Tom Peters’ EXCELLENCE. ALWAYS. Riyadh/15 November 2008.

Tom Peters’ Tom Peters’

EXCELLENEXCELLENCE.CE.

ALWAYS. ALWAYS.Riyadh/15 November 2008Riyadh/15 November 2008

NOTENOTE:: To appreciateTo appreciate this presentation this presentation [and ensure [and ensure

that it is not a that it is not a messmess],], you need you need Microsoft fonts:Microsoft fonts:

“Showcard Gothic,”“Showcard Gothic,” “Ravie,”“Ravie,” “Chiller”“Chiller”

andand “Verdana”“Verdana”

Slides at …Slides at …

tompeters.comtompeters.com

Context.Context.excellence.excellence.

EXCELLENEXCELLENCE.CE.

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

““Insanely great”Insanely great” Steve Jobs

““Radically thrilling”Radically thrilling” BMW

00 for for 800800

Context.Context.This I This I

believe.believe.

5K5K//5M5M

5,000 miles 5,000 miles for a 5-minute for a 5-minute

face-toface-to-face meeting -face meeting

1/401/40

““We have a We have a ‘strategic plan.’ ‘strategic plan.’ It’s called It’s called doing doing thingsthings.”.” — Herb Kelleher

““FAIL, FAIL FAIL, FAIL AGAIN. FAIL AGAIN. FAIL BETTER.”BETTER.”

—Samuel Beckett

4/404/40

DECENTRALIZATIONDECENTRALIZATION..

EXECUTION.EXECUTION.ACCOUTABILITY.ACCOUTABILITY.

66:15A.M. :15A.M.

““Execution Execution isis strategy.”strategy.”

—Fred Malek—Fred Malek

““almost inhuman almost inhuman disinterestedness disinterestedness in … strategy”in … strategy” —Josiah —Josiah

Bunting on Bunting on U.S. GrantU.S. Grant (from (from Ulysses S. Ulysses S. GrantGrant))

RelentlessRelentless:: “One of “One of

my superstitions had always been my superstitions had always been when I started to go anywhere or when I started to go anywhere or

to do anything,to do anything, notnot to to turnturn backback ,, or stop, or stop,

until the thing intended was until the thing intended was accomplished.”accomplished.” —Grant

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!!

Sir Richard’s RulesSir Richard’s Rules::

Follow your pFollow your passionsassions..Keep it Keep it simplesimple..

Get the Get the bestbest p peoeopplele to help to help you.you.

ReRe--createcreate yourself. yourself.PlaPlay.y.

Source: Source: Fortune Fortune on Bransonon Branson

Context.Context.This I This I

believe II.believe II.

L(+21) = L(-L(+21) = L(-21)21)

Leadership(21A.D.) = Leadership(21A.D.) = Leadership(21B.C.)Leadership(21B.C.)

Context.Context.BLACK BLACK

SWANS.SWANS.

The Black The Black Swan has Swan has landed!landed!

The The Black Swan 44: Tactical RulesTactical Rules for Survival for Survival (and success)(and success)

in Looney timesin Looney times

““I [will] not accept the I [will] not accept the explanation of a recession explanation of a recession negatively effecting the negatively effecting the

[new] business. [new] business. There are There are still still ppeoeopple travelinle travelingg. We . We jjust ust have to have to gget them to staet them to stayy in in our hotelour hotel.”.” —Horst Schulze, former president of Ritz —Horst Schulze, former president of Ritz

Carlton, on his new luxury hotel chain, Capella, from Prestige (06.08)Carlton, on his new luxury hotel chain, Capella, from Prestige (06.08)

Black Swan Tactical RulesBlack Swan Tactical Rules

1. K.I.S.S.1. K.I.S.S.2. Hammer on the basics.2. Hammer on the basics.3. Focus on us, not the competition.3. Focus on us, not the competition.4. Puzzle-solving: How to turn this4. Puzzle-solving: How to turn this into an opportunity.into an opportunity.5. MBWA/X.5. MBWA/X.6. MBWA/I.6. MBWA/I.7. MBWA/Vendors.7. MBWA/Vendors.8. Waaaaay over-communicate!!!!!!8. Waaaaay over-communicate!!!!!! (With (With everyoneeveryone—start with your—start with your banker.)banker.)


9. All work is team work.9. All work is team work.10. Transparency.10. Transparency. 11. Work the phones.11. Work the phones.12. Perception of fairness.12. Perception of fairness.13. Share the pain.13. Share the pain.14. Decency!!!!!!!14. Decency!!!!!!!15. Grace!!15. Grace!!16. “Thank you.”16. “Thank you.”17. Control your impatience—17. Control your impatience— no temper tantrums.no temper tantrums.18. Constant attitude checks—18. Constant attitude checks—youyou..


19. Dress for success.19. Dress for success.20. Avoid burnout/you, the team,20. Avoid burnout/you, the team, the entire organization.the entire organization.21. 21. Re-emphasize the companyRe-emphasize the company values-philosophy.values-philosophy. (Now, (Now, more than ever.)more than ever.)22. Quality!!!!!! (Now, more than 22. Quality!!!!!! (Now, more than ever.)ever.)23. No corner cutting. (Now, more23. No corner cutting. (Now, more than ever.)than ever.)24. Constant reviews/War room.24. Constant reviews/War room.25. Celebration of small wins.25. Celebration of small wins.


26. 26. People FirstPeople First/HR is King./HR is King.27. Help people with personal27. Help people with personal financial management.financial management.28. Be generous to those who are28. Be generous to those who are let go—e.g. healthcare benefits.let go—e.g. healthcare benefits.29. Don’t over-analyze.29. Don’t over-analyze.30. Don’t under-analyze.30. Don’t under-analyze.31. Cuts all at once—if possible.31. Cuts all at once—if possible.32. Cuts explained in great detail.32. Cuts explained in great detail.33. Quantitative calendar33. Quantitative calendar management—focus on “to management—focus on “to don’ts.”don’ts.”

Container store: Container store:

2x2x training$$ training$$

$$


34. 34. IncreaseIncrease customer-service customer-service training.training.35. In general, minimize training 35. In general, minimize training cuts.cuts.36. Be(very)ware R&D cuts; R&D36. Be(very)ware R&D cuts; R&D quick pay SWAT teams.quick pay SWAT teams.37. Beware such things as sales37. Beware such things as sales travel cuts, ad cuts.travel cuts, ad cuts.38. “Across the board” = Dumb.38. “Across the board” = Dumb.39. Is this a time to over-invest if 39. Is this a time to over-invest if cash is at hand? (E.g., distressedcash is at hand? (E.g., distressed innovative start-ups?)innovative start-ups?)


40. Stealth work on the likes of 40. Stealth work on the likes of XF communication.XF communication.41. This could last a long time—41. This could last a long time— LT prep is necessary LT prep is necessary nownow..42. Prepare/Be prepared for 42. Prepare/Be prepared for moremore Black Swans.Black Swans.

43. 43. ExcellenceExcellence.. (Now, (Now, more than ever.)more than ever.)(44. Remember all this in(44. Remember all this in peacetime—Chuck Knight’speacetime—Chuck Knight’s legacy.)legacy.)

Context.Context.Organizations Organizations exist to serve.exist to serve.

Organizations Organizations existexist to to serveserve. Period.. Period.

Leaders Leaders live live toto serveserve. Period.. Period.

Why in Why in the the World did World did youyou go to go to SiberiaSiberia??

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

concerted humanconcerted human potential in the potential in the wholeheartedwholehearted serviceservice of others of others.****Employees, Customers, Suppliers, Communities, Owners, Temporary partners**Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Organizations exist to serve. Period.Organizations exist to serve. Period.Leaders live to serve. Period.Leaders live to serve. Period.

Passionate servant leaders, determined to create a Passionate servant leaders, determined to create a legacy of earthshaking transformation in their domainlegacy of earthshaking transformation in their domain create/must create/must necessarilynecessarily create organizations which create organizations which

are …are … no less than “Cathedrals”no less than “Cathedrals” in which the full and in which the full and

awesome power of the awesome power of the ImaginationImagination

and Spirit and native and Spirit and native Entrepreneurial flairEntrepreneurial flair of of diverse individualsdiverse individuals is is

unleashedunleashed … … In passionate pursuit of jointly In passionate pursuit of jointly perceived soaring purposeperceived soaring purpose and personal and and personal and

community and client service Excellence. community and client service Excellence.

"We all start out in life loving our fathers and mothers "We all start out in life loving our fathers and mothers above everything else in the world, but that does not close above everything else in the world, but that does not close the doors of love. That prepares us to love our wives and the doors of love. That prepares us to love our wives and husbands and children and friends and to cooperate with husbands and children and friends and to cooperate with and show respect to all worthy individuals with whom we and show respect to all worthy individuals with whom we come in contact or have an opportunity to reach in other come in contact or have an opportunity to reach in other ways. We must apply that to nations and to other ways. We must apply that to nations and to other businesses. businesses.

"We in IBM must not confine our thoughts just to IBM. We "We in IBM must not confine our thoughts just to IBM. We must extend our cooperation to all other businesses whether must extend our cooperation to all other businesses whether we do business with them or not. We are one cog in the we do business with them or not. We are one cog in the industrial wheel. industrial wheel.

"Then as citizens we must extend our respect to all worthy "Then as citizens we must extend our respect to all worthy people in all nations. We are moving along in troublesome people in all nations. We are moving along in troublesome times, but the love of these various things of which I have times, but the love of these various things of which I have spoken and of the people in whom we are interested is going spoken and of the people in whom we are interested is going to be the great force which will make us all appreciate the to be the great force which will make us all appreciate the spiritual values which constitute the only solid foundation on spiritual values which constitute the only solid foundation on which we can build." which we can build."

Thomas J. Watson, Sr. address to IBM Sales and Service Thomas J. Watson, Sr. address to IBM Sales and Service Class 525 and Customer Engineers Class 528, Class 525 and Customer Engineers Class 528, IBM Country Club, Endicott, NY, IBM Country Club, Endicott, NY, October 30, 1941October 30, 1941

CauseCause (worthy of commitment)(worthy of commitment)

SpaceSpace (room for/encouragement(room for/encouragement

for initiative) for initiative)

DecencyDecency (respect, (respect,

humane)humane)

CauseCause (worthy of commitment)(worthy of commitment)

SpaceSpace (room for/encouragement for initiative-(room for/encouragement for initiative-

adventures) adventures)

DecencyDecency (respect, grace, integrity, humane)(respect, grace, integrity, humane)

serviceservice (worthy of our clients’ & extended (worthy of our clients’ & extended

family’s continuing custom) family’s continuing custom)

excellenceexcellence (period) (period)

servant servant leadership leadership

Cause.Cause.

Space.Space.

Decency.Decency.

Service.Service.Excellence.Excellence.

servant leadership. servant leadership.

““Leaders Leaders

‘‘SERVESERVE’’ people. people.

Period.”Period.” (inspired by Robert Greenleaf)

““I have always I have always believed that the believed that the

purpose of the purpose of the corporation is to be corporation is to be

a blessing to the a blessing to the employees.”employees.” —Boyd Clarke—Boyd Clarke

(Boyd was the president of the Tom Peters (Boyd was the president of the Tom Peters Company for several years until his untimelyCompany for several years until his untimely

death, at age 51, in 2006) death, at age 51, in 2006)

Context.Context.Business as Business as usual. alas.usual. alas.

“Ninety percent of what we call

‘management’ consists of making it difficult for people to

get things done.” – Peter Drucker– Peter Drucker

““It suddenly It suddenly occurred to me …occurred to me …

““It suddenly occurred to me …It suddenly occurred to me … that in that in the space of two the space of two or three hours he or three hours he

nevernever talked talked about cars.”about cars.” —Les Wexner—Les Wexner

““Tom, let me tell you the Tom, let me tell you the definition of a good lending definition of a good lending

officer. After church on officer. After church on Sunday, on the way home Sunday, on the way home with his family, he takes a with his family, he takes a little detour to drive by the little detour to drive by the factory he just lent money factory he just lent money

to. Doesn’t go in or any such to. Doesn’t go in or any such thing, just drives by and thing, just drives by and

takes a look.”takes a look.”

Context.Context.Business as Business as

ununusual.usual.

4 November 2008. 4 November 2008. the unlikely electionthe unlikely election of barack obama. of barack obama. In part: In part: a victory a victory for “management for “management

excellenceexcellence.”.”

**Internet mastery. Internet mastery. (#(#ss. “Movement. $$$$. Political agility.). “Movement. $$$$. Political agility.)

**Field organization.Field organization.**Discipline. Discipline.

Context.Context.Let’s get Let’s get

something something straight.straight.

““I am often asked by would-I am often asked by would-be entrepreneurs seeking be entrepreneurs seeking

escape from life within huge escape from life within huge corporate structures, ‘How corporate structures, ‘How do I build a small firm for do I build a small firm for

myself?’ The answer seems myself?’ The answer seems obviousobvious … …

Source: Paul Ormerod, Source: Paul Ormerod, Why Most Things Fail: Why Most Things Fail: Evolution, Extinction and EconomicsEvolution, 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: Buy a Buy a very large one very large one and just waitand just wait.”.”

—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. They They

found that found that nonenone of the long-term survivors managed to of the long-term survivors managed to

outperform the market. Worse, the longer outperform the market. Worse, the longer companies had been in the database, the worse companies had been in the database, the worse

they did.”they did.” —Financial Times—Financial Times

Dick Kovacevich: You don’t get better by being bigger.

You get worse.”

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

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

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

Japan #4Japan #4china #2Tchina #2TUSA #2TUSA #2T

#4 Japan#4 Japan #2T china #2T china

#2t USA#2t USA

#1 #1 GermanyGermany

Reason!!!Reason!!!

MittelstandMittelstand

Innovation NationInnovation Nation

**Market economy/“Creative**Market economy/“Creative destruction.” destruction.” [most tries wins, market[most tries wins, market decides, churn]decides, churn]

**Mixed economy **Mixed economy [P, S, M, L, XL] [P, S, M, L, XL]

**Immigrants **Immigrants [hungry, hustling][hungry, hustling]

****DisrespectfulnessDisrespectfulness****Minimal fear of failureMinimal fear of failure****Role models Role models [present, past, “rags-t0-riches”][present, past, “rags-t0-riches”]

**Critical mass **Critical mass [geographic, finance, universities][geographic, finance, universities]

**Research universities**Research universities**Venture capital **Venture capital [“Angels” to VCs to IBs to [“Angels” to VCs to IBs to IPOs]IPOs]

people power:people power: The The

talent talent 6060

11.. peoplepeople!!

PeoplePeople!!

peoplepeople!!

PeoplePeople!!

““The most The most important decisions important decisions

businesspeople businesspeople make are not make are not

‘what’ decisions ‘what’ decisions but ‘who’ but ‘who’

decisions.” decisions.” —Jim Collins, —Jim Collins, Good to GreatGood to Great

““Leaders Leaders

‘‘dodo’’ people. people.

Period.”Period.” —Anon.

TP: TP: “How to flush

$500,000 down

the toilet in one easy

lesson!!”

< CAPEX< CAPEX> People!> People!

22.. The The “Customer” “Customer” is “Job #1”!is “Job #1”!

And that principal And that principal customer is …customer is …

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

employees like employees like customers.”customers.” —Herb Kelleher, —Herb Kelleher,

complete answer, upon being asked his “secrets to success”complete answer, upon being asked his “secrets to success”

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

union took out a full-page ad in USA Today thanking HK for all he had done; union took out a full-page ad in USA Today thanking HK for all he had done; across theacross the

way in Dallas American Airlines’ pilots were picketing the Annual Meeting)way in Dallas American Airlines’ pilots were picketing the Annual Meeting)

The Customer The Customer Comes Comes

Second Second ——Hal Rosenbluth and Diane McFerrin PetersHal Rosenbluth and Diane McFerrin Peters

33.. “Soft” “Soft” Is “Hard.”Is “Hard.”

MBWMBWAA

Excellence1982: The Bedrock “Eight Basics”Excellence1982: The Bedrock “Eight Basics”

1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. Autonomy and Entrepreneurship3. Autonomy and Entrepreneurship4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, Value-Driven, Value-Driven6. Stick to the Knitting6. Stick to the Knitting7. Simple Form, Lean Staff7. Simple Form, Lean Staff8. Simultaneous Loose-Tight8. Simultaneous Loose-Tight Properties” Properties”

““Breakthrough” 82*Breakthrough” 82*

People! People! CustomersCustomers

! ! Action! Action! Values! Values!

**In Search of ExcellenceIn Search of Excellence

Hard Is SoftHard Is SoftSoft Is HardSoft Is Hard

Hard Is Hard Is SoftSoft (Plans, (Plans, ##ss))

Soft Is Soft Is HardHard (people, (people, customers, values, customers, values,

relationships)relationships)

““The 7-S Model”The 7-S Model”

StrategyStrategyStructureStructureSystemsSystems

StyleStyleSkillsSkillsStaffStaff

Super-ordinate goalSuper-ordinate goal


“Hard S“Hard Sss”” (Strategy, Structure, Systems)(Strategy, Structure, Systems)

“Soft S“Soft SSS”” (Style, Skills, Staff, Super-ordinate goal)(Style, Skills, Staff, Super-ordinate goal)


StrategyStrategyStructureStructureSystemsSystems

StyleStyle (Corporate “Culture,” “The (Corporate “Culture,” “The wayway

we do things around here”)we do things around here”)SkillsSkills (“Distinctive Competence/s”)(“Distinctive Competence/s”)

StaffStaff (People-Talent)(People-Talent)Super-ordinate goalSuper-ordinate goal (Vision, (Vision,

Core Values)Core Values)

44.. “Brand “Brand Inside” Inside” Rules!Rules!

InternalInternal organizational organizational excellenceexcellence* * = = Deepest “Blue Deepest “Blue

Ocean”Ocean”

**Internal Internal organizational organizational excellence = excellence =

““BrandBrand insideinside””

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

55.. P.O.T./ P.O.T./ Pursuit Of Pursuit Of Talent = Talent =

OBSESSION.OBSESSION.

““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 revel revel in the in the talent of others.”talent of others.”

—Warren Bennis & Patricia Ward Biederman, Organizing Genius

66.. The “Find it” The “Find it” obsession: Biz obsession: Biz

“Strategic”“Strategic”

Priority Priority #1#1 ?!. ?!.

Consider it, and the implications: Consider it, and the implications:

#1#1

““Development can help great Development can help great

people be even better—people be even better— but but if I had a dollar to if I had a dollar to

spend, I’d sspend, I’d sppend 70 end 70 cents cents ggettinettingg the the

ririgght ht pperson in the erson in the doordoor.”.” ——Paul Russell, Director, Leadership &Paul Russell, Director, Leadership &

Development, Google Development, Google

Who?Who?

——The screening interviewThe screening interview——The “Topgrading The “Topgrading Interview”Interview” (story and patterns)(story and patterns)——Focused interviewFocused interview——Reference interview*Reference interview*

*Detailed rituals, goals, follow-up*Detailed rituals, goals, follow-up

Source: Source: Who: The A Method for Hiring, Who: The A Method for Hiring, Geoff Smart and Randy StreetGeoff Smart and Randy Street

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

asasppect of businessect of business and yet remains and yet remains

woefully woefully misunderstood.”misunderstood.”

Source: Source: Wall Street JournalWall Street Journal, 10.29.08,, 10.29.08, review ofreview of Who: The A Method for Hiring, Who: The A Method for Hiring,

Geoff Smart and Randy StreetGeoff Smart and Randy Street

CCtataOO*

*Chief talent acquisitiontalent acquisition Officer

77.. Focus on the Focus on the #1#1 Motivational Motivational

Discriminator: Discriminator: Selection (& Selection (&

Training) of the First Training) of the First Line Supervisor!Line Supervisor!

#1#1 cause of cause ofDis-satisfaction?Dis-satisfaction?

Employee retention & satisfaction:Employee retention & satisfaction: OverwhelminOverwhelmingglly, y, based on their based on their

immediateimmediate manamanaggerer!!

Source: Marcus Buckingham & Curt Coffman, Source: Marcus Buckingham & Curt Coffman, First, Break All First, Break All the Rules: What the World’s Greatest Managers Do Differentlythe Rules: What the World’s Greatest Managers Do Differently

The “Big Three” TransitionsThe “Big Three” Transitions

MarriageMarriageParenthoodParenthood

11stst Line Supervisor Line Supervisor**

*Accomplishment *Accomplishment through othersthrough others

88.. “Legacy” “Legacy”

= 10!= 10!

2/year 2/year = =

legacy.legacy.

99.. Talent Talent “Excellence” in “Excellence” in Every Part of Every Part of

Every Every Organization.Organization.

#1/100#1/100

““Best Companies toBest Companies to

Work for” Work for”//20052005

WegmansWegmans

**20082008: 3 of Top 5 retail: Wegmans,: 3 of Top 5 retail: Wegmans, Container Store, Whole Foods Container Store, Whole Foods

1010.. Talent Talent “Excellence” “Excellence” Stretches Far Stretches Far Beyond Our Beyond Our

Borders.Borders.

We We areare the the companycompany we keepwe keep

Measure “Strangeness”/Portfolio QualityMeasure “Strangeness”/Portfolio Quality

StaffStaffConsultantsConsultants

VendorsVendorsOut-sourcing Partners Out-sourcing Partners (#, Quality)(#, Quality)

Innovation Alliance PartnersInnovation Alliance PartnersCustomersCustomers

Competitors Competitors (who we “benchmark” against)(who we “benchmark” against)

Strategic Initiatives Strategic Initiatives Product Portfolio Product Portfolio (LineEx v. Leap)(LineEx v. Leap)

IS/IT ProjectsIS/IT ProjectsHQ LocationHQ LocationLunch MatesLunch Mates

LanguageLanguageBoardBoard

The “Hang Out Axiom”:The “Hang Out Axiom”: At its core, At its core, evereveryy (!!!) (!!!)

relationship-partnership relationship-partnership decision (employee, decision (employee,

vendor, customer, etc)vendor, customer, etc) is a is a stratestrateggicic decision decision

about: about:

“Innovate,“Innovate, ‘Yes’ or ‘Yes’ or ‘No’‘No’ ” ”

““[CEO A.G.] Lafley has shifted [CEO A.G.] Lafley has shifted P&G’s focus on inventing all its P&G’s focus on inventing all its

own products to developing own products to developing

others’ inventionsothers’ inventions at least half the at least half the timetime. One successful. One successful

example Mr. Clean Magic Eraser, example Mr. Clean Magic Eraser, based on a product found in an based on a product found in an

Osaka market.”Osaka market.” ——FortuneFortune

1111.. Expand the Expand the definition of “our” definition of “our” talent pool: Master talent pool: Master “Crowd-sourcing,” “Crowd-sourcing,”

“Wikiworld”!“Wikiworld”!

““There’s a fundamental There’s a fundamental shift in power happening. shift in power happening. Everywhere, people are Everywhere, people are getting together and, getting together and,

using the Internet, using the Internet, disrupting whatever disrupting whatever

activities they’re activities they’re involved in.”involved in.” —Pierre Omidyar, founder, —Pierre Omidyar, founder,

eBayeBay

McCain v. ObamaMcCain v. Obama

““Technology massively multiplies soft power—particularly Technology massively multiplies soft power—particularly video technology, and particularly in the hands of non-state video technology, and particularly in the hands of non-state actors. … The power and distinction of a government’s voice actors. … The power and distinction of a government’s voice

is lost in the competing chatter, and in some ways it becomes is lost in the competing chatter, and in some ways it becomes the least compelling simply because it’s the least novel. It’s the least compelling simply because it’s the least novel. It’s

not just words competing against words. Images are now not just words competing against words. Images are now competing against images. People are visual creatures, and competing against images. People are visual creatures, and they tend to respond to videos and pictures on a much less they tend to respond to videos and pictures on a much less

rational and much more visceral level. …rational and much more visceral level. … YouTube YouTube (and whatever follows it) (and whatever follows it) will soon will soon have have ggreater reater gglobal influence over lobal influence over

narratives about international narratives about international events events (if it doesn’t already) (if it doesn’t already) than than

ananyy ggovernment information overnment information source could hosource could hoppe to havee to have.”.” ——Foreign Foreign

PolicyPolicy, Nov-Dec 2008, Nov-Dec 2008

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

Companies offering Companies offering work to online work to online

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

‘crowdsourcing.’”‘crowdsourcing.’” —Headline, —Headline, FTFT, 0110.07, 0110.07

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

Red Lake Red Lake goldgoldSource: Source: Wikinomics: How Mass Wikinomics: How Mass

Collaboration Changes EverythingCollaboration Changes Everything, , Don Tapscott & Anthony WilliamsDon Tapscott & Anthony Williams

A New “C-Level?A New “C-Level?

C C WWww

O*O**Chief *Chief WikiWorldWikiWorld Officer Officer

1212.. Stock up on Stock up on “Technofreaks”“Technofreaks”

!!

Issue #1: To get the Issue #1: To get the best you need a best you need a

critical mass—and a critical mass—and a rep as a first-rate rep as a first-rate

Playground for Top Playground for Top Techies. Techies.

1313.. Talent Talent Masters Focus on Masters Focus on

Talent’s Talent’s Intangibles.Intangibles.

EMPHASIZEMPHASIZE THE E THE “SOFT “SOFT

SKILLS.”SKILLS.”

A A FewFew Lessons from the Arts Lessons from the Arts

Each hired and developed and evaluated in unique waysEach hired and developed and evaluated in unique ways (23 contributors = 23 unique contributions = 23 pathways =(23 contributors = 23 unique contributions = 23 pathways =

23 personalities = 23 sets of motivators) 23 personalities = 23 sets of motivators)

Attitude/Enthusiasm/Energy paramountAttitude/Enthusiasm/Energy paramountRe-lent-less!Re-lent-less!

“Practice is cool”“Practice is cool” (G Leonard/(G Leonard/MasteryMastery))

Team Team and and individual individual Aspire to Aspire to EXCELLENCE EXCELLENCE = Obvious= Obvious

Ex-e-cu-tionEx-e-cu-tionTalent = Brand = DuhTalent = Brand = Duh“The Project” rules“The Project” rulesEmotional languageEmotional language

Bit players. No.Bit players. No.B.I.W.B.I.W. (everything)(everything)

Delta events = Delta rostersDelta events = Delta rosters (incl leader/s)(incl leader/s)

14.14. Hire Hire enthusiasmenthusiasm

!!

““Nothing is so Nothing is so contagious as contagious as enthusiasm.”enthusiasm.”

—Samuel Taylor Coleridge

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

enthusiasm.”enthusiasm.”

—Ben Zander

15.15. Hire Hire resilience!resilience!

““It is It is notnot the the strongest of the strongest of the

species that survives, species that survives, nornor the most the most

intelligent, but intelligent, but the the one most one most responsive responsive

to changeto change.”.” —Charles Darwin

““We eat We eat change for change for breakfast.”breakfast.”

—Harry Quadracci

OceanOcean racer? racer?

1616.. Hire Hire for _____!for _____!

Half-full Cups:Half-full Cups: “[Ronald “[Ronald Reagan] radiated an Reagan] radiated an

almost almost transcendent transcendent

happiness.” happiness.” —Lou Cannon —Lou Cannon

““Success or Failure”/Try Instead “Optimism or Success or Failure”/Try Instead “Optimism or Failure”/From Martin Seligman’s Failure”/From Martin Seligman’s Learned Learned Optimism:Optimism: “I believe the traditional wisdom is “I believe the traditional wisdom is

incomplete. A composer can have all the talent of a incomplete. A composer can have all the talent of a Mozart and a passionate desire to succeed, but if he Mozart and a passionate desire to succeed, but if he believes he cannot compose music, he will come to believes he cannot compose music, he will come to

nothing. He will not try hard enough. He will give up too nothing. He will not try hard enough. He will give up too soon when the elusive right melody takes too long to soon when the elusive right melody takes too long to

materialize. Success requires persistence, the ability to materialize. Success requires persistence, the ability to not give up in the face of failure. I believe that … not give up in the face of failure. I believe that …

OPTIMISTICOPTIMISTIC EXPLANATORY STYLEEXPLANATORY STYLE … is the key to persistence. … The optimistic-… is the key to persistence. … The optimistic-

explanatory-style theory of success says that in order to explanatory-style theory of success says that in order to choose peoplechoose people

for success in a challenging job, you need to select for for success in a challenging job, you need to select for

three characteristics: three characteristics: (1) (1) AptitudAptitudee. (2) . (2) MotivationMotivation.. (3)(3) OptimismOptimism.. All three determine All three determine

success.”success.”

1717.. Hire Staffers with Hire Staffers with a “Professional a “Professional

Service firm” [psf] Service firm” [psf] “Mentality”“Mentality”

““M” = M” = $0$0

IBIBMM: : $55B$55B***Also, among others in the same ballpark,*Also, among others in the same ballpark,

the recent linkup of HP and EDS the recent linkup of HP and EDS

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

How How SchlumbergerSchlumberger 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

““Big Brown’s New Bag: UPS Big Brown’s New Bag: UPS Aims to Be the Traffic Aims to Be the Traffic

Manager for Corporate Manager for Corporate AmericaAmerica”” —Headline/—Headline/BWBW

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

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

ecompany.com ecompany.com (E.g., (E.g., UPS LogisticsUPS Logistics manages the logistics of 4.5M Ford vehicles, manages the logistics of 4.5M Ford vehicles,

from 21 mfg. sites to 6,000 NA dealers) from 21 mfg. sites to 6,000 NA dealers)

The Value-added Ladder/The Value-added Ladder/TRANSFORMATIONTRANSFORMATION

Customer Success/ Customer Success/ Gamechanging Gamechanging

SolutionsSolutions

ServicesServicesGoodsGoods

Raw Materials Raw Materials

Department Head

to …

ManaginManaging g

PartnerPartner, , ISIS [HR, R&D, etc.] IncInc..

Answer to prayers small and large:

PSFPSF

Ideal “finance staffer”: Ideal “finance staffer”:

**Full-scale “business partner”**Full-scale “business partner” [CFO?] to the/each department [CFO?] to the/each department she serves.she serves.**Not cop—obsessed instead with**Not cop—obsessed instead with value-addedvalue-added**Integration first, “stovepipe” **Integration first, “stovepipe” secondarysecondary**MBWA/bigtime**MBWA/bigtime**Networker to the rest of Finance**Networker to the rest of Finance

1818.. Hire Hire “Design-“Design-

Mindedness”Mindedness”!!

““Design is Design is

treated like treated like a religiona religion at at

BMW.”BMW.” —Fortune—Fortune

““You You knowknow a a designdesign is is goodgood

whenwhen you you wantwant to to licklick it.” it.” —Steve Jobs—Steve Jobs

Source: Source: Design: Intelligence Made VisibleDesign: Intelligence Made Visible,, Stephen Bayley & Terence ConranStephen Bayley & Terence Conran

““Business people don’t Business people don’t need to ‘understand need to ‘understand

designers better.’ designers better.’ Businesspeople needBusinesspeople need

to to bebe designers.” designers.”

—Roger Martin/Dean/Rotman Management School/—Roger Martin/Dean/Rotman Management School/University of TorontoUniversity of Toronto

1919.. Embrace Embrace the “action the “action Faction”!Faction”!

1/401/40

““We made mistakes, of course. Most of them were We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the omissions we didn’t think of when we initially wrote the software. software. We fixed them by doing it over and over, again We fixed them by doing it over and over, again and again.and again. We do the same today. While our competitors We do the same today. While our competitors are still sucking their thumbs trying to make the design are still sucking their thumbs trying to make the design

perfect, we’re already on prototype versionperfect, we’re already on prototype version ##55..

By the time our rivals areBy the time our rivals are ready with wires and screws, we are on versionready with wires and screws, we are on version

##1010.. It gets back to It gets back to planning versus actingplanning versus acting: : We act We act from day onefrom day one; ; others plan how others plan how toto planplan——for monthsfor months.”.” —Bloomberg by —Bloomberg by

BloombergBloomberg

20.20. Cheer Cheer [and [and

promote for!]promote for!] the the worthy worthy

failures!failures!

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

When it When it doesn’tdoesn’t workwork outout you pyou promoteromote them-because them-because they were willing to try new they were willing to try new

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

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

““Fail .Fail . Forward. Forward.

Fast.”Fast.”High Tech CEO, Pennsylvania

““FAIL, FAIL FAIL, FAIL AGAIN. FAIL AGAIN. FAIL BETTER.”BETTER.”

—Samuel Beckett

““RewardReward excellent failures.

PunishPunish mediocre

successes.”Phil Daniels, Sydney exec

“The secret of fast progress is

inefficiency, fast and furious and

numerous failures.”

—Kevin Kelly

2121.. Exalt the Exalt the “dull” “dull”

DoersDoers!!!!

Conrad Hilton, at a gala Conrad Hilton, at a gala celebrating his life,celebrating his life,

was asked, “What was the was asked, “What was the most important lesson most important lesson

you’ve learned in your long you’ve learned in your long and distinguished career?” and distinguished career?”

His immediate answer …His immediate answer …

Conrad Hilton, at a gala celebrating his life,Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned was asked, “What was the most important lesson you’ve learned

in your long and distinguished career?” in your long and distinguished career?”

His immediate answer: His immediate 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

In the recruiting process, perform a In the recruiting process, perform a microscopic analysis of the microscopic analysis of the

candidate’s proclivity for action. candidate’s proclivity for action. Look for a ton of supporting Look for a ton of supporting

specifics. Judge by body language specifics. Judge by body language what sorts of riffs turn him-her on what sorts of riffs turn him-her on

… and off. If the turn ons invariably … and off. If the turn ons invariably come from conceptual discussions—come from conceptual discussions—watch out. If the eyes gleam while watch out. If the eyes gleam while on the topic of implementation … on the topic of implementation … you may have a winner on your you may have a winner on your

hands. hands.

2222.. Hire Hire Relentless!Relentless!

““eighty eighty percent of percent of success is success is

showing up.” showing up.” ——Woody AllenWoody Allen

2323.. Hire and Hire and Promote for Promote for “relationship “relationship excellence.”excellence.”

R.O.I.R.O.I.R.R. Rules! Rules!

Return on Return on investment in investment in relationshipsrelationships

““Allied commands depend Allied commands depend on mutual confidence on mutual confidence [and this confidence] [and this confidence] is gained, above all is gained, above all

through the through the develodeveloppmentment of friendshiof friendshippss.”.”

——General D.D. Eisenhower, General D.D. Eisenhower, Armchair General Armchair General * (05.08)* (05.08)

*“Perhaps his most outstanding ability [at West Point] was*“Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds;of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his it was a quality that would pay great dividends during his

future coalition command.”future coalition command.”

X X =XFX=XFX**

**ExcellenceExcellence = Cross-functional Excellence = Cross-functional Excellence

The “XF-50”: 50 Ways to The “XF-50”: 50 Ways to Enhance Cross-Functional Enhance Cross-Functional Effectiveness and Deliver Effectiveness and Deliver

Speed, “Service Speed, “Service Excellence” and “Value-Excellence” and “Value-

added Customer added Customer ‘Solutions’”*‘Solutions’”*

*Entire “XF-50” List is at *Entire “XF-50” List is at Appendix FIVE

Never Never waste a waste a lunch!lunch!

????????

% XF % XF lunches*lunches*

*Measure!*Measure!

??????????????

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

of people you know in of people you know in hihigghh places!”places!”

oror

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

of people you know in of people you know in lowlow places!” places!”

2424.. HR Is HR Is “Cool.”“Cool.”

ChChicago:icago:HRMACHRMAC

“support function” / “cost center” /

“bureaucratic drag”

oror …

Are you … ““Rock Rock Stars of the Stars of the

AAgge of Talente of Talent””

2525.. HR Sits at HR Sits at The Head The Head

Table.Table.

A review of Jack and Suzy Welch’s A review of Jack and Suzy Welch’s WinningWinning claims there are but claims there are but two key differentiators that set GE “culture” apart from the herd:two key differentiators that set GE “culture” apart from the herd:

FirstFirst:: Separating financial forecasting and performance Separating financial forecasting and performance measurement.measurement. Performance measurement based, as it usually is, on budgeting Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; i.e., it’s about how you performance and relative to competitors’ performance; i.e., it’s about how you actually do in the context of what happened in the real world, not as compared to a actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year. gamed-abstract plan developed last year.

SecondSecond:: Putting Putting HRHR on a par with on a par with finance and finance and marketing.marketing.

2626.. Re- Re-name “HR.”name “HR.”

Talent Talent DepartmentDepartment

People DepartmentPeople Department

Center for Talent ExcellenceCenter for Talent Excellence

Seriously Cool People Who Seriously Cool People Who Recruit & Develop Recruit & Develop

Seriously Cool PeopleSeriously Cool People

Etc.Etc.

2727.. There Is There Is an “HR an “HR

Strategy”/ Strategy”/ “HR Vision”“HR Vision”

What’s your company’s … EVP/EVP/IBPIBP?*

*Employee Value Proposition, per Ed Michaels et al.,

The War for Talent; IBP/Internal Brand Promise per TP

EVP/IBPEVP/IBP = = Remarkable Remarkable challenge, rapid professional challenge, rapid professional growth, respect, satisfaction, growth, respect, satisfaction,

fun, stunning opportunity, fun, stunning opportunity, exceptional reward, amazing exceptional reward, amazing

peer group, full membership in peer group, full membership in Club Adventure, maximized Club Adventure, maximized

future employabilityfuture employability

Source: Ed Michaels, Source: Ed Michaels, The War for Talent; TPThe War for Talent; TP

2828.. Acquire Acquire for Talent!for Talent!

Omnicom's acquisitionsOmnicom's acquisitions:: “not for “not for

size per se”; size per se”; “buying “buying talent;”talent;” “deepen a “deepen a

relationship with a client.”relationship with a client.”

Source: Source: Advertising AgeAdvertising Age

2929.. There Is a There Is a FORMAL FORMAL

Leadership Leadership Development Development Strategy. Strategy.

““Crotonville”!Crotonville”!Purchase!Purchase!

3030.. There Is a There Is a FORMAL FORMAL

STRATEGIC HR STRATEGIC HR Review Process.Review Process.

““In most companies, the Talent Review Process is a In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people farce. At GE, Jack Welch and his two top HR people visited each division for a day. They reviewed the visited each division for a day. They reviewed the top 20 to 50 people by name. They talked about top 20 to 50 people by name. They talked about

Talent Pool strengthening issuesTalent Pool strengthening issues.. The The Talent Review Process is a Talent Review Process is a contact sport at GE; it has contact sport at GE; it has

the intensity and the the intensity and the importance of the budget importance of the budget

process at most process at most companiescompanies.”.”—Ed Michaels

Milliken’s “War Milliken’s “War Room”Room”**

*Top 200*Top 200

3131.. “People”/ “People”/ “Talent” “Talent”

Reviews Are the Reviews Are the FIRST FIRST Reviews.Reviews.

3232.. HRHR Strategy Strategy = = BUSINESSBUSINESS

Strategy.Strategy.

Wegmans: #1/100 Best Companies to Work forWegmans: #1/100 Best Companies to Work for

84%: Grocery stores 84%: Grocery stores “are all alike”“are all alike”46%: additional spend if customers have an 46%: additional spend if customers have an “emotional connection”“emotional connection”

to a grocery store rather than to a grocery store rather than “are satisfied”“are satisfied” (Gallup) (Gallup)

“Going to Wegmans is not just shopping, “Going to Wegmans is not just shopping, it’s an event.”it’s an event.” —Christopher —Christopher Hoyt, grocery consultantHoyt, grocery consultant

““You cannot separate You cannot separate their strategy as a their strategy as a retailerretailer from their from their

strategy as an strategy as an emempploloyyerer.”.” —Darrell Rigby, Bain & Co.—Darrell Rigby, Bain & Co.

3333.. Make it a Make it a “Cause Worth “Cause Worth

Signing Up Signing Up For.”For.”

““People want to be part People want to be part of something larger than of something larger than themselvesthemselves.. They want to They want to

be part of something they’re be part of something they’re really really proudproud of, that they’ll of, that they’ll

fight fight forfor,, sacrifice sacrifice forfor , , trusttrust.”.” —Howard Schultz, Starbucks (IBD/09.05)

3434.. Goal: Goal: Amazing questsAmazing quests!!

Life SuccessLife Success!! Dreams Come Dreams Come truetrue!! [for [for everyoneeveryone ]]

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

and actresses canand actresses can become become more than they’ve ever more than they’ve ever been before, more than been before, more than

they’ve dreamed of they’ve dreamed of beingbeing.”.” —Robert Altman, Oscar acceptance speech—Robert Altman, Oscar acceptance speech

““We are a We are a ‘Life ‘Life

Success’ Success’ Company.”Company.”

Dave Liniger, founder, RE/MAX

““No matter what the No matter what the situation, situation, [the excellent manager’s][the excellent manager’s]

first resfirst respponse is alwaonse is alwayys to s to think about the individual think about the individual concerned and how thinconcerned and how thinggs s can be arrancan be arrangged to ed to helhelpp

that individual exthat individual expperience erience successsuccess.”.” —Marcus Buckingham, —Marcus Buckingham,

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

% of people % of people with …with …

… … Dreams?Dreams?

The Dream ManagerThe Dream Manager —Matthew —Matthew

KellyKelly

“An organization can only become the-best-version-of-“An organization can only become the-best-version-of-itself to the extent that the people who drive that itself to the extent that the people who drive that

organization are striving to become better-versions-of-organization are striving to become better-versions-of-themselves.” “A company’s purpose is to become the-themselves.” “A company’s purpose is to become the-

best-version-of-itself. The question is: best-version-of-itself. The question is: What is an What is an emempploloyyee’s ee’s ppururppose? Most would saose? Most would sayy, ‘to hel, ‘to helpp the the

comcomppananyy achieve its achieve its ppururppose’—but theose’—but theyy would be wron would be wrongg. . That is certainlThat is certainlyy ppart of the emart of the empploloyyee’s role, but an ee’s role, but an emempploloyyee’s ee’s pprimarrimaryy ppururppose is to become the-best-ose is to become the-best-version-of-himself or –herselfversion-of-himself or –herself.. … When a company … When a company

forgets that it exists to serve customers, it quickly goes forgets that it exists to serve customers, it quickly goes

out of business.out of business. Our employees are our Our employees are our first customers, and our most first customers, and our most

important customers.”important customers.”

What is an employee’s What is an employee’s purpose? Most would say, ‘to purpose? Most would say, ‘to help the company achieve its help the company achieve its purpose’—but they would be purpose’—but they would be

wrong. That is certainly part of wrong. That is certainly part of the employee’s role, but an the employee’s role, but an

employee’s primary purpose is employee’s primary purpose is to become the-best-version-of-to become the-best-version-of-himself or –herself.himself or –herself. —Matthew Kelly, —Matthew Kelly,

The Dream ManagerThe Dream Manager

DRD:DRD: Dream Dream Realization Realization DepartmentDepartment

3535.. Enlist Everyone Enlist Everyone in Challenge in Challenge Century21/Century21/

Foster Foster Independence.Independence.

““One of the defining One of the defining characteristics [of the characteristics [of the

change] is that it will be change] is that it will be lessless driven by countries or driven by countries or corporations and corporations and moremore

driven by real people.driven by real people. It will It will unleash unprecedented creativity, unleash unprecedented creativity,

advancement of knowledge, and economic advancement of knowledge, and economic development. But at the same time, it will development. But at the same time, it will tend to undermine safety net systems and tend to undermine safety net systems and

penalize the unskilled.”penalize the unskilled.” —Clyde Prestowitz, —Clyde Prestowitz, Three Three

Billion New CapitalistsBillion New Capitalists

BRAND BRAND YOU.YOU.NO NO

OPTION.OPTION.

““You are the You are the storyteller of your storyteller of your own life, and you own life, and you

can create your own can create your own

legend or not.”legend or not.” —Isabel

Allende

Muhammad Yunus:Muhammad Yunus: ““All human All human beings are entrepreneursbeings are entrepreneurs..

When we were in the caves we were When we were in the caves we were all self-employed . . . finding our food, all self-employed . . . finding our food,

feeding ourselves. That’s where feeding ourselves. That’s where human history began . . . As human history began . . . As

civilization came we suppressed it. We civilization came we suppressed it. We became labor because they stamped became labor because they stamped us, ‘You are labor.’ We forgot that we us, ‘You are labor.’ We forgot that we

are entrepreneurs.”are entrepreneurs.”

DistinctDistinct … or

…

ExtincExtinctt

Win-winWin-win**

*Damn it!*Damn it!

3636. . create an create an accountable accountable workplace.workplace.

““GE has set a GE has set a standard of candor. standard of candor.

… There is no … There is no puffery. … puffery. … There There isn’t an ounce of isn’t an ounce of

denial in the placedenial in the place.”.” ——

Kevin Sharer, CEO Amgen, Kevin Sharer, CEO Amgen, on the “GE mystique” on the “GE mystique” (Fortune)(Fortune)

3737.. Ensure that Ensure that the Review the Review Process Has Process Has INTEGRITY.INTEGRITY.

25 = 25 = 100*100*

* “But what do I do that’s more important than developing people? I don’t do the damn work. They do.” —GK

3838.. Training I: Training I: Train! Train! Train! Train!

Train!Train!

26.3HPY26.3HPY

It’s a It’s a numbers numbers game!game! (mostly)(mostly)

““Have you invested Have you invested as much this year* as much this year* in your career as in in your career as in

your car?” your car?” —Molly Sargent—Molly Sargent

3939.. Training II: Training II: 100% “Business 100% “Business

People”People”!!

New Work SurvivalKit.2008New Work SurvivalKit.2008

1. 1. MASTERY!MASTERY! (Best/Absurdly Good at (Best/Absurdly Good at Something!Something!))

2. 2. “Manage” to Legacy“Manage” to Legacy (All Work = “Memorable”/“Braggable” (All Work = “Memorable”/“Braggable” WOW WOW Projects!Projects!))3. 3. A “USP”/UNIQUE SELLING PROPOSITIONA “USP”/UNIQUE SELLING PROPOSITION4. 4. Rolodex ObsessionRolodex Obsession (From vertical/hierarchy/“suck up” loyalty to(From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty)horizontal/“colleague”/“mate” loyalty)5. 5. ENTREPRENEURIAL INSTINCTENTREPRENEURIAL INSTINCT (A sleepless … Eye for Opportunity! (A sleepless … Eye for Opportunity! 6.6.CEO/LEADER/BUSINESSPERSON/CLOSERCEO/LEADER/BUSINESSPERSON/CLOSER (CEO, Me Inc. 24/7!)(CEO, Me Inc. 24/7!)

7. 7. Master of ImprovMaster of Improv (Play a dozen parts simultaneously, from(Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber)Chief Strategist to Chief Toilet Scrubber)8. 8. Sense of HumorSense of Humor (A willingness to Screw Up & Move On)(A willingness to Screw Up & Move On)

9. 9. Comfortable with Your SkinComfortable with Your Skin (Bring “interesting you” to work!)(Bring “interesting you” to work!)

10. 10. Intense Appetite for TechnologyIntense Appetite for Technology (E.g.: How Cool-Active is your(E.g.: How Cool-Active is your Web site? Do you Blog?)Web site? Do you Blog?)11. 11. EMBRACE “MARKETING”EMBRACE “MARKETING” (Your own CSO/Chief Storytelling Officer)(Your own CSO/Chief Storytelling Officer)

12. 12. PASSION FOR RENEWALPASSION FOR RENEWAL (Your own CLO/Chief Learning Officer) (Your own CLO/Chief Learning Officer)

13. 13. EXECUTION EXCELLENCE!EXECUTION EXCELLENCE! (Show up on time! Leave last!)(Show up on time! Leave last!)

4040.. Training Training III: 100% III: 100% LEADERS!LEADERS!

““The Marine Corps The Marine Corps believes that all believes that all

Marines must learn to Marines must learn to leadlead.. In order to survive the chaos In order to survive the chaos

and uncertainty of war, a Marine is and uncertainty of war, a Marine is taught how to be decisive, how to take taught how to be decisive, how to take

care of others, and how to take care of others, and how to take

responsibility for her actions.”responsibility for her actions.” ——Leading from the Front,Leading from the Front, Angie Morgan and Courtney Lynch Angie Morgan and Courtney Lynch

4141.. Training IV: Training IV: Boss as Trainer-Boss as Trainer-

in-Chiefin-Chief!!

““Workout” = Workout” = 2424 DPYDPY in the Classroom in the Classroom

4242.. Training V: Training V: MBAMBASS relevant relevant to GTD to GTD [Getting things Done][Getting things Done]

The GTD* The GTD*

MBAMBA

*Getting Things Done*Getting Things Done

CoreCore

*Managing people I, II, III, IV*Managing people I, II, III, IV*Creating and managing systems*Creating and managing systems with high impactwith high impact*Leadership I, II*Leadership I, II*Servant leadership*Servant leadership*Execution I, II, III*Execution I, II, III*Creating a “Try it now”-“Fail Forward*Creating a “Try it now”-“Fail Forward Fast”-“Ready. Fire. Aim.” “culture”Fast”-“Ready. Fire. Aim.” “culture”*Maximizing ROIR *Maximizing ROIR [Return On Investment[Return On Investment in Relationships]in Relationships]

*Sales I, II, III, IV*Sales I, II, III, IV*Service basics I, II*Service basics I, II*Creating incredible customer*Creating incredible customer experiencesexperiences

CoreCore

*The art and science of influence I, II*The art and science of influence I, II*Crucial conversations-Crucial*Crucial conversations-Crucial confrontationsconfrontations*Accounting* I, II *Accounting* I, II [*acctg., not “finance”][*acctg., not “finance”]

*Accountability I, II*Accountability I, II*Calendar mastery/Mastering “to don’t”*Calendar mastery/Mastering “to don’t”*MBWA I, II*MBWA I, II*Nurturing and harvesting curiosity*Nurturing and harvesting curiosity in one and allin one and all*Giving great presentations I, II*Giving great presentations I, II*Active listening I, II *Active listening I, II *Excellence as aspiration,*Excellence as aspiration, Excellence everywhere,Excellence everywhere, Excellence all the timeExcellence all the time

OtherOther

*Recruiting top talent for 100% of*Recruiting top talent for 100% of enterprise jobsenterprise jobs*Recruiting for smile, enthusiasm,*Recruiting for smile, enthusiasm, energyenergy*Nurturing top talent*Nurturing top talent*Helping people (employees,*Helping people (employees, customers, vendors, communities)customers, vendors, communities) grow and realize their dreamsgrow and realize their dreams*The promotion decision*The promotion decision*Women as pre-eminent leaders*Women as pre-eminent leaders*Building friends through effective*Building friends through effective firingfiring*The power of decentralization—and*The power of decentralization—and the barriers theretothe barriers thereto

OtherOther

*The art of finding and loving weirdos*The art of finding and loving weirdos*Creating an environment of respect *Creating an environment of respect and decency and decency *The pre-eminent role of emotion in*The pre-eminent role of emotion in everythingeverything*Saying “thank you” I, II*Saying “thank you” I, II*Aggressive apologizing*Aggressive apologizing*Giving good phone, working the phones*Giving good phone, working the phones*Creating and nurturing lasting win-win*Creating and nurturing lasting win-win alliancesalliances*Creating or changing a unit’s “culture”*Creating or changing a unit’s “culture”*The real “stuff”-basics of cross-*The real “stuff”-basics of cross- functional excellencefunctional excellence

OtherOther

*Developing and sustaining a spirited*Developing and sustaining a spirited workplaceworkplace*Becoming the gemstone of the*Becoming the gemstone of the communitycommunity*Mastering the Internet I, II*Mastering the Internet I, II*Appreciating and playing with new*Appreciating and playing with new technologiestechnologies*Knowing oneself*Knowing oneself*Marketing*Marketing*Marketing to women I, II*Marketing to women I, II*Marketing to boomers-geezers I, II*Marketing to boomers-geezers I, II*Design-mindedness as a “cultural”*Design-mindedness as a “cultural” attributeattribute

OtherOther

*The Art of the Nudge*The Art of the Nudge*Rapid prototyping of everything, *Rapid prototyping of everything, and the Art of Serious Playand the Art of Serious Play*Rewarding failures*Rewarding failures*Increasing a business’s metabolic rate*Increasing a business’s metabolic rate*Diversity power everywhere *Diversity power everywhere *The power of universal transparency*The power of universal transparency

Spare Time

*Strategy*Strategy*Finance*Finance*Globalization*Globalization

4343.. Training VI: Training VI: The REAL The REAL

Bedrock of the Bedrock of the “Talent Thing.”“Talent Thing.”

““My wife and I went to a [kindergarten] parent-teacher My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding refrigerator conference and were informed that our budding refrigerator

artist, Christopher, would be receiving a grade of artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any childUnsatisfactory in art. We were shocked. How could any child

—let alone our child—receive a poor grade in art at such a —let alone our child—receive a poor grade in art at such a

young age?young age? His teacher His teacher informed us that he had informed us that he had refused to color within refused to color within the lines, which was a the lines, which was a state restate reqquirement for uirement for demonstratindemonstratingg ‘ ‘ggrade-rade-

level motor skillslevel motor skills.’.’ ” ” —Jordan —Jordan

Ayan, AHA!Ayan, AHA!

4444.. Re-Re-spectspect!!

““It was much later that I realized It was much later that I realized Dad’s secret. He gained respect by Dad’s secret. He gained respect by giving it. He talked and listened to giving it. He talked and listened to

the fourth-grade kids in Spring Valley the fourth-grade kids in Spring Valley who shined shoes the same way he who shined shoes the same way he talked and listened to a bishop or a talked and listened to a bishop or a

college president.college president. He was He was seriously interested in seriously interested in

who you were and what who you were and what you had to sayyou had to say.”.”Sara Lawrence-Lightfoot, Respect

““Ladies and Ladies and gentlemen gentlemen

serving ladies serving ladies and gentlemen”and gentlemen”

Ritz Carlton Credo, from Horst SchulteRitz Carlton Credo, from Horst Schulte

““The The [Union senior][Union senior] officers rode past the officers rode past the Confederates smugly without any sign Confederates smugly without any sign of recognition except by one. ‘When of recognition except by one. ‘When

General Grant reached the line of General Grant reached the line of ragged, filthy, bloody, despairing ragged, filthy, bloody, despairing

prisoners strung out on each side of prisoners strung out on each side of the bridge, he lifted his hat and held it the bridge, he lifted his hat and held it over his head until he passed the last over his head until he passed the last man of that living funeral cortege. He man of that living funeral cortege. He was the only officer in that whole train was the only officer in that whole train

who recognized us as being on the who recognized us as being on the face of the earth.’*”face of the earth.’*”

*quote within a quote from diary of a Confederate soldier

4545. . Encourage Encourage

DisDis-respect!-respect!

All You Need to Know About All You Need to Know About “Sources of Innovation”“Sources of Innovation”

Angry Angry people!people! [with the [with the

status quo]status quo]

4646.. Talent Talent Excellence! Excellence!

Leaders who Leaders who askask! Leaders ! Leaders who who listenlisten!!

““The four most The four most important words in any important words in any

organizationorganization

are …are … ‘What do ‘What do you think?’you think?’ ” ”

Source: courtesy Dave Wheeler,Source: courtesy Dave Wheeler, posted at tompeters.com, source ofposted at tompeters.com, source of

original unknown (0609.08) original unknown (0609.08)

1818””

4747.. “Thoughtful” “Thoughtful” works!works!

“Thoughtful” “Thoughtful” Wins! !Wins! !

““We are We are thoughtful in thoughtful in all we do.”all we do.”

ThoughtfulnessThoughtfulness is key to customer retention. is key to customer retention.ThoughtfulnessThoughtfulness is key to employee recruitment is key to employee recruitment and satisfaction.and satisfaction.Thoughtfulness Thoughtfulness is key to brand perception.is key to brand perception.ThoughtfulnessThoughtfulness is key to your ability to look in is key to your ability to look in the mirror—and tell your kids about your job.the mirror—and tell your kids about your job.““ThoughtfulnessThoughtfulness is free.” is free.”ThoughtfulnessThoughtfulness is key to speeding things up— is key to speeding things up— it reduces friction.it reduces friction.ThoughtfulnessThoughtfulness is key to transparency and is key to transparency and eveneven cost containment—it abets rather than stiflescost containment—it abets rather than stifles truth-telling.truth-telling.

““Courtesies of a small Courtesies of a small and trivial character are and trivial character are

the ones which strike the ones which strike deepest in the grateful deepest in the grateful

and appreciating heart.”and appreciating heart.”

—Henry Clay

00 ofof 1515

Press GanePress Ganeyy Assoc Assoc:: 139,380139,380 former former patients from patients from 225225 hospitals: hospitals:

nonenone of THE top 15 factors of THE top 15 factors

determining determining PPatient atient SSatisfaction atisfaction referred to patient’s health referred to patient’s health outcomeoutcome

PSPS directldirectly related to y related to StaffStaff InteractionInteraction

PSPS directldirectly correlated with y correlated with Employee Employee SatisfactionSatisfaction

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

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

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

Kindness is Kindness is freefree.. Listening to patients or answering their Listening to patients or answering their

questions costs nothing. It can be argued that negative questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … needs or limiting their sense of control—can be very costly. …

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

positive way.”positive way.” ——Putting Patients FirstPutting Patients First, Susan Frampton, , Susan Frampton, Laura Gilpin, Patrick CharmelLaura Gilpin, Patrick Charmel

4848.. Thank Thank

YouYou!!

““The deepest The deepest human need is human need is the need to be the need to be appreciated.”appreciated.”

William JamesWilliam James

4949.. MBWA: MBWA: Visible Visible

Leadership!Leadership!

MBWMBWAA

5050.. Promote for Promote for “people skills.”“people skills.” (THE REST IS (THE REST IS

DETAILS.)DETAILS.)

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

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

the obstacles overcome, the obstacles overcome, the role her the role her ppeoeopple le pplalayyeded —or does she keep —or does she keep wandering back to strategy or wandering back to strategy or

philosophy?”philosophy?”

—Larry Bossidy, Honeywell/AlliedSignal, in —Larry Bossidy, Honeywell/AlliedSignal, in ExecutionExecution

5151.. Honor Honor Youth.Youth.

““Why focus on these late teens and twenty-Why focus on these late teens and twenty-

somethings? somethings? Because theBecause theyy are the are the first first yyounoungg who are both in a who are both in a

pposition to chanosition to changge the world, and e the world, and are actuallare actuallyy doin doingg so so.. … For the first … For the first

time in history, children are more comfortable, time in history, children are more comfortable, knowledgeable and literate than their parents knowledgeable and literate than their parents about an innovation central to society. … The about an innovation central to society. … The

Internet has triggered the first industrial Internet has triggered the first industrial revolution in history to be led by the young.”revolution in history to be led by the young.”

The EconomistThe Economist

5252.. Provide Provide Early Early

Leadership Leadership Assignments.Assignments.

TheThe

WOW!WOW!

(sub)project(sub)project

5353.. Create a Create a FORMAL FORMAL

System of System of Mentoring.Mentoring.

W. L. GoreW. L. GoreQuad/GraphicsQuad/Graphics

5454.. Diversity of Diversity of everyevery sort sort!!

““Diverse groups of problem solvers—Diverse groups of problem solvers—groups of people with diverse tools—groups of people with diverse tools—

consistently outperformed groups of the consistently outperformed groups of the best and the brightest. If I formed two best and the brightest. If I formed two

groups, one random (and therefore groups, one random (and therefore diverse) and one consisting of the best diverse) and one consisting of the best individual performers, the first group individual performers, the first group

almost always did better. … almost always did better. …

DiversityDiversity trumped trumped abilityability.”.” —Scott Page, —Scott Page, The Difference: How The Difference: How

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

5555.. Hire Hire (& (&

Protect!)Protect!) Weird!Weird!

““Are thereAre there

enouenougghh weirdweird

ppeoeopplele in the in the lab these days?”lab these days?” —V.

Chmn., pharmaceutical house, to a lab director

CM Prof Richard Florida on “Creative CM Prof Richard Florida on “Creative

CapitalCapital”: ”: “You cannot get a “You cannot get a technologically technologically

innovative place … innovative place … unless it’s open to unless it’s open to

weirdness, eccentricity weirdness, eccentricity and difference.”and difference.”

Source: Source: New York TimesNew York Times/06.01.2002/06.01.2002

Why Do I love Freaks?

(1) Because when Anything Interesting happens … it was (1) Because when Anything Interesting happens … it was a a freakfreak who did it. (Period.) who did it. (Period.) (2) (2) FreaksFreaks are fun. (Freaks are also a pain.) (Freaks are are fun. (Freaks are also a pain.) (Freaks are never boring.) never boring.) (3) We need (3) We need freaksfreaks. Especially in freaky times. (Hint: . Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the These are freaky times, for you & me & the CIA & the Army & Avon.) Army & Avon.) (4) A critical mass of (4) A critical mass of freaks-in-our-midstfreaks-in-our-midst automatically make us-who-are-not-so-freaky at least automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) times—see immediately above.) (5)(5) FreaksFreaks are the only (ONLY) ones who succeed—as are the only (ONLY) ones who succeed—as in, make it into the history books. in, make it into the history books. (6) (6) FreaksFreaks keep us from falling into ruts. (If we listen to keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.)organizations are in ruts. Make that chasms.)

5656.. WOMEN WOMEN [should][should] RULE RULE!!

““Forget Forget ChinaChina, , IndiaIndia and the and the

InternetInternet: Economic : Economic Growth Is Driven Growth Is Driven

by by WomenWomen.”.” —Headline,

Economist, April 15, 2006, Leader, page 14

““Women Women areare thethe

majority majority market”market”

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

““Goldman Sachs in Tokyo has Goldman Sachs in Tokyo has developed an index of 115 developed an index of 115

companies poised to benefit companies poised to benefit from women’s increased from women’s increased

purchasing power; purchasing power; over the past over the past decade the value of shares in decade the value of shares in Goldman’s basket has risen by Goldman’s basket has risen by

96%, against the Tokyo 96%, against the Tokyo stockmarket’s rise stockmarket’s rise

of 13%of 13%.”.” —Economist—Economist, April 15, April 15

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE**:: New Studies find

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

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

*See more at *See more at Appendix Appendix SIXSIX

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

workers; workers; favor interactive-collaborative leadership favor interactive-collaborative leadership style [empowerment beats top-down decision style [empowerment beats top-down decision

making];making]; sustain fruitful collaborations; comfortable sustain fruitful collaborations; comfortable with sharing information; with sharing information; see redistribution of power see redistribution of power

as victory, not surrenderas victory, not surrender; favor multi-dimensional ; favor multi-dimensional feedback; feedback; value technical & interpersonal skills, value technical & interpersonal skills, individual & group contributions equally;individual & group contributions equally; readily readily

accept ambiguity; accept ambiguity; honor intuition as well ashonor intuition as well as pure “rationality”; pure “rationality”; inherently flexible; inherently flexible; appreciate appreciate

cultural diversitycultural diversity. —Judy B. Rosener, America’s Competitive Secret: Women Managers

5757.. We Are All We Are All Unique. Unique.

53 = 53 = 5353

Beware Standardized EvalsBeware Standardized Evals:: One One size size NEVERNEVER fits fits all. One size fits all. One size fits

one.one. PeriodPeriod..

53 Players =53 Players = 53 Projects = 53 Projects = 53 53 differentdifferent

success measures.success measures.

5858.. Capitalize Capitalize

on Strengths. on Strengths.

“The mediocre manager believes The mediocre manager believes that most things are learnable and that most things are learnable and

therefore that the essence of therefore that the essence of management is to identify each management is to identify each

person’s weaker areas and eradicate person’s weaker areas and eradicate them. The great manager believes them. The great manager believes the opposite. the opposite. He believes that the He believes that the

most influential qualities of a person most influential qualities of a person are innate and therefore that the are innate and therefore that the

essence of management is to deploy essence of management is to deploy these innate qualities as effectively these innate qualities as effectively

as possible and so drive as possible and so drive performance.”performance.” —Marcus Buckingham, —Marcus Buckingham, The One The One

Thing You Need to KnowThing You Need to Know

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

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

differently. … differently. … Discover Discover what is uniwhat is uniqque about ue about

each each pperson and erson and cacappitalize on ititalize on it.”.” —Marcus —Marcus

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

5959.. Talent Talent = Brand.= Brand.

The Top Five “Revelations”The Top Five “Revelations”

Better talent wins.Better talent wins.

Talent management Talent management isis my job as leader. my job as leader.

Talented leaders are looking for the Talented leaders are looking for the moon and stars.moon and stars.

Over-deliver on people’s dreams – they Over-deliver on people’s dreams – they are are volunteersvolunteers..

Pump talent in at all levels, from all Pump talent in at all levels, from all conceivable sources, all the time.conceivable sources, all the time.

Source: Ed Michaels et al., Source: Ed Michaels et al., The War for TalentThe War for Talent

Our Mission

To develop and manage To develop and manage talent;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.

6060.. excellence. excellence.

BonusBonus: The: The

“5E“5Ess”” CredoCredo

EEnthusiasm! nthusiasm!

EExecution!xecution!

EExperience!xperience!

EEmpathy! mpathy!

EExcellence!xcellence!

EEnthusiasm!nthusiasm! (Matchless and internally and (Matchless and internally and externally contagious and visible energy and vitality.)externally contagious and visible energy and vitality.)

EExecution!xecution! (A bulldog, unglamorous effort (A bulldog, unglamorous effort aimed at GTD/“getting things done” is the Holy Grail and aimed at GTD/“getting things done” is the Holy Grail and principal source of pride—the “strategy bit” is secondary principal source of pride—the “strategy bit” is secondary to the “do it” bit.)to the “do it” bit.)

EExperiencexperience!! (The organization delivers its (The organization delivers its product—including accounting services from an internal product—including accounting services from an internal department to its customer departments—with department to its customer departments—with panache.)panache.)

EEmpathy!mpathy! (Despite the abiding emphasis on (Despite the abiding emphasis on hustle and GTD, Character and Care in all we do is an hustle and GTD, Character and Care in all we do is an abiding hallmark of the enterprise.)abiding hallmark of the enterprise.)

EExcellence!xcellence! (Head-turning aspirations from (Head-turning aspirations from the world-class busboy to the world-class chef to the the world-class busboy to the world-class chef to the world-class parking valet.)world-class parking valet.)

““Excellence can be obtained if you:Excellence can be obtained if you:

... care more than others think... care more than others think is wise;is wise; ... risk more than others think ... risk more than others think is safe;is safe; ... dream more than others think ... dream more than others think is practical;is practical; ... expect more than others think ... expect more than others think is possible.”is possible.”

Source: Anon.Source: Anon. (Posted @ tompeters.com by (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)K.Sriram, November 27, 2006 1:17 AM)

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

Tom Peters’ EXCELLENCE. ALWAYS. Riyadh/15 November 2008.

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Transcript of Tom Peters’ EXCELLENCE. ALWAYS. Riyadh/15 November 2008.