long tom peters sustaining excellence ! jabil circuit/officers meeting 2013 tradewinds resort/st....

LONGLONG

Tom Peters’Tom Peters’

SustainingSustaining

EXCELLENCEEXCELLENCE!!

Jabil Circuit/Officers Meeting 2013Jabil Circuit/Officers Meeting 2013TradeWinds Resort/St. Pete Beach/02 May 2013TradeWinds Resort/St. Pete Beach/02 May 2013 (slides @ tompeters.com/excellencenow.com)(slides @ tompeters.com/excellencenow.com)

“I am I am often often

asked …asked …

“I am often asked by I am often asked by would-be entrepreneurs would-be entrepreneurs seeking escape from life seeking escape from life within huge corporate within huge corporate structures, structures, ‘How do I build a small firm for myself?’ The answer The answer

seems obviousseems obvious … …

Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics

“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How

do I build a small firm for myself?’ The answer seems

obvious: BuBuyy a ver a veryy larlarggee

one and one and jjust ust waitwait.”.” —Paul Ormerod, Why Most Things

Fail: Evolution, Extinction and Economics

““Mr. Foster and his McKinsey colleagues Mr. Foster and his McKinsey colleagues collected detailed performance data stretching collected detailed performance data stretching

back back 4040 years for years for 1,0001,000 U.S. companies. U.S. companies. TheTheyy found that found that

NONENONE ofof

the lon the longg-term survivors mana-term survivors managged ed to outto outpperform the market. Worse, erform the market. Worse, the lonthe longger comer comppanies had been in anies had been in

the database, the worse thethe database, the worse theyy did did.”.”

—Financial Times—Financial Times

““It’s just aIt’s just a fact: fact: Survivors Survivors underperform.”underperform.”

—Dick Foster—Dick Foster

““Data drawn from the real world Data drawn from the real world attest to a fact that is beyond attest to a fact that is beyond

our control:our control: Everything in existence tends to deteriorate.”

—Norberto Odebrecht, —Norberto Odebrecht, Education Through WorkEducation Through Work

Dick Kovacevich: “You don’t get better by

being bigger. You get worse.”

Conrad Hilton, Conrad Hilton, at a gala at a gala

celebrating his celebrating his career …career …

Conrad Hilton, at a gala celebrating his Conrad Hilton, 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 curtain shower curtain inside the inside the bathtubbathtub.”.”

Sports:Sports: You beat You beat yourself!yourself!

““Execution Execution isis strategy.”strategy.”

—Fred Malek—Fred Malek

““ExecutionExecution is is thethe j jobob of the of the

business business leaderleader.”.”—Larry Bossidy—Larry Bossidy & Ram

Charan/ Execution: The Discipline of Getting Things Done

““Execution isExecution is aa

ssyystematic stematic pprocessrocess of rigorously of rigorously

discussing hows and whats, discussing hows and whats, tenaciously following through, and tenaciously following through, and

ensuring accountability.”ensuring accountability.” —Larry Bossidy & Ram Charan/ —Larry Bossidy & Ram Charan/ Execution: Execution:

The The DisciDiscipplineline of Getting Things Done of Getting Things Done

(1)(1) Sum of Projects = Sum of Projects = Goal (“Vision”) Goal (“Vision”)

(2)(2) Sum of Milestones Sum of Milestones == Project Project

(3)(3) Rapid Review + Rapid Review + Truth-telling = Truth-telling = Accountability/ Accountability/ Adjustment Adjustment

““REALISMREALISM is is the heart of the heart of execution.”execution.”

—Larry Bossidy & Ram Charan/Execution: The Discipline of Getting Things Done

““Costco figured out the Costco figured out the

bibig,g, simplesimple things things

and and executedexecuted with with

total total fanaticismfanaticism.”.” —Charles Munger, Berkshire Hathaway—Charles Munger, Berkshire Hathaway

““The art of war does not The art of war does not require complicated require complicated

maneuvers; the simplest are maneuvers; the simplest are the best and common sense is the best and common sense is fundamental. From which one fundamental. From which one

might wonder how it is might wonder how it is

generals make blunders; generals make blunders; itit is because theis because theyy tr tryy to to

be cleverbe clever.”.” —Napoleon—Napoleon

EXCELLENCE EXCELLENCE IN EXECUTION IN EXECUTION

= DEEPEST = DEEPEST “BLUE “BLUE

OCEAN”OCEAN”

Really First Really First Things Before Things Before First ThingsFirst Things

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 leave People leave managers not managers not

companies.”companies.” —Dave Wheeler—Dave Wheeler

Suggested addition to your statement of Core Suggested addition to your statement of Core

Values: Values: “We are obsessed with “We are obsessed with developing a cadre of 1st line developing a cadre of 1st line managers that is second to managers that is second to

none—we understand that this none—we understand that this cadre per se is arguably one of cadre per se is arguably one of

our top two or three most our top two or three most important ‘Strategic Assets.’”important ‘Strategic Assets.’”

XFX = XFX = #1#1**

*Cross-Functional *Cross-Functional eXcellence eXcellence

NeverNever waste a waste a lunch!lunch!

% XF % XF

lunches*lunches***MeasureMeasure!! Monthly! Part of Monthly! Part of

evaluation! [The PAs Club.]evaluation! [The PAs Club.]

XFX/Typical XFX/Typical SocialSocial Accelerators Accelerators

1. EVERYONE’s [more or less] JOB #1: Make friends in other 1. EVERYONE’s [more or less] JOB #1: Make friends in other functions! (Purposefully. Consistently. Measurably.)functions! (Purposefully. Consistently. Measurably.)2. “Do lunch” with people in other functions!! Frequently!! 2. “Do lunch” with people in other functions!! Frequently!! (Minimum 10% to 25% for everyone? Measured.)(Minimum 10% to 25% for everyone? Measured.)3. Ask peers in other functions for references so you can become 3. Ask peers in other functions for references so you can become conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-conversant in their world. (It’s one helluva sign of ... GIVE-A-DAMN-ism.) ism.) 4. Religiously invite counterparts in other functions to your team 4. Religiously invite counterparts in other functions to your team meetings. Ask them to present “cool stuff” from “their world” to meetings. Ask them to present “cool stuff” from “their world” to your group. (Useful. Mark of respect.)your group. (Useful. Mark of respect.)

5. 5. PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF PROACTIVELY SEEK EXAMPLES OF “TINY” ACTS OF “XFX” TO ACKNOWLEDGE—PRIVATELY AND “XFX” TO ACKNOWLEDGE—PRIVATELY AND PUBLICALLY. (Bosses: ONCE A DAY … make a shortPUBLICALLY. (Bosses: ONCE A DAY … make a shortcall or visit or send an email of “Thanks” for some call or visit or send an email of “Thanks” for some sort of XFX gesture by your folks and some other sort of XFX gesture by your folks and some other function’s folks.)function’s folks.) 6. Present counterparts in other functions awards for service to 6. Present counterparts in other functions awards for service to your group. Tiny awards at least weekly; and an “Annualyour group. Tiny awards at least weekly; and an “Annual All-Star All-Star Supporters [from other groups] Banquet” modeled after superstar Supporters [from other groups] Banquet” modeled after superstar salesperson banquets.salesperson banquets.

Present counterparts in other Present counterparts in other functions recognition/awards for functions recognition/awards for

service to your group:service to your group: Tiny Tiny awards at least weekly. An awards at least weekly. An

“Annual All-Star “Annual All-Star Supporters Supporters [from other groups][from other groups] Banquet” modeled after Banquet” modeled after

[and equivalent to[and equivalent to!!]] superstar superstar salesperson banquets.salesperson banquets.

XFX/: Typical XFX/: Typical SocialSocial Accelerators Accelerators

16. Formal evaluations. Everyone, starting with the receptionist, 16. Formal evaluations. Everyone, starting with the receptionist, should have a significant XF rating component in their evaluation. should have a significant XF rating component in their evaluation. (The “XFX Performance” should be among the Top 3 items in all (The “XFX Performance” should be among the Top 3 items in all managers’ evaluations.)managers’ evaluations.)

17. 17. Every functional unit should have strict and Every functional unit should have strict and extensive measures of “customer satisfaction” based extensive measures of “customer satisfaction” based on evaluations from other functions of its usefulness on evaluations from other functions of its usefulness and effectiveness and value-added to the enterprise as and effectiveness and value-added to the enterprise as a whole. a whole. 18. Demand XF experience for, especially, senior jobs. For example, 18. Demand XF experience for, especially, senior jobs. For example, the U.S. military requires all would-be generals and admirals to have 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 served a full tour in a job whose only goals were cross-functional achievements.achievements.19. “Deep dip.” Dive three levels down in the organization to fill a 19. “Deep dip.” Dive three levels down in the organization to fill a senior role with some one who has been noticeably pro-active on senior role with some one who has been noticeably pro-active on adding value via excellent cross-functional integration. adding value via excellent cross-functional integration. 20. XFX is … PERSONAL … as well as about organizational 20. XFX is … PERSONAL … as well as about organizational effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to effectiveness. PXFX [Personal XFX] is arguably the #1 Accelerant to personal success—in terms of organizational career, freelancer/Brand personal success—in terms of organizational career, freelancer/Brand You, or as entrepreneur. You, or as entrepreneur.

21. 21. Excellence!Excellence! There is a “State of XF Excellence” per se. Talk There is a “State of XF Excellence” per se. Talk it up constantly. Pursue it. Aspire to nothing less.it up constantly. Pursue it. Aspire to nothing less.

Formal evaluations. Formal evaluations. EverEveryyoneone, , starting with the starting with the

receptionist, should have a receptionist, should have a sisiggnificantnificant XFX rating XFX rating

component in their component in their evaluation. (The “XFX evaluation. (The “XFX

Performance” should be Performance” should be among the Top 3 items in among the Top 3 items in

allall managers’ evaluations.) managers’ evaluations.)

ALL HAIL … ALL HAIL …

THOSE THOSE WHO WHO

HELP!HELP!

THEY ALL GOTTA THEY ALL GOTTA SEESEE THE THE ONE WHO SACRIFICEDONE WHO SACRIFICED

TO HELP SOMEONETO HELP SOMEONE GET GET IMMEDIATEIMMEDIATE FEEDBACK- FEEDBACK-

KUDOS. (PERHAPS KUDOS. (PERHAPS MORE MORE RECOGNITION THAN THE RECOGNITION THAN THE “PRINCIPAL” “DOER.”) “PRINCIPAL” “DOER.”)

Suggested addition to your statement of Core Suggested addition to your statement of Core

Values: Values: “We will not rest until “We will not rest until seamless cross-functional seamless cross-functional

integration/communication has integration/communication has become our primary source of become our primary source of value-value-addedadded. EXCELLENCE in . EXCELLENCE in cross-functional integration cross-functional integration

shall become a shall become a daildaily y oopperationalerational p passionassion for 100% of for 100% of

us.”us.”

ONE ONE Act of XFX Act of XFX

Enhancement Enhancement everevery day!y day!

CaseCase

… … hundreds of hundreds of times better times better

here …here …

William Mayo, William Mayo, 19101910, on the Clinic’s , on the Clinic’s Two Core Values:Two Core Values:

Patient-centered carePatient-centered care

Team medicine Team medicine (“medicine as a co-(“medicine as a co-operative science”)operative science”)

Source: Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,” Chapter 7 from Source: Leonard Berry & Kent Seltman, “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 are workinou are 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, in —quote from Dr. Nina Schwenk, in

Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, Chapter 3, “Practicing Team Medicine,” from Leonard Berry & Kent Seltman, from from 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

““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 organization effectiveness.)organization effectiveness.)

[cont.][cont.]

Listening is ... the engine of Listening is ... the engine of superior superior EXECUTIONEXECUTION..Listening is ... the key to Listening is ... the key to making the making the SaleSale..Listening is ... the key to Listening is ... the key to Keeping the Customer’s BusinessKeeping the Customer’s Business..Listening is ... Listening is ... ServiceService..Listening is ... the engine of Listening is ... the engine of Network developmentNetwork development..Listening is ... the engine of Listening is ... the engine of Network maintenanceNetwork maintenance..Listening is ... the engine of Listening is ... the engine of Network expansionNetwork expansion..Listening is ... Listening is ... Social Networking’s “secret weapon.”Social Networking’s “secret weapon.”Listening is ... Listening is ... LearningLearning..Listening is ... the Listening is ... the sine qua non of sine qua non of RenewalRenewal..Listening is ... the Listening is ... the sine qua non of sine qua non of CreativityCreativity..Listening is ... the Listening is ... the sine qua non of sine qua non of InnovationInnovation..Listening is ... the core of Listening is ... the core of taking diverse opinions aboardtaking diverse opinions aboard..Listening is ... Listening is ... StrategyStrategy..Listening is ... Listening is ... Source #1 of “Value-added.”Source #1 of “Value-added.”Listening is ... Listening is ... Differentiator #1Differentiator #1..Listening is ... Listening is ... ProfitableProfitable.*.* (*The “R.O.I.” from listening is higher than(*The “R.O.I.” from listening is higher than from any other single activity.)from any other single activity.)

Listening is … the bedrock which underpins a Listening is … the bedrock which underpins a Commitment toCommitment to EXCELLENCE!EXCELLENCE!

IfIf you agree with the above, shouldn’t listening be ... a Core you agree with the above, shouldn’t listening be ... a Core

Value?Value?If you agree with the above, shouldn’t listening be ... perhaps If you agree with the above, shouldn’t listening be ... perhaps Core Value #1?* Core Value #1?* (*“We are Effective Listeners—we treat (*“We are Effective Listeners—we treat Listening EXCELLENCE as the Centerpiece of our Commitment Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.”)to Respect and Engagement and Community and Growth.”)If you agree, shouldn’t listening be ... a Core Competence?If you agree, shouldn’t listening be ... a Core Competence?If you agree, shouldn’t listening be ... Core Competence #1?If you agree, shouldn’t listening be ... Core Competence #1?If you agree, shouldn’t listening be ... an explicit “agenda item” If you agree, shouldn’t listening be ... an explicit “agenda item” at every Meeting?at every Meeting?If you agree, shouldn’t listening be ... our Strategy—per se? If you agree, shouldn’t listening be ... our Strategy—per se? (Listening = Strategy.)(Listening = Strategy.)If you agree, shouldn’t listening be ... the #1 skill we look for in If you agree, shouldn’t listening be ... the #1 skill we look for in Hiring (for every job)?Hiring (for every job)?

Listen = “Profession” = Study

= practice = evaluation =

Enterprise value

Whine all you Whine all you want, but want, but meetinmeetinggss

are what you are what you [boss][boss] dodo!!

Meetings = Meetings = #1#1 leadership leadership

opportunityopportunity

Meeting:Meeting: EverEveryy meetin meetingg that that does not stir the imadoes not stir the imaggination ination

and curiosity of attendees and and curiosity of attendees and increase bondinincrease bondingg and co- and co-

oopperation and eneration and enggaaggement ement and sense of worth and and sense of worth and

motivate ramotivate rappid action and id action and enhance enthusiasm is a enhance enthusiasm is a

ppermanentlermanentlyy lost o lost opppportunitortunity.y.

Tom Peters’Tom Peters’

SustainingSustaining

EXCELLENCEEXCELLENCE!!

Jabil Circuit/Officers Meeting 2013Jabil Circuit/Officers Meeting 2013TradeWinds Resort/St. Pete Beach/02 May 2013TradeWinds Resort/St. Pete Beach/02 May 2013 (slides @ tompeters.com/excellencenow.com)(slides @ tompeters.com/excellencenow.com)

““Business has to give people enriching, Business has to give people enriching,

rewarding lives … rewarding lives … or it's or it's simsimppllyy not not

worth worth doindoing.”g.”

——Richard BransonRichard Branson

““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 (SWA’s pilots union took out a full-page ad in USA USA TodayToday

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

““I didn’t have a ‘mission I didn’t have a ‘mission statement’ at Burger King. I had statement’ at Burger King. I had

a dream. Very simple. It was a dream. Very simple. It was something like, something like, ‘‘BurBurgger Kiner Kingg is is 250,000 250,000 ppeoeopple, everle, everyy one of one of

whom whom ggives a shitives a shit.’.’ Every Every one. Accounting. Systems. one. Accounting. Systems. Not just the drive through. Not just the drive through. Everyone is ‘in the brand.’ Everyone is ‘in the brand.’

That’s what we’re talking about, That’s what we’re talking about, nothing less.” nothing less.” — Barry Gibbons— Barry Gibbons

Amen!Amen!

“What creates trust, “What creates trust, in the end, is the in the end, is the leader’s leader’s manifestmanifest

resresppectect for for the followers.”the followers.” — Jim O’Toole, — Jim O’Toole, Leading ChangeLeading Change

"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

EMPLOYEES FIRST, CUSTOMERS SECOND:EMPLOYEES FIRST, CUSTOMERS SECOND:Turning Conventional Management Upside Turning Conventional Management Upside

DownDownVineet Nayar/CEO/HCL TechnologiesVineet Nayar/CEO/HCL Technologies

““No matter what the No matter what the situation, situation, [the great manager’s][the great manager’s] first first response is always to think response is always to think

about the individual about the individual concerned and concerned and how thinhow thinggs s

can be arrancan be arrangged to heled to helpp that that individual exindividual expperience erience successsuccess.”.” —Marcus Buckingham, —Marcus Buckingham,

The One Thing You Need to KnowThe One Thing You Need to Know

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

““Leaders Leaders

‘‘dodo’’ people. people.

Period.”Period.” —Anon.—Anon.

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

Our goal is to serve our customers brilliantly and profitably Our goal is to serve our customers brilliantly and profitably overover 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, haul is a product of brilliantly serving, over the long haul, thethe 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 growth everything in between—is abetting the sustained growth andand success and engagement and enthusiasm and commitment success and engagement and enthusiasm and commitment toto Excellence of those, one at a time, who directly or indirectlyExcellence of those, one at a time, who directly or indirectly serve the ultimate customer.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] areare growing.growing.““We” We” [leaders][leaders] only succeed when “they” only succeed when “they” [each and every one of our [each and every one of our colleagues]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.

7 Steps to Sustaining Success7 Steps to Sustaining Success

You take care of the people. You take care of the people. The people take care of the service. The people take care of the service. The service takes care of the customer.The service takes care of the customer.The customer takes care of the profit. The customer takes care of the profit. The profit takes care of the re-investment.The profit takes care of the re-investment.The re-investment takes care of the re-invention. The re-investment takes care of the re-invention. The re-invention takes care of the future.The re-invention takes care of the future.(And at every step the only measure is EXCELLENCE.)(And at every step the only measure is EXCELLENCE.)

3 People3 People

““The The ONEONE Question”: Question”: “In the last year [3 years, current job], “In the last year [3 years, current job],

name the … name the … threethree ppeoeopplele … whose growth you’ve … whose growth you’ve

most contributed to. Please explain where they were at the most contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are beginning of the year, where they are today, and where they are heading in the next 12 months. heading in the next 12 months. Please explain … in painstakingPlease explain … in painstaking

detail … your development strategy in each case. detail … your development strategy in each case. Please tell me Please tell me your biggest development disappointment—looking back, could you your biggest development disappointment—looking back, could you or would you have done anything differently? Please tell me about or would you have done anything differently? Please tell me about your greatest development triumph—and disaster—in the last five your greatest development triumph—and disaster—in the last five

years. What are the ‘three big things’ you’ve learned about helping years. What are the ‘three big things’ you’ve learned about helping

people grow along the way?”people grow along the way?”

2/year 2/year = =

legacy.legacy.

Promotion DecisionsPromotion Decisions

“life and “life and death death

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

““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

AndrewAndrew CarneCarneggieie’s Tombstone Inscription …’s Tombstone Inscription …

Here lies a manHere lies a manWho knew how to enlistWho knew how to enlist

In his serviceIn his serviceBetter men than himself.Better men than himself.

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

““The leaders of Great The leaders of Great

Groups … Groups … lovelove talent talent … and know where to find … and know where to find

it. They … it. They … revelrevel inin …… the talent of the talent of

others.”others.” —Warren Bennis & Patricia Ward —Warren Bennis & Patricia Ward

Biederman, Biederman, Organizing GeniusOrganizing Genius

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

““Unremarkable” Unremarkable” except forexcept for RESULTS: RESULTS:

Superb people Superb people developer developer

(her/his folks (her/his folks invariablyinvariably

amazed at what amazed at what they’ve accomplished!)they’ve accomplished!)

70 Cents70 Cents

““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 of review of Who: The A Method for Hiring, Who: The A Method for Hiring, Geoff Smart and Randy StreetGeoff Smart and Randy Street

““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 spend, I had a dollar to spend,

I’d spend 70 cents I’d spend 70 cents getting the right getting the right

person in the doorperson in the door.”.” ——Paul Paul

Russell, Director, Leadership and Development, GoogleRussell, Director, Leadership and Development, Google

““When assessing candidates, the When assessing candidates, the first thing I looked for was energy first thing I looked for was energy

and enthusiasm for execution: and enthusiasm for execution: Does she talk about the thrill Does she talk about the thrill of of ggettinettingg thin thinggs done, the s done, the

obstacles overcome, the role obstacles overcome, the role

her her ppeople eople pplayedlayed —or does —or does she keep wandering she keep wandering back to strategy or back to strategy or

philosophy?”philosophy?” —Larry Bossidy, —Larry Bossidy, ExecutionExecution

““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.

Why is intensive-Why is intensive-extensive training extensive training

obvious for the army obvious for the army & navy & sports & navy & sports

teams & performing teams & performing

arts groups—but arts groups—but not for the average for the average

business?business?

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.”

(1)(1) Training merits Training merits ““C-level” C-level” status! status!(2)(2) Top trainers should Top trainers should be be paid a king’spaid a king’s ransomransom—and be of—and be of the same caliber asthe same caliber as top marketers ortop marketers or researchers.researchers.

No company ever No company ever Expended too much Expended too much thoughtthought//EffortEffort/ / $$$$$$$$

on training!on training!**

**ESPECIALLYESPECIALLY … small company … small company

““training, TRAINING training, TRAINING and M-O-R-Eand M-O-R-E

T-R-A-I-N-I-N-G”T-R-A-I-N-I-N-G”——CINCPAC Nimitz to CNO King/actual emphasis in written communicationCINCPAC Nimitz to CNO King/actual emphasis in written communication

/1943/on #1 need for U.S. Navy in South Pacific/1943/on #1 need for U.S. Navy in South Pacific

Heroism: Heroism: TrainingTraining > Patriotism> Patriotism

TP: TP: “How to throw $500,000

into the sea in one easy

lesson!!”

< CAPEX< CAPEX> PEOPLE!> PEOPLE!

2X2XSource: Container Store/Goal: increase average sale per shopperSource: Container Store/Goal: increase average sale per shopper

The Memories The Memories That That MatterMatter..

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.”


Belly laughs at some of the stupid-insane things you and your Belly laughs at some of the stupid-insane things you and your matesmates tried.tried.Less than a closet full of “I should have …”Less than a closet full of “I should have …”

A frighteningly consistent record of having A frighteningly consistent record of having invariably said, invariably said, “Go for it!”“Go for it!”Not intervening in the face of considerable loss—recognizing that toNot intervening in the face of considerable loss—recognizing that to develop top talent means tolerating failures and allowing thedevelop top talent means tolerating failures and allowing the person who screwed up to work their own way through and out ofperson who screwed up to work their own way through and out of their self-created mess.their self-created mess.Dealing with one or more crises with particular/memorable aplomb.Dealing with one or more crises with particular/memorable aplomb.

Demanding … Demanding … CIVILITYCIVILITY … regardless of circumstances.… regardless of circumstances.Turning around one or two or so truly dreadful situations—andTurning around one or two or so truly dreadful situations—and watching almost everyone involved rise to the occasion (often towatching almost everyone involved rise to the occasion (often to their own surprise) and acquire a renewed sense of purpose in their own surprise) and acquire a renewed sense of purpose in thethe process.process.Leaving something behind of demonstrable-lasting worth. (On short Leaving something behind of demonstrable-lasting worth. (On short asas well as long assignments.)well as long assignments.)


Having almost always (99% of the time) put “Quality” and Having almost always (99% of the time) put “Quality” and “Excellence”“Excellence” ahead of “Quantity.” (At times an unpopular approach.)ahead of “Quantity.” (At times an unpopular approach.)A few “critical” instances where you stopped short and could haveA few “critical” instances where you stopped short and could have “ “done more”—but to have done so would have compromised your done more”—but to have done so would have compromised your andand your team’s character and integrity.your team’s character and integrity.A sense of time well and honorably spent.A sense of time well and honorably spent.The expression of “simple” human kindness and consideration—noThe expression of “simple” human kindness and consideration—no matter how harried you may be/may have been.matter how harried you may be/may have been.Understood that your demeanor/expression of character always setUnderstood that your demeanor/expression of character always set the tone—especially in difficult situations. the tone—especially in difficult situations. Never (rarely) let your external expression of enthusiasm/ Never (rarely) let your external expression of enthusiasm/ determination flag—the rougher the times, the more your determination flag—the rougher the times, the more your expressedexpressed energy and bedrock optimism and sense of humor showed.energy and bedrock optimism and sense of humor showed.

The respect of your peers.The respect of your peers.A stoic unwillingness to badmouth others—even in private.A stoic unwillingness to badmouth others—even in private.


An invariant creed: When something goes amiss, An invariant creed: When something goes amiss, “The buck stops with“The buck stops with meme”; when something goes right, it was ”; when something goes right, it was their their doing, not yours.doing, not yours.

A Mandela-like “naïve” belief that others willA Mandela-like “naïve” belief that others will rise to the occasion if given the opportunity.rise to the occasion if given the opportunity.A reputation for eschewing the “trappings of power.” (Strong self-A reputation for eschewing the “trappings of power.” (Strong self- management of tendencies toward arrogance or dismissiveness.)management of tendencies toward arrogance or dismissiveness.)Intense, even “driven” … but not to the point of being careless of Intense, even “driven” … but not to the point of being careless of othersothers in the process of forging ahead.in the process of forging ahead.Willing time and again to be surprised by ways of doing things that Willing time and again to be surprised by ways of doing things that areare inconsistent with your “certain hypotheses.”inconsistent with your “certain hypotheses.”

Humility in the face of others, at every level, Humility in the face of others, at every level, who know more than you about “the waywho know more than you about “the way things really are.”things really are.”Bit your tongue on a thousand occasions—and Bit your tongue on a thousand occasions—and listened, listened, reallyreally really really listened. (And listened. (And been constantly delighted when, as a result, been constantly delighted when, as a result, youyou invariablyinvariably learned something new and learned something new and invariablyinvariably increased your increased your connection with the speaker.)connection with the speaker.)


Unalloyed pleasure in being informed of the fallaciousness of yourUnalloyed pleasure in being informed of the fallaciousness of your beliefs by someone 15 years your junior and several rungs below beliefs by someone 15 years your junior and several rungs below youyou on the hierarchical ladder. on the hierarchical ladder. Selflessness. (A sterling reputation as “a guy always willing to help Selflessness. (A sterling reputation as “a guy always willing to help outout with alacrity despite personal cost.”)with alacrity despite personal cost.”)As thoughtful and respectful, or more so, toward thine “enemies” asAs thoughtful and respectful, or more so, toward thine “enemies” as toward friends and supporters.toward friends and supporters.

Always and relentlessly put at the top of your list/any Always and relentlessly put at the top of your list/any list being first and foremost list being first and foremost “of service”“of service” to your to your internal and external constituents. internal and external constituents. (Employees/Peers/(Employees/Peers/ Customers/Vendors/Community.)Customers/Vendors/Community.)Treated the term “servant leadership” as holy writ. (And Treated the term “servant leadership” as holy writ. (And “preached”“preached” “ “servant leadership” to others—new “non-managerial” hire or oldservant leadership” to others—new “non-managerial” hire or old pro, age 18 or 48.)pro, age 18 or 48.)


Created the sort of workplaces you’d like your kids toCreated the sort of workplaces you’d like your kids to inhabit. (Explicitly conscious of this “Would I want inhabit. (Explicitly conscious of this “Would I want mymy kids to work here?” litmus test.)kids to work here?” litmus test.)A “certifiable” “nut” about quality and safety and integrity. (More A “certifiable” “nut” about quality and safety and integrity. (More oror less regardless of any costs.)less regardless of any costs.)A notable few circumstances where you resigned rather thanA notable few circumstances where you resigned rather than compromise your bedrock beliefs.compromise your bedrock beliefs.Perfectionism just short of the paralyzing variety.Perfectionism just short of the paralyzing variety.

A self- and relentlessly enforced group standard of A self- and relentlessly enforced group standard of “ “EXCELLENCE-in-all-we-do”/“EXCELLENCE in ourEXCELLENCE-in-all-we-do”/“EXCELLENCE in our behavior toward one another.”behavior toward one another.”

Joe J. Jones Joe J. Jones 1942 – 2010 1942 – 2010

Net WorthNet Worth

$21,543,672.48$21,543,672.48

Excellence1982: The Bedrock “EiExcellence1982: The Bedrock “Eigght Basics”ht Basics”

1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomyy and and EntreEntreppreneurshireneurshipp4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, , Value-DrivenValue-Driven6. 6. Stick toStick to the Knitting the Knitting7. 7. SimSimpplele Form, Form, LeanLean Staff Staff8. Simultaneous 8. Simultaneous Loose-TightLoose-Tight Properties” Properties”

““Breakthrough” 82*Breakthrough” 82*

People! People! CustomersCustomers

! ! Action! Action! Values!Values!

**In Search of ExcellenceIn Search of Excellence

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

Hard Hard [numbers, plans][numbers, plans] is Soft.is Soft.Soft Soft [people/relationships][people/relationships] is Hard.is Hard.

““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

ExcellenceExcellence

““At a party …At a party …

““At a party given by a billionaire At a party given by a billionaire on Shelter Island, Kurt Vonnegut on Shelter Island, Kurt Vonnegut

informs his pal, Joseph Heller, informs his pal, Joseph Heller, that their host, a hedge fund that their host, a hedge fund

manager, had made more money manager, had made more money in a single day than Heller had in a single day than Heller had earned from his wildly popular earned from his wildly popular novel novel Catch-22Catch-22 over its whole over its whole

history. Heller responds …history. Heller responds …

““At a party given by a billionaire on Shelter Island, Kurt Vonnegut At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller … that their host, a hedge fund informs his pal, Joseph Heller … that their host, a hedge fund

manager, had made more money in a single day than Heller had manager, had made more money in a single day than Heller had earned from his wildly popular novel earned from his wildly popular novel Catch-22Catch-22 over its whole over its whole

history. Heller responds …history. Heller responds … ‘Yes, but I ‘Yes, but I have something have something

he will never he will never have …have …

Source: John Bogle, Source: John Bogle, Enough. The Measures of Money, Business, Enough. The Measures of Money, Business, and Lifeand Life (Bogle is founder of the Vanguard Mutual Fund Group) (Bogle is founder of the Vanguard Mutual Fund Group)

At a party given by a billionaire on Shelter Island, At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller … that Kurt Vonnegut informs his pal, Joseph Heller … that their host, a hedge fund manager, had made more their host, a hedge fund manager, had made more money in a single day than Heller had earned from his money in a single day than Heller had earned from his wildly popular novel wildly popular novel Catch-22Catch-22 over its whole history. over its whole history. Heller responds … Yes, but I have something he will Heller responds … Yes, but I have something he will never have … never have …

enough.enough. Source: John Bogle, Source: John Bogle, Enough. The Measures of Money, Business, and Enough. The Measures of Money, Business, and LifeLife (Bogle is founder of the Vanguard Mutual Fund Group) (Bogle is founder of the Vanguard Mutual Fund Group)

““Too Much Cost, Not Enough Value”Too Much Cost, Not Enough Value”““Too Much Speculation, Not Enough Too Much Speculation, Not Enough

Investment”Investment”““Too Much Complexity, Not Enough Simplicity”Too Much Complexity, Not Enough Simplicity”

““Too Much Counting, Not Enough Trust”Too Much Counting, Not Enough Trust”““Too Much Business Conduct, Not Enough Too Much Business Conduct, Not Enough

Professional Conduct”Professional Conduct”““Too Much Salesmanship, Not Enough Too Much Salesmanship, Not Enough

Stewardship”Stewardship”““Too Much Focus on Things, Not Enough Focus Too Much Focus on Things, Not Enough Focus

on Commitment”on Commitment”““Too Many Twenty-first Century Values, Not Too Many Twenty-first Century Values, Not

Enough Eighteenth-Century Values”Enough Eighteenth-Century Values”““Too Much ‘Success,’ Not Enough Character”Too Much ‘Success,’ Not Enough Character”

Source: Chapter titles from Jack Bogle, Source: Chapter titles from Jack Bogle, Enough. Enough.

In Search of ExcellenceIn Search of Excellence /1982: /1982: The Bedrock “Eight Basics”The Bedrock “Eight Basics”

1. 1. A Bias for ActionA Bias for Action2. Close to the Customer2. Close to the Customer3. Autonomy and Entrepreneurship3. Autonomy and Entrepreneurship4. Productivity Through People4. Productivity Through People5. Hands On, Value-Driven5. Hands On, Value-Driven6. Stick to the Knitting6. Stick to the Knitting7. Simple Form, Lean Staff7. Simple Form, Lean Staff8. Simultaneous Loose-Tight8. Simultaneous Loose-Tight Properties Properties

READY.READY.FIRE!FIRE!AIM.AIM.

H. Ross Perot (vs H. Ross Perot (vs ““Aim! Aim! Aim!”Aim! Aim! Aim!” /EDS vs GM/1985)/EDS vs GM/1985)

““Burt Rutan wasn’t a fighter jock; he was an engineer who Burt Rutan wasn’t a fighter jock; he was an engineer who had been asked to figure out why the F-4 Phantom was had been asked to figure out why the F-4 Phantom was flying pilots into the ground in Vietnam. While his fellow flying pilots into the ground in Vietnam. While his fellow engineers attacked such tasks with calculators, Rutan engineers attacked such tasks with calculators, Rutan

insisted on considering the problem in the air. A near-fatal insisted on considering the problem in the air. A near-fatal flight not only led to a critical F-4 modification, it also flight not only led to a critical F-4 modification, it also

confirmed for Rutan a notion he had held ever since he had confirmed for Rutan a notion he had held ever since he had

built model airplanes as a child.built model airplanes as a child. The waThe wayy to to make a better aircraft wasn’t to make a better aircraft wasn’t to sit around sit around pperfectinerfectingg a design, it a design, it

was to was to gget somethinet somethingg u upp in the air in the air and see what haand see what happppensens, , then trthen tryy to to

fix whatever fix whatever ggoes wronoes wrong.”g.”

——Eric Abrahamson & David Freedman, Chapter 8, “Messy Eric Abrahamson & David Freedman, Chapter 8, “Messy Leadership,”Leadership,” fromfrom A Perfect Mess: The Hidden Benefits of Disorder A Perfect Mess: The Hidden Benefits of Disorder

11/45/45

Lesson45:Lesson45: WTTMSWTTMS

WW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFWINSWINS

Better yet:Better yet: WTTMSWTTMSTFTFWW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFTHETHEFASTESTFASTESTWINSWINS

Better yet:Better yet: WTTMS(ASTMSU)TFWWTTMS(ASTMSU)TFW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFF((ANDANDSCREWS SCREWS THE THE MOST MOST STUFF STUFF UPUP)) THETHEFASTESTFASTESTWINSWINS

TRY IT .TRY IT .TRY IT.TRY IT.TRY IT.TRY IT.

Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.Try It.

““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the

software. software. We fixed them by doing it over and over, We fixed them by doing it over and over, again and again.again and again. We do the same today. While our We do the same today. While our competitors are still suckingcompetitors are still sucking their thumbs trying to their thumbs trying to

make the design perfect, we’re already on prototype make the design perfect, we’re already on prototype

versionversion ##55.. By the time our rivals are ready By the time our rivals are ready

with wires and screws, we are on version with wires and screws, we are on version

##1010.. It It ggets back to ets back to pplanninlanningg versus actin versus acting: g: We act We act from day onefrom day one; ; others others pplan how lan how

toto p planlan——for monthsfor months.”.”

——Bloomberg by BloombergBloomberg by Bloomberg

Culture of PrototypingCulture of Prototyping

“Effective prototyping may “Effective prototyping may

be be THETHE MOST MOST VALUABLEVALUABLE CORE CORE COMPETENCECOMPETENCE an an

innovative organization can innovative organization can hope to have.”hope to have.” —Michael Schrage—Michael Schrage

““DEMODEMO OR DIE!” OR DIE!”

Source: This was the approach championed by Source: This was the approach championed by NicholasNicholas NeNeggroropponteonte which vaulted his which vaulted his MITMIT MediaMedia LabLab to the forefront of IT-multimedia innovation. It was his successful alternative to to the forefront of IT-multimedia innovation. It was his successful alternative to the traditional MIT-academic the traditional MIT-academic “publish or perish.”“publish or perish.” Negroponte’s rapid-prototyping version Negroponte’s rapid-prototyping version

was emblematic of the times and the pace and the enormity of the opportunity. was emblematic of the times and the pace and the enormity of the opportunity. ((NYTimesNYTimes/0426.11)/0426.11)

DEMO.DEMO.

NOWNOW..OR.OR.DIE.DIE.

““mean-time-mean-time-to-prototype”to-prototype”

Source: Sony, via Michael SchrageSource: Sony, via Michael Schrage

Whoever Whoever Creates Creates The The Quickest Quickest Prototypes Prototypes WinsWins

““You can’t be a serious You can’t be a serious innovator unless and until innovator unless and until you are ready, willing and you are ready, willing and

able to seriously play. able to seriously play. ‘‘Serious Serious pplalay’ is not an y’ is not an

oxymoron; it is the oxymoron; it is the essenceessence of of innovationinnovation.” .”

—Michael Schrage,—Michael Schrage, Serious PlaySerious Play

““EXPERIMENT EXPERIMENT FEARLESSLY”FEARLESSLY”

Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—Tactic #1Tactic #1

“RELENTLESS TRIAL“RELENTLESS TRIAL AND ERROR” AND ERROR”

Source: Source: Wall Street JournalWall Street Journal, cornerstone of effective approach to “rebalancing” company, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions (11.08.10) portfolios in the face of changing and uncertain global economic conditions (11.08.10)

““FAIL.FAIL. FORWARD. FORWARD.

FAST.”FAST.”High Tech CEO, Pennsylvania

““No matter. No matter. Try again. Try again. Fail again. Fail again. Fail better.”Fail better.”

—Samuel Beckett—Samuel Beckett

Read ItRead It

Richard Farson & Ralph Keyes:Richard Farson & Ralph Keyes:

Whoever MakesWhoever Makes the Most Mistakes the Most Mistakes Wins: The ParadoxWins: The Paradox

of Innovation of Innovation

““The secret of fast The secret of fast progress is progress is

inefficiency, fast , fast and furious and and furious and

numerous failures.”numerous failures.”—Kevin Kelly

““FAIL FASTER. FAIL FASTER. SUCCEED SUCCEED SOONER.”SOONER.”

David Kelley/IDEO

““REWARDREWARD excellent failures. PUNISHPUNISH mediocre

successes.”—Phil Daniels, Sydney exec

““It is not enough to It is not enough to ‘tolerate’ failure—‘tolerate’ failure—

you must you must

‘celebrate’‘celebrate’ failure.”failure.” —Richard Farson (—Richard Farson (Whoever Makes the Whoever Makes the

Most Mistakes WinsMost Mistakes Wins))

““I used to play pretty serious chess. It’s I used to play pretty serious chess. It’s very easy for me—though I find it is very easy for me—though I find it is

difficult for a lot of people—to recognize difficult for a lot of people—to recognize that a lot of the things you do are that a lot of the things you do are mistakes. One of the things very mistakes. One of the things very

important to becoming a good chess important to becoming a good chess player was losing a lot of games. You player was losing a lot of games. You get to the point that when you lose a get to the point that when you lose a game, you don’t beat yourself up. You game, you don’t beat yourself up. You

try to learn from it. try to learn from it. We trWe tryy to encourage to encourage that attitudethat attitude.. —Alan Trefler, CEO, Pegasystems—Alan Trefler, CEO, Pegasystems

(in “Corner Office,” (in “Corner Office,” New York Times)New York Times)

““In business, you In business, you rewardreward people for taking people for taking risksrisks..

When it When it doesn’tdoesn’t workwork outout you you ppromoteromote them them——because because they were willing to try new they were willing to try new

things. If people tell me things. If people tell me they skied all day and never they skied all day and never fell down, I tell them to tryfell down, I tell them to try

a different mountain.” a different mountain.” —Michael Bloomberg (—Michael Bloomberg (BWBW/0625.07)/0625.07)

““YOU MISS YOU MISS

100100%% OF OF

THE SHOTS YOU THE SHOTS YOU NEVER TAKE.”NEVER TAKE.”

—Wayne—Wayne GretzkyGretzky

Iron Innovation Equality Law:Iron Innovation Equality Law: The The Quality and Quantity and Quality and Quantity and

ImaginativenessImaginativeness of Innovation [and “R & D” of Innovation [and “R & D” per se] … per se] … shall be the same shall be the same in all functionsin all functions —e.g., in HR and —e.g., in HR and purchasing as much as in marketing or purchasing as much as in marketing or

product development.product development.

3A.3A.

““Skunkworks”*Skunkworks”*““Skunk Camps” Skunk Camps”

““Skunks”Skunks”“Skunking”“Skunking”

*“Skunkworks” (my preference) or “Skunk Works” (Lockheed)*“Skunkworks” (my preference) or “Skunk Works” (Lockheed)

““Skunkworks”: Skunkworks”: 1 person for1 person for 3 months 3 months

““Never doubt that a Never doubt that a small group of small group of

committed peoplecommitted people can change the can change the

world.world. Indeed it isIndeed it is the onlthe onlyy thin thingg that that ever hasever has.”.” —Margaret Mead—Margaret Mead

““the the 1%1%

solution”*solution”*

**“Innovation grants,”“Innovation grants,” etc. etc.Source: Scott BedburySource: Scott Bedbury

THE THE “PARALLEL “PARALLEL UNIVERSE” UNIVERSE”

AXIOMAXIOM

““Venture” Venture” fund:fund: Gerstner/Amex, Gerstner/Amex, Dow/Marriott, Grove/Intel, Dow/Marriott, Grove/Intel,

DuPont/AI, Bedbury/ DuPont/AI, Bedbury/ Starbucks, etc.Starbucks, etc.

““Somewhere in your Somewhere in your organization, groups of people organization, groups of people

are … are … alreadalready y doindoingg thin thinggss differentldifferentlyy … and better. To … and better. To

create lasting change, find create lasting change, find these areas of positive these areas of positive

deviance and deviance and fan thefan the flamesflames.”.”

—Richard Pascale & Jerry Sternin, “Your Company’s Secret —Richard Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” Change Agents,” HBR HBR (The late Mr. Sternin was an incredibly (The late Mr. Sternin was an incredibly

successful change agent in developing countries)successful change agent in developing countries)

3B.3B.

The Ultimate “Try The Ultimate “Try It” Strategy: It” Strategy: The Case for The Case for

DecentralizationDecentralization

Decentralization Decentralization vs Centralization vs Centralization

= “That’s = “That’s ALLALL There Is”There Is” (from (from

childrearing 101 to the childrearing 101 to the Federalist Papers Federalist Papers to Org.2012) to Org.2012)

““Rose gardeners face a choice every spring. The long-term fate of a rose garden Rose gardeners face a choice every spring. The long-term fate of a rose garden depends on this decision. If you want to have the largest and most glorious roses of the depends on this decision. If you want to have the largest and most glorious roses of the neighborhood, you will prune hard. This represents a policy of low tolerance and tight neighborhood, you will prune hard. This represents a policy of low tolerance and tight

control. You force the plant to make the maximum use of its available resources, by control. You force the plant to make the maximum use of its available resources, by

putting them into the the rose’s ‘core business.’ putting them into the the rose’s ‘core business.’ Pruning hard is a Pruning hard is a dangerous policy in an unpredictable environment. Thus, dangerous policy in an unpredictable environment. Thus, if you are in a spot where you know nature may play tricks if you are in a spot where you know nature may play tricks on you, you may opt for a policy of high tolerance. You will on you, you may opt for a policy of high tolerance. You will

never have the biggest roses, but you have a much-never have the biggest roses, but you have a much-enhanced chance of having roses every year. You will enhanced chance of having roses every year. You will

achieve a gradual renewal of the plant. In short, tolerant achieve a gradual renewal of the plant. In short, tolerant pruning achieves two ends: (1) pruning achieves two ends: (1) It makes it easier to cope It makes it easier to cope with unexpected environmental changeswith unexpected environmental changes. (2) . (2) It leads to a It leads to a

continuous restructuring of the plantcontinuous restructuring of the plant. The policy of . The policy of tolerance admittedly wastes resources—the extra buds tolerance admittedly wastes resources—the extra buds

drain away nutrients from the main stem. But in an drain away nutrients from the main stem. But in an unpredictable environment, this policy of tolerance makes unpredictable environment, this policy of tolerance makes the rose healthier in the long run.”the rose healthier in the long run.” —Arie De Geus, —Arie De Geus, The Living CompanyThe Living Company

““In short, tolerant pruning achieves In short, tolerant pruning achieves two ends: (1) two ends: (1) It makes it easier to It makes it easier to

cocoppe with unexe with unexppected environmental ected environmental chanchanggeses. (2) . (2) It leads to a continuous It leads to a continuous restructurinrestructuringg of the plant of the plant. The policy . The policy

of tolerance admittedly wastes of tolerance admittedly wastes resources—the extra buds drain resources—the extra buds drain

away nutrients from the main stem. away nutrients from the main stem. But in an unpredictable But in an unpredictable

environment, this policy of tolerance environment, this policy of tolerance makes the rose healthier in the long makes the rose healthier in the long

run.”run.”

ResilienceResilience per se per se should/should/mustmust

become a become a corporate value corporate value and explicit part and explicit part

of business of business strategy!strategy!

Lessons from the Bees!Lessons from the Bees!

“Since merger mania is now the rage, what “Since merger mania is now the rage, what lessons can the bees teach us? A simple one: lessons can the bees teach us? A simple one: Merging is not in nature. [Nature’s] process is Merging is not in nature. [Nature’s] process is

the exact opposite: one of growth, the exact opposite: one of growth, fragmentation and dispersal. There is no fragmentation and dispersal. There is no

megalomania, no merging for merging’s sake. megalomania, no merging for merging’s sake. The point is that unlike corporations, which just The point is that unlike corporations, which just

get bigger, bee colonies know when the time get bigger, bee colonies know when the time has come to split up into smaller colonies which has come to split up into smaller colonies which

can grow value faster.can grow value faster. What the bees are What the bees are telling us is that the corporate world has telling us is that the corporate world has

got it all wrong.”got it all wrong.” —David Lascelles, Co-director of—David Lascelles, Co-director of The Centre for the Study of Financial Innovation [UK] The Centre for the Study of Financial Innovation [UK]

The True Logic* of Decentralization:The True Logic* of Decentralization:

6 DIVISIONS = 6 “TRIES”6 DIVISIONS = 6 “TRIES”

6 DIVISIONS = 6 6 DIVISIONS = 6 DIFFERENTDIFFERENT LEADERS = 6 LEADERS = 6 INDEPENDENTINDEPENDENT

“TRIES” = MAX PROBABILITY OF “TRIES” = MAX PROBABILITY OF “WIN”“WIN”

6 DIVISIONS = 6 6 DIVISIONS = 6 VERYVERY DIFFERENT DIFFERENT LEADERS = 6 LEADERS = 6 VERYVERY INDEPENDENT INDEPENDENT “TRIES” = MAX PROBABILITY OF “TRIES” = MAX PROBABILITY OF

““FAR OUTFAR OUT”/””/”3-SIGMA3-SIGMA”” “WIN” “WIN”

*“Driver”: *“Driver”: Law of Large #sLaw of Large #s

“‘“‘Decentralization’ Decentralization’ is is notnot a piece of a piece of

paper. It’s paper. It’s notnot me. me. It’s either in your It’s either in your heartheart, or not.”, or not.”

——Brian Joffe/BIDvestBrian Joffe/BIDvest

Innovation Enemy Innovation Enemy #1#1

I.C.D.I.C.D.Note 1:Note 1: InherentInherent//InevitableInevitable//ImmutableImmutable Centralist Drift Centralist Drift

Note 2: Jim Burke’s 1-word vocabulary: “No.”Note 2: Jim Burke’s 1-word vocabulary: “No.”

Public Enemy #1: I.C.D.Public Enemy #1: I.C.D. Immutable Centralist DriftImmutable Centralist Drift

““Once a system grows sufficiently complex and Once a system grows sufficiently complex and centralized, it doesn’t matter how badly our best and centralized, it doesn’t matter how badly our best and brightest foul things up. Every crisis increases their brightest foul things up. Every crisis increases their

authority, because they seem to be the only ones who authority, because they seem to be the only ones who

understand the system well enough to fix it.understand the system well enough to fix it. But their fixes tend to make the system even more complex and centralized,

and more vulnerable to the next national-security surprise, the next natural disaster, the next

economic crisis.” —Ross Douthat/—Ross Douthat/NYTimesNYTimes

““I do not rule I do not rule Russia. Ten-Russia. Ten-

thousand clerks thousand clerks do.”do.” —Czar Nicholas I—Czar Nicholas I

"Every great cause "Every great cause begins as a movement, begins as a movement, becomes a business, & becomes a business, &

eventually eventually degenerates into a degenerates into a

racket."racket." —Eric Hoffer —Eric Hoffer

Help wanted: Help wanted:

I.C.D. I.C.D. COPSCOPS

“Best practice” = Best practice” =

ZEROZERO Standard Standard DeviationDeviation

MITTELSTANDMITTELSTAND* *** **

**“agile creatures darting between the legs of“agile creatures darting between the legs of the multinational monsters”the multinational monsters” ((Bloomberg BusinessWeek, Bloomberg BusinessWeek, 10.10)10.10)

**E.g. Goldmann Produktion**E.g. Goldmann Produktion

THE RED THE RED CARPET CARPET STORESTORE

(Joel Resnick/Flemington NJ)(Joel Resnick/Flemington NJ)

Motueka, New ZealandMotueka, New Zealand

Coppins Sea Coppins Sea Anchors*Anchors*

**PSA/Para-sea anchorsPSA/Para-sea anchors

Source: Source: Kia OraKia Ora/Air New Zealand magazine/Air New Zealand magazine

Basement Systems Inc.

Jim’s Mowing CanadaJim’s Mowing CanadaJim’s Mowing UKJim’s Mowing UKJim’s AntennasJim’s Antennas

Jim’s BookkeepingJim’s BookkeepingJim’s Building MaintenanceJim’s Building Maintenance

Jim’s Carpet CleaningJim’s Carpet CleaningJim’s Car CleaningJim’s Car Cleaning

Jim’s Computer Services

Jim’s Dog WashJim’s Driving SchoolJim’s Driving School

Jim’s FencingJim’s FencingJim’s FloorsJim’s Floors

Jim’s PaintingJim’s PaintingJim’s PavingJim’s Paving

Jim’s Pergolas [gazebos]Jim’s Pergolas [gazebos]Jim’s Pool CareJim’s Pool Care

Jim’s Pressure CleaningJim’s Pressure CleaningJim’s RoofingJim’s Roofing

Jim’s Security DoorsJim’s Security DoorsJim’s TreesJim’s Trees

Jim’s Window CleaningJim’s Window CleaningJim’s WindscreensJim’s Windscreens

Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group

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

Independent StoresIndependent Storesin Americain America —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

““You will become You will become like the five people like the five people you associate with you associate with the most—this can the most—this can

be either a blessing be either a blessing or a curse.”or a curse.” —Billy Cox—Billy Cox

“The Bottleneck …The Bottleneck …

“The Bottleneck is at the …The Bottleneck is at the … “Where are you likely to find people “Where are you likely to find people

with the with the least diversitleast diversityy of ex of expperienceerience, , the the larlarggest investment in the est investment in the ppastast,,

and the g and the greatest reverence for reatest reverence for industrindustryy do doggmama … …

Top of the Top of the Bottle”Bottle”

— Gary Hamel/— Gary Hamel/Harvard Business ReviewHarvard Business Review

The “Hang Out Axiom I”:The “Hang Out Axiom I”: WE WE ARE ARE WHAT WE WHAT WE EAT/WE EAT/WE AREARE

THE COMPANYTHE COMPANY WE KEEPWE KEEP

The “We are what we eat”/ The “We are what we eat”/ “We are who we hang out with”“We are who we hang out with”

Axiom: Axiom: At its core, At its core, evereveryy (!!!) (!!!) relationship-partnership decision relationship-partnership decision

(employee, vendor, customer, etc., (employee, vendor, customer, etc., etc.) is a etc.) is a stratestrateggicic decision about: decision about:

“Innovate,“Innovate, ‘ ‘YesYes’ ’ oror ‘No’ ” ”

Measure/Manage: Portfolio “Strangeness”/ Measure/Manage: Portfolio “Strangeness”/ “Quality”“Quality”

1. Customers1. Customers2. Vendors2. Vendors3. Out-sourcing Partners3. Out-sourcing Partners4. Acquisitions4. Acquisitions5. Purposeful “Theft”5. Purposeful “Theft”6. Diversity/“d”iversity6. Diversity/“d”iversity7. Diversity/Crowd-sourcing7. Diversity/Crowd-sourcing8.8. Diversity/Weird Diversity/Weird 9.9. Diversity/CuriosityDiversity/Curiosity10. Benchmarks10. Benchmarks11. Calendar11. Calendar12. MBWA12. MBWA13. Lunch/General13. Lunch/General14. Lunch/Other functions14. Lunch/Other functions15. Location/Internal15. Location/Internal16. Location/HQ16. Location/HQ17. Top team17. Top team18. Board18. Board

““DON’T DON’T BENCHMARK, BENCHMARK, FUTUREMARK!FUTUREMARK!

””

Impetus: “The future is already here; it’s just not evenly distributed” —William Gibson

““DON’T DON’T BENCHMARK,BENCHMARK,

‘OTHER’ ‘OTHER’ MARKMARK!!””

“The short road to ruin is to emulate the

methods of your adversary.” — Winston

Churchill

EMPLOYEES:EMPLOYEES: “Are there“Are there enough weird people in the lab in the lab

these days?”these days?”Source: V. Chmn., pharmaceutical house, to a lab directorSource: V. Chmn., pharmaceutical house, to a lab director

““[CEO A.G.] Lafley has shifted [CEO A.G.] Lafley has shifted P&G’sP&G’s focus onfocus on

inventing all its own products to developing … inventing all its own products to developing …

OTHERS’ OTHERS’ INVENTIONS AT INVENTIONS AT LEAST LEAST HALFHALF THE THE

TIMETIME.. One successfulOne successful

example, Mr. Clean Magic Eraser, is based on a product example, Mr. Clean Magic Eraser, is based on a product found in an Osaka market.” found in an Osaka market.” ——FortuneFortune

““Diverse groups of problem solvers—groupsDiverse groups of problem solvers—groups of people with diverse tools—consistently of people with diverse tools—consistently outperformed groups of the best and the outperformed groups of the best and the

brightest. If I formed two groups, one brightest. If I formed two groups, one randomrandom (and therefore diverse) and one (and therefore diverse) and one

consisting of the consisting of the bestbest individual performers, individual performers, the first group almost always did better. …the first group almost always did better. …

DIVERSITYDIVERSITY TRUMPED TRUMPED ABILITYABILITY.”.” —Scott Page, —Scott Page, The Difference: The Difference:

How the Power of Diversity Creates Better Groups,How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies Firms, Schools, and Societies

Diversity … Diversity … perper sese … is a key … … is a key …

maybe maybe thethe key … key … to effective and to effective and

innovative innovative decision making.decision making.

““Who’s the most Who’s the most interesting person interesting person you’ve met in the you’ve met in the last 90 days? How last 90 days? How do I get in touch do I get in touch

with them?”with them?” —Fred Smith—Fred Smith

Once a month on, say, a Friday, invite Once a month on, say, a Friday, invite somebody intriguing, in any field,somebody intriguing, in any field,

to have lunch with your gang. to have lunch with your gang.

Call it: Call it: “Freak “Freak Fridays”Fridays”

Vanity Fair:Vanity Fair: “What is your most marked“What is your most marked characteristic?”characteristic?”

Mike Bloomberg:Mike Bloomberg:

“Curiosity.”“Curiosity.”

CQ/Curiosity CQ/Curiosity QuotientQuotient**

*Hire for it in more or less 100% slots/Promote for it*Hire for it in more or less 100% slots/Promote for it

““Do one thing Do one thing every day that every day that scares you.”scares you.”

—Eleanor Roosevelt

““Normal” = Normal” =

“0 “0 forfor 800”800”

Alas: Education Alas: Education [almost [almost

invariably] invariably] kills creativitykills creativity

““Every child is Every child is born an artist. born an artist. The The trick is to remain trick is to remain an artistan artist.”.” —Picasso—Picasso

““It is nothing short of It is nothing short of a miracle that a miracle that

modern methods of modern methods of instruction have not instruction have not

yet entirely yet entirely strangled the holy strangled the holy

curiosity of inquiry.”curiosity of inquiry.” —Albert Einstein—Albert Einstein

““Human Human creativity is creativity is the ultimate the ultimate

economic economic resource.”resource.” —Richard Florida,—Richard Florida,

The Rise of the Creative ClassThe Rise of the Creative Class

Co-creation: Co-creation: GamechangerGamechanger

!!

““The Billion-man The Billion-man Research Team: Research Team:

Companies offering Companies offering work to online work to online

communities are communities are reaping the benefits of reaping the benefits of

‘crowdsourcing.’”‘crowdsourcing.’” —Headline, —Headline, FTFT

Rob McEwen/CEO/Rob McEwen/CEO/Goldcorp Inc./Goldcorp Inc./

Red Lake Red Lake GOLDSource: Source: Wikinomics: How Mass

Collaboration Changes Everything, Don Tapscott & Anthony Williams

Forget>“Learn”Forget>“Learn”

“The problem is never “The problem is never how to get new, how to get new,

innovative thoughts innovative thoughts

into your mind, into your mind, but how to get the old

ones out.” —Dee Hock—Dee Hock

Forgetting Forgetting >> Learning>> Learning

We need a We need a FORMALFORMAL … … “Forgetting “Forgetting Strategy.”Strategy.”

MOREMOREMOOREMOORE

From:From:

“Satisfaction”“Satisfaction”To:To: “Success”“Success”

“ ‘“ ‘Results’ are Results’ are measured by the measured by the

successsuccess of all those of all those who have purchased who have purchased

your product or your product or service”service” —Jan Gunnarsson & Olle —Jan Gunnarsson & Olle

Blohm, Blohm, The Welcoming LeaderThe Welcoming Leader

IBMIBM

““Lou, with all the Lou, with all the money I’ve spentmoney I’ve spent

with you guys, why in with you guys, why in the hell hasn’t my the hell hasn’t my

business been business been transformed?”transformed?”

IBIBMMtoto

IIBBMM

$55B*$55B**IBM Global Services/*IBM Global Services/

“Systems integrator of choice”“Systems integrator of choice”

PlanetarPlanetary y RainmakerRainmaker--inin--ChiefChief!!

“[CEO Sam] Palmisano’s “[CEO Sam] Palmisano’s strategy is to expand tech’s strategy is to expand tech’s borders by pushing users—borders by pushing users—

and entire industries—and entire industries—towardtoward radicallradically y differentdifferent businessbusiness modelsmodels.. The payoff for IBM would be The payoff for IBM would be

access to an ocean of revenue—Palmisano access to an ocean of revenue—Palmisano

estimates it atestimates it at $$500500 billionbillion aa y yearear ——that technology companies have never been that technology companies have never been

able to touch.”able to touch.” ——FortuneFortune

““You are headed You are headed for commodity for commodity

hell if you don’t hell if you don’t have services.”have services.”—Lou Gerstner, on IBM’s coming revolution (1997)—Lou Gerstner, on IBM’s coming revolution (1997)

UPSUPS

What Can What Can Brown DoBrown Do for You? for You?

Source: ubiquitous UPS ad campaignSource: ubiquitous UPS ad campaign

““BiBigg Brown’s New Ba Brown’s New Bagg: UPS : UPS Aims to Be the Traffic ManaAims to Be the Traffic Managger er for Corfor Corpporate Americaorate America”” —Headline/—Headline/BWBW

““UPS wants to take over the UPS wants to take over the sweet ssweet sppot in the endless looot in the endless loopp

of of ggoods, information and oods, information and cacappital that all the ital that all the ppackaackagges es

[it moves][it moves] re reppresentresent.”.” —ecompany.com —ecompany.com

(E.g., (E.g., UPS Logistics UPS Logistics manages the logistics of manages the logistics of

4.5M 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)

““WHAT CAN BROWN DO FOR YOU?”WHAT CAN BROWN DO FOR YOU?”

“It’s all about “It’s all about solutionssolutions. We . We talk with customers about talk with customers about

how to run better, stronger, how to run better, stronger, cheaper supply chains. We cheaper supply chains. We have 1,000 engineers who have 1,000 engineers who work with customers …”work with customers …”

—Bob Stoffel, UPS senior exec—Bob Stoffel, UPS senior exec

““THE GIANT STALKING BIG OIL: HOW THE GIANT STALKING BIG OIL: HOW

SCHLUMBERGERSCHLUMBERGER IS IS

REWRITING THE RULES OF THE ENERGY REWRITING THE RULES OF THE ENERGY GAME.”:GAME.”: “IPM [Integrated Project “IPM [Integrated Project

Management] strays from Management] strays from [Schlumberger’s] traditional role [Schlumberger’s] traditional role as a service provider and moves as a service provider and moves

deeper into areas once dominated deeper into areas once dominated by the majors.”by the majors.”

Source: Source: BusinessWeekBusinessWeek cover story cover story

IPM’s Chief:IPM’s Chief: “We’ll do “We’ll do just about anything just about anything

an oilfield owner an oilfield owner would want, from would want, from

drilling to drilling to production.”production.”

A 2008 BusinessWeek cover story informed us that Schlumberger may well take over the world: “THE GIANT STALKING BIG OIL: How Schlumberger Is Rewriting the Rules of the Energy Game.” In short, Schlumberger knows how to create and run oilfields, anywhere, from drilling to fullscale production to distribution. And the nugget is hardcore, relatively small, technically accomplished, highly autonomous teams. As China and Russia, among others, make their move in energy, state run companies are eclipsing the major

independents. (China’s state oil company just surpassed Exxon in market value.) At the center of it all, abetting these new players who are edging out the Exxons and BPs, the Kings of Large-scale, Long-term Project Management wear Schlumberger overalls. At the center of the center of the Schlumberger “empire” is a relatively newly configured outfit, reminiscent of IBM’s Global Services and UPS’ integrated logistics’ experts and even Best Buy’s now ubiquitous “Geek

Squads.” The Schlumberger version of IBM Global Services is simply called IPM, for Integrated Project Management. It lives in a nondescript building near Gatwick Airport, and its chief says it will do “just about anything an oilfield owner would want, from drilling to production.” That is, as BusinessWeek put it, “[IPM] strays from [Schlumberger’s] traditional role as a service provider* and moves deeper into areas once dominated by the majors.” (*My old pal was solo on remote offshore platforms interpreting geophysical logs and the like.)

GE Enterprise SolutionsGE Enterprise Solutions** GE Enterprise Solutions delivers high-impact, GE Enterprise Solutions delivers high-impact, integrated solutions that improve customers’ integrated solutions that improve customers’

productivity and profitability. Enterprise Solutions productivity and profitability. Enterprise Solutions helps customers compete and win in a changing global helps customers compete and win in a changing global

environment by combining the power of GE’s environment by combining the power of GE’s intelligent technologies with its multi-industry intelligent technologies with its multi-industry experience and expertise. Enterprise Solutions experience and expertise. Enterprise Solutions

comprises high-tech, high-growth businesses including comprises high-tech, high-growth businesses including Sensing & Inspection Technologies, Security, GE Fanuc Sensing & Inspection Technologies, Security, GE Fanuc Intelligent Platforms, and Digital Energy. The business Intelligent Platforms, and Digital Energy. The business has 17,000 customer-focused associates in more than has 17,000 customer-focused associates in more than

60 countries around the world.60 countries around the world.

*from GE.com*from GE.com

““Instant Instant Infrastructure: GE Infrastructure: GE Becomes a General Becomes a General

Store for Store for Developing Developing

Countries”Countries” —headline/ —headline/ NYTNYT

UTC/Otis + UTC/Carrier:UTC/Otis + UTC/Carrier: boxes* to boxes* to “integrated “integrated

building systems”building systems”

*elevators, air conditioners*elevators, air conditioners

MasterCard MasterCard AdvisorsAdvisors

LEAVE ITLEAVE IT

TO BEAVER. TO BEAVER.

Trapper:

<$20<$20 per beaver pelt.

Source: WSJ

WDCP/“WILDLIFE WDCP/“WILDLIFE DAMAGE-CONTROL DAMAGE-CONTROL

PROFESSIONAL”:PROFESSIONAL”: $$150150 to “remove” “problem to “remove” “problem

beaver”; beaver”; $$750750-$-$1,0001,000 for flood-control piping … for flood-control piping … so that beavers can stay.so that beavers can stay.

Source: Source: WSJWSJ

Trapper = Trapper = RedneckRedneck

WDCP = WDCP = PSF/ PSF/ Professional Professional

Services ProviderServices Provider

7X7X toto 40X40Xfor for

“Solution”“Solution” [rather than “service transaction”][rather than “service transaction”]

LITTLE =LITTLE =

BIGBIG

7X.7X. 7:30A-8:00P. 7:30A-8:00P.

F12A.F12A.

7:30AM = 7:15AM.7:30AM = 7:15AM.8:00PM = 8:15PM.8:00PM = 8:15PM.

Don’t like it?Don’t like it?Don’t pay.Don’t pay.

Source: Granite Rock Co.Source: Granite Rock Co.

Red light flashes=Red light flashes=

-10%-10%

It It BEGINSBEGINS (and (and ENDSENDS) )

in the …in the …

ParkinParking g lotlot**

*Disney*Disney

NationalNational “Brand”/ “Brand”/ 2-CENT2-CENT candycandy

Big carts =Big carts =

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

Bag sizes = New markets:Bag sizes = New markets:

$B$BSource: PepsiCoSource: PepsiCo

<TGWand …

>TGR[Things Gone WRONG-Things Gone RIGHT]

““EXPERIENCES ARE EXPERIENCES ARE AS DISTINCT FROM AS DISTINCT FROM

SERVICES AS SERVICES AS SERVICES ARE SERVICES ARE

FROM GOODS.”FROM GOODS.” —Joe Pine & Jim Gilmore, The Experience Economy:

Work Is Theatre & Every Business a Stage

CustomersCustomers describing their service experience as describing their service experience as

“superior”:“superior”: 88%%ComComppaniesanies describing describing

the service experience they provide asthe service experience they provide as

“ “superior”:superior”: 8080%%——Source: Bain & Company survey of 362 companies, reported in John DiJulius,Source: Bain & Company survey of 362 companies, reported in John DiJulius,

What's the Secret to Providing a World-class Customer Experience?What's the Secret to Providing a World-class Customer Experience?

Acquire vs maintain*:Acquire vs maintain*:

5X5X*Recession goal: Higher “market share” *Recession goal: Higher “market share” currentcurrent customers customers

CCXXO*O**Chief e*Chief eXXperience Officerperience Officer

(1)(1) Amenable to rapid Amenable to rapid experimentation/experimentation/ failure “free” (PR, $failure “free” (PR, $

$)$)(2)(2) Quick to implement/ Quick to implement/ Quick to Roll outQuick to Roll out(3)(3) Inexpensive to Inexpensive to implement/Roll outimplement/Roll out(4)(4) Huge multiplier Huge multiplier(5)(5) An “Attitude” An “Attitude”

(1)(1) Half-day/25 ideasHalf-day/25 ideas(2)(2) One week/5 experimentsOne week/5 experiments(3) (3) One month/Select best 2One month/Select best 2(4) (4) 60-90 days/Roll out60-90 days/Roll out

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

stores— stores— at least 25 at least 25 a weeka week. I’m also in other . I’m also in other

places: Home Depot, Whole Foods, places: Home Depot, Whole Foods, Crate & Barrel. … I try to beCrate & Barrel. … I try to be

a sponge to pick up as much a sponge to pick up as much as I can.as I can. … …”” —Howard Schultz—Howard Schultz

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

MBWMBWAA

Managing By Wandering Around/Managing By Wandering Around/HPHP

50%50%UnUn--scheduledscheduled

MBWA 4MBWA 4

““The The fourfour most most imimpportantortant wordswords in any in any

organization are …organization are …

MBWA 8: Change the World With Four WordsMBWA 8: Change the World With Four Words

““WHAT DO WHAT DO YOUYOU

THINK?”THINK?”

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

MBWA 8MBWA 8

MBWA 8: MBWA 8: Change the World With EIGHT WordsChange the World With EIGHT Words

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 ********************************************************************

MBWA 12MBWA 12

MBWA 12: MBWA 12: Change the WorldChange the World

With TWELVE Words With TWELVE Words


What have you learned?***What have you learned?***


***What [new thing] have you learned [in the last 24 hours]? ***What [new thing] have you learned [in the last 24 hours]? ********************** **********************

MBWA 16MBWA 16

MBWA 16: MBWA 16: Change the World With SIXTEEN WordsChange the World With SIXTEEN Words


What have you learned?***What have you learned?***“Thank you!”****“Thank you!”****“I’m sorry.”*****“I’m sorry.”*****


***What [new thing] have you learned [in the last 24 hours]? ***What [new thing] have you learned [in the last 24 hours]? ************************************************Recognition-Appreciation POWER!****Recognition-Appreciation POWER! ********************************************** **********************************************

*****Accept responsibilities for your bloopers—large or small*****Accept responsibilities for your bloopers—large or small ************************* *************************

TomorrowTomorrow: How many : How many times will you times will you “ask the “ask the

WDYT question”WDYT question”??

[Count

’em!!] [Practice makes [Practice makes

better!] [better!] [This is a This is a STRATEGIC skill!skill!]]

You = You = Your Your

CalendarCalendar

You = You = Your Your

calendarcalendar***The calendar *The calendar NEVERNEVER lies.lies.

YOUR CALENDAR YOUR CALENDAR KNOWSKNOWS PRECISELYPRECISELY

WHAT YOUWHAT YOUREALLY CARE ABOUT.REALLY CARE ABOUT.

DODO YOUYOU????????

Don’t > Don’t > Do*Do*

* “Don’ting” must be systematic > * “Don’ting” must be systematic > WILLPOWERWILLPOWER

““The The oneone thingthing you you need to know about need to know about sustained individual sustained individual

success: Discover what success: Discover what you don’t like doing you don’t like doing

and and STOPSTOP doing doing it.”it.”

—Marcus Buckingham, The One Thing You Need to Know

““If there is any If there is any oneone ‘secret’ ‘secret’ to effectiveness, it is to effectiveness, it is

concentration. Effective concentration. Effective executives do first things first executives do first things first

… … and theand theyy do do one thinone thingg at a at a

timetime.”.” —Peter Drucker—Peter Drucker

““It’s It’s alwaalwayyss showtime.”showtime.”

—David D’Alessandro, Career Warfare

““I am a I am a dispenser of dispenser of

enthusiasm.”enthusiasm.”

—Ben Zander—Ben Zander

““Nothing is Nothing is so contagious so contagious

as as enthusiasm.”enthusiasm.”

—Samuel Taylor Coleridge—Samuel Taylor Coleridge

““A man without A man without a smiling face a smiling face

must not open a must not open a shop.”shop.” —Chinese Proverb—Chinese Proverb

Me first!Me first!

““To develop To develop others, start with others, start with yourself.”yourself.” —Marshall Goldsmith—Marshall Goldsmith

““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 + Strategy +

BusinessBusiness #45) #45)

““How can a high-level leader like _____ be so How can a high-level leader like _____ be so out of touch with the truth about himself? It’s out of touch with the truth about himself? It’s

more common than you would imagine. 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 The problem is an acute lack of feedback [especially on people issues].”[especially on people issues].”

—Daniel Goleman (et al.), —Daniel Goleman (et al.), The New LeadersThe New Leaders

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

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

changing himself" changing himself" ——Leo TolstoyLeo Tolstoy

"You will never change "You will never change your life until you change your life until you change something you do daily. something you do daily.

The secret of The secret of yyour our success is found in success is found in yyour our daildailyy routine routine."." ——John C. MaxwellJohn C. Maxwell

EXCELLENCE is EXCELLENCE is notnot an "aspiration.”an "aspiration.”

EXCELLENCE EXCELLENCE isis … … THE NEXT FIVE THE NEXT FIVE

MINUTES.MINUTES.

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.Or not.EXCELLENCE is your next meeting.EXCELLENCE is your next meeting.Or not.Or not.EXCELLENCE is shutting up and listening—really listening.EXCELLENCE is shutting up and listening—really listening.Or not.Or not.EXCELLENCE is your next customer contact.EXCELLENCE is your next customer contact.Or not.Or not.EXCELLENCE is saying “Thank you” for something “small.”EXCELLENCE is saying “Thank you” for something “small.”Or not.Or not.EXCELLENCE is the next time you shoulder responsibility and apologize.EXCELLENCE is the next time you shoulder responsibility and apologize.Or not.Or not.EXCELLENCE is waaay over-reacting to a screw-up.EXCELLENCE is waaay over-reacting to a screw-up.Or not.Or not.EXCELLENCE is the flowers you brought to work today.EXCELLENCE is the flowers you brought to work today.Or not.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.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.Or not.EXCELLENCE is waaay “over”-preparing for a 3-minute presentation.EXCELLENCE is waaay “over”-preparing for a 3-minute presentation.Or not.Or not.EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE. EXCELLENCE is turning “insignificant” tasks into models of … EXCELLENCE. Or not.Or not.

EXCELLENCEEXCELLENCE is … is … THE THE

NEXTNEXT FIVE FIVE MINUTESMINUTES..

Or not.

10.10.

““Courtesies of a small and Courtesies of a small and trivial character are the ones trivial character are the ones which strike deepest in the which strike deepest in the grateful and appreciating grateful and appreciating

heart.”heart.” —Henry Clay,American Statesman (1777-1852)

"Let's not forget that small "Let's not forget that small emotions are the great emotions are the great

captains of our lives."captains of our lives." –—Van Gogh–—Van Gogh

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..

Instead:Instead: directldirectly related to y related to StaffStaff Interaction;Interaction; directldirectly correlated with y correlated with

EmploEmployyee Satisfactionee Satisfaction

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

“There is a misconception that supportive interactions require more There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor staff or more time and are therefore more costly. Although labor

costs are a substantial part of any hospital budget, the interactions costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.themselves add nothing to the budget.

KINDNESS IS KINDNESS IS FREEFREE.. Listening to patients or answeringListening to patients or answering

their questions costs nothing. It can be argued that negative their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive tointeractions—alienating patients, being non-responsive to

their needs or limiting their sense of control—can be very costly. … their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, Angry, frustrated or frightened patients may be combative,

withdrawn and less cooperative—requiring farwithdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a more time than it would have taken to interact with them initially in a

positive way.”positive way.”

Source: Source: Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin, Patrick , Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Planetree Alliance)Charmel (Griffin Hospital/Derby CT; Planetree Alliance)

K = R = K = R = PP

KINDNESS = KINDNESS = REPEAT REPEAT

BUSINESS =BUSINESS = PROFIT.PROFIT.

Kindness … Kindness … WORKSWORKS!!

Kindness … Kindness … PAYSPAYS!!

11/80*/80*

*Post-interview “Thank you” notes*Post-interview “Thank you” notes

““Thank Thank You.”You.”

"Appreciative words are "Appreciative words are the most powerful forcethe most powerful force

for good on earth.”for good on earth.”——George W. Crane, physician, columnistGeorge W. Crane, physician, columnist

““The two most powerful The two most powerful things in existence: things in existence: a kind word and a a kind word and a

thoughtful gesture.” thoughtful gesture.” ——Ken Langone, co-founder, Home DepotKen Langone, co-founder, Home Depot

““Acknowledge” … Acknowledge” … perhaps the most perhaps the most

powerful word (and powerful word (and idea) in the English idea) in the English

language—and language—and in the manager’s in the manager’s

tool kit!tool kit!

““I regard I regard aappoloologgizinizing as the g as the most magical, healing, most magical, healing,

restorative gesture human restorative gesture human beings can make. It is the beings can make. It is the

centercenterppieceiece of my work with of my work with executives who want to get executives who want to get better.”better.” —Marshall Goldsmith—Marshall Goldsmith, What Got You , What Got You

Here Won’t Get You There: How Successful People BecomeHere Won’t Get You There: How Successful People Become Even More Successful. Even More Successful.

Relationships (of all varieties): THERE THERE ONCE WAS A TIME WHEN A ONCE 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 completed “three-minute The completed “three-minute call” often-usually-invariably call” often-usually-invariably

leads to a leads to a

strenstrenggthenintheningg of the of the relationship. It not only acts as relationship. It not only acts as atonement but also paves the atonement but also paves the path for a “better than ever” path for a “better than ever” trajectory. And having taken trajectory. And having taken

the initiative per se is worth its the initiative per se is worth its weight in …weight in …

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 PROBLEMREAL PROBLEM.***PERCEPTION IS ALL THERE IS!PERCEPTION IS ALL THERE IS!

COMEBACKCOMEBACK[BIG, QUICK RESPONSE][BIG, QUICK RESPONSE]

>>>>PERFECTIONPERFECTION

Acquire vs. maintain:Acquire vs. maintain:

5X5X***Hence: Service*Hence: Service >>>> SalesSales (!!)(!!)

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

"SOFT SKILLS” "SOFT SKILLS” MASTERY = MASTERY =

EXCELLENCEEXCELLENCE IN IN IMPLEMENTATIONIMPLEMENTATION

RReturn eturn OOn n

IInvestment In nvestment In

RRelationshipselationships

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

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

11.11.

WowWow

!!

Zappos 10 Corporate ValuesZappos 10 Corporate Values

Deliver Deliver “WOW!”“WOW!” through through

service.service.Embrace and drive change.Embrace and drive change.Create fun and a little weirdness.Create fun and a little weirdness.Be adventurous, creative and open-minded.Be adventurous, creative and open-minded.Pursue growth and learning.Pursue growth and learning.Build open and honest relationships withBuild open and honest relationships with communication.communication.Build a positive team and family spirit.Build a positive team and family spirit.Do more with less.Do more with less.Be passionate and determined.Be passionate and determined.Be humble.Be humble.

Source: Source: Delivering HappinessDelivering Happiness, Tony Hsieh, CEO, Zappos.com, Tony Hsieh, CEO, Zappos.com

““INSANELY GREAT”INSANELY GREAT”Steve JobsSteve Jobs

“RADICALLY THRILLING” “RADICALLY THRILLING” BMW

““We are crazy. We should do We are crazy. We should do something when people say something when people say

it is ‘crazy.’it is ‘crazy.’ If people If people say something is say something is ‘good’, it means ‘good’, it means someone else is someone else is

already doing it.”already doing it.”—Hajime Mitarai, Canon—Hajime Mitarai, Canon

SKINNING SKINNING CATSCATS

There is moreThere is more than one way to than one way to

skin a cat!*skin a cat!**Every project*Every project REQUIRESREQUIRES (if you’re smart)(if you’re smart) an an

outside look by one/some Seriously Weird Cat/soutside look by one/some Seriously Weird Cat/s——in pursuit of whacked-out options.in pursuit of whacked-out options.

14,00014,00020,00020,000

3030

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

3030/Craigslist/Craigslist

““There’s no use trying,’ said There’s no use trying,’ said Alice. ‘One cannot believe Alice. ‘One cannot believe

impossible things.’ ‘I daresay impossible things.’ ‘I daresay you haven’t had much practice,’ you haven’t had much practice,’

said the Queen. ‘When I was said the Queen. ‘When I was your age, I always did it for half your age, I always did it for half an hour a day. an hour a day. Why, sometimes Why, sometimes

I’ve believed as manI’ve believed as manyy as six as six imimppossible thinossible thinggs before s before

breakfastbreakfast.’”.’” — Lewis Carroll — Lewis Carroll

Every project:Every project: Where’s Where’s your “Craig’s your “Craig’s

List List

[WOW!][WOW!]

option”option”??

““We all agree your We all agree your theory is crazy. The theory is crazy. The

question, which question, which divides us, is divides us, is

whether it is crazy whether it is crazy enough.”enough.” —Niels Bohr, to Wolfgang Pauli—Niels Bohr, to Wolfgang Pauli

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!!

EXCELLENCE.EXCELLENCE.

Always. Always. If notIf not EXCELLENCE,EXCELLENCE,

what?what?If notIf not EXCELLENCEEXCELLENCE

now, when?now, when?

long tom peters sustaining excellence ! jabil circuit/officers meeting 2013 tradewinds resort/st....

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