Before we begin

1
Before we begin
2
If the regimental commander lost most of his 2nd
lieutenants and 1st lieutenants and captains and
majors, it would be a tragedy. If he lost his
sergeants it would be a catastrophe. The Army
and the Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty Officers.
Does industry have the same awareness?
3
1 cause ofemployee Dis-satisfaction?
4
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
5
I am sure you spend time on this. My
question Is it an OBSESSION worthy of the
impact it has on enterprise performance?
6
Suggested addition to your statement of Core
Competencies We are obsessed with developing a
cadre of 1st line managers that is second to
nonewe understand that this cadre per se is
arguably one of our top two or three most
important Strategic Assets.
7
Six Obvious
Questions (1) Are you, Big Boss, a ...
f-o-r-m-a-l student of front-line supervisor
behavioral excellence? (Yes, this sort of thing
can be formally studied.) (2) Do you spend ...
gobs and gobs (and then more and more gobs and
gobs) of time ... selecting the first-line
supervisors? (3) Do you have the ... absolute
best training program in the industry ... (or
some subset thereof) for first-line
supervisors? (4) Do you Formally Rigorously ...
mentor ... first-line supervisors? (5) Are you
willing, pain notwithstanding, to ... leave a
first-line supervisor slot open ... until you can
fill the slot with somebody spectacular? (And are
you willing to use some word like ...
spectacular ... in judging applicants for the
job?) (6) Is it possible that promotion decisions
for first-line supervisors are more important
than promotion decisions for VP slots?) (Hint
Yes.)
8
Capital Asset Selecting and
training and mentoring ones pool of front-
line managers can be a Core Competence of
surpassing strategic importance.Put under
a microscope every attribute of the
cradle-to- grave process of building the
capability of our cadre of front-line
managers.
9
Before we begin
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problem 1.Opportunity 1.
11
XFX 1
12
Never waste a lunch!
13
???? XF lunches Measure! Monthly! Part of
evaluation! The PAs Club.
14
Lunch gt SAP/ Oracle
15
Allied commands depend on mutual confidence
and this confidence is gained, above all
through the development of friendships.
General D.D. Eisenhower, Armchair General
(05.08)Perhaps his most outstanding ability
at West Point was the ease with which he made
friends and earned the trust of fellow cadets who
came from widely varied backgrounds it was a
quality that would pay great dividends during
his future coalition command
16
Geologists Geophysicists A little bit of
love Oil
17
XFX Social Accelerators. 1.
EVERYONEs more or less JOB 1 Make friends in
other functions! (Purposefully. Consistently.
Measurably.) 2. Do lunch with people in other
functions!! Frequently!! (Minimum 10 to 25 for
everyone? Measured.) 3. Ask peers in other
functions for references so you can become
conversant in their world. (Its one helluva sign
of ... GIVE-A-DAMN-ism.) 4. Invite counterparts
in other functions to your team meetings.
Religiously. Ask them to present cool stuff
from their world to your group. (B-I-G deal
useful and respectful.) 5. PROACTIVELY SEEK
EXAMPLES OF TINY ACTS OF XFX TO
ACKNOWLEDGEPRIVATELY AND PUBLICALLY. (Bosses
ONCE A DAY make a short call or visit or send
an email of Thanks for some sort of XFX gesture
by your folks and some other functions
folks.) 6. Present counterparts in other
functions awards for service to your group. Tiny
awards at least weekly and an Annual All-Star
Supporters from other groups Banquet modeled
after superstar salesperson banquets. 7.
DiscussA SEPARATE AGENDA ITEMgood and
problematic acts of cross-functional co-operation
at every Team Meeting.
18
XFX Social Accelerators. 8.
When someone in another function asks for
assistance, respond with more alacrity than
you would if it were the person in the cubicle
next to yoursor even more than you would for a
key external customer. (Remember, XFX is the key
to Customer Retention which is in turn the key to
all good things.) 9. Do not bad mouth ... the
damned accountants, the bloody HR guy. Ever.
(Bosses Severe penalties for thisincluding
public tongue-lashings.) 10. Get physical!!
Co-location may well be the most powerful
culture change lever. Physical X-functional
proximity is almost a guarantee of remarkably
improved co-operationto aid this one needs
flexible workspaces that can be mobilized for a
team in a flash. 11. Formal evaluations.
Everyone, starting with the receptionist, should
have a significant XF rating component in their
evaluation. (The XFX Performance should be
among the Top 3 items in all managers
evaluations.) 12. Demand XF experience for,
especially, senior jobs. For example, the U.S.
military requires all would-be generals and
admirals to have served a full tour in a job
whose only goals were cross-functional
achievements. 13. XFX is PERSONAL as well as
about organizational effectiveness. PXFX
Personal XFX is arguably the 1 Accelerant to
personal successin terms of organizational
career, free-lancer/Brand You, or as
entrepreneur.
19
THE WHOLE POINT HERE IS THAT XFX IS ALMOST
CERTAINALY THE 1 OPPORTUNITY FOR STRATEGIC
DIFFERENTIATION. WHILE MANY WOULD LIKELY AGREE,
IN OUR MOMENT-TO-MOMENT AFFAIRS, XFX PER SE IS
NOT SO OFTEN VISIBLY PERPETUALLY AT THE TOP OF
EVERY AGENDA. I ARGUE HERE FOR NO LESS THAN
VISIBLE. CONSTANT. OBSESSION.
20
Suck down for success!
He Gust Avarkotos had become something of a
legend with these people who manned the
underbelly of the Agency CIA, from Charlie
Wilsons War Getting to know the risk guys
GE Power Spend less time with your
customer! C(I) gt C(E) The ATT
systems sales exec
21
C(I) gt C(E) Lunch Kudos Learning/
Presence/Presentations Facetime
C(E) Transparency Awards Co-locate/Geologists-Geop
hysicists Time!!!!!!!!!!!!!!!!!!!!!!!!!! Motherhoo
d (If dont take credit ) Staff
C.Sat./Unicredit
22
Before we begin
23
1980 Strategic Thrust Overlay
24
GEInflationRD/Business
DevelopmentRisk managementWorkoutVA/Ser
viceSix Sigma
25
GBTD TacticsSmall but
powerful Central Staff Line-likeSenior
Homegrown Boss StaffEnormous Incentives
/EvalLine Accountability Not Matrix
Demo-led Emergent MethodologyTour of
External ExcellenceBlitz TrainingCentral
Unit/Finite LifeSpeed!Goal Culture Change
26
GBTD TacticsSmall but
powerful Central Staff Line-likeSenior
Homegrown Boss StaffEnormous Incentives
/EvalLine Accountability Not Matrix
Demo-led Emergent MethodologyTour of
External ExcellenceBlitz TrainingCentral
Unit/Finite LifeSpeed!Goal Culture Change!
27
Study Cisco Councils/ Emergent Leadership
28
Before we begin
29
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
30
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 very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
31
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
32
Its just a fact Survivors underperform.
Dick Foster
33
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
34
4 Japan3 USA2 China1 Germany
35
ReasonMittelstand!
36
Before we begin
37
Conrad Hilton, at a gala celebrating his career,
was asked
38
The 3H Theory of Everything
39
All you need to know HiltonHowardHerb
40
All you need to know HiltonHowardHerb
41
Conrad Hilton, at a gala celebrating his career,
was asked, What was the most important lesson
youve learned in you long and distinguished
career? His immediate answer
42
remember to tuck the shower curtain inside the
bathtub
43
Execution is strategy. Fred Malek
44
In real life, strategy is actually very
straightforward. Pick a general direction and
implement like hell Jack Welch
45
The art of war does not require complicated
maneuvers the simplest are the best and common
sense is fundamental. From which one might wonder
how it is generals make blunders it is because
they try to be clever. Napoleon
46
Internal organizational excellence Deepest
Blue Ocean
47
All you need to know HiltonHowardHerb
48
25
49
Sunday Drive By The CEO of a very successful
mid-sized bank, in the Mid-west, attended a
seminar of mine in Northern California in the
mid-80sbut I remember the following as if it
were yesterday. Ive forgotten the specific
context, but I recall him saying to me, pretty
much word for word, 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.
50
Dov Frohman The 50 Rule Dov Frohman
Daydream!
51
All you need to know HiltonHowardHerb
52
You have to treat your employees like
customers. Herb Kelleher, upon being asked his
secret to successSource 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)
53
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
54
No matter what the situation, the great
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
55
Oath of Office Managers/Servant
Leaders Our goal is to serve our customers
brilliantly and profitably over the long
haul. Serving our customers brilliantly and
profitably over the long haul is a product of
brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as
leadersthe alpha and the omega and everything
in betweenis abetting the sustained growth and
success and engagement and enthusiasm and
commitment to Excellence of those, one at a
time, who directly or indirectly serve the
ultimate customer. Weleaders of every
stripeare in the Human Growth and
Development and Success and Aspiration to
Excellence business. We leaders only grow
when they each and every one of our
colleagues are growing. We leaders only
succeed when they each and every one of our
colleagues are succeeding. We leaders
only energetically march toward Excellence when
they each and every one of our colleagues
are energetically marching toward
Excellence. Period.
56
All you need to know HiltonHowardHerb
57
3H Hilton, Howard, Herb Sweat
the details!Stay in touch!Its all about
the people!
58
Before we begin
59
There is more than one way to skin a
cat! Every project REQUIRES (if youre smart)
an outside look by one/some Seriously Weird
Cat/sin pursuit of a whacked-out option. To
consider
60
14,00020,000
61
14,00020,00030
62
14,000/eBay20,000/Amazon30/Craigslist
63
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
64
Insanely Great Steve Jobs
65
Radically thrilling BMW
66
Before we begin
67
More Moore
68
LONG Tom Peters Excellence. Always. Cabot
Corporation The Dolder Grand 03 October 2010
69
Part ONE
70
1
71
Little BIGThank you, Mr. Prime Minister
72
2
73
7X. 730A-800P. F12A.730AM 715AM.800PM
815PM.
74
2,000,000
75
Conveyance Kingfisher Air Location Approach to
New Delhi
76
May I clean your glasses, sir?
77
It BEGINS (and ENDS) in the
78
parking lotDisney
79
Zabars Parking Garage
80
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
81
Perception is all there is
82
Comeback big, quick response gtgt Perfection
83
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

84
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomeP.S. directly related
to Staff InteractionP.P.S. directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
85
There is a misconception that supportive
interactions require more staff or more time and
are therefore more costly. Although labor costs
are a substantial part of any hospital budget,
the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients
or answering their questions costs nothing. It
can be argued that negative interactionsalienatin
g patients, being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperativerequiring far more time than it
would have taken to interact with them initially
in a positive way. Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
86
K R PKindness Repeat business Profit.
87
K R P/Kindness Repeat business
Profit/Kindness Kind Thoughtful. Decent.
Caring. Attentive. Engaged. Listens
well/obsessively. Appreciative. Open. Visible. Hon
est. Responsive. On time all the time. Apologizes
with dispatch for screwups. Over-reacts to
screwups of any magnitude. Professional in all
dealings. Optimistic. Understand that kindness to
staff breeds kindness to others/outsiders. Applies
throughout the supply chain. Applies to 100
of customers staff. Explicit part of values
statement. Basis for evaluation of 100 of our
staff.
88
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
89
Edward VII B. Franklin Or Not Clinton-Cornwallis-
Yorktown
90
Gentlemen, you must pardon me, for I have not
only grown gray but blind in the service of my
country. George Washington, Newburgh, New York
(WSJ/0215.10)
91
3
92
Big carts 1.5X Source WalMart
93
Bag sizes New markets B Source
PepsiCo
94
Socks 10,000 Deep Vein Thrombosis/UK
95
4
96
Up, Up, Up, Up the Value-added Ladder.
97
The Value-added LadderServicesGoods Raw
Materials
98
And in Milwaukee
99
Experience Rebel Lifestyle!What we sell is
the ability for a 43-year-old accountant to dress
in black leather, ride through small towns and
have people be afraid of him.Harley exec,
quoted in Results-Based Leadership
100
Experiences are as distinct from services as
services are from goods. Joe Pine Jim
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
101
The Value-added LadderScintillating
EXPERIENCESServicesGoods Raw Materials
102
5
103
Design is treated like a religion at BMW.
Fortune
104
All Equal Except At Sony we assume that all
products of our competitors have basically the
same technology, price, performance and features.
Design is the only thing that differentiates one
product from another in the marketplace. Norio
Ohga
105
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation. Steve Jobs
106
Design is everything. Everything is
design. We are all designers. Inspiration
The Power of Design A Force for Transforming
Everything, Richard Farson
107
E.g.New Zealand(Better By Design)Korea
108
6
109
LEAVE IT TO BEAVER.
110
Trapper lt20 per beaver pelt.Source WSJ
111
wdcp/Wildlife Damage-control Professional
150 to remove problem beaver 750-1,000
for flood-control piping so that beavers can
stay. Source WSJ
112
7X to 40Xfor Solution rather than
service transaction
113
Up, Up, Up, Up the Value-added Ladder.
114
50BIBM Global Services/Systems
integrator of choice
115
Planetary Rainmaker-in-Chief!Palmisanos
strategy is to expand techs borders by pushing
usersand entire industriestoward radically
different business models. The payoff for IBM
would be access to an ocean of revenuePalmisano
estimates it at 500 billion a year that
technology companies have never been able to
touch. Fortune
116
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
117
MasterCard Advisors
118
GE Enterprise Solutions GE Enterprise
Solutions delivers high-impact, integrated
solutions that improve customers productivity
and profitability. Enterprise Solutions helps
customers compete and win in a changing global
environment by combining the power of GEs
intelligent technologies with its multi-industry
experience and expertise. Enterprise Solutions
comprises high-tech, high-growth businesses
including Sensing Inspection Technologies,
Security, GE Fanuc Intelligent Platforms, and
Digital Energy. The business has 17,000
customer-focused associates in more than 60
countries around the world. from GE.com
119
THE GIANT STALKING BIG OIL How Schlumberger Is
Rewriting the Rules of the Energy Game. IPM
Integrated Project Management strays from
Schlumbergers traditional role as a service
provider and moves deeper into areas once
dominated by the majors. Source BusinessWeek
cover story, January 2008
120
Huge Customer Satisfaction versus Customer
Success
121
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/ Gamechanging
SolutionsScintillating ExperiencesServicesGoods
Raw Materials
122
Part TWO
123
7
124
1977
125
MBWAManaging By Wandering Around/HP
126
1982
127
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
128
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
129
Hard Is SoftSoft Is Hard
130
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships)
131
2007Sydney
132
Organizations exist to serve. Period. Leaders
live to serve. Period.
133
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair of diverse
individuals is unleashed in passionate pursuit of
Excellence.
134
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
135
No matter what the situation, the great
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
136
Managing winds up being the management of the
allocation of resources against tasks. Leadership
focuses on people. My definition of a leader is
someone who helps people succeed. Carol Bartz,
Yahoo!
137
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
138
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
139
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
140
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
141
9
142
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
143
In short, hiring is the most important aspect
of business and yet remains woefully
misunderstood. Source Wall Street Journal,
10.29.08, review of Who The A Method for
Hiring, Geoff Smart and Randy Street
144
1.Strategic.Priority.Period.
145
10
146
The ONE Question In the last year 3 years,
current job, name the three people whose
growth youve most contributed to. Please explain
where they were at the beginning of the year,
where they are today, and where they are heading
in the next 12 months. Please explain in
painstaking detail your development strategy in
each case. Please tell me your biggest
development disappointmentlooking back, could
you or would you have done anything differently?
Please tell me about your greatest development
triumphand disasterin the last five years.
What are the three big things youve learned
about helping people grow along the way.
147
2/year legacy.
148
11
149
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
150
12
151
53 53 No bit players6B 6B
152
13
153
Brand Talent.
154
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
155
Part THREE
156
14
157
The doctor interrupts after Source
Jerome Groupman, How Doctors Think
158
18 seconds
159
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that last. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
160
Listening is ... the engine of superior
EXECUTION. Listening is ... the key to making the
Sale. Listening is ... the key to Keeping the
Customers Business. Listening is ... the engine
of Network development. Listening is ... the
engine of Network maintenance. Listening is ...
the engine of Network expansion. Listening is ...
Social Networkings secret weapon. Listening is
... Learning. Listening is ... the sine qua non
of Renewal. Listening is ... the sine qua non of
Creativity. Listening is ... the sine qua non of
Innovation. Listening is ... the core of taking
Diverse opinions aboard. Listening is ...
Strategy. Listening is ... Source 1 of
Value-added. Listening is ... Differentiator
1. Listening is ... Profitable. (The R.O.I.
from listening is higher than
from any other single
activity.) Listening is the bedrock which
underpins a Commitment to
EXCELLENCE
161
If you agree with the above, shouldnt listening
be ... a Core Value? If you agree with the above,
shouldnt listening be ... perhaps Core Value
1? (We are Effective Listenerswe treat
Listening EXCELLENCE as the Centerpiece of our
Commitment to Respect and Engagement and
Community and Growth.) If you agree, shouldnt
listening be ... a Core Competence? If you agree,
shouldnt listening be ... Core Competence 1? If
you agree, shouldnt listening be ... an explicit
agenda item at every Meeting? If you agree,
shouldnt listening be ... our Strategyper se?
(Listening Strategy.) If you agree, shouldnt
listening be ... the 1 skill we look for in
Hiring (for every job)?
162
If you agree, shouldnt listening be ... the 1
attribute we examine in our Evaluations? If you
agree, shouldnt listening be ... the 1 skill we
look for in Promotion decisions? If you agree,
shouldnt listening be ... the 1 Training
priority at every stage of everyones careerfrom
Day 1 to Day LAST? If you agree, what are you
going to do about it ... in the next 30
MINUTES? If you agree, what are you going to do
about it ... at your NEXT meeting? If you agree,
what are you going to do about it ... by the end
of the DAY? If you agree, what are you going to
do about it ... in the next 30 DAYS? If you
agree, what are you going to do about it ... in
the next 12 MONTHS?
163
You can make more friends in two months by
becoming interested in other people than you can
in two years by trying to get other people
interested in you. Dale Carnegie
164
Listening is of the utmost strategic
importance!Listening is a proper core
value ! Listening is trainable !
Listening is a profession !
165
Listening is a profession!
166
Listen Profession Study practice
evaluation Enterprise value "We listen
intently to and fully engage all with whom we
work."
167
15
168
The four most important words in any
organization are
169
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
170
Tomorrow How many times will you ask the WDYT
question? Count! Practice makes better!
This is a STRATEGIC skill!
171
16
172
The deepest human need is the need to be
appreciated.William James
173
One kind word can warm three winter months.
Japanese Proverb
174
17
175
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successfu.
176
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

177
effective Repair/Apology is of the utmost
strategic importance!effective repair is a
proper core value ! effective repair
is trainable ! effective repair is a
profession !
178
18
179
Five Or Less Words To The Wise
180
EXCELLENCE/Five Or
Less Words To The Wise 4 most important words
What do you think? (Dave Wheeler _at_
tompeters.com
Most important 4
words in an organization.) 4 most
important words How can I help? (Boss as
CHRO/
Chief Hurdle Removal Officer) 2 most important
words Thank you! (Appreciation/
Recognition) 2 most
important words All yours. (Hands-off
delegation/
Respect/Trust) 3 most important words Im
going out. (MBWA/Managing By
Wandering Around/In
touch!) 2 most important words Im sorry.
(Power of unconditional
apology Stunning! Marshall
Goldsmith
1 exec issue) 5 most important words Did you
tell the customer? (Over-
communicate) 2 most important
words She says (She is the customer!)
181
EXCELLENCE/Five Or Less Words
To The Wise 2 most important words Yes maam.
(Women are more often
than not the best managers.) 2
most important words Try it! (My only for
sure in 44 years
Herb Kelleher We have a strategic
plan,
its called doing things./Bill
Parcells Blame no one.
Expect
nothing. Do something.) 3 most important words
Try it again! (My only for sure 44
years MOST TRIES
WINS.) 2 most important words Good try!
(CELEBRATE good
failures. Richard Farson/book
Whoever Makes
the Most Mistakes
Wins. Samuel Beckett Fail. Fail
again.
Fail better.) 3 most important words At your
service. (Organizations exist
to serve. Period. Leaders
live to serve.
Period.) 4 most important words How are
we doing? (To customers,
regularly.) 4 most important
words How was Marys recital? (Know your
employees
kids.) 2 most important words Lets party!
(Celebrate small wins at
the drop of a hat.)
182
EXCELLENCE/Five Or Less Words To
The Wise 1 most important word No. (To
donts gt To dos) 1 most important word Yes.
(Hey, give it a shot/Anon. quote
The best answer is
always, What the
hell./Wayne Gretzky You miss
100 of the shots
you dont take.) 2 most important words Lunch
today? (Social stuff Secret
to problem/opportunity
1/XFX/
cross-functional Excellence.) 4 most important
words Thank Dick in accounting. (Readily
acknowledge
help from other
functions.) 2 most important words
After you. (Courtesy rules.) 3 most important
words Thanks for coming. (Civility. E.g.,
boss
acknowledges employee coming to
her/his office.) 2 most
important words Great smile! (Note
acknowledge
good attitude.) 1 most important word Wow!
(The gold standard for
everything.) 1 most important
word EXCELLENT! (The ONLY
acceptable
standard/aspiration.)
183
Part FOUR
184
19
185
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
1/40
186
We have a strategic plan. Its called doing
things. Herb Kelleher
187
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
188
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
189
Experiment fearlesslySource BusinessWeek,
Type A Organization Strategies/ How to Hit a
Moving TargetTactic 1
190
Korea!
191
20
192
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

193
Think about It!?Innovation Reaction to the
PrototypeSource Michael Schrage
194
21
195
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
196
22
197
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
198
Fail . Fail again. Fail better.Samuel Beckett
199
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.
Michael Bloomberg (BW/0625.07)
200
Read This!Richard Farson Ralph Keyes Whoever
Makes the Most Mistakes Wins The Paradox of
Innovation
201
It is not enough to tolerate failureyou must
celebrate failure. Richard Farson (Whoever
Makes the Most Mistakes Wins)
202
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
203
The secret of fast progress is inefficiency,
fast and furious and numerous failures.Kevin
Kelly
204
23
205
1/4,000
206
You miss 100 of the shots you never take.
Wayne Gretzky
207
BLAME NOBODY. EXPECT NOTHING. DO SOMETHING.
            Source Locker room sign posted by
football coach Bill Parcells
208
Success 101 Whoever tries the most stuff wins.
Failures are not to be tolerated, they are to
be celebrated.
209
24
210
We are the company we keep
211
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
212
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
213
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
214
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
215
You will become like the five people you
associate with the mostthis can be either a
blessing or a curse. Billy Cox
216
25
217
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
218
Vanity Fair What is your most marked
characteristic? Mike Bloomberg Curiosity.
219
Do one thing every day that scares you.
Eleanor Roosevelt
220
26
221
diversity
222
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
223
27
224
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
225
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
226
28
227
All You Need to Know About Sources of
Innovation
228
All You Need to Know About Sources of
Innovation Angry people! angry with the
status quo
229
29
230
Iron Innovation Equality Law The quality and
quantity and imaginativeness of innovation shall
be the same in all functions e.g., in HR and
purchasing as much as in marketing or product
development.
231
This is Strategic!
232
30
233
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Weird/ Profound/
Wow/Game- changer Scale?
234
31
235
Inno16
236

• The INNO16 Innovations Sixteen
  Imperatives
• Try it. (1/40 Whoever tries the most stuff
  wins.)
• (R.F.A./Ready. Fire. Aim.)
• (2) Celebrate failure.
• Whoever makes the most mistakes wins.
• Fail. Fail again. Fail better.
• Reward excellent failures. Punish
  mediocre successes.
• (3) Decentralize. (Organic growth bias.)
• (4) Parallel Universe.
• 1 play money
• Internal VC fund
• Skunkworks
• (5) We are what we eat We are who we spend
• time with.
• (6) diversity. (Every dimension.)
• (7) Co-invent with (all) outsiders. (Exploit
  electronic
• communities.)

237
The INNO16 Innovations Sixteen
Imperatives (Cont.) (8) Strategic Listening
Core competence. (9) Hire and promote 100
innovators. Innovators characteristic
Angry. CEOInnovation bias. (You
must be /Gandhi) (10) XFX/Cross-functional
Excellence!! (1?) (11) Chief Complexity/Systems
Destruction Officer. (12) RD Equality.
All functions equal. (VA centerpiece./All
staff VA-meisters.) (13) Top quartile RD
spending (So, too, our
partners.) (14) All projects (Must have something
new.) (WOW standard.) (15) Fun!
(Enjoy breaking the rules.) (16) All businesses!!

238
Part FIVE
239
32
240
1 Truthteller
241
You Your calendarCalendars never lie
242
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five.Not ten.Three. Richard
Haass, The Power to Persuade
243
If there is any one secret to effectiveness,
it is concentration. Effective executives do
first things first and they do one thing at a
time. Peter Drucker
244
Dennis, you need a To-dont List !
245
Dont gt Do Donting, systematic, gt WILLPOWER
246
33
247
You must be the change you wish to see in the
world.Gandhi
248
To develop others, start with yourself.
Marshall Goldsmith
249
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (Strategy
Business 45)
250
How can a high-level leader like _____ be so out
of touch with the truth about himself? Its more
common than you would imagine. In fact, the
higher up the ladder a leader climbs, the less
accurate his self-assessment is likely to be. The
problem is an acute lack of feedback especially
on people issues. Daniel Goleman (et al.), The
New Leaders
251
34
252
You must be the change you wish to see in the
world.Gandhi
253
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
254
I am a dispenser of enthusiasm. Ben Zander
255
Its always showtime. David DAlessandro,
Career Warfare
256
Part SIX
257
35
258
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
259
Sir Richards RulesFollow your passions.Keep
it simple.Get the best people to help
you.Re-create yourself.Play.Source Fortune
on Branson/10.03
260
FisherismsDo right and damn the
odds.Stagnation is the curse of life.The best
is the cheapest.Emotion can sway the world.Mad
things come off.Haste in all things.Any fool
can obey orders.History is a record of exploded
ideas. Life is phrases.Source Jan Morris,
Fishers Face, Or, Getting to Know the Admiral
261
Zappos 10 Corporate ValuesDeliver
WOW! through service.Embrace and drive
change.Create fun and a little weirdness.Be
adventurous, creative and open-minded.Pursue
growth and learning.Build open and honest
relationships with communication.Build a
positive team and family spirit.Do more with
less.Be passionate and determined.Be humble.
262
36
263
X15/The Excellence 15
264
The EXCELLENCE 15 People 1st/ Cathedral for
human development Best 1st-line managers Quality
of relationships (Internal/External) Try it! Try
it again! Passion!/Energy!/Wow! Unstinting
commitment to innovation by ALL Excellence at
Plan B/Adaptability Fanatic about
execution XFX/Cross-functional eXcellence Integri
ty/Decency/Thoughtfulness/Character LX/Listening
eXcellence Commitment to SERVICE Commitment to
EXCELLENCE Servant leadership
265
Big6 People 1st/Quality of workforce Quality of
relationships (Internal/External)
Integrity/Decency/ Thoughtfulness/Character Obse
ssed with execution (Execution is
strategy.) Most tries wins! Commitment to
EXCELLENCE
266
37
267
The Memories That Matter.Tom Peters/02 October
2010
268
The Memories
That Matter The people you developed who went on
to stellar accomplishments inside or outside
the company. (A reputation as a peerless people
developer.) The (no more than) two or three
people you developed who went on to create
stellar institutions of their own. The longshots
(people with a certain something) you bet on
who surprised themselvesand your peers. The
people of all stripes who 2/5/10/20 years later
say You made a difference in my life, Your
belief in me changed everything. The sort
of/character of people you hired in general. (And
the bad apples you chucked out despite some
stellar traits.) A handful of projects (a half
dozen at most) you doggedly pursued that
still make you smile and which fundamentally
changed the way things are done inside or
outside the company/industry. The supercharged
camaraderie of a handful of Great Teams aiming
to change the world.
269
The Memories That
Matter Belly laughs at some of the stupid-insane
things you and your mates tried. Less than a
closet full of I should have A frighteningly
consistent record of having invariably said, Go
for it! Not intervening in the face of
considerable lossrecognizing that to develop
top talent means tolerating failures and allowing
the person who screwed up to work their own
way through and out of their self-created
mess. Dealing with one or more crises with
particular/memorable aplomb. Demanding CIVILITY
regardless of circumstances. Turning around one
or two or so truly dreadful situationsand
watching almost everyone involved rise to the
occasion (often to their own surprise) and
acquire a renewed sense of purpose in the
process. Leaving something behind of
demonstrable-lasting worth. (On short as well
as long assignments.)
270
The Memories
That Matter Having almost always (99 of the
time) put Quality and Excellence ahead of
Quantity. (At times an unpopular approach.) A
few critical instances where you stopped short
and could have done morebut to have done
so would have compromised your and your
teams character and integrity. A sense of time
well and honorably spent. The expression of
simple human kindness and considerationno
matter how harried you may be/may have
been. Understood that your demeanor/expression of
character always sets the toneespecially in
difficult situations. Have never (rarely) let
your external expression of enthusiasm/
determination flagthe rougher the times, the
more your expressed energy and bedrock
optimism and sense of humor shows. The respect of
your peers. A stoic unwillingness to badmouth
otherseven in private.
271
The Memories
That Matter An invariant creed When something
goes amiss, The buck stops with me when
something goes right, it was their doing, not
yours. A Mandela-like naïve belief that others
will rise to the occasion if given the
opportunity. A reputation for eschewing the
trappings of power. (Strong self-
management of tendencies toward arrogance or
dismissiveness.) Intense, even driven but not
to the point of being careless of others in
the process of forging ahead. Willing time and
again to be surprised by ways of doing things
that are inconsistent with your certain
hypotheses. Humility in the face of others, at
every level, who know more than you about the
way things really are. Having bitten your tongue
on a thousand occasionsand listened, really
really listened. (And been constantly delighted
when, as a result, you invariably learned
something new and invariably increased your
connection with the speaker.)
272
The Memories
That Matter Unalloyed pleasure in being informed
of the fallaciousness of your beliefs by
someone 15 years your junior and several rungs
below you on the hierarchical ladder.
Selflessness. (A sterling reputation as a guy
always willing to help out with alacrity
despite personal cost.) As thoughtful and
respectful, or more so, toward thine enemies
as toward friends and supporters. Always and
relentlessly put at the top of your list/any list
being first and foremost of service to
your internal and external constituents.
(Employees/Peers/Customers/Vendors/Community.) Tre
ated the term servant leadership as wholly
writ. (And preached servant leadership to
othersnew non-managerial hire or old pro,
age 18 or 48.)
273
The Memories
That Matter Created the sort of workplaces youd
like your kids to inhabit. (Explicitly
conscious of this Would I want my kids to work
here? litmus test.) A certifiable nut
about quality and safety and integrity. (More or
less regardless of any costs.) A notable few
circumstances where you resigned rather than
compromise your bedrock beliefs. Perfectionism
just short of the paralyzing variety. A self-
and relentlessly enforced group standard of
EXCELLENCE-in- all-we-do/EXCELLENCE in our
behavior toward one another.
274
38
275
the recession 44
276
Forty-four Secrets and clever Strategies For
dealing with the Recession of 2008-XXXX
277
44 Secrets and Clever Strategies For Dealing
with the Recession of 2007 You come
earlier. You leave later. You work harder. You
may well work for less and, if so, you adapt
to the untoward circumstances with a
smileeven if it kills you inside. You volunteer
to do more. You dig deep and always bring a good
attitude to work. You fake it if your good
attitude flags. You literally practice your "game
face" in the mirror in the morning, and in the
loo mid-morning. You give new meaning to the
idea and intensive practice of visible
management.
278
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You take better
than usual care of yourself and encourage
others to do the samephysical well-being
determines mental well-being and response to
stress. You shrug off shit that flows downhill in
your directionbuy a shovel or a pre-worn
raincoat on eBay. You try to forget about the
good old days nostalgia is self-destructive. Y
ou buck yourself up with the thought that
this too shall passbut then remind yourself
that it might not pass any time soon, and so
you re-dedicate yourself to making the
absolute best of what you have now.
279
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You work the
phones and then work the phones some moreand
stay in touch with positively everyone. You
frequently invent breaks from routine,
including weird oneschangeups prevent
wallowing and bring a fresh perspective. You
eschew all forms of personal excess. You
simplify. You sweat the details as never
before. You sweat the details as never
before. You sweat the details as never
before. You raise to the sky and maintain at all
costs the Standards of Excellence by which you
unfailingly evaluate your own performance. You
are maniacal when it comes to responding to
even the slightest screwup.
280
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You find ways to
be around young people and to keep young
people aroundthey are less likely to be
members of the sky is falling school. You
learn new tricks of your trade. You remind
yourself that this is not just something to be
gotten throughit is the Final Exam of
character. You network like a demon. You network
inside the companyget to know more of the
folks who do the real work. You network outside
the companyget to know more of the folks who
do the real work in vendor-customer outfits.
281
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You thank others
by the truckload if good things happenand take
the heat yourself if bad things happen. You
behave kindly, but you don't sugarcoat or hide
the truth--humans are startlingly resilient
and rumors are the real killers. You treat small
successes as if they were Superbowl
victoriesand celebrate and commend
accordingly. You shrug off the losses (ignoring
what's going on in your tummy), and get back on
the horse and immediately try again. You avoid
negative people to the extent you canpollution
kills. You eventually read the gloom-sprayers
the riot act. 
282
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You give new
meaning to the word "thoughtful. You dont put
limits on the flowers budget bright and
colorful works marvels. You redouble, re-triple
your efforts to "walk in your customer's
shoes." (Especially if the shoes smell.) You
mind your mannersand accept others lack of
manners in the face of their strains. You are
kind to all mankind. You keep your shoes
shined. You leave the blame game at the office
door. You call out the congenital politicians in
no uncertain terms. You become a paragon of
personal accountability. And then you pray.
283
39
284
EXCELLENCE. Always.If not EXCELLENCE, what?If
not EXCELLENCE now, when? EXCELLENCE is not an
"aspiration."EXCELLENCE is not a
"journey."EXCELLENCE is the next five
minutes. Organizations exist to SERVE.
Period.Leaders exist to SERVE. Period. SERVICE
is a beautiful word. SERVICE is a beautiful
word. SERVICE is character, community,
commitment. (And profit.)SERVICE is a
beautiful word. SERVICE is not "Wow." SERVICE
is not "raving fans. SERVICE is not "a great
experience." Service is "just" thatSERVICE.