NOTENOTE:: To appreciateTo appreciate this presentation this presentation [and ensure [and ensure

that it is not a that it is not a messmess],], you need you need Microsoft fonts:Microsoft fonts:

“Showcard Gothic,”“Showcard Gothic,” “Ravie,”“Ravie,” “Chiller”“Chiller”

andand “Verdana”“Verdana”

Attending to the Attending to the “Last 98%”: The “Last 98%”: The

New “Management New “Management Science,” or “Hard” Science,” or “Hard”

Is “Soft,” “Soft”Is “Soft,” “Soft” Is “Hard”Is “Hard”

Tom Peters/17 April 2008Tom Peters/17 April 2008

Alternate title …Alternate title …

Attending to Attending to the “Last the “Last

98%”: 98%”: fflloowweerr power!power!

Tom Peters/17 April 2008Tom Peters/17 April 2008

FFLLOOWWEERRPPOOWWEERRFFLLOOWWEERRPPOOWWEERR

Hold in your mind the idea of “flower power”Hold in your mind the idea of “flower power”—more to come!—more to come!

S = ƒS = ƒ ( ___ )( ___ )Success Is aSuccess Is a

Function of …Function of …

SF50: SF50: SuccessSuccess

Is a Function Is a Function of* ...of* ...

*What follows are not in fact true mathematical formulae—*What follows are not in fact true mathematical formulae—obviously. Nonetheless, in tribute to my own scientific obviously. Nonetheless, in tribute to my own scientific

background, and, more important, that of many seminar background, and, more important, that of many seminar participants, I have chosen this format—which seems to work participants, I have chosen this format—which seems to work

for those of “my ilk” to whom it has been exposedfor those of “my ilk” to whom it has been exposed

SF50:SF50: 50 “Equations” 50 “Equations”

on achieving on achieving success … at success … at pretty much pretty much

anythinganything

S = ƒ(#&DR; -2L, -3L, 4L, I&E)S = ƒ(#&DR; -2L, -3L, 4L, I&E)Success is a function of: Number and depth of relationships Success is a function of: Number and depth of relationships 2, 3, and 4 levels down inside and outside the organization2, 3, and 4 levels down inside and outside the organization

S = ƒ(SD>SU)S = ƒ(SD>SU)Sucking down is more important than sucking up—the idea Sucking down is more important than sucking up—the idea is to have the [your] entire organization working for you.is to have the [your] entire organization working for you.

S = ƒ(#non-FF, #non-FL)S = ƒ(#non-FF, #non-FL)Number of friends not in my functionNumber of friends not in my function

S = ƒ(#XFL/m)S = ƒ(#XFL/m)Number of lunches with colleagues in otherNumber of lunches with colleagues in otherfunctions per monthfunctions per month

S = ƒ(#FF)S = ƒ(#FF)Number of friends in the finance organizationNumber of friends in the finance organization

Loser:Loser: “He’s such a“He’s such a suck-up!” suck-up!”

Winner:Winner: “He’s such a“He’s such a suck-down.” suck-down.”

Never* Never* waste a waste a lunch!lunch!

*More or less*More or less

S =ƒ(#PK“S =ƒ(#PK“WW”P)”P)S = ƒ(#PK“S = ƒ(#PK“LL”P)”P) # of people you know in the “wrong” places# of people you know in the “wrong” places# people you know in “low” places# people you know in “low” places

??????????????

“Success doesn’t depend on the number of “Success doesn’t depend on the number of people you know; it depends on the number people you know; it depends on the number

of people you know in of people you know in hihigghh places!”places!”

oror

“Success doesn’t depend on the number of “Success doesn’t depend on the number of people you know; it depends on the number people you know; it depends on the number

of people you know in of people you know in lowlow places!” places!”

It helps to know people in …It helps to know people in …

highhigh places!”places!”

It helps It helps moremore to know people in … to know people in …

lowlow places!”places!”

Gust Avarkotos’ “boiler room” CIA palsGust Avarkotos’ “boiler room” CIA palsWalter’s “enabler” P.M. Thank You notesWalter’s “enabler” P.M. Thank You notesFlexirent’s XSec’s Customer PA lunchesFlexirent’s XSec’s Customer PA lunches

Anybody’sAnybody’s XSec XSecAnybody’s Anybody’s PAPA

AllAll customer Purchasing Dept receptionists customer Purchasing Dept receptionistsSecy Chaffee’s letter writerSecy Chaffee’s letter writerMcKinsey report prep staffMcKinsey report prep staff

McKinsey research staffMcKinsey research staffAdmiral’s AideAdmiral’s Aide

Congressional Committee staff drafterCongressional Committee staff drafterCongressman’s appropriate LACongressman’s appropriate LA

Anybody Anybody in Financein Finance

The previous entries are shorthand for stories about “low level” The previous entries are shorthand for stories about “low level” relationships determining “high level” decisions—or at least relationships determining “high level” decisions—or at least having surprising impact. Flexirent is an Australian consumer having surprising impact. Flexirent is an Australian consumer

financial services company. Its offerings are mostly made financial services company. Its offerings are mostly made through retailers—and following the “80-20 rule,” a small # of through retailers—and following the “80-20 rule,” a small # of

retailers control a large share of Flexirent’s business. The retailers control a large share of Flexirent’s business. The Executive Secretary-“PA” (Personal Assistant) to Flexirent’s CEO Executive Secretary-“PA” (Personal Assistant) to Flexirent’s CEO is a bright, energetic, outgoing person. Along the way, and not is a bright, energetic, outgoing person. Along the way, and not accidentally, she has developed very close relationships to the accidentally, she has developed very close relationships to the Pas of most of the CEOs of Flexirent’s major customers. Among Pas of most of the CEOs of Flexirent’s major customers. Among

other things, she more or less regularly (quarterly, roughly) other things, she more or less regularly (quarterly, roughly) takes her PA pals out for lunch. The goal on both sides is clear, takes her PA pals out for lunch. The goal on both sides is clear,

understood and shameless—to enhance unvarnished understood and shameless—to enhance unvarnished communications among these true “power players.” One can communications among these true “power players.” One can

only imagine the number of times, over, say, five years, that this only imagine the number of times, over, say, five years, that this “back channel” (“front Channel,” in reality) has paved the way “back channel” (“front Channel,” in reality) has paved the way for success and staved off disasters. The rest of the entries on for success and staved off disasters. The rest of the entries on

the slide are of the same ilk.the slide are of the same ilk.

S = ƒ(OF)S = ƒ(OF)Number of oddball friendsNumber of oddball friends

S = ƒ(PDL)S = ƒ(PDL)Purposeful, deep listening—this is Purposeful, deep listening—this is very very hardhard

S = ƒ(“DSTM,” EH, TTAGFG)S = ƒ(“DSTM,” EH, TTAGFG)Don’t shoot the messenger—embrace him! Truth-tellers are Don’t shoot the messenger—embrace him! Truth-tellers are gifts from God!gifts from God!

S + ƒ(#EODD3MC)S + ƒ(#EODD3MC)Number of end-of-the-day difficult (you’d rather avoid) “3-Number of end-of-the-day difficult (you’d rather avoid) “3-minutecalls” that sooth raw feelings, mend fences, etc.minutecalls” that sooth raw feelings, mend fences, etc.

S = ƒ(UFP, UFK, OAPS)S = ƒ(UFP, UFK, OAPS)Unsolicited favors performed, UFs involving co-workers’ kids, Unsolicited favors performed, UFs involving co-workers’ kids, overt acts politeness-solicitude toward co-workers’ spouses, overt acts politeness-solicitude toward co-workers’ spouses, parents, etc.parents, etc.

18’18’ Source: Source: How Doctors ThinkHow Doctors Think, Jerome Groopman, Jerome Groopman

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

THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD HAVE AVOIDED WOULD HAVE AVOIDED

SETTING OFF THE DOWNWARD SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A SPIRAL THAT RESULTED IN A

COMPLETE RUPTURE.COMPLETE RUPTURE.

S= ƒ(TSHRO)S= ƒ(TSHRO)Time spent ... Hurdle Removing for OthersTime spent ... Hurdle Removing for Others

Peter Drucker once famously said, Peter Drucker once famously said, “Ninety-percent of “Ninety-percent of what we call ‘management’ consists of making it difficult what we call ‘management’ consists of making it difficult

for people to get things done.”for people to get things done.” There is more than a There is more than a grain of truth to that. On the other side, and there grain of truth to that. On the other side, and there can can be be

an “other side,” I see the manager’s principal role as an “other side,” I see the manager’s principal role as identifying things that get in people’s way (by asking identifying things that get in people’s way (by asking

them!) and meticulously getting those things out of their them!) and meticulously getting those things out of their way. Thence, you could cal the boss the CIRO, or way. Thence, you could cal the boss the CIRO, or Chief Chief Impedance Reduction OfficerImpedance Reduction Officer, or my choice, CHR, , or my choice, CHR, Chief Chief

Hurdle RemoverHurdle Remover. In any event the idea is that this is a/the . In any event the idea is that this is a/the primary task the boss performs—and that it is a primary task the boss performs—and that it is a

systematic, pro-active affair (e.g., on the daily agenda).systematic, pro-active affair (e.g., on the daily agenda).

S = ƒ(A#C, PTS/“OLC”, SAPA)S = ƒ(A#C, PTS/“OLC”, SAPA)Absolute # of consultations, perception of being taken seriously Absolute # of consultations, perception of being taken seriously (Responsible for “one line of code”), small acts of public (Responsible for “one line of code”), small acts of public appreciationappreciation

S = ƒ(1D)S = ƒ(1D)Seeking the assignment of writing first drafts, minutes, etc. (1787)Seeking the assignment of writing first drafts, minutes, etc. (1787)

S = ƒ(#SEAs)S = ƒ(#SEAs)Number of solid relationships with Executive AssistantsNumber of solid relationships with Executive Assistants

S = ƒ(%UL/w-m)S = ƒ(%UL/w-m)% useful lunches per week, month% useful lunches per week, month

S = ƒ(FG, FOC-BOF, CMO)S = ƒ(FG, FOC-BOF, CMO)Favors given, favors owed collectively, balance of favors, conscious Favors given, favors owed collectively, balance of favors, conscious management thereofmanagement thereof

““Buy in”- Buy in”- “Ownership”-“Ownership”-

Authorial bragging Authorial bragging rights-“Born again” rights-“Born again”

Champion = Champion = OneOne LineLine ofof CodeCode!!

““It works this way, Tom. You’re talking to a guy who’s It works this way, Tom. You’re talking to a guy who’s important to implementation down where the rubber important to implementation down where the rubber

meets the road. He’s skeptical—he either really is, or it’s meets the road. He’s skeptical—he either really is, or it’s the act he chooses to play. You go over the thing with him the act he chooses to play. You go over the thing with him

and he has a thousand objections. You nod your head a and he has a thousand objections. You nod your head a lot, and take copious notes. Then you go back to your lot, and take copious notes. Then you go back to your guys, and you find a few places where you can very guys, and you find a few places where you can very

specifically accommodate him. You make the changes, specifically accommodate him. You make the changes, even if they are pretty ugly. Then you go back to him,even if they are pretty ugly. Then you go back to him, and show him exactly what you’ve done. You have a and show him exactly what you’ve done. You have a ‘born again’ supporter. You took him seriously—and ‘born again’ supporter. You took him seriously—and through the changes, he’s now your co-inventor, your through the changes, he’s now your co-inventor, your

savior. Now he’s doing the selling for you. Hey, the whole savior. Now he’s doing the selling for you. Hey, the whole damn thing wouldn’t have worked were it not for his damn thing wouldn’t have worked were it not for his

interjections—that’s the way he frames it to his folks. I interjections—that’s the way he frames it to his folks. I tell you, it never fails.”tell you, it never fails.”

Source: Australian IS-IT chief, mid-sized company in financial servicesSource: Australian IS-IT chief, mid-sized company in financial services

S = ƒ(SU)S = ƒ(SU)Showing upShowing up (Woody Allen, Delaware’s ridiculous influence on the (Woody Allen, Delaware’s ridiculous influence on the Constitution of the USA)Constitution of the USA)

S = ƒ(KSU, R)S = ƒ(KSU, R)Keep showing upKeep showing up; relentlessness (U.S. Grant!!); relentlessness (U.S. Grant!!)

S = ƒ(DW, TMSTTOG)S = ƒ(DW, TMSTTOG)Drill wells, try more stuffDrill wells, try more stuff than the other guy (John Masters, Mike than the other guy (John Masters, Mike Bloomberg)Bloomberg)

““eighty eighty percent of percent of success is success is

showing up.” showing up.” —Woody Allen

“This is so simple it sounds stupid, but it is amazing how few oil people really

understand that you only you only find oil if you find oil if you drill wellsdrill wells.. You may

think you’re finding it when you’re drawing maps and studying logs, but you have to drill.”

Source: The Hunters, by John Masters, Canadian O & G wildcatter

““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the software. software. We fixed them by doing it over and over, again We fixed them by doing it over and over, again and again.and again. We do the same today. While our competitors We do the same today. While our competitors are still sucking their thumbs trying to make the design are still sucking their thumbs trying to make the design

perfect, we’re already on prototype versionperfect, we’re already on prototype version ##55..

By the time our rivals are ready with wires and screws, By the time our rivals are ready with wires and screws,

we are on version we are on version ##1010.. It gets back It gets back

to planning versus actingto planning versus acting: : We act We act from day onefrom day one; ; others plan how toothers plan how to

planplan——for monthsfor months.”.” —Bloomberg by —Bloomberg by BloombergBloomberg

S= ƒ(CM)S= ƒ(CM)Conscious calendar managementConscious calendar management

(the calendar never lies)(the calendar never lies)

You = Your You = Your calendarcalendar**

*Calendars *Calendars nevernever lie!lie!

““You must You must bebe the change you the change you

wish to see in the wish to see in the world.”world.”

Gandhi

S = ƒS = ƒ(CPRM, TS)(CPRM, TS)Conscious-planned Relationship management, Conscious-planned Relationship management,

time spent thereontime spent thereon

R.O.I.RR.O.I.R..

Far more important than “ROI”!Far more important than “ROI”!

RReturn eturn OOn n

IInvestment In nvestment In

RRelationshipselationships

FYI:FYI: “Relationship “Relationship power” = power” =

“Monopoly “Monopoly power”power”

The goal is clear—an “unfair” share of attention The goal is clear—an “unfair” share of attention from an internal staffer, a vendor, a customer. from an internal staffer, a vendor, a customer. We unabashedly pursue through good-better-We unabashedly pursue through good-better-

best relationships de facto monopoly—the best relationships de facto monopoly—the monopolization of other important folks’ love monopolization of other important folks’ love

and affection, as it were.and affection, as it were.

FYI:FYI: “Sustainable “Sustainable competitive competitive

advantage” = advantage” = “Relationship-based “Relationship-based

advantage” advantage” (period.)(period.)

Some Resources: RelationshipsSome Resources: Relationships

The Manager’s Book of DecenciesThe Manager’s Book of Decencies:: How Small Gestures How Small Gestures Build Great CompaniesBuild Great Companies—Steve Harrison—Steve HarrisonRespectRespect—Sara Lawrence-Lightfoot—Sara Lawrence-LightfootHostmanship:Hostmanship: The Art of Making People Feel Welcome The Art of Making People Feel Welcome—— Jan Gunnarsson & Olle Blohm (leader as host to his-Jan Gunnarsson & Olle Blohm (leader as host to his- her employees)her employees)The SPEED of Trust:The SPEED of Trust: The One Thing that Changes The One Thing that Changes EverythingEverything—Stephen M.R. Covey—Stephen M.R. CoveyThe Dream ManagerThe Dream Manager —Matthew Kelly—Matthew KellyThe Customer Comes Second:The Customer Comes Second: Put Your People First and Put Your People First and Watch ’Em Kick ButtWatch ’Em Kick Butt—Hal Rosenbluth and Diane—Hal Rosenbluth and Diane McFerrin Peters (no relation—be delighted if she was)McFerrin Peters (no relation—be delighted if she was)Crucial ConversationsCrucial Conversations—Kerry Patterson, Joseph Grenny,—Kerry Patterson, Joseph Grenny, Ron McMillan, Al SwitzlerRon McMillan, Al Switzler Crucial ConfrontationsCrucial Confrontations —Kerry Patterson, Joseph —Kerry Patterson, Joseph Grenny, Ron McMillan, Al SwitzlerGrenny, Ron McMillan, Al SwitzlerInfluence:Influence: Science and Practice Science and Practice—Robert Cialdini—Robert CialdiniEmotional IntelligenceEmotional Intelligence: Why It Can Matter More: Why It Can Matter More Than IQThan IQ—Daniel Goleman—Daniel Goleman

A few of my favorite “reads” on this topic—A few of my favorite “reads” on this topic—especially #1. The idea of “competitive-especially #1. The idea of “competitive-

advantage-through-decency” is extraordinary. advantage-through-decency” is extraordinary. Of course, “we know this”—but to see it spelled Of course, “we know this”—but to see it spelled

out this way may change the course of your out this way may change the course of your professional life.professional life.

S = ƒ(TN/d, FG/m, AA/d)S = ƒ(TN/d, FG/m, AA/d)Thank you notes per Thank you notes per DayDay, flowers given per Month, Acts of , flowers given per Month, Acts of Appreciation per DayAppreciation per Day

S = ƒ(WLHAO)S = ƒ(WLHAO)Willingness to laugh heartily at oneselfWillingness to laugh heartily at oneself

S = ƒ(PTA100%A“T”S, E“NMF, TTT)S = ƒ(PTA100%A“T”S, E“NMF, TTT)Proactive, timely, 100% apologies for “tiny” screw-ups, even if not Proactive, timely, 100% apologies for “tiny” screw-ups, even if not my fault (it always takes two to tango)my fault (it always takes two to tango)

S = ƒ(AMR, NBS-SG)S = ƒ(AMR, NBS-SG)Acceptance of mutual responsibilities for all affairs, no blame-Acceptance of mutual responsibilities for all affairs, no blame-shifting, scape-goatingshifting, scape-goating

S = ƒ(RP, PRP>>P)S = ƒ(RP, PRP>>P)Never forget, and act accordingly: Response to the screwup-Never forget, and act accordingly: Response to the screwup-problem and problem and perceptionperception thereof is (far, far) more important thereof is (far, far) more important than the problem itself! than the problem itself!

S = ƒ(APLSLFCT)S = ƒ(APLSLFCT)Awareness, perception of little snubs—and lightening fastAwareness, perception of little snubs—and lightening fast correction thereofcorrection thereof

S= ƒ(RCV)S= ƒ(RCV)Reduced customer visits (& more time on internal “customer” Reduced customer visits (& more time on internal “customer” relationships—that allow us to deliver on customer promises)relationships—that allow us to deliver on customer promises)

S= ƒ(U“PIATI”)S= ƒ(U“PIATI”)Understanding … “Perception is all there is!”Understanding … “Perception is all there is!”

S= ƒ(“EM”/NSTLT; “F”ITU, -80%)S= ƒ(“EM”/NSTLT; “F”ITU, -80%)““Everything matters”/No such thing as a “little thing”—etching of fly Everything matters”/No such thing as a “little thing”—etching of fly in the urinal in Amsterdam airport reduces “spillage” by 80%in the urinal in Amsterdam airport reduces “spillage” by 80%

S= ƒ(A“L”IOE)S= ƒ(A“L”IOE)Attention to “little” Indicators Of Excellence—e.g., fresh flowersAttention to “little” Indicators Of Excellence—e.g., fresh flowersat the reception deskat the reception desk

S= ƒ(“GGT”)S= ƒ(“GGT”)““Give good tea”—Ben Franklin in Paris in 1777, Norm Schwarzkopf Give good tea”—Ben Franklin in Paris in 1777, Norm Schwarzkopf with the Saudi Crown Prince during Gulf War I; effectiveness at with the Saudi Crown Prince during Gulf War I; effectiveness at

socializing with the “power behind the throne”socializing with the “power behind the throne”

GiveGive good good tea!* tea!*

*Norm S, Ben F*Norm S, Ben F

S = ƒ(TN/d, FG/m, AA/d)S = ƒ(TN/d, FG/m, AA/d)Thank you notes per Thank you notes per DayDay, flowers given per Month, Acts of , flowers given per Month, Acts of Appreciation per DayAppreciation per Day

S = ƒ(WLHAO)S = ƒ(WLHAO)Willingness to laugh heartily at oneselfWillingness to laugh heartily at oneself

S = ƒ(RP, PRP>>P)S = ƒ(RP, PRP>>P)Never forget, and act accordingly: Response to the screwup-Never forget, and act accordingly: Response to the screwup-problem and problem and perceptionperception thereof is (far, far) more important thereof is (far, far) more important than the problem itself! than the problem itself!

S = ƒ(APLSLFCT)S = ƒ(APLSLFCT)Awareness, perception of little snubs—and lightening fastAwareness, perception of little snubs—and lightening fast correction thereofcorrection thereof

S= ƒ(3X“O”C)S= ƒ(3X“O”C)““Over”-communicate (status, problems)Over”-communicate (status, problems)

by a factor of threeby a factor of three

THE PROBLEM IS RARELY/THE PROBLEM IS RARELY/NEVER THE PROBLEM.NEVER THE PROBLEM.

THE RESPONSE TO THE RESPONSE TO THE PROBLEM THE PROBLEM

INVARIABLY ENDS INVARIABLY ENDS UP BEING THE REAL UP BEING THE REAL

PROBLEMPROBLEM.

FFLLOOWWEERRPPOOWWEERR

S = ƒ(Thank you notesS = ƒ(Thank you notes per per DayDay, , fflloowweerrss given per Month,given per Month, Acts of Appreciation Acts of Appreciation per Week)per Week)

““The deepest The deepest human need is human need is the need to be the need to be appreciated.”appreciated.”

William JamesWilliam James

““Courtesies of a small Courtesies of a small and trivial character are and trivial character are

the ones which strike the ones which strike deepest in the grateful deepest in the grateful

and appreciating heart.”and appreciating heart.”

—Henry Clay

S = ƒ(PTA100%A“T”S, E“NMF, TTT)S = ƒ(PTA100%A“T”S, E“NMF, TTT)Proactive, timely, 100% apologies for “tiny” screw-ups, even if not Proactive, timely, 100% apologies for “tiny” screw-ups, even if not my fault (it always takes two to tango)my fault (it always takes two to tango)

S = ƒ(AMR, NBS-SG)S = ƒ(AMR, NBS-SG)Acceptance of mutual responsibilities for all affairs, Acceptance of mutual responsibilities for all affairs, no blame-no blame-shiftingshifting, scape-goating, scape-goating

Power phrase:Power phrase: “I’m “I’m really really

sorry.”sorry.”

Amazing how rare this is—which of courseAmazing how rare this is—which of course is why it’s so powerful. is why it’s so powerful.

Power phrase:Power phrase: “I “I screwed screwed

up.”up.”

S = ƒ(G)S = ƒ(G)GraceGrace

S = ƒ(GA)S = ƒ(GA)Grace toward adversaryGrace toward adversary

S = ƒ(GW)S = ƒ(GW)Grace toward the wounded in bureaucratic firefightsGrace toward the wounded in bureaucratic firefights

S = ƒ(PD)S = ƒ(PD)Purposeful decencyPurposeful decency

S = ƒ(MB“TSS”MR)S = ƒ(MB“TSS”MR)Purposeful management of this Soft Stuff by people reporting Purposeful management of this Soft Stuff by people reporting to meto me

S = ƒ(EC, MMO)S = ƒ(EC, MMO)Emotional connection, mgt & maintenance ofEmotional connection, mgt & maintenance of

S = ƒ(IMDOP)S = ƒ(IMDOP)Investment in Mastery of detailed organizational processesInvestment in Mastery of detailed organizational processes

““What I learned from my What I learned from my years as a hostage negotiator years as a hostage negotiator is that we do not have to feel is that we do not have to feel

powerless—and that powerless—and that

bondinbondingg is the is the antidote to the hostage antidote to the hostage

situation.”situation.”

—George Kohlrieser, —George Kohlrieser, Hostage at the Table Hostage at the Table (GK’s (GK’s

negotiation success rate is negotiation success rate is >95%>95%))

S = ƒ(H-TS)S = ƒ(H-TS)Time spent on HiringTime spent on Hiring

S = ƒ(TSPD, TSP-L1)S = ƒ(TSPD, TSP-L1)Time spent on promotion decisions, especially for 1st Time spent on promotion decisions, especially for 1st level managerslevel managers

S = ƒ(%“SS,” H-PD)S = ƒ(%“SS,” H-PD)% soft stuff involved in Hiring, Promotion decisions% soft stuff involved in Hiring, Promotion decisions

S = ƒ(%WLP)S = ƒ(%WLP)% women in leadership positions% women in leadership positions

S = ƒ(TWA, P, NP)S = ƒ(TWA, P, NP)Time wandering around, purposeful, non-plannedTime wandering around, purposeful, non-planned

S = ƒ(SBS)S = ƒ(SBS)Slack built into ScheduleSlack built into Schedule

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find

that female managers outshine their male counterparts in almost every measure”

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

Women’s NeWomen’s Neggotiatinotiatingg Stren Strenggthsths

*Ability to put themselves in their *Ability to put themselves in their counterparties’ shoes counterparties’ shoes*Comprehensive, attentive and detailed*Comprehensive, attentive and detailed communication style communication style*Empathy that facilitates trust-building*Empathy that facilitates trust-building*Curious and attentive listening*Curious and attentive listening*Less competitive attitude*Less competitive attitude*Strong sense of fairness and ability to *Strong sense of fairness and ability to persuadepersuade*Proactive risk manager*Proactive risk manager*Collaborative decision-making*Collaborative decision-making

Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”

This “relationship stuff” comes naturally to This “relationship stuff” comes naturally to women (for starters, from the genes); and is women (for starters, from the genes); and is

painfully difficult for many-most men.painfully difficult for many-most men.

““TAKE THIS QUICK QUIZTAKE THIS QUICK QUIZ: Who manages more Who manages more things at once?things at once? Who puts more effort into their Who puts more effort into their appearance?appearance? Who usually takes care of the Who usually takes care of the

details?details? Who finds it easier to meet new Who finds it easier to meet new people?people? Who asks more questions in a Who asks more questions in a

conversation?conversation? Who is a better listener?Who is a better listener? Who Who has more interest in communication skills?has more interest in communication skills? Who is more inclined to get involved?Who is more inclined to get involved? Who Who encourages harmony and agreement?encourages harmony and agreement? Who Who

has better intuition?has better intuition? Who works with a longer Who works with a longer ‘to do’ list?‘to do’ list? Who enjoys a recap to the day’s Who enjoys a recap to the day’s events?events? Who is better at keeping in touchWho is better at keeping in touch

with others?”with others?”

Source: Selling Is a Woman’s Game: 15 Powerful Reasons WhySelling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell MenWomen Can Outsell Men, Nicki Joy & Susan Kane-Benson, Nicki Joy & Susan Kane-Benson

S = ƒS = ƒ

(%TM“TSS,” (%TM“TSS,” PM“TSS,” PM“TSS,”

D“TD”“TSS”)D“TD”“TSS”)% of time, measured, on This % of time, measured, on This Soft StuffSoft Stuff, ,

purposeful management of this purposeful management of this Soft StuffSoft Stuff, , daily “to do” concerning “this daily “to do” concerning “this Soft StuffSoft Stuff””

Q: Q: But where’sBut where’s the beef?the beef?

A: A: This This isis the beef!the beef!

““The terms ‘hard facts,’ The terms ‘hard facts,’ and ‘the soft stuff’ used and ‘the soft stuff’ used in business imply that in business imply that data are somehow real data are somehow real

and strong while and strong while emotions are weak and emotions are weak and

less important.”less important.”

—George Kohlrieser, —George Kohlrieser, Hostage at the TableHostage at the Table

O(B) = O(B) = ƒƒ(XX)(XX)O(B), the “blueness” of one’s “ocean” [think O(B), the “blueness” of one’s “ocean” [think Blue Ocean Blue Ocean StrategyStrategy, the popular book], is directly proportional to , the popular book], is directly proportional to

one’s one’s eXcellence in eXecution/XXeXcellence in eXecution/XX, per , per me. [If one finds a “strategic” “blue ocean,” one will, me. [If one finds a “strategic” “blue ocean,” one will,

especially in today’s world, copied immediately; the only especially in today’s world, copied immediately; the only “defense”—possibility of sustaining success—is “defense”—possibility of sustaining success—is

XX/eXcellence in eXecution. Think EXXON MOBIL; they and XX/eXcellence in eXecution. Think EXXON MOBIL; they and their rivals know where the hydrocarbons are—but EXXON their rivals know where the hydrocarbons are—but EXXON

MOBIL handily out-executes the competition.]MOBIL handily out-executes the competition.]

““Equations” #48, #49 and #50 are more Equations” #48, #49 and #50 are more about organizational effectiveness than about organizational effectiveness than

individual effectiveness—and thus round out individual effectiveness—and thus round out this brief presentation.this brief presentation.

S(O) =S(O) = ƒ ƒ(XXFX)(XXFX)The single most important cause of failure to execute The single most important cause of failure to execute

effectively is the lack of effective cross-functional effectively is the lack of effective cross-functional communication-execution. Hence, Organizational Success is a communication-execution. Hence, Organizational Success is a

function of function of eXcellence (X) in cross-eXcellence (X) in cross-functional (XF) eXecution (X).functional (XF) eXecution (X). Attached Attached as Appendix II is my: as Appendix II is my: The “XF-50”: 50 Ways to Enhance Cross-The “XF-50”: 50 Ways to Enhance Cross-

Functional Effectiveness and Deliver Speed, “Service Functional Effectiveness and Deliver Speed, “Service Excellence” and “Value-added Customer ‘Solutions.’”Excellence” and “Value-added Customer ‘Solutions.’”

S(O) =S(O) = ƒ ƒ(X“SIT”)(X“SIT”)In 1982 in In 1982 in In Search of ExcellenceIn Search of Excellence, Bob Waterman and I , Bob Waterman and I

wrote about the idea of “MBWA,” or Managing By wrote about the idea of “MBWA,” or Managing By Wandering Around; we came across “MBWA” at Hewlett-Wandering Around; we came across “MBWA” at Hewlett-

Packard, then a much smaller company, and it was love at Packard, then a much smaller company, and it was love at first sight! For reasons described in Appendix III, I recently first sight! For reasons described in Appendix III, I recently returned to the centrality of that notion—and created a list returned to the centrality of that notion—and created a list of 50 “Have Yous.” That is, instead of worrying ceaselessly of 50 “Have Yous.” That is, instead of worrying ceaselessly about “strategy” and “blue oceans,” how good a job have about “strategy” and “blue oceans,” how good a job have you done at Staying In Touch with your extended internal you done at Staying In Touch with your extended internal

and external “organizational family”? That is: S(O), and external “organizational family”? That is: S(O),

Organizational Success, is a function of Organizational Success, is a function of X “SIT,” X “SIT,” eXcellence at Staying In Touch.eXcellence at Staying In Touch.

Hard Is SoftHard Is SoftSoft Is HardSoft Is Hard

Hard Is Hard Is SoftSoft (Plans, (Plans, ##ss))

Soft Is Soft Is HardHard (people, (people, customers, values, customers, values,

relationships))relationships))

“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of

hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture

isn’t just one aspect of the

game ——it is the it is the gamegame.”.” —Lou Gerstner,

Who Says Elephants Can’t Dance

The tough-minded Mr Gerstner becameThe tough-minded Mr Gerstner became a reluctant convert to the power of a reluctant convert to the power of

this “soft stuff.”this “soft stuff.”

FFLLOOWWEERRPPOOWWEERRFFLLOOWWEERRPPOOWWEERR