Tom Peters’ EXCELLENCE. ALWAYS. Harvard Business Review America Latina Santiago/14 October 2008

Tom Peters’ Tom Peters’

EXCELLENCEXCELLENCE. ALWAYS.E. ALWAYS.

Harvard Business Review America Latina Harvard Business Review America Latina Santiago/14 October 2008Santiago/14 October 2008

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

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

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

andand “Verdana”“Verdana”

Slides at …Slides at …

tompeters.comtompeters.com

““Tom let me tell you the Tom let me tell you the definition of a good lending definition of a good lending

officer. After church on officer. After church on Sunday, on the way home Sunday, on the way home with his family, he takes a with his family, he takes a little detour to drive by the little detour to drive by the factory he just lent money factory he just lent money

to. Doesn’t go in or any such to. Doesn’t go in or any such thing, just drives by and thing, just drives by and

takes a look.”takes a look.”

MBWMBWAA

19819822

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))

““We Have Met the Enemy …We Have Met the Enemy …

ThankThank you, you,

Howard Howard & Howard … & Howard …

InternalInternal organizational organizational excellenceexcellence = =

Deepest “Blue Deepest “Blue Ocean”Ocean”

When The “Enemy” When The “Enemy” ReallyReally Wins Wins

““Lose Your Nemesis”:Lose Your Nemesis”: ““ObsessinObsessingg about about yyour comour comppetitors, etitors, trtryyiningg to match or best their offerin to match or best their offeringgs, ss, sppendinendingg time time each daeach dayy wantin wantingg to know what the to know what theyy are doin are doingg, and/or , and/or

measurinmeasuringg yyour comour comppananyy a aggainst them—these ainst them—these activities have no activities have no ggreat or winninreat or winningg outcome outcome.. Instead you Instead you are simply prohibiting your company from finding its own way to be are simply prohibiting your company from finding its own way to be truly meaningful to its clients, staff and prospects. You block your truly meaningful to its clients, staff and prospects. You block your

company from finding its own identity and engaging with the people company from finding its own identity and engaging with the people who pay the bills. … Your competitors have never paid your bills and who pay the bills. … Your competitors have never paid your bills and they never will.” they never will.” —Howard Mann, —Howard Mann, Your Business Brickyard: Getting Back to the Basics Your Business Brickyard: Getting Back to the Basics

to Make Your Business More Fun to Run*to Make Your Business More Fun to Run*

**Mr Mann also quotes Mike McCue, former VP/Technology at Netscape:Mr Mann also quotes Mike McCue, former VP/Technology at Netscape: “At Netscape “At Netscape the competition with Microsoft was so severe, we’d wake up in the the competition with Microsoft was so severe, we’d wake up in the

morning thinking about how we were going to deal with them instead morning thinking about how we were going to deal with them instead

of how we would build something great for our customers.of how we would build something great for our customers. What I What I realize now is that realize now is that yyou can never, ever take ou can never, ever take yyour eour eyye e

off the customer. Even in the face of massive off the customer. Even in the face of massive comcomppetition, don’t think about the cometition, don’t think about the comppetition. etition.

LiterallLiterallyy don’t think about them don’t think about them.”.”

Thank you Thank you Horst …Horst …

““I [will] not accept the I [will] not accept the explanation of a recession explanation of a recession negatively affecting the negatively affecting the

[new] business. There are [new] business. There are swtill people traveling. We swtill people traveling. We

just have to get them to stay just have to get them to stay in our hotel.”in our hotel.” —Horst Schulze, on his new —Horst Schulze, on his new

chain, Capella, from Prestige (06.08) chain, Capella, from Prestige (06.08) The Return of History The Return of History and the End of Dreamsand the End of Dreams

Thank you ,Thank you ,Herb, Robert, Herb, Robert,

Peter & Peter & Siberia …Siberia …

““You have to You have to treat your treat your

employees like employees like customers.”customers.” —Herb Kelleher, —Herb Kelleher,

complete answer, upon being asked his “secrets to success”complete answer, upon being asked his “secrets to success”

Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” on the occasion , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots

union took out a full-page ad in USA Today thanking HK for all he had done; union took out a full-page ad in USA Today thanking HK for all he had done; across theacross the

way in Dallas American Airlines’ pilots were picketing the Annual Meeting)way in Dallas American Airlines’ pilots were picketing the Annual Meeting)

““The role of the Director is to The role of the Director is to create a space where the actors create a space where the actors

and actresses canand actresses can become become more than they’ve ever more than they’ve ever been before, more than been before, more than

they’ve dreamed of they’ve dreamed of beingbeing.”.” —Robert Altman, Oscar acceptance speech—Robert Altman, Oscar acceptance speech

… … 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 … Excellence.pursuit of … Excellence.

Why in Why in the the World did World did youyou go to go to SiberiaSiberia??

EnterpriseEnterprise* ** (*at its best):* ** (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , jojoyyfulful, , creativecreative, , entreentreppreneurialreneurial endeavor endeavor that elicits maximum that elicits maximum

concerted humanconcerted human potential in the potential in the wholeheartedwholehearted serviceservice of others of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Thank you Ben Thank you Ben & Norm, Ike , & Norm, Ike ,

Gust, Walt, David & Gust, Walt, David & Mark & Muhammad, Mark & Muhammad,

Nelson, Ben II Nelson, Ben II and Delaware/and Delaware/

Woody …Woody …

GiveGive good good tea! tea!

““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 of friendshiof friendshippss.”.”

——General D.D. Eisenhower, General D.D. Eisenhower, Armchair General Armchair General * (05.08)* (05.08)

*“Perhaps his most outstanding ability [at West Point] was*“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds;of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his it was a quality that would pay great dividends during his

future coalition command.”future coalition command.”

George Crile George Crile (Charlie Wilson’s War)(Charlie Wilson’s War) on Gust on Gust

Avarkotos’ strategy:Avarkotos’ strategy: “He had “He had become something of a become something of a

legend with these legend with these people who manned the people who manned the

underbelly of the underbelly of the Agency [CIA].”Agency [CIA].”

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

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

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

oror

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

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

C(I) > C(I) > C(E)C(E)

General David Petraeus’ “White lines along the General David Petraeus’ “White lines along the road”:road”:

““Secure and serve the population.Secure and serve the population. Live among the people.Live among the people. Promote reconciliation.Promote reconciliation. Move mounted, work dismounted;Move mounted, work dismounted; situational awareness can only besituational awareness can only be achieved by operating face-to-face,achieved by operating face-to-face, not separated by ballistic glass.not separated by ballistic glass.

WalkWalk..**”” ——David Petraeus, David Petraeus, Men’s JournalMen’s Journal (06.08) (06.08)

* * “I love that last one for its simplicity.”“I love that last one for its simplicity.” —DP —DP

3K3K//5M5M

5,000 miles 5,000 miles for a 5-minute for a 5-minute

face-toface-to-face meeting -face meeting

MBWA, Grameen Style!MBWA, Grameen Style!“Conventional banks ask their clients to come “Conventional banks ask their clients to come to their office. It’s a terrifying place for the poor to their office. It’s a terrifying place for the poor and illiterate. … and illiterate. … The entire Grameen Bank The entire Grameen Bank

system runs on the principle that people system runs on the principle that people should not come to the bank, the bank should not come to the bank, the bank

should go to the people.should go to the people. … … If any staff If any staff member is seen in the office, it should be taken member is seen in the office, it should be taken as a violation of the rules of the Grameen Bankas a violation of the rules of the Grameen Bank. .

… It is essential that [those setting up a new … It is essential that [those setting up a new village Branch] village Branch] have no office and no have no office and no pplace to lace to stastay. The reason is to make us as different as y. The reason is to make us as different as

possible from government officialspossible from government officials.” .” Source: Source: Muhammad Yunus, Banker to the Poor

““I am a I am a dispenser of dispenser of

enthusiasm.”enthusiasm.”

—Ben Zander

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

showing up.” showing up.” ——Woody AllenWoody Allen

Do tea!Do tea!Make friends!Make friends!

Show up!Show up!Walk!Walk!

L(+21) = L(-L(+21) = L(-21)21)

Leadership(21A.D.) = Leadership(21A.D.) = Leadership(21B.C.)Leadership(21B.C.)

ThankThank you , 7-11… you , 7-11…

TP: TP: “How to flush

$500,000 down

the toilet in one easy

lesson!!”

< CAPEX< CAPEX> People!> People!

““Leaders Leaders

‘‘dodo’’ people. people.

Period.”Period.” —Anon.

““The leaders of Great The leaders of Great

Groups Groups lovelove talent talent and know where to find and know where to find

it. They it. They revel revel in the in the talent of others.”talent of others.”

—Warren Bennis & Patricia Ward Biederman, —Warren Bennis & Patricia Ward Biederman, Organizing Organizing GeniusGenius

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

#1/10#1/1000

““Best Companies toBest Companies to

Work for” Work for”//20052005

WegmansWegmans

The Dream ManagerThe Dream Manager —Matthew —Matthew

KellyKelly

“An organization can only become the-best-version-of-“An organization can only become the-best-version-of-itself to the extent that the people who drive that itself to the extent that the people who drive that

organization are striving to become better-versions-of-organization are striving to become better-versions-of-themselves.” “A company’s purpose is to become the-themselves.” “A company’s purpose is to become the-

best-version-of-itself. The question is: What is an best-version-of-itself. The question is: What is an employee’s purpose? Most would say, ‘to help the employee’s purpose? Most would say, ‘to help the

company achieve its purpose’—but they would be wrong. company achieve its purpose’—but they would be wrong. That is certainly part of the employee’s role, but an That is certainly part of the employee’s role, but an employee’s primary purpose is to become the-best-employee’s primary purpose is to become the-best-version-of-himself or –herself. … When a company version-of-himself or –herself. … When a company

forgets that it exists to serve customers, it quickly goes forgets that it exists to serve customers, it quickly goes

out of business.out of business. Our employees are our Our employees are our first customers, and our most first customers, and our most

important customers.”important customers.”

#1#1 cause of cause ofDis-satisfaction?Dis-satisfaction?

2/year 2/year = =

legacy.legacy.

53 = 53 = 5353

““Leaders Leaders

‘‘SERVESERVE’’ people. people.

Period.”Period.” —inspired by Robert Greenleaf

ThankThank you , you ,Rich …Rich …

““Mapping your Mapping your competitive competitive position”*position”*

or …or …

*Rich D’Aveni/*Rich D’Aveni/HBRHBR

The “Have The “Have you …” you …”

50*50**See *See Appendix OneAppendix One

1. Have you in the1. Have you in the last last 1010 daysdays … … visitedvisited a a customer?customer?2. Have you called a 2. 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 Have you installed in yyour tenure a verour tenure a veryy comcompprehensive customer satisfaction scheme for all rehensive customer satisfaction scheme for all internalinternal customers customers?? (With major consequences for hitting or missing the mark.) (With major consequences for hitting or missing 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??

UniCredit Group/UniCredit Group/ UniCredito Italiano* ** UniCredito Italiano* **

—3—3rdrd party measurement party measurement—Customer-initiated—Customer-initiated measurement measurement—Primary $$$$ incentives—Primary $$$$ incentives—“Factories”—“Factories”—Primary Corporate Initiative—Primary Corporate Initiative—Etc—Etc*#13*#13**TP/#1**TP/#1

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’”*

*Entire “XF-50” List is an Appendix to the LONG version *Entire “XF-50” List is an Appendix to the LONG version of this presentation, posted at tompeters.comof this presentation, posted at tompeters.com

X X =XFX*=XFX*

**ExcellenceExcellence = Cross-functional Excellence = Cross-functional Excellence

Never Never waste a waste a lunch!lunch!

????????

% XF % XF lunches*lunches*

*Measure!*Measure!

CIO Question:CIO Question:

% Doc % Doc lunches*lunches*

*Last 30 days*Last 30 days

ThankThank you , you ,

Richard & Richard & Marcus …Marcus …

““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 !”

““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 and you don’t like doing and

stopstop doing it.”doing it.”

—Marcus Buckingham, The One Thing You Need to Know

You = Your You = Your calendarcalendar***Calendars *Calendars nevernever lielie

Thank you ,Thank you ,Dr. Groopman …Dr. Groopman …

1818””

Thank you ,Thank you ,Marshall et Marshall et

al. …al. …

“The The FirstFirst stepstep in a in a ‘dramatic’ ‘dramatic’

‘organizational change ‘organizational change program’ is obvious—program’ is obvious—

dramaticdramatic personal personal changechange!”!” —RG

““To develop others, To develop others, start with yourself.”start with yourself.”

—Marshall Goldsmith—Marshall Goldsmith

““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)

““Work Work on me on me

first.”first.” —Kerry Patterson,

Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations

““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

Step #1: Buy a Buy a Mirror!Mirror!

Habit #1/Winning Too Much:Habit #1/Winning Too Much: “ “WinninWinningg too much is easil too much is easilyy the the most common behavioral most common behavioral pproblem I observe in successful roblem I observe in successful ppeoeopplele.. [My italics.][My italics.] There’s a fine line between winning when it There’s a fine line between winning when it counts and when no one’s counting. … Winning too much counts and when no one’s counting. … Winning too much underlies nearly every other behavioral problem.” “If we underlies nearly every other behavioral problem.” “If we argue too much, it’s because we want our view to prevail argue too much, it’s because we want our view to prevail over everyone else (i.e. it’s all about winning).” “If we’re over everyone else (i.e. it’s all about winning).” “If we’re guilty of putting down other people, It’s our stealthy way of guilty of putting down other people, It’s our stealthy way of positioning them beneath us (again, winning).” “If we ignore positioning them beneath us (again, winning).” “If we ignore people, again it’s about winning—by making them fade people, again it’s about winning—by making them fade away.”away.”

Habit #2/Adding Too Much Value:Habit #2/Adding Too Much Value: “Good idea, but …” “The “Good idea, but …” “The problem is you may have improved the content by 5%, but problem is you may have improved the content by 5%, but you’ve reduced my commitment to executing it by 50%, you’ve reduced my commitment to executing it by 50%, because you’ve taken away my ownership of the idea.”because you’ve taken away my ownership of the idea.”Habit #3: Passing JudgmentHabit #3: Passing JudgmentHabit #4: Making Destructive CommentsHabit #4: Making Destructive CommentsEtc.Etc.

Source:Source: Marshall GoldsmithMarshall Goldsmith, , What Got You Here Won’t Get You There: How What Got You Here Won’t Get You There: How Successful People Become Even More Successful.Successful People Become Even More Successful. (“The Twenty Habits That (“The Twenty Habits That Hold You Back From the Top”)Hold You Back From the Top”)

Questions:Questions: What do others think of you? What do others think of you? [Are you sure?][Are you sure?] What What do you think of you? do you think of you? [Are you sure?][Are you sure?] What is your impact What is your impact

on others?on others? [Are you sure?][Are you sure?] What is your impact on What is your impact on others?others? [Are you sure?] [Are you sure?] What is your impact on others?What is your impact on others?

[Are you sure?][Are you sure?] What are the “little things” you (perhaps What are the “little things” you (perhaps unconsciously) do that cause people to shrivel—or blossom? unconsciously) do that cause people to shrivel—or blossom? [Are [Are you sure?]you sure?] What do you want? What do you want? [Are you sure?][Are you sure?] Are you aware Are you aware

of your changing moods? of your changing moods? [Are you sure?][Are you sure?] How fragile is your How fragile is your ego? ego? [Are you sure?][Are you sure?] Do you have a true confidant? Do you have a true confidant? [Are you [Are you sure?]sure?] Do you perform brief or not-so-brief self-assessments? Do Do you perform brief or not-so-brief self-assessments? Do you talk too much? you talk too much? [Are you sure?][Are you sure?] Do you know Do you know how how to listen? to listen? [Are you sure?][Are you sure?] DoDo you listen? you listen? [Are you sure?][Are you sure?] What is What is

your style of “hashing things out”? Are you perceived as (a) your style of “hashing things out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive, (d) genuinely interested in people, arrogant, (b) abrasive (c) attentive, (d) genuinely interested in people,

(e) etc? (e) etc? [Are you sure?][Are you sure?] Are you flexible? Have you changed Are you flexible? Have you changed your mind about anything your mind about anything important important in a while? Are you in a while? Are you

comfortable-uncomfortable with folks on the front line? comfortable-uncomfortable with folks on the front line? Do you Do you think you’re “in touch with the pulse of things around think you’re “in touch with the pulse of things around

here”?here”? [Are You Sure?][Are You Sure?] Are you too emotional/intuitive? Are Are you too emotional/intuitive? Are you too unemotional/rational? Do you spend much time with people you too unemotional/rational? Do you spend much time with people

who are new to you?who are new to you? [Do you think questions like this are [Do you think questions like this are “so much BS”?]“so much BS”?]

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

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

Gandhi

““To change minds To change minds effectively, leaders make effectively, leaders make

particular use of two particular use of two

tools: the tools: the storiesstories that that

they tell and the they tell and the liveslives

that they lead.”that they lead.” —Howard Gardner, —Howard Gardner,

Changing MindsChanging Minds


Dave …Dave …

““The four most The four most important words in any important words in any

organizationorganization

are …are … ‘What do ‘What do you think?’you think?’ ” ”

Source: courtesy Dave Wheeler, posted atSource: courtesy Dave Wheeler, posted at tompeters.com, source of original unknown (0609.08) tompeters.com, source of original unknown (0609.08)

TP:TP: People are People are always ready to always ready to tell their story!tell their story!

See also: “The story leaner’s edge” (Steve See also: “The story leaner’s edge” (Steve Farber)Farber)

“The dream manager” (Matthew Kelly) “The dream manager” (Matthew Kelly)

"Trust the "Trust the development development experts—all experts—all

seven billion of seven billion of them.”them.” —headline, —headline, Financial Times, Financial Times,

0529.08, to an article by development guru William Easterly, 0529.08, to an article by development guru William Easterly, commenting negatively on the World Bank Growth commenting negatively on the World Bank Growth

Commission’s recent report that concludes, in effect, Commission’s recent report that concludes, in effect, ““trust the World Bank experts”trust the World Bank experts”

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

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

Champion = Champion = OneOne LineLine ofof CodeCode!!

Thank you, Thank you, Henry , Henry ,

Marshall , Marshall , Steve, & Sara Steve, & Sara

……

““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

““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 Here , What Got You Here

Won’t Get You There: How Successful People Become Even Won’t Get You There: How Successful People Become Even More Successfu. More Successfu.

Relationships (of all varieties): THERE THERE ONCE WAS A TIME WHEN ONCE WAS A TIME WHEN A A THREETHREE--MINUTEMINUTE PHONEPHONE

CALLCALL WOULD HAVE WOULD HAVE AVOIDED SETTING OFF AVOIDED SETTING OFF

THE DOWNWARD SPIRAL THE DOWNWARD SPIRAL THAT RESULTED IN A THAT RESULTED IN A COMPLETE RUPTURE.COMPLETE RUPTURE.

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

PROBLEM. THE PROBLEM. THE RESPONSE TO THE RESPONSE TO THE

PROBLEM INVARIABLY PROBLEM INVARIABLY ENDS UP BEING THE ENDS UP BEING THE REAL PROBLEMREAL PROBLEM.* **

*Watergate, M Stewart, BR**And: PERCEPTION IS ALL THERE IS!PERCEPTION IS ALL THERE IS!

The Manager’s The Manager’s Book of Book of DecenciesDecencies: :

How Small How Small /gestures Build /gestures Build

Great Companies.Great Companies. —Steve Harrison, Adecco

““It was much later that I realized It was much later that I realized Dad’s secret. He gained respect by Dad’s secret. He gained respect by giving it. He talked and listened to giving it. He talked and listened to

the fourth-grade kids in Spring Valley the fourth-grade kids in Spring Valley who shined shoes the same way he who shined shoes the same way he talked and listened to a bishop or a talked and listened to a bishop or a

college president.college president. He was He was seriously interested in seriously interested in

who you were and what who you were and what you had to sayyou had to say.”.”Sara Lawrence-Lightfoot, Respect

““We are We are thoughtful in thoughtful in all we do.”all we do.”

ThoughtfulnessThoughtfulness is key to customer retention. is key to customer retention.ThoughtfulnessThoughtfulness is key to employee recruitment is key to employee recruitment and satisfaction.and satisfaction.Thoughtfulness Thoughtfulness is key to brand perception.is key to brand perception.ThoughtfulnessThoughtfulness is key to your ability to look in is key to your ability to look in the mirror—and tell your kids about your job.the mirror—and tell your kids about your job.““ThoughtfulnessThoughtfulness is free.” is free.”ThoughtfulnessThoughtfulness is key to speeding things up— is key to speeding things up— it reduces friction.it reduces friction.ThoughtfulnessThoughtfulness is key to transparency and is key to transparency and eveneven cost containment—it abets rather than stiflescost containment—it abets rather than stifles truth-telling.truth-telling.

100 Ways to Succeed #142:100 Ways to Succeed #142:““We Are Thoughtful In All We Do.”We Are Thoughtful In All We Do.”

Consider the idea of: “We are thoughtful in all we Consider the idea of: “We are thoughtful in all we do.”do.”What does it mean?What does it mean?How does one practice it?How does one practice it?Talk about it with peers, pals, vendors, customers, Talk about it with peers, pals, vendors, customers, etc, etc.etc, etc.Talk about thoughtfulness—“dogmatic Talk about thoughtfulness—“dogmatic thoughtfulness”?—as a powerful and pragmatic thoughtfulness”?—as a powerful and pragmatic business value. (And especially in traumatic times.)business value. (And especially in traumatic times.)Keep debating.Keep debating.Consider adding “thoughtfulness in all we do,” maybe Consider adding “thoughtfulness in all we do,” maybe “dogmatic thoughtfulness in all we do,” to your “dogmatic thoughtfulness in all we do,” to your formal values proclamation—or otherwise vigorously formal values proclamation—or otherwise vigorously promoting the idea.promoting the idea.

(NB: You must come to agreement on the “bottom line” pragmatism (NB: You must come to agreement on the “bottom line” pragmatism of this idea before formally proceeding—it may well make you of this idea before formally proceeding—it may well make you better persons, but it is not in any way a “mushy” idea.) better persons, but it is not in any way a “mushy” idea.)

““KindnesKindness is s is

free.”free.”

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 more staff or more time and are therefore more costly. Although

labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

Kindness is Kindness is freefree.. Listening to patients or answering their

questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. …

Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a

positive way.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

ThankThank you, you, Team Team

Planetree…Planetree…

KindnesKindness s

is freeis free

Press Ganey Assoc: 139,380 former patients from 225 hospitals:

nonenone of THE top 15 factors of THE top 15 factors

determining determining PPatient atient SSatisfaction atisfaction referred to patient’s health referred to patient’s health outcomeoutcome

PSPS directldirectly related to y related to StaffStaff InteractionInteraction

PSPS directldirectly correlated with y correlated with Employee Employee SatisfactionSatisfaction

Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

PlanetreePlanetree:: A Radical Model for A Radical Model for

New New Healthcare/Healing/Healthcare/Healing/Wellness Wellness ExcellenceExcellence

The 9 Planetree Practices

1.1. The Importance of Human InteractionThe Importance of Human Interaction2. Informing and Empowering Diverse Populations: Consumer Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information Health Libraries and Patient Information3. Healing Partnerships: The importance of Including Healing Partnerships: The importance of Including Friends and Family Friends and Family4. Nutrition: The Nurturing Aspect of Food Nutrition: The Nurturing Aspect of Food5. Spirituality: Inner Resources for Healing Spirituality: Inner Resources for Healing6.6. Human Touch: The Essentials of Communicating Human Touch: The Essentials of Communicating Caring Through Massage Caring Through Massage7.7. Healing Arts: Nutrition for the Soul Healing Arts: Nutrition for the Soul8.8. Integrating Complementary and Alternative Practices Integrating Complementary and Alternative Practices into Conventional Care into Conventional Care9.9. Healing Environments: Architecture and Design Healing Environments: Architecture and Design Conducive to Health Conducive to Health

Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

7.7. Healing Arts: Healing Arts: Nutrition forNutrition for

the Soul the Soul

GriffinGriffin:: Music in the parking Music in the parking lot; professional musicians in lot; professional musicians in

the lobby the lobby (7/week, 3-4hrs/day)(7/week, 3-4hrs/day) ; ;

5 5 pianospianos ; ;

volunteers volunteers (120-140 hrs arts & (120-140 hrs arts &

entertainment per month).entertainment per month).

Source: Source: Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel

Access to nurses station:

“Happen to”“Happen to”vs

“Happen with”“Happen with”Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

Conclusion: Conclusion: Caring/Growth Caring/Growth “Experience“Experience””

““It was the goal of It was the goal of PlanetreePlanetree to help to help

patients not only get patients not only get well faster but also well faster but also

to stay well longer.”to stay well longer.”

—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

(Planetree Alliance/Griffin Hospital)

Care!/Love!/Spirit!Care!/Love!/Spirit!

Self-Control!Self-Control!

Connect!/learn!/Connect!/learn!/involve!/Engage!involve!/Engage!

Understanding!/Growth! Understanding!/Growth!

De-stress!/heal! De-stress!/heal!

Whole patient & family Whole patient & family & friends! & friends!

be well!/stay well!be well!/stay well!

““Planetree is about Planetree is about human beings human beings caring for other caring for other

human beings.”human beings.”

——Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin,, Susan Frampton, Laura Gilpin, Patrick Charmel (“Ladies and gentlemen serving Patrick Charmel (“Ladies and gentlemen serving

ladies and gentlemen”—4S credo) ladies and gentlemen”—4S credo)

F.Y.I.: It F.Y.I.: It works!works!

Griffin HosGriffin Hosppital/Derbital/Derbyy CT (Planetree Alliance “HQ”) CT (Planetree Alliance “HQ”) ResultsResults::

Financially successful. Financially successful. Expanding programs-Expanding programs-

physically.physically. Growing market Growing market share. share. Only hospital in Only hospital in

“100 Best Cos to Work for”—“100 Best Cos to Work for”—7 consecutive years, 7 consecutive years,

currently #6.currently #6. —“Five-Star Hospitals,” Joe Flower, strategy+business (#42)


Singapore …Singapore …

2-cent 2-cent candycandy

<TG<TGWWvs.vs.

>TG>TGRR

““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


Heather …Heather …

““Forget Forget ChinaChina, , IndiaIndia and the and the

InternetInternet: Economic : Economic Growth Is Driven Growth Is Driven

by by WomenWomen.”.” —Headline,

Economist, April 15, 2006, Leader, page 14

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find

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

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

10 UNASSAILABLE REASONS WOMEN RULE10 UNASSAILABLE REASONS WOMEN RULE

WomenWomen make [all] the financial decisions.WomenWomen control [all] the wealth.WomenWomen [substantially] outlive men.WomenWomen start most of the new businesses.Women’sWomen’s work force participation rates have soared worldwide.WomenWomen are closing in on “same pay for same job.”WomenWomen are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se].Women’sWomen’s leadership strengths are exceptionally well aligned with new organizational effectiveness imperatives.WomenWomen are better salespersons than men.WomenWomen buy [almost] everything—commercial as well as consumer goods.

So what exactly is the point of So what exactly is the point of menmen??

ThankThank you, Sheik you, Sheik

Mohammad Mohammad (& Jerry) …(& Jerry) …

24%24%

dubaidubai

Single Single greatest act greatest act

of pure of pure imaginationimagination

Does Does youryour project portfolioproject portfolio

“ “havehave a dubai”?a dubai”?

““You do not merely want to You do not merely want to

be the best of the best.be the best of the best. You want to be You want to be considered the considered the

only ones who do only ones who do what you dowhat you do.” .” —Jerry

Garcia

ThankThank you Steve you Steve

““You You knowknow a a designdesign is is goodgood

whenwhen you you wantwant to to licklick it.” it.” —Steve Jobs—Steve Jobs

Source: Source: Design: Intelligence Made VisibleDesign: Intelligence Made Visible,, Stephen Bayley & Terence ConranStephen Bayley & Terence Conran

Thank you , Thank you , Anthelme Anthelme

Brillat-Savarin Brillat-Savarin and Ludwig and Ludwig

FeuerbachFeuerbach ……***”You are what you eat”*”You are what you eat”

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 “Hang Out Axiom”:The “Hang Out Axiom”: At its core, At its core, evereveryy (!!!) (!!!)

relationship-partnership relationship-partnership decision (employee, decision (employee,

vendor, customer, etc)vendor, customer, etc) is a is a stratestrateggicic decision decision

about: about:

“Innovate,“Innovate, ‘Yes’ or ‘Yes’ or ‘No’‘No’ ” ”

““Normal” Normal”

= = “o “o forfor 800”800”

““Diverse groups of problem solvers—Diverse groups of problem solvers—groups of people with diverse tools—groups of people with diverse tools—

consistently outperformed groups of the consistently outperformed groups of the best and the brightest. If I formed two best and the brightest. If I formed two

groups, one random (and therefore groups, one random (and therefore diverse) and one consisting of the best diverse) and one consisting of the best individual performers, the first group individual performers, the first group

almost always did better. … almost always did better. …

DiversityDiversity trumped trumped abilityability.”.” —Scott Page, —Scott Page, The Difference: How The Difference: How

the Power of Diversity Creates Better Groups,the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity Firms, Schools, and Societies Diversity

““the wildest the wildest chimera of a chimera of a moonstruck moonstruck

mind”mind” ——The FederalistThe Federalist on TJ’s Louisiana on TJ’s Louisiana Purchase

ThankThank you, Lou … you, Lou …

““M” = M” = $0$0

IBIBMM: : $55B*$55B*

*Also HP-EDS*Also HP-EDS

And the “M” Stands for … ?

Gerstner’s IBM: “Systems Integrator of choice.”/BW

(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )

IBM Global ServicesIBM Global Services* (*Integrated Systems

Services Corp.): $$55B55B

““THE GIANT STALKING BIG OIL: THE GIANT STALKING BIG OIL:

How How SchlumbergerSchlumberger Is Rewriting the Rules of the Is Rewriting the Rules of the

Energy Game.”:Energy Game.”: “IPM [Integrated “IPM [Integrated Project Management] strays from Project Management] strays from [Schlumberger’s] traditional role [Schlumberger’s] traditional role as a service provider and moves as a service provider and moves

deeper into areas once dominated deeper into areas once dominated by the majors.”by the majors.”

Source: Source: BusinessWeekBusinessWeek cover story, January 2008 cover story, January 2008

““Big Brown’s New Bag: UPS Big Brown’s New Bag: UPS Aims to Be the Traffic Aims to Be the Traffic

Manager for Corporate Manager for Corporate AmericaAmerica”” —Headline/—Headline/BWBW

““UPS wants to take over the UPS wants to take over the sweet spot in the endless sweet spot in the endless loop of goods, information loop of goods, information

and capital that all the and capital that all the packages packages [it moves][it moves] represent represent.”.” ——

ecompany.com ecompany.com (E.g., (E.g., UPS LogisticsUPS Logistics manages the logistics of 4.5M Ford vehicles, manages the logistics of 4.5M Ford vehicles,

from 21 mfg. sites to 6,000 NA dealers) from 21 mfg. sites to 6,000 NA dealers)

GE Enterprise SolutionsGE Enterprise Solutions** GE Enterprise Solutions delivers high-impact, GE Enterprise Solutions delivers high-impact, integrated solutions that improve customers’ integrated solutions that improve customers’

productivity and profitability. Enterprise Solutions productivity and profitability. Enterprise Solutions helps customers compete and win in a changing global helps customers compete and win in a changing global

environment by combining the power of GE’s environment by combining the power of GE’s intelligent technologies with its multi-industry intelligent technologies with its multi-industry experience and expertise. Enterprise Solutions experience and expertise. Enterprise Solutions

comprises high-tech, high-growth businesses including comprises high-tech, high-growth businesses including Sensing & Inspection Technologies, Security, GE Fanuc Sensing & Inspection Technologies, Security, GE Fanuc Intelligent Platforms, and Digital Energy. The business Intelligent Platforms, and Digital Energy. The business has 17,000 customer-focused associates in more than has 17,000 customer-focused associates in more than

60 countries around the world.60 countries around the world.

*from GE.com*from GE.com

The Value-added Ladder/The Value-added Ladder/TRANSFORMATIONTRANSFORMATION

Customer Success/ Customer Success/ Gamechanging Gamechanging

SolutionsSolutions

ServicesServicesGoodsGoods

Raw Materials Raw Materials

HuHuggee:: Customer

SatisfactionSatisfaction versus Customer

SuccessSuccess

““The business of selling is not just about matching viable The business of selling is not just about matching viable

solutions to the customers that require them. solutions to the customers that require them. It’s It’s equally about managing the equally about managing the

change process the customer change process the customer will need to go through to will need to go through to

implement the solution and implement the solution and achieve the value promised achieve the value promised

by the solutionby the solution.. One of the key One of the key

differentiators of our position in the market is our attention to differentiators of our position in the market is our attention to managing change and making change stick in our customers’ managing change and making change stick in our customers’

organization.”organization.”* (*E.g.: CRM failure rate/Gartner: * (*E.g.: CRM failure rate/Gartner: 7070%)%) —Jeff Thull, —Jeff Thull, The Prime Solution: Close the Value Gap, The Prime Solution: Close the Value Gap,

Increase Margins, and Win the Complex SaleIncrease Margins, and Win the Complex Sale

The Value-added Ladder/The Value-added Ladder/TRANSFORMATIONTRANSFORMATION

Customer Success through Customer Success through ImImpplementedlemented

Gamechanging Solutions*Gamechanging Solutions*ServicesServicesGoodsGoods

Raw Materials Raw Materials

**Subject-matter Professionals andSubject-matter Professionals and Organization Effectiveness Experts (Degree: MBA, Organization Effectiveness Experts (Degree: MBA,

Organizational Psychology)Organizational Psychology)

““support function” / support function” / “cost center”/ “cost center”/ “overhead”“overhead”

oror … …

Department Head

to …

ManaginManaging g

PartnerPartner, , ISIS [HR, R&D, etc.] IncInc..

Answer:

PSFPSF

Are you the …

““PrinciPrincippal al EnEnggineine of of

Value Added”Value Added”*E.g.: Your R&D budget as robust as the New Products team?

HCare CIO: “Technology Executive” (workin’ in a hospital)

Or/to: Full-scale, Full-scale, AccountableAccountable (life or death)

Member-Partner of XYZ Member-Partner of XYZ Hospital’s Hospital’s Senior Senior HealinHealingg-Services -Services TeamTeam (who happens to be a techie)

Ideal “finance staffer”:Ideal “finance staffer”: Full-scale Full-scale “business partner” “business partner” [CFO?] to the/each [CFO?] to the/each

department she department she serves.serves.

Ideal “finance staffer”: Ideal “finance staffer”:

**Full-scale “business partner”**Full-scale “business partner” [CFO?] to the/each department [CFO?] to the/each department she serves.she serves.**Not cop—obsessed instead with**Not cop—obsessed instead with value-addedvalue-added**Integration first, “stovepipe” **Integration first, “stovepipe” secondarysecondary**MBWA/bigtime**MBWA/bigtime**Networker to the rest of Finance**Networker to the rest of Finance

ThankThank you Jim (and you Jim (and Germany ) …Germany ) …

Jim’s Jim’s GroupGroup

Jim’s Mowing CanadaJim’s Mowing CanadaJim’s Mowing UKJim’s Mowing UKJim’s AntennasJim’s Antennas

Jim’s BookkeepingJim’s BookkeepingJim’s Building MaintenanceJim’s Building Maintenance

Jim’s Carpet CleaningJim’s Carpet CleaningJim’s Car CleaningJim’s Car Cleaning

Jim’s Computer ServicesJim’s Computer Services

Jim’s Dog WashJim’s Dog WashJim’s Driving SchoolJim’s Driving School

Jim’s FencingJim’s FencingJim’s FloorsJim’s Floors

Jim’s PaintingJim’s PaintingJim’s PavingJim’s Paving

Jim’s Pergolas [gazebos]Jim’s Pergolas [gazebos]Jim’s Pool CareJim’s Pool Care

Jim’s Pressure CleaningJim’s Pressure CleaningJim’s RoofingJim’s Roofing

Jim’s Security DoorsJim’s Security DoorsJim’s TreesJim’s Trees

Jim’s Window CleaningJim’s Window CleaningJim’s WindscreensJim’s Windscreens

Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group

Jim’s GroupJim’s Group:: Jim Penman.* Jim Penman.*

1984: Jim’s Mowing. 2006: Jim’s Group. 1984: Jim’s Mowing. 2006: Jim’s Group.

2,600 franchisees2,600 franchisees (Australia, NZ, UK). (Australia, NZ, UK). Cleaning. Dog washing. Handyman. Cleaning. Dog washing. Handyman.

Fencing. Paving. Pool care. Etc.Fencing. Paving. Pool care. Etc.

“People first.” Private. Small staff. Franchisees “People first.” Private. Small staff. Franchisees can leave at will. 0-1 complaint per year is can leave at will. 0-1 complaint per year is

norm; cut bad ones quickly.norm; cut bad ones quickly.

*Ph.D. cross-cultural anthropology; mowing on the side

Source: MT/Management Today (Australia), Jan-Feb 2006

#4 Japan#4 Japan#3 USA#3 USA

#2 China#2 China

#1 #1 GermanyGermany

Reason!!!Reason!!!

MittelstandMittelstand

Or …Or … Goldmann Goldmann ProduktionProduktion

ss(11/50%/$5M/”dip and coat,” expensive (11/50%/$5M/”dip and coat,” expensive

pigments vs “through coloring,” fadesBekro pigments vs “through coloring,” fadesBekro Chemie)Chemie)

“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 Buy a very large one very large one and just waitand just wait.”.”

—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

Dick Kovacevich: You don’t You don’t get better by get better by being bigger. being bigger.

You get You get worse.”worse.”

““Mr. Foster and his McKinsey Mr. Foster and his McKinsey colleagues collected detailed colleagues collected detailed

performance data stretching back performance data stretching back 4040 years for years for 1,0001,000 U.S. companies. U.S. companies. TheTheyy

found that found that none none of the of the

lonlongg-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 —Financial

TimesTimes

““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

The The lastlast word: word: There There is is nono “last “last

word.”word.”


John … John …

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

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

think you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

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

1/401/40

““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, again We fixed them by doing it over and over, again and again.and again. We do the same today. While our competitors We do the same today. While our competitors are still sucking their thumbs trying to make the design are still sucking their thumbs trying to make the design

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

By the time our rivals 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

Culture of PrototypingCulture of Prototyping

“Effective prototyping may “Effective prototyping may

be be thethe most most valuablevaluable core core competencecompetence an an

innovative organization can innovative organization can hope to have.”hope to have.” —Michael Schrage

““ExperimenExperiment t

fearlessly”fearlessly”Source: BW0821.06, Type A Organization Strategies/

“How to Hit a Moving Target”—Tactic #1Tactic #1

““You miss You miss

100100%%

of the shots of the shots you never you never

take.”take.” —Wayne—Wayne GretzkyGretzky

““RewardReward excellent failures.

PunishPunish mediocre

successes.”Phil Daniels, Sydney exec

““FAIL, FAIL FAIL, FAIL AGAIN. FAIL AGAIN. FAIL BETTER.”BETTER.”

—Samuel Beckett

“The secret of fast progress is

inefficiency, fast and furious and

numerous failures.”

—Kevin Kelly

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 it. Try it. Try it. Try it. Try it. Try it.

ThankThank you , Conrad you , Conrad

& Fred …& Fred …

4/404/40

DECENTRALIZATIONDECENTRALIZATION..

EXECUTION.EXECUTION.ACCOUTABILITY.ACCOUTABILITY.

66:15A.M. :15A.M.

Conrad Hilton, at a gala Conrad Hilton, at a gala celebrating his life,celebrating his life,

was asked, “What was the was asked, “What was the most important lesson most important lesson

you’ve learned in you long you’ve learned in you long and distinguished career?” and distinguished career?”

His immediate answer …His immediate answer …

Conrad Hilton, at a gala celebrating his life,Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned was asked, “What was the most important lesson you’ve learned

in you long and distinguished career?” in you long and distinguished career?”

His immediate answer: His immediate 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

““almost inhuman almost inhuman disinterestedness disinterestedness in … strategy”in … strategy” —Josiah —Josiah

Bunting on Bunting on U.S. GrantU.S. Grant (from (from Ulysses S. Ulysses S. GrantGrant))

““This [adolescent] incident [of getting from point A to point B] is notable This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his not only because it underlines Grant’s fearless horsemanship and his

determination, but also it is the first known example of a very important determination, but also it is the first known example of a very important

peculiarity of his characterpeculiarity of his character:: Grant had an Grant had an extreme, almost phobic extreme, almost phobic dislike of turning back dislike of turning back

and retracing his stepsand retracing his steps.. If he If he

set out for somewhere, he would get there somehow, whatever the set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always, the factors that made him such a formidable general. Grant would always,

always press on—turning back was not an option for him.”always press on—turning back was not an option for him.”

—Michael Korda, Ulysses Grant

RelentlessRelentless:: “One of “One of

my superstitions had always been my superstitions had always been when I started to go anywhere or when I started to go anywhere or

to do anything,to do anything, notnot to to turnturn backback ,, or stop, or stop,

until the thing intended was until the thing intended was accomplished.”accomplished.” —Grant


Peter …Peter …

Nudge.Nudge.Sway.Sway.

K.I.S.S.K.I.S.S.*Keep It Simple, Stupid*Keep It Simple, Stupid

90K in U.S.A. 90K in U.S.A. ICUsICUs on any on any given day; given day; 178178 steps/day steps/day

in ICU. in ICU.

50%50% stays result stays result

in “serious complication”in “serious complication”

Source: Atul Gawande, “The Checklist” (Source: Atul Gawande, “The Checklist” (New YorkerNew Yorker, 1210.07), 1210.07)

****Peter PronovostPeter Pronovost, Johns Hopkins, , Johns Hopkins, 20012001**Checklist, line infections**Checklist, line infections**1/3**1/3rdrd at least one error when he started at least one error when he started**Nurses/permission to stop procedure **Nurses/permission to stop procedure if doc, other not following checklistif doc, other not following checklist**In 1 year, 10-day line-infection rate:**In 1 year, 10-day line-infection rate:

11% to … 11% to … 0%0%

Source: Atul Gawande, “The Checklist” (Source: Atul Gawande, “The Checklist” (New YorkerNew Yorker, 1210.07), 1210.07)

Thank you ,Thank you ,Nassim Nicholas Nassim Nicholas

Taleb …Taleb …

The Black Swan The Black Swan 44: Tactical 44: Tactical

Rules for Rules for Survival (and Survival (and success) in success) in

Looney timesLooney times

““I [will] not accept the I [will] not accept the explanation of a recession explanation of a recession negatively effecting the negatively effecting the

[new] business. There are [new] business. There are still people traveling. We just still people traveling. We just have to get them to stay in have to get them to stay in our hotel.”our hotel.” —Horst Schulze, former president of Ritz —Horst Schulze, former president of Ritz

Carlton, on his new luxury hotel chain, Capella, from Prestige (06.08)Carlton, on his new luxury hotel chain, Capella, from Prestige (06.08)

Black Swan Tactical RulesBlack Swan Tactical Rules

1. K.I.S.S.1. K.I.S.S.2. Hammer on the basics.2. Hammer on the basics.3. Focus on us, not the competition.3. Focus on us, not the competition.4. Puzzle-solving: How to turn this4. Puzzle-solving: How to turn this into an opportunity.into an opportunity.5. MBWA/X.5. MBWA/X.6. MBWA/I.6. MBWA/I.7. MBWA/Vendors.7. MBWA/Vendors.8. Waaaaay over-communicate!!!!!!8. Waaaaay over-communicate!!!!!! (With (With everyoneeveryone—start with your—start with your banker.)banker.)

"’Overcommunication never hurts. "’Overcommunication never hurts. If it is something significant, I If it is something significant, I

would just pick up the phone and would just pick up the phone and call Ben [Bernanke]. . . . One of the call Ben [Bernanke]. . . . One of the

things I do is I create an things I do is I create an atmosphere where I am so direct atmosphere where I am so direct

and so open and collaborative with and so open and collaborative with people I trust that it brings out the people I trust that it brings out the

same in them.” same in them.” —Hank Paulson—Hank Paulson


9. All work is team work.9. All work is team work.10. Transparency.10. Transparency. 11. Work the phones.11. Work the phones.12. Perception of fairness.12. Perception of fairness.13. Share the pain.13. Share the pain.14. Decency!!!!!!!14. Decency!!!!!!!15. Grace!!15. Grace!!16. “Thank you.”16. “Thank you.”17. Control your impatience—17. Control your impatience— no temper tantrums.no temper tantrums.18. Constant attitude checks—18. Constant attitude checks—youyou..

Work the Work the phones!phones!


19. Dress for success.19. Dress for success.20. Avoid burnout/you, the team,20. Avoid burnout/you, the team, the entire organization.the entire organization.21. 21. Re-emphasize the companyRe-emphasize the company values-philosophy.values-philosophy. (Now, (Now, more than ever.)more than ever.)22. Quality!!!!!! (Now, more than 22. Quality!!!!!! (Now, more than ever.)ever.)23. No corner cutting. (Now, more23. No corner cutting. (Now, more than ever.)than ever.)24. Constant reviews/War room.24. Constant reviews/War room.25. Celebration of small wins.25. Celebration of small wins.


26. 26. People FirstPeople First/HR is King./HR is King.27. Help people with personal27. Help people with personal financial management.financial management.28. Be generous to those who are28. Be generous to those who are let go—e.g. healthcare benefits.let go—e.g. healthcare benefits.29. Don’t over-analyze.29. Don’t over-analyze.30. Don’t under-analyze.30. Don’t under-analyze.31. Cuts all at once—if possible.31. Cuts all at once—if possible.32. Cuts explained in great detail.32. Cuts explained in great detail.33. Quantitative calendar33. Quantitative calendar management—focus on “to management—focus on “to don’ts.”don’ts.”


34. 34. IncreaseIncrease customer-service customer-service training.training.35. In general, minimize training 35. In general, minimize training cuts.cuts.36. Be(very)ware R&D cuts; R&D36. Be(very)ware R&D cuts; R&D quick pay SWAT teams.quick pay SWAT teams.37. Beware such things as sales37. Beware such things as sales travel cuts, ad cuts.travel cuts, ad cuts.38. “Across the board” = Dumb.38. “Across the board” = Dumb.39. Is this a time to over-invest if 39. Is this a time to over-invest if cash is at hand? (E.g., distressedcash is at hand? (E.g., distressed innovative start-ups?innovative start-ups?


40. Stealth work on the likes of 40. Stealth work on the likes of XF communication.XF communication.41. This could last a long time—41. This could last a long time— LT prep is necessary LT prep is necessary nownow..42. Prepare/Be prepared for 42. Prepare/Be prepared for moremore Black Swans.Black Swans.

43. 43. ExcellenceExcellence.. (Now, (Now, more than ever.)more than ever.)(44. Remember all this in(44. Remember all this in peacetime—Chuck Knight’speacetime—Chuck Knight’s legacy.)legacy.)

this is your this is your life. Think life. Think upside.upside.

this is your this is your life. Think life. Think

excellence.excellence.

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.

Michelangelo

100 Ways to Succeed #139: Work the Damn Phones! Treble Your 100 Ways to Succeed #139: Work the Damn Phones! Treble Your MBWA!MBWA!**

One of my favorite quotes, from Carolyn Lamb , goes like thisOne of my favorite quotes, from Carolyn Lamb , goes like this: “A year from now you may wish : “A year from now you may wish you had started today.”you had started today.”

Yes, today many of us wish we had “wildly” “over”invested in those employee-vendor-client-Yes, today many of us wish we had “wildly” “over”invested in those employee-vendor-client-community relationships when the market was heading North and there was a little slack in community relationships when the market was heading North and there was a little slack in the system. Well, perhaps we didn’t, but, and I’m not “doing a Tony Robbins” here, it really is the system. Well, perhaps we didn’t, but, and I’m not “doing a Tony Robbins” here, it really is never too late. That is:never too late. That is:

Work the damn phones.Work the damn phones.Keep working the damn phones.Keep working the damn phones.Show up.Show up.Keep showing up.Keep showing up.Call clients and suppliers, ask them how things are going, and how you can help. This is not Call clients and suppliers, ask them how things are going, and how you can help. This is not about sales (directly), but about “showing up”—taking time from your busy affairs to offer about sales (directly), but about “showing up”—taking time from your busy affairs to offer assistance of any sort. (E.g., offer up your network: assistance of any sort. (E.g., offer up your network: “Well, Dave [one of your key suppliers], I “Well, Dave [one of your key suppliers], I know Ed Simpson, over there at [one of Dave’s problem clients]; his daughter and mine are co-know Ed Simpson, over there at [one of Dave’s problem clients]; his daughter and mine are co-captains of the [name of school] soccer team; I can give him a call for you if you’d like.”captains of the [name of school] soccer team; I can give him a call for you if you’d like.” Etc.) Etc.)

This is even more important with our employees.** “Over”inform—the rumors are invariably This is even more important with our employees.** “Over”inform—the rumors are invariably worse than reality. “Over”do your MBWA—managing by wandering around. Keep your worse than reality. “Over”do your MBWA—managing by wandering around. Keep your enthusiasm up if it kills you—not in a dopey grin, “all is well” way, but by exhibiting energy enthusiasm up if it kills you—not in a dopey grin, “all is well” way, but by exhibiting energy and masking any internal doom & gloom expressions that may in fact be just beneath the and masking any internal doom & gloom expressions that may in fact be just beneath the surface. [**I use the formal word “employees” here, a word I ordinarily dislike. But the point is surface. [**I use the formal word “employees” here, a word I ordinarily dislike. But the point is that you do have a formal hierarchal relationship with those on your payroll, and thence a that you do have a formal hierarchal relationship with those on your payroll, and thence a formal as well as an abiding moral obligation concerning their and their families’ well-being.]formal as well as an abiding moral obligation concerning their and their families’ well-being.]

*A series of ideas from tompeters.com*A series of ideas from tompeters.com

walkwalk

Thank you, Thank you, Eleanor, Jay Eleanor, Jay and Kevin …and Kevin …

““Do one Do one thing every thing every

day that day that scares you.”scares you.”

—Eleanor Roosevelt

““I’m not comfortable I’m not comfortable unless I’m unless I’m

uncomfortable.”uncomfortable.”—Jay Chiat

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. Avoid moderationAvoid moderation!!


3H Club …3H Club …

HHowardoward

HHiltonilton

HHerberb

2255

Conrad Hilton, at a gala celebrating his life,Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned was asked, “What was the most important lesson you’ve learned

in you long and distinguished career?” in you long and distinguished career?”

His immediate answer: His immediate answer: ““remember remember to tuck the to tuck the

shower curtain shower curtain inside the inside the bathtubbathtub””

““You have to You have to treat your treat your

employees like employees like customers.”customers.” —Herb Kelleher, —Herb Kelleher,

upon being asked his “secret to success”upon being asked his “secret to success”

Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-pageat Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across thead in USA Today thanking HK for all he had done; across the

way in Dallas American Airlines’ pilots were picketing theway in Dallas American Airlines’ pilots were picketing the Annual Meeting)Annual Meeting)

3H: Howard, Hilton, Herb3H: Howard, Hilton, Herb

****Stay in touch!Stay in touch!****Sweat theSweat the details! details!****It’s the people,It’s the people, stupid! stupid!

walkwalk

ThankThank you , Mike & you , Mike &

Tom …Tom …

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.

Michelangelo

““Mr. Watson, Mr. Watson, how long does it how long does it take to achieve take to achieve

Excellence?”Excellence?”

““11 minute”minute”

Good luck …Good luck …

““Excellence can be obtained if you:Excellence 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 (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)K.Sriram, November 27, 2006 1:17 AM)

Leadership(21A.D.) = Leadership(21A.D.) = Leadership(21B.C.)Leadership(21B.C.)

walkwalk

Documents

Tom Peters’ EXCELLENCE. ALWAYS. Harvard Business Review America Latina Santiago/14 October 2008