LONG Tom Peters’ Re-Imagine EXCELLENCE ! Firebirds Annual Managers Awards Meeting Marriott Harbor...

LONGLONG

Tom Peters’Tom Peters’

Re-ImagineRe-Imagine

EXCELLENCEEXCELLENCE!!Firebirds Annual Managers Awards MeetingFirebirds Annual Managers Awards Meeting

Marriott Harbor Beach Resort & Spa/30 March 2015Marriott Harbor Beach Resort & Spa/30 March 2015

(For more see tompeters.com and our fully annotated 23-part (For more see tompeters.com and our fully annotated 23-part Master Compendium [“Mother of All Presentations”] at excellencenow.com)Master Compendium [“Mother of All Presentations”] at excellencenow.com)

““YOUR YOUR CUSTOMERS CUSTOMERS

WILL NEVER BE WILL NEVER BE ANY HAPPIER ANY HAPPIER THAN YOUR THAN YOUR

EMPLOYEES.”EMPLOYEES.”

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

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

sir?”sir?”

““What employees experience, What employees experience, Customers will. The best marketing is Customers will. The best marketing is

happy, engaged employees.happy, engaged employees. Your Your customers will customers will never be any never be any

happier than your happier than your employees.”employees.” —John DiJulius, —John DiJulius,

The Customer Service Revolution: Overthrow Conventional The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the WorldBusiness, Inspire Employees, and Change the World

““It may sound radical, unconventional, and It may sound radical, unconventional, and bordering on being a crazy business idea. bordering on being a crazy business idea. However— as ridiculous as it sounds—joy is However— as ridiculous as it sounds—joy is

the core belief of our workplace. the core belief of our workplace.

JoyJoy is the reason my company, is the reason my company,

Menlo Innovations, a customer software Menlo Innovations, a customer software design and development firm in Ann Arbor, design and development firm in Ann Arbor,

exists. It defines what we do and how we do it. exists. It defines what we do and how we do it. It is the single shared belief of our entire It is the single shared belief of our entire

team.”team.”

——Richard Sheridan, Richard Sheridan, Joy, Inc.: Joy, Inc.: How We Built a Workplace People LoveHow We Built a Workplace People Love

““Every year, for 25 years, is a Every year, for 25 years, is a startup. For that matter, every startup. For that matter, every

event is a start up. No customers. event is a start up. No customers.

Not one sinNot one singgle le satisfied satisfied

customercustomer!! I take I take

nothingnothing for granted.” for granted.” —Jose Salibi Neto*—Jose Salibi Neto*

*Only person to push Peter Drucker around! Radio City Music Hall!*Only person to push Peter Drucker around! Radio City Music Hall!

““Caesars’ Caesars’ Entertainment Entertainment have bet have bet

their future on their future on harvestinharvestingg ppersonal ersonal

data rather than data rather than develodeveloppiningg the fanciest the fanciest

pproroppertieserties.”.” —Adam Tanner, —Adam Tanner,

What Stays in Vegas: What Stays in Vegas: The World of Personal Data—Lifeblood of Big The World of Personal Data—Lifeblood of Big Business—and the End of Privacy as We Know itBusiness—and the End of Privacy as We Know it

Master or Mauled in the Age of Social Media:Master or Mauled in the Age of Social Media:

““What used to be “word of What used to be “word of mouth” is now “word of mouth” is now “word of

mouse.” mouse.” You are either You are either creating brand creating brand

ambassadors or brand ambassadors or brand terrorists doing brand terrorists doing brand

assassination.”assassination.”——John DiJulius, John DiJulius, The Customer Service Revolution: Overthrow The Customer Service Revolution: Overthrow

Conventional Business, Inspire Employees, and Change the WorldConventional Business, Inspire Employees, and Change the World

CONRAD HILTON …CONRAD HILTON …

CONRADCONRAD HILTONHILTON, at a gala celebrating, at a gala celebrating his career, was called to the podium and his career, was called to the podium and

asked,asked, “What were the most important

lessons you learned in your long and

distinguished career?” His answer …His answer …

““Remember Remember to tuck the to tuck the

shower curtain shower curtain inside the inside the bathtubbathtub.”.”

““Amateurs talk Amateurs talk about strategy. about strategy.

Professionals talk Professionals talk about logistics.”about logistics.”

——Omar Bradley, commander of American troops/D-DayOmar Bradley, commander of American troops/D-Day

““COSTCO FIGURED OUT COSTCO FIGURED OUT

THE THE BIGBIG,, SIMPLESIMPLE THINGS THINGS

AND AND EXECUTEDEXECUTED WITH TOTAL WITH TOTAL

FANATICISMFANATICISM.”.”

—Charles Munger, Berkshire Hathaway—Charles Munger, Berkshire Hathaway

PeoplePeople!! CustomersCustomers!!

ActionAction!! ValuesValues!!

Excellence1982: The Bedrock “EiExcellence1982: The Bedrock “Eigght Basics”ht Basics”

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

““Breakthrough” 82*Breakthrough” 82*

People! People! Customers! Customers!

Action! Action! ValuesValues! !

**In Search of ExcellenceIn Search of Excellence

In Search of ExcellenceIn Search of Excellence/twitterized/127 characters /twitterized/127 characters including including quotation marks and spaces:quotation marks and spaces:

““Cherish your people. Cherish your people. Cuddle your customers. Cuddle your customers. Wander around. ‘Try it’ Wander around. ‘Try it’

beats ‘talk about it.’ beats ‘talk about it.’ Pursue EXCELLENCE. Pursue EXCELLENCE.

Tell the truth.”Tell the truth.”

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

EXCELLENCE is the ultimate EXCELLENCE is the ultimate short-term strategy. short-term strategy.

EXCELLENCE is … THEEXCELLENCE is … THE

NEXTNEXT 55 MINUTESMINUTES..**

(*Or (*Or NOTNOT.).)

People:People:1/4,0961/4,096

““Business has to Business has to give people give people enriching, enriching,

rewarding lives …rewarding lives …

1/4,096: excellencenow.com1/4,096: excellencenow.com

““Business has to give people enriching, Business has to give people enriching,

rewarding lives … rewarding lives … or it's or it's simsimppllyy not not

worth worth doindoing.”g.”

——Richard BransonRichard Branson

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

employees like employees like customers.”customers.” —Herb —Herb

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

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

Southwest Airlines Southwest Airlines (SWA’s pilots union took out a full-page ad in (SWA’s pilots union took out a full-page ad in USA USA TodayToday

thanking HK for all he had done) thanking HK for all he had done) ; across the way in Dallas, American ; across the way in Dallas, American Airlines’ pilots were Airlines’ pilots were picketingpicketing AA’s Annual Meeting)AA’s Annual Meeting)

““May I help May I help you down you down

the jetway.”the jetway.”

““We look for ... We look for ... listening, caring, listening, caring, smiling, saying smiling, saying

‘Thank you,’ being ‘Thank you,’ being warm.” warm.” — Colleen Barrett, former President, Southwest — Colleen Barrett, former President, Southwest

AirlinesAirlines

““It’s simple, really, It’s simple, really,

Tom. Hire forTom. Hire for s, s, and, and, aboveabove allall, ,

ppromoteromote for for s.”s.” —Starbucks regional manager,

on why so many smiles at Starbucks shops

““hostmanship”/hostmanship”/““consideration consideration

renovation”renovation”

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

work or where management has made customers its highest priority?’”work or where management has made customers its highest priority?’” ““We We went throuwent througgh the hotel and made ah the hotel and made a ... ... ‘‘consideration renovation.consideration renovation.’ ’ Instead of Instead of redoinredoingg bathrooms, dinin bathrooms, dining g rooms, and rooms, and gguest rooms, we uest rooms, we ggave emave empploloyyees new ees new

uniforms, bouuniforms, bougght flowers and fruit, and ht flowers and fruit, and chanchangged colors.ed colors. Our focus was totallOur focus was totallyy on on the staff.the staff. TheTheyy were the ones we wanted were the ones we wanted to make hato make happy.ppy. We wanted them to wake up everWe wanted them to wake up everyy mornin morningg excited excited

about a new daabout a new dayy at work at work.” .” —Jan Gunnarsson and Olle Blohm, —Jan Gunnarsson and Olle Blohm, Hostmanship: Hostmanship: The Art of Making People Feel WelcomeThe Art of Making People Feel Welcome..

“ … “ … The guest comes into The guest comes into the picture only when you the picture only when you are ready to ask, are ready to ask, ‘‘Would Would you prefer to stay at a you prefer to stay at a

hotel where the staff love hotel where the staff love their work or where their work or where

management has made management has made customers its highest customers its highest

priority?’priority?’””

Rocket Science. Rocket Science. NOT.NOT.

““If you want staff to If you want staff to give great service, give great service, give great service give great service

to staff.” to staff.” ——Ari Weinzweig, Zingerman’s Ari Weinzweig, Zingerman’s

Source: Source: Small Giants: Companies That Choose to Be Small Giants: Companies That Choose to Be Great Instead of Big, Great Instead of Big, Bo BurlinghamBo Burlingham

EXCELLENT EXCELLENT customer experiencecustomer experiencedepends … depends … entirely …entirely …

onon EXCELLENT EXCELLENT employee experience!employee experience!

If you want to WOW your If you want to WOW your

customers, customers, FIRSTFIRST you you must WOW those whomust WOW those who WOW the customers!WOW the customers!

““G-E-N-I-U-S”G-E-N-I-U-S”Getting more and more cantankerous (short tempered!)Getting more and more cantankerous (short tempered!)

about this:about this: Job #1Job #1 (& #2 & #3)(& #2 & #3) is to abet peoples' personal is to abet peoples' personal

growth. All other good things growth. All other good things flow there from.flow there from.My idea of a gen-u-ine "genius“My idea of a gen-u-ine "genius“

"breakthrough" idea:"breakthrough" idea: If If yyou work ou work yyour our heart out to helheart out to helpp ppeoeopple le ggrow, row,

thetheyy'll work their hearts out'll work their hearts out to to ggive customers a ive customers a ggreat reat

exexpperienceerience..

““What employees experience, What employees experience, Customers will. The best marketing is Customers will. The best marketing is

happy, engaged employees.happy, engaged employees. Your Your customers will customers will never be any never be any

happier than your happier than your employees.”employees.” —John DiJulius, —John DiJulius,


““In a world where customers wake up In a world where customers wake up every morning asking, ‘What’s new, every morning asking, ‘What’s new, what’s different, what’s amazing?’ what’s different, what’s amazing?’

success desuccess deppends on a ends on a comcomppananyy’s abilit’s abilityy to unleash to unleash initiative, imainitiative, imaggination and ination and ppassion of emassion of empploloyyees at all ees at all

levelslevels —and this can only happen if all —and this can only happen if all those folks are connected heart and soul those folks are connected heart and soul

to their work [their ‘calling’], their to their work [their ‘calling’], their company and their mission.”company and their mission.” —John Mackey and —John Mackey and

Raj Sisoda,Raj Sisoda, Conscious Capitalism: Conscious Capitalism: Liberating the Heroic Spirit of BusinessLiberating the Heroic Spirit of Business

Wegmans Wegmans (was #1/Best Company to Work For in USA)(was #1/Best Company to Work For in USA)

Container Store Container Store (was #1/Best Company to Work For in USA)(was #1/Best Company to Work For in USA)

Whole FoodsWhole FoodsCostcoCostcoPublixPublix

Darden RestaurantsDarden RestaurantsBuild-A-Bear Build-A-Bear WorkshopsWorkshopsStarbucksStarbucks

1996-2014/12 companies every year/ 1996-2014/12 companies every year/ 341,567 new jobs/+172%:341,567 new jobs/+172%:

PublixPublixWhole FoodsWhole FoodsWegmansWegmansNordstromNordstromCisco SystemsCisco Systems

MarriottMarriottREIREIGoldman SachsGoldman Sachs

Four SeasonsFour SeasonsSAS InstituteSAS InstituteW.L. GoreW.L. GoreTDIndustriesTDIndustriesSource: Source: FortuneFortune/ “The 100 Best Companies to Work / “The 100 Best Companies to Work For”/0315.15For”/0315.15

100 Best Companies to Work for, 100 Best Companies to Work for,

1984-2009:1984-2009: Plus Plus 3.5% 3.5% pper annumer annum risk risk adjusted returnsadjusted returns

Source: Source: FortuneFortune/“The 100 Best Companies to Work /“The 100 Best Companies to Work For”/0315.15/Alex Edmunds, WhartonFor”/0315.15/Alex Edmunds, Wharton

““Contrary to conventional Contrary to conventional corporate thinking, treating corporate thinking, treating retail workers much better retail workers much better

may make everyone may make everyone (including their employers) (including their employers)

much richer.”much richer.” * *** **

**DuhDuh!!**Cited in particular, **Cited in particular, The Good Jobs StrategyThe Good Jobs Strategy, ,

by M.I.T. professor Zeynep Ton.by M.I.T. professor Zeynep Ton.

The Good Jobs Strategy: The Good Jobs Strategy: How the Smartest How the Smartest

Companies Invest in Companies Invest in Employees to Lower Costs Employees to Lower Costs & Boost Profits& Boost Profits —Zeynep Ton, MIT Sloan School—Zeynep Ton, MIT Sloan School

Notes: Cases all retail, including Costco and Trader Joe’s. Notes: Cases all retail, including Costco and Trader Joe’s.

E.g., Costco: Average hourly pay E.g., Costco: Average hourly pay $20.89$20.89—40% greater —40% greater than #1 competitor, Sam’s Club. than #1 competitor, Sam’s Club.

Profit Through Putting People First Business Book ClubProfit Through Putting People First Business Book Club

Nice Companies Finish First: Why Cutthroat Management Is Over—and Nice Companies Finish First: Why Cutthroat Management Is Over—and Collaboration Is In, Collaboration Is In, by Peter Shankman with Karen Kellyby Peter Shankman with Karen KellyUncontainable: How Passion, Commitment, and Conscious Capitalism Built a Uncontainable: How Passion, Commitment, and Conscious Capitalism Built a Business Where Everyone Thrives, Business Where Everyone Thrives, by Kip Tindell, CEO Container Storeby Kip Tindell, CEO Container StoreConscious Capitalism: Liberating the Heroic Spirit of Business, Conscious Capitalism: Liberating the Heroic Spirit of Business, by John by John Mackey, CEO Whole Foods, and Raj SisodiaMackey, CEO Whole Foods, and Raj SisodiaFirms of Endearment: How World-Class Companies Profit from Passion and Firms of Endearment: How World-Class Companies Profit from Passion and Purpose, Purpose, by Raj Sisodia, Jag Sheth, and David Wolfeby Raj Sisodia, Jag Sheth, and David WolfeThe Good Jobs Strategy: How the Smartest Companies Invest in Employees to The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits, Lower Costs and Boost Profits, by Zeynep Ton, MITby Zeynep Ton, MITJoy, Inc.: How We Built a Workplace People Love, Joy, Inc.: How We Built a Workplace People Love, by Richard Sheridan, CEO by Richard Sheridan, CEO Menlo InnovationsMenlo InnovationsEmployees First, Customers Second: Turning Conventional Management Employees First, Customers Second: Turning Conventional Management Upside Down, Upside Down, by Vineet Nayar, CEO, HCL Technologiesby Vineet Nayar, CEO, HCL TechnologiesThe Customer Comes Second: Put Your People First and Watch ’Em Kick Butt, The Customer Comes Second: Put Your People First and Watch ’Em Kick Butt, by Hal Rosenbluth, former CEO, Rosenbluth Internationalby Hal Rosenbluth, former CEO, Rosenbluth InternationalIt’s Your Ship: Management Techniques from the Best Damn Ship in the Navy, It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy, by Mike Abrashoff, former commander, USS Benfoldby Mike Abrashoff, former commander, USS BenfoldTurn This Ship Around; How to Create Leadership at Every Level, Turn This Ship Around; How to Create Leadership at Every Level, by L. David Marquet, former commander, SSN Santa Feby L. David Marquet, former commander, SSN Santa FeSmSmall Giants: Companies That Choose to Be Great Instead of Big, all Giants: Companies That Choose to Be Great Instead of Big, by Bo Burlinghamby Bo BurlinghamJoy at Work: A Revolutionary Approach to Fun on the Job, Joy at Work: A Revolutionary Approach to Fun on the Job, by Dennis Bakke, by Dennis Bakke, former CEO, AES Corporationformer CEO, AES CorporationThe Dream Manager, The Dream Manager, by Matthew Kellyby Matthew KellyThe Soft Edge: Where Great Companies Find Lasting Success, The Soft Edge: Where Great Companies Find Lasting Success, by Rich by Rich Karlgaard, publisher, ForbesKarlgaard, publisher, Forbes

Brand Brand = =

Talent.Talent.

Our Mission

TO DEVELOP AND MANAGE TALENT;TO DEVELOP AND MANAGE TALENT;TO APPLY THAT TALENT,TO APPLY THAT TALENT,

THROUGHOUT THE WORLD, THROUGHOUT THE WORLD, FOR THE BENEFIT OF CLIENTS;FOR THE BENEFIT OF CLIENTS;TO DO SO IN PARTNERSHIP; TO DO SO IN PARTNERSHIP;

TO DO SO WITH PROFIT.TO DO SO WITH PROFIT.

WPP

"When I hire "When I hire someone, that's someone, that's

when when I I ggo to o to work for work for

themthem.”.” —John DiJulius,—John DiJulius, "What's the Secret to "What's the Secret to

Providing a World-class Customer Experience"Providing a World-class Customer Experience"

““I start with the I start with the premise that the premise that the

function of function of leadership is to leadership is to pproduce more roduce more

leadersleaders, not more , not more followers.”followers.” ——Ralph NaderRalph Nader

““I didn’t have a ‘mission statement’ I didn’t have a ‘mission statement’ at Burger King. I had a dream. at Burger King. I had a dream.

Very simple. It was something like, Very simple. It was something like,

‘‘BurBurgger Kiner Kingg is 250,000 is 250,000 ppeoeopple, everle, everyy one of one of

whom whom ggives a shitives a shit.’.’ Every Every one. Accounting. Systems. Not just one. Accounting. Systems. Not just

the drive through. Everyone is ‘in the the drive through. Everyone is ‘in the brand.’ That’s what we’re talking brand.’ That’s what we’re talking

about, nothing less.”about, nothing less.”

— Barry Gibbons, former CEO, Burger King— Barry Gibbons, former CEO, Burger King

THE DREAM MANAGERTHE DREAM MANAGER — by Matthew Kelly— by Matthew Kelly

““AN ORGANIZATION CAN ONLY BECOME THE-AN ORGANIZATION CAN ONLY BECOME THE-BEST-VERSION-OF-ITSELF TO THE EXTENT THAT BEST-VERSION-OF-ITSELF TO THE EXTENT THAT THE PEOPLE WHO DRIVE THAT ORGANIZATION THE PEOPLE WHO DRIVE THAT ORGANIZATION ARE STRIVING TO BECOME BETTER-VERSIONS-ARE STRIVING TO BECOME BETTER-VERSIONS-OF-THEMSELVES.”OF-THEMSELVES.” “A company’s purpose is to become “A company’s purpose is to become

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

achieve its purpose’—achieve its purpose’—BUT THEY WOULD BE WRONGBUT THEY WOULD BE WRONG. . That is certainly part of the employee’s role, but an employee’s That is certainly part of the employee’s role, but an employee’s primary purpose is to become the-best-version-of-himself or –primary purpose is to become the-best-version-of-himself or –

herself. … When a company forgets that it exists to serve herself. … When a company forgets that it exists to serve

customers, it quickly goes out of business.customers, it quickly goes out of business. OUR OUR EMPLOYEES AREEMPLOYEES ARE

OUR FIRST CUSTOMERS, AND OUR MOST OUR FIRST CUSTOMERS, AND OUR MOST IMPORTANT CUSTOMERS.”IMPORTANT CUSTOMERS.”

The The 7-Step7-StepMethodMethod

7 Steps to Sustaining Success7 Steps to Sustaining Success

You take care of the people. You take care of the people. The people take care of the service. The people take care of the service. The service takes care of the customer.The service takes care of the customer.The customer takes care of the profit. The customer takes care of the profit. The profit takes care of the re-investment.The profit takes care of the re-investment.The re-investment takes care of the re-invention. The re-investment takes care of the re-invention. The re-invention takes care of the future.The re-invention takes care of the future.(And at every step the only measure is EXCELLENCE.)(And at every step the only measure is EXCELLENCE.)

7 Steps to Sustaining Success: And it starts with …7 Steps to Sustaining Success: And it starts with …

YouYou take take care of the care of the people. people.

Training = Training = InvestmentInvestment

#1#1!!

6/2/36/2/3**

*It takes Jerry Seinfeld *It takes Jerry Seinfeld SIX SIX MONTHSMONTHS to develop to develop

TWO TWO oror THREE THREE MINUTESMINUTES of new material of new material (documentary: (documentary: ComedianComedian))

Basketball coach John Wooden, perhaps the best coach of Basketball coach John Wooden, perhaps the best coach of

anything, ever:anything, ever: “I was never “I was never much of a game coach, much of a game coach, but I was a pretty good but I was a pretty good

practice coach.”practice coach.”

Hall of fame football coach Bill Walsh on preparation:Hall of fame football coach Bill Walsh on preparation:

““The score takes care The score takes care of itself.”of itself.”

In the Army, In the Army, 33--star star ggeneralsenerals worry about worry about

training. In most training. In most businesses, it's a businesses, it's a

“ho-hum” mid-level “ho-hum” mid-level staff function.staff function.

Why Why (why(why whywhy whywhy whywhy whywhy whywhy whywhy whywhy whywhy whywhy

whywhy whywhy why)why) is intensive-is intensive-extensive training obvious extensive training obvious

for the army & navy & for the army & navy & sports teams & performing sports teams & performing

arts groups—but arts groups—but not for the average business?for the average business?

Is your Is your CTOCTO/Chief /Chief Training Officer your top Training Officer your top paid “C-level” job (other paid “C-level” job (other

than CEO/COO)?than CEO/COO)?

Are your top trainers Are your top trainers paid/cherished as much paid/cherished as much as your top marketers/ as your top marketers/

engineers?engineers?

Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?If not, why not?If not, why not?Are your top trainers paid as much as your top marketers and engineers?Are your top trainers paid as much as your top marketers and engineers?If not, why not?If not, why not?

Are your training Are your training courses so good courses so good they make you they make you giggle and tingle?giggle and tingle?If not, why not?If not, why not?Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the next Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the next 12 months?12 months?If not, why not?If not, why not?Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, the military?the military?If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you? If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you?

Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?If not, why not?If not, why not?

Are your top trainers paid as much as your top marketers and engineers?Are your top trainers paid as much as your top marketers and engineers?If not, why not?If not, why not?

Are your training courses so good they make you giggle and tingle?Are your training courses so good they make you giggle and tingle?If not, why not?If not, why not?

Randomly stop an employee Randomly stop an employee in the hall: Can she/he in the hall: Can she/he meticulously describe meticulously describe her/his development plan her/his development plan for the next 12 months?for the next 12 months?If not, why not?If not, why not?

Why is your world of business any different than the (competitive) world of rugby, football, Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, opera, theater, the military?the military?If “people/talent first” and hyper-intense continuous training are laughably obviously for If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you? them, why not you?

Boss & RPD:Boss & RPD: Your (boss) job is Your (boss) job is safer if every one of your safer if every one of your

team members is team members is committed to committed to

RPDRPD/Radical /Radical Personal Personal

DevelopmentDevelopment. Actively . Actively support one support one

and all!and all!

Gamblin’ ManGamblin’ Man

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

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

What is the best reason to go What is the best reason to go bananas over training? bananas over training?

GREED.GREED. (It pays off.) (It pays off.)

(NB: Training should be an official part of(NB: Training should be an official part of

the the R&DR&D budget and a capital expense.) budget and a capital expense.)

““training, training, TRAINING and TRAINING and

M-O-R-E M-O-R-E T-R-A-I-N-I-N-G”T-R-A-I-N-I-N-G”

——CINCPAC/Commander-In-Chief Pacific Chester Nimitz to CINCPAC/Commander-In-Chief Pacific Chester Nimitz to CNO/Chief of Naval Operations Ernest KingCNO/Chief of Naval Operations Ernest King/1943/1943

(punctuation Nimitz’s, NOT mine); when Pearl Harbor (punctuation Nimitz’s, NOT mine); when Pearl Harbor occurred,occurred,

U.S. Navy preparation was found wanting—U.S. Navy preparation was found wanting—the crews’ the crews’ training, Nimitz firmly believed, was more important than the training, Nimitz firmly believed, was more important than the

numbernumber of available war ships.of available war ships.

““The topic is probably the oldest and biggest debate in The topic is probably the oldest and biggest debate in

Customer service. Customer service. What is more important: What is more important: How well you hire, or the training and How well you hire, or the training and

culture you bring your employees into? culture you bring your employees into?

While both are very important, While both are very important, 7575

percent is the Customer service training percent is the Customer service training and the service culture of your companyand the service culture of your company. .

Do you really think that Disney has found 50,000 Do you really think that Disney has found 50,000 amazing service-minded people? There probably aren’t amazing service-minded people? There probably aren’t

50,000 people on earth who were born to serve. 50,000 people on earth who were born to serve. Companies like Ritz-Carlton and Disney find good people Companies like Ritz-Carlton and Disney find good people

and put them in such a strong service and training and put them in such a strong service and training environment that doesn’t allow for accept anything less environment that doesn’t allow for accept anything less

than excellencethan excellence.” .”

——John DiJulius, John DiJulius, The Customer Service Revolution: Overthrow The Customer Service Revolution: Overthrow Conventional Business, Inspire Employees, and Change the WorldConventional Business, Inspire Employees, and Change the World

““Only businesses built on the premise Only businesses built on the premise that employee and Customer loyalty are that employee and Customer loyalty are their strongest assets are the ones that their strongest assets are the ones that thrive and emerge as market leaders for thrive and emerge as market leaders for

the long term. the long term. These These businesses realize that businesses realize that

Customer service training Customer service training is an investment, not an is an investment, not an

expense.”expense.” —John DiJulius, —John DiJulius,


HiringHiring

Observed closely: The use ofObserved closely: The use of

“I”“I” oror

“We”“We” during aduring a

job interview.job interview.

Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,” Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

2/Year = 2/Year = LegacyLegacy

Promotion DecisionsPromotion Decisions

“life and “life and death death

decisions”decisions”Source: Peter Drucker, Source: Peter Drucker, The Practice of ManagementThe Practice of Management

““A man should A man should nevernever be promoted to a be promoted to a

managerial position if his managerial position if his vision focuses on people’s vision focuses on people’s

weaknesses rather rather than on their than on their

strengths.”.” —Peter Drucker, —Peter Drucker, The Practice of ManagementThe Practice of Management

SelfSelf--EvaluationEvaluation

““To develop To develop others, start others, start

with with yyourselfourself.”.”

—Marshall Goldsmith—Marshall Goldsmith

““Being aware of Being aware of yourself yourself and how and how yyou ou

affect everaffect everyyone around one around yyouou is what is what

distindistingguishesuishes a superior a superior leader.”leader.”

—Edie Seashore (—Edie Seashore (strategy + businessstrategy + business #45) #45)

““How can a high-level leader like _____ How can a high-level leader like _____ be so out of touch with the truth about be so out of touch with the truth about

himself? It’s more common than you himself? It’s more common than you

would imagine. would imagine. In fact, the higher up the ladder a leader climbs, the less

accurate his self-assessment is likely to be.

The problem is an acute lack of The problem is an acute lack of feedback [especially on people issues].”feedback [especially on people issues].”

—Daniel Goleman (et al.), —Daniel Goleman (et al.), The New LeadersThe New Leaders

"Everyone thinks "Everyone thinks of changing the of changing the

world, but no one world, but no one thinks of thinks of changing changing

himself." himself." —Leo Tolstoy—Leo Tolstoy

11stst-Line Bosses -Line Bosses (Cadre of) = (Cadre of) =

Productivity Asset Productivity Asset

#1#1!!

If the regimental commander lost most of his If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and 2nd lieutenants and 1st lieutenants and

captains and majors, it would be a tragedy. captains and majors, it would be a tragedy.

If he lost his If he lost his serserggeants it would eants it would be a catastrobe a catastropphehe. . The The

Army and the Navy are fully aware that Army and the Navy are fully aware that success on the battlefield is dependent to an success on the battlefield is dependent to an extraordinary degree on its Sergeants and extraordinary degree on its Sergeants and Chief Petty Officers. Does industry have the Chief Petty Officers. Does industry have the

same awareness?same awareness?

Employee retention Employee retention && satisfaction satisfaction && productivity: productivity: OverwhelminOverwhelminggllyy

based on the based on the

first-line first-line manamanagger!er!

Source: Marcus Buckingham & Curt Coffman, Source: Marcus Buckingham & Curt Coffman, First, Break All the First, Break All the Rules: What the World’s Greatest Managers Do DifferentlyRules: What the World’s Greatest Managers Do Differently

““People People leave leave

manamanaggersers not not companies.”companies.”

——Dave WheelerDave Wheeler

Is there Is there ONEONE “secret” “secret” to productivity and to productivity and

employee satisfaction?employee satisfaction?

YESYES!!

The Quality of your The Quality of your FULLFULL CADRECADRE of … of …1st-line Leaders.1st-line Leaders.

E.g.: Do you have the ...E.g.: Do you have the ... ABSOLUTEABSOLUTE BEST BEST TRAINING & TRAINING & DEVELOPMENT DEVELOPMENT PROGRAMSPROGRAMSIN THE INDUSTRYIN THE INDUSTRY ... ...

(or some subset thereof)(or some subset thereof) for first-line supervisors?for first-line supervisors?

WOMEN RULEWOMEN RULE!!

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

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

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

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

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

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

““Research Research suggests that suggests that to succeed, to succeed,

start by start by promoting promoting women.”women.”

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

““In my In my experience, experience,

women make women make much better much better

executives than executives than men.”men.” —Kip Tindell, CEO, Container —Kip Tindell, CEO, Container

Store, from Store, from UNCONTAINABLEUNCONTAINABLE

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find that New Studies find that

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

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

““Women are rated higher in fully Women are rated higher in fully 12 of the 16 competencies that go 12 of the 16 competencies that go into outstanding leadership. into outstanding leadership. And And two of the traits where women two of the traits where women outscored men to the highest outscored men to the highest degree — taking initiative and degree — taking initiative and driving for results — have long driving for results — have long been thought of as particularly been thought of as particularly

male strengths.”male strengths.”

——Harvard Business ReviewHarvard Business Review (Courtesy: Dan (Courtesy: Dan Rockwell/Leadership Freak)Rockwell/Leadership Freak)

For One (For One (BIGBIG) Thing …) Thing …

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

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

other measures. Operating profit other measures. Operating profit

was …was … 56%56% higher.”higher.”

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

THE MORAL THE MORAL IMPERATIVE:IMPERATIVE:

PEOPLE PEOPLE DEVELOPMENTDEVELOPMENT

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

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

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

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

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

In In Good BusinessGood Business, Mihaly Csikszentmihalyi argues , Mihaly Csikszentmihalyi argues persuasively that business has become the center of society. persuasively that business has become the center of society.

As such, an obligation to community is front & center. As such, an obligation to community is front & center. Business as societal bedrock, has theBusiness as societal bedrock, has the

RESPONSIBILITYRESPONSIBILITY to increase theto increase the

““SUMSUM OF HUMANOF HUMAN WELLWELL--BEINGBEING.”.” Business is NOT "part of the community."Business is NOT "part of the community."

In terms of how adults collectively spend their waking In terms of how adults collectively spend their waking

hours …hours … BUSINESSBUSINESS ISIS THETHE COMMUNITYCOMMUNITY.. And should act accordingly. The And should act accordingly. The

(REALLY) good news:(REALLY) good news: Community mindednessCommunity mindedness is a great way (THE best way?) to have is a great way (THE best way?) to have

spirited/committed/ customer-centric work force—and, spirited/committed/ customer-centric work force—and, ultimately, increase (maximize?) profitability!ultimately, increase (maximize?) profitability!

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

actors and actresses canactors and actresses can become more than become more than thetheyy’ve ever been ’ve ever been

before,before, more than themore than they’y’ve ve dreamed of beindreamed of being.”g.”

——Robert Altman, Oscar acceptance speechRobert Altman, Oscar acceptance speech

#3: Provide a pride-#3: Provide a pride- worthy job.*worthy job.*#2: Help people be#2: Help people be successful at theirsuccessful at their current job.current job.#1: Help people grow/#1: Help people grow/ prepare for anprepare for an uncertain future.**uncertain future.***“Provide a secure job.”—*“Provide a secure job.”—NOT POSSIBLE IN 2014NOT POSSIBLE IN 2014..**Society—and profitability—demands this. (Or should!)**Society—and profitability—demands this. (Or should!)

11/48/48

Lesson48:Lesson48: WTTMSWTTMS

WW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFWINSWINS

Excellence82: The Bedrock “EiExcellence82: The Bedrock “Eigght Basics”ht Basics”

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

““WE HAVE A WE HAVE A STRATEGIC PLAN. STRATEGIC PLAN.

IT’S CALLED ‘DOING IT’S CALLED ‘DOING THINGS.’ ”THINGS.’ ” —Herb Kelleher—Herb Kelleher

“DON’T ‘PLAN.’ “DON’T ‘PLAN.’ DO STUFF.”DO STUFF.”

—David Kelley/IDEO

READY.READY.FIRE!FIRE!AIM.AIM.

H. Ross Perot (vs H. Ross Perot (vs “Aim! Aim! Aim!”“Aim! Aim! Aim!” /EDS vs GM/1985) /EDS vs GM/1985)

““FAIL. FORWARD. FAIL. FORWARD. FAST.”FAST.”

—High Tech CEO, Pennsylvania

“FAIL FASTER. SUCCEED “FAIL FASTER. SUCCEED SOONER.”SOONER.”

—David Kelley/IDEO

“MOVE FAST. “MOVE FAST.

BREAK THINGS.”BREAK THINGS.” —Facebook—Facebook

““I What really matters is that I What really matters is that companies that don’t continue to companies that don’t continue to

experiment—experiment—companies companies that don’t that don’t

embrace failureembrace failure — —they eventually get in a desperate they eventually get in a desperate

position, where the only thing position, where the only thing they can do is make a ‘Hail Mary’ they can do is make a ‘Hail Mary’

bet at the end.”bet at the end.” ——Jeff Bezos at Jeff Bezos at Business InsiderBusiness Insider “Ignition” conference, 1202.14 “Ignition” conference, 1202.14

WTTMSWTTMSASTMSUASTMSUTFTFWW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFAND AND SCREWS SCREWS THE THE MOST MOST STUFF STUFF UPUPTHETHEFASTESTFASTESTWINSWINS

TGRs:TGRs:8/808/80

CustomersCustomers describing their service describing their service

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

the service experience they provide the service experience they provide asas

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

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

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

sir?”sir?”

It It BEGINSBEGINS (and (and ENDSENDS) )

in the …in the …

PARKINGPARKING LOTLOT**

*Disney*Disney

<TG<TGWandand … …

>TG>TGRR(Things Gone (Things Gone WRONG-Things Gone -Things Gone RIGHTRIGHT))

““ExExpperienceseriences are as distinct are as distinct from servicesfrom services

as services are as services are from goods.”from goods.”

—Joe Pine & Jim Gilmore, —Joe Pine & Jim Gilmore, The Experience Economy: The Experience Economy: Work Is Theatre & Every Business a StageWork Is Theatre & Every Business a Stage

““IT’S IT’S ALWAYSALWAYS SHOWTIME.”SHOWTIME.”

—David D’Alessandro, —David D’Alessandro, Career WarfareCareer Warfare

TGRs:TGRs: K = R = K = R =

PP

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

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

"Let's not forget that small emotions "Let's not forget that small emotions are the great captains of our lives."are the great captains of our lives."

—Van Gogh—Van Gogh

“The deepest principle in human “The deepest principle in human nature is the craving to be nature is the craving to be

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

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

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

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

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

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

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

Press Ganey AssocPress Ganey Assoc:: 139,380139,380 former former patients from patients from 225225 hospitals: hospitals:

NONENONE of THE top 15 of THE top 15

factors determining factors determining PPatient atient

SSatisfaction referred to patient’s health atisfaction referred to patient’s health outcomeoutcome..

Instead:Instead: directldirectly related to y related to StaffStaff Interaction;Interaction; directldirectly correlated with y correlated with

EmploEmployyee Satisfactionee Satisfaction

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

“There is a misconception that supportive interactions There is a misconception that supportive interactions require more staff or more time and are therefore more require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing hospital budget, the interactions themselves add nothing

to the budget. to the budget.

KINDNESS IS KINDNESS IS FREEFREE.. Listening to patients or Listening to patients or

answering their questions costs nothing. It can be argued answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being that negative interactions—alienating patients, being

non-responsive to their needs or limiting their sense of non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or control—can be very costly. … Angry, frustrated or

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

way.”way.”

—Putting Patients First—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Planetree Alliance) (Griffin Hospital/Derby CT; Planetree Alliance)

K = R = K = R = PP

Kindness = Kindness = Repeat Business =Repeat Business =

Profit.Profit.

TGRs:TGRs: 3 Minutes3 Minutes

““I regardI regard aappoloologgizinizing g as the as the most magical, healing, most magical, healing,

restorative gesture human restorative gesture human beings can make. It is thebeings can make. It is the

centercenterppieceiece of my of my work with executives who work with executives who

want to get better.”want to get better.”

——Marshall GoldsmithMarshall Goldsmith, What Got You Here Won’t Get You There: , What Got You Here Won’t Get You There: How Successful People Become Even More Successful. How Successful People Become Even More Successful.

Relationships (of all varieties): THERE ONCE THERE ONCE WAS A TIME WHEN A WAS A TIME WHEN A

THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD WOULD

HAVE AVOIDED SETTING OFF THE HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RESULTED IN A COMPLETE

RUPTURE.RUPTURE.**

*Divorce, loss of a BILLION $$$ aircraft sale, etc., etc.*Divorce, loss of a BILLION $$$ aircraft sale, etc., etc.

THE PROBLEM IS THE PROBLEM IS RARELY/RARELY/NEVERNEVER THE THE

PROBLEM. THEPROBLEM. THE

RESPONSERESPONSE TO THE TO THE PROBLEM INVARIABLY PROBLEM INVARIABLY ENDS UP BEING THE ENDS UP BEING THE

REAL PROBLEM.REAL PROBLEM.(OPPORTUNITY)(OPPORTUNITY).

3K3K//5M5MSource: Mark McCormackSource: Mark McCormack

TGRs:TGRs:LBTs*LBTs*

*Little BIG Things*Little BIG Things

Big carts =Big carts =

1.5X1.5XSource: WalmartSource: Walmart

Bag sizes = New markets:Bag sizes = New markets:

$B$BSource: PepsiCoSource: PepsiCo

2X:2X: “When Friedman“When Friedman

slisligghtlhtly y curvedcurved the right angle of the right angle of

an entrance corridor to one property, an entrance corridor to one property, he was ‘amazed at the magnitude of he was ‘amazed at the magnitude of

change in pedestrians’ behavior’—the change in pedestrians’ behavior’—the percentage who entered increased percentage who entered increased

from from oneone--thirdthird to nearly to nearly twotwo--thirdsthirds.”.”

——Natasha Dow Schull, Natasha Dow Schull, Addiction By Design: Machine Gambling in Las VegasAddiction By Design: Machine Gambling in Las Vegas

Machine GamblingMachine Gambling

““Pleasing” odor #1 vs. Pleasing” odor #1 vs. “pleasing” odor #2: “pleasing” odor #2:

+45%+45% revenue revenue Source:Source: “Effects of Ambient Odors on Slot-Machine Useage in Las Vegas “Effects of Ambient Odors on Slot-Machine Useage in Las Vegas

Casinos,” reported inCasinos,” reported in Natasha Dow Schull, Natasha Dow Schull, Addiction By Design: Addiction By Design: Machine Gambling in Las Vegas Machine Gambling in Las Vegas (66% revenue, 85% profit)(66% revenue, 85% profit)

Social Business/ Social Business/ Customer Customer

EngagementEngagement

Welcome to the Age of Social Media:Welcome to the Age of Social Media:

“The customer is “The customer is in complete in complete control of control of

communication.”communication.”——John DiJulius, John DiJulius, The Customer Service Revolution: Overthrow The Customer Service Revolution: Overthrow


Welcome to the Age of Social Media:Welcome to the Age of Social Media: “It “It takes 20 years to build takes 20 years to build a reputation and five a reputation and five minutes to ruin it.minutes to ruin it. Also, Also, the Internet and technology have the Internet and technology have

made customers more demanding., made customers more demanding., and they expect information, and they expect information,

answers, products, responses, and answers, products, responses, and resolutions sooner than ASAP.”resolutions sooner than ASAP.” —John —John

DiJulius, DiJulius, The Customer Service Revolution: Overthrow ConventionalThe Customer Service Revolution: Overthrow Conventional

Business, Inspire Employees, and Change the WorldBusiness, Inspire Employees, and Change the World

Welcome to the Age of Social Media:Welcome to the Age of Social Media: “What used to be “word of “What used to be “word of

mouth” is now “word of mouth” is now “word of mouse.” mouse.” You are either You are either

creating brand creating brand ambassadors or brand ambassadors or brand terrorists doing brand terrorists doing brand

assassination.”assassination.”——John DiJulius, John DiJulius, The Customer Service Revolution: Overthrow The Customer Service Revolution: Overthrow


““I would rather enI would rather enggaagge in a e in a Twitter conversation with a sinTwitter conversation with a singgle le customer I than see our comcustomer I than see our comppananyy attemattemppt to attract the attention of t to attract the attention of millions in a coveted Sumillions in a coveted Supper Bowl er Bowl commercialcommercial.. Why? Because having people discuss your Why? Because having people discuss your brand directly with you, actually connecting one-to-one, is far more brand directly with you, actually connecting one-to-one, is far more

valuable—not to mention far cheaper!. …valuable—not to mention far cheaper!. …““Consumers want to discuss what they like, the companies they Consumers want to discuss what they like, the companies they

support, and the organizations and leaders they resent. They want a support, and the organizations and leaders they resent. They want a community. They want to be heard. …community. They want to be heard. …

““[I]f we engage employees, customers, and prospective customers in [I]f we engage employees, customers, and prospective customers in meaningful dialogue about their lives, challenges, interests, and meaningful dialogue about their lives, challenges, interests, and

concerns, we can build a community of trust, loyalty, and—possibly concerns, we can build a community of trust, loyalty, and—possibly over time—help them become advocates and champions for the over time—help them become advocates and champions for the

brand.”brand.”

——Peter Aceto, CEO, Tangerine (from the Foreword to Peter Aceto, CEO, Tangerine (from the Foreword to A World Gone Social: How A World Gone Social: How Companies Must Adapt to SurviveCompanies Must Adapt to Survive, by Ted Coine & Mark Babbit), by Ted Coine & Mark Babbit)

Going “Social”: Location and Size IndependentGoing “Social”: Location and Size Independent

““Today, despite the fact that we’re jToday, despite the fact that we’re just a little swimminust a little swimmingg ppool comool comppananyy in Vir in Virgginiainia, we have the most trafficked , we have the most trafficked swimming pool website in the world. Five years ago, if swimming pool website in the world. Five years ago, if you’d asked me and my business partners what we do, you’d asked me and my business partners what we do,

the answer would have been simple, ‘We build in-ground the answer would have been simple, ‘We build in-ground

fiberglass swimming pools.’ Now we say,fiberglass swimming pools.’ Now we say, ‘We ‘We are the best teachersare the best teachers … … in the worldin the world … on the … on the subject of fiberglass swimming subject of fiberglass swimming

pools, and we also happen to build pools, and we also happen to build them.’”them.’”

——Jay Baer, YJay Baer, Youtility: Why Smart Marketing Is About Help, Not Hypeoutility: Why Smart Marketing Is About Help, Not Hype

““Customer engagement is Customer engagement is moving from relatively isolated moving from relatively isolated market transactions to deeply market transactions to deeply connected and sustained social connected and sustained social relationships. relationships. This basic chanThis basic changge e in how we do business will make in how we do business will make

an iman imppact on act on jjust about ust about evereveryythinthingg we do we do.”.”

Social Business By Design: Transformative Social Media StrategiesSocial Business By Design: Transformative Social Media Strategies For the Connected CompanyFor the Connected Company —Dion Hinchcliffe & Peter Kim —Dion Hinchcliffe & Peter Kim

““We’re moving toward an age of nearly perfect We’re moving toward an age of nearly perfect information. Review sites, shopping apps on information. Review sites, shopping apps on

smartphones, an extended network of acquaintances smartphones, an extended network of acquaintances available through social media, and unprecedented available through social media, and unprecedented access to experts mean that consumers operate in a access to experts mean that consumers operate in a radically different, socially interactive information radically different, socially interactive information environment.* … Consumers tend to make better environment.* … Consumers tend to make better

decisions and become less susceptible to context or decisions and become less susceptible to context or framing manipulations. For businesses, it means framing manipulations. For businesses, it means

marketing is changing forever.”marketing is changing forever.”

—Itamar Simonson and Emanuel Rosen, —Itamar Simonson and Emanuel Rosen, Absolute Absolute Value:Value: What Really Influences Customers in the What Really Influences Customers in the

Age of (Nearly) Perfect InformationAge of (Nearly) Perfect Information

*Google:*Google: ZMOTZMOT (ZERO Moment Of Truth)(ZERO Moment Of Truth)

ZMOTZMOT:: ZERO Moment Of Truth/Google ZERO Moment Of Truth/Google**

““You know what a ‘moment of truth’ is. It’s when a prospective You know what a ‘moment of truth’ is. It’s when a prospective customer decides either to take the next step in the purchase customer decides either to take the next step in the purchase funnel, or to exit and seek other options. … But what is a ‘zero funnel, or to exit and seek other options. … But what is a ‘zero moment of truth’? Many behaviors can serve as a zero moment moment of truth’? Many behaviors can serve as a zero moment of truth, but what binds them together is that the purchase is of truth, but what binds them together is that the purchase is

being researched and considered before the prospect even being researched and considered before the prospect even enters the classic sales funnel … In its research, Google found enters the classic sales funnel … In its research, Google found

that that 84%84% of shoppers said the new mental of shoppers said the new mental

model, ZMOT, shapes their decisions. …” model, ZMOT, shapes their decisions. …”

——Jay Baer, Jay Baer, Youtility: Why Smart Marketing Is About Help, Not HypeYoutility: Why Smart Marketing Is About Help, Not Hype

*See www.zeromomentoftruth.com for ZMOT in booklength format*See www.zeromomentoftruth.com for ZMOT in booklength format

““Amy HowellAmy Howell [social marketer extraordinaire, [social marketer extraordinaire,

founder of Howell Marketing]founder of Howell Marketing] ignites ignites epidemics. In a good way, epidemics. In a good way,

of course. Epidemics of of course. Epidemics of excitement. Epidemics of excitement. Epidemics of

business connections. business connections. Epidemics of influence.”Epidemics of influence.”

——Mark Schaeffer,Mark Schaeffer, ROI/Return on Influence: The Revolutionary ROI/Return on Influence: The Revolutionary Power of Klout, Social Scoring, and Influence MarketingPower of Klout, Social Scoring, and Influence Marketing

Walmart SV =Walmart SV =

1,5001,500

““Caesars’ Caesars’ Entertainment Entertainment have bet have bet

their future on their future on harvestinharvestingg ppersonal ersonal

data rather than data rather than develodeveloppiningg the fanciest the fanciest

pproroppertieserties.”.” —Adam Tanner, —Adam Tanner,

What Stays in Vegas: What Stays in Vegas: The World of Personal Data—Lifeblood of Big The World of Personal Data—Lifeblood of Big Business—and the End of Privacy as We Know itBusiness—and the End of Privacy as We Know it

““Software is Software is eating the eating the

world.”world.”——Marc AndreessenMarc Andreessen

IoT/The Internet of ThingsIoT/The Internet of Things IoE/The Internet of IoE/The Internet of EverythingEverything M2M/Machine-to-MachineM2M/Machine-to-Machine Ubiquitous computingUbiquitous computing Embedded computingEmbedded computing Pervasive computingPervasive computing Industrial InternetIndustrial Internet Etc.*Etc.* **** ******

*“*“More Than More Than 50 BILLION50 BILLION connected devices by 2020” —Ericsson connected devices by 2020” —Ericsson

**Estimated **Estimated 212 BILLION212 BILLION connected devices by 2020—IDC connected devices by 2020—IDC

***“By 2025 IoT could be applicable to ***“By 2025 IoT could be applicable to $82 TRILLION$82 TRILLION of output or of output or approximately one half the global economy”—GE (The WAGs to end all WAGs!)approximately one half the global economy”—GE (The WAGs to end all WAGs!)

SENSOR PILLS:SENSOR PILLS: “… Proteus Digital Health is one of “… Proteus Digital Health is one of several pioneers in sensor-based health technology. They several pioneers in sensor-based health technology. They make a silicon chip the size of a grain of sand that is make a silicon chip the size of a grain of sand that is embedded into a safely digested pill that is swallowed. embedded into a safely digested pill that is swallowed. When the chip mixes with stomach acids, the processor When the chip mixes with stomach acids, the processor is powered byis powered by the body’s electricity and transmits data to a patch worn the body’s electricity and transmits data to a patch worn on the skin. That patch, in turn, transmits data via on the skin. That patch, in turn, transmits data via Bluetooth to a mobile app, which then transmits the dataBluetooth to a mobile app, which then transmits the data to a central database where a health technician can to a central database where a health technician can verify if a patient has taken her or his medications. verify if a patient has taken her or his medications.

““This is a bigger deal than it may seem. In 2012, it was This is a bigger deal than it may seem. In 2012, it was estimated that people not taking their prescribed estimated that people not taking their prescribed medications cost medications cost $258 BILLION$258 BILLION in emergency room visits, in emergency room visits, hospitalization, and doctor visits. An average of hospitalization, and doctor visits. An average of 130,000130,000 Americans die each year because they don’t follow their Americans die each year because they don’t follow their prescription regimens closely enough.” (The FDA prescription regimens closely enough.” (The FDA approved placebo testing in April 2012; sensor pills are approved placebo testing in April 2012; sensor pills are ticketed to come to market in 2015 or 2016.] ticketed to come to market in 2015 or 2016.]

Source: Robert Scoble and Shel Israel, Source: Robert Scoble and Shel Israel, Age of Context: Mobile, Sensors, Data and Age of Context: Mobile, Sensors, Data and the Future of Privacythe Future of Privacy

““Since Since 19961996, manufacturing , manufacturing employment in China itself employment in China itself

has actuallyhas actually fallenfallen by an by an

estimatedestimated 2525 p percentercent. . That’s That’s

overover 30,000,00030,000,000 fewerfewer Chinese workers in that sector, Chinese workers in that sector, even while output soared by even while output soared by 70 percent.70 percent. It’s not that American workers It’s not that American workers

[AND Japanese workers][AND Japanese workers] are being replaced by Chinese are being replaced by Chinese workers. It’s that both American workers. It’s that both American andand Chinese workers are Chinese workers are

being made more efficient [replaced] by automation.”being made more efficient [replaced] by automation.”

——Erik Brynjolfsson and Andrew McAfee, Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: The Second Machine Age: Work, Progress, and Prosperity in a time of Brilliant TechnologiesWork, Progress, and Prosperity in a time of Brilliant Technologies

Women BUY Women BUY (Everything](Everything]!!

““Forget CHINA, Forget CHINA, INDIA and the INDIA and the

INTERNET: Economic INTERNET: Economic Growth Is Driven by Growth Is Driven by

WOMENWOMEN.”.”

Source: Headline, Economist

W W > > 2X2X (C + (C + I)*I)*

**“Women now drive the global economy. Globally, they control about “Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as $20 trillion in consumer spending, and that figure could climb as high as

$28 trillion$28 trillion in the next five years. in the next five years.

Their $13 trillion in total yearly earnings could reach $18 trillion in the Their $13 trillion in total yearly earnings could reach $18 trillion in the same period.same period. In aggregate, women represent a growth market bigger than China and India combined—more In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. 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 that—even ones that are confidant that they have a winning strategy when it And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …”comes to women. Consider Dell’s …”

Source: Michael Silverstein and Kate Sayre, “The Female Economy,” Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBRHBR, 09.09, 09.09

““Women areWomen are THETHE majority majority

market”market” —Fara Warner/—Fara Warner/The Power of the PurseThe Power of the Purse

Women as Decision Makers/Various sourcesWomen as Decision Makers/Various sources

Home Furnishings … Home Furnishings … 94%94%Vacations … Vacations … 92%92% (Adventure Travel … 70%/ $55B travel equipment)(Adventure Travel … 70%/ $55B travel equipment)

Houses … Houses … 91%91%D.I.Y. D.I.Y. (major “home projects”)(major “home projects”) … … 80%80%

Consumer Electronics … Consumer Electronics … 51%51% (66% home computers)(66% home computers)

Cars … Cars … 68%68% (influence (influence 90%90%))

AllAll consumerconsumer p purchasesurchases … … 83%83% **

Bank Account … Bank Account … 89%89%Household investment decisions … Household investment decisions … 67%67%Small business loans/biz starts … Small business loans/biz starts … 70%70%

Health Care … Health Care … 80%80%*In the USA women hold *In the USA women hold >50%>50% managerial positions including managerial positions including >50%>50% purchasing officer positions purchasing officer positions; ;

hence women also make the majority of hence women also make the majority of commercialcommercial purchasing decisions. purchasing decisions.

““The The MOST MOST SIGNIFICANT SIGNIFICANT

VARIABLEVARIABLE inin EVERYEVERY sales situation is thesales situation is the

GENDERGENDER of the buyer, and of the buyer, and more importantly, how the more importantly, how the

salesperson communicates to salesperson communicates to the buyer’s gender.”the buyer’s gender.”

—Jeffery Tobias Halter, Selling to Men, Selling to Women

The Perfect Answer

Jill and Jack buy slacks in black…

Sales/After-sales ProcessSales/After-sales Process

1. Kick-off – 1. Kick-off – WomenWomen2. Research – 2. Research – WomenWomen3. Purchase – 3. Purchase – Men4. Ownership – 4. Ownership – WomenWomen5. Word-of-mouth – 5. Word-of-mouth – WomenWomen

Source: Martha Barletta, Source: Martha Barletta, Marketing to Women: How to Increase Your Share of the World’s Largest MarketMarketing to Women: How to Increase Your Share of the World’s Largest Market

WeWe (old farts like me](old farts like me] Got Got

the the $$$$$$$$$$$$

1/8/201/8/20

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!““PEOPLE TURNING 50 PEOPLE TURNING 50

TODAY HAVE TODAY HAVE MORE MORE THANTHAN HALFHALF OF OF

THEIR ADULT LIFE THEIR ADULT LIFE AHEAD OF THEM.”AHEAD OF THEM.” —BILL

NOVELLI, 50+: IGNITING A REVOLUTION TO REINVENT AMERICA

““In 2009, households headed by In 2009, households headed by adults ages 65 and older ... had adults ages 65 and older ... had

4747 timestimes as much as much

net wealth as the typical net wealth as the typical household headed by someone household headed by someone under 35 years of age. In 1984, under 35 years of age. In 1984, this had been a less lopsided this had been a less lopsided

10-to-1 ratio.”10-to-1 ratio.”

Source: Pew Research/10.11Source: Pew Research/10.11

44-6544-65:: “NEW “NEW CUSTOMER CUSTOMER MAJORITY”MAJORITY”

Source: Source: Ageless MarketingAgeless Marketing, David Wolfe & Robert Snyder, David Wolfe & Robert Snyder

““BabBabyy-boomer -boomer WomenWomen: The: The Sweetest of Sweetest of

Sweet Spots for Sweet Spots for Marketers”Marketers”

—David Wolfe and Robert Snyder, —David Wolfe and Robert Snyder, Ageless MarketingAgeless Marketing

““Fifty-four years of age has been Fifty-four years of age has been the highest cutoff point for any the highest cutoff point for any marketing initiative I’ve ever marketing initiative I’ve ever

been involved in. been involved in. Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend.”

—Martha Barletta, —Martha Barletta, PrimeTime WomenPrimeTime Women

The The (ENORMOUS](ENORMOUS] “Services “Services

Added” Added” OpportunityOpportunity

IBIBMMtoto

IIBBMM

UUPPSS toto

UPUPSS

““Rolls-RoyceRolls-Royce now earns now earns

moremore from tasks such from tasks such as managing clients’ as managing clients’ overall procurement overall procurement

strategies and maintaining strategies and maintaining aerospace engines it sells aerospace engines it sells than it does from making than it does from making

them.”them.”——EconomistEconomist

““How the NFL How the NFL Stole March Stole March Madness”Madness”

Source: Headline, Source: Headline, Wall Street JournalWall Street Journal, 0325.15, 0325.15

Roll Out the Roll Out the

RedRed Carpet! Carpet!

S&P 500S&P 500

+1/-1*+1/-1*

*Every …*Every … 22 weeksweeks!!Source: Richard Foster (via Rita McGrath/Source: Richard Foster (via Rita McGrath/HBRHBR/12.26.13/12.26.13

“I am often asked by I am often asked by would-be entrepreneurs would-be entrepreneurs seeking escape from life seeking escape from life within huge corporate within huge corporate structures, structures, ‘How do I build a small firm for myself?’ The answer The answer

seems obviousseems 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

obvious: BuBuyy a ver a veryy larlarggee

one and one and jjust ust waitwait.”.” —Paul Ormerod, Why Most Things

Fail: Evolution, Extinction and Economics

““Data drawn from the real world Data drawn from the real world attest to a fact that is beyond attest to a fact that is beyond

our control:our control: EVERYTHING IN EXISTENCE TENDS TO DETERIORATE.”

—Norberto Odebrecht, —Norberto Odebrecht, Education Through WorkEducation Through Work

THETHE RED RED CARPET CARPET STORESTORE

(Joel Resnick/Flemington NJ)(Joel Resnick/Flemington NJ)

*Basement Systems Inc. *Basement Systems Inc. (Larry Janesky/Seymour CT)(Larry Janesky/Seymour CT)

**Dry Basement ScienceDry Basement Science (100,000++ copies!) (100,000++ copies!)*1990: $0; 2003: $13M; *1990: $0; 2003: $13M;

2010: 2010: $80,000,000$80,000,000

““BE THE BEST. BE THE BEST. IT’S THE ONLY IT’S THE ONLY

MARKET THAT’S MARKET THAT’S NOT CROWDED.”NOT CROWDED.”

From: From: Retail Superstars: Inside the 25 BestRetail Superstars: Inside the 25 Best Independent Stores in America,Independent Stores in America, George Whalin George Whalin

Retail Superstars: Retail Superstars: Inside the 25 Best Inside the 25 Best

Independent StoresIndependent Storesin Americain America —by George Whalin—by George Whalin

1,6001,600 cheesescheeses

1,4001,400 varieties of hot saucevarieties of hot sauce

12,00012,000 wines priced fromwines priced from

$8 to $8,000 a bottle$8 to $8,000 a bottle

6,0006,000 Christmas ornamentsChristmas ornaments

50,00050,000 trims trims

PASSIONPASSION

JUNGLE JIM’S INTERNATIONAL MARKET, FAIRFIELD, OHJUNGLE JIM’S INTERNATIONAL MARKET, FAIRFIELD, OH::

““An adventure in An adventure in ‘shoppertainment,’‘shoppertainment,’ begins in the begins in the

parking lot and goes on to parking lot and goes on to 1,6001,600 cheeses and cheeses and

1,4001,400 varieties of hot sauce—not to mention 12,000 wines varieties of hot sauce—not to mention 12,000 wines

priced from priced from

$8-$$8-$8,0008,000 a bottle; all this is brought to you a bottle; all this is brought to you

by by 4,0004,000 vendors. Customers from every corner of the vendors. Customers from every corner of the

globe.”globe.”

BRONNER’S CHRISTMAS WONDERLAND, FRANKENMUTH, MIBRONNER’S CHRISTMAS WONDERLAND, FRANKENMUTH, MI, POP , POP

5,0005,000:: 98,000-square-foot “shop” features 98,000-square-foot “shop” features 6,0006,000

Christmas ornaments, Christmas ornaments, 50,00050,000 trims, and anythingtrims, and anything else else

you can name pertaining to Christmas. …”you can name pertaining to Christmas. …”

Michael Raynor and Mumtaz Ahmed’: Michael Raynor and Mumtaz Ahmed’: THE THREE RULES: THE THREE RULES: How Exceptional Companies Think*How Exceptional Companies Think*::

1. 1. Better before cheaper.Better before cheaper.2. 2. Revenue before cost.Revenue before cost.3. 3. There are no other rules.There are no other rules.(*From a database of over 25,000 companies from hundreds of industries covering 45 years, they uncovered (*From a database of over 25,000 companies from hundreds of industries covering 45 years, they uncovered 344 companies that qualified as statistically “exceptional.”)344 companies that qualified as statistically “exceptional.”)

Jeff Colvin, Jeff Colvin, FortuneFortune: “The Economy Is Scary … But Smart : “The Economy Is Scary … But Smart Companies Can Dominate”:Companies Can Dominate”:

They manage for value—not for EPS.They manage for value—not for EPS.They keep developing human capital.They keep developing human capital.They get radically customer-centric.They get radically customer-centric.

2525!!

““I’m always stopping by our I’m always stopping by our

stores— stores— at least at least 2525

a weeka week.. I’m also in other I’m also in other

places: Home Depot, Whole Foods, Crate places: Home Depot, Whole Foods, Crate & Barrel. I try to be a sponge to pick up & Barrel. I try to be a sponge to pick up

as much as I can.”as much as I can.” —Howard Schultz—Howard Schultz

Source: Source: FortuneFortune, “Secrets of Greatness”, “Secrets of Greatness”

MBWAMBWA

3,000 miles 3,000 miles for a 5-minute for a 5-minute

faceface--toto--faceface meeting meeting

Monday Morning

—

Monday/Tomorrow/Courtesy NFL:Monday/Tomorrow/Courtesy NFL:

“Script” your “Script” your first 5-10 first 5-10

“plays.”“plays.” (I.e., carefully (I.e., carefully

launch the day/week in a launch the day/week in a purposefulpurposeful fashion.) fashion.)

4, 8, 124, 8, 12

““The The 44 most most

important important wordswords in any in any

organization are …organization are …

THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATIONTHE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION

ARE …ARE … “WHAT “WHAT DO DO YOUYOU THINK?”THINK?”

Source: courtesy Dave Wheeler, posted at tompeters.com Source: courtesy Dave Wheeler, posted at tompeters.com

MBWA MBWA 88: :

Change the World With EIGHT Change the World With EIGHT WordsWords

What do you think?*What do you think?*How can I help?**How can I help?**

*Dave Wheeler: “What are the four most important words in the boss’ lexicon?”*Dave Wheeler: “What are the four most important words in the boss’ lexicon?”**Boss as CHRO/Chief Hurdle Removal Officer **Boss as CHRO/Chief Hurdle Removal Officer ********************************************************************

Are you a full-fledged Are you a full-fledged “professional” when it “professional” when it

comes to helping?comes to helping?

MBWA MBWA 1212: :

Change the WorldChange the World With TWELVE Words With TWELVE Words

What do you think?*What do you think?*How can I help?**How can I help?**

What have you learned?***What have you learned?***

*Dave Wheeler: “What are the four most important words in the boss’ lexicon?”*Dave Wheeler: “What are the four most important words in the boss’ lexicon?”**Boss as CHRO/Chief Hurdle Removal Officer **Boss as CHRO/Chief Hurdle Removal Officer ********************************************************************

***What (new thing] have you learned (in the last 24 hours]? ***What (new thing] have you learned (in the last 24 hours]? ********************* * ********************* *

AcknowledgementAcknowledgement!!

"Appreciative words are "Appreciative words are the most powerful forcethe most powerful force

for good on earth.”for good on earth.”——George W. Crane, physician, columnistGeorge W. Crane, physician, columnist

““The two most powerful The two most powerful things in existence: athings in existence: a

kind word and akind word and a thoughtful gesture.” thoughtful gesture.”

——Ken Langone, co-founder, Home DepotKen Langone, co-founder, Home Depot

““AcknowledAcknowledggee” … ” … perhaps the most perhaps the most

powerful word (and powerful word (and idea) in the English idea) in the English

language—and language—and manager’s tool kit!manager’s tool kit!

““Employees who Employees who don't feel significant don't feel significant

rarely make rarely make significant significant

contributions.”contributions.” —Mark Sanborn—Mark Sanborn

““PeoPeopple want to be le want to be ppartart of somethinof somethingg lar largger than er than

themselvesthemselves.. They want They want to be part of something to be part of something

they’re really they’re really pproudroud of, that of, that they’ll they’ll fifigghtht forfor,, sacrificesacrifice forfor,, trusttrust.”.” —Howard Schultz, Starbucks

““You can make more You can make more friends in two monthsfriends in two months

bbyy becomin becomingg interested interested in other in other ppeoeopple thanle than you can in two years you can in two years by trying to get other by trying to get other people interested in people interested in

you.”you.” —Dale Carnegie

““Leadership is about how Leadership is about how you make people you make people feelfeel——about you, about the about you, about the

project or work you’re project or work you’re doing together, and doing together, and

especially about especially about themselvesthemselves.”.” —Betsy Myers, —Betsy Myers,

Take the Lead: Motivate, Inspire, and Bring Out Take the Lead: Motivate, Inspire, and Bring Out the Best in Yourself and Everyone Around Youthe Best in Yourself and Everyone Around You

Meetings ROCKMeetings ROCK!!(Make that: SHOULD Rock](Make that: SHOULD Rock]

Bitch all you Bitch all you want, but want, but meetinmeetinggss

are what you are what you (boss/leader](boss/leader] dodo!!

Meetings are Meetings are #1#1 thing thing

bosses bosses dodo. Therefore, . Therefore, 100%100%

of those meetings:of those meetings: EXCELLENCE. EXCELLENCE. ENTHUSIASM. ENTHUSIASM. ENGAGEMENT. ENGAGEMENT.

LEARNING. TEMPO. LEARNING. TEMPO. WORK-OF-ARTWORK-OF-ART.. DAMNDAMN ITIT..

“The doctor interrupts after …*

*Source: Jerome Groopman, How Doctors Think

18 …

18 … seconds!

(An (An obsessionobsession with] Listening is ... the ultimate mark with] Listening is ... the ultimate mark

of of RespectRespect..

Listening is ... the heart and soul of Listening is ... the heart and soul of EngagementEngagement..Listening is ... the heart and soul of Listening is ... the heart and soul of KindnessKindness..Listening is ... the heart and soul of Listening is ... the heart and soul of ThoughtfulnessThoughtfulness..Listening is ... the basis for true Listening is ... the basis for true CollaborationCollaboration..Listening is ... the basis for true Listening is ... the basis for true PartnershipPartnership..Listening is ... a Listening is ... a Team SportTeam Sport..Listening is ... a Listening is ... a Developable Individual SkillDevelopable Individual Skill.* .* (*Though women (*Though women are are farfar better at it than men.) better at it than men.)

Listening is ... the basis forListening is ... the basis for CommunityCommunity..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures that workJoint Ventures that work..Listening is ... the bedrock of Listening is ... the bedrock of Joint Ventures thatJoint Ventures that growgrow..Listening is ... the core of Listening is ... the core of effective Cross-functional effective Cross-functional CommunicationCommunication* * (*Which is in turn Attribute #1 of (*Which is in turn Attribute #1 of organization effectiveness.)organization effectiveness.)

(cont.](cont.]

*8 of 10 sales presentations fail*8 of 10 sales presentations fail

*50% failed sales *50% failed sales

presentations … presentations … talkingtalking “at” before “at” before listening! listening!—Susan Scott, “Let Silence Do the Heavy Lifting,” chapter title, —Susan Scott, “Let Silence Do the Heavy Lifting,” chapter title, Fierce Conversations: Achieving Success at Work and in Life,Fierce Conversations: Achieving Success at Work and in Life,One Conversation at a TimeOne Conversation at a Time

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

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

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

and Growth.”and Growth.”

LISTEN = “PROFESSION” =

STUDY = PRACTICE = EVALUATION =

ENTERPRISE VALUE

““I always writeI always write ‘LISTEN’‘LISTEN’ on on the back of my hand the back of my hand before a meeting.”before a meeting.”

Source: Tweet viewed @tom_petersSource: Tweet viewed @tom_peters

100%100%

Leaders:

Communications failure …

100%*

*Your fault!

0/8000/800

““Normal” =Normal” = “0 “0 forfor 800” 800”

*There are … *There are … ZEROZERO … “normal people” in the history books. … “normal people” in the history books.

““INSANELY GREAT”INSANELY GREAT”STEVE JOBSSTEVE JOBS

“RADICALLY THRILLING” “RADICALLY THRILLING” BMW

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

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

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

““You can’t behave You can’t behave in a calm, rational in a calm, rational manner. You’ve got manner. You’ve got to be out there on to be out there on the the lunaticlunatic frinfringgee.”.”

— Jack Welch— Jack Welch

Muhammad Yunus: Muhammad Yunus: ““All human All human beinbeinggs are s are

entreentreppreneursreneurs.. When When we were in the caves we were all we were in the caves we were all self-employed, finding our food, self-employed, finding our food, feeding ourselves. That’s where feeding ourselves. That’s where

human history began . . . As human history began . . . As civilization came we suppressed it. We civilization came we suppressed it. We became labor because they stamped became labor because they stamped

us, ‘Youus, ‘You are labor.’ We forgot that weare labor.’ We forgot that we

are entrepreneurs.”are entrepreneurs.” Source: The News Hour/PBS/1122.2006Source: The News Hour/PBS/1122.2006

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