Sao Paulo #2
To appreciate
this presentation [and insure
that it is not a mess], you need
Microsoft fonts:
NOTE:
“Showcard Gothic,”
“Ravie,” “Chiller”
and “Verdana”
Take these two
things to heart
… and it was
worth the trip
XFX = #1
#1
cause of
employee
Dis-satisfaction?
The “3H
Theory of
Everything”
All you need to know …
Hilton
Howard
Herb
Conrad Hilton, at a gala
celebrating his life,
“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
“I do not rule
Russia. Ten
thousand clerks
do.”
—Czar Nicholas I
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)
3H: Hilton, Howard, Herb
**Sweat the details!
**Stay in touch!
**It’s all about the people!
Leader’s oath
of office
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.
‘do’
“Leaders
people.
Period.”
—Anon.
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
F.Y.I.
“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
Tom Peters’
Excellence.
Always.
Sao Paulo/24 August 2010
Slides at …
tompeters.com
Part
ONE
Little =
*Thank you, Mr. Prime Minister
Big carts =
Source: Wal*Mart
Bag sizes = New markets:
Source: PepsiCo
BEGINS
(and ENDS)
It
in the …
parking
lot*
*Disney
<TGW
and …
>TGR
[Things Gone WRONG-Things Gone RIGHT]
“May I
clean your
glasses,
sir?”*
*Kingfisher Air
“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!
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
K=R=P
Kindness = Repeat business = Profit.
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
Clinton
Cornwallis
Yorktown
Edward VII
“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
“The [Starbucks] Fix” Is on …
“We have
identified a ‘third
place.’
And I really believe
that sets us apart. The third place is
that place that’s not work or home. It’s
the place our customers come for
refuge.” —Nancy Orsolini, District Manager
The Value-added Ladder
Scintillating
EXPERIENCES
Services
Goods
Raw Materials
All Equal Except …
“At Sony we assume that all products of
our competitors have basically the same
technology, price, performance and
Design is the only thing
that differentiates one
product from another in the
marketplace.” —Norio Ohga
features.
“Design is treated like a
religion at BMW.” —Fortune
Hypothesis:
DESIGN is
the principal
difference
between love
and hate!
O*
C
*Chief
Design
Officer
“Forget China, India
and the Internet:
Economic Growth Is
Driven by
Women.”
Source: Headline, Economist
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
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
Up,
Up,
Up,
Up
the Value-added Ladder.
$50B+*
*IBM Global Services/
“Systems integrator of choice”
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)
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
… 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.
“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!
“Business has to give people enriching,
or it's
simply not
worth
doing.”
rewarding lives …
—Richard Branson
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
#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
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.”
2/year =
legacy.
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 am sure you “spend time”
on this. My question: Is it an
…
OBSESSION
…worthy of the impact it has
on enterprise performance?
Part
THREE
“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
*Listening is of the
utmost … strategic
importance!
*Listening is a proper …
core value !
*Listening is … trainable
!
*Listening is a … profession
!
*Listening is a …
profession!
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!]
“The deepest
human need is
the … need to be
appreciated.”
—William James
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
!
“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.
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.]
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’etre, and compete with the likes of our Chinese and Indian brethren, we
must co-operate with anybody and everybody “24/7.” IBM, UPS and many,
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 the 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.
Part
FOUR
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
“Fail .
Forward.
Fast.”
High Tech CEO, Pennsylvania
“Reward
excellent failures.
Punish mediocre
successes.”
Phil Daniels, Sydney exec
“It is not enough to
‘tolerate’ failure—
you must
‘celebrate’
failure.”
—Richard Farson (Whoever Makes the
Most Mistakes Wins)
We are the
company
we keep
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
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’ ”
Repeat: WE ARE WHO
WE HANG OUT WITH.
(There's an incipient
scorecard on this ...
EVERY DAY.)
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?
Part
FIVE
#25
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
“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
“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
“It’s always
showtime.”
—David D’Alessandro, Career Warfare
PXEX =
People.
eXecution.
Error.
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)
Five Or Less
Words To
The Wise
EXCELLENCE/Five Or Less Words To The Wise
4 most important words: “What do you think?” (Dave Wheeler @
tompeters.com: “Most important 4
words in an organization.”)
4 most important words: “How can I help?” (Boss as CHRO/
Chief Hurdle Removal Officer)
2 most important words: “Thank you!” (Appreciation/
Recognition)
2 most important words: “All yours.” (“Hands-off” delegation/
Respect/Trust)
3 most important words: “I’m going out.” (MBWA/Managing By
Wandering Around/In touch!)
2 most important words: “I’m sorry.” (Power of unconditional
apology = Stunning! Marshall
Goldsmith: #1 exec issue)
5 most important words: “Did you tell the customer?” (Overcommunicate)
2 most important words: “She says …” (“She” is the customer!)
EXCELLENCE/Five Or Less Words To The Wise
2 most important words: “Yes ma’am.” (Women are more often
than not the best managers.)
2 most important words: “Try it!” (My only “for sure” in 44 years:
Herb Kelleher: “We have a strategic
plan, it’s called doing things.”/Bill
Parcells: “Blame no one. Expect
nothing. Do something.”)
3 most important words: “Try it again!” (My only “for sure” 44
years: MOST TRIES WINS.)
2 most important words: “Good try!” (CELEBRATE “good
failures.” Richard Farson/book:
Whoever Makes the Most Mistakes
Wins. Samuel Beckett: “Fail. Fail again.
Fail better.”)
3 most important words: “At your service.” (Organizations exist
to serve. Period. Leaders live to serve.
Period.)
4 most important words: “How are we doing?” (To customers,
regularly.)
4 most important words: “How was Mary’s recital?” (Know your
employees’ kids.)
2 most important words: “Let’s party!” (Celebrate “small wins” at
the drop of a hat.)
EXCELLENCE/Five Or Less Words To The Wise
1 most important word: “No.” (“To don’ts” > “To dos”)
1 most important word: “Yes.” (Hey, give it a shot/Anon. quote:
“The best answer is always, ‘What the
hell.’”/Wayne Gretzky: “You miss
100% of the shots you don’t take.”)
2 most important words: “Lunch today?” (“Social stuff” = Secret
to problem/opportunity #1:/XFX/
cross-functional Excellence.)
4 most important words: “Thank Dick in accounting.” (Readily
acknowledge help from other
functions.)
2 most important words: “After you.” (Courtesy rules.)
3 most important words: “Thanks for coming.” (Civility. E.g., boss
acknowledges employee coming to
her/his office.)
2 most important words: “Great smile!” (Note & acknowledge
good attitude.)
1 most important word: “Wow!” (The gold standard … for
everything.)
1 most important word: “EXCELLENT!” (The … ONLY …
acceptable standard/aspiration.)
The EXCELLENCE 15
People 1st/ “‘Cathedral’ for human development”
Best 1st-line managers
Quality of relationships (Internal/External)
Try it!
Try it again!
Passion!/Energy!/Wow!
Unstinting commitment to innovation by ALL
Excellence at “Plan B”/Adaptability
Fanatic about execution
XFX/Cross-functional eXcellence
Integrity/Decency/Thoughtfulness/Character
LX/Listening eXcellence
Commitment to SERVICE
Commitment to EXCELLENCE
Servant leadership
The end