1818

Conrad Conrad Hilton …Hilton …

ConradConrad HiltonHilton, at a gala celebrating his , at a gala celebrating his career, was called to the podium and career, was called to the podium and

asked,asked, “What were the most important

lessons you learned in your long and

distinguished career?” His answer …His answer …

““REMEMBER REMEMBER TO TUCK THE TO TUCK THE

SHOWER SHOWER CURTAIN INSIDE CURTAIN INSIDE THE BATHTUBTHE BATHTUB.”.”

““Decisions are Decisions are made by those made by those

who show up.”who show up.” ——Aaron SorkinAaron Sorkin

(+Mark McCormack’s (+Mark McCormack’s 3K/5M3K/5M

“rule”)“rule”)

2X2X

2X: 2X: “When Friedman “When Friedman

slisligghtlhtly y curvedcurved the right angle of the right angle of

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

magnitude of change in magnitude of change in pedestrians’ behavior’—the pedestrians’ behavior’—the

percentage who entered increased percentage who entered increased from from oneone--thirdthird to nearly to nearly twotwo--

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

Machine GamblingMachine Gambling

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

+45%+45%

revenuerevenue

Source:Source: “Effects of Ambient Odors on Slot-Machine Useage in Las Vegas “Effects of Ambient Odors on Slot-Machine Useage in Las Vegas Casinos,” reported inCasinos,” reported in Natasha Dow Schull, Natasha Dow Schull, Addiction By Design: Addiction By Design:

Machine Gambling in Las Vegas Machine Gambling in Las Vegas (66% revenue, 85% profit)(66% revenue, 85% profit)

Glaring Eyes:Glaring Eyes:

-62%-62%Source: PLOS ONE (via Source: PLOS ONE (via The Atlantic CITIESThe Atlantic CITIES /0429.13) /0429.13)

““Flash! When I work with experimental digital gadgets, I am always Flash! When I work with experimental digital gadgets, I am always reminded of how small changes in the details of a digital design can have reminded of how small changes in the details of a digital design can have

profound unforeseen effects on the experiences of the people who are profound unforeseen effects on the experiences of the people who are playing with it. The slightest change in something as seemingly trivial as playing with it. The slightest change in something as seemingly trivial as

the ease of use of a button can sometimes alter behavior patterns. the ease of use of a button can sometimes alter behavior patterns.

For instance, Stanford For instance, Stanford University researcher Jeremy University researcher Jeremy

Bailinson has demonstrated that Bailinson has demonstrated that chanchangging the heiing the heigght of one’s ht of one’s avatars in immersive virtual avatars in immersive virtual

reality transforms self-esteem reality transforms self-esteem and social self-and social self-pperceercepptiontion.. Technologies Technologies

are extensions of ourselves, and, like the avatars in Jeremy’s lab, our are extensions of ourselves, and, like the avatars in Jeremy’s lab, our identities identities

can be shifted by the quirks of gadgets. It is impossible to can be shifted by the quirks of gadgets. It is impossible to work with information technology without also engaging in work with information technology without also engaging in

social engineering.”social engineering.” —Jaron Lanier, —Jaron Lanier, You Are Not a GadgetYou Are Not a Gadget

““You get a sense of the scale and intricacy You get a sense of the scale and intricacy of the task by considering the sound of the task by considering the sound

effects alone: The game contains 54,000 effects alone: The game contains 54,000 pieces of audio and 40,000 lines of pieces of audio and 40,000 lines of

dialogue.dialogue. There are There are

2,7002,700 different different

noises for footsteps alone noises for footsteps alone depending on whose foot is depending on whose foot is

stepping on what.”stepping on what.”

——Sam LeithSam Leith onon Halo 3, Halo 3, from Jane McGonigal, from Jane McGonigal, Reality Is Broken: Reality Is Broken: Why Games Make Us Better and How They Can Change the World Why Games Make Us Better and How They Can Change the World

Big carts =Big carts =

1.5X1.5XSource: Wal*MartSource: Wal*Mart

120-oz container to ketchup-bottle size laundry-120-oz container to ketchup-bottle size laundry-detergentdetergent concentrate (100% conversion):concentrate (100% conversion):

1/4th packaging; 1/4th weight; 1/4th cost 1/4th packaging; 1/4th weight; 1/4th cost to ship; 1/4th space on ships, trucks, to ship; 1/4th space on ships, trucks,

shelves. 3 years: shelves. 3 years: 95M95M #s plastic resin #s plastic resin

saved, saved, 125M125M #s cardboard conserved, #s cardboard conserved,

400M400M less gallons of water shipped, less gallons of water shipped,

500K500K gallons less diesel fuel, gallons less diesel fuel, 11M11M less #s CO2 released)less #s CO2 released)

Source: Source: Force of Nature: The Unlikely Story of Walmart’s Green RevolutionForce of Nature: The Unlikely Story of Walmart’s Green Revolution, Edward Humes, Edward Humes

LITTLE =LITTLE =

BIGBIG

<TG<TGWWandand … …

>TG>TGRR[Things Gone [Things Gone WRONG- Things Gone - Things Gone RIGHT.RIGHT.]]

“… “… IT IT ISIS THE THE

GAME.”GAME.”

““crack the code on crack the code on how your company how your company can develop and can develop and

livelive its its

unique story”unique story”

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

NONENONE of THE top 15 of THE top 15

factors determining factors determining PPatient atient

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

P.S.P.S. directldirectly related to y related to StaffStaff InteractionInteraction

P.P.S.P.P.S. directldirectly correlated with y correlated with EmploEmployyee ee SatisfactionSatisfaction

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

WSJ/0910.13:WSJ/0910.13: “What matters most “What matters most to a company over time? to a company over time?

Strategy or culture? Strategy or culture?

Dominic Barton, MD, Mc Kinsey & Co.:Dominic Barton, MD, Mc Kinsey & Co.:

“Culture.“Culture.””

B(I) > B(I) > B(O)B(O)

““If I could have chosen not to tackle the IBM culture head-If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward on, I probably wouldn’t have. My bias coming in was toward

strategy, analysis and measurement. In comparison, strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of changing the attitude and behaviors of hundreds of

thousands of people is very, very hard.thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isn’t just

one aspect of the game ——IT IS THE IT IS THE

GGAMEAME.”.” —Lou Gerstner, —Lou Gerstner, Who Says Elephants Can’t DanceWho Says Elephants Can’t Dance

““Why in the Why in the World did youWorld did you

go to go to SiberiaSiberia?”?”

EnterpriseEnterprise* (*at its best):* (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , jojoyyfulful, , creativecreative, , entreentreppreneurialreneurial endeavor that elicits endeavor that elicits maximum maximum

concerted humanconcerted human potential in thepotential in the wholehearted pursuit of wholehearted pursuit of EXCELLENCE inEXCELLENCE in serviceservice of others of others.**

**Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Hard is Soft.Hard is Soft.Soft is Hard.Soft is Hard.

““BUSINESS HAS TO GIVE PEOPLE ENRICHING, BUSINESS HAS TO GIVE PEOPLE ENRICHING,

REWARDING LIVES … REWARDING LIVES … OR IT'S OR IT'S SIMPLY NOT SIMPLY NOT

WORTH WORTH DOINGDOING.”.”

——Richard Branson (1/4,096)Richard Branson (1/4,096)

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

success depends on a company’s ability success depends on a company’s ability to unleash initiative, imagination and to unleash initiative, imagination and

passion of employees at all levels passion of employees at all levels —and —and this can only happen if all this can only happen if all those folks are connected those folks are connected

heart and soul to their work heart and soul to their work [their ‘calling’], their [their ‘calling’], their

company and their mission.”company and their mission.” —John Mackey and Raj Sisoda, Conscious Capitalism: Liberating —John Mackey and Raj Sisoda, Conscious Capitalism: Liberating

the Heroic Spirit of Businessthe Heroic Spirit of Business

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

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

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

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

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

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

"When I hire "When I hire someone, that's someone, that's when when I I ggo to o to

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

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

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

rarely make rarely make significant significant

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

"If you want staff to "If you want staff to give great service, give great service, give great service to give great service to staff."staff." —Ari Weinzweig, Zingerman's

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

customers then customers then you must you must firstfirst

WOW those who WOW those who WOW the WOW the

customers!customers!

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

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

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

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

““We are a We are a ‘‘LifeLife

SuccessSuccess’ ’ Company.”Company.”

Dave Liniger, founder, Dave Liniger, founder, RE/MAXRE/MAX

““The organization would The organization would ultimately win not ultimately win not

because it gave agents because it gave agents more money,more money, but but

because it because it ggave themave them a chance for better a chance for better

liveslives.”.” —Phil Harkins & Keith Hollihan, —Phil Harkins & Keith Hollihan,

Everybody Wins, Everybody Wins, onon RE/MAXRE/MAX

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

actors and actresses canactors and actresses can BECOME MORE THAN BECOME MORE THAN THEY’VE EVER BEEN THEY’VE EVER BEEN

BEFORE,BEFORE, MORE THAN THEY’VE MORE THAN THEY’VE DREAMED OF BEINGDREAMED OF BEING.”.”

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

BRAND = BRAND = TALENT.TALENT.

Our Mission

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

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

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

WPP

… … NO LESS THAN NO LESS THAN

CATHEDRALSCATHEDRALS IN WHICH IN WHICH THE FULL AND AWESOME THE FULL AND AWESOME

POWER OF THE IMAGINATION POWER OF THE IMAGINATION AND SPIRIT AND NATIVE AND SPIRIT AND NATIVE

ENTREPRENEURIAL FLAIRENTREPRENEURIAL FLAIR OF OF DIVERSE INDIVIDUALSDIVERSE INDIVIDUALS IS IS

UNLEASHED IN PASSIONATE UNLEASHED IN PASSIONATE PURSUIT OF … PURSUIT OF … EXCELLENCEEXCELLENCE..

Oath of Office:Oath of Office: Managers/Servant Leaders Managers/Servant Leaders

Our goal is to serve our customers brilliantly and profitably overOur goal is to serve our customers brilliantly and profitably over the long haul.the long haul.Serving our customers brilliantly and profitably over the longServing our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, thehaul is a product of brilliantly serving, over the long haul, the people who serve the customer.people who serve the customer.

Hence, our job as leaders—the alpha and the omega andHence, our job as leaders—the alpha and the omega and everything in between—is abetting the sustained everything in between—is abetting the sustained growthgrowth and success and engagement and enthusiasm andand success and engagement and enthusiasm and commitment to Excellence of those, one at a time, commitment to Excellence of those, one at a time, whowho directly or indirectly serve the ultimate customer.directly or indirectly serve the ultimate customer.

We—leaders of every stripe—are in the “Human Growth andWe—leaders of every stripe—are in the “Human Growth and Development and Success and Aspiration to ExcellenceDevelopment and Success and Aspiration to Excellence business.”business.”““We” We” [leaders][leaders] only grow when “they” only grow when “they” [each and every one of our colleagues][each and every one of our colleagues] are are growing.growing.““We” We” [leaders][leaders] only succeed when “they” only succeed when “they” [each and every one of our colleagues][each and every one of our colleagues]

are succeeding.are succeeding.““We” We” [leaders][leaders] only energetically march toward Excellence when only energetically march toward Excellence when “ “they” they” [each and every one of our colleagues][each and every one of our colleagues] are energetically marching are energetically marching toward Excellence.toward Excellence.Period.Period.

A 15-Point Human Capital Development ManifestoA 15-Point Human Capital Development Manifesto

1.1. ““Corporate social responsibility” starts at home—i.e., Corporate social responsibility” starts at home—i.e., inside the enterprise!inside the enterprise! MAXIMIZING GDD/Gross MAXIMIZING GDD/Gross Domestic Development of the workforce is the primary Domestic Development of the workforce is the primary source of mid-term and beyond growth and source of mid-term and beyond growth and profitability—and maximizes national productivity and profitability—and maximizes national productivity and wealth. wealth.

2. 2. Regardless of the transient external situation, Regardless of the transient external situation, development of “human capital” is always the #1 development of “human capital” is always the #1 priority.priority. This is true in general, in particular in difficult This is true in general, in particular in difficult times which demand resilience—and uniquely true in times which demand resilience—and uniquely true in this age in which IMAGINATIVE brainwork is de facto this age in which IMAGINATIVE brainwork is de facto the only plausible survival strategy for higher wage the only plausible survival strategy for higher wage nations. (nations. (Generic “brainwork,” traditional and Generic “brainwork,” traditional and dominant “white-collar activities, is increasindominant “white-collar activities, is increasingglly by beineingg pperformed berformed byy exponentiall exponentiallyy enhanced artificial enhanced artificial intelliintelliggenceence.).)

The Memories That MatterThe Memories That Matter

The people you developed who went on toThe people you developed who went on to stellar accomplishments inside or outsidestellar accomplishments inside or outside the company.the company. The (no more than) two or three people you developed who went on The (no more than) two or three people you developed who went on toto create create stellar institutions of their own.stellar institutions of their own.The long shots (people with “a certain something”) you bet on whoThe long shots (people with “a certain something”) you bet on who surprised themselves—surprised themselves—andand your peers. your peers.

The people of all stripes who 2/5/10/20 yearsThe people of all stripes who 2/5/10/20 years later say later say “You made a difference in my “You made a difference in my life,”life,” “ “Your belief in me changed everything.”Your belief in me changed everything.”The sort of/character of people you hired in general. (The sort of/character of people you hired in general. (And And the bad the bad apples you chucked out despite some stellar traits.)apples you chucked out despite some stellar traits.)A handful of projects (a half dozen at most) you doggedly pursued A handful of projects (a half dozen at most) you doggedly pursued thatthat still make you smile and which fundamentally changed the waystill make you smile and which fundamentally changed the way things are done inside or outside the company/industry.things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming The supercharged camaraderie of a handful of Great Teams aiming toto “ “change the world.”change the world.”

““life and life and death death

decisions”decisions”

Promotion DecisionsPromotion Decisions

“life and “life and death death

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

2/YEAR = 2/YEAR = LEGACY.LEGACY.

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

managerial position if his managerial position if his vision focuses on people’s vision focuses on people’s weaknesses rather than on rather than on

their their strengths.”.” —Peter Drucker,—Peter Drucker,

The Practice of ManagementThe Practice of Management

Les WexnerLes Wexner:: From From sweaters to sweaters to

people!*people!*

*Limited Brands founder Les Wexner queried on astounding *Limited Brands founder Les Wexner queried on astounding long-term success—said, in effect, it happened because he gotlong-term success—said, in effect, it happened because he got

as excited about developing people as he had been about as excited about developing people as he had been about

predicting fashion trends in his early yearspredicting fashion trends in his early years

53 = 53 = 5353

““The key difference between checkers and The key difference between checkers and chess is that in checkers the pieces all move chess is that in checkers the pieces all move

the same way, whereas in chess all the pieces the same way, whereas in chess all the pieces

move differently. …move differently. … DISCOVER DISCOVER WHAT IS UNIQUE ABOUT WHAT IS UNIQUE ABOUT

EACH PERSON AND EACH PERSON AND CAPITALIZE ON ITCAPITALIZE ON IT.”.”

—Marcus Buckingham, —Marcus Buckingham, The One Thing You Need to KnowThe One Thing You Need to Know

70 CENTS70 CENTS

““Development can help great Development can help great

people be even people be even BETTER—BETTER—BUT IF BUT IF I HAD A DOLLAR TO I HAD A DOLLAR TO

SPEND, I’D SPEND 70 SPEND, I’D SPEND 70 CENTS GETTING THE CENTS GETTING THE

RIGHT PERSON IN THE RIGHT PERSON IN THE DOORDOOR.”.” ——Paul Russell, Director, Leadership and Development, Paul Russell, Director, Leadership and Development,

GoogleGoogle

““In short, hiring is In short, hiring is the the most immost impportant ortant

asasppect of businessect of business

and yet remainsand yet remains woefully woefully misunderstoodmisunderstood..””

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

“… “… this will be this will be the woman’s the woman’s century …”century …”

——President Dilma Rousseff of Brazil, President Dilma Rousseff of Brazil, 1st woman to keynote the United Nation General Assembly1st woman to keynote the United Nation General Assembly

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

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

WOMENWOMEN.”.”

Source: Headline, Economist

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

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

$28 trillion in the next five $28 trillion in the next five yyearsears. Their $13 trillion in total yearly earnings could reach $18 . Their $13 trillion in total yearly earnings could reach $18

trillion in the same period.trillion in the same period. In aggregate, women represent a growth market bigger than China and In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just that—even ones that are confidant that they have a winning the female consumer. And yet many companies do just that—even ones that are confidant that they have a winning

strategy when it comes to women. Consider Dell’s …”strategy when it comes to women. Consider Dell’s …”

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

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find that New Studies find that

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

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

Women’s NeWomen’s Neggotiatinotiatingg Stren Strenggthsths

*Ability to put themselves in their *Ability to put themselves in their counterparties’ shoes counterparties’ shoes*Comprehensive, attentive and detailed*Comprehensive, attentive and detailed communication style communication style*Empathy that facilitates trust-building*Empathy that facilitates trust-building*Curious and attentive listening*Curious and attentive listening*Less competitive attitude*Less competitive attitude*Strong sense of fairness and ability to *Strong sense of fairness and ability to persuadepersuade*Proactive risk manager*Proactive risk manager*Collaborative decision-making*Collaborative decision-making

Source: Horacio Falcao, Cover story/May 2006, Source: Horacio Falcao, Cover story/May 2006, World BusinessWorld Business, “Say It , “Say It Like a Woman: Why the 21Like a Woman: Why the 21stst-century negotiator will need the female -century negotiator will need the female touch”touch”

Warren Buffett Warren Buffett Invests Like a Girl: Invests Like a Girl:

And Why YouAnd Why YouShould TooShould Too —Louann Lofton,—Louann Lofton,

““C-C-level”?!!level”?!!

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

training. In most training. In most businesses, it's a “ho businesses, it's a “ho hum” mid-level staff hum” mid-level staff

function.function.

I would hazard a guess I would hazard a guess that most CEOs see IT that most CEOs see IT

investments as a investments as a “strategic necessity,” “strategic necessity,”

but see training but see training expenses as “a expenses as “a

necessary evil.” necessary evil.”

Container StoreContainer Store

270270/16/16

10/>10010/>100

SERGEANTSSERGEANTS

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

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

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

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

same awareness?same awareness?

““People People leave leave

managers not managers not companies.”companies.”

——Dave WheelerDave Wheeler

““The The 44 most most

important important wordswords in any in any

organization are …organization are …

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

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

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

““The deepest principal The deepest principal in human nature is the in human nature is the

cravingcraving* to be * to be appreciated.”appreciated.”

—William James—William James

**“Craving,” not “wish” or “desire” or “Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, “longing”/Dale Carnegie, How to WinHow to Win

Friends and Influence People Friends and Influence People (“The BIG(“The BIG Secret of Dealing With People”) Secret of Dealing With People”)

““Yes, Yes, butbut …” …”““Yes, Yes, andand …” …”

1818

““THE DOCTOR THE DOCTOR INTERRUPTSINTERRUPTS AFTER …*AFTER …*

*Source: Jerome Groopman, *Source: Jerome Groopman, How Doctors ThinkHow Doctors Think

18 18 ……

18 … 18 … SECONDSSECONDS!!

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

of of RespectRespect..

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

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

[cont.][cont.]

Best Listeners Win …Best Listeners Win …

““IF YOU DON’T IF YOU DON’T LISTEN, YOU LISTEN, YOU DON’T SELL DON’T SELL ANYTHING.”ANYTHING.”

——Carolyn MarlandCarolyn Marland

10 Essential Selling Principles Most Salespeople Get 10 Essential Selling Principles Most Salespeople Get Wrong Wrong

1. Assuming the problem that the prospect communicates 1. Assuming the problem that the prospect communicates is the real problem. is the real problem.

2. Thinking that your sales “presentation” will seal the 2. Thinking that your sales “presentation” will seal the deal.deal.

3. 3. Talking too much.Talking too much.4. Believing that you can sell anybody anything. 4. Believing that you can sell anybody anything. 5. Overeducating the prospect when you should be 5. Overeducating the prospect when you should be

selling. selling. 6. Failing to remember that salespeople are decision-6. Failing to remember that salespeople are decision-

makers, too.makers, too.7. Reading minds. 7. Reading minds. 8. Working as an “unpaid consultant” to seal the deal.8. Working as an “unpaid consultant” to seal the deal.9. Being your own worst enemy.9. Being your own worst enemy.10. Keeping your fingers crossed that a prospect doesn’t 10. Keeping your fingers crossed that a prospect doesn’t

notice a problem. notice a problem.

Source: Source: ForbesForbes/0503.13/0503.13

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

*50% failed sales *50% failed sales presentations … talking presentations … talking “at” before listening!“at” before listening!

—Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, —Susan Scott, “Let Silence Do the Heavy Listening,” chapter title, Fierce Conversations: Achieving Success at Work and in Life,Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time One Conversation at a Time

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

Source: Tweet viewed @tom_petersSource: Tweet viewed @tom_peters

LISTEN = “PROFESSION” =

STUDY = PRACTICE = EVALUATION =

ENTERPRISE VALUE

““We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the ideal We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers

action to contemplation, risk-taking to heed-taking, certainty to doubt. … We think that we value action to contemplation, risk-taking to heed-taking, certainty to doubt. … We think that we value individuality, but all too often we admire one type of individual … Introversion is now a second-individuality, but all too often we admire one type of individual … Introversion is now a second-

class personality trait. …class personality trait. … The Extrovert Ideal has been The Extrovert Ideal has been documented in many studies. Talkative people, documented in many studies. Talkative people,

for example, are rated as smarter, better for example, are rated as smarter, better looking, more interesting, and more desirable as looking, more interesting, and more desirable as

friends. Velocity of speech counts as well as friends. Velocity of speech counts as well as volume: We rank fast talkers as more competent volume: We rank fast talkers as more competent

and likeable than slow ones. But we make a and likeable than slow ones. But we make a grave mistake to embrace the Extrovert Ideal so grave mistake to embrace the Extrovert Ideal so unthinkingly.unthinkingly. … As the science journalist Winifred Gallagher writes, ‘The glory of the … As the science journalist Winifred Gallagher writes, ‘The glory of the

disposition that stops to consider stimuli rather than rushing to engage with them is its long disposition that stops to consider stimuli rather than rushing to engage with them is its long association with intellectual and artistic achievement. Neither E = mc squared or Paradise Lost association with intellectual and artistic achievement. Neither E = mc squared or Paradise Lost was dashed off by a party animal.’ Even in less obviously introverted occupations, like finance, was dashed off by a party animal.’ Even in less obviously introverted occupations, like finance,

politics, and activism, some of the greatest leaps forward were made by introverts … figures like politics, and activism, some of the greatest leaps forward were made by introverts … figures like Eleanor Roosevelt, Warren Buffett and Gandhi achieved what they did not in spite of but because Eleanor Roosevelt, Warren Buffett and Gandhi achieved what they did not in spite of but because

of their introversion.”of their introversion.”

——Susan Cain, Susan Cain, Quiet:Quiet: The Power of Introverts in a World That Can’t Stop The Power of Introverts in a World That Can’t Stop

TalkingTalking

““If you are a manager, remember that one third to one half of your workforce is If you are a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed you design your organization’s office space. Don’t expect introverts to get jazzed

up about open office plans or, for that matter, lunchtime birthday parties or up about open office plans or, for that matter, lunchtime birthday parties or

teambuilding retreats. Make the most of introverts’ strengths—teambuilding retreats. Make the most of introverts’ strengths— these are these are the people who can help you think the people who can help you think deeply, strategize, solve complex deeply, strategize, solve complex

problems, and spot canaries in your coal problems, and spot canaries in your coal mine.mine. … … Also remember the dangers of the new groupthink. If it’s creativity Also remember the dangers of the new groupthink. If it’s creativity

you’re after, ask your employees to solve problems alone before sharing their you’re after, ask your employees to solve problems alone before sharing their

ideas …ideas … Don’t mistake assertiveness or Don’t mistake assertiveness or elegance for good ideas. If you have a elegance for good ideas. If you have a

proactive workforce (and I hope you do), proactive workforce (and I hope you do), remember that they may perform better remember that they may perform better under an introverted leader than under under an introverted leader than under

an extroverted or charismatic one.”an extroverted or charismatic one.” — —Susan Cain, Susan Cain,

Quiet:Quiet: The Power of Introverts in a World That Can’t Stop Talking The Power of Introverts in a World That Can’t Stop Talking

““The essence of The essence of intelligence would seem intelligence would seem to be in knowing when to to be in knowing when to think and act quickly, and think and act quickly, and

knowing when to think knowing when to think and act slowly.”and act slowly.” —Robert Sternberg, in Frank —Robert Sternberg, in Frank

Partnoy, Partnoy,

Wait:Wait: The Art and Science of Delay The Art and Science of Delay

““When we thin slice, we reach When we thin slice, we reach powerful unconscious powerful unconscious

conclusions about others in conclusions about others in seconds. seconds.

Unfortunately, they Unfortunately, they are often wrong.”are often wrong.” — —

Frank Partnoy, Frank Partnoy, Wait: The Art and Science of DelayWait: The Art and Science of Delay

““In a gentle In a gentle way, you can way, you can

shake the shake the world.”world.” —Gandhi, from —Gandhi, from Susan Cain, Susan Cain,

Quiet: The Power of Introverts in a World That Can’t Stop TalkingQuiet: The Power of Introverts in a World That Can’t Stop Talking

““SUCKSUCK

DOWNDOWN FOR FOR

SUCCESS!”SUCCESS!”

Loser:Loser: “He’s such a“He’s such a suck-up!” suck-up!”

Winner:Winner: “He’s such a“He’s such a suck-down.” suck-down.”

““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!”

George Crile George Crile (Charlie Wilson’s War)(Charlie Wilson’s War) on Gust on Gust

Avarkotos’ strategy:Avarkotos’ strategy: “He had “He had become something of a become something of a

legend with these legend with these ppeoeopple who manned the le who manned the

underbellunderbelly of the y of the Agency [CIA].”Agency [CIA].”

““I got toI got to know his know his

secretaries.”secretaries.” —Dick Parsons—Dick Parsons

(as CEO Time Warner, on successfully dealing with Carl Icahn)(as CEO Time Warner, on successfully dealing with Carl Icahn)

S = ƒ(#&DR; -2L, -3L, -4L, I&E)S = ƒ(#&DR; -2L, -3L, -4L, I&E)Success is a function of: Number and depth of relationships Success is a function of: Number and depth of relationships 2, 3, and 4 levels down inside and outside the organization2, 3, and 4 levels down inside and outside the organization

S = ƒ(SD>SU)S = ƒ(SD>SU)Sucking down is more important than sucking up—the idea Sucking down is more important than sucking up—the idea is to have the [your] entire organization working for youis to have the [your] entire organization working for you

S = ƒ(#non-FF, #non-FL)S = ƒ(#non-FF, #non-FL)Number of friends, number of lunches with people not in my Number of friends, number of lunches with people not in my function function

S = ƒ(#XFL/m)S = ƒ(#XFL/m)Number of lunches with colleagues in otherNumber of lunches with colleagues in otherfunctions per monthfunctions per month

S = ƒ(#FF)S = ƒ(#FF)Number of friends in the finance organizationNumber of friends in the finance organization

““[Women] see [Women] see powerpower

in terms of in terms of influence, influence,

not rank.”not rank.” ——FortuneFortune

XFX = XFX = #1#1**

*Cross-Functional *Cross-Functional eXcellence eXcellence

Never Never waste a waste a lunch!lunch!

““Allied commands depend on Allied commands depend on mutual confidence mutual confidence

and this confidence is and this confidence is gained, above all gained, above all

through thethrough the

develodeveloppmentment ofof friendshifriendshippss.”.”

——General D.D. Eisenhower, General D.D. Eisenhower, Armchair GeneralArmchair General* *

*“Perhaps his most outstanding ability [at West Point]*“Perhaps his most outstanding ability [at West Point]

was the ease with which was the ease with which he made friends and earned he made friends and earned the trust of fellow cadets who came from the trust of fellow cadets who came from

widelwidelyy varied back varied backggroundsrounds; it was a quality that would pay ; it was a quality that would pay great dividends during his future coalition command.”great dividends during his future coalition command.”

"It became necessary to develop "It became necessary to develop medicine as a cooperative science; medicine as a cooperative science;

the clinician, the specialist, the the clinician, the specialist, the laboratory workers, the nurses laboratory workers, the nurses

uniting for the good of the patient, uniting for the good of the patient, each assisting in the elucidation of each assisting in the elucidation of

the problem at hand, and each the problem at hand, and each dependent upon the other for dependent upon the other for

support.”support.” —Dr. William Mayo, —Dr. William Mayo, 19101910

““Competency is Competency is irrelevant if we don’t irrelevant if we don’t

share common share common values.”values.” —Mayo Clinic exec, from Leonard Berry & Kent Seltman, —Mayo Clinic exec, from Leonard Berry & Kent Seltman,

“Orchestrating the Clues of Quality,” Chapter 7 from “Orchestrating the Clues of Quality,” Chapter 7 from Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

““I am I am hundreds of hundreds of times better heretimes better here [than[than

in my prior hospital assignment]in my prior hospital assignment] because of because of the support system. the support system. It’s like It’s like

yyou were workinou were workingg in an in an ororgganism; anism; yyou are not a ou are not a

sinsinggle cell when le cell when yyou are out ou are out there there ppracticinracticingg.’”.’” —quote from Dr. Nina Schwenk, —quote from Dr. Nina Schwenk,

in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, in Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, from from Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

"The personnel committees on all three "The personnel committees on all three campuses have become aggressive in campuses have become aggressive in

addressing the issue of physicians who addressing the issue of physicians who are not living the Mayo value of are not living the Mayo value of

exhibiting respectful, collegial behavior exhibiting respectful, collegial behavior

to all team membersto all team members. . Some Some physicians have been physicians have been

suspended without pay suspended without pay or terminated.”or terminated.” —Leonard Barry & Kent Seltman, —Leonard Barry & Kent Seltman,

Management Lessons from Mayo ClinicManagement Lessons from Mayo Clinic

WOWWOW!!!!Observed closely: The use ofObserved closely: The use of

“I”“I” oror “we”“we” during aduring a

job interview.job interview.

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

Every week every Every week every swimmer reports swimmer reports on how he helped on how he helped

a teammatea teammateSource: Skip Kenney, Stanford men’s swimming coach, Source: Skip Kenney, Stanford men’s swimming coach,

31 consecutive PAC10 championships, 7 NCAA championships31 consecutive PAC10 championships, 7 NCAA championships

eLunch!eLunch!

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

an impact on just about an impact on just about everything we do.”everything we do.”

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

MillerCoors:MillerCoors: Gender imbalance. Women odf Sales peer Gender imbalance. Women odf Sales peer support. Private network, Attrition plummeted.support. Private network, Attrition plummeted.

Teva Canada:Teva Canada: Supply chain excellence achieved. Share- Supply chain excellence achieved. Share-Point/troubleshooting/Strategy-Nets/hooked to other Point/troubleshooting/Strategy-Nets/hooked to other functions; Moxie social tools, document editing, etc.functions; Moxie social tools, document editing, etc.

IBM:IBM: Social business tools/30 percent drop in project Social business tools/30 percent drop in project completion time/300K on LinkedIn, 200K on Facebookcompletion time/300K on LinkedIn, 200K on Facebook

Bloomberg:Bloomberg: Mobi social media analytics prelude to stock Mobi social media analytics prelude to stock performanceperformance

Intuit:Intuit: struggling against H&R Block temp struggling against H&R Block temp staffing/customers #1 asset/Live Community, focused on staffing/customers #1 asset/Live Community, focused on help with transactions (not general, embedded in help with transactions (not general, embedded in TurboTaxTurboTax

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

WowWow!!

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

Independent Independent Stores in Stores in

AmericaAmerica —by George Whalin—by George Whalin

Jungle Jim’s International Market, Jungle Jim’s International Market, FairfieldFairfield, , OhioOhio:: “An “An

adventure in adventure in ‘‘shoshoppppertainmentertainment,’,’ as as Jungle Jim’s Jungle Jim’s calls it, begins in the parking lot calls it, begins in the parking lot and goes on to and goes on to

1,600 cheeses1,600 cheeses and, yes, and, yes, 1,400 varieties of 1,400 varieties of hot saucehot sauce —not to mention —not to mention 12,000 wines 12,000 wines priced from $8 to $8,000priced from $8 to $8,000 a bottle; all this is a bottle; all this is

brought to you by brought to you by 4,000 vendors4,000 vendors.. Customers Customers come from every corner of the globe.” come from every corner of the globe.”

Bronner’s Christmas Wonderland, Bronner’s Christmas Wonderland, FrankenmuthFrankenmuth, ,

MichiMichigganan, pop 5,000:, pop 5,000: 98,000-square-foot98,000-square-foot

“shop” features the likes of “shop” features the likes of 6,000 Christmas 6,000 Christmas ornaments, 50,000 trimsornaments, 50,000 trims, and anything else , and anything else you can name if it pertains to Christmas.you can name if it pertains to Christmas.

Source: George Whalin, Source: George Whalin, Retail SuperstarsRetail Superstars

““Be the best. Be the best. It’s the only It’s the only

market that’s market that’s not crowded.”not crowded.”

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

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!!

14,00014,00020,00020,000

3030

14,000/14,000/eeBayBay20,000/Amazon20,000/Amazon

3030/Craigslist/Craigslist