THE RED CARPET STORE

THE THE RED RED CARPETCARPET STORESTORE

THETHE RED RED CARPET CARPET STORESTORE

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

1,6001,600 cheesescheeses

1,4001,400 varieties of hot saucevarieties of hot sauce

12,00012,000 wines priced fromwines priced from

$8 to $8,000 a bottle$8 to $8,000 a bottle

6,0006,000 Christmas ornamentsChristmas ornaments

50,00050,000 trims trims

PASSIONPASSION

RETAIL SUPERSTARS: INSIDE THE 25 BEST RETAIL SUPERSTARS: INSIDE THE 25 BEST INDEPENDENT STORES IN AMERICAINDEPENDENT STORES IN AMERICA—George Whalin—George Whalin

JUNGLE JIM’S INTERNATIONAL MARKET, FAIRFIELD, OH:JUNGLE JIM’S INTERNATIONAL MARKET, FAIRFIELD, OH: ““An adventure in ‘shoppertainment,’ begins in the parking An adventure in ‘shoppertainment,’ begins in the parking

lot and goes on to lot and goes on to 1,6001,600 cheeses and, yes, cheeses and, yes,

1,4001,400 varieties of hot sauce—not to mention 12,000 varieties of hot sauce—not to mention 12,000

wines priced from wines priced from $8-$$8-$8,0008,000 a bottle; all a bottle; all

this is brought to you by this is brought to you by 4,0004,000 vendors. vendors.

Customers come from every corner of the globe.”Customers come from every corner of the globe.”

BRONNER’S CHRISTMAS WONDERLAND, FRANKENMUTH, MI, BRONNER’S CHRISTMAS WONDERLAND, FRANKENMUTH, MI, POP 5,000:POP 5,000: 98,000-square-foot “shop” features 98,000-square-foot “shop” features

6,0006,000 Christmas ornaments, Christmas ornaments, 50,000 50,000 trims, and anything else you can name pertaining to trims, and anything else you can name pertaining to

Christmas.Christmas.

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

Independent StoresIndependent Storesin Americain America —by George Whalin—by George Whalin

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 ServicesJim’s Computer Services

Jim’s Dog WashJim’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

Jim’s GroupJim’s Group:: Jim Penman.* Jim Penman.*

1982: Jim’s Mowing. Late 2000s: Jim’s Group. 1982: Jim’s Mowing. Late 2000s: Jim’s Group.

3,200+ franchisees3,200+ franchisees (Australia, NZ, (Australia, NZ,

Canada, UK); $100K/franchise; Canada, UK); $100K/franchise; “world’s “world’s largest home franchise business.”largest home franchise business.”

$320M$320M (2012); HQ: Mooroobark/Victoria (2012); HQ: Mooroobark/VictoriaCleaning. Dog washing. Handyman. Fencing. Cleaning. Dog washing. Handyman. Fencing.

Paving. Pool care. Etc. Etc.Paving. Pool care. Etc. Etc.

“People first.” Private. Small staff. “People first.” Private. Small staff. Franchisees can leave at will/no penalty. 0 or 1 Franchisees can leave at will/no penalty. 0 or 1

complaint per year is norm; dump bad ones complaint per year is norm; dump bad ones quickly.quickly.

*The start: getting Ph.D. cross-cultural anthropology; mowing on the side*The start: getting Ph.D. cross-cultural anthropology; mowing on the side

Source: Source: Management Today; Business Review WeeklyManagement Today; Business Review Weekly; etc.; etc.

The Magicians of The Magicians of MotuekaMotueka (PLUS) (PLUS)!!

W.A. Coppins Ltd.*W.A. Coppins Ltd.*(Coppins Sea Anchors/(Coppins Sea Anchors/PSA/para sea anchors)PSA/para sea anchors)

*Textiles, 1898; thrive on *Textiles, 1898; thrive on “wicked problems”“wicked problems”——e.g., e.g., U.S. NavyU.S. Navy STLVAST (Small To Large Vehicle At Sea STLVAST (Small To Large Vehicle At Sea

Transfer); custom fabric from Transfer); custom fabric from W. WiW. Wiggggins Ltdins Ltd./Wellington ./Wellington

(specialty nylon, “Dyneema,” from (specialty nylon, “Dyneema,” from DSMDSM/Netherlands)/Netherlands)

““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

Going “Social”/Location and Size Independent: Going “Social”/Location and Size Independent: SM/SX/SE/SO/SBSM/SX/SE/SO/SB

““Today, despite the fact that we’re jToday, despite the fact that we’re just a little swimminust a little swimmingg ppool comool comppananyy in Vir in Virgginiainia, we have the most trafficked , we have the most trafficked swimming pool website in the world. Five years ago, if swimming pool website in the world. Five years ago, if you’d asked me and my business partners what we do, you’d asked me and my business partners what we do,

the answer would have been simple, ‘We build in-ground the answer would have been simple, ‘We build in-ground

fiberglass swimming pools.’ Now we say,fiberglass swimming pools.’ Now we say, ‘We ‘We are the best teachersare the best teachers … … in the worldin the world … on the … on the subject of fiberglass swimming subject of fiberglass swimming

pools, and we also happen to build pools, and we also happen to build them.’”them.’”

——Jay Baer, YJay Baer, Youtility: Why Smart Marketing Is About Help, Not Hypeoutility: Why Smart Marketing Is About Help, Not Hype

-1/+1-1/+1

S&P 500S&P 500

+1/-1*+1/-1*

*Every …*Every … 22 weeksweeks!!Source: Richard Foster (via Rita McGrath/Source: Richard Foster (via Rita McGrath/HBRHBR/12.26.13/12.26.13

“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 lonthe 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

I loveI love Middle-sized Middle-sized Niche- Niche-

Micro-niche Micro-niche Dominators!Dominators!

““Own” a niche through Excellence!Own” a niche through Excellence!

https://twitter.com/JBTrek08

#1#1 Failing Failing

““If I had toIf I had to pick one failing pick one failing

of CEOs, it’sof CEOs, it’s that …that …

——Co-founder of one of the largest investment services firms in the USA/worldCo-founder of one of the largest investment services firms in the USA/world

“If I had to pick one failing of

CEOs, it’s that … they don’t read enough.”

“In my whole life, I have known no In my whole life, I have known no wise people (over a broad subject wise people (over a broad subject matter area) who didn’t read all matter area) who didn’t read all

the time — none. the time — none.

Zero. You’d be You’d be

amazed at how much Warren amazed at how much Warren [Buffett] reads — and how much I [Buffett] reads — and how much I

read.” read.” —Charlie Munger (Berkshire Hathaway)—Charlie Munger (Berkshire Hathaway)

LONGLONG

Tom Peters’Tom Peters’

Re-ImagineRe-Imagine

EXCELLENCEEXCELLENCE!!

MASTERYMASTERYTotal Real Estate Training/Annual Education ConferenceTotal Real Estate Training/Annual Education Conference

Sydney/15-16 July 2014Sydney/15-16 July 2014

Slides at tompeters.comSlides at tompeters.com(Also see our 23-part Master Compendium at excellencenow.com)(Also see our 23-part Master Compendium at excellencenow.com)

EXECUTIONEXECUTION

Hilton’s Hilton’s Law …Law …

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

asked,asked, “What were the most important

lessons you learned in your long and

distinguished career?” His answer …His answer …

““Remember Remember to tuck the to tuck the

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

““EXECUTION EXECUTION ISIS STRATEGY.”STRATEGY.”

—Fred Malek—Fred Malek

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

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

——General Omar BradleyGeneral Omar Bradley

*Also see: Roger Knight, *Also see: Roger Knight, Britain Against Napoleon: Britain Against Napoleon: The Organization of Victory 1793-1815The Organization of Victory 1793-1815

““COSTCO FIGURED OUT COSTCO FIGURED OUT

THE THE BIGBIG,, SIMPLESIMPLE THINGS THINGS

AND AND EXECUTEDEXECUTED WITH TOTAL WITH TOTAL

FANATICISMFANATICISM.”.”

—Charles Munger, Berkshire Hathaway—Charles Munger, Berkshire Hathaway

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

straightforward. straightforward. Pick a generalPick a general

direction direction … … andand imimpplementlement

likelike hellhell.”.” —Jack Welch—Jack Welch

““EXECUTIONEXECUTION IS IS THETHE JOBJOB OF OF

THE BUSINESS THE BUSINESS LEADERLEADER.”.”——Larry BossidyLarry Bossidy & Ram

Charan/ Execution: The Discipline of Getting Things Done

“Execution isExecution is aa

SYSTEMATIC SYSTEMATIC PROCESSPROCESS of of

rigorously discussing hows and rigorously discussing hows and whats, tenaciously following whats, tenaciously following

through, and ensuring through, and ensuring accountability.”accountability.”

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

OPERATIONALIZING: IT’S GOTTA ADD UPOPERATIONALIZING: IT’S GOTTA ADD UP!!

(1)(1) SUM OF PROJECTS = SUM OF PROJECTS = GOAL (“VISION”) GOAL (“VISION”)

(2)(2) SUM OF MILESTONES = SUM OF MILESTONES = ON-TIME PROJECT ON-TIME PROJECT(3)(3) RAPID REVIEW + RAPID REVIEW + TRUTH-TELLING = TRUTH-TELLING = ACCOUNTABILITY ACCOUNTABILITY

Sports:Sports: YOU BEAT YOU BEAT YOURSELF!YOURSELF!

EXPONENTIALEXPONENTIAL

1,000,0001,000,000

““Train Passengers Train Passengers Too Distracted By Too Distracted By Phones to Notice Phones to Notice

Gunman”Gunman”

—Headline, HuffingtonPost, 1009.13—Headline, HuffingtonPost, 1009.13

GGeneticsenetics

RRoboticsobotics

IInformaticsnformatics

NNanotechnologyanotechnology

1/721: “The greatest “The greatest shortcoming of the shortcoming of the human race is our human race is our

inability to inability to understand the understand the

exponential exponential function.” function.” —Albert A. Bartlett—Albert A. Bartlett

1,000,001,000,0000

China/Foxconn:China/Foxconn:

1,000,001,000,0000 robots/next 3 robots/next 3

yearsyears

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

““Automation has become so Automation has become so sophisticated that on a typical sophisticated that on a typical passenger flight, a human pilot passenger flight, a human pilot

holds the controls for a grand total holds the controls for a grand total

of …of …33 minutesminutes. .

[Pilots] have become, it’s not much [Pilots] have become, it’s not much of an exaggeration to say, computer of an exaggeration to say, computer

operators.”operators.” Source: Nicholas Carr, “The Great Forgetting,” Source: Nicholas Carr, “The Great Forgetting,” The AtlanticThe Atlantic, 11.13, 11.13

““Meet Your Meet Your Next Surgeon: Next Surgeon:

Dr. Robot”Dr. Robot”Source: Feature/Source: Feature/FortuneFortune/15 JAN 2013/on Intuitive Surgical’s/15 JAN 2013/on Intuitive Surgical’s

da Vincida Vinci /multiple bypass heart-surgery /multiple bypass heart-surgery

robotrobot

Robot Wars!Robot Wars!

“The combination of new “The combination of new market rules and new market rules and new

technology was turningtechnology was turning the stock market into, in the stock market into, in

effect,effect, aa warwar of of robotsrobots.”.”—Michael Lewis, “Goldman’s Geek —Michael Lewis, “Goldman’s Geek

Tragedy,” Tragedy,” Vanity FairVanity Fair, 09.13, 09.13

““Human level Human level capability has not capability has not turned out to be a turned out to be a special stopping special stopping

point from an point from an engineering engineering

perspective. ….”perspective. ….”

Source: Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Source: Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Robot Robot FuturesFutures

““Steve, you’re Steve, you’re costing me a costing me a

hundred hundred nanoseconds. nanoseconds. [$100B/Millisecond]

CCan you at least an you at least cross it diagonally?”cross it diagonally?”

Source: Source: Michael LewisMichael Lewis, Flash Boys , Flash Boys (Dan Spivey, Spread Network, $300M, 3 milliseconds, 15-12, Chicago-NJ)(Dan Spivey, Spread Network, $300M, 3 milliseconds, 15-12, Chicago-NJ)

““Just like other members of Just like other members of the board, the algorithm the board, the algorithm

gets to vote on whether the gets to vote on whether the firm makes an investment firm makes an investment in a specific company or in a specific company or

not. The program will be the not. The program will be the sixth member of DKV's sixth member of DKV's

board.”board.”

Source:Source: Business Insider, Business Insider, 13 May 2014: 13 May 2014: “A Hong Kong VC fund “A Hong Kong VC fund has just appointed an algorithm to its board.” has just appointed an algorithm to its board.”

““Flash forward to dystopia. You work in a chic Flash forward to dystopia. You work in a chic cubicle, sucking chicken-flavor sustenance fromcubicle, sucking chicken-flavor sustenance from

a tube. You’re furiously maneuvering with a a tube. You’re furiously maneuvering with a joystick … Your boss stops by and gives you a joystick … Your boss stops by and gives you a

look. look. ‘We need to talk about your loyalty to this ‘We need to talk about your loyalty to this

company.’company.’ The organization you work for has deduced that you

are considering quitting. It predicts your plans and

intentions, possibly before you have even conceived them.” —Eric —Eric

Siegel,Siegel, Predictive Analytics: Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die The Power to Predict Who Will Click, Buy, Lie, or Die (based on a real case, an (based on a real case, an

HP “Flight risk” PA model developed by HR, with astronomical savings potential)HP “Flight risk” PA model developed by HR, with astronomical savings potential)

““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 technologies are racing ahead,Our 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

Circa 3013: And Circa 3013: And YOUTH YOUTH Shall Lead Us …Shall Lead Us …

60 IS THE NEW 40!60 IS THE NEW 40!70 IS THE NEW 50!70 IS THE NEW 50!

And/Or …And/Or …

35 IS THE NEW 6535 IS THE NEW 65?*?*

**PacePace of obsolescence of obsolescence STAGGERINGSTAGGERING//ACCELERATINGACCELERATING

IoEIoE

IoT/The Internet of ThingsIoT/The Internet of ThingsIoE/The Internet of IoE/The Internet of EverythingEverythingM2M/Machine-to-MachineM2M/Machine-to-MachineUbiquitous computingUbiquitous computingEmbedded computingEmbedded computingPervasive computingPervasive computingIndustrial InternetIndustrial InternetEtc.*Etc.* **** ******

*“*“More Than More Than 50 BILLION50 BILLION connected devices by 2020” —Ericsson connected devices by 2020” —Ericsson

**Estimated **Estimated 212 BILLION212 BILLION connected devices by 2020—IDC connected devices by 2020—IDC

***“By 2025 IoT could be applicable to ***“By 2025 IoT could be applicable to $82 TRILLION$82 TRILLION of output or of output or approximately one half the global economy”—GE [The WAGs to end all WAGs!]approximately one half the global economy”—GE [The WAGs to end all WAGs!]

Internet of EverythingInternet of Everything

““The idea of the IoE* The idea of the IoE* [Internet of [Internet of

Everything/Cisco Systems]Everything/Cisco Systems] is a networked is a networked connection of people, connection of people,

processes, data and ‘things,’ processes, data and ‘things,’ which is being facilitated by which is being facilitated by

technology transitions such as technology transitions such as increased mobility, cloud increased mobility, cloud

computing and the importance computing and the importance of big data.”of big data.”

*Estimated market size, next decade: *Estimated market size, next decade: $14.4 $14.4 trilliontrillionSource: “The Big Switch,”Source: “The Big Switch,” Capital Insights Capital Insights

““Ford is working with the Ford is working with the healthcare industry on a healthcare industry on a

solution that would notify a solution that would notify a nearby hospital if you were nearby hospital if you were

having a heart attack in your having a heart attack in your car, which can send an car, which can send an

ambulance … ambulance … before you even know you’re having

one. …”

——Daniel Kellmereit & Daniel Obodovski,Daniel Kellmereit & Daniel Obodovski, The Silent Intelligence: The Internet of Things The Silent Intelligence: The Internet of Things

Walmart SV =Walmart SV =

1,5001,500

Social Business/ Social Business/ Customer Customer

Engagement+++Engagement+++

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

an iman imppact on act on jjust about ust about evereveryythinthingg we do we do.”.”

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

Biz 2014: Get Aboard the “S-Train”Biz 2014: Get Aboard the “S-Train”

SMSM//Social Media.Social Media.

SXSX//Social eXecutives.Social eXecutives.

SESE//Social Employees.Social Employees.

SOSO//Social Social Organization.Organization.

SBSB//Social Business.Social Business.

Collaborative Economy/Sharing EconomyCollaborative Economy/Sharing Economy ((Social Network Driven)Social Network Driven)

*Airbnb*Airbnb*Uber ($10B)*Uber ($10B)*Taskrabbit*Lyft*Taskrabbit*Lyft*Sidecar*Sidecar*CrowdSpring*CrowdSpring*oDesk*oDesk*Zirtual*Zirtual*PopExpert*PopExpert*Techshop*Techshop*Relayride*Relayride*Etc.*Etc.*Many, many Etcs.*Many, many Etcs.

““Amy HowellAmy Howell [social marketer extraordinaire, [social marketer extraordinaire,

founder of Howell Marketing]founder of Howell Marketing] ignites ignites epidemics. In a good way, epidemics. In a good way,

of course. Epidemics of of course. Epidemics of excitement. Epidemics of excitement. Epidemics of

business connections. business connections. Epidemics of influence.”Epidemics of influence.”

——Mark Schaeffer,Mark Schaeffer, ROI/Return on Influence: The Revolutionary ROI/Return on Influence: The Revolutionary Power of Klout, Social Scoring, and Influence MarketingPower of Klout, Social Scoring, and Influence Marketing

““We’re moving toward an age of nearly perfect We’re moving toward an age of nearly perfect information. Review sites, shopping apps on information. Review sites, shopping apps on

smartphones, an extended network of acquaintances smartphones, an extended network of acquaintances available through social media, and unprecedented available through social media, and unprecedented access to experts mean that consumers operate in a access to experts mean that consumers operate in a radically different, socially interactive information radically different, socially interactive information environment.* … Consumers tend to make better environment.* … Consumers tend to make better

decisions and become less susceptible to context or decisions and become less susceptible to context or framing manipulations. For businesses, it means framing manipulations. For businesses, it means

marketing is changing forever.”marketing is changing forever.”

—Itamar Simonson and Emanuel Rosen, —Itamar Simonson and Emanuel Rosen, Absolute Absolute Value:Value: What Really Influences Customers in the What Really Influences Customers in the

Age of (Nearly) Perfect InformationAge of (Nearly) Perfect Information

*Google:*Google: ZMOTZMOT (ZERO Moment Of Truth)(ZERO Moment Of Truth)

ZMOTZMOT:: ZERO Moment Of Truth/Google ZERO Moment Of Truth/Google**

““You know what a ‘moment of truth’ is. It’s when a prospective You know what a ‘moment of truth’ is. It’s when a prospective customer decides either to take the next step in the purchase customer decides either to take the next step in the purchase funnel, or to exit and seek other options. … But what is a ‘zero funnel, or to exit and seek other options. … But what is a ‘zero moment of truth’? Many behaviors can serve as a zero moment moment of truth’? Many behaviors can serve as a zero moment of truth, but what binds them together is that the purchase is of truth, but what binds them together is that the purchase is

being researched and considered before the prospect even being researched and considered before the prospect even enters the classic sales funnel … In its research, Google found enters the classic sales funnel … In its research, Google found

that that 84%84% of shoppers said the new mental of shoppers said the new mental

model, ZMOT, shapes their decisions. …” model, ZMOT, shapes their decisions. …”

——Jay Baer, Jay Baer, Youtility: Why Smart Marketing Is About Help, Not HypeYoutility: Why Smart Marketing Is About Help, Not Hype

*See www.zeromomentoftruth.com for ZMOT in book-length format*See www.zeromomentoftruth.com for ZMOT in book-length format

““I believe this isI believe this is the quest for whatthe quest for what

a personal computer a personal computer really is. really is. It isIt is

to cato cappture one’s ture one’s entire lifeentire life.”.” —Gordon Bell—Gordon Bell

EXCELLENCEEXCELLENCE

ExcellenceExcellence!!

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 PropertiesProperties

““Breakthrough” 82*Breakthrough” 82*

People! People! Customers! Customers!

Action! Action! ValuesValues! !

**In Search of ExcellenceIn Search of Excellence

““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

ORGANIZATIONS ORGANIZATIONS EXISTEXIST TO TO SERVESERVE. .

PERIOD.PERIOD.

LEADERS LEADERS LIVELIVE TO TO SERVESERVE. PERIOD.. PERIOD.

Michael Raynor and Mumtaz Ahmed’: Michael Raynor and Mumtaz Ahmed’: THE THREE RULES: THE THREE RULES: How Exceptional Companies Think*How Exceptional Companies Think*::

1. 1. Better before cheaper.Better before cheaper.2. 2. Revenue before cost.Revenue before cost.3. 3. There are no other rules.There are no other rules.(*From a database of over 25,000 companies from hundreds of industries covering 45 years, they uncovered (*From a database of over 25,000 companies from hundreds of industries covering 45 years, they uncovered 344 companies that qualified as statistically “exceptional.”)344 companies that qualified as statistically “exceptional.”)

Jeff Colvin, Jeff Colvin, FortuneFortune: “The Economy Is Scary … But Smart : “The Economy Is Scary … But Smart Companies Can Dominate”:Companies Can Dominate”:

They manage for value—not for EPS.They manage for value—not for EPS.They keep developing human capital.They keep developing human capital.They get radically customer-centric.They get radically customer-centric.

““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.

““If I could have chosen not to tackle the IBM culture head-If I could have chosen not to tackle the IBM culture head-on,on,

I probably wouldn’t have. My bias coming in was toward I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of changing the attitude and behaviors of hundreds of

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

one aspect of the game one aspect of the game ——IT IS THE IT IS THE GGAMEAME.”.”

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

Excellence:Excellence:

NOTNOT an an “Aspiration“Aspiration

””

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

EXCELLENCE is … EXCELLENCE is … THE THE NEXTNEXT FIVE FIVE

MINUTESMINUTES..

Excellence is the Excellence is the nextnext five five

minutesminutes … …

OR NOT.OR NOT.

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

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

““Mr. Watson, how Mr. Watson, how long does it take long does it take

to achieve to achieve Excellence?”Excellence?”

Source: Thomas Watson, legendary Chairman/CEO, Source: Thomas Watson, legendary Chairman/CEO, IBMIBM

““11 minute”minute”

““One minute. You One minute. You make up your mind make up your mind to never again do to never again do something that is something that is

not excellent.”not excellent.”

LEADERSHIP: LEADERSHIP: Some StuffSome Stuff I Think Is I Think Is

Important …Important …

25/5025/50

MBWAMBWA

MManaginganaging

BBy y

WWanderingandering

AAroundround

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

stores—stores—at least at least 2525

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

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

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

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

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

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

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

as much asas much as 5050 percent—percent—

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

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

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

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

——Dov FrohmanDov Frohman (& Robert Howard (& Robert Howard), Leadership The Hard Way: Why Leadership Can’t Be Taught—), Leadership The Hard Way: Why Leadership Can’t Be Taught—

And How You Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)And How You Can Learn It Anyway (Chapter 5, “The Soft Skills Of Hard Leadership”)

You You == Your Your calendar/calendar/

Your calendar Your calendar NEVERNEVER lies. lies.

You = Your You = Your calendarcalendar**

*The calendar *The calendar NEVERNEVER lies.lies.

““Dennis, you need a …Dennis, you need a …

‘To-don’t’‘To-don’t’

List !”List !”

QuestionableQuestionable(Pitiful?) (Pitiful?)

JudgmentJudgmentSkillsSkills

PLEASE CONSIDER: Multi-month/ continuing Study Group to

assess (at a snail’s pace) the impact on day-to-day affairs of the

limitations of judgment implied by …

Daniel Kahneman’s Thinking, Fast

and Slow

““The first principle The first principle is that you must is that you must not fool yourself, not fool yourself, and you are the and you are the

easiest person to easiest person to fool.”fool.” —Richard Feynman—Richard Feynman

ONEONE at at a Timea Time

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

concentration. Effective executives concentration. Effective executives

do first things first … do first things first … and and thetheyy do do

oneone thinthingg at a at a timetime.”.” —Peter Drucker—Peter Drucker

MBWA MBWA 44MBWA MBWA 88 MBWA MBWA 1212

““The The 44 most most

important important wordswords in any in any

organization are …organization are …

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

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

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

MBWA MBWA 88: :

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

MBWA MBWA 1212: :

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)? ********************* * ********************* *

Should be able to get Should be able to get immediate answer upon immediate answer upon stopping anyone and stopping anyone and

asking,asking, “What have “What have you learned you learned

today?”today?”

““WDYT” =WDYT” = Certification of me Certification of me

as a person of as a person of importance whose importance whose opinion is valued. opinion is valued.

AcknowledgementAcknowledgement!!

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

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

—William James—William James

**“Craving,” not “wish” or “desire” or “longing”/Dale “Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, Carnegie, How to Win Friends and Influence People How to Win Friends and Influence People

(“The BIG Secret of Dealing With People”)(“The BIG Secret of Dealing With People”)

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

rarely make rarely make significant significant

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

““PeoPeopple want to be le want to be ppartart of somethinof somethingg lar largger than er than

themselvesthemselves.. They want They want to be part of something to be part of something

they’re really they’re really pproudroud of, that of, that they’ll they’ll fifigghtht forfor,, sacrifice sacrifice forfor,, trusttrust.”.”—Howard Schultz, Starbucks

Meeting PowerMeeting Power!!

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

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

Meetings = Meetings = #1#1 leadership leadership

opportunityopportunity

Meetings are Meetings are #1#1 thing thing

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

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

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

11 Mouth, Mouth,

22 Ears Ears

““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.]

Best Listeners Win …Best Listeners Win …

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

——Carolyn MarlandCarolyn Marland

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

*50% failed sales *50% failed sales

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

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

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

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

3. 3. Talking too Talking too much.much.

4. Believing that you can sell anybody anything. 4. Believing that you can sell anybody anything. 5. Overeducating the prospect when you should be selling. 5. Overeducating the prospect when you should be selling. 6. Failing to remember that salespeople are decision-6. Failing to remember that salespeople are decision-

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

notice a problem. notice a problem.

Source: Source: ForbesForbes/0503.13/0503.13

““EverEveryyoneone has a has a story to tell, if only story to tell, if only

you have the you have the patience to wait for patience to wait for it and not get in the it and not get in the

way of it.”way of it.”—Charles McCarry,—Charles McCarry,

Christopher’s GhostsChristopher’s Ghosts

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

Source: Tweet viewed @tom_petersSource: Tweet viewed @tom_peters

Suggested Suggested Core Value Core Value #1:#1: “We are Effective “We are Effective

Listeners—we treat Listening Listeners—we treat Listening EXCELLENCEEXCELLENCE as the as the Centerpiece of our Centerpiece of our

Commitment to Respect and Commitment to Respect and Engagement and Community Engagement and Community

and Growth.”and Growth.”

Listen = “Profession” =

Study = practice = evaluation =

Enterprise value

*Listening is of the*Listening is of the

utmost … utmost … strategic importance! importance!

*Listening is a proper … *Listening is a proper …

core value ! !

*Listening is … *Listening is … trainable !!

*Listening is a … *Listening is a … profession ! !

95%95%

K = R = K = R = PP

““Courtesies of a small Courtesies of a small and trivial character and trivial character are the ones which are the ones which

strike deepest in the strike deepest in the grateful and grateful and

appreciating heart.”appreciating heart.”

—Henry Clay

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 InteractionInteraction; ; 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 There is a misconception that supportive interactions require more staff or more time and are therefore more require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing hospital budget, the interactions themselves add nothing

to the budget. to the budget.

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

answering their questions costs nothing. It can be argued answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being that negative interactions—alienating patients, being

non-responsive to their needs or limiting their sense of non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or control—can be very costly. … Angry, frustrated or

frightened patients may be combative, withdrawn and frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would less cooperative—requiring far more time than it would have taken to interact with them initially in a positive have taken to interact with them initially in a positive

way.”way.”

—Putting Patients First—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Plantree Alliance) (Griffin Hospital/Derby CT; Plantree Alliance)

Kindness = Kindness = Repeat Business =Repeat Business =

Profit.Profit.

Responsiveness/Responsiveness/Apology/ Apology/

““I’m sorry!”I’m sorry!”

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

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

centercenterppieceiece of my of my work with executives who work with executives who

want to get better.”want to get better.”

——Marshall GoldsmithMarshall Goldsmith, What Got You Here Won’t Get You There: , What Got You Here Won’t Get You There: How Successful People Become Even More Successful. How Successful People Become Even More Successful.

With a new and forthcoming policy on With a new and forthcoming policy on apologies … Toro, the lawn mower folks, apologies … Toro, the lawn mower folks,

reduced the average cost of settling a claim reduced the average cost of settling a claim

fromfrom $$115,000115,000 in 1991 toin 1991 to

$$35,00035,000 in 2008 in 2008 …… and and the companthe companyy hasn’t hasn’t been to trial in the been to trial in the

last 15last 15 y yearsears!!

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

THREETHREE--MINUTEMINUTE PHONEPHONE CALLCALL WOULD WOULD

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

RUPTURE.RUPTURE.**

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

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

PROBLEM. THEPROBLEM. THE

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

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

PeoplePeople PeoplePeople PeoplePeople

PeoplePeople

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

rewarding lives …rewarding lives …

1/4,096: excellencenow.com1/4,096: 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

CORPORATE MANDATE #1 2014:CORPORATE MANDATE #1 2014: Your Your principal moral obligation as a principal moral obligation as a

leader is to develop the skillset, leader is to develop the skillset, “soft” and “hard,” of every one “soft” and “hard,” of every one

of the people in your charge of the people in your charge (temporary as well as semi-(temporary as well as semi-permanent) to the maximum permanent) to the maximum

extent of your abilities. The good extent of your abilities. The good news: news: This is also theThis is also the

#1 mid- to lon#1 mid- to longg-term-term … … p profit maximization straterofit maximization strategy!gy!

Business’ Moral Imperative:Business’ Moral Imperative:

““[INCREASE [INCREASE THE] SUM OF THE] SUM OF HUMAN WELL-HUMAN WELL-

BEING.”BEING.”Source: Source: Good BusinessGood Business, Mihaly Csikszentmihalyi, Mihaly Csikszentmihalyi

““It may sound radical, unconventional, and It may sound radical, unconventional, and bordering on being a crazy business idea. bordering on being a crazy business idea.

However—as ridiculous as it However—as ridiculous as it sounds—joy is the core belief sounds—joy is the core belief of our workplace.of our workplace. Joy is the reason Joy is the reason my company, Menlo Innovations, a customer my company, Menlo Innovations, a customer software design and development firm in Ann software design and development firm in Ann Arbor, exists. It defines what we do and how Arbor, exists. It defines what we do and how we do it. It is the single shared belief of our we do it. It is the single shared belief of our

entire team.”—entire team.”—Richard Sheridan, Richard Sheridan, Joy, Inc.: How We Built Joy, Inc.: How We Built a Workplace People Lovea Workplace People Love

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

success desuccess deppends on a ends on a comcomppananyy’s abilit’s abilityy to unleash to unleash initiative, imainitiative, imaggination and ination and ppassion of emassion of empploloyyees at all ees at all levelslevels—and this can only happen if all —and this can only happen if all those folks are connected heart and soul those folks are connected heart and soul

to their work [their ‘calling’], their to their work [their ‘calling’], their company and their mission.”company and their mission.”—John Mackey and Raj —John Mackey and Raj

Sisoda,Sisoda, Conscious Capitalism: Conscious Capitalism: Liberating the Heroic Spirit of BusinessLiberating the Heroic Spirit of Business

““The greatest satisfaction for management has come not from the The greatest satisfaction for management has come not from the financial growth of Camellia itself, but rather from having financial growth of Camellia itself, but rather from having

participated in the vast improvement in the living and working participated in the vast improvement in the living and working conditions of its employees, resulting from the investment of many conditions of its employees, resulting from the investment of many

tens of millions of pounds into the tea gardens’ infrastructure of tens of millions of pounds into the tea gardens’ infrastructure of roads, factories, hospitals, employees’ housing and amenities. … roads, factories, hospitals, employees’ housing and amenities. …

Within the Camellia Group there is a strong aesthetic dimension, an Within the Camellia Group there is a strong aesthetic dimension, an intention that it should comprise companies and assets of the intention that it should comprise companies and assets of the

highest quality, operating from inspiring offices and manufacturing highest quality, operating from inspiring offices and manufacturing in state of thein state of the

art facilities. art facilities. … … Above all, there is a deeAbove all, there is a deepp concern for the welfare of each concern for the welfare of each

emempploloyyee. This arises not onlee. This arises not onlyy from from a sense of humanita sense of humanity,y, but also from but also from the conviction that the lothe conviction that the loyyaltaltyy of a of a secure and enthusiastic emsecure and enthusiastic empploloyyeeee

will in the lon will in the longg-term -term pprove to be an rove to be an invaluable cominvaluable comppany assetany asset.”.”

——CamelliaCamellia: A Very Different Company: A Very Different Company ($600M/$160M/$100M)($600M/$160M/$100M)

““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, give great service to give great service to staff.”staff.” —Ari Weinzweig, Zingerman's

EXCELLENT EXCELLENT customer experiencecustomer experiencedepends … depends … entirely …entirely …

onon EXCELLENT EXCELLENT employee experience!employee experience!

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

customers, customers, FIRSTFIRST you you must WOW those whomust WOW those who WOW the customers!WOW the 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"

““We are a We are a

‘‘LifeLife SuccessSuccess’’ Company.”Company.”

Dave Liniger, founder, RE/MAX

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

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

because it because it ggave themave them a chance for better a chance for better liveslives.”.”—Phil Harkins & Keith Hollihan, —Phil Harkins & Keith Hollihan,

Everybody Wins Everybody Wins (the story of (the story of RE/MAXRE/MAX))

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

rarely make rarely make significant significant

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

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 enhancing the sustained everything in between—is enhancing the sustained growth and success and engagement and enthusiasm growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer.who 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.

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

actors and actresses canactors and actresses can become more than become more than thetheyy’ve ever been ’ve ever been

before,before, more than themore than they’y’ve ve dreamed of beindreamed of being.”g.”

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

““I start with the premise I start with the premise that the function of that the function of

leadership is to leadership is to

pproduce more roduce more leadersleaders, not more , not more

followers.”followers.”——Ralph NaderRalph Nader

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

Brand Brand = =

Talent.Talent.

““To be an effective To be an effective leader, you have toleader, you have to

firstfirst have a desire have a desire

and a commitment to and a commitment to helping people.”helping people.”

——Harry Rhoads, Co-founder and CEO,Harry Rhoads, Co-founder and CEO, Washington Speakers Bureau Washington Speakers Bureau

““LEADERSLEADERS

‘‘DODO’’ PEOPLE.”PEOPLE.”

““Tom, you Tom, you left out one left out one

thing …”thing …”

““Tom, you left out one Tom, you left out one

thing …thing … Leaders Leaders enenjjooyy

leadinleading!”g!”

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

Superb people Superb people developer developer

(her/his folks are (her/his folks are invariablyinvariably

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

““Among the most effective leaders I have Among the most effective leaders I have encountered and worked with in half a century, encountered and worked with in half a century, some have locked themselves into their offices some have locked themselves into their offices and others were ultra-gregarious. Some were and others were ultra-gregarious. Some were

quick and impulsive, some studied the situation quick and impulsive, some studied the situation

and took forever to come to a decision. and took forever to come to a decision. The The one and only personality trait the one and only personality trait the effective ones did have in common effective ones did have in common was something they did was something they did notnot have: have:

They had little or no ‘charisma,’ and They had little or no ‘charisma,’ and little use for the term.”little use for the term.” —Peter Drucker, in —Peter Drucker, in Susan Cain, Susan Cain,

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

““LEADERS LEADERS

‘‘DODO’’ PEOPLE. PEOPLE.

PERIOD.”PERIOD.” —Anon.—Anon.

REMEMBER:REMEMBER: You You CHOSECHOSE to to be a boss/leader. be a boss/leader.

Hence youHence you CHOSECHOSE to to devote the rest of devote the rest of your professional your professional

career tocareer to DEVELOPINGDEVELOPING

PEOPLEPEOPLE..

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 longterm success—said, in effect, it happened because he gotlongterm 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 years.predicting fashion trends in his early years.

PARC’s Bob Taylor:

“CONNOISSEUR “CONNOISSEUR OF TALENT”OF TALENT”

““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

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.”

Imagine looking back 5 Imagine looking back 5 years from now on the years from now on the prior 5 years: prior 5 years: What will What will

yyou be able to saou be able to sayy about about yyour … PEOPLE our … PEOPLE DEVELOPMENT DEVELOPMENT

SCORECARDSCORECARD? ? (What can you say about the last 5 years?)(What can you say about the last 5 years?)

The Memories The Memories That That MatterMatter

Joe J. Jones Joe J. Jones 1943 – 2013 1943 – 2013

Net WorthNet Worth

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

Hiring.Hiring.

““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’d I had a dollar to spend, I’d

spendspend 7070 cents cents getting the right person getting the right person

in the door.”in the door.”——Paul Russell, Director, Leadership and Paul Russell, Director, Leadership and

Development, GoogleDevelopment, 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

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

““I can’t tell I can’t tell yyou how ou how manmanyy times we times we ppassed assed

uupp hotshots for hotshots for gguuyys we s we thouthougght were better ht were better

ppeoeopplele … and watched our guys do a … and watched our guys do a lot better than the big names, not just in lot better than the big names, not just in

the classroom, but on the field—and, the classroom, but on the field—and, naturally, after they graduated, too. Again naturally, after they graduated, too. Again

and again, the blue chips faded out, and our and again, the blue chips faded out, and our little up-and-comers clawed their way to all-little up-and-comers clawed their way to all-

conference and All-America teams.”conference and All-America teams.”—Bo —Bo Schembechler (& John Bacon), “Recruit for Character,” Schembechler (& John Bacon), “Recruit for Character,” Bo’s Lasting LessonsBo’s Lasting Lessons

““It’s simple, really, It’s simple, really,

Tom. Hire forTom. Hire for s, s, and, and, aboveabove allall, ,

ppromoteromote for for s.”s.” —Starbucks regional manager,

on why so many smiles at Starbucks shops

Put it in the Put it in the

FORMALFORMAL criteria criteria

list. list. DAMN IT!DAMN IT!

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

QuietQuiet

““We live with a value system that I call the Extrovert Ideal—the We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the ideal self is gregarious, alpha, and omnipresent belief that the ideal self is gregarious, alpha, and

comfortable in the spotlight. The archetypal extrovert prefers action comfortable in the spotlight. The archetypal extrovert prefers action to contemplation, risk-taking to heed-taking, certainty to doubt. … We to contemplation, risk-taking to heed-taking, certainty to doubt. … We think that we value individuality, but all too often we admire one type think that we value individuality, but all too often we admire one type of individual … Introversion is now a second-class personality trait. … of individual … Introversion is now a second-class personality trait. …

The Extrovert Ideal has been documented in many The Extrovert Ideal has been documented in many studies. Talkative people, for example, are rated as studies. Talkative people, for example, are rated as smarter, better looking, more interesting, and more smarter, better looking, more interesting, and more

desirable as friends. Velocity of speech counts as well desirable as friends. Velocity of speech counts as well as volume: We rank fast talkers as more competent and as volume: We rank fast talkers as more competent and likeable than slow ones. But we make a grave mistake likeable than slow ones. But we make a grave mistake to embrace the Extrovert Ideal so unthinkingly.to embrace the Extrovert Ideal so unthinkingly. … As the … As the

science journalist Winifred Gallagher writes, ‘The glory of the science journalist Winifred Gallagher writes, ‘The glory of the disposition that stops to consider stimuli rather than rushing to disposition that stops to consider stimuli rather than rushing to

engage with them is its long association with intellectual and artistic engage with them is its long association with intellectual and artistic achievement. Neither E = mc squared or Paradise Lost was dashed off achievement. Neither E = mc squared or Paradise Lost was dashed off by a party animal.’ Even in less obviously introverted occupations, like by a party animal.’ Even in less obviously introverted occupations, like

finance, politics, and activism, some of the greatest leaps forward finance, politics, and activism, some of the greatest leaps forward were made by introverts … figures like Eleanor Roosevelt, Warren were made by introverts … figures like Eleanor Roosevelt, Warren

Buffett and Gandhi achieved what they did not in spite of but because Buffett and Gandhi achieved what they did not in spite of but because of their introversion.”of their introversion.” — —Susan Cain, Susan Cain,

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

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

Evaluation.Evaluation.

EVALUATING EVALUATING

PEOPLE = PEOPLE = #1#1

DIFFERENTIATORDIFFERENTIATORSource: Jack Welch, now Jeff Immelt onSource: Jack Welch, now Jeff Immelt on

GE’s top strategic skill ( GE’s top strategic skill (!!!!!!!!))

SelfSelf--Evaluation.Evaluation.

““To develop To develop others, start others, start

with with yyourselfourself.”.”

—Marshall Goldsmith—Marshall Goldsmith

““How can a high-level leader like _____ How can a high-level leader like _____ be so out of touch with the truth about be so out of touch with the truth about

himself? It’s more common than you himself? It’s more common than you

would imagine. 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 The problem is an acute lack of feedback [especially on people issues].”feedback [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 changing

himself.”himself.”—Leo Tolstoy—Leo Tolstoy

““The biggest The biggest problem I shallproblem I shall ever face: the ever face: the management of management of Dale Carnegie.”Dale Carnegie.”

——Dale Carnegie, diary ofDale Carnegie, diary of

11stst-Line Bosses -Line Bosses (Cadre of) = (Cadre of) =

Productivity Asset Productivity Asset

#1#1!!

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

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

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

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

same awareness?same awareness?

““People People leave leave

manamanaggersers not not companies.”companies.”

——Dave WheelerDave Wheeler

Is there Is there ONEONE “secret” “secret” to productivity and to productivity and

employee satisfaction?employee satisfaction?

YESYES!!

The Quality of your The Quality of your FULLFULL CADRECADRE of … of …1st-line Leaders.1st-line Leaders.

Training = Training = InvestmentInvestment

#1#1!!

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

training. In most training. In most businesses, it's a businesses, it's a

“ho-hum” mid-level “ho-hum” mid-level staff function.staff function.

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

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

performing arts performing arts

groups--but groups--but not for for

the average business?the average business?

Is your CTO/Chief Training Officer your top paid “C-level” Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?job (other than CEO/COO)?If not, why not?If not, why not?

Are your top trainers paid as much as your top Are your top trainers paid as much as your top marketers and engineers?marketers and engineers?If not, why not?If not, why not?

Are your training courses so good they make you giggle Are your training courses so good they make you giggle and tingle?and tingle?If not, why not?If not, why not?

Randomly stop an employee in the hall: Can she/he Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the meticulously describe her/his development plan for the next 12 months?next 12 months?If not, why not?If not, why not?

Why is your world of business any different than the Why is your world of business any different than the (competitive) world of rugby, football, opera, theater, (competitive) world of rugby, football, opera, theater, the military?the military?If “people/talent first” and hyper-intense continuous training are If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you? laughably obviously for them, why not you?

Gamblin’ ManGamblin’ Man

Bet:Bet: >> 5 of 10 CEOs see training >> 5 of 10 CEOs see training as expense rather than as expense rather than investment.investment.Bet:Bet: >> 5 of 10 CEOs see training >> 5 of 10 CEOs see training as defense rather than offense.as defense rather than offense.Bet:Bet: >> 5 of 10 CEOs see training >> 5 of 10 CEOs see training as “necessary evil” rather than as “necessary evil” rather than “strategic opportunity.”“strategic opportunity.”Bet:Bet: >> 8 of 10 CEOs, in 45-min >> 8 of 10 CEOs, in 45-min “tour d’horizon” of their “tour d’horizon” of their business, would not mention business, would not mention training.training.

Addenda: Addenda: The Mauritius DoctrineThe Mauritius Doctrine

On 16 April 2014, I spoke to 1,300 SME chiefs in Mauritius at a conference On 16 April 2014, I spoke to 1,300 SME chiefs in Mauritius at a conference organized by The National Productivity and Competitiveness Council, and organized by The National Productivity and Competitiveness Council, and

that included the Vice Prime Minister. I upped the stridency of my tone relativethat included the Vice Prime Minister. I upped the stridency of my tone relative not not to government actions—but relative to business’ obligation to develop itsto government actions—but relative to business’ obligation to develop its

work force. Moreover, I asserted this was as true for a 6-person businesswork force. Moreover, I asserted this was as true for a 6-person business as for a 6,000-person outfit. Yes … wee companies can (and ought) as for a 6,000-person outfit. Yes … wee companies can (and ought)

become “training/development maniacs.” become “training/development maniacs.”

Honing my new/uncompromising message:Honing my new/uncompromising message: Especially in uncertain Especially in uncertain times which are sapping global employment security, it times which are sapping global employment security, it is the … is the … foremostforemost moralmoral resrespponsibilitonsibility … of businesses y … of businesses

to abet the radical development of their employees.to abet the radical development of their employees.

National productivity improvement is less about a few giants than National productivity improvement is less about a few giants than about incremental efforts by the great mass of small businesses.about incremental efforts by the great mass of small businesses.

My training (& development) message in general is extreme. My training (& development) message in general is extreme. But the But the truly radical notion is that “training & development truly radical notion is that “training & development

maniacs” applies to the 5-person enterprise as much as maniacs” applies to the 5-person enterprise as much as it does to the giant.it does to the giant.

Skill Skill DevelopmentDevelopment

(Doesn’t Grow on Trees)(Doesn’t Grow on Trees)

6/2/36/2/3**

*It takes Jerry Seinfeld *It takes Jerry Seinfeld SIX SIX MONTHSMONTHS to develop to develop

TWO TWO oror THREE THREE MINUTESMINUTES of new material of new material (documentary: (documentary: ComedianComedian))

Innovation:Innovation:WTTMSW WTTMSW

Plus …Plus …

11/48/48(No kidding)(No kidding)

Lesson48:Lesson48: WTTMSWTTMS

WW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFWINSWINS

Excellence82: The Bedrock “EiExcellence82: The Bedrock “Eigght Basics”ht Basics”

1. 1. A Bias for A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. 3. AutonomAutonomy and y 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 PropertiesProperties

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)

““We made mistakes, of course. Most of them were omissions We made mistakes, of course. Most of them were omissions

we didn’t think of when we initially wrote the software. we didn’t think of when we initially wrote the software. We We fixed them bfixed them byy doin doingg it over and over, it over and over, aaggain and aain and aggainain.. 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 make the their thumbs trying to make the design perfect, we’re already on prototype versiondesign perfect, we’re already on prototype version

##55.. By the time our rivals are ready with wires By the time our rivals are ready with wires

and screws, we are on version and screws, we are on version ##1010.. It It

ggets back to ets back to pplanninlanningg versus actin versus acting: g: We We act from day oneact from day one; ; others others pplan how tolan how to pplanlan——for monthsfor months.”.” —Bloomberg by Bloomberg—Bloomberg by Bloomberg

““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 HAVE A WE HAVE A ‘STRATEGIC ‘STRATEGIC PLAN.’ IT’S PLAN.’ IT’S

CALLED CALLED DOING DOING THINGSTHINGS.”.”— Herb Kelleher

““FAIL.FAIL. FORWARD. FORWARD.

FAST.”FAST.”—High Tech CEO, Pennsylvania

WTTMSWTTMSASTMSUTFASTMSUTFWW

WTTMSWTTMSASTMSUTFASTMSUTFWW

WHOEVERWHOEVERTRIESTRIESTHETHEMOSTMOSTSTUFFSTUFFANDANDSCREWS SCREWS THE THE MOST MOST STUFF STUFF UPUP THETHEFASTESTFASTESTWINSWINS

We Are We Are WhatWhat

We Eat We Eat

““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’ ” ”

WEWE ARE ARE THE THE COMPANYCOMPANY WE KEEP!WE KEEP!

MANAGEMANAGE IT! IT!

““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

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

Mike Bloomberg:Mike Bloomberg:

““Curiosity.”Curiosity.”

The Perils of The Perils of NormalcyNormalcy

““Normal” =Normal” = “0 “0 forfor 800” 800”

*There are … *There are … ZEROZERO … “normal people” in the history books. … “normal people” in the history books.

InnovateInnovate or Die: or Die:

Measure It!Measure It!

Innovation IndexInnovation Index:: How many of your Top 5Top 5

Strategic Initiatives/Key Projects score 88 or or higherhigher [out of 10] on a

“Weird”“Weird”//“Profound”“Profound”/ / “Wow”“Wow”//“Game-“Game-

changer”changer” Scale? (At least 3???)

Some Some Value Added Value Added StrategiesStrategies

TGRs:TGRs:LBTsLBTs

LITTLE =LITTLE =

BIGBIG

Big carts =Big carts =

1.5X1.5XSource: WalmartSource: Walmart

2X:2X: “When Friedman“When Friedman

slisligghtlhtly y curvedcurved the right angle of the right angle of

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

change in pedestrians’ behavior’—the change in pedestrians’ behavior’—the percentage who entered increased percentage who entered increased

from from oneone--thirdthird to nearly to nearly twotwo--thirdsthirds.”.”

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

Machine GamblingMachine Gambling

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

+45%+45% revenue revenue Source:Source: “Effects of Ambient Odors on Slot-Machine Useage in Las Vegas “Effects of Ambient Odors on Slot-Machine Useage in Las Vegas

Casinos,” reported inCasinos,” reported in Natasha Dow Schull, Natasha Dow Schull, Addiction By Design: Addiction By Design: Machine Gambling in Las Vegas Machine Gambling in Las Vegas (66% revenue, 85% profit)(66% revenue, 85% profit)

<TG<TGWandand … …

>TG>TGRR[Things Gone [Things Gone WRONG-Things Gone -Things Gone RIGHTRIGHT]]

TGRs:TGRs:8/808/80

CustomersCustomers describing their service describing their service

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

the service experience they provide the service experience they provide asas

“ “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?

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

““May I clean May I clean your glasses, your glasses,

sir?”sir?”

““Let me help Let me help you down you down

the jetway.”the jetway.”

It It BEGINSBEGINS (and (and ENDSENDS) )

in the …in the …

PARKINGPARKING LOTLOT**

*Disney*Disney

TGRTGRSS..MANAGEMANAGE ’EM. ’EM.

MEASUREMEASURE ’EM. ’EM.***I use “manage-measure” a lot. Translation: These are*I use “manage-measure” a lot. Translation: These are

not “soft” ideas; they are exceedingly important things not “soft” ideas; they are exceedingly important things that can be managed—AND measured. that can be managed—AND measured.

““ExExpperienceseriences are as distinct are as distinct from servicesfrom services

as services are as services are from goods.”from goods.”

—Joe Pine & Jim Gilmore, —Joe Pine & Jim Gilmore, The Experience Economy: The Experience Economy: Work Is Theatre & Every Business a StageWork Is Theatre & Every Business a Stage

DESIGNDESIGN!!

Design Design RulesRules!!

APPLEAPPLE market cap market cap > Exxon Mobil* > Exxon Mobil*

*August 2011*August 2011

““Design is Design is

treated like treated like a relia religgionion at at

BMW.”BMW.”—Fortune—Fortune

E.g. …E.g. …

2014: 2014: ZEROZERO excuse for non-excuse for non-

excellent website!excellent website!

DESIGN =DESIGN =THE THE LASTLAST

WORDWORD!!

HHypypothesisothesis: Men : Men

CANNOTCANNOT design for women’s design for women’s

needsneeds!!??!!??

“… “… this will this will be the be the

woman’s woman’s century …”century …”

““I speak to you with a feminine voice.I speak to you with a feminine voice. It’s the voice of democracy, of equality. It’s the voice of democracy, of equality.

I am certain, ladies and gentlemen,I am certain, ladies and gentlemen, that that this will be this will be

the woman’s the woman’s centurcentury.y. In the Portuguese language, In the Portuguese language,

words such as life, soul, and hope are of the feminine words such as life, soul, and hope are of the feminine

gender, as are other words like courage and sincerity.”gender, as are other words like courage and sincerity.”

——President Dilma Rousseff of BrazilPresident Dilma Rousseff of Brazil, 1st woman to, 1st woman to keynote the United Nations General Assembly (2011)keynote the United Nations General Assembly (2011)

““Research Research suggests that to suggests that to succeed, start by succeed, start by

promoting promoting women.”women.” —Nicholas Kristof, “Twitter, Women, and —Nicholas Kristof, “Twitter, Women, and

Power,” Power,” NYTimesNYTimes, 1024.13, 1024.13

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

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

WOMENWOMEN.”.”

Source: Headline, Economist

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

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

$28 trillion$28 trillion in the next five years. in the next five years.

Their $13 trillion in total yearly earnings could reach $18 trillion in the Their $13 trillion in total yearly earnings could reach $18 trillion in the same period.same period. In aggregate, women represent a growth market bigger than China and India combined—more In aggregate, women represent a growth market bigger than China and India combined—more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer.

And yet many companies do just that—even ones that are confidant that they have a winning strategy when it And yet many companies do just that—even ones that are confidant that they have a winning strategy when it comes to women. Consider Dell’s …”comes to women. Consider Dell’s …”

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

““Women areWomen are THETHE majority majority

market”market” —Fara Warner/—Fara Warner/The Power of the PurseThe Power of the Purse

Women as Decision Makers/Various sourcesWomen as Decision Makers/Various sources

Home Furnishings … Home Furnishings … 94%94%Vacations … Vacations … 92%92% (Adventure Travel … 70%/ $55B travel equipment)(Adventure Travel … 70%/ $55B travel equipment)

Houses … Houses … 91%91%D.I.Y. D.I.Y. (major “home projects”)(major “home projects”) … … 80%80%

Consumer Electronics … Consumer Electronics … 51%51% (66% home computers)(66% home computers)

Cars … Cars … 68%68% (influence (influence 90%90%))

AllAll consumerconsumer p purchasesurchases … … 83%83% **

Bank Account … Bank Account … 89%89%Household investment decisions … Household investment decisions … 67%67%Small business loans/biz starts … Small business loans/biz starts … 70%70%

Health Care … Health Care … 80%80%*In the USA women hold *In the USA women hold >50%>50% managerial positions including managerial positions including >50%>50% purchasing officer purchasing officer positions positions; hence women also make the majority of ; hence women also make the majority of commercialcommercial purchasing decisions. purchasing decisions.

““War has broken out over War has broken out over your home-improvement your home-improvement

dollar, and Lowe’s has dollar, and Lowe’s has superpower Home Depot superpower Home Depot

on the defensive. It’s on the defensive. It’s not-so-secret ploy: not-so-secret ploy:

Lure womenLure women.”.”——

Forbes.comForbes.com

““The The MOST MOST SIGNIFICANT SIGNIFICANT

VARIABLEVARIABLE inin EVERYEVERY sales situation is thesales situation is the

GENDERGENDER of the buyer, and of the buyer, and more importantly, how the more importantly, how the

salesperson communicates to salesperson communicates to the buyer’s gender.”the buyer’s gender.”

—Jeffery Tobias Halter, Selling to Men, Selling to Women

The Perfect Answer

Jill and Jack buy slacks in black…

2.62.6 vs.vs. 2121

Sales/Aftersales ProcessSales/Aftersales Process

1. Kick-off – 1. Kick-off – womenwomen2. Research – 2. Research – womenwomen3. Purchase – 3. Purchase – men4. Ownership – 4. Ownership – womenwomen5. Word-of-mouth – 5. Word-of-mouth – womenwomen

Source: Marti BarlettaSource: Marti Barletta

Women RULEWomen RULE!!

““Research suggests thatResearch suggests that to succeed, start by to succeed, start by promoting women.”promoting women.”

““McKinsey & Company found that the international McKinsey & Company found that the international companies with more women on their corporatecompanies with more women on their corporate

boards boards far outperformedfar outperformed the average company the average company in return on equity and other measures. Operating profit in return on equity and other measures. Operating profit

was was 56%56% higher.”higher.”

Source: Nicholas Kristof, “Twitter, Women, and Power,” Source: Nicholas Kristof, “Twitter, Women, and Power,” NYTimesNYTimes, 1024.13, 1024.13

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find that New Studies find that

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

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

Women’s Strengths Match New Women’s Strengths Match New Economy ImperativesEconomy Imperatives:: Link [rather than Link [rather than

rank] workers; rank] workers; favor interactive-favor interactive-collaborative leadership style collaborative leadership style

[empowerment beats top-down decision [empowerment beats top-down decision making];making]; sustain fruitful collaborations; sustain fruitful collaborations;

comfortable with sharing information; comfortable with sharing information; see see redistribution of power as victory, not redistribution of power as victory, not

surrendersurrender; favor multi-dimensional ; favor multi-dimensional feedback; feedback; value technical & interpersonal value technical & interpersonal

skills, individual & group contributions skills, individual & group contributions equally;equally; readily accept ambiguity; readily accept ambiguity; honor honor intuition as well as pure “rationality”;intuition as well as pure “rationality”; inherently flexible; inherently flexible; appreciate cultural appreciate cultural

diversitydiversity..

Source: Judy B. Rosener, Source: Judy B. Rosener, America’s Competitive Secret: Women ManagersAmerica’s Competitive Secret: Women Managers

Women’s NeWomen’s Neggotiatinotiatingg Stren Strenggthsths

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

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

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

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

Portrait of a Female InvestorPortrait of a Female Investor

1. Trade less than men do1. Trade less than men do2. Exhibit less overconfidence—more likely to know2. Exhibit less overconfidence—more likely to know what they don’t know what they don’t know3. Shun risk more than male investors do3. Shun risk more than male investors do4. Less optimistic, more realistic than their male4. Less optimistic, more realistic than their male counterparts counterparts5. Put in more time and effort researching possible5. Put in more time and effort researching possible investments—consider details and alternate points investments—consider details and alternate points of view of view6. More immune to peer pressure—tend to make6. More immune to peer pressure—tend to make decisions the same way regardless of who’s watching decisions the same way regardless of who’s watching7. Learn from their mistakes7. Learn from their mistakes8. Have less testosterone than men do, making them8. Have less testosterone than men do, making them less willing to take extreme risks, which, in turn, less willing to take extreme risks, which, in turn, could lead to less extreme market cycles could lead to less extreme market cycles

Source: Source: Warren Buffett Invests Like a Girl: And Why YouWarren Buffett Invests Like a Girl: And Why YouShould TooShould Too, Louann Lofton, Chapter 2, “The Science Behind the Girl”, Louann Lofton, Chapter 2, “The Science Behind the Girl”

WeWe (old farts like me)(old farts like me) Got Got

the the $$$$$$$$$$$$

1/8/201/8/20

Date: 1/1/11Date: 1/1/11Activity: USA BoomersActivity: USA Boomers start turning 65 start turning 65Rate: Rate: 1 EVERY 1 EVERY 88 SECONDSSECONDSDuration: Duration: 2020 YEARSYEARSImpacted: EVERYTHINGImpacted: EVERYTHING

>50@5>50@500

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!““PEOPLE TURNING 50 PEOPLE TURNING 50

TODAY HAVE TODAY HAVE MORE MORE THANTHAN HALFHALF OF OF

THEIR ADULT LIFE THEIR ADULT LIFE AHEAD OF THEM.”AHEAD OF THEM.” —BILL

NOVELLI, 50+: IGNITING A REVOLUTION TO REINVENT AMERICA

7/137/13

Average # of cars purchased per Average # of cars purchased per

household, “lifetime”: household, “lifetime”: 1313Average # of cars bought per household Average # of cars bought per household after the “head of household” reachesafter the “head of household” reaches

age 50: age 50: 77Source: Marti Barletta, Source: Marti Barletta, PrimeTime WomenPrimeTime Women

47X47X

““In 2009, households headed by In 2009, households headed by adults ages 65 and older ... had adults ages 65 and older ... had

4747 timestimes as much as much

net wealth as the typical net wealth as the typical household headed by someone household headed by someone under 35 years of age. In 1984, under 35 years of age. In 1984, this had been a less lopsided this had been a less lopsided

10-to-1 ratio.”10-to-1 ratio.”

Source: Pew Research/10.11Source: Pew Research/10.11

44-6544-65:: “NEW “NEW CUSTOMER CUSTOMER MAJORITY”MAJORITY”

Source: Source: Ageless MarketingAgeless Marketing, David Wolfe & Robert Snyder, David Wolfe & Robert Snyder

““BABY-BOOMER BABY-BOOMER WOMENWOMEN:: TheThe Sweetest of Sweetest of

Sweet Spots for Sweet Spots for Marketers”Marketers”

—David Wolfe and Robert Snyder, —David Wolfe and Robert Snyder, Ageless MarketingAgeless Marketing

““Success” Success” >>>> “Satisfaction”“Satisfaction”

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

Huge:Huge: “Customer “Customer

SatisfactionSatisfaction with with product/Service” product/Service”

to to

“CUSTOMER “CUSTOMER SUCCESSSUCCESS””

UUPPSS toto

UPUPSS

““Big Brown’s New Bag: UPS Aims Big Brown’s New Bag: UPS Aims to Be the Traffic Manager for to Be the Traffic Manager for Corporate America”Corporate America” —Headline/—Headline/BWBW

“UPS wants to take over the sweet “UPS wants to take over the sweet spot in the endless loop of goods, spot in the endless loop of goods,

information and capital that all the information and capital that all the packages packages [it moves][it moves] represent.” represent.” —ecompany.com —ecompany.com

“It’s all about “It’s all about solutionssolutions. We . We work with customers on creating work with customers on creating

and running better, stronger, and running better, stronger, cheaper supply chains.”cheaper supply chains.” —Bob Stoffel, UPS —Bob Stoffel, UPS

senior exec senior exec

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

How How SchlumberSchlumberggerer Is Rewriting the Rules of the Is Rewriting the Rules of the

Energy Game.”:Energy Game.”: “IPM [Integrated “IPM [Integrated Project Management] strays from Project 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, January 2008 cover story, January 2008

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.”

““Rolls-RoyceRolls-Royce now now

earns earns moremore from tasks from tasks such as managing such as managing

clients’ overall clients’ overall procurement strategies procurement strategies

and maintaining and maintaining aerospace engines it aerospace engines it

sells than it does from sells than it does from making them.”making them.”

——EconomistEconomist

I. LAN Installation Co. (3%)

II. Geek Squad. (30%.)

III. Acquired by Best Buy.

IV. FLAGSHIP OF BEST BUYFLAGSHIP OF BEST BUY WHOLESALE “SOLUTIONS” WHOLESALE “SOLUTIONS” STRATEGY MAKEOVER. STRATEGY MAKEOVER.

Era #1/Obvious ValueEra #1/Obvious Value: “Our ‘it’ works, : “Our ‘it’ works, is delivered on time” (“Close”)is delivered on time” (“Close”)

Era #2/Augmented ValueEra #2/Augmented Value: : “How our “How our ‘it’ can add value—a ‘useful it’” ‘it’ can add value—a ‘useful it’”

(“Solve”)(“Solve”)

Era #3/Complex Value NetworksEra #3/Complex Value Networks: : “How “How our ‘system’ can change you and our ‘system’ can change you and

deliver deliver ‘BUSINESS ADVANTAGE’‘BUSINESS ADVANTAGE’”” (“Culture-Strategic change”)(“Culture-Strategic change”)

Source: Jeff Thull, Source: Jeff Thull, The Prime Solution: Close the Value Gap,The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale Increase Margins, and Win the Complex Sale

14,00014,00020,00020,000

3030

2014: Waaaaay Different Ways to Skin a Cat2014: Waaaaay Different Ways to Skin a Cat

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

3030/Craigslist/Craigslist

HOTHOT

LanguageLanguage

““INSANELY GREAT”INSANELY GREAT”STEVE JOBSSTEVE JOBS

“RADICALLY THRILLING” “RADICALLY THRILLING” BMW

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!!

“The reasonable man adapts The reasonable man adapts himself to the world. The himself to the world. The

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

to himself. Therefore, all to himself. Therefore, all progress depends upon the progress depends upon the unreasonable man.”unreasonable man.” —GB Shaw,

Man and Superman: The Revolutionists' Handbook

The greatest dangerThe greatest dangerfor most of usfor most of us

is not that our aim isis not that our aim istoo hightoo high

and we miss it,and we miss it,but that it isbut that it is

too lowtoo lowand we reach it.and we reach it.

Michelangelo

““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

““Astonish me!”Astonish me!” ——Sergei Diaghlev, to a lead dancerSergei Diaghlev, to a lead dancer

““Build something great!”Build something great!” —Hiroshi Yamauchi/CEO Nintendo, to a game —Hiroshi Yamauchi/CEO Nintendo, to a game designerdesigner

“Make it immortal!”“Make it immortal!” —David Ogilvy, to an ad copywriter—David Ogilvy, to an ad copywriter

““Raise your sights!Raise your sights!Blaze new trails!Blaze new trails!Compete with the immortals!”Compete with the immortals!”——David Ogilvy, on Ogilvy & Mather’s corporate cultureDavid Ogilvy, on Ogilvy & Mather’s corporate culture

““Wanted by Ogilvy & Mather International: Wanted by Ogilvy & Mather International: Trumpeter Swans”Trumpeter Swans” —David Ogilvy—David Ogilvy

““Every project starts with the same question: ‘How can Every project starts with the same question: ‘How can we do what has never been done before?’”we do what has never been done before?’” —Stuart Hornery, Lend —Stuart Hornery, Lend LeaseLease

““Let us create such a building that future generations will Let us create such a building that future generations will take us for … lunatics.”take us for … lunatics.” —church hierarchs at Seville—church hierarchs at Seville

““You can’t behave in a calm, rational manner. You’ve got You can’t behave in a calm, rational manner. You’ve got to be out on the … lunatic fringe.”to be out on the … lunatic fringe.” —Jack Welch—Jack Welch

Note: Note: TWOTWO Americans; Americans; EIGHTEIGHT non-Americans (Scotsman, 2 Japanese, Australian, Russian, German, Spaniard, Kiwi) non-Americans (Scotsman, 2 Japanese, Australian, Russian, German, Spaniard, Kiwi)

ExcellenceExcellence!!

EXCELLENCE is EXCELLENCE is notnot an “aspiration.”an “aspiration.”

EXCELLENCE is … EXCELLENCE is … THE THE NEXTNEXT FIVE FIVE

MINUTESMINUTES..

(Or (Or NOTNOT.).)

EXCELLENCE.EXCELLENCE. Always. Always. If notIf not EXCELLENCE,EXCELLENCE,

what?what?If notIf not EXCELLENCEEXCELLENCE now, now,

when?when?

THE RED CARPET STORE

Documents

Transcript of THE RED CARPET STORE