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EXCELLENCE. ALWAYS. Tom Peters/26April2006/Phoenix.
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Transcript of EXCELLENCE. ALWAYS. Tom Peters/26April2006/Phoenix.
EXCELLENCE.
ALWAYS.
Tom Peters/26April2006/Phoenix
P.P.E.E.R.R.E.
People.Product.
Execution.Enthusiasm.Relentless.Re-invent.Excellence.
EXCELLENCE.
ALWAYS.
Tom Peters/26April2006
Slides at …
tompeters.com
EXCELLENCE.
ALWAYS.
Synonyms
PurityTranscendence
VirtueEleganceMajesty
Antonyms
Mediocrity
EXCELLENCE.
1982.
Excellence1982: The Bedrock “Eight Basics”
1. A Bias for Action2. Close to the Customer3. Autonomy and Entrepreneurship4. Productivity Through People5. Hands On, Value-Driven6. Stick to the Knitting7. Simple Form, Lean Staff8. Simultaneous Loose-Tight Properties”
What is In Search of Excellence about:
People. Emotion. Engagement. Exuberance. Action-Execution. Empowerment. Independence. Initiative. Imagination. Great
Stories. Incredible Adventures. Trust. Caring. Fun. Joy.
Customer-centrism. Profit. Growth. “Brand You.” “Dramatic
Differences.” Experiences that Make You “Gasp.” Excellence.
Always.
EXCELLENCE.
ALWAYS.
“Why in the world did you go to Siberia?”
The Peters Principles: Enthusiasm.
Emotion. Excellence. Energy. Excitement. Service. Growth.
Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design.
Quality. Entrepreneurialism. Wow.
Business* ** (*at its best): An emotional, vital, innovative, joyful,
creative, entrepreneurial endeavor that elicits
maximum concerted human potential in the
wholehearted service of others.***
**Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
Business: The Ultimate Creative
Endeavor.
Business: The Ultimate Personal
Development-Growth
Experience.
Business: The Ultimate
Transcendent Service
Opportunity.
EXCELLENCE.
ALWAYS.
People.Product.
Execution.Enthusiasm.Relentless.Re-invent.Excellence.
People Power:
The
Talent50
1. People First!
“The Creative Age
is a wide-open
game.” —Richard Florida,
The Rise of the Creative Class
Whoops: Jack didn’t have a
vision!*
*GE = “Talent Machine” (Ed Michaels)
2. Soft Is Hard.
Message: Leading “Talent” is all about
Love: Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures,
Bizarre Failures, Growth, Insatiable Appetite for Change.
3. FUNDAMENTAL PREMISE: We Are in an Age
of Talent/Creativity/ Intellectual-capital Added.
“Human creativity
is the ultimate economic
resource.” —Richard Florida,
The Rise of the Creative Class
Agriculture Age (farmers)
Industrial Age (factory workers)
Information Age (knowledge workers)
Conceptual Age (creators and empathizers)
Source: Dan Pink, A Whole New Mind
4. Talent “Excellence” in
Every Part of Every Organization.
Wegman’s:
#1/100
“Best Companies to
Work for”/2005
5. P.O.T./ Pursuit Of Talent =
OBSESSION.
“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
Les Wexner: From sweaters to … people!
Leaders “do” people!
6. Talent Masters Understand
Talent’s Intangibles.
Q: “If it were your $100K [life’s savings] and my $100K, what sort of Waiters would we look for?”A:
“Enthusiasts!”
Visibly energetic/Passionate/ Enthusiastic/Joyous … about everything.
Impatient/Action fanatic.
Curious
No. 1/Bosses: “Dramatically” exceptional talent selection & development record.
(Routinely transformed lives/Was a magnet for fantastic people)
Outrageously high standards (exudes the pursuit of excellence)
Smells of integrity
7. HR Is “Cool.”
Chicago:HRMAC
“support function” / “cost center” /
“bureaucratic drag”
or …
Are you …
“Rock Stars of the Age of
Talent”?
“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)
8. HR Sits at The Head
Table.
A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting 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 performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.
Second: Putting HR on a par with finance and marketing.
DD$21M
9. Re-name “HR.”
Talent Departm
ent
People Department
Center for Talent Excellence
Seriously Cool People Who Recruit & Develop
Seriously Cool People
Etc.
10. There Is an “HR Strategy”/
“HR Vision”
“Omnicom very simply is about
talent. It’s about the
acquisition of talent, providing the
atmosphere so talent is attracted
to it.” —John Wren
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
What’s your company’s … EVP/IBP?*
*Employee Value Proposition, per Ed Michaels et al., The War for Talent;
IBP/Internal Brand Promise per TP
EVP/IBP = Remarkable challenges, rapid professional
growth, wholesale respect, deep satisfaction, fun,
stunning opportunities, exceptional rewards, amazing peer group, full membership in
Club Adventure, maximized future employability
11. Acquire for Talent!
Omnicom's acquisitions: “not for
size per se”; “buying talent;” “deepen a
relationship with a client.”
Source: Advertising Age
12. There Is a FORMAL
Recruitment Strategy.
“Busy Executives Fail To Give Recruiting
Attention It Deserves”
—Headline, WSJ, 1121.05
Cirque du
Soleil!
13. There Is a FORMAL “Strategic” Leadership Development Strategy.
DD: 0 to 60mph in a flash (months)
Five MYTHS About Changing Behavior
*Crisis is a powerful impetus for change*Change is motivated by fear*The facts will set us free
*Small, gradual changes are always easier to make and sustain*We can’t change because our brains become “hardwired” early in life
Source: Fast Company/05.2005
14. There is a “World Class”
Leadership Development
CENTER.
Crotonville!
15. There Is a FORMAL
STRATEGIC HR Review Process.
“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
16. “People”/ Talent” Reviews Are the FIRST
Reviews.
17. HR Strategy = BUSINESS Strategy.
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.
18. Make it a “Cause Worth
Signing Up For.”
“People want to be part of something larger
than themselves. They want to be part of
something they’re really proud of, that they’ll
fight for, sacrifice for , trust.” —Howard Schultz, Starbucks (IBD/09.05)
19. Unleash “Their” Full Potential!
“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”
“We are a ‘Life
Success’ Company’
Dave Liniger, founder, RE/MAX
“No matter what the situation, [the great manager’s]
first response is always to think about the individual concerned and how things can be arranged to help
that individual experience success.” —Marcus Buckingham,
The One Thing You Need to Know
20. Set Sky High
Standards.
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
21. Enlist Everyone in Challenge Century21.
“There is no job that is
Australia’s God-given
right anymore.”
—Tom Peters/10.26.2005
Distinct …
or … Extinct
New Work SurvivalKit.2006
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!)
22. Pursue the Best!
“best person in
the world” —Arthur Blank
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
Not “out sourcing”Not “off shoring”
Not “near shoring”Not “in sourcing”
but …
“Best Sourcing”
23. Up or Out.
“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
24. Ensure that the Review
Process Has INTEGRITY.
25 = 100*
* “But what do I do that’s more important than developing people? I don’t do the damn work. They do.”—GS
25. Pay Up!
“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
26. Training I: Train! Train!
Train!
26.3
3 Weeks in May
“Training” & Prep: 187“Work”: 41
(“Other”: 17)
1%
vs.
367%
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?
“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
27. Training II: 100% “Business
People.”
28. Training III: 100%
LEADERS.
“I start with the premise that the
function of leadership is to produce more leaders, not more followers.” —Ralph Nader
29. Training IV: Boss as Trainer-
in-Chief.
“Workout” = 24 DPY in the Classroom
30. Training V: The REAL
Bedrock of the “Talent Thing.”
“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!
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
15 “Leading” Biz Schools
Design/Core: 0Design/Elective: 1
Creativity/Core: 0Creativity/Elective: 4
Innovation/Core: 0Innovation/Elective: 6
Source: DMI/Summer 2002/Research by Thomas Lockwood
31. Wide-open Communication: NO BARRIERS.
“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
32. Respect!
“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
“What creates trust, in the end,
is the leader’s manifest respect
for the followers.” — Jim O’Toole,
Leading Change
“Empowerment” =
TrustSource: Barry Gibbons
33. Embrace the Whole Individual.
34. Build Places of “Grace.”
Rodale’s on “Grace” …
elegance … charm … loveliness … poetry
in motion … kindliness ...
benevolence … benefaction … compassion …
beauty
35. MBWA*: Visible
Leadership!*Managing By Wandering Around
“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
36. Thank You!
“The deepest human
need is the need to be
appreciated.” —William James
37. Promote for “people skills.” (THE REST IS
DETAILS.)
“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
38. Honor Youth.
“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
39. Provide Early Leadership
Assignments.
The
WOW!
Project
40. Create a FORMAL System of Mentoring.
W. L. GoreQuad/Graphics
41. WOMEN RULE.
“AS LEADERS, WOMEN RULE: New
Studies find that female managers outshine their
male counterparts in almost every measure”
Title, Special Report/BusinessWeek
“On average, women and men possess a number of different innate skills. And current trends suggest that many sectors of the twenty-
first-century economic community are going to need the
natural talents of women.”Helen Fisher, The First Sex: The Natural Talents of Women
and How They Are Changing the World
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. —Judy B. Rosener, America’s Competitive Secret
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
????????
8/500
????????
6/44
The Core Argument
1. We are in a War for Talent.2. The war will intensify.3. Women are under-represented in our senior 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.
42. Diversity!
“To be a leader in consumer
products, it’s critical to have
leaders who represent the population we
serve.” —Steve Reinemund/PepsiCo
“We want our associate population to mirror our customer population at
every level, from the executive suite all the
way to the retail floor.” —Larry Johnston, CEO, Albertsons
43. Hire (& Protect!) Weird!
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
“Are there enough weird
people in the lab these days?” —V.
Chmn., pharmaceutical house, to a lab director
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
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.)
44. We Are All Unique.
Beware Standardized Evals: One size NEVER fits all. One size fits
one. Period.
53 Players = 53 Projects = 53 different
success measures.
45. Capitalize on Strengths.
“The key difference between checkers and
chess is that in checkers the pieces all move the same way, whereas in
chess all the pieces move differently. … Discover what is unique about
each person and capitalize on it.” —Marcus
Buckingham, The One Thing You Need to Know
“The mediocre manager believes that most things are learnable and
therefore that the essence of management is to identify ach
person’s weaker areas and eradicate them. The great manager believes
the opposite. He believes that the most influential qualities of a
person are innate and therefore that the essence of
management is to deploy these innate qualities as effectively as
possible and so drive performance.” —Marcus Buckingham, The One
Thing You Need to Know
46. Bosses “Win People
Over.”
PJ: “Coaching is winning
players over.”
47. GOAL: Voyages of
Mutual Discovery.
“I don’t know.”
Quests!
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.”
Leadership’s Mt Everest!
“free to do his or her absolute best”
…
“allow its members to
discover their greatness.”
48. Foster Independence.
“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?’ ”Source: Stan Davis & Christopher Meyer, futureWEALTH
49. Enthusiasm!
“It’s simple, really, Tom. Hire for s,
and, above all, promote for s.”
—Starbucks follower/WS analyst
50. Talent = Brand.
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
The Talent50
1. People first!2. Soft is Hard. 3. FUNDAMENTAL PREMISE: We are in an Age of Talent/ Creativity/ Intellectual-capital Added.4. Talent “excellence” in every part of the organization.5. P.O.T./Pursuit Of Talent = Obsession.6. HR sits at The Head Table.7. HR is “cool.”
Brand =
Talent.
“I have always believed that the
purpose of the corporation is to be a
blessing to the employees.” —Boyd Clarke
50. Talent = Brand.