Содержание

Слайд 2

Excellence. Always. If not Excellence, what? If not Excellence now, when?

Excellence. Always. If not Excellence, what? If not Excellence now, when?

Слайд 3

Novosibirsk 2006/Enterprise* (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial

Novosibirsk 2006/Enterprise* (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum
concerted human
potential in the
wholehearted pursuit of EXCELLENCE in
service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Novosibirsk 2006/Enterprise* (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum
concerted human
potential in the
wholehearted pursuit of EXCELLENCE in
service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Слайд 4

Sydney 2007/1st Drucker Commemorative Conference
Organizations exist to serve. Period.
Leaders live to
serve.

Sydney 2007/1st Drucker Commemorative Conference Organizations exist to serve. Period. Leaders live to serve. Period.
Period.

Слайд 5

1/4096 @ excellencenow.com
“Business has to give people enriching, rewarding lives … or

1/4096 @ excellencenow.com “Business has to give people enriching, rewarding lives …
it's simply not worth doing.”
—Richard Branson

Слайд 6

7 Steps to Sustaining Success
You take care of the people.
The people

7 Steps to Sustaining Success You take care of the people. The
take care of the service.
The service takes care of the customer.
The customer takes care of the profit.
The profit takes care of the re-investment.
The re-investment takes care of the re-invention.
The re-invention takes care of the future.
(And at every step the only measure is EXCELLENCE.)

Слайд 7

Part ONE

Part ONE

Слайд 9

Little =
BIG

Little = BIG

Слайд 11

7X. 7:30A-8:00P. F12A. 7:30AM = 7:15AM. 8:00PM = 8:15PM.

7X. 7:30A-8:00P. F12A. 7:30AM = 7:15AM. 8:00PM = 8:15PM.

Слайд 13

It BEGINS (and ENDS) in the …

It BEGINS (and ENDS) in the …

Слайд 14

Parking lot* *Disney

Parking lot* *Disney

Слайд 16

Don’t like it?
Don’t pay.
Source: Granite Rock Co.

Don’t like it? Don’t pay. Source: Granite Rock Co.

Слайд 17

Red light flashes=
-10%

Red light flashes= -10%

Слайд 19


National “Brand”/ 2-cent candy

National “Brand”/ 2-cent candy

Слайд 21

Conveyance: Kingfisher Air Location: Approach to New Delhi

Conveyance: Kingfisher Air Location: Approach to New Delhi

Слайд 22

“May I clean your glasses, sir?”

“May I clean your glasses, sir?”

Слайд 24

Compression Hose = 10,000

Compression Hose = 10,000

Слайд 26

30 minutes = 1%
$25M/$20M/$200K

30 minutes = 1% $25M/$20M/$200K

Слайд 28

2X
Source: Container Store/increase average sale per shopper

2X Source: Container Store/increase average sale per shopper

Слайд 30


Bag sizes = New markets:
$B
Source: PepsiCo

Bag sizes = New markets: $B Source: PepsiCo

Слайд 31

Big carts =
1.5X
Source: Wal*Mart

Big carts = 1.5X Source: Wal*Mart

Слайд 33

TGR [Things Gone WRONG-Things Gone RIGHT]

TGR [Things Gone WRONG-Things Gone RIGHT]

Слайд 34

Customers describing their service experience as “superior”: 8%
Companies describing
the service experience

Customers describing their service experience as “superior”: 8% Companies describing the service
they provide as
“superior”: 80%
—Source: Bain & Company survey of 362 companies, reported in John DiJulius,
What's the Secret to Providing a World-class Customer Experience?

Слайд 35

“Experiences are as distinct from services as services are from goods.” —Joe

“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

Слайд 36

“Perception is all
there is”

“Perception is all there is”

Слайд 37

Comeback
[big, quick response]
>>
Perfection

Comeback [big, quick response] >> Perfection

Слайд 38

Acquire vs maintain*:
5X
*Recession goal: Higher “market share” current customers

Acquire vs maintain*: 5X *Recession goal: Higher “market share” current customers

Слайд 39

CXO* *Chief eXperience Officer

CXO* *Chief eXperience Officer

Слайд 41

Conrad Hilton, at a gala celebrating his career, was called to the

Conrad Hilton, at a gala celebrating his career, was called to the
podium and asked, “What were the most important lessons you learned in your long and distinguished career?” His answer …

Слайд 42

“Remember to tuck the shower curtain inside the bathtub.”

“Remember to tuck the shower curtain inside the bathtub.”

Слайд 43

You get ’em in the door with “location, location, location”—and a terrific

You get ’em in the door with “location, location, location”—and a terrific
architect. You keep ’em coming back with the tucked in shower curtain!* *Profit rarely comes from transaction #1; it is a byproduct of transaction #2, #3, #4 …

Слайд 44

“Execution is strategy.” —Fred Malek

“Execution is strategy.” —Fred Malek

Слайд 45

Sports: You beat yourself!

Sports: You beat yourself!

Слайд 46

“Execution is the job of the business leader.”—Larry Bossidy & Ram Charan/

“Execution is the job of the business leader.”—Larry Bossidy & Ram Charan/
Execution: The Discipline of Getting Things Done

Слайд 48

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

(1) Amenable to rapid experimentation/ failure “free” (PR, $$) (2) Quick to
Quick to Roll out
(3) Inexpensive to
implement/Roll out
(4) Huge multiplier
(5) An “Attitude”

Слайд 49

Half-day/25 ideas
One week/5 experiments
(3) One month/Select best 2
(4) 60-90 days/Roll out

Half-day/25 ideas One week/5 experiments (3) One month/Select best 2 (4) 60-90 days/Roll out

Слайд 50

Little =
BIG

Little = BIG

Слайд 52

FIVE “First things Before First Things …”

FIVE “First things Before First Things …”

Слайд 54

If the regimental commander lost most of his 2nd lieutenants and 1st

If the regimental commander lost most of his 2nd lieutenants and 1st
lieutenants and captains and majors, it would be a tragedy. If he lost his sergeants it would be a catastrophe. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?

Слайд 55

#1 cause of employee Dis-satisfaction?

#1 cause of employee Dis-satisfaction?

Слайд 56

“People leave managers not companies.”
—Dave Wheeler

“People leave managers not companies.” —Dave Wheeler

Слайд 57

Suggested addition to your statement of Core Values: “We are obsessed with

Suggested addition to your statement of Core Values: “We are obsessed with
developing a cadre of 1st line managers that is second to none—we understand that this cadre per se is arguably one of our top two or three most important ‘Strategic Assets.’”

Слайд 59

XFX = #1*
*Cross-Functional eXcellence

XFX = #1* *Cross-Functional eXcellence

Слайд 60

Never waste a lunch!

Never waste a lunch!

Слайд 61

“Personal relationships are the fertile soil from which all advancement, all

“Personal relationships are the fertile soil from which all advancement, all success,
success, all achievement in real
life grow.” —Ben Stein

Слайд 62


% XF lunches*
*Measure! Monthly! Part of evaluation! [The PAs Club.]

% XF lunches* *Measure! Monthly! Part of evaluation! [The PAs Club.]

Слайд 63

XFX: Social accelerators …*
*See “LONG” version of presentation
at tompeters.com for more

XFX: Social accelerators …* *See “LONG” version of presentation at tompeters.com for more

Слайд 64

XFX/Typical Social Accelerators
1. EVERYONE’s [more or less] JOB #1: Make friends

XFX/Typical Social Accelerators 1. EVERYONE’s [more or less] JOB #1: Make friends
in other functions! (Purposefully. Consistently. Measurably.)
2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.)
3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.)
4. Religiously invite counterparts in other functions to your team meetings. Ask them to present “cool stuff” from “their world” to your group. (Useful. Mark of respect.)
5. PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a short call or visit or send an email of “Thanks” for some sort of XFX gesture by your folks and some other function’s folks.)
6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an “Annual All-Star Supporters [from other groups] Banquet” modeled after superstar salesperson banquets.

Слайд 65

XFX/: Typical Social Accelerators
16. Formal evaluations. Everyone, starting with the receptionist,

XFX/: Typical Social Accelerators 16. Formal evaluations. Everyone, starting with the receptionist,
should have a significant XF rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.)
17. Every functional unit should have strict and extensive measures of “customer satisfaction” based on evaluations from other functions of its usefulness and effectiveness and value-added to the enterprise as a whole.
18. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional achievements.
19. “Deep dip.” Dive three levels down in the organization to fill a senior role with some one who has been noticeably pro-active on adding value via excellent cross-functional integration.
20. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal success—in terms of organizational career, freelancer/Brand You, or as entrepreneur.
21. Excellence! There is a “State of XF Excellence” per se. Talk it up constantly. Pursue it. Aspire to nothing less.

Слайд 66

“I am hundreds of times better here [than
in my prior hospital

“I am hundreds of times better here [than in my prior hospital
assignment] because of the support system. It’s like you were working in an organism; you are not a single cell when you are out there practicing.’” —quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman,
from Management Lessons From Mayo Clinic

Слайд 67

WOW!! Observed closely: The use of “I” or “we” during a
job interview.
Source:

WOW!! Observed closely: The use of “I” or “we” during a job
Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,”
Management Lessons From Mayo Clinic

Слайд 69

In the Army, 3-star generals worry about training. In most businesses, it's

In the Army, 3-star generals worry about training. In most businesses, it's
a “ho hum” mid-level staff function.

Слайд 70

I would hazard a guess that most CEOs see IT investments as

I would hazard a guess that most CEOs see IT investments as
a “strategic necessity,” but see training expenses as “a necessary evil.”

Слайд 71

(1) Training merits
“C-level” status!
(2) Top trainers should
be paid a

(1) Training merits “C-level” status! (2) Top trainers should be paid a
king’s
ransom—and be of
the same caliber as
top marketers or
researchers.

Слайд 72

No company ever expended too much thought/effort/ $$$$ on training!* *ESPECIALLY …

No company ever expended too much thought/effort/ $$$$ on training!* *ESPECIALLY … small company
small company

Слайд 73

Q3 2011/BLS +3.1/Non-farm productivity growth +3.8/Non-farm output +0.6/Non-farm hours worked +5.4/Manufacturing productivity +4.7/Manufacturing output -0.6/Manufacturing hours worked Source:

Q3 2011/BLS +3.1/Non-farm productivity growth +3.8/Non-farm output +0.6/Non-farm hours worked +5.4/Manufacturing productivity
Bureau of Labor Statistics/03 November 2011

Слайд 74

“The root of our problem is
not that we’re in a Great

“The root of our problem is not that we’re in a Great
Recession or a Great Stagnation, but rather that we are in
the early throes of a Great Restructuring. Our technologies are racing ahead, but many of our skills and organizations are lagging behind.”
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

Слайд 75

Legal industry/Pattern Recognition/Discovery (e-discovery algorithms):
500 lawyers to …
ONE
Source: Race AGAINST the Machine,

Legal industry/Pattern Recognition/Discovery (e-discovery algorithms): 500 lawyers to … ONE Source: Race
Erik Brynjolfsson and Andrew McAfee

Слайд 76

“A bureaucrat is an expensive microchip.”
—Dan Sullivan, consultant and executive coach

“A bureaucrat is an expensive microchip.” —Dan Sullivan, consultant and executive coach

Слайд 77

China too/Foxconn:
1,000,000 robots in next 3 years
Source: Race AGAINST the Machine,

China too/Foxconn: 1,000,000 robots in next 3 years Source: Race AGAINST the
Erik Brynjolfsson and Andrew McAfee

Слайд 78

A 15-Point
Human Capital Asset Development Manifesto
World Strategy Forum
The New Rules:

A 15-Point Human Capital Asset Development Manifesto World Strategy Forum The New
Reframing Capitalism
Seoul, Korea
Tom Peters/0615.12

Слайд 79

A 15-Point Human Capital Development Manifesto
1. “Corporate social responsibility” starts at

A 15-Point Human Capital Development Manifesto 1. “Corporate social responsibility” starts at
home—i.e., inside the enterprise! MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary source of mid-term and beyond growth and profitability—and maximizes national productivity and wealth. (Re profitability: If you want to serve the customer with uniform Excellence, then you must FIRST effectively and faithfully serve those who serve the customer—i.e. our employees, via maximizing tools and professional development.)

Слайд 80

3. Three-star generals and admirals (and symphony conductors and sports coaches and

3. Three-star generals and admirals (and symphony conductors and sports coaches and
police chiefs and fire chiefs) OBSESS about training. Why is it an almost dead certainty that in a random 30-minute interview you are unlikely to hear a CEO touch upon this topic? (I would hazard a guess that most CEOs see IT investments as a “strategic necessity,” but see training expenses as “a necessary evil.”)
4. Proposition/axiom: The CTO/Chief TRAINING Officer is arguably the #1 staff job in the enterprise, at least on a par with, say, the CFO or CIO or head of R&D. (Again, external circumstances—see immediately above—are forcing our hand.)

Слайд 81

5. The training budget takes precedence over the capital budget. PERIOD. It’s

5. The training budget takes precedence over the capital budget. PERIOD. It’s
easier fun to get you picture taken next to a hew machine. But how do you get a photo of a new and much improved attitude in a key distribution center? But the odds are 25:1 that the new attitude will add more to the bottom line than will the glorious state-of-the-art machine.
6. Human capital development should routinely sit atop any agenda or document associated with enterprise strategy. Most any initiative you undertake should formally address implications for and contributions to human capital asset development.

Слайд 82

7. Every individual on the payroll should have a benchmarked professional growth

7. Every individual on the payroll should have a benchmarked professional growth
strategy. Every leader at every level should be evaluated in no small measure on the collective effectiveness of individual growth strategies—that is, each individual’s absolute growth is of direct relevance to every leader’s assessed performance.

Слайд 83

“Knowledge becomes obsolete incredibly fast. The continuing professional education
of adults is

“Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is
the No. 1 industry in the next 30 years.” —Peter Drucker

Слайд 84

11. The national education infrastructure—from kindergarten to continuing adult education—may well be

11. The national education infrastructure—from kindergarten to continuing adult education—may well be
National Priority #1. Moreover, the educational infrastructure must be altered radically to underpin support for the creative jobs that will be more or less the sole basis of future employment and national growth and wealth creation.

Слайд 85

“Human creativity is the ultimate economic resource.” —Richard Florida
“Every child is born

“Human creativity is the ultimate economic resource.” —Richard Florida “Every child is
an artist. The trick is to remain an artist.” —Picasso

Слайд 86

SMEs To The Rescue!
“We are in no danger of running out of

SMEs To The Rescue! “We are in no danger of running out
new combinations to
try. Even if technology froze today, we have more possible ways of configuring the
different applications, machines, tasks, and distribution
channels to create new processes and products than
we could ever exhaust.”
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

Слайд 87

13. The great majority of us work in small enterprises; hence national

13. The great majority of us work in small enterprises; hence national
growth objectives based upon human capital development MUST necessarily extend “downward” to even 1-person enterprises. Collective productivity improvement through human capital development among small businesses has an unimaginably large—and underappreciated—payoff. While many small business appreciate the notion, they are unprepared to take the steps necessary to engage their, say, dozen employees in seeking productivity improvements.

Слайд 89

“The doctor
interrupts
after …*
*Source: Jerome Groopman, How Doctors Think

“The doctor interrupts after …* *Source: Jerome Groopman, How Doctors Think

Слайд 91

18 … SECONDS!

18 … SECONDS!

Слайд 92

[An obsession with] Listening is ... the ultimate mark
of Respect.
Listening is

[An obsession with] Listening is ... the ultimate mark of Respect. Listening
... 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
are far better at it than men.)
Listening is ... the basis for Community.
Listening is ... the bedrock of Joint Ventures that work.
Listening is ... the bedrock of Joint Ventures that grow.
Listening is ... the core of effective Cross-functional
Communication* (*Which is in turn Attribute #1 of
organizational effectiveness.)
[cont.]

Слайд 93

Listen = “Profession” = Study = Practice = Evaluation = Enterprise Value

Listen = “Profession” = Study = Practice = Evaluation = Enterprise Value

Слайд 94

Is there a full-bore training course in "Listening" for 100% of employees,

Is there a full-bore training course in "Listening" for 100% of employees,
CEO to receptionists? If not, there ought to be!

Слайд 96

Complain all you want, but meetings
are what you [boss] do!

Complain all you want, but meetings are what you [boss] do!

Слайд 97

Meetings = #1 leadership opportunity

Meetings = #1 leadership opportunity

Слайд 98

Meeting: Every meeting that does not stir the imagination and curiosity of

Meeting: Every meeting that does not stir the imagination and curiosity of
attendees and increase bonding and co-operation and engagement and sense of worth and motivate rapid action and enhance enthusiasm is a permanently lost opportunity.

Слайд 99

Part THREE

Part THREE

Слайд 100

Innovation’s BIG THREE

Innovation’s BIG THREE

Слайд 103

Lesson46: WTTMTW

Lesson46: WTTMTW

Слайд 104

Whoever
Tries
The
Most
Things
Wins

Whoever Tries The Most Things Wins

Слайд 105

“We made mistakes, of course. Most of them were omissions we didn’t

“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

Слайд 106

“What are Rutan’s management rules? He insists he doesn’t have any. ‘I

“What are Rutan’s management rules? He insists he doesn’t have any. ‘I
don’t like rules,’ he says. ‘Things are so easy to change if you don’t write them down.’ Rutan feels good management works in much the same way good aircraft design does: Instead of trying to figure out the best way to do something and sticking to it, just try out an approach and keep fixing it.”
—Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,” from A Perfect Mess: The Hidden Benefits of Disorder

Слайд 107

“Experiment fearlessly” Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving

“Experiment fearlessly” Source: BusinessWeek, “Type A Organization Strategies: How to Hit a
Target”—Tactic #1 “Relentless trial and error” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10)

Слайд 108

In Search of Excellence /1982:
The Bedrock “Eight Basics”
1. A Bias for

In Search of Excellence /1982: The Bedrock “Eight Basics” 1. A Bias
Action
2. Close to the Customer
3. Autonomy and Entrepreneurship
4. Productivity Through People
5. Hands On, Value-Driven
6. Stick to the Knitting
7. Simple Form, Lean Staff
8. Simultaneous Loose-Tight
Properties

Слайд 109

“Fail. Forward. Fast.” High Tech CEO, Pennsylvania

“Fail. Forward. Fast.” High Tech CEO, Pennsylvania

Слайд 110

“Reward excellent failures. Punish mediocre successes.” —Phil Daniels, Sydney exec

“Reward excellent failures. Punish mediocre successes.” —Phil Daniels, Sydney exec

Слайд 111

“The secret of fast progress is inefficiency, fast and furious and numerous

“The secret of fast progress is inefficiency, fast and furious and numerous failures.” —Kevin Kelly
failures.” —Kevin Kelly

Слайд 112

“It is not enough to ‘tolerate’ failure—you must ‘celebrate’ failure.” —Richard Farson

“It is not enough to ‘tolerate’ failure—you must ‘celebrate’ failure.” —Richard Farson
(Whoever Makes the Most Mistakes Wins)

Слайд 113

Better yet: WTTMTAMTMMTFW

Better yet: WTTMTAMTMMTFW

Слайд 114

Whoever
Tries
The
Most
Things
And
Makes
The
Most
Mistakes
The
Fastest
Wins

Whoever Tries The Most Things And Makes The Most Mistakes The Fastest Wins

Слайд 116

“You miss 100% of the shots you never take.” —Wayne Gretzky

“You miss 100% of the shots you never take.” —Wayne Gretzky

Слайд 117

1/46
A bias for action.
(No. 1 “Attribute of Excellence” from In Search

1/46 A bias for action. (No. 1 “Attribute of Excellence” from In
of Excellence.)
Ready. Fire. Aim.
(H. Ross Perot/EDS. Vs GM: Ready. Aim. Aim. Aim. Aim. Aim. …) Just do it!
(Nike.) Move fast, break things.
(Facebook.) Experiment fearlessly. Relentless trial and error. You miss 100% of the shots you never take.
(Wayne Gretzky.)
Fail. Forward. Fast. Fail faster, succeed sooner.
(IDEO.) Reward excellent failures. Punish mediocre successes. S.A.V.
(Screw Around Vigorously) Demo or die.
You only find oil if you drill wells.
WD40
(Water Displacement, 40 Tries.)
Ever notice that “What the hell” is always the right decision?
WTTMSW
(Whoever Tries The Most Stuff Wins.)
WTTMSASTMSUTFW
(Whoever Tries The Most Stuff And Screws The Most Stuff Up The Fastest Wins.)

Слайд 119

We Are What We Eat/We Are the Company
We Keep

We Are What We Eat/We Are the Company We Keep

Слайд 120

The “We are what we eat”/ “We are who we associate with”

The “We are what we eat”/ “We are who we associate with”
Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc, etc) is a strategic decision about: “Innovate, ‘Yes’ or ‘No’ ”

Слайд 121

Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we “benchmark” against)

Measure “Strangeness”/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance
Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

Слайд 122

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

“[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

Слайд 123

“Don’t benchmark, futuremark!” Impetus: “The future is already here; it’s just not

“Don’t benchmark, futuremark!” Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson
evenly distributed” —William Gibson

Слайд 124

“Don’t benchmark, ‘Other’ mark!”

“Don’t benchmark, ‘Other’ mark!”

Слайд 125

We are the company
we keep!
Manage it!

We are the company we keep! Manage it!

Слайд 126

“The Bottleneck … Is at the Top of the Bottle. Where are

“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

Слайд 127

Diversity … per se … is a key … maybe the key

Diversity … per se … is a key … maybe the key
… to effective and innovative
decision making.

Слайд 128

“Who’s the most interesting person you’ve met in the last 90 days?

“Who’s the most interesting person you’ve met in the last 90 days?
How do I get in touch with them?” —Fred Smith

Слайд 129

Co-creation …

Co-creation …

Слайд 131

“The Billion-man Research Team: Companies offering work to online communities are reaping

“The Billion-man Research Team: Companies offering work to online communities are reaping
the benefits of ‘crowdsourcing.’” —Headline, FT

Слайд 132

Forgetting >> Learning

Forgetting >> Learning

Слайд 133

Forget>“Learn” “The problem is never how to get new, innovative thoughts into your

Forget>“Learn” “The problem is never how to get new, innovative thoughts into
mind, but how to get the old ones out.” —Dee Hock

Слайд 136

“Insanely Great” Steve Jobs “Radically thrilling” BMW

“Insanely Great” Steve Jobs “Radically thrilling” BMW

Слайд 137

Zappos 10 Corporate Values Deliver “WOW!” through service. Embrace and drive change. Create fun

Zappos 10 Corporate Values Deliver “WOW!” through service. Embrace and drive change.
and a little weirdness. Be adventurous, creative and open-minded. Pursue growth and learning. Build open and honest relationships with
communication. Build a positive team and family spirit. Do more with less. Be passionate and determined. Be humble.
Source: Delivering Happiness, Tony Hsieh, CEO, Zappos.com

Слайд 138

14,000 20,000 30

14,000 20,000 30

Слайд 139

14,000/eBay 20,000/Amazon 30/Craigslist

14,000/eBay 20,000/Amazon 30/Craigslist

Слайд 140

Every project: Where’s your “Craig’s List [WOW!] option”?

Every project: Where’s your “Craig’s List [WOW!] option”?

Слайд 141

Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke ...

Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke
Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

Слайд 142

“We are crazy. We should do something when people say it is

“We are crazy. We should do something when people say it is
‘crazy.’ If people say something is ‘good’, it means someone else is already doing it.” —Hajime Mitarai, Canon

Слайд 144

FOUR Key Market Strategies

FOUR Key Market Strategies

Слайд 146

Design WINs! APPLE market cap > ExxonMobil* *August 2011

Design WINs! APPLE market cap > ExxonMobil* *August 2011

Слайд 147

“Design is treated like a religion at BMW.” —Fortune

“Design is treated like a religion at BMW.” —Fortune

Слайд 148

“We don’t have a good language to talk about this kind of

“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 meaning of design. Design is the fundamental soul of a man-made creation.” —Steve Jobs

Слайд 149

“Design is everything.
Everything is design.”
“We are all designers.”
Inspiration: The Power of

“Design is everything. Everything is design.” “We are all designers.” Inspiration: The
Design: A Force for Transforming Everything, Richard Farson

Слайд 150

“Only one company can be the cheapest. All others must use design.”

“Only one company can be the cheapest. All others must use design.”
—Rodney Fitch, Fitch & Co. Source: Insights, definitions of design, the Design Council [UK]

Слайд 151

Suit/Asda/$50
Suit/M&S/10X
Suit/Savile Road bespoke/10X
iPhone/$700
iPhone/“assembled in China”/$20
Source: John Kay/”Our Fetish for Making Things Fails

Suit/Asda/$50 Suit/M&S/10X Suit/Savile Road bespoke/10X iPhone/$700 iPhone/“assembled in China”/$20 Source: John Kay/”Our
to Understand ‘Real Work’”/FT/11.12

Слайд 152

CDO* *Chief Design Officer

CDO* *Chief Design Officer

Слайд 153

Hypothesis: Men cannot design for women’s needs!!??

Hypothesis: Men cannot design for women’s needs!!??

Слайд 155

“I speak to you with a feminine voice. It’s the voice

“I speak to you with a feminine voice. It’s the voice of
of democracy, of equality. I am certain, ladies and gentlemen, that this will be the woman’s century. In the Portuguese language, words
such as life, soul, and hope are
of the feminine gender, as are other words like courage and sincerity.” —President Dilma Rousseff of Brazil,
1st woman to keynote the United Nations General Assembly

Слайд 156

“Forget China, India and the Internet: Economic Growth Is Driven by Women.”

“Forget China, India and the Internet: Economic Growth Is Driven by Women.” Source: Headline, Economist

Source: Headline, Economist

Слайд 157

“Women are THE majority market” —Fara Warner/The Power of the Purse

“Women are THE majority market” —Fara Warner/The Power of the Purse

Слайд 158

W > 2X (C + I)*
*“Women now drive the global economy. Globally,

W > 2X (C + I)* *“Women now drive the global economy.
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 …”
Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBR, 09.09

Слайд 159

2.6 vs. 21

2.6 vs. 21

Слайд 160

“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their

“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their
male counterparts in almost every measure” TITLE/ Special Report/ BusinessWeek

Слайд 162

“I am often asked by would-be entrepreneurs seeking escape from life within

“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 … Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

Слайд 163

“I am often asked by would-be entrepreneurs seeking escape from life within

“I am often asked by would-be entrepreneurs seeking escape from life within
huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious: Buy a very large one and just wait.” —Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

Слайд 164

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

“Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back
40 years for 1,000 U.S. companies. They found that 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

Слайд 165

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

“Data drawn from the real world attest to a fact that is
beyond our control: Everything in existence tends to deteriorate.” —Norberto Odebrecht, Education Through Work

Слайд 166

Mittelstand* **
* “agile creatures darting between
the legs of the multinational

Mittelstand* ** * “agile creatures darting between the legs of the multinational
monsters" (Bloomberg BusinessWeek, 10.10)
**E.g. Goldmann Produktion

Слайд 167

Retail Superstars: Inside the 25 Best Independent Stores in America —by George

Retail Superstars: Inside the 25 Best Independent Stores in America —by George Whalin
Whalin

Слайд 168

Jungle Jim’s International Market, Fairfield, Ohio: “An adventure in ‘shoppertainment,’ as Jungle

Jungle Jim’s International Market, Fairfield, Ohio: “An adventure in ‘shoppertainment,’ as Jungle
Jim’s call it, begins in the parking lot and goes on to 1,600 cheeses and, yes, 1,400 varieties of hot sauce —not to mention 12,000 wines priced from $8 to $8,000 a bottle; all this is brought to you by 4,000 vendors. Customers come from every corner of the globe.”
Source: George Whalin, Retail Superstars

Слайд 169

“Be the best. It’s the only market that’s not crowded.”
From: Retail Superstars:

“Be the best. It’s the only market that’s not crowded.” From: Retail
Inside the 25 Best
Independent Stores in America, George Whalin

Слайд 170

“We are in no danger of running out of new combinations to

“We are in no danger of running out of new combinations to
try. Even if technology froze today, we have more possible ways of configuring the
different applications, machines, tasks, and distribution
channels to create new processes and products than
we could ever exhaust.”
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee

Слайд 172

Huge: Customer “Satisfaction with product/Service” versus Customer “Success”

Huge: Customer “Satisfaction with product/Service” versus Customer “Success”

Слайд 173

IBM to IBM

IBM to IBM

Слайд 174

Planetary Rainmaker-in-Chief! “[CEO Sam] Palmisano’s strategy is to expand tech’s borders by pushing

Planetary Rainmaker-in-Chief! “[CEO Sam] Palmisano’s strategy is to expand tech’s borders by
users—and entire industries—toward radically different business models. The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year —that technology companies have never been able to touch.” —Fortune

Слайд 176

“THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of

“THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of
the Energy Game.”: “IPM [Integrated Project Management] strays from [Schlumberger’s] traditional role as a service provider and moves deeper into areas once dominated by the majors.”
Source: BusinessWeek cover story, January 2008

Слайд 177

IPM’s Chief: “We’ll do just about anything an oilfield owner would want,

IPM’s Chief: “We’ll do just about anything an oilfield owner would want, from drilling to production.”
from drilling to production.”

Слайд 178

MasterCard Advisors

MasterCard Advisors

Слайд 179

IDEO Product Design Product Design Training Innovation Training

IDEO Product Design Product Design Training Innovation Training

Слайд 180

“ ‘Results’ are measured by the success of all those who have

“ ‘Results’ are measured by the success of all those who have
purchased your product or service” —Jan Gunnarsson & Olle Blohm, The Welcoming Leader

Слайд 182

People First! People Second ! People Third! People Fourth! People Fifth! People

People First! People Second ! People Third! People Fourth! People Fifth! People Sixth!
Sixth!

Слайд 183

1/4096
“Business has to give people enriching, rewarding lives … or it's simply

1/4096 “Business has to give people enriching, rewarding lives … or it's
not worth doing.”
—Richard Branson

Слайд 184

“You have to treat your employees like customers.” —Herb Kelleher, upon being

“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 AA’s Annual Meeting)

Слайд 185

"If you want staff to give great service, give great service to

"If you want staff to give great service, give great service to staff." —Ari Weinzweig, Zingerman's
staff." —Ari Weinzweig, Zingerman's

Слайд 186

"When I hire someone, that's when I go to work for them.”

"When I hire someone, that's when I go to work for them.”
—John DiJulius, "What's the Secret to Providing a World-class Customer Experience"

Слайд 187

“The path to a hostmanship culture paradoxically does not go through the

“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 renovation.’ Instead of redoing bathrooms, dining rooms, and guest rooms, we gave employees new uniforms, bought flowers and fruit, and changed colors. Our focus was 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.” —Jan Gunnarsson and Olle Blohm, Hostmanship:
The Art of Making People Feel Welcome.

Слайд 188

“ … The guest comes into the picture only when you are

“ … 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?’”

Слайд 189

Brand = Talent.

Brand = Talent.

Слайд 190

Our Mission To develop and manage talent; to apply that talent, throughout the world, for

Our Mission To develop and manage talent; to apply that talent, throughout
the benefit of clients; to do so in partnership; to do so with profit. WPP

Слайд 191

… no less than Cathedrals in which the full and awesome power

… 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.

Слайд 192

Oath of Office: Managers/Servant Leaders
Our goal is to serve our customers

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.

Слайд 193

“The leaders of Great Groups … love talent … and know where

“The leaders of Great Groups … love talent … and know where
to find it. They … revel in … the talent of others.” —Warren Bennis & Patricia Ward Biederman, Organizing Genius

Слайд 194

Les Wexner: From sweaters to people!*
*Limited Brands founder Les Wexner queried on

Les Wexner: From sweaters to people!* *Limited Brands founder Les Wexner queried
astounding long-term success—said, in effect, it happened because he got
as excited about developing people as he had been about predicting fashion trends in his early years

Слайд 195

TWO Per Year!

TWO Per Year!

Слайд 196

2/year = legacy.* *Exec promotion = Acquisition

2/year = legacy.* *Exec promotion = Acquisition

Слайд 197

Promotion Decisions “life and death decisions” Source: Peter Drucker, The Practice of Management

Promotion Decisions “life and death decisions” Source: Peter Drucker, The Practice of Management

Слайд 198

“The ONE Question”: “In the last year [3 years, current job], name

“The ONE Question”: “In the last year [3 years, current job], name
the … three people … 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?”

Слайд 199

Difference #1

Difference #1

Слайд 200

People are not “Standardized.” Their evaluations should not be standardized. Ever.

People are not “Standardized.” Their evaluations should not be standardized. Ever.

Слайд 201

Standardized Evaluations? Sports?* Arts?* *“Pure” talent-driven enterprises

Standardized Evaluations? Sports?* Arts?* *“Pure” talent-driven enterprises

Слайд 202

Evaluating people = #1 differentiator Source: Jack Welch/Jeff Immelt on GE’s #1 strategic

Evaluating people = #1 differentiator Source: Jack Welch/Jeff Immelt on GE’s #1 strategic skill (!!!!)
skill (!!!!)

Слайд 204

“Development can help great people be even better—but if I had a

“Development can help great people be even better—but if I had a
dollar to spend, I’d spend 70 cents getting the right person in the door.” —Paul Russell, Director, Leadership and Development, Google

Слайд 205

“In short, hiring is the most important aspect of business and

“In short, hiring is the most important aspect of business and yet
yet remains woefully misunderstood.”
Source: Wall Street Journal, 10.29.08,
review of Who: The A Method for Hiring,
Geoff Smart and Randy Street

Слайд 207

TP: “How to throw $500,000 into the sea in one easy lesson!!”

TP: “How to throw $500,000 into the sea in one easy lesson!!”

Слайд 208

< CAPEX > People!* *15%?

People!* *15%?

Слайд 209

2X
Source: Container Store/Goal: increase average sale per shopper

2X Source: Container Store/Goal: increase average sale per shopper

Слайд 210

The Sky Is the Limit!

The Sky Is the Limit!

Слайд 211

No company ever Expended too much thought/ effort/ $$$$ on training!

No company ever Expended too much thought/ effort/ $$$$ on training!

Слайд 212

The Sky Is the Limit!

The Sky Is the Limit!

Слайд 213

Wegmans
Luiza Helena, Magazine Luiza

Wegmans Luiza Helena, Magazine Luiza

Слайд 215

“The four most important words in any organization are …

“The four most important words in any organization are …

Слайд 216

The four most important words in any organization
are … “What do

The four most important words in any organization are … “What do
you think?”
Source: courtesy Dave Wheeler, posted at tompeters.com

Слайд 217

8 Words!
12 Words!

8 Words! 12 Words!

Слайд 218

Change the World With EIGHT Words What do you think?* How can I help?** *Dave

Change the World With EIGHT Words What do you think?* How can
Wheeler: “What are the four most important words in the boss’ lexicon?” **Boss as CHRO/Chief Hurdle Removal Officer **********************************

Слайд 219

Change the World With TWELVE Words What do you think?* How can I help?** What

Change the World With TWELVE Words What do you think?* How can
have you learned?*** *Dave Wheeler: “What are the four most important words in the boss’ lexicon?” **Boss as CHRO/Chief Hurdle Removal Officer ********************************** ***What [new thing] have you learned [in the last 24 hours]? ********************* *

Слайд 220

Some Help With Helping …
Help works when the recipient subsequently feels
smarter—not

Some Help With Helping … Help works when the recipient subsequently feels
dumber.
Regularly help too soon—and you will set up expectation of inaction until your "help" is provided.
Help poorly conveyed spawns powerlessness
and resentment in recipient.
Helping requires a sniper's rifle or surgeon's
scalpel—not a shotgun or machete.
Helping strategies vary [significantly] from individual to individual—leave the “cookie cutter” at home.
Effectively "helping" may
be the most difficult leadership task of all!
"Help" is only truly successful when the recipient
says, and believes: "I did it myself!"
Near truism: Nobody wants help. But we would
all liked to have received help.
Guitarist Robert Fripp: "Don't be helpful. Be available.
Helpful people are a nuisance."

Слайд 221

The Memories That Matter.

The Memories That Matter.

Слайд 222

The Memories That Matter
The people you developed who went on to

The Memories That Matter The people you developed who went on to
stellar accomplishments inside or outside
the company.
The (no more than) two or three people you developed who went on to
create stellar institutions of their own.
The long shots (people with “a certain something”) you bet on who
surprised themselves—and your peers.
The people of all stripes who 2/5/10/20 years
later say “You made a difference in my life,”
“Your belief in me changed everything.”
The sort of/character of people you hired in general. (And the bad
apples you chucked out despite some stellar traits.)
A handful of projects (a half dozen at most) you doggedly pursued that
still make you smile and which fundamentally changed the way
things are done inside or outside the company/industry.
The supercharged camaraderie of a handful of Great Teams aiming to
“change the world.”

Слайд 223

The Memories That Matter
Created the sort of workplaces you’d like your

The Memories That Matter Created the sort of workplaces you’d like your
kids to
inhabit. (Explicitly conscious of this “Would I want my
kids to work here?” litmus test.)
A “certifiable” “nut” about quality and safety and integrity. (More or
less regardless of any costs.)
A notable few circumstances where you resigned rather than
compromise your bedrock beliefs.
Perfectionism just short of the paralyzing variety.
A self- and relentlessly enforced group standard of
“EXCELLENCE-in-all-we-do”/“EXCELLENCE in our
behavior toward one another.”

Слайд 224

The Age of “Brand You”!

The Age of “Brand You”!

Слайд 225

Globalization1.0: Countries globalizing (1492-1800) Globalization2.0: Companies globalizing (1800-2000) Globalization3.0 (2000+): Individuals collaborating & competing

Globalization1.0: Countries globalizing (1492-1800) Globalization2.0: Companies globalizing (1800-2000) Globalization3.0 (2000+): Individuals collaborating
globally Source: Tom Friedman/The World Is Flat

Слайд 226

“If there is nothing very special about your work … no matter

“If there is nothing very special about your work … no matter
how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.” —Michael Goldhaber, Wired

Слайд 227

The Brand You50: Fifty Ways to Transform Yourself
from an “Employee” into

The Brand You50: Fifty Ways to Transform Yourself from an “Employee” into
a Brand That Shouts
Distinction, Commitment, and Passion!

Слайд 228

"The illiterate of the 21st Century will not be those who cannot

"The illiterate of the 21st Century will not be those who cannot
read or write, but those who cannot learn, unlearn and relearn." —Alvin Toffler

Слайд 232

MBWA Managing By Wandering Around/HP

MBWA Managing By Wandering Around/HP

Слайд 233

You = Your calendar* *The calendar never lies.

You = Your calendar* *The calendar never lies.

Слайд 234

Your calendar knows Precisely what you really care about. Do you????

Your calendar knows Precisely what you really care about. Do you????

Слайд 235

Don’t > Do* * “Don’ting” must be systematic > WILLPOWER

Don’t > Do* * “Don’ting” must be systematic > WILLPOWER

Слайд 236

“If there is any one ‘secret’ to effectiveness, it is concentration. Effective

“If there is any one ‘secret’ to effectiveness, it is concentration. Effective
executives do first things first … and they do one thing at a time.” —Peter Drucker

Слайд 237

50% (!) Un-scheduled.

50% (!) Un-scheduled.

Слайд 238

“Most managers spend a great deal of time thinking about what they

“Most managers spend a great deal of time thinking about what they
plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters. Let me put it bluntly: every leader should routinely keep a substantial portion of his or her time—I would say as much as 50 percent—unscheduled. … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’ Yet we waste so much time in unproductive activity—it takes an enormous effort on the part of the leader to keep free time for the truly important things.” —Dov Frohman (& Robert Howard), Leadership The Hard Way: Why Leadership Can’t Be Taught—And How You
Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)

Слайд 239

“It’s always showtime.” —

“It’s always showtime.” —

Слайд 240

“You must BE the change you wish to see in the world.” Gandhi

“You must BE the change you wish to see in the world.” Gandhi

Слайд 241

“It’s always showtime.” —David D’Alessandro, Career Warfare

“It’s always showtime.” —David D’Alessandro, Career Warfare

Слайд 242

“Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

“Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge

Слайд 243

“The leader must have infectious optimism. … The final test of a

“The leader must have infectious optimism. … The final test of a
leader is the feeling you have when you leave his presence after a conference. Have you a feeling of uplift and confidence?” —Field Marshall Bernard Montgomery

Слайд 244

Me first!

Me first!

Слайд 245

"Everyone thinks of changing the world, but no one thinks of changing

"Everyone thinks of changing the world, but no one thinks of changing himself." —Tolstoy
himself." —Tolstoy

Слайд 246

“Being aware of yourself and how you affect everyone around you is

“Being aware of yourself and how you affect everyone around you is
what distinguishes a superior leader.” —Edie Seashore (Strategy + Business #45)

Слайд 247

“How can a high-level leader like _____ be so out of touch

“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

Слайд 248

The “Have you …” 50

The “Have you …” 50

Слайд 249

“Mapping your competitive position” or …

“Mapping your competitive position” or …

Слайд 250

1. Have you in the last 10 days … visited a

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

Слайд 251

1. Have you … in the last 10 days … visited a

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 front-line 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.)

Слайд 253

“Courtesies of a small and trivial character are the ones which strike

“Courtesies of a small and trivial character are the ones which strike
deepest in the grateful and appreciating heart.” —Henry Clay, American Statesman (1777-1852)

Слайд 254

"Let's not forget that small emotions are the great captains of our

"Let's not forget that small emotions are the great captains of our lives." –—Van Gogh
lives." –—Van Gogh

Слайд 255

Kindness =
Repeat Business =
Profit.

Kindness = Repeat Business = Profit.

Слайд 256

K = R = P/Kindness = Repeat business = Profit
Kindness:
Kind.
Thoughtful.
Decent.
Caring.
Attentive.
Engaged.
Listens

K = R = P/Kindness = Repeat business = Profit Kindness: Kind.
well/obsessively.
Appreciative.
Open.
Visible.
Honest.
Responsive.
On time all the time.
Apologizes with dispatch for screw-ups.
“Over”-reacts to screw-ups of any magnitude.
“Professional” in all dealings.
Optimistic.
Understands 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.

Слайд 257

Press Ganey Assoc: 139,380 former patients from 225 hospitals: none of THE top

Press Ganey Assoc: 139,380 former patients from 225 hospitals: none of THE
15 factors determining Patient Satisfaction referred to patient’s health outcome. Instead: directly related to Staff Interaction; directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

Слайд 258

“There is a misconception that supportive interactions require more staff or more

“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.” Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Plantree Alliance)

Слайд 259

Acknowledgement/
Appreciation/
“Thank you!”

Acknowledgement/ Appreciation/ “Thank you!”

Слайд 260

“The deepest principal in human nature is the craving* to be appreciated.” —William

“The deepest principal in human nature is the craving* to be appreciated.”
James *“Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, How to Win Friends and Influence People (“The BIG Secret of Dealing With People”)

Слайд 261

“The deepest urge in human nature is the desire to be important.”

“The deepest urge in human nature is the desire to be important.”
—John Dewey (In Dale Carnegie, How to Win Friends and Influence People (“The BIG Secret of Dealing With People”)

Слайд 262

“Acknowledge” … perhaps the most powerful word (and idea) in the English

“Acknowledge” … perhaps the most powerful word (and idea) in the English language—and manager’s tool kit!
language—and manager’s tool kit!

Слайд 263

“Employees who don't feel significant rarely make significant contributions.” —Mark Sanborn

“Employees who don't feel significant rarely make significant contributions.” —Mark Sanborn

Слайд 264

Responsiveness/
Apology/
“I’m sorry!”

Responsiveness/ Apology/ “I’m sorry!”

Слайд 265

“I regard apologizing as the most magical, healing, restorative gesture human beings

“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.

Слайд 266

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

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.*
*divorce, loss of a BILLION $$$ aircraft sale, etc., etc.


Слайд 267

THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO
THE PROBLEM INVARIABLY

THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE RESPONSE TO THE PROBLEM INVARIABLY
ENDS UP BEING THE REAL PROBLEM.*
*PERCEPTION IS ALL THERE IS!


Слайд 268

With a new and forthcoming policy on apologies … Toro, the lawn

With a new and forthcoming policy on apologies … Toro, the lawn
mower folks, reduced the average cost of settling a claim from $115,000 in 1991 to $35,000 in 2008 … and the company hasn’t been to trial in the last
15 years!

Слайд 269

Part SEVEN

Part SEVEN

Слайд 270

Excellence/ Aspiration/ Service/ Immoderation

Excellence/ Aspiration/ Service/ Immoderation

Слайд 271

1982-2012: EXCELLENCE 30

1982-2012: EXCELLENCE 30

Слайд 272

Excellence1982: The Bedrock “Eight Basics”
1. A Bias for Action
2. Close to

Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action 2. Close
the Customer
3. Autonomy and Entrepreneurship
4. Productivity Through People
5. Hands On, Value-Driven
6. Stick to the Knitting
7. Simple Form, Lean Staff
8. Simultaneous Loose-Tight
Properties”

Слайд 273

“Breakthrough” 82*
People!
Customers!
Action!
Values!
*In Search of Excellence

“Breakthrough” 82* People! Customers! Action! Values! *In Search of Excellence

Слайд 274

Hard is Soft.
Soft is Hard.

Hard is Soft. Soft is Hard.

Слайд 275

EXCELLENCE is not an "aspiration.”
EXCELLENCE is … THE NEXT FIVE MINUTES.

EXCELLENCE is not an "aspiration.” EXCELLENCE is … THE NEXT FIVE MINUTES.

Слайд 276

EXCELLENCE is not an "aspiration."
EXCELLENCE is … THE NEXT FIVE MINUTES.
EXCELLENCE

EXCELLENCE is not an "aspiration." EXCELLENCE is … THE NEXT FIVE MINUTES.
is your next conversation.
Or not.
EXCELLENCE is your next meeting.
Or not.
EXCELLENCE is shutting up and listening—really listening.
Or not.
EXCELLENCE is your next customer contact.
Or not.
EXCELLENCE is saying “Thank you” for something “small.”
Or not.
EXCELLENCE is the next time you shoulder responsibility and apologize.
Or not.
EXCELLENCE is waaay over-reacting to a screw-up.
Or not.
EXCELLENCE is the flowers you brought to work today.
Or not.
EXCELLENCE is lending a hand to an “outsider” who’s fallen behind schedule.
Or not.
EXCELLENCE is bothering to learn the way folks in finance [or IS or HR] think.
Or not.
EXCELLENCE is waaay “over”-preparing for a 3-minute presentation.
Or not.
EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE.
Or not.

Слайд 277

2006 Novosibirsk: Aspiration

2006 Novosibirsk: Aspiration

Слайд 278

Enterprise* (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor

Enterprise* (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor
that elicits maximum
concerted human
potential in the
wholehearted pursuit of EXCELLENCE in
service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Слайд 279

2007 Sydney: Service

2007 Sydney: Service

Слайд 280

Organizations exist to serve. Period.
Leaders live to
serve. Period.

Organizations exist to serve. Period. Leaders live to serve. Period.

Слайд 281

7 Steps to Sustaining Success
You take care of the people.
The people

7 Steps to Sustaining Success You take care of the people. The
take care of the service.
The service takes care of the customer.
The customer takes care of the profit.
The profit takes care of the re-investment.
The re-investment takes care of the re-invention.
The re-invention takes care of the future.
(And at every step the only measure is EXCELLENCE.)

Слайд 282

7 Steps to Sustaining Success: And it starts with …
You take care

7 Steps to Sustaining Success: And it starts with … You take care of the people.
of the people.

Слайд 283

… no less than Cathedrals in which the full and awesome power

… 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.

Слайд 284

Immoderation

Immoderation

Слайд 285

Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke ...

Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke
Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

Слайд 286

Excellence. Always. If not Excellence, what? If not Excellence now, when?

Excellence. Always. If not Excellence, what? If not Excellence now, when?

Слайд 287

Part Eight

Part Eight

Слайд 289

Top Twenty
**Just one “secret” to innovation: It’s a messy world. We’re

Top Twenty **Just one “secret” to innovation: It’s a messy world. We’re
always operating half informed. Hence, “try more stuff than the other guy” and sort it out as you go forward is best way to up success odds. (“Ready. Fire. Aim.”—Ross Perot)
**Paradox: Superb quality is an absolute necessity, and it requires superb systems; but superb quality with the wrong product flunks. Hence one needs to be organized (quality) and disorganized (innovation) at the same time. (Axiom: Management is art, not science.)
**Waste #1: “Great branding”/marketing can not overcome a lousy product—it is largely wasted. The product (innovative, attractive, of the highest quality) comes first—though excellence in product and marketing is indubitably required to achieve a smashing success.

Слайд 290

Top Twenty
**Everywhere: “Excellence” in quality and design is not restricted to

Top Twenty **Everywhere: “Excellence” in quality and design is not restricted to
the “high end.” Both characteristics can be imbedded in lower-end products and services.
**Iron law: All organizations get worse as they become more and more enormous. No cultural differences.
**Iron law: Over the long haul, national success is largely built upon SMEs, with growth and innovation associated largely with a large population of vibrant midsized enterprises—Germany’s “Mittelstand” is exhibit #1.
**Paradox: Hierarchy is dead. Long live hierarchy. New market requirements and new tools can dramatically reduce hierarchy. Still, I don’t want to drive across a bridge that didn’t have a “command and control” structure to sign off on safety.

Слайд 291

Top Twenty
**But: Hierarchy is often necessary—but relentless hot war must be

Top Twenty **But: Hierarchy is often necessary—but relentless hot war must be
declared on bureaucracy “24/7.”
**“New marketing techniques”: The newest marketing technique is the oldest marketing technique but remains “new” because it is seldom practiced with requisite intensity. Namely, get the hell out into the market place and listen & listen & listen to customers. Then listen some more.
**Always #1: Any nation’s Olympic team is as good as its athletes. (Duh.) Exactly the same is true with any (as in any!) organization: Investment in and development of great people comes first and is the greatest sustaining differentiator!
**Motivator #1: Treating people with respect is always the #1 motivational “tool.”

Слайд 292

Top Twenty
**Why not business: In the army and in the theater and

Top Twenty **Why not business: In the army and in the theater
in sports, training is always Priority #1. Why not in business? No organization ever devoted too much effort to training!
**Success “secret” #1: Work harder/much harder than the other guy/s. There’s more to it than hard work but hard work is the sine qua non. (Again: Think of the Olympics.)
**Speed’s enabler: The #1 cause of delays is invariably lousy cross-functional communication—the product developers don’t talk to the logistics people who don’t talk to the sales people. Etc. Etc. Excellence in cross-functional communication must become a day-to-day top-management obsession.

Слайд 293

Top Twenty
**New context, new leaders: Innovation (and execution) today is a

Top Twenty **New context, new leaders: Innovation (and execution) today is a
collaborative process. Women are on average better leaders than men in collaborative situations. Men take to hierarchies—we invented ’em. Women tend to lead more by inclusion rather than coercion.
**Customer #1: In retail and in products designed for retail, she is the primary consumer. Company leadership and the product-service portfolio should mimic, more or less, this fact. (You heard it here 1st: Men and women are different.)
**New context, new skills; The Age of Brawn is largely behind us. Brains and creativity and flexibility have come to the fore. Not only are our organizations unprepared—but our schools get it more or less exactly wrong 100% of the time.
Имя файла: Excellence.pptx
Количество просмотров: 143
Количество скачиваний: 0