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Sao Paulo #1. NOTE : To appreciate this presentation [and insure that it is not a mess ], you need Microsoft fonts: “Showcard Gothic,” “Ravie,” “Chiller” and “Verdana”. Take these two things to heart … and it was worth the trip. XFX = #1. #1 cause of employee Dis-satisfaction?. - PowerPoint PPT Presentation
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Sao Paulo #1Sao Paulo #1
NOTENOTE:: To appreciateTo appreciate this presentation this presentation [and [and
insure that it is not a insure that it is not a messmess],], you need Microsoft you need Microsoft
fonts:fonts:
“Showcard Gothic,”“Showcard Gothic,” “Ravie,”“Ravie,” “Chiller”“Chiller”
andand “Verdana”“Verdana”
Take these two Take these two things to heart things to heart … and it was … and it was
worth the tripworth the trip
XFX = XFX = #1#1
#1#1 cause of cause of
employee employee Dis-satisfaction?Dis-satisfaction?
The “3H The “3H Theory of Theory of
Everything”Everything”
All you need to know …All you need to know …
HiltonHiltonHowardHowardHerbHerb
Conrad Hilton, at a gala Conrad Hilton, at a gala celebrating his life,celebrating his life,
was asked, was asked, “What was the most important lesson you’ve learned in your long and distinguished
career?” His immediate His immediate answer …answer …
““remember remember to tuck the to tuck the
shower curtain shower curtain inside the inside the bathtubbathtub””
““Execution Execution isis strategy.”strategy.”
—Fred Malek—Fred Malek
““In real life, strategyIn real life, strategy is actually very is actually very
straightforward. Pickstraightforward. Pick a general direction … a general direction …
andand imimpplementlement likelike hellhell”” —Jack Welch—Jack Welch
““The art of war does not The art of war does not require complicated require complicated
maneuvers; the simplest maneuvers; the simplest are the best and common are the best and common
sense is fundamental. From sense is fundamental. From which one might wonder which one might wonder how it is generals make how it is generals make
blunders; blunders; it is because theit is because theyy trtryy to be clever to be clever.”.” —Napoleon—Napoleon
InternalInternal organizational organizational excellence = excellence =
Deepest “Blue Deepest “Blue Ocean”Ocean”
The Score The Score Takes Care Takes Care
of Itselfof Itself ——Bill Walsh, SF49ers Hall of Fame football coachBill Walsh, SF49ers Hall of Fame football coach
““I do not rule I do not rule Russia. Ten Russia. Ten
thousand clerks thousand clerks do.”do.” —Czar Nicholas I—Czar Nicholas I
All you need to know …All you need to know …
HiltonHiltonHowardHowardHerbHerb
2255
All you need to know …All you need to know …
HiltonHiltonHowardHowardHerbHerb
““You have to You have to treat your treat your
employees like employees like customers.”customers.” —Herb —Herb
Kelleher, upon being asked his “secret to success”Kelleher, upon being asked his “secret to success”
Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” on the occasion of , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in union took out a full-page ad in USA Today USA Today thanking HK for all he had done; thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the Annual across the way in Dallas American Airlines’ pilots were picketing the Annual
Meeting)Meeting)
3H3H: : HHilton, ilton, HHoward, oward, HHerberb
****Sweat the details!Sweat the details!****Stay in touch!Stay in touch!****It’s all about the people!It’s all about the people!
Leader’s Leader’s oathoath
of office of office
Definition of a boss/supervisor/ Definition of a boss/supervisor/
leader:leader: CannotCannot Do Do the Work That the Work That Needs to Be Needs to Be
DoneDone
Oath of Office:Oath of Office: Managers/Servant Leaders Managers/Servant Leaders
Our goal is to serve our customers brilliantly and profitably Our goal is to serve our customers brilliantly and profitably overover the long haul.the long haul.Serving our customers brilliantly and profitably over the longServing our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, haul is a product of brilliantly serving, over the long haul, thethe people who serve the customer.people who serve the customer.
Hence, our job as leaders—the alpha and the omega andHence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained growth everything in between—is abetting the sustained growth andand success and engagement and enthusiasm and commitment success and engagement and enthusiasm and commitment toto Excellence of those, one at a time, who directly or indirectlyExcellence of those, one at a time, who directly or indirectly serve the ultimate customer.serve the ultimate customer.
We—leaders of every stripe—are in the “Human Growth andWe—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to ExcellenceDevelopment and Success and Aspiration to Excellence business.”business.”““We” We” [leaders][leaders] only grow when “they” only grow when “they” [each and every one of our colleagues][each and every one of our colleagues] areare growing.growing.““We” We” [leaders][leaders] only succeed when “they” only succeed when “they” [each and every one of our [each and every one of our colleagues]colleagues]
are succeeding.are succeeding.““We” We” [leaders][leaders] only energetically march toward Excellence when only energetically march toward Excellence when “ “they” they” [each and every one of our colleagues][each and every one of our colleagues] are energetically marching are energetically marching toward Excellence.toward Excellence.Period.Period.
““Leaders Leaders
‘‘dodo’’ people. people.
Period.”Period.” —Anon.
More than one More than one route forwardroute forward
14,00014,00020,00020,000
14,00014,00020,00020,000
3030
14,000/14,000/eeBayBay20,000/Amazon20,000/Amazon
3030/Craigslist/Craigslist
The greatest dangerThe greatest dangerfor most of usfor most of us
is not that our aim isis not that our aim istoo hightoo high
and we miss it,and we miss it,but that it isbut that it is
too lowtoo lowand we reach it.and we reach it.
MichelangeloMichelangelo
““Insanely Great”Insanely Great”Steve JobsSteve Jobs
““Radically thrilling” Radically thrilling”
BMWBMW
““We are crazy. We should do We are crazy. We should do something when people say it is something when people say it is
‘crazy.’‘crazy.’ If people say If people say something is ‘good’, it something is ‘good’, it means someone else means someone else is already doing it.”is already doing it.”
—Hajime Mitarai, Canon—Hajime Mitarai, Canon
F.Y.I.F.Y.I.
“I am often asked by I am often asked by would-be entrepreneurs would-be entrepreneurs seeking escape from life seeking escape from life within huge corporate within huge corporate structures, ‘How do I structures, ‘How do I build a small firm for build a small firm for myself?’ The answer myself?’ The answer
seems obviousseems obvious … …
“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How
do I build a small firm for myself?’ The answer seems
obvious: Buy a very Buy a very largelarge
one and just one and just waitwait.”.” —Paul Ormerod, Why Most Things
Fail: Evolution, Extinction and Economics
““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 nonenone ofof
the lon the longg-term survivors mana-term survivors managged to ed to outoutpperform the market. Worse, the erform the market. Worse, the lonlongger comer comppanies had been in the anies had been in the
database, the worse thedatabase, the worse theyy did did.” .” —Financial Times—Financial Times
““Data drawn from the real world Data drawn from the real world attest to a fact that is beyond attest to a fact that is beyond
our control:our control: Everything in existence tends to deteriorate.”
—Norberto Odebrecht, —Norberto Odebrecht, Education Through WorkEducation Through Work
“ ‘Good management’ was the most powerful reason
[leading firms] failed to stay atop their industries. Precisely Precisely
because these firms listened to their because these firms listened to their customers, invested aggressively in customers, invested aggressively in
technologies that would provide their technologies that would provide their customers more and better products of the customers more and better products of the
sort they wanted, and because they sort they wanted, and because they carefully studied market trends and carefully studied market trends and
systematically allocated investment capital systematically allocated investment capital to innovations that promised the best to innovations that promised the best
returns, they lost their positions of returns, they lost their positions of leadership.”leadership.”
—Clayton Christensen, The Innovator’s Dilemma
“It is generally much easier to kill an
organization than change it substantially.”
—Kevin Kelly, Out of Control
Tom Peters’Tom Peters’
Excellence.Excellence.Always.Always.
FORUM HSM DE ESTRATEGIAFORUM HSM DE ESTRATEGIASao Paulo/24 August 2010Sao Paulo/24 August 2010
Slides at …
tompeters.comtompeters.com
Part Part ONEONE
Little =Little =
BIGBIG***Thank you, Mr. Prime Minister*Thank you, Mr. Prime Minister
#1#1
Big carts =Big carts =
1.5X1.5XSource: Wal*MartSource: Wal*Mart
Bag sizes = New markets:Bag sizes = New markets:
$B$BSource: PepsiCoSource: PepsiCo
#2#2
Don’t like it?Don’t like it?Don’t pay.Don’t pay.
Source: Graniterock Co.Source: Graniterock Co.
#3#3
It It BEGINSBEGINS (and (and ENDSENDS) )
in the …in the …
parkingparking lotlot**
*Disney*Disney
#4#4
<TG<TGWWand …and …
>TG>TGRR[Things Gone [Things Gone WRONGWRONG-Things Gone -Things Gone RIGHTRIGHT]]
““May I clean May I clean your your
glasses, glasses, sir?”*sir?”*
*Kingfisher Air*Kingfisher Air
““Perception Perception is allis all
there is”there is”
ComebackComeback[big, quick response][big, quick response]
>>>>PerfectionPerfection
Acquire vs maintain*:Acquire vs maintain*:
5X5X*Recession goal: *Recession goal: Higher “market share” Higher “market share” currentcurrent customers customers
THE PROBLEM IS THE PROBLEM IS RARELY/NEVER THE RARELY/NEVER THE
PROBLEM. THEPROBLEM. THE
RESPONSERESPONSE TO THE TO THE PROBLEM INVARIABLY PROBLEM INVARIABLY ENDS UP BEING THE ENDS UP BEING THE
REAL PROBLEMREAL PROBLEM.**PERCEPTION IS ALL THERE IS!*PERCEPTION IS ALL THERE IS!
#5#5
Press Ganey AssocPress Ganey Assoc:: 139,380139,380 former former patients from patients from 225225 hospitals: hospitals:
nonenone of THE top 15 of THE top 15
factors determining factors determining PPatient atient
SSatisfaction referred to patient’s atisfaction referred to patient’s health health outcomeoutcome
P.S.P.S. directldirectly related to y related to StaffStaff InteractionInteraction
P.P.S.P.P.S. directldirectly correlated with y correlated with EmploEmployyee ee SatisfactionSatisfaction
Source: Source: Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel
““There is a misconception that supportive interactions require There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although more staff or more time and are therefore more costly. Although
labor costs are a substantial part of any hospital budget, the labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. interactions themselves add nothing to the budget.
Kindness is Kindness is freefree.. Listening to patients or answering their Listening to patients or answering their
questions costs nothing. It can be argued that negative questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … needs or limiting their sense of control—can be very costly. …
Angry, frustrated or frightened patients may be combative, Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a than it would have taken to interact with them initially in a
positive way.”positive way.” ——Putting Patients FirstPutting Patients First, Susan Frampton, , Susan Frampton, Laura Gilpin, Patrick CharmelLaura Gilpin, Patrick Charmel
The “krp The “krp Theory of Theory of
Everything”Everything”
K = R = K = R = PP
Kindness = Repeat business = Profit.Kindness = Repeat business = Profit.
K = R = P/Kindness = Repeat business = Profit/K = R = P/Kindness = Repeat business = Profit/Kindness:Kindness:
Kind.Kind.Thoughtful.Thoughtful.Decent. Decent. Caring. Caring. Attentive.Attentive.Engaged.Engaged.Listens well/obsessively.Listens well/obsessively.Appreciative.Appreciative.Open.Open.Visible.Visible.Honest.Honest.Responsive.Responsive.On time all the time.On time all the time.Apologizes with dispatch for screwups.Apologizes with dispatch for screwups.““Over”-reacts to screwups of any magnitude.Over”-reacts to screwups of any magnitude.““Professional” in all dealings.Professional” in all dealings.Optimistic.Optimistic.Understand that kindness to staff breeds kindness to others/outsiders.Understand that kindness to staff breeds kindness to others/outsiders.Applies throughout the “supply chain.”Applies throughout the “supply chain.”Applies to 100% of customer’s staff.Applies to 100% of customer’s staff.Explicit part of values statement.Explicit part of values statement.Basis for evaluation of 100% of our staff.Basis for evaluation of 100% of our staff.
““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
#6#6
ClintonClintonCornwallisCornwallisYorktownYorktownEdward VIIEdward VII
#7#7
““Experiences Experiences are as distinct are as distinct
from services as from services as services are from services are from goods.”goods.” —Joe Pine & Jim Gilmore, The
Experience Economy: Work Is Theatre & Every Business a Stage
“The [Starbucks] Fix” Is on …
“We have “We have identified a identified a
‘third place.’‘third place.’ And
I really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers come for refuge.” —Nancy Orsolini, District
Manager
Up,Up, Up,Up, Up, Up,
UpUp
the Value-added Ladder.the Value-added Ladder.
The Value-added Ladder
Scintillating Scintillating EXPERIENCESEXPERIENCES
ServicesServicesGoodsGoods
Raw Materials Raw Materials
CCXXOO**Chief eXperience Officer
#8#8
All EAll Eqqual ual ExceExcepptt … …
“At Sony we assume that all “At Sony we assume that all products of our competitors have products of our competitors have
basically the same technology, price, basically the same technology, price,
performance and features.performance and features. DesiDesiggn n is the onlis the onlyy thin thingg that that
differentiates one differentiates one pproduct from another in roduct from another in the marketthe marketpplacelace.”.” —Norio—Norio OhgaOhga
“Design is “Design is treated like a treated like a religionreligion at BMW.” at BMW.” —Fortune—Fortune
““We don’t have a good language to We don’t have a good language to talk about this kind of thing. In talk about this kind of thing. In
most people’s vocabularies, design most people’s vocabularies, design means veneer. … But to me, nothing means veneer. … But to me, nothing could be further from the meaning could be further from the meaning
of design.of design. Design is the Design is the fundamentalfundamental soulsoul
of a man-made of a man-made creation.”creation.” —Steve Jobs—Steve Jobs
Hypothesis:Hypothesis: DESIGNDESIGN is is the pthe principalrincipal
differencedifference between love between love
and hate! and hate!
CCDDOO**Chief DesignDesign Officer
#9#9
““Forget Forget ChinaChina, , IndiaIndia and the and the InternetInternet: :
Economic Growth Is Economic Growth Is Driven by Driven by
WomenWomen.”.”
Source: Headline, Economist
W W > > 2X2X (C + (C + I)*I)*
*“Women now drive the global economy. Globally, they control about*“Women now drive the global economy. Globally, they control about
$20 trillion$20 trillion in consumer spending, and that figure could climb as high as in consumer spending, and that figure could climb as high as
$28 trillion$28 trillion in the next five years. Their in the next five years. Their $13 trillion$13 trillion in total yearly earnings in total yearly earnings
could reach could reach $18 trillion$18 trillion in the same period. In aggregate, women represent a in the same period. In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in 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 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 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 confidant that they have a winning strategy when it comes to women. Consider Dell’s …”Dell’s …” —Michael Silverstein and Kate Sayre, “The Female Economy,” —Michael Silverstein and Kate Sayre, “The Female Economy,” HBRHBR, ,
09.0909.09
““One thing is certain: Women’s rise to power, which is One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no in all domains and at all levels of society. Women are no
longer content to provide efficient labor or to be longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to consumers with rising budgets and more autonomy to spend. … This is just the beginning. The phenomenon spend. … This is just the beginning. The phenomenon
will only grow as girls prove to be more successful than will only grow as girls prove to be more successful than
boys in the school system.boys in the school system. For a number For a number of observers, we have of observers, we have
already entered the age of already entered the age of ‘‘womenomics,’ the economy womenomics,’ the economy
as thought out and as thought out and practiced by a womanpracticed by a woman.”.” —Aude —Aude
Zieseniss de Thuin, Women’s Forum for the Economy and Society Zieseniss de Thuin, Women’s Forum for the Economy and Society
““Women Women areare thethe
majority majority market”market”
—Fara Warner/—Fara Warner/The Power of the PurseThe Power of the Purse
““Goldman Sachs in Tokyo has Goldman Sachs in Tokyo has developed an index of 115 developed an index of 115
companies poised to benefit companies poised to benefit from women’s increased from women’s increased
purchasing power; purchasing power; over the past over the past decade the value of shares in decade the value of shares in Goldman’s basket has risen by Goldman’s basket has risen by
96%, against the Tokyo 96%, against the Tokyo stockmarket’s rise stockmarket’s rise
of 13%of 13%.”.” —Economist, April 15
The Perfect Answer
Jill and Jack buy slacks in black…
2.62.6 vs.vs.
2121
#10#10
Up,Up, Up,Up, Up, Up,
UpUp
the Value-added Ladder.the Value-added Ladder.
$50B+*$50B+**IBM Global Services/*IBM Global Services/
“Systems integrator of choice”“Systems integrator of choice”
MasterCard MasterCard AdvisorsAdvisors
HuHuggee:: Customer
SatisfactionSatisfaction versus Customer
SuccessSuccess
“ ‘“ ‘Results’ are Results’ are measured by the measured by the
successsuccess of all those of all those who have purchased who have purchased
your product or your product or service”service” —Jan Gunnarsson & Olle Blohm, —Jan Gunnarsson & Olle Blohm, The The
Welcoming LeaderWelcoming Leader
The Value-added Ladder/ OPPORTUNITY-SEEKINGOPPORTUNITY-SEEKING
Customer Success/ Customer Success/ Gamechanging Gamechanging
SolutionsSolutionsScintillating Experiences
ServicesGoods
Raw Materials
Part Part TWOTWO
#11#11
19771977
MBWMBWAA
Managing By Wandering Around/Managing By Wandering Around/HPHP
19821982
Excellence1982: The Bedrock “Eight Basics”Excellence1982: The Bedrock “Eight Basics”
1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomyy and 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 Properties Properties
““Breakthrough” 82*Breakthrough” 82*
People! People! CustomersCustomers
! ! Action! Action! Values! Values!
**In Search of ExcellenceIn Search of Excellence
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)
#12#12
20072007SiberiaSiberia
Why in the Why in the
World did World did youyou
go to go to SiberiaSiberia??
EnterpriseEnterprise* ** (*at its best):* ** (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , joyfuljoyful, , creativecreative, , entrepreneurialentrepreneurial endeavor that endeavor that elicits maximum elicits maximum
concerted human concerted human potential potential in the in the wholeheartedwholehearted serviceservice of othersof others.****Employees, Customers, Suppliers, Communities, Owners, Temporary **Employees, Customers, Suppliers, Communities, Owners, Temporary partnerspartners
#13#13
20072007SydneSydne
yy
Organizations Organizations existexist to to serveserve. Period.. Period.
Leaders Leaders live live toto serveserve. Period.. Period.
… … no less than no less than CathedralsCathedrals
in which the full and in which the full and awesome power of the awesome power of the
Imagination and Spirit and Imagination and Spirit and native Entrepreneurial flairnative Entrepreneurial flair
of diverse individualsof diverse individuals is is unleashed in passionate unleashed in passionate pursuit of … pursuit of … ExcellenceExcellence..
““We are a We are a ‘Life ‘Life
Success’ Success’ Company.”Company.”
Dave Liniger, founder, RE/MAX
““Managing winds up being Managing winds up being the management of the the management of the allocation of resources allocation of resources
against tasks. Leadership against tasks. Leadership
focuses on people. focuses on people. MMyy definition of a leader definition of a leader
is someone who is someone who helhelpps s ppeoeopple le
succeedsucceed.”.” —Carol Bartz, Yahoo!—Carol Bartz, Yahoo!
““Business has to give people enriching, Business has to give people enriching,
rewarding lives … rewarding lives … or it's or it's simply not simply not
worth worth doingdoing.”.”
——Richard BransonRichard Branson
LeadershipLeadership is a sacred is a sacred
trust.*trust.**President, classroom teacher, CEO, shop foreman*President, classroom teacher, CEO, shop foreman
#14#14
Brand Brand = =
Talent.Talent.
Our Mission
To develop and manage To develop and manage talent;talent;
to apply that talent,to apply that talent,throughout the world, throughout the world,
for the benefit of clients;for the benefit of clients;to do so in partnership; to do so in partnership;
to do so with profit.to do so with profit.
WPP
#15#15
#1.#1.StrategicStrategic..Priority.Priority.Period.Period.
““Development can help great Development can help great
people be even better—people be even better— but if but if I had a dollar to I had a dollar to
spend, I’d spend 70 spend, I’d spend 70 cents getting the cents getting the
right person in the right person in the doordoor.”.” ——Paul Russell, Director, Leadership &Paul Russell, Director, Leadership &
Development, Google Development, Google
#16#16
““The The ONEONE Question”: Question”: “In the last year [3 years, current job], “In the last year [3 years, current job],
name the … name the … threethree ppeoeopplele … whose growth you’ve … whose growth you’ve
most contributed to. Please explain where they were at the most contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are beginning of the year, where they are today, and where they are
heading in the next 12 months. Please explain in painstaking detail heading in the next 12 months. Please explain in painstaking detail your development strategy in each case. Please tell me your biggest your development strategy in each case. Please tell me your biggest development disappointment—looking back, could you or would you development disappointment—looking back, could you or would you have done anything differently? Please tell me about your greatest have done anything differently? Please tell me about your greatest
development triumph—and disaster—in the last five years. Whatdevelopment triumph—and disaster—in the last five years. What are the ‘three big things’ you’ve learned about helping people are the ‘three big things’ you’ve learned about helping people
grow along the way.”grow along the way.”
2/year 2/year = =
legacy.legacy.
#17#17
Employee retention & satisfaction:Employee retention & satisfaction:
OverwhelminOverwhelminggllyy based on the based on the
first-line first-line manamanagger!er!
Source: Marcus Buckingham & Curt Coffman, Source: Marcus Buckingham & Curt Coffman, First, Break All First, Break All the Rules: What the World’s Greatest Managers Do Differentlythe Rules: What the World’s Greatest Managers Do Differently
Capital Asset Capital Asset
**Selecting and training and**Selecting and training and mentoring one’s pool of front- mentoring one’s pool of front- line managers can be a “Core line managers can be a “Core Competence” of surpassing Competence” of surpassing strategic importance. strategic importance.**Put under a microscope every**Put under a microscope every attribute of the cradle-to- attribute of the cradle-to- grave process of building the grave process of building the capability of our cadre of capability of our cadre of front-line managers. front-line managers.
Capital AssetCapital Asset
I am sure you “spend time” I am sure you “spend time” on this. My question: Is it an on this. My question: Is it an
… … OBSESSIONOBSESSION … …worthy of the impact it has worthy of the impact it has on enterprise performance?on enterprise performance?
Part Part THREETHREE
#18#18
#19#19
““The doctor The doctor interruptsinterrupts after …*after …*
*Source: Jerome Groopman, *Source: Jerome Groopman, How Doctors ThinkHow Doctors Think
1818 secondsseconds
[An obsession with] Listening is ... the ultimate mark[An obsession with] Listening is ... the ultimate mark of of RespectRespect..Listening is ... the heart and soul of Listening is ... the heart and soul of EngagementEngagement..Listening is ... the heart and soul of Listening is ... the heart and soul of KindnessKindness..Listening is ... the heart and soul of Listening is ... the heart and soul of ThoughtfulnessThoughtfulness..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 PartnershipPartnership..Listening is ... a Listening is ... a Team SportTeam Sport..Listening is ... a Listening is ... a Developable Individual SkillDevelopable Individual Skill.* .* (*Though women (*Though women are are farfar better at it than men.) better at it than men.)
Listening is ... the basis for Listening is ... the basis for CommunityCommunity..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that workJoint Ventures that work..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures thatJoint Ventures that lastlast..Listening is ... the core of Listening is ... the core of effective Cross-functional effective Cross-functional Communication* Communication* (*Which is in turn Attribute #1 of (*Which is in turn Attribute #1 of organizational effectiveness.)organizational effectiveness.)
[cont.][cont.]
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 BusinessKeeping the Customer’s Business..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 maintenanceNetwork maintenance..Listening is ... the engine of Listening is ... the engine of Network expansionNetwork expansion..Listening is ... Social Networking’s Listening is ... Social Networking’s “secret weapon.”“secret weapon.”Listening is ... Listening is ... Learning.Learning.Listening is ... the Listening is ... the sine qua non of Renewalsine qua non of Renewal..Listening is ... the Listening is ... the sine qua non of Creativitysine qua non of Creativity..Listening is ... the Listening is ... the sine qua non of Innovationsine qua non of Innovation..Listening is ... the core of Listening is ... the core of taking Diverse opinions aboardtaking Diverse opinions aboard..Listening is ... Listening is ... StrategyStrategy..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.*Profitable.* (*The “R.O.I.” from listening is higher than(*The “R.O.I.” from listening is higher than from any other single activity.)from any other single activity.)
Listening is … the bedrock which underpins a Listening is … the bedrock which underpins a Commitment toCommitment to EXCELLENCEEXCELLENCE
If If you agree with the above, shouldn’t listening be ... a Core you agree with the above, shouldn’t listening be ... a Core
Value?Value?If you agree with the above, shouldn’t listening be ... perhaps If you agree with the above, shouldn’t listening be ... perhaps Core Value #1?* Core Value #1?* (*“We are Effective Listeners—we treat (*“We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.”)to Respect and Engagement and Community and Growth.”)If you agree, shouldn’t listening be ... a Core Competence?If you agree, shouldn’t listening be ... a Core Competence?If you agree, shouldn’t listening be ... Core Competence #1?If you agree, shouldn’t listening be ... Core Competence #1?If you agree, shouldn’t listening be ... an explicit “agenda item” If you agree, shouldn’t listening be ... an explicit “agenda item” at every Meeting?at every Meeting?If you agree, shouldn’t listening be ... our Strategy—per se? If you agree, shouldn’t listening be ... our Strategy—per se? (Listening = Strategy.)(Listening = Strategy.)If you agree, shouldn’t listening be ... the #1 skill we look for in If you agree, shouldn’t listening be ... the #1 skill we look for in Hiring (for every job)?Hiring (for every job)?
If you agree, shouldn’t listening be ... the #1 attribute we If you agree, shouldn’t listening be ... the #1 attribute we examine in our Evaluations?examine in our Evaluations?If you agree, shouldn’t listening be ... the #1 skill we look for If you agree, shouldn’t listening be ... the #1 skill we look for in Promotion decisions?in Promotion decisions?If you agree, shouldn’t listening be ... the #1 Training priority If you agree, shouldn’t listening be ... the #1 Training priority at every stage of everyone’s career—from Day #1 to Day at every stage of everyone’s career—from Day #1 to Day LAST?LAST?If you agree, what are you going to do about it ... in the next If you agree, what are you going to do about it ... in the next 30 MINUTES?30 MINUTES?If you agree, what are you going to do about it ... at your If you agree, what are you going to do about it ... at your NEXT meeting?NEXT meeting?If you agree, what are you going to do about it ... by the end If you agree, what are you going to do about it ... by the end of the DAY?of the DAY?If you agree, what are you going to do about it ... in the next If you agree, what are you going to do about it ... in the next 30 DAYS?30 DAYS?If you agree, what are you going to do about it ... in the next If you agree, what are you going to do about it ... in the next 12 MONTHS?12 MONTHS?
*Listening is of the*Listening is of the
utmost … utmost … strategic importance! importance!
*Listening is a proper … *Listening is a proper …
core value ! !
*Listening is … *Listening is … trainable !!
*Listening is a … *Listening is a … profession ! !
*Listening is a … *Listening is a …
professionprofession!!
ListenListen = Profession = Study = practice = evaluation = = Profession = Study = practice = evaluation = Enterprise value:
"We listen intently "We listen intently to and fully to and fully
engageengage all with whom all with whom
we work."we work."
““You can make more You can make more friends in two months friends in two months bbyy becominbecomingg interested in interested in
other other ppeoeopple thanle than you can you can in two years by trying to in two years by trying to
get other people get other people interested in you.”interested in you.” —Dale
Carnegie
#20#20
““The The fourfour most most importantimportant wordswords in any in any
organization are …organization are …
The four most important words in any organizationThe four most important words in any organization
are …are … “What do “What do youyou
think?”think?”
Source: courtesy Dave Wheeler, posted at tompeters.comSource: courtesy Dave Wheeler, posted at tompeters.com
Tomorrow: How Tomorrow: How many times will you many times will you
“ask the WDYT “ask the WDYT question”?question”?
[Count!] [Practice [Practice
makes better!] [This is a makes better!] [This is a
STRATEGIC skill!]skill!]
#21#21
““The deepest The deepest human need is human need is
the … the … need to be need to be aappppreciatedreciated.”.”
—William James—William James
Tomorrow: How many Tomorrow: How many times will you mange to times will you mange to blurt out, “Thank you”? blurt out, “Thank you”?
[Count ‘em!]
[Practice makes better!* *The engineer from [Practice makes better!* *The engineer from
Manchester.]] [This is a Manchester.]] [This is a STRATEGIC skill!]skill!]
*appreciation is of the*appreciation is of the
utmost … utmost … strategicstrategic importance! importance!
*appreciation is a proper … *appreciation is a proper …
core core valuevalue ! !
*appreciation is … *appreciation is … trainabletrainable !!
*appreciation is a … *appreciation is a … professionprofession ! !
#22#22
““I regard I regard aappoloologgizinizing as the g as the most magical, healing, most magical, healing,
restorative gesture human restorative gesture human beings can make. It is the beings can make. It is the
centerpiece of my work with centerpiece of my work with executives who want to get executives who want to get better.”better.” —Marshall Goldsmith—Marshall Goldsmith, What Got You , What Got You
Here Won’t Get You There: How Successful People BecomeHere Won’t Get You There: How Successful People Become Even More Successful. Even More Successful.
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.
#23#23
problem #1.Opportunity
#1.
X X =XFX*=XFX*
**ExcellenceExcellence = Cross-functional Excellence = Cross-functional Excellence
Never Never waste a waste a lunch!lunch!
????????
% XF % XF lunches*lunches*
*Measure! Monthly! Part of evaluation! [The PA’s *Measure! Monthly! Part of evaluation! [The PA’s Club.]Club.]
““Allied commands depend Allied commands depend on mutual confidence on mutual confidence [and this confidence] [and this confidence] is gained, above all is gained, above all
through the through the develodeveloppmentment ofof friendshifriendshippss.”.”
——General D.D. Eisenhower, General D.D. Eisenhower, Armchair GeneralArmchair General* (05.08)* (05.08)
*“Perhaps his most outstanding ability [at West Point]*“Perhaps his most outstanding ability [at West Point] was the ease with which he was the ease with which he made friends and earned the made friends and earned the
trusttrust of fellow cadets who came from widely varied of fellow cadets who came from widely varied backgrounds; it was a quality that would pay greatbackgrounds; it was a quality that would pay great dividends during his future coalition command.”dividends during his future coalition command.”
Lunch Lunch > SAP/> SAP/OracleOracle
(Way) Underutilized Lever(Way) Underutilized Lever
Space!Space!Space!Space!Space!Space!Space!Space!
Geologists + Geologists + Geophysicists + Geophysicists +
A little bit of love =A little bit of love =
OilOil
C(I) > C(E)C(I) > C(E)LunchLunchKudosKudosLearning/ Presence/PresentationsLearning/ Presence/PresentationsFacetime C(E)Facetime C(E)TransparencyTransparencyAwardsAwardsCo-locate/Geologists-GeophysicistsCo-locate/Geologists-GeophysicistsTime!!!!!!!!!!!!!!!!!!!!!!!!!!Time!!!!!!!!!!!!!!!!!!!!!!!!!!Motherhood (“If don’t take credit …)Motherhood (“If don’t take credit …)Staff C.Sat./UnicreditStaff C.Sat./Unicredit
The “XF-50”: 50 Ways to The “XF-50”: 50 Ways to Enhance Cross-Functional Enhance Cross-Functional Effectiveness and Deliver Effectiveness and Deliver
Speed, “Service Speed, “Service Excellence” and “Value-Excellence” and “Value-
added Customer added Customer ‘Solutions’”‘Solutions’”
1. It’s our organization to make work—or not. It’s not “them,” the outside 1. It’s our organization to make work—or not. It’s not “them,” the outside world that’s the problem. world that’s the problem. The enemy is us.The enemy is us. Period. Period.2. Friction-free! Dump 90% of “middle managers”—most are advertent or 2. Friction-free! Dump 90% of “middle managers”—most are advertent or inadvertent “power freaks.” We are all—every one of us—in the Friction inadvertent “power freaks.” We are all—every one of us—in the Friction Removal Business, one moment at a time, now and forevermore.Removal Business, one moment at a time, now and forevermore.3. 3. No “stovepipes”! “Stove-piping,” “Silo-ing” is an No “stovepipes”! “Stove-piping,” “Silo-ing” is an Automatic Firing Automatic Firing OffenseOffense. Period. No appeals. (Within the limits of civility, somewhat . Period. No appeals. (Within the limits of civility, somewhat “public” firings are not out of the question—that is, make one and all “public” firings are not out of the question—that is, make one and all aware why the axe fell.)aware why the axe fell.)4.4. Everything Everything on the Web. This helps. A lot. (“Everything” = Big word.)on the Web. This helps. A lot. (“Everything” = Big word.)5. Open access. All available to all. Transparency, beyond a level that’s 5. Open access. All available to all. Transparency, beyond a level that’s “sensible,” is a de facto imperative in a Burn-the-Silos strategy.“sensible,” is a de facto imperative in a Burn-the-Silos strategy.6.6. Project managers rule!! Project managers rule!! Project managers running XF (cross-functional) Project managers running XF (cross-functional) projects are the Elite of the organization, and seen as such and treated as projects are the Elite of the organization, and seen as such and treated as such. (The likes of construction companies have practiced this more or such. (The likes of construction companies have practiced this more or less forever.)less forever.)7. “Value-added Proposition” = Application of integrated resources. (From 7. “Value-added Proposition” = Application of integrated resources. (From the entire supply-chain.) To deliver on our emergent business raison the entire supply-chain.) To deliver on our emergent business raison d’etre, and compete with the likes of our Chinese and Indian brethren, we d’etre, and compete with the likes of our Chinese and Indian brethren, we must co-operate with anybody and everybody “24/7.” IBM, UPS and many, must co-operate with anybody and everybody “24/7.” IBM, UPS and many, many others are selling far more than a product or service that works—many others are selling far more than a product or service that works—the new “it” is pure and simple a product of XF co-operation; “the product the new “it” is pure and simple a product of XF co-operation; “the product isis the co-operation” is not much of a stretch. the co-operation” is not much of a stretch.
8.8. “XF work” is the direct work of leaders! “XF work” is the direct work of leaders!9.9. “Integrated solutions” = Our “Culture.” “Integrated solutions” = Our “Culture.” (Therefore: XF = Our culture.) (Therefore: XF = Our culture.)10. Partner with “best-in-class” only. Their pursuit of Excellence helps us 10. Partner with “best-in-class” only. Their pursuit of Excellence helps us get beyond petty bickering. An all-star team has little time for anything get beyond petty bickering. An all-star team has little time for anything other than delivering on the (big) Client promise.other than delivering on the (big) Client promise.11.11. All functions are created equal! All functions are created equal! All functions contribute equally! All = All functions contribute equally! All = All.All.12. All functions are “PSFs,” Professional Service Firms. 12. All functions are “PSFs,” Professional Service Firms. “Professionalism” is the watchword—and true Professionalism rises above “Professionalism” is the watchword—and true Professionalism rises above turf wars. You are your projects, your legacy is your projects—and the turf wars. You are your projects, your legacy is your projects—and the legacy will be skimpy indeed unless you pass, with flying colors, the legacy will be skimpy indeed unless you pass, with flying colors, the “works well with others” exam!“works well with others” exam!13.13. We are all in sales! We are all in sales! We all (a-l-l) “sell” those Integrated Client Solutions. We all (a-l-l) “sell” those Integrated Client Solutions. Good salespeople don’t blame others for screwups—the Clint doesn’t care. Good salespeople don’t blame others for screwups—the Clint doesn’t care. Good salespeople are “quarterbacks” who make the system work-deliver.Good salespeople are “quarterbacks” who make the system work-deliver.14. 14. We all invest in “wiring” the Client organization—we develop We all invest in “wiring” the Client organization—we develop comprehensive relationships in every part (function, level) of the Client’s comprehensive relationships in every part (function, level) of the Client’s organization. organization. We pay special attention to the so-called “lower levels,” short We pay special attention to the so-called “lower levels,” short on glamour, long on the ability to make things happen at the “coalface.”on glamour, long on the ability to make things happen at the “coalface.”15. We all “live the Brand”—which is Delivery of Matchless Integrated 15. We all “live the Brand”—which is Delivery of Matchless Integrated Solutions which transform the Client’s organization. To “live the brand” is Solutions which transform the Client’s organization. To “live the brand” is to become a raving fan of XF co-operation.to become a raving fan of XF co-operation.
16. We use the word 16. We use the word “partner”“partner” until we want to barf! (Words matter! A lot!) until we want to barf! (Words matter! A lot!)17. We use the word 17. We use the word “team”“team” until we want to barf. (Words matter! A lot!) until we want to barf. (Words matter! A lot!)18. We use the word 18. We use the word “us”“us” until we want to barf. (Words matter! A lot!) until we want to barf. (Words matter! A lot!)19. We obsessively seek Inclusion—and abhor exclusion. We want more 19. We obsessively seek Inclusion—and abhor exclusion. We want more people from more places (internal, external—the whole “supply chain”) people from more places (internal, external—the whole “supply chain”) aboard in order to maximize systemic benefits.aboard in order to maximize systemic benefits.20. 20. Buttons & Badges matter—we work relentlessly at team (XF team) Buttons & Badges matter—we work relentlessly at team (XF team) identity and solidarity. (“Corny”? Get over it.)identity and solidarity. (“Corny”? Get over it.)21.21. All (almost all) rewards are team rewards.All (almost all) rewards are team rewards.22. We keep base pay rather low—and give whopping bonuses for 22. We keep base pay rather low—and give whopping bonuses for excellent team delivery of “seriously cool” cross-functional Client benefits.excellent team delivery of “seriously cool” cross-functional Client benefits.23.23. WE NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR WE NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR SCREWUPSSCREWUPS..24. WE TAKE THE HEAT—THE WHOLE TEAM. (For anything and 24. WE TAKE THE HEAT—THE WHOLE TEAM. (For anything and everything.) (Losing, like winning, is a team affair.)everything.) (Losing, like winning, is a team affair.)25.25. “BLAMING” IS AN AUTOMATIC FIRING OFFENSE. “BLAMING” IS AN AUTOMATIC FIRING OFFENSE.26.26. “Women rule.” “Women rule.” Women are simply better at the XF communications Women are simply better at the XF communications stuff—less power obsessed, less hierarchically inclined, more group-team stuff—less power obsessed, less hierarchically inclined, more group-team oriented.oriented.
27. Every member of our team is an honored contributor. “XF project 27. Every member of our team is an honored contributor. “XF project Excellence” is an “all hands” affair.Excellence” is an “all hands” affair.28. We 28. We are are our XF Teams! XF project teams are how we get things done.our XF Teams! XF project teams are how we get things done.29. “Wow Projects” rule, large or small—Wow projects demand by 29. “Wow Projects” rule, large or small—Wow projects demand by definition XF Excellence.definition XF Excellence.30. 30. We routinely attempt to unearth and then reward “small gestures” of We routinely attempt to unearth and then reward “small gestures” of XF co-operation.XF co-operation.31. We invite Functional Bigwigs to our XF project team reviews.31. We invite Functional Bigwigs to our XF project team reviews.32. We 32. We insist insist on Client team participation—from all functions of the Client on Client team participation—from all functions of the Client organization.organization.33. An “Open talent market” helps make the projects “silo-free.” People 33. An “Open talent market” helps make the projects “silo-free.” People want in on the project because of the opportunity to do something want in on the project because of the opportunity to do something memorable—no one will tolerate delays based on traditional functional memorable—no one will tolerate delays based on traditional functional squabbling. squabbling. 34. Flat! Flat = Flattened Silos. Flat = Excellence based on XF project 34. Flat! Flat = Flattened Silos. Flat = Excellence based on XF project outcomes, not power-hoarding within functional boundaries. outcomes, not power-hoarding within functional boundaries. 35. New “C-level”? 35. New “C-level”? We more or less need a “C-level” job titled Chief We more or less need a “C-level” job titled Chief Bullshit Removal Officer.Bullshit Removal Officer. That is, some kind of formal watchdog whose That is, some kind of formal watchdog whose role in life is to make cross-functionality work, and I.D. those who don’t role in life is to make cross-functionality work, and I.D. those who don’t get with the program.get with the program.36.36. Huge (H-U-G-E) co-operation bonuses.Huge (H-U-G-E) co-operation bonuses. Senior team members who Senior team members who conspicuously shine in the “working together” bit are rewarded Big Time. conspicuously shine in the “working together” bit are rewarded Big Time. (A million bucks in one case I know—and a non-cooperating very senior (A million bucks in one case I know—and a non-cooperating very senior was sacked.)was sacked.)
37.37. Get physical!! “Co-location” is the most powerful “culture changer. Get physical!! “Co-location” is the most powerful “culture changer. Physical X-functional proximity is almost a guarantee (yup!) of Physical X-functional proximity is almost a guarantee (yup!) of remarkably improved co-operation—to aid this one needs flexible remarkably improved co-operation—to aid this one needs flexible workspaces that can be mobilized for a team in a flash.workspaces that can be mobilized for a team in a flash.38.38. Ad hoc. Ad hoc. To improve the new “X-functional Culture,” little XF teams To improve the new “X-functional Culture,” little XF teams should be formed on the spot to deal with an urgent issue—they may should be formed on the spot to deal with an urgent issue—they may live for but ten days, but it helps the XF habit, making it normal to be live for but ten days, but it helps the XF habit, making it normal to be “working the XF way.”“working the XF way.”39. “Deep dip.” Dive three levels down in the organization to fill a 39. “Deep dip.” Dive three levels down in the organization to fill a senior role with some one who has been pro-active on the XF senior role with some one who has been pro-active on the XF dimension.dimension.40. 40. Formal evaluations. Everyone, starting with the receptionist, should Formal evaluations. Everyone, starting with the receptionist, should have an important XF rating component in their evaluation.have an important XF rating component in their evaluation.41. Demand XF experience for, especially, senior jobs. The military 41. Demand XF experience for, especially, senior jobs. The military requires all would-be generals and admirals to have served a full tour in requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional. Great idea! a job whose only goals were cross-functional. Great idea! 42. Early project “management” experience. Within days, literally, of 42. Early project “management” experience. Within days, literally, of coming aboard folks should be “running” some bit of a project, coming aboard folks should be “running” some bit of a project, working with folks from other functions—hence, “all this” becomes as working with folks from other functions—hence, “all this” becomes as natural as breathing.natural as breathing.43. “Get ‘em out with the customer.” Rarely does the accountant or 43. “Get ‘em out with the customer.” Rarely does the accountant or bench scientist call on the customer. Reverse that. Give everyone more bench scientist call on the customer. Reverse that. Give everyone more or less regular “customer-facing experiences.” One learns quickly that or less regular “customer-facing experiences.” One learns quickly that the customer is not interested in our in-house turf battles!the customer is not interested in our in-house turf battles!
44. Put “it” on the–every agenda. XF “issues to be resolved” should be 44. Put “it” on the–every agenda. XF “issues to be resolved” should be on every agenda—morning project team review, weekly exec team on every agenda—morning project team review, weekly exec team meeting, etc. A “next step” within 24 hours (4?) ought to be part of the meeting, etc. A “next step” within 24 hours (4?) ought to be part of the resolution.resolution.45. XF “honest broker” or ombudsman. The ombudsman examines XF 45. XF “honest broker” or ombudsman. The ombudsman examines XF “friction events” and acts as Conflict Resolution Counselor. (Perhaps a “friction events” and acts as Conflict Resolution Counselor. (Perhaps a formal conflict resolution agreement?)formal conflict resolution agreement?)46. Lock it in! XF co-operation, central to any value-added mission, 46. Lock it in! XF co-operation, central to any value-added mission, should be an explicit part of the “Vision Statement.”should be an explicit part of the “Vision Statement.”47. 47. Promotions. Promotions. Every promotion, no exceptions, should put XF Every promotion, no exceptions, should put XF Excellence in the top 5 (3?) evaluation criteria.Excellence in the top 5 (3?) evaluation criteria.48. Pick partners based on their “co-operation proclivity.” Everyone must 48. Pick partners based on their “co-operation proclivity.” Everyone must be on board if “this thing” is going to work; hence every vendor, among be on board if “this thing” is going to work; hence every vendor, among others, should be formally evaluated on their commitment to XF others, should be formally evaluated on their commitment to XF transparency—e.g., can we access anyone at any level in any function of transparency—e.g., can we access anyone at any level in any function of their organization without bureaucratic barriers?their organization without bureaucratic barriers?49. Fire vendors who don’t “get it”—more than “get it,” welcome “it” with 49. Fire vendors who don’t “get it”—more than “get it,” welcome “it” with open arms.”open arms.”50.50. Jaw. Jaw. Jaw. Jaw. Jaw. Jaw. Talk XF cooperation-value-added at every Talk XF cooperation-value-added at every opportunity. Become a relentless bore!opportunity. Become a relentless bore!51.51. Excellence! Excellence! There is a state of XF Excellence per se. Talk about it. There is a state of XF Excellence per se. Talk about it.Pursue it. Aspire to nothing less.Pursue it. Aspire to nothing less.
Part Part FOURFOUR
#24#24
1/401/40
try it. Try it. Try it. try it. Try it. Try it. Try it. Try it. Try it.Try it. Try it. Try it.
Try it. Try it. Try it. Try it. Screw it Screw it up.up. Try it. Try it. Try Try it. Try it. Try
it. Try it. Try it. Try it. it. Try it. Try it. Try it. Try it. Try it. Screw it up.Screw it up. it. it. Try it. Try it. try it. Try it. Try it. try it.
Try it.Try it. Screw it up.Screw it up. Try Try it. Try it. Try it. it. Try it. Try it.
““We have a We have a ‘strategic plan.’ ‘strategic plan.’ It’s called It’s called doing doing thingsthings.”.” — Herb Kelleher
““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, We fixed them by doing it over and over, again and again.again and again. We do the same today. While our We do the same today. While our competitors are still sucking their thumbs trying to competitors are still sucking their thumbs trying to
make the design perfect, we’re already on prototype make the design perfect, we’re already on prototype
versionversion ##55.. By the time our rivals areBy the time our rivals are
ready with wires and screws, we are on versionready with wires and screws, we are on version
##1010.. It gets back to It gets back to
planning versus actingplanning versus acting: : We act We act from day onefrom day one; ; others plan how others plan how toto planplan——for monthsfor months.”.” —Bloomberg by —Bloomberg by
BloombergBloomberg
““ExperimenExperiment t
fearlessly”fearlessly”Source: BusinessWeek, Type A Organization Strategies/
“How to Hit a Moving Target”—Tactic #1Tactic #1
Success = Success = Relentless Relentless bumblingbumbling
#25#25
““Fail .Fail . Forward. Forward.
Fast.”Fast.”High Tech CEO, Pennsylvania
Read This!Read This!
Richard Farson & Ralph Keyes:Richard Farson & Ralph Keyes:
Whoever Makes Whoever Makes the Most Mistakes the Most Mistakes Wins: The Paradox Wins: The Paradox
of Innovationof Innovation
“The secret of fast progress is
inefficiency, fast and furious and
numerous failures.”
—Kevin Kelly
““RewardReward excellent failures.
PunishPunish mediocre successes.”
Phil Daniels, Sydney exec
““It is not enough to It is not enough to ‘tolerate’ failure—‘tolerate’ failure—
you must you must
‘celebrate’‘celebrate’ failure.”failure.” —Richard Farson (—Richard Farson (Whoever Makes the Whoever Makes the
Most Mistakes WinsMost Mistakes Wins))
#26#26
““Human Human creativity is creativity is the ultimate the ultimate
economic economic resource.”resource.” —Richard Florida,—Richard Florida,
The Rise of the Creative ClassThe Rise of the Creative Class
““Every child is Every child is born an artist. born an artist. The trick is to The trick is to
remain an artistremain an artist.”.” —Picasso—Picasso
#27#27
We We areare the the companycompany we keepwe keep
Measure “Strangeness”/Portfolio QualityMeasure “Strangeness”/Portfolio Quality
StaffStaffConsultantsConsultants
VendorsVendorsOut-sourcing Partners Out-sourcing Partners (#, Quality)(#, Quality)
Innovation Alliance PartnersInnovation Alliance PartnersCustomersCustomers
Competitors Competitors (who we “benchmark” against)(who we “benchmark” against)
Strategic Initiatives Strategic Initiatives Product Portfolio Product Portfolio (LineEx v. Leap)(LineEx v. Leap)
IS/IT ProjectsIS/IT ProjectsHQ LocationHQ LocationLunch MatesLunch Mates
LanguageLanguageBoardBoard
The “We are what we eat”The “We are what we eat”
axiom: axiom: At its core, At its core, evereveryy (!!!) (!!!) relationship-partnership decision relationship-partnership decision
(employee, vendor, customer, etc) is (employee, vendor, customer, etc) is a a stratestrateggicic decision about: decision about:
“Innovate,“Innovate, ‘Yes’ or ‘Yes’ or ‘No’ ” ”
Repeat:Repeat: WE ARE WHO WE ARE WHO WE HANG OUT WITH. WE HANG OUT WITH. (There's an incipient (There's an incipient scorecard on this ... scorecard on this ...
EVERY DAYEVERY DAY.).)
““Don’t Don’t benchmark, benchmark,
futuremark!”futuremark!” Impetus: “The future is already here; it’s just
not evenly distributed” —William Gibson
““[CEO A.G.] Lafley has shifted [CEO A.G.] Lafley has shifted P&G’sP&G’s focus on inventing focus on inventing
all its own products to developingall its own products to developing
others’ others’ inventions at inventions at least half the least half the
timetime.. One successfulOne successful
example, Mr. Clean Magic Eraser, based on a product found in example, Mr. Clean Magic Eraser, based on a product found in an Osaka market.”an Osaka market.” ——FortuneFortune
““You will become You will become like the five people like the five people you associate with you associate with the most—this can the most—this can
be either a blessing be either a blessing or a curse.”or a curse.” —Billy Cox—Billy Cox
Vanity Fair:Vanity Fair: “What is your most “What is your most marked characteristic?”marked characteristic?”
Mike Bloomberg:Mike Bloomberg:
““Curiosity.”Curiosity.”
““Who’s the most Who’s the most interesting person interesting person you’ve met in the you’ve met in the last 90 days? How last 90 days? How do I get in touch do I get in touch
with them?”with them?” —Fred Smith—Fred Smith
““Do one Do one thing every thing every
day that day that scares you.”scares you.”
—Eleanor Roosevelt
#28#28
“The The Bottleneck Bottleneck
……
“The The Bottleneck Bottleneck
Is at the Top Is at the Top of the of the
Bottle”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:
AtAt thethe totop!”p!” — Gary Hamel/Harvard Business Review
#29#29
Iron Innovation Equality Law:Iron Innovation Equality Law: The quality and The quality and
quantity and quantity and imaginativenessimaginativeness
of innovation shall be of innovation shall be the same in all the same in all
functionsfunctions —e.g., in HR and —e.g., in HR and purchasing as much as in marketing or purchasing as much as in marketing or
product development.*product development.*
*This is …*This is …
Strategic!Strategic!
#30#30
Innovation IndexInnovation Index:: How many of your Top 5Top 5 Strategic
Initiatives/Key Projects score 88 or higher or higher [out of 10] on a
“Weird”“Weird”/ / “Profound”“Profound”/ / “Wow”“Wow”//“Game- changer”“Game- changer”
Scale?
#31#31
Inno16Inno16
The INNO16: The INNO16: Innovation’s “Sixteen Imperatives”Innovation’s “Sixteen Imperatives”
(1)(1) Try it. Try it. (“1/40”: “Whoever tries the most stuff wins.”)(“1/40”: “Whoever tries the most stuff wins.”)
(“R.F.A.”/Ready. Fire. Aim.)(“R.F.A.”/Ready. Fire. Aim.)
(2)(2) Celebrate Celebrate failure. failure. ““Whoever makes the most mistakes wins.”Whoever makes the most mistakes wins.” “ “Fail. Fail again. Fail better.”Fail. Fail again. Fail better.” “ “Reward excellent failures. Punish mediocre successes.”Reward excellent failures. Punish mediocre successes.”
(3) Decentralize. Decentralize. (Organic growth bias.)(Organic growth bias.)
(4)(4) Parallel Universe. Parallel Universe. 1% “play money” 1% “play money” Internal VC fundInternal VC fund “ “Skunkworks”Skunkworks”
(5)(5) “We are what we eat”: We are who we spend “We are what we eat”: We are who we spend time with. time with. (6)(6) “d”iversity. “d”iversity. ((EveryEvery dimension.) dimension.)
(7)(7) Co-invent with (all) outsiders. Co-invent with (all) outsiders. ((Exploit electronicExploit electronic communities.)communities.)
The INNO16: Innovation’s “Sixteen Imperatives” (Cont.)The INNO16: Innovation’s “Sixteen Imperatives” (Cont.)
(8)(8) “Strategic”“Strategic” Listening = Core competence. Listening = Core competence. (9)(9) Hire and promote 100% innovators. Hire and promote 100% innovators. Innovator’s characteristic = Angry. Innovator’s characteristic = Angry. CEO=Innovation “bias.” (“You must be …”/Gandhi)CEO=Innovation “bias.” (“You must be …”/Gandhi)
(10)(10) XFX/Cross-functional Excellence!! (#1?) XFX/Cross-functional Excellence!! (#1?)(11)(11) Chief Complexity/Systems Destruction Chief Complexity/Systems Destruction Officer.Officer.(12)(12) R&D Equality. R&D Equality. All functions equal. (VA centerpiece./All functions equal. (VA centerpiece./AllAll staff VA-meisters.) staff VA-meisters.)
(13)(13) Top quartile R&D spendingTop quartile R&D spending (So, too, our(So, too, our partners.)partners.)
(14)(14) All projects All projects (Must have (Must have something something new.) (“WOW new.) (“WOW
standard.”)standard.”) (15)(15) Fun! Fun! (Enjoy breaking the rules.)(Enjoy breaking the rules.)
(16)(16) All businesses!! All businesses!!
Part Part FIVEFIVE
#32#32
You = You = Your Your
calendarcalendar***Calendars *Calendars nevernever lielie
““I used to have a rule for myself that at any point in I used to have a rule for myself that at any point in time I wanted to have in mind time I wanted to have in mind — as it so happens, — as it so happens, also in writing, on a little card I carried around with also in writing, on a little card I carried around with me — the three big things I was trying to get done. me — the three big things I was trying to get done.
ThreeThree..
Not two. Not two. Not four. Not four. Not five.Not five.Not ten.Not ten.Three.”Three.”
— Richard Haass, — Richard Haass, The Power to PersuadeThe Power to Persuade
““Dennis, you need a … Dennis, you need a …
‘To-don’t ’‘To-don’t ’
List !”List !”
Don’t > Don’t > Do*Do*
* “Don’ting,” systematic, > WILLPOWER* “Don’ting,” systematic, > WILLPOWER
““The The oneone thinthing you g you need to know about need to know about sustained individual sustained individual
success: Discover what success: Discover what you don’t like doing you don’t like doing
and and stopstop doing doing it.”it.”
—Marcus Buckingham, The One Thing You Need to Know
#33#33
““Being aware of Being aware of yourself and how you yourself and how you
affect everyone around affect everyone around you is what you is what
distinguishes a superior distinguishes a superior leader.”leader.” —Edie Seashore —Edie Seashore
((Strategy + BusinessStrategy + Business #45) #45)
““How can a high-level How can a high-level leader like _____ be so out leader like _____ be so out
of touch with the truth of touch with the truth about himself? It’s more about himself? It’s more common than you would common than you would
imagine. In fact, the imagine. In fact, the higher up the ladder a higher up the ladder a leader climbs, the less leader climbs, the less
accurate his self-accurate his self-assessment is likely to assessment is likely to be. be. The The pproblem is an roblem is an acute lack of feedbackacute lack of feedback [especially on people [especially on people
issues].”issues].” —Daniel Goleman (et al.), —Daniel Goleman (et al.), The New LeadersThe New Leaders
#34#34
““You must You must bebe
the change you the change you wish to see in the wish to see in the
world.”world.”GandhiGandhi
““Nothing is so Nothing is so contagious as contagious as enthusiasm.”enthusiasm.”
—Samuel Taylor Coleridge
““I am a I am a dispenser of dispenser of
enthusiasm.”enthusiasm.”
—Ben Zander
Half-full Cups:Half-full Cups: “[Ronald “[Ronald Reagan] radiated an Reagan] radiated an
almost almost transcendent transcendent
happiness.” happiness.” —Lou Cannon —Lou Cannon
““In the election in 1994, his smile was In the election in 1994, his smile was the campaign. That smiling iconic the campaign. That smiling iconic
campaign poster—on billboards, on campaign poster—on billboards, on highways, on street lamps, at tea shops highways, on street lamps, at tea shops and fruit stalls. It told black voters that and fruit stalls. It told black voters that he would be their champion and white he would be their champion and white
voters that he would be their protector. voters that he would be their protector. It was the smile of the proverb ‘tout It was the smile of the proverb ‘tout comprendre, c’est tout pardoner’—to comprendre, c’est tout pardoner’—to
understand is to forgive all. It was understand is to forgive all. It was political Prozac for a nervous political Prozac for a nervous
electorate.”electorate.”
From “See the Good in Others,”From “See the Good in Others,” Mandela’s Way: Mandela’s Way: Fifteen Lessons on Life, Love, and Courage, Fifteen Lessons on Life, Love, and Courage, by Richard Stengelby Richard Stengel
““It’s It’s alwaalwayyss showtime.”showtime.”
—David D’Alessandro, Career Warfare
#35#35
#36#36
PXEX = PXEX = People.People. eXecution.eXecution. Error.Error. eXcellence.eXcellence.
““Excellence …Excellence … can be obtained if you:can be obtained if you:
... care more than others think... care more than others think is wise;is wise; ... risk more than others think ... risk more than others think is safe;is safe; ... dream more than others think ... dream more than others think is practical;is practical; ... expect more than others think ... expect more than others think is possible.”is possible.”
Source: Anon.Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM) (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)
Five Or Less Five Or Less Words To Words To The WiseThe Wise
EXCELLENCE/Five Or Less Words To The WiseEXCELLENCE/Five Or Less Words To The Wise
4 most important words: 4 most important words: “What do you think?”“What do you think?” (Dave Wheeler @ (Dave Wheeler @ tompeters.com: “Most important 4tompeters.com: “Most important 4 words in an organization.”)words in an organization.”)4 most important words: 4 most important words: “How can I help?”“How can I help?” (Boss as CHRO/ (Boss as CHRO/ Chief Hurdle Removal Officer)Chief Hurdle Removal Officer)2 most important words: 2 most important words: “Thank you!”“Thank you!” (Appreciation/ (Appreciation/ Recognition)Recognition)2 most important words: 2 most important words: “All yours.”“All yours.” (“Hands-off” delegation/ (“Hands-off” delegation/ Respect/Trust)Respect/Trust)3 most important words: 3 most important words: “I’m going out.”“I’m going out.” (MBWA/Managing By (MBWA/Managing By Wandering Around/In touch!)Wandering Around/In touch!)2 most important words: 2 most important words: “I’m sorry.”“I’m sorry.” (Power of unconditional (Power of unconditional apology = Stunning! Marshallapology = Stunning! Marshall Goldsmith: #1 exec issue)Goldsmith: #1 exec issue)5 most important words: 5 most important words: “Did you tell the customer?”“Did you tell the customer?” (Over- (Over- communicate) communicate) 2 most important words: 2 most important words: “She says …”“She says …” (“She” is the customer!) (“She” is the customer!)
EXCELLENCE/Five Or Less Words To The WiseEXCELLENCE/Five Or Less Words To The Wise
2 most important words: 2 most important words: “Yes ma’am.”“Yes ma’am.” (Women are more often (Women are more often than not the best managers.) than not the best managers.) 2 most important words: 2 most important words: “Try it!”“Try it!” (My only “for sure” in 44 (My only “for sure” in 44 years:years: Herb Kelleher: Herb Kelleher: “We have a strategic“We have a strategic plan, it’s called doing things.”/plan, it’s called doing things.”/BillBill Parcells: Parcells: “Blame no one. Expect“Blame no one. Expect nothing. Do something.”nothing. Do something.”))3 most important words: 3 most important words: “Try it again!”“Try it again!” (My only “for sure” 44 (My only “for sure” 44 years: MOST TRIES WINS.)years: MOST TRIES WINS.)2 most important words: 2 most important words: “Good try!”“Good try!” (CELEBRATE “good (CELEBRATE “good failures.” Richard Farson/book:failures.” Richard Farson/book: Whoever Makes the Most MistakesWhoever Makes the Most Mistakes Wins. Wins. Samuel Beckett:Samuel Beckett: “Fail. Fail again. “Fail. Fail again. Fail better.”Fail better.”))3 most important words: 3 most important words: “At your service.”“At your service.” (Organizations exist (Organizations exist to serve. Period. Leaders live to serve.to serve. Period. Leaders live to serve. Period.)Period.)4 most important words: 4 most important words: “How are we doing?”“How are we doing?” (To customers, (To customers, regularly.)regularly.)4 most important words: 4 most important words: “How was Mary’s recital?”“How was Mary’s recital?” (Know your (Know your employees’ kids.)employees’ kids.)2 most important words: 2 most important words: “Let’s party!”“Let’s party!” (Celebrate “small wins” (Celebrate “small wins” atat the drop of a hat.) the drop of a hat.)
EXCELLENCE/Five Or Less Words To The WiseEXCELLENCE/Five Or Less Words To The Wise
1 most important word: 1 most important word: “No.”“No.” (“To don’ts” > “To dos”) (“To don’ts” > “To dos”)1 most important word: 1 most important word: “Yes.”“Yes.” (Hey, give it a shot/Anon. quote: (Hey, give it a shot/Anon. quote: ““The best answer is always, ‘What theThe best answer is always, ‘What the hell.’”/hell.’”/Wayne Gretzky: Wayne Gretzky: “You miss“You miss 100% of the shots you don’t take.”100% of the shots you don’t take.”))2 most important words: 2 most important words: “Lunch today?”“Lunch today?” (“Social stuff” = Secret (“Social stuff” = Secret to problem/opportunity #1:/XFX/to problem/opportunity #1:/XFX/ cross-functional Excellence.)cross-functional Excellence.)4 most important words: 4 most important words: “Thank Dick in accounting.”“Thank Dick in accounting.” (Readily (Readily acknowledge help from otheracknowledge help from other functions.)functions.)2 most important words: 2 most important words: “After you.”“After you.” (Courtesy rules.) (Courtesy rules.)3 most important words: 3 most important words: “Thanks for coming.”“Thanks for coming.” (Civility. E.g., (Civility. E.g., bossboss acknowledges employee coming toacknowledges employee coming to her/his office.) her/his office.) 2 most important words: 2 most important words: “Great smile!”“Great smile!” (Note & acknowledge (Note & acknowledge good attitude.)good attitude.)1 most important word: 1 most important word: “Wow!”“Wow!” (The gold standard … for (The gold standard … for everything.) everything.) 1 most important word: 1 most important word: “EXCELLENT!”“EXCELLENT!” (The … ONLY … (The … ONLY … acceptable standard/aspiration.)acceptable standard/aspiration.)
The EXCELLENCE 15The EXCELLENCE 15
People 1st/ “‘Cathedral’ for human People 1st/ “‘Cathedral’ for human development”development”
Best 1Best 1stst-line managers-line managersQuality of relationships (Internal/External)Quality of relationships (Internal/External)
Try it!Try it!Try it again!Try it again!
Passion!/Energy!/Wow!Passion!/Energy!/Wow!Unstinting commitment to innovation by ALLUnstinting commitment to innovation by ALL
Excellence at “Plan B”/AdaptabilityExcellence at “Plan B”/Adaptability
Fanatic about executionFanatic about executionXFX/Cross-functional eXcellenceXFX/Cross-functional eXcellence
Integrity/Decency/Thoughtfulness/CharacterIntegrity/Decency/Thoughtfulness/CharacterLX/Listening eXcellenceLX/Listening eXcellenceCommitment to SERVICECommitment to SERVICE
Commitment to EXCELLENCECommitment to EXCELLENCE
Servant leadershipServant leadership
The “Have The “Have you …” 50you …” 50
Skip the mapSkip the map
““Mapping your Mapping your competitive competitive position”position”
or …or …
1. Have you in the1. Have you in the last 10 days … last 10 days … visited a visited a customecustomer?r?2. Have you called a2. Have you called a customer … customer … TODAYTODAY??
1. 1. Have you in the last 10 days … visited a Have you in the last 10 days … visited a customecustomer?r?2. 2. Have you called a customer … Have you called a customer … TODAYTODAY??
3. Have you in the last 60-90 days … had a seminar in which several folks from the 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, customer’s operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks?via facilitator, with various of your folks?
4. 4. Have you thanked a front-line employee for a Have you thanked a front-line employee for a small act of helpfulness … in the last three days?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 5. Have you thanked a front-line employee for a small act of helpfulness … in the last three last three hourshours??6. Have you thanked a frontline employee for carrying around a great 6. Have you thanked a frontline employee for carrying around a great attitude attitude … today?… today?7. Have you in the last week recognized—publicly—one of your folks for a small act of 7. Have you in the last week recognized—publicly—one of your folks for a small act of cross-functional co-operationcross-functional co-operation??8. Have you in the last week recognized—publicly—one of “their” folks (another 8. Have you in the last week recognized—publicly—one of “their” folks (another function) for a small act of cross-functional co-operation?function) for a small act of cross-functional co-operation?9. Have you invited in the last month a leader of 9. Have you invited in the last month a leader of another functionanother function to your weekly team to your weekly team priorities meeting?priorities meeting?10. Have you personally in the last week-month called-visited an internal or external 10. Have you personally in the last week-month called-visited an internal or external customer to customer to sort out, inquire, or apologizesort out, inquire, or apologize for some little or big thing that went awry? 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 (No reason for doing so? If true—in your mind—then you’re more out of touch than I dared imagine.)dared imagine.)
11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines 11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s next steps?concerning a project’s next steps?12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines 12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a project’s next steps … and what specifically concerning a project’s next steps … and what specifically you can do to remove a hurdleyou can do to remove a hurdle? (“Ninety percent of ? (“Ninety percent of what we call management consists of making it difficult for people to get things done.”—Peter “His eminence” what we call management consists of making it difficult for people to get things done.”—Peter “His eminence” Drucker.)Drucker.)13. Have you celebrated in the last week a “small” (or large!) 13. Have you celebrated in the last week a “small” (or large!) milestone milestone reached? (I.e., are you a milestone reached? (I.e., are you a milestone fanatic?)fanatic?)14. Have you in the last week or month revised some estimate in the “wrong” direction and apologized for making 14. Have you in the last week or month revised some estimate in the “wrong” direction and apologized for making a lousy estimate? (Somehow you must publicly a lousy estimate? (Somehow you must publicly reward the telling of difficult truthsreward the telling of difficult truths.).)
15. 15. Have you installed in your tenure a very Have you installed in your tenure a very comprehensive customer satisfaction scheme comprehensive customer satisfaction scheme for all for all internalinternal customers? customers? (With major consequences for hitting or missing (With major consequences for hitting or missing
the mark.)the mark.)
16. Have you in the last six months had a week-long, visible, very intensive 16. Have you in the last six months had a week-long, visible, very intensive visit-“tour”visit-“tour” of external customers? of external customers?17. Have you in the last 60 days called an abrupt halt to a meeting and “ordered” everyone to get out of the office, 17. Have you in the last 60 days called an abrupt halt to a meeting and “ordered” everyone to get out of the office, and “into the field” and in the and “into the field” and in the next eight hoursnext eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging “small” , after asking those involved, fixed (f-i-x-e-d!) a nagging “small” problem through practical action?problem through practical action?18. Have you in the last week had a rather thorough discussion of a “cool design thing” someone has come 18. Have you in the last week had a rather thorough discussion of a “cool design thing” someone has come across—away from your industry or function—at a Web site, in a product or its packaging? across—away from your industry or function—at a Web site, in a product or its packaging? 19. Have you in the last two weeks had an informal meeting—at least an hour long—with a frontline employee to 19. Have you in the last two weeks had an informal meeting—at least an hour long—with a frontline employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?20. Have you had in the last 60 days had a general meeting to discuss “things we do wrong” … that we can fix in 20. Have you had in the last 60 days had a general meeting to discuss “things we do wrong” … that we can fix in the next the next fourteen daysfourteen days??
21. Have you had in the last year a one-day, intense offsite with each (?) of your 21. Have you had in the last year a one-day, intense offsite with each (?) of your internal customers—followed by a big celebration of “things gone right”?internal customers—followed by a big celebration of “things gone right”?22. Have you in the last week pushed someone to do some family thing that you fear 22. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure?might be overwhelmed by deadline pressure?23. 23. Have you learned the names of the children of everyone who reports to you?Have you learned the names of the children of everyone who reports to you? (If (If not, you have six months to fix it.)not, you have six months to fix it.)24. Have you taken in the last month an interesting-24. Have you taken in the last month an interesting-weirdweird outsider to lunch? outsider to lunch?25. Have you in the last month invited an interesting-weird outsider to sit in on an25. Have you in the last month invited an interesting-weird outsider to sit in on animportant meeting?important meeting?26. Have you in the last three days discussed something interesting, beyond your 26. Have you in the last three days discussed something interesting, beyond your industry, that you ran across in a meeting, reading, etc?industry, that you ran across in a meeting, reading, etc?27. Have you in the last 24 hours injected into a meeting “I ran across this interesting 27. Have you in the last 24 hours injected into a meeting “I ran across this interesting idea in [strange place]”?idea in [strange place]”?28. Have you in the last two weeks asked someone to report on something, anything 28. Have you in the last two weeks asked someone to report on something, anything that constitutes an act of brilliant service rendered in a “trivial” situation—restaurant, that constitutes an act of brilliant service rendered in a “trivial” situation—restaurant, car wash, etc? (And then discussed the relevance to your work.)car wash, etc? (And then discussed the relevance to your work.)
29. 29. Have you in the last 30 days examined in detail (hour Have you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree “time by hour) your calendar to evaluate the degree “time actually spent” mirrors your “espoused priorities”? actually spent” mirrors your “espoused priorities”? (And repeated this exercise with everyone on team.)(And repeated this exercise with everyone on team.)
30. Have you in the last two months had a presentation to the group by a “weird” 30. Have you in the last two months had a presentation to the group by a “weird” outsider? outsider?
31. Have you in the last two months had a presentation to the group by a customer, 31. Have you in the last two months had a presentation to the group by a customer, internal customer, vendor featuring “working folks” 3 or 4 levels down in the vendor internal customer, vendor featuring “working folks” 3 or 4 levels down in the vendor organization? organization? 32. Have you in the last two months had a presentation to the group of a cool, 32. Have you in the last two months had a presentation to the group of a cool, beyond-our-industry ideas by two of your folks?beyond-our-industry ideas by two of your folks?33. Have you at every meeting today (and forever more) re-directed the conversation 33. Have you at every meeting today (and forever more) re-directed the conversation to the practicalities of implementation concerning some issue before the group?to the practicalities of implementation concerning some issue before the group?34. Have you at every meeting today (and forever more) had an end-of-meeting 34. Have you at every meeting today (and forever more) had an end-of-meeting discussion on “action items to be dealt with in the next 4, 48 hours? (And then made discussion on “action items to be dealt with in the next 4, 48 hours? (And then made this list public—and followed up in 48 hours.) And made sure everyone has at least this list public—and followed up in 48 hours.) And made sure everyone has at least one such item.)one such item.)35. Have you had a discussion in the last six months about what it would take to get 35. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll of recognition in local-national poll of “best places to work”?“best places to work”?36. Have you in the last month approved a 36. Have you in the last month approved a cool-different training coursecool-different training course for one for one of your folks?of your folks?
37. 37. Have you in the last month Have you in the last month taught taught a front-line a front-line training course?training course?38. Have you in the last week discussed the idea of 38. Have you in the last week discussed the idea of ExcellenceExcellence? (What it means, how? (What it means, howto get there.)to get there.)39. Have you in the last week discussed the idea of 39. Have you in the last week discussed the idea of “Wow”?“Wow”? (What it means, how (What it means, howto inject it into an ongoing “routine” project.)to inject it into an ongoing “routine” project.)40. Have you in the last 45 days assessed some major process in terms of the details 40. Have you in the last 45 days assessed some major process in terms of the details of the “experience,” as well as results, it provides to its external or internal of the “experience,” as well as results, it provides to its external or internal customers?customers?
41. Have you in the last month had one of your folks attend a meeting you were supposed to go 41. Have you in the last month had one of your folks attend a meeting you were supposed to go to which gives them unusual exposure to senior folks?to which gives them unusual exposure to senior folks?42. Have you in the last 60 (30?) days sat with a trusted friend or “coach” to discuss your 42. Have you in the last 60 (30?) days sat with a trusted friend or “coach” to discuss your “management style”—and its long- and short-term impact on the group?“management style”—and its long- and short-term impact on the group?
43. 43. Have you in the Have you in the last three dayslast three days considered a professional considered a professional relationship that was a little rocky and made a call to the person relationship that was a little rocky and made a call to the person involved to discuss issues and smooth the waters? (Taking the involved to discuss issues and smooth the waters? (Taking the “blame,” fully deserved or not, for letting the thing-issue fester.)“blame,” fully deserved or not, for letting the thing-issue fester.)
44. Have you in the last … 44. Have you in the last … two hourstwo hours … stopped by someone’s (two-levels “down") office- … stopped by someone’s (two-levels “down") office-workspace for 5 minutes to ask “What do you think?” about an issue that arose at a more or workspace for 5 minutes to ask “What do you think?” about an issue that arose at a more or less just completed meeting? (And then stuck around for 10 or so minutes to listen—and less just completed meeting? (And then stuck around for 10 or so minutes to listen—and visibly taken notes.)visibly taken notes.)45. Have you … in the last day … looked around you to assess whether the diversity pretty 45. Have you … in the last day … looked around you to assess whether the diversity pretty accurately maps the diversity of the market being served? (And …) accurately maps the diversity of the market being served? (And …) 46. Have you in the last day at some meeting gone out of your way to make sure that a 46. Have you in the last day at some meeting gone out of your way to make sure that a normally reticent person was engaged in a conversation—and then thanked him or her, normally reticent person was engaged in a conversation—and then thanked him or her, perhaps privately, for their contribution?perhaps privately, for their contribution?47. Have you during your tenure instituted very public (visible) presentations of performance?47. Have you during your tenure instituted very public (visible) presentations of performance?48. Have you in the last four months had a session specifically aimed at checking on the 48. Have you in the last four months had a session specifically aimed at checking on the “corporate culture” and the degree we are true to it—with all presentations by relatively junior “corporate culture” and the degree we are true to it—with all presentations by relatively junior folks, including front-line folks? (And with a determined effort to keep the conversation folks, including front-line folks? (And with a determined effort to keep the conversation restricted to “real world” “small” cases—not theory.) restricted to “real world” “small” cases—not theory.) 49. Have you in the last six months talked about the 49. Have you in the last six months talked about the Internal Brand PromiseInternal Brand Promise??50. Have you in the last year had a full-day off site to talk about individual (and group) 50. Have you in the last year had a full-day off site to talk about individual (and group) aspirations?aspirations?
The endThe end