Hard [numbers, plans] is Soft. Soft [people/relationships] is Hard

““When I was in medical school, I spent When I was in medical school, I spent hundreds of hours looking into a hundreds of hours looking into a

microscope—a skill I never needed to microscope—a skill I never needed to

know or ever use.know or ever use. Yet I didn't Yet I didn't have a sinhave a singgle class that le class that

tautaugght me communication ht me communication or teamwork skillsor teamwork skills——

something I need every day I walk into something I need every day I walk into the hospital.”the hospital.”

——Peter Pronovost (introduced checklists to ICUs/healthcare)Peter Pronovost (introduced checklists to ICUs/healthcare)

Hard Hard [numbers, plans][numbers, plans] is Soft.is Soft.Soft Soft [people/relationships][people/relationships] is Hard.is Hard.

““If I could have chosen not to tackle the IBM culture head-If I could have chosen not to tackle the IBM culture head-on,on,

I probably wouldn’t have. My bias coming in was toward I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of changing the attitude and behaviors of hundreds of

thousands of people is very, very hard.thousands of people is very, very hard. Yet I Yet I came to see in my time at came to see in my time at IBM that IBM that cultureculture isn’t just isn’t just

one aspect of the game one aspect of the game ——IT IS THE IT IS THE GGAMEAME.”.”

——Lou Gerstner, Lou Gerstner, Who Says Elephants Can’t DanceWho Says Elephants Can’t Dance

The Four Values/The Four Values/ Agile Project Management Manifesto Agile Project Management Manifesto

Value #1: Individuals and interactionsValue #1: Individuals and interactions over over processes and toolsValue #2: Working software overValue #2: Working software over comprehensive documentationValue #3: Customer collaboration overValue #3: Customer collaboration over contract negotiationValue #4: Responding to change over Value #4: Responding to change over following a plan

Source: Mark Layton, Source: Mark Layton, Agile Project Management For DummiesAgile Project Management For Dummies [Agile Manifesto: People. Communications. The Product. Flexibility.][Agile Manifesto: People. Communications. The Product. Flexibility.]

Tom Peters’Tom Peters’

The Project Leadership The Project Leadership

EXCELLENCE 42EXCELLENCE 42

PMI Leadership Institute Meeting 2014PMI Leadership Institute Meeting 2014Phoenix/23 October 2014Phoenix/23 October 2014

Slides at tompeters.comSlides at tompeters.com(Also see our 23-part Master Compendium at excellencenow.com)(Also see our 23-part Master Compendium at excellencenow.com)

The Project Leadership EXCELLENCE 42The Project Leadership EXCELLENCE 42 1.1. Politics as nuisance-distraction vs.Politics as nuisance-distraction vs.

““Politics Is LifePolitics Is Life. . RELISH ItRELISH It.”.”2.2. IQ > EQ vs.IQ > EQ vs. EQEQ > > IQIQ.. 3.3. Buttoned down to a fault vs. Buttoned down to a fault vs.

““I am a dispenser of enthusiasm.”I am a dispenser of enthusiasm.”—Ben —Ben ZanderZander

4.4. “We don’t have time for niceties” vs.“We don’t have time for niceties” vs. CIVILITY. ALWAYS.CIVILITY. ALWAYS.5.5. “There’s always some damn thing” vs. “There’s always some damn thing” vs.

Live for the madness per se. (Live for the madness per se. (AntifragileAntifragile ——N.N. TalebN.N. Taleb))66. . “This is a time of enormous change, which must be “This is a time of enormous change, which must be reflected in our work” vs.reflected in our work” vs. ““The greatest The greatest shortcoming of the human race is our inability shortcoming of the human race is our inability to understand the to understand the exexpponentialonential functionfunction.”.” ——Albert BartlettAlbert Bartlett

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

or a Great Stagnation, but ratheror a Great Stagnation, but rather that we are in the early that we are in the early

throes of a throes of a Great Restructuring. .

Our technologies are racing ahead,Our technologies are racing ahead, but our skills and organizationsbut our skills and organizations

are lagging behind.”are lagging behind.”

Source:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee

“The median worker is losing the race against the machine.”

——Erik Brynjolfsson and Andrew McAfee, Erik Brynjolfsson and Andrew McAfee, Race AGAINST the MachineRace AGAINST the Machine

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

back back 4040 years for years for 1,0001,000 U.S. companies. U.S. companies. TheTheyy found that found that

NONE ofof

the lonthe longg-term survivors mana-term survivors managged ed to outto outpperform the market. Worse, erform the market. Worse, the lonthe longger comer comppanies had been in anies had been in

the database, the worse thethe database, the worse theyy did did.” .” —Financial Times—Financial Times

China/Foxconn:China/Foxconn:

1,000,000

robots/next robots/next 3 years years

Source:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee

The Project Leadership EXCELLENCE 42

77. . Linearity/“waterfall” vs.Linearity/“waterfall” vs. Non-linearity/circularity/ Non-linearity/circularity/

high tempo-“O.O.D.A. Loop”/high tempo-“O.O.D.A. Loop”/AGILEAGILE..88. . Step-at-a-time vs.Step-at-a-time vs. “Demo or die”/“Serious Play”/ “Demo or die”/“Serious Play”/

““READREADY. Y. FIREFIRE. . AIMAIM.”.”9.9. Optimistic-or-bust vs.Optimistic-or-bust vs. UNDER-promise or bust. UNDER-promise or bust.10.10. In the office vs.In the office vs. Out of the Office/No office. Out of the Office/No office.11.11. Nose to the grindstone vs.Nose to the grindstone vs. “ “This is a blast—as cool as it gets.”This is a blast—as cool as it gets.”12.12. Meetings as pain-in-the-butt vs. Meetings as pain-in-the-butt vs. Meetings as Leadership OPPORTUNITY #1.Meetings as Leadership OPPORTUNITY #1.13.13. Small leadership circle vs.Small leadership circle vs. Inclusive leadership circle. Inclusive leadership circle.14.14. Formal customer-vendor relationships vs.Formal customer-vendor relationships vs. “ “No barriers”-fully integrated partnership withNo barriers”-fully integrated partnership with customers-vendors.customers-vendors.15.15. “No distractions, please” vs.“No distractions, please” vs. Welcome to the Age of SOCIAL BUSINESSWelcome to the Age of SOCIAL BUSINESS..

Lesson48:Lesson48: WTTMSWWTTMSW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFWINSWINS

““EXPERIMENT EXPERIMENT FEARLESSLY”FEARLESSLY”

Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1Tactic #1

“RELENTLESS TRIAL“RELENTLESS TRIAL AND ERROR” AND ERROR”

Source: Source: Wall Street JournalWall Street Journal, cornerstone of effective approach to “rebalancing” company, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10) portfolios in the face of changing and uncertain global economic conditions (11.08.10)

READYREADY..

FIREFIRE!!AIMAIM..

—H. Ross Perot—H. Ross Perot

BFA: BFA: #1#1 in 1982/ in 1982/#1#1 in 2014 in 2014

1. 1. A Bias For A Bias For ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomy and y and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, , Value-DrivenValue-Driven6. 6. Stick toStick to the Knitting the Knitting7. 7. SimSimpplele Form, Form, LeanLean Staff Staff8. Simultaneous 8. Simultaneous Loose-TightLoose-Tight PropertiesProperties

The Project Leadership EXCELLENCE 42

7.7. Linearity/“waterfall” vs.Linearity/“waterfall” vs. Non-linearity/circularity/ Non-linearity/circularity/ high tempo- “O.O.D.A. Loop”/AGILE.high tempo- “O.O.D.A. Loop”/AGILE.8.8. Step-at-a-time vs.Step-at-a-time vs. “Demo or die”/“Serious Play”/ “Demo or die”/“Serious Play”/ “ “Ready. Fire. Aim.”Ready. Fire. Aim.”9.9. Optimistic-or-bust vs.Optimistic-or-bust vs. UNDER-promise or bust. UNDER-promise or bust.10.10. In the office vs.In the office vs. Out of the Office/No office. Out of the Office/No office.11.11. Nose to the grindstone vs.Nose to the grindstone vs. “ “This is a blast—as cool as it gets.”This is a blast—as cool as it gets.”

12.12. Meetings as pain-in-the-butt vs. Meetings as pain-in-the-butt vs. Meetings/Meetings/

LeadershiLeadership p OPPORTUNITYOPPORTUNITY # #11..13.13. Small leadership circle vs.Small leadership circle vs. Inclusive leadership circle. Inclusive leadership circle.14.14. Formal customer-vendor relationships vs.Formal customer-vendor relationships vs. “ “No barriers”-fully integrated partnership withNo barriers”-fully integrated partnership with customers-vendors.customers-vendors.1515. . “No distractions, please” vs.“No distractions, please” vs.

Welcome to the Age of Welcome to the Age of SOCIALSOCIAL BUSINESSBUSINESS..

Biz 2014: Get Aboard the “S-Train”Biz 2014: Get Aboard the “S-Train”

SMSM/Social Media./Social Media.

SXSX/Social eXecutives./Social eXecutives.

SESE/Social Employees./Social Employees.

SOSO/Social /Social Organization.Organization.

SBSB/Social Business./Social Business.

Seven Characteristics of the Social Employee:Seven Characteristics of the Social Employee:

““Empowerment On Steroids”Empowerment On Steroids”

1. Engaged 1. Engaged 2. Expects Integration of the2. Expects Integration of the Personal and ProfessionalPersonal and Professional3. Buys Into the Brand’s Story3. Buys Into the Brand’s Story4. Born Collaborator4. Born Collaborator5. Listens5. Listens6. Customer-Centric6. Customer-Centric7. Empowered Change Agent7. Empowered Change Agent

Source: Cheryl Burgess & Mark Burgess, Source: Cheryl Burgess & Mark Burgess, The Social EmployeeThe Social Employee

The Project Leadership EXCELLENCE 42The Project Leadership EXCELLENCE 42

16. Information as needed vs. 16. Information as needed vs.

WILDLYWILDLY “over”-communicate with EVERYONE. “over”-communicate with EVERYONE.17. Confidentiality often necessary vs.17. Confidentiality often necessary vs. Confidentiality 99% nonsense/Inform everyoneConfidentiality 99% nonsense/Inform everyone of everything.of everything.

18. Email/IM vs.18. Email/IM vs. FACEFACE-TO--TO-FACEFACE/frequent-flyer /frequent-flyer miles.miles.19. Over-scheduled vs.19. Over-scheduled vs. 50% unscheduled time. 50% unscheduled time.

2020.. Latest tech vs. Latest tech vs. PAPERPAPER CHECKLISTCHECKLIST..21. Lunch with colleagues/Lunch as respite vs. 21. Lunch with colleagues/Lunch as respite vs. LUNCH as #1 Networking Opportunity/Lunch PLUS/LUNCH as #1 Networking Opportunity/Lunch PLUS/ “ “On the docket” RELATIONSHIP BUILDINGOn the docket” RELATIONSHIP BUILDING22. Suck UP for Success vs.22. Suck UP for Success vs. Suck DOWN for Success. Suck DOWN for Success.23. Fend off enemies vs.23. Fend off enemies vs. recruit and nurture … recruit and nurture … ALLIES ALLIES MORE ALLIES.ALLIES ALLIES MORE ALLIES.

““The art of war does not require The art of war does not require complicated maneuvers; the simplest complicated maneuvers; the simplest

are the best and common sense is are the best and common sense is fundamental. From which one might fundamental. From which one might

wonder how it is generals make wonder how it is generals make

blunders;blunders; it is it is because thebecause theyy tr tryy

to be cleverto be clever.”.”——

NapoleonNapoleon


16. Information as needed vs. 16. Information as needed vs. WILDLY “over”-communicate with EVERYONE.WILDLY “over”-communicate with EVERYONE.17. Confidentiality often necessary vs.17. Confidentiality often necessary vs. Confidentiality 99% nonsense/Inform everyoneConfidentiality 99% nonsense/Inform everyone of everything.of everything.18. Email/IM vs.18. Email/IM vs. FACE-TO-FACE/frequent-flyer miles. FACE-TO-FACE/frequent-flyer miles.19. Over-scheduled vs.19. Over-scheduled vs. 50% unscheduled time. 50% unscheduled time.20. Latest tech vs.20. Latest tech vs. Paper checklist. Paper checklist.2121.. Lunch with colleagues/Lunch as respite vs. Lunch with colleagues/Lunch as respite vs.

LUNCHLUNCH as #1 Networking Opportunity/ as #1 Networking Opportunity/

Lunch PLUS/“On the docket” RELATIONSHIP Lunch PLUS/“On the docket” RELATIONSHIP BUILDINGBUILDING22. Suck UP for Success vs.22. Suck UP for Success vs. Suck DOWN for Success. Suck DOWN for Success.23. Fend off enemies vs.23. Fend off enemies vs. recruit and nurture … recruit and nurture … ALLIES ALLIES MORE ALLIES.ALLIES ALLIES MORE ALLIES.

The sacred The sacred 220 “ABs”.*220 “ABs”.*

*“At bats”*“At bats”


16. Information as needed vs. 16. Information as needed vs. WILDLY “over”-communicate with EVERYONE.WILDLY “over”-communicate with EVERYONE.17. Confidentiality often necessary vs.17. Confidentiality often necessary vs. Confidentiality 99% nonsense/Inform everyoneConfidentiality 99% nonsense/Inform everyone of everything.of everything.18. Email/IM 18. Email/IM vs.vs. FACEFACE--TOTO--FACEFACE// frequent-flyer miles.frequent-flyer miles.19. Over-scheduled vs.19. Over-scheduled vs. 50% unscheduled time. 50% unscheduled time.20. Latest tech vs.20. Latest tech vs. Paper checklist. Paper checklist.21. Lunch with colleagues/Lunch as respite vs. 21. Lunch with colleagues/Lunch as respite vs. LUNCH as #1 Networking Opportunity/Lunch PLUS/LUNCH as #1 Networking Opportunity/Lunch PLUS/ “ “On the docket” RELATIONSHIP BUILDINGOn the docket” RELATIONSHIP BUILDING22. Suck UP for Success vs.22. Suck UP for Success vs.

Suck Suck DOWNDOWN for Success. for Success.2323.. Fend off enemies vs. Fend off enemies vs. recruit and nurture … recruit and nurture …

ALLIESALLIES ALLIESALLIES MOREMORE ALLIESALLIES..

Spend Spend 8080%%

of your time on allies—of your time on allies—finding and developing and finding and developing and

nurturing allies nurturing allies of every size and shapeof every size and shape

is the name of the is the name of the winning game. winning game.


24. Silos are inevitable vs.24. Silos are inevitable vs. INTENSIVELY MANAGED INTENSIVELY MANAGED “XFX”/“XFX”/ Cross-Functional eXcellence.Cross-Functional eXcellence.25. Not our fault vs.25. Not our fault vs. WILDLY over-respond to screw-ups/ WILDLY over-respond to screw-ups/ Apology as Relationship-Building Mainstay.Apology as Relationship-Building Mainstay.

2626.. Recognition-as-deserved vs. Recognition-as-deserved vs. ConstantConstant recognition, esrecognition, esppecialleciallyy for “little for “little stuff”/Celebrate-everstuff”/Celebrate-everyy-damn--damn-milestonemilestone-- imaimagginable, make ’em uinable, make ’em upp if need if need be/“BIG MO” rulesbe/“BIG MO” rules..27. Talk vs.27. Talk vs. LISTEN/Listening-as-Strategic Tool #1 LISTEN/Listening-as-Strategic Tool #1 28. “Here’s the deal” vs.28. “Here’s the deal” vs. “WHAT DO YOU THINK?” “WHAT DO YOU THINK?”29. “We want people who know what they are doing” vs.29. “We want people who know what they are doing” vs. “ “We want people with an insatiable thirst for We want people with an insatiable thirst for growth.” growth.” 30. If hire good folks, little need for training vs.30. If hire good folks, little need for training vs. Training = Investment #1 (Even on a BRIEF project).Training = Investment #1 (Even on a BRIEF project).31. Noisy vs.31. Noisy vs. Quiet (Introverts are probably Quiet (Introverts are probably under-represented on your team—fix it).under-represented on your team—fix it).

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

strike deepest in the grateful and strike deepest in the grateful and appreciating heart.”appreciating heart.” —Henry Clay

“The deepest principle in human “The deepest principle in human nature is the nature is the cravincraving* to be g* to be

appreciated.”appreciated.” —William James—William James

*“Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, *“Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, How to WinHow to Win Friends and Influence People Friends and Influence People (“The BIG Secret of Dealing With People”)(“The BIG Secret of Dealing With People”)

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

““When dealing with people, When dealing with people, remember you are not remember you are not

dealing with creatures of dealing with creatures of logic, but with creatures of logic, but with creatures of emotion, creatures bristling emotion, creatures bristling

with prejudice and with prejudice and motivated by pride and motivated by pride and

vanity.”vanity.”—Dale Carnegie —Dale Carnegie

(from (from Timeless WisdomTimeless Wisdom, compiled by Gary Fenchuk) , compiled by Gary Fenchuk)


24. Silos are inevitable vs.24. Silos are inevitable vs. INTENSIVELY MANAGED INTENSIVELY MANAGED “XFX”/“XFX”/ Cross-Functional eXcellence.Cross-Functional eXcellence.25. Not our fault vs25. Not our fault vs. WILDLY over-respond to screwups/. WILDLY over-respond to screwups/ Apology as Relationship Building Mainstay.Apology as Relationship Building Mainstay.26. Recognition-as-deserved vs.26. Recognition-as-deserved vs. Constant recognition, Constant recognition, especially for “little stuff”/Celebrate-every-damn-especially for “little stuff”/Celebrate-every-damn- milestone-imaginable, make ‘em up if need be/ milestone-imaginable, make ‘em up if need be/ “ “BIG MO” rules.BIG MO” rules.

2727.. Talk vs. Talk vs. LISTENLISTEN/Listening-as-Strategic Tool #1. /Listening-as-Strategic Tool #1. 28. “Here’s the deal” vs.28. “Here’s the deal” vs. “WHAT DO YOU THINK?” “WHAT DO YOU THINK?”29. “We want people who know what they are doing” vs.29. “We want people who know what they are doing” vs. “ “We want people with an insatiable thirst for We want people with an insatiable thirst for growth.” growth.” 30. If hire good folks, little need for training vs.30. If hire good folks, little need for training vs. Training = Investment #1 [Even on a BRIEF project].Training = Investment #1 [Even on a BRIEF project].31. Noisy vs.31. Noisy vs. Quiet [Introverts are probably Quiet [Introverts are probably under-represented on your team—fix it].under-represented on your team—fix it].

“The doctor interrupts after …*

*Source: Jerome Groopman, How Doctors Think

18 …

18 … seconds!

Suggested Suggested Core Value Core Value #1:#1: “We are Effective “We are Effective

Listeners—we treat Listening Listeners—we treat Listening EXCELLENCEEXCELLENCE as the as the Centerpiece of our Centerpiece of our

Commitment to Respect and Commitment to Respect and Engagement and Community Engagement and Community

and Growth.”and Growth.”

Listen!Listen!

An An [obsession with] Listening is ... the ultimate mark of Respect.[obsession with] Listening is ... the ultimate mark of Respect.Listening is ... the heart and soul of Listening is ... the heart and soul of Engagement.Engagement.Listening is ... the heart and soul of Listening is ... the heart and soul of Kindness.Kindness.Listening is ... the heart and soul of Listening is ... the heart and soul of Thoughtfulness.Thoughtfulness.Listening is ... the basis for true Listening is ... the basis for true Collaboration.Collaboration.Listening is ... the basis for true Listening is ... the basis for true Partnership.Partnership.Listening is ... a Listening is ... a Team Sport.Team Sport.Listening is ... a Listening is ... a Developable Individual Skill.Developable Individual Skill.Listening is ... the basis for Listening is ... the basis for Community.Community.Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that work.Joint Ventures that work.Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that grow.Joint Ventures that grow.Listening is ... the core of Listening is ... the core of effective Cross-functional Communication.*effective Cross-functional Communication.* (*Which is in turn Attribute #1 of(*Which is in turn Attribute #1 of organization effectiveness.) organization effectiveness.)Listening is ... the engine of Listening is ... the engine of superior EXECUTION.superior EXECUTION.Listening is ... the key to Listening is ... the key to making the Sale.making the Sale.Listening is ... the key to Listening is ... the key to Keeping the Customer’s Business.Keeping the Customer’s Business.Listening is ... Listening is ... Service.Service.Listening is ... the engine of Listening is ... the engine of Network development.Network development.Listening is ... the engine of Listening is ... the engine of Network maintenance.Network maintenance.Listening is ... the engine of Listening is ... the engine of Network expansion.Network expansion.Listening is ... Listening is ... Social Networking’s “secret weapon.”Social Networking’s “secret weapon.”Listening is ... Listening is ... Learning.Learning.Listening is ... the Listening is ... the sine qua non of Renewal.sine qua non of Renewal.Listening is ... the Listening is ... the sine qua non of Creativity.sine qua non of Creativity.Listening is ... the Listening is ... the sine qua non of Innovation.sine qua non of Innovation.Listening is ... the core of Listening is ... the core of taking diverse opinions aboard.taking diverse opinions aboard.Listening is ... Listening is ... Strategy.Strategy.Listening is ... Listening is ... Source #1 of “Value-added.”Source #1 of “Value-added.”Listening is ... Listening is ... Differentiator #1.Differentiator #1.Listening is ... Listening is ... Profitable.* (*The “R.O.I.” from listening is higher than from anyProfitable.* (*The “R.O.I.” from listening is higher than from any other single activity.)other single activity.)Listening is … the bedrock which underpins a Listening is … the bedrock which underpins a Commitment to EXCELLENCE!Commitment to EXCELLENCE!


24. Silos are inevitable vs.24. Silos are inevitable vs. INTENSIVELY MANAGED INTENSIVELY MANAGED “XFX”/“XFX”/ Cross-Functional eXcellence.Cross-Functional eXcellence.25. Not our fault vs25. Not our fault vs. WILDLY over-respond to screwups/. WILDLY over-respond to screwups/ Apology as Relationship Building Mainstay.Apology as Relationship Building Mainstay.26. Recognition-as-deserved vs.26. Recognition-as-deserved vs. Constant recognition, Constant recognition, especially for “little stuff”/Celebrate-every-damn-especially for “little stuff”/Celebrate-every-damn- milestone-imaginable, make ‘em up if need be/milestone-imaginable, make ‘em up if need be/ “ “BIG MO” rules.BIG MO” rules.27. Talk vs.27. Talk vs. LISTEN/Listening-as-Strategic Tool #1 LISTEN/Listening-as-Strategic Tool #1 28. “Here’s the deal” vs.28. “Here’s the deal” vs. “WHAT DO YOU THINK?” “WHAT DO YOU THINK?”29. “We want people who know what they are doing” vs.29. “We want people who know what they are doing” vs. “ “We want people with an insatiable thirst for We want people with an insatiable thirst for growth.” growth.” 3030.. If hire good folks, little need for training vs. If hire good folks, little need for training vs.

TRAININGTRAINING = = INVESTMENTINVESTMENT # #11 (Even on a BRIEF project).(Even on a BRIEF project).31. Noisy vs.31. Noisy vs. Quiet (Introverts are probably Quiet (Introverts are probably under-represented on your team—fix it).under-represented on your team—fix it).

Gamblin’ ManGamblin’ Man

Bet #1: Bet #1: >> 5 of 10 CEOs see training as >> 5 of 10 CEOs see training as expense rather than investment.expense rather than investment.Bet #2: Bet #2: >> 5 of 10 CEOs see training as >> 5 of 10 CEOs see training as defense rather than offense.defense rather than offense.Bet #3: Bet #3: >> 5 of 10 CEOs see training as >> 5 of 10 CEOs see training as “necessary evil” rather than “strategic “necessary evil” rather than “strategic opportunity.”opportunity.”

Bet #4:Bet #4: >> 8 of 10 CEOs, in a >> 8 of 10 CEOs, in a 45-minute “tour d’horizon” 45-minute “tour d’horizon” of their business, would of their business, would NOTNOT mention training mention training..


24. Silos are inevitable vs.24. Silos are inevitable vs. INTENSIVELY MANAGED INTENSIVELY MANAGED “XFX”/“XFX”/ Cross-Functional eXcellence.Cross-Functional eXcellence.25. Not our fault vs25. Not our fault vs. WILDLY over-respond to screwups/. WILDLY over-respond to screwups/ Apology as Relationship Building Mainstay.Apology as Relationship Building Mainstay.26. Recognition-as-deserved vs.26. Recognition-as-deserved vs. Constant recognition, Constant recognition, especially for “little stuff”/Celebrate-every-damn-especially for “little stuff”/Celebrate-every-damn- milestone-imaginable, make ’em up if need be/milestone-imaginable, make ’em up if need be/ “ “BIG MO” rules.BIG MO” rules.27. Talk vs.27. Talk vs. LISTEN/Listening-as-Strategic Tool #1 LISTEN/Listening-as-Strategic Tool #1 28. “Here’s the deal” vs.28. “Here’s the deal” vs. “WHAT DO YOU THINK?” “WHAT DO YOU THINK?”29. “We want people who know what they are doing” vs.29. “We want people who know what they are doing” vs. “ “We want people with an insatiable thirst for We want people with an insatiable thirst for growth.” growth.” 30. If hire good folks, little need for training vs.30. If hire good folks, little need for training vs. Training = Investment #1 (Even on a BRIEF project).Training = Investment #1 (Even on a BRIEF project).

31. Noisy vs.31. Noisy vs. QuietQuiet (Introverts are probably (Introverts are probably

under-represented on your team—fix it).under-represented on your team—fix it).


32. “Millenials are different” vs.32. “Millenials are different” vs. Millenials want stuff Millenials want stuff smartsmart “ “people-1st companies” (e.g., Virgin, Southwest) people-1st companies” (e.g., Virgin, Southwest) havehave been giving non-millenials for decades.been giving non-millenials for decades.33. Supervisors are 1st and foremost paid to 33. Supervisors are 1st and foremost paid to “ “keep on top of things” vs. keep on top of things” vs. Supervisors are in the “people development Supervisors are in the “people development business.”business.”3434.. Bosses aim to “help people be successful” vs. Bosses aim to “help people be successful” vs.

Bosses help people GROW Bosses help people GROW (2014: “Grow or die.”/Holds on(2014: “Grow or die.”/Holds on even BRIEF projects)*even BRIEF projects)*35. Lieutenants & captains & majors vs. 35. Lieutenants & captains & majors vs. Sergeants, sergeants, sergeants.Sergeants, sergeants, sergeants.36. Gender balance an important goal vs. 36. Gender balance an important goal vs. Women are the best leaders. Women are the best leaders. (And usually primary end-users).(And usually primary end-users).

CORPORATE MANDATE #1 2014:CORPORATE MANDATE #1 2014: Your Your principal moral obligation as a principal moral obligation as a

leader is to develop the skillset, leader is to develop the skillset, “soft” and “hard,” of every one “soft” and “hard,” of every one

of the people in your charge of the people in your charge (temporary as well as semi-(temporary as well as semi-permanent) to the maximum permanent) to the maximum

extent of your abilities. The good extent of your abilities. The good news: news: This is also theThis is also the

#1 mid- to lon#1 mid- to longg-term-term … … p profit maximization straterofit maximization strategy!gy!

#2: Help people #2: Help people bebe successful.*successful.*#1: Help people#1: Help people grow.grow.** ***** ****Especially circa 2014; “Grow or die (professionally)” is fact, not hyperbole.*Especially circa 2014; “Grow or die (professionally)” is fact, not hyperbole.**With a nod to Matthew Kelly’s **With a nod to Matthew Kelly’s The Dream ManagerThe Dream Manager***#2 and #1 are clearly related, but #1/grow has more to do with ***#2 and #1 are clearly related, but #1/grow has more to do with long-term preparedness.long-term preparedness.


32. “Millenials are different” vs.32. “Millenials are different” vs. Millenials want stuff Millenials want stuff smartsmart “ “people-1st companies” (e.g., Virgin, Southwest) people-1st companies” (e.g., Virgin, Southwest) havehave been giving non-millenials for decades.been giving non-millenials for decades.33. Supervisors are 1st and foremost paid to 33. Supervisors are 1st and foremost paid to “ “keep on top of things” vs. keep on top of things” vs. Supervisors are in the “people development Supervisors are in the “people development business.”business.”34. Bosses aim to “help people be successful” vs.34. Bosses aim to “help people be successful” vs. Bosses help people GROW (2014: “Grow or die.”/ Bosses help people GROW (2014: “Grow or die.”/ Holds on even BRIEF projects)*Holds on even BRIEF projects)*35. Lieutenants & captains & majors vs. 35. Lieutenants & captains & majors vs. Sergeants, sergeants, sergeants.Sergeants, sergeants, sergeants.3636.. Gender balance an important goal vs. Gender balance an important goal vs.

WOMENWOMEN AREARE THETHE BESTBEST LEADERSLEADERS. . (And usually primary end-users).(And usually primary end-users).

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find that New Studies find that

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

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

““Research suggests that to Research suggests that to succeed, start by succeed, start by

promoting women.”promoting women.”—Nicholas —Nicholas Kristof, “Twitter, Women, and Power,” Kristof, “Twitter, Women, and Power,”

NYTimesNYTimes, 1024.13, 1024.13

““In my experience, women In my experience, women make much better make much better

executives than men.”executives than men.”

——Kip Tindell, CEO, Container Store, Kip Tindell, CEO, Container Store, from from UNCONTAINABLE UNCONTAINABLE

For One [For One [BIGBIG] Thing …] Thing …

““McKinsey & Company found that McKinsey & Company found that the international companies with the international companies with more women on their corporate more women on their corporate

boards far outperformed the average boards far outperformed the average company in return on equity and company in return on equity and

other measures. Operating profit other measures. Operating profit

was …was … 5656%% higher.”higher.”

Source: Nicholas Kristof, “Twitter, Women, and Power,” Source: Nicholas Kristof, “Twitter, Women, and Power,” NYTimesNYTimes, 1024.13, 1024.13

““I speak to you with a feminine voice.I speak to you with a feminine voice. It’s the voice of democracy, of equality. It’s the voice of democracy, of equality.

I am certain, ladies and gentlemen,I am certain, ladies and gentlemen, that that this will be this will be

the woman’s the woman’s centurcentury.y. In the Portuguese language, In the Portuguese language,

words such as life, soul, and hope are of the feminine words such as life, soul, and hope are of the feminine

gender, as are other words like courage and sincerity.”gender, as are other words like courage and sincerity.”

——President Dilma Rousseff of BrazilPresident Dilma Rousseff of Brazil, 1st woman to, 1st woman to keynote the United Nations General Assembly (2011)keynote the United Nations General Assembly (2011)


37. Concentration/“no nonsense”37. Concentration/“no nonsense” vs. vs. Daydreaming/READING/“Freak Fridays.”Daydreaming/READING/“Freak Fridays.”

3838.. Kaizen vs. Kaizen vs. WOWWOW--ificationification..39. Design is “important” vs.39. Design is “important” vs. “You know a design is “You know a design is goodgood when you want to lick it.”—Steve Jobs when you want to lick it.”—Steve Jobs (Apple > Exxon)(Apple > Exxon)40. Minimize “TGWs” vs. 40. Minimize “TGWs” vs. Maximize TGRs.Maximize TGRs.41. Make a damn good product vs. 41. Make a damn good product vs. Good product PLUSGood product PLUS enhance the “SERVICES ENVELOPE.”enhance the “SERVICES ENVELOPE.”42. 42. “Good work” vs. EXCELLENCE“Good work” vs. EXCELLENCE!!

““INSANELY GREAT”INSANELY GREAT”STEVE JOBSSTEVE JOBS

“RADICALLY THRILLING” “RADICALLY THRILLING” BMWBMW

““Astonish me!”Astonish me!” (Sergei Diaghlev, to a lead dancer)(Sergei Diaghlev, to a lead dancer)

“Build something great!”“Build something great!” ((Hiroshi Yamauchi, Nintendo, to a senior game designer)Hiroshi Yamauchi, Nintendo, to a senior game designer)

“Make it immortal!”“Make it immortal!” (David Ogilvy, to a copywriter) (David Ogilvy, to a copywriter)

Innovation IndexInnovation Index:: How many of your How many of your “Top Five Projects” score eight or “Top Five Projects” score eight or higher (out of 10) on a “Weird”/ higher (out of 10) on a “Weird”/ “Profound”/“WOW”/“Game-changer” “Profound”/“WOW”/“Game-changer” Scale? Scale?

WOW-ification IndexWOW-ification Index:: Move every Move every project (definition) that scores sixproject (definition) that scores six or less two notches up on the or less two notches up on the ““WOW-ification Scale” within the next WOW-ification Scale” within the next two weeks. If your principal two weeks. If your principal currentcurrent project scores six or less, bring it up project scores six or less, bring it up one (or two!) notches by noon on one (or two!) notches by noon on Monday.* Monday.* (*This tweet was written on a Sunday.)(*This tweet was written on a Sunday.)

Kevin Roberts’ CredoKevin Roberts’ Credo

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

10.10. AVOID MODERATIONAVOID MODERATION!!


37. Concentration/“no nonsense”37. Concentration/“no nonsense” vs. vs. Daydreaming/READING/“Freak Fridays.”Daydreaming/READING/“Freak Fridays.”38. Kaizen vs.38. Kaizen vs. WOW-ification/“The Craig’s list option.” WOW-ification/“The Craig’s list option.”39. Design is “important” vs.39. Design is “important” vs. “You know a design is “You know a design is goodgood when you want to lick it.”—Steve Jobs when you want to lick it.”—Steve Jobs

((AApppplele > > Exxon)Exxon)4040.. Minimize “TGWs” vs. Minimize “TGWs” vs. MaximizeMaximize TGRTGRss..41. Make a damn good product vs. 41. Make a damn good product vs. Good product PLUSGood product PLUS enhance the “SERVICES ENVELOPE.”enhance the “SERVICES ENVELOPE.”42. “Good work” vs.42. “Good work” vs. EXCELLENCE EXCELLENCE!!

<TG<TGWandand … …

>TG>TGRR[Things Gone [Things Gone WRONG-Things Gone -Things Gone RIGHTRIGHT]]

Conveyance: Kingfisher Air Conveyance: Kingfisher Air Location: Approach to New DelhiLocation: Approach to New Delhi

““May I clean May I clean your glasses, your glasses,

sir?”sir?”

CustomersCustomers describing their service describing their service

experience as “superior”: experience as “superior”: 88%%ComComppaniesanies describing describing

the service experience they provide the service experience they provide asas

“ “superior”: superior”: 8080%%——Source: Bain & Company survey of 362 companies, reported in John DiJulius,Source: Bain & Company survey of 362 companies, reported in John DiJulius,

What's the Secret to Providing a World-class Customer Experience?What's the Secret to Providing a World-class Customer Experience?


37. Concentration/“no nonsense”37. Concentration/“no nonsense” vs. vs. Daydreaming/READING/“Freak Fridays.”Daydreaming/READING/“Freak Fridays.”38. Kaizen vs.38. Kaizen vs. WOW-ification/“The Craig’s list option.” WOW-ification/“The Craig’s list option.”39. Design is “important” vs.39. Design is “important” vs. “You know a design is “You know a design is goodgood when you want to lick it.” —Steve Jobs when you want to lick it.” —Steve Jobs (Apple > Exxon)(Apple > Exxon)40. Minimize “TGWs” vs. 40. Minimize “TGWs” vs. Maximize TGRs.Maximize TGRs.

4141.. Make a damn good product vs. Make a damn good product vs. Good productGood product PLUSPLUS (wildly) enhance the (wildly) enhance the “ “SERVICES ENVELOPESERVICES ENVELOPE.”.”42. “Good work” vs.42. “Good work” vs. EXCELLENCE EXCELLENCE!!

UUPPSS toto

UPUPSS

““Rolls-RoyceRolls-Royce now earns now earns

MOREMORE from tasks from tasks such as managing clients’ such as managing clients’

overall procurement overall procurement strategies and maintaining strategies and maintaining

aerospace engines it aerospace engines it sells than it does from sells than it does from making them.”making them.”—Economist—Economist


37. Concentration/“no nonsense”37. Concentration/“no nonsense” vs. vs. Daydreaming/READING/“Freak Fridays.”Daydreaming/READING/“Freak Fridays.”38. Kaizen vs.38. Kaizen vs. WOW-ification/“The Craig’s list option.” WOW-ification/“The Craig’s list option.”39. Design is “important” vs.39. Design is “important” vs. “You know a design is “You know a design is goodgood when you want to lick it.”—Steve Jobs when you want to lick it.”—Steve Jobs (Apple > Exxon)(Apple > Exxon)40. Minimize “TGWs” vs. 40. Minimize “TGWs” vs. Maximize TGRs.Maximize TGRs.41. Make a damn good product vs. 41. Make a damn good product vs. Good product PLUS Good product PLUS enhance the “SERVICES ENVELOPE.”enhance the “SERVICES ENVELOPE.”4242. . “Good work” vs.“Good work” vs.

EXCELLENCEEXCELLENCE!!

EXCELLENCE is EXCELLENCE is NOTNOT

a “long-term” "aspiration.”a “long-term” "aspiration.”

EXCELLENCE is EXCELLENCE is notnot a “long- a “long-term” "aspiration.”term” "aspiration.”

EXCELLENCE is … THEEXCELLENCE is … THE

NEXTNEXT 55 MINUTESMINUTES..**

(*Or (*Or NOTNOT.).)

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

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

EXCELLENCE.EXCELLENCE.

Always. Always. If notIf not EXCELLENCE,EXCELLENCE,

what?what?If notIf not EXCELLENCEEXCELLENCE

now, when?now, when?

Documents

Hard [numbers, plans] is Soft. Soft [people/relationships] is Hard