First Things Before First Things:First Things Before First Things:

CONRAD HILTON …CONRAD HILTON …

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

asked,asked, “What were the most important

lessons you learned in your long and

distinguished career?” His answer …His answer …

““Remember Remember to tuck the to tuck the

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

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

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

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

Tom Peters’Tom Peters’

Leadership ExcellenceLeadership Excellence in the “Real in the “Real (Non-linear)(Non-linear) World”: World”: The Mess Is the Message!The Mess Is the Message!

University of Auckland Business School/University of Auckland Business School/12 February 201512 February 2015

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

EXCELLENCEEXCELLENCE—

EXCELLENCE is

not a “long-term”

"aspiration.”

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

EXCELLENCE is … THEEXCELLENCE is … THE

NEXTNEXT 55 MINUTESMINUTES..**

(*Or (*Or NOTNOT.).)

EXCELLENCE is not an "aspiration." EXCELLENCE is not an "aspiration." EXCELLENCE is … THE NEXT FIVE MINUTES.EXCELLENCE is … THE NEXT FIVE MINUTES.

EXCELLENCE is your next conversation.EXCELLENCE is your next conversation.Or not.EXCELLENCE is your next meeting.EXCELLENCE is your next meeting.Or not.EXCELLENCE is shutting up and listening—really listening.EXCELLENCE is shutting up and listening—really listening.Or not.EXCELLENCE is your next customer contact.EXCELLENCE is your next customer contact.Or not.EXCELLENCE is saying “Thank you” for something “small.”EXCELLENCE is saying “Thank you” for something “small.”Or not.EXCELLENCE is the next time you shoulder responsibility and apologize.EXCELLENCE is the next time you shoulder responsibility and apologize.Or not.EXCELLENCE is waaay over-reacting to a screw-up.EXCELLENCE is waaay over-reacting to a screw-up.Or not.EXCELLENCE is the flowers you brought to work today.EXCELLENCE is the flowers you brought to work today.Or not.EXCELLENCE is lending a hand to an “outsider” who’s fallen behind EXCELLENCE is lending a hand to an “outsider” who’s fallen behind schedule.schedule.Or not.EXCELLENCE is bothering to learn the way folks in finance [or IS or HR] EXCELLENCE is bothering to learn the way folks in finance [or IS or HR] think.think.Or not.EXCELLENCE is waaay “over”-preparing for a 3-minute presentation.EXCELLENCE is waaay “over”-preparing for a 3-minute presentation.Or not.EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE. EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE. Or not.

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

MBWAMBWA25/5025/50

MManaginganaging

BBy y

WWanderingandering

AAroundround

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

stores— stores— at least at least 2525

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

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

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

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

““Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about Most managers spend a great deal of time thinking about what they plan to do, but relatively little time thinking about what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot what they plan not to do. As a result, they become so caught up … in fighting the fires of the moment that they cannot

really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is really attend to the long-term threats and risks facing the organization. So the first soft skill of leadership the hard way is

to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters.to cultivate the perspective of Marcus Aurelius: avoid busyness, free up your time, stay focused on what really matters.

Let me put it bluntly: every leader Let me put it bluntly: every leader should routinely keep a substantial should routinely keep a substantial

portion of his or her time—I would say portion of his or her time—I would say

as much asas much as 5050 percent—percent—

unscheduledunscheduled.. … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will … Only when you have substantial ‘slop’ in your schedule—unscheduled time—will

you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. you have the space to reflect on what you are doing, learn from experience, and recover from your inevitable mistakes. Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’ Leaders without such free time end up tackling issues only when there is an immediate or visible problem. Managers’

typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’typical response to my argument about free time is, ‘That’s all well and good, but there are things I have to do.’ Yet Yet we waste so much time in unwe waste so much time in unpproductive activitroductive activity—y—it takes an it takes an

enormous effort on the enormous effort on the ppart of the leader to keeart of the leader to keepp free time for the free time for the trultrulyy im impportant thinortant thinggss.”.”

——Dov FrohmanDov Frohman (& Robert Howard (& Robert Howard), Leadership The Hard Way: Why Leadership Can’t Be Taught—), Leadership The Hard Way: Why Leadership Can’t Be Taught—And How You Can Learn It Anyway And How You Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)(Chapter 5, “The Soft Skills Of Hard Leadership”)

MBWA 4/8MBWA 4/8

““The The 44 most most

important important wordswords in any in any

organization are …organization are …

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

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

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

MBWA MBWA 88: :

Change the World With EIGHT Change the World With EIGHT WordsWords

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

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

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

comes to helping?*comes to helping?*

* >>harder than neurosurgery* >>harder than neurosurgery

SHOWTIMESHOWTIME —

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

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

No Bad Days:No Bad Days: ““Nothing is Nothing is

so contagious so contagious as as

enthusiasm.”enthusiasm.” —Samuel Taylor Coleridge—Samuel Taylor Coleridge

You = You = Your Your

CalendarCalendar

You = Your You = Your calendarcalendar**

*The calendar *The calendar NEVERNEVER lies.lies.

Meetings ROCKMeetings ROCK!!(Make that: (Make that: SHOULDSHOULD Rock) Rock)

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

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

Meetings are Meetings are #1#1 thing thing

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

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

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

SelfSelf--EvaluationEvaluation

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

affect everaffect everyyone around one around yyouou is what is what

distindistingguishesuishes a superior a superior leader.”leader.”

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

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

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

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

COMMUNICATIONSCOMMUNICATIONS

Leaders:

Communications failure …

100%**Your fault!

R.O.I.R. > R.O.I.R. > R.O.I.R.O.I.

RReturn eturn OOn n

IInvestment in nvestment in

RRelationshipselationships

““Personal Personal relationships are the relationships are the fertile soil from which fertile soil from which all advancement, all advancement, allall

success, success, allall achievement in realachievement in real

life grow.”life grow.” —Ben Stein—Ben Stein

The Magic The Magic 220220::

Never waste Never waste a lunch!a lunch!* *** **

*Bonus points: “XF”/Cross-functional lunch*Bonus points: “XF”/Cross-functional lunch**Bonus bonus points: Lunch with finance folks**Bonus bonus points: Lunch with finance folks

L L vs.vs. H H

““Success doesn’t depend on the Success doesn’t depend on the number of people you know; it number of people you know; it

depends on the number of people depends on the number of people

you know in you know in hihigghh places!”places!”

oror

“Success doesn’t depend on the “Success doesn’t depend on the number of people you know; it number of people you know; it

depends on the number of people depends on the number of people

you know in you know in lowlow places!” places!”

LowLow >>>>>> HighHigh

““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)

The …The … “ “80% Rule”80% Rule”

Spend Spend 8080%%

of your time on allies—of your time on allies—finding and developing and finding and developing and

nurturing allies nurturing allies of every size and shapeof every size and shape

is the name of the is the name of the winning game. winning game.

AcknowledgementAcknowledgement!!

““The deepest principle The deepest principle 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”/Distinction per Dale Carnegie in “longing”/Distinction per Dale Carnegie in How to Win How to Win Friends and Influence People, Friends and Influence People, chapter titled “The BIG chapter titled “The BIG

Secret of Dealing With People”Secret of Dealing With People”

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

rarely make rarely make significant significant

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

The Big The Big 88

T-H-A-N-T-H-A-N-K Y-O-UK Y-O-U

3 Minutes3 Minutes

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

THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD WOULD

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

RUPTURE.RUPTURE.**

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

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

PROBLEM. THEPROBLEM. THE

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

REAL PROBLEM.REAL PROBLEM.[OPPORTUNITY][OPPORTUNITY].

1 Mouth1 Mouth 2 Ears2 Ears

“The doctor interrupts after …*

*Source: Jerome Groopman, How Doctors Think

18 … Seconds

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

of of RespectRespect..

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

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

(cont.)(cont.)

Non-Linearity/Non-Linearity/The Mess Is the The Mess Is the

MessageMessage

Antifragile*: Antifragile*: Things That Things That Gain From Disorder From Disorder

—Nassim Nicholas Taleb—Nassim Nicholas Taleb

*Not to be confused with … RESILIENCE*Not to be confused with … RESILIENCE

11/49*/49**No kidding … the ONLY thing I’ve learned “for sure” in the 49 years I’ve been involved in management in one way or another.*No kidding … the ONLY thing I’ve learned “for sure” in the 49 years I’ve been involved in management in one way or another.

1/491/49

WTTMSWWTTMSW

1/491/49

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFWINSWINS

WTTMSWTTMSASTMSUASTMSUTFTFWW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFAND AND SCREWS SCREWS THE THE MOST MOST STUFF STUFF UPUPTHETHEFASTESTFASTESTWINSWINS

0/8000/800

““TheThe reasonable man adapts reasonable man adapts himself to the world; the himself to the world; the

unreasonable one persists in unreasonable one persists in trying to adapt the world to trying to adapt the world to

himself. Therefore all progress himself. Therefore all progress depends on the unreasonable depends on the unreasonable man.”man.” —G.B. Shaw,—G.B. Shaw, Man and Superman: The Revolutionist’s Man and Superman: The Revolutionist’s

HandbookHandbook

““Whenever anything is being Whenever anything is being accomplished, it is being done, I accomplished, it is being done, I have learned, by a monomaniac have learned, by a monomaniac

with a mission.”with a mission.” —Peter Drucker—Peter Drucker

NOT OPTIONAL.2115:NOT OPTIONAL.2115: Brand You12 Brand You12

NOTEWORTHYNOTEWORTHY skill skillOBSESSIVEOBSESSIVE student studentFIERCEFIERCE listener listenerUNFAILINGLYUNFAILINGLY trustworthy trustworthyPEERLESSPEERLESS team member team memberCONSUMMATECONSUMMATE networker networkerMAESTROMAESTRO of mess/antifragile of mess/antifragileFANATICFANATIC deadlinist deadlinistCONGENITALCONGENITAL enthusiast enthusiastDETERMINEDDETERMINED leader regardless of “rank” leader regardless of “rank”RELENTLESS RELENTLESS seeker of E-X-C-E-L-L-E-N-C-seeker of E-X-C-E-L-L-E-N-C-EETIRELESSTIRELESS pursuer of WOW pursuer of WOW!!

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

entreentreppreneursreneurs.. When we When we

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

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

us, ‘You are labor.’ us, ‘You are labor.’ We forgot that we are entrepreneurs.”We forgot that we are entrepreneurs.”

——Muhammad Yunus,Muhammad Yunus,

Nobel Laureate/Nobel Laureate/The News HourThe News Hour/PBS/1122.2006/PBS/1122.2006