The Challenge: To Create More Value in All Negotiations

1
It suddenly occurred to me
2
Les Wexner It suddenly occurred to me
3
It suddenly occurred to me that in the space
of two or three hours he never talked about
cars.
4
Tom, let me tell you the definition of a good
lending officer.
5
Tom, let me tell you the definition of a good
lending officer. After church on Sunday, on the
way home with his family, he takes a little
detour to drive by the factory he just lent money
to. Doesnt go in or any such thing, just drives
by and takes a look.
6
Conrad Hilton, at a gala celebrating his life,
was asked, What was the most important lesson
you learned in your long and distinguished
career? His immediate answer
7
His immediate answer remember to tuck the
shower curtain inside the bathtub.
8
Container store 2x training
9
Tom Peters EXCELLENCE. ALWAYS.Leaders
in Dubai/17 November 2008
10
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
11
Slides at tompeters.com
12
Context.excellence.
13
EXCELLENCE.
14
Insanely great Steve Jobs
15
Radically thrilling BMW
16
astonish me Sergei Diaghilev
17
!TP
18
Context.core beliefs.Bad Times.Good Times.All
times.
19
MBWA
20
5K/5M
21
We have a strategic plan. Its called doing
things. Herb Kelleher
22
FAIL, FAIL AGAIN. FAIL BETTER. Samuel Beckett
23
Execution is strategy. Fred Malek
24
Socks 10K
25
Hands oIn touch.relationships.tries.Screw-up
s.Execution.K.I.S.S.
26
Context.BLACK SWAN.
27
The Black Swan has landed!
28
The Black Swan 43 Tactical Rules for Survival
(and success) in Ugly times
29
Black Swan Tactical Rules 1. K.I.S.S. 2. Hammer
on the basics. 3. Focus on us, not the
competition. 4. Puzzle-solving How to turn this
into an opportunity. 5. MBWA/X. 6. MBWA/I. 7.
MBWA/Vendors. 8. Waaaaay over-communicate.
30
Black Swan Tactical Rules 9. All work is team
work. 10. Transparency. 11. Work the phones. 12.
Perception of fairness. 13. Share the pain. 14.
Thoughtfulness. 15. Grace!! 16. Thank you. 17.
Calm. Cool. Collected. 18. Constant attitude
checksyou.
31
Black Swan Tactical Rules 19. Dress for
success. 20. Avoid burnout/you, the team,
the entire organization. 21. Re-emphasize the
company values-philosophy. (Now, more than
ever.) 22. Quality!!!!!! (Now, more than
ever.) 23. No corner cutting. (Now, more
than ever.) 24. Constant reviews/War room. 25.
Celebration of small wins.
32
Black Swan Tactical Rules 34. Increase
customer-service training. 35. In general,
minimize training cuts. 36. Be(very)ware RD
cuts fund RD quick pay SWAT teams. 37.
Beware such things as sales travel cuts, ad
cuts. 38. Across the board Dumb. 39. Is this
a time to over-invest if cash is at hand?
(E.g., distressed innovative start-ups?)
33
Black Swan Tactical Rules 40. Stealth work on
the likes of XF communication. 41. This
could last a long time LT prep is
necessary now. 42. Prepare/Be prepared for more
Black Swans. 43. Excellence. (Now, more
than ever.)
34
I do not accept the explanation of a recession
negatively effecting the new business. There
are still people traveling. We just have to get
them to stay in our hotel. Horst Schulze,
former president of Ritz Carlton, on the launch
of his new luxury hotel chain, Capella, from
Prestige (06.08)
35
Context.Organizations exist to serve.
36
Organizations exist to serve. Period. Leaders
live to serve. Period.
37
Why in the World did you go to Siberia?
38
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
39
Organizations exist to serve. Period. Leaders
live to serve. Period. Passionate servant
leaders, determined to create a legacy of
earthshaking transformation in their domain
create/must necessarily create organizations
which are no less than Cathedrals in which
the full and awesome power of the Imagination
and Spirit and native Entrepreneurial flair of
diverse individuals is unleashed In passionate
pursuit of jointly perceived soaring purpose and
personal and community and client service
Excellence.
40
"We all start out in life loving our fathers and
mothers above everything else in the world, but
that does not close the doors of love. That
prepares us to love our wives and husbands and
children and friends and to cooperate with and
show respect to all worthy individuals with whom
we come in contact or have an opportunity to
reach in other ways. We must apply that to
nations and to other businesses. "We in IBM
must not confine our thoughts just to IBM. We
must extend our cooperation to all other
businesses whether we do business with them or
not. We are one cog in the industrial wheel.
"Then as citizens we must extend our respect to
all worthy people in all nations. We are moving
along in troublesome times, but the love of these
various things of which I have spoken and of the
people in whom we are interested is going to be
the great force which will make us all appreciate
the spiritual values which constitute the only
solid foundation on which we can build."
Thomas J. Watson, Sr. address to IBM Sales and
Service Class 525 and Customer Engineers Class
528, IBM Country Club, Endicott, NY, October 30,
1941
41
Organizations exist to serve. Period. Leaders
live to serve. Period.
42
people power The talent 30
43
1. people! People!
people! People!
44
The most important decisions businesspeople make
are not what decisions but who decisions.
Jim Collins, Good to Great
45
TP How to flush 500,000 down the toilet in
one easy lesson!!
46
lt CAPEXgt People!
47
Wegmans
48
2. The Customer is Job
1!
49
And that principal customer is
50
You have to treat your employees like
customers. Herb Kelleher, complete answer, upon
being asked his secrets to success Source
Joe Nocera, NYT, Parting Words of an Airline
Pioneer, on the occasion of Herb Kellehers
retirement after 37 years at Southwest Airlines
(SWAs pilots union took out a full-page ad in
USA Today thanking HK for all he had done across
the way in Dallas American Airlines pilots were
picketing the Annual Meeting)
51
The Customer Comes Second Hal Rosenbluth
52
3. Soft Is Hard.
53
Excellence1982 The Bedrock Eight
Basics 1. A Bias for Action 2. Close to the
Customer 3. Autonomy and Entrepreneurship 4.
Productivity Through People 5. Hands On,
Value-Driven 6. Stick to the Knitting 7. Simple
Form, Lean Staff 8. Simultaneous Loose-Tight
Properties
54
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
55
Hard Is SoftSoft Is Hard
56
Hard Is Soft (Plans, s)Soft Is Hard
(people, customers, values, relationships)
57
4. The Find em
obsession Biz Strategic Priority 1 ?!.
58
Development can help great people be even
better but if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership
Development, Google
59
CtaOChief talent acquisition Officer
60
1.Strategic.Priority.Period.
61
5. Focus on the 1
determinant of employee satisfaction (or the lack
thereof)
62
Employee retention satisfaction
Overwhelmingly, based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
63
6. Legacy 10!
64
2/year legacy.
65
Big ThreeRecruit-Hire.1st line
supervisors.Promotion decisions.And?????
66
7. Talent Excellence
Stretches Far Beyond Our Borders.
67
We are the company we keep
68
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
69
The We are what we eat axiom At its core,
every (!!!) relationship-partnership decision
(employee, vendor, customer, etc) is a strategic
decision about Innovate, Yes or No
70
CEO A.G. Lafley has shifted PGs focus on
inventing all its own products to developing
others inventions at least half the time. One
successful example Mr. Clean Magic Eraser, based
on a product found in an Osaka market. Fortune
71
8. Expand the definition of
our talent pool Master Crowd-sourcing,
Wikiworld!
72
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
73
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
74
Technology massively multiplies soft
powerparticularly video technology, and
particularly in the hands of non-state actors.
The power and distinction of a governments voice
is lost in the competing chatter, and in some
ways it becomes the least compelling simply
because its the least novel. Its not just words
competing against words. Images are now competing
against images. People are visual creatures, and
they tend to respond to videos and pictures on a
much less rational and much more visceral level.
YouTube (and whatever follows it) will soon
have greater global influence over narratives
about international events (if it doesnt
already) than any government information source
could hope to have. Foreign Policy, Nov-Dec
2008
75
obama vs McCain
76
We ARE NAKED. The entire distributed community
is part of our corporate culture. The entire
distributed community is part of our Brand.
We are accountable to the entire distributed
community. Our power can multiply overnight.
Our power can dissipate in a click.
77
9. Diversity of every
sort!
78
Diverse groups of problem solversgroups of
people with diverse toolsconsistently
outperformed groups of the best and the
brightest. If I formed two groups, one random
(and therefore diverse) and one consisting of the
best individual performers, the first group
almost always did better. Diversity trumped
ability. Scott Page, The Difference How the
Power of Diversity Creates Better Groups, Firms,
Schools, and Societies Diversity
79
Carnegie Mellon Prof Richard Florida on Creative
Capital You cannot get a technologically
innovative place unless its open to weirdness,
eccentricity and difference.Source New York
Times
80
10. Women Dominate
Economics!
81
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
82
One thing is certain Womens rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labor or to be consumers with
rising budgets and more autonomy to spend.
This is just the beginning. The phenomenon will
only grow as girls prove to be more successful
than boys in the school system. For a number of
observers, we have already entered the age of
womenomics, the economy as thought out and
practiced by a woman. Aude Zieseniss de Thuin,
Financial Times
83
11. Talent Masters Focus on Talents Intangibles.
84
EMPHASIZE THE SOFT SKILLS.
85
12. Hire enthusiasm!
86
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
87
13. Hire for _____!
88
?
89
14. Embrace the action
Faction!
90
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
91
15. Cheer and promote for!
the worthy failures!
92
In business, you reward people for taking risks.
When it doesnt work out you promote them-because
they were willing to try new things. If people
tell me they skied all day and never fell down,
I tell them to try a different mountain. Mike
Bloomberg
93
16. Exalt the dull Doers!!
94
eighty percent of success is showing up.
Woody Allen
95
17. Hire and Promote for relationship
excellence.
96
Highest R.O.I.R. Wins!
97
Return on investment in relationships
98
18. HR Sits at The Head
Table.
99
A review of Jack and Suzy Welchs Winning
claims there are but two key differentiators that
set GE culture apart from the
herd Separating financial forecasting and
performance measurement. Performance measurement
based, as it usually is, on budgeting leads to an
epidemic of gaming the system. GEs performance
measurement is divorced from budgetingand
instead reflects how you do relative to your past
performance and relative to competitors
performance i.e., its about how you actually do
in the context of what happened in the real
world, not as compared to a gamed-abstract plan
developed last year. Putting HR on a par with
finance and marketing.
100
19. Goal Amazing quests!
Life Success! Dreams Come true! for everyone
101
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
102
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
103
We All Have Dreams!Collective Dream Fulfillment
Business Performance EXCELLENCEWhat is an
employees purpose? Most would say, to help the
company achieve its purposebut they would be
wrong. That is certainly part of the employees
role, but an employees primary purpose is to
become the-best-version-of-himself or herself.
Matthew Kelly, The Dream Manager
104
20. Re-name HR.
105
Talent Department
106
Dream Realization Department
107
21. Training I Train!
Train! Train!
108
26.3HPY
109
Its a numbers game! (mostly)
110
22. Training II MBAS
relevant to GTD! Getting things Done
111
The GTD MBA Getting Things Done
112
Core Managing people I, II, III, IV Creating
and managing systems with high
impact Leadership I, II Servant
leadership Execution I, II, III Creating a Try
it now-Fail Forward Fast-Ready. Fire. Aim.
culture Maximizing ROIR Return On Investment
in Relationships Sales I, II, III,
IV Service basics I, II Creating incredible
customer experiences
113
Core The art and science of influence I,
II Crucial conversations-Crucial
confrontations Accounting I, II acctg., not
finance Accountability I, II Calendar
mastery/Mastering to dont MBWA I,
II Nurturing and harvesting curiosity in one
and all Giving great presentations I, II Active
listening I, II Excellence as aspiration,
Excellence everywhere, Excellence all the time
114
Other Recruiting top talent for 100 of
enterprise jobs Recruiting for smiles,
enthusiasm, energy Nurturing top
talent Helping people (employees, customers,
vendors, communities) grow and realize their
dreams The promotion decision Women as
pre-eminent leaders The power of
decentralizationand the barriers thereto
115
Other The art of finding and loving
freaks Creating an environment of respect and
decency The pre-eminent role of emotion in
everything Saying thank you I, II Aggressive
apologizing Giving good phone, working the
phones Creating and nurturing lasting win-win
alliances The real stuff-basics of cross-
functional excellence
116
Other The Art of the Nudge Rapid prototyping
of everything, and the Art of Serious
Play Rewarding failures Increasing a businesss
metabolic rate Diversity power everywhere The
power of universal transparency
117
23. Training III The
REAL Bedrock of the Talent Thing.
118
My wife and I went to a kindergarten
parent-teacher conference and were informed that
our budding refrigerator artist, Christopher,
would be receiving a grade of Unsatisfactory in
art. We were shocked. How could any childlet
alone our childreceive a poor grade in art at
such a young age? His teacher informed us that
he had refused to color within the lines, which
was a state requirement for demonstrating
grade-level motor skills. Jordan Ayan, AHA!
119
24. Re-spect!
120

• It was much later that I realized Dads secret.
  He gained respect by giving it. He talked and
  listened to the fourth-grade kids in Spring
  Valley who shined shoes the same way he talked
  and listened to a bishop or a college president.
  He was seriously interested in who you were and
  what you had to say.
• Sara Lawrence-Lightfoot, Respect

121
25. Encourage Dis-respect!
122
All You Need to Know About Sources of
Innovation Angry people! angry with the
status quo
123
26. Talent Excellence!
Leaders who ask! Leaders who listen!
124
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
125
18
126
27. Thank You!
127
The deepest human need is the need to be
appreciated.William James
128
28. We Are All Unique.

129
The key difference between checkers and chess
is that in checkers the pieces all move the same
way, whereas in chess all the pieces move
differently. Discover what is unique about each
person and capitalize on it. Marcus
Buckingham, The One Thing You Need to Know
130
The mediocre manager believes that most things
are learnable and therefore that the essence of
management is to identify each persons weaker
areas and eradicate them. The great manager
believes the opposite. He believes that the most
influential qualities of a person are innate and
therefore that the essence of management is to
deploy these innate qualities as effectively as
possible and so drive performance. Marcus
Buckingham, The One Thing You Need to Know
131
29. Talent Brand.
132
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
133
Brand Talent.
134
30. excellence.
135
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo