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EXCELLENCE. ALWAYS. Talent. Talent. Leadership.
The Talent 57/13 November 2008
To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:
´Showcard Gothic,µ ´Ravie,µ ´Chillerµ and ³Verdana´
Organizations exist to serve. Period. serve. Leaders live to serve. serve. Period.
This is the critical contextual point. Every organizational entity exists only to serve. To serve its members, who in turn do something of use for others called customers, the community, etc. This ³model´ applies equally to baseball teams and accounting departments serving other internal departments and restaurants and Girl Scout troops. In turn, leaders¶ only principal role is to serve (provide growth opportunities, etc.) those who are in turn being of service.
Why in the World did you go to Siberia? Siberia?
Speech in Novosibirsk in the late Spring of 2006. The view from my Air Siberia plane as we approached.
An emotional, vital, innovative, emotional, vital, innovative, joyful, creative, joyful, creative, entrep entrepreneurial endeavor that elicits maximum
Enterprise* Enterprise* ** (*at its best):
concerted human potential in the wholehearted service of others.** others
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
I was among the first (the first, probably) of the gurus to make this journey²and I felt an immense obligation to spell journey² out the possibilities as I saw them. These words are meant to be taken literally²how, in fact, could there be any other literally² serious aspiration?
Period. Passionate servant leaders. Leaders live to serve. .Organizations exist to serve. determined to create a legacy of earthshaking transformation in their domain create/must necessarily create organizations which are no less than ´Cathedralsµ in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed « In passionate pursuit of jointly « perceived soaring purpose and personal and community and client service Excellence. Period.
no less than ´Cathedralsµ in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed .
At any rate. Though far more explanation is required. As a refugee from totalitarianism.I was flattered to be asked to keynote the first major conference celebrating Peter Drucker¶s life work. suffice it to say that I am attaching as Appendix ONE a subset of slides from the AIM event that capture my beliefs about the high potential of enterprises of all sorts. he was interested in organizational arrangements that would contribute to the stability and progress of civilization. but holds equally to the furniture maker¶s shop in Pawlet. . This is obvious when it is your child¶s fourth grade classroom. and was organized by the Australian Institute of Management. or so it felt. Drucker¶s work was more. Vermont²or the logistics Vermont² department in the factory down the road. Yes. I fretted ceaselessly. ³cathedrals´ dedicated to human development occurs/is meant to occur which contagiously spreads to associated communities (customers. far more. for weeks.´ And in a direction that was novel for me. etc). than brilliant insights. it ³got me thinking. It took place in Sydney.
IBM Country Club. We are moving along in troublesome times. but the love of these various things of which I have spoken and of the people in whom we are interested is going to be the great force which will make us all appreciate the spiritual values which constitute the only solid foundation on which we can build. 1941 . NY. "Then as citizens we must extend our respect to all worthy people in all nations. We must extend our cooperation to all other businesses whether we do business with them or not. "We in IBM must not confine our thoughts just to IBM."We all start out in life loving our fathers and mothers above everything else in the world. but that does not close the doors of love. address to IBM Sales and Service Class 525 and Customer Engineers Class 528. Endicott. Watson. October 30. We are one cog in the industrial wheel. We must apply that to nations and to other businesses. That prepares us to love our wives and husbands and children and friends and to cooperate with and show respect to all worthy individuals with whom we come in contact or have an opportunity to reach in other ways. Sr." Thomas J.
My goal here is to get you to read this slowly and absorb its flavor.) (To offer a flavor of IBM¶s practices at the time.´ IBM stood out from the herd in 1982. in a small but symbolically important gesture. at the time of the publication of In Search of Excellence. (Mr Watson was often criticized at the time. as much or even more than GE did 20 years later. by the by. The construction of the ideal IBM began decades before²and the before² encompassing. Watson. almost religious view of the firm is extraordinary² extraordinary² and. even though IBM was relatively small. Excellence. because. took IBM provision of to Olympian and sustaining success in the 60s through the 80s. Watson was the legendary leader who. uttered just 38 days before Pearl Harbor.) Watson's two favorite words were ³think´ and ³excellence. was the first to insist that his field service people wear ties. principally through the peerless and unprecedented service excellence (more than product). he had taken on international markets with unusual vigor² vigor²including some that were quite unsavory.) . On the service side. a salesman was fired if he was caught in any way criticizing a competitor¶s product.
Cause Space (worthy of commitment) (room for/encouragement for initiative) Decency (respect. humane) .
.An effort to summarize.
Cause Space Decency service (worthy of commitment) (room for/encouragement for initiative-adventures) initiative- (respect. humane) (worthy of our clients¶ & extended family¶s continuing custom) excellence servant leadership (period) . integrity. grace.
Decency. servant leadership. Space. .Cause. Excellence. Service.
Period.µ (inspired by Robert Greenleaf) .´Leaders ¶SERVE· SERVE· people.
in 2006) .´I have always believed that the purpose of the corporation is to be a blessing to the employees.µ ³Boyd Clarke (Boyd was the president of the Tom Peters Company for several years until his untimely death. at age 51.
Bonus: Bonus: The ´5Esµ Credo .
groping effort to summarize.Another. .
Enthusiasm! Execution! Experience! Empathy! Excellence! .
Character and Care in all we do is an equal hallmark of the enterprise.) departments³ Empathy! (Despite the abiding emphasis on hustle and GTD.) .) Excellence! (Head-turning aspirations from the (Headworldworld-class busboy to the world-class chef to the worldworldworld-class parking valet.) Experience! (The organization delivers its product³ product³including accounting services from an internal department to its customer departments³with panache.Enthusiasm! (Matchless and internally and externally contagious and visible energy and vitality. unglamorous effort aimed at GTD/´getting things doneµ is the Holy Grail and principal source of pride³the ´strategy bitµ is secondary to the ´do pride³ itµ bit.) Execution! (A bulldog.
. Lead.. Ditch your office. or get out of the way! 7. Ready. Break it! 3. Ask dumb questions. 10. Avoid moderation! moderation! *Roberts is the CEO of Saatchi & Saatchi Worldwide . 9. If it ain·t broke .. 5. Read odd stuff. Spread confusion. Hire crazies. follow .Kevin Roberts· Credo* Credo* 1. Pursue failure. Fire! Aim.. 6. 2. 8. 4.
but that it is too low and we reach it. Michelangelo .The greatest danger for most of us is not that our aim is too high and we miss it.
worn out.1982) . professional motorcycle racer (Cycle magazine 02. leaking oil. thoroughly used up. but to skid across the line broadside. GERONIMO!· shouting ¶GERONIMO!· ´ ³Bill McKenna."Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece.
1. people! people! People! People! people! people! .
L(+21) = L(-21) L(- .
) .Leadership(21A.C.) = Leadership(21B.D.
the tools may be different. but the Principles and Practices are decidedly timeless.) .When it comes to Leadership Excellence. (Period.
µ ¶do· do· ²Anon. Period. .´Leaders people.
000 down the toilet in one easy lesson!!µ TP: .´How to flush $500.
well. but it was indeed ³pissed away. . alas. awful. 7-11.I use a local example from.´ The store looked much better but the staff attitude remained. A big hunk of change 7was spent on physical upgrading at a store near me.
< CAPEX > People! .
Attitude beats capital improvements²spend the bucks on the improvements² people. immediately cut the capital budget by 15%--and put 15%--and the entire sum into people programs. . not (or more than) the plywood. Review your budget upon completion (the point at which you momentarily lock it down). Having given it your very best shot.
Container store: 2x training$$$ .
more than ever. as most would do.Faced with the current crisis. the training budget for front line employees. rather than cut. the employees need to induce remaining customers to purchase! . the Container Store doubled. The CEO said that now.
2. The ´Customerµ is ´Job #1µ!
And that principal customer is «
³You have to treat your employees like customers.´
complete answer, upon being asked his ´secrets to successµ
Source: Joe Nocera, NYT, ´Parting Words of an Airline Pioneer,µ on the occasion of NYT, Herb Kelleher·s retirement after 37 years at Southwest Airlines (SWA·s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the fullway in Dallas American Airlines· pilots were picketing the Annual Meeting)
The Customer Comes Second: Put Your People First and Watch ·Em kick butt
³Hal Rosenbluth and Diane McFerrin Peters (no relation³be delighted if she was) relation³
Consistent with the idea that underscoring Brand Inside is the best way to keep the ocean deep & blue, the Sole Secret (he says) of Southwest Airlines founder Herb Kelleher is putting his people First²making them his First² principal customers. The likes of Dave Liniger (RE/MAX founder) and Hal Rosenbluth (superstar boss of travel giant Rosenbluth International) spout and live this same idea, using practically the same words²e.g., Hal¶s book words² Putting the Customer Second.
3. ´Softµ Is ´Hard.µ
³Managing By Wandering Around,´ the HP credo that Bob Waterman came upon in 1978. Its literal and metaphorical meaning came to epitomize what we learned in our research Excellence. and then tried to convey in In Search of Excellence. Never forget the Eternal Basics! Stay in constant touch with reality²and the people who do reality² the work. An explication of this ³obvious´ idea, so often honored in the breach, is offered at
´Tom, let me tell you the definition of a good lending officer. After church on Sunday, on the way home with his family, he takes a little detour to drive by the factory he just lent money to. Doesn·t go in or any such thing, just drives by and takes a look.µ
A bank CEO (mid-size bank) shared this insight with me 20 (midyears ago. A failure to practice this ³obvious´ ³basic´ is , in the end, at the heart of the subprime mess²and global mess² financial meltdown, circa 2008.
ValueStick to the Knitting Simple Form. 8. Value-Driven On.Excellence1982: The Bedrock ´Eight Basicsµ 1. Lean Staff Simultaneous Loose-Tight LoosePropertiesµ . 2. A Bias for Action Close to the Customer Autonomy and Entrepreneurship Productivity Through People Peop Hands On. 7. 3. 6. 5. 4.
.The heart of In Search of Excellence.
´Breakthroughµ 82* People! Customers! Action! Values! *In Search of Excellence .
Hard Is Soft Soft Is Hard .
our employer. and the B-school hardBhardasses) beat ³us´ (Bob Waterman and I) up over this contrarian assertion. We stood our ground.³They (McKinsey. .
#s) Soft Is Hard (people. relationships) .Hard Is Soft (Plans. customers. values.
other control and shareshareowning issues. Scale-asYes: Market share. No: Value to customer. . Yes: Dilution. No: Product.No: People. Yes: Scale-as-power.
Such trivia as the Product itself was AWOL.³Them´: At a luncheon that included a huge share of ______¶s (country) business bosses. all the talk was about financial manipulations and getting¶ bigger. .
Scale-asNo: Market share. Yes: Value to customer. other control and shareshareowning issues. . No: Dilution.Yes: People. Yes: Product. No: Scale-as-power.
.My life¶s work²which started when the Japanese were work² wumping the Americans in the auto business with ³nothing other than´ better Quality.
´It suddenly occurred to me « .
sat next to Henry Ford (the second) at a White House dinner. He said he. years ago.Limited Brands founder Les Wexner. was intimidated by Ford¶s non-stop nontales of visits with Kings and Prime Ministers. But later it occurred « . just an Ohio merchant.
µ ³Les Wexner .´It suddenly occurred to me that in the space of two or three hours he never talked about cars.
µ . your ideas and focusing on the essentials. It·s about being true to yourself.´To me business isn·t about To wearing suits or pleasing stockholders.µ ³Richard Branson essentials.
4. ´Brand Insideµ Rules! .
Internal organizational excellence* excellence* ** = Deepest ´Blue Oceanµ .
Blue Ocean Strategy. .³Blue ocean´ from the popular book.
.*A ´Blue oceanµ is by definition very profitable « and will be quickly copied. ´sustainable copied. ´sustainable blueµ blueµ (Internal organizational excellence) is far more difficult to copy.
**Internal **Internal organizational excellence = ´Brand insideµ insideµ .
B(I) > B(O) .
´ the projection of that inner strength to the marketplace. What do I think makes the world turn²with sustaining turn² Excellence? A good strategy²or Walkabout? I try to answer strategy² that question at « Appendix Three. ultimately drives ³Brand Outside. .´ the internal strength of our enterprise.³Brand Inside. Three.
P.5.O. ./ Pursuit Of Talent = OBSESSION.T.
They revel in the talent of others.´The leaders of Great Groups love talent and know where to find it. Organizing Genius .µ ³Warren Bennis & Patricia Ward Biederman.
he was said to be a genius at attracting brilliant people³not automatic in the early days when Silicon Valley was a puny youth. T .PARC·s Bob Taylor. as seen by one of his admirers*: ´Connoisseur of Talentµ *Taylor was founding boss of Xerox·s fabled Palo Alto Research Center.
6. The ´Find itµ obsession: Biz ´Strategicµ Priority #1 ?!. .
and the implications: .Consider it.
´Busy Executives Fail To Give Recruiting Attention It Deservesµ ²Headline. 1121. .05 WSJ. WSJ.
the most important imp asp aspect of business ´In short. hiring is and yet remains woefully misunderstood. 10. review of Who: The A Method for Hiring.µ Source: Wall Street Journal. Geoff Smart and Randy Street .29. Journal.08.
I¶d spend 70 sp cents getting the etting rig right person in the door. Leadership & Development. Director.´ ² people be even better² better² Paul Russell. Google .´ door.³Development can help great but if I had a dollar to spend.
goals.Who? ³The screening interview ³The ´Topgrading Interviewµ (story and patterns) ³Focused interview ³Reference interview* *Detailed rituals. Geoff Smart and Randy Street . follow-up followSource: Who: The A Method for Hiring.
an inventory system. that the process is rarely exactingly thought out. We may currently spend ³a lot of time´ on recruiting. with a dumptruck load of corroborating evidence. .The book Who is far from perfect. but it provides a systematic framework for hiring. say. but the authors suggest. And implies that we can think as systematically about the topic as we would about concocting.
´ ²Jim Collins.³The most important decisions businesspeople make are not µwhat¶ decisions but µwho¶ decisions. Good to Great .
C O* *Chief talent acquisition Officer .
solely devoted to recruiting! (Do it or be labeled by me as a fool!) (This is not a job or department that is subject²ever²to outsourcing.Yes. damn it.) subject²ever² . a ³C-level´ job. reporting ³Cdirectly to the CEO.
7. Focus on the #1 Motivational Discriminator: Selection (& Training) of the First Line Supervisor! .
#1 cause of DisDis-satisfaction? .
Employee retention & satisfaction: Overwhelming Overwhelmingly. First. based on their immediate manager! manager! Source: Marcus Buckingham & Curt Coffman. Break All the Rules: What the World¶s Greatest Managers Do Differently .
) . I know it. you worry about the job. Sure. But is it a Strategic Obsession? (I doubt it.First Line Supervisor Yes.
The ´Big Threeµ Transitions st 1 Marriage Parenthood Line Supervisor* Supervisor* *Accomplishment through others .
8. ´Legacyµ = 10! .
.2/year = legacy.
two annual promotions you will make. . The cadre of Generals he 4developed reshaped the USAF in the decade after he retired. on average. flows from the. in the course of a five-year assignment. an Air Force 4-star general. almost in full (?!). will be your real mark fiveon the enterprise. I learned this years ago from Bill Creech.Your legacy. Those ten people.
Ask Your st HiringCalendar: Hiring-1 Line Supervisor promopromo-Promotion decisions in General* General* *Calendars do not lie! .
The epicenter of the organization¶s strategic accomplishment.´) .The Big Three .´) success. (Thought in most places as ³important´²but not as ³paramount to ³important´² success.
9. . Talent ´Excellenceµ in Every Part of Every Organization.
#1/100 ³Best Companies to Work for´/2005 .
Wegmans *2008: 3 of Top 5 retail: Wegmans. Whole Foods . 2008: Container Store.
´ one¶s thoughts instinctively turn to Genentech or Apple or Google or Johns Hopkins or GE. Not a ³mere retailer´²and a grocer retailer´² at that. along with two other mere retailers in mundane industries. Yet the regional (HQ in Rochester NY) grocer Wegmans topped the list in ¶05. a grocery shop can be tops!! Damn it!! (So what¶s your damned excuse?) . and remains. in the Top Five this year.When one thinks of ³best companies to work for. Yes.
.10. Talent ´Excellenceµ Stretches Far Beyond Our Borders.
We are the company we keep .
I¶ll go so far as to say that the ³who we hang out with´ is the most powerful force in inducing or suppressing innovation. We are what we eat.Obvious. Hang out folks² with dullards or ³same-sames´²and become more dull or ³same-sames´² stay where you are. for instance. But underestimated by a mile when it comes to its power at shaping behavior. hang out with interesting folks²and become more interesting. (Research. . now shows that the friend cohort far outstrips parental actions in terms of influence on a child¶s behavior. We are the friends we make. In short.
Quality) Innovation Alliance Partners Customers Competitors (who we ´benchmarkµ against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board .Measure ´Strangenessµ/Portfolio Quality Staff Consultants Vendors OutOut-sourcing Partners (#.
And: the Degree of Strangeness in our various portfolios (customers. the ³who we hang out with´ idea applies to everything we do.In short. board members. . vendors. etc) should be measured.
etc) is a strategic decision strateg about: ´Innovate. vendor.The ´Hang Out Axiomµ: At its core. every (!!!) every relationshiprelationship-partnership decision (employee. ¶Yes· or ¶No· µ . customer.
Expand the 11.11. definition of ´ourµ talent pool: Master ´Crowd´Crowd-sourcing.µ ´Wikiworldµ! .
Make no mistake.The newfound power of the crowd cannot be overestimated² overestimated² e. of our Talent Base-Extended Family. it just determined the outcome of the presidential elections in the USA. and a big part. Base- .g. ³Crowds´ are part.
µ ²Pierre Omidyar. people are getting together and. using the Internet.´There·s a fundamental shift in power happening. Everywhere. disrupting whatever activities they·re involved in. eBay . founder.
´ ³Foreign hop have. and particularly in the hands of non-state nonactors. « Policy.³Technology massively multiplies soft power²particularly power² video technology. Images are now competing against images. Nov-Dec 2008 . People are visual creatures. and in some ways it becomes the least compelling simply because it¶s the least novel. and they tend to respond to videos and pictures on a much less YouTube (and whatever follows it) will soon have greater global influence over narratives about international events (if it doesn¶t already) than any any government information source could hope to have. NovPolicy. It¶s not just words competing against words.´ rational and much more visceral level. « The power and distinction of a government¶s voice is lost in the competing chatter.
.07 FT.·µ ³Headline. FT.´The Billion-man BillionResearch Team: Companies offering work to online communities are reaping the benefits of ¶crowdsourcing. 0110.
Wikinomics WikiWorld Weapons of Mass collaboration CrowdSourcing smart mobs Linux Human genome project InnoCentive YouTube Second Life Wikipedia Myspace .
Wikinomics: How Mass Collaboration Changes Everything ²Don Tapscott & Anthony Williams .
A New ´C-Level? ´C- C *Chief WikiWorld Officer O* .
.The ³boss´ of our Wikiworld activities is another (very) (senior) member of our Talent Team.
12. 12. Stock up on ´Technofreaksµ! .
Issue #1: To get the best you need a critical mass³ mass³and a rep as a firstfirst-rate Playground for Top Techies. .
13. . Talent Masters 13. Focus on Talent·s Intangibles.
EMPHASIZE THE ´SOFT SKILLS.µ .
B.A Few Lessons from the Arts Each hired and developed and evaluated in unique ways (23 contributors = 23 unique contributions = 23 pathways = 23 personalities = 23 sets of motivators) Attitude/Enthusiasm/Energy paramount Re-lentRe-lent-less! ³Practice is cool´ (G Leonard/Mastery) Team and individual Aspire to EXCELLENCE = Obvious Ex.cuEx-e-cu-tion Talent = Brand = Duh ³The Project´ rules Emotional language Bit players. B. No.W.I.I.W (everything) Delta events = Delta rosters (incl leader/s) .
etc. . sports.Think this is a strange idea? It¶s an automatic in the arts.
Hire enthusiasm! .14.
So let¶s formalize it²put it atop the ³must have´ traits list. it² (Incidentally. it seems obvious to me that enthusiasts of the sort we want are enthusiastic about everything²they can¶t everything² help themselves.) . Enthusiasm? We know it when we see it²and know that it it² might well be the #1 employability factor.The point of ³all this´ is making the implicit explicit.
µ ³Ben Zander .´I am a dispenser of enthusiasm.
µ ³Samuel Taylor Coleridge .´Nothing is so contagious as enthusiasm.
the ultimate virus.µ . Enthusiasm.´Enthusiasm.
you will find out what you need to know. where it can seem disruptive.´ . Or you will experiment and not worry if the experiment goes wrong. passion for If you care enough. nor in schools. but I believe that it works at all levels and at all ages. their cause.Charles Handy on the ´Alchemistsµ: ´Passion was what drove these people. Passion as the secret to learning is an odd secret to propose. passion for their product. Sadly. passion is not a word often heard in the elephant organizations.
Hire for _____! . 15.15.
² been an explicit Starbucks Strategy. At the end they extracted his top leadership traits. the idea is greatStrategy.Time had a cover story on Nelson Mandela on the occasion of his 90th birthday.²etc. (Hiring the Smilers has long etc. On this short list. Great Smile .) Again. one of them was his « smile! can move mountains.) greatsmile-as-formal-hiringsmile-as-formal-hiring-criterion. Hooray! A disarm adversaries. etc.
µ ³Chinese Proverb .´A man without a smiling face must not open a shop.
´ HalfHalf-full Cups: ²Lou Cannon .³[Ronald Reagan] radiated an almost transcendent happiness.
He will not try hard enough. but if he believes he cannot compose music. the ability to not give up in the face of failure. I believe that « OPTIMISTIC EXPLANATORY STYLE « is the key to persistence. three characteristics: (1) success. He will give up too soon when the elusive right melody takes too long to materialize. « The optimistic-explanatory-style optimistic-explanatorytheory of success says that in order to choose people for success in a challenging job. he will come to nothing. (2) Aptitude Motivation. A composer can have all the talent of a Mozart and a passionate desire to succeed. Optimism. you need to select for Aptitude. All three determine Motivation. Success requires persistence.´ .´Success or Failureµ/Try Instead ´Optimism or Failureµ/From Martin Seligman·s Learned Optimism: ³I believe the traditional wisdom is incomplete. (3) Optimism.
´ Please pay attention to this.Like it or not. optimism makes ³all the difference. .
Hire Staffers with 16. a ´Professional Service firmµ [psf] ´Mentalityµ .16.
Answer to prayers small and large: .
The sort of things that they will do have long been done (there¶s little or nothing under the sun) by my beloved PSFs! What follows immediately are a tiny hand full of Monster Firms who are. They will do so by offering more encompassing and more intertwined services to those clients.I am a nut on the topic of ³PSFs´²professional service firms. I ³PSFs´² contend that companies of all stripes need to race up the ³value³valueadded ladder´ simply to survive. in effect. ³betting the farm´ on PSF-ization PSF- !! .
´Mµ = $0 .
IBM more or less has ceased to make machines. .
IB : $55B* $55B* M *Also. among others in the same ballpark. the recent linkup of HP and EDS .
earth¶s largest PSF. So.IBM Global Services. is IBM to a large degree. too. . the Global Service look alikes within the world of the giants that follow.
January 2008 .µ: ³IPM [Integrated Project Management] strays from [Schlumberger¶s] traditional role as a service provider and moves deeper into areas once dominated by the majors.´THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.´ Source: BusinessWeek cover story.
and its chief says it will do ³just about anything an oilfield owner would want. Long-term Project Management wear LargeLongSchlumberger overalls.A January 2008 BusinessWeek cover story informed us that Schlumberger may well take over the world: ´THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.´ (*My old pal was solo on remote offshore platforms interpreting geophysical logs and the like. (China¶s state oil company just surpassed Exxon in market value.) At the center of the center of the Schlumberger ³empire´ is a relatively newly configured outfit. the Kings of Large-scale. technically accomplished. anywhere. from drilling to production´² production´²that is. highly autonomous teams. as BusinessWeek put it. (The pictures in the article from Siberia alone are worth the cover price. abetting these new players who are edging out the Exxons and BPs. reminiscent of IBM¶s Global Services and UPS¶ integrated logistics¶ experts and even Best Buy¶s now ubiquitous ³Geek Squads. ³[IPM] strays from [Schlumberger¶s] traditional role as a service provider* and moves deeper into areas once dominated by the majors.µ In short. from drilling to fullscale production to distribution.´ The Schlumberger version is simply called IPM. It lives in a nondescript building near Gatwick Airport. As China and Russia. relatively small. state run companies are eclipsing the major independents. Schlumberger knows how to create and run oilfields. make their move in energy. And the nugget is hardcore. among others.) .) At the center of it all. for Integrated Project Management.
000 NA dealers) ..g. information and capital that all the packages [it moves] represent. from 21 mfg.´Big Brown·s New Bag: UPS Aims to Be the Traffic Manager for Corporate Americaµ ²Headline/BW Americaµ Headline/BW ´UPS wants to take over the sweet spot in the endless loop of goods.µ ²ecompany. sites to 6. UPS Logistics manages the logistics of 4.com represent.5M Ford vehicles.µ (E.
com . GE Fanuc Intelligent Platforms. The business has 17.GE Enterprise Solutions* Solutions* GE Enterprise Solutions delivers high-impact. integrated highsolutions that improve customers· productivity and profitability. multiEnterprise Solutions comprises high-tech. Enterprise Solutions helps customers compete and win in a changing global environment by combining the power of GE·s intelligent technologies with its multi-industry experience and expertise. *from GE.000 customer-focused customerassociates in more than 60 countries around the world. Security. high-growth highhighbusinesses including Sensing & Inspection Technologies. and Digital Energy.
The Value-added Ladder/TRANSFORMATION ValueLadder/TRANSFORMATION Customer Success/ Gamechanging Solutions Services Goods Raw Materials .
.Climbing the ladder.
Inc. Inc. Partner. R&D.Department Head to « Managing Managing Partner. etc.] . IS [HR.
. they could readily explain it to others. Said departments would clearly understand and be obsessed by the value they add² add² and like a person from IBM Global Services. See Appendix FOUR for more. more or less every unit-department would unittake on the characteristics of a PSF.In Tom¶s world.
HealthCare CIO: ³Technology Executive´ (workin¶ in a hospital) FullFull-scale. Accountable (life or death) MemberMember-Partner of XYZ Hospital¶s Senior Healing Healing-Services Team (who happens to be a techie) Or/to: .
is ³Ctransformed² transformed²an obsession for value added is the universal norm.g.´ . ³C-level´ included). senior to senior (e. This is the ³new economy.Every ³staff´ job.
**Not cop³obsessed instead with cop³ value-added value**Integration first. ´stovepipeµ secondary **MBWA/bigtime **Networker to the rest of Finance .Ideal ´finance stafferµ: **Full-scale ´business partnerµ **Full[CFO?] to the/each department she serves.
Everybody! Relatively junior staffers in a finance department. serving their internal department customer. acting as full-fledged business fullpartners to their internal customer department. become miniminiIBM Global Service types. .
PSF/Professional PSF/Professional Service Firm/Beliefs Profession: Profession: Calling/Passion to make a difference/Excellence (always) point of view: know exactly what we view: stand for/ ´Dramatic Differenceµ Client: Client: enduring. test-the-limits test-therelationship/Trusted advisor Solution: Solution: Rock His-her World/ ´wowµ/ His´wowµ/ implemented ´Culture changeµ/ >>>>>> ´satisfactionµ .
Bottom line re Talent World: We need a boatload of folks who World: understand and aspire to what¶s on this slide.) . (FYI. The hiring criteria mimic McKinsey within reasonable limits. such a job prospect should be compelling to the candidate²offering candidate² help developing a very marketing skill package.
17. Hire ´Design´DesignMindednessµ! .17.
in every manager. At any rate. I have long called it ³design mindedness. to some extent. . the addition of an aesthetic sense. in part. At the very least. perhaps most folks. It is.´ an awkward but perhaps accurate moniker. I think this is not piepieinin-sky. this attribute is necessary.The ³Value-added Imperative´ is decidedly marked by the ³Valueprovision of something else that goes beyond the ³service transaction´ idea. the idea here is that we need a lot of folks. to have some sort of aesthetic sensibility.
µ ³Fortune .´Design is treated like a religion at BMW.
Visible.µ ²Steve Jobs Source: Design: Intelligence Made Visible. Stephen Bayley & Terence Conran .´You know a design is good when you want to lick it.
³Business people don¶t need to µunderstand designers better.¶ Businesspeople need to be designers.´ ²Roger Martin/Dean/Rotman Management School/ University of Toronto .
Embrace the ´action Factionµ! .18. 18.
D.¶ ´ ²Stephen Ambrose/Fast war² Company. I feel that especially as doesn¶t. and by the middle of the war had 30.000 landing craft. refused to hire graduates of engineering schools. cemented during my two years in Vietnam as a Seabee/combat engineer. He did it without engineers. But it does give flavor to what I¶ve just said: ³Andrew Higgins . . with a ton of supporting evidence.´ In fact this Heidea. our first of Eight Basics in In Search of Excellence We called it ³A Bias for Action. became.´ What¶s my point in a presentation on talent? In short.D.A line I use in pretty much all of my presentations goes like this: ³Truth be told. I have only learned one thing µfor sure¶ in the 40+ years I¶ve been doin¶ what I¶ve been doin. He believed that they only teach you what you can¶t do in engineering school. µAndrew Higgins won the war for us. I say: Win the commercial war²hire members of the Action Faction. we need to figure out who belongs to the ³action faction´²and faction´² who doesn¶t. who built landing craft in WWII.¶ And that is. an engineer. He-she who tries the most stuff usually wins. Eisenhower told me. He started off with 20 employees.000 working for him. What follows is not fair. He turned out 20.
µ things.· It·s called doing things.´We have a ¶strategic plan.µ ³ Herb Kelleher .
Canadian O & G wildcatter .µ You may think you·re finding it Source: The Hunters. but it is amazing how few oil people really understand that you only find oil if you drill wells.´This is so simple it sounds stupid. when you·re drawing maps and studying logs. but you have to drill. by John Masters. wells.
others plan how to plan³ plan³ for months.³We made mistakes. By the time our rivals are ready with wires and screws. versus acting: We act from day acting: one. We fixed them by doing it over and over. It gets back to planning 10.µ . Most of them were omissions we didn¶t think of when we initially wrote the software. we are on version #10.µ ³Bloomberg by Bloomberg months. of course. While our competitors are still sucking their thumbs trying to make the design perfect. we¶re already on prototype version #5 . again and again. We do the same today. one.
Try it. Try it. Screw it up . Try it. Try it. Try t. Screw up. Try it ry it. Try it. Try it. Try it. Screw it up it. Try it. Try it. try t. Try it. Try it. Try it.
Cheer [and promote for!] the worthy failures! .19.
you reward people for taking risks. I tell them to try a different mountain.´ ³Michael Bloomberg (BW/0625. When it doesn¶t work out you promote them-because promote themthey were willing to try new things.³In business.07) (BW/0625. If people tell me they skied all day and never fell down.07) . risks.
you are also a champion of failures as Mike Bloomberg says in the prior slide. cockcockups you aren¶t making progress. Read on²Phil Daniels takes on² us even farther! . or only a few. Not only is that necessarily the case. wins´² then. It is axiomatic that if you try a lot at a very high tempo you¶ll screw up a lot.If you claim that the only thing you¶ve learned for sure in 40 years is. but if there are no. ³She or he who tries the most stuff wins´²well.
Fast. Pennsylvania . Forward.´Fail .µ High Tech CEO.
FAIL AGAIN.´FAIL.µ ³Samuel Beckett . FAIL BETTER.
Punish mediocre successes. Sydney exec .´Reward excellent failures.µ Phil Daniels.
´The secret of fast progress is inefficiency. fast and furious and numerous failures.µ ³Kevin Kelly .
20.20. Exalt the ´dullµ Doers!! Doers!! .
at a gala celebrating his life. was asked. ³What was the most important lesson you¶ve learned in your long and distinguished career?´ His immediate answer « .Conrad Hilton.
³What was the most important lesson you¶ve learned in your long and distinguished career?´ His immediate answer: ´remember to tuck the shower curtain inside the bathtubµ bathtubµ .Conrad Hilton. at a gala celebrating his life. was asked.
µ ²Fred Malek fffffii .´Execution is strategy.
Amen. who put The Plan first. Plan? Sure! But give me the Doers²and watch me romp to Doers² the finish line ahead by many a length. . This is what Bob Waterman and I went after in In Search of Excellence at the start of the 80ies²much to the 80ies² chagrin of our McKinsey partners.
S. Grant) Grant) .´almost inhuman disinterestedness in « strategyµ ³Josiah Bunting on U. Grant (from Ulysses S.
.Don¶t get me started²I could go for hours on the exalted started² topic of Ulysses Grant. and some go so far as to call him the best general in history. he was dismissive (contemptuous!) of too much planning. His signature was « Action Action Action. And as the assessment of Grant on the prior slide suggests. Virtually all agree about his mastery of the battlefield.
Look for a ton of supporting specifics. Judge by body language what sorts of riffs turn him-her on him« and off.In the recruiting process. If the turn ons invariably come from conceptual discussions³ discussions³ watch out. perform a microscopic analysis of the candidate·s proclivity for action. If the eyes gleam while on the topic of implementation « you may have a winner on your hands. .
21. Hire Relentless! .21.
This idiosyncrasy would turn out to be one the factors that made him such a formidable general. whatever the difficulties that lay in his way.´ on² ³Michael Korda. he would get there somehow. always press on²turning back was not an option for him. Grant would always.³This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant¶s fearless horsemanship and his determination. peculiarity of his character: . Ulysses Grant Grant had an extreme. but also it is the first known example of a very important set out for somewhere. If he steps. almost phobic dislike of turning back and retracing his steps.
´ ³Grant . or stop. to do anything.Relentless: ³One of Relentless: my superstitions had always been when I started to go anywhere or not to turn back . until the thing intended was accomplished.
´ The problem is that it¶s the answer to everything! Nonetheless. I believe we can identify those with a history of relentlessness with some accuracy²if we follow the earlier accuracy² dictum of ³relentless´ structured interviewing of candidates .Thanks to Grant. in the context of this presentation. again. I became enamored with the word ³relentless.
´eighty percent of success is showing up.µ ³Woody Allen .
He sat down and wrote the first paragraph of the new story that he had always put off writing. Go and start it now.com): ³And I reckon a large part of the remaining 20% is Refusing to Go Away Again. Start it tomorrow.³See How Simple What You Cannot Do Is´: The 320% Factor! Woody Allen/³Eighty percent of success is showing up´ was the topic of a recent Post. tompeters.´ Ernest Hemmingway¶s The Garden of Eden: ³ « Finishing is what you have to do. The hell with tomorrow. Rob (Comment. If you don¶t finish. The third 80% is sticking around and refusing to leave! The final 80% is finishing! (³See how simple what you cannot do is?´) is?´) . See how simple what you cannot do is?´ MessageMessage-Lesson/s: The first 80% of success is showing up! The second 80% is starting « now. « The very beginning was written and all he had to do was go on. he said.´ ³ « Write the hardest story there is to write that you know. That¶s all. nothing is worth a damn.
Moreover. In any event. about thirty Delegates were present and at work at any point in time. Delaware¶s secret: Show up! (I like this example because it illustrates the impact of this ³trivial´ idea-tactic-strategy. were absent from the Convention. in the most Monumental of affairs.) . In a nutshell. available to all of us all of the idea-tactictime. some states. For a number of reasons. and Delaware chose five²a very large number. Needless to say. wee five² Delaware¶s five never missed a day¶s work and were in their seats gavel to gavel. wee Delaware had a wildly disproportionate impact on the Convention and the document itself.g. members of various delegations were away as much as present (e. Alexander Hamilton). such as New Hampshire. States could decide on the size of their delegations.Delaware was the smallest state in the Union in 1787 as the process of writing the Constitution got underway..
I believe we can identify those with a history of relentlessness with some accuracy²if we follow the earlier accuracy² dictum of ³relentless´ structured interviewing of candidates . again. I became enamored with the word ³relentless.Thanks to Grant.´ The problem is that it¶s the answer to everything! Nonetheless. in the context of this presentation.
µ . Hire and 22.22. Promote for ´relationship excellence.
R.I.R.O. Rules! .
Return on investment in relationships .
Give good tea! .
Short. tongue only half in cheek. he was a Charmer. . The Americans eked out a success at Saratoga which Franklin turned into an epic victory²and the victory² besotted ladies convinced their mighty husbands to get behind the Americans. ³giving good tea´² tea´²an incredible and expensive (in terms of time) investment in key relationships is typically invaluable and of decisive strategic importance. Message: Master the Art of Tea² Tea²metaphorically at least²and make it in to the history least² books. The launchpad for Gulf War I was Saudi Arabia.The ragtag and victory-less Continental Army was retreating. Allied supreme commander Norm Schwarzkopf says. is history. For the Americans. Short. that his principal contribution to the war effort was nightly marathon sessions sipping tea with the Crown Prince. The rest. The point: No matter how weighty the cause. George victoryWashington notwithstanding. finding an ally was a life or death proposition. the Kingdom was touchy about the massive American military presence on their Holy soil. Despite the Saudis need to have Iraq¶s Kuwaiti incursion reversed. as they say. fat and old though he may have been. fat old Benjamin Franklin was our man in Paris. He won the hearts and devotion of the ladies of high society with his mastery of Tea & Flattery.
D.³Allied commands depend on mutual confidence [and this confidence] is gained.08) *´Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds. Eisenhower. above all through the development develop of friendships. Armchair General * (05. it was a quality that would pay great dividends during his future coalition command.´ friendship ³General D.µ .
As Schwarzkopf kept the Saudis on board through tea. Ike¶s affability. kept the British and Americans from killing each other long enough to kill the Germans. Patton. . for which he was often criticized or dismissed or disdained.Do tea. Make friends. Could it be that simple? At some level. But as DDDay approached in 1944. You need the troops. Bradley and Roosevelt. And you need the guns. you mostly needed to have a modicum of peace among Churchill. Montgomery. the answer is yes.
X =XFX* =XFX* *Excellence = Cross-functional Excellence Cross- .
.) (3) Likewise. amidst a study of organization effectiveness in the oil industry·s exploration sector.A 2007 letter from John Hennessy. Discovery. multiresearch. aimed at solving some of the world·s complex systemic problems. (2) The chief of GlaxoSmithKline. The core of the vision·s promise was more multi-disciplinary research. called Centers of Excellence in Drug Discovery. president of (1) Stanford University. I came across a particularly successful firm³one firm³ organizational key to that success was their physical and organizational mingling of formerly warring (two sets of prima donnas) geologists and geophysicists. to alumni laid out his long-term long´visionµ for that esteemed institution. ago. geophysicists. a few years GlaxoSmithKline. announced a ´revolutionaryµ new drug discovery process³humanprocess³human-scale centers of interdisciplinary excellence. (It worked.
) (´Co(5) One of the central responses to 911 is an effort to get intelligence services. the Dartmouth Medicine. viscous turf wars. nurses. talking to one another³we may have another³ seen some of the fruits of that effort in the recently released National Intelligence Estimate. others.µ as ´the big idea that [might] save U. home to some of the world·s most services. a miracle almost the equal of the Christmas miracle in my book! .µ The nub is providing successful patient outcomes in hospitals by forming multi-function multipatientpatient-care teams. including docs. labtechs and teams. military.(4) The cover story in Dartmouth Medicine. inter-service co-operation has increased by an intercoorder of magnitude since Gulf War One³some of the One³ services· communication systems can actually be linked to those of other services. (´Co-operating docµ may top the oxymoron scale. And in the Estimate. healthcare.S. ´microsystems. featured a ´revolutionaryµ approach. med school magazine.
´Service Excellenceµ and ´Value-added ´ValueCustomer ¶Solutions·µ* *Entire ´XF-50µ List is at ´XF- Appendix FIVE .The ´XF-50µ: 50 Ways to ´XFEnhance Cross-Functional CrossEffectiveness and Deliver Speed.
Never waste a lunch! .
???? % XF lunches* *Measure! .
this is the truly powerful stuff! . say. once a week²and if you¶re week² boss insist that your team members keep track of those XFLs. Fine! But I vote for the true ³soft´ware. Trust me. common² In fact. ³do´ such lunches.To enhance cross-functional communication and cooperation crosswe spend millions on software fro SAP or Oracle. with no disrespect to SAP or Oracle. crosscross-functional lunches. in 10 cases out of 10. that you have lots in common²and lots to teach each other. Lunch! Want to grease the XF friction away? Take a member of another function to lunch! You¶ll find.
C(I) > C(E) .
it depends on the number of people you know in or hig high places!´ ³Success doesn¶t depend on the number of people you know. it depends on the number of people you know in low places!´ .??????? ³Success doesn¶t depend on the number of people you know.
Loser: ³He¶s such a sucksuck-up!´ ³He¶s such a sucksuck-down.´ Winner: .
. it¶s the Internal Customers who inhabit the bowels of the organization where most of the real staffing takes place. collectively.In GTD [Getting Things Done] world. it¶s the Internal customers who. Moreover. allow you to perform miracles for your external customers²this is so true that I more or customers² less contend that the Internal Customers [C(I)] are more important than the externals.
µ ³Dale Carnegie .´You can make more friends in two months by becoming becoming interested in other people than you can eop in two years by trying to get other people interested in you.
.Bottom line: Little is more important in selectionselectiondevelopmentdevelopment-promotion that Excellence in Relationship Building & Maintenance²as rigorously measured (!!) by the Maintenance² likes of time spent and EQ/Emotional Intelligence.
µ .23. HR Is ´Cool.
Chicago: Chicago: HRMAC .
³support function´ / ³cost center´ / ³bureaucratic drag´ or « .
Are you « ´Rock Stars of the Age of Talentµ Talentµ .
They needed. It was the opening shot of a major campaign. Why not?! .In I spoke at HRMAC [Human Resource Management Association of Chicago] a while back. to become the primary sources of value added. In the age of the likes of outsourcing. to survive. my HR pals might ought to transform themselves individually and collectively into the Rock Stars of the Age of Talent. I asserted.´ the long time pejoratives used to describe most staff activities. in this unmistakable age of talent-as-ultimatetalent-as-ultimatecompetitivecompetitive-advantage. To my HR friends. staffers of any flavor could not allow themselves as ³cost centers´ or ³overhead.
. HR Sits at The Head Table.24. 24.
i. as it usually is.A review of Jack and Suzy Welch¶s Winning claims there are but two key differentiators that set GE ³culture´ apart from the herd: First: First: Separating financial forecasting and performance measurement. Second: Second: Putting HR on a par with finance and marketing.e. Performance measurement based. GE¶s performance measurement is divorced from budgeting²and instead reflects how you do relative to your past budgeting² performance and relative to competitors¶ performance. it¶s about how you actually do in the context of what happened in the real world. not as compared to a gamedgamed-abstract plan developed last year.. on budgeting leads to an epidemic of gaming the system. .
Most should do this. [Of course HR must earn the front-row seat²see the prior frontseat² discussion.] .Most don¶t do this.
25. Re25. Re-name ´HR.µ .
Talent Department .
People Department Center for Talent Excellence Seriously Cool People Who Recruit & Develop Seriously Cool People Etc. .
I hate hate hate the ³HR´ moniker. and a bit more descriptive of the centrality of the role? .Maybe it¶s just me. How about something a bit sexier.
26. There Is an ´HR Strategyµ/ ´HR Visionµ .
Most likely. Ed Michaels. The idea is not the exact language. Should that not be specifically mirrored and locally interpreted for each department? Shouldn¶t there be an ³HR Vision´? My old McKinsey pal. I call it the Internal Brand Promise. but the importance of the idea. called it the Employee Value Proposition. ³ and one that constitutes a Towering Aspiration. Per me. the company has a ³vision. importance rating: AA- .
IBP/Internal Brand Promise per TP . The War for Talent.. per Ed Michaels et al.What¶s your company¶s « EVP/ IBP?* IBP *Employee Value Proposition.
TP . full membership in Club Adventure. rapid professional growth. respect.EVP/IBP = Remarkable challenge. fun. stunning opportunity. maximized future employability Source: Ed Michaels. The War for Talent. satisfaction. exceptional reward. amazing peer group.
27.27. Acquire for Talent! .
Omnicom's acquisitions: ³not for acquisitions: size per se´.µ ³deepen a relationship with a client.´ Source: Advertising Age . ´buying talent.
and most in fact don¶t fully pan out. . But I am very supportive of the small. targeted ones that are in fact Talent Acquisition Ventures.I have a long and intemperate record of opposing Big Mergers. The culture meld issues are still thorny. But the likes of Omnicom and Cisco have developed a formula that offers the best of both worlds²substantial freedom for worlds² the acquiree with instant access to larger markets.
28. There Is a FORMAL Leadership Development Strategy. . 28.
³Students´ come. To be involved in exec top-of-thedevelopment is a big feather in one¶s career-enhancement careerhat.I have a The leadership development process at the likes of GE (Crotonville on Hudson NY) and PepsiCo (Purchase NY) is the Major Leagues. period²´I¶m busy. And period² the staff is top-of-the-line. . this state of affairs is hardly the norm. is not on.´ the normal refrain. Alas. Time and money are plentiful.
´Crotonvilleµ! Purchase! .
29. . 29. There Is a FORMAL STRATEGIC HR Review Process.
the Talent Review Process is a farce.µ²Ed Michaels companies. They talked about The Talent Review Process is a contact sport at GE.µ Talent Pool strengthening issues. it has the intensity and the importance of the budget process at most companies. They reviewed the top 20 to 50 people by name. Jack Welch and his two top HR people visited each division for a day. . At GE.³In most companies.
Milliken·s ´War Roomµ* Roomµ* *Top 200 .
under lock and key. Inside. . there is a little Talent ³war room´ on the exec floor.At Milliken & Co. you¶ll find a couple of hundred names attached to jobs²displayed in charts on the jobs² wall. It allows and encourages an ongoing conversation about this Top Talent Roster.
. 30.30. ´Peopleµ/ ´Talentµ Reviews Are the FIRST Reviews.
Without fail. It matters. . Period.Top of the agenda. Top-of-theTop-of-the-mind. Big time.
31. HR Strategy 31. = BUSINESS Strategy.
Wegmans: #1/100 Best Companies to Work for 84%: Grocery stores ³are all alike´ 46%: additional spend if customers have an ³emotional connection´ to a grocery store rather than ³are satisfied´ (Gallup) ³Going to Wegmans is not just shopping, it¶s an event.´ ²Christopher
Hoyt, grocery consultant
´You cannot separate
their strategy as a retailer from their strategy as an employer.µ employer.µ
²Darrell Rigby, Bain & Co.
HR affairs should be the lead issue in the business strategy. (It rarely is.) (This is particularly true in fast-growth businesses.) fast-
32. 32. Make it a ´Cause Worth Signing Up For.µ
´People want to be part of something larger than themselves. They want to be themselves.
part of something they·re really proud of, that they·ll fight for, sacrifice for ,
³Howard Schultz, Starbucks (IBD/09.05)
33. Goal: Amazing 33. quests! quests! Life Success! Success! Dreams Come true! [for everyone ] true!
Is ³this stuff´ [that follows] practical? Can it be acted upon? Or is it motivational B.S.? There was a time when I would have come down on the ³motivational B.S.´ side. But I¶ve drunk the kool-aid. koolI think this is²precisely and operationally²the ³business´ of is² operationally² management! To make people successful. To assist them as they construct and proceed toward a better future for themselves and their family. And by doing these things, the business leader¶s practical reward is a growth oriented, engaged employee²likely to employee² positively engage his mates and the customer alike. This ain¶t bullshit. This is the point of any organization.
´The role of the Director is to create a space where the actors and
become more than they·ve ever been before, more than they·ve dreamed of being.µ being.µ
³Robert Altman, Oscar acceptance speech
´We are a ¶Life Success· Company.µ
Dave Liniger, founder, RE/MAX
´The organization would ultimately win not because it gave agents more money, but because it gave them a chance for better lives.µ
²Everybody Wins, Phil Harkins & Keith Hollihan, on RE/MAX Wins,
µ success.´No matter what the situation. The One Thing You Need to Know . [the excellent manager·s] first response is resp alway always to think about the individual concerned and how thing things can be arranged to help arrang help that individual experience exp success.µ ²Marcus Buckingham.
% of people with « .
« Dreams? .
µ . Our employees are our first customers. it quickly goes out of business. µto help the urp say help company company achieve its purpose¶²but they would be wrong.The Dream Manager ²Matthew Kelly ³An organization can only become the-best-version-ofthe-best-version-ofitself to the extent that the people who drive that organization are striving to become better-versions-ofbetter-versions-ofthemselves. urpose¶² they wrong That is certainly part of the employee¶s role. « When a company herself.´ ³A company¶s purpose is to become thethebest-version-ofbest-version-of-itself. The question is: What is an employ employee¶s purpose? Most would say. but an certainly employ employ employee¶s primary purpose is to become the-bestrimary urp the-bestversion-ofversion-of-himself or ±herself. forgets that it exists to serve customers. and our most important customers.
but an employee¶s primary purpose is to become the-best-version-ofthe-best-version-ofhimself or ±herself. µto help the company achieve its purpose¶² purpose¶²but they would be wrong.What is an employee¶s purpose? Most would say. The Dream Manager . That is certainly part of the employee¶s role. ²Matthew Kelly.
.If you are determined to become ³the best version of yourself.´ your mates and your customers will be the principal beneficiaries of your personal drive for improvement.
DRD: Dream Realization Department .
Why not!!!!!!!????? not!!!!!!!????? (Damn site better than ³HR Dept´!) .
C O* quest*Chief quest-meister .
Yup. I¶m recommending another ³C-level´! ³C-level´! .
Words! ³Stretch´ ³ Encourage´ or « ³Dreams come true´ ³Life Success Co.´ .
Words are important.] .´ ³Wow project. ³Empowerment.´ ³Learning organization. ³Life success.´ [This is a surprisingly big deal.´ ³Dreams come true.´ ³Curiosity Village.´ ³Stretch goals.´ There is no law against more energetic words. We are typically given to dreary words.
Enlist Everyone in Challenge Century21/ Foster Independence. . 34.34.
Three Billion New Capitalists . advancement of knowledge.´One of the defining characteristics [of the change] is that it will be less driven by countries or corporations and more driven by real people. But at the same time. it will tend to undermine safety net systems and penalize the unskilled. and economic development. It will unleash unprecedented creativity.´ ³Clyde Prestowitz.
0: Countries globalizing (1492-1800) (1492Globalization2.0: Companies globalizing (1800(18002000) Globalization3.0 (2000+) : Individuals collaborating & competing globally Source: Tom Friedman/The World Is Flat Friedman/The .Globalization1.
no matter how hard you apply yourself you won·t get noticed.´If there is nothing very special about your work. and that increasingly means you won·t get paid much either.µ ³Michael Goldhaber. Wired .
NO OPTION. .BRAND YOU.
and you can create your own legend or not.µ ³Isabel Allende .´You are the storyteller of your own life.
is not about dogdogeateat-dog.´ work that reflects you as a person and your aspirations. But noteworthy. Brand You is simply (not simple at all) about work that ³has a signature. . To the contrary. Brand You. the dog eaters will have a lousy rep with their peers²and peer raves now supplant boss raves as peers² the coin of the realm.´ Your work and your teams¶ projects must be somehow ³noteworthy. a term I coined a decade ago.It¶s not [entirely] that ³you¶re on your own.´ Not [necessarily] Olympian² Olympian² though that would be nice. baby!´ But you can no longer get by for a lifetime by ³showing up´ and ³doing the work.
³You must realize that how you invest your human capital matters as much as how you invest your financial capital. futureWEALTH future options. Instead of a potential employer asking. ¶Where do you see yourself in 5 years?· you·ll ask. Its rate of return determines your a job for what it teaches you. Take . not for what it pays. how much will they appreciate? How much will my portfolio of career options grow?· µ Source: Stan Davis & Christopher Meyer. ¶If I invest my mental assets with you for 5 years.
.Muhammad Yunus: ³All human beings are entrepreneurs. finding our food. feeding ourselves.´ . We became labor because they stamped us. . were in the caves we were all selfselfemployed .¶ We forgot that we are entrepreneurs. When we entrepreneurs. . As civilization came we suppressed it. That¶s where human history began . . µYou are labor.
micromakes a critical point. father of micro-lending.Nobel Peace Prize winner Yunus. ³But I¶m not entrepreneurial!´ We may not all be equally entrepreneurial. we do² do² pretty much all of us²´have it in us.´ We were.) Yup. not genetically bred to be deskbound bureaucrats! . I¶ve had soooooo many people say to me. and hooray I us² say. but not so long ago our ancestors were all entrepreneurs! (Surviving as laborer or landowner meant scrambling² scrambling²another word for entrepreneurial.
Distinct « or « Extinct .
Win-win* Win-win* *Damn it! .
nothing could be disfurther from the truth.Some traditionalist bosses see the Brand You notion as institutionalized dis-loyalty. In my opinion. Brand You is about people profoundly committed to personal growth²and it goes without saying [I growth² think] that people committed to growth are by far the most engaged and valuable employees. .
create an accountable workplace. .35. 35.
µ place. « There isn·t an ounce of denial in the place. CEO Amgen.µ ³Kevin Sharer. on the ´GE mystiqueµ (Fortune) . « There is no puffery.´GE has set a standard of candor.
truth-telling workplace is a fair workplace²and. There are lots of ³judgment calls´ in the ³real world. ³They¶re tough bastards²but if somebody committed to do something. I said to a friend. alas.³Accountability´ is a beautiful word..S.´ but a disciplined. That¶s a Big Deal. After attending a big GE meeting. bastards² it meant that they planned to do it and were prepared to be judged o their promises. all truthworkplace² too rare. . GE is a tough place to work²but the good news is work² that you know where you stand. no B. and a promise is a promise.
36. Ensure that the Review Process Has INTEGRITY. .36.
They do.25 = 100* * ³But what do I do that¶s more important than developing people? I don¶t do the damn work.´ ²GK .
going over the data and discussing the past and the future. He spent two full days on each evaluation. Guy Kawasaki. . He evaluated them twice a year.Dr Deming said years ago that the employee review process was a wretched experience for reviewer and victim alike. One day was spent ³on retreat´ with the employee. There are hundreds of contributors to ³doing it right´²but right´² one stands out as far as I¶m concerned: Investment. One day. more or less.´ surprised us all at a conference I attended by reporting that he spent 100 (!!!) days a year on evaluations. Evaluations are the cornerstone of development²and they deserve exceptional development² investment. legendary Apple ³software evangelist. was spent collecting data. He had 25 people working for him. There¶s obviously a lot more to the story²but the story² commitment to the process stands out.
Training I: Train! Train! Train! .37. 37.
It¶s a numbers game! (mostly) .
But it is in part a numbers game. (I did a little test on myself. at age 61.3 hours of training per year²and it represented year² an uptick. I wanted to barf.A few years ago I saw a statistic. The gross quantity makes a difference. And a case that¶s growing in importance by the day as our friends in China and India pour on the coals. and that¶s after 30 years of doing my thing intensively.) . Training ranges from very very good to very very bad. and I bet I¶m way below opera singers! I¶m not bragging²I¶m just making the case bragging² for serious training. from a reliable source as I recall. at the time. Made sense to me. True enough. that reported that the average American worker received 26. I did 7 hours of preparation for every hour of presentation. and discovered.
´Have you invested as much this year* in your career as in your car?µ ²Molly Sargent .
. This is a question expert-trainershe routinely asks seminar participants. The responses are not especially reassuring.Molly is my sister-in-law and a renown organization sister-indevelopment expert-trainer-consultant.
Training II: 100% ´Business Peopleµ! Peopleµ! . 38.38.
Sense of Humor (A willingness to Screw Up & Move On) 9. from Chief Strategist to Chief Toilet Scrubber) 8. A ´USPµ/UNIQUE SELLING PROPOSITION 4. 24/7!) 6. EMBRACE ´MARKETINGµ (Your own CSO/Chief Storytelling Officer) 12. Master of Improv (Play a dozen parts simultaneously. ENTREPRENEURIAL INSTINCT (A sleepless « Eye for Opportunity! 6. EXECUTION EXCELLENCE! (Show up on time! Leave last!) . Comfortable with Your Skin (Bring ³interesting you´ to work!) Cool10. Intense Appetite for Technology (E.CEO/LEADER/BUSINESSPERSON/CLOSER 7.: How Cool-Active is your Web site? Do you Blog?) 11. PASSION FOR RENEWAL (Your own CLO/Chief Learning Officer) 13. MASTERY! (Best/Absurdly Good at Something!) Something!) 2. ´Manageµ to Legacy (All Work = ³Memorable´/³Braggable´ WOW Projects!) Projects!) 3.g. Me Inc.CEO/LEADER/BUSINESSPERSON/CLOSER (CEO. Rolodex Obsession (From vertical/hierarchy/³suck up´ loyalty to horizontal/³colleague´/³mate´ loyalty) 5.2008 1.New Work SurvivalKit.
³Brand You´ is a ³businessperson. .) The ³staffer´ turned Professional Service Firm member is a ³businessperson.´ (See above. The welllist on the preceding slide is merely suggestive.) To survive and thrive in today¶s global workplace.´ (See above. one must simultaneously become more expert and more well-rounded at the same time.
Training III: 100% LEADERS! . 39.39.
not more followers.µ ³Ralph Nader .´I start with the premise that the function of leadership is to produce more leaders.
how to take care of others. In order to survive the chaos and uncertainty of war. a Marine is taught how to be decisive. Angie Morgan and Courtney Lynch .´ ²Leading from the Front.³The Marine Corps believes that all Marines must learn to lead. and how to take responsibility for her actions.
. Period.100% leaders.
Training IV: Boss as TrainerTrainerin-Chief! in-Chief! .40. 40.
³Workout´ = DPY in the Classroom .
One result: Leaders spend at least 24 days per year classroom! (Now there¶s a Gold Standard!) Leader-asLeader-as-teacher is as good as it gets! in the .´ their process of empowering folks through engagement.GE calls it ³workout.
µ . The REAL Bedrock of the ´Talent Thing.41. Training V: 41.
· a young age? .³My wife and I went to a [kindergarten] parent-teacher parentconference and were informed that our budding refrigerator artist. AHA! skills.· ´ ²Jordan Ayan. We were shocked. Christopher. How could any child²let alone our child²receive a poor grade in art at such child² child² His teacher informed us that he had refused to color within the lines. which was a state requirement for req demonstrating radedemonstrating ¶grade-level motor skills. would be receiving a grade of Unsatisfactory in art.
design. the situation illuminated by this slide is the norm. the creation of memorable experiences and the like²then our schools need like² to get with the program. Alas. Gulp.Don¶t get me started. If we really do live in a world where value added comes from innovation.) . (The only ³good news´: Nobody¶s doing it right. Yet.
A ³respectful culture´ must be ceaselessly worked on²and on² depends particularly on openness. .
Leading Change .´What creates trust. in the end.µ ² Jim O¶Toole. is the leader·s manifest resp respect for the followers.
µ say.µ college president. Sara Lawrence-Lightfoot.³It was much later that I realized Dad¶s secret. Respect . He talked and listened to the fourth-grade kids in Spring Valley fourthwho shined shoes the same way he talked and listened to a bishop or a He was seriously interested in who you were and what you had to say. He gained respect by giving it.
from Horst Schulte .´Ladies and gentlemen serving ladies and gentlemenµ Ritz Carlton Credo.
Profound.Simple. Powerful. Beautiful. Aspirational. .
µWhen General Grant reached the line of ragged. He was the only officer in that whole train who recognized us as being on the face of the earth.³The [Union senior] officers rode past the Confederates smugly without any sign of recognition except by one. he lifted his hat and held it over his head until he passed the last man of that living funeral cortege. despairing prisoners strung out on each side of the bridge. filthy. bloody.¶*´ *quote within a quote from diary of a Confederate soldier .
.I¶ve used this slide a dozen dozen times²I tear up every time times² I read it aloud.
´Don·t belittle!µ ³OD Consultant .
A renown organization development consultant was to give a lecture. in fact. in a busy environment. wrote ³Don¶t belittle´ on the board²and left. (And.) . to stay true to. He apparently walked into the classroom. oh so tough. Few ideas are more important. board² I hope that¶s true.
Talent Excellence! Leaders who ask! ask! Leaders listen! who listen! .43. 43.
´The four most important words in any organization ¶What do you think?· µ are « Source: courtesy Dave Wheeler.com.08) . posted at tompeters. source of original unknown (0609.
The answer: Hard work! Asking good questions is hard work²a fully developable skill.´ If ³What do you thin?´ are the four most important words in the organization then the interruption factor is the #1 killer of employee growth and engagement.´ I think it¶s a ³you and me story. How Doctors Think. work² Listening is hard work²a fully developable skill. because I don¶t think it¶s a ³doctor story. He tells us that the best source of information on a patient¶s troubles is « the patient. work² . And yet some research shows that docs on average interrupt the patient after « 18 seconds .Harvard Med doc Jerome Groopman wrote a fine book called. I use this story and stat.
44. 44. ´Thoughtfulµ works! ´Thoughtfulµ Wins! ! .
Kindness is free .
Kindness turns out. . yes. Home to the extraordinary Planetree Alliance. it .There is no hospital which deserves the title of ³patient focused´ than Griffin Hospital in Derby CT. Kindness is a definable virtue. it thrives on.
First.³There is a misconception that supportive interactions require more staff or more time and are therefore more costly.´ ³Putting Patients First. « control² Angry. Laura Gilpin. being non-responsive to their interactions² nonneeds or limiting their sense of control²can be very costly. Patrick Charmel Listening to patients or answering their questions costs nothing. Kindness is free. . free. It can be argued that negative interactions²alienating patients. frustrated or frightened patients may be combative. the interactions themselves add nothing to the budget. withdrawn and less cooperative²requiring far more time cooperative² than it would have taken to interact with them initially in a positive way. Susan Frampton. Although labor costs are a substantial part of any hospital budget.
Laura Gilpin. .380 former patients from 225 hospitals: none of THE top 15 factors determining Patient Satisfaction referred to patient·s health outcome PS directly directly related to Staff Interaction PS directly directly correlated with Employee Satisfaction Source: Putting Patients First. Susan Frampton.Press Ganey Assoc: Ganey Assoc: 139. Patrick Charmel First.
Press Ganey is the Gold Standard when it comes to measuring patient satisfaction. . The same is more or less true. I repeat what¶s on the slide: Of 15 factors that effect Patient Satisfaction. All have to do with the Quality of Interactions. is arena after arena. according to my reading. well as Bizarre as it is Powerful. none² none² NONE ²are related to health outcomes. And what¶s presented here is.
´We are thoughtful in all we do.µ .
A Core Value that is the equal of ³people first´ or ³integrity´ or ³customer obsession. It then thoughtfully² occurred. consistent with everything in this presentation.´ It amounts to ³the way we live together´ with every member of our so-called value sochain. from vendor to employee to distributor to customer to community. While they must be taken. they can be taken thoughtfully²or not. My attention rose as the current economic crisis deepened. We are forced to take some dramatic actions concerning people. .There I¶m hooked on this idea. Think about it. that ³Thoughtful in All we Do´ should be a Core Value of any enterprise.
Thoughtfulness is key to transparency and even cost containment³it abets rather than stifles containment³ truthtruth-telling. Thoughtfulness is key to employee recruitment and satisfaction. mirror³ ´Thoughtfulness is free. .Thoughtfulness is key to customer retention. Thoughtfulness is key to your ability to look in the mirror³and tell your kids about your job. Thoughtfulness is key to brand perception.µ Thoughtfulness is key to speeding things up³ up³ it reduces friction.
I think the consequences of ³thoughtful in all we do´ are profound. .
(And especially in traumatic times. etc. (NB: You must come to agreement on the ´bottom lineµ pragmatism of this idea before formally proceeding³it may well make you better proceeding³ persons.) . etc. customers.100 Ways to Succeed #142: ´We Are Thoughtful In All We Do. pals.µ What does it mean? How does one practice it? Talk about it with peers. Consider adding ´thoughtfulness in all we do. but it is not in any way a ´mushyµ idea.µ to your formal values proclamation³or otherwise vigorously promoting proclamation³ the idea.µ maybe ´dogmatic thoughtfulness in all we do. Talk about thoughtfulness³´dogmatic thoughtfulness³ thoughtfulnessµ?³as a powerful and pragmatic thoughtfulnessµ?³ business value.µ Consider the idea of: ´We are thoughtful in all we do.) Keep debating. vendors.
µ ³Henry Clay .´Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.
Adecco . ²Steve Harrison.The Manager·s Book of Decencies: How Decencies: Small /gestures Build Great Companies.
Thank You! .45. 45.
³The deepest human need is the need to be appreciated.´ William James .
46. MBWA: Visible Leadership! . 46.
) .µ (THE REST IS DETAILS. 47. Promote for ´people skills.47.
´When assessing candidates. the first thing I looked for was energy and enthusiasm for execution. the obstacles overcome. the role her people played ³or does she keep eop lay ²Larry Bossidy. in Execution wandering back to strategy or philosophy?µ . Does she talk about the thrill of getting things etting thing done. Honeywell/AlliedSignal.
Honor Youth. 48.48. .
knowledgeable and literate than their parents about an innovation central to society. « The Internet has triggered the first industrial revolution in history to be led by the young. time in history.´ The Economist . and chang are actually doing so.³Why focus on these late teens and twentytwentythey somethings? Because they are the first young who are both in a oung position to change the world. children are more comfortable. « For the first actually doing so.
49. .49. Provide Early Leadership Assignments.
The WOW! Project .
we must put them in charge of bits of projects from the outset. .To develop leaders from the outset. At McKinsey. I was off to work on my first micro-project within a project within 4 microhours of arriving at the San Francisco office. I flew to Calgary to get going on Canadian fertilizer demand.
50. Create a FORMAL System of Mentoring. 50. .
Gore Quad/Graphics .W. L.
mentoring starts virtually on Day #1 at Quad/Graphics and W. Gore. . it¶s about attaining leadership skills and people excellence from the outset.As in the prior slides.L. Again.
51.51. Diversity of every sort! sort! .
The Difference: How . and Societies Diversity ²Scott Page. the first group almost always did better.´ the Power of Diversity Creates Better Groups. one random (and therefore diverse) and one consisting of the best individual performers.³Diverse groups of problem solvers² solvers² groups of people with diverse tools² tools² consistently outperformed groups of the best and the brightest. Schools. If I formed two groups. Firms. ability. « Diversity trumped ability.
And « the weakness imposed by the lack of diversity is equally stunning. Ivy Leaguer. Thin. problemDiversity on every² every² ²dimension. Tall. . EVERY The power of Diversity of every flavor is no less than stunning. Short. Meat maven. Community college. Vegetarian. African American Hispanic origin.´ Diversity for diversity¶s sake is Very Powerful medicine in any problem-solving situation. Lit major.This is one of those ³shockers. Engineer. Fat.
52. 52. Hire (& Protect!) Weird! .
´Are there enoug enough weird people in the lab eop these days?µ ²V. pharmaceutical house. to a lab director . Chmn..
2002 .01.µ Capital´: Capital´: Source: New York Times/06.CM Prof Richard Florida on ³Creative ´You cannot get a technologically innovative place « unless it·s open to weirdness.01.2002 Times/06. eccentricity and difference.
.A weird world calls for weird people.
make it into the history books.) (4) A critical mass of freaks-in-our-midst freaks-in-ourautomatically make us-who-are-not-so-freaky at least us-who-are-not-sosomewhat more freaky. (Hint: These are freaky times.Why Do I love Freaks? (1) Because when Anything Interesting happens « it was a freak who did it. (Period.) (2) Freaks are fun. (3) We need freaks. (Which is a Good Thing in freaky times² times²see immediately above. Make that chasms.) .) (We seldom listen to them. (If we listen to them.) freaks.) (Freaks are never boring. (Freaks are also a pain.) (Which is why most organizations are in ruts. for you & me & the CIA & the Army & Avon. Especially in freaky times.) succeed² (5) Freaks are the only (ONLY) ones who succeed²as in. (6) Freaks keep us from falling into ruts.
WOMEN [should] RULE! RULE! . 53.53.
. I do it because of the market consequences rather than for reasons of social justice.) You¶ll find more on this at Appendix SIX. I shall keep going without rest.This is one of I¶ve worked on this tirelessly since 1996. (Though as a private citizen I think said consequences are of the utmost importance.
Leader. April 15. 2006. page 14 . China.³Forget China.´ ³Headline. Economist. India and the Internet: Internet: Economic Growth Is Driven by Women.
WOMEN RULE* RULE*: *See more at New Studies find that female managers outshine their male counterparts in almost every measureµ TITLE/ Special Report/ BusinessWeek Appendix SIX .´AS LEADERS.
individual & group contributions equally. America·s Competitive Secret: Women Managers . inherently flexible. comfortable with sharing information. sustain fruitful collaborations. Rosener. appreciate cultural diversity. honor intuition as well as pure ³rationality´. readily accept ambiguity. see redistribution of power as victory. value technical & interpersonal skills. not surrender. ³Judy B. favor multi-dimensional surrender. favor interactive-collaborative leadership interactivestyle [empowerment beats top-down decision topmaking].Women·s Strengths Match New Economy Imperatives: Link [rather than rank] Imperatives: workers. multifeedback.
Period??!!* Start: 3 0f 11 10 of 18 18 months later: (´deep dipµ!) *AIM/September 2007 .
by the CEO (woman) of a sizeable financial services firm. she said. What would I do if I was given the reins of a sizeable company like hers. but my 18-month goal would be an 18exec team expanded to 18. Given my beliefs.I was trapped in a corner. and was finally was forced to admit that the only thing I could conclude was a numeric conclusion. though eschewing quotas. in Sydney. of which 10 would be women. I¶d want my team to more or less (mostly ³more´) ³look like´ the market I was planning to serve. I wouldn¶t dump any of the men. Yet the Exec Team I inherited had had 8 men and 3 women. . In a nutshell. My goal was to attack the woman¶s market opportunity. I far exceeded my 18 seconds (see above).
10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions. Women control [all] the wealth. Women [substantially] outlive men. Women start most of the new businesses. Women·s work force participation rates have soared worldwide. Women are closing in on ³same pay for same job.´ Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Women·s leadership strengths are exceptionally well aligned with new organizational effectiveness imperatives. Women are better salespersons than men. Women buy [almost] everything²commercial as well as consumer goods.
So what exactly is the point of men? men?
Not a joke.
54. 54. We Are All Unique.
Beware Standardized Evals: Evals:
One size NEVER fits all. One size fits
I am a public and noisy enemy of standardized employee evaluation schemes, from the executive suite to the housekeeping department. In short, in business, as in the arts and sport and education, I think every member of the finance ³company,´ as on the football team or in the ballet
Unique Learning Trajectory²and should be treated accordingly.
company, is on a That is 53 players (the # on an NFL roster) represent 53 ³projects,´ with little in common from a development standpoint.
53 Players = 53 Projects = 53 different success measures.
´Never, ever again will I evaluate anyone using a standardized instrument devised by a ´professionalµ in inhuman Resources.µ
55. 55. Capitalize on Strengths.
´The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. «
Discover what is unique uniq about each person and cap capitalize on it.µ ²Marcus Buckingham, it.µ
The One Thing You Need to Know
The great manager believes the opposite.´The mediocre manager believes that most things are learnable and therefore that the essence of management is to identify each person·s weaker areas and eradicate them.µ ²Marcus Buckingham. He believes that the most influential qualities of a person are innate and therefore that the essence of management is to deploy these innate qualities as effectively as possible and so drive performance. The One Thing You Need to Know .
.56. 56. Talent = Brand.
Source: Ed Michaels et al. all the time. Talented leaders are looking for the moon and stars. Pump talent in at all levels. volunteers.. OverOver-deliver on people¶s dreams ± they are volunteers.The Top Five ´Revelationsµ Better talent wins. The War for Talent . Talent management is my job as leader. from all conceivable sources.
.McKinsey Director Ed Michaels¶ principal conclusions after three years of study.
throughout the world. to do so with profit.Our Mission To develop and manage talent. WPP . to apply that talent. for the benefit of clients. to do so in partnership.
Brand = Talent. .
Surviving a 57.µ) . ´black swan.BONUS (57.
The Black Swan has landed! .
is an extreme and unpredictable event.) The 2008 financial and economic crisis fills that bill. .´ courtesy Nassim Nicholas Taleb¶s book. The Black Swan.A ³black swan. (More or Swan. In my presentations I present a list of ideas about dealing with the Black Swan The Black Swan 44 follows. less.
4. 5. Puzzle-solving: How to turn this Puzzleinto an opportunity. MBWA/I. 8. not the competition. 2. MBWA/Vendors. 3. Focus on us. K.S.I.) .S. Hammer on the basics. MBWA/X. 7. 6. Waaaaay over-communicate!!!!!! over(With everyone³start with your everyone³ banker.Black Swan Tactical Rules 1.
Decency!!!!!!! 15. Constant attitude checks³you. 14. 12. Grace!! 16. All work is team work. 18. Work the phones. 11. Transparency. . 13. Share the pain. 10.µ 17.Black Swan Tactical Rules 9. checks³you. ´Thank you. Perception of fairness. Control your impatience³ impatience³ no temper tantrums.
(Now.) 24. Re-emphasize the company Revalues-philosophy. Celebration of small wins. Dress for success. Quality!!!!!! (Now. 21. (Now. more than ever.) 22.Black Swan Tactical Rules 19. 25. No corner cutting. Avoid burnout/you. Constant reviews/War room. the team. the entire organization. . more than ever.) 23. 20. valuesmore than ever.
28. go³ 29. Cuts explained in great detail.µ .Black Swan Tactical Rules 26. Cuts all at once³if possible. over30. First/HR 27. once³ 32. Be generous to those who are let go³e. Quantitative calendar management³ management³focus on ´to don·ts. Help people with personal financial management. under31. healthcare benefits. 33. People First/HR is King. Don·t over-analyze.g. Don·t under-analyze.
Black Swan Tactical Rules 34. 37. ad cuts. Beware such things as sales travel cuts. Is this a time to over-invest if overcash is at hand? (E. Be(very)ware R&D cuts. ´Across the boardµ = Dumb. 39. minimize training cuts. distressed innovative start-ups? start- . 36. Increase customer-service customertraining. R&D quick pay SWAT teams. 35. In general..g. 38.
Remember all this in peacetime³ peacetime³Chuck Knight·s legacy. Excellence. 43. more than ever. This could last a long time³ time³ LT prep is necessary now.Black Swan Tactical Rules 40.) . Prepare/Be prepared for more Black Swans. 42. 41. (Now. now. Excellence. Stealth work on the likes of XF communication.) (44.
Appendices. Appendices. .
Appendices. Talent. . ALWAYS. Leadership. Appendices.EXCELLENCE.
Appendix ONE Organizations exist to serve. Period. Leaders live to serve. Tom Peters/10 September 2007 Australian Institute of Management: A Tribute to the Work of Peter Drucker . Period.
.believed that the purpose of the corporation is to be a blessing to the employees.µ * ³Boyd Clarke ´I have always *TP: An ´organizationµ is. in fact and after all is said and done. a/the ´houseµ in which most of us ´liveµ most of the time.
Period. Leaders live to serve. . serve.Organizations exist to serve. Period. serve.
or at least do something worthy of bragging about 25 years from now to your grandkids) and personal and community and client service Excellence. determined to create a legacy of earthshaking transformation in their domain (a 600SF retail space. a rural school. Period. from Apple to Talent² Wegmans to Jane¶s one-person accountancy in Invercargill NZ) one- is unleashed in passionate pursuit of jointly perceived soaring purpose (= win a Nobel peace prize like Yunus. Period. Leaders live to serve. a nation). 4an urban school. a city. Passionate servant leaders. create/ must necessarily create organizations which are no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair (We are all entrepreneurs² entrepreneurs²Muhammad Yunus) of diverse individuals (100% creative Talent²from checkout to lab. . a 4-person training department.Organizations exist to serve.
determined to create a legacy of earthshaking transformation in their domain create/ must necessarily create no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed « In organizations which are « passionate pursuit of jointly perceived soaring purpose and personal and community and client service Excellence. Passionate servant leaders. Period. . Leaders live to serve. Period.Organizations exist to serve.
« no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed in passionate pursuit of « Excellence. .
Such Talent unbound pursue Quests again) (rapidly and relentlessly experimenting and failing and trying which surprise and surpass and redefine the expectations of the individual and the servant leader alike. and provide the nutrition for continuing (and sometimes dramatic) rereimaginings which re-draw the boundaries reof industries and communities and human achievement and the very conception of what is possible. . The collective ´productsµ of these Quests offer the best chance of achieving rapid organizational and individual adaptation to fast-transforming fastenvironments.
bent upon excellence and re-imaginings based on maximizing human recreativity and achievement. leave to spread the virus of Freedom-CreativityFreedom-CreativityExcellenceExcellence-Transforming Purpose by pathfinding new streets. Entrepreneurial Capitalism. some measure of Peace on earth. will automatically create cadres of imaginative and inspiring and determined servant leaders who stick around to take the organization to another level. such organizations. highways and alleyways which vitalize and revitalize. equally or more important. and then another³ another³or. Wellbeing³ one prays. which is the best hope for maximizing collective human Freedom. through creative destruction. Prosperity. . Wellbeing³and. Happiness.In turn.
Prosperity. Entrepreneurial Capitalism. bent upon excellence and re-imaginings based on remaximizing human creativity and achievement « vitalize and revitalize. . some measure of Peace on earth. through creative destruction. Happiness. which is the best hope for maximizing collective human Freedom.« such organizations. Wellbeing³ Wellbeing³and. one prays.
What? .Excellence Is a Universal Striving. If Not Excellence.
...´Excellence can be obtained if you: .µ Source: Anon.. (Posted @ tompeters. care more than others think is wise. November 27.Sriram. . . 2006 1:17 AM) . .. dream more than others think is practical.com by K... expect more than others think is possible.. risk more than others think is safe.
Appendix TWO The magic number 25. Calendars never lie. . Excellence. Mbwa. Always.
MBWA* *5.000 miles for a 5-minute face-to 5face-face meeting (courtesy supersuperagent Mark McCormick) .
fast- . but it symbolized everything we were coming to cherish²enterprises where bossescherish² bossesleaders were in immediate touch with and emotionally attached to workers. HP had a term in- (Managing By Wandering Around. Then.´ the centerpiece of which was in-touch management. business was ³by the numbers´² numbers´²and the Americans were struggling (to put it mildly) with hands on. Not only was the idea per se important and cool. we were introduced to the famed ³HP Way. the product. tactile stuff.) Bob and I for this « MBWA. like Japanese quality.When Bob Waterman and I wrote In Search of Excellence in 1982. at Hewlett Packard. customers. fell in immediate love. The idea is as important or more important in fast-paced 2007 as it was in 1982.
´20-minute ´20ruleµ ³Craig Johnson/30 yrs .
advisor. To guide them through the serpentine path ahead. friend.Craig Johnson. a famed Venture Capitalist for three decades « refuses to invest in companies that are more than a 20-minute drive 20from his office. . he insists that he must be in constant touch as banker.
China visits.*Hank Paulson. Fortune 1127.06 .
Our dialog with China was not what it might have been when Hank Paulson took over as Secretary of the Treasury.China is clearly our most important economic partner. Immediate improvement occurred for numerous reasons. . not least of which were Paulson¶s SEVENTY TRIPS to China while at Goldman Sachs.
µ 0320.³I call 60 CEOs [in the first week of the year] to wish them happy New Year. former CEO.05 . «´ ³Hank Paulson. ´Secrets of Greatness. Goldman Sachs Source: Fortune.
The reason is to make us as different as possible from government officials. it should be taken as a violation of the rules of the Grameen Bank. « If any staff member is seen in the office.´ Source: Muhammad Yunus.MBWA. It¶s a terrifying place for the poor and illiterate. Grameen Style! ³Conventional banks ask their clients to come to their office. « It is essential that [those setting up a new village Branch] have no office and no place to stay. the bank should go to the people. Banker to the Poor . « The entire Grameen Bank system runs on the principle that people should not come to the bank.
µ Gandhi .³You must be the change you wish to see in the world.
´It·s always alway showtime.µ ³David D·Alessandro. Career Warfare .
´« a blinding flash of the obviousµ ²Manny Garcia .
S. Naval Mobile Construction Battalion NINE (1966-1968). . without the equivalent to Hank Paulsen¶s ³How ya doin¶?´ call to a key customer.´ The one produced. The other didn¶t. ³obvious.´* But observation over four decades** suggests that amidst the hubbub and travails of a typical day¶s work. My [Tom Peters] Job One in life? Remind busy folks of the obvious! *Manny Garcia/1983: ³Tom. I hope you won¶t be insulted when I say this was the best seminar I¶ve ever been to²and it was a blinding flash of the obvious. another week passes without a visit to our equivalent of the Starbucks shops or HP R&D labs. the socalled obvious is often-usually left unattended.³All this´ [this little riff] is indeed. as seminar participant and leading Burger King franchisee Many Garcia once said to me. One was a Howard Shultz look-alike²instinctively in the field.´ **I had two commanding officers during my two Vietnam tours in U. At age 24 I learned an incredible life lesson. For perfectly good reasons. though I couldn¶t describe it well until tripping over HP¶s MBWA/Managing By Wandering Around. The other was an in the office ³leader.
Appendix THREE The ´Have you «µ 50 .
´Mapping your competitive positionµ or « .
tiny or enormous. Of course I believe you should But instead of obsessing on competitive position and other abstractions. I¶m sure this article is good. His work is uniformly good² good²and I have said as much publicly on several occasions dating back 15 years.While waiting last week [early December 2007] in the Albany airport to board a Southwest Airlines flight to Reagan. In fact it triggered a furious negative ³Tom reaction´ as my wife calls it.´ It referred to a feature article by my friend Rich D¶Aveni. cover of which was a yellow sticker. I instead wondered about some ³practical stuff´ which I believe is more important to the short. on the Review. I happened across the latest Harvard Business Review. worry about your ³competitive position. The sticker had on it the words ³Mapping your competitive position. as the B-schools and Bconsultants would always have us do.´ . too²though too² I didn¶t read it.and long-term health of the shortlongenterprise.
Hostage at the Table (GK is. among other things. organization and organization processes² processes²remaining aloof from the people doing the work.´ ²George Kohlrieser.³Unfortunately many leaders of major companies believe their job is to create the strategy. a hostage negotiator with a 95% success rate) .
1. Have you invited in the last month a leader of another function to your weekly team priorities meeting? 10. via facilitator. Have you personally in the last week-month called-visited an internal or external weekcalledcustomer to sort out. Have you in the last week recognized²publicly²one of ³their´ folks (another function) recognized²publicly² for a small act of cross-functional co-operation? crossco9. Have you thanked a frontline employee for carrying around a great attitude « today? 7. inquire. or apologize for some little or big thing that went awry? (No reason for doing so? If true²in your mind²then you¶re more out of touch than I dared true² mind² imagine. Have you in the last 10 days « visited a customer? customer? 2.) . different functions. Have you thanked a front-line employee for a small act of helpfulness « in the last three days? 5. Have you thanked a front-line employee for a small act of helpfulness « in the frontlast three hours? hours? 6. Have you in the last week recognized²publicly²one of your folks for a small act of recognized²publicly² crosscross-functional co-operation? co-operation? 8. different divisions) interacted. Have you in the last 60-90 days « had a seminar in which several folks from the 60customer¶s operation (different levels. Have you called a customer « TODAY? TODAY? 3. with various of your folks? front4.
Have you in the last 10 days « visited a customer? customer? 2.1. Have you called a customer « TODAY? TODAY? .
´ Happy 2008!!! . ROIR = Return On Investment in Relationships. ****This is « Not Optional. ***This is the most important piece of advice I have provided this year. Success = (Relationships).Blog1231.07 FLASH! FLASH! FLASH! FOR IMMEDIATE ACTION! FOR IMMEDIATE ACTION! FOR IMMEDIATE ACTION! OLD YEAR·S RESOLUTION! Call (C-A-L-L!) (NOT E-MAIL!) 25-50 (NO LESS THAN 25) (CE25people « TODAY * «to thank them for their support this year (2007) « and wish them and their families and colleagues a Happy 2008! ** *** **** ***** ****** *Today = TODAY = N-O-W (not ³within the hour´) **Remember: ROIR > ROI. *****Trust me: This is fun!!!! ******Trust me: This ³works.
I posted this at tompeters. .com on New Year¶s Eve 2007.
after asking those involved. visible.e.to long-term aspirations? midlong20.) 15. are you a milestone fanatic?) 14. fixed hours. Have you celebrated in the last week a ³small´ (or large!) milestone reached? (I.11.) truths.´²Peter ³His eminence´ Drucker. Have you in the last 60 days called an abrupt halt to a meeting and ³ordered´ everyone to get out of the office. in a product or its across² function² packaging? 19. what it would take to meet your mid. Have you in the last week or month revised some estimate in the ³wrong´ direction and apologized for making a lousy estimate? (Somehow you must publicly reward the telling of difficult truths. things we do wrong. Have you in the last week had a rather thorough discussion of a ³cool design thing´ someone has come across²away from your industry or function²at a Web site. 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? 12. Have you in the last six months had a week-long.. Have you had in the last 60 days had a general meeting to discuss ³things we do wrong´ « that we can fix in the next fourteen days? days? . 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 you can do to remove a hurdle? (³Ninety percent of what we call management consists of making it difficult for hurdle? people to get things done.) missing the mark. Have you in the last two weeks had an informal meeting²at least an hour long²with a meeting² long² frontline employee to discuss things we do right. (f-i-x-e-d!) a nagging ³small´ problem through practical action? (f18. very intensive visit-³tour´ of external weekvisitcustomers? 17. Have you installed in your tenure a very comprehensive customer satisfaction scheme for all internal customers? (With major consequences for hitting or 16.´² 13.) done. and ³into the field´ and in the next eight hours.
UniCredit Group/ UniCredito Italiano* ** ²3rd party measurement ²Customer-initiated Customermeasurement ²Primary $$$$ incentives ²³Factories´ ²Primary Corporate Initiative ²Etc *#13 **TP/#1 .
installed the most thorough internal customer satisfaction measures scheme I have seen² seen²with exceptional rewards for those who make the grade with their internal customers.The director of staff services at the giant financial services firm. UniCredit Group. .
that you ran across in a meeting. reading. etc? (And then discussed the relevance to your work. Have you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree ³time actually spent´ mirrors your ³espoused priorities´? (And repeated this exercise with everyone on team. Have you had in the last year a one-day.) 24. car wash. Have you in the last two months had a presentation to the group by a ³weird´ outsider? . Have you in the last two weeks asked someone to report on something.) 29. Have you learned the names of the children of everyone who reports to you? (If not. intense offsite with each (?) of your oneinternal customers²followed by a big celebration of ³things gone right´? customers² 22. you have six months to fix it. beyond your industry. Have you taken in the last month an interesting-weird outsider to lunch? interesting25. etc? 27.) 30. Have you in the last 24 hours injected into a meeting ³I ran across this interesting idea in [strange place]´? 28. Have you in the last month invited an interesting-weird outsider to sit in on an interestingimportant meeting? 26. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure? 23. Have you in the last three days discussed something interesting. anything that constitutes an act of brilliant service rendered in a ³trivial´ situation² situation² restaurant.21.
You = Your calendar* calendar* *Calendars never lie .
All we have is our time. The way we spend our time is our priorities. Do you? . is our ³strategy.´ Your calendar knows what you really care about.
Have you at every meeting today (and forever more) re-directed the conversation reto the practicalities of implementation concerning some issue before the group? 34. Have you in the last two months had a presentation to the group of a cool. Have you in the last month approved a cool-different training course for one coolof your folks? Have you in the last month taught a front-line fronttraining course? 37. Have you in the last week discussed the idea of Excellence? (What it means. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll of ³best places to work´? local36.´ as well as results. Have you at every meeting today (and forever more) had an end-of-meeting end-ofdiscussion on ³action items to be dealt with in the next 4.) 39. Have you in the last 45 days assessed some major process in terms of the details of the ³experience.) 40.31. vendor featuring ³working folks´ 3 or 4 levels down in the vendor organization? 32. how Excellence? to get there. 38.) And made sure everyone has at least public² one such item. it provides to its external or internal customers? .) 35. how to inject it into an ongoing ³routine´ project. internal customer. 48 hours? (And then made this list public²and followed up in 48 hours. Have you in the last week discussed the idea of ³Wow´? (What it means. Have you in the last two months had a presentation to the group by a customer. beyond-ourbeyond-our-industry ideas by two of your folks? 33.
Have you in the last year had a full-day off site to talk about individual (and group) fullaspirations? . Have you in the last six months talked about the Internal Brand Promise? Promise? 50. perhaps conversation² privately. Have you in the last three days considered a professional relationship that was a little rocky and made a call to the person involved to discuss issues and smooth the waters? (Taking the ³blame.) 45.41. 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 conversation²and then thanked him or her. Have you during your tenure instituted very public (visible) presentations of performance? 48. Have you in the last « two hours « stopped by someone¶s (two-levels ³down") office(twoofficeworkspace for 5 minutes to ask ³What 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 listen²and listen² visibly taken notes. 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 «) 46.) thing44. 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? 42.´ fully deserved or not. for their contribution? 47. for letting the thing-issue fester. Have you in the last four months had a session specifically aimed at checking on the ³corporate culture´ and the degree we are true to it²with all presentations by relatively junior it² folks.and short-term impact on the group? style´² longshort- 43.) cases² 49. including front-line folks? (And with a determined effort to keep the conversation frontrestricted to ³real world´ ³small´ cases²not theory. Have you in the last 60 (30?) days sat with a trusted friend or ³coach´ to discuss your ³management style´²and its long.
Relationships THERE ONCE WAS A TIME WHEN A (of all varieties): THREE-MINUTE THREEPHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE. .
Return On Investment In Relationships .
µ Melvin Zais ²General .´You must care.
µ ³Henry Clay .´Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.
Appendix FOUR The ´PSF35µ: PSF35µ ThirtyThirty-Five Professional Service Firm Marks of Excellence .
Life Is Too Short to Work with Jerks (Fire lousy clients) 8. you don¶t have a position´²Seth Godin) position´² 2. has become a µcommodity¶ ´ 10. Stretch Is Routine (³Never bite off less than you can chew´²anon. ³Law/Architecture/Consulting/ Fire-on-theI-banking/ Accounting/PR/Etc. Small ³Uneconomic´ Clients with Big Aims 7.The PSF35: The Work & The Legacy 1. OBSESSED WITH LEGACY (Practice Group and Individual: ³Dent the Universe´² Universe´²Steve Jobs) 9. DRAMATIC DIFFERENCE (³We are the only ones who do what we do´²Jerry Garcia) do´² 3. Fire-on-the-spot Anyone Who Says. ³Playful´ Clients (Adventurous folks who unfailingly Aim to Change the World) 6. Consistent with #9 above « DO NOT SHY AWAY FROM THE WORD (IDEA) ³RADICAL´ .) chew´² 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling EyeGame³Best Team´²Fast) Team´² 5. CRYSTAL CLEAR POINT OF VIEW (E very Practice Group: ³If you can¶t explain your position in eight words or less.
0710.07 .Richard Sennett: ³Craftsmanship. FT.´ ³a sustaining life narrative´ Source: Stefan Stern on Management.
Pointed Point of View! .
R.µ³SG .POV8 *Remarkable Point Of View/8 Words or less/´If you can·t state your position in eight words or less you don·t have a position.POV8* R.
µ ²Samuel Goldwyn .´If you can·t write your movie idea on the back of a business card. you ain·t got a movie. card.
Always team with client: ³full partners in achieving memorable results´ (Wanted: ³Chimeras of Moonstruck Minds´!) 12.00% complete´ (Those who don¶t ³get it´ must go) IS NOT COMPLETE UNTIL THE CLIENT HAS EXPERIENCED ³CULTURE CHANGE´ 16.The PSF35: The Client Experience 11. Client Team Members routinely declare that working with us was ³the Peak Experience of my Career´ 14. IMPLEMENTATION . The Final Exam: DID WE MAKE A DRAMATIC. The job¶s not done until implementation is ³100. We will seek assistance Anywhere to assemble the Best-inBest-inPlanet Team for the Project 13. LASTING. IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT ³TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT (³Teach a man to fish «´) PLACE17. GAME-CHANGING DIFFERENCE? GAME- 15.
³The business of selling is not just about matching viable solutions to the customers that require equally equally about managing managing the change process the customer chang will need to go through to imp implement the solution and achieve the value promised by the solution.´* solution (*E. Increase Margins.: CRM failure rate/Gartner: 70%) ²Jeff Thull.g. and Win the Complex Sale them. It¶s . The Prime Solution: Close the Value Gap.
UniCredit Group/ UniCredito Italiano* ** ²3rd party measurement ²Customer-initiated Customermeasurement ²Primary $$$$ incentives ²³Factories´ ²Primary Corporate Initiative ²Etc *#13 **TP/#1 .
TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO DAY #³R´ [R = Retirement] 24. EYE FOR THE PECULIAR (Hiring: Go beyond ³same old. A ³PROPRIETARY´ TALENT DEVELOPMENT PROCESS (GE) 26.I. [Best In World] Outsiders as Needed and to Infuse Different Views . Early Opportunities (vs. Partner with B. Slide the Old Aside/Make Room for Youth (Find oldsters new roles?) 23. same old´) 20. Office/Practice Leaders Evaluated Primarily on MentoringMentoring-Team Building Skills 25. TALENT FANATICS (³Best-Coolest place to work´) (PERIOD) (³Best19.W. Team Leadership Skills Valued Early 27. ³Wait your turn´) 21. Up or Out (Based on ³Legacy´/Mentoring as much as ³Billings´/³Rainmaking´) 22.The PSF35: The People & The Leadership 18.
Excellence+ in EXECUTION « 100.00% of the Time 30. SPEND ON R&D LIKE A TECH FIRM. A PROPRIETARY METHODOLOGY (FBR. old EDS) 33.The PSF35: The Firm & The Brand 28. BRAND MANIACS (Organize Around a Point of View Worth ENTHUSIASM! BROADCASTING) 34. IDEO. . 32. McKinsey. PASSION! 35. ³Drop everything´/³Swarm´ to Support a Harried-On HarriedThe Verge Team 31. Chiat Day. EXCELLENCE. ALWAYS. EAT-SLEEP-BREATHE-OOZE EAT-SLEEP-BREATHEis my message´²Gandhi) message´² INTEGRITY (³My life 29. 34.
P.A. Projects (100%) Pioneer Clients WOW Work (see below) Hot ³Talent´ (see below) ³Adventurous´ ³culture´ Proprietary Point of View (Methodology) W.F.V.F.´P.µ: Summary H.W.S./Work Worth Paying For (100%)/Outside Clients (25%+) When: Now! .
(3) Non-awesome are Nonoutsourced (75%??).W.´ (2) 100% go on the Web.F. (4) Remaining ³Centers of Excellence´ are retained & leveraged to the hilt! .P.(1) Translate ALL departmental activities into discrete W. ³Products.
BMW¶s Designworks/USA: >50% from outside work .
Dynamic/Different Dramatic Difference! Disruptive! Insanely Great! (Quality++++) Life-(IndustryLife-(Industry-)changing Experience! GameGame-changing! WOW! Surprise! Delight! Breathtaking! Punctuated Equilibrium! Market Creation! .) Completely Satisfactory Transaction. Market Share. Quality. Smooth Evolution.Static/Imitative Integrity. Superior Service (Exceeds Expectations. Continuous Improvement.
[Period!] V.G. = The Recruitment and Development of Top Talent.M.C.´ Bets on Projects. = Bets on ³Talent. [Period!] .
Head II = V. Dept. Head I = Sports G.M.Dept. .C.
EXCELLENCE = Flawless EXECUTION + Continuous IMPROVEMENT + Brilliantly Trained PEOPLE + Gamechanging QUESTS + WEIRD Rosters + GASPWORTHY Results .
EXCELLENCE = Flawless EXECUTION + Continuous IMPROVEMENT + Brilliantly Trained PEOPLE + Gamechanging QUESTS + WEIRD Rosters + GASPWORTHY Results .
Psf. Bedrock. .
PSF/Professional PSF/Professional Service Firm/Beliefs Profession: Profession: Calling/Passion to make a difference/Excellence (always) point of view: know exactly what we view: stand for/ ´Dramatic Differenceµ Client: Client: enduring. test-the-limits test-therelationship/Trusted advisor Solution: Solution: Rock His-her World/ ´wowµ/ His´wowµ/ implemented ´Culture changeµ/ >>>>>> ´satisfactionµ .
Cost (at All Costs*) Minimization Professional? PartnerOr/to: Full Partner´Purchasing Officerµ Thrust #1: Leader in Lifetime Value-added ValueMaximization? Maximization (*Lopez: ³Arguably µVillain #1¶ in GM tragedy´/Anon VSE-Spain) .
Fleet Manager Rolling Stock Cost Minimization Officer vs/or Chief of Fleet Lifetime Value Maximization Strategic Supply-chain Executive SupplyCustomer Experience Director (via drivers) .
m s .
Accountable (life or death) MemberMember-Partner of XYZ Hospital¶s Senior Healing Healing-Services Team (who happens to be a techie) .HCare CIO: ³Technology Executive´ (workin¶ in a hospital) Or/to: FullFull-scale.
MC/Visa. Stored value of gift cards. Gift card peripherals.06 .PSF Transformation: Credit Department/Trek Was Credit Dept Hammer on dealers until they pay AR sold to 3rd party commercial co. 23 employees Oversee peak AR of $70M Identify risky dealers Cost Center No products Is Financial Services Make dealers successful so they CAN pay Trek is the commercial financial Company 12 employees Oversee peak AR of $160M Identify opportunities Profit Center Products: Consulting. Online payments Source: John Burke/0330.
Photographer: Louise Roach .
Big Idea: ´Corporationµ as MegaMega-´PSFµ (Professional Service Firm*) * ´Virtualµ Collection of Entrepreneurially-minded Professionals (´Talentµ/´Rosterµ) Creating/Applying Intellectual Capital (´Work Productµ) .
g.Are you the « ´Principal Princip Eng Engine of Value Addedµ *E.: Your R&D budget as robust as the New Products team? .
Core Mechanism: ´Game-changing Solutionsµ Brand You(S) (³Distinct´ or ³Extinct´/The Talent) + Wow! Project(s) (³Different´ vs ³Better´/The Work) = PSF(S) (Professional Service Firm ³model´/The Organizing Principle) = ´Corporationµ as ´Mega´Mega-PSFµ .
Photographer: Mike Brake .
Morphed into Wildly Innovative Professional Service Firms) « (6) Which Coalesce to Transform the FEVP/Fundamental Enterprise Value Proposition from ³Superior Products & Services´ to ´ENCOMPASSING SOLUTIONSµ & ´GAME-CHANGING CLIENT SUCCESSµ ´GAME- .The FEVP/Fundamental Enterprise Value-Added Enterp ValuePropositionProposition-Equation/Mark2007 (1) 100% ´WOW PROJECTSµ (New Org ³DNA´/³The Work´) + (2) Incredible ´TALENTµ Transformed into (3) Entrepreneurial ´BRAND YOUsµ and (4) Given Room-to-Roam & Launched on Room-toAwesome ´QUESTSµ = (5) Internal ³Rockin· PSFsµ (Staff Depts.
(2) The (Virtual) Organization: Internal or Organization: External ´PSFµ/Professional Service Firm working with ³Best Anywhere´ = Engine of Value Added through the Application of Creative ³Intellectual Capital´ (3) The Work Product: ³Game Changer´/ Product: ³Gaspworthy´ WOW Projects .Big Idea/´Metaµ-Idea/Premier ´Engine of Value Addedµ (1) The Talent: ³Best Roster´ of EntrepreneurialTalent: Entrepreneurialminded Brand Yous.
raising 3 kids in the LA area and holding 2. But what about a single Hispanic Mom. 2006 10:16 PM .5 jobs to do so? I'd call her a hero.´ ³Would you call a clerk in a purchasing department at a big insurance company "brand you"? Probably not. age 32. selfselfreliant.³« but I'm having a hard time imagining 300 million Brand Yous. resilient--and a Brand You!´ resilient--and Posted by tom peters at November 20.
´Service Excellenceµ and ´Value´Value-added Customer ¶Solutions·µ .Appendix FIVE The ´XF-50µ: 50 Ways to ´XFEnhance CrossCrossFunctional Effectiveness and Deliver Speed.
X =XFX* *Excellence = Cross-functional Excellence Cross- .
a few years GlaxoSmithKline. president of (1) Stanford University. I came across a particularly successful firm³one firm³ organizational key to that success was their physical and organizational mingling of formerly warring (two sets of prima donnas) geologists and geophysicists. . announced a ´revolutionaryµ new drug discovery process³humanprocess³human-scale centers of interdisciplinary excellence. (2) The chief of GlaxoSmithKline. aimed at solving some of the world·s complex systemic problems. geophysicists.A 2007 letter from John Hennessy. multiresearch. amidst a study of organization effectiveness in the oil industry·s exploration sector. Discovery.) (3) Likewise. ago. to alumni laid out his long-term long´visionµ for that esteemed institution. The core of the vision·s promise was more multi-disciplinary research. called Centers of Excellence in Drug Discovery. (It worked.
µ The nub is providing successful patient outcomes in hospitals by forming multi-function multipatientpatient-care teams. (´Co-operating docµ may top the oxymoron scale. military. featured a ´revolutionaryµ approach. healthcare. viscous turf wars. labtechs and teams.S. home to some of the world·s most services. med school magazine.) (´Co(5) One of the central responses to 911 is an effort to get intelligence services.(4) The cover story in Dartmouth Medicine. inter-service co-operation has increased by an intercoorder of magnitude since Gulf War One³some of the One³ services· communication systems can actually be linked to those of other services. nurses. ´microsystems. talking to one another³we may have another³ seen some of the fruits of that effort in the recently released National Intelligence Estimate. And in the Estimate. a miracle almost the equal of the Christmas miracle in my book! . including docs.µ as ´the big idea that [might] save U. the Dartmouth Medicine. others.
Period. (The likes of construction companies have practiced this more or less forever. . A lot. 3. (³Everything´ = Big word. 2.´ ³Silo-ing´ is an Automatic Firing Offense. Friction-free! Dump 90% of ³middle managers´²most are advertent or inadvertent ³power Frictionmanagers´² freaks. (Within the limits of civility. UPS coand many. and seen as such and treated as such. All available to all. Project managers rule!! Project managers running XF (cross(crossfunctional) projects are the Elite of the organization.´ We are all²every one of us²in the Friction Removal Business. The enemy is us. No ³stovepipes´! ³Stove-piping. one moment at a time. we must co-operate with anybody and everybody ³24/7. (From the entire supply³Valuesupplychain. Everything on the Web. many others are selling far more than a product or service that works²the new ³it´ is works² pure and simple a product of XF co-operation. No ³Stove³SiloOffense.) 5. beyond a level that¶s ³sensible. It¶s not ³them. Burn-the6. make one and all aware why the axe fell. This helps.) To deliver on our emergent business raison d¶etre. somewhat ³public´ firings are not out of the question²that question² is. Open access. ³Value-added Proposition´ = Application of integrated resources. Transparency.) 7.´ the work² outside world that¶s the problem.1.´ is a de facto imperative in a Burn-the-Silos strategy.´ IBM.) 4. and compete with the likes of our Chinese and Indian brethren. It¶s our organization to make work²or not. Period. ³the product is the co-operation´ is not much of a cocostretch. appeals. all² us² now and forevermore.
µ ³Walt Kelly/´Pogoµ .´We have met the enemy and he is us.
) At the center of it all. from drilling to fullscale production to distribution. It lives in a nondescript building near Gatwick Airport. for Integrated Project Management.µ In short. abetting these new players who are edging out the Exxons and BPs. from drilling to production´² production´²that is. As China and Russia. highly autonomous teams.´ (*My old pal was solo on remote offshore platforms interpreting geophysical logs and the like.A January 2008 BusinessWeek cover story informed us that Schlumberger may well take over the world: ´THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game. (The pictures in the article from Siberia alone are worth the cover price.) At the center of the center of the Schlumberger ³empire´ is a relatively newly configured outfit. relatively small. reminiscent of IBM¶s Global Services and UPS¶ integrated logistics¶ experts and even Best Buy¶s now ubiquitous ³Geek Squads. ³[IPM] strays from [Schlumberger¶s] traditional role as a service provider* and moves deeper into areas once dominated by the majors. state run companies are eclipsing the major independents. the Kings of Large-scale. among others. technically accomplished. as BusinessWeek put it. and its chief says it will do ³just about anything an oilfield owner would want. (China¶s state oil company just surpassed Exxon in market value. And the nugget is hardcore. Schlumberger knows how to create and run oilfields. Long-term Project Management wear LargeLongSchlumberger overalls.´ The Schlumberger version is simply called IPM. make their move in energy.) . anywhere.
projects² with flying colors. Partner with ³best-in-class´ only. We all invest in ³wiring´ the Client organization²we develop comprehensive relationships in every part (function.´ (Therefore: XF = Our culture. level) of the Client¶s organization. Their pursuit of Excellence helps us get beyond ³best-inpetty bickering. Good screw-ups² salespeople are ³quarterbacks´ who make the system work-deliver. Good (asalespeople don¶t blame others for screw-ups²the Clint doesn¶t care. We pay special attention to the so-called ³lower levels.8. We all ³live the Brand´²which is Delivery of Matchless Integrated Solutions Brand´² which transform the Client¶s organization. 12. You are your projects. long on the ability to make things happen at the ³coalface. co- . ³XF work´ is the direct work of leaders! 9. All functions are ³PSFs. work- organization² 14. To ³live the brand´ is to become a raving fan of XF co-operation.´ Professional Service Firms. ³Integrated solutions´ = Our ³Culture.) 10. your legacy is your projects²and the legacy will be skimpy indeed unless you pass.´ short soon glamour. the ³works well with others´ exam! 13.´ 15. All functions are created equal! All functions contribute equally! All = All. We are all in sales! We all (a-l-l) ³sell´ those Integrated Client Solutions. ³Professionalism´ is the watchword² watchword²and true Professionalism rise above turf wars. An all-star team has little time for anything other than delivering on allthe (big) Client promise. 11.
C(I)>C(E)* *Internal customer relations [C(I)] are perhaps-often more important than external perhapsrelationships [C(E)]. you¶ll have your whole company working for you to get your jobs to the head of the queue. . if you Internal Relationships are excellent. That is.
22. SCREWUPS. (Words matter! A lot!) 18. Buttons & Badges matter²we work relentlessly at team (XF team) matter² identity and solidarity. like winning. We use the word ³partner´ until we want to barf! (Words matter! A lot!) 17. 20. external²the whole ³supply chain´) external² aboard in order to maximize systemic benefits. All (almost all) rewards are team rewards. We obsessively seek Inclusion²and abhor exclusion.) 25. WE TAKE THE HEAT²THE WHOLE TEAM. is a team affair. more group-team grouporiented. (Words matter! A lot!) 19.) (Losing. We want more Inclusion² people from more places (internal. ³Women rule. 23. ³BLAMING´ IS AN AUTOMATIC FIRING OFFENSE. less hierarchically inclined. We use the word ³us´ until we want to barf. We keep base pay rather low ²and give whopping bonuses for excellent low² team delivery of ³seriously cool´ cross-functional Client benefits. cross- WE NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR SCREWUPS. We use the word ³team´ until we want to barf.) 21. .16. 24. (For HEAT² anything and everything. 26.´ Women are simply better at the XF communications stuff² stuff²less power obsessed. (³Corny´? Get over it.
World Business. ´Say It Like a Woman: Why the 21st-century negotiator will need the female touchµ . attentive and detailed communication style *Empathy that facilitates trust-building trust*Curious and attentive listening *Less competitive attitude *Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making decisionSource: Horacio Falcao. Cover story/May 2006.Women·s Negotiating Strengths Negotiating Streng *Ability to put themselves in their counterparties· shoes *Comprehensive.
honor intuition as well as pure ³rationality´. inherently flexible. Rosener. ³Judy B. not surrender. favor interactive-collaborative leadership interactivestyle [empowerment beats top-down decision topmaking]. see redistribution of power as victory. readily accept ambiguity. value technical & interpersonal skills. comfortable with sharing information. appreciate cultural diversity. individual & group contributions equally.Women·s Strengths Match New Economy Imperatives: Link [rather than rank] Imperatives: workers. favor multi-dimensional surrender. America·s Competitive Secret: Women Managers . multifeedback. sustain fruitful collaborations.
Nicki Joy & Susan Kane-Benson Men.´TAKE THIS QUICK QUIZ Who manages more things QUIZ: at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer µto do¶ list? Who enjoys a recap to the day¶s events? Who is better at keeping in touch with others?´ Source: Selling Is a Woman·s Game: 15 Powerful Reasons Why Women Can Outsell Men. Kane- .
Every member of our team is an honored contributor. and I.) 36. those who don¶t get with the program. some kind of formal watchdog whose role in life is to make cross-functionality work. Huge .´ People want in on ³silothe project because of the opportunity to do something memorable²no one will memorable² tolerate delays based on traditional functional squabbling. An ³Open talent market´ helps make the projects ³silo-free. ³XF project Excellence´ is an ³all hands´ affair. New ³C-level´? We more or less need a ³C-level´ job titled Chief Bullshit ³C³CRemoval Officer. We routinely attempt to unearth and then reward ³small gestures´ of XF cocooperation. ³Wow Projects´ rule. power35. That is. We insist on Client team participation²from all functions of the Client participation² organization. We invite Functional Bigwigs to our XF project team reviews.D. 33. 28. Flat! Flat = Flattened Silos. 30. Flat = Excellence based on XF project outcomes.27. 31. (A million bucks in one case I know²and a nonknow² noncooperating very senior was sacked. 29. We are our XF Teams! XF project teams are how we get things done. Senior team comembers who conspicuously shine in the ³working together´ bit are rewarded or punished Big Time. cross- (H(H-U-G-E) co-operation bonuses. not power-hoarding within functional boundaries. 32. large or small²Wow projects demand by definition XF small² Excellence. 34.
collaboration) Alan Puckett: Fire the best! (failure to collaborate) .James Robinson III: $500K (on the spot.
´ little XF teams should be ³Xformed on the spot to deal with an urgent issue²they may live for but ten days. Everyone. Reverse that. should have an important XF rating component in their evaluation. functions² 43. Demand XF experience for. starting with the receptionist. Physical ³CoX-functional proximity is almost a guarantee (yup!) of remarkably improved cocooperation² operation²to aid this one needs flexible workspaces that can be mobilized for a team in a flash. pro40. ³Deep dip. ³Get ¶em out with the customer.´ 39. ³all this´ becomes as natural as breathing. The military requires all wouldwould-be generals and admirals to have served a full tour in a job whose only goals were cross-functional. Within days. of coming aboard folks should be ³running´ some bit of a project. working with folks from other functions²hence. Formal evaluations. Early project ³management´ experience. senior jobs. literally.´ Rarely does the accountant or bench scientist call one the customer.37. Get physical!! ³Co-location´ is the most powerful ³culture changer. Ad hoc. Give everyone more or less regular ³customer-facing experiences. issue² but it helps the XF habit. 38. especially. making it normal to be ³working the XF way.´ Dive three levels down in the organization to fill a senior role with some one who has been pro-active on the XF dimension. 41. To improve the new ³X-functional Culture. Great idea! cross42.´ One learns quickly that the customer is ³customernot interested in our in-house turf battles! in- .
Talk about it. central to any value-added mission. etc. (Perhaps a formal conflict resolution agreement?) 46. Jaw. The ombudsman examines XF ³friction events´ and acts as Conflict Resolution Counselor. XF ³issues to be resolved´ should be on every the± agenda² agenda²morning project team review. hence every vendor. Jaw. .´ 50. Promotions. can we transparency² access anyone at any level in any function of their organization without bureaucratic barriers? 49. XF ³honest broker´ or ombudsman. should put XF Excellence in the top 5 (3?) evaluation criteria. 45. Aspire to nothing less..44.g. Pursue it. Lock it in! XF co-operation. should be formally evaluated on their commitment to XF transparency²e. weekly exec team meeting. Fire vendors who don¶t ³get it´²more than ³get it.´ welcome ³it´ with it´² open arms. Jaw. Become cooperation-valuea relentless bore! Excellence! There is a state of XF Excellence per se. Talk XF cooperation-value-added at every opportunity.´ Everyone must be on ³coboard if ³this thing´ is going to work. 51. no exceptions. Put ³it´ on the±every agenda. Pick partners based on their ³co-operation proclivity. A ³next step´ within 24 hours (4?) ought to be part of the resolution. Every promotion. should be an covalueexplicit part of the ³Vision Statement. among others. 48.´ 47.
X =XFX* *Excellence = Cross-functional Excellence Cross- .
´C´C-levelsµ to Abet Cross-functional Excellence Cross- CGRO/Chief Grunge Removal Officer CXFCO/Chief Cross-functional Communication Officer CrossCISCIS-CDO/Chief Information Sharing & Common Database Officer CHRO(PL) /Chief Human resources Officer (Project Managers. Love and Care of) CPMFO/Chief Project Management Finance Officer CTAO/Chief Team-space Assignments Officer TeamCE(XFNC) /Chief Executioner (Cross-functional (CrossNonNon-cooperation!) CXFBPO/Chief Cross-functional Brownie-points CrossBrownieOfficer .
highsystemic ´solutionsµ for customers).In We have ´C-levelµ officers for any damn ´Cthing you can mention. And we need an exec to lead the charge³try these job titles on for charge³ size! . If XF (Cross-functional) (Crossperformance is a/the paramount issue for modern enterprise effectiveness (where one is bringing to bear the wherewithal of the entire enterprise to provide high-value. So I thought I·d add my voice to the fray. then XFX/CrossXFX/Cross-functional excellence is necessarily priority #1.
Turn Knowledge into New Products and Services. Move to a Knowledge-based KnowledgeStrategy ³Robert Buckman .The ´XF Bibleµ Building a Knowledge-driven KnowledgeOrganization: Overcome Resistance to the Free Flow of Ideas.
The 180-degree ³Middle Manager Flip´ 180@ Buckman Labs « From: ³information To: choke points´ ³knowledge transfer facilitators.´ with 100% (!!!) of their rewards based on spurring co-operation across coformer barriers. .
The devotion to custom ³solutions´ is the leatherbedrock. spurring cobarriers.g.´ with 100% (!!!) of their rewards based on spurring co-operation across former barriers. Those closer to the intellectual fray than me claim that Bob gets ³inventor´ rights in the now ubiquitous ³knowledge management´ arena. became uarding ³knowledg ³knowledge transfer facilitators. In any event. a half-billion dollar. middle managers. moniker² creating and applying chemical compounds in customized ways to deal with production and cleanup issues for specific customer facilities in the likes of the paper and leather-making industries. You might well roll your eyes at the overused ³customer solutions´ moniker²but Buckman does just that with panache and for profit.Bob Buckman runs Buckman Labs. Memphis-based specialty halfMemphischemicals company.. the alpha to omega. this book is the Buckman Labs saga in extraordinary detail²it is detail² particularly valuable because it moves so far beyond the relatively easy software-technology bit and emphasizes the way in which a softwarecompany¶s culture must be jerked around 180-degrees to destroy 180former functional barriers. . of the firm¶s extraordinary new-product and financial newrecord. E. typically choke manag typically points guarding information and access to their domain.
GROWTH. DOMINATE. ECONOMIC.Appendix SIX WOMEN. .
Economist. China. April 15. page 14 . India and the Internet: Internet: Economic Growth Is Driven by Women. Leader. 2006.³Forget China.´ ³Headline.
µ ³FT.2006 . women 1970. 10.03.´Since 1970. have held two out of every three new jobs created.
brawn.µ ³Girls get better grades in school than boys. Yet it is time for parents to think again. and in most developed countries more women than men go to university.µ [Headline. Girls may now be a better investment. page 14 Economist. India and the Forg Internet: Economic Growth Is Driven by Women. One longstanding reason boys have been seen as a greater blessing has been that they are expected to become better economic providers for their parents¶ old age. Leader. Women.µ Source: Economist April 15. .´Forget China. Those women have contributed more to global GDP growth than have either new technology or the new giants.µ developed world. Women will thus be better equipped for the new jobs of the 21st century.g. surveys show that parents still prefer to have a boy rather than a girl.: surveys show that women consistently achieve higher financial returns than men do. India and China. the increase in female employment in the rich world has been the main driving force of growth in the last couple of decades.] ³Even today in the modern. in which brains count a lot more than brawn. Furthermore. « And women are more likely to provide sound advice on investing their parents¶ nest²e.
´A Guide to Womenomics: The Future of the World Economy Lies Increasingly Economy Increasing in Female Hands. Economist. against the Tokyo stockmarket·s rise of 13%. entrepreneurs. nations with the highest female laborforce participation rates. (2) Also.µ A couple of final assertions: (1) It 13%.´ Re consumption. and those with the lowest participation rates.µ is now agreed that ³the single best investment that can be made in the developing world´ is educating girls. managers and investors. women have filled ³two new jobs for everyone taken by a man.) More stats: Around the globe Hands. such as Sweden and the U. page 73 . Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from women·s increased purchasing power.S.´ ³Women are becoming more important in the global marketplace not just as workers. such as Italy and Germany. have the lowest fertility rates. April 15. surprisingly. Source: Economist. over the past decade the value of shares in ´Goldman·s basket has risen by 96%.µ Continuing on page 73: since 1980. have the highest fertility rates..µ (Headline. but also as consumers.
April 15 13%.µ Repeat: ´Goldman Sachs in Tokyo .µ ³Economist. against the Tokyo stockmarket·s rise of 13%. over the past decade the value of shares in Goldman·s basket has risen by 96%.has developed an index of 115 companies poised to benefit from women·s increased purchasing power.
Source: Larry Summers. May-June 2004 May- .´ Isobel Coleman. Higher family income. Lower birth rate. as reported in ³The Payoff From Women¶s Rights. Foreign Affairs. Better health.Girls education #1: Yields highest return on investment in developing world* *better nutrition for family. Etc. Better kids¶ education.
Women buy [almost] everything²commercial everything² as well as consumer goods. Women [substantially] outlive men. So what exactly is « the point of men? men? .10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions.´ Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Women·s leadership strengths are exceptionally well aligned with new organizational effectiveness & valuevalue-added imperatives. Women start most of the new businesses. Women control [all] the wealth. Women·s work force participation rates have soared worldwide. Women are better salespersons than men. Women are closing in on ³same pay for same job.
µ ²Aude Zieseniss de Thuin. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend.03.· the economy as thought out and practiced by a woman. The phenomenon will only grow as girls prove to be more successful than boys in the school system.µ woman. is happening in all domains and at all levels of society. Financial Times. we have already entered the age of ¶womenomics. For a number of observers. « This is just the beginning.³One thing is certain: Women¶s rise to power.2006 . which is linked to the increase in wealth per capita. 10.
Financial Times. 10.µ ²Aude Zieseniss de Thuin.´ ¶Womenomics.2006 .03.· the economy as thought out and practiced by a woman.
10.6M 94% .
OPPORTUNITY. BUSINESS.EXCELLENCE. OWNERS. . WOMEN.
NOTE: There are over 10 million women-owned womenbusinesses in the United States. .
´ ³ Margaret Heffernan.³The growth and success of womenwomenowned businesses is one of the most profound changes taking place in the business world today. How She Does It .
0 Growth rate of Women-owned companies with Womenrevenues of >$1.0 Ratio of likelihood of Women-owned firms staying in Womenbusiness vs all firms: >1.S. firms owned or controlled by Women: 10.6 million (48% of all firms) Growth rate of Women-owned firms vs all firms: 3X WomenRate of jobs created by Women-owned firms vs all Womenfirms: 2X Ratio of total payroll of Women-owned firms vs total Womenfor Fortune 500 firms: >1.000 and >100 employees vs all firms: 2X Source: Margaret Heffernan.000. How She Does It .U.
Marketing to Women .WomenWomen-owned Biz U. employees > F500 employees worldwide Source: Martha Barletta.S.
We¶re marketing to women entrepreneurs because it is a huge opportunity.´ ² Cherie Piebes . or even the right thing to do.Not a Morality Play ³It is critical that we all understand that IBM is not marketing to women entrepreneurs because it is the thing to do.
Grameen Bank. 2006 Nobel Peace Prize winner .94% 94% of loans to « women* women* *Microlending. ´Banker to the poorµ. Muhammad Yunus.
were immediately seen as more enterprising and far more reliable than men. But it soon became clear that men would often spend their loan on frivolous activities.NOTE: Yunus is the father of micromicro-lending. with their abiding interest in family affairs. Women. He did not set out to provide loans to women. .
Minds and Business of Boomer Big Spenders ²Marti Barletta How She Does It: How Women Entrepreneurs Are Changing the Rules of Business Success. .PrimeTime Women: How to Win the Hearts. ²Margaret Heffernan Success.
.EXCELLENCE. WOMEN. RULE.
WOMEN RULE: RULE: New Studies find that female managers outshine their male counterparts in almost every measureµ TITLE/ Special Report/ BusinessWeek .´AS LEADERS.
incl. setting stds. 269F).Lawrence A.) ² ³Men are not rated significantly higher by any of the raters in any of the areas measured. 941 mgrs (672M. Pfaff & Assoc. 15 of 20 with statistical significance.´ (LP) . 360º feedback ² Women: better in 20 of 20 categories. decisiveness. ² 2 Years. planning.
women and men possess a number of different innate skills. And current trends suggest that many sectors of the twenty-firsttwenty-firstcentury economic community are going to need the natural talents of women.´ ²Helen Fisher. The First Sex: The Natural Talents of Women and How They Are Changing the World .³On average.
America·s Competitive Secret: Women Managers . sustain fruitful collaborations. readily accept ambiguity. favor multi-dimensional surrender.Women·s Strengths Match New Economy Imperatives: Link [rather than rank] Imperatives: workers. honor intuition as well as pure ³rationality´. comfortable with sharing information. appreciate cultural diversity. multifeedback. see redistribution of power as victory. value technical & interpersonal skills. ³Judy B. favor interactive-collaborative leadership interactivestyle [empowerment beats top-down decision topmaking]. inherently flexible. not surrender. Rosener. individual & group contributions equally.
Prudential Securities . CEO. in general. women may be better at these relationshiprelationshipbuilding skills than are men. someone who listens.³Investors are looking more and more for a relationship with their want someone they can trust. They experience.´ ² Hardwick Simmons. In my financial advisers.
´) Source: Susan Rice. salary. BBDO Europe (from ³A Dignified Woman´) .Work·s Rewards F: Relationships. (³In all my research with men. respect. power. former Director of Communications. M: Title. selfselfrealization. I¶ve never once heard a mention about the importance of relationships.
not rank.³[Women] see power in terms of influence.´ ²Fortune .
Bob Reich¶s women ´No worries.µ* students: *Men: ³Can¶t do it.µ* worries.´ . _____ outranks me.
Mrs Coach K
³A Bedtime Story, for $20,000´/CNN
Int¶l Sleep Products Assn: 20% of mattresses sold in 2003 >$1,000 vs. 15% in 2000. Fastest growing segment: $5,000 to $20,000. ISPA exec: ³The Baby Boomers are getting older, and more affluent. As you get older, your body changes and those aches and pains develop. So they have the money and the inclination to upgrade.´
´TAKE THIS QUICK QUIZ Who manages more things QUIZ: at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer µto do¶ list? Who enjoys a recap to the day¶s events? Who is better at keeping in touch with others?´
Source: Selling Is a Woman·s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson Men, Kane-
NOTE: The authors argue that women are superior to men as salespeople. Years ago a very senior exec told me about the ´secretµ (the word he used) to his success in sales. ´The women are not obsessed by rank. They·ll spend scads of time developing relationships from the bottom of the client organization to the top³while the guys refuse to talk top³ to anyone other than Mr Big.µ His remark was my introduction to this issue.
³Guys want to put everybody in their hierarchical place. Like, should I have more respect for you, or are you somebody that¶s south of me?´ ²Paul Biondi, Mercer Consultants
[from It¶s Not Business, It¶s Personal, Ronna Lichtenberg] Personal,
selfF: Relationships, respect, selfrealization. M: Title, salary, power. (³In all my research with men, I¶ve never once heard a mention about the importance of relationships.´)
Source: Susan Rice, former Director of Communications, BBDO Europe (from ³A Dignified Woman´)
17 Men: 8 4 Women: 19
NOTE: I performed a little half-baked halfexperiment on a flight I took. I observed for a while the behavior of the 17 men and four women³my goal women³ was simply to count the number of time that, following some small service act, men and women said ´Thank you.µ
³THE NEW GENDER GAP: From kinderkindergarten to grad school, boys are becoming the second sex´
²Cover story, BusinessWeek
New World, New ´Girl Powerµ?
³Not long ago I was talking with a group of girls at Greenfield High, in northern New Jersey, about Mary Pipher¶s bestselling book, Reviving Ophelia. « The girls¶ reaction to Ophelia was one of confusion. They disagreed with the book¶s premise²that girls are robbed of vitality and self-esteem as they enter adolescence. According to Pipher, our sexist society causes girls µto stifle their creative spirit and natural impulses, which ultimately destroys their self-esteem.¶ µWho are the girls in this book?¶ asked Sarah, a Greenfield sophomore. µI mean, I feel sorry for them, but they¶re pretty much losers. We¶re not at all like them.¶ From what I could see, she was right. The girls I met were vital. They appeared more
confident than many of the boys. They had not µlost their voice.¶ « They neither feared competition from boys nor the consequences of outout-performing them.´ ³Dan Kindlon, Alpha Girls
World Business.Women·s Negotiating Strengths Negotiating Streng *Ability to put themselves in their counterparties· shoes *Comprehensive. attentive and detailed communication style *Empathy that facilitates trust-building trust*Curious and attentive listening *Less competitive attitude *Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making decisionSource: Horacio Falcao. Cover story/May 2006. ´Say It Like a Woman: Why the 21st-century negotiator will need the female touchµ .
2010: 142% Women/Master¶s « 2000: 138%.Degree Gap* Women/Bachelor¶s « 2000: 133% of men¶s. Blacks. 2010: 151% * Whites.2003 . Asians. Hispanics. Native Americans Source: The New Gender Gap/BusWeek/05.26.26.2003 Gap/BusWeek/05.
learning lead: disabilities.Girls lead: Student gov¶t. academic clubs.26. music & lead: performing arts.03 . yearbook & newspaper. Boys lead: Sports. BusWeek/05. diagnosed with emotional disturbances Source: The New Gender Gap.
USN&WR .´Are men obsolete?µ ²Headline.
New (4 of 7) Value-added ´Ladderµ: ValuePlays to Women·s Inherent Strengths! Lovemark/F Lovemark/F Dreams Come True/F True/F Spellbinding Experiences/F Experiences/F Gamechanging Solutions/F Solutions/F Services/F Goods/M Raw Materials/M .
µ four ´new economy. .µ As suggested here.NOTE: In Part Three of this Master Presentation I discuss what I call the ´Value-added Ladder. There are seven rungs on the ladder. women are more instinctively suited to achieving success in these new areas of emphasis. three ´old economy.µ Success in ´Valuetoday·s world mostly means climbing that ladder as quickly as possible.
Institute for Future Studies (Stockholm) .µ ³ Bi Puvaneu.´Society is based on male standards with women seen as anomalies deviating from the male norm.
The Core Argument: Women [Ought to] Rule! 1. We are in a War for Talent. 3. Women and men are different. 2. Women are under-represented in our underleadership ranks at or near the top. Ergo. There is a severe shortage of effective leaders at all levels. 5. needs² 7. Women¶s strengths match the New Economy¶s leadership needs²to a striking degree. 6. The war will intensify. Women are also the principal purchasers of goods and services²retail and commercial. ³new science´ reinforces this view. women are a large part of ´the answerµ to the War for Talent/leadership shortage issue/opportunity. 4. . services² 8.
07 (formed by Prince Khalid bin Alwaleed²50% women in leadership roles in his company) Alwaleed² .´Company formed in KSA to boost women·s role in corporate worldµ [Kingdom of Saudi Arabia] ²headline. Khaleej Times (UAE). 0526.
NOTE: Wow. .
HBR. Article title .³Winning the Talent War for Women: Sometimes It Takes a Revolution´ ²Douglas McCracken.
. Deloitte & Touche have done a remarkable job in taking advantage of woman power.NOTE: In my estimation.
Many.³Deloitte was doing a great job of hiring highhighperforming women.´ ²Douglas McCracken. « Most women weren¶t leaving to raise families. ³Winning the Talent War for Women´ [HBR] [HBR] . Yet the percentage of women decreased with step up the career ladder. they had weighed their options in Deloitte¶s male-dominated maleculture and found them wanting. switched professions. in fact. women often earned higher performance ratings than men in their first years with the firm. dissatisfied with a culture they perceived as endemic to professional service firms.
¶ µThat client is difficult to deal with.¶ ´ Source: Douglas McCracken.¶ µTravel puts too much pressure on women.³The process of assigning plum accounts was largely unexamined. « Male partners made assumptions: µI wouldn¶t put her on that kind of company because it¶s a tough manufacturing environment. ³Winning the Talent War for Women´ [HBR] .
!!!!!!!!!!!!!!! 14 168* 168* to *Leadership Positions/D&T/1992-2002/WIAR Positions/D&T/1992-2002/WIAR (Women·s Initiative Annual Report) .
Period??!!* Start: 3 0f 14 10 of 18 18 months later: (´deep dipµ!) *AIM/September 2007 .
and return on invested capital (10%) Source: Newsweek2007 /16% of S&P500 board members are women.7% better). return on sales (16.³Catalyst just completed a study showing that companies with at least three women directors performed significantly better than average in terms of return on equity (16. 9% (45) no women .8%).
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