Tom Peters’ People Power: The Talent 50 09.20.2005
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Transcript of Tom Peters’ People Power: The Talent 50 09.20.2005
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Tom Peters’
People Power: The
Talent50 09.20.2005
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“The Creative
Age is a wide-open
game.”
—Richard Florida, The Rise of the Creative Class
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“There is no job that is America’s God-given right
anymore.” —Carly Fiorina/HP/
01.08.2004
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Importance of Success Factors by Various “Gurus”/Estimates by Tom Peters
Strategy Systems People Passion Porter 50% 20 20 10
Drucker 30% 35 20 15
Bennis 25% 20 30 25
Peters 15% 20 35 30
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Hardball: Are You Playing to Play or Playing to Win? by George Stalk & Rob Lachenauer/HBS Press
“The winners in business have always played hardball.” “Unleash massive and overwhelming force.” “Exploit anomalies.” “Threaten your competitor’s profit
sanctuaries.” “Entice your competitor into retreat.”
Approximately 640 Index entries: Customer/s (service,
retention, loyalty), 4. People (employees, motivation, morale, worker/s), 0.
Innovation (product development, research & development, new products), 0.
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1. People First!
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“When land was the scarce resource, nations battled
over it. The same is happening now for talented people.”Stan Davis & Christopher Meyer, futureWEALTH
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Talent!
Tina Brown: “The first thing to do is to hire enough
talent that a critical mass of excitement
starts to grow.”Source: Business2.0
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Whoops: Jack didn’t have a vision!*
*GE = “Talent Machine” (Ed Michaels)
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Headhunter “Excellence”? (CEO Performance vs S&P 500)
Korn Ferry/Tom Neff: +1.1%
Heidrick & Struggles/ Gerry Roche: -5.2%
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2. Soft Is Hard.
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!
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3. FUNDAMENTAL PREMISE: We Are in an Age
of Talent/Creativity/ Intellectual-capital Added.
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“Human creativity is the ultimate
economic resource.” —Richard Florida,
The Rise of the Creative Class
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Age of AgricultureIndustrial Age
Age of Information IntensificationAge of Creation Intensification
Source: Murikami Teruyasu, Nomura Research Institute
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Agriculture Age (farmers)
Industrial Age (factory workers)
Information Age (knowledge workers)
Conceptual Age (creators and empathizers)
Source: Dan Pink, A Whole New Mind
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“The Dawn of the Creative Age”
“There’s a whole new class of workers in the U.S. that’s 38-million strong: the creative class. At its core are the scientists, engineers,
architects, designers, educators, artists, musicians and entertainers whose economic function is to create new ideas, new technology, or new content.
Also included are the creative professions of business and finance, law, healthcare and related fields, in which knowledge workers engage in complex problem solving that involves a great deal of independent
judgment. Today the creative sector of the U.S. economy, broadly defined, employs more than 30% of the workforce (more than all of manufacturing) and accounts for more than half of all wage and salary income (some $2
trillion)—almost as much as the manufacturing and service sectors together. Indeed, the United States has now entered what I call the Creative
Age.” —“America’s Looming Creativity Crisis”/ Richard Florida/HBR
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U.S. Patent Office/Patents Granted
1985 1998
Venezuela 15 …………… 29Argentina 12 …………… 46Mexico 35 …………... 77Brazil 30 …………… 88
South Korea 50 …………… 3,362 (67X)
Source: Juan Enriquez/As the Future Catches You
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“My wife and I went to a [kindergarten] parent-teacher conference and were informed that our budding
refrigerator artist, Christopher, would be receiving a grade of Unsatisfactory in art. We were shocked. How could any child—let alone our child—receive a poor
grade in art at such a young age? His teacher informed us that he had refused to color within the lines, which was a
state requirement for demonstrating ‘grade-level motor
skills.’ ” —Jordan Ayan, AHA!
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15 “Leading” Biz Schools
Design/Core: 0Design/Elective: 1
Creativity/Core: 0Creativity/Elective: 4
Innovation/Core: 0Innovation/Elective: 6
Source: DMI/Summer 2002Research by Thomas Lockwood
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4. Talent “Excellence” in Every Part of
Every Organization.
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Wegman’s: #1/100 Best Companies to Work for
84%: Grocery stores “are all alike”46%: additional spend if customers have an “emotional
connection” to a grocery store rather than “are satisfied” (Gallup)
“Going to Wegman’s is not just shopping, it’s an event.” —Christopher Hoyt, grocery consultant
“You cannot separate their strategy as a retailer from their strategy as an
employer.” —Darrell Rigby, Bain & Co.
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5. P.O.T./ Pursuit Of Talent =
OBSESSION.
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“The leaders of Great
Groups love talent and know where to find it.
They revel in the talent of others.”
Warren Bennis & Patricia Ward Biederman, Organizing Genius
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PARC’s Bob Taylor:
“Connoisseur of Talent ”
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Les Wexner: From sweaters to
people!
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6. Talent Masters Understand Talent’s
Intangibles.
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Visibly energetic/Passionate/Enthusiastic … about everything.Engaging/Inspires others. (Inspires the interviewer!)
Loves messes & pressure. Impatient/ Action fanatic.
A finisher.Exhibits: Fat “WOW Project” Portfolio. (Loves to talk about her work.)
Smart.Curious/ Eclectic interests/ A little (or more) weird.Well-developed sense of humor/ Fun to be around.
******
No. 1 re bosses: Exceptional talent selection & development record. (Former co-workers: “Did you visibly grow while working with X?” /“How has the department/team grown
on a ‘world-class’ scale during X’s tenure?”)
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Q: “If it were your $50K [life’s savings] and my $50K, what sort of Waiters would we look for?”
A:
“Enthusiasts!”
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7. HR Is “Cool.”
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Chicago:HRMAC
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“support function” / “cost center” / “bureaucratic
drag”
or …
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Are you “Rock Stars of the
Age of Talent”
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“HR doesn’t tend to hire a lot of
independent thinkers or people who stand up as moral compasses.” —Garold
Markle, Shell Offshore HR Exec (FC/08.05)
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8. HR Sits at The Head
Table.
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DD$21M
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9. Re-name “HR.”
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Talent Department
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People Department
Center for Talent Excellence
Seriously Cool People Who Recruit & Develop Seriously Cool People
Etc.
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“H.R.” to “H.E.D.” ???
Human
Enablement
Department
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10. There Is an “HR Strategy”/
“HR Vision”
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Our Mission
To develop and manage talent;to apply that talent,
throughout the world, for the benefit of clients;to do so in partnership;
to do so with profit.
WPP
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“Omnicom very simply is about talent. It’s about
the acquisition of talent, providing the
atmosphere so talent is attracted to it.” —John Wren
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What’s your company’s …
EVP?Employee Value Proposition, per Ed
Michaels et al., The War for Talent;
IBP/Internal Brand Promise per TP
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EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward
Source: Ed Michaels et al., The War for Talent
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11. Acquire for Talent!
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Omnicom's acquisitions: “not for
size per se”; “buying talent;” “deepen a
relationship with a client.”
Source: Advertising Age
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12. There Is a FORMAL
Recruitment Strategy.
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Cirque du
Soleil!
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Cirque du Soleil: Talent (12 full-
time scouts, database of 20,000). R&D (40% of profits; 2X avg corp). Controls (shows are
profit centers; partners like Disney offset costs; $100M on
$500M). Scarcity builds buzz/brand (1 new show per year. “People tell me we’re leaving money on the table by not
duplicating our shows. They’re right.” —Daniel Lamarre, president).
Source: “The Phantasmagoria Factory”/Business 2.0/1-2.2004
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13. There Is a FORMAL Leadership
Development Strategy.
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14. There is a “World Class” Leadership
Development CENTER.
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Crotonville!*
*No B-schools!
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DD: 0 to 60mph in a flash (months)
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Getting to WOW Through Mastery of …
The Sales25.
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Getting Things Done: The
Power &
Implementation34.
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Presentation Excellence: The
PresX56
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The Interviewing Excellence: The
IntX31
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15. There Is a FORMAL
STRATEGIC HR Review Process.
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16. The “Top100,” and Every Unit’s Top10, Are
Consciously Managed.
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“In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people
visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool
strengthening issues. The Talent Review Process is a contact sport at
GE; it has the intensity and the importance of the budget
process at most companies.” —Ed Michaels
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17. “People”/ Talent” Reviews
Are the FIRST Reviews.
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18. HR Strategy = BUSINESS Strategy.
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19. Make it a “Cause Worth
Signing Up For.”
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G.H.: “Create a
‘cause,’ not a
‘business.’ ”
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20. Unleash “Their” Full Potential!
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Organizing Genius / Warren Bennis and Patricia Ward Biederman
“Groups become great only when everyone in them, leaders and
members alike, is free to do his or her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its members to discover their
greatness.”
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Yes!!!!!!!!!!!!!!!!!
“free to do his or her absolute best” …
“allow its members to discover their
greatness.”
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“Firms will not ‘manage the careers’
of their employees. They will provide opportunities to enable
the employee to develop identity and adaptability and
thus be in charge of his or her own career.”
Tim Hall et al., “The New Protean Career Contract”
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RE/MAX: A “Life Success
Company”Source: Everybody Wins, Phil Harkins & Keith Hollihan
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“Agent-centric”: “You’re not in the real estate business anymore; you’re in the
real estate agent business!”
Source: Everybody Wins, Phil Harkins & Keith Hollihan
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Ye gads: “Thomas Stanley has not only found no correlation between success in school and an ability to accumulate wealth, he’s actually
found a negative correlation. ‘It seems that school-related evaluations are poor predictors of economic
success,’ Stanley concluded. What did predict success was a willingness to take risks. Yet the success-failure standards of most schools penalized risk takers. Most educational systems reward those who play it safe. As a result, those who do well in
school find it hard to take risks later on.”
Richard Farson & Ralph Keyes, Whoever Makes the Most Mistakes Wins
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21. Set Sky High
Standards.
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From “1, 2 or you’re out” [JW] to …
“Best Talent in each industry segment to build
best proprietary intangibles” [EM]
Source: Ed Michaels, War for Talent
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22. Enlist Everyone in Challenge Century21.
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“If there is nothing very special about
your work, no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much
either.”Michael Goldhaber, Wired
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Distinct …
or … Extinct
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New Work SurvivalKit.2005
1. Mastery! (Best/Absurdly Good at Something!)2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!)3. A “USP”/Unique Selling Proposition (R.POV8: Remarkable Point of View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty)5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project)6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber)8. Sense of Humor (A willingness to Screw Up & Move On)9. Comfortable with Your Skin (Bring “interesting you” to work!)10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?)11. Embrace “Marketing” (Your own CSO/Chief Storytelling Officer)12. Passion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence! (Show up on time! Leave last!)
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23. Pursue the Best!
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“Differentiation is all about being extreme, rewarding the
best and weeding out the ineffective. … You build strong
teams by treating individuals differently. Just look at the way
baseball teams pay 20-game winning pitchers and 40-plus
homerun hitters.” —Jack Welch
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“best person in the world” —
Arthur Blank
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Did We Say “Talent Matters”?
“The top software developers are more productive than average software
developers not by a factor of 10X or 100X, or even 1,000X,
but 10,000X.”
—Nathan Myhrvold, former Chief Scientist, Microsoft
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“THE HEART OF CELERA … IS THE WORLD’S LARGEST PRIVATE SUPERCOMPUTER …
FED 24 HOURS A DAY … BY SEQUENCING ROBOTS … AND CREATED-PROGRAMMED-
CONTROLLED … BY A DOZEN GREAT MINDS.”
Source: Juan Enriquez/As the Future Catches You
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24. Up or Out.
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“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-
Pacific changed 20 of his 40 box plant managers to put more talented, higher paid
managers in charge. He increased
profitability from $25 million to $80 million in 2 years.”
Ed Michaels, War for Talent
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25. Ensure that the Review
Process Has INTEGRITY.
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25 = 100** “But what do I do that’s more important than developing
people? I don’t do the damn work. They do.”
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26. Pay Up!
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“Top performing companies are two to four times more likely
than the rest to pay what it takes to prevent losing
top performers.”
Ed Michaels, War for Talent (05.17.00)
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Costco
*$17/hour (42% above Sam’s); very good health
plan; low t/o, low shrinkage*Low margins (“When I started, Sears, Roebuck was th Costco of the country, but they allowed
someone to come in under them”—Jim Sinegal)
Source: “How Costco Became the Anti-Wal*Mart/NYT/07.17.05
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27. Training I: Train! Train!
Train!
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26.3
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3 Weeks in May
“Training” & Prep: 187“Work”: 41
(“Other”: 17)
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1%
vs.
367%
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Divas do it. Violinists do it. Sprinters do it. Golfers do it.
Pilots do it. Soldiers do it. Surgeons do it. Cops do it.
Astronauts do it. Why don’t businesspeople do it?
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“Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is the
No. 1 industry in the next 30 years … mostly on line.”
Peter Drucker, Business 2.0
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Edward Jones’ Training Machine*
146 hours/employee/yearNew hires: 4X avg.
3.8% of payroll
* #1, “The 100 Best Companies To Work For”/Fortune/01.2003
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28. Training II: 100% “Business
People.”
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29. Training III: 100%
LEADERS.
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“I start with the premise that the
function of leadership is to produce more leaders, not more
followers.” —Ralph Nader
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30. Training IV: Boss as Trainer-
in-Chief.
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Workout = 24 DPY in the Classroom
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31. Open Communication: NO BARRIERS.
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“The organizations we created have become tyrants. They have taken
control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls
that no one can scale or penetrate or even peer over.” —Frank Lekanne Deprez &
René Tissen, Zero Space: Moving Beyond Organizational Limits
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32. Respect!
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“It was much later that I realized Dad’s secret. He gained respect by giving it. He talked and listened
to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a
bishop or a college president. He was seriously interested in
who you were and what you had to say.”
Sara Lawrence-Lightfoot, Respect
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“What creates trust, in the end, is
the leader’s manifest respect
for the followers.” —
Jim O’Toole, Leading Change
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33. Embrace the Whole Individual.
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34. Build Places of “Grace.”
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“My favorite word is grace –
whether it’s amazing grace,
saving grace, grace under
fire, Grace Kelly. How we live contributes to beauty – whether it’s how we treat other people or the environment.”—Celeste Cooper, designer
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Rodale’s on “Grace” …
elegance … charm … loveliness … poetry in motion … kindliness ..
benevolence … benefaction … compassion … beauty
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35. MBWA*: Visible
Leadership!
*Managing By Wandering Around
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“The first and greatest imperative of command
is to be present in person. Those who
impose risk must be seen to share it.” —John Keegan,
The Mask of Command
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36. Thank You!
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“The deepest human need
is the need to be appreciated.”
William James
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37. Promote for “people skills.” (THE REST IS
DETAILS.)
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33 Division Titles. 26 League Pennants. 14
World Series: Earl Weaver—0. Tom Kelly—0. Jim Leyland—0.
Walter Alston—1AB. Tony LaRussa—132 games, 6 seasons. Tommy Lasorda—P, 26 games. Sparky
Anderson—1 season.
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“When assessing candidates, the first thing I looked for was energy and
enthusiasm for execution. Does she talk about the thrill of getting things done, the obstacles overcome, the role her people played —or does she
keep wandering back to strategy or philosophy?”
—Larry Bossidy, Honeywell/AlliedSignal, in Execution
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38. Honor Youth.
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“Why focus on these late teens and twenty-
somethings? Because they are the first young who are both in a position to change the world, and are actually doing so. … For the first time in history,
children are more comfortable, knowledgeable and literate than their parents about an
innovation central to society. … The Internet has triggered the first industrial revolution in history
to be led by the young.”
The Economist
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39. Provide Early Leadership
Assignments.
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The
WOW!
Project
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“Think BIG … Think DIFFERENT … Think COOL” … “Appropriate
‘benchmark’: earn a place in the history books … be able to say to your grandson/daughter, ’I
was project manager of the Big Dig’” —TP/Bentley magazine
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Your Current Project?
1. Another day’s work/Pays the rent.4. Of value.7. Pretty Damn Cool/Definitely subversive.10. WE AIM TO CHANGE THE WORLD. (Insane!/Insanely Great!/WOW!)
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The Project 50
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Create Sell Implement Exit
Traditional 10% 0% 90% 0%Emphasis
Our View 30% 30% 30% 10%
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40. Create a FORMAL System
of Mentoring.
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W. L. GoreQuad/Graphics
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41. Diversity!
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“Diversity defines the health and wealth of nations in a new
century. Mighty is the mongrel. The hybrid is hip. The impure, the mélange, the adulterated, the
blemished, the rough, the black-and-blue, the mix-and-match – these people are inheriting the earth.
Mixing is the new norm. Mixing trumps isolation. It spawns creativity, nourishes the human spirit, spurs
economic growth and empowers nations.”
G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge
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CM Prof Richard Florida on “Creative
Capital”: “You cannot get a technologically innovative place unless it’s open to weirdness, eccentricity
and difference.”
Source: New York Times
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“Where do good new ideas come from? That’s simple! From
differences. Creativity comes from unlikely juxtapositions.
The best way to maximize differences is to mix ages, cultures and
disciplines.”
Nicholas Negroponte
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Duh!
“We want our associate population to mirror our customer population at
every level, from the executive suite all the way to the retail floor. In the marketplace, basically what I want to do is draw a concentric circle around
every one of our 2,300 stores, and I want the assortment in that store to match the ethnicity of the neighborhood it’s in. Some
neighborhoods are all Hispanic, so we can put in a full Hispanic format. That’s what Super Saver is. All the signage is in both
languages. There’s a 100 percent Spanish-speaking staff in the store.” —Larry Johnston, CEO, Albertsons
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42. WOMEN RULE.*
*Duh.
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“AS LEADERS, WOMEN RULE: New Studies find that female managers
outshine their male counterparts in almost
every measure”Title, Special Report, Business Week
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“American women possess leadership abilities that are particularly effective
in today’s organizations, yet their abilities remain undervalued and underutilized. In the future, what will
distinguish one organization and one country from another will be its use of human resources. Today human resource utilization is not only a
matter of social justice but a bottom-line issue.”
Judy Rosener, America’s Competitive Secret
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Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers;
favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power
as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure
“rationality”; inherently flexible; appreciate cultural diversity.
Source: Judy B. Rosener, America’s Competitive Secret
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63 of 2,500 top earners in F500
8% Big 5 partners
14% partners at top 250 law firms
43% new med students; 26% med
faculty; 7% deans
Source: Susan Estrich, Sex and Power
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U.S. G.B. E.U. Ja.
M.Mgt. 41% 29% 18% 6%
T.Mgt. 4% 3% 2% <1%
Peak Partic. Age 45 22 27 19
% Coll. Stud. 52% 50% 48% 26%
Source: Judy Rosener, America’s Competitive Secret
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“Deloitte was doing a great job of hiring high-performing women; in fact, women often earned
higher performance ratings than men in their first years with the firm. Yet the percentage of women
decreased with step up the career ladder. … Most women weren’t leaving to raise families; they had weighed their options in Deloitte’s male-dominated culture and found them wanting.
Many, dissatisfied with a culture they perceived as endemic to professional service firms, switched
professions.”
Douglas McCracken, “Winning the Talent War for Women” [HBR]
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“The process of assigning plum accounts was largely unexamined. …
Male partners made assumptions: ‘I wouldn’t put her on that kind of
company because it’s a tough manufacturing environment.’ ‘That
client is difficult to deal with.’ ‘Travel puts too much pressure on women.’ ”
Douglas McCracken, “Winning the Talent War for Women” [HBR]
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The Core Argument1. We are in a War for Talent.2. The war will intensify.3. Women are under-represented in our leadership ranks.4. Women and men are different.5. Women’s strengths match the New Economy’s leadership needs—to a striking degree.6. Women are also the principal purchasers of goods and services—retail and commercial.7. Ergo, women are a large part of “the answer” to the War for Talent issue/opportunity.
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43. Hire (& Protect!) Weird!
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“Are there enough weird people in
the lab these days?”V. Chmn., pharmaceutical house, to a lab director
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The Cracked Ones Let in the Light
“Our business needs a massive transfusion of talent, and
talent, I believe, is most likely
to be found among non-conformists, dissenters
and rebels.”David Ogilvy
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Deviants, Inc. “Deviance tells the story of every mass
market ever created. What starts out weird and dangerous
becomes America’s next big corporate payday. So are you looking for the next mass market idea? It’s out there … way
out there.”
Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)
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Saviors-in-Waiting
Disgruntled CustomersOff-the-Scope Competitors
Rogue EmployeesFringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees
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Why Do I love Freaks?
(1) Because when Anything Interesting happens … it was a freak who did it. (Period.) (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.) (3) We need freaks. Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.) (4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) (5) Freaks are the only (ONLY) ones who succeed—as in, make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most of us—and our organizations—are in ruts. Make that chasms.)
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44. Cherish Boldness!
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No Wiggle Room!
“Incrementalism is innovation’s worst enemy.”
Nicholas Negroponte
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44. We Are All Unique.
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Beware Standardized Evals: One size NEVER fits all. One size fits
one. Period.
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48 Players = 48 Projects =
48 different success measures.
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46. Bosses “Win People
Over.”
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WHAT AN IDIOT: “Instead of employees being in the driver’s
seat, now we’re in the driver’s seat.”
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PJ: “Coaching is winning
players over.”
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47. GOAL: Voyages of
Mutual Discovery.
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I am inalterably opposed to “organization change,”
“empowerment,” “motivation.” The goal: to awaken the latent talent
already within, by providing opportunities worthy of the
individual’s investment of her or his most precious resources …
time and emotional commitment.
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Leaders (Teachers) Do Not “Transform People”!
Instead leaders (1) provide a context which is marked by (2) access to a luxuriant portfolio of meaningful
opportunities (projects) which (3) allow people to fully (and safely, mostly—caveat: “they” don’t engage unless they’re
“mad about something”) express their innate curiosity and (4) engage in a vigorous discovery voyage (alone and in small teams, assisted by an extensive self-constructed
network) by which those people (5) go to-create places they (and their mentors-teachers-leaders) had
never dreamed existed—and then the leaders (6) applaud like hell and stage “photo-ops” to
commemorate the bravery of their “followers’ ” explorations!
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48. Foster Independence.
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“You must realize that how you invest your human capital matters as much as how you invest your
financial capital. Its rate of return determines your future options. Take a job for what it teaches you,
not for what it pays. Instead of a potential employer asking, ‘Where do you see yourself in 5 years?’ you’ll ask, ‘If I invest my mental assets
with you for 5 years, how much will they appreciate? How much will my portfolio of
career options grow?’ ”
Stan Davis & Christopher Meyer, futureWEALTH
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THE rise up and flee your cubicle STREET JOURNAL
Adventures in Capitalism
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THE I work for a company called
Me STREET JOURNAL
Adventures in Capitalism
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Thriving in 24/7 (Sally Helgesen)
START AT THE CORE. Nimbleness only possible if we “locate our inner voice,” take regular inventory of
where we are.
LEARN TO ZIGZAG. Think “gigs.” Think lifelong learning. Forget “old loyalty.” Work on optimism.
CREATE OUR OWN WORK. Articulate your value. Integrate your passions. I.D. your market. Run your
own business.
WEAVE A STRONG WEB OF INCLUSION. Build your own support network. Master the art of “looking
people up.”
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49. Enthusiasm!
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BZ: “I am a … Dispenser of Enthusiasm!”
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“A leader is a dealer in hope.”
Napoleon
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New Economy Biz Degree Programs
MBA (Master of Business Administration) MMM1 (Master of Metaphysical Management)
MMM2 (Master of Metabolic Management)
MGLF (Master of Great Leaps Forward)
MTD (Master of Talent Development)
W/MwGTDw/oC (Woman/Man Who Gets Things Done without Certificate)
DE (Doctor of Enthusiasm)
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50. Talent = Brand.
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The Top 5 “Revelations”
Better talent wins.
Talent management is my job as leader.
Talented leaders are looking for the moon and stars.
Over-deliver on people’s dreams – they are volunteers.
Pump talent in at all levels, from all conceivable sources, all the time.
Source: Ed Michaels et al., The War for Talent
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Brand = Talent.