tom peters’ excellence: building success institute of banking studies 09 april 2013/kuwait city...

Tom Peters’Tom Peters’

Excellence:Excellence:Building SuccessBuilding Success

Institute of Banking StudiesInstitute of Banking Studies

09 April 2013/Kuwait City09 April 2013/Kuwait City (slides @ tompeters.com/excellencenow.com)(slides @ tompeters.com/excellencenow.com)

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

1/4,0961/4,096Source: excellencenow.comSource: excellencenow.com

1/4,0961/4,096**

““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

*excellencenow.com*excellencenow.com

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.)

"Mr. Peters is an enthusiast, a storyteller and "Mr. Peters is an enthusiast, a storyteller and a lover of capitalism. He says that effective a lover of capitalism. He says that effective management is management that delivers management is management that delivers

more value to customers and more more value to customers and more opportunity for service, creativity and growth opportunity for service, creativity and growth

to workers. to workers. He is saHe is sayiying that ng that the decent thinthe decent thingg to do is to do is also the smart thinalso the smart thing. g. It's a It's a wonderful message." wonderful message." —Paul Weaver, —Paul Weaver, Wall Street Wall Street

Journal/Journal/

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.

Organizations Organizations existexist to to serveserve. .

Period.Period.

Leaders Leaders livelive to to serveserve. Period.. Period.

““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

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

Enough Investment”Enough 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 Too Much Salesmanship, Not

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

Focus on Commitment”Focus 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.

Conrad HiltonConrad Hilton

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.”.”

““In real life, strategyIn real life, strategy is actually very is actually very

straightforward. Pickstraightforward. Pick a general direction a general direction … … andand imimpplementlement likelike hellhell.”.” —Jack Welch—Jack Welch

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

““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

First Things First Things Before First Before First

ThingsThings

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


ThingsThings

XFX = XFX = #1#1**

*Cross-Functional *Cross-Functional eXcellence eXcellence

XFX/Typical XFX/Typical SocialSocial Accelerators Accelerators

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

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

groups] Banquet” modeled after superstar salesperson banquets.groups] Banquet” modeled after superstar salesperson banquets.

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.)

ONE ONE Act of XFX Act of XFX

Enhancement Enhancement EverEvery y DaDay!y!

CaseCase

William Mayo, William Mayo, 19101910, on the, on the

Clinic’s Core Value: Clinic’s Core Value: Team Team medicinemedicine (“medicine (“medicine as a co-operative science”)as a co-operative science”)

Source: Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,” Source: Leonard Berry & Kent Seltman, “Orchestrating the Clues of Quality,” Chapter 7, from Chapter 7, from Management Lessons From Mayo ClinicManagement Lessons From Mayo Clinic

““I am I am hundreds of hundreds of times better times better

herehere [than in my prior hospital assignment][than in my prior hospital assignment] because of the support system. because of the support system. It’s like It’s like yyou are workinou are workingg in an in an ororgganism; anism; yyou are not a sinou are not a singgle le

cell when cell when yyou are out there ou are out there ppracticinracticingg.”.” —quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team —quote from Dr. Nina Schwenk, in Chapter 3, “Practicing Team

Medicine,” from Leonard Berry & Kent Seltman, from Medicine,” from Leonard Berry & Kent Seltman, from Management Lessons From Management Lessons From Mayo ClinicMayo Clinic


ThingsThings

““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.]

Listen = “Profession” = Study

= practice = evaluation =

Enterprise value


ThingsThings

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.


ThingsThings

First Things Before First ThingsFirst Things Before First Things

1.1.Matchless Strategic Asset: Matchless Strategic Asset: Matchless 1Matchless 1stst-line LEADERSHIP -line LEADERSHIP CADRE!CADRE!

2. Cross-functional INTEGRATION as 2. Cross-functional INTEGRATION as Peerless Source of Value-building!Peerless Source of Value-building!

(Goal: #1 “Minus” to #1 “Plus.”) (Goal: #1 “Minus” to #1 “Plus.”) 3. Listening “Fiercely” as 3. Listening “Fiercely” as

SUSTAINABLE Competitive SUSTAINABLE Competitive Advantage!Advantage!

4. Annoyance to LEADERSHIP 4. Annoyance to LEADERSHIP PLATFORM #1: Meetings!PLATFORM #1: Meetings!

Tom Peters’Tom Peters’

Excellence:Excellence:Building SuccessBuilding Success

Institute of Banking StudiesInstitute of Banking Studies

09 April 2013/Kuwait City09 April 2013/Kuwait City (slides @ tompeters.com/excellencenow.com)(slides @ tompeters.com/excellencenow.com)

““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)

"If you want staff to "If you want staff to give great service, give great service,

firstfirst give great give great service to staff."service to staff."

—Ari Weinzweig, Zingerman's

If you want to If you want to best serve best serve

customers then customers then you mustyou must firstfirst

serve those who serve those who serve the serve the

customers.customers.

If you want to If you want to WOWWOW your your

customers then customers then you must first you must first

WOWWOW those who those who WOWWOW the the

customers!customers!

"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 "What's the Secret to

Providing a World-class Customer Experience“ Providing a World-class Customer Experience“

(After Robert Greenleaf: (After Robert Greenleaf: “Servant Leadership”“Servant Leadership” ) )

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

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

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

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

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

Period.Period.

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

The BitsThe Bits

Promotion DecisionsPromotion Decisions

“life and “life and death death

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

2/year 2/year = =

legacy.legacy.

““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?”

Evaluating people Evaluating people = #1 differentiator= #1 differentiator

Source: Jack Source: Jack WelchWelch/Jeff /Jeff ImmeltImmelt on GE’s on GE’s #1#1

strategic skill (strategic skill (!!!!!!!!))

People are People are NOTNOT “Standardized.” Their evaluations “Standardized.” Their evaluations

should should NOTNOT be be

standardized. standardized. EVEREVER..

““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

““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

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.”

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.

(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.

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.”

Madness Madness afoot …afoot …

Got stuck in Got stuck in BucharestBucharest; sorry I ; sorry I couldn’t be in couldn’t be in KuwaitKuwait CitCity this y this morning …*morning …*

*“Cisco TelePresence On-stage Experience”*“Cisco TelePresence On-stage Experience” ((HoloHologgrarapphic hic ppresenceresence//The Silent Language of LeadersThe Silent Language of Leaders/C.K. Goman)/C.K. Goman)

+400,000+400,000*/*/-2,000,000-2,000,000****

“new computing technologies “new computing technologies that destroy middle-class that destroy middle-class

[white-collar] jobs even as they [white-collar] jobs even as they create jobs for highly skilled create jobs for highly skilled

workers who can exploit them”workers who can exploit them”

**ManufacturinManufacturingg jobs jobs addedadded USA 2007-2012 USA 2007-2012

****WhiteWhite--collarcollar jobs jobs llostost USA 2007-2012USA 2007-2012

Source: Source: Financial TimesFinancial Times, page 1, 0402.13 , page 1, 0402.13 (“Clerical Staff Bears Brunt of US Jobs Crisis”)(“Clerical Staff Bears Brunt of US Jobs Crisis”)

Q3 2011/BLSQ3 2011/BLS+3.1/+3.1/Non-farm productivity growthNon-farm productivity growth

+3.8/+3.8/Non-farm outputNon-farm output

+0.6/+0.6/Non-farm hours workedNon-farm hours worked

+5.4/+5.4/Manufacturing productivityManufacturing productivity

++4.74.7//Manufacturing outputManufacturing output

-0.6 / /Manufacturing hours Manufacturing hours

workedworked

Source: Bureau of Labor Statistics/03 November 2011Source: Bureau of Labor Statistics/03 November 2011

““Algorithms have already written symphonies Algorithms have already written symphonies as moving as those composed by as moving as those composed by

Beethoven, picked through legalese , picked through legalese

with the deftness of a senior with the deftness of a senior law partner, diagnosed patients with more , diagnosed patients with more

accuracy than a accuracy than a doctor, written news , written news

articles with the smooth hand of a seasonedarticles with the smooth hand of a seasoned reporter, and driven vehicles on urban , and driven vehicles on urban

highways with far better control than a human highways with far better control than a human

driver.”.”

——Christopher Steiner,Christopher Steiner, Automate This: How Algorithms Came to Rule the World

“ … “ … The audience then voted on The audience then voted on the identity of each composition.* the identity of each composition.*

[Music theory professor and [Music theory professor and contest organizer] Larson’s pride contest organizer] Larson’s pride took a ding when his piece was took a ding when his piece was

fingered as that belonging to the fingered as that belonging to the computer. When the crowd computer. When the crowd

decided that [algorithm] Emmy’s decided that [algorithm] Emmy’s piece was the true product of the piece was the true product of the

late musician [Bach], Larson late musician [Bach], Larson winced.” winced.” —Christopher Steiner, —Christopher Steiner,

Automate This: How Algorithms Came to Rule the WorldAutomate This: How Algorithms Came to Rule the World

*There were three: Bach/Larson/Emmy-the-algorithm.*There were three: Bach/Larson/Emmy-the-algorithm.

China China tootoo/Foxconn:/Foxconn:

1,000,000 1,000,000 robots in next robots in next

3 years3 yearsSource:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee

““The root of our problem is notThe root of our problem is not that we’re in a Great Recessionthat we’re in a Great Recession

or a Great Stagnation, but ratheror a Great Stagnation, but rather that we are in the early that we are in the early

throes of a throes of a Great Restructuring. Our . Our

technologies are racing ahead,technologies are racing ahead, but our skills and organizationsbut our skills and organizations

are lagging behind.”are lagging behind.”

Source:Source: Race AGAINST the Machine, Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee

““The median The median worker is losing worker is losing the race against the race against the machine.”the machine.”

——Erik Brynjolfsson and Andrew McAfee, Erik Brynjolfsson and Andrew McAfee, Race Against the MachineRace Against the Machine

GGeneticsenetics

RRoboticsobotics

IInformaticsnformatics

NNanotechnologyanotechnology

A 15-PointA 15-Point Human Capital Human Capital

Asset Asset Development Development

ManifestoManifestoWorld Strategy Forum/World Strategy Forum/

The New Rules: Reframing CapitalismThe New Rules: Reframing CapitalismTom Peters/Seoul/0615.12Tom Peters/Seoul/0615.12

A 15-Point Human Capital Development A 15-Point Human Capital Development ManifestoManifesto

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

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

5. 5. The training budget takes The training budget takes precedence over the capital precedence over the capital budget.budget. PERIOD. PERIOD. It’s easier fun to It’s easier fun to get you picture taken next to a hew machine. get you picture taken next to a hew machine. But how do you get a photo of a new and much But how do you get a photo of a new and much improved attitude in a key distribution center? improved attitude in a key distribution center? But the odds are 25:1 that the new attitude But the odds are 25:1 that the new attitude will add more to the bottom line than will the will add more to the bottom line than will the glorious state-of-the-art machine. glorious state-of-the-art machine.

11. 11. The national education The national education infrastructure—from infrastructure—from kindergarten to continuing kindergarten to continuing adult education—may well adult education—may well be National Priority #1be National Priority #1.. Moreover, the educational infrastructure must Moreover, the educational infrastructure must be altered radically to underpin support for the be altered radically to underpin support for the creative jobs that will be more or less the sole creative jobs that will be more or less the sole basis of future employment and national basis of future employment and national growth and wealth creation.growth and wealth creation.

““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

““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

““Professionals”?!Professionals”?!

Are you a Are you a “professional” “professional”

when it comes to when it comes to hirinhiring pg peoeopplele??


when it comes to when it comes to develodeveloppining pg peoeopplele??

Are you a Are you a “professional” “professional” when it comes when it comes to to evaluatingevaluating

ppeoeopplele? ?

Are you a Are you a “professional” “professional” when it comeswhen it comes to p to promotinromoting g

ppeoeopplele? ?

Are you a Are you a “professional” when “professional” when

it comes to it comes to usinusingg meetinmeetinggs as a s as a pprimarrimaryy

leadershileadershipp tool tool??

Are you a Are you a “professional” “professional” when it comeswhen it comes to to StrateStrateggicic ListeninListening?g?


when it comes to when it comes to

offerinoffering g helhelp?p?

Are you a Are you a “professional” “professional” when it comeswhen it comes

to … ? to … ?**

*The “real stuff” of effective organizational *The “real stuff” of effective organizational LEADERSHIPLEADERSHIP

““If there is nothing If there is nothing very special about very special about

your work your work …… no matter no matter how hard you apply yourself how hard you apply yourself you won’t get noticed, and you won’t get noticed, and

that increasingly means you that increasingly means you

won’t get paid much either.”won’t get paid much either.” —Michael Goldhaber, —Michael Goldhaber, WiredWired

Brand You.Brand You.NoNo OOpptiontion..

Distinct or Distinct or

extinct!extinct!

““Knowledge becomes Knowledge becomes obsolete incredibly fast. obsolete incredibly fast.

The continuing The continuing professional professional

education of adults is education of adults is the No. 1 industry in the No. 1 industry in the next 30 yearsthe next 30 years … …

mostly on line.”mostly on line.” —Peter Drucker—Peter Drucker

"The illiterate of the "The illiterate of the 21st Century will not 21st Century will not be those who cannot be those who cannot

read or write, read or write, but but those who cannot those who cannot learn, unlearn and learn, unlearn and

relearnrelearn."." —Alvin Toffler—Alvin Toffler

Muhammad Yunus:Muhammad Yunus: ““All human All human beings are beings are

entrepreneursentrepreneurs.. When we were When we were in the caves we were all self-employed in the caves we were all self-employed

. . . finding our food, feeding . . . finding our food, feeding ourselves. That’s where human history ourselves. That’s where human history

began . . . As civilization came we began . . . As civilization came we suppressed it. We became labor suppressed it. We became labor

because they stamped us, ‘You are because they stamped us, ‘You are labor.’ We forgot that we are labor.’ We forgot that we are entrepreneurs.”entrepreneurs.” —Muhammad Yunus/

The News Hour/PBS/1122.2006

11/46/46

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

Lesson45:Lesson45: WTTMTWWTTMTW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTTHINGSTHINGSWINSWINS

Better yet:Better yet: WTTMTWTTMTTFTFWW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTTHINGSTHINGSTHETHEFASTESTFASTESTWINSWINS

Better yet:Better yet: WTTMT(ASTMTU)TFWWTTMT(ASTMTU)TFW

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

““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)

““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

““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

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)

““FAIL.FAIL. FORWARD. FORWARD.

FAST.”FAST.”High Tech CEO, Pennsylvania

““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))

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.

““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 “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

““[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

““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

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

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

“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

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

Conveyance: Kingfisher Air Conveyance: Kingfisher Air Location: Approach to New DelhiLocation: Approach to New Delhi

““May I clean your May I clean your glasses, sir?”glasses, sir?”

Big carts =Big carts =

1.5X1.5XSource: WalmartSource: Walmart

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. MaintainAcquire vs. Maintain

5X5X

(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

““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

““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

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)

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

Independent Independent Stores in Stores in

AmericaAmerica —by George Whalin—by George Whalin

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

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

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

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

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

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

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

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

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

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

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

MBWMBWAA

Managing By Wandering Around/Managing By Wandering Around/HPHP

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

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

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

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

You = You = Your Your

CalendarCalendar

You = You = Your Your

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

““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

Don’t > Don’t > Do*Do*

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

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

““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!!

““Three things in human Three things in human life are important. life are important. The The first is to be kind. The first is to be kind. The second is to be kind. second is to be kind. And the third is to be And the third is to be kindkind.”.” —Henry James (in —Henry James (in Choosing Civility: Choosing Civility:

The Twenty-five Rules of Considerate Conduct, The Twenty-five Rules of Considerate Conduct, by P.M. Forni)by P.M. Forni)

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 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. MaintainAcquire vs. Maintain

5X5X

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

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

EXCELLENCEEXCELLENCE IN IN IMPLEMENTATIONIMPLEMENTATION

EXCELLENCE EXCELLENCE is is notnot an an

"aspiration.”"aspiration.”

EXCELLENCE EXCELLENCE isis … THE NEXT … THE NEXT

FIVEFIVE 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.

EXCELLENCE EXCELLENCE isis … … THE NEXT FIVE THE NEXT FIVE

MINUTES.MINUTES.

Or NOT.Or NOT.

tom peters’ excellence: building success institute of banking studies 09 april 2013/kuwait city...

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