Transcript 1B1/2 ! WAIT “The central element of good decision-making is a person’s ability to manage delay.” —Frank Partnoy, Wait: The Art and Science of Delay.

1B1/2
!
WAIT
“The central
element of good
decision-making is
a person’s ability to
manage delay.”
—Frank Partnoy, Wait: The Art and Science of Delay
THE SIN
OF
“SEND”
CONRAD HILTON, at a gala celebrating
his career, was called to the podium and
“What were the
most important
lessons you learned
in your long and
distinguished
career?” His answer …
asked,
“Remember
to tuck the
shower curtain
inside the
bathtub.”
IS
“EXECUTION
STRATEGY.”
—Fred Malek
LONG
Tom Peters’
!
EXCELLENCE
HOW DESIGN LIVE
CHICAGO/05 May 2015
(presentation slides at tompeters.com; also see our
fully annotated 23-part Master Compendium at excellencenow.com)
An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits
maximum
Enterprise* (*at its best):
concerted human
potential in the
wholehearted pursuit of
EXCELLENCE in
service of others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
“It may sound radical, unconventional, and
bordering on being a crazy business idea.
However— as ridiculous as it sounds—joy is the
core belief of our workplace.
Joy
is the reason my company,
Menlo Innovations, a customer software design
and development firm in Ann Arbor, exists. It
defines what we do and how we do it. It is the
single shared belief of our entire team.”
Joy, Inc.:
How We Built a Workplace People Love
—Richard Sheridan,
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
“The role of the Director is to
create a space where the actors
become
more than they’ve ever
been before,
more than they’ve
dreamed of being.”
and actresses can
—Robert Altman, Oscar acceptance speech
#3: Provide a prideworthy job.*
#2: Help people be
successful at their
current job.**
#1: Help people grow/
prepare for an
uncertain future.***
*“Provide a secure job.”—NOT POSSIBLE IN 2015.
**Success is NOT enough, circa 2015.
***Society—and profitability—demands this. (Or should!)
“Management” as conventionally perceived is a dreary/
misleading/constrained word. E.g., mgt/standard usage =
Shouting orders in the slave galley.
Consider, please, a more encompassing/more accurate definition:
“‘Management’ is the
arrangement and animation
of human affairs in
pursuit of desired
outcomes.”
Management is not about Theory X vs. Theory Y/“top down” vs.
“bottom up.” Management is about the essence of human
behavior, how we fundamentally arrange our collective efforts in
order to survive, adapt—and, one hopes, thrive. (E.g., candidate
for #1 management document: Constitution of the United States
of America—228 years of Excellence.)
Context:
1,000,000 Robots
and the
Exponential
Function
“The greatest
shortcoming of the
human race is our
inability to
understand the
exponential
function.”
—Albert A. Bartlett
China/Foxconn:
1,000,000
robots/next 3 years
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
“Since 1996, manufacturing employment in
China itself has actually
fallen
25 percent.
That’s over 30,000,000
fewer Chinese workers in that sector,
by an estimated
even while output soared by 70 percent. It’s not
that American workers are being replaced by Chinese workers. It’s that
both American and Chinese workers are being made more efficient
[replaced] by automation.” —Erik Brynjolfsson and Andrew McAfee,
The Second Machine Age: Work, Progress, and Prosperity
in a Time of Brilliant Technologies
“Human level capability has not
turned out to be a special
stopping point from an
engineering perspective. ….”
—Illah Reza Nourbakhsh, Professor of Robotics, Carnegie Mellon, Robot Futures
“The intellectual talents of
highly trained professionals
are no more protected from
automation than is the driver’s
left turn.”
—Nicholas Carr, The Glass Cage: Automation and Us
“Software is
eating the
world.”
—Marc Andreessen
Persado
(vs. copywriter): emotion words, product
characteristics, “call to action,” position of text, images
Up To $250 To Spend On
All Ships In All
Destinations. 2 Days Left
(1.3%)
vs.
No kidding! You Qualify to
Experience An Incredible
Vacation With Us :-)
(4.1)
“A creative person is good but random. We’ve taken the
randomness out by building an ontology of language”
—Lawrence Whittle, head of sales
Source: Wall Street Journal/ 0825.14/ “It’s Finally Time to Take AI Seriously”
“In his eloquent 2009 book, The Thinking
Hand, the distinguished Finnish architect
Juhani Pallasmaa argues that the
growing reliance on computers is making
it harder for designers to imagine the
human qualities of their buildings—to
inhabit their works in progress in the
way that people will ultimately inhabit
the finished structures.”
“Calculative power grows. Sensory
engagement fades.”
Source: Nicholas Carr, The Glass Cage: Automation and Us
“CAD software has gone from a tool for turning designs into plans to a tool for
The increasingly
popular technique of parametric design,
which uses algorithms to establish
formal relationships among different
design elements, puts the computer’s
calculative power at the center of the
creative process. In the most aggressive
application of the technique, a building’s
form can be generated automatically by
a set of algorithms rather than composed
manually by the designer’s hand. … The transition
producing the designs themselves.
from sketchpad to screen entails, many architects believe, a loss of creativity, of
adventurousness. A designer working at a computer has a tendency to lock in,
visually and cognitively, on a design at an early stage. He bypasses much of the
reflective and exploratory playfulness that springs from the tentativeness and
ambiguity of sketching. Researchers term this phenomenon ‘premature fixation.’ ”
—Nicholas Carr, The Glass Cage: Automation and Us
The New Logic: Scale w/o Employment
145,000
Kodak: 1988/
employees; 2012/bankrupt
Instagram: 30,000,000 customers/
13 employees
(WhatsApp: 450,000,000 customers/
55 employees/
Valued @ $19,000,000,000)
Source: Robert Reich’s Blog/0316.15
AI/Be Careful of What You Wish For
Hawking
Gates*
Musk
Etc.
*“I don’t understand why people are NOT concerned.”
/49:
WTTMSW
WHOEVER
TRIES
THE
MOST
STUFF
WINS
“We made mistakes, of course. Most of them were
omissions we didn’t think of when we initially wrote the
software. We fixed them by doing it over and over, again
and again. We do the same today. While our competitors
are still sucking their thumbs trying to make the design
perfect, we’re already on prototype version
#5.
By
the time our rivals are ready with wires and screws, we
are on version
#10. It gets back to
planning versus acting: We act
from day one; others plan how
to plan—for months.”
—Bloomberg by Bloomberg
Culture of Prototyping
“Effective prototyping may
THE MOST
VALUABLE CORE
COMPETENCE an
be
innovative organization can
hope to have.” —Michael Schrage
“You can’t be a serious
innovator unless and until
you are ready, willing and
able to seriously play.
‘Serious play’ is
not an oxymoron; it is
the essence of innovation.”
—Michael Schrage, Serious Play
“FAIL. FORWARD. FAST.”
High Tech CEO, Pennsylvania
“FAIL FASTER.
SUCCEED SOONER.”
—David Kelley/IDEO
“MOVE FAST.
BREAK THINGS.”
—Facebook
“In business, you REWARD people
WHEN IT
DOESN’T WORK
OUT YOU
PROMOTE THEM—
for taking RISKS.
BECAUSE THEY WERE WILLING
TO TRY NEW THINGS. If people tell
me they skied all day and never fell
down, I tell them to try a different
mountain.” —Michael Bloomberg
“If things seem under
control, you’re just not
going fast enough.”
—Mario Andretti, race driver
“I’m not comfortable unless
I’m uncomfortable.”
—Jay Chiat
“If it works, it’s obsolete.”
—Marshall McLuhan
WTTMSASTMSUTFW
WHOEVER
TRIES
THE
MOST
STUFF
AND
SCREWS
THE
MOST
STUFF
UP
THE
FASTEST
WINS
LBTs***
*Little BIG Things
**A(nother) variation on WTTMSW
Bag sizes = New markets:
Source: PepsiCo
Big carts =
Source: Walmart
Las Vegas Casino/2X:
slightly
curved
“When Friedman
the right angle of an
entrance corridor to one property, he was
‘amazed at the magnitude of change in
pedestrian behavior’—the percentage who
one-third to
nearly two-thirds.”
entered increased from
—Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas
We Are What
We Eat.
We Are Who We
Hang Out With.
Manage It.
“IT IS HARDLY POSSIBLE TO
OVERRATE THE VALUE OF PLACING
HUMAN BEINGS IN CONTACT WITH
PERSONS DIS-SIMILAR TO THEMSELVES,
AND WITH MODES OF THOUGHT AND
ACTION UNLIKE THOSE WITH WHICH
THEY ARE FAMILIAR. SUCH
COMMUNICATION HAS ALWAYS BEEN,
AND IS PECULIARLY IN THE PRESENT
AGE, ONE OF THE PRIMARY SOURCES
OF PROGRESS.” —John Stuart Mill
Diversity:
“You will become like
the five people you
associate with the
most—this can
be either a blessing
or a curse.”
—Billy Cox
The “We are what we eat”/
“We are who we hang out with”
Axiom: At its core,
every (!!!)
relationship-partnership decision
(employee, vendor, customer, etc.,
etc.) is a
strategic
decision about:
“Innovate,
‘Yes’ or ‘No’ ”
“Who’s the most
interesting person
you’ve met in the last
90 days? How do I
get in touch with
them?”
—Fred Smith
WE ARE THE
COMPANY
WE KEEP!
MANAGE IT!
Social Business/
Customer Control/
Big Data
“What used to be ‘word of mouth’ is
You are
either creating brand
ambassadors or
brand terrorists
doing brand
assassination.”
now ‘word of mouse.’
—John DiJulius,
The Customer Service Revolution: Overthrow Conventional Business,
Inspire Employees, and Change the World
“It
takes 20 years to
build a reputation
and five minutes to
ruin it. Also, the Internet and
Welcome to the Age of Social Media:
technology have made customers more
demanding, and they expect information,
answers, products, responses, and
resolutions sooner than ASAP.” —John DiJulius,
The Customer Service Revolution
“The
customer is in
complete control of
communication.”
Welcome to the Age of Social Media:
—John DiJulius, The Customer Service Revolution: Overthrow
Conventional Business, Inspire Employees, and Change the World
“I would rather engage in a
Twitter conversation with a
single customer than see our
company attempt to attract
the attention of millions in
a coveted Super Bowl
commercial.
Why? Because having people discuss your brand
directly with you, actually connecting one-to-one, is far more valuable—not to
mention far cheaper! …
“Consumers want to discuss what they like, the companies they support, and
the organizations and leaders they resent. They want a community. They want
to be heard. …
“[I]f we engage employees, customers, and prospective customers in meaningful
dialogue about their lives, challenges, interests, and concerns, we can build a
community of trust, loyalty, and—possibly over time—help them become
advocates and champions for the brand.”
—Peter Aceto, CEO,
Tangerine (from the foreword to A World Gone Social:
How Companies Must Adapt to Survive, by Ted Coine & Mark Babbit)
ZMOT
: ZERO Moment Of Truth/Google*
“You know what a ‘moment of truth’ is. It’s when a prospective customer
decides either to take the next step in the purchase funnel, or to exit and
seek other options. … But what is a ‘zero moment of truth’? Many behaviors
can serve as a zero moment of truth, but what binds them together is that
the purchase is being researched and considered before the prospect even
enters the classic sales funnel … In its research, Google found that
84%
of shoppers said the new mental
model, ZMOT, shapes their decisions. …”
—Jay Baer, Youtility: Why Smart Marketing Is About Help, Not Hype
*See www.zeromomentoftruth.com for ZMOT in booklength format
“Caesars’ Entertainment
have bet their future on
harvesting personal
data rather than
developing the fanciest
properties.”
—Adam Tanner,
What Stays in Vegas: The World of Personal Data—Lifeblood of Big
Business—and the End of Privacy as We Know it
DESIGN
“Huge
degree of
care.”
Apple design:
—Ian Parker, New Yorker, 23 March 2015,
on Apple design chief Jony Ives
“ In some way, by caring,
we are actually serving
humanity. People might
think it’s a stupid belief,
but it’s a goal—it’s a
contribution that we hope
we can make, in some
small way, to culture.”
—Jony Ives
Ann Landers as management guru/
three criteria for products, projects, a
communication, etc.:
Good.
True.
Helpful.
Hypothesis: Men
cannot
design for women’s
!!??
needs
Women BUY
(Everything)
!
Women BUY
(Everything)
!
“Forget CHINA,
INDIA and the
INTERNET: Economic
Growth Is Driven by
WOMEN.”
Source: Headline, Economist
W>
2X (C + I)*
*“Women now drive the global economy. Globally, they control about $20
trillion in consumer spending, and that figure could climb as high as
$28 TRILLION
in the next five
years. Their $13 trillion in total yearly earnings could reach $18 trillion in
the same period. In aggregate, women represent a growth market bigger than China and India combined—
more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female
consumer.
And yet many companies do just that—even ones that are confidant that they have a winning strategy when
it comes to women. Consider Dell’s …”
Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBR
“Women are
THE majority
market”
—Fara Warner/The Power of the Purse
MOST
SIGNIFICANT
VARIABLE in EVERY
“The
sales situation is the
GENDER
of the buyer, and
more importantly, how the
salesperson communicates to
the buyer’s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
The Perfect Answer
Jill and Jack buy
slacks in black…
Sales/After-sales Process
1.
2.
3.
4.
5.
Kick-off – Women
Research – Women
Purchase – Men
Ownership – Women
Word-of-mouth – Women
Source: Martha Barletta, Marketing to Women: How to Increase Your Share of the World’s Largest Market
THE
TRANSACTION MODEL
Selling to men:
THE
RELATIONAL MODEL
Selling to Women:
Source: Selling to Men, Selling to Women, Jeffery Tobias Halter
“Women don’t ‘buy’
They
‘join’ them.”
brands.
—Faith Popcorn, EVEolution
2.6
vs.
“Female users are the unsung heroines
behind the most engaging, fastest growing,
and valuable consumer internet and
e-commerce companies. Especially when it comes to social and shopping,
women rule the Internet. In e-commerce, female purchasing power is clear. Sites like Zappos Groupon, Gilt Groupe,
Etsy, and Diapers are all driven by a majority of female customers. According to Gilt Groupe, women are 70% of the
customers and 74% of revenue; and 77% of Groupon’s customers are female. But what’s different now is an exciting
new crop of e-commerce companies. One King’s Lane, Plum District, Stella & Dot, Rent the Runway, Modcloth,
BirchBox, Shoedazzle, Zazzle and Shopkickc are just a few examples of companies leveraging ‘girl power.’ The
And take
a look at four of the new ‘horsemen’ of the
consumer web—Facebook, Zygna, Groupon
and Twitter. The majority of all four
properties’ users are female. Make that
‘horsewomen.’ So, if you’re at a consumer web company, how can this insight help
majority of these companies were also founded by women, which is also an exciting trend .
you? Would you like to lower your cost of customer acquisition? Or grow revenue faster? Maybe you would benefit
from having a larger base of female customers. If so, what would you change to make your product/service more
attractive to female customers? Do you do enough product and user interface testing with female users? Have you
figured out how to truly unleash the shopping and social power of women? You could also take a look at your
team. Do you have women in key positions?” —Aileen Lee, Kleiner Perkins Caufield & Byers (05.06.2011)
!
WOMEN RULE
“I speak to you with a feminine voice.
It’s the voice of democracy, of equality.
that
this will be
the woman’s
century.
I am certain, ladies and gentlemen,
In the Portuguese language,
words such as life, soul, and hope are of the feminine
gender, as are other words like courage and sincerity.”
—President Dilma Rousseff of Brazil, 1st woman to
keynote the United Nations General Assembly (2011)
“AS LEADERS, WOMEN RULE: New
studies find that female managers
outshine their male counterparts in
almost every measure”
—TITLE, Special Report, BusinessWeek
“Research suggests that to
succeed, start by promoting
women.”
—Nicholas Kristof, NYTimes, 1024.13
“In my experience, women
make much better executives
than men.”
—Kip Tindell, CEO, Container Store, from UNCONTAINABLE
“Women are rated higher in fully
12 of the 16 competencies that
go into outstanding leadership. And
two of the traits where women
outscored men to the highest
degree—taking initiative and
driving for results—have long
been thought of as particularly
male strengths.”
—Harvard Business Review/2014
Women’s Negotiating Strengths
*Ability to put themselves in their
counterparts’ shoes
*Comprehensive, attentive, and detailed
communication style
*Empathy that facilitates trust-building
*Curious and attentive listening
*Less competitive attitude
*Strong sense of fairness and ability to persuade
*Proactive risk manager
*Collaborative decision-making
Source: Horacio Falcao, cover story, World Business, “Say It Like a
Woman: Why the 21st-century negotiator will need the female touch”
For One (BIG) Thing …
“McKinsey & Company found that the
international companies with more
women on their corporate boards far
outperformed the average company in
return on equity and other measures.
Operating profit was …
56%
higher.”
Source: Nicholas Kristof, “Twitter, Women, and Power,” NYTimes, 1024.13
We
the
(old farts like me)
Have
$$$$$$
1/8/20
USA
65
8 SECONDS
20 YEARS
1 boomer will turn
Every
For the next
>50@50
!!!!!!!!!!!!!!!!!
“PEOPLE TURNING 50
MORE
THAN HALF OF
TODAY HAVE
THEIR ADULT LIFE
AHEAD OF THEM.”
—BILL NOVELLI,
50+: IGNITING A REVOLUTION TO REINVENT AMERICA
Average # of cars purchased per
(USA) household, “lifetime”:
13
Average # of cars bought per household
after the “head of household” reaches
age 50:
7
Source: Marti Barletta, PrimeTime Women
55+ > 55Forrester Research: “[age 55-plus] are
more active in online finance, shopping,
and entertainment than those under 55”
“NEW
CUSTOMER
MAJORITY”
44-65:
Source: Ageless Marketing, David Wolfe & Robert Snyder
“In 2009, households headed by
adults ages 65 and older ... had
47 times
as much
net wealth as the typical
household headed by someone
under 35 years of age. In 1984,
this had been a less lopsided
10-to-1 ratio.”
Source: Pew Research/10.11
“Baby-boomer
Women: The
Sweetest of
Sweet Spots for
Marketers”
—David Wolfe and Robert Snyder, Ageless Marketing
USA 1996-2007
Highest rate
entrepreneurial activity
(firms founded):
Ages 55-64
Lowest rate: Ages 20-34
Source: Dane Stangler, Kauffman Foundation (Economist)
“Marketers’ attempts at reaching
those over 50 have been miserably
No market’s
motivations and
needs are so
poorly understood.”
unsuccessful.
—Peter Francese, founding publisher, American Demographics
“The New Customer
Majority is the …
ONLY … adult market
with realistic prospects
for significant sales
growth in dozens of
product lines for
thousands of companies.”
—David Wolfe & Robert Snyder, Ageless Marketing
Value-Added on
Steroids: The
(ENORMOUS)
(UBIQUITOUS)
“Services Added”
Opportunity
PS
UPS
U
to
“It’s all about solutions.
We talk with customers
about how to run better,
stronger, cheaper supply
chains. We have 1,000
engineers who work with
customers …”
—Bob Stoffel, UPS senior exec
IDEO’s Progression
Product Design
to
Product Design Training
to
Corporate Innovation/
Culture Training/Consulting
MBWA
Managing
By
Wandering
Around
“I’m always stopping by our
at least
a week.
stores—
25
I’m also in other
places: Home Depot, Whole Foods, Crate &
Barrel. I try to be a sponge to pick up as
much as I can.” —Howard Schultz
Source: Fortune, “Secrets of Greatness”
“A body can
pretend to care,
but they can’t
pretend to be
there.”
— Texas Bix Bender
You = Your
calendar*
*The calendar
NEVER
lies.
“Dennis, you need a …
‘TO-DON’T ’
List !”
“IT’S
ALWAYS
SHOWTIME.”
—
“IT’S ALWAYS
SHOWTIME.”
—David D’Alessandro, Career Warfare
“I am a
dispenser of
enthusiasm.”
—Ben Zander, symphony conductor and management guru
“I ‘DO’
PEOPLE”
FROM FASHION
TRENDS GURU TO
KICKS FROM PICKING/
DEVELOPING PEOPLE!*
Les Wexner:
*Limited Brands founder Les Wexner queried
on astounding longterm growth & profitability:
“I got as excited
about developing people” as he had been
It happened, he said, because
about predicting fashion trends in his early years.
#1
CEO Failing?
“If I had to
pick one failing
of CEOs, it’s
that …
—Co-founder of one of the largest investment services firms in the USA/world
“If I had to pick one failing of
they
don’t read
enough.”
CEOs, it’s that …
Question Your
Judgment*
(*Understatement)
For a definitive list of
159
cognitive
biases, see …
http//en.wikipedia.org/wiki/List_of_cognitive_biases
(And see Thinking, Fast and Slow, by Daniel Kahneman)
Cognitive Biases: Behavioral, Social, and Memory
Actor-observer Bias
Ambiguity Effect
Anchoring or Focalism
Attentional Bias
Availability Cascade
Availability Heuristic
Backfire Effect
Bandwagon Effect
Base Rate Fallacy or Base Rate
Neglect
Belief Bias
Bias Blind Spot
Bizarreness Effect
Change Bias
Cheerleader Effect
Childhood Amnesia
Choice-supportive Bias
Clustering Illusion
Confirmation Bias
Congruence Bias
Conjunction Fallacy
Conservatism (Bayesian)
Conservatism or Regressive Bias
Consistency Bias
Context Effect
Contrast Effect
Cross-race Effect
Cryptomnesia
Curse of Knowledge
Decoy Effect
Defensive Attribution Hypothesis
Denomination Effect
Distinction Bias
Dunning-Kruger Effect
Duration Neglect
Egocentric Bias
Egocentric Memory Bias
Empathy Gap
Endowment Effect
Essentialism
Exaggerated Expectation
Me
!
(The [All Important]
Development of Self)
“To develop others, start
with yourself.”
—Marshall Goldsmith
“Work on me first.”
—Kerry Patterson,
Joseph Grenny, Ron McMillan and Al Switzler, Crucial Conversations
“Everyone thinks of
changing the world, but no
one thinks of changing
himself.
—Leo Tolstoy
“Being aware of
yourself and how you
affect everyone
around you is what
distinguishes a
superior leader.”
—Edie Seashore
“How can a high-level leader like _____ be
so out of touch with the truth about
himself? It’s more common than you
In fact, the higher
up the ladder a leader
climbs, the less accurate his
self-assessment is likely to
be. The problem is an acute lack of
would imagine.
feedback [especially on people issues].”
—Daniel Goleman (et al.), The New Leaders
“The biggest problem I shall
ever face: the management of
Dale Carnegie.”
—Dale Carnegie, diary of
Acknowledgement
“The deepest principle
in human nature is the
craving* to be
appreciated.”
—William James
*“Craving,” not “wish” or “desire” or “longing”/Dale
Carnegie, How to Win Friends and Influence People
(“The BIG Secret of Dealing With People”)
“The deepest urge
in human nature
is the desire to be
important.”
—John Dewey
(In Dale Carnegie, How to Win Friends and Influence
People (“The BIG Secret of Dealing With People”)
“Employees who
don't feel significant
rarely make
significant
contributions.”
—Mark Sanborn
“THANK
YOU”
“Little” >> “Big”
Practicing …
We
-ism
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
"It became necessary to
medicine as a
cooperative
science; the clinician, the
develop
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
“Competency is
irrelevant if we don’t
share common
values.”
—Mayo Clinic exec, from Leonard Berry & Kent Seltman,
“Orchestrating the Clues of Quality,” Chapter 7 from Management Lessons From Mayo Clinic
"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
“I am hundreds
of times better
here
[than in my prior hospital assignment]
because of the support system.
It’s 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 Mayo Clinic
"When I was in medical school, I
spent hundreds of hours looking
into a microscope—a skill I never
needed to know or ever use. Yet
I didn't have a single class that
taught me communication or
teamwork skills—something I
need every day I walk into the
hospital.” —Peter Pronovost, Safe Patients, Smart Hospitals
R.O.I.R.
R.O.I.R.
>>
R.O.I.
RETURN ON
INVESTMENT IN
RELATIONSHIPS
Track & Manage …
your investments in
relationships/your
relationships portfolio
as closely as you
would track &
manage budget
numbers.
“Allied commands depend on
mutual confidence
and this confidence is
gained, above all
development
of friendships.”
through the
—General D.D. Eisenhower, Armchair General*
*“Perhaps his most outstanding ability [at West Point]
he made friends and earned the
trust of fellow cadets who came from widely
varied backgrounds; it was a quality that would pay great
was the ease with which
dividends during his future coalition command.”
What …
PRECISELY … is
this week’s
Relationship
Investment
Plan?????
Mind
your
allies!
Mind Your Allies!
**Invest time, gobs of
**PLAN your time investment
**“Over”-inform allies
**Seek your allies’ counsel until
you’re blue in the face—and
then some
**Showcase your allies in any
success (you stay in the
background)
**Etc.
**Etc.
Spend
80%
of
your time on allies—
finding and developing
and nurturing allies
of every size and shape
is the name of the
winning game.
100:1
“Keep a short
enemies list. One
enemy can do more
damage than the
good done by a
hundred friends.”
—Bill Walsh, The Score Takes Care of Itself (Walsh was the “hall
of fame” coach of the San Francisco 49ers football team)
POLITICS
75%+ of
effective project
management is
political mastery!
Believe it!
SIP/ALL SUCCESS IS A
MATTER OF
IMPLEMENTATION.
ALL IMPLEMENTATION IS
A MATTER OF POLITICS.
100%
ALL
IMPLEMENTATION
FAILURES ARE
YOUR FAULT!
The Project Manager
1. All implementation failures are
your fault.
2. All implementation failures are
people failures.
3. Project management is people
management.
4. “Politics” is the alpha and
omega and everything in
between of project
management—love it or leave it.
XFX =
#1
NEVER
WASTE A
LUNCH!
The sacred
220 “ABs”.*
*“At bats”
L = XFFRA1*
*Lunch = Cross-Functional Friction Reduction Agent #1
Loser:
“He’s such a
suck-up!”
Winner:
“He’s such a
suck-down.”
“SUCK
DOWN FOR
SUCCESS!”
Body
Language
“Research indicates the
pitch, volume, and pace of
your voice affect what
people think you said
about five times as much
as the actual words you
used .”
—Stanford Business/Spring 2012/on the work of
Prof. Deborah Gruenfeld
(*Repeat)
“I regard apologizing as the
most magical, healing,
restorative gesture human
beings can make. It is the
centerpiece of my
work with executives who
want to get better.”
—Marshall Goldsmith, What Got You Here Won’t Get You There:
How Successful People Become Even More Successful.
THERE ONCE
WAS A TIME WHEN A
Relationships
(of all varieties):
THREE-MINUTE
PHONE CALL WOULD
HAVE AVOIDED SETTING OFF THE
DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE
RUPTURE.*
*Divorce, loss of a BILLION $$$ aircraft sale, etc., etc.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
*PERCEPTION IS ALL THERE IS!
Comeback
(big, quick response)
>>
Perfection
With a new and forthcoming policy on
apologies … Toro, the lawn mower folks,
reduced the average cost of settling a claim
$115,000 in 1991 to
$35,000 in 2008 … and the
company hasn’t
been to trial in the
last15 years!
from
“It
takes 20 years to
build a reputation
and five minutes to
ruin it. Also, the Internet and
Welcome to the Age of Social Media:
technology have made customers more
demanding., and they expect information,
answers, products, responses, and
resolutions sooner than ASAP.” —John DiJulius,
The Customer Service Revolution
Wait: The Art
and Science
of Delay
—Frank Partnoy
“The central
element of good
decision-making is
a person’s ability to
manage delay.”
—Frank Partnoy, Wait: The Art and Science of Delay
“Given the fast pace of modern life,
most of us tend to react too quickly.
… Technology surrounds us, speeding
us up. We feel its crush every day. Yet
the best managers are comfortable
pausing for as long as necessary
before they act, even in the face of
the most pressing decisions.. Some
seem to slow
down time. ...” —Frank Partnoy,
Wait: The Art and Science of Delay
“Researchers have found again
and again that children who can
delay their reactions end up
happier and more successful
than their snap-reacting
playmates. They are superior at
building social skills, feeling
empathy, and resolving conflicts,
and they have higher cognitive
ability.”
—Frank Partnoy, Wait: The Art and Science of Delay
“When we thin slice, we reach
powerful unconscious
conclusions about others in
Unfortunately,
they are often
wrong.”
seconds.
—Frank Partnoy, Wait: The Art and Science of Delay
K=R=P
Kindness =
Repeat Business =
Profit.
"Let's not forget
that small
emotions are the
great captains of
our lives."
–—Van Gogh
!
Meetings ROCK
(Make that: SHOULD Rock)
Complain all
you want,
but meetings
are what you
(boss/leader)
do!
Meetings are
#1
do. Therefore,
thing bosses
100% of
those meetings:
EXCELLENCE.
ENTHUSIASM.
ENGAGEMENT.
LEARNING. TEMPO.
WORK-OF-ART. DAMN IT.
#1
Meetings =
leadership
opportunity
Meeting = Theater
Prepare for a
meeting/every meeting
as if your professional
life and legacy
depended on it.
It does.
FYI: This is … not
… a rant about
“conducting
better meetings.”
1 Mouth,
Ears
“It’s amazing how this
seemingly small thing—
simply paying fierce
attention to another,
really asking, really
listening, even during a brief
conversation—can evoke
such a wholehearted
response.”
—Susan Scott, Fierce Conversations:
Achieving Success at Work and in Life, One Conversation at a Time
“Fierce conversations
often do take time.
The problem is,
anything else takes
longer.”
—Susan Scott, Fierce Conversations:
Achieving Success at Work and in Life, One Conversation at a Time
18 …
“The doctor
interrupts
after …*
*Source: Jerome Groopman, How Doctors Think
18 …
18 …
seconds!
*8 of 10 sales presentations fail
*50% failed sales
talking
“at” before
listening!
presentations …
—Susan Scott, “Let Silence Do the Heavy Lifting,” chapter title,
Fierce Conversations: Achieving Success at Work and in Life,
One Conversation at a Time
Suggested
Core Value
#1: “We are Effective
Listeners—we treat
Listening EXCELLENCE as
the Centerpiece of our
Commitment to Respect
and Engagement and
Community and Growth.”
Do you prep for phone
calls—especially with
customers or vendors
or those "below" you
If
not, why not?
on the org chart?
*Listening is of the
utmost … STRATEGIC
importance!
*Listening is a proper …
CORE VALUE !
*Listening is … TRAINABLE !
*Listening is a …
PROFESSION !
Step
#1*
*Right now
“I always write
‘LISTEN’ on
the back of my hand
before a meeting.”
Source: Tweet viewed @tom_peters
100
Leaders:
Communications
failure …
100%*
*Your fault!
14 = 14
L(+21) = L(-21)
Leadership(21A.D.) =
Leadership(21B.C.)
EXCELLENCE is not a “longterm” "aspiration.”
EXCELLENCE is … THE
NEXT
5
MINUTES.*
(*Or NOT.)
EXCELLENCE is not an "aspiration."
EXCELLENCE is … THE NEXT FIVE MINUTES.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
is your next conversation.
is your next meeting.
is shutting up and listening—really listening.
is your next customer contact.
is saying “Thank you” for something “small.”
is the next time you shoulder responsibility and apologize.
is waaay over-reacting to a screw-up.
is the flowers you brought to work today.
is lending a hand to an “outsider” who’s fallen behind schedule.
is bothering to learn the way folks in finance (or IS or HR) think.
is waaay “over”-preparing for a 3-minute presentation.
is turning “insignificant” tasks into models of … EXCELLENCE.