,’ writes CEO Howard Schultz.”
of … the aesthetic imperative. …
-—Virginia Postrel, The Substance of Style: How the Rise of Aesthetic
Value Is Remaking Commerce, Culture and Consciousness
Hypothesis:
DESIGN is
the principal
difference
between love
and hate!
Not optional …
O*
C
*Chief
Design
Officer
“Design is everything.
Everything is design.”
“We are all designers.”
Inspiration: The Power of Design: A Force for
Transforming Everything, Richard Farson
“Business people
don’t need to
‘understand
designers better.’
Businesspeople need
to be designers.”
—Roger Martin/Dean/Rotman Management School/
University of Toronto
Back to the
future: “beyond”
micro-marketing
“Forget China, India
and the Internet:
Economic Growth Is
Driven by
Women.”
Source: Headline, Economist
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
W>
2X (C + I)*
*“Women now drive the global economy. Globally, they control about
$20 trillion in consumer spending, and that figure could climb as high as
$28 trillion in the next five years. Their $13 trillion in total yearly earnings
could reach $18 trillion in the same period. In aggregate, women represent a
growth market bigger than China and India combined—more than twice as big in
fact. Given those numbers, it would be foolish to ignore or underestimate the
female consumer. And yet many companies do just that—even ones that are
confidant that they have a winning strategy when it comes to women. Consider
Dell’s …” —Michael Silverstein and Kate Sayre, “The Female Economy,” HBR, 09.09
!!!!!!!!!!!!!!!!!
“People turning 50
more
than half of
today have
their adult life
ahead of them.”
—Bill Novelli,
50+: Igniting a Revolution to Reinvent America
44-65:
“New
Customer
Majority” *
*45% larger than 18-43; 60% larger by 2010
Source: Ageless Marketing, David Wolfe & Robert Snyder
We are the Aussies & Kiwis & Americans & Canadians.
We are the Western Europeans & Japanese. We are the
fastest growing,
the biggest, the
wealthiest, the
boldest, the most
(yes) ambitious,
the most
experimental &
exploratory, the
most different, the most indulgent, the most difficult &
demanding, the most service & experience obsessed,
the most vigorous, (the least vigorous,) the most health
conscious, the most female, the most profoundly
important commercial market in the history of the
we will be the
Center of your universe
for the next twenty-five
years. We have arrived!
world—and
“Marketers’ attempts at reaching
those over 50 have been miserably
No market’s
motivations and
needs are so
poorly understood.”
unsuccessful.
—Peter Francese, founding publisher, American Demographics
55+ > 55-*
*“[55-plus] are more active in online finance,
shopping and entertainment than those under 55?”
—Forrester Research.(USA Today, 8 January 2009)
Up,
Up,
Up,
Up
the Value-added Ladder.
$50B+*
*IBM Global Services/
“Systems integrator of choice”
“Big Brown’s New Bag: UPS
Traffic
Manager for
Corporate
America”
Aims to Be the
—Headline/BW/2004
MasterCard
Advisors
Huge: Customer
Satisfaction
versus
Customer
Success
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/
Gamechanging
Solutions
Scintillating Experiences
Services
Goods
Raw Materials
Part
TWO
1977
MBWA
Managing By Wandering Around/HP
1982
Excellence1982: The Bedrock “Eight Basics”
1.
2.
3.
4.
5.
6.
7.
8.
A Bias for Action
Close to the Customer
Autonomy and Entrepreneurship
Productivity Through People
Hands On, Value-Driven
Stick to the Knitting
Simple Form, Lean Staff
Simultaneous Loose-Tight
Properties
“Breakthrough” 82*
People!
Customers!
Action!
Values!
*In Search of Excellence
Hard Is Soft
Soft Is Hard
Hard Is Soft (Plans, #s)
Soft Is Hard (people,
customers, values,
relationships)
“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 of people is
[Yet] I came to see in
my time at IBM that culture
isn’t just one aspect of the
very, very hard.
game —it is the
game.”
—Lou Gerstner,
Who Says Elephants Can’t Dance
“… it is
the
game.”
-fold!
“culture of cover-up
that pervades healthcare”
“Patient Safety Event Registry” …
“looking for systemic solutions, not seeking
to fix blame on individuals except in the
Ken Kizer/VA 1997:
most egregious cases. The good news was a
thirty-fold
increase
in the number of medical
mistakes and adverse events that got reported.”
“National Center for Patient Safety Ann Arbor”
Internal
organizational
excellence =
Deepest “Blue
Ocean”
Internal
organizational
excellence =
“Brand inside”
B(I) > B(O)
“Get the strategy
right, the rest will
take care of itself.”
MP:
“Get the people , the
culture and execution
right—then the strategy
will take care of itself.”
TP:
2007
Siberia
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
2007
Sydney
Organizations exist
to serve. Period.
Leaders live to
serve. Period.
… no less than
Cathedrals
in which the full and
awesome power of the
Imagination and Spirit and
native Entrepreneurial flair
of diverse individuals is
unleashed in passionate
pursuit of … Excellence.
“Business has to give people enriching,
or it's
simply not
worth
doing.”
rewarding lives …
—Richard Branson
“I have always
believed that the
purpose of the
corporation is to be a
blessing to the
employees.” *
—Boyd Clarke
*TP: An “organization” is, in fact and after all is said and done,
a/the “house” in which most of us “live” most of the time.
“We are a
‘Life Success’
Company.”
Dave Liniger, founder, RE/MAX
“Managing winds up being
the management of the
allocation of resources
against tasks. Leadership
My
definition of a leader
is someone who
helps people
succeed.”
focuses on people.
—Carol Bartz, Yahoo!
“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
“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
The Dream Manager
—Matthew Kelly
“An organization can only become the-best-version-of-itself to
the extent that the people who drive that organization are
striving to become better-versions-of-themselves.” “A
company’s purpose is to become the-best-version-of-itself. The
What is an employee’s purpose?
Most would say, ‘to help the company
achieve its purpose’—but they would be
wrong. That is certainly part of the
employee’s role, but an employee’s
primary purpose is to become the-bestversion-of-himself or –herself. … When a
question is:
company forgets that it exists to serve customers, it quickly
Our employees are our first
customers, and our most important customers.”
goes out of business.
Words!
“Stretch” “Encourage”
“Empower”
vs.
“Dreams come true”
“Life Success Co.”
“You have to
treat your
employees like
customers.”
—Herb Kelleher,
complete answer, upon being asked his “secrets to success”
Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of
Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union
took out a full-page ad in USA Today thanking HK for all he had done; across the
way in Dallas, American Airlines’ pilots were picketing the Annual Meeting)
The Customer
Comes Second
—Hal Rosenbluth and Diane McFerrin Peters* (*no relation)
“The path to a
hostmanship culture
paradoxically does not go through the guest. In fact it wouldn’t
be totally wrong to say that the guest has nothing to do with it.
True hostmanship leaders focus on their employees. What drives
exceptionalism is finding the right people and getting them to
love their work and see it as a passion. ... The guest comes into
the picture only when you are ready to ask, ‘Would you prefer to
stay at a hotel where the staff love their work or where
management has made customers its highest priority?’”
“We went through the hotel and made a ... ‘consideration
Instead of redoing bathrooms,
dining rooms, and guest rooms, we gave
employees new uniforms, bought flowers
and fruit, and changed colors. Our focus was
renovation.’
totally on the staff. They were the ones we wanted to make
happy. We wanted them to wake up every morning excited about
a new day at work.”
Source: Jan Gunnarsson and Olle Blohm, Hostmanship: The Art of Making People Feel Welcome.
Brand =
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
“How to throw
$500,000 into
the sea in one
easy lesson!!”
TP:
< CAPEX
> People!
Source: Container Store/increase average sale per shopper
#1.
Strategic.
Priority.
Period.
“Development can help great
but if
I had a dollar to
spend, I’d spend 70
cents getting the
right person in the
door.” —
people be even better—
Paul Russell, Director, Leadership &
Development, Google
the
most important
aspect of
business and yet
“In short, hiring is
remains woefully
misunderstood.”
Source: Wall Street Journal, 10.29.08,
review of Who: The A Method for Hiring,
Geoff Smart and Randy Street
“I can’t tell you how many times we
passed up hotshots for guys we
thought were better people, and
watched our guys do a lot better than
the big names, not just in the
classroom, but on the field—and,
naturally, after they graduated, too.
Again and again, the blue chips faded
out, and our little up-and-comers
clawed their way to all-conference
and All-America teams.” —Bo Schembechler
(and John Bacon), “Recruit for Character,”
Bo’s Lasting Lessons
“Character is more crucial now
than ever, because in times of
great uncertainty past
performance is no indicator of
future performance. Experience
falls away and all you’re left
with is character.” —David Rothkopf,
founder of a firm that helps helps chief executives
manage risks
2/year =
legacy.
“The
ONE Question”: “In the last year [3 years, current job],
three
people
name the …
… whose growth you’ve
most contributed to. Please explain where they were at the
beginning of the year, where they are today, and where they are
heading in the next 12 months. Please explain in painstaking detail
your development strategy in each case. Please tell me your biggest
development disappointment—looking back, could you or would you
have done anything differently? Please tell me about your greatest
development triumph—and disaster—in the last five years. What
are the ‘three big things’ you’ve learned about helping people
grow along the way.”
#1
cause of
employee
Dis-satisfaction?
Employee retention & satisfaction:
Overwhelmingly
based on the
first-line
manager!
Source: Marcus Buckingham & Curt Coffman, First, Break All
the Rules: What the World’s Greatest Managers Do Differently
Capital Asset I
**Selecting and training and
mentoring one’s pool of frontline managers can be a “Core
Competence” of surpassing
strategic importance.
**Put under a microscope every
attribute of the cradle-tograve process of building the
capability of our cadre of
front-line managers.
Capital Asset II
I am sure you “spend time”
on this. My question: Is it an
OBSESSION
…
…worthy of the impact it has
on enterprise performance?
53 = 53* **
*No “bit players”
**6B+ = 6B+
Part
THREE
Skip the map
“Mapping your
competitive
position”
or …
The “Have
you …” 50
1. Have you in the
last 10 days …
visited a customer?
2. Have you called a
customer … TODAY?
1. Have you in the last 10 days … visited a
customer?
2. Have you called a customer … TODAY?
3. Have you in the last 60-90 days … had a seminar in which several folks from the
customer’s operation (different levels, different functions, different divisions) interacted,
via facilitator, with various of your folks?
4. Have you thanked a front-line employee for a
small act of helpfulness … in the last three days?
5. Have you thanked a front-line employee for a small act of helpfulness … in the
last three hours?
6. Have you thanked a frontline employee for carrying around a great attitude … today?
7. Have you in the last week recognized—publicly—one of your folks for a small act of
cross-functional co-operation?
8. Have you in the last week recognized—publicly—one of “their” folks (another function)
for a small act of cross-functional co-operation?
9. Have you invited in the last month a leader of another function to your weekly team
priorities meeting?
10. Have you personally in the last week-month called-visited an internal or external
customer to sort out, inquire, or apologize for some little or big thing that went awry? (No
reason for doing so? If true—in your mind—then you’re more out of touch than I dared
imagine.)
11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines
concerning a project’s next steps?
12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines
concerning a project’s next steps … and what specifically you can do to remove a hurdle? (“Ninety percent of
what we call management consists of making it difficult for people to get things done.”—Peter “His eminence”
Drucker.)
13. Have you celebrated in the last week a “small” (or large!) milestone reached? (I.e., are you a milestone
fanatic?)
14. Have you in the last week or month revised some estimate in the “wrong” direction and apologized for making
a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.)
15. Have you installed in your tenure a very
comprehensive customer satisfaction scheme
for all internal customers? (With major consequences for hitting or missing
the mark.)
16. Have you in the last six months had a week-long, visible, very intensive visit-“tour” of external customers?
17. Have you in the last 60 days called an abrupt halt to a meeting and “ordered” everyone to get out of the office,
and “into the field” and in the next eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging “small”
problem through practical action?
18. Have you in the last week had a rather thorough discussion of a “cool design thing” someone has come
across—away from your industry or function—at a Web site, in a product or its packaging?
19. Have you in the last two weeks had an informal meeting—at least an hour long—with a frontline employee to
discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?
20. Have you had in the last 60 days had a general meeting to discuss “things we do wrong” … that we can fix in
the next fourteen days?
21. Have you had in the last year a one-day, intense offsite with each (?) of your
internal customers—followed by a big celebration of “things gone right”?
22. Have you in the last week pushed someone to do some family thing that you fear
might be overwhelmed by deadline pressure?
23. Have you learned the names of the children of everyone who reports to you? (If
not, you have six months to fix it.)
24. Have you taken in the last month an interesting-weird outsider to lunch?
25. Have you in the last month invited an interesting-weird outsider to sit in on an
important meeting?
26. Have you in the last three days discussed something interesting, beyond your
industry, that you ran across in a meeting, reading, etc?
27. Have you in the last 24 hours injected into a meeting “I ran across this
interesting idea in [strange place]”?
28. Have you in the last two weeks asked someone to report on something, anything
that constitutes an act of brilliant service rendered in a “trivial” situation—
restaurant, car wash, etc? (And then discussed the relevance to your work.)
29. Have you in the last 30 days examined in detail (hour
by hour) your calendar to evaluate the degree “time
actually spent” mirrors your “espoused priorities”?
(And repeated this exercise with everyone on team.)
30. Have you in the last two months had a presentation to the group by a “weird”
outsider?
31. Have you in the last two months had a presentation to the group by a customer,
internal customer, vendor featuring “working folks” 3 or 4 levels down in the vendor
organization?
32. Have you in the last two months had a presentation to the group of a cool,
beyond-our-industry idea by two of your folks?
33. Have you at every meeting today (and forever more) re-directed the conversation
to the practicalities of implementation concerning some issue before the group?
34. Have you at every meeting today (and forever more) had an end-of-meeting
discussion on “action items to be dealt with in the next 4, 48 hours? (And then made
this list public—and followed up in 48 hours. And made sure everyone has at least
one such item.)
35. Have you had a discussion in the last six months about what it would take to get
recognition in local-national poll of “best places to work”?
36. Have you in the last month approved a cool-different training course for one
of your folks?
Have you in the last month taught a front-line
training course?
37.
38. Have you in the last week discussed the idea of Excellence? (What it means, how
to get there.)
39. Have you in the last week discussed the idea of “Wow”? (What it means, how
to inject it into an ongoing “routine” project.)
40. Have you in the last 45 days assessed some major process in terms of the
details of the “experience,” as well as results, it provides to its external or internal
customers?
41. Have you in the last month had one of your folks attend a meeting you were supposed to go
to which gives them unusual exposure to senior folks?
42. Have you in the last 60 (30?) days sat with a trusted friend or “coach” to discuss your
“management style”—and its long- and short-term impact on the group?
43. Have you in the last three days considered a professional
relationship that was a little rocky and made a call to the person
involved to discuss issues and smooth the waters? (Taking the
“blame,” fully deserved or not, for letting the thing-issue fester.)
44. Have you in the last … two hours … stopped by someone’s (two-levels “down") officeworkspace for 5 minutes to ask “What do you think?” about an issue that arose at a more or
less just completed meeting? (And then stuck around for 10 or so minutes to listen—and
visibly taken notes.)
45. Have you … in the last day … looked around you to assess whether the diversity pretty
accurately maps the diversity of the market being served? (And …)
46. Have you in the last day at some meeting gone out of your way to make sure that a normally
reticent person was engaged in a conversation—and then thanked him or her, perhaps
privately, for their contribution?
47. Have you during your tenure instituted very public (visible) presentations of performance?
48. Have you in the last four months had a session specifically aimed at checking on the
“corporate culture” and the degree we are true to it—with all presentations by relatively junior
folks, including front-line folks? (And with a determined effort to keep the conversation
restricted to “real world” “small” cases—not theory.)
49. Have you in the last six months talked about the Internal Brand Promise?
50. Have you in the last year had a full-day off site to talk about individual (and group)
aspirations?
Part
FOUR
“The doctor
interrupts
after …*
*Source: Jerome Groopman, How Doctors Think
seconds
[An obsession with] Listening is ... the ultimate mark
of Respect.
Listening is ... the heart and soul of Engagement.
Listening is ... the heart and soul of Kindness.
Listening is ... the heart and soul of Thoughtfulness.
Listening is ... the basis for true Collaboration.
Listening is ... the basis for true Partnership.
Listening is ... a Team Sport.
Listening is ... a Developable Individual Skill.* (*Though women
Listening
Listening
Listening
Listening
is
is
is
is
...
...
...
...
are far better at it than men.)
the basis for Community.
the bedrock of Joint Ventures that work.
the bedrock of Joint Ventures that last.
the core of effective Cross-functional
Communication* (*Which is in turn Attribute #1 of
organizational effectiveness.)
[cont.]
Listening
Listening
Listening
Listening
Listening
Listening
Listening
Listening
Listening
Listening
Listening
Listening
Listening
Listening
Listening
Listening
is
is
is
is
is
is
is
is
is
is
is
is
is
is
is
is
...
...
...
...
...
...
...
...
...
...
...
...
...
...
...
...
the engine of superior EXECUTION.
the key to making the Sale.
the key to Keeping the Customer’s Business.
the engine of Network development.
the engine of Network maintenance.
the engine of Network expansion.
Social Networking’s “secret weapon.”
Learning.
the sine qua non of Renewal.
the sine qua non of Creativity.
the sine qua non of Innovation.
the core of taking Diverse opinions aboard.
Strategy.
Source #1 of “Value-added.”
Differentiator #1.
Profitable.* (*The “R.O.I.” from listening is higher than
from any other single activity.)
Listening is … the bedrock which underpins a Commitment to
EXCELLENCE
If
you agree with the above, shouldn’t listening be ... a
Core Value?
If you agree with the above, shouldn’t listening be ...
perhaps Core Value #1?* (*“We are Effective Listeners—
we treat Listening EXCELLENCE as the Centerpiece of our
Commitment to Respect and Engagement and Community
and Growth.”)
If you agree, shouldn’t listening
If you agree, shouldn’t listening
#1?
If you agree, shouldn’t listening
item” at every Meeting?
If you agree, shouldn’t listening
se? (Listening = Strategy.)
If you agree, shouldn’t listening
for in Hiring (for every job)?
be ... a Core Competence?
be ... Core Competence
be ... an explicit “agenda
be ... our Strategy—per
be ... the #1 skill we look
If you agree, shouldn’t listening be ... the #1 attribute
we examine in our Evaluations?
If you agree, shouldn’t listening be ... the #1 skill we
look for in Promotion decisions?
If you agree, shouldn’t listening be ... the #1 Training
priority at every stage of everyone’s career—from Day
#1 to Day LAST?
If you agree, what are you going to do about it ... in the
next 30 MINUTES?
If you agree, what are you going to do about it ... at your
NEXT meeting?
If you agree, what are you going to do about it ... by the
end of the DAY?
If you agree, what are you going to do about it ... in the
next 30 DAYS?
If you agree, what are you going to do about it ... in the
next 12 MONTHS?
“You can make more
friends in two months by
becoming interested in
other people than you can
in two years by trying to
get other people interested
in you.” —Dale Carnegie
“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
*Listening is of the
utmost … strategic
importance!
*Listening is a proper …
core value !
*Listening is … trainable
!
*Listening is a … profession
!
*Listening is a …
profession!
Listen = “Profession”
= Study = practice =
evaluation =
Enterprise value
Listen = Profession = Study = practice = evaluation =
Enterprise value: "We
listen intently to
and fully engage
all with whom
we work."
Questioning,
the art [and
“profession”] of.
“Everybody
lives by selling
something.”
—Robert Louis Stevenson
Sales >
Marketing
“if you don’t
listen, you don’t
sell anything.”
—Carolyn Marland
four most
important
words in any
“The
organization are …
The four most important words in any organization
are …
“What do
you
think?”
Source: courtesy Dave Wheeler, posted at tompeters.com
Tomorrow: How
many times will you
“ask the WDYT
question”?
[Count!]
[Practice
makes better!] [This is a
STRATEGIC skill!]
From Enemy/Reluctant User
to Champion/Savior/Owner:
“one line
of code!” Axiom
The
“I believe that you
can get everything
in life you want if you
will just help enough
other people get what
they want.” —Zig Ziglar
“The deepest
human need is
the … need to be
appreciated.”
—William James
“Thank you” lingers on:
10
years
Tomorrow: How many
times will you mange to
blurt out, “Thank you”?
[Count ‘em!]
[Practice
makes better!* *The engineer from
Manchester.]] [This is a STRATEGIC skill!]
*appreciation is of the
utmost … strategic
importance!
*appreciation is a proper …
core value !
*appreciation is … trainable
!
*appreciation is a … profession
!
And the answer is ….
otis
#33
“I regard apologizing as the
most magical, healing,
restorative gesture human
beings can make. It is the
centerpiece of my work with
executives who want to get
better.” —Marshall Goldsmith, What Got You
Here Won’t Get You There: How Successful People Become
Even More Successful.
Relationships
(of all varieties):
THERE
ONCE WAS A TIME WHEN A
THREE-MINUTE
PHONE CALL WOULD
HAVE AVOIDED SETTING OFF THE
DOWNWARD SPIRAL THAT RESULTED
IN A COMPLETE RUPTURE.
*effective “Repair”/Apology is of the
utmost … strategic
importance!
*effective repair is a proper …
core value !
*effective repair is …
trainable !
*effective repair is a …
profession !
“One of the secrets of
a long and fruitful life
is to forgive everybody
of everything every
night right before
going to bed.” —Bernard Baruch
#34
“We are
thoughtful
in all we do.”
Thoughtfulness is key to customer retention.
Thoughtfulness is key to employee recruitment
and satisfaction.
Thoughtfulness is key to brand perception.
Thoughtfulness is key to your ability to look in
the mirror —and tell your kids about your job.
“Thoughtfulness is free.”
Thoughtfulness is key to speeding things up—
it reduces friction.
Thoughtfulness is key to transparency and even
cost containment—it abets rather than stifles
truth-telling.
*Thoughtfulness is of the
utmost … strategic
importance!
*thoughtfulness is a proper …
core value !
*Thoughtfulness is … trainable
!
*Thoughtfulness is a … profession
!
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
The Real World’s “Little” Rule Book
Ben/tea
Norm/tea
DDE/make friends
WFBuckley/make friends-help friends
Gust/Suck down
Charlie/poker pal-BOF
Eddie VII/dance-flatter-mingle-learn the language
Vlad/birthday party of outgroup guy’s wife
CIO/finance network
ERP installer/consult-“one line of code”
GE Energy/make friends risk assessment
GWB/check the invitation list
GHWB/T-notes
Hank/60 calls
MarkM/5K-5M
Delaware/show up
Oppy/snub Lewis Strauss
NM/smile
-$4.3T/tin ear
tp.com/Big 4-What do you think?
Women/genes
Banker/after church
Total Bloody Mess/Can they pay back the loan?
#35
problem #1.
Opportunity #1.
X =XFX*
*Excellence = Cross-functional Excellence
Never
waste a
lunch!
????
% XF
lunches*
*Measure! Monthly! Part of evaluation! [The PA’s
Club.]
Lunch
> SAP/
Oracle
“Allied commands depend
on mutual confidence
[and this confidence]
is gained, above all
through the development
of friendships.”
—General D.D. Eisenhower,
Armchair General* (05.08)
*“Perhaps his most outstanding ability [at West Point]
was the ease with which he made friends and earned the
trust of fellow cadets who came from widely varied
backgrounds; it was a quality that would pay great
dividends during his future coalition command
R.O.I.R.
Return On
Investment In
Relationships
C(I) > C(E)
Lunch
Kudos
Learning/ Presence/Presentations
Facetime C(E)
Transparency
Awards
Co-locate/Geologists-Geophysicists
Time!!!!!!!!!!!!!!!!!!!!!!!!!!
Motherhood (“If don’t take credit …)
Staff C.Sat./Unicredit
The “XF-50”: 50 Ways to
Enhance Cross-Functional
Effectiveness and Deliver
Speed, “Service Excellence”
and “Value-added Customer
‘Solutions’”
1. It’s our organization to make work—or not. It’s not “them,” the outside
world that’s the problem. The enemy is us. Period.
2. Friction-free! Dump 90% of “middle managers”—most are advertent or
inadvertent “power freaks.” We are all—every one of us—in the Friction
Removal Business, one moment at a time, now and forevermore.
3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an Automatic Firing
Offense. Period. No appeals. (Within the limits of civility, somewhat
“public” firings are not out of the question—that is, make one and all
aware why the axe fell.)
4. Everything on the Web. This helps. A lot. (“Everything” = Big word.)
5. Open access. All available to all. Transparency, beyond a level that’s
“sensible,” is a de facto imperative in a Burn-the-Silos strategy.
6. Project managers rule!! Project managers running XF (cross-functional)
projects are the Elite of the organization, and seen as such and treated as
such. (The likes of construction companies have practiced this more or
less forever.)
7. “Value-added Proposition” = Application of integrated resources. (From
the entire supply-chain.) To deliver on our emergent business raison
d'être, and compete with the likes of our Chinese and Indian brethren, we
must co-operate with anybody and everybody “24/7.” IBM, UPS and many,
many others are selling far more than a product or service that works—
the new “it” is pure and simple a product of XF co-operation; “the product
is the co-operation” is not much of a stretch.
8. “XF work” is the direct work of leaders!
9. “Integrated solutions” = Our “Culture.” (Therefore: XF = Our culture.)
10. Partner with “best-in-class” only. Their pursuit of Excellence helps us
get beyond petty bickering. An all-star team has little time for anything
other than delivering on the (big) Client promise.
11. All functions are created equal! All functions contribute equally! All =
All.
12. All functions are “PSFs,” Professional Service Firms. “Professionalism”
is the watchword—and true Professionalism rise above turf wars. You are
your projects, your legacy is your projects—and the legacy will be skimpy
indeed unless you pass, with flying colors, the “works well with others”
exam!
13. We are all in sales! We all (a-l-l) “sell” those Integrated Client Solutions.
Good salespeople don’t blame others for screwups—the Clint doesn’t care.
Good salespeople are “quarterbacks” who make the system work-deliver.
14. We all invest in “wiring” the Client organization—we develop
comprehensive relationships in every part (function, level) of the Client’s
organization. We pay special attention to the so-called “lower levels,” short
on glamour, long on the ability to make things happen at the “coalface.”
15. We all “live the Brand”—which is Delivery of Matchless Integrated
Solutions which transform the Client’s organization. To “live the brand” is
to become a raving fan of XF co-operation.
16. We use the word “partner” until we want to barf! (Words matter! A lot!)
17. We use the word “team” until we want to barf. (Words matter! A lot!)
18. We use the word “us” until we want to barf. (Words matter! A lot!)
19. We obsessively seek Inclusion—and abhor exclusion. We want more
people from more places (internal, external—the whole “supply chain”)
aboard in order to maximize systemic benefits.
20. Buttons & Badges matter—we work relentlessly at team (XF team)
identity and solidarity. (“Corny”? Get over it.)
21. All (almost all) rewards are team rewards.
22. We keep base pay rather low—and give whopping bonuses for excellent
team delivery of “seriously cool” cross-functional Client benefits.
23. WE NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR
SCREWUPS.
24. WE TAKE THE HEAT—THE WHOLE TEAM. (For anything and
everything.) (Losing, like winning, is a team affair.)
25. “BLAMING” IS AN AUTOMATIC FIRING OFFENSE.
26. “Women rule.” Women are simply better at the XF communications
stuff—less power obsessed, less hierarchically inclined, more group-team
oriented.
27. Every member of our team is an honored contributor. “XF project
Excellence” is an “all hands” affair.
28. We are our XF Teams! XF project teams are how we get things done.
29. “Wow Projects” rule, large or small—Wow projects demand by
definition XF Excellence.
30. We routinely attempt to unearth and then reward “small gestures” of
XF co-operation.
31. We invite Functional Bigwigs to our XF project team reviews.
32. We insist on Client team participation—from all functions of the Client
organization.
33. An “Open talent market” helps make the projects “silo-free.” People
want in on the project because of the opportunity to do something
memorable—no one will tolerate delays based on traditional functional
squabbling.
34. Flat! Flat = Flattened Silos. Flat = Excellence based on XF project
outcomes, not power-hoarding within functional boundaries.
35. New “C-level”? We more or less need a “C-level” job titled Chief
Bullshit Removal Officer. That is, some kind of formal watchdog whose
role in life is to make cross-functionality work, and I.D. those who don’t
get with the program.
36. Huge (H-U-G-E) co-operation bonuses. Senior team members who
conspicuously shine in the “working together” bit are rewarded Big Time.
(A million bucks in one case I know—and a non-cooperating very senior
was sacked.)
37. Get physical!! “Co-location” is the most powerful “culture changer.
Physical X-functional proximity is almost a guarantee (yup!) of
remarkably improved co-operation—to aid this one needs flexible
workspaces that can be mobilized for a team in a flash.
38. Ad hoc. To improve the new “X-functional Culture,” little XF teams
should be formed on the spot to deal with an urgent issue—they may
live for but ten days, but it helps the XF habit, making it normal to be
“working the XF way.”
39. “Deep dip.” Dive three levels down in the organization to fill a
senior role with some one who has been pro-active on the XF
dimension.
40. Formal evaluations. Everyone, starting with the receptionist, should
have an important XF rating component in their evaluation.
41. Demand XF experience for, especially, senior jobs. The military
requires all would-be generals and admirals to have served a full tour in
a job whose only goals were cross-functional. Great idea!
42. Early project “management” experience. Within days, literally, of
coming aboard folks should be “running” some bit of a project,
working with folks from other functions—hence, “all this” becomes as
natural as breathing.
43. “Get ‘em out with the customer.” Rarely does the accountant or
bench scientist call one customer. Reverse that. Give everyone more or
less regular “customer-facing experiences.” One learns quickly that the
customer is not interested in our in-house turf battles!
44. Put “it” on the–every agenda. XF “issues to be resolved” should be
on every agenda—morning project team review, weekly exec team
meeting, etc. A “next step” within 24 hours (4?) ought to be part of the
resolution.
45. XF “honest broker” or ombudsman. The ombudsman examines XF
“friction events” and acts as Conflict Resolution Counselor. (Perhaps a
formal conflict resolution agreement?)
46. Lock it in! XF co-operation, central to any value-added mission,
should be an explicit part of the “Vision Statement.”
47. Promotions. Every promotion, no exceptions, should put XF
Excellence in the top 5 (3?) evaluation criteria.
48. Pick partners based on their “co-operation proclivity.” Everyone must
be on board if “this thing” is going to work; hence every vendor, among
others, should be formally evaluated on their commitment to XF
transparency—e.g., can we access anyone at any level in any function of
their organization without bureaucratic barriers?
49. Fire vendors who don’t “get it”—more than “get it,” welcome “it” with
open arms.”
50. Jaw. Jaw. Jaw. Talk XF cooperation-value-added at every opportunity.
Become a relentless bore!
51. Excellence! There is a state of XF Excellence per se. Talk about it.
Pursue it. Aspire to nothing less.
450/8
Lisbon/New Biz:
Weeks
to …
Minutes
(!!!!)
“One bank is currently
claiming to … ‘leverage its global
footprint to provide effective financial
solutions for its customers by providing
a gateway to diverse markets.’”
—Charles Handy
“I assume that it is just
saying that it is there to
‘help its customers
wherever they are’.”
—Charles Handy
90K in U.S.A. ICUs on any
given day; 178 steps/day
in ICU.
50%
stays result
in “serious complication”
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
**Peter Pronovost, Johns Hopkins,
2001
**Checklist, line infections
**1/3rd at least one error when he started
**Nurses/permission to stop procedure
if doc, other not following checklist
**In 1 year, 10-day line-infection rate:
11% to …
0%
Source: Atul Gawande, “The Checklist” (New Yorker, 1210.07)
Beauty.
Grace.
Clarity.
Simplicity.
3M’s Innovation
Crisis: How Six Sigma
Almost Smothered
Its Idea Culture
Source: Title/Cover Story, BW, 0611.07 (“What’s remarkable is
how fast a culture can be torn apart,” 3M lead scientist; “In
an innovation economy, [6 Sigma] is no longer a cure all”/BW)
“Rikyu was watching his son Sho-an as he
swept and watered the garden path. ‘Not clean
enough,’ said Rikyu, when Sho-an had finished
his task, and bade him try again. After a weary
hour, the son turned to Rikyu: ‘Father, there is
nothing more to be done. The steps have been
washed for the third time, the stone planters
and the trees are well sprinkled with water,
moss and lichens are shining with a fresh
verdure; not a twig, not a leaf have I left on the
ground.’ ‘Young fool,’ chided the tea-master,
‘that is not the way a garden path should be
swept.’ Saying this, Rikyu stepped into the
garden, shook a tree and scattered over the
garden gold and crimson leaves, scraps of the
brocade of autumn! What Rikyu demanded was
not cleanliness alone, but the beautiful and the
natural also.” —Kakuzo Okakura, The Book of Tea
“What Rikyu
demanded was not
cleanliness alone,
but the beautiful
and the natural
also.”
—Kakuzo Okakura, The Book of Tea
Part
FIVE
ry it. Try it. Try it
ry it. Try it. Screw i
p. Try it. Try it. Try
Try it. Try it. Try i
ry it. Screw it up. it
ry it. Try it. try it
“We made mistakes, of course. Most of them were
omissions we didn’t think of when we initially wrote the
software. We fixed them by doing it over and over, again
and again. We do the same today. While our competitors
are still sucking their thumbs trying to make the design
perfect, we’re already on prototype version
#5.
By the time our rivals are
ready with wires and screws, we are on version
#10. It gets back to planning
versus acting: We act from day
one; others plan how to plan—
for months.” —Bloomberg by Bloomberg
“Experiment
fearlessly”
Source: BusinessWeek, Type A Organization Strategies/
“How to Hit a Moving Target”—Tactic #1
Culture of Prototyping
“Effective prototyping may
the most
valuable core
competence an
be
innovative organization can
hope to have.” —Michael Schrage
Think about It!?
Innovation =
Reaction to the
Prototype
Source: Michael Schrage
#39
“Fail .
Forward.
Fast.”
High Tech CEO, Pennsylvania
Read This!
Richard Farson
Whoever
Makes the Most
Mistakes Wins:
The Paradox of
Innovation
& Ralph Keyes:
“The secret of fast
progress is
inefficiency, fast
and furious and
numerous failures.”
—Kevin Kelly
“In business, you reward
people for taking risks.
When it doesn’t work out
you promote them-because
they were willing to try new
things. If people tell me
they skied all day and never
fell down, I tell them to try
a different mountain.”
—Michael Bloomberg (BW/0625.07)
“It is not enough to
‘tolerate’ failure—
you must
‘celebrate’
failure.”
—Richard Farson (Whoever Makes the
Most Mistakes Wins)
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
“No man ever
became great
except through
many and great
mistakes.”
—William Gladstone
#40
1/4,000
“You miss
100% of
the shots you
never take.”
—Wayne Gretzky
BLAME NOBODY.
EXPECT NOTHING.
DO SOMETHING.
Source: Locker room sign posted by
football coach Bill Parcells
#41
We are the
company
we keep
“You will become
like the five people
you associate with
the most—this can
be either a blessing
or a curse.”
—Billy Cox
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
“[CEO A.G.] Lafley has shifted P&G’s focus on inventing
all its own products to developing
others’
inventions at
least half the
time.
One successful
example, Mr. Clean Magic Eraser, based on a product found in
an Osaka market.” —Fortune
The “We are what we eat”
axiom: At its core, every (!!!)
relationship-partnership decision
(employee, vendor, customer, etc) is
a strategic decision about:
“Innovate,
‘Yes’ or ‘No’ ”
“Don’t
benchmark,
futuremark!”
Impetus: “The future is already here; it’s just
not evenly distributed” —William Gibson
“Who’s the most
interesting person
you’ve met in the
last 90 days? How
do I get in touch
with them?”
—Fred Smith
“Freak
Fridays”
—once a
month invite somebody interesting, in any field, to have
lunch with your gang
“Normal” =
“o for 800”
"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.
“The
Bottleneck …
“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
“d”iversity
“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
“What is your most
marked characteristic?”
Vanity Fair:
Mike Bloomberg:
“Curiosity.”
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
“The Billion-man
Research Team:
Companies offering
work to online
communities are
reaping the benefits of
‘crowdsourcing.’”
—Headline, FT, 0110.07
Rob McEwen/CEO/
Goldcorp Inc./
Red Lake
gold
Wikinomics: How Mass
Collaboration Changes Everything,
Don Tapscott & Anthony Williams
Source:
All You Need to Know
About “Sources of
Innovation” …
All You Need to Know About
“Sources of Innovation”:
Angry
people!
[angry with the
status quo]
F(Anger/Passion)
>>>> f(Pushback
from Threatened
Fat-cats &
Bureau-crats)
Iron Innovation Equality Law:
The quality and
quantity and
imaginativeness
of innovation shall be
the same in all
functions —e.g., in HR and
purchasing as much as in marketing or
product development.*
*This is …
Strategic!
Innovation Index: How many
of your Top 5 Strategic
Initiatives/Key Projects score
8 or higher [out of 10] on a
“Weird”/ “Profound”/
“Wow”/“Game- changer”
Scale?
Inno16
The INNO16: Innovation’s “Sixteen Imperatives”
(1) Try it.
(“1/40”: “Whoever tries the most stuff wins.”)
(“R.F.A.”/Ready. Fire. Aim.)
(2) Celebrate failure.
“Whoever makes the most mistakes wins.”
“Fail. Fail again. Fail better.”
“Reward excellent failures. Punish mediocre successes.”
(3) Decentralize. (Organic growth bias.)
(4) Parallel Universe.
1% “play money”
Internal VC fund
“Skunkworks”
(5) “We are what we eat”: We are who we spend
time with.
(6) “d”iversity. (Every dimension.)
(7) Co-invent with (all) outsiders. (Exploit electronic
communities.)
The INNO16: Innovation’s “Sixteen Imperatives” (Cont.)
(8) “Strategic” Listening = Core competence.
(9) Hire and promote 100% innovators.
Innovator’s characteristic = Angry.
CEO=Innovation “bias.” (“You must be …”/Gandhi)
(10) XFX/Cross-functional Excellence!! (#1?)
(11) Chief Complexity/Systems Destruction
Officer.
(12) R&D Equality.
All functions equal. (VA centerpiece./All staff VA-meisters.)
(13) Top quartile R&D spending (So, too, our
partners.)
(14) All projects
(Must have something new.) (“WOW
standard.”)
(15) Fun! (Enjoy breaking the rules.)
(16) All businesses!!
De-central-iza-tion!
“‘Decentralization’
is not a piece of
paper. It’s not me.
It’s either in your
heart, or not.”
—Brian Joffe/BIDvest
“If if feels
painful and
scary—that’s
real delegation”
—Caspian Woods, small biz owner
Enemy
#1
I.C.D.
Inherent/Inevitable/
Immutable Centralist Drift
Note 1:
Note 2: Jim Burke’s 1-word vocabulary: “No.”
“Ninety percent of what
we call ‘management’
consists of making it
difficult for people to
get things done.”
– Peter Drucker
volcanic
struggle!
Can’t Live Without ‘em,
Can’t live With ‘em
Office A, Executive Row:
C.I.O.
C.S.D.O./
Chief Systems
Destruction Officer
Office B (Across the hall):
*
(007 License)
*Chief of Anti-matter; Deputy Chief, Grunge Removal
Section; Chief, Crap Accretion Police; Chief, Office of
Bullshit Detection; K.I.S.S. Kops
“Best practice” =
ZERO Standard
Deviation
Ex-ecu-tion!
“Execution is
the job of the
business
leader.”
—Larry Bossidy & Ram
Charan/ Execution: The Discipline of Getting Things Done
“Execution is a
systematic
process
of rigorously
discussing hows and whats, tenaciously
following through, and ensuring
accountability.”
—Larry Bossidy & Ram Charan/ Execution:
The Discipline of Getting Things Done
(1) sum of Projects =
Goal (“Vision”)
(2) sum of Milestones =
project
(3) rapid Review +
Truth-telling =
accountability
“Costco figured out
the big, simple things
and executed with
total fanaticism.”
—Charles Munger, Berkshire Hathaway
“almost inhuman
disinterestedness in
… strategy” —Josiah Bunting
on
U.S. Grant (from Ulysses S. Grant)
Excellence in
Execution =
Deepest “Blue
Ocean”
Ac-counta-bil-ity!
“GE has set a standard
of candor. … There is no
puffery. … There isn’t
an ounce of denial in
the place.”
—Kevin Sharer, CEO Amgen,
on the “GE mystique” (Fortune)
30%
MH: 80%
CF:
(no salesfolk)
(salesfolk)
6:15A.M.
DECENTRALIZATION.
EXECUTION.
ACCOUTABILITY.
6:15A.M.
Part
SEVEN
“I am often asked by
would-be entrepreneurs
seeking escape from life
within huge corporate
structures, ‘How do I
build a small firm for
myself?’ The answer
seems obvious …
“I am often asked by would-be entrepreneurs seeking escape from
life within huge corporate structures, ‘How do I build a small firm for
Buy a
very large
one and just
wait.”
myself?’ The answer seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
“Mr. Foster and his McKinsey colleagues
collected detailed performance data stretching
back
40 years for 1,000
They found that
U.S. companies.
none
of
the long-term survivors managed to
outperform the market. Worse, the
longer companies had been in the
database, the worse they did.”
—Financial Times
“Data drawn from the real world
attest to a fact that is beyond
Everything
in existence tends
to deteriorate.”
our control:
—Norberto Odebrecht, Education Through Work
No: People.
No: Product.
No: Value to customer.
Yes: Dilution, other
control and shareowning issues.
Yes: Scale-as-power.
Yes: Market share.
“On the face of it,
shareholder value is the
dumbest idea in the world.
Shareholder value is a
result, not a strategy. …
Your main constituencies
are your employees, your
customers and your
products.” —Jack Welch, FT, 0313.09, page 1
“To me business isn’t about
wearing suits or pleasing
stockholders. It’s about
being true to yourself,
your ideas and focusing on
the essentials.” —Richard Branson
“Too Much Cost, Not Enough Value”
“Too Much Speculation, Not Enough Investment”
“Too Much Complexity, Not Enough Simplicity”
“Too Much Counting, Not Enough Trust”
“Too Much Business Conduct, Not Enough Professional
Conduct”
“Too Much Salesmanship, Not Enough Stewardship”
“Too Much Focus on Things, Not Enough Focus on
Commitment”
“Too Many Twenty-first Century Values, Not Enough
Eighteenth-Century Values”
“Too Much ‘Success,’ Not Enough Character”
Source: Jack Bogle, Enough! (chapter titles)
#4 Japan
#3 USA
#2 China
#1 Germany
Reason!!!
Mittelstand
Jim Penman/
Jim’s Group
Jim’s Mowing Canada
Jim’s Mowing UK
Jim’s Antennas
Jim’s Bookkeeping
Jim’s Building Maintenance
Jim’s Carpet Cleaning
Jim’s Car Cleaning
Jim’s Computer Services
Jim’s Dog Wash
Jim’s Driving School
Jim’s Fencing
Jim’s Floors
Jim’s Painting
Jim’s Paving
Jim’s Pergolas [gazebos]
Jim’s Pool Care
Jim’s Pressure Cleaning
Jim’s Roofing
Jim’s Security Doors
Jim’s Trees
Jim’s Window Cleaning
Jim’s Windscreens
Note: Download, free, Jim Penman’s book:
What Will They Franchise Next? The Story of Jim’s Group
Jim’s Group: Jim Penman.*
1984: Jim’s Mowing. 2006: Jim’s Group.
2,600 franchisees (Australia, NZ, UK).
Cleaning. Dog washing. Handyman.
Fencing. Paving. Pool care. Etc.
“People first.” Private. Small staff. Franchisees
can leave at will. 0-1 complaint per year is
norm; cut bad ones quickly.
*Ph.D. cross-cultural anthropology; mowing on the side
Source: MT/Management Today (Australia), Jan-Feb 2006
Jungle Jim’s International
Market/“shoppertainment”
Abt Electronics
Zabar’s
Bronner’s Christmas Wonderland
Ron Jon Surf Shop.
Junkman’s Daughter
Smoky Mountain Knife Works
Hartville Hardware
Source: Retail Superstars: Inside the 25 Best
Independent Stores in America, George Whalin
*Lived in same town all adult life
*First generation that’s wealthy/
no parental support
*“Don’t look like millionaires, don’t
dress like millionaires, don’t eat like
millionaires, don’t act like millionaires”
*“Many of the types of businesses [they] are in could be
classified as ‘dull-normal.’ [They] are welding contractors,
auctioneers, scrap-metal dealers, lessors of portable toilets,
dry cleaners, re-builders of diesel engines, paving
contractors …”
Source: The Millionaire Next Door, Thomas Stanley & William Danko
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
“gurugate”: The
Gurus’ fixation with
“the wrong stuff”*
*Not “they,” but “us.”
Over-rated:
Big companies!
Public companies!
“Cool” industries!
Stability (“Built to last”)!
Famous CEOs!
Under-rated:
*SMEs!
*Private companies!
*“Dull” industries!
*Productive churn:
Built to Rock the
World!
*Laudable CEOs!
Part
EIGHT
#1 Truthteller …
You = Your
calendar*
*Calendars
never
lie
“I used to have a rule for myself that at any point in
time I wanted to have in mind — as it so happens,
also in writing, on a little card I carried around with
me — the three big things I was trying to get done.
Three.
Not two.
Not four.
Not five.
Not ten.
Three.”
— Richard Haass, The Power to Persuade
“Dennis, you need a …
‘To-don’t ’
List !”
Don’t >
Do*
* “Don’ting,” systematic, > WILLPOWER
John Sawhill/Major Strategic
“What areas should
the Conservancy focus on
and more important—
Initiative:
what activities
should we stop
doing?”
Source: Bill Birchard, Nature’s Keepers: The Remarkable Story of How The Nature
Conservancy Became the Largest Environmental Organization in the World
#58
“You must
be
the change you
wish to see in the
world.”
Gandhi
“To develop others,
start with yourself.”
—Marshall Goldsmith
“Being aware of
yourself and how you
affect everyone around
you is what
distinguishes a superior
leader.” —Edie Seashore
(Strategy + Business #45)
“How can a high-level leader like _____ be so
out of touch with the truth about himself? It’s
more common than you would imagine. In fact,
the higher up the ladder a leader climbs, the less
accurate his self-assessment is likely to be. The
problem is an acute lack of feedback [especially
on people issues].”
—Daniel Goleman (et al.), The New Leaders
#59
“You must
be
the change you
wish to see in the
world.”
Gandhi
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
“I am a
dispenser of
enthusiasm.”
—Ben Zander
“[Ronald
Reagan] radiated an
almost
transcendent
happiness.”
Half-full Cups:
—Lou Cannon
“Swimmers and colleagues remember a man
of almost boundless energy and passion,
pointing to his preternatural cheerfulness at
6A.M. practices. —Stanford magazine, on Richard Quick,
women’s swimming coach (13 NCAA championships,
the Olympic teams he coached won 59 medals)
“He’d look you in the eye and tell you that you
could do it. He was so genuine and passionate
that you’d start to believe it yourself.”
—Jessica Foschi, All American and NCAA champion
“Mandela, a model host [in his prison hospital room] smiled grandly,
put [Justice Minister Kobie] Coetzee at his ease, and almost
immediately, to their quietly contained surprise, prisoner and jailer
[It had mostly] to
do with body language, with the impact
Mandela’s manner had on people he met.
First there was his erect posture. Then
there was the way he shook hands. The
effect was both regal and intimidating,
were it not for Mandela’s warm gaze and
his big, easy smile. … Coetzee was surprised by
found themselves chatting amiably. …
Mandela’s willingness to talk in Afrikaans, his knowledge of Afrikaans
history.” Coetzee: “He was a born leader. And he was affable. He was
obviously well liked by the hospital staff and yet he was respected even
though they knew he was a prisoner.”
Source: John Carlin, Playing the Enemy: Nelson Mandela
and the Game that Made a Nation. (Mandela meets surreptitiously with
justice minister after decades in prison—and turns on the charm)
“Ultimately the smile was symbolic
of how Mandela molded himself. At
every stage of his life he decided
who he wanted to be and created
the appearance—and then the
reality—of that person. He became
who he wanted to be.” —from “Look the
Part” (Mandela’s Way: Fifteen Lessons on Life,
Love, and Courage, by Richard Stengel)
Smiling begets a warmer environment.
Thanking begets an environment of
mutual appreciation.
Enthusiasm begets enthusiasm.
Love begets love.
Energy begets energy.
Wow begets Wow.
Optimism begets Optimism.
Honesty begets honesty.
Caring begets caring.
Listening begets engagement.
__________ begets _____________
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
#60
“Some call it a blind spot, others
naïveté, but Mandela sees almost
everyone as virtuous until proven
otherwise. He starts with an
assumption you are dealing with him
in good faith. He believes that, just
as pretending to be brave can lead
to acts of real bravery, seeing the
good in other people improves the
chances that they will reveal their
better selves.” —from “See the Good in Others”
(Mandela’s Way: Fifteen Lessons on Life, Love, and Courage, by
Richard Stengel)
“Keep a short
enemies list. One
enemy can do more
damage than the
good done by a
hundred friends.”
—Bill Walsh (from The Score Takes Care of Itself)
#61
The “19 Es” of EXCELLENCE
Enthusiasm! (Be an irresistible force of nature! Be fire! Light fires!)
Exuberance! (Vibrate—cause earthquakes!)
Execution! (Do it! Now! Get it done! Barriers are baloney! Excuses are
for wimps! Accountability is gospel! Adhere to coach Bill Parcells’
doctrine: “Blame nobody!! Expect nothing!! Do something!!”)
Empowerment! (Respect! Appreciation! Ask until you’re blue in the face,
“What do you think?” Then: Listen! Liberate! 100.00% innovators!)
Edginess! (Perpetually dance at the frontier and a little, or a lot, beyond.)
Enraged! (Maintain a permanent state of mortal combat with the
status-quo!)
Engaged! (Addicted to MBWA/Managing By Wandering Around. In touch.
Always.)
Electronic! (Partner with the whole wide world 60/60/24/7 via all manner
of
electronic community building and entanglement. Crowdsourcing
wins!)
Encompassing! (Relentlessly pursue diversity of every flavor! Diversity
per se generates big returns!) (Seeking superb leaders: Women rule!)
Emotion! (The alpha! The omega! The essence of leadership! The
essence of sales! The essence of design! The essence of life itself!
Acknowledge it! Use it!)
The “19 Es” of EXCELLENCE
Empathy! (Connect! Connect! Connect! Click with others’ reality and
aspirations! “Walk in the other person’s shoes”—until the soles
have holes!)
Ears! (Effective listening in every encounter: Strategic Advantage No. 1!
Believe it!)
Experience! (Life is theater! It’s always showtime! Make every contact
a “Wow” ! Standard: “Insanely Great”/Steve Jobs; “Radically
Thrilling”/BMW.)
Eliminate! (Keep it simple!! Furiously battle hyper-complexity and
gobbledygook!!)
Errorprone!
(Ready! Fire! Aim! Try a lot of stuff, make a lot of booboos.
CELEBRATE the booboos! Try more stuff, make more booboos! He
who makes the most mistakes wins! Fail! Forward! Fast!)
Evenhanded! (Straight as an arrow! Fair to a fault! Honest as Abe!)
Expectations! (Michelangelo: “The greatest danger for most of us is not
that our aim is too high and we miss it, but that it is too low and we
hit it.”)
Eudaimonia! (The essence of Aristotelian philosophy: True happiness is
pursuit of the highest of human moral purpose. Be of service!
Always!)
EXCELLENCE! (The only standard! Never an exception! Start NOW!
No excuses!)
The end
Tom Peters’
EXCELLENCE.
ALWAYS.
Leadership.
Muscat/03 August 2010
Excellence:
The
Leadership
50
bedrock.
1. Leaders …
serve.
Organizations
exist to serve.
Period.
Leaders live to
serve. Period.
The Basic
Mechanism.
2. Leadership Is a
Mutual
Discovery
Process.
…
Organizing Genius / Warren Bennis
and Patricia Ward Biederman
“Groups become great only when
everyone in them, leaders and
members alike, is free to do his or
her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its
members to discover their
greatness.”
Leaders’ “Mt Everest Test”
“free to do his or her
absolute best” …
“allow its members to
discover their
greatness.”
The
Leadership
Types.
3. Great Leaders on White Horses Are
Great Talent
Developers (Type I
Leadership) are the Bedrock
Important – but
of Organizations that Perform Over
the Long Haul.
Whoops:
Jack
didn’t have
a vision!
4. But There Are Times
When the “visionary”
“Type” (Type II
Leadership) Matters!
“A leader is a
dealer in
hope.”
—Napoleon
5. Find the
“Businesspeople”!
(Type III Leadership)
I.P.M.
(Inspired
Profit Mechanic)
6. All Organizations
Need … the Golden
Leadership
Triangle.
The Golden Leadership Triangle:
(1) Talent Fanatic …
(2) Visionary …
(3) Inspired Profit
Mechanic.
7. Leadership Mantra #1:
IT ALL DEPENDS!
Renaissance Men
are … a snare,
a myth,
a delusion!
8. The Leader Is
Rarely/Never the
Best Performer.
The
Leadership
Dance.
9. Leaders …
SHOW UP!
“A body can
pretend to care,
but they can’t
pretend to be
there.”
— Texas Bix Bender
10. Leaders …
LOVE the
MESS!
“If things seem
under control,
you’re just not
going fast
enough.”
—Mario Andretti
11. Leaders
“We have a
‘strategic’
plan. It’s
called doing
things.”
— Herb Kelleher
12. Leaders
Re
-do.
“We made mistakes, of course. Most of them were
omissions we didn’t think of when we initially wrote the
software. We fixed them by doing it over and over, again
and again. We do the same today. While our competitors
are still sucking their thumbs trying to make the design
perfect, we’re already on prototype version
#5.
By the time our rivals are
ready with wires and screws, we are on version
#10. It gets back to planning
versus acting: We act from day
one; others plan how to plan—
for months.” —Bloomberg by Bloomberg
13. BUT … Leaders
Know
When to
Wait.
Tex Schramm:
The
“too hard”
box!
14. Leaders Are …
Optimists.
Hackneyed but none the less
LEADERS SEE
CUPS AS “HALF
FULL.”
true:
“[Ronald
Reagan] radiated an
almost
transcendent
happiness.”
Half-full Cups:
—Lou Cannon
15. Leaders
FOCUS!
“Dennis, you need a …
‘To-don’t ’
List !”
16. Leaders … Send
V-E-R-Y Clear
Signals
About
What’s Important!
“Really Important
Stuff”: Roger’s
Rule of Three!
Danger:
S.I.O.
(Strategic Initiative Overload)
If It Ain’t
Broke …
Break It.
17. Leaders …
FORGET!/
Leaders …
DESTROY!
Forget>“Learn”
“The problem is never how
to get new, innovative
thoughts into your mind,
but how to get the old
ones out.” —Dee Hock
18. BUT … Leaders
Have to Deliver, So They
Worry About “Throwing
the Baby Out with the
Bathwater.”
“Damned If You
Do, Damned If You
Don’t, Just Plain
Damned.”
Subtitle in the chapter, “Own Up to the Great Paradox: Success Is
the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,”
Liberation Management (1992)
19. Leaders …
HONOR THE
USURPERS.
Saviors-in-Waiting
Disgruntled Customers
Upstart Competitors
Rogue Employees
Fringe Suppliers
Source: Wayne Burkan, Wide Angle Vision
20. Leaders Make
[Lots of]
Mistakes – and
MAKE NO BONES
ABOUT IT!
“Fail . Fail
again. Fail
better.”
—Samuel Beckett
21. Leaders Make …
BIG MISTAKES!
“Reward
excellent
failures. Punish
mediocre
successes.”
—Phil Daniels
Create.
22. Leaders Know that THERE’S
MORE TO LIFE THAN “LINE
EXTENSIONS.” Leaders Love to …
CREATE NEW
MARKETS.
“Acquisitions are about
buying market share. Our
challenge is to
create markets.
There is a big difference.”
—Peter Job, CEO, Reuters
23. Leaders … Make
Their Mark /
Do Stuff
That Matters
Leaders …
“I never, ever thought of
myself as a businessman.
I was interested in
creating things
I would be
proud of.” —Richard Branson
24. Leaders Push Their
W-a-y
Up the Valueadded Chain.
Organizations …
“Every project we undertake starts with
‘How can
we do what has
never been done
before?’”
the same question:
—Stuart Hornery, Lend Lease
25. Leaders Push Past
Service “Transactions”
to … Scintillating
Experiences.
“Experiences
are as distinct
from services as
services are from
goods.”
—Joe Pine & Jim Gilmore, The
Experience Economy: Work Is Theatre & Every Business a
Stage
Experience: “Rebel Lifestyle!”
“What we sell is the
ability for a 43year-old accountant
to dress in black
leather, ride through
small towns and have
people be afraid
of him.”
Harley exec, quoted in Results-Based Leadership
26. Leaders
LOVE the
New Technology!
Power Tools
For Power
Strategies
27. Needed? Type IV
Leadership:
Technology
Dreamer-True
Believer
The Golden Leadership
Quadrangle: (1) Talent
Fanatic … (2) Visionary …
(3) Inspired Profit
Mechanic …
(4) Technology DreamerTrue Believer.
Talent.
28. Leaders …
DO TALENT!
Brand =
Talent.
29. When It Comes
TALENT
to
…
Leaders Always Go
Berserk!
From “1, 2 or you’re out” [JW]
to …
“Best Talent in
each industry segment to
build best proprietary
intangibles” [EM]
Source: Ed Michaels, War for Talent
30. Leaders Listen.
Leaders
Consult.
Passion.
31. Leaders …
“Sell”
PASSION!
“Create a
‘cause,’ not a
‘business.’ ”
Gary Hamel:
32. Leaders Know:
ENTHUSIASM
BEGETS
ENTHUSIASM!
“Nothing is so
contagious as
enthusiasm.”
—Samuel Taylor Coleridge
33. Leaders Are …
in a Hurry
“We don’t sell insurance
We sell
speed.”
anymore.
Peter Lewis, Progressive
“Metabolic
Management”
34. Leaders
Focus on the
SOFT STUFF!
“Hard” is
“soft.”
“Soft” Is
“hard.”
Message: Leadership is
all about love! [Passion,
Enthusiasms, Appetite for
Life, Engagement,
Commitment, Great Causes &
Determination to Make a
Damn Difference, Shared
Adventures, Bizarre Failures,
Growth, Insatiable Appetite
for Change.]
The “Job” of
Leading.
35. Leaders Know It’s
ALL SALES ALL
THE TIME.
If you don’t
LOVE
SALES … find
another life. (Don’t pretend
you’re a “leader.”)
36. Leaders
LOVE
“POLITICS.”
If you don’t LOVE
POLITICS … find
another life.
(Don’t pretend
you’re a “leader.”)
37. But … Leaders Also
Break a Lot
of China.
Characteristics of the “Also rans”*
“Minimize risk”
“Respect the chain of
command”
“Support the boss”
“Make budget”
*Fortune, “Most Admired Global Corporations”
38. Leaders
Give …
RESPECT!
“It was much later that I realized Dad’s
secret. He gained respect by giving it. He
talked and listened to the fourth-grade kids
in Spring Valley who shined shoes the same
way he talked and listened to a bishop or a
He was
seriously interested in
who you were and
what you had to say.”
college president.
Source: Sara Lawrence-Lightfoot, Respect
Amen!
“What creates trust, in
the end, is the leader’s
manifest respect for
the followers.” — Jim O’Toole,
Leading Change
39. Leaders Say
“Thank
You.”
“The deepest human
need to
be appreciated.”
need is the
William James
40. Leaders
Are …
Curious.
The Three Most Important Letters …
WHY?
41. Leadership Is
a…
Performance.
“It is necessary for the
President to be the
No. 1
actor.”
nation’s
FDR
42. Leaders … Are
The Brand
“You must
be
the change you
wish to see in the
world.”
Gandhi
43. Leaders …
GREAT
STORY!
Have a
“A key – perhaps the key –
to leadership is
the effective
communication
of a story.”
Howard Gardner
Leading Minds: An Anatomy of Leadership
Leader Job 1
Paint
Portraits of
Excellence!
Introspection.
44.
Leaders …
Enjoy
Leading.
“Tom, you
left out one
thing …”
45. Leaders
LAUGH!
46. Leaders …
KNOW
THEMSELVES.
Individuals (would-be leaders)
cannot engage in a
liberating mutual discovery
process unless they are
comfortable with their
own skin. (“Leaders” who are not
comfortable with themselves become petty
control freaks.)
47. But …
Leaders have
MENTORS.
Upon having the
Leadership Mantle placed
upon one’s head, he/she
never
shall
hear
the unvarnished truth
again!*
(*Therefore, she/he needs one faithful compatriot
to lay it on with no jelly.)
The End
Game.
48. Leaders
are …
RELENTLESS.
“Success seems to be
largely a matter
of hanging on
after others have
let go.”
—William Feather, author
49. Leaders
???:
“Leadership is the
PROCESS of ENGAGING
PEOPLE in CREATING a
LEGACY of
EXCELLENCE.”
“LEADERS NEED TO
BE THE ROCK OF
GIBRALTAR ON
ROLLER BLADES.”
50. Leaders Free
the Lunatic
Within!
“You can’t behave
in a calm, rational
manner. You’ve got
to be out there on
the lunatic fringe.”
— Jack Welch
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2.
3.
4.
5.
6.
7.
8.
9.
If it ain’t broke ... Break it!
Hire crazies.
Ask dumb questions.
Pursue failure.
Lead, follow ... or get out of the way!
Spread confusion.
Ditch your office.
Read odd stuff.
10. Avoid moderation!
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
51. Leaders
Relentlessly Pursue …
Excellence
“Excellence can be obtained if you:
... care more than others think
is wise;
... risk more than others think
is safe;
... dream more than others think
is practical;
... expect more than others think
is possible.”
Source: Anon. (Posted @ tompeters.com by
K.Sriram, November 27, 2006 1:17 AM)
Excellence Is a
Universal
Striving.
If Not
Excellence,
What?