Why in the World did you go to Siberia? go to Siberia?

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Why in the World did you go to Siberia? go to Siberia? Slide 2 Enterprise* (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum concerted human concerted human potential in the potential in the wholehearted pursuit of EXCELLENCE in wholehearted pursuit of EXCELLENCE in service of others **Employees, Customers, Suppliers, Communities, Owners, Temporary partners service of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners Slide 3 Tom Peters Tom PetersRe-Imagine:Excellence NOW ! NOW ! PwC Annual Partners Meeting Campinas/20 August 2012 (slides @ tompeters.com; also see excellencenow.com) Slide 4 Excellence/ Service/ Immoderation Slide 5 Excellence Excellence Slide 6 Excellence1982: The Bedrock Eight Basics Excellence1982: The Bedrock Eight Basics 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. Hands On, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties Properties Slide 7 Breakthrough 82* People! People!Customers!Action!Values! *In Search of Excellence Slide 8 Hard is Soft. Soft is Hard. Slide 9 EXCELLENCE is not an "aspiration. EXCELLENCE is THE NEXT FIVE MINUTES. Slide 10 EXCELLENCE is not an "aspiration." EXCELLENCE is THE NEXT FIVE MINUTES. EXCELLENCE is your next conversation. Or not. EXCELLENCE is your next meeting. Or not. EXCELLENCE is shutting up and listeningreally listening. Or not. EXCELLENCE is your next customer contact. Or not. EXCELLENCE is saying Thank you for something small. Or not. EXCELLENCE is the next time you shoulder responsibility and apologize. Or not. EXCELLENCE is waaay over-reacting to a screw-up. Or not. EXCELLENCE is the flowers you brought to work today. Or not. EXCELLENCE is lending a hand to an outsider whos fallen behind schedule. Or not. EXCELLENCE is bothering to learn the way folks in finance [or IS or HR] think. Or not. EXCELLENCE is waaay over-preparing for a 3-minute presentation. Or not. EXCELLENCE is turning insignificant tasks into models of EXCELLENCE. Or not. Slide 11 Service Service Slide 12 Organizations exist to serve. Period. Leaders live to serve. Period. serve. Period. Slide 13 Immoderation Immoderation Slide 14 14,000 20,000 30 Slide 15 14,000/ e Bay 20,000/Amazon 30/Craigslist Slide 16 We all agree your theory is crazy. The question, which divides us, is whether it is crazy enough. Niels Bohr, to Wolfgang Pauli Slide 17 Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. Avoid moderation! Kevin Roberts Credo 1. Ready. Fire! Aim. 2. If it aint broke... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation! Slide 18 We are crazy. We should do something when people say it is crazy. If people say something is good, it means someone else is already doing it. Hajime Mitarai, Canon Slide 19 I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, The answer seems obvious 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 Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics Slide 20 Buy a very large one and just wait. 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 very large one and just wait. Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics Slide 21 Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for 1,000 U.S. companies. They found that none of the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did. Financial Times Slide 22 The Word according to Mr. Hilton Slide 23 Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, His answer Conrad Hilton, at a gala celebrating his career, was called to the podium and asked, What were the most important lessons you learned in your long and distinguished career? His answer Slide 24 remember to tuck the shower curtain inside the bathtub. Slide 25 Execution is strategy. Fred Malek Slide 26 In real life, strategy is actually very straightforward. Pick a general direction and implement like hell. Jack Welch Slide 27 A Professional Just Like You? Slide 28 The doctor interrupts after * after * *Source: Jerome Groopman, How Doctors Think Slide 29 18 Slide 30 18 seconds! Slide 31 [An obsession with] Listening is... the ultimate mark of Respect. of Respect. Listening is... the heart and soul of Engagement. Listening is... the heart and soul of Kindness. Listening is... the heart and soul of Thoughtfulness. Listening is... the basis for true Collaboration. Listening is... the basis for true Partnership. Listening is... a Team Sport. Listening is... a Developable Individual Skill.* (*Though women are far better at it than men.) are far better at it than men.) Listening is... the basis for Community. Listening is... the bedrock of Joint Ventures that work. Listening is... the bedrock of Joint Ventures that grow. Listening is... the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of Communication* (*Which is in turn Attribute #1 of organizational effectiveness.) organizational effectiveness.)[cont.] Slide 32 Message: Listening is a profession! Message: Listening is a profession! Slide 33 Complain all you want, buT Slide 34 Complain all you want, you want, but meetings but meetings are what are what you do! you do! Slide 35 Meeting: Every meeting that does not stir the imagination and curiosity of attendees and increase bonding and co- operation and engagement and sense of worth and motivate rapid action and enhance enthusiasm is a permanently lost opportunity. Slide 36 FYI: This is not a rant about conducting better meetings. Slide 37 Remember what your grandmother Told You Slide 38 Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart. Henry Clay, American Statesman (1777-1852) Slide 39 K = R = P Slide 40 Kindness = Repeat Business = Profit. Profit. Slide 41 K = R = P/Kindness = Repeat business = Profit Kindness:Kind.Thoughtful.Decent.Caring.Attentive.Engaged. Listens well/obsessively. Appreciative.Open.Visible.Honest.Responsive. On time all the time. Apologizes with dispatch for screw-ups. Over-reacts to screw-ups of any magnitude. Professional in all dealings. Optimistic. Understands that kindness to staff breeds kindness to others/outsiders. Applies throughout the supply chain. Applies to 100% of customers staff. Explicit part of values statement. Basis for evaluation of 100% of our staff. Slide 42 Cross-border Conversations Slide 43 I am hundreds of times better here [than in my prior hospital assignment] because of the support system. Its like you were working in an organism; you are not a single cell when you are out there practicing. quote from Dr. Nina Schwenk, in Chapter 3, Practicing Team Medicine, from Leonard Berry & Kent Seltman, from Management Lessons From you are not a single cell when you are out there practicing. quote from Dr. Nina Schwenk, in Chapter 3, Practicing Team Medicine, from Leonard Berry & Kent Seltman, from Management Lessons From Mayo Clinic Mayo Clinic Slide 44 "It became necessary to develop medicine as a cooperative science; the clinician, the specialist, the laboratory workers, the nurses uniting for the good of the patient, each assisting in the elucidation of the problem at hand, and each dependent upon the other for support. Dr. William Mayo, 1910 Slide 45 "The personnel committees on all three campuses have become aggressive in addressing the issue of physicians who are not living the Mayo value of exhibiting respectful, collegial behavior to all team members. Some physicians have been suspended without pay or terminated. Leonard Barry & Kent Seltman, Management Lessons from Mayo Clinic Slide 46 Observed closely: The use of I or we during a job interview. Source: Leonard Berry & Kent Seltman, chapter 6, Hiring for Values, Management Lessons From Mayo Clinic Slide 47 Allied commands depend on mutual confidence and this confidence is gained, above all through the development of friendships. of friendships. General D.D. Eisenhower, Armchair General* *Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds ; it was a quality that would pay great dividends during his future coalition command. was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds ; it was a quality that would pay great dividends during his future coalition command. Slide 48 R.O.I.R. > R.O.I. Slide 49 R eturn O n I nvestment In R elationships Slide 50 Success doesnt depend on the number of people you know; it depends on the number of people you know in high places! or Success doesnt depend on the number of people you know; it depends on the number of people you know in low places! Slide 51 I got to know his [Icahns] secretaries. They are always the keepers of everything. Dick Parsons, then CEO Time Warner, on dealing with an Icahn threat to his company Slide 52 XFX = #1* *Cross-Functional eXcellence Slide 53 No Shortcuts! No Shortcuts! Slide 54 If I could have chosen not to tackle the IBM culture head-on, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. it is the game. Lou Gerstner, Who Says Elephants Cant Dance If I could have chosen not to tackle the IBM culture head-on, I probably wouldnt have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isnt just one aspect of the game it is the game. Lou Gerstner, Who Says Elephants Cant Dance Slide 55 The 7-S Model Strategy Structure Systems Style Skills Staff Super-ordinate goal The 7-S Model Strategy Structure Systems Style Skills Staff Super-ordinate goal Slide 56 The 7-S Model Hard S s (Strategy, Structure, Systems) Soft S S (Style, Skills, Staff, Super-ordinate goal) The 7-S Model Hard S s (Strategy, Structure, Systems) Soft S S (Style, Skills, Staff, Super-ordinate goal) Slide 57 The 7-S Model Strategy Structure Systems Style (Corporate Culture, The way we do things around here) Skills (Distinctive Competence/s) Staff (People-Talent) Super-ordinate goal (Vision, Core Values) The 7-S Model Strategy Structure Systems Style (Corporate Culture, The way we do things around here) Skills (Distinctive Competence/s) Staff (People-Talent) Super-ordinate goal (Vision, Core Values) Slide 58 Which customers first? Slide 59 You have to treat your employees like customers. Herb Kelleher, upon being asked his secret to success Source: Joe Nocera, NYT, Parting Words of an Airline Pioneer, on the occasion of Herb Kellehers retirement after 37 years at Southwest Airlines (SWAs pilots union took out a full-page ad in USA Today thanking HK for all he had done) ; across the way in Dallas, American Airlines pilots were picketing AAs Annual Meeting) Slide 60 no less than Cathedrals in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed in passionate pursuit of Excellence. Slide 61 Business has to give people enriching, rewarding lives or it's simply not worth doing. Richard Branson Slide 62 "Leadership is a gift. It's given by those who follow. You have to be worthy of it. USAF General Mark Walsh Slide 63 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. 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 Slide 64 The Memories That Matter. Slide 65 The Memories That Matter The Memories That Matter The people you developed who went on to stellar accomplishments inside or outside stellar accomplishments inside or outside the company. the company. The (no more than) two or three people you developed who went on to create stellar institutions of their own. create stellar institutions of their own. The longshots (people with a certain something) you bet on who surprised themselvesand your peers. surprised themselvesand your peers. The people of all stripes who 2/5/10/20 years later say You made a difference in my life, later say You made a difference in my life, Your belief in me changed everything. Your belief in me changed everything. The sort of/character of people you hired in general. (And the bad apples you chucked out despite some stellar traits.) apples you chucked out despite some stellar traits.) A handful of projects (a half dozen at most) you doggedly pursued that still make you smile and which fundamentally changed the way still make you smile and which fundamentally changed the way things are done inside or outside the company/industry. things are done inside or outside the company/industry. The supercharged camaraderie of a handful of Great Teams aiming to The supercharged camaraderie of a handful of Great Teams aiming to change the world. change the world. Slide 66 The Memories That Matter The Memories That Matter Unalloyed pleasure in being informed of the fallaciousness of your beliefs by someone 15 years your junior and several rungs below you beliefs by someone 15 years your junior and several rungs below you on the hierarchical ladder. on the hierarchical ladder. Selflessness. (A sterling reputation as a guy always willing to help out with alacrity despite personal cost.) with alacrity despite personal cost.) As thoughtful and respectful, or more so, toward thine enemies as toward friends and supporters. toward friends and supporters. Always and relentlessly put at the top of your list/any list being first and foremost of service to your list being first and foremost of service to your internal and...