Tom Peters’ Tom Peters’
EXCELLENEXCELLENCE.CE.
ALWAYS. ALWAYS.Riyadh/15 November 2008Riyadh/15 November 2008
NOTENOTE:: To appreciateTo appreciate this presentation this presentation [and ensure [and ensure
that it is not a that it is not a messmess],], you need you need Microsoft fonts:Microsoft fonts:
“Showcard Gothic,”“Showcard Gothic,” “Ravie,”“Ravie,” “Chiller”“Chiller”
andand “Verdana”“Verdana”
Slides at …Slides at …
tompeters.comtompeters.com
Context.Context.excellence.excellence.
EXCELLENEXCELLENCE.CE.
The greatest dangerThe greatest dangerfor most of usfor most of us
is not that our aim isis not that our aim istoo hightoo high
and we miss it,and we miss it,but that it isbut that it is
too lowtoo lowand we reach it.and we reach it.
Michelangelo
““Insanely great”Insanely great” Steve Jobs
““Radically thrilling”Radically thrilling” BMW
00 for for 800800
Context.Context.This I This I
believe.believe.
5K5K//5M5M
5,000 miles 5,000 miles for a 5-minute for a 5-minute
face-toface-to-face meeting -face meeting
1/401/40
““We have a We have a ‘strategic plan.’ ‘strategic plan.’ It’s called It’s called doing doing thingsthings.”.” — Herb Kelleher
““FAIL, FAIL FAIL, FAIL AGAIN. FAIL AGAIN. FAIL BETTER.”BETTER.”
—Samuel Beckett
4/404/40
DECENTRALIZATIONDECENTRALIZATION..
EXECUTION.EXECUTION.ACCOUTABILITY.ACCOUTABILITY.
66:15A.M. :15A.M.
““Execution Execution isis strategy.”strategy.”
—Fred Malek—Fred Malek
““almost inhuman almost inhuman disinterestedness disinterestedness in … strategy”in … strategy” —Josiah —Josiah
Bunting on Bunting on U.S. GrantU.S. Grant (from (from Ulysses S. Ulysses S. GrantGrant))
RelentlessRelentless:: “One of “One of
my superstitions had always been my superstitions had always been when I started to go anywhere or when I started to go anywhere or
to do anything,to do anything, notnot to to turnturn backback ,, or stop, or stop,
until the thing intended was until the thing intended was accomplished.”accomplished.” —Grant
Kevin Roberts’ CredoKevin Roberts’ Credo
11. Ready. Fire! Aim.. Ready. Fire! Aim.2. If it ain’t broke ... Break it!2. If it ain’t broke ... Break it!3. Hire crazies.3. Hire crazies.4. Ask dumb questions.4. Ask dumb questions.5. Pursue failure.5. Pursue failure.6. Lead, follow ... or get out of the way!6. Lead, follow ... or get out of the way!7. Spread confusion.7. Spread confusion.8. Ditch your office.8. Ditch your office.9. Read odd stuff.9. Read odd stuff.
10. Avoid moderationAvoid moderation!!
Sir Richard’s RulesSir Richard’s Rules::
Follow your pFollow your passionsassions..Keep it Keep it simplesimple..
Get the Get the bestbest p peoeopplele to help to help you.you.
ReRe--createcreate yourself. yourself.PlaPlay.y.
Source: Source: Fortune Fortune on Bransonon Branson
Context.Context.This I This I
believe II.believe II.
L(+21) = L(-L(+21) = L(-21)21)
Leadership(21A.D.) = Leadership(21A.D.) = Leadership(21B.C.)Leadership(21B.C.)
Context.Context.BLACK BLACK
SWANS.SWANS.
The Black The Black Swan has Swan has landed!landed!
The The Black Swan 44: Tactical RulesTactical Rules for Survival for Survival (and success)(and success)
in Looney timesin Looney times
““I [will] not accept the I [will] not accept the explanation of a recession explanation of a recession negatively effecting the negatively effecting the
[new] business. [new] business. There are There are still still ppeoeopple travelinle travelingg. We . We jjust ust have to have to gget them to staet them to stayy in in our hotelour hotel.”.” —Horst Schulze, former president of Ritz —Horst Schulze, former president of Ritz
Carlton, on his new luxury hotel chain, Capella, from Prestige (06.08)Carlton, on his new luxury hotel chain, Capella, from Prestige (06.08)
Black Swan Tactical RulesBlack Swan Tactical Rules
1. K.I.S.S.1. K.I.S.S.2. Hammer on the basics.2. Hammer on the basics.3. Focus on us, not the competition.3. Focus on us, not the competition.4. Puzzle-solving: How to turn this4. Puzzle-solving: How to turn this into an opportunity.into an opportunity.5. MBWA/X.5. MBWA/X.6. MBWA/I.6. MBWA/I.7. MBWA/Vendors.7. MBWA/Vendors.8. Waaaaay over-communicate!!!!!!8. Waaaaay over-communicate!!!!!! (With (With everyoneeveryone—start with your—start with your banker.)banker.)
Black Swan Tactical RulesBlack Swan Tactical Rules
9. All work is team work.9. All work is team work.10. Transparency.10. Transparency. 11. Work the phones.11. Work the phones.12. Perception of fairness.12. Perception of fairness.13. Share the pain.13. Share the pain.14. Decency!!!!!!!14. Decency!!!!!!!15. Grace!!15. Grace!!16. “Thank you.”16. “Thank you.”17. Control your impatience—17. Control your impatience— no temper tantrums.no temper tantrums.18. Constant attitude checks—18. Constant attitude checks—youyou..
Black Swan Tactical RulesBlack Swan Tactical Rules
19. Dress for success.19. Dress for success.20. Avoid burnout/you, the team,20. Avoid burnout/you, the team, the entire organization.the entire organization.21. 21. Re-emphasize the companyRe-emphasize the company values-philosophy.values-philosophy. (Now, (Now, more than ever.)more than ever.)22. Quality!!!!!! (Now, more than 22. Quality!!!!!! (Now, more than ever.)ever.)23. No corner cutting. (Now, more23. No corner cutting. (Now, more than ever.)than ever.)24. Constant reviews/War room.24. Constant reviews/War room.25. Celebration of small wins.25. Celebration of small wins.
Black Swan Tactical RulesBlack Swan Tactical Rules
26. 26. People FirstPeople First/HR is King./HR is King.27. Help people with personal27. Help people with personal financial management.financial management.28. Be generous to those who are28. Be generous to those who are let go—e.g. healthcare benefits.let go—e.g. healthcare benefits.29. Don’t over-analyze.29. Don’t over-analyze.30. Don’t under-analyze.30. Don’t under-analyze.31. Cuts all at once—if possible.31. Cuts all at once—if possible.32. Cuts explained in great detail.32. Cuts explained in great detail.33. Quantitative calendar33. Quantitative calendar management—focus on “to management—focus on “to don’ts.”don’ts.”
Container store: Container store:
2x2x training$$ training$$
$$
Black Swan Tactical RulesBlack Swan Tactical Rules
34. 34. IncreaseIncrease customer-service customer-service training.training.35. In general, minimize training 35. In general, minimize training cuts.cuts.36. Be(very)ware R&D cuts; R&D36. Be(very)ware R&D cuts; R&D quick pay SWAT teams.quick pay SWAT teams.37. Beware such things as sales37. Beware such things as sales travel cuts, ad cuts.travel cuts, ad cuts.38. “Across the board” = Dumb.38. “Across the board” = Dumb.39. Is this a time to over-invest if 39. Is this a time to over-invest if cash is at hand? (E.g., distressedcash is at hand? (E.g., distressed innovative start-ups?)innovative start-ups?)
Black Swan Tactical RulesBlack Swan Tactical Rules
40. Stealth work on the likes of 40. Stealth work on the likes of XF communication.XF communication.41. This could last a long time—41. This could last a long time— LT prep is necessary LT prep is necessary nownow..42. Prepare/Be prepared for 42. Prepare/Be prepared for moremore Black Swans.Black Swans.
43. 43. ExcellenceExcellence.. (Now, (Now, more than ever.)more than ever.)(44. Remember all this in(44. Remember all this in peacetime—Chuck Knight’speacetime—Chuck Knight’s legacy.)legacy.)
Context.Context.Organizations Organizations exist to serve.exist to serve.
Organizations Organizations existexist to to serveserve. Period.. Period.
Leaders Leaders live live toto serveserve. Period.. Period.
Why in Why in the the World did World did youyou go to go to SiberiaSiberia??
EnterpriseEnterprise* ** (*at its best):* ** (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , jojoyyfulful, , creativecreative, , entreentreppreneurialreneurial endeavor endeavor that elicits maximum that elicits maximum
concerted humanconcerted human potential in the potential in the wholeheartedwholehearted serviceservice of others of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
Organizations exist to serve. Period.Organizations exist to serve. Period.Leaders live to serve. Period.Leaders live to serve. Period.
Passionate servant leaders, determined to create a Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domainlegacy of earthshaking transformation in their domain create/must create/must necessarilynecessarily create organizations which create organizations which
are …are … no less than “Cathedrals”no less than “Cathedrals” in which the full and in which the full and
awesome power of the awesome power of the ImaginationImagination
and Spirit and native and Spirit and native Entrepreneurial flairEntrepreneurial flair of of diverse individualsdiverse individuals is is
unleashedunleashed … … In passionate pursuit of jointly In passionate pursuit of jointly perceived soaring purposeperceived soaring purpose and personal and and personal and
community and client service Excellence. community and client service Excellence.
"We all start out in life loving our fathers and mothers "We all start out in life loving our fathers and mothers above everything else in the world, but that does not close above everything else in the world, but that does not close the doors of love. That prepares us to love our wives and the doors of love. That prepares us to love our wives and husbands and children and friends and to cooperate with husbands and children and friends and to cooperate with and show respect to all worthy individuals with whom we and show respect to all worthy individuals with whom we come in contact or have an opportunity to reach in other come in contact or have an opportunity to reach in other ways. We must apply that to nations and to other ways. We must apply that to nations and to other businesses. businesses.
"We in IBM must not confine our thoughts just to IBM. We "We in IBM must not confine our thoughts just to IBM. We must extend our cooperation to all other businesses whether must extend our cooperation to all other businesses whether we do business with them or not. We are one cog in the we do business with them or not. We are one cog in the industrial wheel. industrial wheel.
"Then as citizens we must extend our respect to all worthy "Then as citizens we must extend our respect to all worthy people in all nations. We are moving along in troublesome people in all nations. We are moving along in troublesome times, but the love of these various things of which I have times, but the love of these various things of which I have spoken and of the people in whom we are interested is going spoken and of the people in whom we are interested is going to be the great force which will make us all appreciate the to be the great force which will make us all appreciate the spiritual values which constitute the only solid foundation on spiritual values which constitute the only solid foundation on which we can build." which we can build."
Thomas J. Watson, Sr. address to IBM Sales and Service Thomas J. Watson, Sr. address to IBM Sales and Service Class 525 and Customer Engineers Class 528, Class 525 and Customer Engineers Class 528, IBM Country Club, Endicott, NY, IBM Country Club, Endicott, NY, October 30, 1941October 30, 1941
CauseCause (worthy of commitment)(worthy of commitment)
SpaceSpace (room for/encouragement(room for/encouragement
for initiative) for initiative)
DecencyDecency (respect, (respect,
humane)humane)
CauseCause (worthy of commitment)(worthy of commitment)
SpaceSpace (room for/encouragement for initiative-(room for/encouragement for initiative-
adventures) adventures)
DecencyDecency (respect, grace, integrity, humane)(respect, grace, integrity, humane)
serviceservice (worthy of our clients’ & extended (worthy of our clients’ & extended
family’s continuing custom) family’s continuing custom)
excellenceexcellence (period) (period)
servant servant leadership leadership
Cause.Cause.
Space.Space.
Decency.Decency.
Service.Service.Excellence.Excellence.
servant leadership. servant leadership.
““Leaders Leaders
‘‘SERVESERVE’’ people. people.
Period.”Period.” (inspired by Robert Greenleaf)
““I have always I have always believed that the believed that the
purpose of the purpose of the corporation is to be corporation is to be
a blessing to the a blessing to the employees.”employees.” —Boyd Clarke—Boyd Clarke
(Boyd was the president of the Tom Peters (Boyd was the president of the Tom Peters Company for several years until his untimelyCompany for several years until his untimely
death, at age 51, in 2006) death, at age 51, in 2006)
Context.Context.Business as Business as usual. alas.usual. alas.
“Ninety percent of what we call
‘management’ consists of making it difficult for people to
get things done.” – Peter Drucker– Peter Drucker
““It suddenly It suddenly occurred to me …occurred to me …
““It suddenly occurred to me …It suddenly occurred to me … that in that in the space of two the space of two or three hours he or three hours he
nevernever talked talked about cars.”about cars.” —Les Wexner—Les Wexner
““Tom, let me tell you the Tom, let me tell you the definition of a good lending definition of a good lending
officer. After church on officer. After church on Sunday, on the way home Sunday, on the way home with his family, he takes a with his family, he takes a little detour to drive by the little detour to drive by the factory he just lent money factory he just lent money
to. Doesn’t go in or any such to. Doesn’t go in or any such thing, just drives by and thing, just drives by and
takes a look.”takes a look.”
Context.Context.Business as Business as
ununusual.usual.
4 November 2008. 4 November 2008. the unlikely electionthe unlikely election of barack obama. of barack obama. In part: In part: a victory a victory for “management for “management
excellenceexcellence.”.”
**Internet mastery. Internet mastery. (#(#ss. “Movement. $$$$. Political agility.). “Movement. $$$$. Political agility.)
**Field organization.Field organization.**Discipline. Discipline.
Context.Context.Let’s get Let’s get
something something straight.straight.
““I am often asked by would-I am often asked by would-be entrepreneurs seeking be entrepreneurs seeking
escape from life within huge escape from life within huge corporate structures, ‘How corporate structures, ‘How do I build a small firm for do I build a small firm for
myself?’ The answer seems myself?’ The answer seems obviousobvious … …
Source: Paul Ormerod, Source: Paul Ormerod, Why Most Things Fail: Why Most Things Fail: Evolution, Extinction and EconomicsEvolution, 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: Buy a Buy a very large one very large one and just waitand just wait.”.”
—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
““Mr. Foster and his McKinsey colleagues Mr. Foster and his McKinsey colleagues collected detailed performance data stretching collected detailed performance data stretching back back 4040 years for years for 1,0001,000 U.S. companies. U.S. companies. They They
found that found that nonenone of the long-term survivors managed to of the long-term survivors managed to
outperform the market. Worse, the longer outperform the market. Worse, the longer companies had been in the database, the worse companies had been in the database, the worse
they did.”they did.” —Financial Times—Financial Times
Dick Kovacevich: You don’t get better by being bigger.
You get worse.”
““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
Japan #4Japan #4china #2Tchina #2TUSA #2TUSA #2T
#4 Japan#4 Japan #2T china #2T china
#2t USA#2t USA
#1 #1 GermanyGermany
Reason!!!Reason!!!
MittelstandMittelstand
Innovation NationInnovation Nation
**Market economy/“Creative**Market economy/“Creative destruction.” destruction.” [most tries wins, market[most tries wins, market decides, churn]decides, churn]
**Mixed economy **Mixed economy [P, S, M, L, XL] [P, S, M, L, XL]
**Immigrants **Immigrants [hungry, hustling][hungry, hustling]
****DisrespectfulnessDisrespectfulness****Minimal fear of failureMinimal fear of failure****Role models Role models [present, past, “rags-t0-riches”][present, past, “rags-t0-riches”]
**Critical mass **Critical mass [geographic, finance, universities][geographic, finance, universities]
**Research universities**Research universities**Venture capital **Venture capital [“Angels” to VCs to IBs to [“Angels” to VCs to IBs to IPOs]IPOs]
people power:people power: The The
talent talent 6060
11.. peoplepeople!!
PeoplePeople!!
peoplepeople!!
PeoplePeople!!
““The most The most important decisions important decisions
businesspeople businesspeople make are not make are not
‘what’ decisions ‘what’ decisions but ‘who’ but ‘who’
decisions.” decisions.” —Jim Collins, —Jim Collins, Good to GreatGood to Great
““Leaders Leaders
‘‘dodo’’ people. people.
Period.”Period.” —Anon.
TP: TP: “How to flush
$500,000 down
the toilet in one easy
lesson!!”
< CAPEX< CAPEX> People!> People!
22.. The The “Customer” “Customer” is “Job #1”!is “Job #1”!
And that principal And that principal customer is …customer is …
““You have to You have to treat your treat your
employees like employees like customers.”customers.” —Herb Kelleher, —Herb Kelleher,
complete answer, upon being asked his “secrets to success”complete answer, upon being asked his “secrets to success”
Source: Joe Nocera, Source: Joe Nocera, NYTNYT, “Parting Words of an Airline Pioneer,” on the occasion , “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots
union took out a full-page ad in USA Today thanking HK for all he had done; union took out a full-page ad in USA Today thanking HK for all he had done; across theacross the
way in Dallas American Airlines’ pilots were picketing the Annual Meeting)way in Dallas American Airlines’ pilots were picketing the Annual Meeting)
The Customer The Customer Comes Comes
Second Second ——Hal Rosenbluth and Diane McFerrin PetersHal Rosenbluth and Diane McFerrin Peters
33.. “Soft” “Soft” Is “Hard.”Is “Hard.”
MBWMBWAA
Excellence1982: The Bedrock “Eight Basics”Excellence1982: The Bedrock “Eight Basics”
1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. Autonomy and Entrepreneurship3. Autonomy and Entrepreneurship4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, Value-Driven, Value-Driven6. Stick to the Knitting6. Stick to the Knitting7. Simple Form, Lean Staff7. Simple Form, Lean Staff8. Simultaneous Loose-Tight8. Simultaneous Loose-Tight Properties” Properties”
““Breakthrough” 82*Breakthrough” 82*
People! People! CustomersCustomers
! ! Action! Action! Values! Values!
**In Search of ExcellenceIn Search of Excellence
Hard Is SoftHard Is SoftSoft Is HardSoft Is Hard
Hard Is Hard Is SoftSoft (Plans, (Plans, ##ss))
Soft Is Soft Is HardHard (people, (people, customers, values, customers, values,
relationships)relationships)
““The 7-S Model”The 7-S Model”
StrategyStrategyStructureStructureSystemsSystems
StyleStyleSkillsSkillsStaffStaff
Super-ordinate goalSuper-ordinate goal
““The 7-S Model”The 7-S Model”
“Hard S“Hard Sss”” (Strategy, Structure, Systems)(Strategy, Structure, Systems)
“Soft S“Soft SSS”” (Style, Skills, Staff, Super-ordinate goal)(Style, Skills, Staff, Super-ordinate goal)
““The 7-S Model”The 7-S Model”
StrategyStrategyStructureStructureSystemsSystems
StyleStyle (Corporate “Culture,” “The (Corporate “Culture,” “The wayway
we do things around here”)we do things around here”)SkillsSkills (“Distinctive Competence/s”)(“Distinctive Competence/s”)
StaffStaff (People-Talent)(People-Talent)Super-ordinate goalSuper-ordinate goal (Vision, (Vision,
Core Values)Core Values)
44.. “Brand “Brand Inside” Inside” Rules!Rules!
InternalInternal organizational organizational excellenceexcellence* * = = Deepest “Blue Deepest “Blue
Ocean”Ocean”
**Internal Internal organizational organizational excellence = excellence =
““BrandBrand insideinside””
B(I) > B(O)B(I) > B(O)
55.. P.O.T./ P.O.T./ Pursuit Of Pursuit Of Talent = Talent =
OBSESSION.OBSESSION.
““The leaders of Great The leaders of Great
Groups Groups lovelove talent talent and know where to find and know where to find
it. They it. They revel revel in the in the talent of others.”talent of others.”
—Warren Bennis & Patricia Ward Biederman, Organizing Genius
66.. The “Find it” The “Find it” obsession: Biz obsession: Biz
“Strategic”“Strategic”
Priority Priority #1#1 ?!. ?!.
Consider it, and the implications: Consider it, and the implications:
#1#1
““Development can help great Development can help great
people be even better—people be even better— but but if I had a dollar to if I had a dollar to
spend, I’d sspend, I’d sppend 70 end 70 cents cents ggettinettingg the the
ririgght ht pperson in the erson in the doordoor.”.” ——Paul Russell, Director, Leadership &Paul Russell, Director, Leadership &
Development, Google Development, Google
Who?Who?
——The screening interviewThe screening interview——The “Topgrading The “Topgrading Interview”Interview” (story and patterns)(story and patterns)——Focused interviewFocused interview——Reference interview*Reference interview*
*Detailed rituals, goals, follow-up*Detailed rituals, goals, follow-up
Source: Source: Who: The A Method for Hiring, Who: The A Method for Hiring, Geoff Smart and Randy StreetGeoff Smart and Randy Street
““In short, hiring is In short, hiring is the the most immost impportant ortant
asasppect of businessect of business and yet remains and yet remains
woefully woefully misunderstood.”misunderstood.”
Source: Source: Wall Street JournalWall Street Journal, 10.29.08,, 10.29.08, review ofreview of Who: The A Method for Hiring, Who: The A Method for Hiring,
Geoff Smart and Randy StreetGeoff Smart and Randy Street
CCtataOO*
*Chief talent acquisitiontalent acquisition Officer
77.. Focus on the Focus on the #1#1 Motivational Motivational
Discriminator: Discriminator: Selection (& Selection (&
Training) of the First Training) of the First Line Supervisor!Line Supervisor!
#1#1 cause of cause ofDis-satisfaction?Dis-satisfaction?
Employee retention & satisfaction:Employee retention & satisfaction: OverwhelminOverwhelmingglly, y, based on their based on their
immediateimmediate manamanaggerer!!
Source: Marcus Buckingham & Curt Coffman, Source: Marcus Buckingham & Curt Coffman, First, Break All First, Break All the Rules: What the World’s Greatest Managers Do Differentlythe Rules: What the World’s Greatest Managers Do Differently
The “Big Three” TransitionsThe “Big Three” Transitions
MarriageMarriageParenthoodParenthood
11stst Line Supervisor Line Supervisor**
*Accomplishment *Accomplishment through othersthrough others
88.. “Legacy” “Legacy”
= 10!= 10!
2/year 2/year = =
legacy.legacy.
99.. Talent Talent “Excellence” in “Excellence” in Every Part of Every Part of
Every Every Organization.Organization.
#1/100#1/100
““Best Companies toBest Companies to
Work for” Work for”//20052005
WegmansWegmans
**20082008: 3 of Top 5 retail: Wegmans,: 3 of Top 5 retail: Wegmans, Container Store, Whole Foods Container Store, Whole Foods
1010.. Talent Talent “Excellence” “Excellence” Stretches Far Stretches Far Beyond Our Beyond Our
Borders.Borders.
We We areare the the companycompany we keepwe keep
Measure “Strangeness”/Portfolio QualityMeasure “Strangeness”/Portfolio Quality
StaffStaffConsultantsConsultants
VendorsVendorsOut-sourcing Partners Out-sourcing Partners (#, Quality)(#, Quality)
Innovation Alliance PartnersInnovation Alliance PartnersCustomersCustomers
Competitors Competitors (who we “benchmark” against)(who we “benchmark” against)
Strategic Initiatives Strategic Initiatives Product Portfolio Product Portfolio (LineEx v. Leap)(LineEx v. Leap)
IS/IT ProjectsIS/IT ProjectsHQ LocationHQ LocationLunch MatesLunch Mates
LanguageLanguageBoardBoard
The “Hang Out Axiom”:The “Hang Out Axiom”: At its core, At its core, evereveryy (!!!) (!!!)
relationship-partnership relationship-partnership decision (employee, decision (employee,
vendor, customer, etc)vendor, customer, etc) is a is a stratestrateggicic decision decision
about: about:
“Innovate,“Innovate, ‘Yes’ or ‘Yes’ or ‘No’‘No’ ” ”
““[CEO A.G.] Lafley has shifted [CEO A.G.] Lafley has shifted P&G’s focus on inventing all its P&G’s focus on inventing all its
own products to developing own products to developing
others’ inventionsothers’ inventions at least half the at least half the timetime. One successful. One successful
example Mr. Clean Magic Eraser, example Mr. Clean Magic Eraser, based on a product found in an based on a product found in an
Osaka market.”Osaka market.” ——FortuneFortune
1111.. Expand the Expand the definition of “our” definition of “our” talent pool: Master talent pool: Master “Crowd-sourcing,” “Crowd-sourcing,”
“Wikiworld”!“Wikiworld”!
““There’s a fundamental There’s a fundamental shift in power happening. shift in power happening. Everywhere, people are Everywhere, people are getting together and, getting together and,
using the Internet, using the Internet, disrupting whatever disrupting whatever
activities they’re activities they’re involved in.”involved in.” —Pierre Omidyar, founder, —Pierre Omidyar, founder,
eBayeBay
McCain v. ObamaMcCain v. Obama
““Technology massively multiplies soft power—particularly Technology massively multiplies soft power—particularly video technology, and particularly in the hands of non-state video technology, and particularly in the hands of non-state actors. … The power and distinction of a government’s voice actors. … The power and distinction of a government’s voice
is lost in the competing chatter, and in some ways it becomes is lost in the competing chatter, and in some ways it becomes the least compelling simply because it’s the least novel. It’s the least compelling simply because it’s the least novel. It’s
not just words competing against words. Images are now not just words competing against words. Images are now competing against images. People are visual creatures, and competing against images. People are visual creatures, and they tend to respond to videos and pictures on a much less they tend to respond to videos and pictures on a much less
rational and much more visceral level. …rational and much more visceral level. … YouTube YouTube (and whatever follows it) (and whatever follows it) will soon will soon have have ggreater reater gglobal influence over lobal influence over
narratives about international narratives about international events events (if it doesn’t already) (if it doesn’t already) than than
ananyy ggovernment information overnment information source could hosource could hoppe to havee to have.”.” ——Foreign Foreign
PolicyPolicy, Nov-Dec 2008, Nov-Dec 2008
““The Billion-man The Billion-man Research Team: Research Team:
Companies offering Companies offering work to online work to online
communities are communities are reaping the benefits of reaping the benefits of
‘crowdsourcing.’”‘crowdsourcing.’” —Headline, —Headline, FTFT, 0110.07, 0110.07
Rob McEwen/CEO/CEO/Goldcorp Inc./Goldcorp Inc./
Red Lake Red Lake goldgoldSource: Source: Wikinomics: How Mass Wikinomics: How Mass
Collaboration Changes EverythingCollaboration Changes Everything, , Don Tapscott & Anthony WilliamsDon Tapscott & Anthony Williams
A New “C-Level?A New “C-Level?
C C WWww
O*O**Chief *Chief WikiWorldWikiWorld Officer Officer
1212.. Stock up on Stock up on “Technofreaks”“Technofreaks”
!!
Issue #1: To get the Issue #1: To get the best you need a best you need a
critical mass—and a critical mass—and a rep as a first-rate rep as a first-rate
Playground for Top Playground for Top Techies. Techies.
1313.. Talent Talent Masters Focus on Masters Focus on
Talent’s Talent’s Intangibles.Intangibles.
EMPHASIZEMPHASIZE THE E THE “SOFT “SOFT
SKILLS.”SKILLS.”
A A FewFew Lessons from the Arts Lessons from the Arts
Each hired and developed and evaluated in unique waysEach hired and developed and evaluated in unique ways (23 contributors = 23 unique contributions = 23 pathways =(23 contributors = 23 unique contributions = 23 pathways =
23 personalities = 23 sets of motivators) 23 personalities = 23 sets of motivators)
Attitude/Enthusiasm/Energy paramountAttitude/Enthusiasm/Energy paramountRe-lent-less!Re-lent-less!
“Practice is cool”“Practice is cool” (G Leonard/(G Leonard/MasteryMastery))
Team Team and and individual individual Aspire to Aspire to EXCELLENCE EXCELLENCE = Obvious= Obvious
Ex-e-cu-tionEx-e-cu-tionTalent = Brand = DuhTalent = Brand = Duh“The Project” rules“The Project” rulesEmotional languageEmotional language
Bit players. No.Bit players. No.B.I.W.B.I.W. (everything)(everything)
Delta events = Delta rostersDelta events = Delta rosters (incl leader/s)(incl leader/s)
14.14. Hire Hire enthusiasmenthusiasm
!!
““Nothing is so Nothing is so contagious as contagious as enthusiasm.”enthusiasm.”
—Samuel Taylor Coleridge
““I am a I am a dispenser of dispenser of
enthusiasm.”enthusiasm.”
—Ben Zander
15.15. Hire Hire resilience!resilience!
““It is It is notnot the the strongest of the strongest of the
species that survives, species that survives, nornor the most the most
intelligent, but intelligent, but the the one most one most responsive responsive
to changeto change.”.” —Charles Darwin
““We eat We eat change for change for breakfast.”breakfast.”
—Harry Quadracci
OceanOcean racer? racer?
1616.. Hire Hire for _____!for _____!
Half-full Cups:Half-full Cups: “[Ronald “[Ronald Reagan] radiated an Reagan] radiated an
almost almost transcendent transcendent
happiness.” happiness.” —Lou Cannon —Lou Cannon
““Success or Failure”/Try Instead “Optimism or Success or Failure”/Try Instead “Optimism or Failure”/From Martin Seligman’s Failure”/From Martin Seligman’s Learned Learned Optimism:Optimism: “I believe the traditional wisdom is “I believe the traditional wisdom is
incomplete. A composer can have all the talent of a incomplete. A composer can have all the talent of a Mozart and a passionate desire to succeed, but if he Mozart and a passionate desire to succeed, but if he believes he cannot compose music, he will come to believes he cannot compose music, he will come to
nothing. He will not try hard enough. He will give up too nothing. He will not try hard enough. He will give up too soon when the elusive right melody takes too long to soon when the elusive right melody takes too long to
materialize. Success requires persistence, the ability to materialize. Success requires persistence, the ability to not give up in the face of failure. I believe that … not give up in the face of failure. I believe that …
OPTIMISTICOPTIMISTIC EXPLANATORY STYLEEXPLANATORY STYLE … is the key to persistence. … The optimistic-… is the key to persistence. … The optimistic-
explanatory-style theory of success says that in order to explanatory-style theory of success says that in order to choose peoplechoose people
for success in a challenging job, you need to select for for success in a challenging job, you need to select for
three characteristics: three characteristics: (1) (1) AptitudAptitudee. (2) . (2) MotivationMotivation.. (3)(3) OptimismOptimism.. All three determine All three determine
success.”success.”
1717.. Hire Staffers with Hire Staffers with a “Professional a “Professional
Service firm” [psf] Service firm” [psf] “Mentality”“Mentality”
““M” = M” = $0$0
IBIBMM: : $55B$55B***Also, among others in the same ballpark,*Also, among others in the same ballpark,
the recent linkup of HP and EDS the recent linkup of HP and EDS
““THE GIANT STALKING BIG OIL: THE GIANT STALKING BIG OIL:
How How SchlumbergerSchlumberger Is Rewriting the Rules of the Is Rewriting the Rules of the
Energy Game.”:Energy Game.”: “IPM [Integrated “IPM [Integrated Project Management] strays from Project Management] strays from [Schlumberger’s] traditional role [Schlumberger’s] traditional role as a service provider and moves as a service provider and moves
deeper into areas once dominated deeper into areas once dominated by the majors.”by the majors.”
Source: Source: BusinessWeekBusinessWeek cover story, January 2008 cover story, January 2008
““Big Brown’s New Bag: UPS Big Brown’s New Bag: UPS Aims to Be the Traffic Aims to Be the Traffic
Manager for Corporate Manager for Corporate AmericaAmerica”” —Headline/—Headline/BWBW
““UPS wants to take over the UPS wants to take over the sweet spot in the endless sweet spot in the endless loop of goods, information loop of goods, information
and capital that all the and capital that all the packages packages [it moves][it moves] represent represent.”.” ——
ecompany.com ecompany.com (E.g., (E.g., UPS LogisticsUPS Logistics manages the logistics of 4.5M Ford vehicles, manages the logistics of 4.5M Ford vehicles,
from 21 mfg. sites to 6,000 NA dealers) from 21 mfg. sites to 6,000 NA dealers)
The Value-added Ladder/The Value-added Ladder/TRANSFORMATIONTRANSFORMATION
Customer Success/ Customer Success/ Gamechanging Gamechanging
SolutionsSolutions
ServicesServicesGoodsGoods
Raw Materials Raw Materials
Department Head
to …
ManaginManaging g
PartnerPartner, , ISIS [HR, R&D, etc.] IncInc..
Answer to prayers small and large:
PSFPSF
Ideal “finance staffer”: Ideal “finance staffer”:
**Full-scale “business partner”**Full-scale “business partner” [CFO?] to the/each department [CFO?] to the/each department she serves.she serves.**Not cop—obsessed instead with**Not cop—obsessed instead with value-addedvalue-added**Integration first, “stovepipe” **Integration first, “stovepipe” secondarysecondary**MBWA/bigtime**MBWA/bigtime**Networker to the rest of Finance**Networker to the rest of Finance
1818.. Hire Hire “Design-“Design-
Mindedness”Mindedness”!!
““Design is Design is
treated like treated like a religiona religion at at
BMW.”BMW.” —Fortune—Fortune
““You You knowknow a a designdesign is is goodgood
whenwhen you you wantwant to to licklick it.” it.” —Steve Jobs—Steve Jobs
Source: Source: Design: Intelligence Made VisibleDesign: Intelligence Made Visible,, Stephen Bayley & Terence ConranStephen Bayley & Terence Conran
““Business people don’t Business people don’t need to ‘understand need to ‘understand
designers better.’ designers better.’ Businesspeople needBusinesspeople need
to to bebe designers.” designers.”
—Roger Martin/Dean/Rotman Management School/—Roger Martin/Dean/Rotman Management School/University of TorontoUniversity of Toronto
1919.. Embrace Embrace the “action the “action Faction”!Faction”!
1/401/40
““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the software. software. We fixed them by doing it over and over, again We fixed them by doing it over and over, again and again.and again. We do the same today. While our competitors We do the same today. While our competitors are still sucking their thumbs trying to make the design are still sucking their thumbs trying to make the design
perfect, we’re already on prototype versionperfect, we’re already on prototype version ##55..
By the time our rivals areBy the time our rivals are ready with wires and screws, we are on versionready with wires and screws, we are on version
##1010.. It gets back to It gets back to planning versus actingplanning versus acting: : We act We act from day onefrom day one; ; others plan how others plan how toto planplan——for monthsfor months.”.” —Bloomberg by —Bloomberg by
BloombergBloomberg
20.20. Cheer Cheer [and [and
promote for!]promote for!] the the worthy worthy
failures!failures!
““In business, you In business, you rewardreward people for taking people for taking risksrisks. .
When it When it doesn’tdoesn’t workwork outout you pyou promoteromote them-because them-because they were willing to try new they were willing to try new
things. If people tell me things. If people tell me they skied all day and never they skied all day and never fell down, I tell them to tryfell down, I tell them to try
a different mountain.” a different mountain.” —Michael Bloomberg (—Michael Bloomberg (BWBW/0625.07)/0625.07)
““Fail .Fail . Forward. Forward.
Fast.”Fast.”High Tech CEO, Pennsylvania
““FAIL, FAIL FAIL, FAIL AGAIN. FAIL AGAIN. FAIL BETTER.”BETTER.”
—Samuel Beckett
““RewardReward excellent failures.
PunishPunish mediocre
successes.”Phil Daniels, Sydney exec
“The secret of fast progress is
inefficiency, fast and furious and
numerous failures.”
—Kevin Kelly
2121.. Exalt the Exalt the “dull” “dull”
DoersDoers!!!!
Conrad Hilton, at a gala Conrad Hilton, at a gala celebrating his life,celebrating his life,
was asked, “What was the was asked, “What was the most important lesson most important lesson
you’ve learned in your long you’ve learned in your long and distinguished career?” and distinguished career?”
His immediate answer …His immediate answer …
Conrad Hilton, at a gala celebrating his life,Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned was asked, “What was the most important lesson you’ve learned
in your long and distinguished career?” in your long and distinguished career?”
His immediate answer: His immediate answer: ““remember remember to tuck the to tuck the
shower curtain shower curtain inside the inside the bathtubbathtub””
““Execution Execution isis
strategy.”strategy.” —Fred Malek—Fred Malek
In the recruiting process, perform a In the recruiting process, perform a microscopic analysis of the microscopic analysis of the
candidate’s proclivity for action. candidate’s proclivity for action. Look for a ton of supporting Look for a ton of supporting
specifics. Judge by body language specifics. Judge by body language what sorts of riffs turn him-her on what sorts of riffs turn him-her on
… and off. If the turn ons invariably … and off. If the turn ons invariably come from conceptual discussions—come from conceptual discussions—watch out. If the eyes gleam while watch out. If the eyes gleam while on the topic of implementation … on the topic of implementation … you may have a winner on your you may have a winner on your
hands. hands.
2222.. Hire Hire Relentless!Relentless!
““eighty eighty percent of percent of success is success is
showing up.” showing up.” ——Woody AllenWoody Allen
2323.. Hire and Hire and Promote for Promote for “relationship “relationship excellence.”excellence.”
R.O.I.R.O.I.R.R. Rules! Rules!
Return on Return on investment in investment in relationshipsrelationships
““Allied commands depend Allied commands depend on mutual confidence on mutual confidence [and this confidence] [and this confidence] is gained, above all is gained, above all
through the through the develodeveloppmentment of friendshiof friendshippss.”.”
——General D.D. Eisenhower, General D.D. Eisenhower, Armchair General Armchair General * (05.08)* (05.08)
*“Perhaps his most outstanding ability [at West Point] was*“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds;of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his it was a quality that would pay great dividends during his
future coalition command.”future coalition command.”
X X =XFX=XFX**
**ExcellenceExcellence = Cross-functional Excellence = Cross-functional Excellence
The “XF-50”: 50 Ways to The “XF-50”: 50 Ways to Enhance Cross-Functional Enhance Cross-Functional Effectiveness and Deliver Effectiveness and Deliver
Speed, “Service Speed, “Service Excellence” and “Value-Excellence” and “Value-
added Customer added Customer ‘Solutions’”*‘Solutions’”*
*Entire “XF-50” List is at *Entire “XF-50” List is at Appendix FIVE
Never Never waste a waste a lunch!lunch!
????????
% XF % XF lunches*lunches*
*Measure!*Measure!
??????????????
“Success doesn’t depend on the number of “Success doesn’t depend on the number of people you know; it depends on the number people you know; it depends on the number
of people you know in of people you know in hihigghh places!”places!”
oror
“Success doesn’t depend on the number of “Success doesn’t depend on the number of people you know; it depends on the number people you know; it depends on the number
of people you know in of people you know in lowlow places!” places!”
2424.. HR Is HR Is “Cool.”“Cool.”
ChChicago:icago:HRMACHRMAC
“support function” / “cost center” /
“bureaucratic drag”
oror …
Are you … ““Rock Rock Stars of the Stars of the
AAgge of Talente of Talent””
2525.. HR Sits at HR Sits at The Head The Head
Table.Table.
A review of Jack and Suzy Welch’s A review of Jack and Suzy Welch’s WinningWinning claims there are but claims there are but two key differentiators that set GE “culture” apart from the herd:two key differentiators that set GE “culture” apart from the herd:
FirstFirst:: Separating financial forecasting and performance Separating financial forecasting and performance measurement.measurement. Performance measurement based, as it usually is, on budgeting Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. gamed-abstract plan developed last year.
SecondSecond:: Putting Putting HRHR on a par with on a par with finance and finance and marketing.marketing.
2626.. Re- Re-name “HR.”name “HR.”
Talent Talent DepartmentDepartment
People DepartmentPeople Department
Center for Talent ExcellenceCenter for Talent Excellence
Seriously Cool People Who Seriously Cool People Who Recruit & Develop Recruit & Develop
Seriously Cool PeopleSeriously Cool People
Etc.Etc.
2727.. There Is There Is an “HR an “HR
Strategy”/ Strategy”/ “HR Vision”“HR Vision”
What’s your company’s … EVP/EVP/IBPIBP?*
*Employee Value Proposition, per Ed Michaels et al.,
The War for Talent; IBP/Internal Brand Promise per TP
EVP/IBPEVP/IBP = = Remarkable Remarkable challenge, rapid professional challenge, rapid professional growth, respect, satisfaction, growth, respect, satisfaction,
fun, stunning opportunity, fun, stunning opportunity, exceptional reward, amazing exceptional reward, amazing
peer group, full membership in peer group, full membership in Club Adventure, maximized Club Adventure, maximized
future employabilityfuture employability
Source: Ed Michaels, Source: Ed Michaels, The War for Talent; TPThe War for Talent; TP
2828.. Acquire Acquire for Talent!for Talent!
Omnicom's acquisitionsOmnicom's acquisitions:: “not for “not for
size per se”; size per se”; “buying “buying talent;”talent;” “deepen a “deepen a
relationship with a client.”relationship with a client.”
Source: Source: Advertising AgeAdvertising Age
2929.. There Is a There Is a FORMAL FORMAL
Leadership Leadership Development Development Strategy. Strategy.
““Crotonville”!Crotonville”!Purchase!Purchase!
3030.. There Is a There Is a FORMAL FORMAL
STRATEGIC HR STRATEGIC HR Review Process.Review Process.
““In most companies, the Talent Review Process is a In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people farce. At GE, Jack Welch and his two top HR people visited each division for a day. They reviewed the visited each division for a day. They reviewed the top 20 to 50 people by name. They talked about top 20 to 50 people by name. They talked about
Talent Pool strengthening issuesTalent Pool strengthening issues.. The The Talent Review Process is a Talent Review Process is a contact sport at GE; it has contact sport at GE; it has
the intensity and the the intensity and the importance of the budget importance of the budget
process at most process at most companiescompanies.”.”—Ed Michaels
Milliken’s “War Milliken’s “War Room”Room”**
*Top 200*Top 200
3131.. “People”/ “People”/ “Talent” “Talent”
Reviews Are the Reviews Are the FIRST FIRST Reviews.Reviews.
3232.. HRHR Strategy Strategy = = BUSINESSBUSINESS
Strategy.Strategy.
Wegmans: #1/100 Best Companies to Work forWegmans: #1/100 Best Companies to Work for
84%: Grocery stores 84%: Grocery stores “are all alike”“are all alike”46%: additional spend if customers have an 46%: additional spend if customers have an “emotional connection”“emotional connection”
to a grocery store rather than to a grocery store rather than “are satisfied”“are satisfied” (Gallup) (Gallup)
“Going to Wegmans is not just shopping, “Going to Wegmans is not just shopping, it’s an event.”it’s an event.” —Christopher —Christopher Hoyt, grocery consultantHoyt, grocery consultant
““You cannot separate You cannot separate their strategy as a their strategy as a retailerretailer from their from their
strategy as an strategy as an emempploloyyerer.”.” —Darrell Rigby, Bain & Co.—Darrell Rigby, Bain & Co.
3333.. Make it a Make it a “Cause Worth “Cause Worth
Signing Up Signing Up For.”For.”
““People want to be part People want to be part of something larger than of something larger than themselvesthemselves.. They want to They want to
be part of something they’re be part of something they’re really really proudproud of, that they’ll of, that they’ll
fight fight forfor,, sacrifice sacrifice forfor , , trusttrust.”.” —Howard Schultz, Starbucks (IBD/09.05)
3434.. Goal: Goal: Amazing questsAmazing quests!!
Life SuccessLife Success!! Dreams Come Dreams Come truetrue!! [for [for everyoneeveryone ]]
““The role of the Director is to The role of the Director is to create a space where the actors create a space where the actors
and actresses canand actresses can become become more than they’ve ever more than they’ve ever been before, more than been before, more than
they’ve dreamed of they’ve dreamed of beingbeing.”.” —Robert Altman, Oscar acceptance speech—Robert Altman, Oscar acceptance speech
““We are a We are a ‘Life ‘Life
Success’ Success’ Company.”Company.”
Dave Liniger, founder, RE/MAX
““No matter what the No matter what the situation, situation, [the excellent manager’s][the excellent manager’s]
first resfirst respponse is alwaonse is alwayys to s to think about the individual think about the individual concerned and how thinconcerned and how thinggs s can be arrancan be arrangged to ed to helhelpp
that individual exthat individual expperience erience successsuccess.”.” —Marcus Buckingham, —Marcus Buckingham,
The One Thing You Need to KnowThe One Thing You Need to Know
% of people % of people with …with …
… … Dreams?Dreams?
The Dream ManagerThe Dream Manager —Matthew —Matthew
KellyKelly
“An organization can only become the-best-version-of-“An organization can only become the-best-version-of-itself to the extent that the people who drive that itself to the extent that the people who drive that
organization are striving to become better-versions-of-organization are striving to become better-versions-of-themselves.” “A company’s purpose is to become the-themselves.” “A company’s purpose is to become the-
best-version-of-itself. The question is: best-version-of-itself. The question is: What is an What is an emempploloyyee’s ee’s ppururppose? Most would saose? Most would sayy, ‘to hel, ‘to helpp the the
comcomppananyy achieve its achieve its ppururppose’—but theose’—but theyy would be wron would be wrongg. . That is certainlThat is certainlyy ppart of the emart of the empploloyyee’s role, but an ee’s role, but an emempploloyyee’s ee’s pprimarrimaryy ppururppose is to become the-best-ose is to become the-best-version-of-himself or –herselfversion-of-himself or –herself.. … When a company … When a company
forgets that it exists to serve customers, it quickly goes forgets that it exists to serve customers, it quickly goes
out of business.out of business. Our employees are our Our employees are our first customers, and our most first customers, and our most
important customers.”important customers.”
What is an employee’s What is an employee’s purpose? Most would say, ‘to purpose? Most would say, ‘to help the company achieve its help the company achieve its purpose’—but they would be purpose’—but they would be
wrong. That is certainly part of wrong. That is certainly part of the employee’s role, but an the employee’s role, but an
employee’s primary purpose is employee’s primary purpose is to become the-best-version-of-to become the-best-version-of-himself or –herself.himself or –herself. —Matthew Kelly, —Matthew Kelly,
The Dream ManagerThe Dream Manager
DRD:DRD: Dream Dream Realization Realization DepartmentDepartment
3535.. Enlist Everyone Enlist Everyone in Challenge in Challenge Century21/Century21/
Foster Foster Independence.Independence.
““One of the defining One of the defining characteristics [of the characteristics [of the
change] is that it will be change] is that it will be lessless driven by countries or driven by countries or corporations and corporations and moremore
driven by real people.driven by real people. It will It will unleash unprecedented creativity, unleash unprecedented creativity,
advancement of knowledge, and economic advancement of knowledge, and economic development. But at the same time, it will development. But at the same time, it will tend to undermine safety net systems and tend to undermine safety net systems and
penalize the unskilled.”penalize the unskilled.” —Clyde Prestowitz, —Clyde Prestowitz, Three Three
Billion New CapitalistsBillion New Capitalists
BRAND BRAND YOU.YOU.NO NO
OPTION.OPTION.
““You are the You are the storyteller of your storyteller of your own life, and you own life, and you
can create your own can create your own
legend or not.”legend or not.” —Isabel
Allende
Muhammad Yunus:Muhammad Yunus: ““All human All human beings are entrepreneursbeings are entrepreneurs..
When we were in the caves we were When we were in the caves we were all self-employed . . . finding our food, all 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, ‘You are labor.’ We forgot that we us, ‘You are labor.’ We forgot that we
are entrepreneurs.”are entrepreneurs.”
DistinctDistinct … or
…
ExtincExtinctt
Win-winWin-win**
*Damn it!*Damn it!
3636. . create an create an accountable accountable workplace.workplace.
““GE has set a GE has set a standard of candor. standard of candor.
… There is no … There is no puffery. … puffery. … There There isn’t an ounce of isn’t an ounce of
denial in the placedenial in the place.”.” ——
Kevin Sharer, CEO Amgen, Kevin Sharer, CEO Amgen, on the “GE mystique” on the “GE mystique” (Fortune)(Fortune)
3737.. Ensure that Ensure that the Review the Review Process Has Process Has INTEGRITY.INTEGRITY.
25 = 25 = 100*100*
* “But what do I do that’s more important than developing people? I don’t do the damn work. They do.” —GK
3838.. Training I: Training I: Train! Train! Train! Train!
Train!Train!
26.3HPY26.3HPY
It’s a It’s a numbers numbers game!game! (mostly)(mostly)
““Have you invested Have you invested as much this year* as much this year* in your career as in in your career as in
your car?” your car?” —Molly Sargent—Molly Sargent
3939.. Training II: Training II: 100% “Business 100% “Business
People”People”!!
New Work SurvivalKit.2008New Work SurvivalKit.2008
1. 1. MASTERY!MASTERY! (Best/Absurdly Good at (Best/Absurdly Good at Something!Something!))
2. 2. “Manage” to Legacy“Manage” to Legacy (All Work = “Memorable”/“Braggable” (All Work = “Memorable”/“Braggable” WOW WOW Projects!Projects!))3. 3. A “USP”/UNIQUE SELLING PROPOSITIONA “USP”/UNIQUE SELLING PROPOSITION4. 4. Rolodex ObsessionRolodex Obsession (From vertical/hierarchy/“suck up” loyalty to(From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty)horizontal/“colleague”/“mate” loyalty)5. 5. ENTREPRENEURIAL INSTINCTENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity! (A sleepless … Eye for Opportunity! 6.6.CEO/LEADER/BUSINESSPERSON/CLOSERCEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!)(CEO, Me Inc. 24/7!)
7. 7. Master of ImprovMaster of Improv (Play a dozen parts simultaneously, from(Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber)Chief Strategist to Chief Toilet Scrubber)8. 8. Sense of HumorSense of Humor (A willingness to Screw Up & Move On)(A willingness to Screw Up & Move On)
9. 9. Comfortable with Your SkinComfortable with Your Skin (Bring “interesting you” to work!)(Bring “interesting you” to work!)
10. 10. Intense Appetite for TechnologyIntense Appetite for Technology (E.g.: How Cool-Active is your(E.g.: How Cool-Active is your Web site? Do you Blog?)Web site? Do you Blog?)11. 11. EMBRACE “MARKETING”EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer)(Your own CSO/Chief Storytelling Officer)
12. 12. PASSION FOR RENEWALPASSION FOR RENEWAL (Your own CLO/Chief Learning Officer) (Your own CLO/Chief Learning Officer)
13. 13. EXECUTION EXCELLENCE!EXECUTION EXCELLENCE! (Show up on time! Leave last!)(Show up on time! Leave last!)
4040.. Training Training III: 100% III: 100% LEADERS!LEADERS!
““The Marine Corps The Marine Corps believes that all believes that all
Marines must learn to Marines must learn to leadlead.. In order to survive the chaos In order to survive the chaos
and uncertainty of war, a Marine is and uncertainty of war, a Marine is taught how to be decisive, how to take taught how to be decisive, how to take
care of others, and how to take care of others, and how to take
responsibility for her actions.”responsibility for her actions.” ——Leading from the Front,Leading from the Front, Angie Morgan and Courtney Lynch Angie Morgan and Courtney Lynch
4141.. Training IV: Training IV: Boss as Trainer-Boss as Trainer-
in-Chiefin-Chief!!
““Workout” = Workout” = 2424 DPYDPY in the Classroom in the Classroom
4242.. Training V: Training V: MBAMBASS relevant relevant to GTD to GTD [Getting things Done][Getting things Done]
The GTD* The GTD*
MBAMBA
*Getting Things Done*Getting Things Done
CoreCore
*Managing people I, II, III, IV*Managing people I, II, III, IV*Creating and managing systems*Creating and managing systems with high impactwith high impact*Leadership I, II*Leadership I, II*Servant leadership*Servant leadership*Execution I, II, III*Execution I, II, III*Creating a “Try it now”-“Fail Forward*Creating a “Try it now”-“Fail Forward Fast”-“Ready. Fire. Aim.” “culture”Fast”-“Ready. Fire. Aim.” “culture”*Maximizing ROIR *Maximizing ROIR [Return On Investment[Return On Investment in Relationships]in Relationships]
*Sales I, II, III, IV*Sales I, II, III, IV*Service basics I, II*Service basics I, II*Creating incredible customer*Creating incredible customer experiencesexperiences
CoreCore
*The art and science of influence I, II*The art and science of influence I, II*Crucial conversations-Crucial*Crucial conversations-Crucial confrontationsconfrontations*Accounting* I, II *Accounting* I, II [*acctg., not “finance”][*acctg., not “finance”]
*Accountability I, II*Accountability I, II*Calendar mastery/Mastering “to don’t”*Calendar mastery/Mastering “to don’t”*MBWA I, II*MBWA I, II*Nurturing and harvesting curiosity*Nurturing and harvesting curiosity in one and allin one and all*Giving great presentations I, II*Giving great presentations I, II*Active listening I, II *Active listening I, II *Excellence as aspiration,*Excellence as aspiration, Excellence everywhere,Excellence everywhere, Excellence all the timeExcellence all the time
OtherOther
*Recruiting top talent for 100% of*Recruiting top talent for 100% of enterprise jobsenterprise jobs*Recruiting for smile, enthusiasm,*Recruiting for smile, enthusiasm, energyenergy*Nurturing top talent*Nurturing top talent*Helping people (employees,*Helping people (employees, customers, vendors, communities)customers, vendors, communities) grow and realize their dreamsgrow and realize their dreams*The promotion decision*The promotion decision*Women as pre-eminent leaders*Women as pre-eminent leaders*Building friends through effective*Building friends through effective firingfiring*The power of decentralization—and*The power of decentralization—and the barriers theretothe barriers thereto
OtherOther
*The art of finding and loving weirdos*The art of finding and loving weirdos*Creating an environment of respect *Creating an environment of respect and decency and decency *The pre-eminent role of emotion in*The pre-eminent role of emotion in everythingeverything*Saying “thank you” I, II*Saying “thank you” I, II*Aggressive apologizing*Aggressive apologizing*Giving good phone, working the phones*Giving good phone, working the phones*Creating and nurturing lasting win-win*Creating and nurturing lasting win-win alliancesalliances*Creating or changing a unit’s “culture”*Creating or changing a unit’s “culture”*The real “stuff”-basics of cross-*The real “stuff”-basics of cross- functional excellencefunctional excellence
OtherOther
*Developing and sustaining a spirited*Developing and sustaining a spirited workplaceworkplace*Becoming the gemstone of the*Becoming the gemstone of the communitycommunity*Mastering the Internet I, II*Mastering the Internet I, II*Appreciating and playing with new*Appreciating and playing with new technologiestechnologies*Knowing oneself*Knowing oneself*Marketing*Marketing*Marketing to women I, II*Marketing to women I, II*Marketing to boomers-geezers I, II*Marketing to boomers-geezers I, II*Design-mindedness as a “cultural”*Design-mindedness as a “cultural” attributeattribute
OtherOther
*The Art of the Nudge*The Art of the Nudge*Rapid prototyping of everything, *Rapid prototyping of everything, and the Art of Serious Playand the Art of Serious Play*Rewarding failures*Rewarding failures*Increasing a business’s metabolic rate*Increasing a business’s metabolic rate*Diversity power everywhere *Diversity power everywhere *The power of universal transparency*The power of universal transparency
Spare Time
*Strategy*Strategy*Finance*Finance*Globalization*Globalization
4343.. Training VI: Training VI: The REAL The REAL
Bedrock of the Bedrock of the “Talent Thing.”“Talent Thing.”
““My wife and I went to a [kindergarten] parent-teacher My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator conference and were informed that our budding refrigerator
artist, Christopher, would be receiving a grade of artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any childUnsatisfactory in art. We were shocked. How could any child
—let alone our child—receive a poor grade in art at such a —let alone our child—receive a poor grade in art at such a
young age?young age? His teacher His teacher informed us that he had informed us that he had refused to color within refused to color within the lines, which was a the lines, which was a state restate reqquirement for uirement for demonstratindemonstratingg ‘ ‘ggrade-rade-
level motor skillslevel motor skills.’.’ ” ” —Jordan —Jordan
Ayan, AHA!Ayan, AHA!
4444.. Re-Re-spectspect!!
““It was much later that I realized It was much later that I realized Dad’s secret. He gained respect by Dad’s secret. He gained respect by giving it. He talked and listened to giving it. He talked and listened to
the fourth-grade kids in Spring Valley the fourth-grade kids in Spring Valley who shined shoes the same way he who shined shoes the same way he talked and listened to a bishop or a talked and listened to a bishop or a
college president.college president. He was He was seriously interested in seriously interested in
who you were and what who you were and what you had to sayyou had to say.”.”Sara Lawrence-Lightfoot, Respect
““Ladies and Ladies and gentlemen gentlemen
serving ladies serving ladies and gentlemen”and gentlemen”
Ritz Carlton Credo, from Horst SchulteRitz Carlton Credo, from Horst Schulte
““The The [Union senior][Union senior] officers rode past the officers rode past the Confederates smugly without any sign Confederates smugly without any sign of recognition except by one. ‘When of recognition except by one. ‘When
General Grant reached the line of General Grant reached the line of ragged, filthy, bloody, despairing ragged, filthy, bloody, despairing
prisoners strung out on each side of prisoners strung out on each side of the bridge, he lifted his hat and held it the bridge, he lifted his hat and held it over his head until he passed the last over his head until he passed the last man of that living funeral cortege. He man of that living funeral cortege. He was the only officer in that whole train was the only officer in that whole train
who recognized us as being on the who recognized us as being on the face of the earth.’*”face of the earth.’*”
*quote within a quote from diary of a Confederate soldier
4545. . Encourage Encourage
DisDis-respect!-respect!
All You Need to Know About All You Need to Know About “Sources of Innovation”“Sources of Innovation”
Angry Angry people!people! [with the [with the
status quo]status quo]
4646.. Talent Talent Excellence! Excellence!
Leaders who Leaders who askask! Leaders ! Leaders who who listenlisten!!
““The four most The four most important words in any important words in any
organizationorganization
are …are … ‘What do ‘What do you think?’you think?’ ” ”
Source: courtesy Dave Wheeler,Source: courtesy Dave Wheeler, posted at tompeters.com, source ofposted at tompeters.com, source of
original unknown (0609.08) original unknown (0609.08)
1818””
4747.. “Thoughtful” “Thoughtful” works!works!
“Thoughtful” “Thoughtful” Wins! !Wins! !
““We are We are thoughtful in thoughtful in all we do.”all we do.”
ThoughtfulnessThoughtfulness is key to customer retention. is key to customer retention.ThoughtfulnessThoughtfulness is key to employee recruitment is key to employee recruitment and satisfaction.and satisfaction.Thoughtfulness Thoughtfulness is key to brand perception.is key to brand perception.ThoughtfulnessThoughtfulness is key to your ability to look in is key to your ability to look in the mirror—and tell your kids about your job.the mirror—and tell your kids about your job.““ThoughtfulnessThoughtfulness is free.” is free.”ThoughtfulnessThoughtfulness is key to speeding things up— is key to speeding things up— it reduces friction.it reduces friction.ThoughtfulnessThoughtfulness is key to transparency and is key to transparency and eveneven cost containment—it abets rather than stiflescost containment—it abets rather than stifles truth-telling.truth-telling.
““Courtesies of a small Courtesies of a small and trivial character are and trivial character are
the ones which strike the ones which strike deepest in the grateful deepest in the grateful
and appreciating heart.”and appreciating heart.”
—Henry Clay
00 ofof 1515
Press GanePress Ganeyy Assoc Assoc:: 139,380139,380 former former patients from patients from 225225 hospitals: hospitals:
nonenone of THE top 15 factors of THE top 15 factors
determining determining PPatient atient SSatisfaction atisfaction referred to patient’s health referred to patient’s health outcomeoutcome
PSPS directldirectly related to y related to StaffStaff InteractionInteraction
PSPS directldirectly correlated with y correlated with Employee Employee SatisfactionSatisfaction
Source: Source: Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel
““There is a misconception that supportive interactions require There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although more staff or more time and are therefore more costly. Although
labor costs are a substantial part of any hospital budget, the labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. interactions themselves add nothing to the budget.
Kindness is Kindness is freefree.. Listening to patients or answering their Listening to patients or answering their
questions costs nothing. It can be argued that negative questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … needs or limiting their sense of control—can be very costly. …
Angry, frustrated or frightened patients may be combative, Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a than it would have taken to interact with them initially in a
positive way.”positive way.” ——Putting Patients FirstPutting Patients First, Susan Frampton, , Susan Frampton, Laura Gilpin, Patrick CharmelLaura Gilpin, Patrick Charmel
4848.. Thank Thank
YouYou!!
““The deepest The deepest human need is human need is the need to be the need to be appreciated.”appreciated.”
William JamesWilliam James
4949.. MBWA: MBWA: Visible Visible
Leadership!Leadership!
MBWMBWAA
5050.. Promote for Promote for “people skills.”“people skills.” (THE REST IS (THE REST IS
DETAILS.)DETAILS.)
““When assessing candidates, the first When assessing candidates, the first thing I looked for was energy and thing I looked for was energy and
enthusiasm for execution. enthusiasm for execution. Does Does she talk about the thrill she talk about the thrill of of ggettinettingg thin thinggs done, s done,
the obstacles overcome, the obstacles overcome, the role her the role her ppeoeopple le pplalayyeded —or does she keep —or does she keep wandering back to strategy or wandering back to strategy or
philosophy?”philosophy?”
—Larry Bossidy, Honeywell/AlliedSignal, in —Larry Bossidy, Honeywell/AlliedSignal, in ExecutionExecution
5151.. Honor Honor Youth.Youth.
““Why focus on these late teens and twenty-Why focus on these late teens and twenty-
somethings? somethings? Because theBecause theyy are the are the first first yyounoungg who are both in a who are both in a
pposition to chanosition to changge the world, and e the world, and are actuallare actuallyy doin doingg so so.. … For the first … For the first
time in history, children are more comfortable, time in history, children are more comfortable, knowledgeable and literate than their parents knowledgeable and literate than their parents about an innovation central to society. … The about an innovation central to society. … The
Internet has triggered the first industrial Internet has triggered the first industrial revolution in history to be led by the young.”revolution in history to be led by the young.”
The EconomistThe Economist
5252.. Provide Provide Early Early
Leadership Leadership Assignments.Assignments.
TheThe
WOW!WOW!
(sub)project(sub)project
5353.. Create a Create a FORMAL FORMAL
System of System of Mentoring.Mentoring.
W. L. GoreW. L. GoreQuad/GraphicsQuad/Graphics
5454.. Diversity of Diversity of everyevery sort sort!!
““Diverse groups of problem solvers—Diverse groups of problem solvers—groups of people with diverse tools—groups of people with diverse tools—
consistently outperformed groups of the consistently outperformed groups of the best and the brightest. If I formed two best and the brightest. If I formed two
groups, one random (and therefore groups, one random (and therefore diverse) and one consisting of the best diverse) and one consisting of the best individual performers, the first group individual performers, the first group
almost always did better. … almost always did better. …
DiversityDiversity trumped trumped abilityability.”.” —Scott Page, —Scott Page, The Difference: How The Difference: How
the Power of Diversity Creates Better Groups,the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Diversity Firms, Schools, and Societies Diversity
5555.. Hire Hire (& (&
Protect!)Protect!) Weird!Weird!
““Are thereAre there
enouenougghh weirdweird
ppeoeopplele in the in the lab these days?”lab these days?” —V.
Chmn., pharmaceutical house, to a lab director
CM Prof Richard Florida on “Creative CM Prof Richard Florida on “Creative
CapitalCapital”: ”: “You cannot get a “You cannot get a technologically technologically
innovative place … innovative place … unless it’s open to unless it’s open to
weirdness, eccentricity weirdness, eccentricity and difference.”and difference.”
Source: Source: New York TimesNew York Times/06.01.2002/06.01.2002
Why Do I love Freaks?
(1) Because when Anything Interesting happens … it was (1) Because when Anything Interesting happens … it was a a freakfreak who did it. (Period.) who did it. (Period.) (2) (2) FreaksFreaks are fun. (Freaks are also a pain.) (Freaks are are fun. (Freaks are also a pain.) (Freaks are never boring.) never boring.) (3) We need (3) We need freaksfreaks. Especially in freaky times. (Hint: . Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the These are freaky times, for you & me & the CIA & the Army & Avon.) Army & Avon.) (4) A critical mass of (4) A critical mass of freaks-in-our-midstfreaks-in-our-midst automatically make us-who-are-not-so-freaky at least automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) times—see immediately above.) (5)(5) FreaksFreaks are the only (ONLY) ones who succeed—as are the only (ONLY) ones who succeed—as in, make it into the history books. in, make it into the history books. (6) (6) FreaksFreaks keep us from falling into ruts. (If we listen to keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.)organizations are in ruts. Make that chasms.)
5656.. WOMEN WOMEN [should][should] RULE RULE!!
““Forget Forget ChinaChina, , IndiaIndia and the and the
InternetInternet: Economic : Economic Growth Is Driven Growth Is Driven
by by WomenWomen.”.” —Headline,
Economist, April 15, 2006, Leader, page 14
““Women Women areare thethe
majority majority market”market”
—Fara Warner/—Fara Warner/The Power of the PurseThe Power of the Purse
““Goldman Sachs in Tokyo has Goldman Sachs in Tokyo has developed an index of 115 developed an index of 115
companies poised to benefit companies poised to benefit from women’s increased from women’s increased
purchasing power; purchasing power; over the past over the past decade the value of shares in decade the value of shares in Goldman’s basket has risen by Goldman’s basket has risen by
96%, against the Tokyo 96%, against the Tokyo stockmarket’s rise stockmarket’s rise
of 13%of 13%.”.” —Economist—Economist, April 15, April 15
““AS AS LEADERS, LEADERS, WOMEN WOMEN
RULERULE**:: New Studies find
that female managers outshine their male counterparts in almost every measure”
TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek
*See more at *See more at Appendix Appendix SIXSIX
Women’s Strengths Match New Women’s Strengths Match New Economy ImperativesEconomy Imperatives:: Link [rather than rank] Link [rather than rank]
workers; workers; favor interactive-collaborative leadership favor interactive-collaborative leadership style [empowerment beats top-down decision style [empowerment beats top-down decision
making];making]; sustain fruitful collaborations; comfortable sustain fruitful collaborations; comfortable with sharing information; with sharing information; see redistribution of power see redistribution of power
as victory, not surrenderas victory, not surrender; favor multi-dimensional ; favor multi-dimensional feedback; feedback; value technical & interpersonal skills, value technical & interpersonal skills, individual & group contributions equally;individual & group contributions equally; readily readily
accept ambiguity; accept ambiguity; honor intuition as well ashonor intuition as well as pure “rationality”; pure “rationality”; inherently flexible; inherently flexible; appreciate appreciate
cultural diversitycultural diversity. —Judy B. Rosener, America’s Competitive Secret: Women Managers
5757.. We Are All We Are All Unique. Unique.
53 = 53 = 5353
Beware Standardized EvalsBeware Standardized Evals:: One One size size NEVERNEVER fits fits all. One size fits all. One size fits
one.one. PeriodPeriod..
53 Players =53 Players = 53 Projects = 53 Projects = 53 53 differentdifferent
success measures.success measures.
5858.. Capitalize Capitalize
on Strengths. on Strengths.
“The mediocre manager believes The mediocre manager believes that most things are learnable and that most things are learnable and
therefore that the essence of therefore that the essence of management is to identify each management is to identify each
person’s weaker areas and eradicate person’s weaker areas and eradicate them. The great manager believes them. The great manager believes the opposite. the opposite. He believes that the He believes that the
most influential qualities of a person most influential qualities of a person are innate and therefore that the are innate and therefore that the
essence of management is to deploy essence of management is to deploy these innate qualities as effectively these innate qualities as effectively
as possible and so drive as possible and so drive performance.”performance.” —Marcus Buckingham, —Marcus Buckingham, The One The One
Thing You Need to KnowThing You Need to Know
““The key difference between The key difference between checkers and chess is that in checkers and chess is that in checkers the pieces all move checkers the pieces all move
the same way, whereas in the same way, whereas in chess all the pieces move chess all the pieces move
differently. … differently. … Discover Discover what is uniwhat is uniqque about ue about
each each pperson and erson and cacappitalize on ititalize on it.”.” —Marcus —Marcus
Buckingham,Buckingham, The One Thing You Need to KnowThe One Thing You Need to Know
5959.. Talent Talent = Brand.= Brand.
The Top Five “Revelations”The Top Five “Revelations”
Better talent wins.Better talent wins.
Talent management Talent management isis my job as leader. my job as leader.
Talented leaders are looking for the Talented leaders are looking for the moon and stars.moon and stars.
Over-deliver on people’s dreams – they Over-deliver on people’s dreams – they are are volunteersvolunteers..
Pump talent in at all levels, from all Pump talent in at all levels, from all conceivable sources, all the time.conceivable sources, all the time.
Source: Ed Michaels et al., Source: Ed Michaels et al., The War for TalentThe War for Talent
Our Mission
To develop and manage To develop and manage talent;talent;
to apply that talent,to apply that talent,throughout the world, throughout the world,
for the benefit of clients;for the benefit of clients;to do so in partnership; to do so in partnership;
to do so with profit.to do so with profit.
WPP
Brand Brand = =
Talent.Talent.
6060.. excellence. excellence.
BonusBonus: The: The
“5E“5Ess”” CredoCredo
EEnthusiasm! nthusiasm!
EExecution!xecution!
EExperience!xperience!
EEmpathy! mpathy!
EExcellence!xcellence!
EEnthusiasm!nthusiasm! (Matchless and internally and (Matchless and internally and externally contagious and visible energy and vitality.)externally contagious and visible energy and vitality.)
EExecution!xecution! (A bulldog, unglamorous effort (A bulldog, unglamorous effort aimed at GTD/“getting things done” is the Holy Grail and aimed at GTD/“getting things done” is the Holy Grail and principal source of pride—the “strategy bit” is secondary principal source of pride—the “strategy bit” is secondary to the “do it” bit.)to the “do it” bit.)
EExperiencexperience!! (The organization delivers its (The organization delivers its product—including accounting services from an internal product—including accounting services from an internal department to its customer departments—with department to its customer departments—with panache.)panache.)
EEmpathy!mpathy! (Despite the abiding emphasis on (Despite the abiding emphasis on hustle and GTD, Character and Care in all we do is an hustle and GTD, Character and Care in all we do is an abiding hallmark of the enterprise.)abiding hallmark of the enterprise.)
EExcellence!xcellence! (Head-turning aspirations from (Head-turning aspirations from the world-class busboy to the world-class chef to the the world-class busboy to the world-class chef to the world-class parking valet.)world-class parking valet.)
““Excellence can be obtained if you:Excellence can be obtained if you:
... care more than others think... care more than others think is wise;is wise; ... risk more than others think ... risk more than others think is safe;is safe; ... dream more than others think ... dream more than others think is practical;is practical; ... expect more than others think ... expect more than others think is possible.”is possible.”
Source: Anon.Source: Anon. (Posted @ tompeters.com by (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)K.Sriram, November 27, 2006 1:17 AM)
The greatest dangerThe greatest dangerfor most of usfor most of us
is not that our aim isis not that our aim istoo hightoo high
and we miss it,and we miss it,but that it isbut that it is
too lowtoo lowand we reach it.and we reach it.
Michelangelo
Top Related