The Challenge: To Create More Value in All Negotiations

The Challenge: To Create More Value in All Negotiations

Tom Peters Re-Imagine ! EXCELLENCE MASTER/23 October 2013 (also see excellencenow.com) Conrad

Hilton CONRAD HILTON, at a gala celebrating his career, was called to the podium What were the most important lessons you learned in your long and distinguished career? His answer

and asked, Remember to tuck the shower curtain inside the bathtub. You get em in the door with location,

location, locationand a terrific architect. You keep em coming back with the tucked in shower curtain!* *Profit rarely comes from transaction #1; it is a byproduct of transaction #2, #3, #4 IS EXECUTION

STRATEGY. Fred Malek YOU BEAT YOURSELF! Sports: EXECUTION IS THE JOB OF THE BUSINESS

LEADER. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done Execution is a

SYSTEMATIC PROCESS of rigorously discussing hows and whats, tenaciously following through, and ensuring accountability. Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done

OPERATIONALIZING: ITS GOTTA ADD UP! (1) SUM OF PROJECTS = GOAL (VISION) (2) SUM OF MILESTONES = ON-TIME PROJECT (3) RAPID REVIEW + TRUTH-TELLING = ACCOUNTABILITY Does/will the next

presentation you give/ review allot more time to the process/ details/politics of implementing than to the analysis of the problem/opportunity?

I saw that leaders placed too much emphasis on what some call highlevel strategy, on intellectualizing and philosophizing, and not enough on implementation. People would agree on a project or initiative, and then nothing would come of it. Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done COSTCO FIGURED OUT THE

BIG, SIMPLE THINGS AND EXECUTED WITH TOTAL FANATICISM. Charles Munger, Berkshire Hathaway In real life, strategy is actually very straightforward. Pick

a general direction and implement like hell. Jack Welch The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders; it

is because they try to be clever. Napoleon EXCELLENCE IN EXECUTION = DEEPEST BLUE OCEAN !

Execution The score takes care of itself. Bill Walsh I dont think I was a fine game coach. I think I was a good

practice coach. John Wooden When assessing candidates, the first thing I looked for was energy and enthusiasm for execution. Does she talk about the thrill of getting things done, the obstacles overcome, the role

her people played or does she keep wandering back to strategy or philosophy? Larry Bossidy, Execution I cant tell you how many times we passed up hotshots for guys we thought were better people and watched our guys do a lot better than the big names, not just in the classroom, but

on the fieldand, naturally, after they graduated, too. Again and again, the blue chips faded out, and our little up-and-comers clawed their way to all-conference and All-America teams. Bo Schembechler (and John Bacon), Recruit for Character, Bos Lasting Lessons WOW!! Observed closely: The use of

I or we during a job interview. Source: Leonard Berry & Kent Seltman, chapter 6, Hiring for Values, Management Lessons From Mayo Clinic

The head of one of the large management consulting firms asks [members of a client organization], And what do you do that justifies your being on the payroll? The great majority answer, I run the accounting department, or I am in charge of the sales force Only a few say, Its my job to give our managers the information they need to make the right decisions, or I am responsible for finding out what products the customer will want tomorrow. The man who focuses on efforts and stresses his downward authority is a subordinate no matter how

But the man who focuses on contributions and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, top management. He holds himself responsible for the performance of the whole. Peter Drucker exalted his rank or title. A man approached JP Morgan, held up an envelope, and said, Sir, in

my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent. And paid him the

agreed upon $25,000. The paper 1. Every morning, write a list of the things that need to be done that day. 2. Do them.

Source: Hugh MacLeod/tompeters.com/NPR GRIN G R I N enetics

obotics nformatics anotechnology G R I N

enetics obotics nformatics anotechnology* *Decision #1: GRIN and BEAR it? GRIN and SAVOR it?

Train Passengers Too Distracted By Phones to Notice Gunman Headline, HuffingtonPost, 1009.13 RACE AGAINST THE MACHINE

1,000,000 500:1 The root of our problem is not that were in a Great Recession or a Great Stagnation, but rather that we are in the early Great Restructuring. Our

throes of a technologies are racing ahead, but our skills and organizations are lagging behind. Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee The median worker is losing the race against the machine.

Erik Brynjolfsson and Andrew McAfee, The Race Against the Machine A bureaucrat is an expensive microchip. Dan Sullivan, consultant and executive coach China too/Foxconn:

1,000,000 robots in next 3 years Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee Meet Your Next Surgeon: Dr. Robot Source: Feature/Fortune/15 JAN 2013/on Intuitive Surgicals

da Vinci /multiple bypass heart-surgery robot Post-Great Recession: Equipment expenditures

+26%; payrolls flat Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee Robot Wars! The combination of new market rules and new technology was turning the stock market into, in a war of

robots. effect, Michael Lewis, Golmans Geek Tragedy, Vanity Fair, 09.13 Your principal moral obligation as a leader is to develop the skillset, soft and hard, of every one of the

people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The good news: This is also the #1 mid- to long-term Toms TIB* #1: ! profit maximization strategy

* This I Believe (courtesy Bill Caudill) ! Now No Surprise! Train Passengers Too Distracted By Phones to Notice Gunman Headline,

HuffingtonPost, 1009.13 The 2-year-olds sit in their moms laps, fully absorbed, in command of the action on the screen Hair salon owner, Dartmouth MA, 1010.13 Breakout! Headline/WSJ/1010.13: Mobile

Ads Take Big Leap As Marketers Rev Spending 2X+ 1st half 2012: $1.2B 1st half 2013: $3.0B E.g., Unilever: 2013 = 3X 2012 Rush Is On To

Develop Smart Specs Headline, New York Times, 1007.13 (Google Glass will have lots of specialized company!) The combination of new market rules and new technology was turning the stock market into, in effect,

a war of robots. Michael Lewis, Goldmans Geek Tragedy, Vanity Fair, 09.13 Human level capability has not turned out to be a

special stopping point from an engineering perspective. . AUTOMATE THIS: HOW ALGORITHMS CAME TO RULE THE WORLD Algorithms have already written symphonies

as moving as those composed by Beethoven, picked through legalese with the deftness of a senior law partner, diagnosed patients with more accuracy than a doctor, written news articles with the smooth hand of a seasoned reporter, and driven vehicles on urban highways with far better control than a human

driver. Christopher Steiner, Automate This: How Shades of Ned Ludd When Emmy [algorithm] produced orchestral pieces so impressive that some music scholars failed to identify them as

the work of a machine, [Prof. David] Cope instantly created legions of enemies. At an academic conference in Germany, one of his peers walked up to him and whacked him on the nose. Legal industry/Pattern Recognition/ Discovery (e-discovery algorithms):

500 lawyers to ONE Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee [Michael Vassar/MetaMed founder] is creating a better information Almost all health care people get is

going to be donehopefully by algorithms within a decade or two. system and new class of people to manage it. We used to rely on doctors to be experts, and weve crowded them into being something like factory workers, where their job is to see one patient every 8 to 11 minutes and implement a by-the-book solution. Im talking about creating a

new expert professionmedical quants, almost like hedgefund managers, who could do the high-level analytical work of directing all the information that flows into the worlds hard drives. Doctors would now be aided by Vassars new information experts who would be aided by advanced artificial intelligence.New York /0624.13 Social Business & Customer Engagement

Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic change in how we do business will make an impact on just about everything we do. Social Business By Design: Transformative Social Media Strategies For the Connected Company Dion Hinchcliffe & Peter Kim

MillerCoors: Gender imbalance. Women of Sales peer support. Private network, Attrition plummeted. Teva Canada: Supply chain excellence achieved. SharePoint/troubleshooting/Strategy-Nets/hooked to other functions; Moxie social tools, document editing, etc. IBM: Social business tools/30 percent drop in project completion time/300K on LinkedIn, 200K on Facebook Bloomberg: Mobi social media analytics prelude to stock performance Intuit: struggling against H&R Block temp staffing/customers #1 asset/Live Community, focused on help with transactions (not general, embedded in

TurboTax Social Business By Design: Transformative Social Media Strategies For the Connected Company Dion Hinchcliffe & Peter Kim Social Survival Manifesto* 1. Hiding is not an option. 2. Face it, you are outnumbered. (level playing field, arrogance denied) 3. You no longer control the message. 4. Try acting like a human being. 5. Learn to listen, or else. (REALLY listening to others a must)

6. Admit that you dont have all the answers. 7. Speak plainly and seek to inform. 8. Quit being a monolith. (Your employees, speaking online as individuals, are a crucial resource can be managed through frameworks that ENCOURAGE participation) 9. Try being less evil. 10. Pay it forward, now. (Internet culture largely built on the principal of the Gift Economy give value away to your online communities) *Tom Liacas; socialdisruptions.com

Robotics will drive this very innovation. Landing page tuning will bust out of the Internet and become interaction tuning. Companies will apply their analytics engines to all interaction opportunities with people everywhere: online, in the car, in a supermarket isle, on the sidewalk, and of course in your home. Illah Reza Nourbakhsh, Professor of Robotics,

Carnegie Mellon, Robot Futures SB > SM* *Social Business/Social Media Gamification Gamification Gamification presents the best tools humanity

has ever had to create and sustain engagement in people. Source: Gabe Zichermann & Joselin Linder, Gamification: How Leaders Leverage Game Mechanics to Crush the Competition For the Win: How Game Thinking Can Revolutionize Your Business Kevin Werbach & Dan Hunter

The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition Gabe Zichermann & Joselin Linder Feedback Friends Fun Source: The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition

Gabe Zichermann & Joselin Linder Work.com/Salesforce.com: suite of mobile apps that enabled people inside the organization to provide instant feedback to their co-workers for a job well done Facebook-style newsfeed badges, leaderboards, point systems turned the review process into

something people actually want to do Source: The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition Gabe Zichermann & Joselin Linder Idea Street/UK Department of Work and Pensions (28% UK budget): staff provide innovative ideas and vote for the best ones first nine

months: $16 million in savings meaning was within the game itself, not the external reward Source: The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition Gabe Zichermann & Joselin Linder MMORPG/Massively Multiplayer Online Role-Playing Game

Source: Jane McGonigal, Reality Is Broken: Why Games Make Us Better and How They Can Change the World Why exactly are we competing with each other to do the dirty work? Were playing a free online game called Chore Wars and it just

so happens that ridding our real-world kingdom of toilet stains is worth more experience points, or XP, than any other chore in our apartment. A mom in Texas describes a typical Chore Wars experience: We have three kids, ages 9, 8, and 7. I sat down with the kids, showed them their characters and the adventures, and they literally jumped up and ran off to complete their chosen task. Ive never seen my 8year-old son make his bed. I nearly fainted when my husband cleaned out the toaster oven. Jane McGonigal, Reality Is Broken: Why Games Make Us Better

and How They Can Change the World You get a sense of the scale and intricacy of the task by considering the sound effects alone: The game contains 54,000 pieces of audio and 40,000 lines of dialogue. There are 2,700 different noises

for footsteps alone depending on whose foot is stepping on what. Sam Leith on Halo 3, from Jane McGonigal, Reality Is Broken: Why Games Make Us Better and How They Can Change the World The popularity of an unwinnable game like Tetris completely upends the stereotype that gamers are highly competitive people who care more about

winning than anything else. Competition and winning are not defining traits of gamesnor are they defining interests of the people who love to play them. Many gamers would rather keep playing than win. In high-feedback games, the state of being intensely engaged may ultimately be more pleasurable than the satisfaction of winning. Jane McGonigal, Reality Is Broken: Why Games Make Us Better and How They Can Change the World

Flash When I work with experimental digital gadgets, I am always reminded of how small changes in the details of a digital design can have profound unforeseen effects on the experiences of the people who are playing with it. The slightest change in something as seemingly trivial as the ease of use of a button can For instance, Stanford University researcher Jeremy Bailinson has demonstrated that changing the height of ones avatars in immersive virtual reality

transforms self-esteem and social self-perception. Technologies are extensions of sometimes alter behavior patterns. ourselves, and, like the avatars in Jeremys lab, our identities can be shifted by the quirks of gadgets. It is impossible to work with information technology without also engaging in social engineering. Jaron Lanier, You Are Not a Gadget BIG DATA

[Michael Vassar/MetaMed founder] is creating a better information system and new class of people to Almost all healthcare people get is going to be donehopefullyby algorithms within a decade or two. We used manage it. to rely on doctors to be experts, and weve crowded them into being something like factory workers, where their job is to see one patient every 8 to 11 minutes and implement

Im talking about creating a new expert profession medical quants, almost like hedgefund managers, who could do the high-level analytical work of directing all the information that flows into the worlds hard drives. Doctors would now be aided by Vassars a by-the-book solution. new information experts who would be aided by advanced

artificial intelligence.New York /0624.13 [These HP] pioneers may not realize just how big a shift this practice is from a cultural standpoint. The computer is doing more than obeying the usual mechanical orders to retain facts and figures. Its producing new information thats so powerful, it must be handled with a new kind of care. Were in a new world in which systems not only divine

new, important information, but must carefully manage it as well. Eric Siegel, Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die (based on a real case, an HP Flight risk PA model developed by HR, with astronomical savings potential) Analytics can yield literally hundreds of millions of data pointsfar too many for human intuition to make any sense of the data. So in conjunction with the ability to

store very big data about online behavior, researchers have developed strong tools for data mining, statistically evaluating correlations between many types and sources of data to expose hidden patterns and connections. The patterns predict human behaviorand even hidden human motivations. Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Robot Futures

Predictions based on correlations lie at the heart of big data. Source: Big Data: A Revolution That Will Transform How We Live, Work, and Think, by Viktor Mayer-Schonberger and Kenneth Cukier Flash forward to dystopia. You work in a chic cubicle, sucking chicken-flavor sustenance from a tube. Youre furiously maneuvering with a

joystick Your boss stops by and gives you a look. We need to talk about your loyalty to this company. The organization you work for has deduced that you are considering quitting. It predicts your plans and intentions, possibly before you have even conceived them. Eric Siegel, Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die (based on a real case, an HP Flight risk PA model developed by HR, with

astronomical savings potential) ! Power Flash When I work with experimental digital gadgets, I am always reminded of how small changes in the details of a digital design can have profound unforeseen effects on the experiences of the people who are playing with it. The slightest change in something as seemingly trivial as the ease of use of a button can

For instance, Stanford University researcher Jeremy Bailinson has demonstrated that changing the height of ones avatars in immersive virtual reality transforms self-esteem and social self-perception. sometimes alter behavior patterns. Technologies are

extensions of ourselves, and, like the avatars in Jeremys lab, our identities can be shifted by the quirks of gadgets. It is impossible to work with information technology without also engaging in social engineering. Jaron Lanier, You Are Not a Gadget Human level capability has not turned out to be a special stopping point from an engineering

perspective. . I told my board that if they want to get the share price up 50% in 12-18 months, I can do it without raising a sweat. But it will destroy the longterm prospects of the companyand theyll have to do it without me. CEO, large ($10B+) electronic components company

On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy. Your main constituencies are your employees, your customers and your products. Jack Welch, FT, 0313.09, page 1 !

Excellence Excellence1982: The Bedrock Eight Basics 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting

7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties Breakthrough 82* People! Customers! Action! Values! *In Search of Excellence

ExIn*: 1982-2002/Forbes.com $85,000 DJIA: $10,000 yields ExIn: $10,000 yields $140,050 *Forbes/1004.02/Excellence Index / Basket of 32 publicly traded stocks

Why in the World did you go to Siberia? An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum Enterprise* (*at its best):

concerted human potential in the wholehearted pursuit of EXCELLENCE in service of others.** others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners the joy* of work John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business

*See also, Joy Inc.: How We Built a Workplace People Love Richard Sheridan (Menlo Innovations) In a world where customers wake up every morning asking, Whats new, whats different, whats amazing? success depends on a

companys ability to unleash initiative, imagination and passion of employees at all levels and this can only happen if all those folks are connected heart and soul to their work [their calling], their company and their mission. John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business The Economy Is Scary, But Smart

Companies Can Dominate They manage for value not for EPS. They keep developing human capital. They get radically customer-centric. Source: Geoff Colvin, Fortune Hard is Soft.

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

is Soft. is Hard. 7 Steps to Sustaining Success You take care of the people. The people take care of the service. The service takes care of the customer. The customer takes care of the profit.

The profit takes care of the re-investment. The re-investment takes care of the re-invention. The re-invention takes care of the future. (And at every step the only measure is EXCELLENCE.) 7 Steps to Sustaining Success & Excellence You take care of the people. The people take care of the service. The service takes care of the customer. The customer takes care of the profit. The profit takes care of the re-investment.

The re-investment takes care of the re-invention. The re-invention takes care of the future. (And at every step the only measure is EXCELLENCE.) If I could have chosen not to tackle the IBM culture headon, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of Yet I came to see in my time at

IBM that culture isnt just thousands of people is very, very hard. one aspect of the game IT IS THE GAME. What matters most

to a company over time? Strategy or culture? WSJ/0910.13: Dominic Barton, MD, McKinsey & Co.: Culture. Excellence:

NOT an Aspiration EXCELLENCE is not an "aspiration. EXCELLENCE is THE NEXT FIVE MINUTES. EXCELLENCE is not an "aspiration."

EXCELLENCE is THE NEXT FIVE MINUTES. EXCELLENCE is your next conversation. Or not. EXCELLENCE is your next meeting. Or not. EXCELLENCE is shutting up and listeningreally listening. Or not. EXCELLENCE is your next customer contact. Or not. EXCELLENCE is saying Thank you for something small. Or not.

EXCELLENCE is the next time you shoulder responsibility and apologize. Or not. EXCELLENCE is waaay over-reacting to a screw-up. Or not. EXCELLENCE is the flowers you brought to work today. Or not. EXCELLENCE is lending a hand to an outsider whos fallen behind schedule. Or not. EXCELLENCE is bothering to learn the way folks in finance [or IS or HR] think.

Or not. EXCELLENCE is waaay over-preparing for a 3-minute presentation. Or not. EXCELLENCE is turning insignificant tasks into models of EXCELLENCE. Or not. BLD EXCELLENCE is not an institutional choice.

EXCELLENCE is A PERSONAL CHOICE. BLD: Fact is, you CAN take ANY damned attitude YOU choose to work today! In fact, it's your BLD/Biggest Life

Decision! Everything can be taken from a man but one thing: the last of the human freedomsto choose ones attitude in any given set of circumstances, to choose ones own way. Victor Frankl !

Excellence EXCELLENCE. Always. If not EXCELLENCE, what? If not EXCELLENCE now, when? Highlights

EXCELLENCE. Now. EXCELLENCE. Always. EXCELLENCE. Now. EXCELLENCE. Always. 1. People first, second, third, fourth /The business of leaders is people: to inspire/engage/provide a trajectory of opportunity enterprise of every size and type as cathedral for

human development. "When I hire someone, that's when I go to work for them. John DiJulius 1A. Customer comes 2nd/ If you want to best Wow! customers then you must first Wow! those who serve the customers./"If you want staff to give great service, give great service to staff. Ari Weinzweig, Zingerman's/ You have to treat your employees like customers. Herb Kelleher, on his #1 secret to success. 1B. Managers sole raison detre: Make each of my team

members successful! 1C. Effective organizations: No bit players! EXCELLENCE. Now. EXCELLENCE. Always. 1D. Appreciation. Acknowledgement. The deepest human need is the need to be appreciated. Believe it! A few kind words are often remembered for years! 1E. 1st line supervisors. Every organizations most important leadership cadre. Productivity is largely determined by the caliber of the 1st line boss.

Selection and development of your sergeants must become an obsessionalmost all do a half-assed job. 1F. Weird/ There are no normals in the history books!/Insure a healthy supply of oddballs/Diversity of every flavor = Fresh perspectives! Better decisions! 1G. Memories That Matter. And dont./ People stuff sticks with you: Youll look back on the handful of people you developed who proceeded to change the worldand the multitude (if youve earned it) who

say, I grew most when I worked with you. Ever seen a tombstone engraved with the deceaseds net EXCELLENCE. Now. EXCELLENCE. Always. 2. You/me: Businesses no longer coddle. Youre in charge!/ Brand you stand out for something valuable, or else; learn something new every day, or else!/Distinct or Extinct! 3. Organizations Exist to Serve. PERIOD. 4. EXECUTION/ Dont forget to tuck the shower curtain

into the bath tub. Conrad Hilton on his sweat the details obsession and #1 success secret/ Execution is strategy. Fred Malek/ Execution is the leaders job #1. Larry Bossidy 4A. They do ONE BIG THING at a time. Drucker on successful managers #1 trait. 4B. Resilience circa 2011: Understand it. Hire for it. Promote for it. Obsess on it.

EXCELLENCE. Now. EXCELLENCE. Always. 5. MBWA/Managing By Wandering Around/ Starbucks Schultz visits 25 stores a week/ In touch is not optional/You = Your calendar/Calendars never lie! 5A. Listening per se = Candidate for Core Value #1/ Listening per se is a profession./If you dont listen, you dont sell anything./Docs interrupt patients after 18 seconds. And you? 5B. What do you think? How can I help? MBWA

8/Eight words, repeated like a mantra while wandering around, that unlock engagement/ success for multitudes. 5C. Innovate by Hanging out /You are what you eat./ You will become like the five people you associate with the most a blessing or a curse./ Want cool? Expose yourself to cool! /Manage hanging out zealously-formally with customers, interesting outsiders, etc. EXCELLENCE. Now. EXCELLENCE. Always.

5D. K = R = P (Kindness = Repeat business = Profit.) Hard is soft. Soft is hard. #1 finding In Search of Excellence. Kindness is hardand pay off in $$$ $. 5E. Apology PowerAwesome power: 3-minute Im sorry call heals anythingdo it religiously!/Overthe-top response to even small booboo strengthens customer relationships! EXCELLENCE. Now. EXCELLENCE. Always.

6. Little BIG Things/Focus on multipliers: Wal*Mart goes to big shopping cart = +50% big stuff sales boost!/Wash your Hands save thousands of lives P.A. in hospitals! 6A. Little BIG Things: SMEs bedrock of all economies. Nurture them. SMEs battle cry per George Whalin: Be the best. Its the only market thats not crowded. 7. Apple > Exxon in market cap courtesy DESIGN! /The big Duh: Cool beats un- cool!/Design candidate for best way to differentiate goodsservices in competitive markets.

7A. TGRs/Things Gone Right. Wagon Wheel restaurant, Gill MAclean restroom with fresh flowers.we remember such touches more or less forever/ Manage-measure TGRs. 7B. Scintillating Experiences. Howard Schultz on Starbucks: At our core, were a coffee company, but the opportunity we have to extend the brand is beyond coffee; its entertainment. 8. WOMEN Buy! WOMEN Rule! WOMENs World! Women buy

80% of everything$28T world market/Why Warren Buffett Invests Like a Girle.g., studies harder-holds longer-less frenzied buying and selling/Womens leadership style fits 21st century less-hierarchical enterprise./Evidence clear Women well on the way to 21st century economic domination! Brazils President Dilma Rousseff at UN: the century of women. 9. Web-Social Media/ Everyone becomes our valued partner, a member of our communityand watchdog/The Power of Co-creation my Top Biz Book for 2010/SM can be lynchpin of transformative

strategyfor organizations of every shape and size! 10. Value added via transformation from Customer satisfaction to customer success huge differenceopportunity! /E.g., IBM Global Services, from afterthought to $60B/UPS Logistics/MasterCard Advisors/ IDEO, help clients create culture of innovation/The Geek SquadBest Buy's #1 strategic EXCELLENCE. Now. EXCELLENCE. Always. 11. Innovation secret #1: Most tries wins. / A Bias

for Actionexcellence trait #1, In Search of Excellence /Ready. Fire! Aim. Ross Perot//Instead of trying to figure out the best way to do something and sticking to it, just try out an approach and keep fixing it. Bert Rutan 11A. Try a lot = Fail a lot /Fail. Forward. Fast./ Fail faster, succeed soonerDavid Kelley /Reward excellent failures, punish mediocre successes/

Whoever Makes the Most Mistakes Wins Richard Farson 11B. You miss 100% of the shots you never take. Wayne Gretzky EXCELLENCE. Now. EXCELLENCE. Always. 12. Live WOW!/Zappos creed WOW Customers/ eBay 14,000 employees, Amazon 20,000 employees, Craigs List 30 employees; regardless of issue, Wheres your Wild and Wooly Craigs List Option?/ Final point in superstar adman Kevin

Roberts Credo: Avoid moderation! 13. EXCELLENCE is a personal choice not an institutional choice! EXCELLENCE is not an aspiration its the next five minutes! 13A. EXCELLENCE. Always. If not EXCELLENCE, What? If not EXCELLENCE Now, When? EXCELLENCE is a personal choice not an

institutional choice! EXCELLENCE is not an aspiration its the next five minutes! Enough. At a party At a party given by a billionaire on Shelter Island, Kurt Vonnegut

informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller that their host, a hedge fund manager, had made more money in a single day than Heller had

earned from his wildly popular novel Catch-22 over its whole Yes, but I have something he will never have history. Heller responds Source: John Bogle, Enough. The Measures of Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group)

At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds Yes, but I have something he will never have enough. Source: John Bogle, Enough. The Measures of Money, Business, and

Life (Bogle is founder of the Vanguard Mutual Fund Group) Too Much Cost, Not Enough Value Too Much Speculation, Not Enough Investment Too Much Complexity, Not Enough Simplicity Too Much Counting, Not Enough Trust Too Much Business Conduct, Not Enough Professional Conduct Too Much Salesmanship, Not Enough Stewardship

Too Much Focus on Things, Not Enough Focus on Commitment Too Many Twenty-first Century Values, Not Enough Eighteenth-Century Values Too Much Success, Not Enough Character Source: Chapter titles from Jack Bogle, Enough. THE SHAREHOLDER VALUE MYTH The notion that corporate law

requires directors, executives, and employees to maximize shareholder wealth simply isnt true. There is no solid legal support for the claim that directors and executives in U.S. public corporations have an enforceable legal duty to maximize shareholder wealth. The idea is fable. Lynn Stout, professor of corporate and business law, Cornell Law school, in The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the Public

[a corporation] can be formed to conduct or promote any lawful business or purpose from Delaware corporate code (no mandate for shareholder primacy), per Lynn Stout, professor of corporate and business law, Cornell Law school, in The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the Public

On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy. Your main constituencies are your employees, your customers and your products. Jack Welch, FT, 0313.09, page 1

MBWA MBWA Managing By Wandering Around 2

Im always stopping by our stores at least a week. 25 Im also in other

places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up as much as I can. Howard Schultz 3K/5M Source: Mark McCormack 3,000 miles for a 5-minute face-to

-face meeting Decisions are made by those who show up. Aaron Sorkin Even when times are tight dont

short change travel! MIA: Origins of Our Financial Chaos The CEO of a very successful mid-sized bank, in the Midwest, attended a seminar of mine in northern California in the mid-80sbut I remember the following, pretty much word for

word, as if it were yesterday MIA: Origins of Our Financial Chaos 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. Doesnt go in or

any such thing, just drives by and takes a look. Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters. Let me put it bluntly: every leader should routinely keep a substantial portion of his or her timeI would say

as much as 50 unscheduled. percent Only when you have substantial slop in your scheduleunscheduled timewill

you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers typical response to my argument about free time is, Thats all well and good, but there are things I have to do. Yet we waste so much time in unproductive activityit takes an enormous effort on the part of the leader to keep free time for the truly important things. Most managers spend a great deal of time thinking about what they plan to

do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up in fighting the fires of the moment that they cannot really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused Let me put it bluntly: every leader should routinely keep a substantial portion of his or her timeI would say as much as 50 percentunscheduled. Only when you on what really matters.

have substantial slop in your scheduleunscheduled timewill you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers typical response to my argument about free time is, Thats all well and good, but Yet we waste so much time in unproductive activityit takes an enormous effort on the part of the leader to keep free time for the truly important things. Dov Frohman

there are things I have to do. (& Robert Howard), Leadership The Hard Way: Why Leadership Cant Be Taught And How You Can Learn It Anyway (Chapter 5, The Soft Skills Of Hard Leadership) The Discipline Of Daydreaming: Nearly every major decision of my business career was, to some degree, the result of daydreaming. To be sure, in every case I had to collect a lot of data, do detailed analysis, and make a data-based argument to convince superiors,

In the beginning, there was the daydream. By daydreaming, I mean loose, unstructured colleagues and business partners. But that all came later. thinking with no particular goal in mind. In fact, I think daydreaming is a distinctive mode of cognition especially well suited to the complex, fuzzy problems that characterize a more turbulent business environment. Daydreaming is an effective way of coping with complexity. When a problem has a high degree of complexity, the level of detail can be overwhelming. The more one focuses on the

details, the more one risks being lost in them. Every child knows how to daydream. But many, perhaps most, lose the capacity as they grow up. Dov Frohman (& Robert Howard), Leadership The Hard Way: Why Leadership Cant Be TaughtAnd How You Can Learn It Anyway (Chapter 5, The Soft Skills Of Hard Leadership) Its always showtime.

You must be the change you wish to see in the world. Gandhi Its always

showtime. Nothing is so contagious as enthusiasm. Samuel Taylor Coleridge The leader must have infectious optimism. The

final test of a leader is the feeling you have when you leave his presence after a conference. Have you a feeling of uplift and confidence? Field Marshall Bernard Montgomery A leader is a dealer in

hope. Napoleon BE EXPLICIT: HIRE FOR IT! PROMOTE FOR IT! We look for ... listening, caring, smiling, saying Thank you, being

warm. Colleen Barrett, former President, Southwest Airlines Make it fun to work at your agency. Encourage exuberance. Get rid of sad dogs who spread

doom. David Ogilvy A man without a smiling face must not open a shop. Chinese Proverb Monday

Morning Monday/Tomorrow/Courtesy NFL: Script your first 5-10 plays. (I.e., carefully launch the day/week in a

purposeful fashion.) You = Your calendar/ Your calendar NEVER lies. You = Your calendar* *The calendar

NEVER lies. Dennis, you need a To-dont List ! Dont > Do*

* Dont-ing must be systematic > WILLPOWER ONE THING The you need to know about sustained individual success: Discover what you dont like doing and

STOP doing it. Marcus Buckingham, The One Thing You Need to Know #1 Failing If I had to pick one failing of CEOs, its that they dont

read enough. Co-founder of one of the largest investment services firms in the USA/world Addiction By Design: Machine Gambling in Las Vegas Anti-fragile: Things That Gain From Disorder Automate This: How Algorithms Came to Rule Our World Big Data: A Revolution That Will Transform How We Live, Work, and Think Conscious Capitalism: Liberating the Heroic Spirit of Business Creating Innovators: The Making of Young People Who Will Change the World

Creation: How Science Is Reinventing Life Itself Cyber War: The Next Threat to National Security and What to Do About It Employees First, Customers Second Everything Bad Is Good For You: How Todays Popular Culture Is Actually Making Us Smarter Extra Lives: Why Video Games Matter Fab: The Coming Revolution on Your DesktopFrom Personal Computers to Personal Fabrication Fast Future: How the Millennial Generation Is Shaping the World The Filter Bubble: What the Internet Is Hiding From You Fooled By Randomness: The Hidden Role of Chance in Life and in the Markets For the Win: How Game Thinking Can Revolutionize Your Business The Future Arrived Yesterday

The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition How to Create: The Secret of Human Thought Revealed Knowledge and Power: The Information Theory of Capitalism and How It Is Revolutionizing Our World The Lean Startup: How Todays Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses Lords of Strategy Loyalty 3.0: How Big Data and Gamification Are Revolutionizing Customer and Employee Engagement Makers: The New Industrial Revolution Models Behaving Badly: Why Confusing Illusion with Reality Can Lead to Disaster on Wall Street and in Life The Myth of American Decline and the Growth of a New Economy Nanotechnology for Dummies Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era

The Org: The Underlying Logic of the Office The Power of Co-Creation: Build It With Them to Boost Growth, Productivity and Profits Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie or Die Present Shock: When Everything Happens Now Quiet: The Power of Introverts in a World That Cant Stop Talking Race Against The Machine: How the Digital Revolution Is Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the Economy Reality Is Broken: Why Games Make Us Better and How They Can Change the World Rewire: Digital Cosmopolitans in the Age of Connection Robot Futures The Rise of the Creative Class

The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations and the Public The Signal and the Noise: Why So Many Predictions FailBut Some Dont The Singularity Is Near: When Humans Transcend Biology Smarter Than You Think: How Technology Is Changing Our Minds for the Better Social Business By Design: Transformative Social Media Strategies for the Connected Company The Startup of You: Adapt to the Future, Invest in Yourself and Transform Your Career Taming the Big Data Tidal Wave: Finding Opportunities in Huge Data Streams With Advanced Analytics Thinking, Fast and Slow To Save Everything, Click Here: The Folly of Technological Solutionism Tubes: A Journey to the Center of the Internet Wait: The Art and Science of Delay

What You Can Change and What You Cant Wired For War: The Robotics Revolution and Conflict in the Twenty-first Century You Are Not a Gadget Questionable Judgment Skills Thinking, Fast and Slow Why are experts inferior to algorithms? One reason is that experts try to be clever, think outside the box This

may work in the odd case, but more often than not it reduces validity. The important conclusion from this research is that an algorithm that is constructed on the back of an envelope is often good enough to compete with an and certainly good enough to outdo expert judgment. optimally weighted formula

It is wrong to blame anyone for failing to forecast accurately in an unpredictable world. However, it seems fair to blame professionals for believing they can succeed at an impossible task. Source: Daniel Kahneman, Thinking, Fast and Slow (Chapter: intuitions Vs. Formulas) Clinical versus Statistical Prediction There is now [1996] a meta-analysis of

studies of the comparative efficacy of clinical judgment and actuarial prediction methods. Of 136 research studies from a wide variety of predictive domains, not more than 5 percent

show the clinicians predictive procedure to be more accurate than a statistical one. Source: Paul Meehl, Clinical versus Statistical Prediction (1954) Clinical versus Statistical Prediction Schiedt showed that 15 of Burgess factors (e.g., age, marital status, sobriety), when combined by a simple unweighted addition were about as successful in predicting criminal recidivism in 500 Bavarian exprisoners during a four- to six-year followup

period as was the judgment of a prison physician. the clinician, utilizing all this additional information, is no better at forecasting than the statistical clerk Source: Paul Meehl, Clinical versus Statistical Prediction (1954) Unfortunately, Kahneman argues [Nobel laureate Daniel Kahnemans masterpiece Thinking, Fast and Slow], very

often our brain is to lazy to think slowly and methodically. Instead, we let the fast way of thinking take over. As a consequence, we often see imaginary causalities, and thus fundamentally misunderstand the world. Source: Big Data: A Revolution That Will Transform How We Live, Work, and Think, by Viktor Mayer-Schonberger and Kenneth Cukier

Diverse groups of problem solversgroups of people with diverse toolsconsistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. DIVERSITY TRUMPED ABILITY.

Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies ONE at a Time one If there is any

secret to effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time. Peter Drucker

I used to have a rule for myself that at any point in time I wanted to have in mind as it so happens, also in writing, on a little card I carried around with me the three big things I was trying to get done. THREE. Not two. Not four. Not five.

Not ten. Three. Richard Haass, The Power to Persuade The Have you 50 Mapping your competitive position

or 1. Have you in the last 10 days VISITED a customer? 2. Have you called a customer

TODAY ? 1. Have you in the last 10 days visited a customer? 2. Have you called a customer TODAY? 3. Have you in the last 60-90 days had a seminar in which several folks from the customers operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks? 4. 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 last three hours? in the 6. Have you thanked a front-line employee for carrying around a great attitude today? 7. Have you in the last week recognizedpubliclyone of your folks for a small act of crossfunctional co-operation? 8. Have you in the last week recognizedpubliclyone of their folks (another function) for a small act of cross-functional co-operation?

9. Have you invited in the last month a leader of another function to your weekly team priorities meeting? 10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If truein your mindthen youre more out of touch than I dared imagine.) 11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps? 12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps and what specifically you can do to remove a hurdle? hurdle? (Ninety percent of

what we call management consists of making it difficult for people to get things done.Peter His eminence Drucker.) 13. Have you celebrated in the last week a small (or large!) milestone reached? (I.e., are you a milestone fanatic?) 14. Have you in the last week or month revised some estimate in the wrong direction and apologized for making a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.) truths.) 15. Have you installed in your tenure a very comprehensive customer satisfaction scheme for all internal customers? (With major consequences for hitting or missing

the mark.) 16. Have you in the last six months had a week-long, visible, very intensive visit-tour of external customers? 17. Have you in the last 60 days called an abrupt halt to a meeting and ordered everyone to get out of the office, and into the field and in the next eight hours, hours, after asking those involved, fixed (f-i-x-e-d!) a nagging small problem through practical action? 18. Have you in the last week had a rather thorough discussion of a cool design thing someone has come acrossaway from your industry or functionat a Web site, in a product or its packaging? 19. Have you in the last two weeks had an informal meetingat least an hour longwith a front-line employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations?

20. Have you had in the last 60 days had a general meeting to discuss things we do wrong that we can fix in the next fourteen days? days? 1. Have you in the last 10 days visited a customer? 2. Have you called a customer TODAY? 3. Have you in the last 60-90 days had a seminar in which several folks from the customers operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks?

4. 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 last three hours? in the 6. Have you thanked a front-line employee for carrying around a great attitude today? 7. Have you in the last week recognizedpubliclyone of your folks for a small act of crossfunctional co-operation?

8. Have you in the last week recognizedpubliclyone of their folks (another function) for a small act of cross-functional co-operation? 9. Have you invited in the last month a leader of another function to your weekly team priorities meeting? 10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If truein your mindthen youre more out of touch than I dared imagine.) 11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps? 12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines

concerning a projects next steps and what specifically you can do to remove a hurdle? hurdle? (Ninety percent of what we call management consists of making it difficult for people to get things done.Peter His eminence Drucker.) 13. Have you celebrated in the last week a small (or large!) milestone reached? (I.e., are you a milestone fanatic?) 14. Have you in the last week or month revised some estimate in the wrong direction and apologized for making a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.) truths.) 15. Have you installed in your tenure a very

comprehensive customer satisfaction scheme for all internal customers? (With major consequences for hitting or missing the mark.) 16. Have you in the last six months had a week-long, visible, very intensive visit-tour of external customers? 17. Have you in the last 60 days called an abrupt halt to a meeting and ordered everyone to get out of the office, and into the field and in the next eight hours, hours, after asking those involved, fixed (f-i-x-e-d!) a nagging small problem through practical action? 18. Have you in the last week had a rather thorough discussion of a cool design thing someone has come acrossaway from your industry or functionat a Web site, in a product or its packaging?

19. Have you in the last two weeks had an informal meetingat least an hour longwith a front-line employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations? 20. Have you had in the last 60 days had a general meeting to discuss things we do wrong that we can fix in the next fourteen days? days? 21. Have you had in the last year a one-day, intense offsite with each (?) of your internal customersfollowed by a big celebration of things gone right? 22. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure? 23. Have you learned the names of the children of everyone who reports to you? (If

not, you have six months to fix it.) 24. Have you taken in the last month an interesting-weird outsider to lunch? 25. Have you in the last month invited an interesting-weird outsider to sit in on an important meeting? 26. Have you in the last three days discussed something interesting, beyond your industry, that you ran across in a meeting, reading, etc? 27. Have you in the last 24 hours injected into a meeting I ran across this interesting idea in [strange place]? 28. Have you in the last two weeks asked someone to report on something, anything that constitutes an act of brilliant service rendered in a trivial situationrestaurant, car wash, etc? (And then discussed the relevance to your work.)

29. Have you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree time actually spent mirrors your espoused priorities? (And repeated this exercise with everyone on team.) 30. Have you in the last two months had a presentation to the group by a weird outsider? 31. Have you in the last two months had a presentation to the group by a customer, internal customer, vendor featuring working folks 3 or 4 levels down in the vendor

organization? 32. Have you in the last two months had a presentation to the group of a cool, beyond-our-industry ideas by two of your folks? 33. Have you at every meeting today (and forever more) re-directed the conversation to the practicalities of implementation concerning some issue before the group? 34. Have you at every meeting today (and forever more) had an end-of-meeting discussion on action items to be dealt with in the next 4, 48 hours? (And then made this list publicand followed up in 48 hours.) And made sure everyone has at least one such item.) 35. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll of best places to work?

36. Have you in the last month approved a cool-different training course for one of your folks? 37. Have you in the last month taught a front-line training course? 38. Have you in the last week discussed the idea of Excellence? (What it means, how to get there.) 39. Have you in the last week discussed the idea of Wow? (What it means, how to inject it into an ongoing routine project.) 40. Have you in the last 45 days assessed some major process in terms of the details

of the experience, as well as results, it provides to its external or internal customers? 41. Have you in the last month had one of your folks attend a meeting you were supposed to go to which gives them unusual exposure to senior folks? 42. Have you in the last 60 (30?) days sat with a trusted friend or coach to discuss your management styleand its long- and short-term impact on the group? 43. 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 blame, fully deserved or not, for letting the thing-issue fester.) 44. Have you in the last two hours stopped by someones (two-levels down") officeworkspace for 5 minutes to ask What do you think? about an issue that arose at a more or less just completed meeting? (And then stuck around for 10 or so minutes to listenand visibly taken notes.) 45. Have you in the last day looked around you to assess whether the diversity pretty accurately maps the diversity of the market being served? (And ) 46. Have you in the last day at some meeting gone out of your way to make sure that a normally reticent person was engaged in a conversationand then thanked him or her, perhaps privately, for their contribution? 47. Have you during your tenure instituted very public (visible) presentations of performance?

48. Have you in the last four months had a session specifically aimed at checking on the corporate culture and the degree we are true to itwith all presentations by relatively junior folks, including front-line folks? (And with a determined effort to keep the conversation restricted to real world small casesnot theory.) 49. Have you in the last six months talked about the Internal Brand Promise? 50. Have you in the last year had a full-day off site to talk about individual (and group) aspirations? MBWA 4 MBWA 8 MBWA 12

The 4 most important words in any organization are THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION

WHAT DO YOU THINK? ARE Source: courtesy Dave Wheeler, posted at tompeters.com MBWA 8: Change the World With EIGHT Words

What do you think?* How can I help?** *Dave Wheeler: What are the four most important words in the boss lexicon? **Boss as CHRO/Chief Hurdle Removal Officer ********************************** MBWA 12: Change the World With TWELVE Words What do you think?* How can I help?**

What have you learned?*** *Dave Wheeler: What are the four most important words in the boss lexicon? **Boss as CHRO/Chief Hurdle Removal Officer ********************************** ***What [new thing] have you learned [in the last 24 hours]? ********************* * Should be able to get immediate answer upon stopping anyone and What have you learned

today? asking, Tomorrow: How many times will you ask the WDYT question? [Count em!!]

[Practice makes better!] [This is a STRATEGIC WDYT = Certification of me as a person of Importance whose opinion is valued.

Acknowledgement. The deepest principle in human nature is the craving* to be appreciated. William James *Craving, not wish or desire or longing/Dale

Carnegie, How to Win Friends and Influence People (The BIG Secret of Dealing With People) The deepest urge in human nature is the desire to be important. John Dewey (In Dale Carnegie, How to Win Friends and Influence People (The BIG Secret of Dealing With People)

The deepest human need is the need to be appreciated. William James "Appreciative words are the most powerful force for good on earth. George W. Crane, physician, columnist

The two most powerful things in existence: a kind word and a thoughtful gesture. Ken Langone, co-founder, Home Depot Society is a vehicle for earthly heroism. Man transcends death by finding meaning for his life. It is the

burning desire for the creature to count. What man really fears is not extinction, but extinction with insignificance. Ernest Becker, Denial of Death Employees who don't feel significant rarely make significant

contributions. Mark Sanborn People want to be part of something larger than themselves. They want to be part of something theyre really proud of, that theyll fight for, sacrifice for , trust. Howard Schultz, Starbucks

A good friend scored a big win yesterday her "target" was feeling un-acknowledged; by merely showing up, she, in effect, acknowledged that person. Acknowledge

perhaps the most powerful word (and idea) in the English languageand managers tool kit! Acknowledge and appreciate and succeed. (That's all, folks. No kidding.) Boil it down, and all we want is to be acknowledged. Get that,

routinely offer such acknowledgementand you couldn't fail if you tried. It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who 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. college president. Sara Lawrence-Lightfoot, Respect Yes, but Yes, but Yes, and

Body Language Research indicates the pitch, volume and pace of your voice affect what people think you said about five times as much as the actual words you used .

Stanford Business/Spring 2012/on the work of Prof. Deborah Gruenfeld Albert Mehrabians [directional] 7-38-55 Rule Your words: 7% Your tone of voice: 38% Your body language: 55% 7% of message pertaining to feelings and attitudes is in the words that are spoken.

38% of message pertaining to feelings and attitudes is paralinguistic (the way that the words are said). 55% of message pertaining to feelings and attitudes is in facial expression. ! Meeting Power Bitch all you want, but

meetings are what you [boss] do! Meetings = #1 leadership opportunity Meetings are #1

bosses do. Therefore, thing 100% of those meetings: EXCELLENCE. ENTHUSIASM.

ENGAGEMENT. LEARNING. TEMPO. Every meeting that does not stir the imagination and curiosity of attendees and increase bonding and cooperation and engagement and sense of worth and motivate rapid action and enhance enthusiasm is a permanently lost opportunity.

Meeting: FYI: This is not a rant about conducting better meetings. Meeting = Theater Prepare for a meeting/ every meeting as if

your professional life and legacy depended on it. It does. 1 Mouth, 2 Ears

The doctor interrupts after * *Source: Jerome Groopman, How Doctors Think 18 18 seconds!

[An obsession with] Listening is ... the ultimate mark of Respect Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ...

Listening is ... the heart and soul of Engagement. the heart and soul of Kindness. the heart and soul of Thoughtfulness. the basis for true Collaboration. the basis for true Partnership. a Team Sport. a Developable Individual Skill.* (*Though women Listening is ...

Listening is ... Listening is ... Listening is ... the basis for Community. the bedrock of Joint Ventures that work. the bedrock of Joint Ventures that grow. the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of are far better at it than men.)

organization effectiveness.) [cont.] . Listening is ... Listening is ... Listening is ... Listening is ...

Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ... Listening is ...

Listening is ... Listening is ... the engine of superior EXECUTION. the key to making the Sale. the key to Keeping the Customers Business. Service. the engine of Network development. the engine of Network maintenance. the engine of Network expansion. Social Networkings secret weapon.

Learning. the sine qua non of Renewal. the sine qua non of Creativity. the sine qua non of Innovation. the core of taking diverse opinions aboard. Strategy. Source #1 of Value-added. Differentiator #1. Profitable.* (*The R.O.I. from listening is higher than from any other single activity.)

Listening is the bedrock which underpins a Commitment to EXCELLENCE I always write LISTEN on the back of my hand before a meeting. Source: Tweet viewed @tom_peters

10 Essential Selling Principles Most Salespeople Get Wrong 1. Assuming the problem that the prospect communicates is the real problem. 2. Thinking that your sales presentation will seal the deal. 3. Talking too much. 4. Believing that you can sell anybody anything.

5. Overeducating the prospect when you should be selling. 6. Failing to remember that salespeople are decisionmakers, too. 7. Reading minds. 8. Working as an unpaid consultant to seal the deal. 9. Being your own worst enemy. 10. Keeping your fingers crossed that a prospect doesnt notice a problem. *8 of 10 sales presentations fail *50% failed sales

talking at before listening! presentations Susan Scott, Let Silence Do the Heavy Listening, chapter title, Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time Suggested addition to your statement of Core

We are Effective Listenerswe treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth. Values: *Listening is of the utmost STRATEGIC

importance! *Listening is a proper CORE VALUE ! *Listening is TRAINABLE ! *Listening is a PROFESSION ! Is there a full-bore training course in

"Listening" for 100% of employees, CEO to temps? If not, There [damn well] ought to be. #1

Suggested addition to your statement of Core We are Effective Listenerswe treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth. Values:

Helping: Not For Sissies Are you a full-fledged professional when it comes to helping? What do managers do for a living? Help! Right?

How many of us could call ourselves professional helpers, meaning that we have studiedlike a professional mastering her musical crafthelping? (Not many, Id judge.) Ed Schein: Helping: How to Offer, Give, and Receive Help Last chapter: 7 principles. E.g.: PRINCIPLE 2: Effective Help Occurs When the Helping Relationship Is

Perceived to Be Equitable. PRINCIPLE 4: Everything You Say or Do Is an Intervention that Determines the Future of the Relationship. PRINCIPLE 5: Effective Helping Begins with Pure Inquiry. PRINCIPLE 6: It Is the Client Who Owns the Problem.* (Words matter!! Read a quote from NFL player-turned lawyer-turned professional football coach, calling his players my clients. (*Love the idea that the employee is a Client ! Employee as Client! Helping is what we [leaders] do for a living! STUDY/PRACTICE helping as you would neurosurgery!

(Helping is your neurosurgery!) ) Some Help With Helping Help works when the recipient subsequently feels smarternot dumber. Regularly help too soonand you will set up expectation of inaction until your "help" is provided.

Help poorly conveyed spawns powerlessness and resentment in recipient. Helping requires a sniper's rifle or surgeon's scalpelnot a shotgun or machete. Helping strategies vary [significantly] from individual to individualleave the cookie cutter at home. Effectively "helping" may be the most difficult leadership task of all! "Help" is only truly successful when the recipient says, and believes: "I did it myself!" Near truism: Nobody wants help. But we would

all like to have received help. Guitarist Robert Fripp: "Don't be helpful. Be available. Helpful people are a nuisance." K=R= P Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. Henry Clay

The deepest principle in human nature is the craving* to be appreciated. William James *Craving, not wish or desire or longing/Dale Carnegie, How to Win Friends and Influence People (The BIG Secret of Dealing With People) The deepest urge in human nature is the desire to be important. John Dewey "Let's not forget that small

emotions are the great captains of our lives." Van Gogh 139,380 former patients from 225 hospitals: Press Ganey Assoc: NONE

of THE top 15 factors determining Satisfaction Patient referred to patients health outcome.

Instead: directly related to Staff Interaction; directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.

KINDNESS IS FREE. Listening to patients or answering their questions costs nothing. It can be argued that negative interactionsalienating patients, being non-responsive to their needs or limiting their sense of controlcan be very costly. Angry, frustrated or frightened patients may be combative, withdrawn and less cooperativerequiring far more time than it would

have taken to interact with them initially in a positive way. Putting Patients First, First, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Plantree Alliance) K=R= P Kindness = Repeat Business =

Profit. K = R = P/Kindness = Repeat business = Profit Kindness: Kind. Thoughtful. Decent. Caring. Attentive. Engaged. Listens well/obsessively.

Appreciative. Open. Visible. Honest. Responsive. On time all the time. Apologizes with dispatch for screw-ups. Over-reacts to screw-ups of any magnitude. Professional in all dealings. Optimistic. Understands that kindness to staff breeds kindness to

others/outsiders. Applies throughout the supply chain. Applies to 100% of customers staff. Explicit part of values statement. Basis for evaluation of 100% of our staff. Kindness WORKS! Kindness PAYS! The Managers

Book of Decencies: How Small Gestures Build Great Companies. Steve Harrison, Adecco Responsiveness/ Apology/ Im sorry!

I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better. Marshall Goldsmith,

Goldsmith, What Got You Here Wont Get You There: How Successful People Become Even More Successful. With a new and forthcoming policy on apologies Toro, the lawn mower folks, reduced the average cost of settling a claim $115,000 in 1991 to $35,000 in 2008 and the company hasnt been to trial in the

last15 years! from THERE ONCE WAS A TIME WHEN A Relationships (of all varieties): THREE-MINUTE

PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.* *divorce, loss of a BILLION $$$ aircraft sale, etc., etc. THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE

RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.* PROBLEM *PERCEPTION IS ALL THERE IS! Comeback [big, quick response]

>> Perfection Acquire vs. maintain: 5X* *Hence: Service >> Sales (!!) We

Observed closely: The use of I or we a job interview. during

"It became necessary to develop medicine as a cooperative science; the clinician, the specialist, the laboratory workers, the nurses uniting for the good of the patient, each assisting in the elucidation of the problem at hand, and each dependent upon the other for support.

Dr. William Mayo, 1910 Competency is irrelevant if we dont share common values. Mayo Clinic exec, from Leonard Berry & Kent Seltman, Orchestrating the Clues of Quality, Chapter 7 from Management Lessons From Mayo Clinic "The personnel committees on all

three campuses have become aggressive in addressing the issue of physicians who are not living the Mayo value of exhibiting respectful, collegial behavior to all team members. Some physicians have been suspended without pay or terminated. Leonard Barry & Kent Seltman, Management Lessons from Mayo Clinic "It The teamwork,

partnerships, and integration that I took for granted, the culture of Mayo clinic that permeates this place is incredibly unique. Johnathon Cartwright, senior administrator, Mayo Clinic, upon returning to Mayo following a stint as CAO of a major medical centerDr A Mayo surgeon recalled an incident that occurred shortly after he had joined the Mayo surgical staff. He

was seeing patients in the Clinic one afternoon when he received from one of the most experienced and renown surgeons on the Mayo Clinic staff. The senior surgeon stated over the phone that that he was in the operating room performing a complex procedure. He explained the findings and asked his junior colleague whether or not what he, the senior was planning seemed appropriate. The junior surgeon was dumbfounded that that he would receive a call like this. Nonetheless, a few minutes of discussion ensued,

a decision was made, and the senior surgeon proceeded with the operation. A major consequence was that the junior surgeon learned the importance of interoperative consultation for the patients benefit even among surgeons with many years of surgical experience. Leonard Berry & Kent Seltman , Practicing Team Medicine, Chapter 3 from Management Lessons From Mayo Clinic "When I was in medical school, I spent hundreds of hours looking into a microscopea skill I never

needed to know or ever use. Yet I didn't have a single class that taught me communication or teamwork skillssomething I need every day I walk into the hospital. Peter Pronovost, Safe Patients, Smart Hospitals I am hundreds of times better here

[than because of the support system. Its like you were working in an organism; you are not a single cell when you are out there practicing. in my prior hospital assignment]

quote from Dr. Nina Schwenk, in Chapter 3, Practicing Team Medicine, from Leonard Berry & Kent Seltman, from Management Lessons From Mayo Clinic hundreds of times better here

Every week every swimmer reports on how he helped a teammate Source: Skip Kenney, Stanford mens swimming coach, 31 consecutive PAC10 championships, 7 NCAA championships We Observed closely: The use of

I or we a job interview. during We

Every week every swimmer reports on how he helped a teammate Source: Skip Kenney, Stanford mens swimming coach, 31 consecutive PAC10 championships, 7 NCAA championships R.O.I.R. RETURN ON

INVESTMENT IN RELATIONSHIPS R.O.I.R. >> R.O.I. The capacity to develop close and enduring relationships is the mark of a leader. Unfortunately, many

leaders of major companies believe their job is to create the strategy, organization structure and organizational processesthen they just delegate the work to be done, remaining aloof from the people doing the work. Bill George, Authentic Leadership What PRECISELY is

this weeks Relationship Investment Plan????? Track & Manage your investments in relationships/your relationships portfolio as closely as you would track &

manage budget numbers. XFX = #1 XFX = #1* *Cross-Functional eXcellence

NEVER WASTE A LUNCH! Allied commands depend on mutual confidence and this confidence is gained, above all through the development

of friendships. General D.D. Eisenhower, Armchair General* *Perhaps his most outstanding ability [at West Point] he made friends and earned the trust of fellow cadets who came from widely varied backgrounds; it was a quality that would pay was the ease with which % XF lunches*

Measure! * Monthly! Part of evaluation! [The PAs Club.] XFX: SOCIAL ACCELERATORS

XFX/Typical Social Accelerators 1. EVERYONEs [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.) 2. Do lunch with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.) 3. Ask peers in other functions for references so you can become conversant in their world. (Its one helluva sign of ... GIVE-A-DAMNism.) 4. Religiously invite counterparts in other functions to your team meetings. Ask them to present cool stuff from their world to your group. (Useful. Mark of respect.)

PROACTIVELY SEEK EXAMPLES OF TINY ACTS OF XFX TO ACKNOWLEDGE PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY make a short call or visit or send an email of Thanks for some sort of XFX gesture by your folks and some other functions folks.) 5. 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an Annual All-Star

Supporters [from other groups] Banquet modeled after superstar salesperson banquets. XFX/ Typical Social Accelerators 7. Routinely discussA SEPARATE AGENDA ITEMgood and problematic acts of cross-functional co-operation at every Team Meeting. 8. When someone in another function asks for assistance, respond with more alacrity than you would if it were the person in the cubicle next to yoursor even more than you would for a key external customer. (Remember, XFX is the

key to Customer Retention which is in turn the key to all good things.) 9. Do not bad mouth ... the damned accountants, the bloody HR guy. Ever. (Bosses: Severe penalties for this including public tongue-lashings.) 10. Get physical! Co-location may well be the most powerful culture change lever. Physical X-functional proximity is almost a guarantee of remarkably improved co-operationto aid this one needs flexible workspaces that can be mobilized for a team in a flash. 11. Establish adhocracy as S.O.P. To improve the new Xfunctional Culture (and business results), little XF teams

should be formed on the spot to deal with an urgent issue they may live for but ten days, but it helps the XF habit, making it normal to be working the XF way. XFX/ Typical Social Accelerators 12. Early project management experience. Within days, literally, of coming aboard folks should be running some bit of a bit of a bit a project, working with folks from other functionshence, all this becomes as natural as breathing. 13. Work proactively to give as large as possible numbers of people temporary assignments in other functionsespecially

Finance. 14. Get em out with the customer. Rarely does the accountant or bench scientist call on the customer. Reverse that. Give everyone more or less regular customer-facing experiences. She or he learns quickly that the customer is not interested in our in-house turf battles! 15. Consider creating a special role, or even position. Specialty chemical company Buckman Labs established knowledge transfer facilitators, effectively former middle managers, with 100% of discretionary pay based on success at spurring integration across previously impermeable barriers.

XFX/: Typical Social Accelerators 16. Formal evaluations. Everyone, starting with the receptionist, should have a significant XF rating component in their evaluation. (The XFX Performance should be among the Top 3 items in all managers evaluations.) 17. Every functional unit should have strict and extensive measures of customer satisfaction based on evaluations from other functions of its usefulness and effectiveness and value-added to the enterprise as a whole. 18. Demand XF experience for, especially, senior jobs. For

example, the U.S. military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional achievements. 19. Deep dip. Dive three levels down in the organization to fill a senior role with some one who has been noticeably proactive on adding value via excellent cross-functional integration. 20. XFX is PERSONAL as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal successin terms of organizational career, freelancer/Brand You, or as entrepreneur. 21. Excellence! There is a State of XF Excellence per

se. Talk it up constantly. Pursue it. Aspire to nothing less. EXPLICITLY & VISIBLY & RELENTLESSLY MANAGE TO XFX STANDARD! ONE DAMN ACT OF XFX ENHANCEMENT

EVERY DAY! THE WHOLE POINT HERE IS THAT XFX IS ALMOST CERTAINLY THE #1 OPPORTUNITY FOR STRATEGIC DIFFERENTIATION. WHILE MANY WOULD LIKELY AGREE, IN OUR MOMENT-TO-MOMENT AFFAIRS, XFX PER SE IS NOT SO OFTEN VISIBLY & PERPETUALLY AT

THE TOP OF EVERY AGENDA. I ARGUE HERE FOR NO LESS THAN VISIBLE. CONSTANT. OBSESSION. Youre spending too much time with your

customers! [bill-paying] THE WHOLE POINT HERE IS THAT XFX IS ALMOST CERTAINLY THE #1 OPPORTUNITY FOR STRATEGIC DIFFERENTIATION. WHILE MANY WOULD LIKELY AGREE, IN OUR

MOMENT-TO-MOMENT AFFAIRS, XFX PER SE IS NOT SO OFTEN VISIBLY & PERPETUALLY AT THE TOP OF EVERY AGENDA. I ARGUE HERE FOR NO LESS THAN VISIBLE. CONSTANT. OBSESSION. Youre spending too

much time with your customers! [bill-paying] C(I)>C(E ) Success doesnt depend on the number of people you know; it depends on the number

of people you know in high places! or Success doesnt depend on the number of people you know; it depends on the number of people you know in places!

low Loser: Hes such a suck-up! Winner: Hes such a suck-down.

SUCK DOWN FOR SUCCESS! C(I) > C(E) (1) Unfair internal market share! (2) Have your whole organization

zealously working to make you successful! Goal/s: ALL HAIL THOSE WHO HELP! GIVE THE OTHER

GUYS THE CREDIT FOR EVERY-DAMNTHING AS A MATTER OF COURSE NEVER EVER FORGET THIS. If you can make someone junior to you look good to their bossyou will have made a supporter for life!

More than performance evaluation/award More than team accomplishment evaluation/award. Rather: Specific and frequent and VISIBLE recognition to INDIVIDUALS who have helped INDIVIDUALS in other functionsor, for that matter, our own group. E.g. BIG VISIBLE RECOGNITION for specific acts, small acts more than

large acts, of selflessly helping others per se. THEY ALL GOTTA SEE THE ONE WHO SACRIFICED TO HELP SOMEONE GET IMMEDIATE FEEDBACKKUDOS. (PERHAPS MORE RECOGNITION THAN THE PRINCIPAL DOER.) #1

Business has to give people enriching, rewarding lives Business has to give people enriching, rewarding lives

1/4,096: excellencenow.com Business has to give people enriching, or it's simply not worth doing. rewarding lives

Richard Branson Brand = Talent. B(I) > B(O) You have to treat your

employees like customers. Herb Kelleher, upon being asked his secret to success Source: Joe Nocera, NYT, Parting Words of an Airline Pioneer, on the occasion of Herb Kellehers retirement after 37 years at Southwest Airlines (SWAs pilots union took out a full-page ad in USA Today thanking HK for all he had done) ; across the way in Dallas, American

EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down Vineet Nayar/CEO/HCL Technologies A 15-Point Human Capital Development Manifesto 1. Corporate social responsibility starts at homei.e., inside the enterprise! MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary source of mid-term and beyond growth and

profitabilityand maximizes national productivity and wealth. 2. Regardless of the transient external situation, development of human capital is always the #1 priority. This is true in general, in particular in difficult times which demand resilienceand uniquely true in this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage nations. (Generic brainwork, traditional and dominant white-collar activities, is increasin gly being performed by exponentially enhanced artificial

intelligence.) Source: A 15-Point Human Capital Asset Development Manifesto/ World Strategy Forum/The New Rules: Reframing Capitalism/Seoul/0615.12 A 15-Point Human Capital Development Manifesto 1. Corporate social responsibility starts at homei.e., inside the enterprise! MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary

source of mid-term and beyond growth and profitabilityand maximizes national productivity and wealth. 2. Regardless of the transient external situation, development of human capital is always the #1 priority. This is true in general, in particular in difficult times which demand resilienceand uniquely true in this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage nations. (Generic brainwork, traditional and

dominant white-collar activities, is increasin gly being performed by exponentially enhanced artificial intelligence.) Source: A 15-Point Human Capital Asset Development Manifesto/ "When I hire someone, that's when I go to work for them.

John DiJulius, "What's the Secret? To Providing a World-class Customer Experience" "When I hire someone, that's when I go to work for them. John DiJulius So what ONE THING will you to do

TODAY to foster employees/an employees growth? "If you want staff to give great service, give great service to staff." Ari Weinzweig, Zingerman's

EXCELLENT customer experience depends entirely on EXCELLENT employee experience! If you want to WOW your customers then

FIRST you must WOW those who WOW ! the customers Employees who don't feel significant

rarely make significant contributions. Mark Sanborn hostmanship/ consideration renovation hostmanship

The path to a culture paradoxically does not go through the guest. In fact it wouldnt be totally wrong to say that the guest has nothing to do with it. True hostmanship leaders focus on their employees. What drives exceptionalism is finding the right people and getting them to love their work and see it as a passion. ... The guest comes into the picture only when you are ready to ask, Would you prefer to stay at a hotel where the staff love their We went through the hotel and made a ... consideration renovation. Instead of

redoing bathrooms, dining rooms, and guest rooms, we gave employees new uniforms, bought flowers and fruit, and changed colors. Our focus was totally on the staff. They were the ones we wanted to make happy. We wanted them to wake up every morning excited work or where management has made customers its highest priority? about a new day at work. Jan Gunnarsson and Olle Blohm, Hostmanship: The Art of Making People Feel Welcome. Welcome.

The guest comes into the picture only when you are ready to ask, Would you prefer to stay at a hotel where the staff love their work or where management has made customers its highest priority?

No matter what the situation, [the great managers] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success. Marcus Buckingham, The One Thing You Need to Know

The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces Discover what is unique about each person and capitalize on it. move differently.

Marcus Buckingham, The One Thing You Need to Know I cant tell you how many times we passed up hotshots for guys we thought were better people, and watched our guys do a lot better than the big names, not just in the classroom, but on the fieldand, naturally, after they graduated, too. Again and again, the blue chips faded

out, and our little up-and-comers clawed their way to all-conference and All-America teams. Bo Schembechler (and John Bacon), Recruit for Character, Bos Lasting Lessons To be an effective leader, you have to first have a desire and a commitment to

helping people. Harry Rhoads, Co-founder and CEO, Washington Speakers Bureau The one piece of advice which will contribute to making you a better leader, will provide you with greater happiness, and will advance your career more than any other advice... and it doesn't call for a special personality or

any certain chemistry...and anyone can do it, and it's this: You must care." Melvin Zais 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. Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the

people who serve the customer. Hence, our job as leadersthe alpha and the omega and everything in betweenis abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. Weleaders of every stripeare in the Human Growth and Development and Success and Aspiration to Excellence

business. We [leaders] only grow when they [each and every one of our colleagues] are growing. We [leaders] only succeed when they [each and every one of our colleagues] are succeeding. We [leaders] only energetically march toward Excellence when they [each and every one of our colleagues] are energetically marching toward Excellence. Period. The role of the Director is to

create a space where the actors and actresses can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance speech The Dream

Manager Matthew Kelly E.g.: An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves. A companys purpose is to become the-best-version-of-itself. The question is: What is an employees purpose? Most would say, to help the company achieve its purposebut they would be wrong. That is certainly part of the employees role, but an employees primary purpose is to become thebest-version-of-himself or herself. When a company forgets that it

Our employees are our first customers, and our most important customers. exists to serve customers, it quickly goes out of business. Your principal moral obligation as a leader is to develop the skillset, soft and hard, of every one of the people in your charge (temporary

as well as semi-permanent) to the maximum extent of your abilities. The good news: This is also the #1 mid- to long-term Toms TIB* #1: ! profit maximization strategy * This I Believe (courtesy Bill Caudill)

I start with the premise that the function of leadership is to produce more leaders, not more followers. Ralph Nader Our Mission TO DEVELOP AND MANAGE TALENT;

TO APPLY THAT TALENT, THROUGHOUT THE WORLD, FOR THE BENEFIT OF CLIENTS; TO DO SO IN PARTNERSHIP; TO DO SO WITH PROFIT. WPP In a world where customers wake up every morning asking, Whats new, whats different, whats amazing? success depends on a

companys ability to unleash initiative, imagination and passion of employees at all levelsand this can only happen if all those folks are connected heart and soul to their work [their calling], their company and their mission. John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business

*2/3 vote by team after 90-days probation for new member to achieve fulltime status *Total transparency re compensation *All 7 members of exec team exact same pay package including bonuses *Cash plus bonuses of highest paid no more than 19X average *Exact same benefits package for all employees including CEO, though adjusted for seniority

*Benefits package decided by all hands vote every 3 years John Mackey and Raj Sisoda, Conscious Capitalism: Liberating the Heroic Spirit of Business (Conscious Hiring and Retention Practices) Hard Soft [numbers, plans] [people/relationships]

is Soft. is Hard. Business has to give people enriching, rewarding lives Business has to give people enriching, rewarding lives or it's simply not worth doing. Richard Branson

You have to treat your employees like customers. Herb Kelleher, offering his [only] secret to success "When I hire someone, that's when I go to work for them. John DiJulius "If you want staff to give great service, give great service to staff." Ari Weinzweig, Zingerman's Employees who don't feel significant rarely make significant contributions.

Mark Sanborn When a company forgets that it exists to serve customers, it quickly goes out of business. Our employees are our first customers, and our most important customers. Matthew Kelly, The Dream Manager We are a Life Success Company. Dave Liniger, founder, RE/MAX EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down Vineet Nayar/CEO/HCL Technologies

The Customer Comes Second: Put Your People First and Watch Em Kick Butt Hal Rosenbluth The role of the Director is to create a space where the actors and actresses can become more than theyve ever been before, more than theyve dreamed of being. Robert Altman, Oscar acceptance speech Business has to give people enriching, rewarding lives or it's simply not worth doing. Richard Branson The role of the Director is to create a space where the actors and actresses can become more than theyve ever been before, more than theyve

dreamed of being. Robert Altman, Oscar acceptance speech You have to treat your employees like customers. Herb Kelleher, offering his [only] secret to success "When I hire someone, that's when I go to work for them. John DiJulius "If you want staff to give great service, give great service to staff." Ari Weinzweig, Zingerman's Employees who don't feel significant rarely make significant contributions. Mark Sanborn

We are a Life Success Company. Dave Liniger, founder, RE/MAX EMPLOYEES FIRST, CUSTOMERS SECOND: Turning Conventional Management Upside Down Vineet Nayar/CEO/HCL Technologies The Customer Comes Second: Put Your People First and Watch Em Kick Butt Hal Rosenbluth An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves. A companys purpose is to become the-best-version-of-itself. The question is: What is an employees purpose? Most would say, to help the company achieve its purposebut they would be wrong.

That is certainly part of the employees role, but an employees primary purpose is to become the-best-version of-himself or herself. When a company forgets that it exists to serve customers, it quickly goes out of business. Our employees are our first customers, and our most important customers. Matthew Kelly, The Dream Manager LEADERS DO PEOPLE.

Tom, you left out one thing Tom, you left out one Leaders enjoy leading! thing

Unremarkable except for RESULTS: Superb people developer (her/his folks invariably amazed at what theyve accomplished!) Among the most effective leaders I have

encountered and worked with in half a century, some have locked themselves into their offices and others were ultra-gregarious. Some were quick and impulsive, some studied the situation and took forever to come to a decision. The one and only personality trait the effective ones did have in common was something they did not have: They had little or no charisma, and little use for the term. Peter Drucker, in

Susan Cain, Quiet: The Power of Introverts in a World That Cant Stop Talking LEADERS DO PEOPLE. PERIOD.

Anon. LEADERSHIP IS A SACRED TRUST.* *President, classroom teacher, CEO, shop foreman "Leadership is a gift. It's given by those who follow.

You have to be worthy of it. General Mark Welsh, Commander, U.S. Air Forces Europe Of Service Organizations exist to serve. Period. Leaders live to serve. Period.

Cause Space (worthy of commitment) (room for/encouragement for initiative) Decency

(respect, humane) Cause Space (worthy of commitment) (room for/encouragement for initiative-adventures) Decency

(respect, grace, integrity, humane) Service (worthy of our clients & extended familys continuing custom) Excellence

(period) Cause Space (worthy of commitment) (room for/encouragement for initiative- adventures)

Decency Service (respect, grace, integrity, humane) (worthy of our clients & extended familys continuing custom) Excellence Servant Leadership

(period) Cause Space Decency Service Excellence Servant Leadership Talent Time!

From sweaters to people!* Les Wexner: *Limited Brands founder Les Wexner queried on astounding longterm successsaid, in effect, it happened because he got as excited about developing people as he had been about predicting fashion trends in his early years

The Memories That Matter The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside the company. The (no more than) two or three people you developed who went on

to create stellar institutions of their own. The long shots (people with a certain something) you bet on who surprised themselvesand your peers. The people of all stripes who 2/5/10/20 years later say You made a difference in my life, Your belief in me changed everything. The sort of/character of people you hired in general. (And the bad

apples you chucked out despite some stellar traits.) A handful of projects (a half dozen at most) you doggedly pursued that still make you smile and which fundamentally changed the way things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming to change the world. The Memories That Matter Belly laughs at some of the stupid-insane things you and your

mates tried. Less than a closet full of I should have A frighteningly consistent record of having invariably said, Go for it! Not intervening in the face of considerable lossrecognizing that to develop top talent means tolerating failures and allowing the person who screwed up to work their own way through and out of their self-created mess.

Dealing with one or more crises with particular/memorable aplomb. CIVILITY Demanding regardless of circumstances. Turning around one or two or so truly dreadful situationsand watching almost everyone involved rise to the occasion (often to their own surprise) and acquire a renewed sense of purpose in the process.

Leaving something behind of demonstrable-lasting worth. (On short as well as long assignments.) The Memories That Matter Having almost always (99% of the time) put Quality and Excellence ahead of Quantity. (At times an unpopular approach.) A few critical instances where you stopped short and could have done morebut to have done so would have compromised your and

your teams character and integrity. A sense of time well and honorably spent. The expression of simple human kindness and considerationno matter how harried you may be/may have been. Understood that your demeanor/expression of character always set the toneespecially in difficult situations. Never (rarely) let your external expression of enthusiasm/ determination flagthe rougher the times, the more your expressed energy and bedrock optimism and sense of humor showed.

The respect of your peers. A stoic unwillingness to badmouth otherseven in private. The Memories That Matter An invariant creed: When something goes amiss, The buck stops with me; when something goes right, it was their doing, not yours. A Mandela-like nave belief that others will rise to the occasion if given the opportunity. A reputation for eschewing the trappings of power. (Strong selfmanagement of tendencies toward arrogance or dismissiveness.)

Intense, even driven but not to the point of being careless of others in the process of forging ahead. Willing time and again to be surprised by ways of doing things that are inconsistent with your certain hypotheses. Humility in the face of others, at every level, who know more than you about the way things really are.

Bit your tongue on a thousand occasionsand listened, really really listened. (And been constantly delighted when, as a result, you invariably learned something new and invariably increased your connection with the speaker.) The Memories That Matter Unalloyed pleasure in being informed of the fallaciousness of your beliefs by someone 15 years your junior and several rungs below you on the hierarchical ladder.

Selflessness. (A sterling reputation as a guy always willing to help out with alacrity despite personal cost.) As thoughtful and respectful, or more so, toward thine enemies as toward friends and supporters. Always and relentlessly put at the top of your list/any list being first and foremost of service to your internal and external constituents. (Employees/Peers/ Customers/Vendors/Community.)

Treated the term servant leadership as holy writ. (And preached servant leadership to othersnew non-managerial hire or old pro, age 18 or 48.) The Memories That Matter Created the sort of workplaces youd like your kids to inhabit. (Explicitly conscious of this Would I want my

kids to work here? litmus test.) A certifiable nut about quality and safety and integrity. (More or less regardless of any costs.) A notable few circumstances where you resigned rather than compromise your bedrock beliefs. Perfectionism just short of the paralyzing variety. A self- and relentlessly enforced group standard of EXCELLENCE-in-all-we-do/EXCELLENCE in our behavior toward one another.

Joe J. Jones 1942 2010 Net Worth $21,543,672.48 Not. 2/year = Legacy.

2/year = legacy. The ONE Question: In the last year [3 years, current job], three people name the

whose growth youve most contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are heading in the next 12 months. Please explain in painstaking detail your development strategy in each case. Please tell me your biggest development disappointmentlooking back, could you or would you have done anything differently? Please tell me about your greatest development triumphand disasterin the last five years. What are the three big things youve learned about helping

people grow along the way? Promotion Decisions life and death decisions Source: Peter Drucker, The Practice of Management A man should never be promoted to a

managerial position if his vision focuses on peoples weaknesses rather than on their strengths. Peter Drucker, The Practice of Management Evaluation. EVALUATING #1

PEOPLE = DIFFERENTIATOR Source: Jack Welch, now Jeff Immelt on !!!!) GEs top strategic skill ( In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people

visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies. strengthening issues.

Ed Michaels, War for Talent 53 = 53 People are NOT Standardized. Their evaluations should NOT be standardized. EVER.

Standardized Evaluations? NFL players? World Cup team players? Actors in a theater company? Dancers in a ballet company? Etc. Etc.

The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces Discover what is unique about each person and capitalize on it. move differently.

Marcus Buckingham, The One Thing You Need to Know Some Thoughts on EVALUATIONs *Do football coaches or theater directors use a standard evaluation form to assess their players/actors? Stupid question, eh? *Does the CEO use a standard evaluation form for her VPs? If not, then why use one for front line employees? *Evaluating someone is a conversation/several conversations/a dialogue/ongoing, not filling out a form once every 6 months or year. *If you (boss/leader) are not exhausted after an evaluation conversation, then it

wasn't a serious conversation. *Does it take you at least a day to prepare for a 1-hour evaluation meeting? If not, you are not serious about the meeting. *I am not keen on formal high-potential employee I.D. programs. As manager, I will treat all team members as potential "high potentials." *Each of my eight "direct reports" has an utterly unique professional trajectory. How could a standardized evaluation form serve any useful purpose? *Standardized evaluation forms are as stupid for assessing the 10 baristas at a Starbucks shop as for assessing Starbucks' 10 senior vice presidents. *Evaluation: No problem with a shared checklist to guide part of the conversation. But the off list" discussion will by far be the most important

element. *How do you "identify" "high potentials"? You don't! They identify themselves-that's the whole point. *"High potentials" will take care of themselves. The great productivity "secret" is improving the performance of the 60% in the middle of the distribution. SelfEvaluation. To develop others, start with yourself. Marshall Goldsmith

Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader. Edie Seashore (Strategy + Business #45) Leadership is self-knowledge. Successful leaders are those who are

conscious about their behavior and the impact it has on the people around them. They are willing to examine what behaviors of their own may be getting in the way. The toughest person you will ever lead is yourself. We cant effectively lead others unless we can lead ourselves. Betsy Myers, Take the Lead: Motivate, Inspire, and Bring Out the Best in Yourself and Everyone Around You

How can a high-level leader like _____ be so out of touch with the truth about himself? Its more common than you In fact, the higher up the ladder a leader climbs, the less accurate his selfassessment is likely to be. would imagine. The problem is an acute lack of

feedback [especially on people issues]. Daniel Goleman (et al.), The New Leaders "Everyone thinks of changing the world, but no one thinks of changing himself" - Leo Tolstoy Work

on me first. Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler/Crucial Conversations "You will never change your life until you change something you do daily. The secret of your

success is found in your daily routine." -- John C. Maxwell Hiring. development can help great people be even better but if I had a dollar to spend, Id

70 cents spend getting the right person in the door. Paul Russell, Director, Leadership and Development, Google the

most important aspect of business and yet remains woefully misunderstood. In short, hiring is Source: Wall Street Journal, 10.29.08, review of Who: The A Method for Hiring, Geoff Smart and Randy Street

Its simple, really, Tom. Hire for s, and, above all, promote for s. Starbucks middle manager/field Andrew Carnegies Tombstone Inscription Here lies a man

Who knew how to enlist In his service Better men than himself. Source: Peter Drucker, The Practice of Management Quiet We live with a value system that I call the Extrovert Idealthe omnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers action to contemplation, risk-taking to heed-taking, certainty to

doubt. We think that we value individuality, but all too often we admire one type of individual Introversion is now a secondclass personality trait. The Extrovert Ideal has been documented in many studies. Talkative people, for example, are rated as smarter, better looking, more interesting, and more desirable as friends. Velocity of speech counts as well as volume: We rank fast talkers as more competent and likeable than slow ones. But we make a grave mistake to embrace the Extrovert Ideal so unthinkingly. As the science journalist Winifred Gallagher

writes, The glory of the disposition that stops to consider stimuli rather than rushing to engage with them is its long association with intellectual and artistic achievement. Neither E = mc squared or Paradise Lost was dashed off by a party animal. Even in less obviously introverted occupations, like finance, politics, and activism, some of the greatest leaps forward were made by introverts figures like Eleanor Roosevelt, Warren Buffett and Gandhi achieved what they did not in spite of but because of their introversion. Susan Cain, Quiet: The Power of Introverts in a World That Cant Stop Talking

If you are a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organizations office space. Dont expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or teambuilding these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal

mine. retreats. Make the most of introverts strengths Also remember the dangers of the new groupthink. If its creativity youre after, ask your employees to solve problems alone before sharing their ideas Dont mistake assertiveness or elegance for good ideas. If you have a proactive workforce (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or

charismatic one. Susan Cain, The next time you see a person with a composed face and a soft voice, remember that inside her mind she might be solving an equation, composing a sonnet, designing a hat. She might, that is, be deploying the power of quiet.

Susan Cain, Quiet: The Power of Introverts in a World That Cant Stop Talking ! The Army Knows If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy.

If he lost his sergeants it would be a catastrophe. The Army and the Navy are fully aware that success on the battlefield is dependent to an extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the same awareness?

THE SERGEANTS RUN THE ARMY. PERIOD. In great armies, the job of generals is to back up their sergeants.

COL Tom Wilhelm, from Robert Kaplan, The Man Who Would Be Khan, The Atlantic Employee retention & satisfaction & productivity: Overwhelmingly based on the first-line manager! Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the Worlds Greatest Managers Do Differently

People leave managers not companies. Dave Wheeler Suggested addition to your statement of Core We are obsessed with developing a cadre of 1st line

managers that is second to nonewe understand that this cadre per se is arguably one of our top two or three most important Strategic Assets. Values: What matters most to a company over time? Strategy or culture?

WSJ/0910.13: Dominic Barton, MD, McKinsey & Co.: Culture. Do you absolutely understand and act upon the fact that the first-line boss is the

KEY LEADERSHIP ROLE in the organization? E.g.: Do you have the ... ABSOLUTE BEST TRAINING & DEVELOPMENT PROGRAMS

IN THE INDUSTRY ... (or some subset thereof) for first-line supervisors? Suggested addition to your statement of Core We are obsessed with developing a cadre of 1st line managers that is second to nonewe understand that this cadre per se is arguably one of

our top two or three most important Strategic Assets. Values: ! C-level? Heroism: Training > Patriotism

In the Army, 3-star generals worry about training. In most businesses, it's a ho hum mid-level staff function. Why is intensiveextensive training obvious for the army & navy & sports teams & performing

arts groups--but not for the average business? I would hazard a guess that most CEOs see IT investments as a strategic necessity, but see training expenses as a necessary evil.

3. Three-star generals and admirals (and symphony conductors and sports coaches and police chiefs and fire chiefs) OBSESS about training. Why is it likely (Dead certain?) that in a random 30-minute interview you are unlikely to hear a CEO touch upon this topic? (I would hazard a guess that most CEOs see IT investments as

a strategic necessity, but see training expenses as a necessary evil.) 4. Proposition/axiom: The CTO/Chief TRAINING Officer is arguably the #1 staff job in the enterprise, at least on a par with, say, the CFO or CIO or head of R&D. (Again, external circumstancessee immediately aboveare forcing our hand.) Source: A 15-Point Human Capital Asset Development Manifesto/

5. The training budget takes precedence over the capital budget. PERIOD. Its easier fun to get your picture taken next to a new machine. But how do you get a photo of a new and much improved attitude in a key distribution center? But the odds are 25:1 that the new attitude will add more to the bottom line than will the glorious state-of-the-art machine. 6. Human capital development should routinely sit atop any agenda or document associated with enterprise strategy. Most any

initiative you undertake should formally address implications for and contributions to human capital asset development. (1) Training merits C-level status! (2) Top trainers should be paid a kings ransomand be of the same caliber as top marketers or

researchers. No company ever Expended too much thought/Effort/ $$$$ on training!* *ESPECIALLY small company Container Store 270/16

10/>100 training, TRAINING and M-O-R-E T-R-A-IN-I-N-GL CINCPAC Nimitz to CNO King/1943 Training On Steroids Every child is

born an artist. The trick is to remain an artist. Picasso Human creativity is the ultimate economic resource.

Richard Florida "Creativity can no longer be treated as an elective. John Maeda The very best and the very brightest and the most energetic and

enthusiastic and entrepreneurial and tech-savvy of our university graduates must must, not shouldbe lured into teaching. A Brand YOU World

Globalization1.0: Countries globalizing (1492- 1800) Globalization2.0: Companies globalizing (1800-

2000) Globalization3.0 : (2000+) INDIVIDUALS COLLABORATING & COMPETING GLOBALLY

Source: Tom Friedman/The World Is Flat human beings are entrepreneurs. When we were Muhammad Yunus: All in the caves we were all self-employed . . . finding our food, feeding

ourselves. Thats where human history began . . . As civilization came we suppressed it. We became labor because they stamped us, You are labor. We forgot that we are entrepreneurs. Muhammad Yunus/ The News Hour/PBS/1122.2006 Distinct or extinct!

The prospect of contracting a gofer on an a la carte basis is enticing. For instance, wouldnt it be convenient if I could outsource someone to write a paragraph here, explaining the history of outsourcing in America? Good idea! I went ahead and commissioned just such a paragraph from Get Friday, a virtual personal assistant- firm based in Bangalore. The paragraph arrived in my in-box ten days after I ordered it. It was 1,356 words. There is a bibliography with eleven sources. At $14 an hour for seven hours of work, the cost came

to $98. Patricia Marx, Outsource Yourself, The New Yorker, 01.14.2013 (Marx describes in detail contracting out everything associated with hosting her book club including the provision of witty comments on Proust, since she hadnt had time to read the book excellent comments only set her back $5; the writer/contractor turned out to be a 14-year-old girl from New Jersey.) We are in no danger of running

out of new combinations try. Even if technology froze today, we have more possible ways of configuring the different applications, machines, tasks, and distribution channels to create new processes and products than we could ever exhaust. Erik Brynjolfsson and Andrew McAfee, Race Against the Machine: How the Digital Revolution Is Accelerating Innovation, Driving Productivity and Irreversibly Transforming

Employment and the Economy USA 1996-2007 Highest rate entrepreneurial activity (firms founded): Ages 55-64 Lowest rate: Ages 20-34 Source: Dane Stangler, Kauffman Foundation (Economist)

Big Data: Re-Imagining HR? [These HP] pioneers may not realize just how big a shift this practice is from a cultural standpoint. The computer is doing more than obeying the usual mechanical orders to retain facts and figures. Its producing new information thats so powerful, it must be handled

with a new kind of care. Were in a new world in which systems not only divine new, important information, but must carefully manage it as well. Eric Siegel, Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die (based on a real case, an HP Flight risk PA model developed by HR, with astronomical savings potential) Flash forward to dystopia. You work in a chic cubicle, sucking chicken-flavor sustenance from

a tube. Youre furiously maneuvering with a joystick Your boss stops by and gives you a look. We need to talk about your loyalty to this company. The organization you work for has deduced that you are considering quitting. It predicts your plans and intentions, possibly before you have even conceived them. Eric Siegel, Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die (based on

a real case, an HP Flight risk PA model developed by HR, with astronomical savings potential) Reductionist (!!) Leadership Training Are you a professional when it comes to Strategic

Listening? Are you a professional when it comes to Using meetings as a primary leadership tool? Are you a professional when it comes to

Offering help? Are you a professional when it comes to Effective apology? ARE YOU A PROFESSIONAL WHEN IT COMES

TO THE ART OF APPRECIATION? Are you a professional when it comes to Hiring people? ARE YOU A PROFESSIONAL WHEN IT COMES TO

DEVELOPING PEOPLE? Are you a professional when it comes to evaluating people? ARE YOU A PROFESSIONAL

WHEN IT COMES TO PROMOTING PEOPLE? Are you a professional when it comes to ?* *The real stuff of effective organizational LEADERSHIP Reductionist Leadership Training

Aggressive professional listener. Expert at questioning. (Questioning professional.) Meetings as leadership opportunity #1. Creating a civil society. Expert at helping. (Helping professional.) Expert at holding productive conversations. Fanatic about clear communications. Fanatic about training. Master of appreciation/acknowledgement. Effective at apology. Creating a culture of automatic helpfulness by all to all.

Presentation excellence. Conscious master of body language. Master of hiring. (Hiring professional) Master of evaluating people. Time manager par excellence. Avid practitioner of MBWA/Managing By Wandering Around. Avid student of the process of influencing others per se. Student of decision-making and devastating impact of irrational aspects thereof. Brilliantly schooled student of negotiation. Creating a no-nonsense execution culture.

Meticulous about employee development/100% of staff. Student of the power of diversity (all flavors of difference). Aggressive in pursuing gender balance. Making team-building excellence everyones daily priority. Understanding value of matchless 1st-line management. Instilling business sense in one and all. A 15-Point Human Capital Asset Development

Manifesto A 15-Point Human Capital Asset Development Manifesto World Strategy Forum/ The New Rules: Reframing Capitalism Tom Peters/Seoul/0615.12 I was intimidated by the title of a conference

I addressed in Seoul, Korea. Namely, Reframing capitalism. And by the fact that a passel of Nobel laureates in economics would be addressing the issue. Then it occurred to me that the mid- to long-term reframing was more about recasting the nature of work/jobs in, for example, the face of 2020s artificial intelligence than about whether the Spanish bailout is $100 billion or $400 billionas nontrivial as the latter is. I.e., what the hell will the worlds four billion or so workers be

doing, say, 10 years from now? Im not sure that sophisticated econometric analyses will be all that helpful in determining an answer. A 15-Point Human Capital Development Manifesto 1. Corporate social responsibility starts at homei.e., inside the enterprise! MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary source of mid-term and beyond growth and profitabilityand

maximizes national productivity and wealth. (Re profitability: If you want to serve the customer with uniform Excellence, then you must FIRST effectively and faithfully serve those who serve the customeri.e. our employees, via maximizing tools and professional development.) "If you want staff to give great service, give great service

to staff." Ari Weinzweig 2. Regardless of the transient external situation, development of human capital is always the #1 priority. This is true in general, in particular in difficult times which demand resilienceand uniquely true in this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage nations. (Generic brainwork, traditional and dominant white-collar activities, is increasin gly

being performed by exponentially enhanced artificial intelligence.) In some sense you can argue that the science fiction scenario is already starting to happen. The computers are in control. We just live in their world. Danny Hillis

3. Three-star generals and admirals (and symphony conductors and sports coaches and police chiefs and fire chiefs) OBSESS about training. Why is it an almost dead certainty that in a random 30-minute interview you are unlikely to hear a CEO touch upon this topic? (I would hazard a guess that most CEOs see IT investments as a strategic necessity, but see training expenses as a necessary evil.) 4. Proposition/axiom: The CTO/Chief TRAINING Officer is arguably the #1 staff job in the

enterprise, at least on a par with, say, the CFO or CIO or head of R&D. (Again, external circumstancessee immediately aboveare forcing our hand.) I would hazard a guess that most CEOs see IT investments as a strategic necessity, but see training expenses as a necessary evil.

5. The training budget takes precedence over the capital budget. PERIOD. Its easier fun to get your picture taken next to a new machine. But how do you get a photo of a new and much improved attitude in a key distribution center? But the odds are 25:1 that the new attitude will add more to the bottom line than will the glorious state-of-the-art machine. 6. Human capital development should routinely sit atop any agenda or document

associated with enterprise strategy. Most any initiative you undertake should formally address implications for and contributions to human capital asset development. 7. Every individual on the payroll should have a benchmarked professional growth strategy. Every leader at every level should be evaluated in no small measure on the collective effectiveness of individual growth strategies that is, each individuals absolute growth is of

direct relevance to every leaders assessed performance. Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years. Peter Drucker

8. Given that we ceaselessly lament the leadership deficit, it is imperative, and just plain vanilla common sense, that we maximize the rate of development of women leaders at every levellittle if anything has a higher priority. (It is an outrage that this has not been the case until nowand is still not the case in far too many institutions.) (And, while there are no guarantees, women are more likely dispositionally to take a shine to the imperative of maximizing human asset

development.) 9. Maximum utilization of and continued development of older workers (to age 70 or even beyond?) is a source of immense organizational and national growth and wealth. The rapidly aging population, with oldies far more healthy and vital than ever, Ought to be an opportunity rather than a painin-the-butt to deal with. 10. The practical key to all human asset

development activities is the 1st-line manager. (Sergeants run the Army is an accurate commonplace. observation supported by development resources.) Hence development of the full cadre of 1st-line managers is an urgentand invariably underplayedstrategic imperative. Arguably, the collective quality and development trajectory of 1st-line leaders is an organizations #1 human asset development priority. (Consistent with all the above, the

1st-line leaders skill at people development is her or his top priorityfor which she or he must be rigorously and continually trained.) 11. The national education infrastructure from kindergarten to continuing adult educationmay well be National Priority #1. Moreover, the educational infrastructure must be altered radically to underpin support for the creative jobs that will be more or less the sole

basis of future employment and national growth and wealth creation. Human creativity is the ultimate economic resource. Richard Florida 12. Associated with the accelerated priority of the national education infrastructure is a

dramatically enhanced and appreciated and compensated role for our teachersthis must necessarily be accompanied by rigorous accountability. There is no doubt that teaching (instilling) insatiable curiosity, say, which is the #1 attribute of a creative person, is no easy task; however, there is no way that it can be ducked if one looks at future definitions of employability. Every child is

born an artist. The trick is to remain an artist. Picasso 13. The great majority of us work in small enterprises; hence national growth objectives based upon human capital development MUST necessarily extend downward to even 1-person enterprises. Collective productivity improvement through

human capital development among small businesses has an unimaginably largeand underappreciatedpayoff. While many small business appreciate the notion, they are unprepared to take the steps necessary to engage their, say, dozen employees in seeking productivity improvements. 14. Needless to say, the activities imagined here will only be possible if abetted by a peerless National Information and

Communication Infrastructure. Indeed, the work here is being doneand the need is appreciated and reasonably well funded. The effort must not falter; the new informationbased tools are the coin of the realm. 15. Associated with the above is a RADICAL reorientation of leadership education and developmentthroughout the enterprise/education/continuing education infrastructure. (E.g., Among other things, the MBA and executive education will require

open-heart surgeryaimed at shifting focus from finance and marketing to human resource development. ) To deal with the most likely future employment scenarios, leaders will need to be masters of the liberal artssaid arts are, again, the determinant of responding to the emerging world. Your principal moral obligation as a leader is to develop the skillset, soft and

hard, of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities. The good news: This is also the #1 mid- to long-term Toms TIB* #1: !

profit maximization strategy * This I Believe (courtesy Bill Caudill) 1/47 Lesson47: WTTMS W WHOEVER

TRIES THE MOST STUFF WINS READY. FIRE! AIM. H. Ross Perot (vs Aim! Aim! Aim! /EDS vs GM/1985)

The first EDSer to see a snake kills it. At GM, the first thing you do is organize a committee on snakes. Then you bring in a consultant who knows a lot about snakes. Third thing you do is talk about it for a year. H. Ross Perot, EDS founder, former GM board member What are Rutans management rules? He

insists he doesnt have any. I dont like rules, he says. Things are so easy to change if you dont write them down. Rutan feels good management works in much the same Instead of trying to figure out the best way to do something and sticking to it, just try out an approach and keep fixing it. way good aircraft design does:

Eric Abrahamson & David Freedman, Chapter 8, Messy Leadership, from A Perfect Mess: The Hidden Benefits of Disorder We made mistakes, of course. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, were already on prototype

# 5. #10. It gets back to version By the time our rivals are ready with wires and screws, we are on version planning versus acting: We act from day one; others plan how

to planfor months. Bloomberg by Bloomberg DEMO OR DIE! Source: This was the approach championed by Nicholas Negroponte which vaulted his MIT Media Lab to the forefront of IT-multimedia innovation. It was his successful alternative to the traditional Culture of Prototyping

Effective prototyping may be THE MOST VALUABLE CORE COMPETENCE an innovative organization can hope to have. Michael Schrage Think about It!?

Innovation = Reaction to the Prototype Source: Michael Schrage You cant be a serious innovator unless and until you are ready, willing and able to seriously play.

Serious play is not an oxymoron; it is the essence of innovation. Michael Schrage, Serious Play EXPERIMENT FEARLESSLY Source: BusinessWeek, Type A Organization Strategies: How to Hit a Moving Target Tactic #1

RELENTLESS TRIAL AND ERROR Source: Wall Street Journal, Journal, cornerstone of effective approach to rebalancing company portfolios in the face of changing and uncertain global economic conditions (11.08.10) All life is an experiment. The more experiments you make, the

better. Ralph Waldo Emerson Quality is a probabilistic function of quantity. The difference between Bach and his forgotten peers isnt necessarily that he had a better ratio of hits to misses. The difference is that the mediocre might have a

dozen ideas, while Bach, in his lifetime, created more than a thousand full-fledged musical compositions. A genius is a genius, psychologist Paul Simonton maintains, because he can put together such a staggering number of insights, ideas, theories, random observations, and unexpected connections that he almost inevitably ends up with something great. Quality, is a

probabilistic function of quantity. Simonton writes, Malcolm Gladwell, Creation Myth, New Yorker, Yorker, 0516.11 Pruning Lessons Rose gardeners face a choice every spring. The long-term fate of a rose garden

depends on this decision. If you want to have the largest and most glorious roses of the neighborhood, you will prune hard. This represents a policy of low tolerance and tight control. You force the plant to make the maximum use of its available resources, by Pruning hard is a dangerous policy in an unpredictable environment. Thus, if you are in a spot where you know nature may play tricks on you, you may opt for a policy of high tolerance. You will never have the biggest roses, but you have a much-enhanced chance of having roses every year. You will achieve a gradual renewal of the plant. In short, tolerant pruning achieves

two ends: (1) It makes it easier to cope with unexpected environmental changes. (2) It leads to a continuous restructuring of the plant. The policy of tolerance admittedly wastes resourcesthe extra buds drain away nutrients from the main stem. But in an unpredictable environment, this policy of tolerance makes the rose healthier in the long run. Arie De Geus, The Living Company putting them into the roses core business. In short, tolerant pruning achieves

two ends: (1) It makes it easier to cope with unexpected environmental changes. (2) It leads to a continuous restructuring of the plant. The policy of tolerance admittedly wastes resourcesthe extra buds drain away nutrients from the main stem. But in an unpredictable environment, this policy of tolerance makes the rose healthier in the long run.

Decentralization vs Centralization All = Thats There Is (from childrearing 101 to the Federalist Papers to Org.2012)

Can do Yes. Captain Captain No. WE HAVE A STRATEGIC PLAN. ITS

CALLED DOING THINGS. Herb Kelleher This is so simple it sounds stupid, but it is amazing how few oil people really YOU ONLY FIND OIL IF YOU DRILL

WELLS. understand that You may think youre finding it when youre drawing maps and studying logs, but you have to drill. Source: The Hunters, by John Masters, wildly successful Canadian Oil & Gas wildcatter Screw it.

Just do it. book title, Richard Branson BLAME NOBODY. EXPECT NOTHING. DO SOMETHING. Source: Locker room sign posted by NFL football coach Bill Parcells almost inhuman

disinterestedness in strategy Josiah Bunting on U.S. Grant (from Ulysses S. Grant) U. S. Grant *No interest in grand strategy.

*Do the thing until it is done. *Do not over complicate. *Do the next thing. *Pleasure in perseverance per se. *Not ask for help or advice. *Not complain of difficulties or ask for more time or resources McClellan: delay; plead for more forces Grant: When do I start? What I want is to advance. Source: Josiah Bunting, Ulysses S. Grant

Relentless: One of my superstitions had always been when I started to go anywhere or not to turn back , or stop, to do anything, until the thing intended was

accomplished. Grant Relentless: One of my superstitions had always been when I started to go anywhere, or to do anything, not to turn back, or stop, until the thing intended was accomplished. I have frequently started to go places where I had never been and to which I did not know the way, depending upon making inquiries along the road. And if I got past the place without knowing it, I would not turn back but

instead go on until a road was found turning in the right direction, take that, and come in on the other side. Grant FAIL. FORWARD. FAST. FAIL. FORWARD. FAST.

High Tech CEO, Pennsylvania If people tell me they skied all day and never fell down, I tell them to try a different mountain. Michael Bloomberg (BW/0625.07) No matter.

Try again. Fail again. Fail better. Samuel Beckett REWARD excellent failures. PUNISH mediocre successes. Phil Daniels, Sydney exec

Richard Farson & Ralph Keyes: Whoever Makes the Most Mistakes Wins: The Paradox of Innovation [other] admirals more frightened of losing than

anxious to win On NELSON: "A man's errors are his portals of discovery." James Joyce WTTMSASTMSUTFW WTTMSASTMSUTFW

WHOEVER TRIES THE MOST STUFF AND SCREWS THE MOST STUFF UP

THE FASTEST WINS Pursuing Inefficiency The secret of fast progress is inefficiency, fast and furious and

numerous failures. Kevin Kelly The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles. Paul Saffo

Active mutators in placid times tend to die off. They are selected against. Reluctant mutators in quickly changing times are also selected against. Carl Sagan & Ann Druyan, Shadows of Forgotten Ancestors Natural selection is death. ...

Without huge amounts of death, organisms do not change over time. ... Death is the mother of structure. ... It took four billion years of death ... to invent the human mind ... The Cobra Event If things seem

under control, youre just not going fast enough. Mario Andretti The essence of capitalism is encouraging failure, not rewarding success.

Nassim Nicholas Taleb/Reason TV/0124.13 In Search of Excellence /1982: The Bedrock Eight Basics 1. 2. 3. 4. 5. 6.

7. 8. A Bias for Action Close to the Customer Autonomy and Entrepreneurship Productivity Through People Hands On, Value-Driven Stick to the Knitting Simple Form, Lean Staff

Simultaneous Loose-Tight Properties 1/46 A bias for action. (No. 1 Attribute of Excellence from In Search of Excellence.) Excellence.) Ready. Fire. Aim. (H. Ross Perot/EDS. Vs GM: Ready. Aim. Aim. Aim. Aim. Aim. )

Just do it! (Nike.) Move fast, break things. (Facebook.) Experiment fearlessly. Relentless trial and error. You miss 100% of the shots you never

take. (Wayne Gretzky.) Fail. Forward. Fast. Fail faster, succeed sooner. (IDEO.) Reward excellent failures. Punish mediocre successes. S.A.V. (Screw Around Vigorously)

Demo or die. You only find oil if you drill wells. WD40 (Water Displacement, 40 Tries.) Ever notice that What the hell is always the right decision? WTTMSW (Whoever Tries The Most Stuff Wins.) Spontaneous Discovery

Process* *F.A. Hayek "How often I found where I should be going only by setting out for somewhere else.

Buckminster Fuller By indirections find directions out. Hamlet, II. i I proceeded by trial and error and instinct, and each experiment led to/suggested another experiment (or 2 or 10) and to a greater understanding of potentialthe

plan, though there was none, made itself. And it was far, far better (more ambitious, more interesting, more satisfying) than I would have imagined. In fact, the result to date bears little or no relationship to what I was thinking about at the starta trivial self-designed chore may become the engine of my next decade; the brushcutting project is now leading Susan and I to view our entire property, and what it might becomerepresent, in a new light.

No one rises so high as he who knows not where he is going. Oliver Cromwell Wheels Rarely Need To Be Re-invented

Where planners * raise high expectations but take no responsibility for meeting them, searchers prefer to work case-by-case, using trial and error to tailor solutions to individual problems, fully aware that most remedies must be homegrown. WSJ, WSJ, 0822.06 (on malaria eradication, and hedge fund manager Lance Laifer)

[*Planners [WHO, World Bank, etc] see poverty as a technical engineering problem that their answers will solve. William Easterly] All sorts of approaches need to be tried and we need feedback. Roger Bate Somewhere in your organization, groups of already doing things

differently and better. people are To create lasting change, find these areas of positive deviance and fan the flames. Richard Pascale & Jerry Sternin, Your Companys Secret Change Agents, HBR Some people look for

things that went wrong and try to fix them. I look for things that went right, and try to build off them. Bob Stone (Mr ReGo) F4

Find a Fellow Freak Far away. 100% YOU MISS 100%

OF THE SHOTS YOU NEVER TAKE. Wayne Gretzky WE HAVE A STRATEGIC PLAN. ITS CALLED DOING THINGS.

Herb Kelleher Intelligent people can always come up with intelligent reasons to do nothing. Scott Simon Andrew Higgins , who built landing craft in WWII, refused to hire graduates of

He believed that they only teach you what you cant do in engineering school. He engineering schools. started off with 20 employees, and by the middle of the war had 30,000 working for him. He turned out 20,000 landing craft.

D.D. Eisenhower told me, Andrew Higgins won the war for us. He did it without engineers. Stephen Ambrose/Fast Company Nothing is more dangerous in war than theoreticians. Marshall Petain (John Mosier, The Blitzkrieg Myth,

War as Pseudoscience: 1920-1939) Worth a Laugh WHAT MAKES GOD LAUGH? PEOPLE MAKING

PLANS! This book is about luck disguised and perceived as non-luck (that is, skills) and more generally randomness disguised and perceived as nonrandomness. It manifests itself in the shape of the lucky fool, defined as a person who benefited from a disproportionate share of luck but attributed his success to some other, generally precise reason.

Fooled by Randomness: The Hidden Role of Chance in Life and the Markets, by Nassim Nicholas Taleb The Mess Is The Message! Period! A pattern emphasized in the case studies in this book is the degree to which powerful competitors not

only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.

Recently I asked several corporate executives what decisions they had made in the last year that would not have been made were it not for their All had difficulty identifying one such decision. Since all of the plans are marked corporate plans. secret or confidential, I asked them how their

competitors might benefit from possession of their Each answered with embarrassment that their competitors would not benefit. Russell Ackoff (from Henry plans. Mintzberg, The Rise and Fall of Strategic Planning)

Q4/2006 +500,000 = ? Source: Barrons 0922.07 Q4/2006 +500,000 = +7,700,000 -7,200,000 Source: Barrons 0922.07

We Are What We Eat You will become like the five people you associate with the mostthis can be either a blessing or a curse.

Billy Cox The We are what we eat/ We are who we hang out with Axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc., etc.) is a strategic decision about: Innovate, Yes or No

Measure/Manage: Portfolio Strangeness/ Quality 1. Customers 2. Vendors 3. Out-sourcing Partners 4. Acquisitions 5. Purposeful Theft 6. Diversity/diversity 7. Diversity/Crowd-sourcing 8. Diversity/Weird

9. Diversity/Curiosity 10. Benchmarks 11. Calendar 12. MBWA 13. Lunch/General 14. Lunch/Other functions 15. Location/Internal 16. Location/HQ 17. Top team 18. Board

[CEO A.G.] Lafley has shifted P&Gs focus on inventing all its own products to developing OTHERS INVENTIONS AT LEAST HALF THE TIME. One successful example, Mr. Clean Magic Eraser, based on a product found in an Osaka market. Fortune

WE ARE THE COMPANY WE KEEP! MANAGE IT! DONT BENCHMARK, FUTUREMARK! Impetus: The future is already here; its just

not evenly distributed William Gibson DONT BENCHMARK, OTHER MARK! How do dominant companies lose their position? Two-thirds of the time, they pick the

wrong competitor to worry about. Don Listwin, CEO, Openwave Systems/WSJ Diversity Per Se Diverse groups of problem solversgroups of people with diverse toolsconsistently outperformed groups of the best and the brightest. If I formed two groups, one

random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better. DIVERSITY TRUMPED ABILITY. Scott Page, The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies

Infinite Diversity The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of crowdsourcing.

Headline, FT Rob McEwen/CEO/ Goldcorp Inc./ Red Lake GOLD Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams

Source: We Are What We Eat: The Fred Smith Question Whos the most interesting person youve met in the last 90 days? How

do I get in touch with them? Fred Smith Hire For It What is your most marked characteristic? Vanity Fair:

Mike Bloomberg: Curiosity. The Perils of Normalcy EMPLOYEES: Are there

enough weird people in the lab these days? Source: V. Chmn., pharmaceutical house, to a lab director Normal = 0 for 800 The cracked

ones let in the light. ! Ouch The Bottleneck The Bottleneck is at the Where are you likely to find people

with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma Top of the Bottle Gary Hamel/Harvard Business Review Easier said than done

Do one thing every day that scares you. Eleanor Roosevelt Forget It! Forget>Learn

The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out. Dee Hock Success Kills!

The more successful a company, the flatter its forgetting curve. Gary Hamel and C.K. Prahalad Forgetting >> Learning We need a

FORMAL Forgetting Strategy. "Barn's burnt down now I can see the moon." Masahide, Japanese poet

EDUCATE FOR CREATIVITY* (*Or Else) Human creativity is the ultimate economic resource. Richard

Florida, The Rise of the Creative Class My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any childlet alone our childreceive a poor grade HIS TEACHER

INFORMED US THAT HE HAD REFUSED TO COLOR WITHIN THE LINES, WHICH WAS A STATE REQUIREMENT FOR DEMONSTRATING GRADE-LEVEL MOTOR SKILLS. in art at such a young age? Jordan Ayan, AHA! Every child is

born an artist. The trick is to remain an artist. Picasso Ye gads: Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, hes actually found a negative correlation. It seems that school-related evaluations are poor predictors of economic success, Stanley

concluded. What did predict success was a willingness to take risks. Yet the successfailure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in school find it hard to take risks later on. Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins ALL HUMAN BEINGS ARE ENTREPRENEURS. When we were

Muhammad Yunus: in the caves we were all self-employed . . . finding our food, feeding ourselves. Thats where human history began . . . As civilization came we suppressed it. We became labor because they stamped us, You are labor. We forgot that we are entrepreneurs. Source: Muhammad Yunus/The News HourPBS/1122.2006

Innovate or Die Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher [out of 10] on a Weird/Profound/ Wow/Game-changer

Scale? Iron Innovation Equality Law: The quality and quantity and imaginativeness of innovation shall be the same in all functions e.g., in HR and

purchasing as much as in marketing or product development.* Innovate or Die: The Inno17 The INNO17: Innovations Seventeen Imperatives (1) Try it! Try it! Try it!/Ready. FIRE! Aim. Whoever tries the most stuff the most quickly wins.

Rapid prototype maniacs! (2) Celebrate failure. Whoever makes the most mistakes wins. Fail. Forward. Fast. Reward excellent failures. Punish mediocre successes. (3) Radically Decentralize. Strong organic growth bias.

(4) Parallel Universeevade standard channels. 1% play money/Internal VC fund/Skunkworks (5) We are what we eat./We BECOME who we spend time with. Choose purposefully. (6) diversity. Every conceivable dimension./Starts at TOP! (7) Co-invent with (any/all) outsiders. Relentlessly exploit electronic communities.

(8) Strategic Listening = Core competence #1. Become Professional listeners. The INNO17: Innovations Seventeen Imperatives (9) Hire and promote 100% innovators. Innovators characteristic = Angry with status quo. CEO=Innovation bias/Walks-the-talk. (10) XFX/Cross-functional Excellence!!!!!!!! (11) Chief Complexity/Systems/Bullshit

Removal Officer. (12) Absolute R&D Equality. All functions equal innovators. (All staff Value-add fanatics.) (13) Top quartile R&D spending. So, too, ALL our partners. (14) All projects/Tiny-to-enormous. Must have something new./100% WOW standard.

(15) Fun! Enjoy breaking the rules. (16) She is the customer. Women dominate all marketsdevelop your portfolio accordingly. (17) All businesses! All Sizes! All industries! Bonus: The 8Ps of Innovation Success:

Pissed off! Passion!!!! Prototypes. pow!! Pals. Protector. Politics. Persistence. [Determined to change the world]

[Persist, take the heat, sell] [Fast & Furious] [Insanely great!] [Buddies with different skills, recruiting ability] [Run cover, champion your cause] [Political skill] [Can handle the bumps and U-turns]

TGRs: LBTs LITTLE = BIG Big carts = 1.5X Source: Walmart

Bag sizes = New markets: $B Source: PepsiCo 2X: When Friedman slightly curved

the right angle of an entrance corridor to one property, he was amazed at the magnitude of change in pedestrians behaviorthe percentage who entered increased from one-third to nearly two-thirds. Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas Machine Gambling

Pleasing odor #1 vs. pleasing odor #2: +45% revenue Source: Effects of Ambient Odors on Slot-Machine Useage in Las Vegas Casinos, reported in Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas (66% revenue, 85% profit) Glaring Eyes:

-62% Source: PLOS ONE (via The Atlantic CITIES /0429.13) 45% 86% 401(k) active opt-in: 401(k) as default: Source: New York Times, 1202.08 (research by Richard

Thaler, co-author Nudge) You get a sense of the scale and intricacy of the task by considering the sound effects alone: The game contains 54,000 pieces of audio and 40,000 lines of dialogue. There are 2,700

different noises for footsteps alone depending on whose foot is stepping on what. Sam Leith on Halo 3, from Jane McGonigal, Reality Is Broken: Why Games Make Us Better and How They Can Change the World 120-oz container to ketchup-bottle size laundrydetergent concentrate (100% conversion): 1/4th packaging; 1/4th weight; 1/4th cost

to ship; 1/4th space on ships, trucks, shelves. 3 years: 95M #s plastic resin 125M #s cardboard conserved, 400M less gallons of water shipped, 500K gallons less diesel fuel, 11M saved,

less #s CO2 released) Source: Force of Nature: The Unlikely Story of Walmarts Green Revolution, Revolution, Edward Humes DVT/Socks = 10,000 Lives! The most important thing you can do to keep

WASH YOUR HANDS. from getting sick is to CDC/National Center for Infectious Diseases 90K in U.S.A. ICUs on any given day; 178 discrete steps/day/patient in ICU.

50% ICU stays result in serious complication. Source: Atul Gawande, The Checklist (New Yorker, 1210.07) **Dr. Peter Pronovost, Johns Hopkins **

Checklist /dealing with line infections **1/3rd lines, at least one procedural error when he started checklist program **Nurses/permission-requirement to stop procedure if doc, other not following checklist (BIG DEAL)

**In 1 year, ICUs 10-day line-infection rate: 11% to 0% Source: Atul Gawande, The Checklist (New Yorker, 1210.07) [Pronovost] is focused on work that is not normally considered a significant contribution in academic medicine. As a result, few others are venturing to extend

YET HIS WORK HAS ALREADY SAVED MORE LIVES THAN THAT OF ANY LABORATORY SCIENTIST IN THE LAST DECADE. Atul Gawande, his achievements. The Checklist (New Yorker, 1210.07)

SEE GREEN = RECOVER 20% FASTER [Very successful websites send 99% of their traffic to tried-and-true designs, but risk 1% of their traffic on new variations to discover ever better conversion rates from visits to dollars. When Google was choosing the right shade of blue for a navigation bar, the company famously

performed A/B split testing across 41 shades of blue. When numbers are large and hundreds of millions of people are in play, the tiniest improvements translate into breathtaking levels of profit improvement. Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Robot Futures Flash When I work with experimental digital gadgets, I am always reminded of how small changes in the details of a digital design can have profound unforeseen effects on the experiences of the people who are playing with it. The slightest

change in something as seemingly trivial as the ease of use of a button can For instance, Stanford University researcher Jeremy Bailinson has demonstrated that changing the height of ones avatars in immersive virtual reality transforms self-esteem and social self-perception. sometimes alter behavior patterns.

Technologies are extensions of ourselves, and, like the avatars in Jeremys lab, our identities can be shifted by the quirks of gadgets. It is impossible to work with information technology without also engaging in social engineering. Jaron Lanier, You Are Not a Gadget Flash When I work with experimental digital gadgets, I am always reminded of how small changes in the details of a digital design can have profound unforeseen effects on the experiences of the people who are playing with it. The slightest change in

something as seemingly trivial as the ease of use of a button can sometimes alter behavior patterns. For instance, Stanford University researcher Jeremy Bailinson has demonstrated that changing the height of ones avatars in immersive virtual reality transforms self-esteem and social self-perception. Technologies are extensions of ourselves, and, like the avatars in Jeremys lab, our identities It is impossible to work with information technology without

also engaging in social engineering. can be shifted by the quirks of gadgets. Jaron Lanier, You Are Not a Gadget TGR [Things Gone

WRONG-Things Gone RIGHT] (1) Amenable to rapid experimentation/ failure free (PR, $ $) (2) Quick to implement/ Quick to Roll out (3) Inexpensive to implement/Roll out

(4) Huge multiplier (5) An Attitude (1) Half-day/25 ideas (2) One week/5 experiments (3) One month/Select best 2 (4) 60-90 days/Roll out TGRs: CNO

Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic change in how we do business will make an impact on just about everything we do. Social Business By Design: Transformative Social Media Strategies For the Connected Company Dion Hinchcliffe & Peter Kim

MillerCoors: Gender imbalance. Women of Sales peer support. Private network, Attrition plummeted. Teva Canada: Supply chain excellence achieved. SharePoint/troubleshooting/Strategy-Nets/hooked to other functions; Moxie social tools, document editing, etc. IBM: Social business tools/30 percent drop in project completion time/300K on LinkedIn, 200K on Facebook. Bloomberg: Mobi social media analytics prelude to stock performance. Intuit: Struggling against H&R Block temp staffing/ customers #1 asset/Live Community, focused on help with transactions (not general, embedded in TurboTax).

Social Business By Design: Transformative Social Media Strategies For the Connected Company Dion Hinchcliffe & Peter Kim Social Survival Manifesto* 1. Hiding is not an option. 2. Face it, you are outnumbered. (level playing field, arrogance denied) 3. You no longer control the message. 4. Try acting like a human being. 5. Learn to listen, or else. (REALLY listening to others a must) 6. Admit that you dont have all the answers.

7. Speak plainly and seek to inform. 8. Quit being a monolith. (Your employees, speaking online as individuals, are a crucial resource can be managed through frameworks that ENCOURAGE participation) 9. Try being less evil. 10. Pay it forward, now. (Internet culture largely built on the principal of the Gift Economy give value away to your online communities) *Tom Liacas; socialdisruptions.com

Gamification Gamification presents the best tools humanity has ever had to create and sustain engagement in people. Source: Gabe Zichermann & Joselin Linder, Gamification: How Leaders Leverage Game Mechanics to Crush the Competition CMO/ Marketing

CEO/Experience CNO/eNgagement You get a sense of the scale and intricacy of the task by considering the sound effects alone: The game contains 54,000 pieces of audio and 40,000 lines of dialogue. There are 2,700

different noises for footsteps alone depending on whose foot is stepping on what. Sam Leith on Halo 3, from Jane McGonigal, Reality Is Broken: Why Games Make Us Better and How They Can Change the World SB > SM* *Social Business/Social Media

Gamification Gamification Gamification presents the best tools humanity has ever had to create and sustain engagement in people. Source: Gabe Zichermann & Joselin Linder, Gamification: How Leaders Leverage Game Mechanics to Crush the Competition

For the Win: How Game Thinking Can Revolutionize Your Business Kevin Werbach & Dan Hunter The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition Gabe Zichermann & Joselin Linder

Feedback Friends Fun Source: The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition Gabe Zichermann & Joselin Linder Work.com/Salesforce.com: suite of mobile apps that enabled people inside the

organization to provide instant feedback to their co-workers for a job well done Facebook-style newsfeed badges, leaderboards, point systems turned the review process into something people actually want to do Source: The Gamification Revolution: How Leaders Leverage Game Mechanics to Crush the Competition Gabe Zichermann & Joselin Linder

Idea Street/UK Department of Work and Pensions (28% UK budget): staff provide innovative ideas and vote for the best ones first nine months: $16 million in savings meaning was within the game itself, not the external reward Source: The Gamification Revolution: How Leaders

Leverage Game Mechanics to Crush the Competition Gabe Zichermann & Joselin Linder Why exactly are we competing with each other to do the dirty work? Were playing a free online game called Chore Wars and it just

so happens that ridding our real-world kingdom of toilet stains is worth more experience points, or XP, than any other chore in our apartment. A mom in Texas describes a typical Chore Wars experience: We have three kids, ages 9, 8, and 7. I sat down with the kids, showed them their characters and the adventures, and they literally jumped up and ran off to complete their chosen task. Ive never seen my 8year-old son make his bed. I nearly fainted when my husband cleaned out the toaster oven. Jane McGonigal, Reality Is Broken: Why Games Make Us Better

and How They Can Change the World You get a sense of the scale and intricacy of the task by considering the sound effects alone: The game contains 54,000 pieces of audio and 40,000 lines of dialogue. There are 2,700 different noises

for footsteps alone depending on whose foot is stepping on what. Sam Leith on Halo 3, from Jane McGonigal, Reality Is Broken: Why Games Make Us Better and How They Can Change the World TGRs: 8/80 Customers describing their

service experience as superior: 8% Companies describing the service experience they provide as superior: 80%

Source: Bain & Company survey of 362 companies, reported in John DiJulius, What's the Secret? To Providing a World-class Customer Experience? Conveyance: Kingfisher Air Location: Approach to New Delhi May I clean your glasses, sir?

Let me help you down the jetway. BEGINS (and ENDS) It in the PARKING

LOT* Carls StreetSweeper FLOWER POWER* *Thanks, Stanley Marcus!

>TGR [Things Gone WRONG-Things Gone RIGHT] TGRS. MANAGE EM. MEASURE EM.* *I use manage-measure a lot. Translation: These are not soft ideas; they are exceedingly important things

that can be managedAND measured. Experiences are as distinct from services as services are from goods. Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage At our core, were a

coffee company, but the opportunity we have to extend the brand is beyond coffee; ITS ENTERTAINMENT. Howard Schultz (The Starbucks Aesthetic, NYT) The [Starbucks] Fix Is on We have

identified a third place. And I really believe that sets us apart. The third place is that place thats not work or home. Its the place our customers come for refuge. Nancy Orsolini, District Manager The sun is setting on the Information Societyeven

before we have fully adjusted to its demands as individuals and as companies. We have lived as hunters and as farmers, we have worked in factories and now we live in an information-based society whose icon is the We stand facing the fifth kind of society: the Dream Society. Future computer. products will have to appeal to our hearts, not to our

heads. Now is the time to add emotional value to products and services. Rolf Jensen/The Dream Society:How the Coming Shift from Information to Imagination Will Transform Your Business XO* C Xperience Officer

*Chief e First Step (?): Hire a theater director Words! Magician of Magical Moments

Maestro of Moments of Truth Recruiter of Raving Fans Impresario of First Impressions Chief of Last Impressions Wizard of WOW! Captain of Brilliant Comebacks Director of Electronic Customer Experiences Conductor of Customer Intimacy King of Customer Community Queen of Customer Retention

CEO of Ownership Experience Managing Director of After-sales Experience ! DESIGN Design Rules! APPLE market cap

> Exxon Mobil* *August 2011 Design is everything. Everything is design. We are all designers. Inspiration: The Power of Design: A Force for Transforming Everything, Richard Farson Only one company can be the cheapest.

All others must use design. Rodney Fitch, Fitch & Co. Source: Insights, definitions of design, the Design Council [UK] Design is treated like a religion at BMW.*

Fortune *APPLE market cap > Exxon Mobil (August 2011) With its carefully conceived mix of colors and textures, STARBUCKS aromas and music, is more

indicative of our era than the iMac. It is to the Age of Aesthetics what McDonalds was to the Age of Convenience or Ford was to the Age of Mass Production the touchstone success story, the exemplar of the aesthetic imperative. Every Starbucks store is carefully designed to enhance the quality of everything the customers see, touch, hear, smell or taste, writes CEO Howard Schultz.

Virginia Postrel, The Substance of Style: How the Rise of Aesthetic Value Is Remaking Commerce, Culture and Consciousness DESIGN is the principal difference Hypothesis: love

and hate!* between You know a design is good when you want to lick it. Steve Jobs Source: Design: Intelligence Made Visible,

Stephen Bayley & Terence Conran Design is NEVER neutral. DO* C

*Chief Design Officer Ann Landers as management guru/ Three criteria for products, projects, a communication etc: Good. True. Helpful.

Design is *The reception area *The loo *Dialogues at the call center *Every electronic [or paper] form *Every business process map *Every email *Every meeting agenda/setting/etc. *Every square meter of every facility *Every new product proposal

*Every manual *Every customer contact *A consideration in every promotion decision *The presence and ubiquity of an Aesthetic sensibility/ Design mindfulness *An encompassing design review process *Etc. *Etc. Hypothesis: Men

cannot design for womens !!?? needs Businesspeople dont need to understand

designers better. Businesspeople need to be designers. Roger Martin/Dean/Rotman Management School/University of Toronto HOT Language INSANELY GREAT STEVE JOBS

RADICALLY THRILLING BMW Zappos 10 Corporate Values Deliver WOW! service. Embrace and drive change.

Create fun and a little weirdness. Be adventurous, creative and open-minded. Pursue growth and learning. Build open and honest relationships with communication. Build a positive team and family spirit. Do more with less. Be passionate and determined. Be humble. Source: Delivering Happiness, Happiness, Tony Hsieh, CEO, Zappos.com

through ! this will be the womans century I speak to you with a feminine voice.

Its the voice of democracy, of equality. I am certain, ladies and gentlemen, that this will be the womans century. In the Portuguese language, words such as life, soul, and hope are of the feminine gender, as are other words like courage and sincerity.

President Dilma Rousseff of Brazil, 1st woman to keynote the United Nations General Assembly (2011) Forget CHINA, INDIA and the INTERNET: Economic Growth Is Driven by WOMEN. Source: Headline, Economist

W> 2X (C + I)* *Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $28 trillion

in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a growth market bigger than China and India combinedmore than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just thateven ones that are confidant that they have a winning strategy when it Women are THE majority market

Fara Warner/The Power of the Purse Women as Decision Makers/Various sources Home Furnishings Vacations 92% 94%

(Adventure Travel 70%/ $55B travel equipment) 91% D.I.Y. 80% Consumer Electronics 51% Cars 68% (influence 90%) Houses (major home projects)

(66% home computers) All consumer purchases Bank Account 83% * 89% 67% Small business loans/biz starts 70%

Health Care 80% Household investment decisions *In the USA women hold >50% managerial positions including >50% purchasing officer positions; hence women also make the majority of commercial purchasing decisions. MOST SIGNIFICANT VARIABLE in EVERY The

sales situation is the GENDER of the buyer, and more importantly, how the salesperson communicates to the buyers gender. Jeffery Tobias Halter, Selling to Men, Selling to Women

Sales/Aftersales Process 1. 2. 3. 4. 5. Kick-off women Research women Purchase men

Ownership women Word-of-mouth women Source: Marti Barletta The Perfect Answer Jill and Jack buy slacks in black Women dont buy

They join them. brands. Faith Popcorn, EVEolution THE TRANSACTION MODEL

Selling to men: Selling to Women: THE RELATIONAL MODEL Source: Selling to Men, Selling to Women, Jeffery Tobias Halter Men: Individual perspective. Core unit is me. Pride in self-reliance. Women: Group perspective.

Core unit is we. Pride in team accomplishment. Source: Martha Barletta, Marketing to Women Purchasing Patterns Harder to convince; more loyal once convinced. Women: Men:

Snap decision; fickle. Source: Martha Barletta, Marketing to Women 2.6 vs. 21

AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure TITLE/ Special Report/ BusinessWeek

Womens Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactivecollaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor

intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, Americas Competitive Secret: Women Managers Womens Negotiating Strengths *Ability to put themselves in their counterparties shoes *Comprehensive, attentive and detailed communication style

*Empathy that facilitates trust-building *Curious and attentive listening *Less competitive attitude *Strong sense of fairness and ability to persuade *Proactive risk manager *Collaborative decision-making Source: Horacio Falcao, Cover story/May 2006, World Business, Say It Like a Woman: Why the 21st-century negotiator will need the female touch

Headline 2020: Hold Women 80 Percent of Management and Professional Jobs

F:M Bachelors degrees granted: 140:10 0 Warren Buffett Invests Like a Girl: And Why You Should Too

Louann Lofton, Portrait of a Female Investor 1. Trade less than men do 2. Exhibit less overconfidencemore likely to know what they dont know 3. Shun risk more than male investors do 4. Less optimistic, more realistic than their male counterparts 5. Put in more time and effort researching possible investmentsconsider details and alternate points

of view 6. More immune to peer pressuretend to make decisions the same way regardless of whos watching 7. Learn from their mistakes 8. Have less testosterone than men do, making them less willing to take extreme risks, which, in turn, could lead to less extreme market cycles Warren Buffett Invests Like a Girl: And Why You Should Too, Louann Lofton, Chapter 2, The Science Behind the Girl Source:

We Got the $ $$$$$ 1/8/20 Date: 1/1/11 Activity: USA Boomers start turning 65 Rate: 1 EVERY 8 SECONDS Duration: 20 YEARS Impacted: EVERYTHING

22/1/10 22/1/10 (USA adult population will have grown by 23 million between 2006 and 2016. Ages 18-49 will have grown by one million, age 50+ will have grown

by 22 million) >[email protected] 0 !!!!!!!!!!!!!!!!! PEOPLE TURNING 50 MORE THAN HALF OF

TODAY HAVE THEIR ADULT LIFE AHEAD OF THEM. BILL NOVELLI, 50+: IGNITING A REVOLUTION TO REINVENT AMERICA 7/13

Average # of cars purchased per household, lifetime: 13 Average # of cars bought per household after the head of household reaches age 50: 7

Source: Marti Barletta, PrimeTime Women 8.4 Boomers: 70% will inherit/ $300K average/ Top 8 million $1.5M average/

Total inheritance $8.4 Trillion Source: Forbes/0411.11 47X In 2009, households headed by adults ages 65 and older ... had 47 times

as much net wealth as the typical household headed by someone under 35 years of age. In 1984, this had been a less lopsided 10-to-1 ratio. Source: Pew Research/10.11 55+ > 55Forrester Research: [age 55-plus] are more active in online finance, shopping

and entertainment than those under 55 44-65: NEW CUSTOMER MAJORITY Source: Ageless Marketing, David Wolfe & Robert Snyder The New Customer Majority is the

ONLY adult market with realistic prospects for significant sales growth in dozens of product lines for thousands of companies. David Wolfe & Robert Snyder, Ageless Marketing

Households headed by someone 40 or older enjoy 91% of our populations net worth. The mature market is the dominant market in the U.S. economy, making the majority of expenditures in virtually every category. Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders BABY-BOOMER

WOMEN: The Sweetest of Sweet Spots for Marketers David Wolfe and Robert Snyder, Ageless Marketing Marketers attempts at reaching those over 50 have been miserably No markets motivations and

needs are so poorly understood. unsuccessful. Peter Francese, founding publisher, American Demographics We are the Aussies & Kiwis & Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing,

the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory , the most different, the most indulgent, the most difficult & demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health

conscious, the most female, the most profoundly important commercial market in the history of the we will be the Center of your universe for the next twenty-five years. We have arrived! worldand Success >> Satisfaction

M IBM IB to Lou, Your mission is to break the company up and

release hidden value! Lou, with all the money Ive spent with you guys, why in the hell hasnt my business been transformed? $55B*

*IBM Global Services/ Systems integrator of choice Never mind computers and tech services. IBMs radical new focus is on revamping customers operations and running them. Headline/ BW

Planetary Rainmaker-in-Chief! [CEO Sam] Palmisanos strategy is to expand techs borders by pushing users and entire industriestoward radically different business models. The payoff for IBM would be access to an ocean of revenuePalmisano estimates it at $500 billion a year

that technology companies have never been able to touch. Fortune You are headed for commodity hell if you dont have services. Lou Gerstner, on IBMs coming revolution (1997) Huge: Customer Satisfaction with

product/Service to CUSTOMER SUCCESS IDEO Product Design Product Design Training Innovation Training

MasterCard Advisors WHAT CAN BROWN DO FOR YOU? Its all about solutions. We talk with customers about how to run better, stronger, cheaper supply chains. We have 1,000 engineers who

work with customers Bob Stoffel, UPS senior exec UPS used to be a trucking company with technology. Now its a technology company with

trucks. Forbes THE GIANT STALKING BIG OIL: Schlumberger How Is Rewriting the Rules of the Energy Game.: IPM [Integrated Project Management] strays from

[Schlumbergers] traditional role as a service provider and moves deeper into areas once dominated by the majors. Source: BusinessWeek cover story, January 2008 Well do just about anything an oilfield owner would want, from drilling to

production. IPMs Chief: A 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. In short, Schlumberger knows how to create and run oilfields, anywhere, from drilling to fullscale production to distribution. And the nugget is hardcore, relatively small, technically accomplished, highly autonomous teams. As China and Russia, among others, make their move in energy, state run companies are eclipsing At the

center of it all, abetting these new players who are edging out the Exxons and BPs, the Kings of Large-scale, Long-term Project Management wear Schlumberger overalls. At the center of the center of the the major independents. (Chinas state oil company just surpassed Exxon in market value.) Schlumberger empire is a relatively newly configured outfit, reminiscent of IBMs Global Services and The Schlumberger version of IBM Global Services is simply called IPM, for Integrated Project Management. It lives in a nondescript building near Gatwick Airport, and its chief says it will do just

about anything an oilfield owner would want, from drilling to production. That is, as BusinessWeek put it, [IPM] strays from [Schlumbergers] traditional role UPS integrated logistics experts and even Best Buys now ubiquitous Geek Squads. as a service provider* and moves deeper into areas once dominated by the majors. (*My old pal was solo on remote offshore platforms interpreting geophysical logs and the like.) Instant Infrastructure: GE Becomes a General Store for

Developing Countries headline/ NYT boxes* to integrated building systems UTC/Otis + UTC/Carrier: *elevators, air conditioners

I. LAN Installation Co. II. Geek Squad. (3%) (30%.) III. Acquired by Best Buy. IV. FLAGSHIP OF BEST BUY WHOLESALE SOLUTIONS

STRATEGY MAKEOVER. Results are measured by the success of all those who have purchased your product or service Jan Gunnarsson & Olle Blohm, The Welcoming Leader Era #1/Obvious Value: Our it works, is

delivered on time (Close) Era #2/Augmented Value: How our it can add valuea useful it (Solve) Era #3/Complex Value Networks: How our system can change you and deliver business advantage (CultureStrategic change) Source: Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

Customer Satisfaction to Customer Success Were getting better at [Six Sigma] every day. But we really need to think about the customers profitability: Are customers bottom lines really benefiting from what we provide them?

Bob Nardelli, then chief of GE Power Systems PSF (or bust) Disintermediation Disintermediation is overrated. Those who fear disintermediation-outsourcing should in fact be afraid of irrelevance; outsourcing is just another

youve become irrelevant to your customers. way of saying that John Battelle/Point/Advertising Battelle/Point/Advertising Age A bureaucrat is an expensive

microchip. Dan Sullivan, consultant and executive coach Sarah: Mom, what do you do? Sarah: Mom, what

do you do? Im overheadthe bureaucrat who runs the cost center called Human Resources. Mom: Anne: Mom, what

do you do? Anne, my human resources team and I are the Rock Stars of Mom: the Age of Talent. We drive our divisions strategic success.

Department Head/Cost center/Overhead to Managing Partner, HR Inc. [IS, R&D, etc.] Technology Executive

HCare CIO: (workin in a hospital) Full-scale, Accountable (life or death) Member-Partner of XYZ Hospitals Senior Healing-Services Team Or/to:

(who happens to be a techie) Fleet Manager Rolling Stock Cost Minimization Officer vs/or Chief of Fleet Lifetime Value Maximization Strategic Supply-chain Executive

Customer Experience Director (via drivers, etc.) PSF Transformation: Credit Department/Trek Was Is Credit Dept Financial Services

Hammer on dealers until they pay. Make dealers successful so they CAN pay. AR sold to 3rd party commercial co. Trek is the commercial financial

Company 23 employees 12 employees Oversee peak AR of $70M Oversee peak AR of $160M Identify risky dealers

Identify opportunities Cost Center Profit Center No products Products: Consulting, MC/Visa, Stored value of gift cards, Gift card

peripherals, Online payments Source: John Burke/0330.06 Are you/your gang the Principal Engine of Value Added Big Idea:

Corporation as MEGA-PSF PSF/Professional Service Firm/Beliefs PROFESSION: CALLING/PASSION TO MAKE A DIFFERENCE/EXCELLENCE (ALWAYS) POINT OF VIEW: KNOW EXACTLY WHAT WE STAND FOR/DRAMATIC DIFFERENCE

CLIENT: ENDURING, TEST-THELIMITRELATIONSHIP/TRUSTED ADVISOR SOLUTION: ROCK HIS-HER WORLD/ WOW/IMPLEMENTED CULTURE CHANGE/ >>> SATISFACTION The Quality and Quantity and Imaginativeness of Innovation [and R & D per se] shall be the same in all functions e.g., in HR and

Iron Innovation Equality Law: purchasing as much as in marketing or product development.* Every PSF must have a formal & formidable R&D budget. PERIOD.

The Professional Service Firm50: Fifty Ways to Transform Your Department into a Professional Service Firm Whose Trademarks Are Passion and Innovation! Photographer: Louise Roach ! Big STINKS

I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for myself? The answer seems obvious Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for myself? The answer seems Buy a very large one and just wait. obvious: Paul Ormerod, Why Most Things

Fail: Evolution, Extinction and Economics YOU DONT GET BETTER BY BEING BIGGER. YOU Dick Kovacevich:

Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that NONE

of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. Financial Times Data drawn from the real world attest to a fact that is beyond

EVERYTHING IN EXISTENCE TENDS TO DETERIORATE. our control: Norberto Odebrecht, Education Through Work Big STINKS: Mid-size

Superstars/The Masters of Motueka MITTELSTAND* ** *agile creatures darting between the legs of the multinational monsters (Bloomberg BusinessWeek, 10.10) **E.g. Goldmann Produktion THE RED CARPET

STORE (Joel Resnick/Flemington NJ) Retail Superstars: Inside the 25 Best Independent Stores in America by George Whalin Jungle Jims International Market, Fairfield, Ohio: An

adventure in shoppertainment, as Jungle Jims calls it, begins in the parking lot and goes on to 1,600 cheeses and, yes, 1,400 varieties of hot sauce not to mention 12,000 wines priced from $8 to $8,000 a bottle; all this is brought to you by 4,000 vendors. Customers come from every corner of the globe.

Bronners Christmas Wonderland, Frankenmuth, 98,000-square-foot shop features the likes of 6,000 Christmas ornaments, 50,000 trims, and anything else Michigan, pop 5,000: you can name if it pertains to Christmas. Source: George Whalin, Retail Superstars Jims Mowing Canada

Jims Mowing UK Jims Antennas Jims Bookkeeping Jims Building Maintenance Jims Carpet Cleaning Jims Car Cleaning Jims Computer Services Jims Dog Wash Jims Driving School Jims Fencing

Jims Floors Jims Painting Jims Paving Jims Pergolas [gazebos] Jims Pool Care Jims Pressure Cleaning Jims Roofing Jims Security Doors Jims Trees Jims Window Cleaning Jims Windscreens

Note: Download, free, Jim Penmans book: What Will They Franchise Next? The Story of Jims Group *Basement Systems Inc. *Larry Janesky *Dry Basement Science (115,000!) *1990: $0; 2003: $13M; 2007: $62,000,000

BE THE BEST. ITS THE ONLY MARKET THATS NOT CROWDED. From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin You do not merely want to be the best of the best.

You want to be considered the only ones who do what you do. Jerry Garcia Lessons [for Everyone] from Retail Superstars! 1. Courses/Workshops/Demos/Engagement

2. Instructional guides/material/books 3. Events & Events & Events 4. Create Community of customers 5. Destination 6. Women-as-customer 7. Staff selection/training/retention (FANATICISM) 8. Fanaticism/Execution 9. Design/Atmospherics/Ambience 10. Tableaus/Products-in-use 11. Flow/starts & finishes (Disney-like) 12. 100% orchestrated experience/focus: Moments of

truth 13. Constant experimentation/Pursue Little BIG Things 14. Social Media/Ongoing conversation with customers 15. Community star 16. Aim high 17. PASSION Small Giants: Companies That Choose to Be Great Instead of Big

Small Giants: Companies that Chose to Be Great Instead of Big (Bo Burlingham) THEY CULTIVATED EXCEPTIONALLY INTIMATE RELATIONSHIPS WITH CUSTOMERS AND SUPPLIERS, based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises. EACH COMPANY HAD AN EXTRAORDINARILY INTIMATE RELATIONSHIP WITH THE LOCAL CITY, TOWN, OR COUNTY in which it did business -- a relationship that went well beyond the usual concept of `giving back. The companies had what struck me as UNUSUALLY

INTIMATE WORKPLACES. I noticed the PASSION that the leaders brought to what the company did. THEY LOVED THE SUBJECT MATTER, whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion." EX10/Entrepreneurial eXcellence TEN 1. Insane Passion for and commitment to the idea. (You must be able to see the beauty in a hamburger bun.)

2. Can explain the idea in Simple English [Spanish] and Excite others about its Uniqueness in ONE MINUTE (or less). 3. Good ACCOUNTANT (Loves the #s)/Wise-man [-woman]/50-50 Partner. 4. Devotee of the Experimental Method (Try it. Now. Fail. Forward. FAST.)/Master of Plan B/Relentless/RESILIENT. 5. Patience in HIRING/Great place to work from the get-go. 6. diversity (Any-all dimensions)/M-F balance.

7. Exude Decency-Character-Integrity. 8. Playfulness/Fun. 9. Sweat the details (EXECUTION = Strategy). 10. EXCELLENCE. Period. Family Businesses Two-thirds of total #s One-half of biggest

>One-half GDP >One-half employment 10% higher value 6% more profitable 7% better ROA Higher income growth Higher revenue growth Source: John Davis, HBS Motueka, New Zealand

Coppins Sea Anchors* *PSA/Para-sea anchors Source: Kia Ora/Air New Zealand magazine 14,000 20,000

30 14,000 20,000 30 14,000/eBay 20,000/Amazon 30/Craigslist

Theres no use trying, said Alice. One cannot believe impossible things. I daresay you havent had much practice, said the Queen. When I was your age, I always did it for half an hour a day. Why, sometimes Ive believed as many as six impossible things before breakfast. Lewis Carroll

Wheres your Craigs List Every project: [WOW!] option? We all agree your theory is crazy. The

question, which divides us, is whether it is crazy enough. Niels Bohr, to Wolfgang Pauli We are crazy. We should do something when people say If people say something is

good, it means someone else is already doing it. it is crazy. Hajime Mitarai, Canon Kevin Roberts Credo 1. Ready. Fire! Aim. 2.

3. 4. 5. 6. 7. 8. 9. If it aint broke ... Break it! Hire crazies. Ask dumb questions.

Pursue failure. Lead, follow ... or get out of the way! Spread confusion. Ditch your office. Read odd stuff. 10. AVOID MODERATION! Built to Last

vs Built to Change/ Rock the World TP#1*: !

NETSCAPE *Where would you rather have worked for those 5 years, Netscape or BankAmerica? (Where, 25 years from now, would you rather to be able to tell someonee.g., grandchildthat you worked?) The greatest danger for most of us is not that our aim is too high and we miss it,

but that it is too low and we reach it. Michelangelo Innovation Index Innovation Index: How many of your Top 5 Strategic

Initiatives/Key Projects score 8 or higher [out of 10] on a Weird/Profound/ Wow/Game-changer Scale? ! Excellence Excellence can be obtained if you:

... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible. Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM) Life 101: A 40-year Reflection Go on offense.

Give everybody a shot. Decentralize. Try a bunch of stuff. Make it up as you go along. Get some stuff wrong. Laugh a lot. Get some stuff right. Become a success. Extract lessons learned or best practices. Thicken the Book of Rules for Success. Become evermore serious.

Enforce the rules to increasingly tight tolerances. Go on defense. Install walls. Protect-at-all-costs todays franchise. Centralize. Calcify. Install taller walls. Write more rules. Become irrelevant and/or die. If I had any epitaph that I

would rather have more than any other, it would be to say disturbed the sleep of my generation. that I had Adlai Stevenson I WANT TO BE THOROUGHLY

USED UP WHEN I DIE. Life is no brief candle to me. It is a sort of splendid torch which I have got hold of for the moment, and I want to make it burn as brightly as possible before handing it on to future generations. George Bernard Shaw "The reasonable man adapts himself to the world. The

unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man. GB Shaw, Man and Superman: The Revolutionists' Handbook "Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but

to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting GERONIMO! Bill McKenna, professional motorcycle racer (Cycle magazine 02.1982) ! Excellence

EXCELLENCE. Always. If not EXCELLENCE, what? If not EXCELLENCE now, when?

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